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HomeMy WebLinkAbout2015-2016 Adopted Budget.pdfRenton City Hall • 1055 South Grady Way • Renton, Washington 98057 • rentonwa.gov City of Renton, WA 2015-2016 Adopted Budget 2013-2018 Goals2013-2018 Goals Meet service demands and provide high quality customer service Plan, develop, and maintain quality services, infrastructure, and amenities Prioritize services at levels that can be sustained by revenue Retain a skilled workforce by making Renton the municipal employer of choice Develop and maintain collaborative partnerships and investment strategies that improve services Respond to growing service demands through partnerships, innovation, and outcome management Building an inclusive city with opportunities for all Improve access to city services and programs and make residents and businesses aware of opportunities to be involved with their community Build connections with ALL communities that reflect the breadth and richness of the diversity in our city Promote understanding and appreciation of our diversity through celebrations and festivals Provide critical and relevant information on a timely basis and facilitate two-way dialogue between city government and the community Encourage volunteerism, participation and civic engagement Promote economic vitality and strategically position Renton for the future Promote Renton as the progressive, opportunity- rich city in the Puget Sound region Capitalize on opportunities through bold and creative economic development strategies Recruit and retain businesses to ensure a dynamic, diversified employment base Nurture entrepreneurship and foster successful partnerships with businesses and community leaders Leverage public/private resources to focus development on economic centers Provide a safe, healthy, vibrant community Promote safety, health, and security through effective communication and service delivery Facilitate successful neighborhoods through community involvement Encourage and partner in the development of quality housing choices for people of all ages and income levels Promote a walkable, pedestrian and bicycle-friendly city with complete streets, trails, and connections between neighborhoods and community focal points Provide opportunities for communities to be better prepared for emergencies Support planned growth and influence decisions that impact the city Foster development of vibrant, sustainable, attractive, mixed-use neighborhoods in urban centers Uphold a high standard of design and property maintenance Advocate Renton’s interests through state and federal lobbying efforts, regional partnerships and other organizations Pursue transportation and other regional improvements and services that improve quality of life Balance development with environmental protection Renton Business PlanRenton Business Plan VisionVision Renton: The center of opportunity in the Puget Sound Region where families and businesses thrive Providing a safe, healthy, welcoming atmosphere where people choose to live Promoting economic vitality and strategically positioning Renton for the future Supporting planned growth and influencing decisions that impact the city Building an inclusive city with opportunities for all Meeting service demands through high quality customer service, innovation, a positive work environment, and a commitment to excellence MissionMission The City of Renton, in partnership and communication with residents, businesses, and schools, is dedicated to: i Updated 10/30/2014    Boards, Commissions, and Committees Location Day Time  AIRPORT ADVISORY COMMITTEE Meetings scheduled as needed  CIVIL SERVICE COMMISSION 1st Flr. HR Training. Rm. 4th Tuesday 4:30 p.m.  CUAUTLA SISTER CITY ADVISORY COMMITTEE      Meetings scheduled as needed  FIREMEN’S PENSION BOARD 7th Flr. Mayor’s Conf. Rm. 3rd Thursday 2:00 p.m.  HUMAN SERVICES ADVISORY COMMITTEE 7th Flr. Council Conf.Rm. 3rd Tuesday 3 p.m.  LEOFF BOARD 1st Flr. HR Conf. Rm. 4th Tuesday 8 a.m.  LIBRARY ADVISORY BOARD 7th Flr. Council Conf.Rm. 3rd Wednesday 5:30 p.m.  MUNICIPAL ARTS COMMISSION 7th Flr. Conf. Center. 1st Tuesday 4:30 p.m.  NISHIWAKI SISTER CITY ADVISORY COMMITTEE      Meetings scheduled as needed  NON‐MOTORIZED TRANSPORTATION ADVISORY COMMITTEE 6th Flr. Conf. Rm. 621  1st Thursday    Semi‐ Annually June & Dec.  4:30 p.m.  PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m.  PLANNING COMMISSION Council Chambers 1st and 3rd  Wednesdays  6 p.m.  RENTON HOUSING AUTHORITY 2900 NE 10th St. 2nd Monday 9 a.m.  SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center  1st and 3rd Mondays 10 a.m.  ii             Mayor Denis Law      Judge Terry Jurado                       First Elected – 2008          Appointed – 1998  as City Council – 2004 to 2007     First Elected – 2002            Renton City Council     Picture   Unavailable            Don Persson          Ed Prince               Randy Corman               Ruth Pérez     First Elected – 2000             First Elected – 2012         First Elected – 1994                 Appointed – 2014                                                              Marcie Palmer                      Greg Taylor                              Armondo Pavone                                       First Elected – 2004              First Elected – 2008              First Elected ‐ 2014          iii               The Government Finance Officers Association of the United States and Canada (GFOA)  presented an award of Distinguished Budget Presentation to the City of Renton for its biennial  budget for the fiscal year beginning January 1, 2013.  In order to receive this award, a  government unit must publish a budget document that meets program criteria as a policy  document, as an operations guide, as a financial plan, and as a communication device.  The  award is valid for a period of two years. We believe this budget continues to conform to program  requirements and we will submit the final 2015/2016 Budget to GFOA to determine its eligibility  for another award.  iv Table of Contents  Page    EXECUTIVE SUMMARY  Budget Message from the Mayor 1‐1  2015/2016 Budget Highlights 1‐13  Budget at a Glance 1‐27  Long Range Plan 1‐37  Financial Management Policies 1‐57   RENTON RESULTS  Budget Framework 2‐1  Renton Results Overview 2‐5  Key Performance Indicators Summary 2‐8  2010‐2016 Resource Allocation by City Service Area 2‐9  Safety and Health ‐ Key Performance Indicators, Program Budgets and Performance Measures 2‐10  Representative Government ‐ Key Performance Indicators, Program Budgets and Performance  Measures 2‐16  Livable Community ‐ Key Performance Indicators, Program Budgets and Performance Measures 2‐21  Mobility ‐ Key Performance Indicators, Program Budgets and Performance Measures 2‐27  Utilities and Environment ‐ Key Performance Indicators, Program Budgets and Performance  Measures 2‐30  Internal Services ‐ Key Performance Indicators, Program Budgets and Performance Measures 2‐36  Revenue, Expenditure and Capital Budgets by City Service Area and Other Services 2‐43  Reconciliation to Total Budget 2‐51   BUDGET BY DEPARTMENT  Legislative 3‐1  Executive 3‐7  City Attorney 3‐17  Court Services 3‐21  Administrative Services (AS) 3‐25  Community and Economic Development (CED) 3‐35  Community Services 3‐49  Fire and Emergency Services 3‐73  Human Resources and Risk Management (HR&RM) 3‐83  Other City Services 3‐91  Police 3‐93  Public Works (PW) 3‐107   DEBT MANAGEMENT  Overview 4‐1  Outstanding Debt 4‐2  Computation of Limitation of Indebtness & Debt Service to Maturity by Funding Sources 4‐3  Debt Service Coverage Ratio 4‐4  General Obligation Debt 4‐5  Waterworks Debt 4‐7  v Table of Contents  Page       CAPITAL INVESTMENT PROGRAM  City Wide Narrative 5‐1  City Wide Summary 5‐5  General Government 5‐7  Internal Service Funds 5‐57  Transportation 5‐61  Airport 5‐97  Golf Course 5‐109  Water 5‐117  Wastewater 5‐133  Surface Water 5‐151   BUDGET BY FUND  Summary All Funds 6‐1  General Governmental 6‐11  Special Revenue 6‐12  Capital Investment Program 6‐19  Enterprise 6‐27  Internal Service 6‐34  Investment Trust 6‐41   APPENDIX  General Information 7‐1  Largest Taxpayers/Principal Employers 7‐4  Full‐Time Employee Staffing 7‐5  Comparison of Taxes and Rates 7‐6  Index of Positions and Pay Ranges (2016 not settled) 7‐7  Rates and Fees Schedule 7‐19  Budget Glossary 7‐42  Adopted Legislations (Budget, Taxes, Fees, and etc) 7‐48    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  2015/2016 Biennial Budget.  Following this are the 2015/2016 Budget Highlights, Budget at a Glance, Long  Range Plan, and Financial Management Policies.  Included in the Executive Summary section is a condensed view  of the budget, covering everything from a summary of the budget process to summaries for fund types,  department expenditures and employment history, and revenue sources and levels.    Section 2:  Renton Results  In this section we present the City of Renton’s performance management initiative originated in 2007 to clearly  illustrate the services provided by the City of Renton, the resources needed to provide these services, and the  results of the service efforts to facilitate policy decisions and provide accountability to the community.    Section 3:  Budget by Department  In this section we present budget information organized by department and division. Each department, and  each division within that department, presents its mission statement, expenditure budget, staffing levels, and  funding decisions.    Section 4:  Debt Management  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 This page is intentionally left blank    viii             1 EXECUTIVE SUMMARY     Budget Message from the Mayor      1‐1    2015/2016 Budget Highlights      1‐13    Budget at a Glance      1‐27    Long Range Plan      1‐37    Financial Management Policies      1‐57     ADMINISTRATIVE SERVICES Iwen Wang, Administrator 425‐430‐6858 RENTON CITIZENS MAYOR Denis Law 425‐430‐6500 MUNICIPAL COURT JUDGE Terry Jurado 425‐430‐6550 CITY COUNCIL Ed Prince (President), Randy Corman,  Marcie Palmer, Armondo Pavone,  Ruth Pérez, Don Persson, and Greg  Taylor 425‐430‐6500 CHIEF ADMINISTRATIVEOFFICER Jay Covington 425‐430‐6500 COMMUNITY SERVICES Terry Higashiyama, Administrator 425‐430‐6600 PUBLIC WORKS Gregg Zimmerman, Administrator 425‐430‐7394 EXECUTIVE COMMUNITY AND ECONOMIC  DEVELOPMENT Chip Vincent, 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 Nancy Carlson, Administrator 425‐430‐7650 Facilities Peter Renner, Director Renton History Museum Elizabeth Stewart, Manager Neighborhoods, Resources,  and Events Casey Stanley, Manager Maintenance Services Michael Stenhouse, Director Utility Systems Lys Hornsby, Director Transportation Systems Doug Jacobson, Deputy PW  Administrator Economic Development Cliff Long,Director Development Services Vacant, Director Planning Jennifer Henning, Director Mayor's Office City Clerk / Cable Manager Jason Seth, City Clerk Communications Preeti Shridhar, Deputy Public  Affairs Administrator Support Operations Bureau Ed VanValey, Deputy Chief Field Operations Bureau Ed VanValey, Deputy Chief Response Operations Erik Wallgren, Deputy Fire  Chief Safety and Support Services Chad Michael, Deputy Fire  Community Risk Reduction Anjela St. John, Fire Marshal Emergency Management Deborah Needham, Director Human Resources Cathryn Laird, Manager Risk Management Gary Lamb, Manager Benefits Maria Boggs, Manager Finance Jamie Thomas, Director Information Technology Mehdi Sadri, Director Staff Services Special Operations Investigations Administrative  Services Patrol Services Patrol Operations CITY ATTORNEY 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 Kris Stimpson, Director BUDGET MESSAGE TO COUNCIL  Updated 10/6 at 2p.m.    I appreciate the opportunity today to present to you our biennial budget proposal  for 2015‐2016.  Before I get into the numbers, I want to thank you, our department heads, and all  city employees who, for the past several years, have helped us maneuver through  the most challenging financial times we’ve ever experienced. Thanks to your  support and leadership, and the efforts of city staff, we have continued to provide  our residents and businesses with quality city services, while encouraging new  investments, jobs and housing options in our community.  I have said this before but it’s worth repeating. At a time when the nation’s  economy was in dire straits, and our population nearly doubled, we successfully  faced the challenge of providing services to our expanded population despite a  13% reduction in staff and a reduced budget that totaled millions of dollars over  the past six years.    Earlier this year, we established four key priority areas of focus that you agreed  with during your council retreat. They include:  o Address Economic Development Priorities  o Serve our Vulnerable and Diverse Populations  o Enhance the Customer Service and Productivity of our Employees  o Develop a Sustainable Fiscal Strategy    While the 2015‐2016 budget focuses resources in each of these areas, we already  have successes to report from the current budget period.   In the area of Economic Development, we’ve had a lot of success.  Executive Summary - Budget Message from the Mayor 1 - 1 Earlier this year, the city partnered with the Aerospace Futures Alliance (AFA) and  other industry members to secure $12.5 million of funding from the state to build  a new training facility on the former Renton Chamber site overlooking the airport.  The AFA recently hired Laura Hopkins as the facility’s executive director.  Laura’s  experience and expertise are well respected in both the private and educational  sectors, and she has been busy securing partnerships, and clarifying the facility’s  business plan.   The name of this facility will be The Washington Advanced Manufacturing  Training Institute. The city, in its role as project manager to construct the facility,  continues to provide support.  I am excited at the potential world‐class training  this facility may offer.   As promised, we have been focusing a lot of our effort to Downtown  Redevelopment.  This year, I convened a series of meetings with downtown  property and business owners, developers, and community stakeholders to seek  their input on how to move downtown redevelopment forward.  We received a lot of interest from potential developers. Within the next couple  weeks, the ground will be broken on a $10 million dollar downtown apartment  complex at S. 2nd and Main St. that will feature 101 apartments and 3,500 square  feet of retail on the main floor. And in conjunction with this exciting project, the  city will be working on converting Main Street, between S. 2nd and S. 3rd, to two‐ way traffic with a design that will make one of the primary gateways into the  downtown much more pedestrian friendly and inviting.  Later this evening, the Council will consider repurposing some of our Community  Development Block Grant funds to create a program that provides financial  assistance as an incentive for owners in downtown Renton to rehabilitate their  buildings. Such a program will encourage private investment in downtown,  provide marketable space for new and expanding businesses, achieve significant  visual improvements, and improve downtown’s overall health and safety.    Last month, with the help of the chamber, staff convened a successful meeting of  nearly 50 downtown business and property owners and other stakeholders to  Executive Summary - Budget Message from the Mayor 1 - 2 discuss the formation of a downtown business association.  We see the formation  of such an association as a key piece in our redevelopment efforts. The 2015‐2016  budget provides staff and other resources to continue progress in these and other  efforts downtown.  And we’re happy to let you know that we will be reinstating flower baskets in the  downtown area next spring in collaboration with downtown businesses in  cleaning‐up and beautifying the area.  As you know, the redevelopment of the Highlands/Sunset area has been a  priority of the city for over 20 years. In 2013, the Council adopted a revitalization  plan that identifies a number of key public and private sector projects to achieve  the plan’s objectives.  In addition to a number of public infrastructure projects  completed to date, construction of the Highlands library, and residential projects  that are being built by Colpitts Development and Renton Housing Authority, will  dramatically change the appearance and livability of the area.    We also plan to request funding from the state’s capital budget this next session  to help fund a new, 3.7 acre neighborhood park that is part of our vision for the  Sunset community.   This proposed budget provides resources that will allow us to continue progress in  the downtown and Highlands areas. It also calls for continued efforts to revitalize  commercial sectors in the Benson/Cascade area and the North 3rd‐4th corridor, in  addition to balancing future development in the South Lake Washington  Boulevard and The Landing area.    The second key item of building an inclusive city has been one of my priorities  for the past seven years. We are devoting a tremendous amount of effort in  finding ways to better serve our diverse and vulnerable populations. And we are  very pleased that our efforts earned Renton a first‐place national award this year  from the National Black Caucus of Elected Officials through the National League of  Cities.  Executive Summary - Budget Message from the Mayor 1 - 3 Earlier this year we engaged Benita Horn, a highly respected authority in this  region on cultural diversity and social equity, to help us move forward. In a very  short time, Benita has helped us make great progress towards our stated goals.   o We have been providing training for our employees on race, equity  and inclusion and by the end of the year most of the city employees  will have received the training.  o We have strengthened our relationship with our community liaisons  and are in the process of formalizing their commitment to the city.  And we are developing an equity lens that will help us evaluate  several internal systems such as job recruitment and purchasing, with  the incorporation of inclusion as one of the guidelines.  To address the needs of our senior population, we propose to eliminate the pet  license fee for low income seniors. Each eligible senior can have up to three  permanent pet licenses.  We are also amending our requirement for reduced utility rates. Currently the  rate is available only for “dual occupancy households” where both members in  the household meet disability or low income senior requirements. Our proposal  changes the requirement to only one member of the household that needs to  meet the requirement. The current standard has been a very high bar for many  low income senior households to qualify for a utility rate discount.  It is important to recognize that it takes an entire community to best serve our  most vulnerable populations. We’ve made great progress over the past two years  thanks to community partnerships.  o One example is the arrangement we worked out with the Renton  Youth Advocacy Center for utilization of the Tiffany Park  Neighborhood Center. This organization offers afterschool and  summer programs for local youth and teens between the ages of 12  to 17. They have great programs including tutoring, community  services, sports, reading, interviewing skills and basic life skills. Our  Executive Summary - Budget Message from the Mayor 1 - 4 staff has worked very hard with director John Houston to help grow  and sustain this program.  o We’re most excited over the success taking place in the Center of  Hope at city hall, located downstairs in refurbished space that used  to be the jail. Our partnership with REACH (Renton Ecumenical  Association of Churches) has resulted in many positive outcomes for  homeless women with children, which we heard at their first annual  fundraiser that was held Thursday night. This city can be very proud  for finding a creative way to partner with our local churches in  providing a program that has proven to be so successful in just a  short period of time.   Benita will be giving you an update in November on our efforts to address cultural  diversity and inclusiveness in our community once she completes her assessment  and recommendations.  In the area of enhancing productivity and customer service, we have literally  changed the workforce culture here at City Hall.  We have created an  environment that accepts change, embraces creativity and performance  improvement, with a management team that provides vision, leadership, training  and motivation.  We continue to focus on our goal of being “the best city in King County,” with  great customer service, strong partnerships, and measurable progress in  everything we do. We have created a culture that works to solve issues for our  citizens instead of passing the buck.   Our employees, from police officers to our storm water workers, continue to find  ways to meet the needs of our citizens while often going that extra mile to  provide special service. I continually receive comments from our citizens and  business owners praising individual employees for their professionalism and for  the services they have provided.  Executive Summary - Budget Message from the Mayor 1 - 5 This commitment to service has also equated into improved productivity as  employees find new and better ways of doing business. Our ability to meet  service demands these past years with fewer employees and reduced budgets is  due to the tremendous efforts of department administrators, managers and our  entire workforce.  Another indicator that our employees are internalizing the challenge to improve  our productivity and customer service is the increasing number of training  sessions conducted by fellow employees. And the results can be seen by the  number of thank you notes that are posted on “Honor Walls” throughout City  Hall.  This proposed budget continues the staff training efforts by utilizing outside  expertise when needed, while still leveraging training by our own staff when  possible.  The fourth priority is building a sustainable fiscal strategy.  Every year, the cost  of maintaining basic city services increases but our revenues do not grow at the  same rate. Renton is no different than most other cities and many businesses in  our state that are struggling to keep pace with inflation and the cost of employee  wages and benefits.    In 2000, the motor vehicle excise tax was repealed; in 2001, the state limited the  growth of property tax to 1% per year; and last year the state reduced the share  of revenue we used to receive from the liquor excise tax and profits.   As you know, cities receive a very small portion of the property and sales taxes  collected. For each dollar collected for property taxes, Renton receives 22 cents.  For sales taxes, we receive less than 10 cents for every dollar collected. Still we  depend on these two categories that represent more than 50% of our total  revenues to pay for police and fire protection, city parks, road repairs and many  other city services.   And in addition to all this, the years of recession exposed the volatility of our  revenue structure and the vulnerability of relying on sales tax. While overall sales  Executive Summary - Budget Message from the Mayor 1 - 6 taxes have increased in recent years due to the improved economy, they are just  now back to the level we received in 2008.   Every year, the cost of maintaining basic city services increases at a rate higher  than our revenues grow. Nearly every jurisdiction is facing the same financial  challenges of meeting rising costs with the limited available revenue sources.  Take Seattle for instance. Despite a multi‐billion dollar base budget and a strong  local economy, with hundreds of millions being spent in new construction, Seattle  residents recently had to vote to create a new Metropolitan Park District to  generate enough taxes to pay for deteriorating parks and facilities. And they are  planning to ask voters next month to also tax themselves to meet police and fire  needs.   The same scenario is playing out in many local cities and the county.  With your  support, we have proposed instituting a Business and Occupation Tax to address  the budget shortfall, which I’ll explain in more detail in a couple minutes.  The choices we have to keep the city financially healthy are very limited. The City  Council must balance the budget and is faced with hard choices: either reduce  services or raise revenue to close the gap between expenses and revenue.  As in past years, the budget I present here today mixes aspiration with reality,  hope with hard truth, and inspiration despite fiscal challenges. And it includes  input from you and members of the community.   I convened the Mayor’s Budget Advisory Group again this year to meet with each  department to review the services we provide, our successes and challenges, and  to provide guidance on priorities for the city as we move forward.  This group was comprised of local residents, business owners, and community  leaders. They met over a period of several weeks with every department head  and our finance department. In addition to examining our preliminary budget  projections, they had an opportunity to review several of the policies and  Executive Summary - Budget Message from the Mayor 1 - 7 programs that we instituted during the last budget process, including the  recommendations they had made to us.   They reviewed our recommendation to address the ongoing deficit in revenues  with a Business and Occupation tax. In the end, they concurred with the need to  raise revenues in order to maintain service levels. They also made suggestions on  how to spread this tax more broadly throughout the business community while  still protecting small businesses.   As always, they provided invaluable input that has helped guide us through the  current budget. This budget reflects several key priorities and suggestions for cost  savings recommended by the advisory group this year.  The budget that I’m submitting to you today is not filled with many new  programs or initiatives. It was prepared with a continued commitment of  improving productivity and efficiency and operating within our means, while  striving to achieve our stated goal of becoming the best city in King County.   So this evening, I’m presenting a balanced budget for 2015 and 2016. The total  budget for the two year period is $486 million, of which nearly $230 million is for  the General Government fund that covers the bulk of our city services that are  critical to residents and local businesses.  Iwen will follow me in a couple minutes to provide more detail on this proposed  budget. And in the coming weeks, each department administrator will provide  you with the specifics of their department budgets. We are not rolling out any  new programs but have identified a few key areas where we had made significant  cuts in the past and now need to make adjustments to keep up with the  increasing demand.  I’m recommending adding back a few key positions that were lost during the  height of the recession. Overall, this budget proposes adding nine positions, one  that is limited term, two that will be funded by the utilities divisions, and six in the  general fund to allow us to keep up with the increased demand in services.  Executive Summary - Budget Message from the Mayor 1 - 8 A number of these positions, especially in Community and Economic  Development, are funded through the dramatic increase in permit activity and  fees.  We are also adding back two positions within the police department to staff the  School Resource Officers in our high schools that were eliminated early in the  recession. This is possible thanks to the partnership we have with the Renton  School District in sharing the costs of three officers dedicated to the high schools.  You will also see a request to increase our Human Services funding by $48,000  over the two year period. This is in response to a request by our Human Services  Advisory Committee that recently presented you with its recommendations of  funding local human service programs. As you’ll recall, we’re only able to fund  about half of the requests we received due to limited available budget. This  added budget request will allow us to meet the financial needs of a number of  smaller requests and help these agencies continue to meet some of the critical  needs in the community.  This budget also addresses some of our badly needed maintenance and capital  projects that we’ve had to defer for a number of years. Some of these projects  include:  o Repairing the pilings and float structures, and control erosion and  stabilize the bank between Ivars and the north picnic shelter at  Coulon Park  o Stabilizing the river bank on the shoreline of the Cedar River  o Updating some of our irrigation system to reduce water use  As I mentioned earlier, in order to meet our increased costs without reducing  services to our citizens and business community, this budget includes the  implementation of a Business and Occupation Tax beginning in 2016.  This tax is already being collected by many cities in Washington, and Renton is the  only city our size in King County not to have a B&O tax. This is a tax that we have  Executive Summary - Budget Message from the Mayor 1 - 9 always resisted due to the increased challenges it places on the business  community, especially small businesses.  To address these concerns and to protect small businesses, you approved our  recommendation that exempts businesses doing less than $1.5 million in annual  sales, and places a maximum cap on taxable sales to protect large companies like  Boeing. While this tax will help us cover our anticipated revenue shortfall, and  allow us to conduct some long overdue maintenance, the rate remains much  lower than any other jurisdiction collects in this region.  Before deciding on implementing the B&O Tax, we worked closely with our  business community to get their input. We held two forums in collaboration with  the Renton Chamber of Commerce, worked closely with the auto dealers, had  several meetings with the Boeing Company and other local businesses.   It was encouraging to hear from our business leaders that they believe the city  has used its resources responsibly and they understand our need for additional  revenue. Even though nobody embraced the implementation of a new tax, the  businesses we met with and members of the Budget Advisory Group felt it was  important that the city not reduce the level of service we currently provide.   Renton has a rich history of embracing the future and making its mark. We are a  city that is proud of its past, but even more excited about what the future holds— a future where all our residents have access to all of the opportunities, jobs and  culture that Renton has to offer.   There are exciting times ahead. Last week we participated in the groundbreaking  of a new, four‐star hotel that will be built at Southport on Lake Washington. This  beautiful $180 million dollar facility will feature 350 quality rooms, fine  restaurants and a 40,000 square foot conference center.  In addition, IKEA will be building a new $75 to $100 million dollar store in our  community, in addition to another $40 million dollars of new projects already in  the permitting process for our city.  Executive Summary - Budget Message from the Mayor 1 - 10 If we are to remain a city where businesses want to invest and parents want to  raise their families, we must build on our successes rather than falling back into  status quo.   In closing, what you have in front of you is a fiscally responsible budget—a budget  that takes care of basic city needs efficiently and sensibly.   I welcome your thorough evaluation of this proposed budget and am hopeful of  your support.     Thank You  Mayor Denis Law    Executive Summary - Budget Message from the Mayor 1 - 11 This page is intentionally left blank  Executive Summary - Budget Message from the Mayor 1 - 12   City of Renton  2015‐2016 Budget Highlights      Budget Overview                                                                    The total adopted 2015‐16 budget has revenue of $487.5 million and a  total expenditure of $485.9 million. This is an increase of 5.4% in  overall revenue and a 6.2% increase in expenditures when compared  with the 2013‐14 adopted budget.  These percentages appear low due to large decreases in capital  revenue and spending associated with three very large projects:  Rainier Avenue South, Strander Boulevard, and the Airport Taxiway  Bravo improvements, all funded primarily with federal grants.  If we  exclude changes in capital, the 2015‐16 adopted expenditures show  an increase of 12.4% over the adopted 2013‐14 biennium  expenditures.   Just as the 6.2% is low, the 12.4% increase is deceptively high. This is  primarily due to the 2013‐14 adopted budget’s exclusion of any cost  associated to the labor contract that was not completely settled until  early 2014; and one‐time employee medical premiums reduction in  2013; and that the final 2013‐2015 labor contracts provided an  average wage increase of approximately 7% over the 3‐year period,  with the bulk of the increase to take place in 2015.    Also contributing to the increase are the positions added after the  2013‐14 budget adoption which are now included in the adopted  2015‐16 budget. These positions included: 6 Fire Fighters funded by a  SAFER grant (grant expires at the end of 2015); the reorganization and  restoration of 2.5 positions in Community and Economic Development  (CED) to accommodate the growth in development activities over the  past two years as the local economy rebounds from the Great  Recession; the addition of a Prosecuting Attorney to allow the City to  properly protect victims and prosecute offenders of DUI and domestic  violence cases effectively; and finally, an increase in the Farmers’  Market Coordinator position from 0.75 FTE to 1.0 FTE to help support  all downtown events.    Another contributing factor of the higher than normal rate of increase  is that during the Great Recession the City suspended some funding  policies and practices in order to balance the budget.  We negotiated a  freeze in the employee medical premiums for 2013 plus an additional  $1.3 million temporary reduction in the City’s contribution to the  Employee Healthcare Fund during 2013; we reduced funding of fleet  replacement reserves by excluding the four percent annual  replacement cost escalator; and the funding towards amortizing LEOFF  1 liability was lower in 2013‐14 based on a more optimistic investment  return assumption used by the actuary.  The 2015‐16 adopted budget  recognizes these costs as part of restoring the City to fiscal  Executive Summary - 2015/2016 Budget Highlights 1 - 13   sustainability.     Projected Budget Gap             These costs all contributed to a baseline budget gap of $487 thousand  in 2015 and nearly $3.5 million in 2016 in the City’s General Fund.   When we include an inflationary adjustment for future wages and  projected employee medical benefit cost increases, the gap will  continue to grow larger beyond the current biennium.  While the 2015  gap can be made up with one‐time resources, the one‐going gap  requires long term, sustainable solutions. This budget proposes the  enactment of a local Business and Occupation tax (see General Fund  Revenues section below) to close the budget gap.  Past Budget Reductions:  2008: $5M midyear savings  2009: $6M/33 positions &    $4M cuts midyear  2010: $6M/50.2 positions  2011‐12: $4M/4.5 positions  2013‐14:  $7.7 M/25  positions.     Since 2008, the City’s General Fund has reduced its regular and  seasonal staffing by a total of 109 full time equivalent positions (FTEs),  and has saved a cumulative $32.7 million during the past six years.   Some of these changes were one‐year savings, but nearly $15 million  were on‐going structural adjustments which included scaling services  back or totally eliminating certain services.  These structural changes  made over the past three budget cycles required many hard choices;  therefore it has become increasingly challenging to identify additional  budget cuts that do not significantly impact service to the community.  We discussed the outlook and options with the City Council in  February and confirmed again in April and June that the adopted  budget will include new, sustainable revenue proposals instead of  additional budget reductions.    The 2015‐16 Budget will  stabilize and maintain core  services   Therefore, the adopted 2015‐16 budget does not contain any citywide  cuts for the first time since the 2008‐2009 Great Recession.  Our focus  is to stabilize and maintain core city services at a level that is expected  by our residents and businesses, and will position Renton for the  future.  It is with this in mind, the adopted budget will restore/add a net of 9  positions citywide, to ensure the safe and smooth operation of the  city.  Overall we will be adding 2.5 positions in CED that are supported by  permit fees; 2 in‐school Police Officers (for a total of 3 School  Resource Officers, one in each high school) jointly funded by the City  and the Renton School District; restore 3.5 positions in Administrative  Services Department (ASD); 2 positions in Human Resources; and 2  positions in utilities funded by utility rates. These increases are offset  by the reduction of 1 Financial Analyst position in the Public Works  department with functions transferred to ASD; and the reduction of 2  Judicial Specialist positions effective January 1, 2015.     The adopted 2015‐2016 budget is balanced; it will transfer a total of  $2.4 million into the General Governmental Capital Fund to  improve/update Liberty Park playground equipment, restroom, and  trail connection, and to continue major maintenance and preservation  Executive Summary - 2015/2016 Budget Highlights 1 - 14   of our existing facilities. The money comes primarily from 1‐time  sources such as grants, including $1.2 million from a 2013 property tax  correction we expect to receive during 2015 and 2016.  Fund Balance     The overall 2015‐16 adopted revenues exceed the adopted  expenditure by $1.6 million and results in a projected overall fund  balance of $81.5 million, approximately a 2% increase over the  estimated 2014 ending fund balance.  The increase in the fund balance is attributable to the increase in  equipment rental replacement reserves which includes the adopted  replacement of several large fire apparatuses and public works  equipment; both LEOFF 1 Retiree Medical and Firemen’s Pension Fund  are continuing accumulation of balances to meet future obligations;  and additional fund balance in the Insurance Fund from the final  payment of interfund loans from Transportation CIP Fund and Golf  Course Fund.   The General Fund fund balance will be maintained at $13.4 million, or  12% of General Fund operating expenditures, as targeted by our fiscal  policy.    Overall, the city is in sound financial condition.    General Government  Overview              Of the $487.5 million total revenue, $229.7 million is in the city’s  General Fund.  The $229.7 million revenue is an increase of $27.3  million or 13.5% over the adopted 2013‐14 budget.  When compared  with the adjusted 2013‐14 budget and the estimated actual, the 2015‐ 16 budget is $14.8 million or 7% higher.    Of the $485.9 million total expenditures, $229.7 million is for the City’s  General Fund.  The $229.7 million budget is an increase of $27.3  million or 13.5% over the adopted 2013‐14 budget.  When compared  with the adjusted 2013‐14 budget and the estimated actual, the 2015‐ 16 budget is $12.8 million or 5.5% higher.  As is for the citywide budget, the increases over the 2013‐14 adopted  budget are primarily in personnel cost increases which are 13.8%  higher. The higher personnel cost is attributed to a number of factors.   As mentioned previously, the 2013‐14 adopted budget did not include  any labor contract adjustments, and the 3‐year contract delayed most  of the wage adjustments to 2015 (this was the single largest  contributor to the increase); a combined addition of nearly 17  restored positions (many of these positions are supported by  additional revenue); the temporary reduction in employee medical  premiums and a higher actual utilization rate over the past year; and a  nearly 33%  increase in the State Pension (PERS) rate for the majority  of City employees.  In addition to personnel cost increases, we are also recognizing a  Executive Summary - 2015/2016 Budget Highlights 1 - 15   number of increased service costs with accompanying revenues,  impacting both expenditures and revenues.    Over the years, the City has been an early adopter of accepting credit  cards from customers making service fee payments. The wide  acceptance of credit cards has come with a cost. This cost has slowly  grown over time, and when combined with other on‐line service  charges, these fees are now approaching $500k a year.  Part of this  cost is offset by approximately $200k in additional interest revenue  earned on our checking account.  The budget incorporates both  revenue and cost increases.    Also, the City has increased the number of photo enforcement  cameras at one intersection and 3 school zones to help improve traffic  safety at these locations ($294k), this cost  again will be offset by  additional revenue from photo enforcement fines; and increased  permit activity requires additional contracted structural plan review  ($80k), supported by permit fee revenue.     Expenditure increases that are not supported by revenues include: an  increase in our Valley Communication assessments (combined $400k  increase in 2015 and $600k increase in 2016); surface water charges  ($150k) for additional road surfaces within the City; water bills for  irrigation in our parks (a total of $100k increase over the past 3 years,  including adjustment made in 2014‐‐therefore, there is an adopted  irrigation system modernization project in the CIP section);  maintenance supplies and the service contract for new street right‐of‐ ways and reinstituting downtown flower baskets ($135k); and the  additional costs ($80k) for the ORCA card program (Commute Trip  Reduction incentive program through King County).     Lastly, the City has started replacing various aging vehicles and pieces  of equipment. The replacement costs are significantly higher than  their original costs and some of the equipment have long exceeded  their planned replacement time and were no longer contributing to  the reserve.  With their replacement, departments will be contributing  again for these units.  The higher replacement cost also requires us to  resume the cost escalator for their future replacements.  These factors  combined create a large increase in the current required replacement  contribution to ensure adequate reserves are available for future  replacements.  The updated annual reserve contribution is now 10%  of total historical cost ($26.5 million) and 8% of the projected  replacement value ($34.5 million), which remains reasonable.       With these costs increases to maintain existing services, even with  accompanying revenues and fee adjustments, the General Fund  continues to show persistent budget gaps into the future.  The gap  starts at just under $3 million in 2016 and will grow over time to over  $6.7 million by 2018.  This is due to the fundamental imbalance  between the revenue options available to local governments and the  Executive Summary - 2015/2016 Budget Highlights 1 - 16   services local governments are expected to provide.  Renton is not an  exception.  This issue has been a high priority topic for the State  Legislature and citizen advisory panels for various past State  Governors. But, in the end, is it a problem left for local governments  to solve themselves with the limited tools available.     General Fund Revenues      Business and Occupation  (B&O) Tax                                                                    Property Tax             To bridge the gap and to address the structural imbalance, this budget  implements a local Business and Occupation tax to help generate the  amount of sustainable revenue needed in the near future, and beyond  the current biennium.  Prior to implementing this tax, the City  engaged businesses and community leaders in the process and  received valuable input that allowed us to structure the B&O tax in a  way that would minimize impacts to the business community.     The adopted 2015‐16 budget recommends the implementation of a  B&O Tax starting January 1, 2016.  The key provisions of the B&O tax  are:   Businesses with $1.5 million or higher annual gross receipts  are required to pay B&O tax.   The maximum amount subject to B&O tax is capped at $5  billion a year.  This cap is automatically adjusted annually by  inflation.   The tax rate will be 0.085% for all business activities other  than retail, which has a rate of 0.05%.   Limit the non‐profit and government exemptions for both  B&O tax and Business License fee (e.g. non‐profit retail  activities will not be exempt from B&O).   A 3‐year, new employer tax credit for new businesses with 50  or more employees in Renton.    Businesses subject to B&O tax are exempt from paying the per  employee licensing fee.    The B&O tax is the only revenue option that the City Council can take,  which could generate the funds needed to maintain General Fund city  services into the future. It will provide $3.8 million in additional  revenue in 2016 and is projected to increase to nearly $6 million in  2018.  Most of the revenue generated will be needed for the General  Fund. Without this new funding source, the city will need to reduce  around 30 positions from General Fund operations which would have  significant impact on basic services.      2015 preliminary assessed value (AV) for Renton is $12.6 Billion, 12%  higher than 2014.  Despite the increased assessed value, the City does  not receive a 12% increase in property tax revenue. Property tax  revenue is projected to grow by $800k (2.25%) based on the 1%  growth limit plus 1.25% for new construction, for a total collection of  Executive Summary - 2015/2016 Budget Highlights 1 - 17               Sales Tax      Utility Tax          Fee Adjustments  $35.4 million in 2015.  Based on these factors, the City’s portion of the  total property tax rate will decrease from $3.15 per $1,000 of AV in  2014 to $2.87 per $1,000 of AV in 2015.  We expect a 5% valuation  increase in 2016 plus 1.5% in new construction value which should  further reduce the tax rate to around $2.75 per $1000 AV.      Sales tax is projected to grow by 4.4% each year over the next two  years, or 2.5% real growth on top of the projected 2% annual inflation.   With no general rate increases adopted for most City utilities,  reduction on cell phone and land‐line phones, and the fluctuation of  revenues in other utilities, the overall 2015‐16 utility tax for the first  time in many years is expected to be lower than 2013‐14.    Consistent with prior year practices, the fee schedule has been  reviewed and the adopted budget includes various fee increases, as  outlined in the adopted fee schedule.  Included is an adjustment in the  Business License fee which increases from $65 per FTE to $67.5 per  FTE.  This adjustment will also help synchronize the reporting process  and timing with the proposed B&O tax reporting.    General Fund Expenditures         Executive  $16,000 social media intern   $50,000 in community survey         The Executive Department budget reflects a couple of new increases  and alignments.   The adopted budget includes a social media intern for maintaining the  City’s social media sites, and the cost for an update of the community  survey that is conducted every two years.  It will also incorporate cost  ($62k per year) related to the intergovernmental relations program  that was moved from Community and Economic Development to  Executive during 2013.   Court Services  Reduction:  2 FTE by the end of 2014         The Court Services Department will see the reduction of 2 judicial  specialist positions by the end of 2014.  This was part of the 2013‐14  budget decision that had a delayed effective date.   We have seen a steady decline in court filings since the peak in 2009.   The staffing level was based on the caseload and the anticipated  efficiency gain from court process automations that the court  continues to implement.          City Attorney  $3,500 training and other  associated cost for the  Prosecuting Attorney      The City Attorney’s office added 1 Prosecuting Attorney position and  the upgrade of one Legal Assistant position to Paralegal during 2014.     The change to 2015‐16 budget is $3.5k additional costs needed for the  1 additional Prosecuting Attorney.  Community & Economic   Development   CED is the department that saw the most staffing reductions during  the Great Recession due to the decline in permit activity.  They are  now making a number of adjustments to staffing levels and  Executive Summary - 2015/2016 Budget Highlights 1 - 18   1 FTE Assistant Planner,   1 FTE LT Construction  Inspector,    .5 FTE Office Assistant    $80,000 annually for  civil/structural plan review         organizational structure to accommodate the return of development  activities.      2013‐14 adjustments consists of: the conversion of a Permit  Technician position from .5 FTE to 1 FTE (2013) in support of the new  permit system; reorganization and upgrade of 12 existing positions  (2014); added 1 Associate Planner and 1 Civil Engineer III (2014); and  converted a Construction Inspector position to a Civil Engineer II  position (2014).  All are funded with permit fee increases.    The 2015‐16 adopted budget will further modify the staffing level by  adding 1 Assistant Planner, 1 Limited Term Construction Inspector,  and .5 FTE Office Assistant.  Also included in the adopted budget is an  increase in professional services by $80,000 in 2015 and 2016 to  outsource certain building plan reviews requiring specialized  expertise.     For the first time in Renton, the City is re‐directing $241,000 in  Community Development Block Grant (CDBG) funds from the housing  repair program towards economic development projects.  The housing  repair program will be funded with General Fund money during this  biennium.    The adopted budget also includes the use of 1% for the Art Projects  funds in 2015 in conjunction with the Downtown Circulation  Improvement project (2nd and Main two‐way street conversion  project).     Community Services  $20,000 maintenance  supplies;  Various contracted services:  $24k/yr for human services;  $35k/yr for hanging baskets;  $35k/yr for parking lot  striping;  $7.5k/yr habitat monitoring;  $81.6k and $107.7k for new  ROW irrigation and  maintenance for 2015 &  2016, respectively.           Community Services department had opportunities to make some  adjustments during 2014 due to retirements and other personnel  changes. One such change was to increase the Farmer’s Market  Coordinator position from .75 FTE to 1 FTE to assist downtown events  planning and logistics.      The 2015‐16 budget change includes:  $20,000 per year for repairs of  aging and vandalized play equipment and turf maintenance; $24,000  per year for additional Human Services agency funding; $35,000 per  year for parking lot striping; $35,000 per year for the downtown  flower basket program; $36,000 in 2015 and $39,000 in 2016 for  irrigation; and $45,750 in 2015 and $68,700 in 2016 for maintenance  contracts for maintaining new right‐of‐way improvements.  Also  included is a $7,500 per year habitat monitoring service cost and a  one‐time purchase of a stump grinder for $20,000 in 2015.    Fire & Emergency Services  Continue 6 SAFER Grant   Public safety has always been the top priority for the City and the  budget reductions over the past six years have largely left public  safety departments intact.  6 firefighter positions were slated for  Executive Summary - 2015/2016 Budget Highlights 1 - 19   Firefighter positions with  General Fund    $88k and $122k for Valley  Communications assessment  increases in 2015 and 2016,  respectively    reduction in 2013‐14 but the city was able to obtain a SAFER grant to  maintain these positions.  The grant will expire in 2015 and these 6  positions will be retained and funded within the General Fund in 2016.  The 2015‐16 budget also reflects the increase in Valley  Communication assessment increases associated with increased Fire  call volumes.      Police  Add 2 SRO officers   Combined other adjustments:  $848k in 2015   $931k in 2016        The adopted budget will reinstate 3 School Resource Officer (SRO)  positions with shared funding from the Renton School District.  1 of  these positions was put in place in 2014 by converting one existing  Police Officer position, 2 additional positions will be added:  1 in 2015  and 1 in 2016.  Also included in the prosed budget are: adding one K‐9 unit by  converting one existing patrol office position to cover day‐time K‐9  needs ($108k in 2015 and $40k annually thereafter for associated  supplies and equipment); adjustments in the harbor patrol contract  ($24k/year), Valley Communications assessment  ($322k in 2015 &  $473k in 2016); additional photo enforcement cameras for 1  intersection and 3 school zones ($294k/year); ammunition supply  ($60k/year); ballistic vest replacements ($33k and $30kfor 2015/16);  Basic Law Enforcement Academy ($12k pear year); Renton’s cost ($30k  per year) to participate in the anti‐gang/anti‐violence initiative (“Alive  and Free”) administered through Seattle YMCA; and equipment and  computer forensic training for detectives ($25k).      Public Works  Reduction:  1 Principal Financial Analyst    Addition (utilities):  1 Engineering Specialist III  1 Civil Engineer I  $35k snow plow/sander  attachment      The General Fund portion of the Public Works Department consists of  department administration, street maintenance, and transportation.    The adopted budget will eliminate one vacant Principal Financial  Analyst position in the Administrative Division.  The position has been  vacant over the past 18‐months and the tasks has been distributed  among other department staff, as well as assumed by Finance Division  staff.    Also included in the adopted 2015‐16 budget is the addition of a snow  plow/sander attachment ($35k) for a dump truck.  This will allow the  City to start residential street snow removal sooner without waiting  for the completion of arterial street snow removal first.   The utilities systems (non‐General Fund) will add 1 Engineering  Specialist III (0.5 Water and 0.5 Wastewater) to develop and maintain  the utilities related GIS data; and 1 Civil Engineer I in Surface Water to  fulfill NPDES permit requirements.   Administrative Services   0.5 Sr. Finance Analyst   The Administrative Services Department is made up of three internal  support divisions: Finance, Information Technology, and the City  Clerk’s Office. This department is one of the most affected by the staff  Executive Summary - 2015/2016 Budget Highlights 1 - 20   1 IT Systems Analyst   1 IT Service Desk Technician  1 Deputy City Clerk from LT to  Regular    $485k Banking Services  ($300k Revenue)  $26k Financial Audit        reductions in the past six years.  The adopted budget requests an  adjustment/restoration of 3.5 FTE positions.      The Financial Analyst position will provide more review and support to  key accounting functions such as payroll, account reconciliation, tax  return preparation, and support off‐site receipting, credit card  processing, service contracts, etc.  This additional ½ time position will  allow us to combine it with an existing budgeted half‐time position  and recruit a full time staff member.   With the proliferation of specialized application programs, and both  dumb and smart communication devices used by City staff, the  complexity and number of IT support calls have been increasing  steadily over the last few years.  This has impacted an already  understaffed division, in comparison with other jurisdictions, and is  even more stretched today. These positions will allow IT to respond to  calls quicker and provide support to staff with programing and  application help sooner.  They will be able to have a direct impact on  staff productivity and reduce levels of frustration.    The Deputy Clerk/Records Management position is a conversion of the  limited term position created in 2012 to consolidate the City’s public  record request fulfillment into one area.  This position processes large  record requests, reviews and redacts all records based on specific  exemptions, or case law, and ensures fulfillment of each request in  accordance with state law and City policies and procedures.  The  knowledge, skill, and detail orientation required of this position make  it more cost effective to maintain it as a centralized function.    The banking service/credit card processing costs reflect a change  made in the accounting recognition of such costs from  a “net cost”  (net of investment interest earned from our bank account) to a gross  cost method that recognizes the full cost and full revenue.  This allows  us to see the hidden transaction costs fully and adjust service fees as  appropriate.   Additional audit costs are based on the State Auditor Office’s  rate  increases.   Human Resources &   Risk Management  Addition:   1 Senior HR Analyst  1 HR Analyst      The 2015‐16 adopted budget includes 2 position requests in the  Human Resources & Risk Management Department (HRRM).  With the  Mayor’s emphasis in building a culture of high performance and  accountability, we are also dedicating more time in management  training, seeing more activities in progressive coaching/discipline, and  overall more general actions in the areas of employee relations.       In addition, the Benefits Division administers and maintains the City’s  self‐funded healthcare plans, 457 deferred compensation plan,  supports the LEOFF 1 Board and benefits, and coordinates with the  State Department of Retirement Systems (DRS).  Changes are constant  in all these areas and the additional Analyst will allow us to keep up  Executive Summary - 2015/2016 Budget Highlights 1 - 21   and maintain these systems according to these laws and regulations.      General Government Debt  Service       The SCORE jail is consistently exceeding its planned inmate population  from contracting agencies, which results in additional revenue. The  Administrative Board directed that the revenue will first be used to  pay its annual debt service.  The result is a savings of $1.8 million in  City’s debt service cost.  The adopted budget assumes this will  continue beyond the current biennium and through the six‐year  financial planning horizon.       Capital Funds  Governmental Capital  Improvements Fund (316)  2‐Year Total $8.4 million  Sources:  General/Grants/Donations:  $2.8M  REET: 3.0M  Business License/B&O: 1.9M  Utility Tax: 0.7M                                     The adopted 2015‐2016 budget includes $8.4 million in General  Governmental capital projects.  Funding for capital projects was   greatly depleted during the Great Recession.  These funds are needed  to preserve and enhance over $80 million of sports courts and fields,  outdoor structures, buildings and amenities in our community.  This  budget will continue to dedicate the 2013‐14 increases in business  license fees and interfund utility taxes to supplement the Real Estate  Excise Tax, King County Parks Levies, grants, donations, and general  fund transfers.    The $8.4 million is allocated to the following areas:   1) $1 million for property acquisition for the potential Coulon Park  expansion to accommodate increased usage as a result of existing  and proposed development in the area.    2)  $2.3 million in development projects for continuation of other  current projects such as the development at Liberty Park as part  of/in support to the redeveloped Cedar River Library; the North  Highlands Park; completion of the Meadow Crest Inclusive  Playground nature area; planning for the downtown/Piazza Park   (including the previous Big‐5 site);  and completing the acquisition  and planning for the Sunset Neighborhood park.  3) $5.3 million in major maintenance projects.  It has been the top  priority of the City Council and the community to maintain what  we have.  Some of these projects are: the repair/replacement of  structural piling and floats; erosion control and bank stabilization  along Lake Washington shoreline at Coulon Park and Cedar River  shoreline at Jones Park; modernize the irrigation systems in our  parks to conserve water and save costs; and ongoing dangerous  tree removal and maintenance.     4) $175k in master plan updates that are required for the City to be  eligible for grants.   Details of the projects and use of city resources for these projects can  be found in the CIP section of this budget.  $21.1M Transportation The Transportation Improvement Plan (TIP) accounts for 70% of the  Executive Summary - 2015/2016 Budget Highlights 1 - 22   Improvements Fund (317) General Governmental CIP and has been presented at public  hearings earlier this year and has been approved by the City Council.   The adopted two‐year total transportation improvements are $21.1  million.  $14.3 million will be will be funded with grants, $4 million  from Business License fees (including B&O taxes restoring any loss  from business license fee exemption), $1.3 million from the arterial  street fuel tax, and $196k from mitigation fees collected.  $1.1  million will be from carryover/reallocation of funds already  appropriated previously.   Details of the projects and use of city  resources for these projects can be found in the CIP section of this  budget.    Enterprise Funds    The city has several enterprise type (or business type) operations,  that must be self‐sustaining.  These include the Water, Wastewater,  and Surface Water utilities; the Solid Waste utility; the Maplewood  Golf Course, and the Renton Municipal Airport.    Utilities         The Water, Wastewater, and Surface Water utility funds are  accounted for and budgeted separately, but are managed as a  system in accordance with the City’s financial management policies.   The system conducts a comprehensive rate review every six years  with the assistance of outside consultants, with annual updates  performed by City staff. The 2015‐16 financial plan is a major update  prepared by outside consultants.  The update shows no rate increase for Water or Sewer utilities, a  reduction of the “metro rate stabilization charge” from $1.16 to  $0.58, and a 4% increase per year for Surface Water.  The resulting  net impact on a typical family would be no increase in City utility  charges in 2015 (a very light decrease) and at 0.5% or 53 cents  overall increase in 2016.      King County Metro is raising the sewer treatment charge by 5.6%  effective 2015.    Maplewood Golf Course         The Maplewood Golf Course will continue to operate with existing  staffing levels and streamlined operations, which generate about  $2.5 million per year.  There is an adopted increase in green fees  between $1 and $2 per round in 2015 and other fees in 2016.  The  fee increases are expected to generate $76k more in 2015 and  $149k more in 2016 which will assist in providing a quality facility.    With the final payment of the 1995 clubhouse and driving range  improvement debt in 2015, about $400k per year is freed up and  allows the Golf Course to make more capital investments which are  planned to start in 2017.   Renton Municipal Airport  With the renegotiated leases for all major tenants at the airport, the  airport operation has a much improved outlook, and will have funds  Executive Summary - 2015/2016 Budget Highlights 1 - 23   $2.5 million in capital  projects over the next two  years.       to make needed improvements to its facilities.  Overall, the airport  lease revenues are at about $2.5 million per year against operating  expenses of $1.7 million. The Airport has undertaken a number of  capital projects in the past two years: the completion of the Taxiway  Bravo Rehabilitation ($9.7 million); the 820 Building demolition  ($637K); the runway blast fence replacement ($1.5 million); and  other smaller improvement projects totaling $1.1 million. The  adopted budget includes a less ambitious capital program in 2015‐16  which totals $2.5 million.  Internal Service Funds         The city operates several “businesses” that provide service internally  to other city departments.  These include the Equipment Rental  Fund (501), Insurance Fund (502, property, liability, worker’s comp,  and unemployment), Information Technology Fund (503), Facilities  Fund (504), Communications Fund (505, print, mail, and general  communication), Healthcare Insurance Fund (512), and LEOFF1  Retiree Healthcare Fund (522).  All of the costs identified herein are paid for and included in the  operating departments’ budget.  The charges are calculated based  on either specific charges or by systematic cost allocation.  The  health insurance charge (for both active and retired employees) is  part of personnel benefit costs. The remaining internal service funds  (Fleet, Property/Liability Insurance, Technology, Facilities, and  Communications) services are paid as internal service charges.   About 86% of all internal service charges are paid by the General  Fund; therefore, the cost of internal service fund operations directly  affects the General Fund’s bottom line.   Equipment Rental Fund  Operating: $2.6 M/year  $4.4 M adopted   equipment replacements        The Equipment Rental fund maintains nearly 600 pieces of  equipment, of which approximately 300 are vehicles and large  mobile equipment used intensively in delivering City services.  The  Fund also accumulates replacement reserves for the replacement of  vehicles when needed.    Due to the budget reductions over the past six years, we had  suspended applying the 4% replacement value escalator to the  reserve calculation and deferred some replacements.  The adopted  2015‐16 budget includes the replacement of 2 fire engines, 1  hazardous materials van ($1.5 million); and replacing one 2009  vactor truck ($425k, which cost just under $300k when bought in  2009).  For these reasons, the adopted 2015 budget restores a 2.5%  cost escalator to partially capture the higher replacement costs.   However, the surge in replacement requests and the substantially  higher new acquisition costs also means a substantial increase in  replacement reserve charges to user departments.         Executive Summary - 2015/2016 Budget Highlights 1 - 24   Information Technology  Operating:$4M/year   Capital:$1.1M    The Information Technology (IT) Fund was created in 2007 to  allocate the costs of the City’s centralized IT services costs.  This fund  provides for the computer and communication network systems,  application programs, and copier equipment for the city.  The adopted budget contains a total of $1.1 million in IT capital  projects over the 2‐year budget period, all of which are major  maintenance items.  $580k ($290k per year) is for ongoing  replacement/expansion of servers, network equipment, storage  capacity and disaster recovery capability to maintain network  integrity and resilience for continuing operations.  The remaining  $520k is for department‐specific software replacements/upgrades.     The City has been participating in the regional orthography, which  started in the eCityGov group, and is now much larger and includes  the State Department of Natural Resources, the University of  Washington, and others; therefore, we expect to get the LiDAR  (slope) image in 2015’s flyover at either the same or just slightly  higher cost than in 2012.    We will also start converting the leased copier fleet to a fully owned  fleet starting in 2015.  We currently pay nearly $100k a year in lease  fees, and with the dramatically lower equipment purchasing costs  we expect to save $50k a year by converting to a systematic  replacement program.     Risk Management  2015‐2016:  $18.0/$19.3 million       The City’s Risk Management program consists of three funds: the  Property and Liability Insurance Fund (502), the Employee Health  Insurance Fund (512), and the LEOFF I Retiree Medical Fund  (522).The 502 Fund’s annual budget totals $3.5 million, consisting of  property and liability insurance ($1.6 million each for 2015 and  2016); workers compensation (around $1.4 million per year);  unemployment insurance (around $100k per year); and the  remaining balance of $350k is for program administration.    The City self‐insures employee health benefits with stop‐loss  coverage of $250k per incident.  The 2015 and 2016 budget and  charges are based on projected plan costs by the number of  employees.  As discussed earlier, the 2015 premium increase will be  based on actual plan cost increases from July 1, 2013 through June  30, 2014, which is just a little over 10%.  We are projecting a similar  increase in 2016.    Providing retiree health care is required by state law for LEOFF I  retirees.  The City’s contribution is determined actuarially and re‐ evaluated every other year.  The most recent actuarial study put the  City’s obligation at approximately $42 million in present value and  requires an annual contribution of $2.1 million to fully amortize the  obligation by 2038.  This contribution is included in the 2015‐16  budget proposal.    Executive Summary - 2015/2016 Budget Highlights 1 - 25   Facilities  Operating:$4.5 million/year  Major Maintenance:   $405K 2015/  $343k 2016     The Facilities Fund (504) was fully implemented in 2010 to  accumulate costs for maintaining and operating the City’s offices,  public facilities (primarily used by the general public), and  operational facilities (primarily used for city operations purposes),  and charges the costs to the appropriate functions/departments.    The Fund also accounts for major maintenance (major repairs and  updates) costs related to these facilities, which is now funded with  current operating resources.  The funding levels for major  maintenance projects for the 2015‐16 budget are $405k and $343k,  respectively.    Communications  Operating:$1 million/year      The Communications Fund was also created in 2010 by pooling  citywide communications resources for the central print shop,  interoffice mail, external postage and printing services, and the  Government TV channel operation.  These were put in one place for  consistent coordination of brands, messages, and better  prioritization of workload.  The annual operating cost is at $1 million  per year, which is allocated based on actual service demand by  departments.    Pension Trust Fund    Firemen’s Pension  $200k per year Pension  benefit payment  $10k to review funding  status 2015     The City is the custodian of the Firemen’s Pension Fund, a trust fund  managed by appointed Trustees consisting of City elected officials  and retired pensioners.  The Fund accumulates resources and pays current pension benefits  per state law.  The Fund has sufficient assets to fully fund the City’s  pension obligation.  Currently the plan assets generate more than  sufficient earnings to cover the benefits; and the City also receives a  distribution of a state fire insurance premium surcharge that is  restricted exclusively for fire pensions.  The fund balance is expected  to grow due to the “overfunded” status of the Pension. After the  plan is closed and all beneficiaries are expired, the balance may be  moved to LEOFF 1 retiree medical.          Executive Summary - 2015/2016 Budget Highlights 1 - 26 The Budget Process    Washington state law requires that cities must adopt a balanced budget by prior to the beginning of the fiscal  year.   The adopted budget appropriates funds and establishes legal expenditure limits for the upcoming fiscal  year.  Washington state law also allows for the adoption of biennial budgets provided the City Council also  adopts a second ordinance for a mid‐biennial review and modification prior to the end of the first year in the  fiscal biennium.  In 2011, the City of Renton moved from an annual budget to a biennial budget with mid‐ biennial review.      Budget Development and Adoption    The City of Renton’s development of the biennial budget occurs every two years from February through  October.  Development begins with the Mayor and the Council’s review of the City’s current service levels and  projected revenues into the new biennium to determine if they need to make significant changes to the budget.   During this review, the Mayor’s first priority is to ensure that the City is able maintain the current levels of  service.  As costs to maintain service levels continue to rise, additional funding may need to be identified to  preserve the current levels of service.       The Mayor and the Council hold a strategic planning retreat in the spring of each year in order to determine  whether the City’s current levels of service are meeting the needs of our community, adopt the City’s Business  Plan Goals, and sets policy direction and priorities for the next budget cycle.      During June and July City departments prepare and submit budget proposals with the estimates for providing  existing service levels for each year in the biennium.  In addition, they submit capital improvement program  (CIP) budgets and requests for new programs that they would like the Mayor to consider.  New program  requests include current service level expansion and new services.  The Mayor evaluates the departments'  requests and may recommend new programs for Council approval within the context of the Council’s adopted  Business Plan Goals.     The Mayor must provide a proposed biennial budget to the Council no later than October 31.  The Mayor’s  proposal also includes the estimated revenue to support the costs of providing City services.   Proposed  expenditures cannot exceed the reasonably anticipated revenue sources, unless new revenue sources are also  being proposed. In which case, proposed legislation to authorize the new revenue sources must be submitted to  the City Council along with the proposed budget.     After the Mayor submits the proposed budget, the Council conducts two public hearings during October.  During  the same time frame, the Council holds committee meetings in open sessions to discuss budget requests with  department representatives and make subsequent amendments to the Mayor’s proposed budget. Once the  public hearings have been held, the deliberative process is complete, and the Council has made their changes,  the City Council will adopt the budget ordinance in November.    Once the Council adopts the budget, the Mayor must ensure that expenditures are made within legal limits.  If  the economy changes or the City identifies unanticipated needs during the year that require changing the  budget, the Mayor will recommend those changes.  A Council‐adopted ordinance must accompany all budget  increases.  If revenues fall short, the Mayor can make decreases to the budget to ensure that the City does not  overspend available resources.      Executive Summary - Budget at a Glance 1 - 27 Biennial Budget Calendar    The following table illustrates a typical biennial budget calendar for both the initial budget development year  and the mid‐biennium adjustment year.  The process and legal deadlines in Year 1 is identical to the annual  budget process.  Year 2 is the simplified mid‐year review process.      Process Description Year 1 Year 2  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 - 28 Budgetary Basis and Basis of Accounting     Basis of accounting refers to the point at which revenues or expenditures/expenses are recognized.  The City’s  budget is adopted on the modified basis of accounting: revenue is reported when it is both measurable and  available and expenditures are reported when the liabilities are incurred.  Property tax, sales taxes, and other  tax‐payer assessed revenues due for the current year are considered both measurable and available for  budgetary purposes, even though a portion may be collected in the subsequent year.  Licenses, fines, penalties,  and miscellaneous revenues are recorded as revenue as they are received in cash since this is when they are  both available and can be accurately measured.     The budgetary basis of accounting does vary slightly from the City’s financial statement reporting.  Both  governmental activities and business‐type activities in the government‐wide statements, the proprietary fund,  and the fiduciary fund statements are presented on the full accrual basis of accounting.  Revenues are  recognized when earned and expenses are recognized when incurred.  Whereas, the governmental fund  financial statements are presented on the modified basis of accounting, similar to the budgetary basis of  accounting.    The budget, as adopted, constitutes the legal authority for expenditures.  The budget is adopted with budgetary  control at the fund level, by year. Expenditures may not legally exceed appropriations at the fund level of detail  for each year of the biennium.  Transfers or revisions within funds are allowed, but only the City Council has the  legal authority to increase or decrease a given fund’s budget.  Any unspent operating appropriations  automatically lapse at the end of each fiscal year, except for any amounts that are continued through the City’s  annual adopted carry‐forward ordinance.  The carry‐forward ordinance also identifies unspent capital  appropriations to be carried forward into the following year.                                              Executive Summary - Budget at a Glance 1 - 29 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 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 * City Facilities CIP 316 *Transportation CIP 317 South Lake  Washington  Infrastructure Project  318 Housing Opportunity  Fund  326 New LIbrary  Development Fund  336 Proprietary Funds Enterprise *Waterworks Utilities Utility Operations 405,406,407, 416 Utility Construction 425,426,427 Utility Debt Service Airport Airport Operations 402 Airport Construction 422 Solid Waste Utility 403 Golf Course Golf Operations 404 Golf Construction 424 Internal Service Equipment Rental 501 Insurance Services 502, 512, 522 Information  Technology 503 Facilities 504 Communication 505 Budgetary Fund Structure     Financial Structure  The City’s budget comprises seven major fund types, as shown below: General Government, Special Revenue,  Debt Service, Capital Projects, Enterprise, Internal Service, and Fiduciary Funds. The following pages provide a  general overview of each fund type.           Major Funds are those with budgets representing ten percent or more of the City’s overall budget.  They are  marked with an asterisk (*).     Executive Summary - Budget at a Glance 1 - 30 1. General Governmental Funds  These funds are used to account for resources that are generally not dedicated for a specific purpose. They  are used to meet the basic services that your local government provides.    Major Revenues Primary Services  • Taxes •Police protection  • Fees, licenses, and permits • Fire protection / emergency medical  services  • Fines and forfeitures •Parks and recreation  • Intergovernmental (Federal, State, and Local) •Municipal Court / legal services   •Street maintenance planning   •Economic development / planning   •Administrative functions    2. Special Revenue Funds  These funds are used to account for revenues that are to be used for a specific purpose as required by law or  administrative action.    Major Revenues Primary Services  • Federal, State, and Local Grants •Economic development  • Taxes • Cable communications   •Street overlay   •Art fund    3. Debt Service Funds  These funds are used to account for accumulation of dedicated revenue and payment of principal and  interest related to the City’s general obligation bond issues.    Major Revenues Primary Services  • Property tax levies • Payment of principal and interest on  outstanding bonds  • Real estate excise tax   • Special assessments                   Executive Summary - Budget at a Glance 1 - 31 4. Capital Investment Funds  These funds are used to account for the acquisition and construction of major capital facilities and  equipment. All projects supported by these funds can be found in the 2015‐2020 City of Renton Capital  Investment Program section.      5. Enterprise Funds  These funds are used to account for operations that are financed and operated in a manner similar to private  business enterprises.  Services are financed primarily through user fees.    Major Revenues Primary Services  • Service (user) charges •City utilities  • Federal, State, and Local Grants •Renton Municipal Airport  • Revenue bonds •Maplewood Golf Course  • State loans     6. Internal Service Funds  These funds are used to account for the goods and services furnished by one city department for another  department on a cost reimbursement basis.    Major Revenues Primary Services  • Charges to other city departments •Fleet management   •Insurance, health / property liability   •Information technology   •Facilities   •Communications    7. Fiduciary Funds  These funds are used to account for assets held by the City in a trustee capacity.    Major Revenues Primary Services  • Investment interest •Fire pension fund  Major Revenues Primary Services  • Federal, State, and Local Grants •Capital investment projects  • Special assessments   • Property tax   • Sales tax   • Real estate excise tax   • Impact mitigation   Executive Summary - Budget at a Glance 1 - 32 Employment History – City of Renton    695.20 672.28 667.03 678.78 684.78 685.78  0 100 200 300 400 500 600 700 800    2012 Authorized    2013 Authorized    2014   Orig Bdgt    2014 Authorized    2015 Adopted    2016 Adopted #  of  FT E ' S Administrative Comm & Econ Dev Community Services Enterprise/Utilities Public Works Fire  & Emergency Svcs Police     General Government Enterprise Total FTE's 2015/2016 Adopted Staffing Changes Regular (full‐time and part‐time) 585.33 91.45 676.78 Community & Economic Development 1.50 1.50 Administrative Services 3.50 3.50 Court Services ‐2.00 ‐2.00 Human Resources and Risk Management 2.00 2.00 Police 2.00 2.00 •SRO Police Officers, +2.00 Public Works ‐1.00 2.00 1.00 Total Regular (full‐time and part‐time) 591.33 93.45 684.78 Limited Term Staffing 2.00 0.00 2.00 Total Limited Term Staffing 1.00 0.00 1.00 Total 2016 Adopted Staffing (Regular + Limited Term)592.33 93.45 685.78     The total authorized FTE count is for regular full‐time, part‐time and limited term positions.  Refer to the Budget by Department section for additional  detail.     Executive Summary - Budget at a Glance 1 - 33 Employment History – City of Renton (continued)  General Government Enterprise Total FTE's 2013/2014 Adopted Staffing Changes Regular  (full‐time and part‐time) 597.75 91.45 689.20 City Attorney 0.13 0.13 Community & Economic Development ‐3.00 ‐3.00 Administrative Services ‐2.00 ‐2.00 Community Services ‐2.80 ‐2.80 Court Services ‐2.50 ‐2.50 Executive ‐2.00 ‐2.00 Fire and Emergency  Services ‐6.00 ‐6.00 Police ‐3.00 ‐3.00 Public Works ‐2.00 0.00 ‐2.00 Total Regular  (full‐time and part‐time) 574.58 91.45 666.03 Total Limited Te rm  Staffing 1.00 0.00 1.00 Total 2014 Adopted Staffing (Regular  + Limited Term)575.58 91.45 667.03 2013/2014 Adjustment Regular  (full‐time and part‐time) 574.58 91.45 666.03 City Attorney 1.00 1.00 Community & Economic Development 2.50 2.50 Administrative Services 0.00 0.00 Community Services 0.25 0.25 Court Services 1.00 1.00 Fire and Emergency  Services 6.00 6.00 Police 0.00 0.00 Public Works 0.00 0.00 0.00 Total Regular  (full‐time and  part ‐time) 585.33 91.45 676.78 Limited Term  Staffing 1.00 0.00 1.00 Administrative Services ‐1.00 ‐1.00 Community & Economic  Development 2.00 Total Limited Te rm  Staffing 2.00 0.00 2.00 Total 2014 Authorized Staffing (Regular  + Limited Term)587.33 91.45 678.78      Executive Summary - Budget at a Glance 1 - 34 Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (1 of 2)    2012 2013 2013 2014 2014 2015 2016 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Legislative Services City Council Members 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.00 0.00 City Council Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Total Regular FTE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.00 0.00 Executive Mayor’s Office 4.50 3.50 3.50 3.50 3.50 3.50 3.50 0.00 0.00 Hearing Examiner 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Communications 6.50 5.50 5.50 5.50 5.50 5.50 5.50 0.00 0.00 Total Regular FTE 11.00 9.00 9.00 9.00 9.00 9.00 9.00 0.00 0.00 Court Services Municipal Court 16.50 15.00 15.00 14.00 15.00 13.00 13.00 ‐1.00 0.00 Total Regular FTE 16.50 15.00 15.00 14.00 15.00 13.00 13.00 ‐1.00 0.00 City Attorney City Attorney 11.75 11.88 11.88 11.88 12.88 12.88 12.88 1.00 0.00 Total Regular FTE 11.75 11.88 11.88 11.88 12.88 12.88 12.88 1.00 0.00 Community Services Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Neigh, Res, and Events 4.75 5.58 5.58 5.58 5.83 5.83 5.83 0.25 0.00 Park Maintenance 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.00 0.00 Recreation Services 18.30 16.59 16.59 16.34 16.34 16.34 16.34 0.00 0.00 Human Services/CDBG 6.00 4.33 4.33 4.33 4.33 4.33 4.33 0.00 0.00 Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Municipal Golf Course 9.50 9.50 9.50 9.50 9.50 9.50 9.50 0.00 0.00 Parks Plan and Nat Res 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00 Facilities 26.00 25.00 25.00 25.00 25.00 25.00 25.00 0.00 0.00 Total Regular FTE 94.05 90.50 90.50 90.25 90.50 90.50 90.50 0.25 0.00 Community and Economic Development Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Economic Development 4.00 3.00 3.00 3.00 4.00 4.00 4.00 1.00 0.00 Planning 25.00 22.00 25.00 22.00 25.00 25.50 25.50 3.50 0.00 Development Services 16.50 15.50 16.00 15.50 16.00 16.00 16.00 0.50 0.00 Total Regular FTE 47.50 42.50 46.00 42.50 47.00 47.50 47.50 5.00 0.00 Administrative Services City Clerk 5.00 5.00 5.00 5.00 5.00 6.00 6.00 1.00 0.00 Finance 20.00 19.00 19.00 19.00 19.00 19.50 19.50 0.50 0.00 Information Systems 18.50 15.50 15.50 15.50 14.50 16.50 16.50 1.00 0.00 Total Regular FTE 43.50 39.50 39.50 39.50 38.50 42.00 42.00 2.50 0.00   See Budget by Department (3‐1) for details.     Executive Summary - Budget at a Glance 1 - 35 Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (2 of 2)    2012 2013 2013 2014 2014 2015 2016 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Fire and Emergency Services Response Operations 135.00 129.00 129.00 129.00 134.00 134.00 134.00 5.00 0.00 Safety and Support Operations 14.00 14.00 14.00 14.00 15.00 15.00 15.00 1.00 0.00 Community Risk Reduction 10.00 11.00 11.00 10.00 10.00 10.00 10.00 0.00 0.00 Emergency Management 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Total Regular FTE 161.00 156.00 156.00 155.00 161.00 161.00 161.00 6.00 0.00 Human Resources/Risk Management Administration/Civil Svc Commission 5.00 5.00 5.00 5.00 5.00 7.00 7.00 2.00 0.00 Risk Management 2.25 2.25 2.25 2.25 2.25 2.25 2.25 0.00 0.00 Benefits 1.75 1.75 1.75 1.75 1.75 1.75 1.75 0.00 0.00 Total Regular FTE 9.00 9.00 9.00 9.00 9.00 11.00 11.00 2.00 0.00 Public Works Administration 3.00 3.00 3.00 3.00 3.00 2.00 2.00 ‐1.00 0.00 Maintenance Services 80.00 80.00 80.00 82.00 82.00 82.00 82.00 0.00 0.00 Transportation 33.00 31.00 31.00 31.00 31.00 31.00 31.00 0.00 0.00 Utility Systems 25.50 23.50 23.50 23.50 23.50 25.50 25.50 2.00 0.00 Total Regular FTE 141.50 137.50 137.50 139.50 139.50 140.50 140.50 1.00 0.00 Police Administration 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.00 0.00 Patrol Operations 70.00 70.50 70.50 69.00 69.00 65.00 65.00 ‐4.00 0.00 Special Operations 18.00 18.00 18.00 18.00 18.00 20.00 20.00 2.00 0.00 Patrol Services 13.00 13.00 13.00 13.00 13.00 12.00 12.00 ‐1.00 0.00 Investigations 21.00 21.00 21.00 21.00 21.00 21.00 21.00 0.00 0.00 Administrative Services 9.00 7.00 7.00 7.00 7.00 10.00 11.00 3.00 1.00 Staff Services 13.40 13.40 13.40 13.40 13.40 14.40 14.40 1.00 0.00 Total Regular FTE 151.40 149.90 149.90 148.40 148.40 149.40 150.40 1.00 1.00 Total All Staffing (Regular FTE)695.20 668.78 672.28 667.03 678.78 684.78 685.78 17.75 1.00   See Budget by Department (3‐1) for details.  Executive Summary - Budget at a Glance 1 - 36 CITY OF RENTON 2015‐2016 BIENNIAL BUDGET OVERVIEW    Citywide Revenue and Sources              2012 2013 2014 2013 2014 2015 2016 2015‐16 vs. 2013‐14 Adp Citywide Revenue & Resources Actual Adopted Adopted Actual Yr End Est. Adopted Adopted $ % Revenue: Property Tax 33,466,364$     31,741,366$     32,840,495$     32,485,690$     34,640,495$     35,440,000$     36,353,314$     7,211,453       11.2% Sales Tax 22,697,632        22,656,180        23,532,262        24,926,335        25,914,681        27,065,218        28,268,383        9,145,159       19.8% Utility Taxes 15,994,432        16,715,662        17,254,850        16,247,046        16,397,451        16,538,734        16,673,217        (758,561)          ‐2.2% B&O Tax ‐                           ‐                           ‐                           ‐                           ‐                           ‐                           5,000,000           5,000,000       N/A Business License Fee 2,233,700           2,621,619           2,660,000           2,900,785           2,897,097           2,982,000           1,724,000           (575,619)          ‐10.9% Real Estate  Excise  Tax 2,811,902           2,600,000           2,650,000           4,131,665           4,000,000           4,000,000           4,000,000           2,750,000       52.4% Other Taxes 4,787,254           4,611,741           4,476,741           4,537,861           4,405,674           4,550,674           4,576,674           38,866               0.4% Sub‐total ‐ Taxes 81,991,285        80,946,568        83,414,348        85,229,384        88,255,398        90,576,626        96,595,588        22,811,298    13.9% Licenses & Permits 497,991               218,277               218,600               272,268               218,600               219,277               219,600               2,000                  0.5% State Shared Revenue 3,931,550           3,281,006           3,521,006           3,449,086           4,037,643           3,562,462           3,572,462           332,912            4.9% Fire  Service  Contracts 5,874,568           5,574,526           5,574,526           5,436,365           5,574,526           5,800,000           5,800,000           450,948            4.0% Development Services 3,165,838           3,206,398           3,232,485           4,086,057           4,932,905           4,781,760           4,797,213           3,140,089       48.8% Utility Service  Charges 59,876,029        64,316,636        67,470,085        64,311,538        68,262,085        66,867,682        66,997,999        2,078,960       1.6% Other Charges  for  Services 3,289,269           3,495,642           3,551,923           3,301,346           3,411,923           3,624,987           3,786,498           363,920            5.2% Fines  and Forfeits 3,949,921           3,956,637           4,321,280           4,144,927           3,430,728           4,429,489           4,556,680           708,252            8.6% Interest Earnings 5,271,532           6,453,287           6,317,864           5,432,705           5,857,772           6,077,380           6,273,904           (419,867)          ‐3.3% Miscellaneous Revenue 1,944,649           778,733               528,733               2,128,868           1,706,177           664,733               649,733               7,000                  0.5% Subtotal Operating Revenue 169,792,632     172,227,710     178,150,850     177,792,544     185,687,757     186,604,396     193,249,677     29,475,512    8.4% Other 1x Revenue ‐                           ‐                           ‐                           ‐                           1,180,000           600,000               600,000               1,200,000       N/A Intergovernmental Grants 20,397,170        33,230,483        8,562,761           28,680,671        41,566,324        14,108,682        5,650,334           (22,034,228)   ‐52.7% Mitigation  Fees/Capital  Contri. 1,562,900           460,000               834,500               1,882,698           1,547,000           1,525,500           829,500               1,060,500       81.9% Bond/Loan/Capital Proceeds 12,311,276        648,460               651,896               3,809,875           651,896               534,932               146,298               (619,126)          ‐47.6% Subtotal Capital Sources 34,271,346        34,338,943        10,049,157        34,373,244        44,945,220        16,769,114        7,226,132           (20,392,854)   ‐45.9% Interfund Services 34,082,228        30,767,351        33,306,336        32,267,695        33,590,252        38,303,202        40,308,938        14,538,452    22.7% Interfund Transfers 4,599,231           2,533,000           1,198,000           6,986,071           7,731,657           2,772,000           2,285,000           1,326,000       35.5% Subtotal Interfund Transactions 38,681,459        33,300,351        34,504,336        39,253,766        41,321,909        41,075,202        42,593,938        15,864,452    23.4% Total  Rev/Other Svcs 242,745,436$  239,867,004$  222,704,343$  251,419,555$  271,954,886$  244,448,712$  243,069,747$  24,947,110    5.4%         Property  Tax 14%Sales Tax 10%Utility  Taxes 7% Other  Taxes 4% Inter‐Gov 4% Dev Svc 1% Utility  Service  Charges 28% Fines &  Forfeits 2% Misc 5% Interfund  Transaction 15% Capital  Grants 10% 2013‐14 Citywide Revenue & Sources  $462.6 million  Property  Tax 15%Sales Tax 11% Utility  Taxes 7% Other  Taxes 6% Inter‐Gov 4%Dev Svc 2% Utility  Service  Charges 27% Fines &  Forfeits 2% Misc 4% Interfund  Transaction 17% Capital  Grants 5% 2015‐16 Citywide Adopted Revenue &  Sources  $487.5 million  Executive Summary - Long Range Plan 1 - 37 OVERVIEW CITY OF RENTON 2015‐2016 BIENNIAL BUDGET    Citywide Expenditure & Uses   by Department      2012 2013 2014 2013 2014 2015 2016 2015‐16 vs. 2013‐14 Adp Citywide Expenditure & Uses Actual Adopted Adopted Actual Yr End Est. Adopted Adopted $ % Legislative 278,768$            289,114$            295,116$            289,911$            309,907$            335,838$            348,161$            99,770               17.1% Court 2,061,603           2,009,664           1,999,521           2,003,104           2,094,010           2,111,321           2,187,710           289,845            7.2% Executive 3,216,888           2,535,690           2,596,290           2,173,635           2,363,073           2,882,097           2,925,119           675,237            13.2% Administrative  Services 7,617,003           7,586,606           7,625,755           7,512,865           9,651,549           9,004,510           9,253,582           3,045,732       20.0% City Attorney 1,706,320           1,712,973           1,687,621           1,762,225           1,863,395           2,001,421           2,108,770           709,597            20.9% Community & Eco  Development 6,125,734           6,036,446           6,148,404           7,091,518           7,875,201           7,604,756           7,915,753           3,335,658       27.4% Community Services 20,893,940        22,679,518        21,361,708        22,129,379        51,703,680        25,165,287        27,383,434        8,507,494       19.3% Police 28,487,781        28,583,698        29,676,444        28,571,445        30,412,473        32,407,334        34,028,968        8,176,159       14.0% Fire 24,158,450        24,043,143        24,442,820        24,444,372        25,219,873        26,876,976        27,970,913        6,361,926       13.1% Public Works 107,747,538     113,892,170     94,125,160        106,805,548     138,155,324     103,624,591     96,161,072        (8,231,668)      ‐4.0% Human Resource Risk Management 17,575,679        16,669,458        17,885,214        15,716,179        17,992,595        19,326,472        20,640,182        5,411,982       15.7% Other  City Services 12,673,825        9,742,783           11,024,867        9,723,848           11,172,707        9,431,090           9,135,012           (2,201,548)      ‐10.6% Total Operating Expenditures 232,543,527     235,781,263     218,868,920     228,224,030     298,813,789     240,771,692     240,058,675     26,180,185    5.8% Inter‐Fund Transfers  (various)4,599,231           1,483,000           1,198,000           6,986,071           7,731,657           2,772,000           2,285,000           2,376,000       88.6% Total  Exp/Other Uses 237,142,758     237,264,263     220,066,920$  235,210,101$  306,545,446$  243,543,692$  242,343,675$  28,556,185    6.2% In(De)crease in Fund Balance 5,602,678           2,602,742           2,637,423           16,209,454        (34,590,560)      905,019               726,072                Beginning FB 92,679,769        54,535,284        57,138,026        98,282,449        114,491,903     79,901,343        80,806,362         Ending FB 98,282,447        57,138,026        59,775,449        114,491,903     79,901,343        80,806,362        81,532,434               General  Gov 3% Admin  Svs 3% CED 3% Cmmty  Svs 10% Police 13%Fire 11% Public  Works 45% HRRM 7% Citywide 5% 2013‐14 Adopted Citywide Expenditure &  Uses  $457.3 million  General  Gov 3% Admin Svs 4% CED 3% Cmmty Svs 11% Police 14% Fire 11% Public  Works 41% HRRM 8%Citywide 5% 2015‐16 Adopted Citywide Expenditure &  Uses  $485.9 million  Executive Summary - Long Range Plan 1 - 38 CITY OF RENTON 2015‐2016 BIENNIAL BUDGET OVERVIEW    Personnel 38% Supplies/  Small  Eq 3%Services &  Utilities 20% Inter‐Gov 6% InterFund 16% Capital 13% Debt Service 4% 2015‐16 Citywide Expenditure & Uses  by Line  Item $485.9 million  Citywide Expenditure & Uses by Line Item      2012 2013 2014 2013 2014 2015 2016 2015‐16 vs. 2013‐14 Adp Citywide Actual Adopted Adopted Actual Yr End Est. Adopted Adopted $ % Expenditure  by Line  item Wages 53,667,217$    54,349,334$    54,591,036$    54,088,080$    56,954,628$    59,556,669$    62,024,637$    12,640,937    11.6% Overtime 3,082,003          2,321,533          2,316,228          3,372,375          2,316,228          2,220,079          2,308,421          (109,261)           ‐2.4% Retirement 3,501,613          3,757,976          4,079,905          3,770,915          4,297,862          5,081,462          5,916,529          3,160,109       40.3% Social Security 3,283,812          3,239,800          3,256,368          3,333,189          3,298,167          3,583,231          3,710,935          797,998           12.3% Medical 10,936,265       10,224,241       12,471,823       9,479,695          12,581,081       13,527,017       14,720,104       5,551,057       24.5% LEOFF  Medical 2,207,683          1,672,684          1,672,684          1,672,684          1,672,684          2,191,684          2,191,684          1,038,000       31.0% Payroll  Taxes 1,585,336          1,822,070          2,146,728          1,743,947          2,031,408          2,190,570          2,017,675          239,447           6.0% Intermittent Pay / Benefit 2,154,313          2,440,466          2,463,877          2,374,728          2,418,278          2,464,901          2,492,069          52,627              1.1% Total  Personnel Costs 80,418,242       79,828,104       82,998,649       79,835,613       85,570,337       90,815,612       95,382,054       23,370,914    14.4% Materials/Supplies & Small  Eq 5,316,918          5,154,689          5,201,359          6,361,828          5,663,374          6,023,781          6,006,185          1,673,918       16.2% Services 39,016,945       43,336,828       43,548,830       44,000,748       48,051,841       50,199,236       48,612,382       11,925,960    13.7% Intergovernmental 13,120,827       12,980,204       14,016,255       14,162,703       14,140,057       14,030,820       14,770,396       1,804,757       6.7% Debt Service 13,125,064       13,160,306       12,959,569       12,174,562       14,144,682       10,880,803       10,167,515       (5,071,557)      ‐19.4% Interfund‐IDC & Services 2,679,078          2,587,847          2,693,967          2,592,277          2,672,999          2,593,695          2,702,820          14,701              0.3% IS‐IT 4,015,597          3,915,403          3,843,654          3,915,403          3,843,654          4,419,915          4,483,492          1,144,350       14.7% IS‐Communication 988,539               877,773               896,374               877,773               896,374               991,431               1,026,739          244,023           13.8% IS‐ER M&O 2,578,445          2,545,935          2,636,632          2,679,878          2,682,366          3,004,067          3,058,290          879,790           17.0% IS‐ER RR 959,512               1,410,790          1,499,179          1,421,790          1,540,279          2,660,971          2,874,305          2,625,307       90.2% IS‐Insurance 1,550,368          1,597,451          1,631,450          1,592,032          1,631,450          1,856,156          1,900,886          528,141           16.4% IS‐Facilities 4,173,513          4,278,735          4,255,599          4,278,735          4,255,599          4,921,483          4,929,824          1,316,973       15.4% IS‐EE Medical 12,540,693       12,893,660       14,031,560       11,992,760       14,031,560       14,762,799       15,978,642       3,816,221       14.2% Transfer out (capital/Reserve 3,549,231          1,483,000          1,198,000          6,986,071          7,731,657          2,772,000          2,285,000          2,376,000       88.6% Subtotal  Non‐Personnel  Cost 103,614,729    106,222,621    108,412,428    113,036,560    121,285,892    119,117,157    118,796,476    23,278,584    10.8% Exp Before Capital 184,032,971    186,050,725    191,411,077    192,872,173    206,856,229    209,932,769    214,178,530    46,649,498    12.4% Capital 39,139,379       51,213,538       28,655,843       42,337,928       99,689,217       33,610,923       28,165,145       (18,093,313)   ‐22.7% Early Ret./Refunding Escrow 13,970,409        ‐                           ‐                           ‐                           ‐                           ‐                           ‐                           ‐                       N/A Exp Before Interfund 53,109,788       51,213,538       28,655,843       42,337,928       99,689,217       33,610,923       28,165,145       (18,093,313)   ‐22.7% Grand Total 237,142,758$ 237,264,263$ 220,066,920$ 235,210,101$ 306,545,446$ 243,543,692$ 242,343,675$ 28,556,185$ 6.2%       Personnel 36% Supplies/  Small Eq 2% Services &  Utilities 19% Inter‐Gov 6% InterFund 14% Capital 17% Debt Service 6% 2013‐14 Citywide Expenditure & Uses  by Line  Item $457.3 million  Executive Summary - Long Range Plan 1 - 39 OVERVIEW CITY OF RENTON 2015‐2016 BIENNIAL BUDGET    General Fund Revenue and Sources       2012 2013 2014 2013 2014 2015 2016 2015‐16 vs. 2013‐14 Adp General Government Actual Adopted Adopted Actual YR End Est Adopted Adopted $ % Revenue: Property Tax 33,466,364$ 31,741,366$  32,840,495$  32,485,690$  34,640,495$  35,440,000$  36,353,314$  7,211,453      11.2% Sales  Tax 22,697,632    22,656,180     23,532,262     24,926,335     25,914,681     27,065,218     28,268,383     9,145,159      19.8% Utility Taxes 15,954,432    16,250,662     16,789,850     15,782,047     15,914,743     16,173,734     16,308,217     (558,561)         ‐1.7% Business & Occupation Tax ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        5,000,000        5,000,000      N/A Reduction in Business License ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        (1,200,000)      (1,200,000)    N/A Less: Transfer  to CIP ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        (1,000,000)      (1,000,000)    N/A Business License (GF portion) 443,436            520,000            520,000            492,860            492,275            492,000            488,000            (60,000)            ‐5.8% Real Estate Excise  Tax 2,811,902       2,600,000        2,650,000        4,131,665        4,000,000        4,000,000        4,000,000        2,750,000      52.4% Less: Transfer  to CIP (943,792)          (500,000)           (550,000)           (700,000)           (2,200,000)      (1,000,000)      (2,000,000)      (1,950,000)    185.7% Other Taxes 4,318,566       4,213,000        4,213,000        4,040,569        4,247,000        4,279,000        4,305,000        158,000          1.9% Subtotal Taxes 78,748,540    77,481,208     79,995,607     81,159,167     83,009,194     86,449,952     90,522,914     19,496,051   12.4% Building Permit/Development Se 3,557,500       3,080,188        3,105,701        4,006,868        4,792,873        4,679,749        4,693,368        3,187,227      51.5% Other Lic. and Permits 87,949               103,067            103,067            105,073            104,000            105,000            105,000            3,866                1.9% InterGov 3,297,196       2,310,500        2,550,500        2,820,619        2,995,561        2,938,542        2,938,542        1,016,084      20.9% Fire  Service Contract 5,874,568       5,574,526        5,574,526        5,436,365        5,574,526        5,800,000        5,800,000        450,948          4.0% Other Charges  for Svcs 3,015,588       2,997,013        3,384,692        3,258,961        3,073,512        3,207,282        3,356,974        182,551          2.9% InterFund Service Charge 3,311,715       3,004,214        3,017,506        3,464,913        3,311,705        3,147,416        3,336,420        462,116          7.7% Court Fines 3,060,389       3,058,500        3,058,500        2,766,663        2,376,000        3,320,500        3,320,500        524,000          8.6% Miscellaneous  Revenue 808,494            1,103,993        1,103,993        893,486            1,237,100        1,454,993        1,454,993        702,000          31.8% General Fund Operating Rev 101,761,939 98,713,209     101,894,092  103,912,116  106,474,471  111,103,434  115,528,711  26,024,843   13.0%  Transfer  5,118,187       250,000            250,000            299,527            ‐                        250,000            250,000            ‐                      0.0% Capital and Other Grants 1,577,043       650,360            662,767            1,333,885        1,717,763        913,568            422,254            22,695             1.7% 1X Revenue ‐                         ‐                        ‐                        ‐                        1,180,000        600,000            600,000            1,200,000      N/A Subtotal Other Sources 6,695,230       900,360            912,767            1,633,412        2,897,763        1,763,568        1,272,254        1,222,695      67.4% Total  Rev/Other Svcs 108,457,169 99,613,569     102,806,859  105,545,527  109,372,234  112,867,002  116,800,965  27,247,538   13.5%     The adopted budget includes a new Business & Occupation (B&O) Tax at 0.05% for retail activities and 0.085%  for other business activities effective January 1, 2016.  Only those businesses generating more than $1.5 million  in annual gross receipts are subject to the new tax. Those businesses meeting the B&O threshold and paying  B&O tax will be exempt from the per employee Business License Fee, therefore a reduction in business license  fee revenue is anticipated.  The 2016 B&O estimate of $5 million and Business License Fee loss of $1.2 million  represents 3/4 of the tax returns that will be filed and due in 2016.  The stabilized annual B&O tax is expected to  be around $6.8 million a year and the stabilized loss of Business License Fee revenue is expected at $1.6 million  a year.  Therefore, the net effect of the B&O tax is $3.8 million in 2016 and around $5.2 million starting 2017.   Property   Tax 32% Sales Tax 23% Utility  Tax 16% Other Taxes 7% Intergovt 2% Dev. Svs 3% Svc Chrgs 9% Court Fines 3% Interfund 3% Misc. 2% 2013‐14 General Fund  Revenue & Sources  $202.4 million  Property   Tax 31% Sales Tax 24% Utility  Tax 14% Other Taxes 8% Intergovt 3% Dev. Svs 4% Svc Chrgs 8% Court Fines 3% Interfund 3% Misc. 2% 2015‐16 General Fund Adopted Revenue &  Sources $229.7 million  Executive Summary - Long Range Plan 1 - 40 CITY OF RENTON 2015‐2016 BIENNIAL BUDGET OVERVIEW    General Fund Expenditure by Department and Change in Fund Balance        2012 2013 2014 2013 2014 2015 2016 2015‐16 vs. 2013‐14 Adp General Government Actual Adopted Adopted Actual YR End Est Adopted Adopted $ % Expenditures by Dept:‐                      N/A Legislative 278,768$         289,114$         295,116$         289,911$         309,907$         335,838$         348,161$         99,770             17.1% Executive 1,377,109       1,318,832        1,340,745        1,240,910        1,359,996        1,497,993        1,535,707        374,124          14.1% Court Services 2,074,980       2,009,664        1,999,521        2,003,104        2,094,010        2,111,321        2,187,710        289,845          7.2% City Attorney 1,706,320       1,712,973        1,687,621        1,922,225        1,863,395        2,001,421        2,108,770        709,597          20.9% Community & Economic Devl. 6,056,915       5,986,446        6,098,404        6,269,780        6,607,846        7,160,835        7,574,782        2,650,766      21.9% Administrative  Services 3,219,316       3,009,430        3,131,989        3,294,969        3,670,684        3,886,678        4,063,117        1,808,376      29.4% Human Resources 937,412            971,207            991,234            904,182            1,002,994        1,316,577        1,366,886        721,022          36.7% Police 28,494,195    28,583,698     29,676,444     28,760,825     30,316,637     32,399,334     34,028,968     8,168,159      14.0% Fire  & ES 24,173,315    24,043,143     24,442,820     24,444,372     25,154,873     26,876,976     27,970,913     6,361,926      13.1% Public Works 8,840,850       9,275,434        9,478,261        8,717,298        9,591,104        10,462,578     10,861,563     2,570,446      13.7% Community Services 11,787,196    12,510,846     12,639,836     11,992,675     12,917,358     13,699,445     14,184,015     2,732,777      10.9% Other City Services 2,921,488       1,741,350        3,036,844        3,175,340        2,771,844        2,967,502        2,886,336        1,075,644      22.5% Debt Service*7,437,337       8,001,433        7,988,023        8,048,508        8,400,863        6,463,588        6,248,676        (3,277,192)    ‐20.5% General Fund Operating Exp 99,305,200    99,453,569     102,806,859  101,064,100  106,061,512  111,180,086  115,365,603  24,285,260   12.0% 1‐Time  & Capital Projects * 4,309,671       160,000            ‐                        2,300,000        6,405,000        1,400,000        1,140,000        2,380,000      1487.5% Grant Expenses 324,011            ‐                        ‐                        303,005            851,973            361,358            295,986            657,344          N/A Subtotal  Other Uses 4,633,682       160,000            ‐                        2,603,005        7,256,973        1,761,358        1,435,986        3,037,344      1898.3% Total  Exp/Other Uses 103,938,882 99,613,569     102,806,859  103,667,105  113,318,485  112,941,443  116,801,589  27,322,604   13.5% In(Decrease) in FB 4,518,287       (0)                           (0)                           1,878,422        (3,946,251)      (74,442)              (624)                      Beginning Fund balance 11,057,551    10,751,945     10,751,945     15,575,839     17,454,261     13,508,010     13,433,568      Ending Fund Balance  (EFB) 15,575,838    10,751,945     10,751,945     17,454,261     13,508,010     13,433,568     13,432,943      EFB as % of Operating Budget 16% 11% 10% 17% 13% 12% 12%           General  Govt 10% Com Eco  Dvlpmt 6% Police. 29% Court  Services 2% Fire 24% Public   Works 9% Com. Svcs 12%Debt  Service 8% 1X & Capital 0% 2013‐14 General Fund  Expenditue & Uses  $202.4 million  General  Govt 11% Com Eco  Dvlpmt 6% Police. 29% Court   Services 2% Fire 24% Public   Works 9% Com. Svcs 12% Debt  Service 6% 1X  & Capital 1% 2015‐16 Adopted General Fund  Expenditure &  Uses $229.7 million  Executive Summary - Long Range Plan 1 - 41 OVERVIEW CITY OF RENTON 2015‐2016 BIENNIAL BUDGET      General Fund Expenditure by Line Item      2012 2013 2014 2013 2014 2015 2016 2015‐16 vs. 2013‐14 Adp General Fund Actual Adopted Adopted Actual Yr End Est. Adopted Adopted $ % Expenditure by Line  item Wages 43,366,208$    43,859,516$    43,924,640$    42,931,685$    45,969,496$    47,765,619$    49,774,652$    9,756,114       11.1% Overtime 2,842,862          2,126,516          2,121,723          3,125,928          2,121,723          2,021,903          2,110,219          (116,117)           ‐2.7% Retirement 2,748,583          2,917,541          3,117,270          2,903,059          3,333,091          3,797,021          4,354,650          2,116,860       35.1% Social  Security 2,492,608          2,445,884          2,447,169          2,520,729          2,487,744          2,686,954          2,782,456          576,357           11.8% Medical 8,722,036          7,910,523          9,840,257          7,531,567          9,954,295          10,685,558       11,632,245       4,567,023       25.7% LEOFF  Medical 2,207,117          1,672,684          1,672,684          1,672,684          1,672,684          2,191,684          2,191,684          1,038,000       31.0% Payroll  Taxes 1,079,249          1,292,512          1,611,078          1,240,861          1,495,560          1,612,449          1,439,086          147,945           5.1% Intermittent Pay / Benefit 1,557,451          1,774,445          1,785,344          1,738,412          1,739,745          1,739,273          1,753,273          (67,243)              ‐1.9% Total  Personnel  Costs 65,016,113       63,999,621       66,520,164       63,664,926       68,774,337       72,500,459       76,038,264       18,018,938    13.8% Materials/Supplies  & Small Eq 2,117,589          1,905,130          1,917,288          1,787,468          2,085,093          2,367,275          2,341,924          886,781           23.2% Services 6,398,962          6,791,085          6,775,428          6,437,193          8,076,175          7,800,288          7,790,538          2,024,313       14.9% Intergovernmental 6,039,197          6,128,125          6,896,625          6,625,118          6,871,859          7,135,724          7,650,391          1,761,365       13.5% Debt Service 7,402,337          8,001,433          7,988,023          8,048,508          8,400,863          6,463,588          6,248,676          (3,277,192)      ‐20.5% Interfund‐IDC & Services 48,023                  12,342                  12,342                  7,806                     12,342                  12,342                  12,342                   ‐                       0.0% IS‐IT 3,522,906          3,338,520          3,271,216          3,338,520          3,271,216          3,769,326          3,782,237          941,827           14.2% IS‐Communication 841,085               721,823               738,532               721,823               738,532               814,535               845,649               199,829           13.7% IS‐ER M&O 2,117,694          2,045,594          2,108,602          2,150,266          2,150,602          2,439,128          2,482,843          767,775           18.5% IS‐ER RR 718,249               1,051,588          1,122,517          1,062,588          1,152,267          1,921,805          2,115,873          1,863,573       85.7% IS‐Insurance 1,310,619          1,325,210          1,349,392          1,325,210          1,349,392          1,561,682          1,599,938          487,018           18.2% IS‐Facilities 4,038,797          4,133,098          4,106,730          4,133,098          4,106,730          4,744,291          4,752,914          1,257,377       15.3% Subtotal  Non‐Personnel Cost 34,555,459       35,453,948       36,286,695       35,637,597       38,215,071       39,029,984       39,623,325       6,912,666       9.6% Exp Before Capital 99,571,572       99,453,569       102,806,859    99,302,523       106,989,408    111,530,443    115,661,589    24,931,604    12.3% Transfer out (capital/Reserves)2,017,310          160,000                ‐                           4,364,583          6,329,077          1,411,000          1,140,000          2,391,000       1494.4% Early Ret./Refunding Escrow 2,350,000           ‐                            ‐                            ‐                            ‐                            ‐                           ‐                           ‐                       N/A Exp Before Interfund 4,367,310          160,000                ‐                           4,364,583          6,329,077          1,411,000          1,140,000          2,391,000       1494.4% Grand Total 103,938,882$ 99,613,569$    102,806,859$ 103,667,105$ 113,318,485$ 112,941,443$ 116,801,589$ 27,322,604$ 13.5%     Personnel 64% Supplies/  Small  Eq 2% Services  &  Utilities 7% Inter‐Gov 6%Inter ‐Fund 13% Transfer/  Capital 0% Debt  Service 8% 2013‐14 General Fund Expenditure  & Uses   by Line  Item $202.4 million  Personnel 65% Supplies/  Small  Eq 2%Services  &  Utilities 7% Inter‐Gov 6% Inter ‐Fund 13% Transfer/  Capital 1% Debt Service 6% 2015‐16 General Fund Expenditure & Uses   by Line Item $229.7 million  Executive Summary - Long Range Plan 1 - 42 CITY OF RENTON 2015‐2016 BIENNIAL BUDGET OVERVIEW        Change in Fund Balance        Fund Number/Name  Beginning   Fund Balance  2015‐16  Revenue 2015‐16 Expenditure 2015‐16  Change Ending Fund  Balance 000 General Governmental 13,508,009$   229,667,966$       229,743,032$    (75,066)$           13,432,943$      102 ARTERIAL STREETS 15,689            1,290,000          1,290,000        ‐                    15,689               108 LEASED  CITY  PROPERTIES 368,261          1,537,914          1,335,382       202,532           570,793             110 SPECIAL HOTEL‐MOTEL TAX 135,913          530,000              510,000           20,000             155,913             125 ONE PERCENT FOR ART 92,771            30,000                102,950           (72,950)            19,821               127 CABLE COMMUNICATIONS  DEVELOPMENT 285,632          195,348              195,348            ‐                    285,632             135 SPRINGBROOK WETLANDS BANK 669,613          ‐                        ‐                    ‐                    669,613             303 COMMUNITY SERVICES IMPACT MITIGATION 1,110,618       173,000               ‐                    173,000           1,283,618          304 FIRE IMPACT MITIGATION 846,165          198,000              500,000           (302,000)         544,165             305 TRANSPORTATION IMPACT MITIGATION 749,185          433,000              196,000           237,000           986,185             316 MUNICIPAL FACILITIES CIP 446,689          8,447,000          8,758,000       (311,000)         135,689             317 CAPITAL IMPROVEMENT 1,434,436       19,749,628        21,106,220     (1,356,592)      77,844               326 HOUSING OPPORTUNITY/ECONOMIC DEVELOPMENT 1,010,599       ‐                        ‐                    ‐                    1,010,599          336 NEW LIBRARY DEVELOPMENT 57,000            ‐                        ‐                    ‐                    57,000               4x2 AIRPORT 233,478          6,124,313             6,046,714          77,599               311,077             403 SOLID  WASTE UTILITY 1,257,755       32,976,046        33,819,672     (843,626)         414,129             4X4 MUNICIPAL GOLF 111,691          5,468,176             4,919,530          548,646             660,337             4X5 WATER 11,030,050     32,581,005           34,632,044        (2,051,039)        8,979,011          4X6 WASTEWATER 5,019,553       20,266,393           18,934,710        1,331,683          6,351,236          416 KING COUNTY METRO 2,611,562       33,277,444        33,277,444      ‐                    2,611,562          4X7 SURFACE WATER 3,113,930       21,859,216           21,773,623        85,593               3,199,523          501 EQUIPMENT RENTAL 3,608,097       11,685,636        9,710,239       1,975,397       5,583,494          502 INSURANCE 11,757,156     8,332,848          7,104,171       1,228,677       12,985,833        503 INFORMATION TECHNOLOGY 843,690          9,333,502          9,354,203       (20,701)            822,989             504 FACILITIES 706,922          9,852,947          9,844,946       8,001               714,923             505 COMMUNICATIONS 327,742          2,020,170          2,018,168       2,002               329,744             512 HEALTHCARE INSURANCE 6,420,432       27,250,560        28,020,722     (770,162)         5,650,270          522 LEOFF1 RETIREES HEALTHCARE 7,221,225       3,302,346          2,283,297       1,019,049       8,240,274          611 FIREMENS PENSION 4,907,478       936,000              410,950           525,050           5,432,528          All Other Funds 66,393,332     257,850,492         256,144,335      1,706,157          68,099,489        TOTAL ALL FUNDS 79,901,341$   487,518,458$       485,887,367$    1,631,091$        81,532,432$         The 2015‐16 Adopted Budget will result in a net increase in fund balance of $1.6 million citywide.  The change is  a combination of capital project funding timing (all capital project related funds as well as enterprise funds),  accumulation of resources to meet future obligations (LEOFF 1 and Firemen’s Pension), planned increase in  reserves for replacements (Equipment Rental Fund) and contingencies (Insurance Fund).  The operating funds  are expected to remain relatively stable with revenues closely matched with planned expenditures.     Executive Summary - Long Range Plan 1 - 43 OVERVIEW CITY OF RENTON 2015‐2016 BIENNIAL BUDGET      Change in Fund Balance           $13.5 $0.0 $0.4 $0.1 $0.1 $0.3 $0.7 $1.1 $0.8 $0.7 $0.4 $1.4 $1.0 $0.1 $0.2 $1.3 $0.1 $11.0 $5.0 $2.6 $3.1 $3.6 $11.8 $0.8 $0.7 $0.3 $6.4 $7.2 $4.9 $13.4  $0.0  $0.6  $0.2  $0.0  $0.3  $0.7  $1.3  $0.5  $1.0  $0.1  $0.1  $1.0  $0.1  $0.3  $0.4  $0.7  $9.0  $6.4  $2.6  $3.2  $5.6  $13.0  $0.8  $0.7  $0.3  $5.7  $8.2  $5.4  $0 $4 $8 $12 $16 General Governmental ARTERIAL STREETS LEASED CITY PROPERTIES SPECIAL HOTEL ‐MOTEL  TAX ONE PERCENT FOR ART CABLE COMMUNICATIONS  DEVELOPMENT SPRINGBROOK  WETLANDS  BANK COMMUNITY  SERVICES IMPACT MITIGATION FIRE IMPACT MITIGATION TRANSPORTATION IMPACT MITIGATION MUNICIPAL FACILITIES CIP CAPITAL  IMPROVEMENT HOUSING OPPORTUNITY NEW LIBRARY DEVELOPMENT AIRPORT SOLID WASTE UTILITY MUNICIPAL  GOLF WATER WASTEWATER KING COUNTY METRO SURFACE WATER EQUIPMENT RENTAL INSURANCE INFORMATION TECHNOLOGY FACILITIES COMMUNICATIONS HEALTHCARE INSURANCE LEOFF1 RETIREES HEALTHCARE FIREMENS PENSION Millions Beginning  Fund Balance Ending Fund Balance Executive Summary - Long Range Plan 1 - 44 CITY OF RENTON 2015‐2016 BIENNIAL BUDGET OVERVIEW      General Fund Long Range Projection    Key Revenue Assumptions:2012 2013 2014 2015 2016 2017 2018 2019 2020 Sales  Tax  Growth *5.2% 4.3% 4.0% 4.4% 4.4% 4.0% 0.8%‐2.6% 4.0% Property Tax 3.4%‐2.9% 6.6% 2.3% 2.6% 2.5% 2.5% 2.0% 2.0% B&O/Business  License 0.0% 0.0% 0.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% Overall Operating Revenue Growth 4.8% 2.1% 2.5% 4.3% 4.0% 3.2% 2.5% 0.7% 2.3% Key Expenditure Assumptions:2012 2013 2014 2015 2016 2017 2018 2019 2020 Wage Increase 2.5% 0.6% 2.1% 4.2% 2.0% 2.0% 2.0% 2.0% 2.0% Contribution to Employee Medical 6.7%‐13.3% 32.7% 7.5% 8.8% 10.1% 10.0% 10.0% 10.0% PERS (Pension) Contribution Rate 7.7% 9.2% 9.2% 12.5% 12.5% 12.5% 12.5% 12.5% 12.5% Overall Operating Expense Growth 4.9% 1.8% 4.9% 4.8% 3.8% 3.7% 3.3% 3.7% 3.8% 2012 2013 2014 2015 2016 2017 2018 2019 2020 Summary ($ in Million)Actual Actual Projected Projected Projected Projected Projected Projected Projected Beginning Fund Balance 10.8$         15.6$        17.5$        13.5$        13.4$        13.4$        13.1$        11.8$        6.7$           Operating Revenue 101.8$       103.9$      106.5$      111.1$      115.5$      119.3$      122.2$      123.0$      125.8$       Base Operating Expenditure (99.3)          (101.1)       (106.1)       (111.2)      (115.4)      (119.6)      (123.5)      (128.1)      (132.9)       Operating Surplus (Deficit)2.5$            2.8$           0.4$           (0.1)$         0.2$          (0.3)$         (1.3)$         (5.1)$         (7.1)$          1X Sources *6.7$            1.6$           2.9$           1.8$          1.3$          0.7$          0.7$          0.7$          0.7$           1X Uses (4.6)            (2.6)           (7.3)           (1.8)           (1.4)           (0.7)           (0.7)           (0.7)           (0.7)            Net Resources ‐ Uses 4.5$            1.9$           (3.9)$         (0.1)$         (0.0)$         (0.3)$         (1.3)$         (5.1)$         (7.1)$          Ending Fund Balance 15.6$         17.5$        13.5$        13.4$        13.4$        13.1$        11.8$        6.7$          (0.4)$          * 2018 reduced growth and 2019  negative growth of overall  sales tax  revenue reflect the end of annexation sales tax credit statign September 2018.      $(20.0)  $‐  $20.0  $40.0  $60.0  $80.0  $100.0  $120.0  $140.0  $160.0 2012 2013 2014 2015 2016 2017 2018 2019 2020 Base Operating Expenditure Operating Revenue Ending Fund Balance   The City’s fiscal policy requires the city to prepare a long‐term projection for General Governmental and other  funds as deemed necessary.  The city prepares projections for tax‐supported Governmental funds as well as  rate‐supported utility funds.  The purposes are similar:  to ensure operations, as well as maintaining capital  assets, are sustainable with the taxes and utility rate revenues.  These plans allow the City to proactively manage  and implement corrective measures over time to avoid sudden drastic changes in service levels or in  revenue/tax policies.      In addition, the City’s fiscal policy requires a balanced budget, with operating costs covered by operating  revenues.  While the policy does not require a balanced budget in the projected period beyond the current  budget years, the intent is to adjust current operations to a sustainable level within the projection horizon.       Executive Summary - Long Range Plan 1 - 45 OVERVIEW CITY OF RENTON 2015‐2016 BIENNIAL BUDGET      Over 77% of General Fund Revenue is from taxes, and 31% from Property Tax alone.  As indicated in the key  revenue assumptions table above, we are projecting a healthy economy that will generate between 1.25% to  1.5% of new construction value per year to be added to the property tax roll over the next four years, and a  strong sales tax growth rate of over 4% a year.  Key expenditure growth drivers are wages, employee healthcare  costs, and state pension costs.  The assumption is wage will grow by the rate of inflation, and employee  healthcare cost to grow by historical average, and state pension contribution will stabilize at 12.5%.  These  underlying assumptions cannot bring the overall revenue growth to match the projected expenditure growth.  This is the structural deficit that local governments are faced with and an issue we have visited again and again,  but no permanent fix is in sight.  We believe that unless the state legislature takes action to allow property tax  to grow by inflation and population growth, this issue will persist into the future.    To solve this problem locally, the adopted budget includes a new B&O tax, discussed more fully below in the  “B&O Tax/Business License Fee” section, starting 2016 which allows General Fund revenue to grow in 2016‐17 at  a rate similar to the projected operating expenditures.  A gap starts to reappear again and widen in 2018 and  2019 due to the expiration of the 10‐year annexation sales tax credit for the Benson Hill annexation.        MAJOR REVENUES    Property Tax (RCW 84.52)  Annexations and new construction has contributed to substantial growth in the City’s property tax base in the  past decade, but has since been eroded by the Great Recession.  The City’s assessed value (AV) peaked in 2009  at $13.2 billion when the $2 billion (or 24%) value from Benson Hill annexation was added to our tax base.  The  Great Recession eroded the tax base to $10.6 billion by 2013 or by 21% during this period.  The valuation  improved by 8% in 2014, and the preliminary information form the King County Assessor’s office indicates the  City’s 2015 assessed value will improve again by 12% to $12.7 billion, or just 5% below the 2013 peak.      While the assessed value often increases or decreases by a large percentage from year to year, the City’s  property tax revenues do not.  This is due to the mechanism of how Washington State’s property tax collection  is determined and the limitations placed on the amount can be raised by a governmental entity by the state law.   Two basic limitations are the limitation on the tax rate, and the limitation on the rate of growth in property tax  revenue.       1. The Tax Rate Limit:  The state constitution establishes the maximum regular property tax levy increase for all taxing districts  combined at 1%, or $10 per $1000, of assessed value of the property.  This limitation is further divided by  the RCW to the various taxing districts.  For cities served by library and/or fire districts, the tax rate limit is  calculated by deducting the amount levied by the library district (up to $0.50 per thousand dollars AV) and  the Fire district (up to $1.50 per thousand dollars AV) from the $3.60 local portion of the levy.  For cities that  have a fire pension fund, as does Renton, an additional $0.225 may be levied.  Based on this calculation,  Renton’s property tax rate is limited to $3.325 per $1,000 of assessed value.     2. The 1% growth limit in property tax revenue:   Before 2002, a taxing district could increase the property tax levy amount annually by 6% of the amount  levied in the previous year, up to the applicable tax rate limit discussed above.  This growth limit was  established in 1973 as the legislature responded to people's concerns that property taxes were rising too  fast due to the real estate boom occurring at that time.    Executive Summary - Long Range Plan 1 - 46 CITY OF RENTON 2015‐2016 BIENNIAL BUDGET OVERVIEW    Initiative 747, approved by voters in 2001 and taking effect in 2002, lowered the limit to the lesser of 1% or  inflation.  Property tax growth resulting from new construction, changes in value of state‐assessed utility  property, and newly annexed property are exempt from this limit and may be added to the base tax levy.    This growth limit can be "lifted" by voters with a simple majority approval, and the amount can be added to  the levy base permanently for future years if the intent is clearly stated in the ballot measure.       Distribution of Property Tax  Most properties in Renton pay $14.25 per $1000 AV in  2014, of which 22% goes to city services.  The  remaining 78% goes to the Renton School District  (38%), King County (12%) for regional services, the  State School fund (17%), King County Library System  (4%), Valley Medical (4%), Port of Seattle (1%), and  Emergency Medical Services (2%).  The City’s portion  of property tax is $741 in 2014 on an average home.    Past and Projected Property Tax Revenue      Sales Tax (RCW 82.14)  Sales tax is the second largest taxing source for  Renton representing 24% of General Fund  revenue.  Renton’s economy generates  approximately $240 million in sales taxes, but  similar to property tax, the City only receives  approximately 10% of the sales tax revenue  generated within Renton.  The remaining 90%  goes to other government entities and to  support public transit and public facility agencies.     In addition to the local sales tax, the City also  receives a distribution of a voter‐approved  criminal justice sales tax and a 0.1% annexation  sales tax for the annexation of the Benson Hill area in 2008.    Criminal Justice Sales Tax (RCW 82.14.340) This is a 0.1% voter‐approved optional sales tax in King County,  collected countywide and distributed based on population.  Because it employs a more diverse tax base and  different distribution formula than regular sales taxes, this source is typically more stable and is projected to  grow by the inflationary growth plus population growth.  State  67% City 10% Sound  Transit  10% KC Transit 9% KC General 3% Criminal  Justice  1% Sales Tax Distribution  Ci t y  of  Re n t o n ,    22 . 1 ¢   Ki n g  Co u n t y ,    11 . 7 ¢   Re n t o n  Sc h o o l , 37 . 9 ¢   St a t e  Sc h o o l ,    17 . 4 ¢   KC L S ,    3. 5 ¢   Po r t ,  Ho s p i t a l ,   EM S ,  7. 4 ¢   $0 $10 $20 $30 $40 $50 06 07 08 09 10 11 12 13 Actual 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. 19 Proj. 20 Proj. mi l l i o n s Past and Projected Property Tax Year Assessed   Value   (millions) % change Property Tax   Revenue %  change 2011 Actual 11,480$       ‐1.6% 32,357,894$   11.4% 2012 Actual 10,815$       ‐5.8% 33,480,858$   3.5% 2013 Actual 10,558$       ‐2.4% 32,485,690$   ‐3.0% 2014 Proj.11,332$       7.3% 34,640,495$   6.6% 2015 Budget 12,692$       12.0% 35,440,000$   2.3% 2016 Budget 13,326$       5.0% 36,353,314$   2.6% 2017 Proj.13,859$       3.0% 37,262,147$   2.5% 2018 Proj.14,275$       3.0% 38,193,701$   2.5% 2019 Proj.14,704$       3.0% 38,957,575$   2.0% 2020 Proj. 15,145$       3.0% 39,736,726$   2.0% Executive Summary - Long Range Plan 1 - 47 OVERVIEW CITY OF RENTON 2015‐2016 BIENNIAL BUDGET      Annexation Sales Tax Credit  This is a tool the State uses to encourage cities to  annex currently unincorporated urban areas.  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.   Renton receives the sales tax credit for the Benson  Hill Annexation that took effect in March 2008.    The effective date of any new annexation credit is  July 1 (beginning of the State fiscal year), with the  first distribution reaching the city in September (a  two‐month lag).  Therefore, the amount Renton  received in 2008 for Benson Hill represented  receipts over a four‐month period.  2018 will be the  final year for this tax credit, with the final  distribution in August.     Composition and Projected Growth  The current year composition of the City’s sales tax is relatively  diverse with General Retail representing the largest portion at  31%, followed by Service Industry at 22%, Automotive at 19%,  Construction at 10%, Manufacturing at 10%, and Wholesale and  Miscellaneous at 5% an 3%, respectively.  This is relatively  consistent with historical average with the exception of  manufacturing and contracting sectors.      The change in manufacturing sector is due to the use tax reporting  change of one local company to directly report use tax instead of  the normal vendor collection and remission of sales taxes.  This  change has the effect of reclassifying activities in various sectors  into the manufacturing sector. It also allows less visibility of  whether the underlining activities are one‐time or on‐going in  nature.     The construction sector, after recovery in 2013 to 14% of the total  sales tax revenue, dropped back to 10% of total sales tax in 2014.   During the three worst years of the Great Recession, construction dropped from over 20% to 10%.  The strong  showing in 2013 reflects a couple of very large commercial projects. We believe the direct reporting change in  the manufacturing sector has an impact on the performance of this sector but the 10% is still lower than  expected.         Like many other cities in the state, Renton’s sales tax is one of the hardest hit revenue sources by the Great  Recession with an overall peak‐to‐through reduction of 18% and a revenue loss of $3.8 million, and finally six  years after the recession has ended we expect 2014 sales tax revenue to finally exceed its peak reached in 2008.       $10  $15  $20  $25  $30  $35 06 07 08 09 10 11 12 13 Actual 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. 19 Proj. 20 Proj. Past and Projected Sales Tax Criminal Justice Annexation Credit Base Sales  Tax Retail 31% Manuf. 10% Services 22% Contracting 10% Wholesale 5% Auto 19% Misc. 3% 2014 Sales Tax  Composition  Sector Average 2006‐2013 2014 Difference Retail 31.9% 31.3%‐0.6% Manuf. 5.3% 9.9% 4.6% Services 20.8% 21.6% 0.8% Contracting 14.9% 10.0%‐4.9% Wholesale 5.6% 5.5%‐0.2% Auto 18.8% 19.0% 0.2% Misc. 2.7% 2.8% 0.1% Total 100.0% 100.0% 0.0% Year Base  Sales   Tax Annexation  Credit Criminal  Justice Total %  change 2011 Actual 17,729,731  2,033,954     1,809,757  21,573,442  3.5% 2012 Actual 18,564,670  2,208,492     1,924,470  22,697,632  5.2% 2013 Actual 20,416,372  2,418,789     2,091,174  24,926,335  9.8% 2014 Proj. 21,285,392  2,433,576     2,195,713  25,914,681  4.0% 2015 Budget 22,239,731  2,519,968     2,305,519  27,065,218  4.4% 2016 Budget 23,239,421  2,608,167     2,420,795  28,268,383  4.4% 2017 Proj. 24,168,998  2,712,494     2,517,627  29,399,118  4.0% 2018 Proj. 25,135,758  1,880,662     2,618,332  29,634,752  0.8% 2019 Proj. 26,141,188  ‐                     2,723,065  28,864,253  ‐2.6% 2020 Proj. 27,186,836  ‐                     2,831,988  30,018,823  4.0% Executive Summary - Long Range Plan 1 - 48 CITY OF RENTON 2015‐2016 BIENNIAL BUDGET OVERVIEW    The projection of future sales tax growth is based on inflation and population growth. The slower and negative  growth in 2018 and 2019 reflects the end of annexation sales tax credit.       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; this  is known as a utility tax.   The tax rate for electric,  phone, and gas utilities are  limited to 6% without voter  approval, with no limitation  on other public utilities.  The City currently levies a 6% utility tax on phone (both landline and cellular services),  electric, natural gas, and cable services.  City utilities (water, sewer, storm drainage, and solid waste), pay an  inter‐fund utility tax.  The current tax rates are 6.8% for water, storm drainage, and garbage (both City operated  and franchise provider operated) services. The additional 0.8% was added during the 2013‐14 budget to  generate additional revenue for general governmental capital projects.        Natural gas is used mostly for heating purposes; therefore, the consumption and the resulting tax revenue are  very sensitive to winter weather conditions.  The landline phone service has declined over the years but appears  to have stabilized over the past couple of years.  The growth rate of wireless/cellular phone service slowed in  the past two years as well. The drop in the 2011 tax collection reflects the service providers removing data‐only  service from the taxable base.  The impact of “share everything” plans on utility tax is still to‐be‐determined.   Electricity, city utilities, and cable TV are projected to grow by population plus inflation.    B&O Tax and Per Employee Business License Fee  The City of Renton first implemented its per‐employee based business license fee in 1998 with the rate set at  $55 per full‐time equivalent employee in response to transportation infrastructure needs in Renton.  Non‐profit  and government organizations are required to obtain a license but are exempt from paying this fee. The $55 per  employee rate was adjusted in 2013 to create a 1) a base fee registration fee of $45; and 2) an increase from  $55 per FTE to $65 per FTE (FTE is defined as each 1,920 worker hours).  The 2013 fee increase is has generated  approximately an additional $675k annually, which is dedicated to Capital Projects.   $0 $5 $10 $15 $20 06 07 08 09 10 11 12 13 Actual 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. 19 Proj. 20 Proj. Past  and  Projected Utility Taxes ($ Millions) Electric Natural Gas Brokered NG City Utilities Cell  Phone Phone Cable TV NC  Garbage Year Electric Natural Gas  Brokered  NG  City  Utilities Cable TV Phone Cell  Phone Non‐City  Garbage Total %  Change 2011 Actual      5,166,711   1,848,806       249,407 3,516,179  1,385,275        966,827  2,054,183    297,474  15,484,862 6.7% 2012 Actual      5,211,111   1,669,967       272,530 3,806,281  1,423,664  1,056,420  2,183,853    330,607  15,954,432 3.0% 2013 Actual      5,155,789   1,550,900       263,660 3,964,989  1,481,779        917,021  2,050,312    397,596  15,782,047 ‐1.1% 2014 Estimate      5,286,242   1,550,900       300,000 4,003,680  1,529,365        952,500  1,922,056    370,000  15,914,743 0.8% 2015 Projected      5,365,536   1,550,900       300,000 4,058,377  1,579,365        952,500  1,967,056    400,000  16,173,734 1.6% 2016 Projected      5,446,019   1,550,900       300,000 4,058,377  1,629,365        952,500  1,971,056    400,000  16,308,217 0.8% 2017 Projected      5,527,709   1,550,900       300,000 4,180,128  1,653,805        952,500  1,980,911    400,000  16,545,954 1.5% 2018 Projected      5,610,625   1,550,900       300,000 4,305,532  1,678,613        952,500  1,990,816    400,000  16,788,985 1.5% 2019 Projected      5,694,784   1,550,900       300,000 4,434,698  1,703,792        952,500  2,000,770    400,000  17,037,444 1.5% 2020 Projected      5,780,206   1,550,900       300,000 4,567,739  1,729,349        952,500  2,010,774    400,000  17,291,468 1.5% Executive Summary - Long Range Plan 1 - 49 OVERVIEW CITY OF RENTON 2015‐2016 BIENNIAL BUDGET      B&O Tax  The adopted 2015‐16 budget  recommends the implementation  of a new Business and Occupation  (B&O) Tax that is based on gross  receipts of a business. The key  provisions of the B&O tax are:     Businesses with $1.5  million or higher annual  gross receipts are required to pay B&O tax.   The maximum amount subject to B&O tax is capped at $5 billion a year.  This cap is automatically  adjusted annually by inflation.   The tax rate will be 0.085% (maximum allowed is 0.2% and statewide average is 0.15%) for all business  activities other than retail, which has a rate of 0.05%; these rates cannot be adjusted by more than the  rate of inflation in any given year.   Narrow the non‐profit and government exemptions for both B&O tax and Business License fees.   Provides a 3‐year, new employer tax credit for new businesses with 50 or more employees in Renton.    Businesses subject to B&O tax are exempt from paying the per employee business license fee    The tax is the only revenue option that City Council can take, which could generate the funds needed to  maintain general city services. It will provide $3.8 million additional revenue (net of business license fee loss) in  2016 and increase to around $6 million in 2018.  Most of this amount will be needed for the General Fund  operations. Without this new funding source, the City will need to reduce around 30 positions from General  Fund operations in the current budget cycle as well as future budget cycles.      Real Estate Excise Tax (REET)  The State of Washington levies a real estate excise tax (REET) on all sales of  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%.  Local governments are also authorized to impose REET.  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;  Year REET  Revenue % change 2011 Actual 2 ,074,059  ‐25.9% 2012 Actual 2 ,811,902  35.6% 2013 Actual 4 ,131,665  46.9% 2014 Proj.4,000,000  ‐3.2% 2015 Budget 4,000,000  0.0% 2016 Budget 4,000,000  0.0% 2017 Proj.3,200,000  ‐20.0% 2018 Proj.3,200,000  0.0% 2019 Proj.3,200,000  0.0% 2020 Proj.3,200,000  0.0% Year Business  License B&O Tax Total   Revenue % change General   Fund Transp. CIP Gen Gov   CIP Total   Allocated 2011 Actual 2,110,264   ‐                 2,110,264 1.4% 421,483    1,688,781    ‐                2,110,264     2012 Actual 2,226,249   ‐                 2,226,249 5.5% 443,436    1,782,813    ‐                2,226,249     2013 Actual 2,900,785   ‐                 2,900,785 30.3% 492,860    1,972,569   435,356     2,900,785     2014 Proj. 2,897,097   ‐                 2,897,097 ‐0.1% 492,275    1,969,101   435,721     2,897,097     2015 Budget 2,982,000   ‐                 2,982,000 2.9% 492,000    1,990,000   500,000     2,982,000     2016 Budget 1,724,000  5,000,000 6,724,000 125.5% 3,288,000 2,000,000   1,436,000 6,724,000     2017 Proj. 1,350,000  6,800,000 8,150,000 21.2% 5,695,320 2,020,000   434,680     8,150,000     2018 Proj. 1,377,000  6,936,000 8,313,000 2.0% 5,806,750 2,040,200   466,050     8,313,000     2019 Proj. 1,405,000  7,075,000 8,480,000 2.0% 5,920,651 2,060,602   498,747     8,480,000     2020 Proj. 1,433,000  7,217,000 8,650,000 2.0% 6,037,013 2,081,208   531,779     8,650,000     Executive Summary - Long Range Plan 1 - 50 CITY OF RENTON 2015‐2016 BIENNIAL BUDGET OVERVIEW    administrative and judicial facilities.”  Receipts pledged to debt retirement prior to April 1992 and/or spent prior  to June 1992 are grandfathered from this restriction.     REET 2 (RCW 82.46.035):  The second quarter percent of the real estate excise tax (authorized in 1990) provides funding for cities and  counties to finance capital improvements required to occur concurrently with growth under the Growth  Management Act.  An amendment in 1992 defines the "capital project" as: "Public works projects of a local  government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or  improvement of streets, roads, highways, sidewalks, street and road lighting systems, traffic signals, bridges,  domestic water systems, storm and sanitary sewer systems, and planning, construction, reconstruction, repair,  rehabilitation, or improvement of parks.” Because of this amendment, acquisition of park land was no longer a  permitted use of REET 2 after March 1, 1992.      Another amendment was made in 2011 to allow cities using REET for maintenance purpose for a period of 3  years as a way to assist cities to cope with general  revenue losses due to the Great Recession.    Trend and Projection  The combined two quarter‐percent of the REET are  expected to generate $4.1 million in 2014.  The  projection for the upcoming biennium is in the same  range with $4 million per year.  Currently the City  uses the first $2 million of REET revenue for debt  service payments with additional revenue budgeted  for the General Governmental CIP Fund (316). In  2015, $3 million will be used for debt service purpose  with $1 million to be transferred to CIP.    Gambling Excise Tax (RCW 9.46.110 & 9.46.113)  The City levies gambling taxes as follows:    5% on net receipts for bingo and raffles    2% for amusement games    5% on gross receipts for for‐profit  punchboards and pull‐tabs    10% on gross receipts for card rooms  All rates are the maximum authorized by state  statute, except for the card rooms, which has a  maximum rate of 20%.  The State Legislature began  allowing the operation of "enhanced card rooms" or mini‐casinos on non‐ tribal land on a pilot basis in 1997 and on a permanent basis in the spring of  2000.  This activity provided a significant revenue source for Renton, which  generates about 80% of the City’s gambling taxes.  The remaining 20% are  made up of pulltabs and bingo.      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   $‐  $1.0  $2.0  $3.0  $4.0  $5.0  $6.0 06 07 08 09 10 11 12 13 Actual 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. 19 Proj. 20 Proj. Past and Projected REET Revenue ($ millions) $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 06 07 08 09 10 11 12 13 Actual 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. 19 Proj. 20 Proj. Mi l l i o n s Gambling Tax Card Room Pull Tab Bingo Year Gambling  Tax % change 2011 Actual 1,875,482    ‐13.1% 2012 Actual 1,659,082    ‐11.5% 2013 Actual 1,319,585    ‐20.5% 2014 Proj. 1,600,000    21.3% 2015 Budget 1,600,000    0.0% 2016 Budget 1,600,000    0.0% 2017 Proj. 1,600,000    0.0% 2018 Proj. 1,600,000    0.0% 2019 Proj. 1,600,000    0.0% 2020 Proj. 1,600,000    0.0% Executive Summary - Long Range Plan 1 - 51 OVERVIEW CITY OF RENTON 2015‐2016 BIENNIAL BUDGET    used for any general government purpose.  The City designates Gambling Tax revenue as a law enforcement  resource.    Gambling revenues remained relatively stable for many years until 2010 when two gambling establishments  went out of business.  2013 revenue took another hit as one of the remaining card rooms had financial problems  and went into bankruptcy protection in early 2014.  A buyer has emerged to acquire the business and we expect  the revenue to meet the $1.6 million budget projection in 2014 and to remain at this level during the planning  period.      LICENSES AND PERMITS  Permit and Development Fees    The permit and development revenues are one of the most severely impacted revenues by the Great Recession.   The overall decline peak‐to‐trough is 54%.  The bottom was reached in 2009 and we have since seen a gradual  recovery. The adopted budget also includes a small fee adjustment (average 6% over 2 years) for the 2015‐16  biennium.  After making a significant adjustment after two decades of no‐adjustments in 2010, the City is  changing its practice to maintain a more gradual, stable pattern of fee adjustments for the future.  Projection  beyond the adopted budget year anticipates a 15% correction in 2017 and then a 1% new construction increase  and 2% fee increases based on projected inflation threafter.       $0 $1 $2 $3 $4 $5 $6 06 07 08 09 10 11 12 13 Actual 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. 19 Proj. 20 Proj. Mi l l i o n s Past and Projected Development Fees Building & Fire Permits Plan Review     Franchise Fees    Franchise fees are charges levied on private utility companies 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 electric, 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 primary source of the City’s  franchise fee revenue. The increase in 2010 collections is primarily due to a  correction for late implementation of an annexation activity.  The long‐term projection is based on 65% of  projected population growth based on the changing technology that could impact consumer entertainment  options. Intergovernmental Revenues  Intergovernmental revenues include state‐shared revenues, governmental grants and miscellaneous transfers,  and inter‐governmental service contracts such as the Fire and Emergency Services contracts with Fire Districts  Year  Building &  Fire  Permits    Plan Review  Total   %  change 2011 Actual         2,100,058             813,135         2,913,193 9% 2012 Actual         2,355,781         1,201,718         3,557,500 22% 2013 Actual         2,662,813         1,344,055         4,006,868 13% 2014 Proj.        3,179,518         1,613,355         4,792,873 20% 2015 Budget         3,314,417         1,365,332         4,679,749 ‐2% 2016 Budget         3,328,000         1,365,368         4,693,368 0% 2017 Proj.        2,828,800         1,160,563         3,989,363 ‐15% 2018 Proj.        2,913,664         1,195,380         4,109,044 3% 2019 Proj.       3,001,074         1,231,241         4,232,315 3% 2020 Proj.       3,091,106         1,268,178         4,359,284 3% Year Franchise % change 2011 Actual     1,234,448 1.0% 2012 Actual     1,262,188 2.2% 2013 Actual     1,312,727 4.0% 2014 Proj.    1,260,000 ‐4.0% 2015 Budget     1,260,000 0.0% 2016 Budget     1,260,000 0.0% 2017 Proj.    1,272,600 1.0% 2018 Proj.    1,285,326 1.0% 2019 Proj.    1,298,179 1.0% 2020 Proj.    1,311,161 1.0% Executive Summary - Long Range Plan 1 - 52 CITY OF RENTON 2015‐2016 BIENNIAL BUDGET OVERVIEW    25 (since 1996) and 40 (since 2008).  The following information is primarily intergovernmental revenues in the  City’s operating funds.  There are also substantial grant revenues in the capital project funds, particularly for  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 state‐shared revenues are fuel tax (tax  on gasoline consumption), liquor sales profit, and excise tax.  This resource once provided 14% of the City’s  operational funds, but has decreased to less than 7%, mainly due to the elimination of the Motor Vehicle Excise  Tax (MVET) and the $30 limits on vehicle license fees.  The remaining intergovernmental revenues also saw  reduction over the past biennium: liquor tax (no distribution in fiscal 2013 and 50% in 2014, 50% assumed for  2015‐16 biennium), liquor profit (capped by the state to amount received in 2013), criminal justice distributions  were reduced by 3%, and fuel tax is the only area remaining untouched.       The amount of grant revenue fluctuates greatly from year to year.  The base grant amount reflects the  Community Development Block Grant (CDBG) and a couple of small public safety grants.  The higher amount in  2009‐2012 reflects the SAFER and COPS grants used to restore six police and 9 firefighter positions during the  Great Recession.       Charge for Services  he charge for services is revenue generated  from services provided to the general public  (including recreation fees, facility rental fees),  certain public safety services, as well as  services provided internally between City  departments (Interfund Services) that are not  operated through Internal Service Fund  structure.  This source is projected to generate  around $6 million each year.    Parks and Recreation Fees  Overall, recreation fees are generated from recreation classes, athletic programs, leagues and field rentals,  senior activity center, community center, and aquatic center fees and rentals.  The revenue is projected at $2.3  million, consistent with anticipated 2012 actual.  In 2012 the City adopted a set of cost recovery guidelines that  will require full cost recovery for certain programs and allow partial cost recovery primary to certain customer  groups such as seniors and developmentally challenged populations.  This change reduced the recreation fee  revenue in 2013 which was offset by a larger reduction in program costs.       Year State Shared  Revenue Grants  &  Misc.Contracts 2011 Actual       2,685,794   2,322,453     5,839,744  2012 Actual       2,900,732   1,692,453     5,874,568  2013 Actual       2,610,715   1,253,259     5,726,895  2014 Proj.      2,717,933   1,995,391     5,574,526  2015 Budget       2,472,000   1,380,110     5,800,000  2016 Budget       2,472,000         888,796     5,800,000  2017 Proj.      2,496,330         888,805     6,003,000  2018 Proj.      2,521,025         888,805     6,213,105  2019 Proj.      2,546,090         888,805     6,430,564  2020 Proj.      2,571,532         888,805     6,655,633  $0 $2 $4 $6 $8 $10 $12 06 07 08 09 10 11 12 13 Actual 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. 19 Proj. 20 Proj. Mi l l i o n s Past and Projected Intergovernmental Revenue Contracts State Shared  Revenue Grants & Misc. $0 $2 $4 $6 $8 06 07 08 09 10 11 12 13 Actual 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. 19 Proj. 20 Proj. Mi l l i o n s Past and Projected Service  Fees Interfund  Services Parks and Rec Public Safety Executive Summary - Long Range Plan 1 - 53 OVERVIEW CITY OF RENTON 2015‐2016 BIENNIAL BUDGET    Public Safety Services  Public Safety services revenue includes private security,  electronic home detention, passport processing, court cost  recovery and miscellaneous services.      Inter‐Fund Services  In addition to activities accounted in the Internal Service  Funds that are fully allocated to all operating departments,  the City also has two types of inter‐fund transactions that  are intended to reimburse service cost incurred by one  fund while services are consumed by another.    1) Indirect Cost:  All enterprise funds are required to reimburse the General Fund for overhead costs such  as accounting, human resources, records management, legal, and administrative expenses; and   2) Soft Capital Transfer: This is for staff time spent on capital projects for design, engineering, inspection,  project management and sometimes small project construction.      The indirect cost is determined through a cost allocation model using transaction volume, number of full‐time  employees, and size of budget as determining factors.  The “soft‐capital” transfers are based on actual labor and  material costs incurred.      The overall Charge for Service revenue is around $6 million each year, with minor fluctuation from year to year.  The budget projection primarily to recognize reduction in soft capital transfers based on the amount of capital  projects and to recognize recreation fee increase based on adopted fee adjustments.    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 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 revenue declined steadily  in 2010 and 2011 due to both the reduction in photo enforcement violations (down 23% from 2009) as well as  general traffic violations (down 42% from the 2009 level) with the overall court cases declining by 25%.  We saw  further decline in photo enforcement activity in 2013 and 2014 which is primarily due to the temporary  suspension of enforcement in one major intersection due to road construction and the removal of one school  zone camera.  The projections for 2015‐16 and beyond are based on the activity from the restoration of the one  major intersection after construction, as well as adding one new intersection and four new school zone cameras  starting the fall of 2014.     Year Public  Safety Parks and  Rec Interfund  Services %  change 2011 Actual       712,160     2,238,374      3,070,506 ‐0.2% 2012 Actual       698,996     2,316,593      3,311,715 5.1% 2013 Actual       739,321     2,229,111      3,464,913 1.7% 2014 Proj.      814,313     2,259,199      3,311,705 ‐0.7% 2015 Budget       916,450     2,290,832      3,147,416 ‐0.5% 2016 Budget   1,033,765     2,323,209      3,336,420 5.3% 2017 Proj.  1,049,271     2,323,209      3,338,550 0.3% 2018 Proj.  1,065,011     2,323,209      3,340,682 0.3% 2019 Proj.  1,080,986     2,323,209      3,342,815 0.3% 2020 Proj.  1,097,200     2,323,209      3,344,950 0.3% $0 $1 $2 $3 $4 06 07 08 09 10 11 12 13 Actual 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. 19 Proj. 20 Proj. Mi l l i o n s Past and Projected Fines and Forfeits Executive Summary - Long Range Plan 1 - 54 CITY OF RENTON 2015‐2016 BIENNIAL BUDGET OVERVIEW      Miscellaneous Revenues  Miscellaneous revenues include interest income, cellular tower site rentals, donations, sales of documents, etc.   The majority of the revenue is investment interest income.  With the economy starting to recover and the  unemployment rate beginning to decrease again, we expected to see improvement in the return on City funds  by now.  But, geopolitical events continue to keep the Treasury note yielding near the historical low.  The  increase in the miscellaneous income during 2014 and the projection horizon is primarily due to the 1% per  annum interest payment from Surface Water Utility to General Fund for the $52 million infrastructure acquired  by the General Fund prior to the formation of the utility, and is now used by the utility.  Otherwise minimum  change in this area is expected.    Enterprise Funds    UTILITY RATES   Water and Sewer Rates   The water, sewer, and surface water rates  fund all of the costs associated with  providing these services as well as necessary  capital improvements to these utility  systems.  Other sources including hookup  fees, development charges, grants, etc., are  also available but are limited, unpredictable,  and primarily related to capital programs.   Due to the increased costs to maintain the  systems, regulatory requirements, and  higher general operating costs, the City  continuously reviews these rates and make  adjustments as needed.      Rate Related Fiscal Policy  During the summer of 2010, the City Council adopted a set of fiscal policies to guide future rate setting for all  City utilities.  These policies address minimum fund balances as well as financing of capital improvements in the  future.  Specifically, the policy will rely on rates to finance preservation of existing systems and only use bonding  to finance system capacity improvements.  This capital financing policy required a substantial rate increase in  2011 and 2012 to provide for consistent system replacement/reinvestment.  The rate model was updated in  2014 showing no necessary rate increase for 2015‐16 for all City utilities except for a 4% increase in surface  water rates each year.  Modest rate increases beyond 2015‐16 are projected and are in line with the utilities’  historical rate increases.     $100.29 $87.41 $104.37 $120.59 $74.52 $166.92 $131.00 $0 $20 $40 $60 $80 $100 $120 $140 $160 $180 Renton (WM) Kent (A) Auburn (WM & A) 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 Year Miscellaneous % change 2011 Actual               605,361 11.6% 2012 Actual               808,494 33.6% 2013 Actual               893,486 10.5% 2014 Proj.         1,237,100 38.5% 2015 Budget          1,454,993 17.6% 2016 Budget          1,454,993 0.0% 2017 Proj.         1,454,993 0.0% 2018 Proj.         1,454,993 0.0% 2019 Proj.         1,454,993 0.0% 2020 Proj.         1,454,993 0.0% $0.00 $0.50 $1.00 $1.50 $2.00 2011 Actual 2012 Actual 2013 Actual 2014 Proj. 2015 Budget 2016 Budget 2017 Proj. 2018 Proj. 2019 Proj. 2020 Proj. do l l a r s  in  m i l l i o n s Past and Projected Miscellaneous Executive Summary - Long Range Plan 1 - 55 OVERVIEW CITY OF RENTON 2015‐2016 BIENNIAL BUDGET    In addition to the adopted City rate increases, King County Metro, which provides sewer treatment, is proposing  a 5.6% rate increase in 2015 and no increase in 2016.      Utility Revenue & Rate   Increases 2011 2012 2013 2014  Projected 2015 Budget 2016 Budget 2017  Projected 2018  Projected Water Rate  Revenue 12,547,624  14,786,421  12,547,624  15,612,040  15,768,160  15,768,160  16,083,523  16,405,194    Rate  Increase 18.0% 16.0% 5.0% 5.0% 0.0% 0.0% 2.0% 2.0% Sewer Rate  Revenue 7,710,036     8,469,102     7,710,036     9,245,856     9,384,544     9,385,790     9,573,506     9,764,976       Rate  Increase 42.0% 5.0% 5.0% 5.0% 0.0% 0.0% 2.0% 2.0% Storm Revenue 6,797,076     7,860,977     6,797,076     8,476,316     8,903,522     8,992,557     9,352,259     9,726,350       Rate  Increase 40.0% 11.0% 5.0% 5.0% 4.0% 4.0% 4.0% 4.0% Garbage Revenue 14,890,453  14,998,294  14,890,453  16,012,279  16,172,402  16,212,402  16,860,898  17,535,334    Rate  Increase 0.0% 0.0% 5.0% 5.0% 0.0% 0.0% 4.0% 4.0%     Maplewood Golf Course  The City’s Maplewood Golf Course Fund was created  by Ordinance 3884 in 1985.  Maplewood Golf Course is  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 as a fully self‐sustained operation.  The  Golf Course refunded $1.85 million in revenue bonds  with an interfund loan from the City at the true  interest cost of 2.24% in 2010.  This interfund loan will  be paid in full by 2015 and will free up around  $400,000 per year for capital programs.  The capital  funds will be used primarily on a pay as you go basis for  additional improvement to the Course.     The adopted budget will adjust Renton course rates by  $2 per round which will bring our green fee in line with  other municipal courses in neighboring communities.      Overall, Renton’s Maplewood Golf Course is on a solid financial foundation and is one of the very few municipal  golf courses that does not require financial subsidy from other City resources.  $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 06 07 08 09 10 11 12 13 Actual 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. 19 Proj. 20 Proj. Mi l l i o n s Past and Projected Total Golf Course Green Fee Driving Range Other Operating $38  $41  $41  $37  $40   $26  $28  $30  $32  $34  $36  $38  $40  $42 Renton Auburn Bellevue Tukwila Kent 2014 Public Golf Course  18‐Hole Weekend Rates Executive Summary - Long Range Plan 1 - 56   Financial Management Policies    I. Basic Policy Statement  The City of Renton is committed to the highest standards of responsible financial management. The City,  including the City Council, Mayor and staff will work together to ensure that all financial matters of the City  are addressed with care, integrity, and in the best interest of the City. The rules and procedures contained in  this section are designed to:   Protect the assets of the City of Renton;    Ensure the maintenance of open and accurate records of the City’s financial activities;   Provide a framework of operating standards and behavioral expectations;   Ensure compliance with federal, state, and local legal and reporting requirements; and   Provide a means for the City Council to update and monitor these policies with the assistance and  cooperation of the Mayor’s office and the Finance and Information Services Administrator.   These policies will be reviewed biennially during each budget cycle.    II. Lines of Authority  1. The Renton City Council has the authority to execute such policies as it deems to be in the best interest  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.    III. Accounting Records and Reports  1. Basis of Accounting  a. The City’s Comprehensive Annual Financial Report (CAFR) on its financial activity shall be presented  in compliance with Generally Accepted Accounting Principles (GAAP) as defined by the  Governmental Accounting Standards Board (GASB).  2. Basis of Budget  a. The City budget is presented on a GAAP basis of accounting.  3. Fund Accounting  a. The City of Renton’s accounting and budgeting systems use a fund accounting consistent with  guidance provided by the GASB and the Washington State Auditor’s Office.    Executive Summary - Financial Management Policies 1 - 57   b. The funds are grouped into categories: General Fund, Special Revenue, Debt Service, Capital  Projects, Enterprise, Internal Service, and Fiduciary/Trust.  c. The City Council shall create and eliminate funds as appropriate by separate ordinance, or through  the budget ordinance.  d. Funds shall either be “external” or “internal” for financial reporting purposes.    i. Internal funds shall be separate sets of accounts for the purpose of enhancing internal  management control only.  These funds shall reside within an external fund.  For cash  management purposes, internal funds may rely on their related external fund without payment  of interest or violation of the City’s cash management policies. (See Interfund Loan policy for  further clarification).  e. The City’s financial accounting system shall assure that the status and transactions of each account  and their relationship to budget authority is clear.  4. Financial Reporting  a. The CAFR shall be timely and comprehensive and meet or exceed professional industry standards.  b. The City’s budget documents shall provide for comparison with prior years.  c. Revenue and expenditure reports shall be prepared monthly and be available on the City’s website.  d. A written analysis of the City’s monthly report shall be prepared quarterly, coordinated with the  Chief Administrative Officer and Mayor, reviewed with the City Council, and available on the City’s  website.  e. All budget amendments shall be included in the monthly report.  f. Any outstanding interfund loans shall be disclosed in the quarterly report.  5. Audit  a. The City shall commission an annual audit of its financial reports and related records to be  conducted by the Washington State Auditor’s Office.  b. At the conclusion of the audit, the auditor shall be available to brief the City Council on the results.   c. The results of the audit shall be available to the public.     IV. Policy on Stabilization Funds  Sufficient fund balances and reserve levels are important in the long‐term financial stability of the City.    1. The City shall maintain reserves required by law, ordinance and/or bond covenants.    a. General Government  i. The City shall maintain reserves in the General Government Funds at least 8% of total budgeted  operating expenditures with a target of 12%.  ii. In addition, the City shall maintain an additional reserve as a part of the City’s Risk Management  Funds in a minimum amount of at least 8% of General Fund operating expenditures.   iii. In addition, the City shall maintain an “Anti‐Recessionary Reserve” in an amount of at least 4%  of General Government budgeted operating expenditures.  Expenditures utilizing the “Anti  Recessionary Reserve” require a two‐thirds majority vote of the City Council and will be  replenished within three (3) years.  iv. In addition, the City shall accumulate reserves of $5,400,000 for the Annexation Sales Tax Credit  Expiration/Transition using year‐end savings, until fully funded.  Expenditures utilizing the  “Annexation Sales Tax Credit Expiration/Transition Reserve” require a two‐thirds majority vote  of the City Council.  Executive Summary - Financial Management Policies 1 - 58   v. In addition, the City shall reserve $2,500,000 for the Economic Development Revolving Fund  using year‐end savings until funded.  Expenditures utilizing the “Economic Development  Revolving Fund Reserve” require a two‐thirds majority vote of the City Council.  b. Debt Service  i. The City shall maintain one year payments in voted general obligation debt service funds and  revenue bonds.  ii. In addition, a one year payment reserve will be established for all councilmanic general  obligation bonds issued after 2013.  c. Enterprise Funds   i. Water, Wastewater, and Surface Water Utility Fund shall each maintain reserves of 12% of total  budgeted operating expenses or 30 to 45 days.  ii. King County Wastewater Treatment Fund shall maintain reserves of $380,000 (approximately  3% of total operating expenses).  iii. Solid Waste Fund shall maintain reserves of $400,000.  iv. Golf Fund shall maintain reserves of 25% of total budgeted operating expenses.  v. All other Enterprise Funds shall maintain reserves of  10% ‐ 20% of total budgeted operating  expenses .  d. Reserve balances of other funds shall be set through the budget process in an amount consistent  with the purpose and nature of the fund.  2. Replacement reserves shall be established for equipment, and computer software should the need  continue beyond the estimated initial useful life, regardless of whether the equipment is acquired via  lease, gift or purchase. Service charges paid by City departments to the appropriate Internal Service  funds should include an amount to provide for replacements.  a. The City shall establish a Public Safety Small Equipment Reserve as a sub‐fund to the Equipment  Rental Fund.  Beginning 2015, the City shall contribute $200,000 a year to accumulate reserves  specifically for Public Safety small equipment items.    V. Financial Planning  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  iv. industry best practices.  Executive Summary - Financial Management Policies 1 - 59   b. The City of Renton’s biennial budget shall be prepared using the following schedule and process as a  general guide:  i. Review stakeholder input such as surveys, public forums, neighborhood meeting notes and  business community communication.  ii. The Mayor, City Council and Chief Administrative Officer will conduct a goal‐setting retreat with  the Department Administrators updating the Business Plan and other policy guidance.  iii. The City Council and Administration will meet to review and discuss the prior year’s audited  results, current year budget status, next budget schedule, process, budget guidelines and  budget preparation items of interest.  iv. The Administrative Services Administrator prepares the budget preparation instructions and  meets with Department Administrators to distribute budget instructions and discuss budget  preparation.  v. The instructions will include policy priorities, estimates of compensation adjustments, internal  service and indirect charges.  vi. Departments will provide to the Finance & IS Department budget estimates and requests  conforming to the budget instructions.  vii. The Mayor submits a proposed balanced Preliminary Budget to the City Council in conformance  with state law.  viii. Balanced budget should comprise of funding recommendations for the operating and capital  budgets that do not exceed the estimated resources.  ix. The City Council conducts public hearings on the proposed budget in conformance with state  law.  x. The City Council sets the City’s property tax levies.  xi. The City Council adopts the final budget ordinance.  xii. The Final Budget Document is published and posted to the City website.  c. Budget amendments should be presented for consideration when the need arises.  i. Budget authority shall be at the fund level.  ii. Changes resulting in a need to revise the appropriation authority shall be presented as they  occur.  3. Revenues  a. Revenue forecasts shall assess the full spectrum of resources available to finance City programs and  services.   b. The City shall consider the diversification of revenue as a strategy when developing its financial  plans.   c. Should an economic downturn develop that results in (potential) revenue shortfalls or fewer  available resources, the City will make appropriate adjustments to its budget.   d. Revenue estimates shall be based on forecasting methods recommended by the Government  Finance Officers Association (GFOA) and will typically be more likely to be conservative rather than  aggressive.  4. Expenditures  a. Priority shall be given to expenditures that will improve productivity.  5. Capital Improvements  a. A comprehensive six‐year plan for City capital investments shall be prepared biennially and adopted  by the City Council as part of the City budget.   Executive Summary - Financial Management Policies 1 - 60   i. All projects included in the Capital Investment Program (CIP) shall be consistent with the City’s  Comprehensive Plan.   ii. The Capital Investment Program shall be prepared in consultation with Council Committees for  ongoing capital investments.  b. All proposed capital improvement projects shall include a recommended or likely source of funding.  c. Private development (including residential, commercial and industrial projects) shall pay its fair  share of the capital investments that are necessary to serve the development in the form of system  development charges, impact fees, mitigation fees, or benefit districts.  d. Capital project proposals should indicate the project's impact on the operating budget, including,  but not limited to, long‐term maintenance costs necessary to support the investment.  e. Capital projects shall be budgeted for on a project life basis (rather than fiscal year).    VI. Policy on Fees and Charges  1. The City shall biennially review all fees for licenses, permits, fines, rates and other miscellaneous charges  as part of the budget process.    2. User charges and fees shall be established based at a percentage of the full cost of providing the service,  unless otherwise provided by statute or regulation.    a. Full cost incorporates direct and indirect costs, including operations and maintenance, overhead,  and charges for the use of capital facilities.    b. Other factors for fee or charge adjustments may also include the impact of inflation, other cost  increases, the adequacy of the coverage of costs, and current competitive rates.    3. Proposed rate adjustments, user charges and fees shall be presented to the City Council for approval for  each year as part of the Mayor’s proposed Preliminary Biennial Budget to the Council.  4. The City shall rigorously collect all amounts due.    VII. Policy on Utility Funds  1. The City shall establish and maintain separate utility operating and capital investment funds and  budgets for each of its utility operations.   2. Utility rate studies shall be conducted every six years to update assumptions and ensure the long‐term  solvency and viability of the City’s Utilities.  3. Utility rates and capital fees shall be reviewed biennially and necessary adjustments made to avoid  major rate increases.  4. The City shall use system development charges, grants and low interest loans to fund capital projects  where possible.  Overall, the utilities should maintain a debt to equity ratio of 60/40.    5. Each Utility should fund an amount of the cost equal to the annual “depreciation expense” of capital  assets less debt service principal payments.  Executive Summary - Financial Management Policies 1 - 61   6. System Development Charges (SDCs) shall be established at levels to ensure that all customers seeking  to connect to the City’s utility systems shall bear their equitable share of the cost of both the existing  and future systems.  7. Debt financing of utility improvements will be consistent with the utility master plans, council rate  policies and other factors so as to smooth the effect of major improvements on utility rates.  8. The City shall strive to maintain minimum debt service “coverage” with the net revenue (gross operating  revenue of the Utilities less operating and maintenance expenses) of the combined Utilities being 1.25 ‐  1.5 times the actual debt and the net revenue of the individual Utility being at least 1.25 times the  actual debt.  9. Capital Contingency as System Reinvestment and Debt Service:  a. Surface Water:  1.25 DSC and approximately $3. million annual system reinvestment  b. Wastewater:  1.25 DSC and approximately $3 million annual system reinvestment  c. Water:  1.25 DSC and approximately $4 million annual system reinvestment  10. Bonds Versus Cash Funded Projects  a. All non‐CIP projects should be paid for using rates (programs, system plans, education materials,  etc.)  b. All system reinvestment, maintenance, replacement and rehabilitation CIPs should be paid for using  rates.  c. CIPs for new infrastructure, growth, or increased capacity can be paid for using bonds.    VIII. Policy on Debt Issuance and Management  1. Long‐term borrowing shall be confined to capital investments or similar projects with an extended life  when it is not practical to be financed from current revenues. The City shall not use long‐term debt to  finance current operations.  2. Debt payments shall not extend beyond the estimated useful life of the project being financed.  The City  shall keep the average maturity of general obligation bonds at or below fifteen years, unless special  circumstances arise warranting the need to extend the debt schedule.  3. The City shall work to maintain strong ratings on its debt including maintaining open communications  with bond rating agencies concerning its financial condition.  4. With Council approval, interim financing of capital projects may be secured from the debt financing  market place or from other funds through an interfund loan as appropriate in the circumstances.   5. The City may issue interfund loans when appropriate and consistent with a separately adopted City  Council policy on the subject.  6. When issuing debt, the City shall strive to use special assessment, revenue or other self‐supporting  bonds in lieu of general obligation bonds.   7. Long‐term general obligation debt shall be utilized when necessary to acquire land or capital assets  based upon a review of the ability of the City to meet future debt service requirements. The project to  Executive Summary - Financial Management Policies 1 - 62   be financed should also be integrated with the City’s long‐term financial plan and Capital Investment  Program.  8. General obligation debt should be used when the related projects are of a benefit to the City as a whole.   a. General Obligation Bond (Voted):   b. Every project proposed for financing through general obligation debt should be accompanied by a  full analysis of the future operating and maintenance costs associated with the project.  c. Limited Tax General Obligation Bond (Non‐Voted):  i. The City should avoid issuing general obligation (non‐voted) debt beyond eighty percent (80%)  of its general obligation debt capacity.  9. The City shall use refunding bonds where appropriate when cost savings can be achieved of at least 4%  (NPV), restructuring its current outstanding debt and/or improving restrictive bond conditions.    10. The City’s financial team for the issuance of debt shall consist of the Council, Mayor, CAO,  Administrative Services Administrator, applicable department management (related to the projects to  be financed), City Legal Counsel, designated bond counsel, financial advisor and underwriter in order to  effectively plan and fund the City’s capital investment projects.  a. Through a competitive selection process conducted by the Administrative Services Administrator  with consultation with the Mayor, Chief Administrative Officer and Legal Counsel, the City Council  shall approve the most qualified financial advisor / underwriter and bond counsel.   b. These services shall be regularly monitored by the Administrative Services Administrator.   11. The City shall evaluate the best method of sale for each proposed bond issue.  a. When a negotiated sale is deemed advisable (in consultation with the Mayor and City Council) the  Administrative Services Administrator shall negotiate the most competitive pricing on debt issues  and broker commissions in order to ensure the best value to the City.  b. When a negotiated sale is used, the City shall use an independent financial advisor to advise the  City’s participants in matters such as structure, pricing and fees.  12. The City shall comply with IRS regulations concerning use of, and reinvestment of bond proceeds.   a. The City shall monitor and comply with IRS regulations with regard to potential arbitrage earnings.   If arbitrage earnings are believed to be above amounts provided by IRS regulations, the City will set  aside earnings in order to pay the appropriate amount to the federal government as required by IRS  regulation.  13. The City shall provide full secondary market disclosure related to outstanding debt.    IX. Related Policies  1. Investment Policy  2. Contracting Policy (Purchasing Authority)  3. Interfund Loans    X. Policy on Post‐Issuance Compliance for Tax‐Exempt Bonds  1. Purpose  The purpose of these post‐issuance compliance policies and procedures ("Compliance Policy") for tax‐ exempt bonds issued by The City of Renton, Washington (the "City") is to ensure that the City will be in  Executive Summary - Financial Management Policies 1 - 63   compliance with requirements of the Internal Revenue Code of 1986, as amended (the "Code"), that  must be satisfied with respect to tax‐exempt bonds and other obligations ("bonds") after the bonds are  issued so that interest on the bonds will be and remain tax‐exempt.  2. Responsibility for Monitoring Post‐Issuance Tax Compliance.   The City Council of the City has the overall, final responsibility for monitoring whether the City is in  compliance with post‐issuance federal tax requirements for the City's tax‐exempt bonds. However, the  City Council assigns to the Administrative Services Administrator of the City the primary operating  responsibility to monitor the City's compliance with post‐issuance federal tax requirements for the City's  tax‐exempt bonds.  3. Arbitrage Yield Restriction and Rebate Requirements.   a. The Administrative Services Administrator shall maintain or cause to be maintained records of:  b. purchases and sales of investments made with bond proceeds (including amounts treated as "gross  proceeds" of bonds under section 148 of the Code) and receipts of earnings on those investments;  c. expenditures made with bond proceeds (including investment earnings on bond proceeds) for the  governmental purposes of the bonds, such as for the costs of purchasing, constructing and/or  renovating property and facilities;   d. information showing, where applicable for a particular calendar year, that the City was eligible to be  treated as a "small issuer" in respect of bonds issued in that calendar year because the City did not  reasonably expect to issue more than $5,000,000 of tax‐exempt bonds in that calendar year;  e. calculations that will be sufficient to demonstrate to the Internal Revenue Service ("IRS") upon an  audit of a bond issue that, where applicable, the City has complied with an available spending  exception to the arbitrage rebate requirement in respect of that bond issue;  f. calculations that will be sufficient to demonstrate to the IRS upon an audit of a bond issue for which  no exception to the arbitrage rebate requirement was applicable, that the rebate amount, if any,  that was payable to the United States of America in respect of investments made with gross  proceeds of that bond issue was calculated and timely paid with Form 8038‐T timely filed with the  IRS; and  g. information and records showing that investments held in yield‐restricted advance refunding or  defeasance escrows for bonds, and investments made with unspent bond proceeds after the  expiration of the applicable temporary period, were not invested in higher‐yielding investments.  4. Restrictions on Private Business Use and Private Loans.   The Administrative Services Administrator shall adopt procedures that are calculated to educate and  inform the principal operating officials of those departments, including utility departments, if any, of the  City (the "users") for which land, buildings, facilities and equipment ("property") are financed with  proceeds of tax‐exempt bonds about the restrictions on private business use that apply to that property  after the bonds have been issued, and of the restriction on the use of proceeds of tax‐exempt bonds to  make or finance any loan to any person other than a state or local government unit.  In particular,  following the issuance of bonds for the financing of property, the Administrative Services Administrator  shall provide to the users of the property a copy of this Compliance Policy and other appropriate written  guidance advising that:  a. "private business use" means use by any person other than a state or local government unit,  including business corporations, partnerships, limited liability companies, associations, nonprofit  corporations, natural persons engaged in trade or business activity, and the United States of  America and any federal agency, as a result of ownership of the property or use of the property  Executive Summary - Financial Management Policies 1 - 64   under a lease, management or service contract (except for certain "qualified" management or  service contracts), output contract for the purchase of electricity or water, privately sponsored  research contract (except for certain "qualified" research contracts), "naming rights" contract,  "public‐private partnership" arrangement, or any similar use arrangement that provides special legal  entitlements for the use of the bond‐financed property;  b. under section 141 of the Code, no more than 10% of the proceeds of any tax‐exempt bond issue  (including the property financed with the bonds) may be used for private business use, of which no  more than 5% of the proceeds of the tax‐exempt bond issue (including the property financed with  the bonds) may be used for any "unrelated" private business use‐that is, generally, a private  business use that is not functionally related to the governmental purposes of the bonds; and no  more than the lesser of $5,000,000 or 5% of the proceeds of a tax‐exempt bond issue may be used  to make or finance a loan to any person other than a state or local government unit;  c. before entering into any special use arrangement with a nongovernmental person that involves the  use of bond‐financed property, the user must consult with the Administrative Services  Administrator, provide the Administrative Services Administrator with a description of the proposed  nongovernmental use arrangement, and determine whether that use arrangement, if put into  effect, will be consistent with the restrictions on private business use of the bond‐financed property;   d. in connection with the evaluation of any proposed nongovernmental use arrangement, the  Administrative Services Administrator should consult with nationally recognized bond counsel to the  City as may be necessary to obtain federal tax advice on whether that use arrangement, if put into  effect, will be consistent with the restrictions on private business use of the bond‐financed property,  and, if not, whether any "remedial action" permitted under section 141 of the Code may be taken by  the City as a means of enabling that use arrangement to be put into effect without adversely  affecting the tax‐exempt status of the bonds that financed the property; and  e. the Administrative Services Administrator and the user of the property shall maintain records of  such nongovernmental uses, if any, of bond‐financed property, including copies of the pertinent  leases, contracts or other documentation, and the related determination that those  nongovernmental uses are not inconsistent with the tax‐exempt status of the bonds that financed  the property.  5. Records to be Maintained for Tax‐Exempt Bonds.   It is the policy of the City that, unless otherwise permitted by future IRS regulations or other guidance,  written records (which may be in electronic form) will be maintained with respect to each bond issue for  as long as those bonds remain outstanding, plus three years. For this purpose, the bonds include  refunding bonds that refund the original bonds and thereby refinance the property that was financed by  the original bonds.  The records to be maintained are to include:  a. the official Transcript of Proceedings for the original issuance of the bonds;   b. records showing how the bond proceeds were invested, as described in 3a above;  c. records showing how the bond proceeds were spent, as described in 3b above, including purchase  contracts, construction contracts, progress payment requests, invoices, cancelled checks, payment  of bond issuance costs, and records of "allocations" of bond proceeds to make reimbursement for  project expenditures made before the bonds were actually issued;  d. information, records and calculations showing that, with respect to each bond issue, the City was  eligible for the "small issuer" exception or one of the spending exceptions to the arbitrage rebate  requirement or, if not, that the rebate amount, if any, that was payable to the United States of  America in respect of investments made with gross proceeds of that bond issue was calculated and  timely paid with Form 8038‐T timely filed with the IRS, as described in 3c, d and e above; and  Executive Summary - Financial Management Policies 1 - 65   e. records showing that special use arrangements, if any, affecting bond‐financed property made by  the City with nongovernmental persons, if any, are consistent with applicable restrictions on private  business use of property financed with proceeds of tax‐exempt bonds and restrictions on the use of  proceeds of tax‐exempt bonds to make or finance loans to any person other than a state or local  government unit, as described in 4 above.  The basic purpose of the foregoing record retention policy for the City's tax‐exempt bonds is to  enable the City to readily demonstrate to the IRS upon an audit of any tax‐exempt bond issue that  the City has fully complied with all federal tax requirements that must be satisfied after the issue  date of the bonds so that interest on those bonds continues to be tax‐exempt under section 103 of  the Code.  6. Identification and Remediation of Potential Violations of Federal Tax Requirements for Tax‐Exempt  Bonds.   a. So long as any of the Issuer’s tax‐exempt bond issues remain outstanding, the Administrative  Services Administrator will periodically consult with the users of the Issuer’s bond‐financed property  to review and determine whether current use arrangements involving that property continue to  comply with applicable federal tax requirements as described in these Compliance Procedures.  This  may be accomplished, for example, by periodically meeting with users, providing questionnaires to  users about current use arrangements, or adopting other protocols reasonable calculated to ensure  compliance with applicable federal tax requirements on a continuing basis.  This periodic review  may be scheduled, for example, at or before the times that the Issuer is required to file with  Municipal Securities Rulemaking Board the annual financial information and operating data  pursuant to the Issuer’s undertaking, if any, to provide continuing disclosure with respect to  outstanding bond issues.  b. If at any time during the life of an issue of tax‐exempt bonds, the Issuer discovers a violation of  federal tax requirements applicable to that issue may have occurred, the Administrative Services  Administrator will consult with bond counsel to determine whether any such violation actually has  occurred and, if so, take prompt action to accomplish an available remedial action under applicable  Internal Revenue Service under the Voluntary Closing Agreement Program described under Notice  2008‐31 or other future published guidance.  7. Education Policy With Respect to Federal Tax Requirements for Tax‐Exempt Bonds.   It is the policy of the City that the Administrative Services Administrator and his or her staff, as well as  the principal operating officials of those departments of the City for which property is financed with  proceeds of tax‐exempt bonds should be provided with education and training on federal tax  requirements applicable to tax‐exempt bonds. The City recognizes that such education and training is  vital as a means of helping to ensure that the City remains in compliance with those federal tax  requirements in respect of its bonds. The City therefore will enable and encourage those personnel to  attend and participate in educational and training programs offered by, among others, the Washington  Municipal Treasurers Association and the Washington Finance Officers Association with regard to the  federal tax requirements applicable to tax‐exempt bonds.  Executive Summary - Financial Management Policies 1 - 66   City Funds and Fund Structure   Key Report  000    General A E  001    Community Services A I (000)  003    Streets A I (000)  004    Community Development Block Grant A I (000)  005    Museum A I (000)   006    Library A I (000)  009    Farmers Market A I (000)  010    Fire and Emergency Services Memorial A I (000)  011    Fire and Emergency Services Health and Wellness A I (000)  031    Park Memorial (closed 2014) A I (000)  Total General Government    SPECIAL REVENUE FUNDS:    102    Arterial Streets  I (317)  108    Leased City Properties   E  110    Special Hotel‐Motel Tax  E  118    Cum 2755 (Paths/Trails) (closed 2012)  E  125    One Percent for Art  E  127    Cable Communications Development  E  135    Springbrook Wetlands Bank  E  DEBT SERVICE FUNDS:    201    1997 LIM GO Bonds ‐ City Hall  A I (000)  215    Gen Govt Misc Debt Service A I (000)  CAPITAL PROJECT FUNDS (CIP):    303    Community Services  Impact Mitigation  I (316)  304    Fire Impact Mitigation  E  305    Transportation Impact Mitigation  I (317)  316    Municipal Facilities CIP  E  317    Transportation CIP   E  318    South Lake Washington Infrastructure Project CIP  E  326    Housing Opportunity / Economic Development CIP  I (316)  336    New Library Development  I (316)  A. General Government Funds share general revenues.  Therefore, no interest shall be charged for loans between funds.  E.  External Fund for Reporting Purposes  I.     Internal Fund for Management Purposes  Executive Summary - Financial Management Policies 1 - 67   City Funds and Fund Structure (continued)  ENTERPRISE FUNDS: Key External  Reporting  Internal  Reporting  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) (406)  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) (406)  427   Surface Water CIP B I (405) (407)  471   Waterworks Rate Stabilization  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   B. Water Utility Funds shall be managed as a system such that balance sheet accounts are merged for management and reporting purposes.  E.  External Fund for Reporting Purposes  I. Internal Fund for Management Purposes      Executive Summary - Financial Management Policies 1 - 68             2 RENTON RESULTS     Budget Framework      2‐1    Renton Results Overview       2‐5    Key Performance Indicators Summary      2‐8    2010‐2016 Resource Allocation by City Service Area      2‐9    Safety and Health ‐ Key Performance Indicators, Program Budgets and Performance Measures      2‐10    Representative Government ‐ Key Performance Indicators, Program Budgets and Performance  Measures      2‐16    Livable Community ‐ Key Performance Indicators, Program Budgets and Performance Measures      2‐21    Mobility ‐ Key Performance Indicators, Program Budgets and Performance Measures      2‐27    Utilities and Environment ‐ Key Performance Indicators, Program Budgets and Performance  Measures      2‐30    Internal Services ‐ Key Performance Indicators, Program Budgets and Performance Measures      2‐36  Revenue, Expenditure and Capital Budgets by City Service Area and Other Services    2‐43      Reconciliation to Total Budget      2‐51      Introdu Renton Re originated resources facilitate p Mission The missi continuall document Who is  Everyone performa larger con our perfo improvem review ou implemen   In additio the Budg communit uction  esults is the C d in 2007.  Ou s needed to p policy decisio n   ion of Renton ly improving  ted and repor involved i !  Within the nce measure nnection to th ormance ma ment program ur budget pr nted as a team on to City staf et Advisory C ty leaders wh   City of Renton ur intent is to  rovide these  ons and provid n Results is t our delivery rted to our ta n Renton R e ranks of th ements.  To a he City Counc anagement s m city‐wide ba rocess!) all st m.    ff, the Mayor Committee (B ho give their t n’s budget fra clearly illustr services, and de transparen to measurabl y of city ser ax payers.   Results?  he City, all lev assure an aw cil and Goals  system.  Ad ased upon ou taff input is  r also involve BAC) for the  time to learn    amework and  rate the servi d the results o ncy and acco ly improve th rvices, progra vels of staff  wareness of th ‐ Renton Res dditionally, w r Renton Res valued equa s community third time.  about what t  our perform ces provided of the service  untability to t he overall qu ams and am are involved his connectio sults Program we are wor ults data.  W ally and impr y members.    The BAC co the City has b ance manage  by the City o  efforts.  The  the commun uality of life i menities in a  d in identifyin on for all staf m Measures a king to exp ithin this effo rovements a In 2014 the M onsists of a b been doing a ement initiati of Renton, the purpose is to ity.     in Renton thr way that ca ng and/or tra ff – as well a are integrated pand our pr ort (our first w re developed Mayor reconv broad spectru nd new chall   ve  e  o  rough  an be  acking  as the  d into  rocess  was to  d and  vened  um of  enges  Renton Results - Budget Framework 2 - 1     on the horizon and in turn provide their suggestions and guidance to help to shape the City’s service  priorities and budget decisions that will build a sustainable operation beyond the current biennium.    The goals of the 2015‐16 BAC were to consider and provide feedback on the following questions:   1. Is the city striking the right balance between cost containment/efficiency efforts and  providing quality services?  Consensus of the BAC = Yes.  The committee felt that “…growth in the City has been more  positive than negative and services remain consistently a good value for tax dollars.”    2. Are we missing important trends or opportunities?   The BAC suggested that the City encourage more diverse housing stock (both affordable and  higher‐end housing) in order to attract population growth that will represent the full economic  spectrum in Renton; continue to work to attract higher paying jobs; explore ways to get other  jurisdictions to pay their fair share of the services that we provide (for example, I‐405  emergency response); continue to address the needs of annexed populations; and continue  leveraging partnerships in every way possible.     3. Are we heading in the right direction?  Consensus of the BAC consensus = Yes.  The committee commented that the City has been  managing its resources very well but encouraged us to continue assessing the needs and adapt  city priorities with changing demographics and new populations; to direct new revenue  generation toward general purposes and take full advantage of existing revenue sources; and to  pursue new revenue sources that will sustainably support city services.      City Goals  The City Council adopts a six year strategic plan to focus City efforts in the direction of the City’s mission  statement:  To be the center of opportunity in the Puget Sound Region where families and businesses  thrive.  Within this Plan the Executive Office and Administration of the City have identified five main  goals and key initiatives in support of the following goals:    Provide a safe, healthy and vibrant community    Promote economic vitality and strategic positioning of Renton for the future   Support planned growth and influence decisions that impact the City   Build an inclusive city with opportunities for all   To meet service demands and provide high quality customer service      Renton Results - Budget Framework 2 - 2     City Service Area’s   The City’s budget, through the Renton Results framework, is the mechanism in place to assure the work  of the City is in line with City’s Mission, Goals and priorities.    Because City departments perform a wide variety of work, often partnering with other departments, the  true cost of these services can be difficult to identify in a traditionally presented budget – by fund  and/or department.  Partnerships and cross‐departmental work cannot be easily identified when  presented separately therefore this requires citizens to piece together the overall cost.  To solve this  problem, we prepare our budget in a manner that allows us to present the full cost of the services  provided within each of our six service areas:      Safety and Health:  Six of our departments operate twenty nine programs in support of this City  Service Area. It makes up about 31% of the operating budget and employs more nearly 340  people to perform the work of the programs.   Representative Government: Six of our departments operate fifteen programs in support of this  City Service Area. It makes up about 3% of our operating budget and employs nearly 40 people  to perform the work of the programs.      Livable Community:  Three of our departments operate twenty programs in support of this City  Service Area. It makes up about 7% of our operating budget and employs over 63 people  (excluding seasonal) to perform the work of the programs.      Mobility:  A single department operates thirteen programs in support of this City Service Area. It  makes up about 6% of our operating budget and employs nearly 65 people (excluding seasonal)  to perform the work of the programs.      Utilities & Environment:  Four of our departments operate twenty four programs in support of  this City Service Area. It makes up about 30% of our operating budget and employ over 103  people to perform the work of the programs.      Internal Support:  Seven of our departments operate twenty two programs in support of this  City Service Area.  It makes up about 6%* of our operating budget and employ over 73 people to  perform the work of the programs.  *excluding debt, separation benefits and retiree medical  How much do these services cost in total?      City Service Area FTE's Operating Capital/Debt FTE's Operating Capital/Debt Safety & Health 339.83 63,958,607 340,000 340.83 66,811,562 340,000 Representative Government 39.70 6,592,342 ‐39.70 6,808,914 ‐ Livable  Community 63.63 15,500,691 2,486,000 63.63 15,982,505 4,230,000 Mobility 55.65 11,963,084 15,750,630 55.65 12,377,415 9,588,812 Utilities & Environment 103.41 62,011,753 14,940,000 103.41 63,096,920 13,410,000 Internal Support 82.56 38,929,495 340,000 82.56 39,050,535 372,000 Transfers, Other ‐9,431,090 1,300,000 ‐9,135,012 1,140,000 Totals 684.78 208,387,062 35,156,630 685.78 213,262,863 29,080,812 Operating + Capital Costs 2015 243,543,692 2016 242,343,675 2015 Adopted 2016 Adopted Renton Results - Budget Framework 2 - 3 How mu The chart levels by C populatio person in  separatio   Resourc Renton R departme transactio amounts  City’s inte direct ser are deduc the net op allocation Because  transfers  Total Bud Saf Livable Re G Utilities &  Inte uch do the below shows City Service A on count of 97 2013‐14.  If w n benefits, th ce Allocati Results progra ents and fun ons where do for Renton R ernal service  rvice areas by cting the amo perating and  n by City Servi the Budget  and inter‐fun get.   fety & Health e Community epresentative Government Mobility Environment ernal Support ese service s a compariso Area.  The tota 7,130.  Below we exclude th he per capita  ion by City am expenses nds.  Within uble counting esults and th funds are sh y those Depar ount that has  capital budge ice Area since by Departme nd transactio 2015‐ 2013‐1 2 es cost per on of the per  al adopted op  compares th he General Go internal supp y Service A s are presen  Renton Res g occurs in tr e traditional  own under “ rtments that  been accoun et only in the e 2010 in staf ent and Bud ons the last p 2015‐16,  ‐16, $69 2015‐16, $ 2015‐16, $1 2013‐14, $1 14, $65 2013‐14, $111 2013‐14, $131 Operating   r person an capita operat perating cost  his adopted le overnment D port costs wou Area versus ted by City  sults, we ha aditional “Fu budget are n “Internal Supp use these int nted for in dire e Renton Resu ffing and dolla dget by Fund page of this s   $162 $160 144 149 1 g Costs per  nnually?  ting costs at t in 2015‐16 is evel to the ad ebt, retiree m uld be around s tradition Service Area ave adjusted nd” based bu not the same port” categor ternal service rect services a ults section.   ars.  d sections o section inclu Capita the 2015‐16 a s about $1,85 opted level o medical obliga d $51 for 201 al budget  a as consolid  for transfe udgeting.  As  .  For exampl ry and are al es.  To compe at the bottom Below is a his f this docum des a full rec adopted serv 51 based on 2 of $1,701 per  ation and  15‐16.    dated costs a rs and inter a result, the  le, the costs o so included i ensate for th m line level to  storical look a ment include conciliation t 2015‐16 2015‐16, $6 2013‐14, $624 2013‐14, $622   ice  2014’s    across  r‐fund  dollar  of the  in the  is, we  show  at the    such  to the  , $673 644 4 2 Renton Results - Budget Framework 2 - 4 Des   Desired Each City   Sa  R  Li en  M  U w  In ef   Key Per Key Perfo City‐Wide collected  Washingt positively the Rento             2015‐ sired Res d Results  Service Area  afety and Hea epresentative ivable Comm nrich the lives Mobility: I wan tilities and En with reliable, a nternal Supp ffectively in a rformance ormance Indic e, high‐level o from existing on, FBI, etc.  influence the on Results City ‐2016 Re sults – St is best define alth:  I want a e Governmen unity: I wan s of everyone nt safe and ef nvironment:  affordable uti ort: I want  a safe and sus Indicators cators (KPI’s)  on how the C g programs w   The City c e direction w y Service Are enton Re trategie   As desc and are  City dep   The fo informa complet perform Some of ed by the asso a safe and hea nt: I want a re t access to h  in the comm fficient access I want to live ility service  City departm stainable man s  are a collecti ity’s program while others a cannot direct where possible as.       esults Su es – KPI’s ribed earlier, supported by partments.    llowing page tion for each te list of  mance measu f the terms yo ociated “I wa althy commu esponsive and high quality f munity  s to all desire e, learn, work ments to ha nner  on of key dat ms are impact are collected  tly control th e in support o ummary s – Progr , the City Ser y a number o es will pro h of our City  programs,  urements w ou will see ar ant” statemen unity  d responsible  facilities, serv ed destination k and play in  ave the mea   ta points that ting the comm  from extern he results th of the City’s M y and De rams ‐ M rvice Areas ar of City progra ovide summa Service Area the adopt with results  re defined bel nt or the desi government  vices and pub ns, now and in a clean and g ans to opera t may be use munity.  Some al sources su hat are repo Mission and G tail  Measure re broad in n ms across mu ary and de as.  You will f ted budget  where avai low.    red Results.   blic resources n the future green environ ate efficiently d to inform u e KPI’s are di uch as the Sta rted but stri Goals and tho   es   nature  ultiple  etailed  find a  and  ilable.     s that    nment  y and  us at a  rectly  ate of  ive to  ose of  Renton Results - Renton Results Overview 2 - 5     Strategies  Strategies answer the question: “How does the City plan to work toward and achieve these desired  results.  You will find these listed above each of the summary and performance measure sections of the  City Services.      This visual representation of the Safety and Health City Service Area, for example, illustrates the  relationship between the defined strategies and reaching the desired result.  Programs within this  Service Area are aligned with these strategies.                                     Programs  Programs are an organizational or work unit of a City department or division that provides a specific  service or product to citizens or other customers.  Many employees are assigned and budgeted across  multiple programs and many of these programs work together to provide a product or service to the  citizens and other City customers.  Not all work performed by the City is specifically identified as a  Program; however, all programs are budgeted based on services provided by the programs core mission  or purpose.      Program Measures  Program measures are tools put into place by the program staff and managers and reviewed by the  Administrators and Executive office in order assure alignment of efforts within the Departments.  As  stated before, not all work processes are captured within Renton Results but rather Program Measures  are select points of data that represent the work performed in a way that can be a useful illustration of  effectiveness or impact when tracked and monitored.          This is the desired result of  the programs supporting  the Safety and Health City  Service Area  These are the strategies  that will influence the  result (outcome)  I want Renton to be a  safe and healthy  community Encourage the  community to comply  with local, state and  federal laws Encouragement of a  self reliant community  through programs and  education Timely responsiveness  and “projection of  effort,” when the  community cannot  help itself Recovery and  restoration of the  community after a  disaster Renton Results - Renton Results Overview 2 - 6     Targets  Program Targets are a guideline or goal for each Program Measure.  We work hard to communicate that  targets are not to be used as a “hammer” but rather as a standard which staff can strive to achieve  within the framework of their resources.  There are many factors that may influence the results for  Programs such as weather, the economy, staff turnover and demand.      Conclusion  Renton Results is the framework of our budget process that allows for transparent, informed and  thoughtful consideration in the allocation of our resources.  It allows decision makers to see the cost of  services in a meaningful way and allows program prioritization and resources allocation to be based on  the priorities established by the City’s Mission and Goals.  In addition, the Renton Results effort seeks to  develop and support efforts that will enable the City to quickly identify and respond to opportunities for  improvement in processes and service delivery.                                                         Renton Results - Renton Results Overview 2 - 7 Key Performance Indicators:  How can we measure the outcome of City‐Wide efforts?2008 2009 2010 2011 2012 2013 2014 UCR Class 1* crimes per 1,000 population N/A 5 4 3 3 2.5 TBD Property crimes per 1,000 population N/A 68 65 46 49 49 TBD Percent of community who feel safe in their neighborhood.*70% N/A N/A 86% N/A N/A next survey 2015 Response times for calls for Priority 1 emergency services (Police)2.90 2.74 2.99 3.27 3.07 3.81 4.64 Response time in non‐disaster situations in current service area within 7 ½ minutes (Fire & ES)88% 89% 90% 90% 90% 90% 90% Percentage of residents who report feeling prepared for a disaster.*41% N/A N/A 69% N/A N/A next survey 2015 Annual volunteer hours dedicated to the Emergency Management Program 3,836 2,037 4,755 5,458 3,372 3,051 1,866 Code compliance is achieved with voluntary action upon notification of violation new 2012 new 2012 new 2012 new 2012 85 95 TBD How can we measure the outcome of City‐Wide efforts?2008 2009 2010 2011 2012 2013 2014 Residents rate overall service provided by the City is good or better*59% N/A N/A 58% N/A N/A next survey 2015 Residents rate livability of Renton*62% N/A N/A 74% N/A N/A next survey 2015 Businesses rate overall business climate has improved*57% N/A N/A 45% N/A N/A next survey 2015 Progress made on each of the major priorities of the annually adopted State Legislative new 2011 new 2011 new 2011 60% 75% N/A TBD Resident's satisfaction with understanding the court infraction process.new 2012 new 2012 new 2012 new 2012 74% 78% next survey 2015 Satisfaction with access to court information related to infraction processing new 2012 new 2012 new 2012 new 2012 87% 83% next survey 2015 Resident and Business rating of quality and accessibility of City Services*55% N/A N/A 50% N/A N/A next survey 2015 Resident and Business rating of quality and effectiveness of City Communications*71% N/A N/A 42% N/A N/A next survey 2015 Annual number of volunteer hours engaged through Community Services 62,895 60,229 59,442 62,800 60,454 62,729 TBD How can we measure the outcome of City‐Wide efforts?2008 2009 2010 2011 2012 2013 2014 No single employment sector shall exceed 40% of the total number of jobs in the City 29% 30% 31% 28% 30% 31% TBD Growth in property taxes due to new construction 5.31% 1.14% 0.59% 0.56% 1.06% 1.13% 1.29% Number of recognized neighborhood programs NA NA 63 69 72 69 70 Community satisfaction rating of arts, culture, parks, recreation and events 40% N/A N/A 63% N/A N/A next survey 2015 Acres of Open Space 1,160 1,181 1,183 1,183 1,210 1,213 1,213 Developed Parks and Playgrounds areas 29303032323233 How can we measure the outcome of City‐Wide efforts?2008 2009 2010 2011 2012 2013 2014 Satisfaction with connectivity to local and regional centers via Transit, sidewalks and trails*32.5% N/A N/A 52% N/A N/A next survey 2015 Smooth and unbroken pavement with average condition rating of 70 or better for all N/A66.37070707273 Number of blocks (= 1,000 linear feet) of new or replacement sidewalks new 2012 new 2012 new 2012 new 2012 89TBD Number of vehicle collisions 2,290 1,868 2,067 1,862 2,037 N/A N/A Collisions resulting in injury (minor and major) 1,020 951 1012 962 763 N/A N/A How can we measure the outcome of City‐Wide efforts?2008 2009 2010 2011 2012 2013 2014 Percent of residents and businesses rate quality of their surroundings as good or 50% N/A N/A 56% N/A N/A next survey 2015 Increase in tons of waste diverted to recycling 8% 79% 2% 28% 8% 87% 3% Pounds of recycled waste per person 136.96 230.79 216.35 271.42 283.07 490.89 TBD Reduction in Peak Water Usage ‐14% 16%‐13%‐3%‐8%‐1% TBD Number of violations for all health‐related and aesthetic drinking water regulations WA 0000000 How can we measure the outcome of City‐Wide efforts?2008 2009 2010 2011 2012 2013 2014 Percent of targeted employees who attend trainings offered by Human Resources.  new 2012 new 2012 new 2012 new 2012 70% 95% TBD Percent of employees reporting that they have tools needed to provide services new 2011 new 2011 new 2011 87% N/A 85% N/A Internal Services are less than fifteen percent of total expenditures budgeted 11.3% 12.3% 14.7% 13.1% 13.5% 8.0% 8.0% Maintain or improve the City's S&P rating of General Obligation and Revenue Bonds  A+/AA‐AA/AA‐AA/AA+ AA/AA+ AA/AA+ AA/AA+ AA+/AA+ Percent of repairs that are unscheduled repairs for City vehicles and motarized N/A 6.00% 7.10% 5.70% 8.70% 7.80% TBD Fleet preventive maintenance is 25% below private vendor. yes yes yes yes yes yes yes Technology systems have 95% uptime, data availability and accuracy.new 2012 new 2012 new 2012 new 2012 98% 99% 99% Renton Results Key Performance Indicators due to timing of available data, some of our indicators will be marked "TBD" until it is received Renton Results Key Performance Indicators due to timing of available data, some of our indicators will be marked "TBD" until it is received Safety and Health Service Area Desired Result:  I want a safe and healthy community * UCR Class 1 Crimes include murder, manslaughter, forcible rape, robbery, assault (simple and aggravated), burglary, larceny, motor vehicle theft, and arson   Representative Government Desired Result:  I want a responsive and responsible government Livable Community Desired Result:  I want access to high quality facilities, services and public resources that enrich the lives of everyone in the community Mobility Desired Results:  I want safe and efficient access to all desired destinations, now and in the future  Utilities and Environment Desired Result:  I want to live, learn, work and play in a clean and green environment with reliable, affordable utility service. Internal Support Desired Result:  I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner.  The following pages provide detailed information about each City Service Area and concludes with a reconciliation to the total budget * Residential and Business Community Survey conducted every three‐four years; next scheduled survey proposed in 2015 Renton Results - Key Performance Indicators Summary 2 - 8 Summary of FTE allocation by City Service Area 2010 2011 2012 2013 2014 2015 2016 Safety & Health 348.90 334.50 333.50 333.83 331.33 339.83 340.83 Representative Government 41.10 44.02 42.90 40.70 39.70 39.70 39.70 Livable Community 82.42 64.42 64.42 62.45 62.20 63.63 63.63 Mobility 58.65 58.65 58.65 58.65 58.65 55.65 55.65 Utilities & Environment 95.25 99.75 99.75 97.75 99.75 103.41 103.41 Internal Support 84.63 82.73 82.73 77.40 77.40 82.56 82.56 Total Operating Budgets (excluding transfers)710.95 684.07 681.95 670.78 669.03 684.78 685.78 Summary of OPERATING Budgets by City Service Area 2010 2011 2012 2013 2014 2015 2016 Safety & Health  $     47,787,283  $     56,652,301  $     55,960,205  $     58,260,436  $     59,817,417  $          63,958,607  $               66,811,562  Representative Government 5,082,561 6,211,543 6,395,854 6,071,863 6,169,852  $            6,592,342  $                 6,808,914  Livable Community 12,566,282 13,679,103 14,128,391 14,036,553 14,198,901  $          15,500,691  $               15,982,505  Mobility 7,811,664 9,642,867 9,933,154 10,423,548 10,645,306  $          11,963,084  $               12,377,415  Utilities & Environment 45,379,538 52,430,123 52,897,150 58,330,585 59,426,599  $          62,011,753  $               63,096,920  Internal Support 26,602,656 11,324,048 11,574,810 12,737,722 12,040,115  $            4,340,814  $                 3,204,144  Total Operating Budgets (excluding transfers)145,229,984 149,939,985 150,889,564 159,860,707 162,298,190  $       164,367,291 $             168,281,460  Summary of CAPITAL budgets by City Service Area 2010 2011 2012 2013 2014 2015 2016 Safety & Health  $                     ‐     $                     ‐     $                     ‐     $                     ‐     $                     ‐     $               340,000  $                       90,000  Representative Government  $                     ‐     $                     ‐     $                     ‐     $                     ‐     $                     ‐     $                          ‐     $                 4,230,000  Livable Community  $       1,388,454  $     14,714,000  $       8,959,000  $       2,672,725  $       1,475,000  $            2,486,000 $                               ‐    Mobility  $     17,704,973  $     14,451,023  $     14,715,603  $     35,597,803  $       7,419,107  $          15,750,630  $                 5,107,222  Utilities & Environment  $       8,045,000  $     11,940,000  $     11,980,000  $     10,214,000  $     17,681,000  $          14,940,000  $               20,490,839  Internal Support  $          455,000  $             30,000  $          307,000  $          100,000  $                     ‐     $               340,000  $                    965,000  Total Operating Budgets (excluding transfers) $    27,593,427 $    41,135,023 $    35,961,603 $    48,584,528 $    26,575,107  $          33,856,630 $               30,883,061  Summary of Adopted Budgets by City Service Area 2010 2011 2012 2013 2014 2015 2016 Safety & Health  $     47,787,283  $     56,652,301  $     55,960,205  $     58,260,436  $     59,817,417  $          64,298,607 $               66,901,562  Representative Government  $       5,082,561  $       6,211,543  $       6,395,854  $       6,071,863  $       6,169,852  $            6,592,342 $               11,038,914  Livable Community  $     13,954,736  $     28,393,103  $     23,087,391  $     16,709,278  $     15,673,901  $          17,986,691 $               15,982,505  Mobility  $     25,516,637  $     24,093,890  $     24,648,757  $     46,021,351  $     18,064,413  $          27,713,714 $               17,484,637  Utilities & Environment  $     53,424,538  $     64,370,123  $     64,877,150  $     68,544,585  $     77,107,599  $          76,951,753 $               83,587,759  Internal Support  $     27,057,656  $     11,354,048  $     11,881,810  $     12,837,722  $     12,040,115  $            4,680,814 $                 4,169,144  Total Operating Budgets (excluding transfers)172,823,411 191,075,008 186,851,167 208,445,235 188,873,297 198,223,921 199,164,521 The pages that follow are provided to share information about the many programs that support each City Service Area.  You will find their  purpose, their program performance measures and results.  Also included are the resources allocated to each program through the budgeting  process.  At the end of this section you will find a just‐the‐numbers summary of the revenue, expenditure and capital budgets listed by  program for each City Service Area with a final reconciliation to our overall budget. 2010 ‐ 2016 City Service Area Resource Allocation $0 $50 $100 $150 $200 2010 2011 2012 2013 2014 2015 2016 Mi l l i o n s Operating Budgets Safety & Health Representative Government Livable Community Mobility Utilities & Environment Internal Support 0 100 200 300 400 500 600 700 800 2010 2011 2012 2013 2014 2015 2016 FTE's Safety & Health Representative Government Livable Community Mobility Utilities & Environment Internal Support Renton Results - 2010-2016 Resource Allocation by City Service Area 2 - 9 2015 2016                339.83                340.83   $       63,958,607  $       66,811,562  31%31% Key Performance Indicators:  How can we measure the outcome of City‐Wide efforts?2010 2011 2012 2013 2014 Uniform Crime Records (UCR) Class 1* crimes per 1,000  population 4332.5TBD Property crimes per 1,000 population 65 46 49 49 TBD Percent of community who feel safe in their  neighborhood.*N/A 86% N/A N/A next survey  2015 Response times for calls for Priority 1 emergency  services (Police)2.99 3.27 3.07 3.81 4.64 Response time in non‐disaster situations in current  service area within 7 ½ minutes (Fire & ES)90% 90% 90% 90% 90% Percentage of residents who report feeling prepared for  a disaster.*N/A 69% N/A N/A next survey  2015 Annual volunteer hours dedicated to the Emergency  Management Program 4,755 5,458 3,919 3,441 1,866 Code compliance is achieved with voluntary action upon  notification of violation new 2012 new 2012 85 95 TBD General Information at a glance 2010 2011 2012 2013 2014 Number of Fire & Emergency. Response Personnel 152 161 161 156 155 Life Support Responses 10,071 9,895 10,577 10,586 TBD All other Fire and Emergency Responses 2,974 2,857 3,090 3,262 TBD Number of Police Personnel 167.40 151.40 151.40 150.90 148.40 Number of Calls for Police Service 75,371 67,428 67,906 67,207 TBD Physical arrests 3,464 2,810 1,968 1,725 TBD Parking violations 4,748 4,757 4,855 4,799 TBD Traffic violations 13,829 8,805 7,943 8,388 TBD Photo Enforcement Violations 21,157 21,301 22,036 15,733 TBD Resource Allocation 2010 2011 2012 2013 2014 Full Time Equivalent Employees (FTE's) budgeted 348.9 334.5 333.5 333.83 331.33 Operating Expenditures 47,787,283 56,652,301 55,960,205 58,260,436 59,817,417 Capital Expenditures 00000 See the following pages for a listing of our programs in support of this City Service Area Renton Results Key Performance Indicators due to timing of available data, some of our indicators will be marked "TBD" until it is received Safety and Health Service Area Desired Result:  I want a safe and healthy community Information by Year Adopted * Residential and Business Community Survey conducted every three‐four years; next scheduled survey Adopted in 2015 * UCR Class 1 Crimes include murder, manslaughter, forcible rape, robbery, assault (simple and aggravated), burglary, larceny, motor vehicle theft, and arson   FTE's Operating Percent of Operating Budget $0 $10 $20 $30 $40 $50 $60 $70 2010 2011 2012 2013 2014 Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 348.9 334.5 333.5 333.8 331.3 320 325 330 335 340 345 350 355 2010 2011 2012 2013 2014 FTE's Budgeted Number of FTE's Renton Results - Safety and Health - Key Performance Indicators, Program Budgets and Performance Measures 2 - 10 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target Average response time (in minutes) to Priority I calls.3.07 3.81 4.64 Average response time (in minutes) to Priority II calls.7.32 6.50 7.64 Average response time (in minutes) to Priority III calls.10.48 8.81 10.87 Average response time (in minutes) to Priority IV calls.21.05 16.01 20.91 FTE's:64.0 64.0 63.0 63.0 Dollars:8,982,138$ 9,191,931$ 9,816,850$ 10,183,906$  Response time in a non‐disaster situation in the current service area will be within 7 ½ minutes 90% 90% 90% After the arrival to a fire, keeping the fire from spreading beyond the rooms or buildings already  engaged. (all stations)100 99.99 92.4 FTE's:129.0 128.0 136.0 136.0 Dollars:17,869,818$ 18,192,338$ 20,276,385$ 21,191,761$  Average number of training hours per non‐commissioned employee 25 33 43 Average number of training hours per commissioned employee 98 108 117 Number of neighborhoods involved in community education through block/business watch participation 48 43 39 Provide Electronic Home Detention (EHD) services to reduce jail costs. EHD referrals and revenue  increases, resulting in a cost savings to the inmate house budget. $1.3 million $1.2 million $1.8 million FTE's:10.5 9.0 11.0 12.0 Dollars:1,675,957$ 1,569,696$ 2,313,809$ 2,515,012$  Programs, Resources and Results NOTE:   Due to timing of available data, some of our indicators will be marked "TBD" until it is received City Service Area: Safety and Health  min. of 24 hours min. of 90 percent greater than 99 percent Fire & Emergency Services Department resources budgeted to support EMS and Fire/Rescue Services: less than 21 minutes Fire & EMS Rescue Services min. of 100 hours min. of 50 count min. of $600,000 Police Department resources budgeted to support Administrative Services: Desired Result: I want Renton to be a safe and healthy community. Strategies to achieve the Result: Encouragement of a self reliant community through programs and education Timely responsiveness and “projection of effort,” when the community cannot help itself Recovery and restoration of the community after a disaster Encourage the community to comply with local, state and federal laws less than 3.5 minutes less than 8 minutes less than 12 minutes Uniformed, first responders to emergency and non‐emergency calls for service.  When available, uncommitted time is spent providing pro‐active policing throughout the city to  reduce crime and the perception of crime.  Responsible for enforcing laws, arresting offenders, resolving community problems, and improving the quality of life for the residents  and visitors of Renton. Patrol Operations Emergency medical, fire suppression, and rescue services for the City of Renton and adjoining King County Fire Districts #25 and #40. Renton residents and businesses are served by this program by having the opportunity to receive training in a variety of forums, including but not limited to block watch, business  watch, crime free multi‐housing, citizen's academy, national night out, and many types of personal safety classes.     In addition, residents are served through the efforts of the  administrative services division by having competent, well‐trained, well equipped police officers responding to their emergency requests for assistance. Administrative Services, Police Police Department resources budgeted to support Patrol Operations: Renton Results - Safety and Health - Key Performance Indicators, Program Budgets and Performance Measures 2 - 11 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target City Service Area: Safety and Health  Percent of collision incidences resolved by Patrol Services during regular hours of service to reduce  resources needed in Patrol Operations.84.49 55.42 76 Average percent of traffic safety camera notices of violation are provided within fourteen days.  95.71666667 58.75 100 FTE's:14.0 14.0 14.0 14.0 Dollars:2,503,671$ 2,538,020$ 2,622,607$ 2,707,749$  Annual percent of successful resolution or clearance of assigned cases 82 84 TBD FTE's:20.0 20.0 20.0 20.0 Dollars:2,639,554$ 2,696,607$ 2,840,279$ 2,965,571$  Number of arrests due to Special Operations' identification and investigation of repeat offenders and/or  trends of criminal activity.  87 80 58 FTE's:22.0 22.0 22.0 22.0 Dollars:3,115,313$ 3,177,244$ 3,446,817$ 3,594,363$  New Concealed Pistol Licenses will be completed within 30 days new 2015 new 2015 new 2015 Number of Cases processed by staff 13,566 14,118 14,721 Number of warrants processed by staff 2,544 2,356 2,357 Number of Citations processed by staff 13,924 16,867 14,550 Number of Orders process by staff 1,671 1,441 1,432 Number of Public Records Requests new 2015 new 2015 new 2015 FTE's:15.4 15.4 15.4 15.4 Dollars:1,403,208$ 1,450,477$ 1,668,902$ 1,776,066$  Residents report feeling somewhat or very safe during the day in their neighborhood. next survey 2015 next survey 2015 next survey 2015 Residents report feeling somewhat or very safe during the night in their neighborhood. next survey 2015 next survey 2015 next survey 2015 Community report feeling somewhat or very safe during the day in the downtown area.next survey 2015 next survey 2015 next survey 2015 Community report feeling somewhat or very safe during the night in the downtown area.next survey 2015 next survey 2015 next survey 2015 FTE's:4.0 4.0 4.0 4.0 Dollars:4,513,858$ 4,552,469$ 5,558,070$ 5,786,301$  The division acts as a support service to patrol operations responding for collision reporting and investigating, clearing the roads and moving traffic safely through Renton. The  division works collaboratively with intra‐departmental teams to coordinate a traffic plan to safely move hundreds of thousands of vehicles through the city on any given day. The  patrol services division emphasizes a traffic plan that focuses traffic safety through engineering, education and enforcement. Special Operations min. of 80 percent number of requests min. of 50 count min. of 90 percent min. of 90 percent min. of 80 percent min. of 80 percent Police Department resources budgeted to support Special Operations: Police Department resources budgeted to support Staff Services: Staff Services number of cases number of warrants number of citations number of orders Patrol Services Police Administration min. of 80 percent min. of 100 percent Responsible for the overall leadership of the Renton police department.  Administration establishes the goals and objectives for the Renton police department and sets response  protocols for emergencies, collaborates with other ValleyCom law enforcement agencies, and is the lead in communication with citizens. The Special Operations division of the Renton Police Department is the primary proactive arm of the department within three main components; crime analysis, the special  enforcement team (SET), and the directed enforcement team (DET).  Two other officers are  assigned to the special operations division.  These officers are part of two different local  task forces.  The first is the valley narcotics enforcement team (VNET), the second is a Homeland Security Gang Task Force Staff services division maintains all police department records, assigns case report numbers to police officers for all written reports, receives all electronic reports from mobile data  computers deployed with police officers on the street; checks/corrects errors then merges officer reports into police records management system.  This division also receives  COPLOGIC online reports from victims referred by dispatch.  Investigations, Police The investigations division conducts follow‐up investigations of crimes against persons (assault, homicide, missing persons, rape, robbery, sex offenders, domestic violence, and  runaways), property crimes (auto theft, fraud, forgery, burglary, theft, malicious mischief, identity theft, unlawful issuance of bank checks, and pawns.)  Detectives conduct  investigations and submit them to the prosecutor's office for charges.  Once charges are filed they prepare the case for trial and assist the prosecutor's office.   min. of 80 percent Police Department resources budgeted to support Investigations: Police Department resources budgeted to support Patrol Services: Police Department resources budgeted to support Police Administration: Renton Results - Safety and Health - Key Performance Indicators, Program Budgets and Performance Measures 2 - 12 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target City Service Area: Safety and Health  N/A . FTE's:0.00 0.00 0.0 0.0 Dollars:5,583,718$ 6,333,307$ 4,200,000$ 4,500,000$  Maintain a class 3 Washington state insurance rating for residents and businesses.Class 3Class 3Class 3 FTE's:9.0 9.0 9.0 9.0 Dollars:3,034,378$ 3,057,808$ 3,519,038$ 3,577,210$  All plans reviewed and construction permits issued within 15 days if they are compliant with the  International Fire Code.N/A 100% of 1,046 100%of 1,018 FTE's:8.0 8.0 8.0 8.0 Dollars:1,010,362$ 1,034,402$ 1,149,439$ 1,213,636$  Percent reduction of sick days and injuries through health and wellness activities. ‐0.09 32 ‐36 FTE's:0.0 0.0 0.0 0.0 Dollars:25,000$ 25,000$ 25,000$ 25,000$  The percentage of city‐wide improvement plan targets that are completed on schedule after an exercise  or actual emergency. 100 100 100 Engage with and leverage public and private partnerships to maintain or increase volunteer hours  dedicated to the Emergency Management Program.3,372 3,051 1,866 FTE's:2.0 2.0 2.0 2.0 Dollars:323,570$ 331,623$ 377,272$ 392,868$  Annual average percent of firefighters who meet King County requirements to be  EMT's and Manual  Cardiac Defibrillator Operator's on schedule.82 91 TBD Annual average percent of firefighters who meet WAC training requirements on schedule.82 91 TBD FTE's:886.06.0 Dollars:1,780,014$ 1,801,648$ 1,529,842$ 1,570,437$  hours Fire & Emergency Services Department resources budgeted to support F&ES Health & Wellness Fund: Fire & Emergency Services Department resources budgeted to support Emergency Management: Fire & Emergency Services Department resources budgeted to support Safety & Support Services: Administrative Services for F&ES Community Risk Reduction Emergency Management Safety & Support Services Fire & Emergency Services Department resources budgeted to support Administrative Services for F&ES: Fire & Emergency Services Department resources budgeted to support Community Risk Reduction: Min. of Class 3 Administrative services for Fire &ES provides the executive leadership and support required to manage the department which provides an exceptional level of service to a larger  resident population within neighboring jurisdictions than any other city department. CRR fulfills the requirements of fire safety inspection, plans review, and fire cause investigation that are mandated by Washington State RCW's, WACs, Renton ordinances, NFPA  921, International Fire Code and International Code Council.  The activities of the program are driven both by mandates and by best practices in the emergency management profession. The primary activities of the program address the legal  requirements specified in the WAC and in the grant guidance and the result is development and coordination of emergency plans, design and deployment of required training and  exercises, maintenance of certain communication and warning capabilities, public education and relay of emergency information, emergency response through the activation of the  Emergency Operations Center, identification and analysis of local hazards, and hazmat response and notification. Logistics support, health & safety coordination, and long range planning services for the entire Department.  Logistics manages the inventory control process and internal delivery of  all equipment and materials to the stations and headquarters, as well as coordination of requests for facilities, equipment and apparatus repairs.  Long range planning addresses the  global perspective of strategic planning and risk assessment. min. of 100 percent min. of 100 percent count Police Department resources budgeted to support Auxiliary Services ‐ Jail: Auxiliary Services ‐ Jail reduction of 3 percent F&ES Health & Wellness Fund Jailing services Renton Results - Safety and Health - Key Performance Indicators, Program Budgets and Performance Measures 2 - 13 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target City Service Area: Safety and Health  Permit review for single family applications completed within 2 weeks.75 40 TBD Permit review for commercial applications within 4 weeks 100 100 TBD Inspection requests receive response within 24 hours 98 97 TBD Completed responses to a customer service questionnaire rate their overall experience as "Good" or  better N/A N/A TBD FTE's:12.5 12.5 13.0 13.0 Dollars:1,440,261$ 1,472,285$ 1,673,442$ 1,767,594$  Code compliance is achieved within 3 weeks of date of initial request 88 84 TBD Sites remain in compliance one year after Code Enforcement action.N/A 95 TBD Code compliance is achieved through voluntary action upon notification of violation 85 95 TBD FTE's:333.03.0 Dollars:328,729$ 338,602$ 397,253$ 419,537$  Compliance audits performed by Business License staff will result in an increase in number of Full Time  Equivalent (FTE) positions reported by businesses. 298 0 TBD Business License renewals will be issued within one day of receipt of payment.  99 45 85 FTE's:1.1 1.1 1.1 1.1 Dollars:94,478$ 97,559$ 108,061$ 114,395$  Be prepared for hearings and trials in all cases new 2015 new 2015 new 2015 Increase the scope and extent of electronic exchanges of information, including discovery, to the Defense  Attorney.new 2015 new 2015 new 2015 Discovery provided to the Defense Attorney by prosecutors within 20 calendar days of a receipt of a  request for discovery and a request is sent out for needed materials from the police and involved agencies  or businesses. 97 100 TBD Prepare complete and adequate discovery in all cases, as measured by motions granted by the court for  inadequate discovery.new 2015 new 2015 new 2015 FTE's:667.07.0 Dollars:622,055$ 657,530$ 873,909$ 929,599$  min. of 95 percent min. of 95 percent min. of 99 percent min. of 100 count Building Permits & Inspection Program Administrative Services Department resources budgeted to support Business Licensing and Passports: Community & Economic Development Department resources budgeted to support Building Permits &  Inspection Program: Community & Economic Development Department resources budgeted to support Code Enforcement  program: City Attorney Department resources budgeted to support City Attorney Prosecution: City Attorney Prosecution min. of 95 percent Code Enforcement program min. of 95 percent  This program provides plan review, building permits and field inspection services for all private and public development building projects within the City of Renton.  Permits include  building, electrical, plumbing, heating, air conditioning, sprinklers, refrigeration, demolition and signs.  Enforcement of the building codes ensures the safety of our residents in the  built environment. The Code Enforcement program ensures compliance with the City's laws and regulations for land use, zoning, building, housing, and environmental health. The City places a high  priority on code compliance as a means of accomplishing adopted community goals, such as maintaining the quality of neighborhoods, avoiding nuisances, and protecting the  environment. State law and Court Rules require that attorneys handle the prosecution of all criminal offenses in the Municipal Court. Court Rules further define the prosecutor's role. There are  many time deadlines involved with when cases must be heard and paperwork must be sent to defendants or their attorneys. Business Licensing and Passports min. of 95 percent min. of 95 percent min. of 95 percent min. of 80 percent min. of 70 percent The licensing of businesses allows the City to ensure new businesses are located in the appropriate land use zones and the revenues collected are a critical element of the City's  Transportation Improvement Program that facilitates traffic and pedestrian mobility in and around the city.  Providing passport application processing is a convenience for the  citizens of Renton.  It is the intent that the revenues generated will cover the cost of providing the service. min. of 70 percent min. of 95 percent Renton Results - Safety and Health - Key Performance Indicators, Program Budgets and Performance Measures 2 - 14 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target City Service Area: Safety and Health  Composite of results from survey of probationer's understanding of probation process reflected as  "Good" or better. 83 81 N/A FTE's:111.01.0 Dollars:99,851$ 103,093$ 120,680$ 126,987$  Annual Percentage of agencies that received funding from the City of Renton that rate the application  and funding process as good or better.95 N/A TBD Percentage of applicants that rate the application process as good or better. (Surveyed prior to decision)new 2015 new 2015 new 2015 The percentage of Housing Repair clients that complete surveys whose experience is better or slightly  better than expected.96 69 TBD Percentage of Housing Repair survey respondents who agree that their health or safety hazard was  resolved by doing the repair or service.100 98 TBD Number of unduplicated households served new 2015 new 2015 new 2015 Number of housing repair services provided new 2015 new 2015 new 2015 FTE's:4.33 4.33 4.33 4.33 Dollars:1,124,503$ 1,135,777$ 1,440,952$ 1,453,570$  FTE's: 333.83 331.33 339.83 340.83 Dollars:58,260,436$ 59,817,417$ 63,958,607$ 66,811,562$  City Resources budgeted to support the Safety and Health City Service Area Community Services Department resources budgeted to support Serving vulnerable/low income: Serving vulnerable/low income Court Services Department resources budgeted to support Probation: Probation min. of 80 percent min. of 80 percent min. of 80 percent min. of 80 percent min. of 80 percent Defendants found guilty or given a deferred sentence have a responsibility to meet the conditions of their sentence or risk being found in violation of the Court Order.  Many  defendants benefit from clarification and direction of a Probation Officer. When held accountable on a regular basis for an extended period of time, behavior can often be changed  in a positive manner to the benefit of the probationer and the community. This is a step toward reducing recidivism in our community and enhancing our sense of security and  protection. data only data only This program provides information and referrals to connect people to service.  This program allocates funds to agencies that help children be ready for school, provide for basic  needs or prevent homelessness, as well as addressing domestic violence and sexual assault.  Additionally, this program provides health and safety related repairs to low income  homeowners. Renton Results - Safety and Health - Key Performance Indicators, Program Budgets and Performance Measures 2 - 15 Renton Results Key Performance Indicators due to timing of available data, some of our indicators will be marked "TBD" until it is received 2015 2016                  39.70                   39.70   $         6,592,342  $         6,808,914  3%3% Key Performance Indicators:  How can we measure the outcome of City‐Wide efforts?2010 2011 2012 2013 2014 Residents rate overall service provided by the City is  good or better*N/A 58% N/A N/A next survey  2015 Residents rate livability of Renton*N/A 74% N/A N/A next survey  2015 Businesses rate overall business climate has improved* N/A 45% N/A N/A next survey  2015 Progress made on each of the major priorities of the  annually adopted State Legislative Agenda new 2011 60% 75% N/A TBD Resident's satisfaction with understanding the court  infraction process.new 2012 new 2012 74% 78% next survey  2015 Satisfaction with access to court information related to  infraction processing new 2012 new 2012 87% 83% next survey  2015 Resident and Business rating of quality and accessibility  of City Services*N/A 50% N/A N/A next survey  2015 Resident and Business rating of quality and effectiveness  of City Communications*N/A 42% N/A N/A next survey  2015 Annual number of volunteer hours engaged through  Community Services 59,442 62,800 60,454 62,729 46,013 General Information at a glance 2010 2011 2012 2013 2014 Population 90,927 92,590 95,448 95,540 95,540 Ranking in size ‐ Washington 9888TBD Ranking in size ‐ King County 4444TBD Land Area in square miles 23.38 23.12 23.79 23.96 TBD Registered voter turnout at general elections. 32%46%79%37%TBD Combined Sales Tax Rate 9.5%9.5%9.5%9.5%TBD Combined Property Tax Rates per $1,000 Assessed Value  $               11.12  $               12.21  $               13.22  $               14.23  TBD  City Portion of Property Tax Rates per $1,000 Assessed Value  $                 2.71  $                 2.83  $                 3.10  $                 3.10  TBD  Total Property Tax Levy (in millions)32.0 32.3 33.3 32.6 TBD Assessed Valuation (in billions)11.9 11.5 10.8 10.6 TBD Utility Tax Rates 6%6%6%6%TBD Resource Allocation 2010 2011 2012 2013 2014 Full Time Equivalent Employees (FTE's) budgeted 41.1 44.02 42.9 40.7 39.7 Operating Expenditures 5,082,561 6,211,543 6,395,854 6,071,863 6,169,852 Capital Expenditures 00000 See the following pages for a listing of our programs in support of this City Service Area * Residential and Business Community Survey conducted every three‐four years; next scheduled survey Adopted in 2015 Representative Government Desired Result:  I want a responsive and responsible government Information by Year Operating Percent of Operating Budget Adopted FTE's $0 $1 $2 $3 $4 $5 $6 $7 2010 2011 2012 2013 2014 Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 41.1 44.0 42.9 40.7 39.7 37 38 39 40 41 42 43 44 45 2010 2011 2012 2013 2014 FTE's Budgeted Number of FTE's Renton Results - Representative Government - Key Performance Indicators, Program Budgets and Performance Measures 2 - 16 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target  Hours of service provided annually by volunteers.62,800 62,729 46,013 Number of residents engaged in volunteer activities annually.4611 6191 6000 Value of volunteer service $1.37 mill $1.42 mill $1.23 mill Percentage of evaluations of services and/or experience rate satisfaction as good or better.98 next survey 2015 next survey 2015 FTE's:2.32 2.32 2.3 2.3 Dollars:286,362$ 291,999$ 302,776$ 322,780$  Information requests/concerns from residents are acknowledged within three days.90.25 92 97 Information requests/concerns are resolved within two weeks.90 95 92 Residents surveyed rate the value of services for the taxes paid to Renton as "good" or better.next survey 2015 next survey 2015 next survey 2015 FTE's:3.5 3.5 3.5 3.5 Dollars:868,832$ 890,745$ 985,593$ 1,023,307$  Staff serving on minimum number of local, regional and state Boards to support grant and educational  opportunities.  55TBD FTE's:see Liv. Comm. see Liv. Comm. see Liv. Comm. see Liv. Comm. Dollars:see Liv. Comm. see Liv. Comm. see Liv. Comm. see Liv. Comm. Number of organizations in which CED staff represents the City in local, regional and statewide  organizations focused in areas such as land use, economic development , building regulation 24 27 27 FTE's:see Liv. Comm. see Liv. Comm. see Liv. Comm. see Liv. Comm. Dollars:see Liv. Comm. see Liv. Comm. see Liv. Comm. see Liv. Comm. min. of 8 count Community & Economic Development Department resources budgeted to support CED Administration: Provides leadership, resources and regional influence to enable the Department to meet its responsibilities in a manner that is responsive to the needs of its customers and consistent with  the City's Business Plan, Goals and Action Items. CED Administration is responsible for budget development, as well as financial monitoring and reporting for the entire Department. min. of 61,000 count min. of 4,500 count min. of 1,260,000 dollar Coordinates and leverages civic engagement opportunities, fostering collaborations and partnerships that enhance service and value to the City. The program develops strategies to remove  barriers to volunteer services and supports development of new volunteer opportunities within the City infrastructure and the community.   min. of 80 percent min. of 4 count The Mission of the Community Services Department is to promote a more livable community by providing recreation, museum, human service programs, modern parks and facilities and  undisturbed natural areas.  We are a department comprised of eight divisions.  We are the conduit for Community involvement and overseeing quality of life experiences. Community Services Department resources budgeted to support Community Engagement: Community Engagement Administration, Community Services Executive Operations Community Services Department resources budgeted to support Administration/Com Svcs: Policy and fiscal accountability Partnership with community organizations to leverage resources Programs, Resources and Results NOTE:   Due to timing of available data, some of our indicators will be marked "TBD" until it is received CED Administration  City Service Area: Representative Government Policy and program decisions reflecting community values Opportunities for the public to engage and influence City government Advocate community interest in regional, state, and federal forums Open accessible and consistent (administrative and judicial) decision process Clear and effective communications Desired Result:   I want a responsive and responsible government. Strategies to achieve the Result: min. of 90 percent This program provides support for resident inquiries and policy development and implementation functions provided by the Mayor's Office.  Generally the Mayor's Office provides executive  leadership and management for the City of Renton government to act strategically, implement decisions efficiently and accurately, represent Renton effectively, apply city policies uniformly,  and carry out city goals expeditiously. Executive Department resources budgeted to support Executive Operations: min. of 90 percent min. of 51 percent Renton Results - Representative Government - Key Performance Indicators, Program Budgets and Performance Measures 2 - 17 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target  City Service Area: Representative Government Number of Legislative documents (agenda, minutes, ordinances, resolutions, etc) published & available 187 144 142 Number of Public Records Requests 366 342 453 FTE's:556.06.0 Dollars:1,016,822$ 1,062,166$ 1,051,558$ 1,111,870$  An internal customer service survey will indicate that public work contracts, memo's, pre‐approved  contracts, code compliance forms and pleadings are updated in a timely manner.  new 2015 new 2015 new 2015 Routine legislation and contract review will be performed within one week of receipt.99 98.9 98.4 Internal Customer Survey will indicate that attorneys participated positively and clearly through  telephone, email, or in‐person.91 93 N/A FTE's:3.88 3.88 3.9 3.9 Dollars:577,349$ 594,181$ 654,880$ 693,479$  Department's expenditures are within budget.100 100 TBD Number of training hours per FTE provided to court employees.86TBD FTE's:222.02.0 Dollars:654,292$ 677,775$ 788,888$ 805,573$  Defendant satisfaction with their understanding of the criminal case process is rated as "Good" or better.83 84 N/A Defendant’s satisfaction with the ability to obtain access to court record information related to criminal  case processing is rated “Good” or better.new 2015 new 2015 new 2015 Ongoing Juror Survey's reflect an approval rating that indicates satisfaction and understanding of the jury  experience by non‐criminal citizens of Renton. 81 85 N/A FTE's:766.06.0 Dollars:738,919$ 690,064$ 727,334$ 760,705$  N/A N/A N/A N/A FTE's:000.00.0 Dollars:450,000$ 450,000$ 450,000$ 450,000$  data only min. of 90 percent The Civil Division, drafts, reviews, revises and/or edits all legislation for the city; provides legal advice and guidance, acquires property for the City, stays current on the law and provides  affected City departments notices of changes in the statutory or case law, helps negotiate and review contracts for the different departments, interacts with other legal departments and  municipalities on matters of joint interest, including interlocal agreements, provides legal defense for lawsuits not covered by WCIA, and handles administrative appeals before the Hearing  Examiner and City Council. min. of 95 percent min. of 90 percent min. of 80 percent min. of 80 percent min. of 90 percent In accordance with Washington State Court Rule #GR 29, the Presiding Judge and as delegated, the Court Services Director, shall manage and administer the court's business. min. of 99.5 percent min. of 8 count City Attorney Department resources budgeted to support City Attorney Civil: City Attorney Civil Court Administration Criminal Case Processing Court Public Defenders Court Services Department resources budgeted to support Court Administration: Court Services Department resources budgeted to support Criminal Case Processing: Renton Municipal Court is a court of limited jurisdiction, handling all misdemeanor and gross misdemeanor crimes that occur within the city limits of Renton.  The purpose of a trial court, as  an independent and impartial branch of government, is to provide objective, accessible and timely resolution of all cases appropriately coming before the Court, the protection of the rights of  all individuals, and the dignified and fair treatment of all parties. The judge's role is to insure the law is followed Renton has a contract with a public defense firm to represent those individuals charged with crimes under the Renton Municipal Code.   A case is defined as a public defense appointment from arraignment to plea, or through trial and adjudication.   N/A Court Services Department resources budgeted to support Court Public Defenders: City Clerk Responsible for operational support of the City Council and documenting and maintaining the official record of the City.  The City Clerk's office is also an information, referral, and document  resource center for citizens and staff and is the city's official records management office.    Administrative Services Department resources budgeted to support City Clerk: data only Renton Results - Representative Government - Key Performance Indicators, Program Budgets and Performance Measures 2 - 18 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target  City Service Area: Representative Government Defendant's satisfaction with the ability to get access to court information related to infraction  processing is rated "Good" or better.87 83 N/A Resident's satisfaction with understanding the court infraction process.74 78 N/A FTE's:554.04.0 Dollars:516,601$ 528,590$ 474,419$ 494,445$  Resident's satisfaction with understanding the court infraction process.74 78 TBD FTE's:000.00.0 Dollars:40,000$ 40,000$ 40,000$ 40,000$  Percent of survey responses that rate the City's overall communication of key programs and initiatives as  "good" or better. next survey 2015 next survey 2015 next survey 2015 Composite increase in residents' rating for each of the City's various information resources provided by  the Communications Department (e‐communication, print, advertising and media).next survey 2015 next survey 2015 next survey 2015 Internal Customer satisfaction rating of Communications Department services will be "good" or better. N/A N/A TBD The percent of the City's Public Relations efforts and advertising covered by local and regional media.  80 N/A TBD FTE's:444.04.0 Dollars:571,172$ 586,817$ 718,656$ 696,194$  Amount of Intergovernmental funding collected by the City to fund programs and projects increases year  over year.75 N/A TBD Accomplishment or significant progress made on each of the major priorities of the annually adopted  State Legislative Agenda 87.5 75 TBD FTE's:000.00.0 Dollars:62,400$ 62,400$ 62,400$ 62,400$  min. of 75 percent min. of 5 percent Executive Department resources budgeted to support Intergovernmental Relations: Infraction Processing Hearing Examiner Citywide Communications Intergovernmental Relations The role of the Court in this program is "…to secure the just, speedy and inexpensive determination of every infraction case." per Washington State Court Rule IRLJ 3.2.  An infraction is a  noncriminal violation of the law determined by statute. In Renton infractions consist mostly of traffic citations, parking tickets (including handicap parking violations), photo enforcement  tickets and building code violations. The function of the Hearing Examiner program is to hold hearings and issue decisions and recommendations to the City Council on original land use matters as well as hear appeals by those  who wish to appeal the administrative decisions of the City regarding land use decisions, impoundment cases, and other matters.  The Hearing Examiner is also delegated by the Police Chief  to hear property forfeitures arising out of illegal drug transactions. The citywide communications offer is a dynamic and integrated one‐stop communications shop that will provide effective and strategic communication through clear and concise messaging  to the public and within City operations.  Court Services Department resources budgeted to support Infraction Processing: Executive Department resources budgeted to support Hearing Examiner: min. of 80 percent min. of 80 percent min. of 80 percent min. of 65 percent This program coordinates advocacy with regional, state and federal policymakers in order to help advance the City's business plan.  Particular priority is placed on maximizing funding  opportunities in order to maintain and develop quality infrastructure and promote economic development.  The Mayor and Council as well as multiple City staff actively participate in  numerous statewide and regional associations, interest groups and coalitions to advance the City's objectives and position the City as an established voice in intergovernmental policymaking.   Executive Department resources budgeted to support Citywide Communications: min. of 5 percent min. of 80 percent min. of 80 percent Renton Results - Representative Government - Key Performance Indicators, Program Budgets and Performance Measures 2 - 19 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target  City Service Area: Representative Government Residents surveyed rate the City as heading in the right direction (survey rate fair, good or excellent)N/A N/A N/A Cost of government per capita 1,107 1,702 1,702 FTE's:888.08.0 Dollars:289,114$ 295,116$ 335,838$ 348,161$  FTE's: 40.7 39.7 39.7 39.7 Dollars: 6,071,863$ 6,169,853$ 6,592,342$ 6,808,914$  min. of 90 percent Gen Gov't/population For a list of program revenue, expenditures ‐ including capital budgets ‐ please see the end of this section. Legislative Department resources budgeted to support Legislative Operations: City Resources budgeted to support the Representative Government City Service Area This program supports the assessment of the needs of the public and setting priorities; developing and adopting the annual budget, ordinances, resolutions, and  policy alternatives to meet  those needs, consistent with City goals and objectives; and provides coordination and evaluation of programs and service objectives.  By City code required to provide a forum for appeals. Legislative Operations Renton Results - Representative Government - Key Performance Indicators, Program Budgets and Performance Measures 2 - 20 Renton Results Key Performance Indicators due to timing of available data, some of our indicators will be marked "TBD" until it is received 2015 2016                  63.63                   63.63   $       15,500,691  $       15,982,505  7%7% Key Performance Indicators:  How can we measure the outcome of City‐Wide efforts?2010 2011 2012 2013 2014 No single employment sector shall exceed 40% of the  total number of jobs in the City 31% 28% 30% 31% TBD Growth in property taxes due to new construction 0.59% 0.56% 1.06% 1.13% 1.29% Number of recognized neighborhood programs 63 69 72 69 70 Community satisfaction rating of arts, culture, parks,  recreation and events N/A 63% N/A N/A next survey  2015 Acres of Open Space 1,183 1,183 1,210 1,213 1,213 Developed Parks and Playgrounds areas 3032323233 General Information at a glance 2010 2011 2012 2013 2014 Number of In‐City Business Licenses 2,858 3,029 2,971 2,739 TBD Number of Animal Licenses 2,056 3,398 3,194 2,980 TBD Median Income (rolling average) $             67,222  $             62,800  $             64,482  N/A  TBD  Unemployment Rating 7.8%7.0%6.0%4.7%TBD Number of jobs in Renton 41,268 44,848 47,523 46,789 TBD Resource Allocation 2010 2011 2012 2013 2014 Full Time Equivalent Employees (FTE's) budgeted 82.42 64.42 64.42 62.45 62.2 Operating Expenditures 12,566,282 13,679,103 14,128,391 14,036,553 14,198,901 Capital Expenditures 1,388,454 14,714,000 8,959,000 2,672,725 1,475,000 See the following pages for a listing of our programs in support of this City Service Area Operating Percent of Operating Budget * Residential and Business Community Survey conducted every three‐four years; next scheduled survey Adopted in 2015 Livable Community Desired Result:  I want access to high quality facilities, services and public resources that enrich the lives of everyone in the  community Information by Year FTE's Adopted $0 $5 $10 $15 $20 $25 $30 2010 2011 2012 2013 2014 Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 82.4 64.4 64.4 62.5 62.2 0 10 20 30 40 50 60 70 80 90 2010 2011 2012 2013 2014 FTE's Budgeted Number of FTE's Renton Results - Livable Community - Key Performance Indicators, Program Budgets and Performance Measures 2 - 21 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target Percentage of occupancy rate for Swimming Lesson registrations 88 86 86 Henry Moses Aquatics Center customers rate their experience and satisfaction as Good to Excellent 99 99 96 FTE's:1.00 1.00 1.00 1.00 Dollars:774,745$ 777,883$ 774,928$ 786,791$  Average Market‐Day booth space occupancy as percentage of available space.new 2015 new 2015 83 Average Market‐Day Attendance new 2015 new 2015 3,344 Completed responses to a customer service questionnaire rate their overall experience as "Good" or  better 100 100 99 FTE's:0.75 0.75 0.50 0.50 Dollars:81,314$ 82,399$ 59,454$ 63,314$  Average daily attendance for drop‐in programs at Highlands and North Highlands Neighborhood Centers 67 79 59 FTE's:5.34 5.34 5.59 5.59 Dollars:2,234,898$ 2,245,615$ 2,370,262$ 2,434,726$  Percent of Event Attendees reporting overall experience satisfaction of 3 or better in a 1‐5 scale.97 96 TBD Number of businesses/public/private relationships engaged & providing support to produce events  maintained or increased.81 75 TBD Average cost to produce major events offset by sponsor partner support. 57 56 TBD FTE's:0.98 0.98 1.48 1.48 Dollars:276,838$ 278,378$ 345,672$ 359,219$  Strategies to achieve the Result: Encourage and foster a vibrant and diverse economy Manage growth in a manner consistent with community values. Encourage and foster a strong sense of community Provide or make available diverse learning and enrichment opportunities Provide clean, safe, healthy and well‐maintained places Partnership with community organizations to leverage resources Community Services Department resources budgeted to support Recreation Services:  City Service Area: Livable Community Community Relations and Events Community Services Department resources budgeted to support Aquatics: Recreation Services The Recreation Services Program facilitates a wide variety of both free and fee based recreational opportunities. Recreation Services partners with local community groups and agencies such  as Aces Tennis, local Little Leagues, soccer groups, youth football leagues, Seattle Seahawks, SkyHawks Sports Camps, and other recreation organizations. Recreation Services programs  include Highlands and North Highlands Neighborhood Community Centers after school programs and drop‐in activities supported by volunteers consisting of Youth Council members. Other  programs include camps and athletics for youth and adults. Aquatics Programs, Resources and Results NOTE:   Due to timing of available data, some of our indicators will be marked "TBD" until it is received Every Tuesday June through September, the Renton Farmers Market is held in Downtown Renton's Piazza Park.  An average of over 3,000 people attend the market each week and have  access to over 60 unique vendors. Farmers Market Leadership, management and direction of Renton's large‐scale city wide events: 4th of July, Renton River Days, Holiday Lights, and their related expenditures.  These events are inclusive of all  ages, abilities and cultures; they promote civic participation and foster community pride.  They contribute to the unique identity, positive image and quality of life in Renton, utilize inter  departmental collaborations, cultivate private/public partnerships, strengthen regional marketing and tourism to Renton, and represent the effectiveness of leveraging resources to  maximize community engagement while minimizing costs to the City.  The Recreation Division Aquatics Program provides lifeguards, swim instruction, water fitness programs and customer service for over 65,000 participants every year at the Henry Moses  Aquatic Center.  Other aquatic programs include providing lifeguards at Gene Coulon Memorial Beach and Kennydale Beach.  min. of 80 percent min. of 80 percent Desired Result:  I want access to high quality facilities, services and public resources that enrich the lives of  everyone in the community. min. of 80 percent min. of 60 count min. of 67 percent min. of 95 percent min. of 3,000 Community Services Department resources budgeted to support Com Relations and  Events: Community Services Department resources budgeted to support Farmers Market: min. of 80 percent min. of 120 count Renton Results - Livable Community - Key Performance Indicators, Program Budgets and Performance Measures 2 - 22 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target  City Service Area: Livable Community Number of visitors and people served by outreach 5,199 4,671 TBD Percentage of visitors expressing high satisfaction 86 86 TBD Average number of days in responding to research & photo orders 64TBD FTE's:1.00 1.00 1.00 1.00 Dollars:209,903$ 211,281$ 227,761$ 235,281$  Maintain or increase the number of officially recognized neighborhoods/ associations participating in the  program.69 69 70 Estimated percentage of residents served based on households (2.5 residents/household) within  recognized neighborhoods/associations.  55 55 55 Number of attendees at neighborhood picnics, trainings and forums.020TBD  Participant satisfaction rated good to excellent experience with overall program new 2013 83 TBD FTE's:1.83 1.83 1.83 1.83 Dollars:270,161$ 273,067$ 329,381$ 339,183$  Overall customer satisfaction rating is good to excellent In cleanliness and appearance of Parks System 89 93 TBD Overall customer satisfaction rating is good to excellent in cleanliness and appearance of Trail System 89 93 TBD Customers surveyed feel safe in parks and trails 82 87 TBD FTE's:22.80 22.80 22.80 22.80 Dollars:4,046,158$ 4,095,896$ 4,722,541$ 4,914,394$  Percent of market value of lowest‐yielding property per market analysis. new 2013 10 10 FTE's:1.50 1.50 1.50 1.50 Dollars:629,657$ 647,061$ 663,404$ 671,980$  Community Services Department resources budgeted to support Parks and Trails Program: Community Services Department resources budgeted to support Leased Facilities: Leased Facilities Maintaining possession of excess City facilities provides flexibility for future need.  Over a period of years, property generally increases in value, so that regardless of future disposition, as  long as sufficient revenues are being generated to cover operating and maintenance expenses, it makes sense to lease the facilities to retain flexibility.  The Parks Division maintains for public safety and enjoyment 33 developed parks totaling 265 acres and 13 miles of developed trails attracting up to 2.5 million visitors each year.  The  Division meets the service demands of a livable community through safe and well maintained parks and trails. The Neighborhood Program is a resource for officially recognized neighborhood associations to increase communication with city government, exchange information, create and implement  community projects, and help strengthen their community.  The Renton History Museum fosters community by preserving, documenting, and educating about Renton's rich history and maintaining regular open hours for the public.  Museum Neighborhood Program Parks and Trails Program Community Services Department resources budgeted to support Museum: Community Services Department resources budgeted to support Neighborhood Program: min. of 4800 count min. of 85 percent less than 7 days equal to or greater than 72 min. 3 % increase min. of 70 percent % of residents min. of 80 percent within 10 percent min. of 80 percent min. of 80 percent Renton Results - Livable Community - Key Performance Indicators, Program Budgets and Performance Measures 2 - 23 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target  City Service Area: Livable Community Renton Community Center customers rate their experience and satisfaction as Good to Excellent N/A 91 94 FTE's:6.50 6.50 6.50 6.50 Dollars:1,355,406$ 1,374,990$ 1,444,929$ 1,485,884$  Average daily attendance at the Senior Center 222 261 219 Senior Center customers rate their experience and satisfaction as Good to Excellent 98 91 93 FTE's:3.25 3.25 3.25 3.25 Dollars:575,965$ 583,607$ 610,795$ 631,561$  Review PRO plan on an annual basis and manage national accreditation for Department.111 Budget Management ‐  efficiency monitoring  ‐  Annual 100 100 100 No late fees in processing of invoices 85 95 TBD Current information on web site 75 75 TBD FTE's:2.00 2.00 2.00 2.00 Dollars:448,556$ 445,032$ 545,712$ 562,434$  Number of successfully completed public art projects through the 1% for Art program (as established by  City ordinance) each biennium.00TBD FTE's:0.00 0.00 0.00 0.00 Dollars:50,000$ 50,000$ 102,950$ ‐$  Percent increase grant and intergovernmental revenues in support of arts and culture in Renton 24 N/A TBD Percent increase number of volunteers supporting the Arts & Culture Master Plan 90 N/A TBD FTE's:0.25 0.25 0.25 0.25 Dollars:37,881$ 38,812$ 35,944$ 37,679$  Community & Economic Development Department resources budgeted to support 1% for the Arts: Community Services Department resources budgeted to support Renton Community Center: Community Services Department resources budgeted to support Senior Activity Center: The Renton Senior Activity Center provides life enrichment and recreation programs, health and nutritional services, special events, volunteer opportunities, rental facilities,  and customer service for 90,000 patrons per year, ages 50 and older.   Renton Community Center Senior Activity Center Administration, Community Services Community Services Department resources budgeted to support Administration/Com Svcs: 1% for the Arts The 1% for Art Program provides the opportunity to enhance municipal projects with the addition of public art or artistic treatments.  The Arts Commission Ordinance requires that all  municipal construction projects (excluding water and sewer) include an amount not less than one percent of the actual total project cost to be used for the selection, acquisition and  installation of works of art.  A construction project can also deposit funds into the 1% for Arts account to be invested in other public art projects. The Renton Municipal Arts Commission (RMAC) is part of the Department of Community and Economic Development. The RMAC is overseen by the Planning and Development Committee of  the Renton City Council. The RMAC was created by ordinance to serve as an advisory group to the Mayor on the development of arts and culture in the City.   Arts & Culture min. of 3 percent The Mission of the Community Services Department is to promote a more livable community by providing recreation, museum, human service programs, modern parks and facilities and  undisturbed natural areas.  We are a department comprised of eight divisions.  We are the conduit for Community involvement and overseeing quality of life experiences. min. of 1 count min. of 100 percent min. of 100 percent min. of 100 percent min. of 3 percent The Renton Community Center provides recreation based classes and programs, drop in fitness room, athletic leagues, special events, volunteer opportunities, rental facilities and customer  service for approximately 200,000 patrons per year.  The Center serves as the hub for all Recreation Division program registration and rental reservations min. of 80 percent min. of 80 percent min. of 250 count Community & Economic Development Department resources budgeted to support Arts & Culture: Renton Results - Livable Community - Key Performance Indicators, Program Budgets and Performance Measures 2 - 24 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target  City Service Area: Livable Community Responses to an interdepartmental survey rate overall experience in working with CED as "good” or  better N/A N/A N/A CED employees rate CED as a “Good” or better place to work N/A N/A N/A FTE's:2.00 2.00 2.50 2.50 Dollars:1,017,853$ 1,006,430$ 1,128,965$ 1,173,838$  Process land use applications requiring a decision by the Hearing Examiner within 12 weeks of receipt of  complete application.45 50 TBD Process land use applications requiring an Administrative Decision within 8 weeks.58 88 TBD Development projects will be rated as adding value, quality, and character to the community by "Parties  of Record" or other interested parties surveyed following land use decisions.N/A N/A N/A Completed responses to a customer service questionnaire rate their overall experience as "Good" or  better N/A N/A N/A FTE's:6.00 6.00 6.68 6.68 Dollars:676,661$ 696,159$ 844,508$ 904,394$  The City's annual sales tax revenue growth at rate higher than King County.4.71 6 9.4 Continue to diversify Renton’s employment base to ensure no single employment sector exceeds targeted  percent of employment base.30 31 TBD Annual property tax revenue associated with new construction increases. 1.06 1.13 1.29 Percent increase in total number of employees working in Renton (measured by FTE) year over year 60 ‐1.4 16 FTE's:2.75 2.75 4.00 4.00 Dollars:446,705$ 455,737$ 604,469$ 648,403$  Ensure all City of Renton planning laws are current, compliant with state laws (such as GMA, SMA, EPA  and Subdivision) and meet the long term vision for the City.N/A 100 100 Process all requests for annexation within Washington State Law timelines N/A 100 100 Process all proposed amendments to the City's comprehensive plan and development regulations through  the Planning Commission to Council within established timelines N/A 100 100 FTE's:4.00 4.00 2.75 2.75 Dollars:529,701$ 545,081$ 444,016$ 468,421$  Community & Economic Development Department resources budgeted to support Economic  Development: Community & Economic Development Department resources budgeted to support Long Range Planning: Current Planning Economic Development Long Range Planning min. of 90 percent min. of 90 percent min. of 80 percent This program provides for review, analysis and the development of written findings and determinations expressed in staff reports for discretionary land use permits and building permits,  including but not limited to: Plats, Rezones, Conditional Use Permits, Site Plan Review, Variances, and Shoreline Permits.  In addition, this program provides review of building and  constructions permits, general planning and permitting information to the public and conducts pre‐application conferences with applicants. CED Administration provides leadership, resources and regional influence to enable the Department to meet its responsibilities in a manner that is responsive to the needs of its customers  and consistent with the City's Business Plan, Goals and Action Items.  In addition to the general administration of the Department, the Administrator directly oversees the Economic  Development Division, the Development Services Division and the Planning Division, serves on the Mayor's Cabinet, and works on numerous special projects within the Department,  interdepartmentally, and regionally. CED Administration min. of 80 percent min. of 80 percent min. of 1 percent min. of 100 percent min. of 100 percent min. of 100 percent min. of 80 percent min. of 1 percent max. of 40 percent greater than 1.5 percent This program primarily provides for legislative development of policies and regulations to implement Washington State Laws related to: governance, environment and land  use. This includes: the Growth Management Act, Shoreline Management Act, State Environmental Policy Act and the annexation laws related to governance. CED promotes citywide economic development by fostering an environment that supports business growth while also enhancing quality of life.  The Economic Development team, in concert  with the private sector, actively promotes and develops economic activity in the City through business retention and expansion strategies and direct recruitment of businesses and housing  development with the goal of strengthening Renton's tax base and quality of life.  Community & Economic Development Department resources budgeted to support CED Administration: Community & Economic Development Department resources budgeted to support Current Planning: Renton Results - Livable Community - Key Performance Indicators, Program Budgets and Performance Measures 2 - 25 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target  City Service Area: Livable Community Completed responses to a survey of Renton hotel managers rate the investments made in tourism and  marketing by the Renton Visitors Connection and the Renton Community Marketing Campaign as  “Satisfied” or better.  N/A N/A TBD FTE's:0.00 0.00 0.00 0.00 Dollars:245,000$ 265,000$ 245,000$ 265,000$  FTE's: 62.45 62.2 63.6 63.6 Dollars:13,907,402$ 14,072,428$ 15,500,691$ 15,982,505$  min. of 90 percent For a list of program revenue, expenditures ‐ including capital budgets ‐ please see the end of this section. In 1998, the City established a 1% tax on hotel and motel stays for the purposes of promoting tourism and economic development. Recommendations for expenditure of these  funds are made annually by the Renton Lodging Tax Advisory Committee. Historically, the majority of the funds have been allocated to the Renton Community Marketing  Campaign, a partnership including the City, Renton Chamber of Commerce, Renton School District, Renton Technical College, UW‐Valley Medical Center; and the Renton  Visitors Connection. Hotel Motel Fund Executive Department resources budgeted to support Hotel Motel Fund: City Resources budgeted to support the Livable Community City Service Area Renton Results - Livable Community - Key Performance Indicators, Program Budgets and Performance Measures 2 - 26 Renton Results Key Performance Indicators due to timing of available data, some of our indicators will be marked "TBD" until it is received 2015 2016                  55.65                   55.65   $       11,963,084  $       12,377,415  6%6% Key Performance Indicators:  How can we measure the outcome of City‐Wide efforts?2010 2011 2012 2013 2014 Satisfaction with connectivity to local and regional  centers via Transit, sidewalks and trails*N/A 52% N/A N/A next survey  2015 Smooth and unbroken pavement with average condition  rating of 70 or better for all streets. 70 70 70 72 73 Number of blocks (= 1,000 linear feet) of new or  replacement sidewalks new 2012 new 2012 8 9 TBD Number of vehicle collisions 2,067 1,862 2,037 N/A N/A Collisions resulting in injury (minor and major)1012 962 763 N/A N/A Resource Allocation 2010 2011 2012 2013 2014 Full Time Equivalent Employees (FTE's) budgeted 58.65 58.65 58.65 56.65 56.65 Operating Expenditures 7,811,664 9,642,867 9,933,154 10,423,548 10,645,306 Capital Expenditures 17,704,973 14,451,023 14,715,603 35,597,803 7,419,107 See the following pages for a listing of our programs in support of this City Service Area * Residential and Business Community Survey conducted every three‐four years; next scheduled survey Adopted in 2015 Mobility Desired Results:  I want safe and efficient access to all desired destinations, now and in the future  Adopted FTE's Operating Percent of Operating Budget Information by Year $0 $5 $10 $15 $20 $25 $30 $35 $40 $45 $50 2010 2011 2012 2013 2014 Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 58.7 58.7 58.7 56.7 56.7 56 56 57 57 58 58 59 59 2010 2011 2012 2013 2014 FTE's Budgeted Number of FTE's Renton Results - Mobility - Key Performance Indicators, Program Budgets and Performance Measures 2 - 27 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target No takeoff or landing delay for any aircraft longer than 30 minutes due to inclement weather, routine  surface maintenance operations, the presence of Foreign Object Debris (FOD), or wildlife 30TBD Percent of airport property leased to aviation businesses and aircraft owners.90 90 94 Total number of airport operations 92,761 93,785 100,544 Number of reports of bird damage or foreign object damage to aircraft.000 FTE's:6.00 6.00 6.00 6.00 Dollars:1,379,685$ 1,405,557$ 1,700,529$ 1,758,963$  Complete construction of projects on time and within budget.100 100 TBD Number of blocks of new or replacement sidewalks constructed annually. (1 block=1000 linear feet)89TBD Maintain safe bridges by having no load‐restricted bridges.00TBD Dollars obtained in grants annually to fund Transportation Investment Projects/Programs $7.8 mill $6.9 mill TBD FTE's:10.37 10.37 10.37 10.37 Dollars:1,357,977$ 1,391,561$ 1,597,719$ 1,688,986$  Composite rating by Public works Department employees in the annual Employee Survey.N/A 77.4 N/A Citizen requests referred to Public Works by the Mayor's Office will be responded to within the requested  time frame.  96 100 95 Division's expenditures are within budget.N/A 100 97 Public Works Administrator will respond to customer inquiries/complaints by the next business day.96 97 100 FTE's:3.00 3.00 2.00 2.00 Dollars:479,503$ 488,760$ 395,867$ 413,579$  Programs, Resources and Results NOTE:   Due to timing of available data, some of our indicators will be marked "TBD" until it is received City Service Area: Mobility Public Works Administration provides internal support and guidance to ensure City infrastructure is properly operated and maintained, needed infrastructure capital projects are built, the  City's Business Plan Goals are met and City policies and procedures are regularly followed. The City Council, through a public hearing process and in compliance with state law, annually adopts a program for creating the "linked, comprehensive network" for mobility.   It is called the  6‐Year Transportation Improvement Plan (TIP).  This plan is based on mandated City commitments that are in compliance with the state Growth Management Act (GMA) and requires that  the City provide transportation facilities (the mobility network) to serve the projected growth.  The work related to this program is actual design and construction of the mobility network,  securing  funding, permitting and limited project planning needed to qualify for external funding. Airport Operations is the overall daily operation, maintenance and management of the airport, which includes the planning and construction of the projects in the Airport Capital  Improvement Program (ACIP).  Airport Operations funds the salaries and wages, the cost of utilities, insurance, etc., and indirect payments to other City lines of business for services rendered  to the Airport. Desired Result:  I want safe and efficient access to all desired destinations, now and in the future.  Strategies to achieve the Result: Provide a comprehensive mobility network that connects to desired destinations.  Provide a well‐maintained condition of the mobility infrastructure. Provide efficient and safe operations of the mobility infrastructure.  Airport Operations Building the Mobility Network Public Works Department resources budgeted to support Airport Operations: Public Works Department resources budgeted to support Building the Mobility Network: Public Works Department resources budgeted to support Public Works Administration: Public Works Administration max. of 0 count min. of 90 percent max. of 0 count greater than 70 percent greater than 95 percent min. of 100 percent greater than 95 percent count of operations min. of 100 percent min. of 5 count max. of 0 count min. of $5,000,000 Renton Results - Mobility - Key Performance Indicators, Program Budgets and Performance Measures 2 - 28 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target City Service Area: Mobility Transportation Division's expenditures are within budget.100 100 TBD Develop Transportation workforce by providing training opportunities to a minimum percentage of staff  annually.80 100 TBD FTE's:2.50 2.50 2.50 2.50 Dollars:631,352$ 648,054$ 830,160$ 856,076$  N/A see Maintenance Programs N/A N/A N/A FTE's:5.45 5.45 5.45 5.45 Dollars:969,059$ 986,193$ 1,134,631$ 1,174,218$  Reduce or maintain the number of insurance claims against the City resulting from road damage N/A 23 23 Maintain a reasonable Overall Condition Index (Pavement) rating.70 72 73 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.N/A 100 100 FTE's:19.43 19.43 19.43 19.43 Dollars:3,334,001$ 3,451,454$ 4,088,735$ 4,208,615$  Percentage of Single Occupancy (SOV) commuters citywide is reduced.10.99TBD Promote public safety by maximizing percent of time signals are operational.  99 99 TBD Percentage reduction of pedestrian and bicycle accidents.100 5.3 TBD Reduce travel time on arterials.30.2TBD Maintain state of the art Police, Fire, and Public Works communication systems by meeting radio  emergency requirements.100 100 TBD FTE's:9.90 9.90 9.90 9.90 Dollars:2,271,970$ 2,273,726$ 2,215,442$ 2,276,977$  FTE's: 56.65 56.65 55.7 55.7 Dollars:10,423,547$ 10,645,305$ 11,963,084$ 12,377,415$  The Transportation Operations Maintenance Section has 129 traffic signals to maintain and equip with the most current and efficient hardware and electronic components along with  responding to problems that may occur with this equipment.  It must also maintain and inventory all the roadway traffic control devices including signing (300 per year), painted pavement  marking (105 miles) and 10,000 raised pavement markers along city streets.  Its duties include replacement of stolen street light copper wire from underground conduits, hanging of banners  on street light poles for various events and seasons, and the removal of graffiti from the City. Street section maintains, repairs, and constructs roadways, alleys, and all rights‐of‐way. Other duties include the control of vegetation, repair of guardrails and safety devices and responds to  all emergencies including snow & ice, flooding, wind storms and earthquakes. Public Works Maintenance Administration provides clerical, data entry, dispatching, inventory control, purchasing, scheduling and records keeping for all 7 sections at the Maintenance  Shops. They are the first line of communication the public has with our maintenance crews. All customer service and emergency related calls come through our Administrative front office.  Purchasing controls all inventories for all sections, purchases products, supplies, vehicles and equipment for the entire city to include Police, Fire, Community Services and Maintenance. Transportation Systems Administration provides administrative services, leadership and guidance to enable the Transportation Division to operate, plan, design, construct and maintain the  City's transportation system to ensure the public health and safety of the general public in a skillful, professional and caring manner, enhancing the lives if its residents and business  customers.   For a list of program revenue, expenditures ‐ including capital budgets ‐ please see the end of this section. Public Works Department resources budgeted to support Transportation Systems Admin: Public Works Department resources budgeted to support Public Works Maintenance Administration: Transportation Systems Administration Public Works Maintenance Administration Street Maintenance Transportation Operations Maintenance Section Public Works Department resources budgeted to support Street Maintenance: less than 10 count min. of 70 rating min. of 90 percent N/A min. of 5 percent min. of 1 percent min. of 100 percent Public Works Department resources budgeted to support Trans Operations Maintenance Section: City Resources budgeted to support the Mobility City Service Area min. of 1 percent min. of 99 percent min. of 100 percent min. of 90 percent Renton Results - Mobility - Key Performance Indicators, Program Budgets and Performance Measures 2 - 29 Renton Results Key Performance Indicators due to timing of available data, some of our indicators will be marked "TBD" until it is received 2015 2016                103.41                 103.41   $       62,011,753  $       63,096,920  30%30% Key Performance Indicators:  How can we measure the outcome of City‐Wide efforts?2010 2011 2012 2013 2014 Percent of residents and businesses rate quality of their  surroundings as good or excellent.*N/A 56% N/A N/A next survey  2015 Increase in tons of waste diverted to recycling 2% 28% 8% 87% 3% Pounds of recycled waste per person 216.35 271.42 283.07 490.89 TBD Reduction in Peak Water Usage ‐13%‐3%‐8%‐1% TBD Number of violations for all health‐related and aesthetic drinking  water regulations WA Department of Health 00000 General Information at a glance 2010 2011 2012 2013 2014 Peak Water Usage 12,826 12,476 11,445 12,361 TBD Tons of waste diverted to recycling 9,836 12,565 13,509 23,450 TBD Rates for Utility Systems (Water/Sewer)$            68.95 $            85.27 $            85.27  $            96.13 TBD  Ave. Daily Water Consumption (in thousands of gallons)6,750 6,650 6,483 6,553 TBD Resource Allocation 2010 2011 2012 2013 2014 Full Time Equivalent Employees (FTE's) budgeted 95.25 99.75 99.75 97.75 99.75 Operating Expenditures 45,379,538 52,430,123 52,897,150 58,330,585 59,426,599 Capital Expenditures 8,045,000 11,940,000 11,980,000 10,214,000 17,681,000 See the following pages for a listing of our programs in support of this City Service Area Adopted FTE's Operating Percent of Operating Budget *Residential and Business Community Survey conducted every three‐four years;next scheduled survey Adopted in 2015 Information by Year Utilities and Environment Desired Result:  I want to live, learn, work and play in a clean and green environment with reliable, affordable utility service. $0 $10 $20 $30 $40 $50 $60 $70 $80 $90 2010 2011 2012 2013 2014 Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 95.3 99.8 99.8 97.8 99.8 93 94 95 96 97 98 99 100 101 2010 2011 2012 2013 2014 FTE's Budgeted Number of FTE's Renton Results - Utilities and Environment - Key Performance Indicators, Program Budgets and Performance Measures 2 - 30 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target Permit review for single family applications completed within 2 weeks 75 40 TBD Permit review for commercial applications within 4 weeks 100 100 TBD Inspection requests receive response within 24 hours 98 97 TBD FTE's:10.00 10.00 11.66 11.66 Dollars:1,197,901$ 1,224,821$ 1,582,910$ 1,678,082$  Infrastructure plan review is completed within 3 weeks 90 53 TBD Completed responses to a customer service questionnaire rate their overall experience as "Good" or  better N/A N/A TBD FTE's:See above See above See above See above Dollars:See above See above See above See above Overall condition of the golf course is rated good to excellent in customer satisfaction survey 90 92 TBD Overall value of driving range facility is rated good to excellent in customer satisfaction survey 89 99 TBD Level of service in pro shop is rated good to excellent in customer satisfaction survey 94 100 TBD FTE's:9.50 9.50 9.50 9.50 Dollars:2,065,108$ 2,103,697$ 2,165,392$ 2,233,479$  N/A N/A N/A N/A N/A Dollars:400,661$ 400,660$ 400,660$ ‐$  min. of 85 percent min. of 85 percent min. of 95 percent min. of 80 percent minimum of 95 percent minimum of 95 percent minimum of 95 percent Community & Economic Development Department resources budgeted to support Development  Engineering: Community & Economic Development Department resources budgeted to support Building Permits &  Inspection Program: Community Services Department resources budgeted to support Golf Course: Public Works Department resources budgeted to support Golf Course Debt Service: Golf Course Debt Service The Maplewood Golf Course is managed, maintained and operated through an Enterprise Fund, all fees collected support the golf course operations and capital and major projects identified  in the adopted Long Range Plan (2000 ‐ 2015) to ensure a financially solvent facility.   The golf course operation includes maintaining 110 acres of developed 18‐hole /par 72 golf course, 80  acres of open space land, an 11,560 sq. ft. thirty stall driving range/cart storage facility, a fleet of 50 golf carts, maintenance office, maintenance facility with 45 pieces of rolling stock, a  15,508 square foot clubhouse that includes a full service pro shop, restaurant, bar, patio and banquet facilities. The entire facility serves over 310,000 people annually. This program provides plan review, building permits and field inspection services for all private and public development building projects within the City of Renton.  Permits include building,  electrical, plumbing, heating, air conditioning, sprinklers, refrigeration, demolition and signs.  Enforcement of the building codes ensures the safety of our residents in the built environment. This program provides plan review, construction permits and field inspection services for all private and public utilities, transportation, franchise utilities, storm water, and grading projects  within the City of Renton.  Permits include franchise permits for gas, electricity, telephone and cable.  Enforcement of the construction standards and associated codes ensures the safety of  our residents in the built environment.  Inspection of newly installed facilities reduces long term maintenance costs, as well as proper operations of the new facilities.  Plan review and  inspection of new storm drainage facilities ensures proper environmental protection of downstream water resources and minimizes flood hazards to the community. Desired Result:   I want to live, learn, work and play in a clean and green environment with reliable, affordable utility service. Strategies to achieve the Result: Well maintained neighborhoods, properties and environment.   Manage solid waste Operate and maintain piped utility infrastructure Environmental conservation, education and outreach Development Engineering Building Permits & Inspection Program Golf Course INTERFUND LOAN FROM GENERAL FUND TO MUNICIPAL GOLF COURSE SYSTEM FUND The remaining bonds of the Golf Course Revenue Refunding Bonds, Series 1999 were retired early using General Fund resources (Resolution #4070). The Municipal Golf Course Fund will repay  the General Fund for the principal plus interest at a rate of 2.2476% over a period of five (5) years beginning 12/1/2011. Programs, Resources and Results NOTE:   Due to timing of available data, some of our indicators will be marked "TBD" until it is received City Service Area: Utilities and Environment Renton Results - Utilities and Environment - Key Performance Indicators, Program Budgets and Performance Measures 2 - 31 City Service Area: Utilities and Environment Customer satisfaction surveys rate the quality of ROW landscaping as average or higher.94 76 TBD Percentage of priority tree request work orders completed.64 44 TBD Customer satisfaction surveys rate the distribution (location) of parks as good or higher.                             83 75 TBD Customer satisfaction surveys rate the level or trail connectivity and access in Renton as good or higher.83 74 TBD Customer satisfaction surveys rate the cleanliness and appearance of Renton’s open space and natural  areas as good or higher.87 82 TBD Customer satisfaction surveys rate the range/type of park amenities offered as good or higher.87 86 TBD FTE's:3.40 3.40 3.40 3.40 Dollars:696,886$ 717,440$ 837,640$ 890,862$  City's combined residential utility rates (water, wastewater, surface water, solid waste) shall be in the  lower 50 percentile as compared with the rates of our neighboring jurisdictions.25 <25th <25th FTE's:see mobility see mobility see mobility see mobility Dollars:see mobility see mobility see mobility see mobility Increase residential recycling annual tons collected per capita.1 ‐2 ‐1 Increase residential organics collection per capita.5 ‐12 ‐5 Decrease solid waste tons disposed per capita.2 ‐12 Increase commercial recycling annual tons collected.14 1 3 FTE's:2.00 2.00 2.00 2.00 Dollars:15,592,129$ 15,899,898$ 16,044,163$ 16,481,620$  Number of times the Solid Waste Litter Control Staff works through the entire city per year.N/A N/A TBD FTE's:1.00 1.00 1.00 1.00 Dollars:281,948$ 298,711$ 295,421$ 304,842$  Capital Improvement Program completed within schedule and budget.85 64 63 Development plan and permit reviews completed within 10 business days of receipt.80 90 85 Requests for system information provided within 2 business days.85 100 100 Maintain asset inventory – input data within 10 business days of notice of completion.90 95 95 Maintain Surface Water NPDES permit compliance in the Surface Water Utility.100 100 100 Maintain a Community Rating System (CRS) classification rating of 6 or better which results in a 20% (or  better) discount on federal flood insurance rates.665 FTE's:8.00 8.00 9.00 9.00 Dollars:2,764,213$ 2,908,399$ 3,257,199$ 3,399,537$  min. of 4 count percent of budgeted min. of 80 percent min. of 80 percent min. of 80 percent Public Works Department resources budgeted to support Solid Waste Litter Control: Public Works Department resources budgeted to support Surface Water Engineering and Planning: Community Services Department resources budgeted to support Parks Planning, Urban Forestry and Na  Res: Surface Water Engineering and Planning min. of 100 percent min. of class 6 rating (class 1 is highest of 10) Parks Planning, Urban Forestry and Natural Resources Public Works Administration Solid Waste Collection Solid Waste Litter Control Public Works Department resources budgeted to support Public Works Administration: Public Works Department resources budgeted to support Solid Waste Collection: min. of 80 percent min. of 75 percent min. of 70 percent min. of 75 percent min. of 75 percent less than 50 percent increase of 3 percent increase of 3 percent reduction of 1 percent Solid Waste Litter Control Staff works through the entire city once every three months in order to promote a clean environment, with reduced or no litter on any city right‐of‐way.  The Solid Waste Collection program is a comprehensive program consisting of mandatory collection of residential and commercial garbage, recycling, and organics.  Included in the program  are in‐house recycling, recycling events for large or unusual items, and a reuse exchange event. Public Works Administration provides internal support and guidance to ensure City infrastructure is properly operated and maintained, needed infrastructure capital projects are built, the  City's Business Plan Goals are met and City policies and procedures are regularly followed. The Parks Planning and Natural Resources Division promotes a healthy and welcoming atmosphere for families and businesses, and maintains for public safety, environmental protection,  education and enjoyment 674 acres of natural areas,140,000 street, park and natural area trees, and facility and right of way landscaping at 42 locations. increase of 2 percent The Surface Water Utility Engineering Section is responsible for the planning, designing, permitting, and construction of surface water management projects, developing watershed  management plans/studies and other programs to reduce flooding, protect public safety, reduce property damage, protecting water quality and habitat, which preserves the  recreational/aesthetic beneficial uses of the City's streams, lakes, rivers and wetlands. Renton Results - Utilities and Environment - Key Performance Indicators, Program Budgets and Performance Measures 2 - 32 City Service Area: Utilities and Environment The percent increase in cost of pipe system and lift station major maintenance and emergency repairs will  not increase substantially over the prior three‐year average.N/A 10 TBD Reduce or maintain the number of insurance claims against the City resulting from Surfacewater  damage.N/A 3 TBD Respond to surface water emergencies within one hour.N/A 100 TBD FTE's:13.20 13.20 15.20 15.20 Dollars:2,332,169$ 2,587,013$ 2,609,633$ 2,764,002$  Respond to citizen inquiries or requests for information within one business day.96 95 96 Utility costs at midpoint or less when compared to other local jurisdictions.yes yes yes Protect Renton’s utility interests in the region by participating in a high percentage of regional meetings,  forums, and advisory groups.91 90 90 Develop Utility Systems workforce by providing training opportunities to a minimum percentage of staff  annually.96 84 72 FTE's:3.00 3.00 3.00 3.00 Dollars:805,441$ 815,842$ 930,125$ 995,954$  Capital Improvement Program completed within schedule and budget.83 54 64 Meet Department of Ecology regulations.100 100 100 Manage asset inventory – input data within 10 business days of notice of completion.96 100 100 Requests for Wastewater system information provided within 2 business days of receipt.75 100 100 Development Plans and permit reviews completed within 5 business days of receipt.99 100 95 Maintain or reduce the number of insurance claims against the City resulting from grease plug backups.new 2015 new 2015 new 2015 FTE's:4.50 4.50 5.50 5.50 Dollars:2,643,236$ 2,717,613$ 2,784,635$ 2,878,279$  The percent increase in cost of pipe system and lift station major maintenance and emergency repairs will  not increase substantially over the prior three‐year average.N/A 10 10 Reduce or maintain the number of insurance claims against the City resulting from Wastewater damage.N/A 3 3 Respond to wastewater emergencies within one hour.N/A 100 TBD Percentage of surface water catch basins in all circuits are cleaned in compliance with NPDES Permit  requirements new 2015 new 2015 new 2015 FTE's:6.95 6.95 6.95 6.95 Dollars:1,304,856$ 1,328,754$ 1,564,527$ 1,615,558$  less than 2 percent max of 5 count min. of 95 percent min. of 100 percent Public Works Department resources budgeted to support Wastewater Maintenance: Public Works Department resources budgeted to support Surface Water Maintenance: Public Works Department resources budgeted to support Utility Systems Administration: Public Works Department resources budgeted to support Wastewater Engineering and Planning: Surface Water Maintenance Utility Systems Administration Wastewater Engineering and Planning Wastewater Maintenance within 100 percent min. of 6 count min. of 90 percent min. of 95 percent yes min. of 90 percent min. of 25 percent percent of budgeted min. of 100 percent The Wastewater Maintenance Section maintains, repairs and constructs sewer lines, manhole structures and other structures that aid in the collection of sewage. Additional responsibilities  are TV/line inspection and lift station monitoring, repairs and maintenance. Crew is on‐call 24 hours for emergency response. The Wastewater Engineering and Planning program manages all aspects of the planning and engineering related functions for the wastewater system to ensure that reliable wastewater  service is provided for today's flows as well as accommodating the future growth flows. The Section works in close cooperation with the City's Wastewater Maintenance Section as a team to  ensure all of these goals are met. The Utility Administration provides administrative services, leadership and guidance to enable the Utility Systems Division to function in a safe, reliable, and cost‐effective manner.    Surface Water maintains, repairs, and constructs storm water collection systems eliminating flooding issues citywide. Surface Water operates and maintains storm water lift stations. The  Surface Water crew is on call 24 hours a day for all emergencies pertaining to storm water run‐off, pollution control, and flooding.  min. of 80 percent min. of 80 percent min. of 80 percent number of claims Renton Results - Utilities and Environment - Key Performance Indicators, Program Budgets and Performance Measures 2 - 33 City Service Area: Utilities and Environment Capital Improvement Program completed within schedule and budget.85 90 85 Water quality meets all health‐related and aesthetic drinking water regulations administered by the State  Department of Health as indicated by number of violations.000 Maintain valid Public Water System annual operating permit with highest category ranking.100 100 100 Development plans and permit reviews completed within 5 business days of receipt.95 100 95 Requests for water system information provided within 2 business days of receipt.90 100 90 Maintain asset inventory – input data within 5 days of completion 70 95 95 Reduce annual average per capita water consumption 1 100 TBD Annual percent reduction of water that is not revenue generating (e.g., pumped, leaks, or otherwise not  billed)1 100 TBD FTE's:6.00 6.00 6.00 6.00 Dollars:3,503,071$ 3,655,101$ 3,533,158$ 3,705,990$  Water quality to meet or exceed federal and state regulatory requirements.N/A 100 100 Restore water service within 4 hours during emergency shut downs.N/A 100 100 Drop‐in meters are installed within 5 working days from the customer's request.N/A 100 100 New water service meters are installed within 3 weeks from the customer's request. N/A 100 100 Complete (respond and repair) customer requests for service on water leaks within 3 business days.N/A 100 100 FTE's:25.30 25.30 25.30 25.30 Dollars:5,076,597$ 5,196,183$ 5,418,443$ 5,629,599$  N/A N/A N/A N/A Dollars:918,149$ 740,036$ 728,557$ 627,673$  Average Utility Billing aged accounts receivable (over 90 days) as percent of annual revenue.0.07 0.06 0.09 New Utility Billing accounts will be set up within five business days of notification (via final permit, email,  etc.).94 81.9 TBD A minimum satisfaction rating from internal Utility Billing customers N/A 80 N/A A minimum satisfaction rating from external Utility Billing customers new 2015 new 2015 new 2015 Utility Billing customer calls will be answered within 5 minutes.96 96 98 FTE's:4.90 4.90 4.90 4.90 Dollars:556,250$ 574,037$ 602,159$ 631,145$  percent of budgeted less than 1 percent min. of 95 percent min. of 80 percent min. of 80 percent min. of 95 percent N/A Public Works Department resources budgeted to support Water Engineering and Planning: Public Works Department resources budgeted to support Water Maintenance: Public Works Department resources budgeted to support Public Works Trust Fund Loan Debt: Water Engineering and Planning Water Maintenance Public Works Trust Fund Loan Debt max. of 0 count min. of 100 percent min. of 80 percent min. of 80 percent min. of 80 percent reduction of 1 pcnt reduction of 1 pcnt min. of 100 percent min. of 98 percent min. of 98 percent min. of 98 percent Utility Billing provides billing, customer service, and collection of the City's water, wastewater, and storm water, as well as King County's wastewater treatment charges and contracted  garbage services to over 28,530 customers.   Collection for water, wastewater, and storm water support the administration, maintenance, and capital improvements to the City's waterworks  systems.  The Cashier receipts a wide variety of payments, audits and balances deposits, and issues petty cash. Utility Billing and Cashiering Administrative Services Department resources budgeted to support Utility Billing and Cashiering: As of December 31, 2014, the City has $3,951,674 in public works trust fund loans principal outstanding debt.  The public works trust fund loan debt of the City has been incurred through eight  (8) different loans.  The debt service for these loans is accounted for in the Waterworks Utility Funds. See the Debt section later in this document for details. Water Maintenance maintains, repairs and constructs all systems used in water distribution, metering and treatment. This includes all main line, meters, reservoirs, well pump stations,  telemetry systems and treatment plants citywide. The Water Maintenance crew is on call 24hours to respond to all water related emergencies. Responsible for securing and developing adequate water supply and infrastructure to meet future water demand within the City's water service area; planning, design, permitting and  construction management of water capital improvement projects and programs to deliver good quality of safe drinking water at a reasonable cost to our customers and in sufficient and  reliable quantity for fire protection to Renton's residences and businesses.  min. of 98 percent Renton Results - Utilities and Environment - Key Performance Indicators, Program Budgets and Performance Measures 2 - 34 City Service Area: Utilities and Environment N/A N/A N/A N/A Dollars:3,065,268$ 3,056,056$ 2,618,408$ 2,621,576$  N/A N/A N/A N/A FTE's:0.00 0.00 0.00 0.00 Dollars:15,126,703$ 15,202,336$ 16,638,722$ 16,638,722$  FTE's: 97.75 97.75 103.4 103.4 Dollars:58,330,586$ 59,426,597$ 62,011,753$ 63,096,920$  City Resources budgeted to support the Utilities and Environment  City Service Area For a list of program revenue, expenditures ‐ including capital budgets ‐ please see the end of this section. Public Works Department resources budgeted to support King County Metro Fund: N/A Public Works Department resources budgeted to support Waterworks Revenue Bond Debt: Waterworks Revenue Bond Debt King County Metro Fund This is the City's agreement with King County's Wastewater Treatment Division As of December 31, 2014, the City has $29,610,000 in waterworks principal revenue bond debt outstanding.  This revenue bond debt of the City has been incurred through six (6) different  bond issues.  The debt service for all Water/Sewer Revenue Bonds is accounted for in the Waterworks Revenue Bonds Funds.  See the Debt section later in this document for details. Renton Results - Utilities and Environment - Key Performance Indicators, Program Budgets and Performance Measures 2 - 35 Renton Results Key Performance Indicators due to timing of available data, some of our indicators will be marked "TBD" until it is received 2015 2016                  82.56                   82.56   $       13,303,904  $       11,871,156  6%6% Key Performance Indicators:  How can we measure the outcome of City‐Wide efforts?2010 2011 2012 2013 2014 Percent of targeted employees who attend trainings  offered by Human Resources.  new 2012 new 2012 70% 95% TBD Percent of employees reporting that they have tools  needed to provide services new 2011 87% N/A 85% N/A Internal Services are less than fifteen percent of total  expenditures budgeted 14.7% 13.1% 13.5% 8.0% 8.0% Maintain or improve the City's S&P rating of General  Obligation and Revenue Bonds  AA/AA+ AA/AA+ AA/AA+ AA/AA+ AA/AA+ Percent of repairs that are unscheduled repairs for City  vehicles and motorized equipment fleet 7.10% 5.70% 8.70% 7.80% TBD Technology systems have 95% uptime, data availability  and accuracy.new 2012 new 2012 98% 99% 99% Resource Allocation 2010 2011 2012 2013 2014 Full Time Equivalent Employees (FTE's) budgeted 84.63 82.73 82.73 77.4 77.4 Operating Expenditures 26,602,656 11,324,048 11,574,810 12,737,722 12,040,115 Capital Expenditures 455,000 30,000 307,000 100,000 0 Adopted FTE's Operating Percent of Operating Budget * Residential and Business Community Survey conducted every three‐four years; next scheduled survey Adopted in 2015 Information by Year Internal Support Desired Result:  I want City departments to have the means to operate efficiently and effectively in a safe and sustainable  manner.  See the following pages for a listing of our programs in support of this City Service Area $0 $5 $10 $15 $20 $25 $30 2010 2011 2012 2013 2014 Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 84.6 82.7 82.7 77.4 77.4 72 74 76 78 80 82 84 86 2010 2011 2012 2013 2014 FTE's Budgeted Number of FTE's Renton Results - Internal Services - Key Performance Indicators, Program Budgets and Performance Measures 2 - 36 Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target Recruitment process is rated as "good or excellent" by New Hires and Promoted employees. 100 100 TBD Recruitment process is rated as "good or excellent" by Hiring Managers new 2015 new 2015 new 2015 Percentage of new hires or promotions retained past their probationary period.  new 2015 new 2015 new 2015 Number of weeks to recruit and fill non‐civil service positions, from posting date to when job offer is  extended.  new 2015 new 2015 new 2015 Number of unique training courses provided by HR/RM new 2015 new 2015 new 2015 FTE's:5.00 5.00 6.00 6.00 Dollars:968,935$ 988,962$ 1,198,020$ 1,239,612$  Claims processing (Healthcare Management Administrator) customer service will result in "good or  excellent" rating by employees.N/A N/A TBD Participation of employees in Wellness events new 2015 new 2015 new 2015 FTE's:1.75 1.75 2.75 2.75 Dollars:12,640,169$ 13,795,876$ 14,656,608$ 15,888,711$  Maintain or reduce the annual number of Workers Compensation Claims new 2015 new 2015 new 2015 Complete a safety inspection of each City‐owned facility annually 42 78 50 FTE's:2.25 2.25 2.25 2.25 Dollars:3,060,354$ 3,100,376$ 3,596,844$ 3,511,859$  Month end will be closed and reports available to customers by the 20th day of each month. 66 25 TBD Accuracy of the Financial Statements as measured by the number of management letter  recommendations and audit findings.00TBD Correcting Journal Entries will be reduced 279 222 182 FTE's:1.30 1.30 1.50 1.50 Dollars:232,377$ 241,773$ 299,175$ 310,234$  Human Resources and Risk Management Department resources budgeted to support Benefits: Human Resources and Risk Management Department resources budgeted to support Risk Management: Human Resources/Risk Management Administration Benefits Risk Management Accounting and Auditing Administrative Services Department resources budgeted to support Accounting and Auditing: min. of 100 percent min. of 40 percent min. of 90 percent yes The Budget, Accounting, and Reporting section of Finance prepares financial statements that reflect the financial status of the City.  These statements are for the use of customers, both  internal and external, to evaluate financial health and ascertain that public assets are being well managed. min. of 60 percent max. of 0 count data only The Risk Management division works to protect the City against the loss of or damage to City assets and promotes the safety of employees while working in their jobs and the safety of the  public while using City facilities.   The Americans with Disabilities Act (ADA) Coordinator's duties reside with the Risk Manager and assures leadership and the City's full compliance with Title  II regulations. Risk Management also provides oversight to the City's workers' compensation program and assures that the Accident Prevention Program is fully compliant with current safety  and health regulations. The Benefits division administers and maintains the City's self‐funded medical, dental and vision plan, 457 deferred compensation plans, the DRS retirement plans, life insurance, long term  disability insurance, 125 flexible spending plan, and the employee assistance program. The Wellness program provides resources for City employees to develop and maintain a healthy  lifestyle.  Wellness activities include employee education, wellness competitions, health fair, healthcare screenings, and flu shots and allows employees opportunities for on‐site exercise.   Another component to the Benefits division includes managing leaves of absence such as FMLA, and providing accommodation under the ADA. Human Resources (HR) Administration provides programs and services that address recruitment and selection, new hire orientation, classification and compensation, employee and labor  relations, grievance processing, employment policies and laws, training, employee recognition, and human resources/payroll data entry and maintenance. The HR Administration also  provides training on rules, laws and regulations for all employees; and designs, evaluates and updates the City's Human Resources policies and procedures to provide a foundation for  management decisions. min. of 90 percent min. of 90 percent less than 8 weeks min. of 7 min. of 80 percent Programs, Resources and Results NOTE:   Due to timing of available data, some of our indicators will be marked "TBD" until it is received City Service Area: Internal Support Desired Result:   I want City departments to have the means to operate efficiently and effectively in a safe and sustainable  manner.  Strategies to achieve the Result: Highly qualified, healthy, well‐trained and productive workforce Functional work environment Fiscal Support and Accountability Safeguard public interests and assets Renton Results - Internal Services - Key Performance Indicators, Program Budgets and Performance Measures 2 - 37 City Service Area: Internal Support Financial status reports produced monthly and quarterly will be published by the 25th of the following  month. 17 0 TBD Minimum rating on overall employee satisfaction with Budget and Financial Reporting customer service N/A 81 N/A Variance of actual revenue versus budgeted in the General Fund.2.1 6 TBD FTE's:3.30 3.30 4.10 4.10 Dollars:388,585$ 409,165$ 570,258$ 601,226$  Vendors will be paid within 45 days of invoice date. 91 90 TBD Internal customers of Accounts Payable rate overall customer services as good or better.N/A 84 N/A External customers of Accounts Payable rate overall customer services as good or better. new 2014 new 2014 99 Internal customers of Accounts Receivable rate overall customer services as good or better.N/A 75 N/A External customers of Accounts Receivable rate overall customer services as good or better. new 2015 new 2015 new 2015 Percent of average aged balances over 90 days versus annual billing for intergovernmental customers new 2015 new 2015 new 2015 Percent of average aged balances over 90 days versus annual billing non‐intergovernmental customers.new 2015 0.2 TBD Total dollar amount of Accounts Receivable balances written off annually.  15856.49 0 TBD FTE's:4.50 4.50 4.00 4.00 Dollars:418,334$ 438,485$ 414,867$ 450,287$  Core Investment Portfolio Yield 0.95 0.93 1.1 FTE's:0.90 0.90 0.90 0.90 Dollars:179,398$ 182,224$ 677,499$ 683,866$  Maintain or improve the City's credit rating of AA (S&P's) for General Obligation Bonds and AA+ (S&P's)  for Revenue Bonds.  AA/AA+ AA/AA+ AA/AA+ FTE's:1.50 1.50 1.50 1.50 Dollars:450,211$ 463,022$ 503,301$ 517,068$  Minimum rating on overall employee satisfaction with Payroll services as measured through a  departmental survey. N/A 76 N/A FTE's:1.50 1.50 1.50 1.50 Dollars:118,159$ 124,461$ 143,283$ 151,195$  Asset, Debt, and Treasury Management Administrative Services Department resources budgeted to support Finance Administration: Administrative Services Department resources budgeted to support Finance Operations: Administrative Services Department resources budgeted to support Payroll: Budgeting and Financial Planning Administrative Services Department resources budgeted to support Budgeting and Financial Planning: Administrative Services Department resources budgeted to support Asset, Debt, and Treasury  Management: Finance Administration Finance Operations Payroll min. of 80 percent min. of 80 percent min. of 80 percent min. of 80 percent less than 1 percent less than 1 percent less than 10000 dollar min. of 95 percent data only within 1 percent yield min. of 60 percent min. of 80 percent On behalf of the Community and all City Departments, the Budgeting, Accounting and Reporting section of Finance works to encourage stewardship, promote financial accountability, and  ensure fiscal compliance with federal, state and local laws by providing financial consulting services for all departments on programmatic issues, such as identifying appropriate fees for  service, fiscal contract reviews, financial problem solving, revenue analysis, as well as monitoring and tracking of budgetary line‐items. The Operations section of Finance ensures accurate and timely collection of customer accounts (Accounts Receivable), payment of City bills (Accounts Payable) as well as contract and project  accounting for Departments. The Administration section manages the Finance Division Administrative Service Department to provide a high level of support to the City's customers and operations; training; monitoring;  oversight; accountability; and transparency in order to enhance the efficient use of community resources and maintain high credibility in City financial management. The purpose of this program is to support stewardship of City assets and obligations.   Payroll processes semi‐monthly payrolls that include benefit processing for all City employees.  The City has 5 labor contracts, as well as non‐represented and management employees, and  more than 350 supplemental/seasonal employees.  In addition to ensuring that wages are accurate, Payroll is responsible for ensuring that medical benefits, retirement, deferred  compensation, and various other employee reimbursement programs are filed and paid in a timely manner. min. of 80 percent Renton Results - Internal Services - Key Performance Indicators, Program Budgets and Performance Measures 2 - 38 City Service Area: Internal Support Number of internal documents (contracts including lease agreements, MOU's, etc.) that are executed or  recorded new 2015 new 2015 new 2015 Internal Customer service survey indicates Good or Better customer satisfaction.new 2013 86 TBD FTE's:see Rep. Gov't see Rep. Gov't see Rep. Gov't see Rep. Gov't Dollars:see Rep. Gov't see Rep. Gov't see Rep. Gov't see Rep. Gov't Percent of budgeted Applications and Database Services projects implemented within schedule and  budget.80 80 50 Applications and Database Services customers rate implementation process as meeting or exceeding  expectation in post implementation surveys.N/A 75 80 Respond to user Application and Database Service support calls within two hours or less during normal  business hours.90 90 90 Number of Applications and Database Services training and sharing hours attended by four or more staff,  per year,  improving staff competency and operating efficiency.30 35 35 FTE's:4.00 4.00 4.00 4.00 Dollars:1,325,742$ 1,290,078$ 1,391,720$ 1,374,484$  Average customer satisfaction rating of Service Desk Support service per annual survey.80 82 N/A Respond to user Service Desk Support calls within two hours or less during normal business hours.90 90 90 Resolve Service Desk Support service requests within one business day 80 85 85 FTE's:2.00 2.00 3.00 3.00 Dollars:536,696$ 542,262$ 613,366$ 582,697$  Percent of system availability (network "uptime") as provided by System Services.  98 99 99 System Services response to user support calls will be within 2 hours or less during normal business hours.85 90 90 Percent of budgeted System Services projects implemented within schedule and budget.85 95 95 Average rating of customers satisfaction with System Services per annual survey.N/A 77 N/A FTE's:3.00 3.00 4.00 4.00 Dollars:474,898$ 485,017$ 626,110$ 659,576$  N/A N/A N/A N/A FTE's:1.00 1.00 1.00 1.00 Dollars:405,412$ 411,176$ 428,276$ 436,765$  Administrative Services Department resources budgeted to support Service Desk Support: Administrative Services Department resources budgeted to support System Services: Administrative Services Department resources budgeted to support Telecommunications: Applications and Database Services City Clerk Administrative Services Department resources budgeted to support Applications and Database Services: Administrative Services Department resources budgeted to support City Clerk: min. of 80 percent Service Desk Support System Services Telecommunications N/A min. of 99.5 percent min. of 90 percent min. of 90 percent min. of 80 percent min. of 90 percent min. of 90 percent This program analyzes and automates the City's businesses utilizing software applications and data base services, including in‐house programming development. Other services include  business needs/process analysis, vendor/system evaluation, develop and process RFP, coordinate systems implementation, training and support, develop special reports and interface  between applications. min. of 90 percent min. of 90 percent min. of 90 percent min. of 48 count  The City Clerk serves as the city's Public Records Officer and is in charge of the operations of the City Clerk Office which includes operational support for the City Council, documenting and  maintaining the official record; to serve as an information, referral, and document resource center for citizens and staff; and is the city's official records management office. data only min. of 80 percent Maintain and support all telecommunication systems, including VOIP phone switches, Voice mail, unified communications, automated call distributing, maintain all staff phone moves,  additions, and changes, coordinate/support new wiring and phone system programming. Other communication services include tracking and maintaining all City cell phones and cellular  data services, various connections to voice service provider, long distance services, and various security lines. This program monitors, maintains, and enhances the City's technology infrastructure for all voice and data communication. The responsibilities include; networking services (LAN, WLAN,  MAN), network security (SPAM, virus, intrusion, and access control), file, print, SQL, web servers and data protection, disaster recovery, local and interlocal wiring( UTP, Coax, Fiber), eMail,  eArchive, VOIP communication systems and future development and enhancement of core systems. The Service Desk program provides the first line of response and customer support and equipment service for all technology issues. This program also configures and deploys over 130  computers each year to staff, maintains Police and Fire mobile computers, deploys and supports all City printers, copiers, and all other edge devices. This program is in charge of adding and  removing staff's access to the network, managing all the end users technology assets, supports cellular, mobile devices, and multi‐media.  Renton Results - Internal Services - Key Performance Indicators, Program Budgets and Performance Measures 2 - 39 City Service Area: Internal Support Number of mission critical and efficiency improvement Information Technology strategic plan projects  implemented within budget and general timeframe.357 Number of general Information Technology training sessions attended by six or more staff, per year,  improving overall city user competency and operating efficiency.41010 Average customer satisfaction rating with Information Technology service per annual survey.N/A 78 80 Percentage of information technology users surveyed who indicate that a technology initiative has  improved their efficiency.N/A N/A N/A FTE's:2.50 2.50 1.50 1.50 Dollars:329,079$ 335,955$ 371,563$ 429,893$  Average customer satisfaction rating of Enterprise GIS services per annual survey.N/A 81 85 Number of GIS user training and sharing hours attended by four or more staff, per year, improving staff  competency and operating efficiency.50 30 30 Respond to GIS user support calls within two hours or less during normal business hours.90 90 90 Percent of budgeted Enterprise GIS projects implemented within schedule and budget.90 95 95 FTE's:2.00 2.00 3.00 3.00 Dollars:323,131$ 328,479$ 439,829$ 460,921$  Customer surveys will indicate that Maps & Reports are timely, accurate and complete. new 2015 new 2015 new 2015 Customer surveys will indicate that technical documentation and is accessible, effective and thorough. new 2015 new 2015 new 2015 Bonds & sureties are handled in conformance with statutory requirements. new 2015 new 2015 new 2015 Property and Technical Services review of development proposals are processed within two weeks. 95 95 TBD City's property (zoning, right of way, annexations) database is updated within two weeks of notification.100 99 TBD FTE's:2.00 2.00 3.66 3.66 Dollars:248,355$ 258,077$ 449,327$ 476,833$  N/A N/A N/A N/A FTE's:1.00 1.00 0.00 0.00 Dollars:684,000$ 610,000$ 771,000$ 768,000$  Performance evaluations are timely completed and filed with Human Resources.100 100 75 The Civil Section meets its performance measures. new 2015 new 2015 new 2015 The Prosecution Section meets its performance measures new 2015 new 2015 new 2015 Department expenditures are within budget.98 100 TBD FTE's:2.00 2.00 2.00 2.00 Dollars:673,569$ 435,909$ 472,632$ 485,691$  IT Capital Community and Economic Development Department resources budgeted to support Technical and  Property Services: City Attorney Department resources budgeted to support City Attorney Administration: Administrative Services Department resources budgeted to support Enterprise GIS: Administrative Services Department resources budgeted to support IT Administration: Technical and Property Services City Attorney Administration Enterprise GIS min. of 95 percent min. of 95 percent IT Administration N/A Administrative Services DepartmentResources budgeted to support IT Capital: min. of 98 percent min. of 100 percent min. of 80 percent min. of 95 percent min. of 4 count min. of 90 percent min. of 48 count min. of 90 percent Enterprise GIS manages the City's Geographic Information System (GIS) and the City's cooperative, multi‐department, enterprise GIS efforts.  The Enterprise GIS team provides  efficient, high‐quality GIS leadership, coordination, infrastructure, and services to meet the business needs of our customers and clients within the City and the communities we  serve. min. of 80 percent This program is responsible for the City's Information Technology operations, administration and services. This division is responsible for supporting the City's goals and needs through  technology and automation, along with the city‐wide technology needs assessment, project planning, and prioritization of internal, local and regional technology efforts. min. of 8 count min. of 85 percent min. of 85 percent The City Attorney Department is generally divided between representation by four attorneys in Municipal Court and three attorneys in civil matters. The City Attorney interacts in a  cooperative manner with the Mayor, City Council, other administrators and division heads.  The Technical Services and Property Services work group is an internal support group responsible for a variety of mapping, land surveying and technology support functions, relating to the  work of several departments. min. of 90 percent min. of 85 percent min. of 95 percent Renton Results - Internal Services - Key Performance Indicators, Program Budgets and Performance Measures 2 - 40 N/A N/A N/A N/A FTE's:1.50 1.50 1.50 1.50 Dollars:400,686$ 403,728$ 420,448$ 428,218$   Minimize “comeback” repairs, as a percentage of the total repairs new 2015 new 2015 new 2015 Turn‐around time, percentage of work orders completed in less than 72 hours new 2015 new 2015 new 2015 FTE's:10.90 10.90 10.90 10.90 Dollars:2,755,598$ 2,853,224$ 2,925,894$ 2,992,979$  N/A, see Fleet Services Operation & Maintenance N/A N/A N/A Dollars:1,490,000$ 1,041,000$ 2,831,000$ 1,473,000$  Square feet of coverage per employee (IFMA 60th percentile)21832 23141 TBD Employee satisfaction survey % positive 76 64 TBD FTE's:14.00 14.00 14.00 14.00 Dollars:1,223,992$ 1,261,643$ 1,463,447$ 1,540,100$  Customer service survey satisfaction ‐ turnaround time 80 48 TBD Customer service survey ‐ timeliness of response 78 52 TBD Number of Helpdesk Projects complete 1,737 2,158 TBD FTE's:9.50 9.50 9.50 9.50 Dollars:3,006,530$ 2,808,811$ 3,454,553$ 3,386,845$  N/A N/A N/A N/A Dollars:240,475$ 225,475$ 210,475$ 200,475$ Administrative Services DepartmentResources budgeted to support Fire Pension: Fire Pension Executive Department resources budgeted to support Communication ‐ Print and Mail Services: Public Works Department resources budgeted to support Fleet Services Operation & Maintenance: Fleet Services Operation & Maintenance Fleet Services maintains the City fleet to current level of service with resources available. Custodial Services Facilities Technical Maintenance Communication ‐ Print and Mail Services Community Services Department resources budgeted to support Custodial Services: Community Services Department resources budgeted to support Facilities Technical Maintenance: min. of 1653 count N/A Public Works Department resources budgeted to support Fleet Services Capital Recovery: N/A max. of 5% min. of 80% N/A max. of 20424 count min. of 78 percent min. of 75 percent min. of 74 percent This program prints and mails utility bills, creates publications that make it possible to communicate with the public, promotes key city programs and produces many mandated forms and  publications (such as the budget documents and those used by the Courts, Police, etc.) and others that are needed to function day to day city operations. This program assures safe, sustainable, cost effective and comfortable City facilities for employees and the public.  City assets are protected and preserved to the highest cost‐benefit  condition provided by the budget.  Staffing standards assure reasonable response times at three prioritized service levels.  To insure timeliness for significant repairs, or that require  expensive specialized equipment, outsourced contractors and vendors are used to perform some of the work. This program assures sanitary, sustainable, cost‐effective and comfortable facilities for both the public and City employees, support for special events, and best value purchasing of  commodities. Fleet Services maintains the City fleet to current level of service with resources available. Fleet Services provides safe, reliable vehicles and equipment for Maintenance, Police, Fire, Community Services, and City Hall. They provide quick, complete repairs of all vehicles and  equipment, and perform preventative maintenance to reduce the number of repairs and ensure safe reliable operation. They also provide in and out service of new and old equipment and  vehicles, record and schedule fuel deliveries and internal coordination with other divisions citywide on vehicle purchases. Renton Results - Internal Services - Key Performance Indicators, Program Budgets and Performance Measures 2 - 41 City Service Area: Internal Support Services provided through internal business units (Internal Service Funds).  Expenditures are deducted  to  show the net impact on City's resources.N/A N/A N/A Dollars:(27,505,553)$ (29,961,148)$ (34,588,681)$ (35,846,391)$  FTE's: 77.4 77.4 82.6 82.6 Dollars: 5,069,132$ 3,074,030$ 4,340,814$ 3,204,144$  Resources budgeted to support Internal Service Fund/Interfund Transactions only: City Resources budgeted to support the Internal Support  City Service Area Internal Service Fund/Interfund Transactions only N/A For a list of program revenue, expenditures ‐ including capital budgets ‐ please see the end of this section. Renton Results - Internal Services - Key Performance Indicators, Program Budgets and Performance Measures 2 - 42 FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ Court Services Probation 1.00       120,680          145,000          1.00 126,987          145,000           Administrative Services Business Licensing and Passports 1.10       108,061          45,000            1.10 114,395          45,000             City Attorney City Attorney Prosecution 7.00       870,409           ‐                       7.00 926,099           ‐                        City Attorney New Prosecutor annual costs ‐         3,500                ‐                       0.00 3,500                ‐                        Community and Econ Dev Building Permits & Inspection Program 13.00    1,593,442       4,084,399       13.00 1,687,594       4,084,949        Community and Econ Dev Code Enforcement program 3.00       397,253          ‐                       3.00 419,537          ‐                        Community and Econ Dev Increase Professional Services for Plan Review ‐         80,000            80,000            0.00 80,000            80,000             Police Auxiliary Services ‐ Jail ‐         4,200,000       ‐                       0.00 4,500,000       ‐                        Police Patrol Operations 63.00    9,702,516       ‐                       63.00 10,137,490     ‐                        Police Staff Services 15.40    1,668,902       ‐                       15.40 1,776,066       ‐                        Police Police Administration 4.00       5,235,625       ‐                       4.00 5,313,703       ‐                        Police Investigations 20.00    2,815,279       ‐                       20.00 2,940,571       ‐                        Police Administrative Services 8.00       1,349,208       ‐                       8.00 1,403,138       ‐                        Police Patrol Services 14.00    2,622,607       807,000          14.00 2,707,749       807,000           Police Special Operations 22.00    3,446,817       180,693          22.00 3,594,363       180,693           Police Electronic Home Detention 2.00       366,629          135,000          2.00 379,743          135,000           Police Admin Srvs Quartermaster Enhancement ‐         ‐                       ‐                       0.00 ‐                       ‐                        Police Admin Srvs Ammunition (Practice & Duty)‐         60,000            ‐                       0.00 60,000            ‐                        Police Admin Services Ballistic Vests ‐         33,000            ‐                       0.00 30,000            ‐                        Police Admin Srvs Basic Law Enforce Academy ‐         12,000            ‐                       0.00 12,000            ‐                        Police Patrol Ops Add 3rd K9 Officer ‐         90,384            ‐                       0.00 22,466            ‐                        Police Admin Harbor Patrol Increase ‐         23,950            ‐                       0.00 23,950            ‐                        Police Administration Alive & Free ‐         30,000            ‐                       0.00 30,000            ‐                        Police Conversion of Comm to Police Manager ‐         1                      ‐                       0.00 1                      ‐                        Police Technology Upgrade Investigations ‐         25,000            ‐                       0.00 25,000            ‐                        Police Additional Red Light Photo Cameras ‐         294,000          294,000          0.00 294,000          294,000           Police Admin Valley Comm increase ‐         322,445          ‐                       0.00 472,598          ‐                        Police SRO 1.00       168,972          112,500          2.00 306,130          225,000           Fire and Emergency Services F&ES Health & Wellness Fund ‐         25,000            25,000            0.00 25,000            25,000             Fire and Emergency Services EMS and Fire/Rescue Services COR 91.00    14,148,848     1,436,200       91.00 14,741,520     958,500           Fire and Emergency Services Administrative Services for F&ES 9.00       3,519,038        ‐                       9.00 3,577,210        ‐                        Fire and Emergency Services Community Risk Reduction 8.00       1,149,439       219,000          8.00 1,213,636       219,000           Fire and Emergency Services Safety & Support Services 6.00       1,529,842        ‐                       6.00 1,570,437        ‐                        Fire and Emergency Services EMS and Fire/Rescue Services KCFD #25 16.00    2,025,350       1,300,000       16.00 2,128,169       1,300,000        Fire and Emergency Services EMS and Fire/Rescue Services  KCFD #40 29.00    4,013,826       4,500,000       29.00 4,200,019       4,500,000        Fire and Emergency Services Emergency Management 2.00       377,272          35,000            2.00 392,868          35,000             Fire and Emergency Services EMS & Fire/Rescue COR Valley Comm increase ‐         88,361             ‐                       0.00 122,053           ‐                        Community Services Serving vulnerable/low income 2.59       883,155          20,000            2.59 893,145          20,000             Community Services CDBG 1.74       292,826          307,462          1.74 295,454          307,462           Community Services Reallocate CDBG to CED ‐         240,971           ‐                       0.00 240,971           ‐                        Community Services Additional Human Services Funding ‐         24,000             ‐                       0.00 24,000             ‐                        339.83  63,958,607     13,726,254     340.83 66,811,562     13,361,604      FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ Community Services CIP General Gov't ‐         90,000            90,000            0.00 90,000            90,000             Fire and Emergency Services Fire Impact Mitigation Fund ‐         250,000          99,000            0.00 250,000          99,000             ‐       340,000        189,000        0.00 340,000        189,000         339.83  64,298,607     13,915,254     340.83 67,151,562     13,550,604      See the CIP Section of this document for detailed information of the budgeted Capital Projects. Total Operating and Capital FTE and $ Total Capital FTE and $ City Service Area 2015 Adopted 2016 Adopted City Service Area: Safety and Health  Revenue, Expenditure and Capital Budgets  by City Service Area Capital Programs Department Program Name 2016 Adopted2015 Adopted Total Safety and Health  $ Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area and Other Services 2 - 43 FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ Legislative Legislative Operations 8.00       335,838          ‐                       8.00 348,161          ‐                        Court Services Criminal Case Processing 6.00       727,334          423,500          6.00 760,705          423,500           Court Services Infraction Processing 4.00       474,419          1,920,000       4.00 494,445          1,920,000        Court Services Court Administration 2.00       788,888          ‐                       2.00 805,573          ‐                        Executive Executive Operations 3.50       985,593          ‐                       3.50 1,023,307       ‐                        Executive Citywide Communications 4.00       554,982          554,985          4.00 582,520          582,522           City Attorney Court Public Defenders ‐         450,000          ‐                       0.00 450,000          ‐                        Executive Cable Communication Fund ‐         97,674            97,674            0.00 97,674            97,674             Executive Intergovernmental Relations ‐         62,400            ‐                       0.00 62,400            ‐                        Executive Social Media Intern ‐         16,000            16,000            0.00 16,000            16,000             Executive Citywide Survey ‐         50,000            ‐                       0.00 ‐                       ‐                        City Attorney City Attorney Civil 3.88       654,880          25,000            3.88 693,479          25,000             Executive Hearing Examiner ‐         40,000            ‐                       0.00 40,000            ‐                        Administrative Services City Clerk 5.00       942,862          ‐                       5.00 992,720          ‐                        Administrative Services Convert LT Deputy City Clerk 1.00       108,695          ‐                       1.00 119,150          ‐                        Administrative Services Special Election Costs ‐         ‐                       ‐                       0.00 ‐                       ‐                        Community Services Community Engagement 2.32       302,776          3,000               2.32 322,780          3,000                39.70    6,592,342       3,040,159       39.70 6,808,914       3,067,696       Total Representative Gov't FTE and $ City Service Area: Representative Government  Revenue, Expenditure and Capital Budgets  by City Service Area Department Program Name 2016 Adopted2015 Adopted Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area and Other Services 2 - 44 FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ Executive Hotel Motel Fund ‐         245,000          265,000          0.00 265,000          265,000           Community and Econ Dev Current Planning 5.68       738,788          98,000            5.68 787,793          98,000             Community and Econ Dev Economic Development 4.00       604,469          ‐                       4.00 648,403          ‐                        Community and Econ Dev Long Range Planning 2.75       444,016          ‐                       2.75 468,421          ‐                        Community and Econ Dev CED Administration 2.00       1,077,608       ‐                       2.00 1,120,102       ‐                        Community and Econ Dev 1% for the Arts ‐         102,950          15,000            0.00 ‐                       15,000             Community and Econ Dev Arts & Culture 0.25       35,944            ‐                       0.25 37,679            ‐                        Community and Econ Dev Add 1 FTE Assistant Planner 1.00       105,720          105,720          1.00 116,602          116,602           Community and Econ Dev Add .5 FTE Office Assistant 0.50       51,357            51,357            0.50 53,736            53,736             Community Services Museum 1.00       227,761          ‐                       1.00 235,281          ‐                        Community Services Administration/Com Svcs 2.00       545,712          ‐                       2.00 562,434          ‐                        Community Services Aquatics 1.00       774,928          756,115          1.00 786,791          756,115           Community Services Leased Facilities 1.50       663,404          768,957          1.50 671,980          768,957           Community Services Com Relations and  Events 1.48       345,672          73,000            1.48 359,219          73,000             Community Services Parks and Trails Program 22.80    4,611,996       10,000            22.80 4,820,657       10,000             Community Services Recreation Services 5.59       2,370,262       586,886          5.59 2,434,726       619,263           Community Services Renton Community Center 6.50       1,444,929       690,500          6.50 1,485,884       690,500           Community Services Senior Activity Center 3.25       610,795          132,000          3.25 631,561          132,000           Community Services Farmers Market 0.50       59,454            59,400            0.50 63,314            59,400             Community Services Neighborhood Program 1.83       329,381          ‐                       1.83 339,183          ‐                        Community Services Contracted Services ‐         35,000            ‐                       0.00 35,000            ‐                        Community Services Parks/Trails Supplies/Repair and Maintenance ‐         20,000            ‐                       0.00 20,000            ‐                        Community Services Increase Recreation Fees ‐         ‐                       34,631            0.00 ‐                       34,631             Community Services Fleet/Purchase stump grinder ‐         20,000            ‐                       0.00 ‐                       ‐                        Community Services Water ‐         35,545            ‐                       0.00 38,737            ‐                        63.63    15,500,691     3,646,567       63.63 15,982,505     3,692,204        FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ Community Services CIP General Gov't ‐         2,486,000       2,403,000       0.00 4,230,000       4,002,000        ‐       2,486,000    2,403,000    0.00 4,230,000    4,002,000     63.63    17,986,691     6,049,567       63.63 20,212,505     7,694,204        Current Planning Capital Programs 2016 Adopted2015 Adopted Total Livable Community FTE and $ City Service Area: Livable Community Total Operating and Capital FTE and $ See the CIP Section of this document for detailed information of the budgeted Capital Projects. City Service Area 2015 Adopted 2016 Adopted Total Capital FTE and $ Department Program Name Revenue, Expenditure and Capital Budgets  by City Service Area Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area and Other Services 2 - 45 FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ Public Works Public Works Administration 2.00       395,867           ‐                       2.00 413,579           ‐                        Public Works Trans Operations Maintenance Section 9.90       2,215,442        ‐                       9.90 2,276,977        ‐                        Public Works Transportation Systems Admin 2.50       830,160           ‐                       2.50 856,076           ‐                        Public Works Building the Mobility Network 6.42       954,354          294,000          6.42 995,753          360,000           Public Works Trans Operations Engineering Section 3.20       412,339           ‐                       3.20 436,334           ‐                        Public Works Transit Coordination/Commute Trip Reduction 0.70       203,241          40,000            0.70 228,896          40,000             Public Works Airport Operations 6.00       1,700,529       2,023,929       6.00 1,758,963       1,528,163        Public Works Bridges and Guardrails 0.33       41,829            ‐                       0.33 43,870            ‐                        Public Works Sidewalk Program 0.05       7,784               ‐                       0.05 8,004               ‐                        Public Works Airside/Landside Repair & Maintenance ‐         20,000            ‐                       0.00 20,000            ‐                        Public Works Public Works Maintenance Administration 5.45       1,134,631       ‐                       5.45 1,174,218       ‐                        Public Works Street Maintenance 19.10    4,013,074       761,796          19.10 4,161,913       763,432           Public Works Snow Plow & Sander Purchase ‐         33,832            ‐                       0.00 2,832               ‐                        Total Mobility FTE and $55.65    11,963,084     3,119,725       55.65 12,377,415     2,691,595        FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ Community and Econ Dev CIP General Gov't ‐         100,000          161,000          0.00 100,000          39,000             Public Works Airport Capital Improvement Program ‐         540,000          627,091          0.00 2,007,222       1,945,130        Public Works T Transportation CIP ‐         14,274,630     13,167,628     0.00 6,831,590       6,582,000        Public Works Transportation Impact Mitigation Fund ‐         196,000          216,500          0.00 ‐                       216,500           Public Works Arterial Street Fund ‐         640,000          640,000          0.00 650,000          650,000           15,750,630  14,812,219  0.00 9,588,812    9,432,630     55.65    27,713,714     17,931,944     55.65 21,966,227     12,124,225      2015 Adopted Total Capital FTE and $ City Service Area: Mobility Capital Programs Department Program Name 2016 Adopted Revenue, Expenditure and Capital Budgets by  City Service Area Note:   The first letter(s) of the CIP description title identifies the type of project.     A = Airport, T = Transportation See the CIP Section of this document for detailed information of the budgeted Capital Projects. Total Operating and Capital FTE and $ City Service Area 2015 Adopted 2016 Adopted Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area and Other Services 2 - 46 FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ Administrative Services Utility Billing and Cashiering 4.90       602,159           ‐                       4.90 631,145           ‐                        Community and Econ Dev Development Engineering 10.66    1,468,649       305,902          10.66 1,551,569       305,972           Community and Econ Dev Add 1 FTE LT Construction Inspector 1.00       114,261          114,261          1.00 126,514          126,514           Public Works Waterworks Revenue Bond Debt ‐         2,618,408       ‐                       0.00 2,621,576       ‐                        Public Works King County Metro Fund ‐         16,638,722     16,638,722     0.00 16,638,722     16,638,722      Public Works Public Works Trust Fund Loan Debt ‐         728,557           ‐                       0.00 627,673           ‐                        Public Works Solid Waste Collection 1.25       15,907,161     16,404,756     1.25 16,337,626     16,455,128      Public Works Utility Systems Administration 3.00       930,125          ‐                       3.00 995,954          ‐                        Public Works Water Engineering and Planning 5.80       3,512,023       10,822,556     5.80 3,684,052       10,108,293      Public Works Wastewater Engineering and Planning 4.50       2,655,641       6,367,977       4.50 2,742,617       6,208,936        Public Works Surface Water Engineering and Planning 7.80       2,872,049       6,989,266       7.80 2,998,480       6,848,550        Public Works Surface Water NPDES Education 0.20       89,195            ‐                       0.20 90,762            ‐                        Public Works Water Education 0.20       21,135            ‐                       0.20 21,938            ‐                        Public Works Solid Waste Education 0.75       137,002          52,278            0.75 143,993          54,500             Public Works Water & Wastewater ES III ‐ GIS Position 1.00       128,995          ‐                       1.00 135,661          ‐                        Public Works Surface Water NPDES Increases ‐         38,000            ‐                       0.00 44,000            ‐                        Public Works Water Conservation Program ‐         138,000          ‐                       0.00 138,000          ‐                        Public Works SW Civil Engineer I NPDES Program 1.00       119,955          ‐                       1.00 128,295          ‐                        Public Works Water Maintenance 25.30    5,418,443       10,078            25.30 5,629,599       10,078             Public Works Wastewater Maintenance 6.95       1,564,527       19,740            6.95 1,615,558       19,740             Public Works Surface Water Maintenance 15.20    2,569,633       10,700            15.20 2,724,002       10,700             Public Works Solid Waste Litter Control 1.00       295,421          4,692               1.00 304,842          4,692                Public Works Surface Water Maintenance Increase ‐         40,000            ‐                       0.00 40,000            ‐                        Community Services Golf Course 9.50       2,165,392       2,529,526       9.50 2,233,479       2,615,921        Community Services Parks Planning, Urban Forestry and Na Res 3.40       749,390          81,000            3.40 776,662          85,000             Community Services Golf Course Debt Service ‐         400,660          ‐                       0.00 ‐                       ‐                        Community Services Contract Maintenance & Services/Flower Program ‐         80,750            ‐                       0.00 103,700          ‐                        Community Services Habitat Monitoring Program ‐         7,500               ‐                       0.00 10,500            ‐                        Community Services Increase Golf Course Fees ‐         ‐                       75,857            0.00 ‐                       146,872           103.41  62,011,753     60,427,311     103.41 63,096,920     59,639,618      City Service Area:  Utilities and Environment Total Utilities and Environment FTE and $ Department Program Name 2016 Adopted2015 Adopted Revenue, Expenditure and Capital Budgets by  City Service Area Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area and Other Services 2 - 47 FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ City Service Area:  Utilities and Environment Department Program Name 2016 Adopted2015 Adopted Revenue, Expenditure and Capital Budgets by  City Service Area FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ Public Works WW Miscellaneous/ Emergency Projects ‐         200,000          200,000          0.00 200,000          200,000           Public Works WW Long Range Wastewater Management Plan ‐         250,000          250,000          0.00 ‐                       ‐                        Public Works WW Develop Access Road ‐ Aberdeen Apt/VMC ‐         400,000          400,000          0.00 ‐                       ‐                        Public Works WW Thunder Hill Interceptor Repl/Rehab ‐         700,000          700,000          0.00 3,000,000       3,000,000        Public Works WW Cascade Int. Restoration Ph II ‐         900,000          900,000          0.00 ‐                       ‐                        Public Works WW 2015 Sanitary Sewer Main Rep/Rehab ‐         1,300,000       1,300,000       0.00 ‐                       ‐                        Public Works WW Forcemain Rehab/Replacement ‐         350,000          350,000          0.00 200,000          200,000           Public Works WW Falcon Ridge Lift Station Rehabilitation ‐         ‐                       ‐                       0.00 150,000          150,000           Public Works W Water CIP ‐         5,440,000       5,440,000       0.00 6,190,000       6,190,000        Public Works SW Surface Water CIP ‐         5,000,000       5,000,000       0.00 3,000,000       3,000,000        Community Services Golf Course MM ‐         50,000            50,000            0.00 70,000            50,000             Community Services CIP General Gov't ‐         350,000          350,000          0.00 600,000          600,000           ‐       14,940,000  14,940,000  0.00 13,410,000  13,390,000   103.41  76,951,753     75,367,311     103.41 76,506,920     73,029,618      Note:   The first letter(s) of the CIP description title identifies the type of project.     W = Water, WW = Wastewater, SW = Surface Water See the CIP Section of this document for detailed information of the budgeted Capital Projects. Capital Programs Total Operating and Capital FTE and $ City Service Area 2015 Adopted 2016 Adopted Total Capital FTE and $ Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area and Other Services 2 - 48 FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ Executive Communication ‐ Print and Mail Services 1.50       420,448          420,446          1.50 428,218          428,217           Administrative Services Payroll 1.50       143,283          ‐                       1.50 151,195          ‐                        Administrative Services System Services 3.00       514,264          535,388          3.00 535,741          556,341           Administrative Services Telecommunications 1.00       428,276          376,808          1.00 436,765          385,156           Administrative Services Service Desk Support 2.00       506,011          490,964          2.00 464,205          450,776           Administrative Services Finance Operations 3.50       350,331          ‐                       3.50 373,447          ‐                        Administrative Services Applications and Database Services 4.00       1,391,720       1,421,380       4.00 1,374,484       1,449,134        Administrative Services Enterprise GIS 3.00       439,829          453,474          3.00 460,921          474,182           Administrative Services Accounting and Auditing 1.50       299,175           ‐                       1.50 310,234           ‐                        Administrative Services Budgeting and Financial Planning 4.10       543,993           ‐                       4.10 574,961           ‐                        Administrative Services Asset, Debt, and Treasury Management 0.90       192,499           ‐                       0.90 198,866           ‐                        Administrative Services IT Administration 1.50       265,862          256,688          1.50 279,192          269,664           Administrative Services Finance Administration 1.50       503,301           ‐                       1.50 517,068           ‐                        Administrative Services IT Capital ‐         771,000          870,329          0.00 768,000          867,690           Administrative Services Increased/Decreased  IT costs ‐         105,701          ‐                       0.00 150,701          ‐                        Administrative Services Add 1 FTE IT Service Desk Technician 1.00       107,355          107,355          1.00 118,493          118,493           Administrative Services Add 1 IT Systems Analyst/Programmer 1.00       111,845          111,845          1.00 123,835          123,835           Administrative Services Add 1 FTE Senior Finance Analyst 0.50       64,536            ‐                       0.50 76,840            ‐                        Administrative Services Banking Fees ‐         485,000          ‐                       0.00 485,000          ‐                        Administrative Services State Audit Costs ‐         26,265            ‐                       0.00 26,265            ‐                        Administrative Services Fire Pension ‐         210,475          468,000          0.00 200,475          468,000           City Attorney City Attorney Administration 2.00       472,632          ‐                       2.00 485,691          ‐                        Community and Econ Dev Technical and Property Services 3.66       449,327          ‐                       3.66 476,833          ‐                        HRRM HR/RM Administration 5.00       1,073,882       ‐                       5.00 1,107,032       ‐                        HRRM Risk Management 2.25       3,596,844       4,319,647       2.25 3,511,859       3,969,201        HRRM Benefits 1.75       14,540,284     14,553,818     1.75 15,763,669     15,917,658      HRRM Add 1 FTE Senior HR Analyst 1.00       122,888          ‐                       1.00 132,580          ‐                        HRRM Add 1 FTE HR Analyst 1.00       116,323          ‐                       1.00 125,041          ‐                        HRRM Recruitment SW Civil Engineer I NPDES Program ‐         1,250               ‐                       0.00 ‐                       ‐                        Public Works Trans Operations Internal Support Services 1.90       249,847          ‐                       1.90 262,787          ‐                        Public Works Fleet Services Capital Recovery ‐         2,831,000       3,071,971       0.00 1,473,000       3,174,306        Public Works Fleet Services Operation & Maintenance 9.00       2,676,047       2,680,565       9.00 2,730,192       2,734,794        Community Services Custodial Services 14.00    1,463,447       1,463,450       14.00 1,540,100       1,540,099        Community Services Facilities Technical Maintenance 9.50       2,601,706       2,601,706       9.50 2,595,998       2,595,998        Community Services Operational Facilities MM ‐         92,000            92,000            0.00 92,000            92,000             Community Services Public Facilities MM ‐         313,000          313,000          0.00 251,000          251,000           Community Services Move Acquatics/RCC/Sr Center Utilities to 504 ‐         297,847          297,847          0.00 297,847          297,847           Community Services Ergonomics and Furniture Replacement ‐         150,000          150,000          0.00 150,000          150,000           Internal Service Fund/Interfund Transactions only*(34,588,681)   (34,588,681)   (35,846,391)   (35,846,391)    Total Internal Services FTE and $82.56    4,340,814       468,000          82.56 3,204,144       468,000           FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ Community Services CIP General Gov't ‐         340,000          340,000          0.00 372,000          372,000           ‐       340,000        340,000        0.00 372,000        372,000         Total Operating and Capital FTE and $82.56    4,680,814       808,000          82.56 3,576,144       840,000           Total Capital FTE and $ City Service Area: Internal Support * Services provided through internal business units (Internal Service Funds). Both revenues and expenditures are deducted to show the net impact on City's resources. City Service Area 2015 Adopted 2016 Adopted Capital Programs Department Program Name 2016 Adopted2015 Adopted Revenue, Expenditure and Capital Budgets by  City Service Area Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area and Other Services 2 - 49 FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ Transfer Add 2 SROs ‐         (56,472)           ‐                         0.00 (81,130)           ‐                           Administrative Services General Government Debt ‐         6,463,588       409,868            0.00 6,248,676       422,254              Administrative Services Other City Svc ‐ Employee Separation Pay ‐         436,152          ‐                         0.00 365,016          ‐                           Administrative Services LEOFF 1 Medical Obligation ‐         2,224,684       ‐                         0.00 2,224,684       ‐                           Administrative Services Association Dues and Contracted Services ‐         363,138          ‐                         0.00 377,766          ‐                           Transfer 1x Transfer to 316 ‐         1,300,000       ‐                         0.00 1,140,000       ‐                           Transfer Indirect Cost Transfer Multi Depts ‐         ‐                       2,277,098         0.00 ‐                       2,382,213           Internal Service Fund/Interfund Transactions only 34,588,681     34,588,681       35,846,391     35,846,391         Total Transfers and Interfund Transactions ‐         45,319,771     37,275,647      0.00 46,121,403     38,650,858         FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ Revenue General Governmental Fund Revenues ‐         ‐                       89,887,713       0.00 ‐                       93,939,229         Revenue Non‐GG Fund Revenues ‐         ‐                       173,117            0.00 ‐                       173,313              ‐         ‐                       90,060,830      0.00 ‐                       94,112,542         Total Other Programs ‐       45,319,771  127,336,477  0.00 46,121,403  132,763,400    Revenue, Expenditure and Capital Budgets by  City Service Area City‐Wide Transfers and Other Interfund Transactions Total City‐Wide Revenue Estimates City‐Wide Revenue Estimate Department Program Name 2016 Adopted2015 Adopted 2015 Adopted 2016 Adopted Department Program Name Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area and Other Services 2 - 50 FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 339.83    63,958,607      13,726,254     340.83 66,811,562     13,361,604      39.70       6,592,342        3,040,159       39.70 6,808,914       3,067,696        63.63       15,500,691      3,646,567       63.63 15,982,505     3,692,204        55.65       11,963,084      3,119,725       55.65 12,377,415     2,691,595        103.41    62,011,753      60,427,311     103.41 63,096,920     59,639,618      82.56       4,340,814        468,000          82.56 3,204,144       468,000           684.78    164,367,291    84,428,016    685.78 168,281,460  82,920,717     FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ ‐           340,000           189,000          0.00 340,000          189,000           ‐           ‐                        ‐                       0.00 ‐                       ‐                        ‐           2,486,000        2,403,000       0.00 4,230,000       4,002,000        ‐           15,750,630      14,812,219     0.00 9,588,812       9,432,630        ‐           14,940,000      14,940,000     0.00 13,410,000     13,390,000      ‐           340,000           340,000          0.00 372,000          372,000           ‐           33,856,630      32,684,219    0.00 27,940,812    27,385,630     FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ ‐           45,319,771      37,275,647     0.00 46,121,403     38,650,858      ‐           ‐                        90,060,830     0.00 ‐                       94,112,542      ‐           45,319,771      127,336,477  0.00 46,121,403    132,763,400   Grand Totals 684.78    243,543,692    244,448,712  685.78 242,343,675  243,069,747   Transfers and Interfund Transactions City‐Wide Revenue Estimate Total Other City Service Area Total Capital FTE and $ Other Programs 2015 Adopted 2016 Adopted Safety and Health Livable Community City Service Area 2016 Adopted2015 Adopted 2015 Adopted 2016 Adopted Utilities and Environment Internal Services Capital Programs City Service Area Total Operating FTE and $ Reconciliation to Budget by Fund and Department Below will reconcile the Programs within Renton Results with the Total Adopted Budget Operating Programs Representative Government Mobility Utilities and Environment Internal Services Safety and Health Livable Community Representative Government Mobility Renton Results - Reconciliation to Total Budget 2 - 51 This page is intentionally left blank  Renton Results - Reconciliation to Total Budget 2 - 52             3 BUDGET BY DEPARTMENT     Legislative      3‐1    Executive      3‐7    City Attorney      3‐17    Court Services      3‐21    Administrative Services (AS)        3‐25    Community and Economic Development (CED)                                                                                                                3‐35    Community Services      3‐49    Fire and Emergency Services      3‐73    Human Resources and Risk Management (HR&RM)      3‐83    Other City Services      3‐91    Police      3‐93    Public Works (PW)      3‐107                    Legislative Randy  Corman Councilmember Marcie Palmer Councilmember Ruth Pérez Councilmember Armondo Pavone Councilmember Don Persson Councilmember Ed Prince Councilmember Greg Taylor Councilmember Council Liaison Budget by Department - Legislative 3 - 1 Legislative      Mission  The City Council assesses the needs of the public and sets priorities; develops and adopts the annual budget, ordinances,  resolutions, and policy alternatives to meet those needs, consistent with City goals and objectives; and provides  coordination and evaluation of programs and service objectives.      City Councilmembers Names and Terms  Councilmember Position # Term Service Began Term Expires  Randy Corman 1 4 years 1994 12/31/2017  Marcie Palmer 3 4 years 2004 12/31/2015  Armondo Pavone 2 4 years 2014 12/31/2017  Ruth Pérez 6 4 years 2014 12/31/2015  Don Persson 7 4 years 2000 12/31/2015  Ed Prince 5 4 years 2012 12/31/2015  Greg Taylor 4 4 years 2008 12/31/2015    2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 278,768 289,114 289,911 295,116 309,907 335,838 348,161 13.8% 3.7% Position  Summary 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0%    List of Legislative Renton Results Decision Packages:    2015 Adopted 2016 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot  Exp $Tot Rev $ 200001.0008 Legislative Operations 8.00         335,838                 ‐                                   8.00         348,161                 ‐                                    Total 8.00         335,838$              ‐$                          8.00         348,161$              ‐$                             Legislative Performance Measures:    City  Service Area City  Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results if available Policy and program decisions   reflecting community values Community Rates  the  City as heading in  the  right directions (survey rate  fair,  good or excellent) 55% (2011 Survey) N/A next surey 2015 N/A next surey 2015 Policy and fiscal   accountability Cost of government per capita (General Gov’t Funds,  Expenditures/2012 population) $1,107 $1,702 $1,702  Representative  Government        Budget by Department - Legislative 3 - 2 Highlight of Budget Changes:   Personnel Benefits increased in 2015 by $15k due to increases in overall city‐wide healthcare costs.   Supplies increased in 2015 by $2k due to reallocating funds from Other Services & Charges to Supplies.   Other Services & Charges increased in 2015 by $11k due to adding (2014 adjustment) $13k for annual National  League of Cities travel/training and membership costs.   Interfund Payments increased in 2015 by $8k due to increased internal service fund costs for information  technology and communication costs.      Expenditure  Budget by Division ‐ Legislative 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 153,152 153,936 154,911 153,936 155,911 159,049 161,451 3.3% 1.5% Personnel  Benefits 64,312 66,322 66,691 72,319 72,319 87,354 95,253 20.8% 9.0% Supplies 2,764 2,800 2,429 2,800 2,800 5,000 5,000 78.6% 0.0% Other Services  & Charges 4,978 7,700 7,525 7,700 20,516 18,316 18,316 137.9% 0.0% Interfund Payments 53,562 58,356 58,356 58,361 58,361 66,119 68,141 13.3% 3.1% Total 278,768 289,114 289,911 295,116 309,907 335,838 348,161 13.8% 3.7% Staffing Levels by Division ‐ Legislative 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0%    2013/2014 Accomplishments   Established the S. 132nd St. Sewer Extension Special Assessment District.   Declared the Sunset Area as an "Economic Target Area."   Added regulations and definitions to City Code related to the use, production, processing, and sales of recreational  marijuana.   Amended Renton Municipal Code regarding placing liens on chronic nuisance properties.   Set the 2013‐2018 Water Use Efficiency Goal.   Authorized the acquisition of May Creek Trailhead property.   Modified and Expanded the Photo Enforcement Program.  Awarded the following:   2014 Street Patch and Overlay with Curb Ramps project.   Sunset Community Low Impact Development Retrofit Stormwater Green Connection: Harrington Ave. NE &  Harrington Ave. NE Water Main Replacement project.   NE 31st St. Culvert Repair Project Replacement Alternative ‐ Bridge.   Cedar River Gabion Repair project.   Lift Station Replacement projects at the Airport, Misty Cove and Lind Avenue.   Monterey Terrace and President Park Water Main Replacement projects.   Highlands to Landing Pedestrian Connection project.   Will Rogers ‐ Wiley Post Seaplane Base Maintenance Dredging project.   Renton Hill Alley Sewer Replacement 2013 project.   Maplewood Creek & Madsen Creek Sediment Basin Cleaning Project 2013.   2013 Street Patch and Overlay with Curb Ramps project.  Budget by Department - Legislative 3 - 3  2013 and 2014 Neighborhood Grants.   Taxiway B System Rehabilitation ‐ South Portion Reconstruction project at the Airport.   East Renton Lift Station Elimination project.  Approved the following:   The purchase of land near NE 4th St. and Queen Ave. NE for the installation of a HAWK Signal.   Wine/Beer sampling at the Renton Farmers Market.   A 10‐year concession agreement with Ivar's, Inc. to operate restaurants at Gene Coulon Memorial Beach Park.   The Annual Neighborhood Grant applications.   The 2015‐2017 HOME Investment Partnership Program with King County.   A Fire Resource Mobilization Plan reimbursement agreement with the Washington State Patrol.   A lease with Valley Communications Center for the installation of wireless communication facilities at the Rolling  Hills Reservoir site.   An Administrative Code Interpretation regarding alleys.   A contract for the demolition of the Big 5 building.   The Community Development Block Grant funding allocations of $22,155 to the Meadow Crest Playground and  $39,686 to the Emergency Feeding Program.   The Cedar River Trail right‐of‐way transfer with the Washington State Department of Transportation.   A new 30‐year lease with the Department of Natural Resources for use of state‐owned aquatic lands at Gene  Coulon Memorial Beach Park.   A Letter of Understanding with King County for traffic signal, channelization, and transit improvements regarding  the new RapidRide F Line corridor.   The Highlands Library schematic design and related budget.   The purchase of 49 new golf carts for the Maplewood Golf Course.   A contract to replace the memorial tiles at Veterans Memorial Park.   The Six‐Year Transportation Improvement Program (TIP).   A resolution expressing strong support of the 2013 Transportation Investment Package.   The issuance of a Limited Term Obligation Bond to finance streetlight conversion to LED lights.   An interlocal agreement with the Renton School District regarding the Meadow Crest Playground.   A resolution opposing the FAA's closure of the contact tower at the Renton Municipal Airport.   The schematic design for a renovated replacement library over the Cedar River.   A Memorandum of Understanding regarding the establishment of a joint human services application and funding  program.   A 2012 Urban Forestry Restoration grant with the Washington State Department of Natural Resources in order to  conduct the May Creek Trail Restoration project.    The Amended and Restated Solid Waste Agreement with King County to extend the 1988 agreement to December  2040.   An interlocal agreement with the Coal Creek Utility District regarding emergency sale of water.    A five‐year lease agreement with Puget Sound Access for use of Carco Theater.   An interlocal agreement with King County regarding gravel removal in the Cedar River.   The use of a portion of the jail space in City Hall as a day shelter for homeless women and children.   The 100% waiver of development and mitigation fees for the Renton Housing Authority's Kirkland Townhomes  project, an 18‐unit affordable housing development in the Sunset Area of the Renton Highlands.   The work plan for the 2015 Major Comprehensive Plan Update.   An interlocal agreement with Kent Regional Fire Authority regarding joint training.  Budget by Department - Legislative 3 - 4  A Lease with the Cedar River Boathouse to the George Pocock Rowing Foundation for five years.  Accepted the following grant funds:   $15,000 for the Renton Farmers Market.   $700,000 for the SW Grady Way to Longacres Dr. SW re‐paving project.   $111,940 to fund special recycling events.   $150,000 for the Lower Cedar River Assessment Puget Sound Acquisition and Restoration project.   $346,000 for the Lake Washington Loop Trail project.   $1,313,935 funds for the NE Sunset Blvd. (SR 900) Corridor Improvements project.   $9,950,000 for the Central Sound Aerospace Training Center.   $1,212,395 for basic life support services.   $4,618,248 for the Logan Ave. N. (Cedar River Bridge to N. 6th St.) Improvement project.   $96,967 to support the emergency management program.   $1,131,396 to cover the salaries of six firefighters through 11/7/2015.   $81,272 to implement the City‐wide Commute Trip Reduction program.   $112,500 for the Tiffany Park ‐ Cascade Park connector parcel acquisition.   $1.7 million Highlands to Boeing/Landing Pedestrian Connection project.   $1,089,409 for the Street Light Conversion project.   $30,206 to help fund the Domestic Violence Advocacy Assistance program.   $65,000 for the Meadow Crest Playground.   $725,500 for revitalization of the West Hill/Skyway Corridor.   $1,229,989 for basic life support.   $1,085,230 for the S. 7th St. and Shattuck Ave. S. Intersection project.   $951,000 for the Logan Ave. N. Roadway Improvements (N. Airport Way to N. 8th St.) project.   $1,067,000 for the Riverview Bridge Replacement project.  Position Listing ‐  Legislative 2012 2013 2013 2014 2014 2015 2016 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Legislative Services/City Council E09 City Council  Members  (Elected) 7.007.007.007.007.007.007.00 M17 City Council  Liaison 1.001.001.001.001.001.001.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 Grade Title Total Legislative Services    Budget by Department - Legislative 3 - 5 This page is intentionally left blank  Budget by Department - Legislative 3 - 6 MAYOR Denis Law 9 FTEs CHIEF ADMINISTRATIVE  OFFICER Jay Covington 8 FTEs Public Defender (contracted) Mayor's Office 1.5 FTEs Mayor Support Strategic Leadership and  Direction Comprehensive Plan and  Annual Budget Oversight Deputy Public Affairs  Administrator Preeti Shridhar 5.5 FTEs Diversity/Inclusion Hotel/Motel Advisory  Committee Intergovernmental  Relations Communications 4.5 FTEs Media Relations Graphic Design/Multi‐ Media Website Print and Mail Cable Channel 21    Executive  Budget by Department - Executive 3 - 7 Executive    Mission  Provide executive leadership and management for the City of Renton government to act strategically, implement decisions  efficiently and accurately, apply City policies uniformly, and achieve City goals expeditiously.      2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 2,689,691 2,535,690 2,413,942 2,596,290 2,678,766 2,882,097 2,925,119 11.0% 1.5% Position  Summary 11.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0%    List of Executive Renton Results Decision Packages:    2015 Adopted 2016 Adopted Package # Description FTE Tot Exp  $Tot Rev $ FTE Tot  Exp $Tot Rev $ 200003.0023 Executive Operations 3.50         985,593                  ‐                                   3.50         1,023,307              ‐                                    200003.0024 Citywide Communications 4.00         554,982                 554,985                 4.00         582,520                 582,522                  200003.0025 Court Public Defenders ‐            450,000                 ‐                                    ‐            450,000                 ‐                                    200003.0026 Cable Communication Fund ‐            97,674                    97,674                    ‐            97,674                    97,674                     200003.0027 Intergovernmental Relations ‐            62,400                    ‐                                    ‐            62,400                    ‐                                    250003.0007 Social Media  Intern ‐            16,000                    16,000                    ‐            16,000                    16,000                     250003.0008 Citywide Survey ‐            50,000                    ‐                                    ‐            ‐                                   ‐                                    300003.0001 Hotel Motel  Fund ‐            245,000                 265,000                 ‐            265,000                 265,000                  600003.0009 Communication ‐ Print and Mail  Services 1.50         420,448                 420,446                 1.50         428,218                 428,217                  Total 9.00         2,882,097$          1,354,105$          9.00         2,925,119$          1,389,413$                   Budget by Department - Executive 3 - 8 Executive Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results if available Information requests/concerns from  residents are acknowledged within three  days. 90% 92% 97% Information requests/concerns are resolved  within two weeks.94% 95% 92% Percent of survey respondents who rate the  value of services for the taxes paid to Renton  as "good" or better. 44% (2011 Survey)N/A N/A next surey 2015 Advocate community interest in  regional, state, and federal  forums Accomplishment or significant progress  made on each of the major priorities of the  annually adopted State Legislative Agenda 87.5% 75.0%TBD Representative  Government Policy and program decisions  reflecting community values     Highlight of Budget Changes:   Regular Salaries and benefits increased in 2015 by $123k due to overall city‐wide increase in salaries/healthcare  costs.   Part‐Time Salaries increased in 2015 by $16k due to a new program request to add a social media intern.   Other Services and Charges increased in 2015 by $124k due to a new program request for the City‐Wide Survey  ($50k) and transfer of governmental relations budget ($62k) from Community and Economic Development  department.  Budget by Department - Executive 3 - 9 Expenditure  Budget by Division ‐ Executive 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Mayor's  Office 1,394,898 1,318,832 1,240,910 1,340,745 1,359,996 1,547,993 1,535,707 15.5%‐0.8% Communications 1,294,792 1,216,858 1,173,032 1,255,545 1,318,770 1,334,104 1,389,412 6.3% 4.1% Total 2,689,691 2,535,690 2,413,942 2,596,290 2,678,766 2,882,097 2,925,119 11.0% 1.5% Expenditure  Budget by Category ‐ Executive 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 832,899 844,936 840,728 849,653 869,936 915,230 943,955 7.7% 3.1% Part‐Time  Salaries 3,819 0 0 0 0 16,000 16,000 100.0% 0.0% Overtime 8,67606,7970000N/AN/A Personnel  Benefits 255,302 260,963 248,066 284,676 284,676 341,691 375,993 20.0% 10.0% Supplies 46,357 79,969 40,790 79,969 79,969 78,334 78,334 ‐2.0% 0.0% Other Services  and Charges 1,152,536 968,595 936,335 988,595 1,050,788 1,112,330 1,082,330 12.5%‐2.7% Intergovernmental Services0000000N/AN/A Capital  Outlay 0 40,000 0 40,000 40,000 40,000 40,000 0.0% 0.0% Interfund Payments 390,101 341,227 341,227 353,397 353,397 378,512 388,507 7.1% 2.6% Total 2,689,691 2,535,690 2,413,942 2,596,290 2,678,766 2,882,097 2,925,119 11.0% 1.5% Staffing Levels by Division ‐ Executive 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Mayor's  Office 4.50 3.50 3.50 3.50 3.50 3.50 3.50 0.0% 0.0% Communications 6.50 5.50 5.50 5.50 5.50 5.50 5.50 0.0% 0.0% Total FTE 11.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0% Intermittent FTE 0.11 0.00 0.00 0.00 0.00 0.38 0.38 100.0% 0.0% Temp/Intermit Pay & Ben 4,610$        ‐$           ‐$           ‐$           ‐$           16,000$      16,000$      100.0% 0.0%        Budget by Department - Executive 3 - 10 Mayor’s Office    Mission  Provide executive leadership and management for the City of Renton government to act strategically, implement decisions  efficiently and accurately, apply city policies uniformly, and achieve city goals expeditiously.        2013/2014 Accomplishments  • Supported the Mayor and Council, with input from departments, in continuous refinement of the city’s business  plan.  • Addressed citizen concerns in an accurate, sensitive, and timely manner.  • Ensured achievement of the city’s goals and objectives by appropriately placing authority, assigning accountability,  and monitoring performance.  • Provided strategic leadership and oversight for the city’s annual budget, comprehensive plan, and business and  operational plans.  • Assessed the character of city services and programs and prepared recommendations to City Council to guide  decisions on level of effort and resource allocation.  • Strengthened relationships with senior elected and appointed leadership of King County, and initiated discussions  to improve coordination of land use within PAAs.  • Implemented citywide programs and services to build an inclusive city with opportunities for all and accomplished  the following:  o Awarded 1st Place in the 2014 City Cultural Diversity Award by National League of Cities.  o Established ongoing relationships with the city’s network of 30 community liaisons representing various  community groups and worked with them to provide city programs and services, outreach and civic  engagement. o Provided emergency preparedness training and workshops to various community members; translated an  emergency preparedness video into four languages. Over 1,000 DVDs have been distributed to various  non‐English speaking members of our city.   o Promoted heart health firefighters coordinated with the community liaisons to attend their meetings and  gatherings and provide free blood sugar and blood pressure screenings to members of their diverse  communities.  Over 10,000 people were screened including nearly 1,500 members representing our  diverse communities.  o Worked with the school district to provide free summer lunch to children from minority groups, non‐ English speaking communities and low‐income families.  o Appointed diverse community representatives from the community liaison groups to serve as members  on key citizen task forces including the Budget Advisory Group, Parks Task Force, and Seattle International  Film Festival host committee included.  o Targeted ethnic media—newspapers, radio stations, the local Hispanic TV station—and provided news  releases and regular information.  Over 13 different ethnic media receive regular news items with key  information relevant to their community members.  o Celebrated and showcased the city’s diversity by encouraging culturally diverse celebrations such as  festivals and parades. Accomplishments include:   Cultural dances and groups in Renton River Days activities   Hosting of first‐ever International Festival   Renton venue for Seattle International Film Festival   Participation in several ethnic and community festivals including the Sikh Parade, Japanese  Sakura festival, Cinco de Mayo festival, and more  Budget by Department - Executive 3 - 11  Native American and Black History exhibits at Renton History Museum  o Hosted a variety of community forums throughout the year with members of diverse communities that  are open to all members of the public.  Topics included crime prevention, emergency preparedness, and  celebrating diversity.  An upcoming forum will focus on career opportunities for diverse communities.  • Developed a community involvement approach for the City budget, a community accountability effort designed to  create a results‐oriented performance measurement of city services.   • Successfully advocated the City’s adopted State and Federal Legislative Agendas and accomplished the following:  o In collaboration with industry, secured $12.5 million in state funding for a state‐of‐the‐art aerospace and  manufacturing training center to be located at the Renton airport.  o Secured $1.1 million in funding for repairs and improvements for the Riverview park bridge.  o Securing funding for implementation of the Sunset Area Community Investment Strategy.  o Restored 50% of the cut to liquor excise tax distributions.   o Preserved $1.29 million for Rapid Ride Line F grant with METRO.  o Secured $500,000 grant funding for “Alive and Free” program for South County cities for gang prevention.  o Successfully advocated for the passage of "Telecommunications Parity" that provides $256,000 per year,  offsets loss from liquor tax, and protects city.   o Continued to represent regional transportation priorities and advocated for a comprehensive  transportation revenue package.  o Safeguarded the continuing operations and funding for airport control tower.    2015/2016 Goals  • Support the Mayor and Council, and coordinate input of Department Administrators, in continuous refinement of  the city’s business plan.  • Ensure achievement of the city’s goals and objectives by appropriately placing authority, assigning accountability,  and monitoring performance.  • Provide strategic leadership and oversight for the city’s annual budget, comprehensive plan, and business and  operational plans through 2016.  • Assess the character of city services and programs and prepare recommendations to City Council to guide  decisions on level of effort and resource allocation.  • Depending on election outcomes, manage the implementation and impacts of major annexations.  • Resolve land use and development vesting conflicts between County and City land use policies.  • Develop and measure city service outcomes for community accountability.   • Begin the concept and design for an enterprise‐wide, customer service initiative focused on responsive, excellent  customer service.   • Ensure that citizen concerns are addressed accurately, sensitively, and in a timely manner.   • Continue to prioritize and Implement citywide programs and services to build an inclusive city with opportunities  for all with the following focus:  o Create a comprehensive road map with input from stakeholders that enhances City movement toward the  goal of building an inclusive city. o Continue to build and strengthen the relationship with the city’s network of community liaisons and work  with them to provide city programs, services, and outreach plus enhance civic engagement. o Conduct a comprehensive analysis of City systems by using an inclusion and equity lens; and identify  specific actions and policies to move towards a more inclusive city.  o Facilitate training and workshops on inclusion and equity, and build capacity within the City to co‐ facilitate the ongoing workshops through a train‐the‐trainer curriculum.  o Work with stakeholders and community leaders for community‐wide events promoting inclusion such as a  Job Fair and Diversity Festival.  Budget by Department - Executive 3 - 12 • Advocate for the City’s adopted State and Federal Legislative Agendas, with specific focus on:  o Promoting Renton’s interests and pursue funding opportunities for infrastructure and economic  development in partnership with the City’s county, state and federal representatives.  o Passage of legislation and funding by the Legislature to enact a comprehensive transportation investment  package including Interstate I‐405 and I‐405/SR‐167 investments, as well as funding and options for local  governments.  o Passage of legislation to restore full excise tax distributions for cities and counties and a percentage  growth in liquor profits for cities and counties.  o Passage of legislation to consolidate laws and regulations on retail (Initiative 502) and medical marijuana  use, and to direct more of the projected revenues from marijuana sales to the local law enforcement  agencies that will be impacted by the I‐502 rules.  o Secure funding to support implementation of Sunset Park as part of the Sunset Area Community  Investment Strategy.    Expenditure  Budget by Category ‐ Mayor's  Office 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 408,959 409,296 393,703 409,296 417,047 429,898 443,016 5.0% 3.1% Part‐Time  Salaries 3,819000000N/AN/A Personnel  Benefits 109,924 112,185 104,897 122,036 122,036 159,199 173,854 30.5% 9.2% Supplies 2,955 3,235 2,589 3,235 3,235 1,600 1,600 ‐50.5% 0.0% Other Services  and Charges 485,224 455,911 401,515 455,911 467,411 581,446 531,446 27.5%‐8.6% Interfund Payments 384,017 338,205 338,205 350,267 350,267 375,850 385,791 7.3% 2.6% Total 1,394,898 1,318,832 1,240,910 1,340,745 1,359,996 1,547,993 1,535,707 15.5%‐0.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Mayor's  Office 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 4.50 3.50 3.50 3.50 3.50 3.50 3.50 0.0% 0.0% Intermittent FTE 0.110.000.000.000.000.000.00N/AN/A Temp/Intermit Pay & Ben 4,610$        ‐$           ‐$           ‐$           ‐$           ‐$           ‐$           N/A N/A Budget by Department - Executive 3 - 13 Communications    Mission   Provide Renton residents with critical and relevant information on a timely basis.   Make residents aware of opportunities to be involved with their community.   Position Renton as a unique urban center and destination—a great place to shop, work, live, learn and play.   Facilitate a productive, two‐way dialogue between city government and residents.   Enhance communications at and among all levels of city government and ensure coordinated and  consistent communications.     2013/2014 Accomplishments    Developed and implemented effective communications strategies on key issues.   Finalized Executive Department’s Continuity of Operations Plan for emergency management.   Expanded city social media presence to actively engage and inform the public.   Added social media archiving for city records.   Expanded electronic communications to enhance the flow of relevant and timely information to the public.   Developed and launched city‐wide electronic newsletter for distribution to the public via email; distributed over  15,000 e‐newsletters on a monthly basis.   Added use of Fire Station 13 readerboard as a way to promote programs, meetings and opportunities.   Implemented web upgrades and added multi‐media features.   Continued to explore ways to adapt communications to the new “digital democracy” and the new technology of  communications.   Implemented video technology plan for Channel 21 and enhanced Channel 21 operations and productions for  more robust cable programming and video streaming; launched new Cityscape, city magazine program.   Continued to create and distribute city‐wide newsletter to nearly 45,000 Renton residents several times a year.   Collaborated with Community Services Department and Community & Economic Development Department to  maintain and enhance Renton’s social media presence.   Designed, implemented and distributed regularly scheduled newsletters and flyers to Fire District 40 residents.   Redesigned and streamlined city’s flag ship publication “What’s Happening” to increase community participation in  recreational and other city‐sponsored programs and events.   Assisted several city departments in hosting special celebrations, ribbon cuttings, groundbreakings, and other  events; hosted several successful Seahawks fan rallies and got record crowds to come to City Hall and garnered  national media attention for Renton.   Continued to streamline print shop processes, improve customer service, and reduce costs for printed materials  throughout all city departments.   Provided effective mail delivery (and counseling services) to all city staff, while ensuring cost‐effective,  uninterrupted outgoing mail service.   In conjunction with utility billing, implemented needed updates to utility bill (barcodes and format) to facilitate  banking and postal discount requirements.   Encouraged and provided training and professional development opportunities for staff.    2015/2016 Goals    Develop plan for web makeover and implement recommended web changes in 2015/2016.   Redesign city newsletter for more effective communication.   Research and stay apprised of emerging technologies that serve to improve communication with public.   Establish city‐wide policies and best practices for effective social media use.   Establish city‐wide policies and procedures to inform city staff on effective use of photography for public outreach.   Continue to streamline print operations and move toward more effective electronic communications by reducing  the number of non‐essential printed materials.   Enhance Channel 21 operations and productions for more robust cable programming and video streaming.  Budget by Department - Executive 3 - 14  Continue to implement unified graphic design standards “branding” throughout all city departments and  modernize the look of all city publications.   Develop and implement strategic communication strategy for public outreach for key issues and programs  throughout the city.   Continue to prepare and train for possible large‐scale emergencies.   Maintain good communication with the general public via newsletters, website, local and regional media, and  other social media outlets.   Continue to provide high quality printed materials in a timely, cost‐efficient manner.   Continue to provide effective mail delivery (and counseling services) to all city staff, while ensuring cost‐effective,  outgoing mail service.    Expenditure  Budget by Category ‐ Communications 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 423,941 435,640 447,024 440,357 452,889 485,332 500,939 10.2% 3.2% Part‐Time  Salaries 0 0 0 0 0 16,000 16,000 100.0% 0.0% Overtime 8,67606,7970000N/AN/A Personnel  Benefits 145,379 148,778 143,169 162,640 162,640 182,492 202,139 12.2% 10.8% Supplies 43,402 76,734 38,201 76,734 76,734 76,734 76,734 0.0% 0.0% Other Services  and Charges 667,312 512,684 534,820 532,684 583,377 530,884 550,884 ‐0.3% 3.8% Intergovernmental Services0000000N/AN/A Capital  Outlay 0 40,000 0 40,000 40,000 40,000 40,000 0.0% 0.0% Interfund Payments 6,083 3,022 3,022 3,130 3,130 2,662 2,716 ‐15.0% 2.0% Total 1,294,792 1,216,858 1,173,032 1,255,545 1,318,770 1,334,104 1,389,412 6.3% 4.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Communications 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 6.50 5.50 5.50 5.50 5.50 5.50 5.50 0.0% 0.0% Intermittent FTE 0.00 0.00 0.00 0.00 0.00 0.38 0.38 100.0% 0.0% Temp/Intermit Pay & Ben ‐$           ‐$           ‐$           ‐$           ‐$           16,000$      16,000$      100.0% 0.0%        Budget by Department - Executive 3 - 15 Executive Department Position Listing 2012 2013 2013 2014 2014 2015 2016 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Mayor’s  Office E10 Mayor (Elected)1.001.001.001.001.001.001.00 M53 Chief Administrative  Officer 1.001.001.001.001.001.001.00 M45 Assistant Chief  Administrative  Officer 1.000.000.000.000.000.000.00 M17 Executive  Assistant 1.001.001.001.001.001.001.00 N07 Secretary II 0.50 0.50 0.50 0.50 0.50 0.50 0.50 4.50 3.50 3.50 3.50 3.50 3.50 3.50 Communications M45 Deputy Public Affairs  Administrator 1.001.001.001.001.001.001.00 M21 Communications  Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Communications  Specialist II 2.00 1.00 1.00 1.00 1.00 1.00 1.00 A17 Web Specialist 1.001.001.001.001.001.001.00 A13 Print & Mail  Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A01 Office  Assistant I 0.500.500.500.500.500.500.50 6.50 5.50 5.50 5.50 5.50 5.50 5.50 Total Executive Department 11.00 9.00 9.00 9.00 9.00 9.00 9.00 Grade Title Total Mayor’s Office Total Communications Division   Budget by Department - Executive 3 - 16 CITY ATTORNEY Larry Warren 12.88 FTEs Civil 3.88 FTEs Criminal 7 FTEs Administrative Support 1.0 FTE City Attorney  Budget by Department - City Attorney 3 - 17 City Attorney      Mission  Provide quality legal representation to the City and its employees in a timely, effective, and positive manner.    Description  The City Attorney Department provides legal advice to the City Council, administration, and boards and commissions,  prepares legislation, brings and defends lawsuits, and prosecutes cases in the municipal court.      2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 1,706,320 1,872,973 1,922,225 1,687,621 1,863,395 2,001,421 2,108,770 18.6% 5.4% Position  Summary 11.75 11.88 11.88 11.88 12.88 12.88 12.88 8.4% 0.0%    List of City Attorney Renton Results Decision Packages:    2015 Adopted 2016 Adopted Package # Description FTE Tot Exp  $Tot Rev $ FTE Tot  Exp $Tot Rev $ 100006.0004 City Attorney Prosecution 7.00         870,409                  ‐                                   7.00         926,099                  ‐                                    150006.0006 New Prosecutor annual costs ‐            3,500                        ‐                                    ‐            3,500                        ‐                                    200006.0004 City Attorney Civil 3.88         654,880                 25,000                    3.88         693,479                 25,000                     600006.0005 City Attorney Administration 2.00         472,632                  ‐                                   2.00         485,691                  ‐                                    Total 12.88      2,001,421$          25,000$                 12.88      2,108,770$          25,000$                  Budget by Department - City Attorney 3 - 18 City Attorney Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results if available Discovery provided to the Defense Attorney  by prosecutors within 20 calendar days 97% 100% 100% Representative  Government Policy and fiscal accountability Routine legislation and contract review will  be performed within one week of receipt.99% 99% 98% Timely responsiveness and  “projection of effort,” when the  community cannot help itself. Safety and Health     Highlight of Budget Changes:   Regular Salaries and Personnel Benefits increased in 2015 by $403k due to increases in FTE (1.0) for 1 Prosecuting  Attorney position (2014 adjustment) which includes full benefits and overall city‐wide increase in  salaries/healthcare costs.   Other Services and Charges increased in 2015 by $3.5k due additional costs needed for the 1 additional  Prosecuting Attorney.   Interfund Payments increased in 2015 by $17k due overall city‐wide increase in salaries/healthcare costs.    2013/2014 Accomplishments   Negotiated a sizable settlement of a bid bond for default on the Rainier Avenue Construction bid.   Integrated LawBase into our system to achieve paperless status for Prosecution.   Responded to several emergency requests for ordinance and contract reviews.   Kept up with legal review of public records requests.   Assisted in training City staff on how to respond to public records requests.   Negotiated and closed the multi‐party purchase of the Highlands’ Library site.   Advised and assisted in achieving a favorable settlement of the utility tax increase against PSE.   Assisted in negotiating a complicated agreement with the Renton School District for the Meadowcrest Inclusive  playground.   Assisted the Transportation Division in a difficult and time sensitive real estate transaction with BNSF Railroad and  worked to resolve many construction related issues with SW 27th construction.   Moved offices to old City Hall in coordination with the Facilities Division   Worked with the Mayor’s Office, Police and Code Enforcement to achieve compliance from nuisance properties or  seek administrative or criminal relief.    2015/2016 Goals   Stay within our department budget.   Fully integrate LawBase into Prosecution and added the Sector patch to automatically fill in some of the  information, saving time per case and keeping errors down.   Achieve Prosecution becoming 90% paperless.   Cooperate with other cities on AT&T (Cingular Wireless) utility tax appeal.   Incorporate LasherFiche into all divisions of the City Attorney Department.   Keep personnel costs down through the use of technology.   Cross train staff to the extent practical.  Budget by Department - City Attorney 3 - 19 Expenditure  Budget by Division ‐ City Attorney 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 City Attorney 1,706,320 1,872,973 1,922,225 1,687,621 1,863,395 2,001,421 2,108,770 18.6% 5.4% Total 1,706,320 1,872,973 1,922,225 1,687,621 1,863,395 2,001,421 2,108,770 18.6% 5.4% Expenditure  Budget by Category ‐ City Attorney 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,040,534 1,076,236 1,051,489 1,101,018 1,227,959 1,304,780 1,360,161 18.5% 4.2% Part‐Time  Salaries 0051,2800000N/AN/A Overtime 0 1,000 0 1,000 1,000 1,000 1,000 0.0% 0.0% Personnel  Benefits 321,281 360,749 362,942 397,132 439,900 486,282 541,095 22.4% 11.3% Supplies 7,669 12,500 6,691 12,500 12,500 12,500 12,500 0.0% 0.0% Other Services  and Charges 78,572 36,000 63,336 36,000 42,066 39,500 39,500 9.7% 0.0% Interfund Payments 258,264 226,488 226,488 139,971 139,971 157,359 154,514 12.4%‐1.8% Transfers  Out 0 160,000 160,000 0 0 0 0 N/A N/A Total 1,706,320 1,872,973 1,922,225 1,687,621 1,863,395 2,001,421 2,108,770 18.6% 5.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ City Attorney 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 11.75 11.88 11.88 11.88 12.88 12.88 12.88 8.4% 0.0% Intermittent FTE 0.000.001.480.000.000.000.00N/AN/A Temp/Intermit Pay & Ben ‐$            ‐$           61,467$       ‐$            ‐$            ‐$            ‐$           N/A N/A     City Attorney Department Position Listing 2012 2013 2013 2014 2014 2015 2016 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted City  Attorney M49 City Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M42 Senior Assistant City Attorney 2.00 3.00 3.00 3.00 3.00 3.00 3.00 M35 Assistant City Attorney 1.00 0.00 0.00 0.00 0.00 0.00 0.00 M35 Chief  Prosecuting Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M29 Prosecuting Attorney 2.00 2.00 2.00 2.00 3.00 3.00 3.00 A17 Paralegal 0.75 0.88 0.88 0.88 1.88 1.88 1.88 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A07 Legal  Assistant 3.00 3.00 3.00 3.00 2.00 2.00 2.00 Total City  Attorney Department 11.75 11.88 11.88 11.88 12.88 12.88 12.88 Grade Title   Budget by Department - City Attorney 3 - 20 MUNICIPAL COURT JUDGE Terry L. Jurado 13 FTEs COURT SERVICES Bonnie Woodrow 12 FTEs Infraction Processing   4 FTEs Criminal Case Processing 6 FTEs Probation               1 FTE Court Services  Budget by Department - Court Services 3 - 21 Court Services    Mission  The mission of the Renton Municipal Court, as an independent and impartial branch of government, is to provide objective,  accessible and timely resolution of all cases appropriately coming before the Court, the protection of the rights of all  individuals and the dignified and fair treatment of all parties.  The Renton Municipal Court is a contributing partner working  toward a safe and vital community.      Description  The Renton Municipal Court is a Court of Limited Jurisdiction that handles parking citations, infractions (traffic and non‐ traffic), photo enforcement citations, misdemeanor and gross misdemeanor cases charged within the City.    2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 2,074,980 2,009,664 2,003,104 1,999,521 2,094,010 2,111,321 2,187,710 5.6% 3.6% Position  Summary 16.50 15.00 15.00 14.00 15.00 13.00 13.00 ‐7.1% 0.0%    List of Court Services Renton Results Decision Packages:    2015 Adopted 2016 Adopted Package # Description FTE Tot Exp  $Tot Rev $ FTE Tot  Exp $Tot Rev $ 100002.0012 Probation 1.00         120,680                 145,000                 1.00         126,987                 145,000                  200002.0015 Criminal Case Processing 6.00         727,334                 423,500                 6.00         760,705                 423,500                  200002.0016 Infraction Processing 4.00         474,419                 1,920,000             4.00         494,445                 1,920,000              200002.0017 Court Administration 2.00         788,888                  ‐                                   2.00         805,573                  ‐                                    Total 13.00      2,111,321$          2,488,500$          13.00      2,187,710$          2,488,500$             Budget by Department - Court Services 3 - 22 Court Services Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results if available Safety and Health Encourage the community to  comply with local, state and  federal laws. Composite of results from survey of  probationer's understanding of probation  process reflected as "Good" or better.  83% 81% TBD Defendant satisfaction with their  understanding of the criminal case process is  rated as "Good" or better. 83%84%TBD Defendant’s satisfaction with the ability to  obtain access to court record information  related to criminal case processing is rated  “Good” or better. new 2015 new 2015 new 2015 Ongoing Juror Survey's reflect an approval  rating that indicates satisfaction and  understanding of the jury experience by non‐ criminal citizens of Renton.  81%85%TBD Defendant's satisfaction with the ability to  get access to court information related to  infraction processing is rated "Good" or  better. 87%83%TBD Resident's satisfaction with understanding  the court infraction process.74%78%TBD Open accessible and consistent  (administrative and judicial)  decision process Representative  Government   Highlight of Budget Changes:   Regular Salaries increased by $22k and overtime decreased by $15k in 2015 due to reclassing 2 Lead Judicial  Specialists to Judicial Supervisors and overall city‐wide increase in salaries/healthcare costs.  o Also reducing 2 Judicial Specialists that were deferred from reductions in 2013/2014 Budget due to overall  reduction in Court Services activity.   Interfund Payments increased in 2015 by $80k due IT related capital projects and overall city‐wide increase in  salaries/healthcare costs.    2013/2014 Accomplishments   Developed and implemented methods to set baselines for budgetary performance measures.   Continued staff training efforts.  Due to budgetary constraints the court moved toward online training when  available   Utilized grant funding to develop initial and implement initial portion of City‐wide Imaging and Document  Management System‐Laserfiche.  Scanned over 750K court‐related documents into Laserfiche.  Developed  paperless court process for infractions, photo enforcement and parking citations.     Used grant funding to purchase a new Probation Case Management system.  Scanned all probation documents into  Laserfiche.       2015/2016 Goals   Continue growth in use of Renton Results for meaningful budgets and recognizable results.   Continue ongoing staff training to keep pace with changes in laws, ordinances and court rules.   Continue to implement an Electronic Content Management System and proceed to an all‐electronic paper  document management and retention storage system.   Pursue opportunities to “do more with less” into the future.   Budget by Department - Court Services 3 - 23 Expenditure  Budget by Division ‐ Court Services 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Court Services 2,074,980 2,009,664 2,003,104 1,999,521 2,094,010 2,111,321 2,187,710 5.6% 3.6% Total 2,074,980 2,009,664 2,003,104 1,999,521 2,094,010 2,111,321 2,187,710 5.6% 3.6% Expenditure  Budget by Category ‐ Court Services 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,073,274 1,013,587 1,030,118 970,213 1,064,702 992,329 1,026,238 2.3% 3.4% Part‐Time  Salaries 61,944 81,000 50,456 81,000 81,000 75,500 75,500 ‐6.8% 0.0% Overtime 4,616 29,964 3,498 29,964 29,964 14,808 14,160 ‐50.6%‐4.4% Personnel  Benefits 435,210 415,972 434,342 439,628 439,628 469,707 517,408 6.8% 10.2% Supplies 6,514 7,700 6,267 7,700 7,700 7,700 7,700 0.0% 0.0% Other Services  and Charges 123,469 137,358 154,340 137,358 137,358 137,358 137,358 0.0% 0.0% Interfund Payments 356,575 324,083 324,083 333,658 333,658 413,919 409,346 24.1%‐1.1% Transfer Out 13,378000000N/AN/A Total 2,074,980 2,009,664 2,003,104 1,999,521 2,094,010 2,111,321 2,187,710 5.6% 3.6% Staffing Levels by Division ‐ Court Services 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 16.50 15.00 15.00 14.00 15.00 13.00 13.00 ‐7.1% 0.0% Intermittent FTE 1.74 1.95 1.36 1.95 1.95 1.95 1.95 0.0% 0.0% Temp/Intermit Pay & Ben 72,210$      81,000$      56,769$      81,000$      81,000$      81,000$      81,000$      0.0% 0.0%      Court Services  Department Position Listing 2012 2013 2013 2014 2014 2015 2016 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Court Services E11 Municipal Court Judge (Elected)1.00 1.00 1.00 1.00 1.00 1.00 1.00 M38 Court Services  Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M22 Judicial  Supervisor 0.00 0.00 0.00 0.00 0.00 2.00 2.00 A18 Probation  Officer 1.50 1.00 1.00 1.00 1.00 1.00 1.00 A15 Judicial  Specialist (Lead)2.00 2.00 2.00 2.00 2.00 0.00 0.00 A11 Judicial  Specialist (Lead)0.00 0.00 0.00 0.00 0.00 0.00 0.00 A10 Judicial  Specialist/Trainer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A08 Judicial  Specialist 10.00 9.00 9.00 8.00 9.00 7.00 7.00 A10 Probation  Clerk 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16.50 15.00 15.00 14.00 15.00 13.00 13.00Total Court Services Division Grade Title   Budget by Department - Court Services 3 - 24   *The Utility Billing positions (4 FTEs) are funded by utility rate revenues (vs. General Fund).  ADMINISTRATOR Iwen Wang 42 FTEs FINANCE Jamie Thomas                     18 FTEs Operations Cash Receipting Utility Billing* Payroll Accounts Payable Accounts Receivable Budget & Accounting Budget Financial Reporting General Accounting INFORMATION  TECHNOLOGY Mehdi Sadri                   16 FTEs Systems Services Communication and  Data Center  Operations Network Services Application Services Application  Implementation  Development Support  and Maintenance Enterprise GIS   Implementation  Development  Support Service Desk End‐user Support City Clerk Vacant 6 FTEs Records Management  and Imaging Legislative and  Administration  Support Public Information  Services Voter Registrations  and Elections Hearing Examiner (contracted) Administrative  Support 1 FTE Administrative Services  Budget by Department - Administrative Services 3 - 25   Administrative Services      Mission  Provide systems and processes that enable efficient, effective, and accountable management and operations; provide  transparent, timely and accessible city records and information; are compliant with laws and regulations.       Core Businesses Services  The Administrative Services Department provides financial management and information technology services by providing  timely and accurate financial information; efficient and reliable technologies; and preservation of current and historical  records, and the City Clerk additionally serves as the Clerk of the City Council and as the City’s Public Records Officer.     2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 8,424,390 7,814,048 7,737,770 7,861,335 9,891,612 9,262,500 9,524,097 17.8% 2.8% Position  Summary 43.50 39.50 39.50 39.50 38.50 42.00 42.00 6.3% 0.0%    List of Renton Results Decision Packages:    2015 Adopted 2016 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp  $Tot Rev $ 100004.0006 Business Licensing and Passports 1.10         108,061                 45,000                    1.10         114,395                 45,000                     200011.0006 Hearing Examiner ‐            40,000                    ‐                                    ‐            40,000                    ‐                                    200012.0011 City Clerk 5.00         942,862                 ‐                                   5.00         992,720                 ‐                                    250012.0005 Convert LT Deputy City Clerk 1.00         108,695                 ‐                                   1.00         119,150                 ‐                                    500004.0004 Utility Billing and Cashiering 4.90         602,159                 ‐                                   4.90         631,145                 ‐                                    600004.0056 Payroll 1.50         143,283                 ‐                                   1.50         151,195                 ‐                                    600004.0057 System Services 3.00         514,264                 535,388                 3.00         535,741                 556,341                  600004.0058 Telecommunications 1.00         428,276                 376,808                 1.00         436,765                 385,156                  600004.0059 Service Desk Support 2.00         506,011                 490,964                 2.00         464,205                 450,776                  600004.0060 Finance Operations 3.50         350,331                 ‐                                   3.50         373,447                 ‐                                    600004.0061 Applications and Database Services 4.00         1,391,720             1,421,380             4.00         1,374,484             1,449,134              600004.0062 Enterprise GIS 3.00         439,829                 453,474                 3.00         460,921                 474,182                  600004.0063 Accounting and Auditing 1.50         299,175                 ‐                                   1.50         310,234                 ‐                                    600004.0064 Budgeting and Financial Planning 4.10         543,993                 ‐                                   4.10         574,961                 ‐                                    600004.0065 Asset, Debt, and Treasury Management 0.90         192,499                 ‐                                   0.90         198,866                 ‐                                    600004.0066 IT Administration 1.50         265,862                 256,688                 1.50         279,192                 269,664                  600004.0067 Finance Administration 1.50         503,301                 ‐                                   1.50         517,068                 ‐                                    600004.0068 IT Capital ‐            771,000                 870,329                 ‐            768,000                 867,690                  650004.0007 Increased/Decreased  IT costs ‐            105,701                 ‐                                    ‐            150,701                 ‐                                    650004.0008 Add 1 FTE IT Se rvice  Desk Technician 1.00         107,355                 107,355                 1.00         118,493                 118,493                  650004.0009 Add 1 IT Systems  Analyst/Programmer 1.00         111,845                 111,845                 1.00         123,835                 123,835                  650004.0013 Add 1 FTE Senior Finance  Analyst 0.50         64,536                    ‐                                   0.50         76,840                    ‐                                    650004.0014 Banking Fees ‐            485,000                 ‐                                    ‐            485,000                 ‐                                    650004.0017 State Audit Costs ‐            26,265                    ‐                                    ‐            26,265                    ‐                                    700005.0007 Fire Pension ‐            210,475                 468,000                 ‐            200,475                 468,000                  Total 42.00      9,262,500$          5,137,231$          42.00      9,524,097$          5,208,271$              Budget by Department - Administrative Services 3 - 26   Performance Measures:  City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results if available Compliance audits performed by Business  License staff will result in an increase in  number of Full Time Equivalent (FTE)  positions reported by businesses.  298.19 0 TBD Business License renewals will be issued  within one day of receipt of payment.  99% 45% 85% Opportunities for the public to  engage and influence City  government Number of Legislative documents (agenda,  minutes, ordinances, resolutions, etc)  published & available 144 137 TBD Policy and fiscal accountability Number of Public Records Requests 341 308 453 Utility Billing customer calls will be answered  within 5 minutes.96% 96% 98% Average Utility Billing aged accounts  receivable (over 90 days) as percent of  annual revenue. 0.07% 0.07% 0.09% Customers rate implementation process as  meeting or exceeding expectation in post  implementation surveys. 80% 75% N/A Respond to user service and support calls  within two hours or less during normal  business days. 89% 88% 90% Fiscal Support and  Accountability Accuracy of the Financial Statements as  measured by the number of management  letter recommendations and audit findings. 0 0 TBD Number of correcting journal entries will be  reduced.279 222 182 Accounts Receivable percent of average  aged balances over 90 days versus annual  billing. 0.20% 2.60% TBD Yield on Core Investment Portfolio versus  benchmark 0.95% (vs. 0.12%  1YR Treas) 0.93% (vs. 0.26%  2YR Treas) 1.1% (vs. 0.67%  2YR Treas) Equipment and data that is  reliable and accessible Percent of system availability (network  "uptime") as provided by System Services. 98% 99% 99% Safety and Health Encourage the community to  comply with local, state and  federal laws. Representative  Government Operate and maintain utilities Internal Support Utilities and  Environment Safeguard public interests and  assets Functional work environment      Budget by Department - Administrative Services 3 - 27   Highlight of Budget Changes:   Regular Salaries and Personnel Benefits increased by $649k in 2015 due to adding 3.5 FTE’s (0.5 Sr Finance Analyst,  1 Systems Analyst, 1 Service Desk Technician, and conversion of 1 Deputy City Clerk Limited Term to Regular Full‐ time) and reducing 1 FTE (Accounting Assistant III conversion to existing GIS Analyst II, 2014 adjustment) and  overall city‐wide increase in salaries/healthcare costs.   Supplies increased by $50k in 2015 due to increases in IT’s citywide computer replacement program.   Other services and charges increased in 2015 by $670k due to increasing the banking fees budget (instead of  adjusting the budget at year‐end), increasing the State audit budget, and more service contracts related to  Information Technology being transferred (from their original departments) to Administrative Services.   Intergovernmental decreased in 2015 by $69k and increased in 2016 by $19k due to decreases in elections costs  (2015) and projected increases in elections costs and voter registration (2016).   Capital outlay increased in 2015 by $60k due to various IT related capital projects.   Interfund Payments increased in 2015 by $40k due IT related capital projects and overall city‐wide increase in  salaries/healthcare costs.    Expenditure  Budget by Division ‐ Administrative Services 2012201320132014201420152016ChangeChange Fund/Dept Actual Orig  Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Finance 2,852,371 2,678,267 2,923,823 2,756,201 3,407,541 3,529,078 3,659,890 28.0% 3.7% Information Technology 4,595,610 4,078,959 3,793,125 4,002,968 5,358,145 4,641,865 4,712,338 16.0% 1.5% City Clerk 976,409 1,056,822 1,020,822 1,102,166 1,125,927 1,091,558 1,151,870 ‐1.0% 5.5% Total 8,424,390 7,814,048 7,737,770 7,861,335 9,891,612 9,262,500 9,524,097 17.8% 2.8% Expenditure  Budget by Category ‐ Administrative Services 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 3,017,847 2,998,813 2,857,872 3,048,026 3,156,893 3,402,357 3,544,090 11.6% 4.2% Part‐Time  Salaries 29,186 43,166 50,929 43,166 43,166 43,166 43,166 0.0% 0.0% Overtime 31,086 40,000 32,699 40,000 40,000 40,000 40,000 0.0% 0.0% Personnel  Benefits 1,345,769 1,342,823 1,258,240 1,448,942 1,447,719 1,743,979 1,911,521 20.4% 9.6% Supplies 284,998 288,494 267,969 254,494 386,494 303,724 295,724 19.3%‐2.6% Other Services  and Charges 1,845,884 1,922,613 2,073,104 1,862,613 2,465,867 2,552,373 2,542,373 37.0%‐0.4% Intergovernmental Services 207,046 202,000 242,911 220,500 220,500 152,000 170,500 ‐31.1% 12.2% Capital  Outlay 1,242,446 600,020 577,929 560,020 1,747,400 601,010 551,000 7.3%‐8.3% Interfund Payments 417,760 376,118 376,118 383,573 383,573 423,891 425,723 10.5% 0.4% Transfer Out 2,369000000N/AN/A Total 8,424,390 7,814,048 7,737,770 7,861,335 9,891,612 9,262,500 9,524,097 17.8% 2.8% Staffing Levels by Division ‐ Administrative Services 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Finance 20.00 19.00 19.00 19.00 19.00 19.50 19.50 2.6% 0.0% Information Technology 18.50 15.50 15.50 15.50 14.50 16.50 16.50 6.5% 0.0% City Clerk 5.005.005.005.005.006.006.0020.0%0.0% Total FTE 43.50 39.50 39.50 39.50 38.50 42.00 42.00 6.3% 0.0% Intermittent FTE 0.83 1.16 1.40 1.16 1.16 1.16 1.16 0.0% 0.0% Temp/Intermit Pay & Ben 34,354$      48,263$      58,176$      48,263$      48,263$      48,263$      48,263$      0.0% 0.0%  Budget by Department - Administrative Services 3 - 28   Finance    Mission   The Finance Division is responsible for a broad range of services and information for both internal and external customers.   Core operational services include cash receipting, utility billing, licensing, passports, payroll, accounts payable, and accounts  receivable.  The Finance Division is also responsible for accounting and financial reporting including the development of the  biennial budget and preparation of the City’s annual financial statements, which are audited by the Washington State  Auditor’s Office.    2013/2014 Accomplishments   Received a credit rating upgrade for the City’s general obligation bonds from AA to AA+ from Standard and Poor’s  Rating Services (June 2014).   Reaffirmed strong AA+ credit ratings for the City’s revenue bonds from Standard and Poor’s Rating Services (2014).    Received awards for excellence in financial reporting and budgeting from the Government Finance Officers  Association (GFOA).   Amended the City‐wide investment policy to allow for better flexibility in reacting to the changing economy and  liquidity demands of the City.   Enhanced the City‐wide stabilization policy, to begin restoring reserves that have been used during the great  recession as well as creating new reserves to help the City bridge upcoming transitions, including but not limited  to: the need for enhanced public safety equipment reserves, the upcoming expiration of the sales tax annexation  credit, and key economic development projects throughout the City.   Utilized business improvement processes to review and refine the City’s biennial budget process.   Refined internal processes for creating, reviewing, and filing electronic journal entries.   Reduced the financial month‐end closing date by ten days (from the 25th to the 15th).   Created and implemented a monthly review program for multi‐year, capital projects, decreasing the amount of  time spent at year‐end to compile the Comprehensive Annual Financial Report.   Adopted a new, multi‐agency small works roster for all types of purchases city‐wide.  This provides an efficient  method for project managers to identify and select responsible contractors and vendors within the constraints of  State purchasing laws.   Implemented an online portal for customers to view and pay utility bills electronically.   Implemented, in coordination with the Development Services Division, a new business license and permitting  system, which provides access to online business license and pet license renewals and applications.   Created an online portal for customers to make payments on miscellaneous A/R accounts.    2015/2016 Goals   Continue to refine monthly and year‐end financial processes until it is possible to have the final version of the  Comprehensive Annual Financial Report completed by April 1.   Collaborate with IT and begin using Laserfiche for electronically filing AP invoices, AR invoices, and Payroll records.   Plan, coordinate, and implement a City‐wide B&O tax. Ensuring that each business’ adoption of the tax change is  made as seamlessly possible through accurate and timely information and professional and helpful customer  service from City finance staff.   Continue receiving “clean” financial audits from the Washington State Auditor’s Office.   Enhance commitment and focus on external customer service, particularly to the underserved and vulnerable  population.   Continue refinement of Renton Results efforts through improvements in performance data collection and  reporting by:  o Develop informal performance assessment tools to analyze data against established targets and  appropriate benchmarks.    o Additional development of performance dashboards for staff and external reporting to citizens.   Continue to receive awards for excellence in financial reporting and budgeting from the Government Finance  Officers Association (GFOA). Budget by Department - Administrative Services 3 - 29   Expenditure  Budget by Category ‐ Finance 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,298,558 1,340,718 1,278,705 1,375,462 1,413,802 1,511,998 1,576,265 9.9% 4.3% Part‐Time  Salaries 1,680017,8560000N/AN/A Overtime 296 20,000 1,010 20,000 20,000 20,000 20,000 0.0% 0.0% Personnel  Benefits 719,081 762,697 689,394 816,356 816,356 894,615 970,449 9.6% 8.5% Supplies 11,076 10,475 7,058 10,475 10,475 10,475 10,475 0.0% 0.0% Other Services  and Charges 560,960 313,003 698,425 298,003 911,003 833,083 823,083 179.6%‐1.2% Interfund Payments 260,719 231,374 231,374 235,905 235,905 258,907 259,618 9.8% 0.3% Total 2,852,371 2,678,267 2,923,823 2,756,201 3,407,541 3,529,078 3,659,890 28.0% 3.7% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Finance 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 20.00 19.00 19.00 19.00 19.00 19.50 19.50 2.6% 0.0% Intermittent FTE 0.050.000.470.000.000.000.00N/AN/A Temp/Intermit Pay & Ben 1,888$         ‐$           19,487$       ‐$            ‐$            ‐$            ‐$           N/A N/A Budget by Department - Administrative Services 3 - 30   Information Technology    Mission   The Information Technology Division is responsible for providing city‐wide technology solutions, systems, and services.   Core services include: end user equipment maintenance and support, help desk services, mission critical application  development, implementation and support, enterprise network management, and maintenance, voice, video and data  communication services, systems security, and citywide Wi‐Fi services , enterprise GIS support, application development  and data integrations.    2013/2014 Accomplishments   Successful transition of all Police and Fire systems from PRV CAD to Tiburon CAD    Upgraded/improved Police/Fire in car cellular connectivity   Upgrade GIS software/hardware, capacity and reliability   Develop/Enhanced GIS applications/data accessible to staff on mobile devices     Upgraded core network capacity from 1gbps to 10gbps and redundancy dual connection to all servers and storage   Increased server redundancy, failover capacity by 20%    Implemented strong password policy, completed CJIS security audit        Developed several custom applications and interfaces    2015/2016 Goals   Implement enterprise online/mobile customer request portal    Develop electronic signature capability    Implement enterprise GIS centric work order an asset management system   Support Municipal Court rollout of electronic case management system     Migrate City’s Intranet to the new SharePoint platform   Continue expansion of  document imaging/ electronic records management citywide   Help evaluate and develop a strategy to improve City’s web presence, online services, and user experience.    Develop six‐year Information Technology Strategic Plan for 2016‐2022   Continue to build a disaster recovery site, increase network availability, server redundancy   Provide access to city records (data) through open public portal     Expenditure  Budget by Category ‐ Information Technology 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,353,993 1,217,002 1,183,674 1,222,494 1,281,760 1,457,117 1,517,141 19.2% 4.1% Part‐Time  Salaries 27,506 43,166 33,073 43,166 43,166 43,166 43,166 0.0% 0.0% Overtime 28,922 20,000 31,413 20,000 20,000 20,000 20,000 0.0% 0.0% Personnel  Benefits 463,535 423,337 394,973 460,854 459,631 620,228 688,687 34.6% 11.0% Supplies 270,017 266,525 254,541 232,525 364,525 281,755 273,755 21.2%‐2.8% Other Services  and Charges 1,209,191 1,508,909 1,317,523 1,463,909 1,441,663 1,618,589 1,618,589 10.6% 0.0% Capital  Outlay 1,242,446 600,020 577,929 560,020 1,747,400 601,010 551,000 7.3%‐8.3% Total 4,595,610 4,078,959 3,793,125 4,002,968 5,358,145 4,641,865 4,712,338 16.0% 1.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Information Technology 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 18.50 15.50 15.50 15.50 14.50 16.50 16.50 6.5% 0.0% Intermittent FTE 0.78 1.16 0.93 1.16 1.16 1.16 1.16 0.0% 0.0% Temp/Intermit Pay & Ben 32,387$      48,263$      38,572$      48,263$      48,263$      48,263$      48,263$      0.0% 0.0% Budget by Department - Administrative Services 3 - 31   City Clerk    Mission  The Office of the City Clerk is dedicated to supporting governance and the legislative process, maintaining and preserving  the city’s official records, assisting and informing the public, coordinating elections, and carrying out the official duties and  sovereign authority of the City Clerk with integrity, as required by law and policy, and to meet the needs of the citizens, the  elected officials, and city administrative staff.    2013/2014 Accomplishments   Completed major update to the city records retention schedules to reflect changes made by the state   Added the City Attorney Department to records management work processes   Transferred historical records to State and Regional archives   Improved the public records request database for greater tracking and reporting capabilities   Received and processed a high volume of complex requests for public records   Reorganized microfilm processing station to accommodate Laserfiche scanning station   Finished Laserfiche scanning projects including past and present contracts, leases, and agreements   Streamlined division processes including recording of documents with King County, contracting, purchase orders,  records request processing, and records management storage, retrieval and archiving   Improved distribution and notification processes resulting in more streamlined and efficient practices    2015/2016 Goals   Support public involvement and informed City decision‐making by continuing to provide citizens, City  administrative staff, and officials with accurate and timely information, guidance, records, and notices   Update Councilmember desk manuals   Update all City Clerk Division Policy and Procedures   Encourage and train departmental records coordinators for their role in records management and processing  public records requests   Choose, implement and utilize new email search software to enable a streamlined records disclosure and  redaction process   Update tracking systems and use of technology for improved tracking and reporting   Train city staff on the  agenda process, contract & bidding process, and records management process, and public  records request   Inventory city departments’ use of imaging and ensure compliance with records retention requirements    Microfilm inventory and transfer to State and Regional archives   Implement records retention schedules in Laserfiche program   Support City administrative staff, officials, and the public for all potential election activities   Migrate the City Clerk Division intranet site to the new SharePoint intranet site.    Budget by Department - Administrative Services 3 - 32   Expenditure  Budget by Category ‐ City Clerk 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 365,295 441,093 395,493 450,070 461,331 433,242 450,684 ‐3.7% 4.0% Overtime 1,86802760000N/AN/A Personnel  Benefits 163,153 156,789 173,872 171,733 171,733 229,137 252,386 33.4% 10.1% Supplies 3,905 11,494 6,370 11,494 11,494 11,494 11,494 0.0% 0.0% Other Services  and Charges 75,733 100,701 57,156 100,701 113,201 100,701 100,701 0.0% 0.0% Intergovernmental Services 207,046 202,000 242,911 220,500 220,500 152,000 170,500 ‐31.1% 12.2% Interfund Payments 157,041 144,744 144,744 147,668 147,668 164,984 166,105 11.7% 0.7% Transfer Out 2,369000000N/AN/A Total 976,409 1,056,822 1,020,822 1,102,166 1,125,927 1,091,558 1,151,870 ‐1.0% 5.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ City Clerk 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Total FTE 5.005.005.005.005.006.006.0020.0%0.0% Intermittent FTE 0.000.000.000.000.000.000.00N/AN/A Temp/Intermit Pay & Ben 80$             ‐$           117$           ‐$           ‐$           ‐$           ‐$           N/A N/A Budget by Department - Administrative Services 3 - 33   Administrative Services  Position Listing 2012201320132014201420152016 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Finance Division M49 Administrative Services  Administrator 0.500.500.500.500.500.500.50 M38 Fiscal  Services  Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M26 Financial Services  Manager 1.001.001.001.001.001.001.00 M25 Senior Finance Analyst 5.00 5.00 5.00 5.00 5.00 6.00 6.00 A19 Accounting Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 N16 Finance Analyst III 0.500.500.500.500.500.000.00 N14 Administrative Assistant 1.001.001.001.001.001.001.00 A13 Lead Payroll  Analyst 1.001.001.001.001.001.001.00 A11 Payroll  Analyst 1.000.000.000.000.000.000.00 A09 Accounting Assistant IV 5.00 5.00 5.00 5.00 4.00 4.00 4.00 A07 Accounting Assistant III 3.00 3.00 3.00 3.00 4.00 4.00 4.00 Total Regular Staffing 20.00 19.00 19.00 19.00 19.00 19.50 19.50 Total Finance Division 20.00 19.00 19.00 19.00 19.00 19.50 19.50   Information Technology Division M49 Administrative Services  Administrator 0.500.500.500.500.500.500.50 M38 Information  Technology Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A32 Network Systems  Manager 1.001.001.001.001.001.001.00 M26 GIS  Coordinator 1.001.001.001.001.001.001.00 A24 Service  Desk Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A24 Senior Network Systems  Specialist 3.00 2.00 2.00 2.00 2.00 2.00 2.00 A24 Senior Systems  Analyst 1.00 1.00 0.00 1.00 0.00 0.00 0.00 A23 Business  Systems  Analyst 3.003.002.003.002.002.002.00 A23 Engineering Specialist III 1.001.000.001.000.000.000.00 A23 GIS Analyst II 0.00 0.00 1.00 0.00 2.00 2.00 2.00 A23 GIS Analyst II LT 1.00 0.00 1.00 0.00 0.00 0.00 0.00 A21 GIS Analyst I  LT 1.00 1.00 0.00 1.00 0.00 0.00 0.00 A21 Systems  Analyst/Programmer 0.00 0.00 2.00 0.00 2.00 3.00 3.00 A20 Network Systems  Specialist 1.001.001.001.001.001.001.00 A17 Service  Desk Technician 1.00 1.00 1.00 1.00 1.00 2.00 2.00 A10 Permit Technician  LT*1.000.000.000.000.000.000.00 A07 Accounting Assistant III 1.00 1.00 1.00 1.00 0.00 0.00 0.00 Total Regular Staffing 18.50 15.50 15.50 15.50 14.50 16.50 16.50 Total Information Technology Division 18.50 15.50 15.50 15.50 14.50 16.50 16.50 City  Clerk  Division** M30 City Clerk/Cable  Manager 1.001.001.001.001.001.001.00 M17 Deputy City Clerk 1.001.001.001.001.002.002.00 A11 Records  Management Coordinator 1.001.001.001.001.001.001.00 A09 Records  Management Specialist 2.00 2.00 2.00 2.00 2.00 2.00 2.00 5.00 5.00 5.00 5.00 5.00 6.00 6.00 Total Administrative Services 43.50 39.50 39.50 39.50 38.50 42.00 42.00 *Position Proposed  in 2011/2012 Permit Capital  Project Budget. **City Clerk  was  moved to  Administrative  Services  Department in 2012. Total City  Clerk  Division   Budget by Department - Administrative Services 3 - 34 Community and Economic Development  Budget by Department - Community and Economic Development 3 - 35 Community and Economic Development    Mission   Enhance the vitality and livability of the Renton community by promoting a prosperous economy and quality  neighborhoods, through economic development, sound urban planning, and streamlined land use regulation.     Core Businesses and Services  The Department of Community & Economic Development (CED) initiates and leads economic development, land use  planning and permitting, and regulation of all aspects of the development process, while working with residents, the  business community and other community organizations to enhance the economic prosperity, vitality, and livability of the  community for the Renton community.  In addition, CED manages the City’s intergovernmental relations, advocating for Renton’s interests at the county, regional,  state, and federal levels, coordinates the Renton Community Marketing Campaign, which is funded in part by the City’s  Lodging Tax, and provides staff support for the City’s Planning and Municipal Arts Commissions.   Coordination and collaboration amongst the three CED divisions, Economic Development, Planning & Development  Services, and its 12 programs is essential, as each has an important role to play in achieving the Vision, Mission and Goals of  the City. CED plays a leadership role in the fulfillment of a significant number of the City's Business Plan Goals and Action  Items. Most of the five Business Plan Goals are directly related to the work of CED's programs.     In 2014, the Development Engineering section moved from the Development Services division to the Planning Division.       2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 6,070,733 6,036,446 6,299,580 6,148,404 6,977,846 7,504,756 7,815,753 22.1% 4.1% CIP Budget Summary 58,057 0 849,182 0 581,662 100,000 100,000 100.0% 0.0% Position  Summary 47.50 42.50 46.00 42.50 47.00 47.50 47.50 11.8% 0.0%    Budget by Department - Community and Economic Development 3 - 36 List of Community and Economic Development Renton Results Decision Packages:     2015 Adopted 2016 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp  $Tot Rev $ 100007.0007 Building Inspection 13.00      1,593,442             4,084,399             13.00      1,687,594             4,084,949              100007.0008 Code Enforcement program 3.00         397,253                 ‐                                   3.00         419,537                 ‐                                    150007.0001 Increase Professional Services  for Plan Review ‐            80,000                    80,000                    ‐            80,000                    80,000                     150020.0004 Reallocate CDBG to CED ‐            240,971                 ‐                                    ‐            240,971                 ‐                                    300007.0034 Current Planning 5.68         738,788                 98,000                    5.68         787,793                 98,000                     300007.0035 Economic Development 4.00         604,469                 ‐                                   4.00         648,403                 ‐                                    300007.0036 Long Range Planning 2.75         444,016                 ‐                                   2.75         468,421                 ‐                                    300007.0037 CED Administration 2.00         1,077,608             ‐                                   2.00         1,120,102             ‐                                    300007.0038 1% for  the Arts ‐            102,950                 15,000                    ‐            ‐                                   15,000                     300007.0039 Arts & Culture 0.25         35,944                    ‐                                   0.25         37,679                    ‐                                    350007.0004 Add 1 FTE Assistant Planner 1.00         105,720                 105,720                 1.00         116,602                 116,602                  350007.0006 Add .5 FTE Office  Assistant 0.50         51,357                    51,357                    0.50         53,736                    53,736                     500007.0004 Development Engineering 10.66      1,468,649             305,902                 10.66      1,551,569             305,972                  550007.0002 Add 1 FTE LT Construction Inspector 1.00         114,261                 114,261                 1.00         126,514                 126,514                  600007.0005 Technical and Property Services 3.66         449,327                 ‐                                   3.66         476,833                 ‐                                    Total  Operating 47.50      7,504,756             4,854,640             47.50      7,815,753             4,880,773              460007.0001 CIP General  Gov't ‐            100,000                 161,000                 ‐            100,000                 39,000                     Total  CIP ‐            100,000                 161,000                 ‐            100,000                 39,000                     Total 47.50      7,604,756$          5,015,640$          47.50      7,915,753$          4,919,773$           Budget by Department - Community and Economic Development 3 - 37 Community and Economic Development Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results if available Permit review for single family applications  completed within 2 weeks 75% 40% TBD Permit review for commercial applications  within 4 weeks 100% 100% TBD Inspection requests receive response within  24 hours 98% 97% TBD Encourage the community to  comply with local, state and  federal laws Code compliance is achieved through  voluntary action upon notification of  violation 85% 95% TBD Representative  Government Advocate community interest in  regional, state, and federal  forums Number of organizations in which CED staff  represents the City in local, regional and  statewide organizations focused in areas  such as land use, economic development ,  building regulation 24 27 27 The City's annual sales tax revenue growth  rate (excluding one‐time items)4.7% 6.0% 9.4% Annual property tax revenue associated with  new construction increases. 0.06% 1.13% 1.29% Process land use applications requiring a  decision by the Hearing Examiner within 12  weeks of receipt of complete application. 45% 50% TBD Process land use applications requiring an  Administrative Decision within 8 weeks 58% 88% TBD Utilities and  Environment Compliance with environmental  standards and laws Infrastructure plan review is completed  within 3 weeks 90% 53% TBD Internal Support Functional work environment Property and Technical Services review of  development proposals are processed within  two weeks.  95%95%TBD Safety and Health Timely responsiveness and  “Projection of effort” when the  community cannot help itself Livable Community Encourage and foster a vibrant  and diverse economy Manage growth in a manner  consistent with community  values.         Budget by Department - Community and Economic Development 3 - 38 Expenditure  Budget by Division ‐ Community & Economic Development 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Administration 942,071 1,017,853 1,047,860 1,006,430 1,012,142 1,077,608 1,120,102 7.1% 3.9% Economic Development 542,861 596,986 497,311 606,949 664,063 951,290 892,274 56.7%‐6.2% Planning 1,500,630 1,454,717 1,510,707 1,499,317 2,261,206 2,561,536 2,725,530 70.8% 6.4% Development Services 3,085,171 2,966,891 3,243,702 3,035,707 3,040,435 2,914,321 3,077,847 ‐4.0% 5.6% Operating Total 6,070,733 6,036,446 6,299,580 6,148,404 6,977,846 7,504,756 7,815,753 22.1% 4.1% CIP 58,057 0 849,182 0 581,662 100,000 100,000 100.0% 0.0% Total 6,128,789 6,036,446 7,148,762 6,148,404 7,559,508 7,604,756 7,915,753 23.7% 4.1% Expenditure  Budget by Category ‐ Community & Economic Development 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 3,516,403 3,429,809 3,393,267 3,451,667 3,982,598 4,043,685 4,239,180 17.2% 4.8% Part‐Time  Salaries 31,176 15,545 51,146 15,545 15,545 15,545 15,545 0.0% 0.0% Overtime 88,220 34,929 90,528 34,929 34,929 34,929 34,929 0.0% 0.0% Personnel  Benefits 1,309,501 1,276,456 1,328,111 1,392,140 1,563,856 1,803,473 2,003,249 29.5% 11.1% Supplies 15,390 39,672 16,744 39,672 39,672 39,472 39,472 ‐0.5% 0.0% Other Services  and Charges 341,124 355,822 535,220 357,221 514,016 614,593 615,992 72.0% 0.2% Capital  Outlay 13,818 50,000 29,800 50,000 20,000 102,950 0 105.9%‐100.0% Interfund Payments 751,202 834,213 834,213 807,230 807,230 850,108 867,386 5.3% 2.0% Transfer Out 3,898020,5510000N/AN/A Operating Total 6,070,733 6,036,446 6,299,580 6,148,404 6,977,846 7,504,756 7,815,753 22.1% 4.1% CIP 58,057 0 849,182 0 581,662 100,000 100,000 100.0% 0.0% Total 6,128,789 6,036,446 7,148,762 6,148,404 7,559,508 7,604,756 7,915,753 23.7% 4.1% Staffing Levels by Division ‐ Community & Economic Development 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Economic Development 4.003.003.003.004.004.004.0033.3%0.0% Planning 25.00 22.00 25.00 22.00 25.00 25.50 25.50 15.9% 0.0% Development Services 16.50 15.50 16.00 15.50 16.00 16.00 16.00 3.2% 0.0% Total FTE 47.50 42.50 46.00 42.50 47.00 47.50 47.50 11.8% 0.0% Intermittent FTE 0.85 0.50 1.36 0.50 0.50 0.50 0.50 0.0% 0.0% Temp/Intermit Pay & Ben 35,348$      20,799$      56,759$      20,799$      20,799$      20,799$      20,799$      0.0% 0.0%    Highlight of Budget Changes:   Regular/Part‐time Salaries and Personnel Benefits changed due to the following:  o Converted a Permit Technician position from .5 FTE to 1 FTE in 2013 with a budget impact of $44,000.   o Department reorganization in 2014 resulted in the reclassification of 12 existing positions and the addition of  2 FTEs with a budget impact of $316,000.  o Converted a Construction Inspector position to a Civil Engineer II position in 2014 with no budget impact.  o Added 1 FTE Assistant Planner, 1 FTE Limited Term Construction Inspector, and .5 FTE Office Assistant with a  budget impact of $271,000 in 2015 and $297,000 in 2016.   Other Services and Charges changed due to the following:  o Increased Building Division professional services by $80,000 in 2015 and 2016 to outsource certain building  plan reviews requiring specialized expertise.  o Increased Economic Development contract services by $241,000 in 2015 and 2016 for Economic Development  projects to be funded using CDBG grant funds in conjunction with the Community Services Department.   Capital Outlay changed due to the following:  o Other Art Projects increased $52,950 in 2015 for a large artwork project planned in conjunction with  Transportation.  Budget by Department - Community and Economic Development 3 - 39 Administration Division    Mission   Provide leadership, resources, and regional influence to enable the Department to meet its responsibilities in a manner that  is responsive to the needs of its customers and consistent with the City's Business Plan Goals.    2014 Accomplishments     Maintained extremely high level of service and exceeded most performance goals.   Participated in numerous state, countywide and regional policy boards and commissions.  2015/2016 Goals   Continue to work within CED and all city departments to maximize employee satisfaction and performance and  find additional organizational and system improvements and efficiencies.    Expenditure  Budget by Category ‐ Administration 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 200,271 200,266 196,890 207,453 213,164 223,025 238,081 7.5% 6.8% Personnel  Benefits 70,978 70,272 83,024 77,518 77,518 95,303 106,502 22.9% 11.8% Other Services  and Charges00800000N/AN/A Interfund Payments 666,924 747,315 747,315 721,459 721,459 759,280 775,519 5.2% 2.1% Transfer Out 3,898020,5510000N/AN/A Operating Total 942,071 1,017,853 1,047,860 1,006,430 1,012,142 1,077,608 1,120,102 7.1% 3.9% CIP 58,057 0 849,182 0 581,662 100,000 100,000 100.0% 0.0% Total 1,000,127 1,017,853 1,897,042 1,006,430 1,593,804 1,177,608 1,220,102 17.0% 3.6% Staffing Levels by Division ‐ Administration 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%  Budget by Department - Community and Economic Development 3 - 40 Economic Development Division    Mission   Enhance the vitality and livability of the Renton community by promoting a prosperous and diverse economy.  2014 Accomplishments    Continued to strengthen ongoing business recruitment and retention/expansion program, working with many  companies to locate or expand. Supported dramatic strengthening of Renton’s aerospace cluster. Actively  supported the Washington Aerospace Partnership and ongoing work of the King County Aerospace Alliance.   Continued to facilitate strong relationship with The Boeing Company, including monthly Rate Readiness meetings  with Boeing staff and ongoing interdepartmental coordination to ensure seamless interfaces with the City.  Supported efforts to meet new production rate of 42 units per month and beyond.    Continued to foster redevelopment efforts in the South Lake Washington area, including working with the Landing  and its tenants.     Continued to support successful implementation of the Sunset Area Community Investment Strategy by promoting  public and private capital investment in the area. Established contract with National Development Council to help  pursue New Markets Tax Credits as potential funding tool.   In partnership with community stakeholders, increased the emphasis on promoting Renton through the use of a  new economic development toolkit.     Worked to promote Seattle Seahawks’ Super Bowl victory and support community interaction with the team,  including Seahawks 12k run and annual Training Camp, which brings over 32,000 visitors to Renton annually.   Strategically partnered with the Renton Chamber of Commerce in community marketing and downtown  revitalization and through active participation on the board of directors and working committees.  2015/2016 Goals    Attract new businesses and new development to Renton to increase employment opportunities, sales and  property tax revenue, and continue to promote Renton as the “Center of Opportunity.” Continue to strengthen  business retention/expansion efforts, addressing existing employers’ needs as they arise. Successfully engage in  potential relocation process of the Federal Aviation Administration and support its potential expansion in Renton.   Continue to foster redevelopment efforts in the South Lake Washington area, including working with the property  owners and other City departments in this emerging district. Continue to help foster the successful tenanting of  The Landing and Fairfield Residential developments. Work with the owners of Boeing’s former property, Lakeshore  Landing, to stimulate additional development adjacent to The Landing.    Continue to support progress at Southport, moving forward on redevelopment of portions of Puget Sound Energy  property, assisting with hotel and tenant recruitment.   Assist with successful redevelopment of Pan Abode and Quendall Terminals sites and related infrastructure  projects in this area.   Help spark continued development of Boeing property at Longacres.   Continue work with the full range of stakeholders to stimulate further revitalization of Downtown Renton and  strengthened neighborhood business districts throughout the City. Support establishment of a Downtown Business  Association and work to create new opportunities in Sunset/Highlands and the Benson/Cascade areas.   Assist with the continued implementation of the Sunset Area Community Investment Strategy, including pursuit of  intergovernmental funding for infrastructure and other needs and funding for Renton Housing Authority’s efforts,  supporting progress on redevelopment of Sunset Terrace and mixed‐use redevelopment of these properties in the  future and Renton School District’s new Early Childhood Learning Center. Encourage maximizing leveraging and  coordination of City‐wide resources and investments in this area.   Capitalize on opportunities involved in public works projects and help execute effective business outreach and  problem solving.    Further establish Renton‐based aerospace working group and effectively leverage participation in statewide  Aerospace Futures Alliance and Washington Aerospace Partnership to retain, expand, and recruit new aerospace  jobs. Support successful development of Renton Aerospace Training Center.  Budget by Department - Community and Economic Development 3 - 41  Better promote Renton’s competitive advantages and economic development incentives through collateral and  website.   Utilize existing incentives to continue to foster a diverse array of increased housing opportunities in Renton.   Continue to strategically and aggressively seek partnerships and assistance from State Department of Commerce,  the EDC of Seattle/King County and other economic development organizations.  Expenditure  Budget by Category ‐ Economic Development 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 307,440 301,824 232,725 301,949 310,213 378,262 402,871 25.3% 6.5% Part‐Time  Salaries 005,9290000N/AN/A Overtime 0 500 0 500 500 500 500 0.0% 0.0% Personnel  Benefits 104,403 107,741 91,080 117,511 117,511 161,601 180,926 37.5% 12.0% Supplies 5,770 5,400 5,120 5,400 5,400 5,200 5,200 ‐3.7% 0.0% Other Services  and Charges 103,983 124,006 125,142 124,006 202,856 302,777 302,777 144.2% 0.0% Capital  Outlay 13,818 50,000 29,800 50,000 20,000 102,950 0 105.9%‐100.0% Interfund Payments 7,447 7,515 7,515 7,583 7,583 0 0 ‐100.0% N/A Total 542,861 596,986 497,311 606,949 664,063 951,290 892,274 56.7%‐6.2% Staffing Levels by Division ‐ Economic Development 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 4.003.003.003.004.004.004.0033.3%0.0% Intermittent FTE 0.000.000.170.000.000.000.00N/AN/A Temp/Intermit Pay & Ben ‐$            ‐$           6,954$         ‐$           ‐$           ‐$           ‐$           N/A N/A   Budget by Department - Community and Economic Development 3 - 42 Planning Division    Mission   Direct Renton’s growth based on community values, promoting a high quality of life for residents and prosperity for  businesses, through sound planning and zoning, while ensuring predictability for customers.    2014 Accomplishments  Long Range Planning   Continued to work with the Renton Housing Authority in its efforts to redevelop the Sunset Terrace housing  development and completed a programmatic, neighborhood‐level Planned Action Environmental Impact  Statement in partnership with Community Services (Parks) and Public Works (Transportation and Utilities) staff.   Assisted Renton Housing Authority with Sunset Terrace redevelopment, as shown by: the construction of the  Glennwood Townhomes, the initiation of a mixed use development proposal in conjunction with the new KCLS  Highlands Library, approval of RHA’s phase I Demolition and Disposition application by US Dept. of Housing and  Urban Development.    Processed 3 annexations (Maertins, Alpine Nursery, and Trace Matthew) which together added 26 acres and 71  people to the City.  Current Planning   Met established time line performance measures for:  pre‐application requests, new commercial & single family  reviews, administrative decisions and decisions requiring Hearing Examiner review.   Continued to engage the community and issued the Final Environmental Impact Statement (EIS) for the Port  Quendall mixed use development project (on a designated EPA Superfund site).   o Conducted 244 development pre‐application requests.  o Processed 260 SEPA/Land Use Permits including Planned Urban Developments for Heritage Hills,  Fieldbrook Commons, Whitman Ct. PUD; Site Plan Review for the CVS Pharmacy, Kirkland Avenue  Townhomes, Cedar River Library and Highlands Library, Early Childhood Learning Center, Wendy's,  McDonalds, and Taco Time, Vantage Point Apartments, Renton Center Senior Living, Southport Hotel,  IKEA redevelopment, and Heritage Apartments; Shoreline and SEPA permits for the Boeing Bridge  Replacement, Riverview Bridge Replacement, Seaplane based dredging project, and many subdivisions for  single family construction throughout the City.   Continued to provide excellent customer service to at the Planning Customer Service Counter.   Property/Technical Services   Continued to inventory and catalog the City’s monuments and survey network.   Development reviews were processed within established timelines.   Updated the City’s GIS Land Info data source.   Improved function, process and training associated with EnerGov permit tracking software.  Public Works Plan Review and Inspection   Completed public works plan review for construction permits  associated with development projects in a timely  manner.     Completed review comments for land use submittals and pre‐application submittals within established  timeframes.  Arts & Culture   Continued to implement the Arts & Culture Master Plan, which will help the City and community increase and  direct resources to ensure arts and culture are an integral part of the Renton community in the future.  This work  will help foster the “creative class” and new economy environment in Renton. Budget by Department - Community and Economic Development 3 - 43  In coordination with Master Plan implementation strategies, increased grant and intergovernmental revenues for  the Arts Commission to implement programs. Helped secure state passage of ongoing revenue stream for arts and  culture in King County.   Successfully worked with Public Works to fund and develop a 1% for Art project along Logan Avenue North.  Assisted with refurnishing efforts of Henry Moses Honoring Pole and connected the community to the project to  return the pole to Fred Meyer. 2015/2016 Goals  Long Range Planning   Continue to update the City Comprehensive Plan to meet the state‐mandated seven‐year review.   Continue to amend City Development Regulations to better implement the Comprehensive Plan by refining and  streamlining the regulations, and making them easier to understand and administer.   Process annexations as residents and property owners express a desire to become a part of Renton.   Support implementation of the Sunset Area Community Investment Strategy.  Work with the Renton Housing  Authority in its efforts to redevelop the Sunset Terrace housing development and implement Planned Action in  partnership with Community Services (Parks) and Public Works (Transportation and Utilities) staff.   Continue to work with City departments and the Green Team to implement the Clean Economy strategy.   Provide support and assistance to Community Services for the implementation of the Parks and Open Space Plan.   Continue to support the Planning Commission and City Center Community Plan Advisory Board.  Current Planning   Meet or exceed department goals for timely review of pre‐application requests, permit applications, and land use  decisions.   Provide excellent customer service to internal and/or external customers.  Property/Technical Services   Maintain a current and accurate survey network.   Meet or exceed department goals for timely review of development applications.   Participate in right of way (ROW) acquisitions that meet WSDOT’s criteria.   Develop and maintain GIS databases and other data and information sources to support ongoing operations within  CED.   Facilitate electronic plan review and on‐line permitting by providing technical expertise, support and training to  reviewers.  Public Works Plan Review and Inspection   Meet or exceed departmental goals for timely review of public works plan review of construction permits, and land  use and pre‐application submittals.   Ensure timely and thorough inspections of all public works and transportation facilities and projects to facilitate  on‐budget and on‐schedule completion. Provide inspection‐related documentation for the projects in compliance  with grant reporting requirements.   Arts & Culture   Continue to raise awareness of art and culture in the City and increase opportunities for arts participation by the  community.   Increase grant, intragovernmental, and intergovernmental revenues for arts and culture throughout the City.   Successfully implement a 1% for Art project.   Continue implementation of the Arts & Culture Master Plan.   Expand the successful Renton Film Frenzy to include one new event, making the Film Frenzy a full‐month long  program.    Budget by Department - Community and Economic Development 3 - 44 Expenditure  Budget by Category ‐ Planning 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 937,735 926,086 900,669 934,753 1,468,850 1,671,973 1,753,032 78.9% 4.8% Part‐Time  Salaries 0045,2180000N/AN/A Overtime 3,819 6,395 5,675 6,395 6,395 6,395 6,395 0.0% 0.0% Personnel  Benefits 375,298 356,031 352,937 389,964 589,811 716,963 797,898 83.9% 11.3% Supplies 2,819 7,750 2,819 7,750 7,750 7,750 7,750 0.0% 0.0% Other Services  and Charges 180,958 158,455 203,389 160,455 188,400 158,455 160,455 ‐1.2% 1.3% Total 1,500,630 1,454,717 1,510,707 1,499,317 2,261,206 2,561,536 2,725,530 70.8% 6.4% Staffing Levels by Division ‐ Planning 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 25.00 22.00 25.00 22.00 25.00 25.50 25.50 15.9% 0.0% Intermittent FTE 0.000.001.200.000.000.000.00N/AN/A Temp/Intermit Pay & Ben ‐$            ‐$           49,806$       ‐$            ‐$            ‐$            ‐$           N/A N/A Budget by Department - Community and Economic Development 3 - 45 Development Services Division    Mission   Create and maintain a safe and pleasant physical environment by ensuring compliance with codes and land use regulations  and assisting the public and the development community through the regulatory process.  2014 Accomplishments   Building Permit Review and Inspection   Exceeded department goals by responding to building requests within 24 hours more than 95% of the time.    Exceeded department goals by completing building permit applications for new single‐family houses in two weeks  or less more than 90% of the time.    Completed reviews for commercial and multi‐family building permits completed in three weeks or less for all  submittals.     Using EnerGov database to process all permits.     Starting using link between MBP (MyBuildingPermit.com) and EnerGov to process some permits and testing  others.   Begin processing inspections through MBP website.   Educating the public how to use MBP and online applications.   Initiated cross‐training within the department.   Started using LaserFiche as a document storage database for all plans.  Code Compliance   Made contact with the customer requesting assistance from code enforcement within one working day of  receiving the request 80 percent of the time.   Exceeded department goals by achieving resolution to code compliance requests through voluntary action more  than 80% of the time. Code compliance resolution was achieved within 15 days from complaint on average.    Remained pro‐active, with approximately 30 percent of code compliance cases generated without a private citizen  request, and all sites with verified code compliance violations in the last year were checked at least once to verify  continued compliance. Entering 100% of cases into EnerGov database.     Worked with neighboring jurisdictions, successfully apprehending some criminals running a chop shop.  2015/2016 Goals   Building Permit Review and Inspection   Meet or exceed departmental goals for timely review of building applications.   Continue converting Renton’s permitting system to EnerGov and MyBuildingPermit.com systems to allow for more  efficient business processes and enhanced communications with our citizens.  These systems allow for improved  on‐line permitting, improved inspection request capability, improved status and permitting information for  customers and citizens, and electronic submittal of permit plans and applications.   Provide efficient service while the Plan Center is remodeled and modernized to improve traffic flow and improve  functionality.   Strive to meet the challenge as increased volume of inspections as the economy is rebounding from the recession.   A large hotel is anticipated and Boeing’s expansion warrants more inspector hours.   Continue cross‐training with the department.   Continue using LaserFiche for a central document database, in addition to plans.  Code Compliance   Meet or exceed departmental goals for timely response to customer complaints.   Meet or exceed departmental goals for timely resolution of code compliance complaints and voluntary  compliance.   Budget by Department - Community and Economic Development 3 - 46  Remain pro‐active, with more than 50 percent of code compliance cases generated without a private citizen  request, and all sites with verified code compliance violations in the last year were checked at least every three  months to verify continued compliance.     Expenditure  Budget by Category ‐ Development Services 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 2,070,958 2,001,633 2,062,983 2,007,512 1,990,371 1,770,425 1,845,196 ‐11.8% 4.2% Part‐Time  Salaries 31,176 15,545 0 15,545 15,545 15,545 15,545 0.0% 0.0% Overtime 84,401 28,034 84,853 28,034 28,034 28,034 28,034 0.0% 0.0% Personnel  Benefits 758,822 742,413 801,069 807,146 779,016 829,606 917,923 2.8% 10.6% Supplies 6,800 26,522 8,805 26,522 26,522 26,522 26,522 0.0% 0.0% Other Services  and Charges 56,183 73,361 206,609 72,760 122,760 153,361 152,760 110.8%‐0.4% Interfund Payments 76,831 79,383 79,383 78,188 78,188 90,828 91,867 16.2% 1.1% Total 3,085,171 2,966,891 3,243,702 3,035,707 3,040,435 2,914,321 3,077,847 ‐4.0% 5.6% Staffing Levels by Division ‐ Development Services 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 16.50 15.50 16.00 15.50 16.00 16.00 16.00 3.2% 0.0% Intermittent FTE 0.85 0.50 0.00 0.50 0.50 0.50 0.50 0.0% 0.0% Temp/Intermit Pay & Ben 35,348$      20,799$      ‐$           20,799$      20,799$      20,799$      20,799$      0.0% 0.0%      Budget by Department - Community and Economic Development 3 - 47 Community & Economic Development Position Listing 2012 2013 2013 2014 2014 2015 2016 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration Division M49 Community & Economic Development Ad 1.00 1.00 1.00 1.00 1.00 1.00 1.00 N14 Administrative Assistant 1.001.001.001.001.001.001.00 Total Administration Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Economic Development Division M38 Economic Development Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M32 Community Dev Project Manager 1.001.001.001.002.002.002.00 A24 Sr. Economic Development Specialist 1.001.001.001.000.000.000.00 A09 Admin  Secretary I 1.000.000.000.001.001.001.00 Total Economic Development Division 4.00 3.00 3.00 3.00 4.00 4.00 4.00 Planning  Division M38 Planning Director 1.00 0.00 0.00 0.00 1.00 1.00 1.00 M33 Current Planning  Manager 1.001.001.001.001.001.001.00 A29 Mapping Coordinator 1.001.001.001.001.001.001.00 A28 Senior Planner 0.000.000.000.004.004.004.00 A24 Senior Planner 4.004.004.004.000.000.000.00 A21 GIS Analyst I 1.001.000.001.001.001.001.00 A21 Associate Planner 0.000.000.000.003.003.003.00 A20 Associate Planner 3.003.003.003.000.000.000.00 A16 Assistant planner 0.000.000.000.000.001.001.00 A15 Planning Technician II 0.00 0.00 1.00 0.00 1.00 1.00 1.00 A09 Admin  Secretary I 1.001.001.001.001.001.001.00 A05 Secretary I 1.001.001.001.000.000.000.00 A03 Office  Assistant II 0.00 0.00 0.00 0.00 0.00 0.50 0.50 M33 Development Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A26 Construction  Inspection Supervisor 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A25 Civil Engineer II 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A24 Lead  Construction  Inspector 1.001.001.001.000.000.000.00 A23 Plan  Reviewer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A21 Construction  Inspector 4.00 4.00 4.00 4.00 3.00 3.00 3.00 A21 Construction  Inspector ‐ Limited  Term 2.00 0.00 3.00 0.00 2.00 1.00 1.00 A19 Engineering Specialist II 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A18 Dev Services  Representative 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Planning  Division 25.00 22.00 25.00 22.00 25.00 25.50 25.50 Building  Division M38 Dev Services  Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative Secretary I 1.001.001.001.001.001.001.00 A22 Lead  Code  Compliance Inspector 1.001.001.001.001.001.001.00 A19 Code  Compliance Inspector 3.002.002.002.002.002.002.00 M32 Building Official 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A24 Lead  Building Inspector 0.000.000.000.001.001.001.00 A23 Building Plan  Reviewer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Building Inspector/Electrical 2.00 2.00 2.00 2.00 1.00 1.00 1.00 A21 Building Inspector/Combination 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A19 Enrgy Plns  Reviewer/Permit Rep 1.001.001.001.001.001.001.00 A10 Permit Technician 2.50 2.50 3.00 2.50 3.00 3.00 3.00 Total Building  Division 16.50 15.50 16.00 15.50 16.00 16.00 16.00 Total Community  & Economic Development 47.50 42.50 46.00 42.50 47.00 47.50 47.50 Grade Title    Budget by Department - Community and Economic Development 3 - 48 Community Services  ADMINISTRATOR Terry Higashiyama 90.5 FTEs Recreation Kris Stimpson 16.34 FTEs Recreation Services Renton Community  Center Renton Senior  Activity Center Senior Advisory  Board Parks and Golf  Course Kelly Beymer 33 FTEs Parks Maintenance Golf Course Capital Investment  Projects Parks Planning and  Natural Resources Leslie Betlach 3 FTEs Urban Forestry  and  Natural Resources Planning ,Aquisition,  and Development Capital Investment  Projects Facilities Peter Renner 25 FTEs Facilities  Maintenance  Services Leased  City  Properties Capital Investment  Projects Renton History  Museum Elizabeth Stewart 1 FTE Renton Historical  Society Board Human Services Karen Bergsvik 4.33 FTEs Housing Repair  Assistance Program Community  Development Block  Grant (CDBG)  Human Services  Advisory Committee Neighborhoods,   Resources and Events Casey Stanley 5.83 FTEs Neighborhood  Program Farmer's Market Special Events  Committee Administrative  Support 1 FTE Parks Commission Library Advisory  Board Budget by Department - Community Services 3 - 49 Community Services    Mission   Promote and support a more livable Renton community by providing recreation, museum, human services programs,  neighborhood and special events opportunities, golf course and modern parks and facilities, and undisturbed natural areas.    Core Businesses and Services    Recreation  The Recreation Division promotes and supports a more livable community by providing opportunities for the public to  participate in diverse recreational, cultural, athletic, and aquatic programs and activities.    Parks and Golf Course  The Parks and Golf Course Division provides a safe, clean, attractive, accessible, and well‐maintained environment for the  public’s enjoyment of active and passive recreational opportunities along with natural resource and wildlife preservation  and stewardship.    Parks Planning and Natural Resources  The Parks Planning and Natural Resources Division provides a comprehensive and interrelated system of parks, recreation,  open spaces, and trails that responds to locally‐based needs, values and conditions, provides an appealing and harmonious  environment, and protects the integrity and quality of the surrounding natural systems. Create a sustainable and exemplary  urban forest.    Facilities  The Facilities Division develops and maintains City buildings and manages the delivery of building‐related services to the  public and the City workforce in a safe, customer‐focused manner.    Human Services  The Human Services Division, in partnership with the community, helps provide services, resources, and opportunities so  that residents have food, clothing, and shelter, are healthy and safe, and develop to their fullest capacity.    Renton History Museum  The Renton History Museum is the City’s only organization dedicated to the preservation, documentation and education  about the City’s heritage. With the support of the Renton Historical Society, the Museum cares for a collection of over  90,000 objects and 14,000 historic photos. The Museum also provides changing and permanent exhibits, programs,  publications, and classroom outreach about local history.    Neighborhoods, Resources and Events  The Neighborhoods, Resources and Events Division provides leadership, guidance, and resources which connect and engage  residents, neighborhoods, businesses, and the City through diverse opportunities for partnerships, volunteers, special  events, sister cities, farmers markets and neighborhood programs.      2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 18,714,739 19,437,916 19,365,783 19,622,831 20,346,972 21,514,287 21,728,434 9.6% 1.0% CIP Budget Summary 2,517,995 3,291,602 4,075,797 1,788,877 31,421,621 3,721,000 5,705,000 108.0% 53.3% Position  Summary 94.05 90.50 90.50 90.25 90.50 90.50 90.50 0.3% 0.0%    Budget by Department - Community Services 3 - 50 List of Community Services Renton Results Decision Packages:     2015 Adopted 2016 Adopted Package # Description FTE Tot Exp  $Tot Rev $ FTE Tot  Exp  $Tot Rev $ 100020.0015 Serving vulnerable/low income 2.59         883,155                 20,000                    2.59         893,145                 20,000                     100020.0016 CDBG 1.74         292,826                 307,462                 1.74         295,454                 307,462                  150020.0005 Additional Human Services  Funding ‐            24,000                     ‐                                    ‐            24,000                     ‐                                    200020.0006 Community Engagement 2.32         302,776                 3,000                       2.32         322,780                 3,000                        300020.0089 Museum 1.00         227,761                  ‐                                   1.00         235,281                  ‐                                    300020.0090 Administration/Com Svcs 2.00         545,712                  ‐                                   2.00         562,434                 ‐                                    300020.0091 Aquatics 1.00         774,928                 756,115                 1.00         786,791                 756,115                  300020.0093 Leased Facilities 1.50         663,404                 768,957                 1.50         671,980                 768,957                  300020.0094 Com Relations  and  Events 1.48         345,672                 73,000                    1.48         359,219                 73,000                     300020.0095 Parks and Trails Program 22.80      4,611,996             10,000                    22.80      4,820,657             10,000                     300020.0096 Recreation Services 5.59         2,370,262             586,886                 5.59         2,434,726             619,263                  300020.0097 Renton Community Center 6.50         1,444,929             690,500                 6.50         1,485,884             690,500                  300020.0098 Senior Activity Center 3.25         610,795                 132,000                 3.25         631,561                 132,000                  300020.0099 Farmers Market 0.50         59,454                    59,400                    0.50         63,314                    59,400                     300020.0100 Neighborhood Program 1.83         329,381                 ‐                                   1.83         339,183                 ‐                                    350020.0011 Contracted Services ‐            35,000                    ‐                                    ‐            35,000                    ‐                                    350020.0012 Parks/Trails Supplies/Repair and Maintenance ‐            20,000                    ‐                                    ‐            20,000                    ‐                                    350020.0013 Increase Recreation Fees ‐            ‐                                   34,631                    ‐            ‐                                   34,631                     350020.0014 Fleet/Purchase stump grinder ‐            20,000                    ‐                                    ‐            ‐                                   ‐                                    350020.0015 Water ‐            35,545                    ‐                                    ‐            38,737                    ‐                                    500020.0013 Golf Course 9.50         2,165,392             2,529,526             9.50         2,233,479             2,615,921              500020.0014 Parks Planning, Urban Forestry and Na  Res 3.40         749,390                 81,000                    3.40         776,662                 85,000                     500020.0015 Golf Course Debt Service ‐            400,660                 ‐                                    ‐            ‐                                   ‐                                    550020.0008 Contract Maintenance & Services/Flower Program ‐            80,750                    ‐                                    ‐            103,700                 ‐                                    550020.0009 Habitat Monitoring Program ‐            7,500                       ‐                                    ‐            10,500                    ‐                                    550020.0016 Increase Golf Course Fees ‐            ‐                                   75,857                    ‐            ‐                                   146,872                  600020.0033 Custodial Services 14.00      1,463,447             1,463,450             14.00      1,540,100             1,540,099              600020.0034 Facilities Technical Maintenance 9.50         2,601,706             2,601,706             9.50         2,595,998             2,595,998              650020.0010 Move Acquatics/RCC/Sr Center Utilities to 504 ‐            297,847                 297,847                 ‐            297,847                 297,847                  650020.0011 Ergonomics and Furniture  Replacement ‐            150,000                 150,000                 ‐            150,000                 150,000                  Total  Operating 90.50      21,514,287          10,641,337          90.50      21,728,434          10,906,065           160020.0003 CIP General Gov't ‐            90,000                    90,000                    ‐            90,000                    90,000                     360020.0040 CIP Ge neral Gov't ‐            2,486,000             2,403,000              ‐            4,230,000             4,002,000              560020.0006 Golf Course MM ‐            50,000                    50,000                     ‐            70,000                    50,000                     560020.0007 CIP General Gov't ‐            350,000                 350,000                 ‐            600,000                 600,000                  600020.0035 Operational Facilities MM ‐            92,000                    92,000                    ‐            92,000                    92,000                     600020.0036 Public Facilities MM ‐            313,000                 313,000                 ‐            251,000                 251,000                  660020.0006 CIP General Gov't ‐            340,000                 340,000                 ‐            372,000                 372,000                  Total  CIP ‐            3,721,000             3,638,000             ‐            5,705,000             5,457,000              Total 90.50      25,235,287$       14,279,337$       90.50      27,433,434$       16,363,065$        Budget by Department - Community Services 3 - 51 Community Services Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results if available Representative  Government Partnership with community  organizations to leverage  resources Value of volunteer service  $        1,368,412  $        1,423,321  TBD  Daily Attendance at Senior Center 222 261 219 Maintain or increase the number of officially  recognized neighborhoods/ associations  participating in the program. 69 69 70 Number of Museum visitors and people  served by outreach 5,199 4,671 TBD Renton Community Center customers rate  their experience and satisfaction as Good to  Excellent new 2013 91%94 Henry Moses Aquatics Center customers rate  their experience and satisfaction as Good to  Excellent 99%99%96 Overall customer satisfaction rating is good  to excellent In cleanliness and appearance of  Parks and Trails Systems 89%93%TBD Well maintained neighborhoods,  properties and environment.   Overall condition of the golf course is rated  good to excellent in customer satisfaction  survey  90%92%TBD Protection of open  space/acquisition Customer satisfaction surveys rate the  cleanliness and appearance of Renton’s open  space and natural areas as good or higher. 87%82%TBD Functional work environment Number of Facilities HelpDesk Projects  complete 1,737 2,158 TBD Safeguard public interests and  assets Custodial Services square feet of coverage  per employee (IFMA 60th percentile)21,832 23,141 TBD Internal  Support Provide or make available diverse  learning and enrichment  opportunities Encourage and foster a strong  sense of community Livable Community Provide clean, safe, healthy and  well‐maintained places Utilities and  Environment        Budget by Department - Community Services 3 - 52 Highlight of Budget Changes:   Regular/Part‐Time Salaries and Personnel Benefits include the following changes:  o Farmer’s Market Coordinator position increased from .75 FTE to 1 FTE to allow for assistance in other areas  within the Neighborhoods, Resources and Events division.   Supplies include the following changes:  o Parks repair and maintenance supplies increase of $20,000 in 2015 & 2016 for repairs of aging and  vandalized play equipment and turf maintenance.  o Facilities supplies increase of $150,000 in 2015 & 2016 for furniture replacement.   Other Services and Charges include the following changes:  o Contracted services increase of $24,000 in 2015 & 2016 for additional Human Services agency funding.  o Contracted services increase of $35,000 in 2015 & 2016 for parking lot striping.  o Parks water increase of $36,000 in 2015 and $39,000 in 2016 for irrigation of new right‐of‐way  improvements.  o Contracted services increase of $35,000 in 2015 & 2016 for downtown hanging basket program.  o Contracted services increase of $45,750 in 2015 and $68,700 in 2016 for maintenance of new right‐of‐way  improvements.  o Contracted services increase of $7,500 in 2015 & 2016 for habitat monitoring.  o Approximately $120,000 was shifted from capital outlay to maintenance in 2015 & 2016 for repair and  maintenance of existing assets.   Transfers Out include the following change:  o One time transfer to internal service fund for equipment purchase of $20,000 in 2015.   Human Services/CDBG includes the following change:  o CDBG funding of $241,000 in 2015 & 2016 will be diverted to CED for Economic Development projects.  Funding from General Fund resources will be utilized to ensure the human services programs previously  funded under the CDBG grant will continue with no budget impact.                   Budget by Department - Community Services 3 - 53 Expenditure  Budget by Division ‐ Community Services 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Administration 434,558 448,556 452,146 445,032 493,982 545,712 562,434 22.6% 3.1% Facilities 4,098,857 4,461,301 4,590,183 4,478,638 4,605,617 5,176,404 5,255,925 15.6% 1.5% Neigh, Res, and Events 701,673 884,968 770,841 895,398 979,716 1,004,403 1,049,871 12.2% 4.5% Park  Maintenance 4,004,054 4,109,908 4,024,756 4,161,721 4,311,514 4,794,754 4,990,610 15.2% 4.1% Recreation Services 4,982,229 5,070,152 4,846,970 5,108,558 5,111,272 5,200,923 5,338,949 1.8% 2.7% Human Services/CDBG 1,193,871 1,124,509 1,162,330 1,135,781 1,250,790 1,199,977 1,212,606 5.7% 1.1% Library 278,604 0 0 0 0 0 0 N/A N/A Museum 216,887 209,903 209,387 211,281 226,683 227,761 235,281 7.8% 3.3% Golf Course 2,226,071 2,465,769 2,479,920 2,504,357 2,487,025 2,566,052 2,233,479 2.5%‐13.0% Parks  Plan  and Nat Res 577,934 662,852 829,250 682,065 880,373 798,301 849,278 17.0% 6.4% Operating Total 18,714,739 19,437,916 19,365,783 19,622,831 20,346,972 21,514,287 21,728,434 9.6% 1.0% CIP 2,517,995 3,291,602 4,075,797 1,788,877 31,421,621 3,721,000 5,705,000 108.0% 53.3% Total 21,232,735 22,729,518 23,441,580 21,411,708 51,768,593 25,235,287 27,433,434 17.9% 8.7% Expenditure Budget by Category ‐ Community Services 2012201320132014201420152016ChangeChange Actual Orig  Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 6,147,815 6,182,221 6,178,208 6,193,806 6,416,546 6,722,214 6,999,145 8.5% 4.1% Part‐Time  Salaries 1,470,752 1,696,523 1,546,091 1,696,523 1,613,314 1,710,771 1,710,771 0.8% 0.0% Overtime 32,908 31,948 24,908 31,948 31,948 31,948 31,948 0.0% 0.0% Personnel  Benefits 2,624,707 2,792,844 2,684,702 3,020,232 3,060,401 3,367,441 3,677,029 11.5% 9.2% Supplies 896,810 1,073,206 1,175,825 1,086,785 1,056,123 1,255,293 1,256,363 15.5% 0.1% Other Services  and Charges 3,593,184 3,924,673 3,511,137 3,884,699 4,332,890 4,243,348 4,195,897 9.2%‐1.1% Intergovernmental Services 18,118 50 16,899 50 50 50 50 0.0% 0.0% Capital  Outlay 25,000 195,000 454,891 195,000 287,000 75,000 75,000 ‐61.5% 0.0% Debt Service 400,661 400,661 400,661 400,660 400,660 400,660 0 0.0%‐100.0% Interfund Payments 3,197,646 3,090,791 3,144,096 3,063,128 3,083,128 3,637,562 3,732,230 18.8% 2.6% Transfer Out 307,139 50,000 228,367 50,000 64,913 70,000 50,000 40.0%‐28.6% Operating Total 18,714,739 19,437,916 19,365,783 19,622,831 20,346,972 21,514,287 21,728,434 9.6% 1.0% CIP 2,517,995 3,291,602 4,075,797 1,788,877 31,421,621 3,721,000 5,705,000 108.0% 53.3% Total 21,232,735 22,729,518 23,441,580 21,411,708 51,768,593 25,235,287 27,433,434 17.9% 8.7% Staffing Levels by Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Facilities 26.00 25.00 25.00 25.00 25.00 25.00 25.00 0.0% 0.0% Neigh, Res, and Events 4.75 5.58 5.58 5.58 5.83 5.83 5.83 4.5% 0.0% Park  Maintenance 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0% Recreation Services 18.30 16.59 16.59 16.34 16.34 16.34 16.34 0.0% 0.0% Human Services/CDBG 6.00 4.33 4.33 4.33 4.33 4.33 4.33 0.0% 0.0% Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Golf Course 9.50 9.50 9.50 9.50 9.50 9.50 9.50 0.0% 0.0% Parks  Plan  and Nat Res 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 94.05 90.50 90.50 90.25 90.50 90.50 90.50 0.3% 0.0% Intermittent FTE 41.54 47.51 44.26 47.77 46.68 48.04 48.04 0.6% 0.0% Temp/Intermit Salaries  and 1,728,037$ 1,976,497$ 1,841,414$ 1,987,396$ 1,941,797$ 1,998,382$ 1,998,382$ 0.6% 0.0%    Budget by Department - Community Services 3 - 54 Administration Division    Mission   Provide leadership, guidance, and resources to allow the various divisions within the department to perform their  respective functions in accordance with the City Business Plan, Administration and Council policy directives, and the general  needs of the populations they serve.  2013/2014 Accomplishments   Oversaw Construction and opened Meadow Crest Inclusive Playground.   Implemented Memorial Policy‐Installed growing tree at Renton Community Center.   Implemented the “I” CANN Initiative.   Reorganization of Parks/Golf Course Division.  2015/2016 Goals   All staff to meet training requirements for FEMA and Red Cross Emergency Management.   Set timeline for CAPRA accreditation.   Review Capital Projects to meet community needs and budget opportunities.   Re‐define level of service to coincide with 2015 and 2016 budget.    Finalize Emergency Management Plan for the department.  Expenditure  Budget by Category ‐ Administration Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 219,203 219,456 221,427 219,456 225,633 235,033 242,423 7.1% 3.1% Personnel  Benefits 54,345 56,519 56,687 61,331 61,331 68,614 76,531 11.9% 11.5% Supplies 4,551 7,000 5,745 7,000 7,000 7,000 7,000 0.0% 0.0% Other Services  and Charges 10,549 5,744 8,449 5,744 35,744 35,744 35,744 522.3% 0.0% Interfund Payments 141,379 159,837 159,837 151,501 151,501 199,321 200,736 31.6% 0.7% Transfer Out 4,532 0 0 0 12,773 0 0 N/A N/A Operating Total 434,558 448,556 452,146 445,032 493,982 545,712 562,434 22.6% 3.1% CIP 2,479,478 3,241,602 4,062,968 1,738,877 31,227,727 3,671,000 5,635,000 111.1% 53.5% Total 2,914,036 3,690,158 4,515,114 2,183,909 31,721,709 4,216,712 6,197,434 93.1% 47.0% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%    Budget by Department - Community Services 3 - 55 Facilities Division    Mission   Develop and maintain City buildings and manage the delivery of building‐related services to the public and the City  workforce in a safe, customer‐focused manner.    2013/2014 Accomplishments   Completed installation of Avigilon cameras at the Henry Moses Aquatic Center, Meadowcrest Playground and the  Senior Center.   Consolidation of all existing CCTV under the Avigilon system.   Installed a new Children’s Water Feature at the Henry Moses Aquatic Center.   Completed Evidence Space build out in the former jail space.   Completed major Elevator repair at the Renton Senior Center.   Completed LED energy saving lighting retrofits in many City Facilities including Highlands Neighborhood Center  gymnasium at a 60% energy savings.   Relocation of the City Attorney’s office into the 200 Mill building 6th floor, full suite remodel.   Established lease agreement of the Cedar River Boathouse with the Pocock Rowing Foundation.   Participated in pilot evaluation and testing of a new Enterprise Asset Management Software with the IT  Department and other City Departments and Divisions.   Remodeled Building D at the PW Shops, adding two automotive bays and a restroom.   Partial remodel of the Emergency Operations Center at Fire Station 12.  2015/2016 Goals   Update and repair Banquet Room at the Senior Activity Center.    Continue to utilize energy saving grants wherever feasible. LED Lighting Retrofits, HVAC systems improvements,  water conservation measures etc.   Support construction of two new KCLS branch libraries.   Continued evaluation and review of suitable replacement for the Infor EAM software system.   Continued involvement in the City Emergency Management Program development.   Remodel the entire permit counter service area on the 6th floor of City Hall.   Relocate PW record mylar drawings from three current locations to former evidence storage room.   Update and repair Banquet Room at the Senior Activity Center with new lighting and acoustic ceiling treatment.  Budget by Department - Community Services 3 - 56 Expenditure  Budget by Category ‐ Facilities Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,437,603 1,542,090 1,511,653 1,549,580 1,592,558 1,699,611 1,767,268 9.7% 4.0% Part‐Time  Salaries 75,032 34,779 76,220 34,779 34,779 77,836 77,836 123.8% 0.0% Overtime 12,606 10,000 10,130 10,000 10,000 10,000 10,000 0.0% 0.0% Personnel  Benefits 605,145 678,981 618,142 738,630 738,630 846,774 926,355 14.6% 9.4% Supplies 213,142 139,788 238,258 139,908 139,908 289,788 289,908 107.1% 0.0% Other Services  and Charges 1,649,336 1,858,000 1,622,289 1,802,523 1,802,523 2,179,847 2,111,570 20.9%‐3.1% Intergovernmental Services1,84704230000N/AN/A Capital  Outlay 25,000 120,000 435,405 120,000 204,000 0 0 ‐100.0% N/A Interfund Payments 79,146 77,663 77,663 83,218 83,218 72,548 72,988 ‐12.8% 0.6% Total 4,098,857 4,461,301 4,590,183 4,478,638 4,605,617 5,176,404 5,255,925 15.6% 1.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Facilities 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Facilities 24.50 23.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0% Leased  City Properties 1.50 1.50 1.50 1.50 1.50 1.50 1.50 0.0% 0.0% Total FTE 26.00 25.00 25.00 25.00 25.00 25.00 25.00 0.0% 0.0% Intermittent FTE 2.14 1.02 2.24 1.02 1.02 2.05 2.05 101.9% 0.0% Temp/Intermit Pay & Ben 89,181$      42,264$      93,097$      42,264$      42,264$      85,321$      85,321$      101.9% 0.0%  Budget by Department - Community Services 3 - 57 Parks and Golf Course Division‐Parks Maintenance Operations    Mission   Provide a safe, clean, attractive, accessible, and well‐maintained environment for the public’s enjoyment of active and  passive recreational opportunities.    2013/2014 Accomplishments   Completed revision of series promotions and job descriptions.   Completed revisions to Park Rules and Regulations.   Completed to date, installation of Sentinel units for automated irrigation in ROW landscape areas and Parks as  needed.   Achieved Customer Satisfaction Survey goals of 80% good to excellent rating for cleanliness and appearance in  both developed Parks and Trails.   Continued assistance with tree pruning, removals and replacements to promote healthy trees.   Continued to provide interdepartmental support for ongoing activities and capital projects.   Supported City‐wide events.   Continued to manage the successful Trail Ranger Program.   Completed and implemented the new Parks Donation and Memorial Policy.   Partnered and assisted with the completion of the Meadow Crest Inclusive Playground.   Provided training for staff required certifications and licensing.   Completed year one of knotweed removal application in partnership with King Conservation District.   Implemented new Park Division re‐organizational changes.  2015/2016 Goals   Complete ‘element’ inventory of all Parks, to support Donation‐Memorial Policy.   Implement parking lot striping prioritization annually.   Complete new certifications revision to address Park staff efficiencies.   Continue Customer Satisfaction Surveys and achieve an 80% good to excellent rating for cleanliness and  appearance in both developed Parks and Trails.   Continue to provide training for staff certification and licensing.   Continue with prioritized major field repair to baseball outfields and soccer fields.   Continue and complete years two and three of Knotweed removal applications in partnership with King  Conservation District.   Continue to provide interdepartmental support for ongoing activities and capital projects.   Continue supporting City‐wide events.  Budget by Department - Community Services 3 - 58 Expenditure  Budget by Category ‐ Park Maintenance 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,449,465 1,465,837 1,476,521 1,486,350 1,552,743 1,616,815 1,688,353 8.8% 4.4% Part‐Time  Salaries 257,586 290,682 284,867 290,682 290,682 290,682 290,682 0.0% 0.0% Overtime 15,376 13,076 12,380 13,076 13,076 13,076 13,076 0.0% 0.0% Personnel  Benefits 641,099 671,509 682,850 728,624 728,624 824,642 902,023 13.2% 9.4% Supplies 163,762 294,839 179,145 294,839 285,240 314,839 314,839 6.8% 0.0% Other Services  and Charges 446,359 465,921 439,270 469,452 534,452 604,997 608,189 28.9% 0.5% Intergovernmental Services62206910000N/AN/A Capital  Outlay 00008,00000N/AN/A Interfund Payments 1,029,785 908,044 949,033 878,698 898,698 1,109,703 1,173,448 26.3% 5.7% Transfer Out 0000020,0000100.0%‐100.0% Total 4,004,054 4,109,908 4,024,756 4,161,721 4,311,514 4,794,754 4,990,610 15.2% 4.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Park Maintenance 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0% Intermittent FTE 7.40 8.12 8.34 8.12 8.12 8.12 8.12 0.0% 0.0% Temp/Intermit Pay & Ben 307,938$    337,847$    347,104$    337,847$    337,847$    337,847$    337,847$    0.0% 0.0%  Budget by Department - Community Services 3 - 59 Parks and Golf Course Division – Maplewood Golf Course    Mission   Provide a safe, clean, attractive, accessible, and well‐maintained environment for the public’s enjoyment of active and  passive recreational opportunities along with natural resource and wildlife preservation and stewardship.    2013/2014 Accomplishments   Completed boiler system replacement in clubhouse.   Achieved Customer Satisfaction Survey goals of 85% good to excellent rating for golf course condition and level of  service in the pro shop.   Promoted and ran seven Junior Golf Camps throughout the year.   Sustained Audubon Cooperative Sanctuary Certification – 5th year.   Completed new signage installation for golf course and pro shop.   Continued timely updates/marketing to website and lobby signage to include activities, projects, events and  promotions – new printable coupons established.   Completed major maintenance projects as needed to improve/provide a quality facility and product – A/V  upgrades completed in banquet facility, various door repairs, fire suppression system upgrades, new security  cameras installed, parking lot striping and landscape retaining wall installed at east end of clubhouse.   Purchased new golf cart fleet (50).   Provided training for staff required certifications and licensing.   Upgraded restaurant and bar lights to LED’s.  2015/2016 Goals   Continue carpet replacement in remaining clubhouse areas, pro shop, lobby and hallway.   Continue to sustain Audubon Cooperative Sanctuary Certification.   Continue to follow Best Management Practices to maintain a quality golf course.   Continue Customer Satisfaction Surveys and achieve an 85% good to excellent rating for golf course condition and  value of driving range and level of service in the pro shop.   Continue to provide training for staff certification and licensing.   Continue timely updates to website and lobby signage to include activities, projects, events, and promotions.   Implement new text marketing promotion.   Continue cross marketing with Concessionaire.   Continue to provide multiple Junior Camps throughout each year.   Implement major maintenance projects as needed to provide a quality facility, ie, replacement of door  mechanisms, bark along #10 fence line, driving range stall divider upgrades, etc.  Budget by Department - Community Services 3 - 60 Expenditure  Budget by Category ‐ Golf Course 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 635,963 635,981 647,072 637,148 654,816 689,396 712,596 8.2% 3.4% Part‐Time  Salaries 225,778 294,941 249,954 294,941 294,941 294,941 294,941 0.0% 0.0% Overtime 152 1,020 68 1,020 1,020 1,020 1,020 0.0% 0.0% Personnel  Benefits 325,775 338,823 322,906 365,302 365,302 400,386 434,958 9.6% 8.6% Supplies 275,830 311,333 492,260 312,333 312,333 323,333 324,333 3.5% 0.3% Other Services  and Charges 97,712 162,870 95,098 164,069 164,069 150,870 152,069 ‐8.0% 0.8% Intergovernmental Services 10,860 0 10,921 0 0 0 0 N/A N/A Capital  Outlay 0 75,000 6,281 75,000 75,000 75,000 75,000 0.0% 0.0% Debt Service 400,661 400,661 400,661 400,660 400,660 400,660 0 0.0%‐100.0% Interfund Payments 201,923 195,140 204,699 203,884 203,884 180,446 188,562 ‐11.5% 4.5% Transfer Out 51,418 50,000 50,000 50,000 15,000 50,000 50,000 0.0% 0.0% Operating Total 2,226,071 2,465,769 2,479,920 2,504,357 2,487,025 2,566,052 2,233,479 2.5%‐13.0% CIP 38,517 50,000 12,829 50,000 193,894 50,000 70,000 0.0% 40.0% Total 2,264,588 2,515,769 2,492,750 2,554,357 2,680,919 2,616,052 2,303,479 2.4%‐11.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Golf Course 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Administration 2.50 2.50 2.50 2.50 2.50 2.50 2.50 0.0% 0.0% Maintenance 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Pro ‐Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 9.50 9.50 9.50 9.50 9.50 9.50 9.50 0.0% 0.0% Intermittent FTE 6.42 8.22 7.21 8.22 8.22 8.22 8.22 0.0% 0.0% Temp/Intermit Pay & Ben 267,254$    341,747$    299,852$    341,747$    341,747$    341,747$    341,747$    0.0% 0.0%  Budget by Department - Community Services 3 - 61 Parks Planning and Natural Resources Division    Mission   Provide a comprehensive and interrelated system of parks, recreation, open spaces, and trails that responds to locally‐ based needs, values and conditions, provides an appealing and harmonious environment, and protects the integrity and  quality of the surrounding natural systems; create a sustainable and exemplary urban forest.    2013/2014 Accomplishments   Completed the Cedar River gabion repairs with Federal grant assistance associated with the January 2009 flood  event.   Successfully applied for $1.5 million in state and county grants to complete acquisition, planning and development  projects.   Completed phase one improvements (bridge removal) for the Riverview Park Bridge replacement project.   Completed the Sunset Neighborhood Park Master Plan.   Accepted ninth Tree City USA recertification and third Growth Award.   Executed the Interlocal Agreement with the Renton School District, completed construction and dedicated the  Meadow Crest Inclusive Playground.    Administered parks major maintenance Capital Improvement Projects to maintain integrity of existing assets  including Coulon Park log boom removal and replacement.   Acquired the two parcels along the May Creek Corridor as identified in the adopted Parks, Recreation and Natural  Areas Plan.   Executed the 3‐year Interlocal Agreement with the King Conservation District and 3‐year Partnership Agreement  with the Friends of the Cedar River Watershed; commenced knotweed control along the Cedar River.  2015/2016 Goals   Install new clear span bridge, interpretive signage and habitat enhancement planting at Riverview Park (phase  two).   Complete design and construction documents for the Sunset Neighborhood Park.   Complete master plan and construction documents, and install new playground/picnic area with improved  connections to the Cedar River Library and skate park.    Complete Tree City USA recertification and Growth Award application.   Administer parks major maintenance Capital Improvement Projects to maintain integrity of existing assets  including replacing the pavers at Coulon Park.   Complete Master Plan and design and construction documents to expand and improve the Piazza Park.    Update the Trails and Bicycle Master Plan with the Transportation Division.  Expenditure  Budget by Category ‐ Parks  Planning and Natural Resources 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 303,595 305,688 308,244 305,688 314,238 326,965 337,353 7.0% 3.2% Personnel  Benefits 95,710 98,037 99,206 106,444 106,444 119,073 131,734 11.9% 10.6% Supplies 1,036 6,800 965 6,800 6,800 6,800 6,800 0.0% 0.0% Other Services  and Charges 152,840 169,498 159,640 180,671 369,951 269,248 294,871 49.0% 9.5% Interfund Payments 24,753 82,829 82,829 82,462 82,462 76,215 78,520 ‐7.6% 3.0% Transfer Out 0 0 178,367 0 478 0 0 N/A N/A Total 577,934 662,852 829,250 682,065 880,373 798,301 849,278 17.0% 6.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Parks Planning and Natural Resources 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Budget by Department - Community Services 3 - 62 Recreation Division    Mission   Promote and support a more livable community by providing opportunities for the public to participate in diverse  recreational, cultural, athletic, and aquatic programs and activities.    2013/2014 Accomplishments   Increased program partnerships with KCLS from six events in 2013 to 17 events in 2014.   Initiated the Senior Business Plan.   Installed a new play structure at the Henry Moses Aquatic Center with Facilities.   Continued the CAPRA accreditation requirements and processes.   Opened three neighborhood buildings with partnerships or revenue based programs, including leased space at  North Highlands for Sunrise Preschool.   Participated in the Deep Dive Grant Program with Renton School District.   Replaced the Renton Community Center vending machines with healthy products identified in the King County  Healthy Vending Guidelines.   Organized the RACE Exhibit tour and discussion groups for all City employees.   Adopted the Cost Recovery and Program Pricing Guidelines.  2015/2016 Goals   Prepare CAPRA accreditation requirements and processes for next re‐accreditation.   Develop a sponsorship plan and marketing plan for Community Services.   Move the “I CANN” healthy initiative into our programs and special events.   Work with IT on registration software recommendations for the replacement of CLASS.   Complete the joint use agreement with the City of Renton and the  Renton School District.    Implement the Senior Business Plan, including the opening of the Senior Activity Center in the evenings.   With assistance from the RACE coordinator, compile data on the demographics of our patrons to determine service  gaps in our programs.     Expenditure  Budget by Category ‐ Recreation Services 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,317,524 1,204,015 1,191,850 1,187,330 1,221,753 1,252,520 1,307,449 5.5% 4.4% Part‐Time  Salaries 887,415 1,045,027 904,282 1,045,027 949,438 1,011,285 1,011,285 ‐3.2% 0.0% Overtime 4,774 7,852 2,331 7,852 7,852 7,852 7,852 0.0% 0.0% Personnel  Benefits 649,431 650,861 646,348 697,967 734,490 755,180 816,647 8.2% 8.1% Supplies 202,811 258,996 223,160 271,605 263,605 251,496 251,496 ‐7.4% 0.0% Other Services  and Charges 466,473 503,834 461,368 503,834 539,192 225,665 225,665 ‐55.2% 0.0% Intergovernmental Services4,78304,8600000N/AN/A Capital  Outlay 0013,2060000N/AN/A Interfund Payments 1,449,019 1,399,567 1,399,567 1,394,943 1,394,943 1,696,925 1,718,555 21.6% 1.3% Total 4,982,229 5,070,152 4,846,970 5,108,558 5,111,272 5,200,923 5,338,949 1.8% 2.7% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Recreation Services 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Recreation Services 7.50 6.84 6.84 6.84 6.84 6.84 6.84 0.0% 0.0% Community Center 7.80 6.75 6.75 6.50 6.50 6.50 6.50 0.0% 0.0% Senior Activity Center 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 18.30 16.59 16.59 16.34 16.34 16.34 16.34 0.0% 0.0% Intermittent FTE 24.87 29.30 25.59 29.57 28.15 28.65 28.65 ‐3.1%0.0% Temp/Intermit Salaries  and 1,034,562$ 1,219,052$ 1,064,610$ 1,229,951$ 1,170,885$ 1,191,833$ 1,191,833$ ‐3.1% 0.0%  Budget by Department - Community Services 3 - 63 Human Services Division    Mission   In partnership with the community, help provide services, resources, and opportunities so that residents have food,  clothing, and shelter, are healthy and safe, and develop to their fullest capacity.    2013/2014 Accomplishments   Completed the Community Needs Assessment for Human Services and Housing, and did public outreach.   97% of the respondents to the annual Housing Repair survey of clients felt safer or that the overall health of their  home improved as a result of the repairs that were completed.   Completed bi‐annual survey of agencies for the regional funding application with 128 respondents.   Worked with Renton Ecumenical Association of Churches on the Renton Meal Coalition and other feeding  programs.   Continued to pursue donations for the Housing Repair Assistance Program.   Completed the application process, review, and recommendations for 2015/2016 human services funds.   Updated the Renton Resource Guide, and translated it in five languages.  2015/2016 Goals   Continue to work with community organizations and others that serve the homeless, on the One Night Count, Ten‐ Year Plan to end Homelessness, the REACH Center for Hope, and ARISE rotating shelter.   Complete the Human Services Strategic Plan, and the Funding Plan.   With CED, complete the housing and human services element of the comprehensive plan.   With IT, continue to work on a new data‐base for the Housing Repair Program, and on electronic signatures for  contracts.   With CED, use Community Development Block Grants to fund economic development projects.   Continue to pursue donations for the Housing Repair Assistance Program.    Expenditure  Budget by Category ‐ Human Services/CDBG 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 334,817 294,322 316,544 292,474 325,307 349,113 364,016 19.4% 4.3% Part‐Time  Salaries 3,16006,6680000N/AN/A Personnel  Benefits 124,296 147,984 108,992 160,248 162,806 131,431 146,110 ‐18.0% 11.2% Supplies 22,374 30,250 23,169 30,250 15,650 15,650 15,650 ‐48.3% 0.0% Other Services  and Charges 610,627 578,785 631,034 578,785 650,847 621,943 613,155 7.5%‐1.4% Interfund Payments 96,012 73,168 75,925 74,025 74,025 81,841 73,675 10.6%‐10.0% Transfer Out 2,586 0 0 0 22,155 0 0 N/A N/A Total 1,193,871 1,124,509 1,162,330 1,135,781 1,250,790 1,199,977 1,212,606 5.7% 1.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Human Services/CDBG 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Human Services 3.44 2.59 2.59 2.59 2.59 3.83 3.83 47.9% 0.0% CDBG 2.56 1.74 1.74 1.74 1.74 0.50 0.50 ‐71.3% 0.0% Total FTE 6.00 4.33 4.33 4.33 4.33 4.33 4.33 0.0% 0.0% Intermittent FTE 0.090.000.190.000.000.000.00N/AN/A Temp/Intermit Pay & Be n 3,620$        ‐$           7,746$        ‐$           ‐$           ‐$           ‐$           N/A N/A Budget by Department - Community Services 3 - 64 Library Division    In March 2010, the King County Library System (KCLS) took over operations of the Main and the Highlands Libraries as a  result of a voter‐approved annexation. The City of Renton retains ownership of the Main and Highland Library facilities and  continues to be responsible for capital repairs and improvements to the current Main and Highlands Library facilities.   Capital repairs and improvements are those single repairs or improvements with a project cost of $5,000 or more.  In  addition, the City is responsible for the acquisition, development, and construction of replacement facilities for both the  Main and Highlands Libraries on other properties within the City to be donated to KCLS.  Expenditure  Budget by Category ‐ Library 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Supplies 2000000N/AN/A Interfund Payments 29,998 0 0 0 0 0 0 N/A N/A Transfer Out 248,604 0 0 0 0 0 0 N/A N/A Total 278,604 0 0 0 0 0 0 N/A N/A       Budget by Department - Community Services 3 - 65 Neighborhoods, Resources and Events    Mission   Provide opportunities for individuals, groups, and businesses to partner with the City to facilitate funding and services that  support or improve the quality of our operations, and provide leadership and direction for large scale city‐wide events,  volunteers, and multi‐cultural programs in which citizen involvement celebrates community and enhances the quality of life  for Renton citizens.      2013/2014 Accomplishments   Held annual City Volunteer Appreciation Event with 175 volunteers in attendance.    Renton Sister Cities Association hosted a delegation from Nishiwaki, Japan, in October 2014.    Assisted with department‐related responsibilities to support the City’s Emergency Management Annual Work Plan.   Partnered with Facilities to hold the annual training for department staff at the Emergency Operations Center.   Special Events Committee issued 26 City‐wide Special Event permits in 2014.   Obtained $20,000 in funds for the “Gift of Play” and provided 300 scholarships to families in need.    Tracked and monitored 27,518.75 hours of volunteerism.    Coordinated the annual 4th of July at Gene Coulon Memorial Beach Park; Event Action Plan completed and it was  National Incident Management System (NIMS) compliant.   Coordinated the annual Renton River Days Community Festival; consolidated programming use of City resources;  new activities offered and expanded partnerships; launched independent festival website.   Expanded the Neighborhood Grant program to include a Mini‐grant category for funds up to $1,000.   Established the Renton Academy of City Services.     Coordinated the 18 week Renton Farmers Market; expanded footprint for new vendors; permitted for wine  sampling.   Supported seven non‐profit organizations with Art to Go kits and sports equipment to enhance their summer lunch  program.  Provided staff at four additional lunch sites to provide recreation activities.    Partnered with King County Library System to sponsor 21 performances at our local parks.   2015/2016 Goals   Purchase new volunteer software to support community volunteer efforts through coordination of resources and  facilitation of information.   Evaluate Special Event permitting process; enhance use of website, and internal/external communication.   Implement an interdepartmental tracking software for communication and creating a special event permit.    Serve as liaison to Renton Sister Cities Association with organizational structure and programming ideas to  diversify activities and increase relevancy and engagement with members of the greater Renton community.   Maintain requirements for FEMA.    Evaluate and sustain 4th of July, Renton River Days and Holiday lights logistics and safety in collaboration with City  departments; maintain event appeal to both attendees and sponsors.   Continue outreach and communication which encourages and invites the participation of diverse populations into  events and activities.   Offer Renton Academy of City Services in 2015.   Identify areas of Renton that are not recognized neighborhood associations and work with those communities that  are underrepresented.    Develop a Sponsorship Plan and Marketing materials to continue to increase private sponsorship funding and  donations to Community Service programs.   Continue to strengthen the Farmers Market systems and documentation of procedures and volunteer recruitment.   Expand access for fresh, local produce at the Renton Farmers Market by providing EBT options for customers.    .    Budget by Department - Community Services 3 - 66 Expenditure  Budget by Category ‐ Neighborhoods, Resources, and Events 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 370,228 435,319 424,349 436,268 447,752 467,792 491,637 7.2% 5.1% Part‐Time  Salaries 12,762 20,273 15,359 20,273 20,573 20,206 20,206 ‐0.3% 0.0% Personnel  Benefits 108,023 128,554 127,467 138,555 138,555 194,064 212,478 40.1% 9.5% Supplies 13,303 24,200 13,123 24,050 25,587 46,387 46,337 92.9%‐0.1% Other Services  and Charges 159,288 180,021 93,989 179,621 236,112 155,034 154,634 ‐13.7%‐0.3% Intergovernmental Services 6 50 4 50 50 50 50 0.0% 0.0% Interfund Payments 38,064 96,550 96,550 96,581 96,581 120,870 124,529 25.1% 3.0% Transfer Out 0 0 0 0 14,507 0 0 N/A N/A Total 701,673 884,968 770,841 895,398 979,716 1,004,403 1,049,871 12.2% 4.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Neighborhoods, Resources, and Events 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 4.75 5.58 5.58 5.58 5.83 5.83 5.83 4.5% 0.0% Intermittent FTE 0.360.560.440.560.560.560.56‐0.2%0.0% Temp/Intermit Pay & Ben 14,810$      23,178$      18,486$      23,178$      23,478$      23,138$      23,138$      ‐0.2% 0.0%  Budget by Department - Community Services 3 - 67 Renton History Museum    Mission   The Renton History Museum is the City’s only organization dedicated to the preservation, documentation and education  about the City’s heritage.  With the support of the Renton Historical Society, the Museum cares for a collection of over  90,000 objects and 14,000 historic photos. The Museum also provides changing and permanent exhibits, programs,  publications, and classroom outreach about local history.    2013/2014 Accomplishments   Won a Heritage Education Award from the Association of King County Heritage Organizations (AKCHO) for Two By  Two, a collaborative exhibit with Renton High School students.   Researched, organized, and mounted seven temporary exhibits on topics that included significant women in  Renton’s past, historic uniforms in the Museum’s collection, and the history of Newcastle.   Enhanced our Little House exhibit with family‐friendly content to create a more engaging experience for kids and  parents.   Completed two projects in partnership with the Renton Municipal Arts Commission: Defining Spaces, an exhibit  showcasing the City of Renton’s art collection, and The Infinity Loop, a grant‐funded artist installation showcasing  the Renton Mine Hoist foundation, a King County Landmark site.   Provided learning and professional opportunities for students from Renton High School, Dimmitt Middle School,  University of Washington, Pacific Lutheran University, and Willamette University.   Launched a teen advisory council, the RenTeens, to advise us on programs that will appeal to youth.   Utilized the results of the members’ survey to revise membership levels and benefits, adding a student  membership for the first time.   Created and filled a new Visitor Experience Coordinator position, a position that fits with our Museum Master  Plan’s focus on the people we serve.   Completed an inventory of museum collections with grant funding from 4Culture.  2015/2016 Goals   Complete the refurbishment of the Museum lobby to update it and create a more welcoming and educational  introduction to the Museum.   Enhance the Museum’s visibility by creating a new brand and identity consistent with the Museum Master Plan.   Conduct a membership drive to enhance support for the Museum.   Introduce GIS‐based interactives in the museum gallery to better use visitors’ sense of place to enhance their  understanding of history.   Revise the Renton Historical Society strategic plan, incorporating recommendations of a recent Community  Engagement Museum Assessment.   Develop a values statement to guide the museum’s work with external partners.  Budget by Department - Community Services 3 - 68 Expenditure Budget by Category ‐ Museum 2012 2013 2013 2014 2014 2015 2016 Change Change Actual Orig  Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 79,418 79,512 80,550 79,512 81,747 84,970 88,050 6.9% 3.6% Part‐Time  Salaries 9,019 10,821 8,741 10,821 22,901 15,821 15,821 46.2% 0.0% Personnel  Benefits 20,883 21,577 22,104 23,132 24,219 27,277 30,193 17.9% 10.7% Interfund Payments 107,567 97,993 97,993 97,816 97,816 99,693 101,217 1.9% 1.5% Total 216,887 209,903 209,387 211,281 226,683 227,761 235,281 7.8% 3.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Museum 2012 2013 2013 2014 2014 2015 2016 Change Change Authorized Orig  Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Intermittent FTE 0.26 0.30 0.25 0.30 0.61 0.44 0.44 49.1% 0.0% Temp/Intermit Pay & Ben 10,672$      12,409$      10,519$      12,409$      25,576$      18,496$      18,496$      49.1% 0.0%      Budget by Department - Community Services 3 - 69 Community Services  Position Listing (1 of 3) 2012 2013 2013 2014 2014 2015 2016 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration Division M49 Community Services  Administrator 1.001.001.001.001.001.001.00 N14 Administrative Assistant 1.001.001.001.001.001.001.00 Total Administration Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Facilities Division     Facilities M38 Facilities Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M28 Facilities Manager 1.001.001.001.001.001.001.00 A25 Facilities Coordinator 1.001.001.001.001.001.001.00 A21 Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A19 HVAC Systems  Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A19 Electrical  Technician 0.00 0.00 1.00 0.00 1.00 1.00 1.00 A17 Custodial  Services  Supervisor 1.00 2.00 2.00 2.00 2.00 2.00 2.00 A15 Facilities Technician II 0.00 0.00 1.00 0.00 1.00 1.00 1.00 A13 Facilities Technician I 3.503.501.503.501.501.501.50 A11 Lead Maintenance  Custodian 1.000.000.000.000.000.000.00 A09 Administrative Secretary I 0.001.001.001.001.001.001.00 A07 Maintenance Custodian 6.005.005.005.005.005.005.00 A07 Secretary II 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A04 Lead Custodian 1.001.001.001.001.001.001.00 A01 Custodian 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Total Facilities Division 24.50 23.50 23.50 23.50 23.50 23.50 23.50     Leased City Properties A13 Facilities Technician I 0.500.500.500.500.500.500.50 A01 Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Leased City  Properties 1.50 1.50 1.50 1.50 1.50 1.50 1.50 Total Facilities Division 26.00 25.00 25.00 25.00 25.00 25.00 25.00 Parks and Golf Course Division     Parks M38 Parks  and Golf Course  Director 0.50 0.50 0.50 0.50 0.50 0.50 0.50 M28 Parks  Maintenance  Manager 0.000.000.000.001.001.001.00 A21 Park Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A16 Lead Park  Maintenance Worker 3.00 3.00 3.00 3.00 2.00 2.00 2.00 A12 Park Maintenance Worker III 12.00 11.00 11.00 11.00 16.00 16.00 16.00 A09 Administrative Secretary I 0.001.001.001.001.001.001.00 A08 Park Maintenance Worker II 5.00 6.00 6.00 6.00 1.00 1.00 1.00 A07 Secretary II 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Parks 23.50 23.50 23.50 23.50 23.50 23.50 23.50     Golf Course      Golf Course  Administration M38 Parks  and Golf Co urse  D irector 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A09 Golf Course  Operations  Assistant 0.001.001.001.001.001.001.00 A08 Golf Course  Operations  Specialist 1.000.000.000.000.000.000.00 A07 Maintenance Custodian 1.001.001.001.001.001.001.00 Total Golf Administration 2.50 2.50 2.50 2.50 2.50 2.50 2.50     Golf Course  Maintenance M22 Golf Course  Supervisor 0.00 0.00 1.00 0.00 1.00 1.00 1.00 M21 Golf Course  Supervisor 1.00 1.00 0.00 1.00 0.00 0.00 0.00 A16 Lead Golf Course  Maintenance Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A15 Grounds Equipment Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A12 Golf Course  Maintenance  Worker III 1.001.001.001.001.001.001.00 Total Golf Maintenance 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Budget by Department - Community Services 3 - 70 Community Services  Position Listing (2 of 3) 2012 2013 2013 2014 2014 2015 2016 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted     Pro‐Shop/Driving Range M22 Golf Professional 0.00 0.00 1.00 0.00 1.00 1.00 1.00 M20 Golf Professional 1.00 1.00 0.00 1.00 0.00 0.00 0.00 N11 Assistant Golf Professional 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A04 Pro  Shop Assistant 1.001.001.001.001.001.001.00 Total Pro‐Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Golf Course 9.50 9.50 9.50 9.50 9.50 9.50 9.50 Total Parks and Golf Course Division 33.00 33.00 33.00 33.00 33.00 33.00 33.00 Parks Planning  and Natural Resources Division M38 Parks  Planning & Natural  Resources  Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M32 Urban Forestry and Natural  Resources  Mgr 1.001.001.001.001.001.001.00 A25 Capital Pro ject Coordinator 1.001.001.001.001.001.001.00 Total Parks  Planning  and Natural Resources Division 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Recreation Division     Recreation Services M38 Recreation  Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M28 Recreation  Manager 1.001.001.001.001.001.001.00 M23 Recreation  Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Recreation  Program  Coordinator 4.003.503.503.503.503.503.50 A09 Administrative Secretary I 0.000.340.340.340.340.340.34 A07 Secretary II 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Total Recreation Services 7.50 6.84 6.84 6.84 6.84 6.84 6.84     Community Center, Carco Theatre & Aquatics M23 Recreation  Supervisor 0.80 1.00 1.00 1.00 1.00 1.00 1.00 A18 Recreation  Program  Coordinator 3.001.751.751.501.501.501.50 A09 Recreation  Systems  Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A07 Secretary II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total  Community  Center 7.80 6.75 6.75 6.50 6.50 6.50 6.50    Renton Senior Activity Center M23 Recreation  Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Recreation  Program  Coordinator 1.001.001.001.001.001.001.00 A07 Secretary I I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Senior Activity  Center 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Recreation Division 18.30 16.59 16.59 16.34 16.34 16.34 16.34 Neighborhoods, Resources & Events Division M29 Neighborhoods, Resources  & Events  Manag e 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M22 Community Relation & Events  Coordinator 1.001.001.001.001.001.001.00 A25 Neighborhood Coordinator 1.001.001.001.001.001.001.00 A18 Recreation Program  Coordinator 0.001.001.001.001.001.001.00 A18 Farmers  Market Coordinator 0.00 0.00 0.75 0.00 1.00 1.00 1.00 A16 Neighborhood Program Assistant 0.500.500.500.500.500.500.50 N16 Farmers  Market Coordinator (LT)0.75 0.75 0.00 0.75 0.00 0.00 0.00 A09 Administrative Secretary I 0.000.330.330.330.330.330.33 A07 Secretary II 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Total Neighborhoods, Resources & Events Division 4.75 5.58 5.58 5.58 5.83 5.83 5.83      Budget by Department - Community Services 3 - 71 Community Services  Position Listing (3 of 3) 2012 2013 2013 2014 2014 2015 2016 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Human Services Division     Human Services M29 Human  Services  Manager 1.001.001.001.001.001.001.00 A20 Housing Repair Coordinator 1.00 0.38 0.38 0.38 0.38 1.00 1.00 A20 Human Services  Coordinator 0.00 0.50 0.50 0.50 0.50 0.50 0.50 A09 Administrative Secretary I 0.000.330.330.330.330.330.33 A07 Secretary II 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A13 Facilities Technician  I 0.000.380.380.380.381.001.00 A18 CDBG Specialist 0.440.000.000.000.000.000.00 Total Human Services 3.44 2.59 2.59 2.59 2.59 3.83 3.83     Community Development Block Grants (CDBG)       A20 Housing Repair Coordinator 0.00 0.62 0.62 0.62 0.62 0.00 0.00 A20 Human Services  Coordinator 0.00 0.50 0.50 0.50 0.50 0.50 0.50 A18 CDBG Specialist 0.560.000.000.000.000.000.00 A13 Facilities Technician  I 1.000.620.620.620.620.000.00 A08 Housing Repair Technician 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Total CDBG 2.56 1.74 1.74 1.74 1.74 0.50 0.50 Total Human Services Division 6.00 4.33 4.33 4.33 4.33 4.33 4.33 Museum  Division M22 Museum  Manager 1.001.001.001.001.001.001.00 Total Museum Division 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Department Regular Staffing 94.05 90.50 90.50 90.25 90.50 90.50 90.50 Total Community  Services Department 94.05 90.50 90.50 90.25 90.50 90.50 90.50   Budget by Department - Community Services 3 - 72 Fire Chief Mark Peterson 161 FTEs Response Operations         Deputy Chief                                   Erik Wallgren 137 FTEs Admininstrative  Support Incident  Response Fire Station  Staffing and  Management Pre‐Incident  Survey Post‐Incident  Analysis Training Incident  Management Fire Suppression Emergency  Medical Technical Rescue Hazardous  Materials Emergency Management                               Deborah Needham                                                                   3 FTEs Administrative  Support Emergency  Management  Staff Safety & Support Services Deputy Chief                                    Chad Michael 8 FTEs Administrative  Support Chaplains /  Volunteers Support Services Health and Safety Logistics  (Equipment,  Facilities,  Apparatus) Planning Community Risk Reduction                                Fire Marshal Anjela St John 9 FTEs Administrative  Support Hazard Mitigation Inspections/  Investigations Plan Review Hazmat  Mitigation Administrative Support               3 FTE   Fire and Emergency Services Fire &Emergency Services Budget by Department - Fire and Emergency Services 3 - 73 Fire & Emergency Services     Mission  In partnership with our diverse community, we are dedicated to:   Responding to and recovering from emergencies;   Reducing risk for all hazards;   Building a culture of safety and support for our members; and   Adapting to future challenges through strategic planning.    Description  The department fulfills its mission through four core services: Response Operations, Emergency Management, Community  Risk Reduction, and Safety and Support Services.  External services include community risk reduction activities that meet  the needs of our community prior to an emergency and response operations activities focused on responding to calls for  service and assisting customers as they return to a normal or better condition.  Internal services focus primarily on the  safety and support of department members, while maintaining effective partnership between the department and the city.      2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 24,173,315 24,043,143 24,444,372 24,442,820 25,219,873 26,876,976 27,970,913 10.0% 4.1% CIP Budget Summary 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0% Position  Summary 161.00 156.00 156.00 155.00 161.00 161.00 161.00 3.9% 0.0%    List of Fire & Emergency Services Renton Results Decision Packages:    2015 Adopted 2016 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp  $Tot Rev $ 100009.0030 F&ES Health & Wellness Fund ‐            25,000                    25,000                    ‐            25,000                    25,000                     100009.0031 EMS and Fire/Rescue  Svcs  for  COR 91.00      14,148,848          1,436,200             91.00      14,741,520          958,500                  100009.0032 Administrative Services  for F&ES 9.00         3,519,038             ‐                                   9.00         3,577,210             ‐                                    100009.0033 Community Risk Reduction 8.00         1,149,439             219,000                 8.00         1,213,636             219,000                  100009.0034 Safety & Support Services 6.00         1,529,842             ‐                                   6.00         1,570,437             ‐                                    100009.0035 EMS and Fire/Rescue  Svs  for  KCFD #25 16.00      2,025,350             1,300,000             16.00      2,128,169             1,300,000              100009.0036 EMS and Fire/Rescue  Svs  for  KCFD #40 29.00      4,013,826             4,500,000             29.00      4,200,019             4,500,000              100009.0037 Emergency Management for the COR 2.00         377,272                 35,000                    2.00         392,868                 35,000                     150009.0008 EMS & Fire/Rescue COR Valley Comm increase ‐            88,361                    ‐                                    ‐            122,053                 ‐                                    Total  Operating 161.00   26,876,976          7,515,200             161.00   27,970,913          7,037,500              760009.0002 Fire Impact Mitigation  Fund ‐            250,000                 99,000                    ‐            250,000                 99,000                     Total  CIP ‐            250,000                 99,000                    ‐            250,000                 99,000                     Total 161.00   27,126,976$       7,614,200$          161.00   28,220,913$       7,136,500$           Budget by Department - Fire and Emergency Services 3 - 74 Fire & Emergency Services Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results if available Timely responsiveness and  “Projection of effort” when the  community cannot help itself Response time in a non‐disaster situation in  the current service area will be within 7 ½  minutes 90% 90% 90% Recovery and restoration of  community after a disaster The percentage of city‐wide improvement  plan targets that are completed on schedule  after an exercise or actual emergency.  100% 100% 100% Safety and Health                                                                                                                                                                                                                                                           Highlight of Budget Changes:   Addition of 6 Firefighter positions for both 2014 & 2015 with the SAFER grant. 90% of the salary and benefit  expenses are covered by the grant. These 6 positions will continue to be funded in 2016.   Increased the Valley Communications line item by $88,000 for 2015 and $122,000 for 2016 due to increased  medical and capital expenses at Valley Communications.   Converted Assistant Fire Marshall to Fire Marshall to improve inefficient and time consuming impacts on customer  service.  Cost to the department $24,000 per year.   Upgraded a Lieutenant to Captain in 2014 to focus on Health & Safety project management. This will cost the  department $12,000 per year.  Budget by Department - Fire and Emergency Services 3 - 75 Expenditure  Budget by Division ‐ Fire & Emergency Services 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Response  Operations 17,923,770 17,735,586 18,101,388 18,058,884 18,649,570 19,813,948 20,690,919 9.7% 4.4% Safety & Support Services 4,808,309 4,897,690 4,888,324 4,941,063 5,048,453 5,372,415 5,497,056 8.7% 2.3% Community Risk Reduction 1,079,056 1,086,296 1,090,187 1,111,250 1,129,087 1,372,308 1,448,970 23.5% 5.6% Emergency Management 362,179 323,570 364,474 331,623 392,763 318,306 333,968 ‐4.0% 4.9% Operating Total 24,173,315 24,043,143 24,444,372 24,442,820 25,219,873 26,876,976 27,970,913 10.0% 4.1% CIP 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0% Total 25,110,241 24,293,143 24,694,372 24,692,820 25,219,873 27,126,976 28,220,913 9.9% 4.0% Expenditure Budget by Category ‐ Fire & Emergency Services 2012201320132014201420152016ChangeChange Actual Orig  Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 14,729,941 14,722,063 14,563,524 14,743,378 15,202,991 16,029,739 16,685,816 8.7% 4.1% Overtime 1,060,183 742,900 1,256,849 743,000 743,000 742,900 743,000 0.0% 0.0% Personnel  Benefits 4,365,436 4,448,419 4,378,409 4,774,594 4,951,009 5,284,066 5,642,453 10.7% 6.8% Supplies 803,516 272,680 551,956 272,380 437,663 477,390 477,090 75.3%‐0.1% Other Services  and Charges 265,665 366,524 301,914 366,624 366,624 331,524 331,624 ‐9.6% 0.0% Intergovernmental Services 368,664 323,049 406,820 323,049 403,501 491,862 525,554 52.3% 6.8% Capital  Outlay 6,625 206,210 23,657 206,210 101,500 1,500 1,500 ‐99.3% 0.0% Interfund Payments 2,558,421 2,961,298 2,961,243 3,013,585 3,013,585 3,517,995 3,563,876 16.7% 1.3% Transfer Out 14,864000000N/AN/A Operating Total 24,173,315 24,043,143 24,444,372 24,442,820 25,219,873 26,876,976 27,970,913 10.0% 4.1% CIP 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0% Total 25,110,241 24,293,143 24,694,372 24,692,820 25,219,873 27,126,976 28,220,913 9.9% 4.0% Staffing Levels by Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Response  Operations 135.00 129.00 129.00 129.00 134.00 134.00 134.00 3.9% 0.0% Safety & Support Services 14.00 14.00 14.00 14.00 15.00 15.00 15.00 7.1% 0.0% Community Risk Reduction 10.00 11.00 11.00 10.00 10.00 10.00 10.00 0.0% 0.0% Emergency Management 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Total FTE 161.00 156.00 156.00 155.00 161.00 161.00 161.00 3.9% 0.0% Intermittent FTE 0.000.000.000.000.000.000.00N/AN/A Temp/Intermit Salaries  and 80$              ‐$           87$              ‐$            ‐$            ‐$            ‐$           N/A N/A     Budget by Department - Fire and Emergency Services 3 - 76 Response Operations     Mission  In partnership with our diverse community, we are dedicated to:   Responding to and recovering from emergencies;   Reducing risk for all hazards;   Building a culture of safety and support for our members; and   Adapting to future challenges through strategic planning.  .      2013/2014 Accomplishments  • Reached 100% National Incident Management System (NIMS) compliance on working incidents within our  jurisdiction.  • Average response time (in minutes) to priority one incidents (all stations) was 5:14.  • After the arrival to a fire, keeping the fire from spreading beyond the rooms or building already engaged (all  stations) was 96.6%.    2015/2016 Goals    Maintain 100% NIMS compliance on working incidents within our jurisdiction   Continue to evaluate and implement methods to ensure the most efficient response times and unit reliability.   Collect data and create reports that clearly illustrate the value added by response operation actions.   Maintain active response operations level participation in schools and other public settings.    Expenditure  Budget by Category ‐ Response Operations Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 12,160,052 12,094,621 11,993,261 12,109,055 12,523,326 13,350,435 13,899,037 10.3% 4.1% Overtime 1,013,362 684,060 1,200,656 684,060 684,060 684,060 684,060 0.0% 0.0% Personnel  Benefits 3,564,706 3,638,714 3,603,635 3,896,992 4,073,407 4,343,164 4,619,435 11.4% 6.4% Supplies 535,854 78,000 256,198 78,000 182,710 282,710 282,710 262.4% 0.0% Other Services  and Charges 16,629 31,050 19,550 31,050 31,050 31,050 31,050 0.0% 0.0% Capital  Outlay 6,625 204,710 23,657 204,710 100,000 0 0 ‐100.0% N/A Interfund Payments 626,543 1,004,431 1,004,431 1,055,017 1,055,017 1,122,529 1,174,627 6.4% 4.6% Total 17,923,770 17,735,586 18,101,388 18,058,884 18,649,570 19,813,948 20,690,919 9.7% 4.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Response Operations Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Commissioned 134.00 128.00 128.00 128.00 133.00 133.00 133.00 3.9% 0.0% Non‐Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Total FTE 135.00 129.00 129.00 129.00 134.00 134.00 134.00 3.9% 0.0%    Budget by Department - Fire and Emergency Services 3 - 77 Safety & Support Services     Mission  In partnership with our diverse community, we are dedicated to:   Responding to and recovering from emergencies;   Reducing risk for all hazards;   Building a culture of safety and support for our members; and   Adapting to future challenges through strategic planning.    2013/2014 Accomplishments   Coordinated the replacement of all Mobile Data Computer modems in apparatus.   Maintained a Class 3 Washington State insurance rating for residents and businesses.   Facilitated an apparatus evaluation and appraisal process for new fire engines.   Secured funding for replacement of the hazardous materials response vehicle.   Streamlined the firefighter combat challenge process.   Completed a four week nutrition and physical training program with new members.   Began working with Human Resources to examine On the Job Injuries (OJI) data in an effort to reduce OJI’s.      2015/2016 Goals    Complete a Strategic Plan   Complete the Standard of Coverage   Implement an asset management program   Develop a capital replacement plan   Implement strategies that will reduce the number of annual (OJI’s)   Work with the medical community to expedite the return to work of injured members  Expenditure  Budget by Category ‐ Safety & Support Services  Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,653,927 1,707,165 1,631,549 1,711,488 1,733,526 1,564,996 1,624,759 ‐8.6% 3.8% Overtime 5,750 12,000 22,552 12,000 12,000 12,000 12,000 0.0% 0.0% Personnel  Benefits 458,718 471,536 439,739 509,584 509,584 483,927 521,700 ‐5.0% 7.8% Supplies 210,447 181,180 237,925 180,880 185,780 181,180 180,880 0.2%‐0.2% Other Services  and Charges 190,009 267,750 214,784 267,950 267,950 267,750 267,950 ‐0.1% 0.1% Intergovernmental Services 368,664 323,049 406,820 323,049 403,501 491,862 525,554 52.3% 6.8% Interfund Payments 1,907,905 1,935,010 1,934,955 1,936,112 1,936,112 2,370,700 2,364,213 22.4%‐0.3% Transfer Out 12,889000000N/AN/A Operating Total 4,808,309 4,897,690 4,888,324 4,941,063 5,048,453 5,372,415 5,497,056 8.7% 2.3% CIP 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0% Total 5,745,235 5,147,690 5,138,324 5,191,063 5,048,453 5,622,415 5,747,056 8.3% 2.2% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Safety & Support Services  Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Commissioned 10.00 10.00 10.00 10.00 11.00 11.00 11.00 10.0% 0.0% Non‐Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Total FTE 14.00 14.00 14.00 14.00 15.00 15.00 15.00 7.1% 0.0% Intermittent FTE 0.000.000.000.000.000.000.00N/AN/A Temp/Intermit Salaries  and 80$              ‐$           87$              ‐$            ‐$            ‐$            ‐$           N/A N/A Budget by Department - Fire and Emergency Services 3 - 78 Community Risk Reduction     Mission  In partnership with our diverse community, we are dedicated to:   Responding to and recovering from emergencies;   Reducing risk for all hazards;   Building a culture of safety and support for our members; and   Adapting to future challenges through strategic planning.    2013/2014 Accomplishments  • Identified areas requiring hazardous materials inspections in the City of Renton.  • Developed new inspection priorities to increase firefighter and citizen safety.  • Developed and began implementation of a program to meet new code requirements for existing apartment fire  alarm systems.  • Worked with Information Technology to implement the Zoll Inspection module to increase efficiency and  productivity of our fire inspectors.    2015/2016 Goals    Become trained and proficient in the new city and department records management programs to ensure efficient  and effective use of the programs.   Identify and inspect businesses in the City of Renton that require Hazardous Materials permits.    Expenditure  Budget by Category ‐ Community Risk Reduction Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 723,981 727,254 743,629 728,843 746,680 906,965 948,339 24.4% 4.6% Overtime 36,007 39,000 28,898 39,000 39,000 39,000 39,000 0.0% 0.0% Personnel  Benefits 268,161 263,621 270,701 286,387 286,387 367,013 402,031 28.2% 9.5% Supplies 9,840 10,500 6,170 10,500 10,500 10,500 10,500 0.0% 0.0% Other Services  and Charges 15,118 22,564 18,932 22,564 22,564 22,564 22,564 0.0% 0.0% Capital  Outlay 0 1,500 0 1,500 1,500 1,500 1,500 0.0% 0.0% Interfund Payments 23,973 21,857 21,857 22,456 22,456 24,766 25,036 10.3% 1.1% Transfer Out 1,976000000N/AN/A Total 1,079,056 1,086,296 1,090,187 1,111,250 1,129,087 1,372,308 1,448,970 23.5% 5.6% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Community Risk Reduction 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Non‐Commissioned 9.00 10.00 10.00 9.00 9.00 9.00 9.00 0.0% 0.0% Total FTE 10.00 11.00 11.00 10.00 10.00 10.00 10.00 0.0% 0.0%  Budget by Department - Fire and Emergency Services 3 - 79 Emergency Management     Mission  In partnership with our diverse community, we are dedicated to:   Responding to and recovering from emergencies;   Reducing risk for all hazards;   Building a culture of safety and support for our members; and   Adapting to future challenges through strategic planning.    2013/2014 Accomplishments  • Generated revenue through disaster reimbursements and Emergency Management Grant.  • Completed a draft Debris Management Plan, revised Hazard Mitigation Plan and Continuity of Operations Plan.  • Created, recruited for, trained to, and exercised a Volunteer Reception Center plan with multiple volunteers.  • Conducted a citywide damage assessment tabletop exercise, a communications exercise, and participated in  several others.  • Developed and delivered refresher training for Emergency Operations Center assignments.   • Sponsored staff and volunteer involvement in multiple training classes related to disaster assignments.  • Expanded emergency notification and communications capabilities.  • Added technology and supplies to support the Emergency Operations Center, EOC Duty Officer, Policy Group, and  the Mobile Communications Response Unit and sheltering operations.  • Established a speaker’s bureau to provide emergency preparedness presentations in English and other languages.   • Continued to operate the Renton Emergency Preparedness Academy for training residents and businesses in  appropriate emergency/disaster actions, including Community Emergency Response Teams.  • Surveyed several of Renton’s language populations in order to improve the delivery of emergency messaging to  our diverse community, and continue preparedness outreach to Community Liaisons.    2015/2016 Goals    Revise the Comprehensive Emergency Management Plan.   Develop a coordinated citywide social media team for emergency situations.   Revise Emergency Operations Center procedures.    Expenditure  Budget by Category ‐ Emergency Management 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 191,981 193,023 195,085 193,992 199,459 207,343 213,681 6.9% 3.1% Overtime 5,063 7,840 4,744 7,940 7,940 7,840 7,940 ‐1.3% 1.3% Personnel  Benefits 73,851 74,547 64,334 81,631 81,631 89,963 99,287 10.2% 10.4% Supplies 47,375 3,000 51,663 3,000 58,673 3,000 3,000 0.0% 0.0% Other Services  and Charges 43,909 45,160 48,647 45,060 45,060 10,160 10,060 ‐77.5%‐1.0% Total 362,179 323,570 364,474 331,623 392,763 318,306 333,968 ‐4.0% 4.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Emergency Management 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Non‐Commissioned 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%  Budget by Department - Fire and Emergency Services 3 - 80 Fire & Emergency Services  Department Position Listing  2012 2013 2013 2014 2014 2015 2016 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Response Operations Commissioned Officers M45 Deputy Chief  (Response  Operations) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 F73 Battalion Chief 6.00 6.00 6.00 6.00 6.00 6.00 6.00 F72 Captain 6.00 6.00 6.00 6.00 6.00 7.00 7.00 F71 Lieutenant 15.00 15.00 15.00 15.00 14.00 14.00 14.00 F70 Firefighter 106.00 100.00 100.00 100.00 106.00 105.00 105.00 Total Commissioned Members 134.00 128.00 128.00 128.00 133.00 133.00 133.00 Non‐Commissioned Personnel A09 Administrative  Secretary I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Response Operations Section 135.00 129.00 129.00 129.00 134.00 134.00 134.00 Safety & Support Services M49 Fire  Chief/Emergency Services  Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M45 Deputy Chief  (Safety and Support Services) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 F72 Captain 3.00 3.00 3.00 2.00 4.00 3.00 3.00 F71 Lieutenant 5.00 5.00 5.00 4.00 5.00 5.00 5.00 F70 Firefighter 0.00 0.00 0.00 2.00 0.00 1.00 1.00 Total Commissioned Members 10.00 10.00 10.00 10.00 11.00 11.00 11.00 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative  Secretary I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Fire  District Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A05 Office  Assistant III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Total Safety & Support Services Section 14.00 14.00 14.00 14.00 15.00 15.00 15.00 Community  Risk Reduction F71 Lieutenant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Members 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M38 Emergency Management Director 0.00 1.00 1.00 0.00 0.00 0.00 0.00 M38 Fire  Marshal 0.00 0.00 0.00 0.00 1.00 1.00 1.00 M26 Assistant Fire Marshal 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A24 Lead  Fire Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Fire  Plans  Examiner/Fire Inspector III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Fire  Inspector III 3.00 3.00 4.00 4.00 4.00 4.00 4.00 A19 Fire  Inspector II 1.00 1.00 0.00 0.00 0.00 0.00 0.00 A09 Administrative  Secretary I  1.00 1.00 1.00 1.00 1.00 1.00 1.00 A03 Office  Assistant I I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 9.00 10.00 10.00 9.00 9.00 9.00 9.00 Total Community  and Risk Reduction Section 10.00 11.00 11.00 10.00 10.00 10.00 10.00 Emergency Management M38 Emergency Management Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Emergency Management Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Emergency Management Section 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Commissioned Members 145.00 139.00 139.00 139.00 145.00 145.00 145.00 Total Non‐Commissioned Members 16.00 17.00 17.00 16.00 16.00 16.00 16.00 Total Fire & Emergency Services Department 161.00 156.00 156.00 155.00 161.00 161.00 161.00 Emergency Management  was seperated from  Community Risk Reduction during the 2012 budget year The  Assistant Fire  Marshal  position was changed to a  Fire Marshal  position during the 2014 budget year   Budget by Department - Fire and Emergency Services 3 - 81 This page is intentionally left blank  Budget by Department - Fire and Emergency Services 3 - 82 ADMINISTRATOR Nancy Carlson 11 FTEs HUMAN RESOURCES Cathryn Laird 4 FTEs Recruitment and Selection  Classification and  Compensation  Investigations and  Compliance Employee/Labor Relations Unemployment BENEFITS Maria Boggs 2 FTEs Personnel Benefits Retiree Benefits Wellness Program FMLA RISK MANAGEMENT Gary Lamb 2 FTEs Property and Liability  Insurance Workers' Compensation Workplace Health and  Safety  ADA Facilities Compliance Administrative Support 2 FTE Employee Training and  Development  Human Resources and Risk Management  Budget by Department - Human Resources and Risk Management 3 - 83 Human Resources and Risk Management      Mission  The Human Resources and Risk Management (HR&RM) Department works in partnership with Administrators and their  teams, with individual employees and groups, and with employee representatives and the community to provide programs  and services that create a work environment that is positive and productive and allows all employees to serve the needs of  our residents.    Description  The department provides a comprehensive array of programs, including Recruitment and Selection, Classification and  Compensation, Employee/Labor Relations, Employee Training and Development, Property/Liability, Workplace Health and  Safety, and Employee Benefits.  Services are provided primarily to internal customers (i.e., other City departments).  For a  more detailed description see our program descriptions.    2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 17,779,679 16,669,458 15,716,179 17,885,214 17,992,595 19,451,472 20,640,182 8.8% 6.1% Position  Summary 9.00 9.00 9.00 9.00 9.00 11.00 11.00 22.2% 0.0%    List of HR&RM Renton Results Decision Packages:    2015 Adopted 2016 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp  $Tot Rev $ 550018.0015 SW Civil Engineer I NPDES Program ‐            1,250                       ‐                                    ‐            (0)                                ‐                                    600014.0029 HR/RM Administration 5.00         1,073,882             ‐                                   5.00         1,107,032             ‐                                    600014.0030 Risk Management 2.25         3,596,844             4,319,647             2.25         3,511,859             3,969,201              600014.0031 Benefits 1.75         14,540,284          14,553,818          1.75         15,763,669          15,917,658           650014.0007 Add 1 FTE Senior HR Analyst 1.00         122,888                 ‐                                   1.00         132,580                 ‐                                    650014.0008 Add 1 FTE HR Analyst 1.00         116,323                 ‐                                   1.00         125,041                 ‐                                    Total 11.00      19,451,472$       18,873,465$       11.00      20,640,182$       19,886,859$            HR&RM Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results if available Highly qualified, healthy, well  trained, and productive  workforce Number of training courses provided by  HR/RM new 2015 new 2015 new 2015 Percentage of new hires or promotions  retained past their probationary period.  new 2015 new 2015 new 2015 Functional work environment Recruitment process is rated as "good or  excellent" by New Hires and Promoted  employees.  100% 100% TBD Complete a safety inspection of each City‐ owned facility annually 42% 78% 50% Maintain or reduce the annual number of  Workers Compensation Claims new 2015 new 2015 new 2015 Safeguard public interests and  assets Internal Support   Budget by Department - Human Resources and Risk Management 3 - 84 Highlight of Budget Changes:   Regular Salaries increased in 2015 by $196k due to adding 2 FTE’s (1 Sr HR Analyst and 1 HR Analyst) and overall  city‐wide increase in salaries costs.   Other Services and Charges increased in 2015 by $354k due to projected increases in worker’s compensation,  property/liability/auto claims and premiums, and general healthcare professional services.   Interfund Payments increased in 2015 by $33k due IT related capital projects and overall city‐wide increase in  salaries/healthcare costs.   Transfers increased in 2015 by $125k due to a one‐time transfer of South Renton Reserve funds into  Transportation Capital Investment Program’s Main Ave S/Downtown Circulation Project.    Expenditure  Budget by Division ‐ Human Resources and Risk Management 2012201320132014201420152016ChangeChange Fund/Dept Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Administration 937,412 971,207 904,182 991,234 1,002,994 1,316,577 1,366,886 32.8% 3.8% Benefits 12,178,144 12,640,183 11,608,890 13,795,890 13,800,618 14,540,317 15,763,702 5.4% 8.4% Risk Management 4,664,123 3,058,068 3,203,107 3,098,090 3,188,983 3,594,578 3,509,594 16.0%‐2.4% Total 17,779,679 16,669,458 15,716,179 17,885,214 17,992,595 19,451,472 20,640,182 8.8% 6.1% Expenditure  Budget by Category ‐ Human Resources and Risk Management 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 744,293 765,285 772,801 777,508 799,528 973,194 1,015,328 25.2% 4.3% Part‐Time  Salaries 8,095 8,102 9,590 8,102 8,102 8,102 8,102 0.0% 0.0% Personnel  Benefits 12,798,620 13,170,359 12,264,068 14,335,292 14,335,292 15,183,683 16,445,400 5.9% 8.3% Supplies 16,646 34,284 23,958 34,284 34,284 34,284 34,284 0.0% 0.0% Other Services  and Charges 2,018,070 2,443,640 2,396,856 2,476,399 2,561,761 2,829,922 2,843,455 14.3% 0.5% Intergovernmental Services 2,553 3,500 4,618 3,500 3,500 3,707 3,875 5.9% 4.5% Debt Service 1,716,067 0 0 0 0 0 0 N/A N/A Interfund Payments 271,333 244,288 244,288 250,129 250,129 293,580 289,738 17.4%‐1.3% Transfer Out 204,000 0 0 0 0 125,000 0 100.0%‐100.0% Total 17,779,679 16,669,458 15,716,179 17,885,214 17,992,595 19,451,472 20,640,182 8.8% 6.1% Staffing Levels  by Division ‐ Human Resources and Risk Management 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Administration 5.00 5.00 5.00 5.00 5.00 7.00 7.00 40.0% 0.0% Benefits 1.75 1.75 1.75 1.75 1.75 1.75 1.75 0.0% 0.0% Risk Management 2.25 2.25 2.25 2.25 2.25 2.25 2.25 0.0% 0.0% Total FTE 9.00 9.00 9.00 9.00 9.00 11.00 11.00 22.2% 0.0% Intermittent FTE 0.22 0.19 0.26 0.19 0.19 0.19 0.19 0.0% 0.0% Temp/Intermit Pay & Ben 9,007$        8,102$        10,720$      8,102$        8,102$        8,102$        8,102$        0.0% 0.0%      Budget by Department - Human Resources and Risk Management 3 - 85 Administration Division    Mission  Provide a broad range of employee and risk management services in a timely, responsive, and reliable manner to  employees, residents, and the general public.      2013/2014 Accomplishments   Attended three Career and Diversity Fairs   Performance management training by Janaki Severy, for all managers   Trained all managers on Halogen in 2013, and employees in 2014   Completed 49 recruitments in 2013, and 63 recruitments by September 2014   Customer Service training for all employees   Negotiations completed for all collective bargaining agreements   Reorganizations completed in CED, Parks Maintenance, and Courts   Developed and completed Supervisory Essentials training for managers    2015/2016 Goals  • Work with community partners to promote diversity and equity in hiring  • Training:  o Supervisory (continued)  o Customer Service (continued)  o Performance Management Refresher  o Performance Appraisal Writing 101  o Supervisor Coaching  o Anti‐harassment/anti‐discrimination  o Presentation Skills  o Collective Bargaining Series  •  New hire/new supervisor onboarding  •  HR Intranet redesign (HR/Payroll actions)  •  Policy updates  • 3rd Employee Survey in 2015    Expenditure  Budget by Category ‐ Administration 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 407,383 412,056 415,553 415,059 426,819 587,853 616,819 41.6% 4.9% Part‐Time  Salaries 8,095 8,102 9,590 8,102 8,102 8,102 8,102 0.0% 0.0% Personnel  Benefits 143,680 148,588 152,264 162,463 162,463 270,250 299,615 66.3% 10.9% Supplies 11,828 19,828 15,767 19,828 19,828 19,828 19,828 0.0% 0.0% Other Services  and Charges 124,112 196,663 125,039 196,663 196,663 197,913 196,663 0.6%‐0.6% Interfund Payments 242,313 185,970 185,970 189,119 189,119 232,631 225,859 23.0%‐2.9% Total 937,412 971,207 904,182 991,234 1,002,994 1,316,577 1,366,886 32.8% 3.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration and Civil Services  Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 5.005.005.005.005.007.007.0040.0%0.0% Intermittent FTE 0.22 0.19 0.26 0.19 0.19 0.19 0.19 0.0% 0.0% Temp/Intermit Pay & Ben 9,007$        8,102$        10,720$      8,102$        8,102$        8,102$        8,102$        0.0% 0.0% Budget by Department - Human Resources and Risk Management 3 - 86 Benefits Division    Mission  Provide comprehensive, effective employee benefit services by administering and maintaining the City’s self‐funded  medical, dental, and vision plan, and comprehensive benefit package, which is vital for attracting and maintaining qualified  staff and promoting a healthy, productive workforce.   Ensure consistent, accountable compliance with federal, state, and  City policies and regulations, and institute programs designed to promote the well‐being of our employees.    2013/2014 Accomplishments  • Completed employee satisfaction survey, with employees rating HMA’s claims processing and customer services as  “good” or “excellent”   • Created/completed survey for 457 plan, rating employee’s experience with TIAA‐CREF  • Collaborated with unions to reduce IBNR balance in the self‐funded plan, which provided funding for the General  Fund and subsidized employee premiums for two years  • Changed 457 providers to one, reducing participant fees and included a formation of a plan oversight committee  • Introduced annual Swim Party as part of Wellness, which was greatly appreciated and participated in by employees  and families  • Held successful Wellness events for all employees, including annual Health Fair, screenings and flu shots, regular  Brown Bag lunches pertaining to employee health and wellness    2015/2016 Goals  • Educate employees on healthcare reform as it relates to the City of Renton plan and how it will impact plan design,  cost and employees  • Negotiate new healthcare agreement with employee representatives, focusing on reducing costs to help the City  avoid tax penalties slated for 2018  • Healthcare renewal increases continue to be less than national trend  • Increase employees’ participation in Wellness programs by researching and developing new programs and  incentives    Expenditure  Budget by Category ‐ Benefits 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 157,694 161,975 163,730 166,238 170,966 178,256 185,040 7.2% 3.8% Personnel  Benefits 11,554,604 11,961,158 10,934,372 13,099,629 13,099,629 13,740,254 14,964,511 4.9% 8.9% Supplies 4,492 7,500 7,687 7,500 7,500 7,500 7,500 0.0% 0.0% Other Services  and Charges 430,570 447,732 440,163 458,013 458,013 549,651 538,897 20.0%‐2.0% Intergovernmental Services 2,553 3,500 4,618 3,500 3,500 3,707 3,875 5.9% 4.5% Interfund Payments 28,232 58,318 58,318 61,010 61,010 60,949 63,879 ‐0.1% 4.8% Total 12,178,144 12,640,183 11,608,890 13,795,890 13,800,618 14,540,317 15,763,702 5.4% 8.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Benefits 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 1.75 1.75 1.75 1.75 1.75 1.75 1.75 0.0% 0.0%  Budget by Department - Human Resources and Risk Management 3 - 87 Risk Management Division    Mission  Provide a safe environment for our employees and citizens, minimize the City’s financial risk, and protect the City’s financial  assets and create a safe environment for its employees, citizens, and visitors, by identifying, analyzing and implementing  risk prevention and safety programs and developing effective channels of communication through excellent customer  service.        2013/14 Accomplishments   Contracted with Eberle Vivian, Inc. to replace CCMSI as the city’s Workers’ Compensation Third Party  Administrator through an RFP process.  This change has been very well received by employees.   Completed RFP process to select Alliant Insurance Service, Inc. as the city’s Property and Casualty Insurance  Broker of Record   Conducted study to determine whether to remain in the WCIA insurance pool or to go self‐insured for the  city’s property, liability, and auto physical damage insurance programs   Continued aggressive collections of funds owed to the city from responsible 3rd parties for damage to city  property   In conjunction with WCIA, the city successfully defended two major liability claims against the Police  Department in federal court    2014/15 Goals   Aggressively pursue an accident prevention program that addresses Fire Department employee training  injuries   Utilize our new insurance broker to establish property and casualty self‐insurance programs where financially  advantageous to the city   Continue to review and update all safety and risk management‐related policies and procedures    Expenditure  Budget by Category ‐ Risk Management Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 179,217 191,254 193,517 196,211 201,742 207,086 213,469 5.5% 3.1% Personnel  Benefits 1,100,336 1,060,613 1,177,432 1,073,200 1,073,200 1,173,178 1,181,274 9.3% 0.7% Supplies 326 6,956 504 6,956 6,956 6,956 6,956 0.0% 0.0% Other Services  and Charges 1,463,388 1,799,245 1,831,654 1,821,723 1,907,085 2,082,358 2,107,895 14.3% 1.2% Debt Service 1,716,067 0 0 0 0 0 0 N/A N/A Interfund Payments 788000000N/AN/A Transfer Out 204,000 0 0 0 0 125,000 0 100.0%‐100.0% Total 4,664,123 3,058,068 3,203,107 3,098,090 3,188,983 3,594,578 3,509,594 16.0%‐2.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Risk Management Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 2.25 2.25 2.25 2.25 2.25 2.25 2.25 0.0% 0.0%    Budget by Department - Human Resources and Risk Management 3 - 88 Human Resources and Risk Management Position Listing 2012201320132014201420152016 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration/Civil Service Commission M49 Human  Resources/Risk Management Administrator 0.500.500.500.500.500.500.50 M30 Human  Resources  Manager 1.001.001.001.001.001.001.00 M22 Senior Human Resources  Analyst 1.501.501.501.501.502.502.50 M20 Human  Resources  Analyst 0.000.000.000.000.001.001.00 N14 Administrative Assistant 1.001.001.001.001.001.001.00 N11 Human Resources  Assistant 1.001.001.001.001.001.001.00 Total Administration/Civil Service Commission 5.00 5.00 5.00 5.00 5.00 7.00 7.00 Benefits M49 Human  Resources/Risk Management Administrator 0.250.250.250.250.250.250.25 M27 Benefits Program  Manager 1.001.001.001.001.001.001.00 M22 Senior Human Resources  Analyst 0.500.500.500.500.500.500.50 M20 Human  Resources  Analyst 0.000.000.000.000.000.000.00 Total Benefits 1.75 1.75 1.75 1.75 1.75 1.75 1.75 Risk Management M49 Human  Resources/Risk Management Administrator 0.250.250.250.250.250.250.25 M30 Risk  Manager 1.001.001.001.001.001.001.00 N13 Risk Management Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Risk Management 2.25 2.25 2.25 2.25 2.25 2.25 2.25 Total Human Resources and Risk Management 9.00 9.00 9.00 9.00 9.00 11.00 11.00 Grade Title      Budget by Department - Human Resources and Risk Management 3 - 89 This page is intentionally left blank  Budget by Department - Human Resources and Risk Management 3 - 90 Other City Services    Mission  Provide for miscellaneous payments that benefit all City departments.    Overview of Other City Services  The Finance Division manages this accounting department.  The primary activity is to receive revenue and to make property  and liability payments to the insurance fund, interfund payments, intergovernmental payments, limited general obligations  debt payments, and employee termination payments.    2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 14,389,892 9,742,783 13,523,847 11,024,867 17,447,707 10,731,090 10,275,012 ‐2.7%‐4.3%    List of Other City Services Renton Results Decision Packages:    2015 Adopted 2016 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp  $Tot Rev $ 150008.0023 Add 2 SROs 0.00         (56,472)                   ‐                                   0.00         (81,130)                   ‐                                    600004.0055 General Government Debt ‐            6,463,588             409,868                 ‐            6,248,676             422,254                  600005.0024 Other City Svc ‐ Employee  Separation Pay ‐            436,152                 ‐                                    ‐            365,016                 ‐                                    600005.0025 LEOFF 1  Medical  Obligation ‐            2,224,684             ‐                                    ‐            2,224,684             ‐                                    600005.0026 Association Dues and Contracted Services ‐            363,138                 ‐                                    ‐            377,766                 ‐                                    650005.0004 1x Transfer to 316 ‐            1,300,000             ‐                                    ‐            1,140,000             ‐                                    Total 0.00         10,731,090$       409,868$              0.00         10,275,012$       422,254$                   Highlight of Budget Changes:   Regular Salaries decreased in 2015 by $94k and increased in 2016 by $89k due to projections in final payments to  retiring/terminating employees.   Intergovernmental Services decreased in 2015 by $132k and increased in 2016 by $12k due to the removal of the  Fire Hydrant Fee (2015/2016) and projected increases in Air Pollution Control contributions (2016).   Debt service decreased by $1.5 million in 2015 mainly due to a one‐time (both 2015 and 2016) deferral of  principal/interest payment of SCORE debt service.  The City will continue to make debt service payments to SCORE  in 2017.   Interfund Payments increased by $5k in 2015 due to increased Fleet maintenance & operations costs (city‐wide  increase in salaries/healthcare costs).   Transfer Out increased in 2015 and 2016 due to one‐time transfers to fund the following projects in Municipal  Facilities Capital Investment Program Fund:  o Piazza Master Plan & Redevelopment  o City‐wide Security Systems Upgrades  o Parks General Major Maintenance  o Parking Lots and Drive Repairs  o Ball Field Renovation Program  o Paths, Walks, Patios and Boardwalks  o Sports Court Repairs  o Henry Moses Aquatic Center  o Renton Community Center Improvements  o Building Permit Area Reconfiguration  Budget by Department - Other City Services 3 - 91 o Community Services Maintenance Shops Rehabilitation  o Public Works Sign Shop Expansion  o Trails and Bike Master Plan    Expenditure  Budget by Division ‐ Other City Services 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Other City Services 4,637,555 1,741,350 5,475,340 3,036,844 9,046,844 4,267,502 4,026,336 40.5%‐5.7% Ltd  Tax General  Obligation  9,752,337 8,001,433 8,048,508 7,988,023 8,400,863 6,463,588 6,248,676 ‐19.1%‐3.3% Total 14,389,892 9,742,783 13,523,847 11,024,867 17,447,707 10,731,090 10,275,012 ‐2.7%‐4.3% Expenditure  Budget by Category ‐ Other City Services 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 296,367 374,257 382,315 369,364 369,364 280,500 369,364 ‐24.1% 31.7% Personnel  Benefits 2,237,499 886,336 698,648 2,186,336 2,056,336 2,323,864 2,139,206 6.3%‐7.9% Other Services  and Charges 135,408 254,720 250,905 254,720 269,720 264,444 266,278 3.8% 0.7% Intergovernmental Services 224,813 202,000 319,436 202,000 52,000 69,609 81,931 ‐65.5% 17.7% Debt Service 9,752,337 8,001,433 8,048,508 7,988,023 8,400,863 6,463,588 6,248,676 ‐19.1%‐3.3% Interfund Payments 27,401 24,037 24,037 24,424 24,424 29,085 29,557 19.1% 1.6% Transfer Out 1,716,067 0 3,800,000 0 6,275,000 1,300,000 1,140,000 100.0%‐12.3% Total 14,389,892 9,742,783 13,523,847 11,024,867 17,447,707 10,731,090 10,275,012 ‐2.7%‐4.3%  Budget by Department - Other City Services 3 - 92 . Police Chief Kevin Milosevich 150.4 FTEs Deputy Chief Ed VanValey 133 FTEs Patrol Services Animal Control Parking Enforcement Traffic Unit Patrol Operations North Sector Patrol Officers Patrol Operations South Sector Police Officers Special Operations Directed Enforcement Team Special Enforcement Team Investigations Detectives Evidence Technician Domestic Violence Advocate Crime Analyst Administrative Services Training School Resource Officers Program Community Programs Electronic Home Detention Volunteer Program Administrative Support 1 FTE Professional Standards 1 FTE Staff Services Records Front Counter Chaplains Police Budget by Department - Police 3 - 93 Police     Mission  Working together to provide professional and unbiased law enforcement services to our community.        Description  The department assumes a leadership role in the community in addressing crime and safety‐related concerns.  This role  involves implementing reactive and proactive measures to reduce both the fear of crime and actual crime in our  community.    2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 28,494,195 28,583,698 28,760,825 29,676,444 30,416,637 32,467,334 34,028,968 9.4% 4.8% Position  Summary 151.40 150.90 150.90 148.40 148.40 149.40 150.40 0.7% 0.7%    List of Police Renton Results Decision Packages:    2015 Adopted 2016 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp  $Tot Rev $ 100008.0074 Auxiliary Services  ‐ Jail ‐            4,200,000             ‐                                    ‐            4,500,000             ‐                                    100008.0075 Patrol Operations 63.00      9,702,516             ‐                                   63.00      10,137,490          ‐                                    100008.0076 Staff Services 15.40      1,668,902             ‐                                   15.40      1,776,066             ‐                                    100008.0077 Police Administration 4.00         5,235,625             ‐                                   4.00         5,313,703             ‐                                    100008.0078 Investigations 20.00      2,815,279             ‐                                   20.00      2,940,571             ‐                                    100008.0079 Administrative Services 8.00         1,349,208             ‐                                   8.00         1,403,138             ‐                                    100008.0080 Patrol Services 14.00      2,622,607             807,000                 14.00      2,707,749             807,000                  100008.0081 Special Operations 22.00      3,446,817             180,693                 22.00      3,594,363             180,693                  100008.0082 Electronic Home Detention Program 2.00         366,629                 135,000                 2.00         379,743                 135,000                  150008.0013 Admin Srvs  Ammunition (Practice & Duty)‐            60,000                    ‐                                    ‐            60,000                    ‐                                    150008.0014 Admin Services  Ballistic Vests ‐            33,000                    ‐                                    ‐            30,000                    ‐                                    150008.0015 Admin Srvs  Basic Law Enforce  Academy ‐            12,000                    ‐                                    ‐            12,000                    ‐                                    150008.0016 Patrol Ops  Add  3rd K9 Officer ‐            90,384                     ‐                                    ‐            22,466                     ‐                                    150008.0017 Admin Harbor Patrol Increase ‐            23,950                     ‐                                    ‐            23,950                     ‐                                    150008.0018 Administration Alive & Free ‐            30,000                     ‐                                    ‐            30,000                     ‐                                    150008.0019 Conversion of Comm to Police Manager ‐            1                                   ‐                                    ‐            1                                  ‐                                    150008.0020 Technology Upgrade  Investigations ‐            25,000                    ‐                                    ‐            25,000                    ‐                                    150008.0021 Additional Red Light Photo Cameras ‐            294,000                 294,000                 ‐            294,000                 294,000                  150008.0022 Admin Valley Comm increase ‐            322,445                 ‐                                    ‐            472,598                 ‐                                    150008.0023 Add 2 SROs 1.00         168,972                 112,500                 2.00         306,130                 225,000                  Total 149.40   32,467,334$       1,529,193$          150.40   34,028,968$       1,641,693$               Budget by Department - Police 3 - 94 Police Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results if available Average response time (in minutes) to  Priority I calls.3.07 3.81 4.64 Average response time (in minutes) to  Priority II calls.7.32 6.50 7.64 Average response time (in minutes) to  Priority III calls.10.48 8.81 10.87 Average response time (in minutes) to  Priority IV calls.21.05 16.01 20.91 Safety and  Health Timely responsiveness and  “Projection of effort” when the  community cannot help itself     Highlight of Budget Changes:   Increased the Valley Communications line item by $322,445 for 2015 and $475,598 for 2016 due to an increase in  medical insurance and capital requirements from Valley Communications.   Due to the market increase in ammunition, there was an increase of $60,000 each year for 2015/2016 for practice  and duty ammunition.   The Quartermaster line item was increased by $33,000 for 2015 and $30,000 for 2016 for ballistic vests  replacement.   The State of Washington assesses a fee of $3,063 for each new officer to attend the basic academy. This will cause  an increase of $12,000 in the training line item for both 2015/2016.   The addition of a 3rd K9 officer will cost $90,384 in 2015 and $22,466 in 2016. In 2015 the higher costs are to cover  a new vehicle, equipment and K9. The expenses for 2016 are operational in nature.   The Harbor Patrol contract with the City of Mercer Island has been increased by $23,950 for both 2015/2016.   In a joint effort with Auburn, Kent, Tukwila and administered by the YMCA, the Alive & Free program is an anti  gang/anti violence outreach program that will cost $30,000 in both 2015/2016.   During 2015 there will be a conversion of a Commander position to a Police Manager position. The Police Manager  will be a non commissioned position that will oversee the Records/Administrative Services Division. The Police  Manager position is the same pay grade as a Commander and will have no budgetary effect.   Investigations will see an increase of $25,000 for both 2015/2016 to help train two detectives in computer  forensics.   Additional Red Light Cameras will be set up at the intersection of Benson & Petrovitsky and three elementary  schools to include Benson Hill, Cascade and Honey Dew. These additional approaches will cost $294,000 for both  2015/2016 and will pay for themselves.   The addition of 1 SRO officer in 2015 and another one in 2016 contingent on a contract to help with salaries from  the Renton School District.    Budget by Department - Police 3 - 95 Expenditure  Budget by Division ‐ Police 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Administration 8,273,500 8,355,334 8,680,694 9,141,381 9,175,567 9,949,806 10,421,949 8.8% 4.7% Patrol  Operations 8,954,562 9,103,674 9,033,817 9,227,031 9,528,298 9,725,242 10,184,225 5.4% 4.7% Special  Operations 3,042,817 2,742,712 2,982,666 2,792,260 3,115,251 3,499,584 3,625,226 25.3% 3.6% Patrol  Services 2,197,396 2,405,035 2,032,857 2,437,444 2,483,139 2,715,266 2,786,334 11.4% 2.6% Investigations 2,746,204 2,680,121 2,640,231 2,680,049 2,647,639 2,867,221 2,992,027 7.0% 4.4% Administrative  Services 1,815,132 1,884,113 1,866,076 1,939,792 1,980,558 2,033,846 2,235,445 4.8% 9.9% Staff Services 1,464,584 1,412,708 1,524,484 1,458,488 1,486,185 1,676,369 1,783,762 14.9% 6.4% Total 28,494,195 28,583,698 28,760,825 29,676,444 30,416,637 32,467,334 34,028,968 9.4% 4.8% Expenditure  Budget by Category ‐ Police 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 12,773,214 13,256,504 12,668,990 13,222,897 13,749,028 14,146,365 14,772,968 7.0% 4.4% Part‐Time  Salaries 23,943 13,000 17,380 13,000 13,000 13,000 13,000 0.0% 0.0% Overtime 1,159,492 693,742 1,199,842 693,742 693,742 698,042 698,042 0.6% 0.0% Personnel  Benefits 4,759,031 4,842,315 4,768,104 5,131,797 5,131,797 5,560,568 5,989,941 8.4% 7.7% Supplies 304,026 291,172 327,113 291,172 406,566 541,865 538,865 86.1%‐0.6% Other Services  and Charges 1,102,113 1,054,884 861,890 1,054,884 1,078,355 1,215,845 1,215,845 15.3% 0.0% Intergovernmental Services 5,232,964 5,401,026 5,650,091 6,151,026 6,195,808 6,422,203 6,872,356 4.4% 7.0% Capital  Outlay 19,881 25,500 7,647 25,500 0 33,500 25,500 31.4%‐23.9% Interfund Payments 3,113,118 3,005,555 3,070,388 3,092,427 3,144,177 3,775,946 3,902,451 22.1% 3.4% Transfer Out 6,415 0 113,637 0 0 60,000 0 100.0%‐100.0% Total 28,494,195 28,583,698 28,685,082 29,676,444 30,412,473 32,467,334 34,028,968 9.4% 4.8% Staffing Levels by Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Administration 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.0% 0.0% Patrol  Operations 70.00 70.50 70.50 69.00 63.00 63.00 63.00 ‐8.7% 0.0% Special  Operations 18.00 18.00 18.00 18.00 22.00 22.00 22.00 22.2% 0.0% Patrol  Services 13.00 13.00 13.00 14.00 13.00 13.00 13.00 ‐7.1% 0.0% Investigations 21.00 21.00 21.00 20.00 20.00 20.00 20.00 0.0% 0.0% Admin  Services 9.00 7.00 7.00 6.00 9.00 10.00 11.00 66.7% 10.0% Staff Services 13.40 14.40 14.40 14.40 14.40 14.40 14.40 0.0% 0.0% Total FTE 151.40 150.90 150.90 148.40 148.40 149.40 150.40 0.7% 0.7% Intermittent FTE 0.68 0.31 0.50 0.31 0.31 0.31 0.31 0.0% 0.0% Temp/Intermit Salaries  and 28,401$      13,000$      20,736$      13,000$      13,000$      13,000$      13,000$      0.0% 0.0%    Budget by Department - Police 3 - 96 Administration Division    Mission  Working together to provide professional and unbiased law enforcement services to our community.    2013/2014 Accomplishments   90% Completion of a new policy manual (Lexipol)   Implementation of an “Adopt‐a‐School” program as a replacement of the discontinued School Resource Officer  program. (2014)      2015/2016 Goals    Implementation of the newly adopted Lexipol Manual   Successful transition of newly appointed leaders in the department   Create a rewarding work environment through workforce development, embracing diversity, and mentoring  department members     Expenditure  Budget by Category ‐ Administration Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 510,860 538,920 493,217 538,920 553,824 572,823 590,646 6.3% 3.1% Overtime 9,365 5,814 8,634 5,814 5,814 5,814 5,814 0.0% 0.0% Personnel  Benefits 147,227 161,929 134,843 174,316 174,316 182,256 194,682 4.6% 6.8% Supplies 5,625 5,255 2,824 5,255 5,255 5,255 5,255 0.0% 0.0% Other Services  and Charges 126,459 16,322 64,773 16,322 16,322 16,322 16,322 0.0% 0.0% Intergovernmental Services 5,227,523 5,401,026 5,645,000 6,151,026 6,195,808 6,392,203 6,842,356 3.9% 7.0% Capital  Outlay 0 25,500 0 25,500 0 25,500 25,500 0.0% 0.0% Interfund Payments 2,240,027 2,200,568 2,217,766 2,224,228 2,224,228 2,689,633 2,741,374 20.9% 1.9% Transfer Out 6,415 0 113,637 0 0 60,000 0 100.0%‐100.0% Total 8,273,500 8,355,334 8,680,694 9,141,381 9,175,567 9,949,806 10,421,949 8.8% 4.7% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Non‐Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Total FTE 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.0% 0.0%        Budget by Department - Police 3 - 97 Patrol Operations Division    Mission  Working together to provide professional and unbiased law enforcement services to our community.      2013/2014 Accomplishments   Leveraged technology to enhance efficiency  o Increased the number of in‐car video cameras in patrol cars  o Changed in‐car wireless system to improve performance and connectivity   Continued to utilize computer statistics and crime analysis to more effectively deploy resources   Encouraged the growth and support of potential leadership by implementing a leadership training program   Changed patrol squad hours to provide more resources when call volume is highest   Focused on increasing the number of positive police contacts in areas of heightened concern, by participating in  community meetings, events and social contacts   Successfully changed the process of procuring and outfitting police vehicles to provide improved equipment  quality which translates to less down time       2015/2016 Goals    Work with ValleyCom to change dispatching procedures in order to reduce police response times   Continue positive police contacts in areas of heightened concern, by participating in community meetings, events  and social contacts   Continue to alter the Patrol Operations staffing model to provide better coverage    Expenditure  Budget by Category ‐ Patrol Operations Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 5,666,802 6,029,832 5,645,712 5,997,747 6,254,764 6,314,984 6,557,724 5.3% 3.8% Overtime 539,707 300,000 623,830 300,000 300,000 304,300 304,300 1.4% 0.0% Personnel  Benefits 2,104,391 2,178,992 2,110,927 2,287,511 2,287,511 2,345,379 2,487,823 2.5% 6.1% Supplies 26,122 18,435 38,852 18,435 10,935 20,435 20,435 10.8% 0.0% Other Services  and Charges 24,522 13,080 18,160 13,080 13,080 13,780 13,780 5.4% 0.0% Capital  Outlay 000008,0000100.0%‐100.0% Interfund Payments 593,018 563,336 596,336 610,258 662,008 718,364 800,163 17.7% 11.4% Total 8,954,562 9,103,674 9,033,817 9,227,031 9,528,298 9,725,242 10,184,225 5.4% 4.7% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Patrol  Operations Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Commissioned 70.00 70.50 70.50 69.00 63.00 63.00 63.00 ‐8.7% 0.0% Total FTE 70.00 70.50 70.50 69.00 63.00 63.00 63.00 ‐8.7% 0.0%      Budget by Department - Police 3 - 98 Special Operations Division Goals    Mission  Working together to provide professional and unbiased law enforcement services to our community.      2013/2014 Accomplishments  • Graffiti abatement statistics indicate that graffiti within the city is down 74% since the program’s inception in 2009  • Year to date seizure of $1.6 million dollars in illegal narcotics as of August 2014  • Actively investigating and participating in a regional effort to reduce criminal activity associated with the sexual  exploitation of minors  • Proactively targeted repeat offenders to reduce crime with the assistance of crime analysis information     2015/2016 Goals    Improve the Nuisance Abatement investigation and prosecution process, to include organization, communication  and participation with multiple divisions with the city      Continue working with groups inside the city and within the community to address the quality of life issues  regarding the homeless population   Reduce the impact of drugs in our community by targeting street and middle level drug use and distribution   Target prolific criminal offenders through the use of long term and covert investigation methods    Expenditure  Budget by Category ‐ Special  Operations Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,832,616 1,769,038 1,842,250 1,773,271 1,933,999 2,088,651 2,161,758 17.8% 3.5% Part‐Time  Salaries 10,594 12,000 10,760 12,000 12,000 12,000 12,000 0.0% 0.0% Overtime 187,532 86,190 130,324 86,190 86,190 86,190 86,190 0.0% 0.0% Personnel  Benefits 697,462 656,351 693,289 701,666 741,240 865,514 924,227 23.4% 6.8% Supplies 14,364 12,080 51,874 12,080 119,520 202,773 202,773 1578.6% 0.0% Other Services  and Charges 281,836 187,053 161,458 187,053 202,303 56,360 56,360 ‐69.9% 0.0% Interfund Payments 18,413 20,000 34,636 20,000 20,000 188,096 181,918 840.5%‐3.3% Transfer Out 0058,0760000N/AN/A Total 3,042,817 2,742,712 2,982,666 2,792,260 3,115,251 3,499,584 3,625,226 25.3% 3.6% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Special Operations Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Commissioned 17.00 17.00 17.00 17.00 21.00 21.00 21.00 23.5% 0.0% Non‐Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Total FTE 18.00 18.00 18.00 18.00 22.00 22.00 22.00 22.2% 0.0% Intermittent FTE 0.30 0.29 0.30 0.29 0.29 0.29 0.29 0.0% 0.0% Temp/Intermit Pay & Ben 12,305$      12,000$      12,652$      12,000$      12,000$      12,000$      12,000$      0.0% 0.0% Budget by Department - Police 3 - 99 Patrol Services Division    Mission   Working together to provide professional and unbiased law enforcement services to our community.      2013/2014 Accomplishments   Neighborhood traffic related and animal complaints were addressed within 48 hours of receiving them with  contact being made to the complainant. Resolution of the complaint is annotated in the monthly report   Greater than 80% of the reported traffic collisions were handled by the traffic unit during hours of shift coverage   100% verification of all photo enforcement violations within the 14 day required time frame   Created a system to consistently track licensing of household pets within the city     Target high collision areas: reduce excessive speed of vehicles which in turn reduces the cost of property damage,  injuries and increases the safety of the area   Continue to work with Washington Traffic Safety Commission to receive grant monies to enforce traffic laws which  include DUI/Drug driving, seat belt use, cell phone use while driving (distracted driver) and speeding. These grants  assist with additional enforcement times without cost to the city        2015/2016 Goals    Investigate 80% of all reported collisions during traffic unit’s hours of duty   Obtain traffic enforcement grants from Washington State Traffic Safety Commission   100% verification of all photo enforcement violations within the 14 day required time frame   Research vendors for a new vehicle for the parking enforcement officer which provides: safety, comfort and  economic fuel savings   Continue high visibility and enforcement action regarding animal control complaints with Renton city parks    Expenditure  Budget by Category ‐ Patrol Services  Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,072,640 1,131,786 1,025,643 1,137,354 1,178,886 1,110,568 1,147,934 ‐2.4% 3.4% Overtime 57,960 81,379 59,063 81,379 81,379 81,379 81,379 0.0% 0.0% Personnel  Benefits 431,845 443,629 418,386 476,135 476,135 493,280 527,412 3.6% 6.9% Supplies 17,710 17,646 3,661 17,646 17,646 17,646 17,646 0.0% 0.0% Other Services  and Charges 470,206 618,396 394,094 618,396 618,396 897,350 897,350 45.1% 0.0% Capital  Outlay 007,6470000N/AN/A Interfund Payments 147,036 112,199 112,199 106,534 106,534 115,043 114,613 8.0%‐0.4% Transfer Out 0 0 12,165 0 4,164 0 0 N/A N/A Total 2,197,396 2,405,035 2,032,857 2,437,444 2,483,139 2,715,266 2,786,334 11.4% 2.6% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Patrol  Services  Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Commissioned 10.00 10.00 10.00 11.00 10.00 10.00 10.00 ‐9.1% 0.0% Non‐Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 13.00 13.00 13.00 14.00 13.00 13.00 13.00 ‐7.1% 0.0%      Budget by Department - Police 3 - 100 Investigation Division    Mission  Working together to provide professional and unbiased law enforcement services to our community.      2013/2014 Accomplishments   Maintained a 81.8% clearance ratio on all assigned cases   Improved investigation related technology with the addition of cell phone forensics equipment   Successfully consolidated the evidence/property room functions into one efficient, centralized location   Identified human trafficking as an area of concern and designated time and resources to address this issue    2015/2016 Goals    Maintain or exceed an 80% clearance ratio   Obtain computer forensics training and equipment for use in cybercrime cases   Continue to improve better case integration and cooperation with members of the Special Operations Division   Consistently dispose of more property items than are taken in   Enhance services to individuals that are being trafficked and work collaboratively with the Special Operations  Division    Expenditure  Budget by Category ‐ Investigation Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,795,132 1,804,939 1,689,166 1,775,076 1,758,565 1,870,539 1,945,540 5.4% 4.0% Part‐Time  Salaries 13,349 1,000 6,619 1,000 1,000 1,000 1,000 0.0% 0.0% Overtime 158,780 120,068 167,142 120,068 120,068 120,068 120,068 0.0% 0.0% Personnel  Benefits 667,814 673,559 643,505 702,273 662,699 737,221 787,718 5.0% 6.8% Supplies 18,378 19,080 24,996 19,080 34,534 44,080 44,080 131.0% 0.0% Other Services  and Charges 25,043 18,668 55,401 18,668 26,889 18,668 18,668 0.0% 0.0% Intergovernmental Services 5,441 0 5,092 0 0 30,000 30,000 100.0% 0.0% Capital  Outlay 19,881 0 0 0 0 0 0 N/A N/A Interfund Payments 42,387 42,807 42,807 43,884 43,884 45,645 44,953 4.0%‐1.5% Transfer Out 005,5020000N/AN/A Total 2,746,204 2,680,121 2,640,231 2,680,049 2,647,639 2,867,221 2,992,027 7.0% 4.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Investigation Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Commissioned 17.00 17.00 17.00 16.00 16.00 16.00 16.00 0.0% 0.0% Non‐Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Total FTE 21.00 21.00 21.00 20.00 20.00 20.00 20.00 0.0% 0.0% Intermittent FTE 0.39 0.02 0.19 0.02 0.02 0.02 0.02 0.0% 0.0% Temp/Intermit Salaries  and 16,097$      1,000$        8,084$        1,000$        1,000$        1,000$        1,000$        0.0% 0.0%    Budget by Department - Police 3 - 101 Administrative Services Division    Mission  Working together to provide professional and unbiased law enforcement services to our community.      2013/2014 Accomplishments   Organized the National Night Out event. In 2013 NNO was held at Phillip Arnold Park and in 2014 it was held at  Kennydale Lion’s Park. Each year over 1,200 citizens participated   By utilizing Electronic Home Detention services there was a savings of $1,227,000 in jail expenditures in 2013. Thus  far in 2014 there has been a savings of $1,057,000   Conducted 45 plus Block Watch meetings in 2013 and 25 plus meetings thus far in 2014   Social media access was made by setting up both a Twitter and Facebook page for the Police department. So far in  2014 over 50 Tweets have gone out and over 30 Facebook posts have been made   Began introduction of Reality Based In‐Service Training   Selected a third Community Programs Coordinator      2015/2016 Goals    Completely institute the Reality Based In‐Service Training program in our monthly in‐service training schedule   Conduct 60 plus Block Watch and Business Watch meetings in 2015 and 2016   Sponsor National Night Out at a yet to be determined park in August 2015   Use available resources (collaboration with Renton school district and/or grants) to provide School Resource  Officer coverage to all three high schools    Expenditure  Budget by Category ‐ Administrative Services  Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 1,008,154 1,034,576 1,037,267 1,042,016 1,082,782 1,099,207 1,224,353 5.5% 11.4% Overtime 40,623 59,699 46,140 59,699 59,699 59,699 59,699 0.0% 0.0% Personnel  Benefits 344,396 358,236 369,902 385,597 385,597 445,818 525,006 15.6% 17.8% Supplies 208,951 198,726 192,018 198,726 198,726 231,726 228,726 16.6%‐1.3% Other Services  and Charges 140,771 166,231 154,104 166,231 166,231 178,231 178,231 7.2% 0.0% Interfund Payments 72,237 66,645 66,645 87,523 87,523 19,165 19,430 ‐78.1% 1.4% Total 1,815,132 1,884,113 1,866,076 1,939,792 1,980,558 2,033,846 2,235,445 4.8% 9.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administrative Services  Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Commissioned 6.00 4.00 4.00 3.00 5.00 6.00 7.00 100.0% 16.7% Non‐Commissioned 3.003.003.003.004.004.004.0033.3%0.0% Total FTE 9.00 7.00 7.00 6.00 9.00 10.00 11.00 66.7% 10.0%  Budget by Department - Police 3 - 102 Staff Services Division    Mission  Working together to provide professional and unbiased law enforcement services to our community.      2013/2014 Accomplishments   Successful triennial WSP audit of our ACCESS use   Successful transition to NWS version 10.2   Centralized burning of COBAN video by purchasing the Rimage CD burner (streamlining the process of CD burning  for all staff)   Destruction of all records kept on microfilm, thereby saving the City money   Focused career development within the division, with the benefit to the city as the over‐arching driver   Sector interface with NWS. Will save staff time on redundant data entry and lower overtime costs    2015/2016 Goals    Complete a divisional workload assessment, with the goal of increasing productivity   Move forward with “destruction after digitization” – scan records to the case and destroy (recycle) paper copy to  reduce storage and retention load   Transition to NWS version 10.3    Expenditure  Budget by Category ‐ Staff  Services  Division 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 887,011 947,413 935,736 958,513 986,210 1,089,593 1,145,013 13.7% 5.1% Overtime 165,524 40,592 164,708 40,592 40,592 40,592 40,592 0.0% 0.0% Personnel  Benefits 365,897 369,619 397,252 404,299 404,299 491,100 543,073 21.5% 10.6% Supplies 12,877 19,950 12,889 19,950 19,950 19,950 19,950 0.0% 0.0% Other Services  and Charges 33,275 35,134 13,900 35,134 35,134 35,134 35,134 0.0% 0.0% Total 1,464,584 1,412,708 1,524,484 1,458,488 1,486,185 1,676,369 1,783,762 14.9% 6.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Staff  Services  Division 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Commissioned 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Non‐Commissioned 13.40 13.40 13.40 13.40 13.40 13.40 13.40 0.0% 0.0% Total FTE 13.40 14.40 14.40 14.40 14.40 14.40 14.40 0.0% 0.0%    Budget by Department - Police 3 - 103 Police Department Position Listing (1 of 2) 2012 2013 2013 2014 2014 2015 2016 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration Commissioned Officers M49 Police Chief  1.00 1.00 1.00 1.00 1.00 1.00 1.00 M45 Police Deputy Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M37 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Officers 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Non‐Commissioned Personnel N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PN51 Police  Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Administration Division 5.00 5.00 5.00 5.00 5.00 5.00 5.00 Patrol Operations Commissioned Officers M37 Commander 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PC61 Sergeant 8.00 8.00 8.00 8.00 9.00 9.00 9.00 PC60 Police  Officer – Patrol  60.00 60.50 60.50 59.00 52.00 52.00 52.00 Total Commissioned Officers 70.00 70.50 70.50 69.00 63.00 63.00 63.00 Non‐Commissioned Personnel Total Patrol Operations Division 70.00 70.50 70.50 69.00 63.00 63.00 63.00 Special Operations Commissioned Officers M37 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 2.00 2.00 2.00 2.00 1.00 1.00 1.00 PC60 Police  Officer – Patrol 12.00 12.00 12.00 12.00 18.00 18.00 18.00 PC60 Police  Officer ‐ VNET 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC60 Police  Officer ‐ Auto Theft Task Force 1.00 1.00 1.00 1.00 0.00 0.00 0.00 Total Commissioned Officers 17.00 17.00 17.00 17.00 21.00 21.00 21.00 Non‐Commissioned Personnel PN54 Crime  Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Special Operations Division 18.00 18.00 18.00 18.00 22.00 22.00 22.00 Patrol Services Commissioned Officers M37 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 1.00 1.00 1.00 2.00 2.00 2.00 2.00 PC60 Police  Officer – Traffic 8.00 8.00 8.00 8.00 7.00 7.00 7.00 Total Commissioned Officers 10.00 10.00 10.00 11.00 10.00 10.00 10.00 Non‐Commissioned Personnel PN52 Animal  Control  Officer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PN50 Parking Enforcement Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Patrol Services Division 13.00 13.00 13.00 14.00 13.00 13.00 13.00 Budget by Department - Police 3 - 104 Police Department Position Listing (2 of 2) 2012 2013 2013 2014 2014 2015 2016 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Investigations Commissioned Officers M37 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 3.00 3.00 3.00 2.00 2.00 2.00 2.00 PC60 Police  Officer/Detectives 13.00 13.00 13.00 13.00 13.00 13.00 13.00 Total Commissioned Officers 17.00 17.00 17.00 16.00 16.00 16.00 16.00 Non‐Commissioned Personnel PN61 Domestic Violence  Victim Advocate  1.00 1.00 1.00 1.00 1.00 1.00 1.00 PN54 Crime  Analyst 0.00 0.00 0.00 0.00 0.00 0.00 0.00 PN53 Evidence  Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PN51 Police  Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Total Investigations Division 21.00 21.00 21.00 20.00 20.00 20.00 20.00 Administrative Services Commissioned Officers M37 Commander 2.00 2.00 2.00 1.00 1.00 1.00 1.00 PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC60 Police  Officer – WSCJTS 0.00 0.00 0.00 0.00 1.00 1.00 1.00 PC60 Police  Officer – SRO 1 2.00 0.00 0.00 0.00 1.00 2.00 3.00 PC60 Police  Officer – Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Officers 6.00 4.00 4.00 3.00 5.00 6.00 7.00 Non‐Commissioned Personnel PN54 Police  Community Program  Coordinator 2.00 2.00 2.00 2.00 3.00 3.00 3.00 PN51 Police  Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned Personnel 3.00 3.00 3.00 3.00 4.00 4.00 4.00 Total Administrative Services Division 9.00 7.00 7.00 6.00 9.00 10.00 11.00 Staff Services Commissioned Officers M37 Commander 0.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Officers 0.00 1.00 1.00 1.00 1.00 1.00 1.00 Non‐Commissioned Personnel PN58 Police  Service  Specialist Supervisor 1.00 2.00 2.00 2.00 2.00 2.00 2.00 PN57 Police  Service  Specialist Lead 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PN62 Police  Service  Specialist 11.40 10.40 10.40 10.40 10.40 10.40 10.40 Total Non‐Commissioned 13.40 13.40 13.40 13.40 13.40 13.40 13.40 Total Staff Services Division 13.40 14.40 14.40 14.40 14.40 14.40 14.40 Auxiliary  Services (Electronic Home Detention) Non‐Commissioned Personnel PN56 Electronic Home Detention Jailer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Non‐Commissioned Personnel 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Auxiliary Services (Electronic Home Detention)2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Auxiliary Services Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Commissioned Officers 123.00 122.50 122.50 120.00 119.00 120.00 121.00 Total Non‐Commissioned Personnel 28.40 28.40 28.40 28.40 29.40 29.40 29.40 Total Police Department 151.40 150.90 150.90 148.40 148.40 149.40 150.40 1 Added  SRO officers  to  Renton High Schools  with school district paying a  portion of salary Grade Title   Budget by Department - Police 3 - 105 This page is intentionally left blank  Budget by Department - Police 3 - 106 Public Works      *Utility Systems Division funds the four (4) FTE’s that are managed in the   Finance Division of the Administrative Services (AS) Department.  See AS Department page for FTE count and Budget.  ADMINISTRATOR Gregg Zimmerman 140.5 FTEs MAINTENANCE SERVICES Michael Stenhouse 82 FTEs Street Solid Waste Water Wastewater Surface Water Fleet TRANSPORTATION SYSTEMS Doug Jacobson 31 FTEs Systems Maintenance  and Operations Planning and  Programming Design Airport UTILITY SYSTEMS* Lys Hornsby 25.5 FTEs Solid Waste Water Wastewater Surface Water Adminstrative Support 1 FTEs Budget by Department - Public Works 3 - 107 Public Works    Mission  The Public Works Department manages and maintains Renton’s utility and transportation systems in a skillful, professional,  and caring manner so as to improve the lives of our residents and business customers.      Description  The department develops, builds, and maintains streets and sidewalks; develops and maintains water, wastewater, and  surface water utility infrastructures; coordinates collection of garbage; and operates the airport.    2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Operating Budget Summary 74,888,603 68,722,925 65,882,696 69,595,473 71,744,011 74,782,971 75,156,745 7.5% 0.5% CIP Budget Summary 33,941,240 45,964,803 41,674,885 25,192,107 67,558,830 29,675,630 21,578,812 17.8%‐27.3% Position  Summary 141.50 137.50 137.50 139.50 139.50 140.50 140.50 0.7% 0.0%    List of Public Works Renton Results Decision Packages:    2015 Adopted 2016 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp  $Tot Rev $ 400015.0004 Public Works  Administration 2.00         395,867                 ‐                                   2.00         413,579                 ‐                                    400016.0167 Trans Operations  Maintenance Section 9.90         2,215,442             ‐                                   9.90         2,276,977             ‐                                    400016.0168 Transportation Systems  Admin 2.50         830,160                 ‐                                   2.50         856,076                 ‐                                    400016.0169 Building the Mobility Network 6.42         954,354                 294,000                 6.42         995,753                 360,000                  400016.0170 Trans Operations  Engineering Section 3.20         412,339                 ‐                                   3.20         436,334                 ‐                                    400016.0171 Transit Coordination/Commute Trip Reduction 0.70         203,241                 40,000                    0.70         228,896                 40,000                     400016.0172 Airport Operations 6.00         1,700,529             2,023,929             6.00         1,758,963             1,528,163              400016.0173 Bridges and Guardrails 0.33         41,829                    ‐                                   0.33         43,870                    ‐                                    400016.0174 Sidewalk Program 0.05         7,784                       ‐                                   0.05         8,004                       ‐                                    400019.0007 Public Works  Maintenance Administration 5.45         1,134,631             ‐                                   5.45         1,174,218             ‐                                    400019.0008 Street Maintenance 19.10      4,013,074             761,796                 19.10      4,161,913             763,432                  450016.0008 Airside/Landside Repair & Maintenance ‐            20,000                    ‐                                    ‐            20,000                    ‐                                    450019.0005 Snow Plow & Sander Purchase ‐            33,832                    ‐                                    ‐            2,832                       ‐                                    500018.0153 Waterworks Revenue Bond Debt ‐            2,618,408             ‐                                    ‐            2,621,576             ‐                                    500018.0154 King County Metro Fund ‐            16,638,722          16,638,722          ‐            16,638,722          16,638,722           500018.0155 Public Works Trust  Fund Loan Debt ‐            728,557                 ‐                                    ‐            627,673                 ‐                                    500018.0156 Solid Waste Collection 1.25         15,907,161          16,404,756          1.25         16,337,626          16,455,128           500018.0157 Utility Systems  Administration 3.00         930,125                 ‐                                   3.00         995,954                 ‐                                    500018.0158 Water Engineering and Planning 5.80         3,512,023             10,822,556          5.80         3,684,052             10,108,293           500018.0159 Wastewater Engineering and Planning 4.50         2,655,641             6,367,977             4.50         2,742,617             6,208,936              500018.0160 Surface Water Engineering and Planning 7.80         2,872,049             6,989,266             7.80         2,998,480             6,848,550              500018.0161 Surface Water NPDES Education 0.20         89,195                    ‐                                   0.20         90,762                    ‐                                    500018.0162 Water Education 0.20         21,135                    ‐                                   0.20         21,938                    ‐                                    500018.0163 Solid Waste Education 0.75         137,002                 52,278                    0.75         143,993                 54,500                     500019.0014 Water Maintenance 25.30      5,418,443             10,078                    25.30      5,629,599             10,078                     500019.0015 Wastewater Maintenance 6.95         1,564,527             19,740                    6.95         1,615,558             19,740                     500019.0016 Surface Water Maintenance 15.20      2,569,633             10,700                    15.20      2,724,002             10,700                     500019.0017 Solid Waste Litter Control 1.00         295,421                 4,692                       1.00         304,842                 4,692                        550018.0012 Water & Wastewater ES III ‐ GIS Position 1.00         128,995                 ‐                                   1.00         135,661                 ‐                                      Budget by Department - Public Works 3 - 108 2015 Adopted 2016 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot  Exp $Tot Rev $ 550018.0013 Surface Water NPDES Increases ‐            38,000                     ‐                                    ‐            44,000                     ‐                                    550018.0014 Water Conservation Program ‐            138,000                  ‐                                    ‐            138,000                 ‐                                    550018.0015 SW Civil Engineer I NPDES Program 1.00         119,955                 ‐                                   1.00         128,295                 ‐                                    550019.0008 Surface Water Maintenance Increase ‐            40,000                    ‐                                    ‐            40,000                    ‐                                    600016.0004 Trans Operations  Internal Support Services 1.90         249,847                 ‐                                   1.90         262,787                 ‐                                    600019.0009 Fleet Services  Capital Recovery ‐            2,831,000             3,071,971             ‐            1,473,000             3,174,306              600019.0010 Fleet Services  Operation & Maintenance 9.00         2,676,047             2,680,565             9.00         2,730,192             2,734,794              760016.0005 T Arterial  Street Fund ‐            640,000                 640,000                 ‐            650,000                 650,000                  Total  Operating 140.50   74,782,971          66,833,026          140.50   75,156,745          65,610,034           460016.0087 A Airport Capital Improvement Program ‐            540,000                 627,091                 ‐            2,007,222             1,945,130              460016.0088 T Transportation CIP ‐            14,274,630          13,167,628          ‐            6,831,590             6,582,000              560018.0117 WW Miscellaneous/ Emergency Projects ‐            200,000                 200,000                 ‐            200,000                 200,000                  560018.0118 WW Long Range  Wastewater Management Plan ‐            250,000                 250,000                 ‐            ‐                                   ‐                                    560018.0119 WW Develop Access  Road ‐ Aberdeen Apt/VMC ‐            400,000                 400,000                 ‐            ‐                                   ‐                                    560018.0120 WW Thunder Hill Interceptor Repl/Rehab ‐            700,000                 700,000                 ‐            3,000,000             3,000,000              560018.0121 WW Cascade Int. Restoration Ph II ‐            900,000                 900,000                 ‐            ‐                                   ‐                                    560018.0122 WW 2015 Sanitary Sewer Main  Rep/Rehab ‐            1,300,000             1,300,000             ‐            ‐                                   ‐                                    560018.0123 WW Forcemain Rehab/Replacement ‐            350,000                 350,000                 ‐            200,000                 200,000                  560018.0124 WW Falcon Ridge  Lift Station Rehabilitation ‐            ‐                                   ‐                                    ‐            150,000                 150,000                  560018.0125 W Water CIP ‐            5,440,000             5,440,000             ‐            6,190,000             6,190,000              560018.0128 SW Surface  Water CIP ‐            5,000,000             5,000,000             ‐            3,000,000             3,000,000              760016.0004 T Transportation Impact Mitigation Fund ‐            196,000                 216,500                 ‐            ‐                                   216,500                  Total  CIP ‐            29,550,630          28,551,219          ‐            21,578,812          21,483,630           Total 140.50   104,333,601$    95,384,245$       140.50   96,735,557$       87,093,664$        Note:  The  first letter(s) of the CIP description title identifies the type of project.              A = Airport, T = Transportation, W = Water, WW = Wastewater, SW = Surface  Water   Budget by Department - Public Works 3 - 109 Public Works Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results if available Comprehensive mobility network  that connects to the public to  desired destinations  No delayed takeoff or landings of Boeing and  other tenant aircraft.300 Maintain a reasonable Overall Condition  Index (Pavement) rating.70 72 73 Promote public safety by maximizing percent  of time signals are operational.  99% 99% TBD Maintain safe bridges by having no load‐ restricted bridges.000 Complete construction of projects on time  and within budget.100% 100% TBD Reduce travel time on arterials.‐2.8%‐0.2% TBD Percentage of Single Occupancy (SOV)  commuters citywide is reduced.<1% <1% <1% Increase residential recycling annual tons  collected per capita.1%‐2% 1% Increase residential organics collection per  capita.5%‐12%‐5% Restore water service within 4 hours during  emergency shut downs.100% 100% 100% Development Plans and permit reviews  completed within 5 business days of receipt.95% 100% TBD Requests for Wastewater system  information provided within 2 business days.90% 100% 100% Maintain 20% or greater discount on federal  flood insurance rates by maintaining a low  Community Rating System (CRS)  classification rating. 665 Maintain Surface Water NPDES permit  compliance in the City.100% 100% TBD  Minimize “comeback” repairs, as a  percentage of the total repairs new 2015 new 2015 new 2015 Turn‐around time, percentage of work  orders completed in less than 72 hours new 2015 new 2015 new 2015 Equipment and data that is  reliable and accessible Internal Support Mobility Utilities and  Environment Well‐maintained condition of the  mobility infrastructure Efficient and safe operation of  mobility infrastructure Manage solid waste  Operate and maintain piped  utility infrastructure Compliance with environmental  standards and laws   Budget by Department - Public Works 3 - 110 Highlight of Budget Changes:   Proposed the following position reductions for 2015/2016:  o 1 Principal and Finance and Administrative Analyst (Public Works Admin)   Proposed the following position additions for 2015/2016:  o 1 Engineering Specialist III (0.5 Water and 0.5 Wastewater Utility Systems)  o 1 Civil Engineer I (Surface Water Utility Systems)    Regular Salaries and Personnel Benefits increased in 2015 by $1.3 million and in 2016 by $923k due to proposed  position reductions/additions and overall city‐wide increase in salaries/healthcare costs.   Part‐time salaries increased in 2016 by $25k due to reallocating 2015 funds to other line items.   Capital Outlay increased in 2015 by $1.8 million but decreased in 2016 by $1.4 million due to the timing of  replacing the City’s fleet inventory.   Debt Service decreased in 2015 by $449k mainly due to early pay‐off of 2004 Water/Sewer Revenue Bonds in  2014.   Interfund Payments increased in 2015 by $961k due to increases in Internal Service Fund operating costs (Fleet,  Insurance, IT, Facilities, and Communications) and overall city‐wide increase in salaries/healthcare costs.   Transfers decreased in 2015 by $105k mainly due to one‐time new program request of $126k (2014) to purchase a  Slope Mower and Flat Bed Truck (Surface Water Maintenance).      Budget by Department - Public Works 3 - 111 Expenditure  Budget by Division ‐ Public Works 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Administration 470,051 479,503 426,312 488,760 456,340 395,867 413,579 ‐19.0% 4.5% Maintenance  Services 29,983,545 32,401,227 31,187,453 32,667,638 33,948,975 37,215,331 36,494,877 13.9%‐1.9% Transportation  Services 6,557,370 6,550,689 6,578,668 6,646,129 6,814,376 7,275,526 7,537,661 9.5% 3.6% Utility Systems 37,877,637 29,291,506 27,690,263 29,792,946 30,524,320 29,896,246 30,710,628 0.3% 2.7% Operating Total 74,888,603 68,722,925 65,882,696 69,595,473 71,744,011 74,782,971 75,156,745 7.5% 0.5% CIP 33,941,240 45,964,803 41,674,885 25,192,107 67,558,830 29,675,630 21,578,812 17.8%‐27.3% Total 108,829,843 114,687,728 107,557,581 94,787,580 139,302,841 104,458,601 96,735,557 10.2%‐7.4% Expenditure Budget by Category ‐ Public Works 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 9,726,476 10,052,884 9,920,415 10,225,874 10,475,476 11,014,667 11,423,245 7.7% 3.7% Part‐Time  Salaries 209,523 262,881 227,318 273,473 273,473 249,431 274,679 ‐8.8% 10.1% Overtime 311,823 225,853 282,628 225,341 225,341 229,012 229,038 1.6% 0.0% Personnel  Benefits 3,854,042 4,067,122 3,871,405 4,509,048 4,500,508 5,018,040 5,532,327 11.3% 10.2% Supplies 2,921,663 3,052,212 2,644,682 3,119,603 3,199,603 3,267,219 3,251,853 4.7%‐0.5% Other Services  and Charges 28,277,340 31,632,574 30,262,013 32,022,017 32,220,967 33,809,683 34,268,414 5.6% 1.4% Intergovernmental Services 6,016,632 6,848,579 6,647,178 7,116,130 6,866,130 6,891,389 7,116,130 ‐3.2% 3.3% Capital  Outlay 2,327,784 1,598,923 2,010,192 1,149,923 2,124,491 2,942,923 1,581,923 155.9%‐46.2% Debt Service 14,964,114 4,503,417 3,470,600 4,316,092 5,088,365 3,866,965 3,769,249 ‐10.4%‐2.5% Interfund Payments 5,475,001 5,653,480 5,679,351 5,861,972 5,856,088 6,822,642 7,059,887 16.4% 3.5% Transfer Out 804,205 825,000 866,913 776,000 913,568 671,000 650,000 ‐13.5%‐3.1% Operating Total 74,888,603 68,722,925 65,882,696 69,595,473 71,744,011 74,782,971 75,156,745 7.5% 0.5% CIP 33,941,240 45,964,803 41,674,885 25,192,107 67,558,830 29,675,630 21,578,812 17.8%‐27.3% Total 108,829,843 114,687,728 107,557,581 94,787,580 139,302,841 104,458,601 96,735,557 10.2%‐7.4% Staffing Levels by Division ‐ Public Works 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Administration 3.00 3.00 3.00 3.00 3.00 2.00 2.00 ‐33.3% 0.0% Maintenance  Services 80.00 80.00 80.00 82.00 82.00 82.00 82.00 0.0% 0.0% Transportation  Services 33.00 31.00 31.00 31.00 31.00 31.00 31.00 0.0% 0.0% Utility Systems 25.50 23.50 23.50 23.50 23.50 25.50 25.50 8.5% 0.0% Total FTE 141.50 137.50 137.50 139.50 139.50 140.50 140.50 0.7% 0.0% Intermittent FTE 5.827.046.467.347.346.727.37‐8.5% 9.7% Temp/Intermit Pay & Ben 242,265$    292,805$    268,600$    305,317$    305,317$    279,355$    306,523$    ‐8.5% 9.7%  Budget by Department - Public Works 3 - 112 Administration Division    Mission  Provide leadership, resources and regional influence to enable the department to meet its responsibilities in a manner that  is responsive to the needs of its customers and consistent with the City’s Business Plan Goals.    2013/2014 Accomplishments   • Completed the construction of the Rainier Avenue Improvement Project.  • Proceeding with the design of the Washington Advanced Manufacturing Training Institute.  • Completed construction of the SW 27th Street/Strander Blvd. Project.  • Completed construction of the South Lake Washington Roadway Improvement (Garden Avenue North) Widening  Project.  • Began design of the airport Taxiway Alpha Rehabilitation Project.  • Completed construction of the Highlands to Landing Pedestrian Connection Project.  • Completed design of the Logan Avenue North (North Airport Way to North 6th Street) Project.  • Continuing to make progress in eliminating localized stormwater flooding in Renton through targeted drain line  maintenance and capital improvement projects.  • Continuing to assume maintenance responsibilities for stormwater facilities in residential subdivisions.  • Completed construction of key utility infrastructure projects including the Monterey Terrace Water Main  Replacement Project, NE 5th Place/Edmonds Avenue Storm Water and Water Main Project, South 132nd Sewer  Main Extension Project and replacement of the Misty Cove, Airport, and Lind Avenue lift stations.  • Implemented the 6‐year Electronic Water Meter Installation Project; over 14,000 electronic meters have been  installed to date.  • Worked with King County Metro to implement a new bus rapid transit route between Renton and Burien,  RapidRide F Line.  This service was started in June 2014.  • Completed construction of the Cedar River Elliot Spawning Channel Repair Project.    2015/2016 Goals  • Complete design and begin construction of the Washington Advanced Manufacturing Training Institute at the  Renton Airport.  • Complete design of the Airport Taxiway Alpha Rehabilitation Project.  • Complete construction of the Logan Avenue North (North Airport Way to North 6th Street) Project.  • Complete design and construction of the Main Avenue South/Downtown Circulation Project.  • Complete design for the Rainier Avenue South Improvement Project, South 3rd Street to NW 3rd Place.  • Complete design and property acquisition for Sunset Blvd. NE Improvements, North Park Drive to NE 12th Street.  • Complete design and construction of surface water improvements associated with the Highlands/ Sunset Terrace  Development Project, including Sunset Terrace Regional Stormwater Facility and the Harrington Avenue NE Storm  Water Retrofit Project.  • Perform Maintenance Dredging of the Lower Cedar River.  • Construct portions of the Hardie Avenue SW/SW 7th Street Storm System Improvement Project.  • Complete installation of wireless water meters.  • Complete design and begin construction of the Highlands 435‐Zone Reservoirs.      Budget by Department - Public Works 3 - 113 Expenditure  Budget by Category ‐ Administration 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 299,526 300,570 258,341 301,080 277,200 233,057 240,431 ‐22.6% 3.2% Personnel  Benefits 93,003 92,838 81,796 101,162 92,622 87,467 96,976 ‐13.5% 10.9% Supplies 4,836 2,000 921 2,000 2,000 2,000 2,000 0.0% 0.0% Other Services  and Charges 1,151 450 1,609 450 450 450 450 0.0% 0.0% Interfund Payments 71,534 83,645 83,645 84,068 84,068 72,893 73,722 ‐13.3% 1.1% Total 470,051 479,503 426,312 488,760 456,340 395,867 413,579 ‐19.0% 4.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Total FTE 3.003.003.003.003.002.002.00‐33.3% 0.0%  Budget by Department - Public Works 3 - 114 Maintenance Services Division    Mission  Support the operating sections of the Public Works Maintenance Division:  • Provide planning, budgeting, goal setting and management.   • Provide purchasing and inventory support.   • Establish effective liaison and project coordination.   • Perform administrative, customer service contact and record systems management.     2013/2014 Accomplishments  Street Maintenance  • 85% of the citizens contacting the division rate our service as satisfactory.   • A street Overall Condition Index (OCI) rating of 70 or above is maintained.   • Within the resources provided, keep Renton’s rights‐of‐way as clean as possible.   Water Maintenance  • High‐quality water is provided in sufficient quantity.   Wastewater Maintenance  • Surface water flooding and sewer overflows are minimized.   Fleet Maintenance  • Ensure safe, available, and reliable vehicles and equipment.     2015/2016 Goals  Street Maintenance  • Within the resources provided, keep Renton’s rights‐of‐way as clean as possible.  • 85% of the citizens contacting the division rate our service as satisfactory.  • A Street Overall Condition Index (OCI) rating of 70 is maintained.  Water Maintenance  • High quality water is provided in sufficient quantity.  Wastewater and Surface Water Maintenance  • Surface water flooding and sewer overflows are minimized.  Fleet Maintenance  • Ensure safe, available, and reliable vehicles and equipment for the City’s use.        Budget by Department - Public Works 3 - 115 Expenditure  Budget by Category ‐ Maintenance Services 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 4,976,094 5,200,650 5,124,856 5,351,432 5,498,026 5,650,915 5,880,286 5.6% 4.1% Part‐Time  Salaries 84,471 99,444 115,961 109,524 109,524 85,444 109,524 ‐22.0% 28.2% Overtime 187,572 160,011 167,825 160,011 160,011 160,011 160,011 0.0% 0.0% Personnel  Benefits 2,114,616 2,250,378 2,141,048 2,528,642 2,528,642 2,773,106 3,049,872 9.7% 10.0% Supplies 2,529,275 2,797,051 2,441,216 2,864,857 2,886,857 2,831,858 2,817,857 ‐1.2%‐0.5% Other Services  and Charges 14,357,162 16,958,768 15,661,660 17,077,241 17,226,984 18,724,265 18,752,805 9.6% 0.2% Intergovernmental Services25803710000N/AN/A Capital  Outlay 2,327,784 1,598,923 2,010,192 1,149,923 2,124,491 2,939,923 1,581,923 155.7%‐46.2% Interfund Payments 3,219,378 3,151,002 3,287,194 3,300,008 3,278,872 4,018,809 4,142,599 21.8% 3.1% Transfer Out 186,936 185,000 237,130 126,000 135,568 31,000 0 ‐75.4%‐100.0% Total 29,983,545 32,401,227 31,187,453 32,667,638 33,948,975 37,215,331 36,494,877 13.9%‐1.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Maintenance  Services 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Administration 5.45 5.45 5.45 5.45 5.45 5.45 5.45 0.0% 0.0% Street/Solid Waste 20.10 20.10 20.10 20.10 20.10 20.10 20.10 0.0% 0.0% Water 25.30 25.30 25.30 25.30 25.30 25.30 25.30 0.0% 0.0% Wastewater/Surface Water 20.15 20.15 20.15 22.15 22.15 22.15 22.15 0.0% 0.0% Fl eet 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0% Total FTE 80.00 80.00 80.00 82.00 82.00 82.00 82.00 0.0% 0.0% Intermittent FTE 2.362.743.343.033.032.413.03‐20.6% 26.0% Temp/Intermit Pay & Ben 97,992$      114,073$    139,125$    126,073$    126,073$    100,073$    126,073$    ‐20.6% 26.0% Budget by Department - Public Works 3 - 116 Transportation Systems Division    Mission  To plan, design, construct, operate and maintain the City’s transportation system to assure the health and safety of the  general public in a skillful, professional and caring manner that enhances the lives of its residents and business customers.   The division aggressively pursues mobility improvements that benefit Renton and the region consistent with the City’s  Business Plan Goals.    2013/2014 Accomplishments  Design   Completed right‐of‐way acquisition, design, bid and construction of the Highlands to Landing Pedestrian  Connection Project.   Completed construction of the SW 27th Street/Strander Blvd. Project.   Completed construction of the South Lake Washington Roadway Improvement (Garden Avenue North) Widening  Project.   Completed construction of Phase 1 of the NE 3rd/4th Street Corridor (Whitman Court) Intersection Signalization  Project.   Completed construction of the Rainier Avenue South Improvement Project.   Completed the 2013 and 2014 Bridge Inspection and Repair Program.   Completed support for the contract preparation and construction of the 2013 and 2014 Overlay and Arterial  Rehabilitation Program.   Completed design and contract preparation for a new signalized intersection at South 7th Street and   Shattuck Avenue South.   Responded to Washington State Department of Ecology inquiries concerning Renton’s Environmental Monitoring  Program for the Oakesdale constructed wetlands.   Began design of the Main Avenue South/Downtown Circulation Project.   Completed design, bid and construction of the NE 31st Street Culvert Replacement Project.   Completed design and bidding of the Citywide Safety Project.   Completed design and bidding of the Grady Way Preservation Project.   Completed design and contract preparation for the Logan Avenue North (North Airport Way to North 6th Street)  Project.   Worked with the Southport developer to obtain all BNSF and WUTC permits and approvals for the  Southport/Coulon Park Access Road Project.   Began design of right‐of‐way acquisition for the SW 43rd Street/SE Carr Road/SE Petrovitsky Road Corridor Safety  Improvement Project.    Operations    Obtained incentive energy funds from PSE, reduced energy costs and commerce grant for completed conversion  project to convert high‐pressure sodium (HPS) street lights to light emitting diode (LED) fixtures.   Installed 6 uninterruptible power supply (UPS) units for battery backup for power failure to signalize intersections.   Completed 10 major preventive maintenance programs for traffic signals.     Installed 120 miles of painted pavement markings.     Installed 1,300 new or replacement signs (including street names) through regular maintenance and work orders.     Installed 10,000 raised pavement markers (RPMs) along City arterial streets.   Replaced damaged or stolen street light fixtures, poles or copper wire.  Budget by Department - Public Works 3 - 117  Performed traffic counts at permanent stations along City arterials.   Installed pedestrian HAWK signal crossing (hybrid pedestrian signal beacon) on NE 4th Street near   Queen Avenue NE, including wheelchair ramps and a pedestrian refuge island.   Installed 12 new school zone flashing beacons for five schools.   Installed APS pedestrian crossing push buttons at Edmonds Avenue NE and Sunset Blvd. NE.   Provided traffic control plans for special events within the City as needed.   Participated in the Graffiti Abatement Program responding to citizen inquiries.   Maintained and updated the traffic signal model program (SYNCHRO) for improving signal timing operations  throughout the City.   Prepared 500 investigations in response to citizen traffic requests and traffic complaints.   Replaced City base radio station and Transportation Maintenance facility backup radio station, along with installing  45 radios in City vehicles.   Completed VHF radio system narrow frequency banding to comply with FCC mandate.    Installed newer version of TACTICS control signal control system for 129 traffic signals citywide.    Performed preventative maintenance for 30 traffic signals.   Performed reviews for project development plans for street lighting, roadways, pedestrian ramps and traffic  signals.     Planning and Programming   Provided project coordination and financial oversight of approximately 40 projects and programs within the  2014‐2019 TIP and provided the planning and programming for the 2015‐2020 TIP.   Aggressively pursued grants and funding opportunities for mobility improvements that benefit Renton and the  region consistent with the city’s Business Plan Goals.  Received $12,219,148 in grant funding over the last year.   Continued to provide internal and external coordination with WSDOT’s I‐405 Direct Connector Project.   Actively participated in regional forums (RTC, PSRC, SCATBd, ETP, Sound Transit, WSDOT, RPEC) and other  discussions on transportation funding packages to ensure Renton’s interests are presented and achieved.   Reviewed and provided comments on development reviews, traffic impact studies and annexation reviews.   Continued to work with the 30 commute trip reduction (CTR) sites within Renton in implementing the state  mandated CTR requirements.   Coordinated with the Technical Services Section and IT Division staff to improve the City’s GIS.   Worked with King County Metro Facilities and Service Planning staff to respond to citizen requests and complaints.   Continued to partner with the Renton School District to improve walking routes for elementary schools.   Assisted King County Metro with implementation of the new King County Metro Transit RapidRide F Line, including  the extension of the bus route to The Landing.   Actively participated in the Eastside Rail Corridor studies to ensure Renton’s interests are represented.   Completed two corridor studies along Lake Washington Blvd. and Rainier Avenue South.      Airport   Completed Tower Second Floor Remodel Project to provide meeting space.   Completed the Airport Sustainability Plan.   Secured $3 million in FAA grant funding for airport capital projects.   Continued planning and design for Washington Manufacturing Advanced Training Institute.   Maintained a self‐supporting revenue structure for the airport.  Budget by Department - Public Works 3 - 118  Boeing departure delays: no delays were experienced in 2013 and 2014.   Completed new lease which allows a specialized fixed base operator to construct a new building.   Helped Renton Gateway Center (ProFlight) complete construction on their new fixed based operation building.   Worked with Boeing to re‐activate Apron B.   Completed construction for the Taxiway Bravo Rehabilitation Project.   Completed construction for the Seaplane Base Dredging Project.   Selected a consultant to update the Airport Master Plan; negotiated a contract and obtained an FAA grant for this  project.    Completed the 800 Building upgrades to extend the building’s service life.   Completed bidding and demolition of the 820 Building.   Coordinated The Boeing Company North Bridge Project with airport operations.   Advocated for the continued FAA funding of the airport tower air traffic controllers.      2015/2016 Goals  Design   Complete construction of the Logan Avenue North (North Airport Way to North 6th Street) Project.   Complete construction of the Citywide Safety Improvements Project.   Complete construction of the BNSF/Southport/Coulon Park Access Road and Lake Washington Blvd. Crossing  Improvement Project.   Complete construction of the Duvall Avenue NE/NE 12th Street HAWK Signal.   Begin and complete design and construction of the South 7th Street/Shattuck Avenue South Intersection  Improvement Project.   Complete design, right‐of‐way acquisition and begin construction of the SW 43rd Street/SE Carr Road/SE  Petrovitsky Road Corridor Safety Improvement Project.   Begin and complete design of the Airport Loop Trail.   Manage the Bridge Inspection and Repair Program.   Manage the Roadway Safety and Guardrail Program.   Manage the Environmental Monitoring Program.   Manage the Arterial Rehabilitation Program.   Support the Street Overlay Program.   Support the Sidewalk Replacement and Repair Program.   Support the Walkway Program.   Begin design of the Rainier Avenue North Improvement Project.   Begin design of the Sunset Blvd. NE Phase 1 Improvements, North Park Drive to NE 12th Street Project.   Complete design and begin construction of the Main Avenue South/Downtown Circulation Project.    Operations and Maintenance   Working with the Design Section to install pedestrian countdown signals and accessible pedestrian system push  buttons for 20 high‐pedestrian activity signalized intersections, and a HAWK pedestrian crossing system on   Duvall Avenue NE at NE 12th Street.   Complete design and installation of an adaptive signal control system along the SW 43rd Street/SE Carr Road /SE  Petrovitsky Road corridor for 11 signalized intersections and intersection improvements at SE Carr Road and  Benson Drive South (SR 515).   Upgrade 6 M50 Eagle traffic signal controllers with data key file uploading capability.  Budget by Department - Public Works 3 - 119  Expand ACS lite adaptive signal control system to SW Grady Way from Oakesdale Avenue SW to Talbot Road South.   Participate in upgrading traffic signals for King County Metro Route 101 transit signal priority operation.   Install 10 new vehicle two‐way radios and replace others as needed due to failures or accidents.   Maintain central signal control system for efficient traffic operation.   Continue participation in Graffiti Abatement Program.   Complete 17 major preventive maintenance programs for traffic signals and school flashers.   Install 120 miles of painted pavement markings along City arterial streets.   Install 400 new or replacement signs through regular maintenance and work orders.   Install 10,000 raised pavement markers along City arterial streets.   Maintain and update traffic signal analysis program for improving signal timing operations throughout the City.   Provide professional traffic engineering review and response to citizen service requests and complaints.   Advocate with WSDOT for reduction of I‐405 traffic backups onto City streets.   Provide additional protection for pedestrian crossings by installing RRFB and HAWK systems.    Planning and Programming   Provide project coordination and financial oversight of approximately 40 projects and programs within the  2015‐2020 TIP and prepare the 2016‐2021 TIP.    Aggressively pursue grants and funding opportunities for mobility improvements that benefit Renton and the  region consistent with the City’s Business Plan Goals.   Continue to provide internal and external coordination with WSDOT’s future I‐405 projects.   Actively participate in regional forums (RTC, PSRC, ETP, Sound Transit, SCATBd, WSDOT, RPEC) and other  discussions on transportation funding packages to ensure Renton’s interests are presented regionally and  achieved.   Review and provide comments on development reviews, traffic impact studies and annexation reviews.   Continue to work with approximately 30 commute trip reduction (CTR) sites within Renton to implement the state  mandated CTR requirements.   Coordinate with the Administrative Services Department to improve the City’s transportation GIS system.   Coordinate with King County Metro personnel to respond to citizen requests and complaints concerning transit  service.   Continue to partner with the Renton School District to improve walking routes for elementary schools.   Work with the Community and Economic Development Department to update the transportation element of the  comprehensive plan, including a potential change to the City multi‐modal currency program and LOS standards.    Airport   Complete the Blast Fence Replacement Project.   Complete the construction of the Washington Manufacturing Advanced Training Institute.   Complete the parking lot and drainage rehabilitation project at the north end of Taxiway Alpha.   Complete preparation of the Airport Master Plan.   Complete preliminary engineering work for the Taxiway Alpha Rehabilitation Project.    Budget by Department - Public Works 3 - 120 Expenditure  Budget by Category ‐ Transportation Services 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 2,406,048 2,498,834 2,453,125 2,515,912 2,585,868 2,785,855 2,877,168 10.7% 3.3% Part‐Time  Salaries 112,710 135,887 111,357 136,399 136,399 136,437 137,605 0.0% 0.9% Overtime 124,038 62,205 112,610 61,693 61,693 65,364 65,390 6.0% 0.0% Personnel  Benefits 940,398 995,692 966,417 1,085,144 1,085,144 1,215,616 1,340,482 12.0% 10.3% Supplies 380,613 229,163 191,177 228,748 268,748 393,163 392,748 71.9%‐0.1% Other Services  and Charges 1,308,369 1,289,098 1,410,248 1,259,945 1,175,152 1,153,169 1,175,044 ‐8.5% 1.9% Intergovernmental Services2,48502,4130000N/AN/A Interfund Payments 668,939 699,810 701,537 708,288 723,372 885,922 899,224 25.1% 1.5% Transfer Out 613,769 640,000 629,783 650,000 778,000 640,000 650,000 ‐1.5% 1.6% Operating Total 6,557,370 6,550,689 6,578,668 6,646,129 6,814,376 7,275,526 7,537,661 9.5% 3.6% CIP 26,272,580 35,780,803 31,223,219 7,526,107 38,268,830 15,135,630 8,838,812 101.1%‐41.6% Total 32,829,950 42,331,492 37,801,887 14,172,236 45,083,206 22,411,156 16,376,473 58.1%‐26.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Transportation Services 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Administration 2.50 2.50 2.50 2.50 2.50 2.50 2.50 0.0% 0.0% Planning 3.50 3.50 3.50 3.50 3.50 3.50 3.50 0.0% 0.0% Design 5.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Operations/Maintenance 16.00 15.00 15.00 15.00 15.00 15.00 15.00 0.0% 0.0% Airport 6.00 6.00 6.00 6.00 6.00 6.00 6.00 0.0% 0.0% Total FTE 33.00 31.00 31.00 31.00 31.00 31.00 31.00 0.0% 0.0% Intermittent FTE 3.12 3.63 3.10 3.65 3.65 3.65 3.68 0.0% 0.8% Te mp/Intermit Pay & Ben 129,839$    151,182$    128,967$    151,694$    151,694$    151,732$    152,900$    0.0% 0.8%  Budget by Department - Public Works 3 - 121 Utility Systems Division    Mission  Manage the planning, engineering, construction, and database functions for the City’s solid waste, water, wastewater and  surface water, in a manner that ensures public health and safety, meets all regulatory requirements, protects  environmental resources, is financially sound and supports the City’s Business Plan Goals.    2013/2014 Accomplishments  Water Utility Engineering  • Completed the installation and functional testing of hardware and software for Automated Meter Reading (AMR)  system and installed over 13,300 radios and meter change‐outs to convert customer accounts to AMR.    • Completed the construction of water main replacement projects in Presidents Park, NE 5th Place, and Monterey  Terrace.  • Completed the construction of a new water main in Strander Blvd.    • Completed construction of water main improvements in Rainier Avenue South in conjunction with roadway and  utilities improvements.    • Constructed primary disinfection piping for Wells 8, 9 and EW‐3 and constructed the Maplewood Equipment  Access and H2S Mitigation Project.  • Completed the installation of on‐site emergency power generators to the corrosion control and water treatment  facility.  • Continued systematic replacement and upgrade of the City’s water telemetry system.  In 2014 new telemetry  radios were installed at 21 water facilities.  • Continued maintenance and update of drinking water quality monitoring database, water system GIS and hydraulic  model.    • Continued implementation of regulatory requirements programs including development and publication of annual  water quality report, aquifer protection program, water conservation and water use efficiency program, and   cross‐connection control program.  • Provided technical assistance to the City’s Development Services Division and to the Transportation Systems  Division for the design and construction of the water improvements associated with private development projects  and with capital roadway improvement projects.      Wastewater Utility Engineering  • Implemented new Closed Circuit Television (CCTV) Program with the Wastewater Maintenance staff that utilizes  Pipeline Assessment Certification Program rating software, ties directly to the City’s GIS System, and allows storage  and retrieval of CCTV videos and reports through our new Granite XP software.  • Designed and constructed the South 132nd Street Sewer Extension Project located near the Earlington Gardens  Nursery.  • Designed and completed installation of telemetry upgrades to our 22 lift stations throughout the City and to our  Master Telemetry System at the City’s Public Works Maintenance facility.  • Designed and completed replacement of the Lind Avenue Lift Station, Airport Lift Station, and Misty Cove Lift  Station.    • Designed and constructed a new 15‐inch sanitary sewer interceptor that allowed for the elimination of the East  Renton Lift Station.  • Completed alternatives analyses for the Thunder Hills Restoration/Replacement Project and the Talbot Hill Sewer  Relocation Project.  Budget by Department - Public Works 3 - 122 • Completed design of sewer access road improvements at Valley Medical Center and Aberdeen Apartments at  Sunset Blvd.  • Completed rehabilitation of the Renton Hill Deep Manhole Project at Mill Avenue South.    Surface Water Utility Engineering  • Completed the design, permitting and construction of the NE 5th Street and Edmonds Avenue NE Storm System  Improvement Project.  • Completed the design, permitting and construction of the Rainier Avenue Stormwater Retrofit Project that was  75% funded by a $644,000 Ecology Stormwater Retrofit grant, in coordination with the Rainier Avenue TIP Project.  • Completed the design, permitting and construction of the NE 10th Street and Anacortes Avenue NE Detention  Pond Retrofit Project that was 75% funded by a $206,000 Ecology Stormwater Retrofit grant.  • Completed the design, permitting and started construction of the Harrington Avenue NE Green Connections  Stormwater Retrofit Project that was 75% funded by a $913,000 Ecology Stormwater Retrofit grant.  • Completed the design and permitting of the Sunset Terrace Regional Stormwater Facility Project that was 75%  funded by a $983,000 Ecology Stormwater Retrofit grant.  • Complete the design, permitting and started construction of the first phase of the Hardie Avenue SW/SW 7th  Street Storm System Improvements Project that includes the SW 7th Street stormwater retrofit improvements that  are 75% funded by a $615,000 Ecology Stormwater Retrofit grant.  Completed the 90% design and permitting for  the second phase of the project.  • Executed an interlocal agreement with the King County Flood Control District to provide $5,313,000 of funding for  design, permitting and construction of the Cedar River Maintenance Dredge (Gravel Removal) Project.  Completed  the 30% design of the project, sediment contaminant sampling and analysis, coordination with regulatory and  tribal agencies and submitted permit applications to start local, state and federal including the U.S. Army Corps of  Engineers permitting process for the project.  The project is needed to complete maintenance dredging of the  lower 1.23 miles of the Cedar River as required by the U.S. Army Corps of Engineers Lower Cedar River Section 205  Flood Hazard Reduction Project to maintain the flood protection benefits of the project.    • Completed design, permitting and construction of the 2013‐2014 programs to install fences around Utility  maintained stormwater facilities that do not have fences as part of the Stormwater Facility Fencing Project.  • Completed 60% design and started permitting of the Maplewood Creek Outfall Improvements Project and obtain a  $200,000 grant from the King County Flood Control District Flood Reduction Grant program for the project.  • Completed the design, permitting and construction of the Small Drainage Program projects including: the Victoria  Hills PUD Detention Pond major maintenance project; the NE 24 Street and Monterey Avenue NE Storm System  Replacement Project; the Lake Washington Blvd. Culvert Repair Project; and the Stevens Avenue NW/Lind Avenue  NW Storm System Project.   • Completed Phase 2 of the Storm System Mapping and GIS Project.  • Completed the FEMA project closeout and final reimbursement for the Elliot Spawning Channel FEMA Repair  Project.  • Received a $150,000 Puget Sound Acquisition Restoration Grant from the State Salmon Recovery and Funding  Board for the Lower Cedar River Habitat Assessment Project and started work on the project.  • Completed the Madsen Creek Sedimentation Basin and Maplewood Sedimentation Basin Cleaning Project  construction.  • Completed the annual Mosquito Abatement Program for treatment of upland areas in the Talbot Hill area adjacent  to the Panther Creek Wetlands and City‐maintained stormwater facilities.  • Conducted the annual sediment surveys for the lower Cedar River, mitigation spawning channel monitoring as  required for the U.S. Army Corps of Engineers Cedar River Section 205 Flood Hazard Reduction Project.  Budget by Department - Public Works 3 - 123 • Completed the fifth year of the 10‐year Springbrook Creek Wetland and Habitat Mitigation Bank Project  establishment period.  A total of 30.6 credits have been released for the City (15.3 credits) and WSDOT (15.3  credits) to use.  • Continued to implement the Stormwater Facility Transfer Program to accept maintenance of existing stormwater  facilities in residential plats with pubic streets.  A total of 71 facilities have been transferred to the City for  maintenance.  An additional 118 facilities have been inspected with 73 meeting maintenance standards and 45 not  meeting maintenance standards.  There are 22 facilities remaining to be inspected.  • Provided technical assistance to WSDOT on its I‐405 improvement Stage 2 projects and project completion  agreements.  Initiated work on the I‐405/SR‐167 Direct Connector Project.  • Continued to meet regulatory requirements of the NPDES Phase II Municipal Stormwater Permit.  Started  implementation of the new 2013‐2018 NPDES Phase II permit requirements in coordination with other City  departments and other jurisdictions.  • Completed the five‐year Community Rating System Verification Review and improved the City’s Community Rating  System rating from a Class 6 to a Class 5, which will enable property owners that purchase flood insurance from  FEMA to get a 25% reduction on their flood insurance premium rates.       Solid Waste Utility   Provided six English language and two Spanish language Natural Yard Care workshops in both 2013 and 2014  targeting education to residential homeowners and small landscape maintenance businesses to increase  knowledge of strategies to reduce reliance on pesticides.   Implemented a residential reuse event and two special recycling events in both 2013 and 2014 to increase  diversion of materials from the landfill.   Provided technical assistance to businesses and apartment buildings to educate them about strategies to reduce  waste and increase recycling.   Provided in‐house recycling opportunities to include composting of food waste and collection of batteries and  printer cartridges generated within City facilities. Supported in‐house recycling and waste prevention at City  functions such as department and Citywide picnics.    2015/2016 Goals    Water Utility Engineering   Continue working on the six‐year conversion of all 18,000 City water meters to an Automated Meter Reading  system.     Complete the construction of water main replacement projects in Tiffany Park and Windsor Hills.   Complete the design and construction of water main replacements in the Kennydale and Highlands areas.   Complete the design and start construction for the replacement of one of the two Highlands 435‐zone reservoirs.     Complete recoating the interior of the South Talbot Hill Reservoir.   Finalize negotiations on purchase of property for a new reservoir in the Black River Quarry area.     Complete the installation of fiber optic cables and conduits for telemetry for communication between the remote  telemetry units at all water facilities with the City’s master telemetry unit located at the Public Works Maintenance  facility.   Continue maintenance and update of the drinking water quality monitoring database, water system GIS and  hydraulic model.     Complete the design and installation for an emergency power supply to the Highlands pump station.   Continue implementation of regulatory requirement programs including development and publication of the  annual water quality report, aquifer protection program, water conservation and water use efficiency program and   cross‐connection control program.   Continue monitoring of franchise agreement terms with Olympic Pipeline Company and Seattle Public Utilities.      Budget by Department - Public Works 3 - 124 Wastewater Utility Engineering   Repair and rehabilitate aged sewers in the Presidents Park and Sunset areas.   Relocate existing sanitary sewers in the Talbot Hill area ahead of the proposed WSDOT SR167/I‐405 Direct  Connector Project.   Reconstruct the Thunderhills Interceptor to ensure sufficient conveyance capacity and adequate access and  protection from the adjacent sensitive area of Thunderhills Creek.   Construct sanitary sewer access roads at Valley Medical Center and Aberdeen Apartments at Sunset Blvd.   Design and construct interceptor improvements for the Central Renton Interceptor Improvements Project at   North 4th Street and Sunset Blvd.   Design the Falcon Ridge Lift Station Replacement Project.   Design and complete restoration for the second and final phase of the Cascade Interceptor Restoration Project in  the Tiffany Park neighborhood.   Develop a lift station force main replacement program and complete the first phase of force main replacements.   Complete update and adopt the 2016 Long‐Range Wastewater Management Plan.    Surface Water Utility Engineering   Complete the design and permitting needed for the maintenance dredging of the lower 1.23 miles of the Cedar  River required as part of the U.S. Army Corps of Engineers Section 205 Cedar River Flood Hazard Reduction Project,  in cooperation with the King County Flood Control District in 2014.  Complete the maintenance dredging in the  summer of 2015 or 2016, once all local, state and federal permits are obtained.    Complete the construction of the Harrington Avenue NE Green Connections Stormwater Retrofit Project that is  funded by an Ecology Stormwater Retrofit grant in 2015.   Complete the construction of the Sunset Terrace Regional Stormwater Facility Project that is funded by an Ecology  Stormwater Retrofit grant in 2015.   Complete the construction of the first phase of the Hardie Avenue SW/SW 7th Street Storm System Improvements  Project that includes the SW 7th Street stormwater retrofit improvements that is funded by an Ecology  Stormwater Retrofit grant in 2015.   Complete the construction of the Hardie Ave SW/SW 7th Street Storm System Improvement Phase 2 Project  between Powell Avenue SW and Lind Avenue SW in 2015.  Start design and permitting of Phase 3 of the   Hardie Avenue SW/SW 7th Street Storm System Improvement Project in 2016.   Complete the design, permitting and construction of the North 30th Street/Burnett Avenue North Storm System  Improvement Project in 2015.   Complete the Lower Cedar River Habitat Assessment Project in 2015.   Council adoption of the Surface Water Utility Master Plan to define future program and resources needed to  deliver services, meet regulatory requirements and future CIP program needs in 2015.   Complete the design, permitting and construction of the Maplewood Creek Stormwater Outfall Improvements  Project in 2015.   Complete the Madsen Creek Sedimentation Basin Cleaning Project construction in 2015 and 2016.   Complete the Maplewood Creek Sedimentation Basin Cleaning Project in 2015 and 2016, if needed.   Complete design, permitting and construction of the annual program to install fences around Utility maintained  stormwater facilities that do not have fences as part of the Stormwater Facility Fencing Project in 2015 and 2016.   Complete engineering analysis for Cedar River 205 Levee Recertification Project for submittal to FEMA for review  in 2016.    Complete Phase 3 of the Storm System Mapping and GIS Project in 2016.   Complete the design and permitting of the SE 172nd Street/125th Ave SE Storm System Improvement Project in  2016.   Complete the Rainier Avenue and Oakesdale Avenue SW Pump Station upgrades in 2016.   Complete the update and adoption of the Renton Storm Water Design Manual by December 31, 2016, as required  by the NPDES Phase 2 Municipal Stormwater Permit to be equivalent to the Ecology 2012 Stormwater Manual for  Western Washington.   Budget by Department - Public Works 3 - 125  Start the preliminary design of the NE Sunset Blvd. and Union Avenue NE Storm System Improvement Project in  2016.   Start the Ginger Creek/Cascade Park basin plan in 2016.   Complete the annual Small Drainage Problem projects, the Mosquito Abatement Program, the Storm System GIS  Program and other ongoing programs.   Complete the transfer of the 211 privately maintained existing stormwater facilities in single residential plats with  public streets to be maintained by the City and implement full maintenance program by 2016.    Continue to implement the public education/involvement programs, illicit discharge detection and elimination  programs, programs to control runoff from new development, redevelopment and new construction sites, private  facility inspection program and municipal operations and maintenance programs needed to meet the regulatory  requirements of the 2013‐2018 NPDES Phase II Municipal Stormwater Permit.   Continue to implement the Community Rating System program, assisting in the plan review of new development,  providing technical assistance to external customers and other divisions or departments on design standards,  utility billing, floodplain, water quality, habitat and other environmental resource or surface water management  regulatory (Clean Water Act, Endangered Species Act) or permitting requirements.   Continue regional and interagency coordination on salmon recovery efforts in WRIA 8 and WRIA 9, the Cedar River  Council and flood hazard reduction efforts related to the King County Flood Control District Advisory Committee  and Basin (Green River and Cedar River) Technical Committees, FEMA floodplain map updates and NPDES Phase II  Municipal Stormwater Permit compliance.    Solid Waste Utility   Provide four Natural Yard Care workshops per year targeting education to English and Spanish speaking residential  homeowners to increase knowledge of strategies to reduce reliance on pesticides.   Provide technical assistance to businesses and apartment buildings to educate them about strategies to increase  recycling, reduce contamination and prevent waste.   Implement a residential reuse event and two special recycling events per year to increase diversion of materials  from the landfill.   Continue to provide, and expand where feasible, in‐house recycling opportunities for food waste composting,  batteries, and printer cartridges at City facilities.   Begin succession planning for the next collection contract.    Budget by Department - Public Works 3 - 126 Expenditure  Budget by Category ‐ Utility Systems 2012201320132014201420152016ChangeChange Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 Regular Salaries 2,044,809 2,052,830 2,084,092 2,057,450 2,114,382 2,344,840 2,425,360 14.0% 3.4% Part‐Time  Salaries 12,342 27,550 0 27,550 27,550 27,550 27,550 0.0% 0.0% Overtime 213 3,637 2,194 3,637 3,637 3,637 3,637 0.0% 0.0% Personnel  Benefits 706,026 728,214 682,144 794,100 794,100 941,850 1,044,997 18.6% 11.0% Supplies 6,938 23,998 11,368 23,998 41,998 40,198 39,248 67.5%‐2.4% Other Services  and Charges 12,610,658 13,384,258 13,188,496 13,684,381 13,818,381 13,931,799 14,340,115 1.8% 2.9% Intergovernmental Services 6,013,888 6,848,579 6,644,394 7,116,130 6,866,130 6,891,389 7,116,130 ‐3.2% 3.3% Capital  Outlay 000003,0000100.0%‐100.0% Debt Service 14,964,114 4,503,417 3,470,600 4,316,092 5,088,365 3,866,965 3,769,249 ‐10.4%‐2.5% Interfund Payments 1,515,149 1,719,023 1,606,975 1,769,608 1,769,777 1,845,018 1,944,342 4.3% 5.4% Transfer Out 3,500000000N/AN/A Operating Total 37,877,637 29,291,506 27,690,263 29,792,946 30,524,320 29,896,246 30,710,628 0.3% 2.7% CIP 7,668,660 10,184,000 10,451,666 17,666,000 29,290,000 14,540,000 12,740,000 ‐17.7%‐12.4% Total 45,546,297 39,475,506 38,141,929 47,458,946 59,814,320 44,436,246 43,450,628 ‐6.4%‐2.2% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Utility Systems 2012201320132014201420152016ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2014‐2015 2015‐2016 Solid Waste 2.75 2.75 2.75 2.75 2.75 2.75 2.75 0.0% 0.0% Water 6.75 6.75 6.75 6.75 6.75 7.25 7.25 7.4% 0.0% Wastewater 5.25 5.25 5.25 5.25 5.25 5.75 5.75 9.5% 0.0% Surface  Water 10.75 8.75 8.75 8.75 8.75 9.75 9.75 11.4% 0.0% Total FTE 25.50 23.50 23.50 23.50 23.50 25.50 25.50 8.5% 0.0% Intermittent FTE 0.35 0.66 0.01 0.66 0.66 0.66 0.66 0.0% 0.0% Temp/Intermit Pay & Ben 14,434$      27,550$      508$           27,550$      27,550$      27,550$      27,550$      0.0% 0.0%    Budget by Department - Public Works 3 - 127 Fund 501 ‐ Equipment Rental Fund  2015‐2016 Vehicle Acquisitions/Replacements Dept Assigned Charge   Code Equipment  Number Make Model Description Original  Cost Year  Puchased Life 2015  Replacement  Cost 2016  Replacement  Cost Police Admin Pool02 A428 FORD CROWN VICTORIA STANDARD 22,796   2005 4 45,500            ‐                  Police Admin Pool02 A404 FORD TAURUS COMPACT 17,858   2001 3 45,500            ‐                  Police Admin Pool02 A455A DMCH CHARGER STANDARD 24,558   2008 4 ‐                 46,500             Police Traffic Pool07 M051 HDMC FLHTP DOM MOTORCYCLE 18,047   2007 4 30,000            ‐                  Police Patrol Pool08 A416 FORD CROWN VICTORIA POLICE CRU 22,834   2002 3 45,500            ‐                  Police Patrol Pool08 A446 FORD CROWN VICTORIA POLICE CRU 23,129   2006 4 45,500            ‐                  Police Patrol Pool08 A452A DMCH CHARGER POLICE CRU 38,056   2008 4 45,500            ‐                  Police Patrol Pool08 A453A DMCH CHARGER POLICE CRU 38,056   2008 4 45,500            ‐                  Police Patrol Pool08 A442 FORD CROWN VICTORIA POLICE CRU 23,129   2006 4 45,500            ‐                  Police Patrol Pool08 B112 FORD EXPEDITION UTIL VEH FULL 27,394   2003 8 45,500            ‐                  Police Patrol Pool08 B144 FORD EXPEDITION UTIL VEH FULL 27,970   2008 8 45,500            ‐                  Police Patrol Pool08 B137A FORD EXPEDITION UTIL VEH FULL 27,970   2008 8 45,500            ‐                  Police Patrol Pool08 A462 DMCH CHARGER POLICE CRU 38,056   2008 4 ‐                 46,500             Police Patrol Pool08 A465 DMCH CHARGER POLICE CRU 38,056   2008 4 ‐                 46,500             Police Patrol Pool08 A470A DMCH CHARGER POLICE CRU 37,826   2008 4 ‐                 46,500             Police Patrol Pool08 A448 DMCH CHARGER POLICE CRU 24,679   2007 4 ‐                 46,500             Police Patrol Pool08 A456A DMCH CHARGER STANDARD 24,372   2008 4 ‐                 46,500             Police K9 Pool09 NEW CHEV TAHOE UTIL VEH FULL ‐         NEW 8 60,000            ‐                  Public Works  Maintenance   Street Pool25 E103 CASE 580SL BACKHOE 77,193   2000 10 120,000          ‐                  Public Works  Maintenance   Street Pool25 D091 DMCH 3500 1 TON DUMP 28,451   1999 10 55,000            ‐                  Public Works  Maintenance   Street Pool25 E111 LYTN D550 ASPHALT DISTRIBUTOR 45,909   2006 10 75,000            ‐                  Public Works  Maintenance   Street Pool25 NEW NEW SNOW PLOW SNOWPLOW ‐         NEW 20 11,000            ‐                  Public Works  Maintenance   Street Pool25 NEW NEW SANDER SANDER ‐         NEW 15 20,000             Public Works  Maintenance   Street Pool25 E080 CTPL IT28B LOADER 73,055   1992 10 ‐                 170,000           Public Works  Maintenance   Street Pool25 S149 N/A SANDER SANDER 1,623     1980 10 ‐                 19,000             Public Works  Maintenance   Street Pool25 D081 GMCX TOPKICK FLUSHER 33,542   1991 10 ‐                 65,000             Public Works  Maintenance   Surface  Water Pool26 E121 INTE VACTOR VACTOR 292,740 2009 4 425,000          ‐                  Public Works  Maintenance   Surface  Water Pool26 C217 FORD F250 PU 3/4 TON 24,946   2002 8 55,000            ‐                  Public Works  Maintenance   Surface  Water Pool26 E091 CASE 580SL BACKHOE 74,667   1996 15 ‐                 120,000           Budget by Department - Public Works 3 - 128  (continued)  Fund 501 ‐ Equipment Rental Fund  2015‐2016 Vehicle Acquisitions/Replacements Dept Assigned Charge   Code Equipment  Number Make Model Description Original  Cost Year  Puchased Life 2015  Replacement  Cost 2016  Replacement  Cost Public Works  Maintenance   Water Pool27 E096 HYST H80XL FORKLIFT 27,476   1994 15 30,000            ‐                  Public Works  Maintenance   Water Pool27 C169 FORD PU PU 1/2 TON 13,378   1995 8 24,000            ‐                  Public Works  Maintenance   Water Pool27 D095 CHEV 3500 1 TON SVC BODY 26,268   2000 15 50,000            ‐                  Public Works  Maintenance   Water Pool27 D075 FORD F450 1 TON SVC BODY 18,870   1994 10 ‐                 60,000             Community Services  Parks Pool31 P115 SEAT SPRAYER SPRAY UNIT 4,788     1999 10 7,000              ‐                  Community Services  Parks Pool31 C191 GMCX SONOMA PU COMPACT 15,761   1999 8 23,000            ‐                  Community Services  Parks Pool31 C202 CHEV SONOMA PU  COMPACT 15,760   2001 8 23,000            ‐                  Community Services  Parks Pool31 C179 GMCX S15 PU  COMPACT 12,713   1997 8 23,000            ‐                  Community Services  Parks Pool31 P058 SMTH NONE COMPRESSOR 8,269     1988 5 12,000            ‐                  Community Services  Parks Pool31 P108 SMCO SWEEPSTAR 60 SWEEPER, LEAF,TOWED 19,494   1999 7 35,000            ‐                  Community Services  Parks Pool31 P090 JNDR F1145 MOWER 15,334   1997 10 55,000            ‐                  Community Services  Parks Pool31 P129 TORO 4000 MOWER, RIDING 46,546   2004 5 65,000            ‐                  Community Services  Parks Pool31 C199 CHEV PU PU  3/4 TON 24,574   2000 8 55,000            ‐                  Community Services  Parks Pool31 C206 GMCX SONOMA PU COMPACT 16,517   2001 8 23,000            ‐                  Community Services  Parks Pool31 C209 GMCX SONOMA PU COMPACT 15,348   2002 8 23,000            ‐                  Community Services  Parks Pool31 NEW NEW STUMP GRINDER STUMP GRINDER ‐         NEW 6 20,000            ‐                  Community Services  Pa rks Pool31 D078 FORD PU PU  1 TON 16,900   1995 15 ‐                 40,000             Community Services  Parks Pool31 D086 FORD F350  1 TON FLATBED 18,267   1997 10 ‐                 55,000             Community Services  Parks Pool31 C206 GMCX SONOMA PU COMPACT 16,517   2001 8 ‐                 23,000             Community Services  Parks Pool31 P042 OLTH SEEDER ATTACHMENTS ‐         1985 10 ‐                 8,000               Community Services  Parks Pool31 P089 NRTH NONE TRL, UTILITY 3,420     1996 10 ‐                 6,000               Community Services  Parks Pool31 P097 TOPN ST5 TRL, UTILITY 3,751     1997 15 ‐                 8,000               Community Services  Parks Pool31 P141 JNDR GATOR CART, UTILITY 11,336   2007 5 ‐                 13,000             Community Services  Parks Pool31 P126 JNDR 5220 TRACTOR, WH 24,549   2003 10 ‐                 30,000             Community Services  Parks Pool31 P134 JNDR 1445 MOWER, RIDING 19,624   2005 5 ‐                 67,000             Community Services   Recreation Senior Center Pool34 B066 GMCX BUS BUSS  VAN 18,903   1992 8 25,000            ‐                  Fire  Suppression Pool40 F044 CHEV HI CUBE VAN VAN 31,143   1990 10 350,000          ‐                  Fire Suppression Pool40 F061 EONE CYCLONE II FIRETRUCK 268,463 1998 20 510,000          ‐                  Fire Suppression Pool40 F062 FORD TAURUS COMPACT 15,974   1999 10 22,000            ‐                  Fire Suppression Pool40 F066 GMCX SAVANA VAN PASS 20,750   1999 8 25,000            ‐                  Fire Suppression Pool40 F067 GMCX SAFARI VAN PASS 22,995   1999 8 25,000            ‐                  Fire Suppression Pool40 F2513 EONE PUMPER FIRETRUCK 267,441 1996 20 ‐                 510,000             Budget by Department - Public Works 3 - 129 (continued)  Fund 501 ‐ Equipment Rental Fund  2015‐2016 Vehicle Acquisitions/Replacements Dept Assigned Charge   Code Equipment  Number Make Model Description Original  Cost Year  Puchased Life 2015  Replacement  Cost 2016  Replacement  Cost Public Works  Maintenance   Wastewater Pool42 D082 FORD F450 1 TON SVC BODY 26,113   1997 10 75,000            ‐                  Public Works  Maintenance   Wastewater Pool42 C187 FORD RANGER PU COMPACT 18,308   1999 8 25,000            ‐                  Total:2,831,000$     1,473,000$      Budget by Department - Public Works 3 - 130 Public Works Position Listing (Sheet 1 of 4) 2012 2013 2013 2014 2014 2015 2016 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Public Works Administration M49 Public Works  Administrator 1.001.001.001.001.001.001.00 M24 Principal  Finance  and Admin  Analyst 1.001.001.001.001.000.000.00 N14 Administrative Assistant 1.001.001.001.001.001.001.00 Total Administration Division 3.00 3.00 3.00 3.00 3.00 2.00 2.00 Transportation Systems Division Administration M45 Deputy PW Admin ‐Transportation 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative Secretary I 1.001.001.001.001.001.001.00 A07 Secretary II 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Total Administration 2.50 2.50 2.50 2.50 2.50 2.50 2.50 Transportation Planning M33 Transportation  Planning Manager 0.000.000.000.001.001.001.00 M33 Transportation  Planning Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A29 Program Development Coordinator II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil  Engineer III 0.500.500.500.500.500.500.50 A24 Transportation  Planner 1.001.001.001.001.001.001.00 Total Transportation Planning 3.50 3.50 3.50 3.50 3.50 3.50 3.50 Transportation Design M33 Transportation  Design Manager 0.000.000.000.001.001.001.00 M33 Transportation  Design Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A32 Principal  Civil  Engineer ‐ Transp 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A28 Civil  Engineer III 3.003.003.003.003.003.003.00 Total Transportation Design 5.00 4.00 4.00 4.00 4.00 4.00 4.00 Transportation Operations /Maintenance M33 Transportation  Operations  Manager 1.001.001.001.001.001.001.00 M27 Transportation  Maintenance Assistant Manager 0.000.000.000.001.001.001.00 M27 Transportation  Maint Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A28 Civil  Engineer III 0.50 0.50 0.00 0.50 0.00 0.00 0.00 A25 Civil  Engineer II 0.00 0.00 0.50 0.00 0.50 0.50 0.50 A23 Engineering Specialist III 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A21 Signal/Electronics Sys  Tech II 6.00 6.00 6.00 6.00 4.00 4.00 4.00 A21 Traffic Signage  and Marking Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A17 Signal/Electronics Sys  Tech I 0.000.000.000.002.002.002.00 A13 Signal/Electronics System Assistant I I 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A12 Traffic Maintenance  Worker II 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A05 Office  Assistant III 0.500.500.500.500.500.500.50 Total Transportation Operations/Maintenance 16.00 15.00 15.00 15.00 15.00 15.00 15.00 Airport M33 Airport Manager 1.001.001.001.001.001.001.00 A28 Civil  Engineer III 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A25 Capital Project Coordinator 1.001.001.001.000.000.000.00 A23 Assistant Airport Manager 1.001.001.001.001.001.001.00 Grade Title   Budget by Department - Public Works 3 - 131 Public Works Position Listing (Sheet 2 of 4) 2012 2013 2013 2014 2014 2015 2016 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted A11 Airport Maintenance Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Airport 6.006.006.006.006.006.006.00 Total Transportation Systems Division 33.00 31.00 31.00 31.00 31.00 31.00 31.00 Utility Systems Division Water Utility Systems M38 Utility Systems  Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25 M33 Utility Engineering Manager 0.000.000.000.001.001.001.00 M33 Utility Engr Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A32 Utility/GIS Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil  Engineer III 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A23 Engineering Specialist III 0.500.500.500.500.501.001.00 A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A15 Senior Program  Specialist 0.500.500.500.500.500.500.50 A09 Admin Secretary I 0.250.250.250.250.250.250.25 A07 Secretary II 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Water Utility Systems 6.756.756.756.756.757.257.25 Wastewater Utility Systems M38 Utility Systems  Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25 M33 Utility Engineering Manager 0.000.000.000.001.001.001.00 M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A28 Civil  Engineer III 2.002.002.002.002.002.002.00 A23 Engineering Specialist III 0.500.500.500.500.501.001.00 A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Admin  Secretary I 0.250.250.250.250.250.250.25 A07 Secretary II 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Wastewater Utility Systems 5.255.255.255.255.255.755.75 Surface  Water Utility Systems M38 Utility Systems  Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25 M33 Utility Engineering Manager 0.000.000.000.001.001.001.00 M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A28 Civil  Engineer III 4.004.005.004.005.005.005.00 A25 Civil  Engineer II 3.00 2.00 1.00 2.00 1.00 1.00 1.00 A23 Engineering Specialist III 1.001.001.001.001.001.001.00 A21 Civil  Engineer I 1.000.000.000.000.001.001.00 A09 Admin Secretary I 0.250.250.250.250.250.250.25 A07 Secretary I I 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Surface Water Utility Systems 10.75 8.75 8.75 8.75 8.75 9.75 9.75 Solid Waste Utility Systems M38 Utility Systems  Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25 A09 Admin Secretary I 0.250.250.250.250.250.250.25 A07 Secretary II 0.25 0.25 0.25 0.25 0.25 0.25 0.25 M25 Solid  Waste Coordinator 1.001.001.001.001.001.001.00 Grade Title   Budget by Department - Public Works 3 - 132 Public Works Position Listing (Sheet 3 of 4) 2012 2013 2013 2014 2014 2015 2016 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted A13 Program Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Solid Waste Utility Systems 2.752.752.752.752.752.752.75 Total Utility Systems Division 25.50 23.50 23.50 23.50 23.50 25.50 25.50 Maintenance Services Division Maintenance Administration M38 Maintenance Services  Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M28 Waste  Water/Special  Operations  Manager 0.450.450.450.450.450.450.45 A17 Maintenance Buyer 1.001.001.001.001.001.001.00 A08 Purchasing Assistant 1.001.001.001.001.001.001.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A05 Office  Assistant III 1.001.001.001.001.001.001.00 Total Maintenance Administration 5.45 5.45 5.45 5.45 5.45 5.45 5.45 Streets/Solid Waste Maintenance Services M28 Street Maintenance Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Street Maintenance Services  Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Pavement Mgmt Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A16 Lead  Maint Services  Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A12 Maint Services  Worker III/Street 14.00 14.00 14.00 14.00 13.00 13.00 13.00 A08 Maint Services  Worker II/Street 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A04 Solid  Waste Mtc Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A08 Maintenance Svc Wkr II / Utility Locator 0.100.100.100.100.100.100.10 Total Streets/Solid Waste Maintenance Services 20.10 20.10 20.10 20.10 20.10 20.10 20.10 Wastewater Maintenance  Services M28 Waste  Water/Special  Operations  Manager 0.250.250.250.250.250.250.25 A23 Wastewater Maint Svcs  Supr (Waste/Surface  Water) 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A16 Lead Maintenance Services  Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A15 Lift Station Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A12 Maintenance Svc Wkr III (Wa ste/Surface  Water)3.00 3.00 3.00 3.00 3.00 3.00 3.00 A08 Maintenance Svc Wkr II / Utility Locator 0.200.200.200.200.200.200.20 Surface  Water Maintenance Services M28 Waste  Water/Special  Operations  Manager 0.200.200.200.200.200.200.20 A23 Wastewater Maint Svcs  Supr (Waste/Surface  Water) 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A16 Lead  Maintenance Services  Worker 1.00 1.00 2.00 1.00 2.00 2.00 2.00 A12 Maintenance Svc Wkr III (Waste/Surface  Water)9.00 9.00 9.00 11.00 8.00 8.00 8.00 A08 Maintenance Svc Wkr II (Waste/Surface Water)2.00 2.00 1.00 2.00 4.00 4.00 4.00 A08 Maintenance Svc Wkr II / Utility Locator 0.500.500.500.500.500.500.50 Total Surface Water/Waste Water Maint Serv 20.15 20.15 20.15 22.15 22.15 22.15 22.15 Water Maintenance Se rvices M33 Water Maintenance Manager 1.001.001.001.001.001.001.00 M28 Waste  Water/Special  Operations  Manager 0.100.100.100.100.100.100.10 A21 Water Maintenance Services  Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Water Utilities Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A19 Water Utility Instrumentation Scada  Tech 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Grade Title   Budget by Department - Public Works 3 - 133 Public Works Position Listing (Sheet 4 of 4) 2012 2013 2013 2014 2014 2015 2016 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted A18 Lead  Wtr Utility Pump  Sta  Mech 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A17 Water Quality / Treatment Plant Operator 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A16 Lead  Maintenance Services  Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A15 Water Utility Maint Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A12 Maintenance Services  Worker III 9.009.009.009.009.009.009.00 A08 Maintenance Services  Worker II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A08 Maintenance Svc Wkr II / Utility Locator 1.201.201.201.201.201.201.20 A07 Water Meter Reader 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Water Maintenance Services 25.30 25.30 25.30 25.30 25.30 25.30 25.30 Equipment Maintenance Services M30 Fleet Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A19 Lead  Vehicle  and Equipment Mechanic 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A15 Vehicle and Equipment Mechanic 4.00 4.00 4.00 4.00 4.00 4.00 4.00 A11 Fleet Management Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Mechanic’s  Assistant 1.001.001.001.001.001.001.00 Total Equipment Maintenance  Services 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Total Maintenance Services Division 80.00 80.00 80.00 82.00 82.00 82.00 82.00 Total Public Works Department 141.50 137.50 137.50 139.50 139.50 140.50 140.50 Grade Title   Budget by Department - Public Works 3 - 134             4 DEBT MANAGEMENT     Overview       4‐1    Outstanding Debt    4‐2    Computation of Limitation of Indebtness & Debt Service to Maturity by Funding Sources    4‐3    Debt Service Coverage Ratio                                                                                                                4‐4    General Obligation Debt                                                                                                                4‐5    Waterworks Debt        4‐7     DEBT MANAGEMENT   OVERVIEW The City of Renton’s long‐term debt consists of General Obligation (GO) Bonds backed by the full  faith and credit of the City, and Revenue Bonds backed by user fee revenues.  The City is in  compliance with all Washington State debt limitation statutes and bond covenants.  The following  table represents the bond ratings for each type of debt for which ratings are given:    Type of Bonds Issued (Latest Year) Fitch Standard & Poor’s  Water & Sewer Revenue Bonds AA+AA+  Limited GO Bonds AA AA+    REVENUE DEBT:  The City of Renton’s Revenue debt consists of Water/Sewer Revenue Bonds, Public Works Trust Fund  (PWTF) Loans, Golf Bonds and Leases.  As of January 1, 2014, there was $36 million in principal  outstanding which are:  Water/Sewer Revenue Bonds $31.3 million and PWTF Loan $4.7 million.      GENERAL OBLIGATION DEBT:  Under RCW 39.36.020(2), the public may vote to approve bond issues for general government  purposes in an amount not to exceed 2.5% of the value of all taxable property within the City.   Within the 2.5% limit, the City Council may approve bond issues not to exceed 1.5% of the City’s  assessed valuation.  Prior to the passage of new legislation in 1994, the statutory limit on  councilmanic (non‐voted or limited general obligation (LTGO)) debt for general government  purposes was 0.75% of assessed valuation.  Another 0.75% of councilmanic debt was available  only for lease‐purchase contracts (RCW 35.43.200).  Now, these two components have been  combined and can be used for any municipal purpose, including using the entire 1.5% for bonds.     The voter approved capacity is generally referred to as unlimited tax general obligation (UTGO)  debt, which requires 60% voter approval and the election must have a voter turnout of at least  40% of those who voted in the last State general election.  With this vote, the voter approves  additional property tax be levied above and beyond the constitutional and statutory caps on  property tax.     In addition to these general purpose debt capacity, RCW 39.36.030(4) also allow voter to  approve park facilities and utility bond issues, each limited to 2.5% of the City’s assessed  valuation.      At the end of 2013, the City’s has $79.7 million limited general obligation debt (Council approved  debt) outstanding and an available capacity of $89.4 million.  The City made final payment of the  1998 voter approved senior housing bond in 2009 and no longer has unlimited general obligation  debt outstanding at this time therefore has the full voter approved capacity of $765.9 million  available.  The general obligation debt is approximately 5%‐6% of the total general fund 2015/2016  budget. Debt Management - Overview 4 - 1 DEBT MANAGEMENT   OVERVIEW   Interest Issue Maturity Total Amt Outstanding Item Rates Date Date Issued 1/1/2014 Issued Redeemed 12/31/2014 General Obligation Bonds: Limited GO 2006 GO S LK WA Infr Impv Bonds 4.25%‐5.00% 08/08/06 12/01/28 17,980,000     14,520,000          ‐    670,000      13,850,000          2010 GO DT Parking Refunding (01) 3.00%‐4.50% 05/11/10 12/01/21 6,170,000       6,015,000            ‐    5,000          6,010,000            2011 GO Library Bonds 2.00%‐5.00% 08/02/11 12/01/22 16,715,000     13,920,000         ‐    1,460,000   12,460,000          2011 GO City Hall  Refunding  (2001) Bonds 2.00%‐5.00% 09/21/11 12/01/17 9,425,000       6,335,000           ‐    1,510,000   4,825,000            2013 GO Qualified Energy Conservation  Bonds 3.22% 07/01/13 07/01/28 3,200,000       3,200,000            ‐    210,000      2,990,000            Subtotal Limited GO 70,890,000     43,990,000         ‐    3,855,000   40,135,000          Other Miscellaneous debt 2009 FD 40 Loan  for acquisition of  FS13 3.75% 03/01/09 09/01/28 6,798,085       5,607,083           ‐    293,130      5,313,953            2009 (A) SCORE LTGO 4.00%‐5.00% 11/04/09 01/01/22 2,953,800       2,953,800           ‐    716,400      2,237,400            2009 (B) SCORE BABS 3.00%‐6.62% 11/04/09 01/01/39 28,090,800     26,699,400         ‐    ‐              26,699,400          2010 GO Valley Comm  Refunding (00) 3.00%‐4.00%04/05/10 12/01/15 1,065,000       432,000               ‐    212,000      220,000               Subtotal Miscellaneous 38,907,685     35,692,283         ‐    1,221,530   34,470,753          Total General Obligation Debt 109,797,685   79,682,283         ‐    5,076,530   74,605,753          Water/Sewer Revenue Bonds: 2004 Water/Sewer 3.55%‐5.00% 11/01/04 12/01/18 10,335,000     1,085,000           ‐    1,085,000   ‐                      2007 Water/Sewer 4.00%‐5.00% 11/06/07 12/01/22 1,430,000       1,430,000           ‐    95,000        1,335,000            2007 Water/Sewer Refunding 4.00%‐5.00% 11/06/07 12/01/22 8,320,000       8,240,000           ‐    730,000      7,510,000            2008 (A) Water/Sewer (Exempt)4.00%‐5.00% 01/04/08 12/01/27 9,975,000       9,975,000           ‐    ‐              9,975,000            2008 (B) Water/Sewer (Taxable) 4.00%‐5.00% 01/04/08 12/01/16 2,035,000       1,425,000            ‐    600,000      825,000               2012 Water/Sewer Refunding 2.00%‐3.00% 12/07/12 12/01/27 9,190,000       9,150,000            ‐    35,000        9,115,000            Total Revenue Bonds 67,420,000     31,305,000          ‐    2,545,000   28,760,000          Water/Sewer Public Works Trust Fund Loans: Central  Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800       104,034               ‐    52,018        52,016                 Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958            5,103                   ‐    5,103           ‐                      NE 27th/Aberdeen Drainage Improvements 1.00% 06/27/95 07/01/15 731,000          85,181                 ‐    42,590        42,591                 E Kennydale I nterceptor 2.00% 06/26/96 07/01/16 2,093,740       350,567               ‐    116,855      233,712               Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568       290,616               ‐    96,872        193,744               Corrosion  Control  Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000       197,428               ‐    49,357        148,072               Maplewood Wtr Treatment Improvements 0.50% 01/17/02 07/01/21 567,831          242,408               ‐    30,301        212,107               Construct CT  Pipeline for Wells 0.50% 11/05/02 07/01/22 814,527          385,831               ‐    42,870        342,961               Maplewood Wtr Treatment Improvements 0.50% 07/01/04 06/30/24 5,150,000       2,999,118           ‐    272,647      2,726,471            Total Public Works Trust Fund Loans 17,463,590     4,660,286           ‐    708,612      3,951,674            Total WaterWorks Obligations 84,883,590     35,965,286         ‐    3,253,612   32,711,674          Total Outstanding Debt 194,681,275   115,647,569       ‐    8,330,142   107,317,427        Debt Management - Outstanding Debt 4 - 2 DEBT MANAGEMENT   OVERVIEW    Computation of Limitation of Indebtness December  31, 2013 General purpose Parks and Utility Non‐Voted Voted Open Space Purpose (Limited GO) (Unlimited GO) Voted Voted 11,274,415,348$  x 1.50% 1.00% * 2.50% 2.50% Non  Voted  Debt Limits 169,116,230 Voted  Limits 112,744,153 281,860,384 281,860,384 Less  General  Obligation Bonds  Outstanding (79,682,283) Add  Cash on hand for Debt Service ‐                   Available Debt  Capacity by Purpose $89,433,947 $112,744,153 $281,860,384 $281,860,384 Total Voted Capacity $765,898,868 2013 AV (2014  Tax  Base): Debt  Service  Requirement to Maturity Long Term  Debt  Summary as of December 31, 2013 (Dollars in Thousands) General  Obligation Waterworks Revenue Waterworks  PWTF Total Year Total Principal Interest Total Principal Interest Total Principal I nterest Total Principal Interest 2014 8,407        5,077      3,331      3,757      2,545      1,212      740       709       31      12,905      8,330        4,575         2015 8,399        5,248      3,151      2,617      1,515      1,102      729       704       25      11,744      7,466        4,278         2016 8,181        5,202      2,978      2,620      1,585      1,035      628       609       19      11,428      7,396        4,032         2017 8,163        5,389      2,774      2,621      1,660      961         409       395       13      11,192      7,444        3,748         2018 7,794        5,252      2,542      2,836      1,950      886         357       346       11      10,987      7,547        3,439         2019 7,791        5,442      2,350      2,908      2,105      803         355       346       9        11,055      7,892        3,162         2020 7,790        5,678      2,112      2,907      2,185      722         354       346       8        11,050      8,209        2,841         2021 7,783        5,933      1,851      2,907      2,270      637         352       346       6        11,042      8,548        2,494         2022 4,974        3,391      1,583      2,909      2,360      549         320       316       4        8,203        6,067        2,137         2023 4,098        2,665      1,432      2,908      2,450      458         275       273       3        7,281        5,388        1,893         2024 4,092        2,773      1,318      2,909      2,535      374         274       273       1        7,274        5,581        1,693         2025 4,087        2,893      1,194      2,906      2,620      286          ‐         ‐         ‐     6,993        5,513        1,480         2026 4,077        3,010      1,068      2,910      2,715      195          ‐         ‐         ‐     6,987        5,725        1,262         2027 4,075        3,139      936         2,909      2,810      99             ‐         ‐         ‐     6,984        5,949        1,035         2028 3,896        3,097      799          ‐           ‐           ‐           ‐         ‐         ‐     3,896        3,097        799             2029 1,939        1,273      666          ‐           ‐           ‐           ‐         ‐         ‐     1,939        1,273        666             2030 1,940        1,328      612          ‐           ‐           ‐           ‐         ‐         ‐     1,940        1,328        612             2031 1,939        1,384      554          ‐           ‐           ‐           ‐         ‐         ‐     1,939        1,384        554             2032 1,939        1,444      495          ‐           ‐           ‐           ‐         ‐         ‐     1,939        1,444        495             2033 1,939        1,507      433          ‐           ‐           ‐           ‐         ‐         ‐     1,939        1,507        433             2034 1,939        1,571      368          ‐           ‐           ‐           ‐         ‐         ‐     1,939        1,571        368             2035 1,938        1,638      300          ‐           ‐           ‐           ‐         ‐         ‐     1,938        1,638        300             2036 1,938        1,708      230          ‐           ‐           ‐           ‐         ‐         ‐     1,938        1,708        230             2037 1,939        1,782      157          ‐           ‐           ‐           ‐         ‐         ‐     1,939        1,782        157             2038 1,939        1,859      80             ‐           ‐           ‐           ‐         ‐         ‐     1,939        1,859        80               Total 121,104$ 84,427$ 36,677$ 43,166$ 32,595$ 10,571$ 5,710$ 5,539$ 171$ 169,980$ 122,561$ 47,420$     Debt Management - Computation of Limitation of Indebtness & Debt Service to Maturity by Funding Sources 4 - 3 DEBT MANAGEMENT   OVERVIEW Waterworks Utility Debt Service Coverage Ratio:  Per bond covenants, the City must maintain certain debt service coverage as protection of bond holders’  interest against default.  The City historically maintained a debt service coverage ratio substantially higher  than the required 1.25 times.  The adopted budget will continue to meet the debt service coverage ratio.    2015 Debt Service Coverage Ratio Calculation for Waterworks  Utility Total  Revenues 55,399,039  Total  Expenses1 38,582,471 Amount Available for Debt Service 16,816,568  Total  Debt Service 3,866,965    DEBT SERVICE RATIO 4.35             1Less debt service and transfers to capital 2016 Debt Service Coverage Ratio Calculation for Waterworks  Utility Total  Revenues 52,585,019  Total  Expenses 1 37,478,690  Amount Available for Debt Service 15,106,329  Total  Debt Service 3,769,249    DEBT SERVICE RATIO 4.01             1Less debt service and transfers to capital   Debt Management - Debt Service Coverage Ratio 4 - 4 DEBT MANAGEMENT   GENERAL OBLIGATION DEBT   CITY OF RENTON GENERAL OBLIGATION DEBT    2006 South Lake Washington Infrastructure Bonds. Has an average interest rate of 4.85%.  The debt service  is accounted for in Fund (215).  Principal maturing after 2017 are callable on or after December 1, 2017.     2009 King County Fire District #40 Loan. Has an average interest rate of 3.75% and is related to the Fire  District #40 asset transfer as a result of the Benson Hill annexation.  The debt service is accounted for in Fund  (215).    2009 South Correctional Entity Regional Jail (SCORE) Development Authority Bonds A & B. Issued to finance  all or a portion of the costs of acquiring land for and constructing, improving, and equipping for the operation  of the South Correctional Entity Regional Jail (SCORE), a jail facility located in Des Moines, Washington.  The  City of Renton, along with the City of Auburn, Burien, Des Moines, Federal Way, Seatac, and Tukwila are  owners of the Center and each are responsible for their percentage of the total obligation.  The City of  Renton’s portion is $31,044,600.  Debt Service for these bonds is accounted for in the General Government  Miscellaneous Debt Service Fund (215).    2010 Refunding (refund 2000) Valley Communications Center Development Authority Bonds. Issued for the  purpose of advance refunding the 2000 Valley Communications Center Bonds (to construct and equip of a  new facility, including land acquisition, for the operation of the Valley Communications Center, a 911  Dispatching Center service of South King County emergency services agencies).  The City of Renton, along  with the City of Auburn, Federal Way, Kent, and Tukwila are owners of the Center and each are responsible  for one‐fifth or $1,065,000 of the total obligation.  Debt Service for these bonds is accounted for in the  General Government Miscellaneous Debt Service Fund (215).    2010 Refunding (refund 2001) Bonds.  Has an average interest rate of 3.75% for purposes of advance  refunding the serial bond portion of the 2001 Series B Downtown Parking Facility Bonds with an average  interest rate of 5.11%.  This resulted in a positive cash flow difference of $335,632.  Debt Service is accounted  for in Fund (215).    2011 Library Bonds.  Has an average interest rate of 3.72% and was issued to finance all or a portion of the  costs of acquiring land for and constructing, improving, and equipping two new public library facilities and  repairing, renovating and improving existing library facilities; providing the form and terms of the bond.  Debt  Service is accounted for in Fund (215).    2011 Refunding (refund 2001) Bonds.  Has an average interest rate of 3% for purposes of advance refunding  the 2001 Refunding (refund 1997) Series A Bonds with an average interest rate of 5.02%.  This resulted in a  reduction in the aggregate debt service payments of $1,402,171 and a present value gain of $1,348,396.    Debt Service is accounted for in Fund (201).    2013 Qualified Energy Conservation Bonds (QECB).  Has an average interest rate of 3.22% and was issued to  finance all or a portion of the costs of constructing, improving, and equipping street light improvements;  providing the form and terms of the bond.  Debt Service is accounted for in Fund (215).    Debt Management - General Obligation Debt 4 - 5 DEBT MANAGEMENT   GENERAL OBLIGATION DEBT   Year Total  LTGO  * NCH  Development S. Lk Wa.  Infrastructure Valley  Comm  Refunding Fire Station  13 Downtown  Parking  2011 LTGO   Library   SCORE   2013 LTGO   QECB  2014           8,407,379        1,749,400         1,402,013       229,280         500,635         275,175      1,996,688       1,941,149        313,040  2015           8,399,056        1,749,100         1,396,838       228,800         500,635         280,025      1,997,888       1,939,493        306,278  2016           8,180,599        1,752,450         1,410,088                  ‐           500,635         279,725      1,997,238       1,940,949        299,516  2017           8,162,638        1,748,250         1,402,838                  ‐           500,635         279,425      1,998,338       1,940,400        292,754  2018           7,793,743                       ‐           1,404,088                  ‐           500,635     1,664,100      1,999,538       1,939,392        285,992  2019           7,791,092                       ‐           1,403,338                  ‐           500,635     1,666,325      1,997,200       1,939,365        284,230  2020           7,790,114                       ‐           1,405,588                  ‐           500,635     1,670,625      1,995,700       1,940,260        277,307  2021           7,783,271                       ‐           1,405,588                  ‐           500,635     1,666,775      1,999,000       1,940,890        270,384  2022           4,974,281                       ‐           1,413,338                  ‐           500,635         855,750       1,941,098        263,461  2023           4,097,521                       ‐           1,400,838                 ‐           500,635                    ‐         1,939,510        256,538  2024           4,091,744                       ‐           1,401,238                  ‐           500,635                    ‐         1,940,257        249,615  2025           4,087,220                       ‐           1,403,750                  ‐           500,635                    ‐         1,940,143        242,692  2026           4,077,431                       ‐           1,401,000                  ‐           500,635                    ‐         1,940,028        235,769  2027           4,074,816                       ‐           1,405,500                  ‐           500,635                    ‐         1,939,836        228,846  2028           3,895,826                       ‐           1,401,750                  ‐           332,661                    ‐         1,939,492        221,923  2029           1,938,921                       ‐                          ‐                    ‐                       ‐        1,938,921                    ‐    2030           1,939,994                       ‐                          ‐                    ‐                       ‐        1,939,994                    ‐    2031           1,938,668                       ‐                          ‐                    ‐                       ‐        1,938,668                    ‐    2032           1,938,542                       ‐                          ‐                    ‐                       ‐        1,938,542                    ‐    2033           1,939,461                       ‐                          ‐                    ‐                       ‐        1,939,461                   ‐    2034           1,939,471                       ‐                          ‐                    ‐                       ‐        1,939,471                    ‐    2035           1,938,495                       ‐                          ‐                    ‐                       ‐        1,938,495                    ‐    2036           1,938,254                       ‐                          ‐                    ‐                       ‐        1,938,254                    ‐    2037           1,938,595                       ‐                          ‐                    ‐                       ‐        1,938,595                    ‐    2038           1,939,362                       ‐                          ‐                    ‐                       ‐        1,939,362                    ‐    Totals       112,996,494        6,999,200       21,057,788        458,080       7,341,546       7,782,175    16,837,338    48,492,023     4,028,345  * Exclude SCORE Bonds  which will be repaid through SCORE jail service charges. $0.00 $1.00 $2.00 $3.00 $4.00 $5.00 $6.00 $7.00 $8.00 $9.00 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Mi l l i o n s General Government Debt Service to  Maturity  NCH Development S. Lk Wa. Infrastructure Valley Comm Refunding Fire Station 13 Downtown Parking  2011 LTGO Library SCORE 2013 LTGO QECB Debt Management - General Obligation Debt 4 - 6 DEBT MANAGEMENT   WATERWORKS UTILITY DEBT WATERWORKS DEBT SUMMARY    As of January 1, 2014, the City has $36 million in total principal revenue bond debt outstanding.  This revenue  bond debt of the City has been incurred through two (2) different bond categories:     Waterworks Revenue Bond debt, for various water/sewer projects, has $31.3 million in outstanding  principal debt.     Public Works Trust Fund Loans, received for specific water sewer projects from the State of Washington,  have $4.7 million in outstanding principal debt.    All Water/Wastewater/Surface Water debt service is accounted for in the Waterworks Utility Funds (Water  405, Wastewater 406, and Surface Water 407).     REVENUE BONDS    2004 Water/Sewer Revenue Bonds (Ordinance #5098) has an average interest rate is 4.330%.  These bonds  were issued for the purpose of providing a part of the funds necessary to carry out the system or plan for  additions to and betterments and extensions of the waterworks utility.  A portion ($9.2 million) of these  bonds were refund on 12/07/2012.    2007 Water/Sewer Revenue Bonds (Ordinance #5313) has an average interest rate is 4.22%.  These bonds  were issued for the purpose of financing the costs of carrying out certain capital improvements of  waterworks utility.      2007 Water/Sewer Revenue Refunding Bonds (02) (Ordinance #5313) has an average interest rate is 4.15%.   These bonds were issued for the purpose of refunding certain outstanding water and sewer revenue bonds of  the City.    2008 (A) Water/Sewer Revenue Bond (Exempt) (Ordinance #5313) were issued in the amount of $9,975,000  and dated January 1, 2008.  The average interest rate is 4.17%.  These bonds were issued for the purpose of  providing money to pay part of the cost of construction and acquisition of certain improvements to the  waterworks utility.    2008 (B) Water/Sewer Revenue Bond (Taxable) (Ordinance #5313) were issued in the amount of $2,035,000  and dated January 1, 2008.  The average interest rate is 4.17%.  These bonds were issued for the purpose of  providing money to pay part of the cost of construction and acquisition of certain improvements to the  waterworks utility.    2012 Water/Sewer Revenue Refunding Bonds (Ordinance #5672) were issued in the amount of $9,190,000  and dated December 7, 2012.  The average interest rate is 2.5%.  These bonds were issued for the purpose of  refunding a portion of the 2004 Water/Sewer Revenue Bonds.    PUBLIC WORKS TRUST FUND LOANS    1993 Central Renton Sewer Replacement (CAG 93‐056/95‐057 loan is for the replacement of approximately  10,400 linear feet of existing 8” concrete sewer pipe within the Central Renton Subbasin with new 8” sewer  pipe, replacement of 40‐50 manholes, replacement of approximately 8,400 linear feet of alleyway as well as  an undetermined quantity of storm drainage improvements.  Debt Management - Waterworks Debt 4 - 7 DEBT MANAGEMENT   WATERWORKS UTILITY DEBT   1994 Dayton Avenue Northeast (CAG 94‐045) loan is for the installation of approximately 870 linear feet of  8” sanitary sewer main, 3 manholes, and 22‐side sewer stubs and street restoration including an asphalt  overlay.  Expansion service to a portion of an existing developed single‐family neighborhood that currently is  utilizing on‐site septic systems.    1995 Northeast 27th/Aberdeen Drainage Improvements (CAG 95‐058) loan is for surveying, design,  permitting and construction of approximately 2,800 feet of new 18 or 24‐inch stormwater pipe.  The project  includes manholes, catch basins, control structures, relocation of conflicting utilities, pavement patching, and  overlay and restoration of all areas disturbed by construction.    1996 East Kennydale Sewer Interceptor (CAG 96‐079), $2,093,740, 2%, 20‐year loan for the construction of  approximately 5,200 linear feet of 12 to 15‐inch sanitary sewer pipe, 14 sewer manholes, replacement of the  Devil’s Elbow sanitary sewer lift station, 300 linear feet of 6‐inch sanitary force main, fish habitat  improvements, repair of access road, and associated asphalt patching and paving.    1996 Honeycreek (Sunset) Sewer Interceptor (CAG 96‐078) loan is to construct approximately 5,785 linear  feet of 15 to 18‐inch sanitary sewer main, 15 sewer manholes, 3,300 square yards of asphalt paving, and  related appurtenances to the sewer main.    1997 Corrosion Control Treatment Facilities (CAG 96‐031/97‐130).  This loan was for construction of a  building on City property in Cedar River Park between well PW‐8 and well PW‐9 to store and pump chemicals  for treating the water from wells RW.    2002 Maplewood Water Treatment Improvement (CAG 01‐175).  This loan was to fund the costs to eliminate  quality problems in water from the Maplewood wellfield wells.    2002 CT Pipeline for Wells RW‐1, RW‐2 and RW‐3 (CAG 02‐082) loan is to construct the CT detention pipeline  for wells RW‐1, RW‐2 and RW‐3 at Liberty Park.    2004 Maplewood Drinking Water Treatment Improvement (CAG 04‐053) loan is to construct the drinking  water treatment improvements at Maplewood.     Debt Management - Waterworks Debt 4 - 8 DEBT MANAGEMENT   WATERWORKS UTILITY DEBT     Year Total  Revenue  Bonds   2003 W/S  Refunding 2004 W/S 2007 W/S  2007 W/S  Refunding   (02) 2008 (A) W/S   (Exempt) 2008 (B) W/S  (Taxable) 2012 W/S  Refunding  (2004) PWTF Loans 2014 3,757,328      ‐                1,132,953      154,200       1,075,650      415,508         671,468       307,550         740,035        2015 2,616,575      ‐                ‐                  150,400       1,071,450      415,508         672,368       306,850         728,555        2016 2,619,745      ‐                ‐                  146,600       1,066,250      895,508         205,238       306,150         627,673        2017 2,620,858      ‐                ‐                  151,850       1,072,250      1,091,308      ‐                305,450         408,618        2018 2,835,858      ‐                ‐                  301,600       1,231,000      933,508         ‐                369,750         357,038        2019 2,908,208      ‐                ‐                  256,200       1,180,000      985,258         ‐                486,750         355,309        2020 2,906,758      ‐                ‐                  207,200       1,124,400      1,034,458      ‐                540,700         353,580        2021 2,907,158      ‐                ‐                  194,800       1,119,400      1,045,658      ‐                547,300         351,851        2022 2,909,308      ‐                ‐                  197,600       1,118,000      1,045,258      ‐                548,450         319,821        2023 2,907,958      ‐                ‐                  ‐                ‐                  1,203,658      ‐                1,704,300      275,374        2024 2,908,678      ‐                ‐                  ‐                ‐                  1,203,478      ‐                1,705,200      274,010        2025 2,905,898      ‐                ‐                  ‐                ‐                  1,201,148      ‐                1,704,750      ‐                 2026 2,909,578      ‐                ‐                  ‐                ‐                  1,201,628      ‐                1,707,950      ‐                 2027 2,909,315      ‐                ‐                  ‐                ‐                  1,204,665      ‐                1,704,650      ‐                 Totals 43,166,214$ 422,678$     1,393,183$    1,819,650$ 10,424,850$ 14,292,050$ 2,259,210$ 12,554,594$ 5,710,013$  $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50 $4.00 $4.50 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Mi l l i o n s 2003  W/S Refunding 2004  W/S 2007  W/S 2007  W/S Refunding  (02) 2008  (A) W/S  (Exempt)2008  (B) W/S   (Taxable)2012  W/S Refunding (2004)PWTF Loans Debt Management - Waterworks Debt 4 - 9             5 CAPITAL INVESTMENT PROGRAM     City Wide Narrative    5‐1    City Wide Summary    5‐5    General Government    5‐7    Internal Service Funds    5‐57    Transportation       5‐61    Airport                                                                                                                5‐97    Golf Course        5‐109    Water    5‐117    Wastewater      5‐133    Surface Water       5‐151    CAPITAL INVESTMENT PROGRAM 2015 through 2020 I. Capital Investment Program Policy  Overview  The projects listed in the 2015‐2020 Capital Investment Program (CIP) are consistent with the adopted 2015‐16 Capital Budget and with the Comprehensive Plan and the State Growth Management Act. The budget serves to specify the amount of funds available for capital investment  projects by general category (e.g., wastewater utility, streets, surface water utility, water utility, etc.) during 2015‐16, whereas the CIP focuses on life basis cost of each project, over a full six year period. In addition to identifying each capital projects by category, the CIP includes the annual capital‐related costs, the projected operating budget impacts, and the funding sources for each project.   Not all of the City's capital spending is included in the 6‐year CIP. Operating equipment purchases and replacements, such as mobile equipment and computers, are financed through the Equipment Replacement Reserve revolving fund or through systematic replacements in the operating budget. Similarly, small projects for operating facilities, such as fire stations, senior activities center, and the City Hall, have been incorporated into internal service charges and have been funded with operating budget since 2011.  As the biennium progresses, some projects become higher priorities while others are delayed, depending on a variety of circumstances. In some instances additional funding becomes available from cost savings on other projects, third party funding (grants, interlocal agreements), or when existing capital projects are carried over into the new fiscal year due to scheduled delays. In these cases the budget can be amended and the City Council, in coordination with City administration, take action to approve specific projects and adjust the schedule for existing projects so total capital expenditures don't exceed the original budget, unless there is additional funding to offset the increased costs. Background  Renton’s businesses and citizens have made a considerable investment for resources in buildings, parks, streets, sewers, water systems, equipment, and other capital investments. These assets are used by the public and by city staff to provide daily services. Therefore, it is the City's responsibilty to properly plan, design, construct, and maintain these assets and facilities in order to ensure they are safe, long‐lasting, and provide a welcoming and usable space for generations of users. The Capital Investment Plan (CIP) represents the City’s near term investment priorities, its plan to preserve past investments, and provide adequate facilities for the future. While the focus of our CIP is limited to the larger, multi‐year projects that require more time and policy discussion to initiate. The CIP includes projects meeting the following criteria:  1. A useful life greater than 2 years. 2. New and expanded physical facilities/assets including the study, planning, and design phases. 3. System‐wide or subarea studies and planning efforts. 4. Large scale renovation and replacement of existing facilities over $25,000. 5. The acquisition of new capital facilities or assets. 6. The purchase of major pieces of equipment which are not identified in the Equipment Rental/Reserve Fund; or require multiple‐year financing. 7. Equipment purchases associated with newly acquired facilities. Capital Investment Program - City Wide Narrative 5 - 1 CAPITAL INVESTMENT PROGRAM 2015 through 2020 II. Procedure for Capital Investment Program  1. Initiation  Requesting Department: 1. Creates a list of the various capital investment projects to be considered. 2. Verifies that projects meet the definitions of the previously defined CIP Policy. 3. Identifies all recommened or likely source of funding for each project 4. Asses each project's operating budget impact, including long‐term maintenance costs. 5. Creates a request for each project which includes: a project description, the funding source(s), and long‐term operating impact. 6. Prioritizes each request using the CIP Evaluation Criteria. 7. Submits request to the Administrative Services Department. 2. Reviews  Mayor / Chief Administrative Officer / Administrative Services Administrator: 1. Reviews prioritized Capital Investment Requests. 2. Prepares a bi‐annual Capital Investment Plan recommendation. 3. Presents the Budget and Capital Investment Plan to the City Council. City Council: 1. Conducts a workshop at mid‐year preparatory to the development and submittal  of the Mayor’s proposed bi‐annual budget, to consider any priorities or projects of interest. 2. Holds a public hearing to review the recommended CIP as part of the budget process. 3. Conducts workshops to review the Mayor's recommendations and make changes as necessary. 4. Adopts the Capital Investment Program as part of the bi‐annual budget. 3. Implementation  Department:  1. Monitors all CIP projects approved in the City’s adopted bi‐annual budget. 2. If estimated project cost exceeds appropriation, obtain council approval for updated project cost information. 3. Obtain Council approvel when cumulative change orders on any particular contract exceed 10% of the approved initial contract. 4. Work with Administrative Services Department to provide quarterly progress updates to the Council. Administrative Services Department: 1.  Monitors the CIP and budgets and provides periodic status reports to the City Council. 4. Closeout Department: 1. Issue the Notice of Completion to the Adminstrative Services Department. 2. Submit project completion documents and obtain authorization to release retainage from the City Council. 3. Create budget proposals for impacts on the operating budget. Administrative Services Department: 1. Reconciles total revenues and expenditures for each CIP 2. Capitalize project, as appropriate. 3. Release retainage once authorization from the City Council and all applicable State agencies has  been received. 4. Coordinate project audits. Capital Investment Program - City Wide Narrative 5 - 2 CAPITAL INVESTMENT PROGRAM 2015 through 2020 III. Criteria for Evaluating Projects The City Council reviewed and adopted updated criteria in evaluating and prioritizing CIP projects in 2013. The new priorization matrix considers two dimensions of each project: 1. importance and 2. urgency/timing. The following are the considerations to make for each dimension: 1. Importance  Community safety and health  ‐ Preservation of public health, safety, or mission critical program/operation. Compliance with laws and regulations  ‐ Required/mandated by court, federal, or state government laws/regulations. Promoting economic development ‐ Urban and neighborhood renewal, job attraction/retention, and growth in general City revenue. Community value ‐Preserve and protect natural resources and the environment,provide fair and equitable access, existing user demand and participation, and improve workforce and customer satisfaction. Financial stewardship ‐Maximize return on investment through grants or other leveraged resources, reduce ongoing costs, consolidation of duplicative/overlapping services and costs, avoidance of more costly investment alternatives, or generation of net revenue.  Consistency with adopted plans ‐comprehensive plans; business plans; community plan(s);Transportation Improvement Plan; Parks, Recreation, and Natural Areas Plan; and other planning documents Urgent/Immediate safety ‐Includes city services for the protection of community safety and health for persons and property. The city should prioritize those projects that need immediate attention.  External resource timing ‐To maximize the impact of city’s resources, the city has been actively seeking external grants or private investments for projects.  The availability and timing of external funding can influence when the city can implement a project that is important to the community.   Coordinate internal resource timing  ‐ This leverages internal resources and reduces service interruptions during the construction.  Maintain service level ‐Under the Growth Management Act, the city is required to provide increased capacity in infrastructure concurrent to growth in order to maintain service levels.  This is also an important expectation of the community.   Improve service level ‐While improving service level may be the least “urgent”, certain projects of higher importance to the community may be implemented sooner than other projects that have high urgency but low community importance.   2. Urgency/Timing Capital Investment Program - City Wide Narrative 5 - 3 This page is intentionally left blank  Capital Investment Program - City Wide Narrative 5 - 4 CAPITAL INVESTMENT PROGRAM ‐ SUMMARY 2015 through 2020 C I T Y  W I D E  S U M M A R Y  Departments 2015 2016 2017 2018 2019 2020 Project Total General Government 3,366       5,392       21,724    9,011       12,416    3,624       55,533        Transportation 14,275    6,832       19,894    47,750    59,048    56,341    204,140      Airport 540          2,008       11,823    12,698    1,655       1,015       29,739        Golf Course 50            70            385          445          1,340       2,580       4,870           Water Utility 5,440       6,190       5,194       2,635       2,285       2,285       24,029        Wastewater Utility 4,100       3,550       3,500       3,500       3,500       3,500       21,650        Surface Water Utility 5,000     3,000     5,000     3,050     3,000       5,000     24,050      Total 32,771    27,042    67,520    79,089    83,244    74,345    364,011      Resources 2015 2016 2017 2018 2019 2020 Project Total User Fee            369             394             493             328             388             508 2,481           REET        1,000         2,000                ‐                  ‐                  ‐                  ‐   3,000           Fuel Tax            640             650             660             670             680             680 3,980           Bond Proceeds               ‐                  ‐                  ‐                  ‐                  ‐               178 178              Utility Tax            325             325                ‐                  ‐                  ‐                  ‐   650              Business License/B&O Tax        2,491         3,436         1,575         1,725         1,748         1,766 12,741        Operating      11,330       13,288       14,593       10,325         9,943       12,815 72,294        Grants/Contribution      13,374         4,661       10,894       11,009             174             534 40,646        Mitigation Funds Received            196                ‐                  ‐                  ‐                  ‐                  ‐   196              Misc/Transfers        1,300         1,140                ‐                  ‐                  ‐                  ‐   2,440           Interest Income            294             315             385             296             284             345 1,918           KC levy Prop 1 transfer            197             197             197             197             197                ‐   985              Other Government Resources In‐Hand 125          95            1,000       1,000       ‐            ‐           2,220           Fund Balance 1,130     ‐          ‐          ‐           ‐            ‐         1,130         Total 32,771    26,501    29,798    25,550    13,414    16,826    144,860      Balance Available/Unfunded Needs ‐           (541)         (37,722)   (53,539)   (69,830)   (57,519)   (219,152)     Projected Adopted Projected Adopted Capital Investment Program - City Wide Summary 5 - 5 This page is intentionally left blank  Capital Investment Program - City Wide Summary 5 - 6 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) A ‐ Acquisition, D ‐ Development/Redevelopment, M ‐ Maintenance/Preservation, P ‐ Planning, X ‐ Cross Category Life to  Date  Adjusted  Budget Project  #Projects Priority Type*Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total 1 Acquisition Opportunity ‐ Coulon Park A ‐                 ‐                     ‐               1,000       ‐                ‐                ‐                ‐               1,000        2 Black River Riparian Forest D ‐                ‐                     ‐                ‐               90            100          200          2,000       2,390        3 Maplewood Community Park D ‐                 ‐                     ‐                ‐               150          400          4,000       225          4,775        4 Regis Park Athletic Field Expansion D 94             508               ‐                ‐               650          3,000       4,500       ‐               8,752        5 Springbrook Trail Missing Link D 650           ‐                    ‐                ‐               100          2,000       ‐                ‐               2,750        6 Sunset EIS Park D 1                3,329           200          ‐               6,000       ‐                ‐                ‐               9,530        7 Piazza Master Plan & Redevelopment D ‐                 ‐                    100          300          3,500       ‐                ‐                ‐               3,900        8 North Highlands Park Improvements D ‐                 ‐                    280          80            ‐                ‐                ‐                ‐               360           9 Liberty Park Improvements D ‐                 ‐                    300          1,000       ‐                ‐                ‐                ‐               1,300        10 Accessible Playground D ‐                 1,274           ‐                ‐                ‐                ‐                ‐                ‐               1,274        11 Fire Station 15 D ‐                 ‐                     ‐                ‐               5,912       650          ‐                ‐               6,562        12 Riverview Park Bridge Reconstruction M 6                1,167           ‐                ‐                ‐                ‐                ‐                ‐               1,173        13 Coulon Park Repairs and Maintenance M 20             1,291           170          680          760          150          50            50            3,171        14 City‐wide Security System Upgrades M 334           71                 90            90            90            90            90            90            945           15 Irrigation Renovation, Automation and Conservation M 159           15                 ‐               250          265          265          15            15            984           16 Parks Major Maintenance M 1,284        600               555          550          620          650          2,440       315          7,014        17 Parking Lots and Drive Repairs M ‐                 100               150          80            80            80            80            80            650           18 Ball field Renovation Program M 71             ‐                    50            50            75            50            ‐                ‐               296           19 Paths, Walks, Patios and Boardwalks M 546           112               130          40            ‐               40            ‐                ‐               868           20 Sports Court Repairs M 74             59                 150          80            50            50            50            50            563           21 Habitat Enhancement M ‐                 ‐                     ‐                ‐               25            25            25            25            100           22 Tree Maintenance M 611           261               275          275          310          310          310          310          2,662        23 Transportation Landscape Improvements M ‐                 ‐                    75            75            150          150          150          150          750           24 Sr Center Kitchen Remodel M ‐                 ‐                     ‐               40            920          ‐                ‐                ‐               960           25 Museum Lobby Renovation M ‐                 ‐                    30            ‐                ‐                ‐                ‐                ‐               30             26 Henry Moses Aquatic Center M 831           106               120          120          120          120          120          120          1,657        27 Renton Community Center Improvements M ‐                 ‐                    120          ‐                ‐                ‐                ‐                ‐               120           28 City Hall Lobby Remodel M ‐                 ‐                     ‐                ‐               250          250          ‐                ‐               500           29 City Hall Carpet Replacement M ‐                 ‐                     ‐                ‐               250          250          ‐                ‐               500           30 City Hall Roof M ‐                 ‐                     ‐                ‐               380          ‐                ‐                ‐               380           31 Permit Area Reconfiguration M ‐                 ‐                    180          100          ‐                ‐                ‐                ‐               280           32 Community Services Maint. Shop Rehab M 223           100               160          90            ‐                ‐                ‐                ‐               573           33 Sign Shop M ‐                 ‐                     ‐               182          ‐                ‐                ‐                ‐               182           34 Leased Facilities M 1,263        204               ‐                ‐                ‐                ‐                ‐                ‐               1,467        35 Downtown Wayfinding M 171           ‐                    100          100          250          ‐                ‐                ‐               621           36 Benson/Cascade Park P                  ‐                       ‐                  ‐                  ‐             250                  ‐                  ‐                  ‐ 250           37 Parks, Recreation and Open Space Plan P 213           ‐                     ‐               125          ‐                ‐                ‐                ‐               338           38 Park Master Planning P ‐                 ‐                     ‐                ‐               90            90            90            90            360           39 Integrated Pest Management Program P ‐                 ‐                     ‐                ‐               100          ‐                ‐                ‐               100           40 Trails and Bike Master Plan P ‐                 ‐                    50            ‐                ‐                ‐                ‐                ‐               50             41 Capital Project Coordination X 332           75                 81            85            90            94            99            104          960           42 Limited Term Certified Arborist X ‐                 ‐                     ‐                ‐                ‐                ‐                ‐                ‐                ‐                43 Limited Term Capital Project Coordinator X ‐                 ‐                     ‐                ‐                ‐                ‐                ‐                ‐                ‐                44 Grant Matching Program X ‐                211               ‐                ‐                ‐                ‐                ‐                ‐               211           45 Disaster Repairs X ‐                 ‐                     ‐                ‐                ‐                ‐                ‐                ‐                ‐                46 2007 KC levy Prop 2 Earmarked X 653           459               ‐                ‐                ‐                ‐                ‐                ‐               1,112        47 2013 KC Proposition 1 Parks Levy Fund X ‐                 ‐                     ‐                ‐               197          197          197          ‐               591           Total Capital Project Expenditures 7,537        9,942           3,366      5,392      21,724    9,011      12,416    3,624      73,011     Life to  Date  Estimated  Year End Project  Resources Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total REET 925           2,200           1,000       2,000       ‐                ‐                ‐                ‐               6,125        Utility Tax 351           425               325          325          ‐                ‐                ‐                ‐               1,426        B&O Tax/Business License Fee 400           400               500          1,436       ‐                ‐                ‐                ‐               2,736        Operating 700           204               ‐                ‐                ‐                ‐                ‐                ‐               904           Grants/Contribution Received 1,245        52                 2               ‐                ‐                ‐                ‐               ‐               1,299        Mitigation Funds Received 1,350        ‐                     ‐                ‐                ‐                ‐                ‐                ‐               1,350        Grants/Contribution Anticipated ‐                 1,067           14            ‐                ‐                ‐                ‐                ‐               1,081        Transfers from other funds 1,206        1,272           1,300       1,140       ‐                ‐                ‐                ‐               4,918        Interest Income ‐                 ‐                    7              5               ‐                ‐                ‐                ‐               12             2014 KC levy ‐                 197               197          197          197          197          197          ‐               1,182        2007 KC levy Prop 2 Earmarked 1,112        ‐                     ‐                ‐                ‐                ‐                ‐                ‐               1,112        Beginning Fund Balance 2,467        4,322           ‐                ‐                ‐                ‐                ‐                ‐               6,789        Total Capital Project Resources 9,756        10,139         3,344      5,103      197          197          197          ‐               28,933     Balance Available / (Unfunded Needs)2,219        197               (22)           (289)        (21,527)   (8,814)     (12,219)   (3,624)     (44,078)    Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - General Government 5 - 7 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 1 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: Acquisition Opportunity ‐ Coulon Park Project Type: Acquisition  Total Anticipated Project Cost:1,000$                Current LOS Growth 100% Project Description: Summary of Progress:     Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    1,000           ‐                    ‐                    ‐                    ‐                    1,000            Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    1,000           ‐                    ‐                    ‐                    ‐                    1,000            Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    1,000           ‐                    ‐                    ‐                    ‐                    1,000            Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    1,000           ‐                    ‐                    ‐                    ‐                    1,000            Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Research and identify parcels for potential acquisition to support Coulon Park. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 8 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 2 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Black River Riparian Forest  Project Type:Development and Major Maintenance Total Anticipated Project Cost:2,390$         Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                ‐                ‐                    ‐                    90                 100               200               2,000           2,390            Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                ‐                    ‐                    ‐                    90                 100               200               2,000           2,390            Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                     Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                (90)                (100)             (200)             (2,000)          (2,390)           Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                15                15                Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                15                 15                  Adopted Adopted The Black River Riparian Forest contains an active heron colony, an estimated 75 species of avifauna, and numerous mammals.  An interpretive learning center, soft  surface paths to view wildlife, and  sensitive habitat enhancement are planned.  The first phase of this project includes a wildlife/habitat inventory/assessment to  determine the suitability and feasibility of an interpretive learning center and associated amenities. Master planning will occur in 2018, followed by construction  documents (2019) and construction (2020).  Impacts to the operating budget might include utilities, office supply and equipment and labor for the learning center  and surrounding amenities. This project was identified as a #2 citywide priority in the adopted Parks, Recreation and Naturals  Plan (2011). CIP Expenditures & Resources Capital Investment Program - General Government 5 - 9 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 3 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Maplewood Community Park Project Type:Development and Major Maintenance Total Anticipated Project Cost:4,775$         Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                ‐                    ‐                    150               400               ‐                    225               775                Major Maintenance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                ‐                ‐                    ‐                    ‐                    4,000           ‐                    4,000            Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                ‐                    ‐                    ‐                    150               400               4,000           225               4,775            Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                     Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (150)             (400)             (4,000)          (225)             (4,775)           Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              250               250              500              Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                250               250               500                Adopted Adopted This 40‐acre site, located adjacent to Maplewood Heights Elementary School and Maplewood Neighborhood Park, is currently owned by King County and will be  transferred to the City of Renton (date unknown) for future use as a park site.  The area is experiencing rapid residential growth.  Long term development plans call  for a mixed‐use community park that includes both active and passive uses.  Consultant selection and master planning is scheduled for 2017; design development,  construction document preparation, and bidding in 2018, with phase one development proposed for 2018 at a cost of $4,000,000. Phase 2 design development,  construction document preparation, and bidding in 2020, construction in 2021. Impacts include labor, equipment, supplies and utility costs dependant upon the  final design of the facility. This project was identified as a #5 citywide priority in the adopted Parks, Recreation and Natural Areas Plan (2011).  The City and King County have delayed  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 10 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 4 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Regis Park Athletic Field Expansion Project Type:Development and Major Maintenance Total Anticipated Project Cost:8,752$         Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                30                 ‐                    ‐                    650               ‐                    ‐                    ‐                    680                Major Maintenance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction 94                 478               ‐                    ‐                    ‐                    3,000           4,500           ‐                    8,072            Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 94                 508               ‐                    ‐                    650               3,000           4,500           ‐                    8,752            Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    300               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    300                Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers 94                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    94                  Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    208               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    208                Total Resources 94                 508               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    602                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (650)             (3,000)          (4,500)          ‐                (8,150)           Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               25               5                  5                   5                  40                Net Operating Impact ‐                ‐                ‐                ‐                25                 5                   5                   5                   40                  Adopted Adopted This project occurs in three phases.  Phase I consisted of the lighted soccer field (all‐weather dirt) and softball field, lighted basketball court, one parking lot, entry  drive and bridge over Madsen Creek.  Phase II will include a wetland inventory & delineation, environmental assessment, design and construction documents in  2015.  Construction is planned in 2016 to expand the capacity and provide greater programming flexibility by improving the existing all‐weather (dirt) soccer field  with synthetic turf, constructing a second lighted synthetic turf soccer field, expanding the parking lot, adding potable water supply, restroom facility and sewer, a  children's play area, and two picnic shelters.  Phase III will convert the existing natural turf softball field to synthetic turf and add a second lighted synthetic turf ball  field.  Impacts include labor, supplies, equipment and utilities to operate the facility, dependent upon the final design.   This project is identified as a #1 citywide priority in the Parks, Recreation and Natural Areas Plan (2011).  Phase I was completed in 2000.  Carry forward unspent  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 11 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 5 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Springbrook Trail Missing Link Project Type:Development and Major Maintenance Total Anticipated Project Cost:2,750$         Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                ‐                    ‐                    ‐                    100               ‐                    ‐                    ‐                    100                Major Maintenance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction 650               ‐                    ‐                    ‐                    2,000           ‐                    ‐                    2,650            Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 650               ‐                    100               2,000           ‐                    ‐                    2,750            Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                     Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received 650               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    650                Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources 650               ‐                ‐                ‐                ‐                ‐                ‐                ‐                650                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (100)             (2,000)          ‐                ‐                (2,100)           Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              5                  5                   5                  15                Net Operating Impact ‐                ‐                ‐                ‐                3                   3                   3                   15                  Adopted Adopted This project will construct remaining missing links in the existing system between SW 43rd Street and SW Grady Way.  The Springbrook Trail is linked to a countywide  regional trail system including the Interurban Trail, and extends to the City of Pacific to the south, and north to South Seattle.  Impacts include maintenance of the  trail and utilities, if any, such as irrigation. Project is identified as a #2 priority in the Trails and Bicycle Master Plan (2009). The boardwalk trail was completed in 2010.  $50,000  was received from  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 12 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 6 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Sunset EIS Park Project Type:Development Total Anticipated Project Cost:9,530$         Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    2,950           ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    2,950            Consultant Services 1                   379               200               ‐                    ‐                    ‐                    ‐                    ‐                    580                Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    6,000           ‐                    ‐                    ‐                    6,000            Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 1                   3,329           200               ‐                    6,000           ‐                    ‐                    ‐                    9,530            Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    1,650           200               ‐                    ‐                    ‐                    ‐                    ‐                    1,850            Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    100               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    100                Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 1,000           1,000            Misc/Transfers 1                   250               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    251                Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused ‐                     2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    329               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    329                Total Resources 1                   3,329           200               ‐                    ‐                    ‐                    ‐                    ‐                    3,530            Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (6,000)          ‐                ‐                ‐                (6,000)           Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              7                  9                   11                27                Net Operating Impact ‐                ‐                ‐                ‐                ‐                7                   9                   11                 27                  Adopted Adopted The Sunset Area Community Revitalization Program will redevelop the area with new public housing and encourage development and infrastructure improvements,  creating opportunities for affordable housing and retail investment.  As part of the redevelopment, park and regional storm water facilities will be integrated into a  park master planning process. Survey, design and construction drawings are planned in two phases beginning in 2014 and completed in 2015.  Acquistion of the  property will occur in 2016 with  Construction of the park in 2017.  This park was identified in the adopted Parks, Recreation and Natural Areas Plan.  Impacts include  labor, utilities, equipment and supplies to operate and maintain the park. The master plan for park development will be adopted in 2014.  The Sunset Terrace Regional Stormwater Facility, integrated into the park design, will be constructed  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 13 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 7 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: Piazza Master Plan & Redevelopment Project Type: Total Anticipated Project Cost:3,900$                Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    100               300                ‐                ‐                    ‐                    ‐                    400                Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    3,500           ‐                ‐                    ‐                    3,500            Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    100               300               3,500           ‐                    ‐                    ‐                    3,900            Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 100               300               400                Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    100               300               ‐                    ‐                    ‐                    ‐                    400                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (3,500)          ‐                ‐                ‐                (3,500)           Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              7                 10                12                 12                41                Net Operating Impact ‐                ‐                ‐                ‐                7                   10                 12                 12                 41                  Adopted Adopted Re‐master planning of the existing Piazza Park to include the former Big 5 site (2015) in order to combine these areas into one cohesive park venue.  Operations will  be coordinated with the Renton Pavilion Event Center to maximize opportunities.  Design and construction documents in 2016 with construction to follow during  2017. City Center Plan supports downtown  improvements. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 14 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 8 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: North Highlands Park Improvements Project Type: Total Anticipated Project Cost:360$                   Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    280               80                 ‐                    ‐                    ‐                    ‐                    360                Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    280               80                 ‐                    ‐                    ‐                    ‐                    360                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    280               80                 ‐                    ‐                    ‐                    ‐                    360                2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    280               80                 ‐                    ‐                    ‐                    ‐                    360                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               1                 2                 2                 2                  2                   2                  11                Net Operating Impact ‐                ‐                1                   2                   2                   2                   2                   2                   11                  Adopted Adopted Complete the Meadow Crest Inclusive playground nature area, install artificial turf in the nature area and on the west side of the neighborhood center, refurbish  tennis and basketball courts, replace tennis court lighting and a install raised‐bed community garden with fencing and gate in 2015. Pave, stripe and repair curbing in  the parking lot in 2016. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 15 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 9 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: Liberty Park Improvements Project Type: Total Anticipated Project Cost:1,300$                Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    300               1,000           ‐                    ‐                    ‐                    ‐                    1,300            Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    300               1,000           ‐                    ‐                    ‐                    ‐                    1,300            Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    75                 769               ‐                    ‐                    ‐                    ‐                    844                Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    225               ‐                    ‐                    ‐                    ‐                    ‐                    225                Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    114               117               ‐                    ‐                    ‐                    ‐                    231                2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    414               886               ‐                    ‐                    ‐                    ‐                    1,300            Balance Available / (Unfunded Needs)‐                114               (114)             ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Master plan and redevelopment of the playground, restroom, picnic area and shelter, river front and connection to the Cedar River Library at Liberty Park.  A  topographic and site survey of the area will be conducted in 2015.  The existing playground, restroom and shelter will be replaced or renovated and includes new  landscaping, irrigation, adult fitness equipment  and habitat restoration along the Cedar River in 2016. Existing budgeted funding (approx. $260,000) for the Liberty Park Playground replacement which is located under Parks General Major Maintenance (Playgrounds,  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 16 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 10 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: Fire Station 15 Construction and Apparatus Project Type:  Development Total Anticipated Project Cost:6,562$                Current LOS % Growth 100% Project Description:   Summary of Progress:  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    5,500           ‐                    ‐                    ‐                    5,500            Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    412               650               ‐                    ‐                    1,062            Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    ‐                    5,912           650               ‐                    ‐                    6,562            Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (5,912)          (650)             ‐                ‐                (6,562)           Impact on Operating Funds  Life to Date  Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                24               37                37                 37                135              Net Operating Impact ‐                ‐                ‐                ‐                24                 37                 37                 37                 135                The City purchased property on 30th Street near I‐405 a number of years ago in anticipation of the need for an additional fire station to service the northwest side of  the City.  Since then, there has been a significant amount of development in the area, with more in the pipeline.  Fire Station 15 would be "satellite station" size,  namely three bays and roughly 7500 square feet.   This Project Description also includes costs for a new piece of apparatus, the equipment for it, and equipment for  the station, although those would not be funded through the CIP Fund.  Roughly 7.5% of the project costs are for furnishings for the station.  Soft costs have been  estimated at 45% of the project total, which is common for a fire station.  Additional operating expenses shown below represent annual utilities and building and  grounds maintenance costs, but not full allocated costs. In 2013, circumstances allowed us to do a full site evaluation with a highly‐experienced architectural firm to determine feasibilty, not only of the fire station itself, but for the  CIP Expenditures & Resources Adopted Adopted Capital Investment Program - General Government 5 - 17 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 11 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Accessible Playground Project Type:Development Total Anticipated Project Cost:1,274$         Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    1,274           ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1,274            Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    1,274           ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1,274            Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received 500               52                  ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    552                Mitigation Funds Received 700               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    700                Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    22                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    22                  Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    1,200           ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1,200            Total Resources 1,200           1,274           ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    2,474            Balance Available / (Unfunded Needs) (1,200)          ‐                ‐                ‐                ‐                ‐                ‐                ‐                (1,200)           Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                12                12               12               12               12                ‐                ‐               60                Net Operating Impact ‐                12                 12                 12                 12                 12                 ‐                ‐                60                  Adopted Adopted Design and construct a new playground with accessible structures for all ages and abilities.  Design includes various play elements such as slides, swings and  sensory  equipment as well as rubberized safety surfacing, benches and drinking fountains.  Public/private partnerships will be coordinated to raise matching funds.  The site  will be located on the North Highlands Neighborhood Center and Hillcrest Early Childhood Center properties.  Impacts include labor, supplies, materials and utilities  for the safe operation of the playground and restroom facilities. A partnership project with the Renton School District (RSD), Renton Rotary, other service clubs and individuals.  In 2011, a Memorandum of Understanding with RSD  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 18 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 12 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Riverview Park Bridge Reconstruction Project Type:Major Maintenance Total Anticipated Project Cost:1,173$         Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction 6                   1,167           ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1,173            Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 6                   1,167           ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1,173            Resources:‐                     User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    1,067           ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1,067            Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance 6                   100               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    106                Total Resources 6                   1,167           ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1,173            Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d    Thru 2013 2014 2015 2016 2017 2018 2019 2020 Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              3                 3                 3                  3                   3                  15                Net Operating Impact ‐                ‐                ‐                3                   3                   3                   3                   3                   15                  Adopted  Project  Total   Project  Total  Riverview Park bridge connects the parking lot along SR 169 with the remainder of the park by spanning the Cedar River.  The bridge was constructed using timber  piles driven into the north and sound banks and into the middle of the river.  The bridge piles have sustained flood damage over the years.  Shifting piles, weather  and high use have impacted the understructure of the bridge, the decking and the wooden handrails.  This project removes the entire bridge and replaces it with a  single‐span metal bridge, eliminating the creosote‐treated piles in the water and improving the aquatic ecosystem.   A structural review and assessment of the Riverview Park bridge was completed in 2012.  The report indicated further decay to the support timbers and  CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - General Government 5 - 19 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 13 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Coulon Park Repairs and Maintenance Project Type: Major Maintenance Total Anticipated Project Cost:3,171$         Current LOS % Growth % Project Description: CIP Expenditures & Resources  Life to Date Year End Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Adopted Coulon Park Structural Repairs                      65                  205                  100                  100                     ‐                       ‐   470                Coulon Park Lighting Repairs                    ‐                    124                     ‐                       ‐                    110                     ‐                       ‐                       ‐   234                Coulon Park Turf Replacement                     6                    55                    50                    50                    50                    50                    50                    50 361                Coulon Park Shoreline Erosion                   14                    91                    55                     ‐                       ‐                       ‐                       ‐                       ‐   160                Coulon Park 5‐Year Structural Review                    ‐                       ‐                       ‐                    125                     ‐                       ‐                       ‐                       ‐   125                Coulon Park Paver Replacement                    ‐                   453                     ‐                       ‐                       ‐                       ‐                       ‐                       ‐   453                Coulon Park Irrigation System Replacement                    ‐                       ‐                       ‐                       ‐                    500                     ‐                       ‐                       ‐   500                Coulon Park Parking Lot Repairs                    ‐                       ‐                       ‐                    150                     ‐                       ‐                       ‐                       ‐   150                Coulon Park SB Restroom, Concession Stand                 150 150                Coulon Park Log Replacement                    ‐                    568                     ‐                       ‐                       ‐                       ‐                       ‐                       ‐   568                Total Expenses 20                 1,291            170               680               760               150               50                 50                 3,171             Resources:‐                     User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    170               192               ‐                    ‐                    ‐                    ‐                    362                Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax 336               235               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    571                Business License Fee and B&O Tax 95                 95                 ‐                    488               ‐                    ‐                    ‐                    ‐                    678                Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer ‐                     Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused ‐                     2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    961               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    961                Total Resources 431               1,291            170               680               ‐                    ‐                    ‐                    ‐                    2,572             Balance Available / (Unfunded Needs)411               ‐                ‐                ‐                (760)              (150)              (50)                (50)                (599)               Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                5                  5                 5                 5                 5                  5                   5                  35                Net Operating Impact ‐                5                   5                   5                   5                   5                   5                   5                   35                  *$27,000 is budgeted in Fund 504 for 2013 and 2014 Adopted Expenditures: Safety/infrastructure related projects to maintain heavily used park. The park is over 30 years old.  * Coulon Park Structural Repairs [move 2014 funding ($120,000) to paver replacement].  2015/2016 repairs for pile cap/float & super‐structure repairs * Coulon Park Pavers Repair  (Recommend CF to complete repairs in 2015)                                                                                                                                                                                                    * Coulon Park Lighting (CF unspent 2014 funding for waterwalk lighting) * Coulon Park Turf Replacement ‐ 2015 and 2016 South beach area * Coulon Park Shoreline Erosion (CF unspent 2014 funding for area b/n Ivars and North Shelter) * Coulon Park Five Year Structural Review ‐ 2016 * Coulon Park Parking Lot Repairs ‐ (South parking lot ‐ 2016)  * Coulon Park Irrigation System Replacement *Coulon Park South Beach Restroom and Concession stand/guard station/beach facility renovation (Facilities master plan and design 2016) Proposed P   r   o   j   e   c   t   e   d    Capital Investment Program - General Government 5 - 20 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 14 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: City‐wide Security System Upgrades Project Type:  Development and Major Maintenance Total Anticipated Project Cost:945$            Current LOS 100% Growth % Project Description: Summary of Progress:  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition 334               71                 90                 90                 90                 90                 90                 90                 945                Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 334               71                 90                 90                 90                 90                 90                 90                 945                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax 90                 60                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    150                Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received 11                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    11                  Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 90                 90                 180                Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance 233               11                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    244                Total Resources 334               71                 90                 90                 ‐                    ‐                    ‐                    ‐                    585                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (90)                (90)                (90)                (90)                (360)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Because vandalism and graffiti repairs are a major drain on City resources, considerable cross‐departmental effort has been made to reduce these property crimes.   High‐quality surveilance cameras and recording equipment is essential to efforts to prevent, discourage, and prosecute crimes of these types.  Cameras are also  important to the security of the transit center area downtown.  The coordination of departmental efforts needs to also extend to equipment and software  specification, placement, and replacement.  Because video equipment continues to improve and fall in price, it will be possible to continue to upgrade the City's  equipment without corresponding increases in cost.  Many of the older surveilance cameras already in place are degraded and in need of replacement. The City purchased Pix Controler cameras in 2011 with a direct image emailing capacity that have been very effective in detering vandalism and graffiti.  These are moved around the  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 21 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 15 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Irrigation Renovation, Automation and Conservation Project Type:Major Maintenance Total Anticipated Project Cost:984$            Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance 159               15                 ‐                    250               265               265               15                 15                 984                Construction ‐                ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 159               15                 ‐                    250               265               265               15                 15                 984                Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                15                 ‐                    250               ‐                    ‐                    ‐                    ‐                    265                Business License Fee and B&O Tax 30                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    30                  Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance 129               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    129                Total Resources 159               15                 ‐                    250               ‐                    ‐                    ‐                    ‐                    424                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (265)             (265)             (15)                (15)                (560)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               (2)                (2)                (2)                 (2)                  (2)                 (10)               Net Operating Impact ‐                ‐                (2)                  (2)                  (2)                  (2)                  (2)                  (10)                 Adopted Adopted CIP Expenditures & Resources As part of the Community Services Department's Water Conservation Plan and strategy, upgrading/replacing outdated irrigation systems & replacing solid  state/battery operated irrigation controllers with computerized controllers & water saving devices will  reduce water consumption/energy & provide more effective  water delivery to parks, boulevards, public building grounds & transportation ROW projects.  Overall costs will be reduced.  An aging irrigation system with many  repairs at Kiwanis Park  will be replaced in 2016.   In 2012/2013 irrigation automation was completed at the Transit Center, Burnett Avenue, Main Street parking lot and contract landscape maintenance locations. Capital Investment Program - General Government 5 - 22 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 16 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Parks General Major Maintenance Project Type:Development and Major Maintenance Total Anticipated Project Cost:7,014$         Current LOS % Growth % Project Description: Summary of Progress:  Life to Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d    Thru 2013 2014 2015 2016 2017 2018 2019 2020 Expenditures: Major Maintenance Playgrounds, Kiosks and Intepretive Signs                   11                266                 120                 120                 120                 120                120                 120 997                Light System Upgrades                823                 133                 100                    90                   50                110                 110                 110 1,526            Shoreline and Bank Stabilization                   61                100                     ‐                   250                 250                 200              2,000                     ‐   2,861            Boundary, Topographic & Site Surveys                   36                   33                   60                   90                100                 120                    60                   60 559                Fencing, Guardrails, Bullrails, Railings                   33                    ‐                       ‐                       ‐                       ‐                       ‐                       ‐                       ‐   33                  Landscape Renovation & Repairs                    ‐                     50                175                     ‐                      75                100                 150                     ‐   550                Structural Reviews and Repairs                320                    18                100                     ‐                      25                    ‐                       ‐                      25 488                Total Expenses 1,284           600               555               550               620               650               2,440           315               7,014            Resources:‐                     User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET 550               190               555               ‐                    ‐                    ‐                    ‐                    ‐                    1,295            Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    361               ‐                    ‐                    ‐                    ‐                    361                Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 139               139                Misc/Transfers 734               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    734                Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused ‐                     2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    410               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    410                Total Resources 1,284           600               555               500               ‐                    ‐                    ‐                    ‐                    2,939            Balance Available / (Unfunded Needs)‐                ‐                ‐                (50)                (620)             (650)             (2,440)          (315)             (4,075)           Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                14                14               14               14               14                ‐                ‐               70                Net Operating Impact ‐                14                 14                 14                 14                 14                 ‐                ‐                70                  Adopted Major maintenance projects are necessary to maintain parks in a safe working order.  Identified projects are listed below:   * Playgrounds, Kiosks and Interpretive Signs ‐ 2015 Kiosk at Tiffany Park and replace the playground; 2016 replace the playground at Philip Arnold Park * Light System Upgrades ‐ 2015 Highlands Park walkway; 2016 Liberty Park  * Shoreline and Bank Stabilization ‐ 2016 Jones Park * Boundary, Topographic and Site Surveys ‐ 2015 Kiwanis Park; 2016 Tiffany Park * Fencing, Guardrails, Bullrails, Railings  * Landscape Renovation and Repairs ‐ 2015 Heritage Park drainage and Maplewood Roadside drainage * Structural Reviews and Repairs ‐ 2015 trestle bridge repairs  For a more detailed breakdown, refer to the following page. Project  TotalCIP Expenditures & Resources Capital Investment Program - General Government 5 - 23 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Parks General Major Maintenance (continued) Project Type:Development and Major Maintenance Total Anticipated Project Cost:7,014$         Current LOS % Growth % Project Description: Summary of Progress: Major Maintenance Category/Description 2015 2016 2017 2018 2019 2020 Playgrounds, Kiosks and Intepretive Signs Kiosk and Playground at Tiffany Park 120                Playground at Philip Arnold Park 120                Playground at Teasdale Park 120                Playground at Kiwanis Park 120                Playground at Earlington Park 120                Playgrounds, CR Trail, and Glencoe Park 120                Light System Upgrades Highlands Park 100                Liberty Park 90                  Unidentified 50                 110               110               110                Shoreline and Bank Stabilization Jones Park 250                CR Trail Des/Construction Docs 200                CR Trail Construction 2,000            Unidentified 250                Boundary, Topographic & Site Surveys Kiwanis Park 60                  Tiffany Park 90                  Honey Creek Philip Arnold 100                May Creek, Kennydale Lions 120                Unidentified 60                 60                  Landscape Renovation & Repairs Heritage Park 175                Study 75                  Unidentified 100               150                Structural Reviews and Repairs Cedar River Trail Trestle Bridge 100               25                 25                  Total Parks Major Maintenance 555               550               620               650               2,440           315                Major maintenance projects are necessary to maintain parks in a safe working order.  Identified projects are listed below:   * Playgrounds, Kiosks and Interpretive Signs ‐ 2015 Kiosk at Tiffany Park and replace the playground; 2016 replace the playground at Philip Arnold Park * Light System Upgrades ‐ 2015 Highlands Park walkway; 2016 Liberty Park  * Shoreline and Bank Stabilization ‐ 2016 Jones Park * Boundary, Topographic and Site Surveys ‐ 2015 Kiwanis Park; 2016 Tiffany Park * Fencing, Guardrails, Bullrails, Railings  * Landscape Renovation and Repairs ‐ 2015 Heritage Park drainage and Maplewood Roadside drainage * Structural Reviews and Repairs ‐ 2015 trestle bridge repairs  For a more detailed breakdown, refer to the following page. Capital Investment Program - General Government 5 - 24 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 17 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Parking Lots and Drive Repairs Project Type:Major Maintenance Total Anticipated Project Cost:650$            Current LOS % Growth % Project Description: Summary of Progress:  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                100               150               80                 80                 80                 80                 80                 650                Construction ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                100               150               80                 80                 80                 80                 80                 650                Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax 50                 50                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    100                Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 150               80                 230                Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused ‐                     2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                50                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    50                  Total Resources 50                 100               150               80                 ‐                ‐                ‐                ‐                380                Balance Available / (Unfunded Needs)50                  ‐                ‐                ‐                (80)                (80)                (80)                (80)                (270)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Parking lot and driveway reconstruction activities to include resurfacing, sealcoating, patching, curb repairs/replacement, drainage improvements, and re‐striping  throughout the City's parks and municipal sites (e.g. downtown parking lot).  The program is intended to maintain parking areas in a safe and accessible condition.   Repairs are planned for parking lots at Teasdale Park and Houser Way in 2015; Cedar River Trail Park in 2016.     CIP Expenditures & Resources Capital Investment Program - General Government 5 - 25 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 18 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Ball field Renovation Program Project Type:Development and Major Maintenance Total Anticipated Project Cost:296$            Current LOS 100% Growth % Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance 71                 ‐                    50                 50                 75                 50                 ‐                    ‐                    296                Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 71                 ‐                    50                 50                 75                 50                 ‐                    ‐                    296                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    50                 ‐                    ‐                    ‐                    ‐                    50                  Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 50                 50                  Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused ‐                     2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance 71                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    71                  Total Resources 71                 ‐                    50                 50                 ‐                    ‐                    ‐                    ‐                    171                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (75)                (50)                ‐                ‐                (125)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                2                   2                   2                   2                    ‐                ‐                8                    Expenditure Increase/Decrease ‐                ‐               2                 2                 2                 2                   ‐                ‐               8                  Net Operating Impact ‐                ‐                4                   4                   4                   4                    ‐                ‐                16                  Adopted Adopted Ball fields require periodic major renovations to maintain the infrastructure and safety, increase playability and decrease staff time in field preparation.  The scope  generally includes field work such as drainage, grading, sodding or seeding, material replacement, backstop replacements and upgrades, player bench area repairs  and upgrades, and bleacher upgrades and replacements.  Impacts include a potential increase in revenue for demand to play on higher quality fields and increased  playability during foul weather.  In 2015 work is planned for the infield at Cedar River Park and at Kiwanis Park in 2016. In 2011, funds were used to provide safety upgrades to existing ballfield bleachers throughout the system.   CIP Expenditures & Resources Capital Investment Program - General Government 5 - 26 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 19 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Paths, Walks, Patios and Boardwalks Project Type:Development and Major Maintenance Total Anticipated Project Cost:868$            Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance 546               112               130               40                 ‐                    40                 ‐                    ‐                    868                Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 546               112               130               40                 ‐                    40                 ‐                    ‐                    868                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET 75                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    75                  Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                75                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    75                  Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 130               40                 170                Misc/Transfers 260               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    260                Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused ‐                     2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance 211               37                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    248                Total Resources 546               112               130               40                 ‐                    ‐                    ‐                    ‐                    828                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                (40)                ‐                ‐                (40)                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted ADA accessibility improvements and safety repairs and replacment to include heaving, broken, and settling pathways, trails, sidewalks, patios and boardwalks with  asphalt, concrete, pavers, wood, or other materials in parks and trails.  In 2015, the gravel pathway at Highlands Park will be paved to meet ADA guidelines and in  2016 repairs to the steps and sidewalk at Kennydale Beach will be completed.    In 2013, ADA sidewalk installation at Teasdale Park and Cedar River Trail safety replacement near the Senior Center were completed.  In 2014, ADA walk installation  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 27 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 20 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Sports Court Repairs Project Type:Development and Major Maintenance Total Anticipated Project Cost:563$            Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance 74                 59                 150               80                 50                 50                 50                 50                 563                Construction ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 74                 59                 150               80                 50                 50                 50                 50                 563                Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET 40                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    40                  Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                20                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    20                  Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 150               80                 230                Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused ‐                     2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance 34                 39                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    73                  Total Resources 74                 59                 150               80                 ‐                    ‐                    ‐                    ‐                    363                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (50)                (50)                (50)                (50)                200                Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Safety repairs, replacement, resurfacing, reconstruction, seal‐coating, patching, drainage improvements and re‐striping existing surfaces at 17 tennis courts and 13  basketball courts throughout the system.   Tennis courts at Kiwanis Park  and basketball courts at Highlands Park are anticipated in 2015.  In 2016, repairs to Coulon  Park and Philip Arnold Park tennis courts are planned.   The Ron Regis Park basketball court was resurfaced in 2013 and the Maplewood Park basketball court will be removed and replaced in 2014.  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 28 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 21 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:  Habitat Enhancement Project Type: Total Anticipated Project Cost:100$                   Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    25                 25                 25                 25                 100                Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    ‐                    25                 25                 25                 25                 100                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (25)                (25)                (25)                (25)                (100)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Funds are used to improve natural area habitats by assessing natural systems, developing recommendations for improvements, providing native plants, working  with habitat restoration organizations and contractors, controlling invasive plant spread and monitoring to enhance wetland, river, lake, open space and forested  areas of the city.  This program maintains habitat monitoring requirements through plant replacements during the 5 year monitoring period and by preventing loss  investments following the end of the monitoring period at 3 locations ‐ May Creek Trail, Cedar River Gabions b/n Bronson and Logan and Riverview Park where  monitoring is required.   Habitat monitoring commenced along the May Creek Trail in 2013 (through 2018) and will commence along the Cedar River Trails gabions in 2014 (to 2020) and will  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 29 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 22 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Tree Maintenance  Project Type: Major Maintenance Total Anticipated Project Cost:2,662$         Current LOS % Growth % Project Description: Progress Summary:  Life to Date   Estimated  Year end P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Major Maintenance Tree Safety Pruning and Removal                611                 261                 215                 215                 250                 250                 250                 250 2,302            ROW Trees/Sidewalk Safety Repairs                    ‐                       ‐                      35                   35                   35                   35                   35                   35 210                Tree Planting                    ‐                       ‐                      25                   25                   25                   25                   25                   25 150                Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 611               261               275               275               310               310               310               310               2,662            Resources:‐                     User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax 15                 100               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    115                Business License Fee and B&O Tax ‐                    ‐                    275               211               ‐                    ‐                    ‐                    ‐                    486                Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers 117               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    117                Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                   ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance 479               161               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    640                Total Resources 611               261               275               211               ‐                    ‐                    ‐                    ‐                    1,358            Balance Available / (Unfunded Needs)(0)                   ‐                ‐                (64)                (310)             (310)             (310)             (310)             (1,304)           ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d    Thru 2013 2014 2015 2016 2017 2018 2019 2020 Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐              Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted  Project  Totals  Community Services maintains trees citywide as part of the Urban Forestry Program.  Public health, safety & welfare are paramount & account for most  expenditures (high risk tree removal/pruning).  $250,000 in 2015 & 2016 will be used to continue removal of high risk trees and prune trees utilizing contracted tree  service companies.  ROW Trees/Sidewalk Safety Repairs addresses public safety when trees begin to displace sidewalks and utilzes a combination of City crews and  contractors. Scheduled work includes Park Avenue N (2015)and North 3rd St.  (2016). "Tree Planting" replaces removed trees/plants trees in new locations utilizing  volunteers, crews and contracted services.                                                                                                                                                                                                                 Summary  of Progress:  2013 ‐ sidewalk/tree repairs along Bronson Way N, Main Ave. S. and SE 168th St.  2014 ‐ Sidewalk repairs planned on Logan Ave S, Burnett Ave. S and SE  Petrovitsky Road. Safety related tree removals and pruning at multiple locations under 3 separate contracts. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 30 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 23 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: Transportation Landscape Improvements Project Type: Total Anticipated Project Cost:750$                   Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    25                 25                 50                 50                 50                 50                 250                Major Maintenance ‐                    ‐                    50                 50                 100               100               100               100               500                Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    75                 75                 150               150               150               150               750                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    75                 75                 ‐                    ‐                    ‐                    ‐                    150                Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    75                 75                 ‐                    ‐                    ‐                    ‐                    150                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (150)             (150)             (150)             (150)             (600)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Funds the design and construction of new landscaping and irrigation improvements whenever an existing city street is being designed and constructed with specific  transportation grant funding that does not allow the use of irrigation.   Street ROW landscaping enhances community livability, improves water quality, diffuses  heat, slows traffic, and increases the economic value of the surrounding area.   This is a Placeholder for TIB grant funded projects that disallows irrigation.  In 2015 and beyond, landscape improvements on Logan Avenue will not include  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 31 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 24 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:  Senior Center Kitchen Remodel Project Type:  Construction and Remodel Total Anticipated Project Cost:960$                   Current LOS Growth 100% Project Description: Summary of Progress:       Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    40                 ‐                    ‐                    ‐                    ‐                    40                  Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    845               ‐                    ‐                    ‐                    845                Contribution to 1% for Art Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    75                 ‐                    ‐                    ‐                    75                  Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    40                 920               ‐                    ‐                    ‐                    960                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    40                 ‐                    ‐                    ‐                    ‐                    40                  Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    40                 ‐                    ‐                    ‐                    ‐                    40                  Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (920)             ‐                ‐                ‐                (920)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                  ‐                ‐                Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted The Senior Center kitchen is very heavily used.  All of the existing appliances need to be replaced.  There are some adjacency and work flow shortcomings with the  current layout.  The walk‐in freezer and cooler need to be relocated to improve efficiency and capacity for larger events.  The janitor closet is also in an awkward  location that needs more separation for health and safety improvement purposes.  There is a small building footprint extension involved with this project. We used Clevenger Associates, a well‐known commercial kitchen design firm, to help us create the project scope and equipment evaluation a number of years ago. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 32 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 25 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: Matching Funds for Renton History Museum Lobby Renovation Project Type: Major Maintenance Total Anticipated Project Cost:30$                        Current LOS % Growth 100% Project Description: Summary of Progress:  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    30                 ‐                    ‐                    ‐                    ‐                    ‐                    30                  Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    30                 ‐                    ‐                    ‐                    ‐                    ‐                    30                  Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    15                 ‐                    ‐                    ‐                    ‐                    ‐                    15                  Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    2                   ‐                    ‐                    ‐                    ‐                    ‐                    2                    Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    14                 ‐                    ‐                    ‐                    ‐                    ‐                    14                  Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    30                 ‐                    ‐                    ‐                    ‐                    ‐                    30                  Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted A committee of the Renton Historical Society Board of Trustees, Facilities and other City staff, and community members spent six months in 2012 formulating the  The Renton History Museum is located in the City‐owned 1942 Renton Fire Station No. 1, a historic building that was constructed as Renton's first dedicated fire station. The  Museum's 166 sq ft lobby welcomes about 3,500 visitors a year; it is the welcoming place for all visitors and researchers, the staging point for school tours, and also serves as  the Museum's small gift shop. The lobby's fixtures and finishes have not been updated since the building was converted for use as a museum 30 years ago. Interviews with  members of the public during the Museum Master Plan process revealed that the public finds the lobby "cramped" and "out‐of‐date," and fundraising consultants The  Collins Group gave the "highest priority" to "making capital improvements to increase visibility and demonstrate progress" before a capital campaign begins. The Collins  Group determined that improving the lobby is "a pre‐requisite to expanding the museum's audience and position in the community."  The Renton Historical Society proposes  to update and refresh the lobby to create a more intuitive traffic pattern for visitors; improve the appearance of the lobby and obscure unattractive office areas; and  introduce Renton history using video, audio, and historic objects. These improvements would include: refreshing paint, floor covering, and fixtures; install energy‐efficient  lighting; update electrical and wifi connections for a point‐of‐sale system and interactives; and replace non‐ADA compliant doors. In addition, the lobby will be reconfigured  as a better space for an introduction to the history of Renton, with space for changing banners, a video screen for films and slide shows, and cases to showcase objects.  The  Facilities Department is requesting $15,000 matching funds of the total $30,000 cost of the project, which would cover time and materials for this project in a City‐owned CIP Expenditures & Resources Capital Investment Program - General Government 5 - 33 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 26 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Henry Moses Aquatic Center Project Type:Development and Major Maintenance Total Anticipated Project Cost:1,657$         Current LOS 100% Growth % Project Description: Summary of Progress:   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction 831               106               120               120               120               120               120               120               1,657            Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 831               106               120               120               120               120               120               120               1,657            Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET 85                 60                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    145                Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax 35                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    35                  Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 120               120               240                Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused ‐                     2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance 711               46                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    757                Total Resources 831               106               120               120               ‐                    ‐                    ‐                    ‐                    1,177            Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (120)             (120)             (120)             (120)             (480)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted The 5.2 million Henry Moses Aquatic Center opened for the summer season in 2004.  It contains a lap pool, a lazy river, slides, and water features, as well as a toddler area.   Not all water features that were part of the original design were put in at the time of construction.  Each year, if pool revenues exceed expenses by $120,000, that excess  revenue will be used towards fully developing the initially planned features, and update equipment and decor.  Currently, expenses have not been exceeding revenues, but  other repairs and improvements have been made.  In 2010, roughly $50,000 was spent on drain alterations to meet the requirements of the Virginia Graham Baker Act,  which was developed to limit the force of suction at the recirculation intake grates.   The Henry Moses Aquatic Center opens after the Memorial Day weekend, and runs through Labor Day.  Issues with cracks or fractures in the Lap Pool gutter wall were resolved  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 34 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 27 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: Renton Community Center Improvements Project Type: Major Maintenance Total Anticipated Project Cost:120$                   Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date  Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    62                 ‐                    ‐                    ‐                    ‐                    ‐                    62                  Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    58                 ‐                    ‐                    ‐                    ‐                    ‐                    58                  Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    120               ‐                    ‐                    ‐                    ‐                    ‐                    120                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 120               120                Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    120               ‐                    ‐                    ‐                    ‐                    ‐                    120                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date  Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted The Reception counter at the Community Center does not incorporate ADA design, re‐design and implementation proposed for 2016 ($ 25k).  The roof ridge needs  to be extended to prevent leaks ($24,000); the locker rooms need to be reconfigured with more benches and few lockers due to a change in use patterns ($13,000).   In addition, various equipment has been worn and need to be replaced: gym bleachers ($18,000), event carpeting ($20,000), folding banquet tables with worn  locking mechanisms ($20,000) CIP Expenditures & Resources Capital Investment Program - General Government 5 - 35 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 28 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:  City Hall Lobby Remodel Project Type:  Remodel and Construction Total Anticipated Project Cost:  $250,000 500$                   Current LOS Growth 100% Project Description: Summary of Progress:      Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    250               250               ‐                    ‐                    500                Contribution to 1% for Art Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    ‐                    250               250               ‐                    ‐                    500                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (250)             (250)             ‐                ‐                (500)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                14                14               14               14               14                ‐                ‐               70                Net Operating Impact ‐                14                 14                 14                 14                 14                 ‐                ‐                70                  Adopted Adopted The current configuration of the RCH lobby is not particularly user‐friendly.  Volunteer staff is tucked into a detent in the wall and are not obviously there to support  visitors.  There are many days of the year when the wind blows through the lobby every time a door is opened.  The door systems are worn and difficult to maintain.   The lighting and finishes are dated.  The new configuration would add an airlock extending under the building overhang to the west, provide a centrally‐located  reception desk area for the volunteers, update building messaging, the lighting and the finishes.  The glass door system would be replaced with a more functional  storefront assembly.  This project would also include minor modifications to the hallway and entry to the Mayor's Office on the 7th floor, making the entry more  obvious and welcoming by removal of some false wall areas and using a glass entry with sidelights. The project was designed several years ago, but postponed for budgetary reasons. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 36 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 29 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:  City Hall Carpet Replacement Project Type:  Construction Total Anticipated Project Cost:  $500,000 500$            Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date  Estimated  Year End Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    250               250               ‐                    ‐                    500                Contribution to 1% for Art Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    ‐                    250               250               ‐                    ‐                    500                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (250)             (250)             ‐                ‐                (500)              Impact on Operating Funds  Life to Date  Estimated  Year End Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                14                14               14               14               14                 ‐                ‐               70                Net Operating Impact ‐                14                 14                 14                 14                 14                 ‐                ‐                70                  Adopted Adopted The City has occupied City Hall since 1998 and the carpet is original.  While it has been cleaned and maintained regularly with specialized equipment, it is showing a  lot of wear, particularly in high traffic, public acceess areas.  We have no more replacement squares to substitute in worn areas.  The original carpet was installed  before the systems furniture was placed, at an installed cost of $37 per yard.  Replacement carpet installation can be performed with the furniture remaining in  place by specialized installers, although it is necessarily more complex than an open space installation.  We have roughly 10,000 square yards in place on the six  floors that the City occupies.  We used a place holder of $50 per installed yard on the basis of a slightly higher quality (denser weave) carpet tile, but costs vary  significantly within a typical range of $37 ‐ $70 per installed yard.  There have been significant technological improvements in carpet fibers and manufacturing  techniques in the last decade, so better quality and ease of cleaning can be expected with a new installation.  This project can be divided into segments if necessary,  but an extended installation of several years will affect the price.   P   r   o   j   e   c   t   e   d    P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Capital Investment Program - General Government 5 - 37 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 30 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:  City Hall Roof Project Type:  Remodel and Construction Total Anticipated Project Cost:380$                   Current LOS Growth 100% Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    5                   ‐                    ‐                    ‐                    5                    Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    375               ‐                    ‐                    ‐                    375                Contribution to 1% for Art Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    ‐                    380               ‐                    ‐                    ‐                    380                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (380)             ‐                ‐                ‐                (380)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                14                14               14               14               14                ‐                ‐               70                Net Operating Impact ‐                14                 14                 14                 14                 14                 ‐                ‐                70                  Adopted Adopted The roof on City Hall is original to the building (1986) and has exceeded the normal life expectancy for a roof of its type by 9 years.  It was properly installed and has  been well‐maintained over the years.  The roof is inspected quarterly and tested weekly when it is lightly flooded as part of the sprinkler system testing program.   (ROM ESTIMATE)  Traffic pads were replaced a number of years ago.  These pads prevent potential leaks from roof‐top worker damage. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 38 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 31 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:  Building Permit Area Reconfiguration Project Type:  Remodel and Construction Total Anticipated Project Cost:280$                   Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    30                 ‐                    ‐                    ‐                    ‐                    ‐                    30                  Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    150               100               ‐                    ‐                    ‐                    ‐                    250                Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    180               100               ‐                    ‐                    ‐                    ‐                    280                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 180               100               280                Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    180               100               ‐                    ‐                    ‐                    ‐                    280                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                  ‐                ‐                Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted The Permit division of CED needs a major reconfiguration to allow improved public access and staff support.  This area on the Sixth Floor of City Hall has maintained  its original layout (1999) while the procedures and methods for permit review have changed entirely.  Rather than expedite services, the front counter is a pinch  point for customers.  Applicants should have direct access to the various types of permit reviewers, there should be a number of kiosks for on‐line permit  application, and staff will serve the public better by providing technical support for the on‐line process.  Most of the other municipalities in the area are already  responding to public service in this way.  The area of reconfiguration would be the existing self‐help area ‐ which is still oriented to paper‐based materials; all of the  cubicles along the west wall of the area, the front desk area, and the mylar storage/reproduction area. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 39 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 32 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Community Services Maintenance Shops Rehab Project Type:Development and Major Maintenance Total Anticipated Project Cost:573$            Current LOS 100% Growth 0% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction 223               100               160               90                 ‐                    ‐                    ‐                    ‐                    573                Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 223               100               160               90                 ‐                    ‐                    ‐                    ‐                    573                Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax 100               ‐                ‐                     ‐                ‐                ‐                ‐                ‐                100                Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 160               90                 250                Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance 223               100               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    323                Total Resources 323               100               160               90                 ‐                    ‐                    ‐                    ‐                    673                Balance Available / (Unfunded Needs)100               ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              (5)                 ‐              ‐              ‐                ‐               (5)                 Net Operating Impact ‐                ‐                ‐                (5)                   ‐                ‐                ‐                ‐                (5)                   Adopted Adopted The original intent was to replace the three existing maintenance shops with a new combined Maintenance Shop.  Maintenance of the existing shops was deferred.   It now appears that we will be using these shops for some time and the maintenance can no longer be put off.   The scope of work for these buildings involves roof replacement (two of the three are recent), HVAC equipment replacement, lighting upgrades, replacement  furnishings, new flooring and finishes.  The energy‐related portions of this work will qualify for partial funding by PSE grants.   The maintenance shop on Bronson Way also requires some landscape and appearance upgrades to meet the zoning standards.  It currently operates under an  annually‐renewed temporary operating permit.  The Facilities Shop and the North Parks Shop had their HVAC systems upgraded in 2011.  The same year, both buildings were repainted.  In 2012, the Facilities Shop received a new roof.  The North Parks Shops  id f i 2014 CIP Expenditures & Resources Capital Investment Program - General Government 5 - 40 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 33 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:  Public Works Sign Shop Expansion Project Type:  Construction Total Anticipated Project Cost:182$                   Current LOS Growth 100% Project Description: Summary of Progress:        Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    182               ‐                    ‐                    ‐                    ‐                    182                Contribution to 1% for Art Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    182               ‐                    ‐                    ‐                    ‐                    182                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    81                 ‐                    ‐                    ‐                    ‐                    81                  Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 101               101                Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    182               ‐                    ‐                    ‐                    ‐                    182                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                3                 3                 3                 3                  3                   3                  18                Net Operating Impact ‐                ‐                3                   3                   3                   3                   3                   3                   18                  Adopted Adopted Growth in workload has created a need for additional floor space for the sign shop.  The construction would be a simple steel panel construction with minimal  partitions, windows and doors.  It would be a single story addition to the side of the existing sign shop in the Public Works complex. A basic design was providing for preliminary estimating, and the figure shown is based on unit cost pricing for buildings of its type. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 41 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 34 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Leased Facilities Project Type:Development and Major Maintenance Total Anticipated Project Cost:1,467$         Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year end P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance 1,263           204               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1,467            Construction ‐                ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 1,263           204               ‐                ‐                ‐                ‐                ‐                ‐                1,467            Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating 529               204               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    733                Grants/Contribution Received 734               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    734                Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources 1,263           204               ‐                ‐                ‐                ‐                ‐                ‐                1,467            Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted The recent history of this account is this:  we completed an architectural, energy, structural, seismic, and mechanical review of the 200 Mill Building (Old City Hall) in  2008.  Costs were high relative to the market value of the building, so we will continue to lease space in the building and make improvements and updates as  necessary, using grant money wherever possible.  In 2009, we used a Federal (EECBG) grant and a PSE energy grant that provided all of the funding to make the  substantial HVAC upgrade that was indicated in the 2008 review.  In fact the original system was nearing collapse.  Our occupancy rate has fallen in the meanwhile,  and we have not replaced the tenants.  The building has been marketed and shown quite a bit.  Our failure to land new tenants may be partly attributed to a  cluttered appearance of the available suites as they were abandoned intact; outdated bathrooms, which are not ADA compliant; and lobbies with worn carpet and  finishes on those floors having vacancies.  We also know that the roof needs to be replaced ($180,000 est.) but that will have to wait until the performance of this  account improves.                                                                                                                            In addition to the improvements shown above, in 2009, the first floor lobby and restrooms were updated to ADA standards and to meet the needs of the first floor  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 42 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 35 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: Downtown Wayfinding Project Type: Development  Total Anticipated Project Cost:621$            Current LOS 100% Growth Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction 171               ‐                    100               100               250               ‐                    ‐                    ‐                    621                Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 171               ‐                    100               100               250               ‐                    ‐                    ‐                    621                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    39                 ‐                    ‐                    ‐                    ‐                    39                  Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    154               ‐                    ‐                    ‐                    ‐                    ‐                    154                Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating 171               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    171                Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    7                   ‐                    ‐                    ‐                    ‐                    ‐                    7                    2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources 171               ‐                    161               39                 ‐                    ‐                    ‐                    ‐                    371                Balance Available / (Unfunded Needs)‐                ‐                61                 (61)                (250)             ‐                ‐                ‐                (250)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Signage to provide clear, consistent directions for auto and pedestrian traffic to various destinations, attractions, and landmarks.  A wayfinding system may include  gateway features, directional signs, kioks, and banners in a unified manner, enhancing the area's unique identity and creating artistic elements in Downtown.  The  system will help residents, employees, businesses, and visitors feel more comfortable and confident about coming to and navigating around Downtown, whether it  is for shopping, dining, culture, and/or entertainment.  Before implementation, there will be a review, update of the previously approved signage to ensure they still  meet the needs of downtown redevelopment.  Design of the entire wayfinding system was completed in 2008.  Fabrication and installation of the system's Phase I occurred in 2009, and consisted of advance directional signs to link  CIP Expenditures & Resources Adopted Adopted Capital Investment Program - General Government 5 - 43 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 36 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: Benson/Cascade Park Project Type: Total Anticipated Project Cost:250$                   Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    250               ‐                    ‐                    ‐                    250                Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    ‐                    250               ‐                    ‐                    ‐                    250                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (250)             ‐                ‐                ‐                (250)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐                Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Master planning and preliminary environmental assessment for a future park and community center in the Benson Hill neighborhood in the vicinity of the Cascade  Shopping Center as identified in the Parks, Recreation and Natural Areas Plan. This project was identified as a citywide #5 priority in the Parks, Recreation, and Natural Areas Plan (2011). CIP Expenditures & Resources Capital Investment Program - General Government 5 - 44 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 37 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Parks, Recreation and Open Space Plan Project Type:Development and Major Maintenance Total Anticipated Project Cost:338$            Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services 213               ‐                    ‐                    125               ‐                    ‐                    ‐                    ‐                    338                Major Maintenance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 213               ‐                    ‐                    125               ‐                    ‐                    ‐                    ‐                    338                Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET 175               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    175                Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                ‐                    ‐                    125               ‐                    ‐                    ‐                    ‐                    125                Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance 38                 ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    38                  Total Resources 213               ‐                ‐                125               ‐                ‐                ‐                ‐                338                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                (0)                   Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted The Parks, Recreation, and Natural Areas Plan is a 20‐year vision for parks, recreation facilities, programming and natural areas.    The Plan describes current and  future needs and identifies policies, implementation strategies and an investment program for a livable community and is the blueprint for planning, acquisition and  development.  In order to maintain WWRP grant eligibility (and other grant sources), the Plan needs to be updated every six years.  This budget request is to refresh  the plan, including a new statistically valid survey.  It will take one year to update the current plan which expires in 2017.    The Parks, Recreation and Natural Resources Plan was completed and adopted by City Council in 2011. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 45 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 38 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Park Master Planning  Project Type:Development and Major Maintenance Total Anticipated Project Cost:360$            Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                ‐                90                 90                 90                 90                 360                Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                ‐                    ‐                    ‐                    90                 90                 90                 90                 360                Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (90)                (90)                (90)                (90)                (360)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Park master planning is needed for undeveloped parks, under‐developed park areas, and for developed parks that are becoming outdated.  Assessing park,  recreation, and open space needs of the community, and translating that information into a framework for meeting the physical, spatial, and facility requirements to  satisfy those needs, describes the goals of the park master planning process.  Park master planning is done at the individual park level and guides park development  in subsequent years. This item was introduced in 2008 and is included as recommendations for identified park facilities in the adopted Parks, Recreation and Natural Areas Plan (2011).  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 46 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 39 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Integrated Pest Management Program Project Type:Development and Major Maintenance Total Anticipated Project Cost:100$            Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                ‐                    ‐                    ‐                    100               ‐                    ‐                    ‐                    100                Major Maintenance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                ‐                    ‐                    ‐                    100               ‐                    ‐                    ‐                    100                Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                (100)             ‐                ‐                ‐                100                Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Integrated pest management (IPM) is the concept of managing  pests through a hierarchy of choices, the first being the least toxic approach in an effort to reduce  the use of chemical controls.  While the Community Services Department is practicing IPM, the department has no formal program to date.  A formal program will  bring effectiveness of IPM practices to the department and demonstrate leadership to the public in the control of weeds and other pests using the least toxic  alternatives available. This is being re‐programmed to 2017 at which time a consultant will be hired to work with staff in developing an Integrated Pest Management Program plan. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 47 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 40 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: Trails and Bike Master Plan Project Type: Remodel & Construction Total Anticipated Project Cost:50$                      Current LOS Growth 100% Project Description: Summary of Progress:     Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    50                 ‐                    ‐                    ‐                    ‐                    ‐                    50                  Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    50                 ‐                    ‐                    ‐                    ‐                    ‐                    50                  Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer 50                 50                  Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused ‐                     2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    50                 ‐                    ‐                    ‐                    ‐                    ‐                    50                  Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Update to the adopted 2009 Trails and Bike Master Plan which expires in 2016. In order to maintain WWRP grant eligibility, the plan is required to be updated and  certified every six years.  The City also uses the plan to obtain KC Conservation Futures and transportation grants. Public Works to contribute 50% of the $100,000  cost for consultant services. The adopted Parks, Recreation and Natural Areas Plan; City Center Community Plan; and the Benson Hill Community Plan recommend  implementing the Trails and Bicycle Plan.  Policy language (per the Citywide Comprehensive Plan Update), community planning areas, a demand and needs analysis  and new trails such as the East Side Trail Corridor are elements that are currently not included in the existing plan. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 48 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 41 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Capital Project Coordination Project Type:Development and Major Maintenance Total Anticipated Project Cost:960$            Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management 332               75                 81                 85                 90                 94                 99                 104               960                Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses 332               75                 81                 85                 90                 94                 99                 104               960                Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                75                 81                 ‐                    ‐                    ‐                    ‐                    ‐                    156                Business License Fee and B&O Tax ‐                ‐                ‐                80                 ‐                ‐                ‐                ‐                80                  Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    5                   ‐                    ‐                    ‐                    ‐                    5                    2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance 332               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    332                Total Resources 332               75                 81                 85                 ‐                    ‐                    ‐                    ‐                    573                Balance Available / (Unfunded Needs)(0)                   ‐                ‐                ‐                (90)                (94)                (99)                (104)             (387)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted To reimburse Parks capital project planning, coordination, and management costs paid by Fund 001. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 49 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 42 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Limited Term Capital Project Coordinator Project Type: Total Anticipated Project Cost:‐$             Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted New two year, regular, full‐time, limited term  position that will assist staff with the back log of safety and infra‐structure‐related capital improvement projects.  The  back‐log is primarily due to the location of the projects along major bodies of water, federal/state/county/local/tribal regulatory and permitting requirements,  environmental constraints and the related time required to work through environmental processes.  The position will administer consultant & construction  contracts, coordinate project design & construction elements, manage the public bid process including performing the bid analysis, process change order requests,  perform inspection of projects under construction, review payment requests and perform project closeout.  Operating impacts include supplies for office set up and  annual maintenance.  Temporarily replaces Capital Project Coordinator position eliminated in 2005. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 50 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 43 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Limited Term Certified Arborist Project Type:Major Maintenance Total Anticipated Project Cost:‐$             Current LOS Growth 100% Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted Increased demand by Renton residents, City departments and outside organizations regarding safety‐related tree requests and information has occured since   Council's approval of the Urban and Community Forestry Development Plan (2009) . An outside contractor was hired during 2013 to inspect requests for service  backlogged from 2010 and to prioritize safety‐related work including hazard tree removals.   During 2013/2014, an additional 600 requests for service were received,  inspected or completed involving over 3,000 trees.  This new limited term position will assist staff with back‐logged work and receiving requests, performing tree  inspections, prioritizing safety‐related work and processing work orders citywide. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 51 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 44 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:Grant Matching Program Project Type:Development and Major Maintenance Total Anticipated Project Cost:211$            Current LOS % Growth % Project Description: Summary of Progress:    Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                     ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                     ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Major Maintenance ‐                    211               ‐                ‐                ‐                ‐                ‐                ‐                211                Construction ‐                     ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contribution to 1% for Art ‐                     ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Inspection ‐                     ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Project Management ‐                     ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Equipment Acquisition ‐                     ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                     ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total Expenses ‐                211               ‐                ‐                ‐                ‐                ‐                ‐                211                Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 Business License Fee and B&O Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 General Fund Transfer Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     ‐                 Beginning Fund Balance ‐                211               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    211                Total Resources ‐                211               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    211                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted The City annually appropriates funds to the Community Services Department to be available for unforeseen building facility, park and/or trail development or  acquisition opportunities, or to be available to leverage grant monies from agencies such as King County Conservation Futures, Washington Recreation and Wildlife  Program (WWRP), or the Washington Department of Natural Resources.  Expenditure of these monies must have specific Council approval.     In 2014, $38,817 was identified to offset potential increased expenditures related to the FEMA Grant for the Cedar River Gabion Repair Project. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 52 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 45 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: Disaster Repairs Project Type: Remodel & Construction Total Anticipated Project Cost:‐$                    Current LOS Growth 100% Project Description: Summary of Progress:     Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contingencies ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Expenses ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              8                 8                 8                  8                   8                  38                Net Operating Impact ‐                ‐                ‐                8                   8                   8                   8                   8                   38                  Adopted Adopted Unpredictable events occur that result in significant repair costs to the Community Services Department's assets. Project funds are used for disaster events  whenever damage occurs.  Events such as floods, windstorms, earthquakes, and the like require an immediate response to make repairs and restore pre‐existing  conditions.   The Cedar River Gabion Project was approved for construction in 2014 (2009 flood damage).  5 years of habitat monitoring to 2020 is required. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 53 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 46 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:2007 KC Levy Fund Project Type:Acquisition Total Anticipated Project Cost:1,112$         Current LOS % Growth % Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition 653               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    653                Consultant Services ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Earmarked ‐                459               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    459                Total Expenses 653               459               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1,112            Resources: User Fee ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                     Bond Proceeds ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 2007 KC levy Prop 2 1,112           ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1,112            Beginning Fund Balance ‐                459               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    459                Total Resources 1,112           459               ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1,571            Balance Available / (Unfunded Needs)459               ‐                ‐                ‐                ‐                ‐                ‐                ‐                (459)              Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted King County voters approved a six‐year levy for open space and trail acquisition and development through 2013.  The funds may specifically include local trails in  underserved areas linking to city or county trails that connect regional trails and for open space acquisition in areas where the City is trying to acquire missing  parcels as part of a larger network of open spaces.  The funding will be allocated to appropriate eligible projects.  During 2013, $427,432 was expended for the May Creek Trail construction, the Tiffany/Cascade Park Connector,  the Cedar River Trail turn‐back and parcel  CIP Expenditures & Resources Capital Investment Program - General Government 5 - 54 GENERAL GOVERNMENT CAPITAL INVESTMENT PROGRAM   Project Number: 47 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title: 2013 KC Proposition 1 Parks Levy Fund Project Type:  Development and Major Maintenance Total Anticipated Project Cost:591$                   Current LOS Growth 100% Project Description: Summary of Progress:   Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Consultant Services ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Major Maintenance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Construction ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Contribution to 1% for Art ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Inspection ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Project Management ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Equipment Acquisition ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Earmarked, KC Levy ‐                    197               (197)             ‐                    197               197               197               ‐                    591                Total Expenses ‐                    197               (197)             ‐                    197               197               197               ‐                    591                Resources: User Fee ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     REET ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Fuel Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Utility Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Business License Fee and B&O Tax ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Bond Proceeds ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Operating ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Received ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Grants/Contribution Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Mitigation Funds Anticipated ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     General Fund Transfer Misc/Transfers ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Interest Income ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Used ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     2013 KC levy Prop 1 Unused 197               (197)             ‐                    197               197               197               ‐                    591                2007 KC levy Prop 2 Unused ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Beginning Fund Balance ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Total Resources ‐                    197               (197)             ‐                    197               197               197               ‐                    591                Balance Available / (Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Estimated  Year End P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                 Net Operating Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted Adopted King County voters approved a six‐year levy for the repair, replacement, improvement, and expansion or acquisition of parks, open space, trails and recreation  opportunities.  The funding will be allocated to appropriate eligible projects and the maintenance and operating costs will be incorporated in these projects when  funded.  Funding under this project will continue from 2014 through 2019.  Funds continue to be collected for 2014 with a total of $197,771 by year's end less KC administration fees. CIP Expenditures & Resources Capital Investment Program - General Government 5 - 55 This page is intentionally left blank  Capital Investment Program - General Government 5 - 56 Dept Assigned Charge  Code Equipment  Number Make Model Description Original  Cost Year  Puchased Life 2015  Replacement  Cost 2016  Replacement  Cost Police Admin Pool02 A428 FORD CROWN VICTORIA STANDARD 22,796    2005 4 45,500             ‐                     Police Admin Pool02 A404 FORD TAURUS COMPACT 17,858    2001 3 45,500             ‐                     Police Admin Pool02 A455A DMCH CHARGER STANDARD 24,558    2008 4 ‐                    46,500              Police Traffic Pool07 M051 HDMC FLHTP DOM MOTORCYCLE 18,047    2007 4 30,000             ‐                     Police Patrol Pool08 A416 FORD CROWN VICTORIA POLICE CRU 22,834    2002 3 45,500             ‐                     Police Patrol Pool08 A446 FORD CROWN VICTORIA POLICE CRU 23,129    2006 4 45,500             ‐                     Police Patrol Pool08 A452A DMCH CHARGER POLICE CRU 38,056    2008 4 45,500             ‐                     Police Patrol Pool08 A453A DMCH CHARGER POLICE CRU 38,056    2008 4 45,500             ‐                     Police Patrol Pool08 A442 FORD CROWN VICTORIA POLICE CRU 23,129    2006 4 45,500             ‐                     Police Patrol Pool08 B112 FORD EXPEDITION UTIL VEH FULL 27,394    2003 8 45,500             ‐                     Police Patrol Pool08 B144 FORD EXPEDITION UTIL VEH FULL 27,970    2008 8 45,500             ‐                     Police Patrol Pool08 B137A FORD EXPEDITION UTIL VEH FULL 27,970    2008 8 45,500             ‐                     Police Patrol Pool08 A462 DMCH CHARGER POLICE CRU 38,056    2008 4 ‐                    46,500              Police Patrol Pool08 A465 DMCH CHARGER POLICE CRU 38,056    2008 4 ‐                    46,500              Police Patrol Pool08 A470A DMCH CHARGER POLICE CRU 37,826    2008 4 ‐                    46,500              Police Patrol Pool08 A448 DMCH CHARGER POLICE CRU 24,679    2007 4 ‐                    46,500              Police Patrol Pool08 A456A DMCH CHARGER STANDARD 24,372    2008 4 ‐                    46,500              Police K9 Pool09 NEW CHEV TAHOE UTIL VEH FULL ‐           NEW 8 60,000             ‐                     Public Works ‐‐ Street Pool25 E103 CASE 580SL BACKHOE 77,193    2000 10 120,000           ‐                     Public Works ‐‐ Street Pool25 D091 DMCH 3500 1 TON DUMP 28,451    1999 10 55,000             ‐                     Public Works ‐‐ Street Pool25 E111 LYTN D550 ASPHALT DISTRIBUTOR 45,909    2006 10 75,000             ‐                     Public Works ‐‐ Street Pool25 NEW NEW SNOW PLOW SNOWPLOW ‐           NEW 20 11,000             ‐                     Public Works ‐‐ Street Pool25 NEW NEW SANDER SANDER ‐           NEW 15 20,000              Public Works ‐‐ Street Pool25 E080 CTPL IT28B LOADER 73,055    1992 10 ‐                    170,000            Public Works ‐‐ Street Pool25 S149 N/A SANDER SANDER 1,623       1980 10 ‐                    19,000              Public Works ‐‐ Street Pool25 D081 GMCX TOPKICK FLUSHER 33,542    1991 10 ‐                    65,000              Public Works ‐‐ Surface Water Pool26 E121 INTE VACTOR VACTOR 292,740  2009 4 425,000           ‐                     Public Works ‐‐ Surface Water Pool26 C217 FORD F250 PU 3/4 TON 24,946    2002 8 55,000             ‐                     Public Works ‐‐ Surface Water Pool26 E091 CASE 580SL BACKHOE 74,667    1996 15 ‐                    120,000            Public Works ‐‐ Wastewater Pool42 D082 FORD F450 1 TON SVC BODY 26,113    1997 10 75,000             ‐                     Public Works ‐‐ Wastewater Pool42 C187 FORD RANGER PU COMPACT 18,308    1999 8 25,000             ‐                     Public Works ‐‐ Water Pool27 E096 HYST H80XL FORKLIFT 27,476    1994 15 30,000             ‐                     Public Works ‐‐ Water Pool27 C169 FORD PU PU 1/2 TON 13,378    1995 8 24,000             ‐                     Public Works ‐‐ Water Pool27 D095 CHEV 3500 1 TON SVC BODY 26,268    2000 15 50,000             ‐                     Public Works ‐‐ Water Pool27 D075 FORD F450 1 TON SVC BODY 18,870    1994 10 ‐                    60,000              Community Services Parks Pool31 P115 SEAT SPRAYER SPRAY UNIT 4,788       1999 10 7,000               ‐                     Community Services Parks Pool31 C191 GMCX SONOMA PU COMPACT 15,761    1999 8 23,000             ‐                     Community Services Parks Pool31 C202 CHEV SONOMA PU COMPACT 15,760    2001 8 23,000             ‐                     Community Services Parks Pool31 C179 GMCX S15 PU COMPACT 12,713    1997 8 23,000             ‐                     Community Services Parks Pool31 P058 SMTH NONE COMPRESSOR 8,269       1988 5 12,000             ‐                     Community Services Parks Pool31 P108 SMCO SWEEPSTAR 60 SWEEPER, LEAF,TOWED 19,494    1999 7 35,000             ‐                     Community Services Parks Pool31 P090 JNDR F1145 MOWER 15,334    1997 10 55,000             ‐                     Community Services Parks Pool31 P129 TORO 4000 MOWER, RIDING 46,546    2004 5 65,000             ‐                     Community Services Parks Pool31 C199 CHEV PU PU 3/4 TON 24,574    2000 8 55,000             ‐                     Community Services Parks Pool31 C206 GMCX SONOMA PU COMPACT 16,517    2001 8 23,000             ‐                     Community Services Parks Pool31 C209 GMCX SONOMA PU COMPACT 15,348    2002 8 23,000             ‐                     Community Services Parks Pool31 NEW NEW STUMP GRINDER STUMP GRINDER ‐           NEW 6 20,000             ‐                     Community Services Parks Pool31 D078 FORD PU PU 1 TON 16,900    1995 15 ‐                    40,000              Community Services Parks Pool31 D086 FORD F350  1 TON FLATBED 18,267    1997 10 ‐                    55,000              Community Services Parks Pool31 C206 GMCX SONOMA PU COMPACT 16,517    2001 8 ‐                    23,000              Community Services Parks Pool31 P042 OLTH SEEDER ATTACHMENTS ‐           1985 10 ‐                    8,000                Community Services Parks Pool31 P089 NRTH NONE TRL, UTILITY 3,420       1996 10 ‐                    6,000                Community Services Parks Pool31 P097 TOPN ST5 TRL, UTILITY 3,751       1997 15 ‐                    8,000                Community Services Parks Pool31 P141 JNDR GATOR CART, UTILITY 11,336    2007 5 ‐                    13,000              Community Services Parks Pool31 P126 JNDR 5220 TRACTOR, WH 24,549    2003 10 ‐                    30,000              Community Services Parks Pool31 P134 JNDR 1445 MOWER, RIDING 19,624    2005 5 ‐                    67,000              Community Services Senior Center Pool34 B066 GMCX BUS BUSS VAN 18,903    1992 8 25,000             ‐                     Fire Suppression Pool40 F044 CHEV HI CUBE VAN VAN 31,143    1990 10 350,000           ‐                     Fire Suppression Pool40 F061 EONE CYCLONE II FIRETRUCK 268,463  1998 20 510,000           ‐                     Fire Suppression Pool40 F062 FORD TAURUS COMPACT 15,974    1999 10 22,000             ‐                     Fire Suppression Pool40 F066 GMCX SAVANA VAN PASS 20,750    1999 8 25,000             ‐                     Fire Suppression Pool40 F067 GMCX SAFARI VAN PASS 22,995    1999 8 25,000             ‐                     Fire Suppression Pool40 F2513 EONE PUMPER FIRETRUCK 267,441  1996 20 ‐                    510,000            Total:2,831,000$     1,473,000$     2015‐2016 Vehicle Acquisitions/Replacements Fund 501 ‐ Equipment Rental Fund  Capital Investment Program - Internal Service Funds 5 - 57 Fund 503  ‐ Information Technology Fund 2015 2016 791,000$        788,000$        Department Capital (Costs charged directly to identified department): Court Services: 40,000             30,000            City Attorney:5,000               ‐                       Administrative Services:15,000             15,000            Human Resources and Risk Management: 4,000                ‐                       Police: 60,000             60,000            Fire: 36,000             ‐                       Public Works:85,000             120,000           Springbrook‐ Utility Systems application upgrade and SCADA fiber network / Controllers Community Services:10,000             7,000                Enterprise Capital (costs allocated city‐wide based on weighted point system) : Network and Enterprise Infrastructure: 10,000             30,000            Core systems replacement:110,000          110,000           System Enhancements/Continued growth:170,000          170,000         Enterprise GIS:20,000             20,000            Total IT Capital Projects/Programs 565,000$       562,000$        Annual Equipment Replacement (non‐capital)226,000$       226,000$       This project replaces aging City desktop, laptop and ruggedized computers on a 5 year rotation schedule.   Also includes mobile devices, copiers/printers and other equipment. e‐Court case processing system enhancements/equipment and video arraignment system  replacement/upgrade. Eden system Replacement Study/Implementation. LawBase additional licenses. DR ‐ Redundant Internet Route/Increased bandwidth  DR ‐ Cloud Storage / Computing  City Hall/FS12 Storage/Backup  DR ‐ FS12 failover servers NEOGOV ‐ Onboarding. NWS Modules ‐ Added modules for fire alarms, online warrants and wants, online pawn reporting. ePCR/SEND system/services and DC vehicle MDC/Cell modem. Additional product licensing, programming, Areetc. Orthophotography Volunteer and Attendance tracking software. Upgrade conference rooms A/V and ECMS: Records / Document Management System. Replacement of servers, storage, backup systems, network devices, switches, routers, and access points. Misc. Server/Network software Wireless/Fiber Network extension Total Anticipated Project Cost: Capital Investment Program - Internal Service Funds 5 - 58 2015 2016 Total Anticipated 2015‐2016 Major Maintenance Cost: $405,000 $343,000 Operational Facilities Major Maintenance Projects:  Fire Station No. 11 (Built 1978):$13,000 $13,000 Fire Station 12:$15,000 $15,000 Fire Station No. 13: $10,000 $10,000 Fire Station No. 14 (Built 1997):$10,000 $10,000 Fire Station No. 16 (Remodeled 1997):$12,000 $12,000 Fire Station No. 17 $12,000 $12,000 City Shops: $20,000 $20,000 Public Facilities Major Maintenance Projects:  City Hall:$80,000 $80,000 Renton Community Center:$40,000 $40,000 Senior Activity Center:$95,000 $33,000 Main and Highlands Libraries:$15,000 $15,000 Coulon Park:$27,000 $27,000 Exercise Equipment Replacement:$16,000 $16,000 Highland and N Highlands Community Centers $35,000 $35,000 Liberty Park Stadium:  $5,000 $5,000 Total:$405,000 $343,000 Fund 504 ‐ Facilities Fund The stadium is old enough to need frequent concrete repairs and sealing. Replacement of the stadium with new public restrooms is part of the Tri‐Park Master Plan. We have experienced an increasing level of maintenance repair as this facility ages. Operational changes will also require facility alterations. For example, there is an expansion of the Sign Shop proposed in the CIP. Electricalredistribution will allow us to put power where it is now needed without adding another transformer and an additional service feed from PSE. A variety of small projects are requested annually ($30,000) in response to public access and technology changes, There is some potential recovery of cost from PSE energy savings matches to replace two original hot water boilers (HVAC) ($30,000), but rebates change periodically and cannot always be planned on.   Ongoing maintenanceissues are lower than typical for an older station as it was updated in 2009. However, the generatorwas not replacedat the time and is not large enough to support full operations during a power outage.  Generator replacement is a CIP proposal for 2015. We corrected issues with the building's exterior envelope in the previous budget cycle, resulting in energy savings. The equipment and backup systems for the  Emergency Control Center, which is quite large, are important to maintain at the schedules recommended in the O&M Manual.  Interior and exterior painting is intended to maintain a relatively high aesthetic of this building, which is a headquarter‐type fire station serving the south end of the City. Exterior CMU block sealing prevents degradation of the CMU masonry system by shutting off water intrusion from the exterior. It also eliminates spalling due to a freeze‐thaw cycle. Worn carpet replacement in the training & administrative areas is planned for 2015. Building hardware is also at the age and conditon to require replacement. Carpet replacement is planned for 2015.  Upgrading uninsulated windows will improve the energy efficiency and integrity of the building envelope.  The City is responsible for facility and landscape maintenance as part of the contracted services agreement with King County Fire District 40. The Fire District is responsible for major repairs (incidents over $5,000).  The ongoing program to replace old exercise equipment, located throughout all public facilities, continues and will be $16,000. There are eight separate  fitness room locations supported through this funding. Annual maintenance costs are high for the NHNC. It is very old, and the original construction was not industrial quality. Roof, siding, eave and gutter repairs are common for these buildings in addition to typical mechanical repairs and maintenance. Major maintenance has an allowance of $25,000 annually which includes items like the gym floor annual refinishing. ($13,000), bathroom finishes and wood trim replacement. Banquet room tables are scheduled for replacement in 2015 ($20,000). Major painting and staining is planned ($40,000) to provide an updated appearance.    Our summer major maintenance shutdown program costs $25,000 annually.  The office and public counter need to be reconfigured to be ADA accessible.  It  should be noted that the ceiling tile replacement and lighting upgrades  in the auditorium, funded for 2014, will be carried forward to 2015 because of the  extended length of time necessary to perform this work.  Any funds left over in 2015 will be carried forward for the upgrade project. Per the KCLS agreement, Facilities is responsible for major maintenance items exceeding $5,000.   The Library over the Cedar River allocation has been  eliminated as that building is under reconstruction.  When completed, the building will be under warranty for a year and the City will not be responsbile for  major or minor maintenance items.  There will be costs associated with the Highlands Library if it is approved to be surplused after the completion of the new  Highlands Library in 2015.  The structures at Coulon Park will require annual major maintenance of $27,000.  In this park we have significant painting and power washing of structures.   Capital Investment Program - Internal Service Funds 5 - 59 This page is intentionally left blank  Capital Investment Program - Internal Service Funds 5 - 60 Life to  Date  Adjusted  Budget Project  #Projects Priority Type*Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total 1 Street Overlay 1 M 722            885            750            773            837            870            910            952            6,699         2 Arterial Rehabilitation Program 2 M ‐             1,451         ‐              ‐             415            468            491            491            3,316         3 Preservation of Traffic Oper Device Program 3 M 122            67              62              62              62              62              62              62              561             4 Bridge Inspection & Repair Program 4 M 16              200            30              30              100            100            100            100            676             5 Sidewalk Rehabilitation and Replacem Prog 5 M ‐             413            100            100            100            130            130            100            1,073         6 Maple Valley Highway Attenuator 6 M ‐              ‐              ‐              ‐             1,180        ‐              ‐              ‐             1,180         7 Roadway Safety and Guardrail Program 7 M 8                 15              15              15              15              15              20              25              128             8SW 27th St ‐ Loan Repayment * C 299            150            150            150            ‐              ‐              ‐              ‐             749             9S 7th St ‐ Rainier Ave S to Talbot Rd S*C49              1,015        254            ‐             200            1,400        1,300        5,800        10,018       10 Carr Road Improvements * C 27              2,694        601            ‐             200            ‐              ‐              ‐             3,522         11 Logan Ave N Improvements 1 C 394            746            7,400        ‐             1,240        10,000      6,000        7,440        33,220       12 Rainier Ave S Phase 4 (S 3rd St to NW 3rd Pl) 2 C ‐              ‐             1,200        1,806        1,500        6,000        8,800        ‐             19,306       13 Main Ave S/Downtown Circulation Project 3 C 49              150            850            ‐              ‐              ‐              ‐              ‐             1,049         14 NE Sunset Boulevard (SR 900) Corridor 4 C 200            720            1,680        ‐             2,000        7,800        9,700        8,100        30,200       15 Duvall Ave NE ‐ NE 4th St to Sunset Blvd NE 5 C ‐              ‐             241            1,856        1,910        2,310        4,680        5,265        16,262       16 Houser Way N ‐ N 8th St to Lake Washington Blvd 6C ‐              ‐              ‐              ‐             2,145        2,030         ‐              ‐             4,175         17 NE 3rd/NE 4th Corridor 7 C 3,714        10               ‐              ‐             700            3,540        4,680        2,700        15,344       18 Park Ave N Extension 8 C ‐              ‐              ‐              ‐              ‐              ‐              ‐             3,000        3,000         19 Sunset Area Green Connections 8 C ‐              ‐              ‐              ‐              ‐             3,600        10,700      7,900        22,200       20 S Grady Way ‐ Main Ave to West City Limits 9 C ‐              ‐              ‐              ‐             500            1,275        1,500        ‐             3,275         21 116th Ave SE Improvements 10 C ‐              ‐             118            700            600            1,600        4,140        3,160        10,318       22 Lake Washington Blvd N ‐ Park Ave N to Gene Co 11 C 422            10               ‐              ‐             1,000        1,000        ‐              ‐             2,432         23 Lind Ave SW ‐ SW 16th St to SW 43rd St 12 C ‐              ‐              ‐              ‐              ‐             400            1,650        2,350        4,400         24 Oakesdale Ave SW/Monster Rd SW/68th Ave S to 13 C ‐              ‐              ‐              ‐              ‐              ‐             50              8,000        8,050         25 Intersection Safety & Mobility Program 1 S 104            61              70              250            250            250            250            250            1,485         26 Traffic Safety Program 2 S 85              347            40              40              40              40              40              40              672             27 Lake to Sound (L2S) Trail 1 N ‐              ‐              ‐              ‐             570            685            ‐              ‐             1,255         28 Lake Washington Loop Trail 2 N ‐             200            285            670            3,640        3,580        3,240        ‐             11,615       29 Barrier‐Free Transition Plan Implementation 3 N 7                 50              30              30              25              40              40              41              263             30 Walkway Program 4 N ‐             115            124            45              360            250            250            250            1,394         31 Arterial Circulation Program 1 O 44              180            120            145            145            145            150            150            1,079         32 Project Development & Pre‐Design Program 2 O 30              160            110            115            115            115            120            120            885             33 ITS Program 4 O 3                 57              30              30              30              30              30              30              240             34 1% for the Arts Program 5 O 11            15            15            15            15            15              15              15            116           Total 6,308      9,711      14,275    6,832      19,894    47,750      59,048      56,341    220,159   Life to  Date  Adjusted  Budget Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total 603            810            640            650            660            670            680            680            5,393 1,332        1,887        1,990        2,000        1,575        1,725        1,748        1,766        14,024 2,006        5,275        5,488        3,262        570            685             ‐              ‐             17,286 361            417            4,729        575             ‐              ‐              ‐              ‐             6,081 686            54              196             ‐              ‐              ‐              ‐              ‐             936 ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐             0 262            (21)              ‐              ‐             1,000        1,000        ‐              ‐             2,241 ‐             150            125            95               ‐              ‐              ‐              ‐             370 ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐             0 ‐             225             ‐              ‐              ‐              ‐              ‐              ‐             225 1,214        1,139        1,130        ‐              ‐              ‐              ‐              ‐             3,483 ‐            ‐            ‐            ‐            ‐            ‐              ‐              ‐           0 6,465 9,936 14,298 6,582 3,805 4,080 2,428 2,446 50,039 Balance Available / (Unfunded Needs)157          225          23            (250)         (16,089)   (43,670)     (56,620)     (53,895)   (170,119) * NOTE: M ‐ Maintenance & Preservation, C ‐ Corridor Projects, S ‐ Safety, N ‐ Non‐Motorized, T ‐ Transit, and O ‐ Other ** Projects under construction and/or with a phase under construction # Corresponds to project number (#) on individual project pages TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Adopted P   r   o   j   e   c   t   e   d    S U M M A R Y  B Y  C O U N C I L  P R I O R I T Y Adopted P   r   o   j   e   c   t   e   d    Vehicle Fuel Tax Resources: Other Gov't Resources In‐Hand (1) Total Resources  Undetermined Proposed Fund Balance Other Proposed Grants Proposed Other Gov't Resources In‐Hand (2) Bonds / LID's Formed Mitigation In‐Hand Grants In‐Hand (2) Grants In‐Hand (1) Business License Fee Capital Investment Program - Transportation 5 - 61 Project Number: 1 Importance Urgency Combined Project Priority Score: + = Priority Ranking: Project Title: Street Overlay Project Type: Major Maintenance Project Account Number: 317.122108.016.542.30.**.*** Total Anticipated Project Cost:6,699$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering 3                15              4                4                4                4                4                4                42               R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐             ‐              Construction 679            817            693            716            780            813            853            895            6,246         Construction Services 41              53              53              53              53              53              53              53              412             Post Construction Services ‐              ‐            ‐            ‐            ‐            ‐            ‐              ‐             ‐            Total CIP Expenses 722            885          750          773          837          870          910            952           6,699       Resources: Vehicle Fuel Tax 600            810            640            650            660            670            680            680            5,390         Business License Fee 120            75              110            123            177            200            230            272            1,307         Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance 2                 ‐              ‐              ‐              ‐              ‐              ‐              ‐             2                 Undetermined Total CIP Resources 722            885           750          773          837          870          910            952           6,699       Balance Available / (Unfunded Needs)(0)                ‐            ‐           ‐           ‐           ‐           ‐              ‐            (0)              Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐            N/A N/A N/A N/A N/A N/A ‐            Net Impact ‐              ‐            ‐           ‐           ‐           ‐           ‐              ‐            ‐            Annual program for repairing and resurfacing existing roadways, maintaining the City's Pavement Management System and providing data for deficiency  ratings. Installation of ADA compliant curb ramps has been incorporated into the annual Street Overlay Program in accordance with federal requirements.   Management System and providing data for deficiency ratings.                         TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 62 Project Number: 2 Importance Urgency Combined Project Priority Score: + = Priority Ranking: Project Title: Arterial Rehabilitation Program Project Type: Major Maintenance Project Account Number: 317.122186.016.544.40.**.*** Total Anticipated Project Cost:3,316$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐             1,451         ‐              ‐             415            468            491            491            3,316          Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Post Construction Services ‐              ‐             ‐            ‐            ‐            ‐             ‐              ‐             ‐            Total CIP Expenses ‐             1,451        ‐            ‐           415          468          491            491           3,316        Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐             395            ‐              ‐             415            468            491            491            2,260          Grants In‐Hand (1)‐             700            ‐              ‐              ‐              ‐              ‐              ‐             700             Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐             (10)              ‐              ‐              ‐              ‐              ‐              ‐             (10)              Other Gov't Resources In‐Hand (2)‐             ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐             366            ‐              ‐              ‐              ‐              ‐              ‐             366             Undetermined Total CIP Resources ‐             1,451        ‐           ‐           415          468          491            491           3,316        Balance Available / (Unfunded Needs)‐              ‐            ‐           ‐           ‐           ‐           ‐              ‐            ‐            Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐            N/A N/A N/A N/A N/A N/A ‐            Net Impact ‐              ‐            ‐           ‐           ‐           ‐           ‐              ‐            ‐            Adopted P   r   o   j   e   c   t   e   d    TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This program provides for the rehabilitation of principal and minor arterial streets.  Installation of ADA‐compliant curb ramps has been incorporated into  the annual Arterial Rehabilitation and Overlay programs according to new federal requirements.  The Overlay Program (TIP #1) concentrates to a great  degree on maintaining residential streets, where relatively small traffic volumes and less truck and bus traffic make standard asphalt overlays a long term  means of maintenance.  Arterial streets can often deteriorate rather quickly and often require more costly rehabilitation measures and/or costly  temporary repairs to avoid more extensive deterioration.  Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Capital Investment Program - Transportation 5 - 63 Project Number: 3 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Preservation of Traffic Operation Devices Program Project Type:Development Project Account Number:317.122904.016.***.**.**.*** Total Anticipated Project Cost:561$          LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction 122            67              62              62              62              62              62              62              561             Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses 122            67              62              62              62              62              62              62              561             Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 110            62              62              62              62              62              62              62              544             Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)12              4                 ‐              ‐              ‐              ‐              ‐              ‐             16               Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐             1                 ‐              ‐              ‐              ‐              ‐              ‐             1                 Undetermined Total CIP Resources 122            67              62              62              62              62              62              62              561             Balance Available / (Unfunded Needs)(0)                ‐              ‐              ‐              ‐              ‐              ‐              ‐             (0)                Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Replace failed or failing traffic signal vehicle detection loops and repair pavement as required to achieve proper installation and assure reliability.  This  program also provides for the replacement and/or relocation of signs that are obsolete, faded, poorly located or no longer appropriate, and replacement of  damaged luminaire and signal poles. These poles have been damaged in unknown incidents where reimbursement through normal channels is impossible.   Most of Renton's signals require extensive vehicle detection systems to provide traffic count data needed for the intersection controllers and TACTIS signal  coordination system to operate effectively.  Pavement deterioriation due to heavy traffic volumes, trucks, and adverse weather has increased the need for  detection loop replacement.                         Summary of Progress: Ongoing yearly program. Replacement of traffic signal detection loops, traffic signs, traffic signal, street lighting poles and pavement  markings is dependent upon yearly inspections.                              Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 64 Project Number: 4 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Bridge Inspection & Repair Program Project Type:Major Maintenance Project Account Number:317.120106.016.542.50.**.*** Total Anticipated Project Cost:676$          LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering 16              175            10              10              10              10              10              10              251             R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐             25               ‐              ‐             55              55              55              55              245             Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Post Construction Services ‐              ‐             20              20              35              35              35              35              180             Total CIP Expenses 16              200            30              30              100            100            100            100            676             Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐             25              30              30              30              30              30              30              205             Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance 16              175            ‐              ‐              ‐              ‐              ‐              ‐             191             Undetermined Total CIP Resources 16              200            30              30              30              30              30              30              396             Balance Available / (Unfunded Needs)0                 ‐              ‐              ‐             (70)             (70)             (70)             (70)             (280)           Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A    ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Inspect all roadway bridges owned by the City every two years to determine bridge sufficiency and load ratings, seismic retrofit needs.  Undertake minor  repairs and preventative maintenance as needed.  Inspection program must be done for safety and funding purposes and as part of WSBIS Program to  determine structural deficiencies, physical deterioration, or functional obsolescence and to qualify for federal bridge replacement grant funding.  Repair  funding is provided to accomplish lower cost improvements, identified through the inspection program, that will increase the safety and extend the longevity  of the structures.                              Summary of Progress: Biennial bridge inspections will occur in 2015. A few bridges have annual inspections.                                    Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 65 Project Number: 5 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Sidewalk Rehabilitation and Replacement Program Project Type:Major Maintenance Project Account Number:317.122801.016.***.**.**.*** Total Anticipated Project Cost:1,073$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐             5                5                 ‐              ‐              ‐              ‐              ‐             10               R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐             370            90              100            100            130            130            100            1,020          Construction Services ‐             38              5                 ‐              ‐              ‐              ‐              ‐             43               Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐             413            100            100            100            130            130            100            1,073          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 100            175            100            100            100            130            130            100            935             Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance 57              238            ‐              ‐              ‐              ‐              ‐              ‐             295             Undetermined Total CIP Resources 157            413            100            100            100            130            130            100            1,230          Balance Available / (Unfunded Needs)157            ‐              ‐              ‐              ‐              ‐              ‐              ‐             157             Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A    ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This program provides for the removal and replacement of existing curb and gutter, sidewalks, and curb ramps where such facilities have deteriorated or  have been damaged.  This program will address deficiencies and provide safe and convenient non‐motorized facilities for pedestrians in neighborhoods with  damaged or deteriorated curb and gutter, sidewalks, and curb ramps.  There are some places where curb ramps do not exist or are not to current ADA  standards and they will be upgraded through this program.                                     Summary of Progress:  The 2014 program will continue work in the Maplewood Glen Neighborhood.                                     Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 66 Project Number: 6 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Maple Valley Highway Attenuator Project Type:Major Maintenance Project Account Number: Total Anticipated Project Cost:1,180$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐              ‐              ‐             156            ‐              ‐              ‐             156             R‐O‐W (includes Admin)‐              ‐              ‐              ‐             85               ‐              ‐              ‐             85               Construction ‐              ‐              ‐              ‐             783            ‐              ‐              ‐             783             Construction Services ‐              ‐              ‐              ‐             157            ‐              ‐              ‐             157             Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐             1,180         ‐              ‐              ‐             1,180          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐             (1,180)       ‐              ‐              ‐             (1,180)        Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A    ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Adopted P   r   o   j   e   c   t   e   d    TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: The design report is complete and was funded by the Roadway Safety and Guardrail Program (TIP # 24). Final design and construction  pending funding availability.                              Adopted P   r   o   j   e   c   t   e   d    Maple Valley Highway (SR 169) is a major arterial carrying 43,100 vehicles per day. This project will improve safety for eastbound traffic on Maple Valley  Highway (SR 169) at this location, which has been the site to numerous collision impacts.  This project will remove an existing concrete barrier end treatment  located eastbound (east of the Riviera Apartments). A new concrete barrier will be extended westerly approximately 400 feet and a new impact attenuator  will be installed at the end of the new concrete barrier. The project will also provide a 2‐foot wide shoulder along SR‐169 between the outside through lane  and the face of the barrier. CIP Expenditures & Resources Capital Investment Program - Transportation 5 - 67 Project Number: 7 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Roadway Safety and Guardrail Program Project Type:Major Maintenance Project Account Number:317.120110.016.542.60.**.*** Total Anticipated Project Cost:128$          LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering 8                5                3                3                3                3                3                3                31               R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐             5                10              10              10              10              15              20              80               Construction Services ‐             5                2                2                2                2                2                2                17               Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses 8                15              15              15              15              15              20              25              128             Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐             15              15              15              15              15              20              25              120             Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance 8                 ‐              ‐              ‐              ‐              ‐              ‐              ‐             8                 Undetermined Total CIP Resources 8                15              15              15              15              15              20              25              128             Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A    ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This program will make miscellaneous guardrail improvements each year and improve the safety of the roadside environment.  Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 68 Project Number: 8 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:SW 27th Street/Strander Boulevard Connection ‐ Loan Repayment Project Type:N/A Project Account Number:N/A Total Anticipated Project Cost:749$          LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Loan Repayment 299            150            150            150            ‐              ‐              ‐              ‐             749             Total CIP Expenses 299            150            150            150            ‐              ‐              ‐              ‐             749             Resources:‐              Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 299            150            150            150            ‐              ‐              ‐              ‐             749             Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance Undetermined ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Resources 299            150            150            150            ‐              ‐              ‐              ‐             749             Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project will account for the SW 27th St/Strander Blvd Connection loan repayment. The loan was approved by Council in May 2011 and will be amortized  over a 5‐year period, at a 2.25% interest rate. The interest amount to be paid over the life of the loan is $50,000. Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 69 Project Number: 9 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:South 7th Street ‐ Rainier Ave S to Talbot Road South Project Type:Development Project Account Number:317.122151.016.595.**.63.*** Total Anticipated Project Cost:10,018$    LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning 32               ‐              ‐              ‐              ‐              ‐              ‐              ‐             32               Preliminary Engineering 15              255             ‐              ‐             200            700            300             ‐             1,470         R‐O‐W (includes Admin)1                167             ‐              ‐              ‐             700            1,000        ‐             1,868         Construction ‐             508            218             ‐              ‐              ‐              ‐             5,000        5,725         Construction Services ‐             85              37               ‐              ‐              ‐              ‐             800            922             Post Construction Services ‐              ‐            ‐            ‐            ‐            ‐            ‐              ‐             ‐            Total CIP Expenses 49              1,015      254          ‐           200          1,400      1,300        5,800       10,018     Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 2                80              41               ‐              ‐              ‐              ‐              ‐             123             Grants In‐Hand (1)7                391            102             ‐              ‐              ‐              ‐              ‐             500             Grants In‐Hand (2)8                467            111             ‐              ‐              ‐              ‐              ‐             585             Mitigation In‐Hand ‐             54               ‐              ‐              ‐              ‐              ‐              ‐             54               Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐             (5)                ‐              ‐              ‐              ‐              ‐              ‐             (5)                Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance 32              28               ‐              ‐              ‐              ‐              ‐              ‐             61               Undetermined Total CIP Resources 49              1,015       254           ‐           ‐           ‐           ‐              ‐            1,318       Balance Available / (Unfunded Needs)(0)                ‐            ‐           ‐           (200)        (1,400)     (1,300)       (5,800)      (8,700)      Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐            ‐           ‐           ‐           ‐           ‐              ‐            ‐            Net Impact ‐              ‐            ‐           ‐           ‐           ‐           ‐              ‐            ‐            TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Widening the existing roadway to 3 lanes (2 lanes EB and 1 lane WB) and a separated multi‐use trail.  Includes new curb, gutter, wider sidewalks,  streetlighting, landscaping, channelization and upgrades to traffic signals. Phase 1 is the construction of a new eastbound right‐turn lane at the  intersection of S 7th St and Shattuck Ave S and a traffic signal  at this location.  This segment of the S 7th St corridor connects Talbot Rd S (SR 515) with  Rainier Ave S (SR 167).  This segment of S 7th St is part of a designated east‐west ped/bike route through the City's commercial core and an important link  between regional trails.  The South Renton Neighborhood Study has identified S 7th St as needing streetscape improvements.                             Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 70 Project Number: 10 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Carr Road Improvements Project Type:Development Project Account Number:317.122920.016.595.**.63.*** Total Anticipated Project Cost:3,522$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐             200             ‐              ‐              ‐             200             Preliminary Engineering 27              189             ‐              ‐              ‐              ‐              ‐              ‐             216             R‐O‐W (includes Admin)‐             1,440        ‐              ‐              ‐              ‐              ‐              ‐             1,440         Construction ‐             1,000        536             ‐              ‐              ‐              ‐              ‐             1,536         Construction Services ‐             65              65               ‐              ‐              ‐              ‐              ‐             130             Post Construction Services ‐              ‐            ‐            ‐            ‐            ‐            ‐              ‐             ‐            Total CIP Expenses 27              2,694      601           ‐           200          ‐            ‐              ‐            3,522       Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 2                 ‐             30               ‐              ‐              ‐              ‐              ‐             32               Grants In‐Hand (1)24              2,696        521             ‐              ‐              ‐              ‐              ‐             3,241         Grants In‐Hand (2)‐             (30)              ‐              ‐              ‐              ‐              ‐              ‐             (30)              Mitigation In‐Hand ‐              ‐             50               ‐              ‐              ‐              ‐              ‐             50               Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐             28               ‐              ‐              ‐              ‐              ‐              ‐             28               Undetermined Total CIP Resources 27              2,694       601           ‐           ‐           ‐           ‐              ‐            3,322       Balance Available / (Unfunded Needs)‐              ‐            ‐           ‐           (200)        ‐           ‐              ‐            (200)         Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐            230          230          230          230           ‐              ‐            920           Net Impact ‐              ‐            230          230          230          230          ‐              ‐            920           TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) A corridor design report prepared by King County in 2003 identified the need for roadway improvements from Benson Dr SE (108th Ave SE) to Talbot Rd S.  Potential improvements vary from roadway realignment/widening at several locations to address geometric deficiencies, widening to 5‐lane roadway (2  lanes westbound, 3 lanes eastbound), to a new 4‐5 lane roadway, including bicycle lanes on new alignment. Carr Road is classified as a principal arterial.   It has four lanes of traffic with left‐turn lanes at intersections.  Improvements are necessary to enhance vehicle traffic capacity and safety for vehicles,  bicycles, and pedestrians on this major east‐west transportation corridor.                          Summary of Progress: The City was awarded a $3,241,000 grant for signal timing along SW 43rd St/SE Carr Rd/SE 176th St/SE Petrovitsky Rd Corridor and  widening of the SE Carr Rd/Benson Dr SE (SR 515) intersection. These are Phase 1 improvements. Future roadway improvement options include spot  safety improvements, bicycle and pedestrian improvements, roadway widening and roadway on new alignment.                        Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 71 Project Number: 11 Importance Urgency Combined Project Priority Score: + = Priority Ranking: Project Title: Logan Ave N Improvements Project Type: Development Project Account Number: 317.122303.016.595.**.63.*** Total Anticipated Project Cost:33,220$    LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning 40               ‐              ‐              ‐              ‐              ‐              ‐              ‐             40               Preliminary Engineering 355            746             ‐              ‐             1,240         1,000          ‐              ‐             3,341          R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐             9,000         ‐              ‐             9,000          Construction ‐              ‐             6,300         ‐              ‐              ‐             5,000         6,200         17,500       Construction Services 0                 ‐             1,100         ‐              ‐              ‐             1,000         1,240         3,340          Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses 394            746            7,400         ‐             1,240         10,000      6,000         7,440         33,220       Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 20              100            75               ‐              ‐              ‐             ‐              ‐             195             Grants In‐Hand (1)300            651            2,490         ‐              ‐              ‐              ‐              ‐             3,441          Grants In‐Hand (2)‐              ‐             4,618         ‐              ‐              ‐              ‐              ‐             4,618          Mitigation In‐Hand 54               ‐             146            ‐              ‐              ‐              ‐              ‐             200             Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐             (10)              ‐              ‐              ‐              ‐              ‐              ‐             (10)              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance 20              5                71               ‐              ‐              ‐              ‐              ‐             96               Undetermined ‐              Total CIP Resources 394            746            7,400         ‐              ‐              ‐              ‐              ‐             8,540          Balance Available / (Unfunded Needs)0                 ‐              ‐              ‐             (1,240)       (10,000)     (6,000)       (7,440)       (24,680)      Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Phase 1 (from Cedar River Bridge to N 6th st) includes reconstruction of the roadway pavement, new traffic signal and new curb, gutter, sidewalks,  landscaped buffer, streetlights on the east side of Logan Ave N. Phase 2  (N 6th St to Park Ave N) will add a northbound lane, new curb, gutter, sidewalks (on  the east side), landscaped buffer,  and a pedestrian/bicycle trail (west side), streetlights, pedestrian scale illumination, crosswalks, pedestrians ramps,  channelization.  The condition of the roadway pavement has deteriorated (due to increase in commuter and freight volume) to the extend that total  replacement may be needed. The increase in traffic and the new RapidRide transit have warranted widening to add a northbound lane. Included with the  improvements are urban roadway amenities to implement "Complete Streets" practice per City code.                         Summary of Progress: The City was awarded a STP grant in the amount of $951,000 for design in 2012. A TIB grant in the amount of $4,618,248 was  awarded in 2013 and a STP grant in the amount of $2,490,000 is anticipated for construction of Phase 1. Phase 2 is pending future grant funding availability.                             Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 72 Project Number: 12 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Rainier Ave S/N Phase 4 ‐ S 3rd Street to NW 3rd Pl Project Type:Development Project Account Number:317.122703.016.595.**.63.*** Total Anticipated Project Cost:19,306$    LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐             1,200         1,806         ‐              ‐              ‐              ‐             3,006          R‐O‐W (includes Admin)‐              ‐              ‐              ‐             1,500         ‐              ‐              ‐             1,500          Construction ‐              ‐              ‐              ‐              ‐             5,000         7,300         ‐             12,300       Construction Services ‐              ‐              ‐              ‐              ‐             1,000         1,500         ‐             2,500          Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐             1,200         1,806         1,500         6,000         8,800         ‐             19,306       Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐              ‐             162            244            ‐              ‐              ‐              ‐             406             Grants In‐Hand (1)‐              ‐             1,038         1,562         ‐              ‐              ‐              ‐             2,600          Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance Undetermined ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Resources ‐              ‐             1,200         1,806         ‐              ‐              ‐              ‐             3,006          Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐             (1,500)       (6,000)       (8,800)        ‐             (16,300)      Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Adopted P   r   o   j   e   c   t   e   d    TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: Planning to determine the roadway cross section started in 2013, under TIP 31 (Project Development and Pre‐Design).                                     Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources This is Phase 4 of the Rainier Ave Corridor Improvements, and will extend the improvements from S 3rd St to NW 3rd Pl. Project elements include sidewalks  widening with streetscaping,  adding pedestrian‐scale illumination, adding a pedestrian actuated traffic signal, new traffic signals, transit facility  improvements, planted buffer strips and landscaped medians.    Capital Investment Program - Transportation 5 - 73 Project Number: 13 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Main Ave S/Downtown Circulation Project Project Type:Development Project Account Number: Total Anticipated Project Cost:1,049$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning 49               ‐              ‐              ‐              ‐              ‐              ‐              ‐             49               Preliminary Engineering ‐             150            ‐              ‐              ‐              ‐              ‐              ‐             150             R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction Services ‐              ‐             700            ‐              ‐              ‐              ‐              ‐             700             Post Construction Services ‐              ‐             150            ‐              ‐              ‐              ‐              ‐             150             Total CIP Expenses 49              150            850            ‐              ‐              ‐              ‐              ‐             1,049          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 49               ‐              ‐              ‐              ‐              ‐              ‐              ‐             49               Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐             150            125            ‐              ‐              ‐              ‐              ‐             275             Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐             225            ‐              ‐              ‐              ‐              ‐              ‐             225             Proposed Fund Balance 500             Undetermined ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Resources 49              375            625            ‐              ‐              ‐              ‐              ‐             549             Balance Available / (Unfunded Needs)‐             225            (225)          ‐              ‐              ‐              ‐              ‐              ‐              Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress:   A feasibility study on the conversion of the downtown's one way couplets to two‐way streets was completed in 2012. Future phases  to be determined.                              Adopted P   r   o   j   e   c   t   e   d    The project provides traffic operation and circulation improvements and pedestrian enhancement on Main Ave S and Bronson Way S. The improvements  include providing a northbound lane in Main Ave S and Bronson Way from S 3rd St to Mill Ave S, reconfigure the intersection of S 2nd St and Main Ave S,  including a pedestrian plaza, and adds on‐street parking.   The project creates an identity entrance to downtown area, while improving circulation, reducing  traffic speeds and enhancing pedestrian safety.  CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 74 Project Number: 14 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:NE Sunset Boulevard (SR 900) Corridor Improvements Project Type:Development Project Account Number:317.122902.016.595.**.63.*** Total Anticipated Project Cost:30,200$    LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning 200            ‐              ‐              ‐              ‐              ‐              ‐              ‐             200             Preliminary Engineering ‐             720            1,680         ‐              ‐             1,000         600            ‐             4,000          R‐O‐W (includes Admin)‐              ‐              ‐              ‐             2,000         1,000         1,000         ‐             4,000          Construction ‐              ‐              ‐              ‐              ‐             5,000         7,000         7,000         19,000       Construction Services ‐              ‐              ‐              ‐              ‐             800            1,100         1,100         3,000          Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses 200            720            1,680         ‐             2,000         7,800         9,700         8,100         30,200       Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐             136            228            ‐              ‐              ‐              ‐              ‐             364             Grants In‐Hand (1)‐             394            920            ‐              ‐              ‐              ‐              ‐             1,314          Grants In‐Hand (2)‐             (10)              ‐              ‐              ‐              ‐              ‐              ‐             (10)              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)200            ‐              ‐              ‐              ‐              ‐              ‐              ‐             200             Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐             200            532            ‐              ‐              ‐              ‐              ‐             732             Undetermined Total CIP Resources 200            720            1,680         ‐              ‐              ‐              ‐              ‐             2,600          Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐             (2,000)       (7,800)       (9,700)       (8,100)       (27,600)      Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A ‐              ‐              ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project will seek to address pedestrian, transit and bicycle needs. This corridor needs a series of key improvements in this corridor to improve traffic  operations such as channelization, traffic signal modifications, signal treatments, possible queue jumps, access management through installation of medians.  The corridor limits are from I‐405 on the west to the east City limits.  This corridor has strong potential for non‐motorized and transit usage. The Sunset area  is experiencing residential and retail growth.                                Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 75 Project Number: 15 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Duvall Ave NE ‐ NE 7th St to Sunset Blvd NE Project Type:Development Project Account Number:317.122702.016.595.**.63.*** Total Anticipated Project Cost:16,262$    LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐             10              10               ‐              ‐             20               Preliminary Engineering ‐              ‐             241            ‐             800            900            ‐              ‐             1,941          R‐O‐W (includes Admin)‐              ‐              ‐              ‐             1,100         1,400         ‐              ‐             2,500          Construction ‐              ‐              ‐             1,856         ‐              ‐             4,000         4,500         10,356       Construction Services ‐              ‐              ‐              ‐              ‐              ‐             680            765            1,445          Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐             241            1,856         1,910         2,310         4,680         5,265         16,262       Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐              ‐             347            511            ‐              ‐              ‐              ‐             858             Grants In‐Hand (1)‐              ‐             142            1,095         ‐              ‐              ‐              ‐             1,237          Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources ‐              ‐             489            1,606         ‐              ‐              ‐              ‐             2,095          Balance Available / (Unfunded Needs)‐              ‐             248            (250)          (1,910)       (2,310)       (4,680)       (5,265)       (14,167)      Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A ‐              ‐              ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Widening roadway to five lanes, including new pavement, curb, gutter, sidewalk, street lights, storm drainage, channelization and bike lanes from NE 7th St  to the intersection with Sunset Blvd NE. Complete a missing link of 5‐lane roadway, bicycle lanes and sidewalks on Duvall Ave NE, from NE 4th St to Sunset  Blvd NE. Condition of the existing roadway pavement requires road reconstruction.                                   Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 76 Project Number: 16 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Houser Way N ‐ N 8th St to Lake Washington Blvd Project Type:Development Project Account Number: Total Anticipated Project Cost:4,175$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐              ‐              ‐             650            ‐              ‐              ‐             650             R‐O‐W (includes Admin)‐              ‐              ‐              ‐             165            ‐              ‐              ‐             165             Construction ‐              ‐              ‐              ‐             1,150         1,750         ‐              ‐             2,900          Construction Services ‐              ‐              ‐              ‐             180            280            ‐              ‐             460             Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐             2,145         2,030         ‐              ‐             4,175          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐              ‐              ‐              ‐             16              45               ‐              ‐             61               Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources ‐              ‐              ‐              ‐             16              45               ‐              ‐             61               Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐             (2,129)       (1,985)       ‐              ‐             (4,114)        Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Adopted P   r   o   j   e   c   t   e   d    TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress:  A conceptual layout of the two‐way approach to the intersection of Houser Way and Lake WA Blvd has been completed. This project  will coordinate with the Southport Development improvements to the Southport entrance at the Lake WA Blvd/Coulon Park  intersection.                              Adopted P   r   o   j   e   c   t   e   d    This project will widen and realign the existing one lane roadway to a two‐lane roadway and includes intersection improvements to convert Houser Way N to  a two‐way operation.  Includes new roadway, curbs, pedestrian‐bicycle path, drainage, signals, lighting, signing and channelization.  he City of Renton travel  demand model predicts traffic volumes increasing significantly in the North Renton Area in the near future. One of the recommendations to improve  northbound access to Lake Washington Blvd is to convert Houser Way N to a two‐way operations, between N 8th St and Lake Washington Blvd. CIP Expenditures & Resources Capital Investment Program - Transportation 5 - 77 Project Number: 17 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:NE 3rd/NE 4th Corridor Improvements Project Type:Development Project Account Number:317.122176.016.595.**.63.*** Total Anticipated Project Cost:15,344$    LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning 218             ‐              ‐              ‐              ‐              ‐              ‐              ‐             218             Preliminary Engineering 777             ‐              ‐              ‐             700            700             ‐              ‐             2,177         R‐O‐W (includes Admin)84               ‐              ‐              ‐              ‐             500             ‐              ‐             584             Construction 2,317        ‐              ‐              ‐              ‐             2,000        4,000        1,000        9,317         Construction Services 318            10               ‐              ‐              ‐             340            680            1,700        3,048         Post Construction Services ‐              ‐            ‐            ‐            ‐            ‐            ‐              ‐             ‐            Total CIP Expenses 3,714        10             ‐            ‐           700          3,540      4,680        2,700       15,344     Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 418            10               ‐              ‐              ‐              ‐              ‐              ‐             428             Grants In‐Hand (1)1,496        ‐              ‐              ‐              ‐              ‐              ‐              ‐             1,496         Grants In‐Hand (2)353            ‐              ‐              ‐              ‐              ‐              ‐              ‐             353             Mitigation In‐Hand 374            ‐              ‐              ‐              ‐              ‐              ‐              ‐             374             Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)50               ‐              ‐              ‐              ‐              ‐              ‐              ‐             50               Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance 1,024        ‐              ‐              ‐              ‐              ‐              ‐              ‐             1,024         Undetermined Total CIP Resources 3,714        10              ‐           ‐           ‐           ‐           ‐              ‐            3,724       Balance Available / (Unfunded Needs)0                 ‐            ‐           ‐           (700)        (3,540)     (4,680)       (2,700)      (11,620)    Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐            460          460          460          460          460            460           2,760       Net Impact ‐              ‐            460          460          460          460          460            460           2,760       TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project involves a series of improvements in this corridor to improve traffic operations such as rechannelization and traffic signal modifications,  possible transit priority signal treatments and queue jumps.  This project will seek to meet pedestrian, transit and bicycle needs.  This corridor has a  strong potential for transit usage and is experiencing rapid residential and retail growth. The NE 3rd/4th Corridor Study was adopted in May 2005.  The  study refined the corridor transportation needs and costs, including pedestrian, transit, bicycle improvements, as well as streetscape enhancement.                                Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 78 Project Number: 18 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Park Avenue North Extension Project Type:Development Project Account Number: Total Anticipated Project Cost:3,000$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐              ‐              ‐              ‐              ‐              ‐             2,000         2,000          R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐             1,000         1,000          Construction ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐              ‐              ‐              ‐             3,000         3,000          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐              ‐              ‐              ‐             (3,000)       (3,000)        Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A ‐              ‐              ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) The project will extend Park Ave N to the north of Logan Ave N, to provide access to Southport, PSE property and The Boeing Company. Improvements  include bicycle and pedestrian facilities, illumination, landscaping.  With the additional development growth in the North Renton area, which includes The  Landing  and the Southport residential/office development, this project will construct improvements to extend Park Ave N.                                 Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 79 Project Number: 19 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Sunset Area Green Connections Project Type:Development Project Account Number: Total Anticipated Project Cost:22,200$    LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐              ‐              ‐              ‐             2,600         ‐              ‐             2,600          R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐             1,000         ‐              ‐             1,000          Construction ‐              ‐              ‐              ‐              ‐              ‐             9,200         6,800         16,000       Construction Services ‐              ‐              ‐              ‐              ‐              ‐             1,500         1,100         2,600          Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐              ‐             3,600         10,700      7,900         22,200       Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐              ‐             (3,600)       (10,700)     (7,900)       (22,200)      Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A ‐              ‐              ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project will construct multi‐modal improvements identified in the Sunset Area Community Planned Action Study. Roadways will be  widened/extended/realigned to provide for future traffic flows. Several residential streets will be developed as "green connections" improving pedestrian  mobility and enhance the neighborhood. Roadways included are NE 10th St, NE Sunset Lane, Harrington Ave NE, NE 12th St, Edmonds Ave NE, Jefferson Ave  NE, Kirkland Ave NE and Glennwood Ave NE.  Improvements to these streets are key to support the redevelopment of the Sunset Area Community in the  Highlands area, bounded by NE 21st St on the north, Edmonds Ave NE on the west, NE 7th St on the south, and Monroe Ave NE on the east.  The City in  partnership with the Renton Housing Authority aspires to redevelop the Sunset Terrace public housing community and encourage private redelopment in the  Planned Action Study area over a 20‐year period.                    Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 80 Project Number: 20 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:S Grady Way ‐ Main Ave to West City Limits Project Type:Development Project Account Number: Total Anticipated Project Cost:3,275$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐              ‐              ‐             500            ‐              ‐              ‐             500             R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐              ‐              ‐              ‐              ‐             1,100         1,300         ‐             2,400          Construction Services ‐              ‐              ‐              ‐              ‐             175            200            ‐             375             Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐             500            1,275         1,500         ‐             3,275          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐             (500)          (1,275)       (1,500)       ‐             (3,275)        Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project will perform a comprehensive analysis of multi‐modal transportation improvements, including review of potential transit improvements along  Grady Way, such as BAT lanes and traffic signal priority (TSP).  Removal of the obstructions and reconfiguration of the right turn lanes to eastbound through  lanes will add much needed capacity to the S Grady Way corridor.                                Summary of Progress: Phase 1 will remove the islands at the intersections of S Grady Way with Lake Ave S and Shattuck Ave S, to allow for a continuous  eastbound lane from Rainier Ave S to Talbot Rd.  Included are modifications to the traffic signal, new pedestrian crossings and channelization. The costs  shown are for Phase 1 improvements only, which are currently unfunded.                        Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 81 Project Number: 21 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:116th Ave SE Improvements Project Type:Development Project Account Number:317.122117.016.595.*.63.* Total Anticipated Project Cost:10,318$    LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐             118            ‐             600            600            ‐              ‐             1,318          R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐             1,000         1,800         ‐             2,800          Construction ‐              ‐              ‐             582            ‐              ‐             2,000         2,700         5,282          Construction Services ‐              ‐              ‐             118            ‐              ‐             340            460            918             Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐             118            700            600            1,600         4,140         3,160         10,318       Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐              ‐             16              95               ‐              ‐              ‐              ‐             111             Grants In‐Hand (1)‐              ‐             102            605            ‐              ‐              ‐              ‐             707             Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources ‐              ‐             118            700            ‐              ‐              ‐              ‐             818             Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐             (600)          (1,600)       (4,140)       (3,160)       (9,500)        Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A ‐             .‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Widen roadway to provide a 3‐lane roadway with bike lanes along 116th Ave SE and Edmonds Ave SE, including new pavement, curb, gutter, sidewalk, street  lights, traffic signals, storm drainage, channelization and landscaping from Puget Drive SE to south City limits.  116th Ave SE is classified as a minor arterial.  It  has generally two lanes of traffic with left‐turn lanes at signalized intersections and intermittent two‐way‐left‐turn‐lane south of SE 168th.  Non‐continuous  segments of sidewalk exist along the roadway.  Improvements will enhance vehicular, bicycle and pedestrian safety along this important north‐south  transportation corridor. Summary of Progress: Benson Hill Community Plan (adopted in 2013) recommended roadway cross sections and first phase project limits, based on the  neighborhood needs. The priority, cost and schedule for the phased improvements will be determined based on available funding. The project's design and  construction is estimated at $33M (plus $14M for right‐of‐way to meet the City's Complete Street standard).                        Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 82 Project Number: 22 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Lake Washington Blvd N ‐ Park Ave N to Gene Coulon Memorial Park Project Type:Development Project Number: 122121 Project Account Number:317.122121.016.595.**.63.*** Total Anticipated Project Cost:2,432$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning 15               ‐              ‐              ‐              ‐              ‐              ‐              ‐             15               Preliminary Engineering 13               ‐              ‐              ‐              ‐              ‐              ‐              ‐             13               R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction 374            10               ‐             800            800            ‐              ‐             1,984          Construction Services 5                 ‐              ‐             200            200            ‐              ‐             405             Post Construction Services 16               ‐              ‐              ‐              ‐              ‐              ‐              ‐             16               Total CIP Expenses 422            10               ‐              ‐             1,000         1,000         ‐              ‐             2,432          Resources: Vehicle Fuel Tax 3                 ‐              ‐              ‐              ‐              ‐              ‐              ‐             3                 Business License Fee 3                 ‐              ‐              ‐              ‐              ‐              ‐              ‐             3                 Grants In‐Hand (1)150            ‐              ‐              ‐              ‐              ‐              ‐              ‐             150             Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand 258            ‐              ‐              ‐              ‐              ‐              ‐              ‐             258             Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐             10               ‐              ‐             1,000         1,000         ‐              ‐             2,010          Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance 9                 ‐              ‐              ‐              ‐              ‐              ‐              ‐             9                 Undetermined Total CIP Resources 422            10               ‐              ‐             1,000         1,000         ‐              ‐             2,432          Balance Available / (Unfunded Needs)0                 ‐              ‐              ‐              ‐              ‐              ‐              ‐             0                 Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Adopted P   r   o   j   e   c   t   e   d    TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project includes road widening, traffic signals, railroad crossings, drainage, curb, gutter, sidewalks and bicycle lanes.  Developer to design and construct  improvements, and get credit toward mitigation contribution.  The developer is completing the project in 3 phases.  This project will serve the development  and access needs to Coulon Park and the Southport Development. Agreement with developer to credit traffic mitigation towards the costs of certain  improvements.                                 Summary of Progress: Project received a Railroad Crossing Safety grant in 2001 for the signal and gates on Lake Washington Blvd.  Railroad grade crossing  construction complete except for signal start‐up requirements.  Waiting for developer to continue their construction.                              Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Capital Investment Program - Transportation 5 - 83 Project Number: 23 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Lind Ave SW ‐ SW 16th St to SW 43rd St  Project Type:Development Project Account Number: Total Anticipated Project Cost:4,400$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐              ‐              ‐              ‐             400            250            ‐             650             R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐              ‐              ‐              ‐              ‐              ‐             1,200         2,000         3,200          Construction Services ‐              ‐              ‐              ‐              ‐              ‐             200            350            550             Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐              ‐             400            1,650         2,350         4,400          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐              ‐             (400)          (1,650)       (2,350)       (4,400)        Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Adopted P   r   o   j   e   c   t   e   d    TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Widen existing roadway to five lanes where required.  Includes new roadway, curbs, sidewalks, drainage, signals, lighting, signing and channelization.   Increasing traffic demands in the Valley due in part to development will create the need for increasing the capacity of this major north/south arterial.  A  potential project is a signal installation at the intersection at Lind Ave SW and SW 34th St (currently  unsignalized).  Additionally, improvements may result  from future WSDOT I‐405 plans which include an interchange at Lind Ave SW (currently unfunded). Summary of Progress: The needs, priorities and schedules for improvements on Lind Ave SW will be determined through Arterial Circulation studies.                                      Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Capital Investment Program - Transportation 5 - 84 Project Number: 24 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Oakesdale Ave SW ‐ Monster Road to SR 900 Project Type:Development Project Account Number: Total Anticipated Project Cost:8,050$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐             50               ‐             50               Preliminary Engineering ‐              ‐              ‐              ‐              ‐              ‐              ‐             5,000         5,000          R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐             3,000         3,000          Construction ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐              ‐              ‐             50              8,000         8,050          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐              ‐              ‐             (50)             (8,000)       (8,050)        Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A  ‐              ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Widen existing roadway to four lanes plus two‐way‐left‐turn‐lane where needed and bike lanes.  Realign Beacon Coal Mine Road approach to intersection  with the new Oakesdale Ave SW roadway.  Includes new roadway, curbs, sidewalk, drainage, street lighting, traffic signals, channelization, retaining walls and  widening the existing bridge.  Will serve growing north‐south traffic demand.                           Summary of Progress: A preliminary design study was completed in 1999.  Scope, cost and implementation schedule to be determined.  Phase 1 of  improvements will address drainage problems between the Monster Rd Bridge and the City limits.                                Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 85 Project Number: 25 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Intersection Safety & Mobility Program Project Type:Development Project Account Number:317.122601.016.***.**.**.*** Total Anticipated Project Cost:1,485$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering 103            12              22              44              44              44              44              44              357             R‐O‐W (includes Admin)1                 ‐              ‐              ‐              ‐              ‐              ‐              ‐             1                 Construction ‐             45              39              180            180            180            180            180            984             Construction Services ‐             4                9                26              26              26              26              26              143             Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses 104            61              70              250            250            250            250            250            1,485          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 104            61              70              250            250            250            250            250            1,485          Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources 104            61              70              250            250            250            250            250            1,485          Balance Available / (Unfunded Needs)0                 ‐              ‐              ‐              ‐              ‐              ‐              ‐             0                 Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A    ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This program will install new traffic signals or make improvements to existing signals identified by the Transportation Systems' Traffic Signal Priority List.   Historically, one traffic signal is designed and constructed every two years to meet safety and mobility needs.  This program budgets for projects needed to  meet increasing demand, and the need for signalized traffic control.  Elements used to prioritize project intersections may include vehicular approach  volumes, accident analysis, signal‐warrant analysis, and pedestrian volume.                                   Summary of Progress: The priorities and schedules for new traffic signals will be set by the Transportation Systems' Traffic Signal Priority List.  The list is  determined by citizen concerns, intersection safety, mobility needs, and intersections that meet MUTCD traffic signal warrants. Traffic signals high on the  warrant priority list include SW 41st St & Oakesdale  Ave SW, SE Carr Road & 103rd Ave SE, and SW 34th St & Lind Ave SW.                         Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 86 Project Number: 26 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Traffic Safety Program Project Type:Major Maintenance Project Account Number:317.122115.016.542.60.**.*** Total Anticipated Project Cost:672$          LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering 42              42              4                4                5                5                5                5                110             R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction 42              264            33              33              33              33              33              33              502             Construction Services ‐             41              3                3                3                3                3                3                59               Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses 85              347            40              40              40              40              40              40              672             Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 20              87              40              40              40              40              40              40              347             Grants In‐Hand (1)30              270             ‐              ‐              ‐              ‐              ‐              ‐             300             Grants In‐Hand (2)‐             (10)              ‐              ‐              ‐              ‐              ‐              ‐             (10)              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance 35               ‐              ‐              ‐              ‐              ‐              ‐              ‐             35               Undetermined Total CIP Resources 85              347            40              40              40              40              40              40              672             Balance Available / (Unfunded Needs)0                 ‐              ‐              ‐              ‐              ‐              ‐              ‐             0                 Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This ongoing yearly program provides for special small‐scale traffic safety improvements that are identified and require materials, labor or equipment  beyond the normal scope of City operations and maintenance crews. This program includes providing materials for railroad crossing upgrades and converting  school zone signs to electronic operation.  Historically, this level of traffic safety improvements are required on an annual basis.  This program budgets for  safety projects to address these needs.  Projects are typically identified through citizen concerns, analysis of accident records or observation by City Traffic  Operations and Maintenance personnel.  The Traffic Operations Section identifies and prioritizes locations.                               Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 87 Project Number: 27 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Lake to Sound (L2S) Trail Project Type:Development Project Account Number:317.122903.016.595.**.63.*** Total Anticipated Project Cost:1,255$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐              ‐              ‐              ‐             500            600             ‐              ‐             1,100          Construction Services ‐              ‐              ‐              ‐             70              85               ‐              ‐             155             Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐             570            685            ‐              ‐             1,255          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (1)‐              ‐              ‐              ‐             570            685            ‐              ‐             1,255          Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources ‐              ‐              ‐              ‐             570            685            ‐              ‐             1,255          Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) The Lake to Sound (L2S) Trail is a joint partnership between the cities of SeaTac, Renton, Tukwila, Burien and Des Moines, in coordination with King County.   The 17‐mile L2S Trail will provide an east‐west connection between the shoreline of Lake Washington (Renton) and the shoreline of Puget Sound (Des  Moines).  Phase A will connect Fort Dent (Tukwila) to the larger system of regional trails in South King County, including the Green River Trail, the Interurban  Trail and the Cedar River Trail. Phase A goes from Naches Ave SW (Renton) to Fort Dent Park (Tukwila). Phase A will provide a 12‐foot wide asphalt paved  multi‐use trail, with 2‐foot gravel shoulders.  This project was awarded a federal grant in the amount of $800,125 for design and environmental  documentation of Phases:  A ‐ Naches Ave SW (Renton) to Fort Dent Park (Tukwila), and  B ‐ Des Moines Memorial Drive S (SeaTac and Burien).  Phase A of  the grant amount is estimated to be $300,000 and no City match is required. King County is leading the design.  Summary of Progress: Design of the Fort Dent Park Connection is 60% complete. Design for Phase A to be completed in Fall 2014. Construction of Phase A  (through Renton) estimated at $1.25M. Construction will begin in fall 201‐2016, pending new grant funding.  Project anticipates funding under the non‐ motorized countywide competition.                        Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 88 Project Number: 28 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Lake Washington Loop Trail Project Type:Development Project Account Number:317.122802.016.595.**.63.*** Total Anticipated Project Cost:11,615$    LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐             200            285            60               ‐              ‐              ‐              ‐             545             R‐O‐W (includes Admin)‐              ‐              ‐             610            60               ‐              ‐              ‐             670             Construction ‐              ‐              ‐              ‐             3,000         3,000         2,700         ‐             8,700          Construction Services ‐              ‐              ‐              ‐             580            580            540            ‐             1,700          Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐             200            285            670            3,640         3,580         3,240         ‐             11,615       Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐             37              85               ‐              ‐              ‐              ‐              ‐             122             Grants In‐Hand (1)‐             173            173            ‐              ‐              ‐              ‐              ‐             346             Grants In‐Hand (2)‐              ‐              ‐             575            ‐              ‐              ‐              ‐             575             Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐             (10)              ‐              ‐              ‐              ‐              ‐              ‐             (10)              Other Gov't Resources In‐Hand (2)‐              ‐              ‐             95               ‐              ‐              ‐              ‐             95               Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐             27               ‐              ‐              ‐              ‐              ‐             27               Undetermined Total CIP Resources ‐             200            285            670            ‐              ‐              ‐              ‐             1,155          Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐             (3,640)       (3,580)       (3,240)        ‐             (10,460)      Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A    ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) The project will provide a shared use regional trail from the Cedar River Trail and extending to the north city limits along Rainier Ave N.  Project elements  include a 12‐foot shared path separated from the travel lanes by an 8‐foot landscaped strip.  The project will separate pedestrians and bicyclists from the  vehicular traffic, enhancing safety and encouraging residents to use active transportation modes.                              Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 89 Project Number: 29 Importance Urgency Combined Project Priority Score: + = Priority Ranking: Project Title: Barrier‐Free Transition Plan Implementation Project Type: Development Project Account Number: 317.122705.016.***.**.**.*** Total Anticipated Project Cost:263$          LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐             13              5                5                3                5                5                5                41               Preliminary Engineering 7                 ‐              ‐              ‐              ‐              ‐              ‐              ‐             7                 R‐O‐W (includes Admin)‐              ‐              ‐             ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐             35              22              22              20              32              32              33              196             Construction Services ‐             2                3                3                2                3                3                3                19               Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses 7                50              30              30              25              40              40              41              263             Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐             30              30              30              25              40              40              41              236             Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐             ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance 7                20               ‐              ‐              ‐              ‐              ‐              ‐             27               Undetermined Total CIP Resources 7                50              30              30              25              40              40              41              263             Balance Available / (Unfunded Needs)0                 ‐              ‐              ‐              ‐              ‐              ‐              ‐             0                 Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This program implements projects that support the City's effort to transition pedestrian facilities within the right‐of‐way into conformity with provisions  contained in the Americans with Disabilities Act (ADA) Guidelines.  This program provides funding for designing and building features on an "as needed" basis  in response to individual requests to improve access for individuals with special needs. Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 90 Project Number: 30 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Walkway Program Project Type:Development Project Account Number:317.120009.016.***.**.**.*** Total Anticipated Project Cost:1,394$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐             5                 ‐              ‐             5                5                5                5                25               Preliminary Engineering ‐             25              20              25              25              25              25              25              170             R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐             75              90               ‐             310            200            200            200            1,075          Construction Services ‐             10              14              20              20              20              20              20              124             Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐             115            124            45              360            250            250            250            1,394          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐             115            124            45              140            140            140            140            844             Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources ‐             115            124            45              140            140            140            140            844             Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐             (220)          (110)          (110)          (110)          (550)           Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A    ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This program provides for the design and construction of high priority non‐motorized transportation facilities for pedestrians.  Projects are identified and  prioritized using criteria from the Comprehensive Citywide Walkway Study, Council direction, and through coordination with the City's Neighborhood  Program.  Providing safe and convenient non‐motorized facilities is an integral part of a complete transportation network.  Specific improvements will  respond to the needs of school children, the aged and persons with disabilities, and support increased use of transit.                                   Summary of Progress: The Comprehensive Citywide Walkway Study was completed in 2009 and is being used to select projects that move into the design  and construction phases.                               Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 91 Project Number: 31 Importance Urgency Combined Project Priority Score: + = Priority Ranking: Project Title: Arterial Circulation Program Project Type: N/A Project Account Number: 317.120029.016.544.**.**.*** Total Anticipated Project Cost:1,079$      LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning 44              180            120            145            145            145            150            150            1,079          Preliminary Engineering ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐             ‐              Construction ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses 44              180            120            145            145            145            150            150            1,079          Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 44              130            120            145            145            145            150            150            1,029          Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐             ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐             50               ‐              ‐              ‐              ‐              ‐              ‐             50               Undetermined Total CIP Resources 44              180            120            145            145            145            150            150            1,079          Balance Available / (Unfunded Needs)(0)                ‐              ‐              ‐              ‐              ‐              ‐              ‐             (0)                Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This program provides for the short and long‐range planning and traffic analyses required to evaluate and update the Transportation Element in relation to  the Comprehensive Land Use Plan to assess the impacts of new development proposals, and to recommend local and regional transportation system  improvements for all modes of travel.  Funding for hardware, software and employee hours required to operate the computer model is also included under  this program.  Combined State and Federal Clean Air legislation, the Growth Management Act, and the increasing importance of making sure that local and  regional transportation plans are coordinated to the benefit of Renton make ongoing multi‐modal planning a high priority need. This program will also  provide coordination with the I‐405 project team, to assure it provides the maximum benefits and minimum problems for Renton's transportation system.                         Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 92 Project Number: 32 Importance Urgency Combined Project Priority Score: + = Priority Ranking: Project Title: Project Development & Pre‐Design Program Project Type: N/A Project Account Number: Total Anticipated Project Cost:885$          LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning 30              145            85              85              85              85              90              90              695             Preliminary Engineering ‐             15              25              30              30              30              30              30              190             R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Post Construction Services ‐              ‐            ‐            ‐            ‐            ‐            ‐              ‐             ‐            Total CIP Expenses 30              160          110          115          115          115          120            120           885           Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 30              160            110            115            115            115            120            120            885             Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐             ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources 30              160           110          115          115          115          120            120           885           Balance Available / (Unfunded Needs)(0)                ‐            ‐           ‐           ‐           ‐           ‐              ‐            (0)              Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐            N/A N/A N/A N/A N/A N/A ‐            Net Impact ‐              ‐            ‐           ‐           ‐           ‐           ‐              ‐            ‐            TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Perform critical activities needed for the development of future CIP projects and for grant applications, including scoping, cost estimates, pre‐design,  interlocal agreements and deficiency analysis.  Also provides for the monitoring of active grant projects for compliance with State and Federal laws,  regulations and specifications. Summary of Progress: Ongoing yearly program. This program includes small studies funding and funds required to match new grants.                                     Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Transportation 5 - 93 Project Number: 33 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Intelligent Transportation Systems (ITS) Program Project Type:Development Project Account Number:317.122162.016.***.**.**.*** Total Anticipated Project Cost:240$          LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Preliminary Engineering ‐             5                5                5                5                5                5                5                35               R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction 3                47              20              20              20              20              20              20              170             Construction Services ‐             5                5                5                5                5                5                5                35               Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses 3                57              30              30              30              30              30              30              240             Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee ‐             30              30              30              30              30              30              30              210             Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance 3                27               ‐              ‐              ‐              ‐              ‐              ‐             30               Undetermined Total CIP Resources 3                57              30              30              30              30              30              30              240             Balance Available / (Unfunded Needs)(0)                ‐              ‐              ‐              ‐              ‐              ‐              ‐             (0)                Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Adopted P   r   o   j   e   c   t   e   d    TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Provides for improvements to the operational efficiency of the roadway system, including development and implementation of signal coordination programs,  signing and channelization improvements, surveillance control and driver information system (SC & DI), transit signal priority, Intelligent Traffic Systems (ITS)  Master Plan and signal improvements such as protective/permissive phasing.  Improving the capacity and efficiency of the existing roadway system is a very  cost effective element of the transportation program.                                     Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Capital Investment Program - Transportation 5 - 94 Project Number: 34 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:1% for the Arts Program Project Type:Transfer Project Account Number:317.000000.016.597.79.00.000 Total Anticipated Project Cost:116$          LOS 0% Growth 0% Project Description  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Planning 11              15              15              15              15              15              15              15              116             Preliminary Engineering ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              R‐O‐W (includes Admin)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Post Construction Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses 11              15              15              15              15              15              15              15              116             Resources: Vehicle Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Business License Fee 11              15              15              15              15              15              15              15              116             Grants In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation In‐Hand ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bonds / LID's Formed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (1)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Gov't Resources In‐Hand (2)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Grants Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Other Proposed ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Proposed Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Undetermined Total CIP Resources 11              15              15              15              15              15              15              15              116             Balance Available / (Unfunded Needs)‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Impact on Operating Funds  Life to  Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Expenditure Increase/Decrease ‐              ‐             N/A N/A N/A N/A N/A N/A ‐              Net Impact ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Adopted P   r   o   j   e   c   t   e   d    TRANSPORTATION CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Funding is tied to the calculated share of eligible types of transportation projects and transportation funding subject to the City's 1% for the Arts Program.   All gateway project proposals under this program are subject to approval of the Arts Commission. Summary of Progress: Program is now based on actual design and construction costs. $13,261 was transferred in 2010 for 2009 expenditures. No transfer  occur in 2011 (2010 capital expenses were offset by grant revenues not received in 2009). $7,064 was transferred in 2012 for 2011 capital expenditures.  $11,151 was transferred in 2013 for 2012 capital expenditures.                        Adopted P   r   o   j   e   c   t   e   d   CIP Expenditures & Resources Capital Investment Program - Transportation 5 - 95 This page is intentionally left blank  Capital Investment Program - Transportation 5 - 96 Life to  Date  Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  #Projects Priority Type*Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total 1 Seaplane Launch Ramp Replacement 2D               ‐    ‐               ‐           167           ‐           167           ‐           400          734           2 Taxiway Alpha Rehabilitation 3D               ‐    ‐               ‐           556          11,278     11,111      ‐            ‐           22,945      3 Fire Water System Rehabilitation 4D 84             242             25             25             25             25             25             25             476           4 608 Hangar Expansion NA D                ‐    ‐               ‐            ‐           105          945           ‐            ‐           1,050        5 622 Hangar ‐ Rehabilitation NA D                ‐    ‐               ‐            ‐            ‐           110          990           ‐           1,100        6 SE Corner Land Acquisition /Demolition 6A               ‐   ‐               ‐           95              ‐            ‐            ‐            ‐           95              7 Major Facility Maintenance 1 M 716          354             350          175          175          175          175          175          2,295        8 Storm Water System Rehabilitation 5 M 230          85               150          900          150          150          450          150          2,265        9 Maintenance Dredging and Shoreline Mitigation 7 M 620          903             15             15             15             15             15             265          1,863        10 Runway Safety Area 8P               ‐   ‐               ‐           75             75              ‐            ‐            ‐           150           Total 1,650     1,584       540        2,008     11,823   12,698     1,655       1,015     32,973    Life to  Date  Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Resources:Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total User Fee                ‐                     ‐                   ‐                   ‐                   ‐                   ‐                   ‐                   ‐    ‐            REET                ‐                     ‐                   ‐                   ‐                   ‐                   ‐                   ‐                   ‐    ‐            Fuel Tax                ‐                     ‐                   ‐                   ‐                   ‐                   ‐                   ‐                   ‐    ‐            Utility Tax                ‐                     ‐                   ‐                   ‐                   ‐                   ‐                   ‐                   ‐    ‐            Bond Proceeds                ‐                     ‐                   ‐                   ‐                   ‐                   ‐                   ‐                   ‐    ‐            Operating         1,634            1,114             627          1,295          1,568          1,493             665             655 9,051        Grants/Contribution Received              16                334                 ‐                   ‐                   ‐                   ‐                   ‐                   ‐   350           Mitigation Funds Received                ‐                     ‐                   ‐                   ‐                   ‐                   ‐                   ‐                   ‐    ‐            Grants/Contribution Anticipated                ‐                  136                 ‐               650       10,150       10,150                 ‐               360 21,446      Mitigation Funds Anticipated                ‐                     ‐                   ‐                   ‐                   ‐                   ‐                   ‐                   ‐    ‐            Misc/Transfers/Interfund Loan                ‐                    ‐                   ‐                   ‐                   ‐                   ‐                   ‐                   ‐    ‐            Interest Income                ‐                     ‐                   ‐                   ‐                   ‐                   ‐                   ‐                   ‐    ‐            Beginning Fund Balance                ‐                     ‐                   ‐                   ‐                   ‐                   ‐                   ‐                   ‐    ‐          Total Resources 1,650     1,584       627        1,945     11,718   11,643     665          1,015     30,847    Balance Available / (Unfunded Needs)‐         ‐            87           (63)         (105)       (1,055)     (990)          ‐          *NOTE: A ‐ Acquisition , D ‐ Development, M ‐ Major Maintenance, R ‐ Regulatory Compliance, P ‐ Planning S U M M A R Y  AIRPORT CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Capital Investment Program - Airport 5 - 97 Project Number: 1 Importance Urgency Combined Project Priority Score:+= Priority Ranking:2 Project Title:Seaplane Launch Ramp Replacement Project Type:Development       Current LOS % Growth % Project Account Number:422.725110.016.594.46.63.000  Project Number: A25110 Total Anticipated Project Cost:734$             Project Description CIP Expenditures & Resources  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Consultant Services ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Major Maintenance ‐               ‐              ‐             167            ‐             167            ‐               400             734             Construction ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Inspection ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Project Management ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Equipment Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Contingencies ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Expenses ‐               ‐              ‐             167            ‐             167            ‐               400             734             Resources: User Fee ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              REET ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Fuel Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Utility Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Bond Proceeds ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Operating ‐               ‐              ‐             17              ‐             17              ‐               40               74               Grants/Contribution Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Grants/Contribution Anticipated ‐               ‐              ‐             150            ‐             150            ‐               360             660             Mitigation Funds Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Misc/Transfers ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Interest Income ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Beginning Fund Balance ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Resources ‐               ‐              ‐             167            ‐             167            ‐               400             734             Balance Available / (Unfunded Needs)‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Impact on Operating Funds  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Expenditure Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Net Impact ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Summary of Progress:  Begin the design/engineering & permitting phase in 2016, to replace the Seaplane Launch ramp in 2016 with $400,000 set aside for  construction in 2020.  The project is eligible for grant funding from an FAA Grant at 90% reimbursable with a 10% match from the Airport revenue.   AIRPORT CAPITAL INVESTMENT PROGRAM    The Seaplane Base Launch Ramp consists of a concrete approach ramp and wood plank ramp, pilings, and bulkhead that are in need of replacement.  The area along  the bulkhead and around the pilings has been eroded over time due to wave action from Lake Washington.  Part of this project will be to widen the 1950's era  launch ramp to accommodate newer seaplanes that are having difficulty using the narrow ramp.   2015 through 2020 (in thousands of dollars) Capital Investment Program - Airport 5 - 98 Project Number: 2 Importance Urgency Combined Project Priority Score:+= Priority Ranking:3 Project Title:Taxiway Alpha Rehabilitation Project Type:Construction       Current LOS % Growth % Project Account Number:422.725114.016.594.46.63.000 Project Number: A25115 Total Anticipated Project Cost:22,945$        Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Consultant Services ‐               ‐              ‐             556            ‐             ‐             ‐               ‐              556             Major Maintenance ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Construction/Development ‐               ‐              ‐             ‐             11,278       11,111        ‐               ‐              22,389        Inspection ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Project Management ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Equipment Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Contingencies ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Expenses ‐               ‐              ‐             556            11,278       11,111        ‐               ‐              22,945        Resources: User Fee ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              REET ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Fuel Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Utility Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Bond Proceeds ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Operating ‐               ‐              ‐             56               1,128         1,111         ‐               ‐              2,295          Grants/Contribution Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Grants/Contribution Anticipated ‐               ‐              ‐             500            10,150       10,000       ‐               ‐              20,650        Mitigation Funds Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Misc/Transfers ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Interest Income ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Beginning Fund Balance ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Resources ‐               ‐              ‐             556            11,278       11,111        ‐               ‐              22,945        Balance Available / (Unfunded Needs)‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Impact on Operating Funds  Life to Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Expenditure Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Net Impact ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              AIRPORT CAPITAL INVESTMENT PROGRAM    In 2017 and 2019, this program will fund a major reconstruction of Taxiway Alpha in order to bring the weight‐bearing load up to a level that meets the  requirements to support Boeing 737 jets for the new MAX program.  Summary of Progress:  The airport consists of 168 acres total, and approximately 70% of that area is paved with asphalt or concrete. Funding for this project will be  from anticipated FAA grants with a 90% reimbursement rate and a 10% match from the Airport revenue. 2015 through 2020 (in thousands of dollars) Capital Investment Program - Airport 5 - 99 Project Number: 3 Importance Urgency Combined Project Priority Score:+= Priority Ranking:4 Project Title:Fire Water System Rehabilitation Project Type:Development       Current LOS % Growth % Project Account Number:422.725104.016.594.46.63.000 Project Number: A25104 Total Anticipated Project Cost:476$             Project Description CIP Expenditures & Resources  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Consultant Services ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Major Maintenance/Rehabilitation ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Construction 84                242             25              25              25              25               25                25               476             Inspection ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Project Management ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Equipment Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Contingencies ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Expenses 84                242             25              25              25              25               25                25               476             Resources: User Fee ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              REET ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Fuel Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Utility Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Bond Proceeds ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Operating 84                242             25              25              25              25               25                25               476             Grants/Contribution Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Grants/Contribution Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Misc/Transfers ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Interest Income ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Beginning Fund Balance ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Resources 84                242             25              25              25              25               25                25               476             Balance Available / (Unfunded Needs)‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Impact on Operating Funds  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Expenditure Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Net Impact ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Summary of Progress:  This is an ongoing program with an initial startup cost of an estimated $200,000 and a continuing cost of $25,000 to fund the systematic  replacement of flush mounted hydrants throughout the airfield.  Funding will come from the Airport revenue. There is no grant funding available for this type of  project. The fire water infrastructure in the infield along Taxiway Bravo was replaced under the Taxiway Bravo Rehabilitation project.   AIRPORT CAPITAL INVESTMENT PROGRAM    Begin the process to rehabilitate the existing fire water system throughout the airfield that was turned over to the City by Boeing in 2010.   The fire water system  was installed by Boeing to protect the B ramp and C ramp during production of the 707 and 757 era.  Boeing turned back those areas to the City, which included the  fire water system.  The anti‐siphon loops along the west side are no longer a requirement and were removed by Boeing as part of their Apron B Reactivation project.   2015 through 2020 (in thousands of dollars) Capital Investment Program - Airport 5 - 100 Project Number: 4 Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:A New 608 Hangar  Project Type:Development       Current LOS % Growth % Project Account Number:422.725086.016.594.46.63.000 Project Number: A25086 Total Anticipated Project Cost:1,050$         Project Description CIP Expenditures & Resources  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Consultant Services ‐               ‐              ‐             105            ‐             ‐               ‐              105             Major Maintenance ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Construction/Development ‐               ‐              ‐             ‐             ‐             945            ‐               ‐              945             Inspection ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Project Management ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Equipment Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Contingencies ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Expenses ‐               ‐              ‐             ‐             105            945            ‐               ‐              1,050         Resources: User Fee ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              REET ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Fuel Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Utility Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Bond Proceeds ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Operating ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Grants/Contribution Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Grants/Contribution Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Misc/Transfers ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Interest Income ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Beginning Fund Balance ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Resources ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Balance Available / (Unfunded Needs)‐               ‐              ‐             ‐             (105)          (945)          ‐               ‐              (1,050)        Impact on Operating Funds  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Expenditure Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Net Impact ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Summary of Progress:  The design and construction of an addition to the hangar will be postponed until the airport has has potential bonding ability for this project,   the existing tenant (aircraft maintenance shop) can relocate to another building, and new tenant is identified. AIRPORT CAPITAL INVESTMENT PROGRAM    Design and construct an addition to an existing hangar to increase long‐term airport revenues.  This project has been moved out to 2017, when the current tenent  contract expires.  It is expected that once the current tenant vacates, significant improvements will be needed to bring in a new tenant.  These improvements would  only be made if and when the airport finds a suitable tenant and enters into a contract.  Depending on the tenant, the funding source could vary from potenital Bond  funding to tenant funded improvements. 2015 through 2020 (in thousands of dollars) Capital Investment Program - Airport 5 - 101 Project Number: 5 Importance Urgency Combined Project Priority Score:+= Priority Ranking: Project Title:622 Hangar ‐ Rehabilitation Project Type:Development       Current LOS % Growth % Project Account Number:422.725078.016.594.46.63.000 Project Number: A25078 Total Anticipated Project Cost:1,100$          Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Consultant Services ‐                ‐               ‐              ‐              ‐              110             ‐                ‐               110              Major Maintenance ‐                ‐               ‐              ‐              ‐              ‐               990               ‐               990              Construction ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Inspection ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Project Management ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Equipment Acquisition ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Contingencies ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Total CIP Expenses ‐                ‐               ‐              ‐              ‐              110             990               ‐               1,100           Resources: User Fee ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               REET ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Fuel Tax ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Utility Tax ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Bond Proceeds ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Operating ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Grants/Contribution Received ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Mitigation Funds Received ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Grants/Contribution Anticipated ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Mitigation Funds Anticipated ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Misc/Transfers ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Interest Income ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Beginning Fund Balance ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Total CIP Resources ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Balance Available / (Unfunded Needs)‐                ‐               ‐              ‐              ‐              (110)            (990)              ‐               (1,100)         Impact on Operating Funds  Life to Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Impact ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Summary of Progress:  The design and construction of an addition to the hangar will be postponed until the airport has has potential bonding ability for this project,   the existing tenant can relocate to another building, and new tenant is identified. AIRPORT CAPITAL INVESTMENT PROGRAM    Design and construct an addition to an existing hangar to increase long term airport revenues.  This project has been moved out to 2016, when the current tenent  contract expires.  It is expected that once the current tenant vacates, significant improvements will be needed to bring in a new tenant.  These improvements would  only be made if and when the airport finds a suitable tenant and enters into a contract.  Depending on the tenant, the funding source could vary from potenital Bond  funding to tenant funded improvements. 2015 through 2020 (in thousands of dollars) Capital Investment Program - Airport 5 - 102 Project Number: 6 Importance Urgency Combined Project Priority Score:+= Priority Ranking:6 Project Title:SE Corner Property Acquisition Project Type:Procurement       Current LOS % Growth % Project Account Number:422.725108.016.594.46.63.000 Project Number: A25108 Total Anticipated Project Cost:95$               Project Description CIP Expenditures & Resources  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐               ‐              ‐             95              ‐             ‐             ‐               ‐              95               Consultant Services ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Major Maintenance ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Construction/Development ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Inspection ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Project Management ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Equipment Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Contingencies ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Expenses ‐               ‐              ‐             95              ‐             ‐             ‐               ‐              95               Resources: User Fee ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              REET ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Fuel Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Utility Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Bond Proceeds ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Operating ‐               ‐              ‐             95              ‐             ‐             ‐               ‐              95               Grants/Contribution Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Grants/Contribution Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Misc/Transfers ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Interest Income ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Beginning Fund Balance ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Resources ‐               ‐              ‐             95              ‐             ‐             ‐               ‐              95               Balance Available / (Unfunded Needs)‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Impact on Operating Funds  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Expenditure Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Net Impact ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              AIRPORT CAPITAL INVESTMENT PROGRAM    The objective of the project is to acquire the property at the southeast corner of the airport.  In the City's TIP plan, the Street division is planning to purchase a  section of land for the Cedar River Trail extension along Rainier Ave N.  A portion of this acquisition will actually be used for airport operations. The property  acquisition will be mostly funded (86%) by FHWA grants and since a portion of the property will be used by the Airport, the Airport will provide the 13% grant match  for the acquisition. Summary of Progress:  2015 through 2020 (in thousands of dollars) Capital Investment Program - Airport 5 - 103 Project Number: 7 Importance Urgency Combined Project Priority Score:+= Priority Ranking:1 Project Title:Major Facility Maintenance Project Type:Major Maintenance       Current LOS % Growth % Project Account Number:422.725088.016.594.46.63.000 Project Number: A25088 Total Anticipated Project Cost:2,295$         Project Description CIP Expenditures & Resources  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures:‐              Property Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Consultant Services ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Major Maintenance 716              354             350            175            175            175            175              175             2,295         Construction ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Inspection ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Project Management ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Equipment Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Contingencies ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Expenses 716              354             350            175            175            175            175              175             2,295         Resources: User Fee ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              REET ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Fuel Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Utility Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Bond Proceeds ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Operating 716              354             437            112            175            175            175              175             2,319         Grants/Contribution Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Grants/Contribution Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Misc/Transfers ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Interest Income ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Beginning Fund Balance ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Resources 716              354             437            112            175            175            175              175             2,319         Balance Available / (Unfunded Needs)‐               ‐              87              (63)             ‐             ‐             ‐               ‐              24               Impact on Operating Funds  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Expenditure Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Net Impact ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Summary of Progress: Work scheduled for 2015/2016 includes; roof repair on 608 hangar, new HVAC in 608 and 622 hangars, complete electrical upgrades in 749  hangar, new roof and exterior vapor barrier on control tower. AIRPORT CAPITAL INVESTMENT PROGRAM    Ongoing program to maintain and repair airport‐owned structures and facilities.  Includes snow plowing exercises, major building repairs ‐ new hangar doors, hangar  roofs, hvac systems, electrical upgrades.  The City continues to add old existing structures to its ownership.  Some of these buildings need major, unscheduled repairs  to maintain the investment in the facility.   2015 through 2020 (in thousands of dollars) Capital Investment Program - Airport 5 - 104 Project Number: 8 Importance Urgency Combined Project Priority Score:+= Priority Ranking:5 Project Title:Storm Water System Rehabilitation Project Type:Major Maintenance       Current LOS % Growth % Project Account Number:422.725099.016.594.46.63.000 Project Number: A25099 Total Anticipated Project Cost:2,265$         Project Description CIP Expenditures & Resources  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Consultant Services ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Major Maintenance/Rehabilitation 230              85               150            900            150            150            450              150             2,265         Construction ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Inspection ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Project Management ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Equipment Acquisition ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Contingencies ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Expenses 230              85               150            900            150            150            450              150             2,265         Resources: User Fee ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              REET ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Fuel Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Utility Tax ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Bond Proceeds ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Operating 230              85               150            900            150            150            450              150             2,265         Grants/Contribution Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Received ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Grants/Contribution Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Mitigation Funds Anticipated ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Misc/Transfers ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Interest Income ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Beginning Fund Balance ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Total CIP Resources 230              85               150            900            150            150            450              150             2,265         Balance Available / (Unfunded Needs)‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Impact on Operating Funds  Life to  Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Expenditure Increase/Decrease ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Net Impact ‐               ‐              ‐             ‐             ‐             ‐             ‐               ‐              ‐              Summary of Progress:  Stormwater improvements were made to the system under the Taxiway Bravo Rehab project on the eastside of the airport.  Outfall work still  needs to be done, and should be addressed in conjunction with the Cedar River Maintenance Dredging project. Significant stormwater improvements are expected  to be made during the Taxiway Alpha Rehab project, scheduled in 2017/2019. The airport continues to update the airport base map and to inventory the storm  system. A large stormwater improvement project is anticipated in 2016. AIRPORT CAPITAL INVESTMENT PROGRAM    The majority of the airport's drainage system, installed in the 1950's, has exceeded its design life and is failing in some locations. 2015 through 2020 (in thousands of dollars) Capital Investment Program - Airport 5 - 105 Project Number: 9 Importance Urgency Combined Project Priority Score:+= Priority Ranking:7 Project Title:Maintenance Dredging and Shoreline Mitigation Project Type:Major Maintenance       Current LOS % Growth % Project Account Number:422.725080.016.594.46.63.000 Project Number: A25080 Total Anticipated Project Cost:1,863$          Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Consultant Services ‐                ‐               ‐              ‐              ‐              ‐               ‐                250              250              Major Maintenance ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Construction 620               903              ‐              ‐              ‐              ‐               ‐                ‐               1,523           Inspection ‐                ‐               15               15               15               15                15                 15                90                Project Management ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Equipment Acquisition ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Contingencies ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Total CIP Expenses 620               903              15               15               15               15                15                 265              1,863           Resources: User Fee ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               REET ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Fuel Tax ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Utility Tax ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Bond Proceeds ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Operating 604               433              15               15               15               15                15                 265              1,377           Grants/Contribution Received 16                 334              ‐              ‐              ‐              ‐              ‐                ‐               350              Mitigation Funds Received ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Grants/Contribution Anticipated ‐                136              ‐              ‐              ‐              ‐              ‐                ‐               136              Mitigation Funds Anticipated ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Misc/Transfers ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Interest Income ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Beginning Fund Balance ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Total CIP Resources 620               903              15               15               15               15                15                 265              1,863           Balance Available / (Unfunded Needs)‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Impact on Operating Funds  Life to Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Net Impact ‐                ‐               ‐              ‐              ‐              ‐              ‐                ‐               ‐               Summary of Progress: Dredging project completed over the 2013/2014 winter.  Shoreline enhancements are scheduled for the 2014/2015 winter fish window. Periodic  survey monitoring will be performed to determine sedimentation rates and refine next estimated dredge date of 2022.  Permitting for 2022 construction is scheduled  for 2020. AIRPORT CAPITAL INVESTMENT PROGRAM    Over the next two budget cycles, the objective is to build up funding for the completion of the next maintenance dredging, which is anticipated to be needed in 2022,  with permitting in 2020, using yearly bathymetric survey data ‐ 3D.  Until the next maintenance dredging is needed, annual inspections of the sediment levels will be  needed to review the status of sediment build‐up. 2015 through 2020 (in thousands of dollars) Capital Investment Program - Airport 5 - 106 Project Number: 10 Importance Urgency Combined Project Priority Score:+= Priority Ranking:8 Project Title:  Runway Safety Area Project Type Planning and Development       Current LOS % Growth % Project Account Number: Project Number:  Total Anticipated Project Cost:150$              Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Consultant Services ‐                ‐               ‐              75               75               ‐               ‐                ‐               150              Major Maintenance ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Construction/Development ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Inspection ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Project Management ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Equipment Acquisition ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Contingencies ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Total CIP Expenses ‐                ‐               ‐              75               75               ‐               ‐                ‐               150              Resources: User Fee ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               REET ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Fuel Tax ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Utility Tax ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Bond Proceeds ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Operating ‐                ‐               ‐              75               75               ‐               ‐                ‐               150              Grants/Contribution Received ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Mitigation Funds Received ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Grants/Contribution Anticipated ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Mitigation Funds Anticipated ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Misc/Transfers ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Interest Income ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Beginning Fund Balance ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Total CIP Resources ‐                ‐               ‐              75               75               ‐               ‐                ‐               150              Balance Available / (Unfunded Needs)‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Impact on Operating Funds  Life to Date   Estimated  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Expenditure Increase/Decrease ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               Net Impact ‐                ‐               ‐              ‐              ‐              ‐               ‐                ‐               ‐               AIRPORT CAPITAL INVESTMENT PROGRAM    Evaluation of the Runway Safety Areas surrounding Runway 16/34. A Runway Safety Area is a defined surface surrounding the runway prepared or suitable for reducing  the risk of damage to aircraft in the event of an undershoot, overshoot, or excursion from the runway. The current safety area dimensions for Runway 16/34 are 75’ on  either side of the Runway centerline, and 300’ beyond each threshold end. Runway Safety Area dimensions are established in FAA Advisory Circular 150/5300‐13 –  Airport Design, and are a function of the volume and type of aircraft that frequently use the Runway. As the mix of aircraft using a particular Runway change over time,  the safety area, among other aspects of the movement areas, should be reevaluated. This capital line item will help fund that evaluation. Summary of Progress:  2015 through 2020 (in thousands of dollars) Capital Investment Program - Airport 5 - 107 This page is intentionally left blank  Capital Investment Program - Airport 5 - 108  Life to  Date   Estimate  Year End Adopted P   r   o   j   e   c   t   e   d   Project  #Projects Priority Type*Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total 1 Maintenance Building and Pumphouse D ‐            ‐            ‐            ‐            ‐            ‐           300          2,500       2,800        2 Reconstruction of the 13th and 15th Greens D ‐            ‐            ‐            ‐            ‐           140           ‐            ‐           140           3 Reconstruction of the 10th and 16th Greens D ‐            ‐            ‐            ‐            ‐            ‐           130           ‐           130           4 Irrigation Mainline Replacement D ‐            ‐            ‐            ‐            ‐            ‐           850           ‐           850           5 Golf Course Major Maintenance M 174          194          50            70            385          305          60            80            1,318        Total 174          194          50            70            385          445          1,340      2,580      5,238        Life to  Date   Estimate  Year End Adopted P   r   o   j   e   c   t   e   d   Project  Resources:Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total User Fee ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            REET ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            Fuel Tax ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            Utility Tax ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            Bond Proceeds ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            Operating 174          194          50            50            385          445          1,340       2,580       5,218        Grants/Contribution Received ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            Mitigation Funds Received ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            Grants/Contribution Anticipated ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            Mitigation Funds Anticipated ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            Misc/Transfers ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            Interest Income ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            ‐            Beginning Fund Balance ‐            ‐            ‐           20             ‐            ‐            ‐            ‐           20             Total 174          194          50            50            385          445          1,340      2,580      5,218       Balance Available/(Unfunded Needs)‐            ‐            ‐           (20)            ‐            ‐            ‐            ‐            ‐            *NOTE: A ‐ Acquisition , D ‐ Development, M ‐ Major Maintenance, R ‐ Regulatory Compliance, T ‐ Transfer S U M M A R Y  GOLF COURSE CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Capital Investment Program - Golf Course 5 - 109 Project Number: 1 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Maintenance Building and Pumphouse Project Type:Development and Major Maintenance Project Account Number: Total Anticipated Project Cost:2,800$              Current LOS % Growth % Both % Project Description CIP Expenditures & Resources  Life‐to  Date   Actual  Year end Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Consultant Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Major Maintenance ‐              ‐             ‐              ‐             300            2,500         2,800          Construction ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Inspection ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Project Management ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Equipment Acquisition ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Contingencies ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐              ‐              ‐             300            2,500         2,800          Resources: User Fee ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              REET ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Fuel Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Utility Tax ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Bond Proceeds ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Operating ‐              ‐             ‐              ‐             300            2,500         2,800          Grants/Contribution Received ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation Funds Received ‐              ‐             ‐              ‐              ‐              ‐              ‐              ‐              Grants/Contribution Anticipated ‐             ‐              ‐              ‐              ‐              ‐              ‐              ‐              Mitigation Funds Anticipated ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Misc/Transfers ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Interest Income ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Beginning Fund Balance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Resources ‐              ‐            ‐           ‐           ‐           ‐           300            2,500        2,800        Balance Available/ (Unfunded Needs)‐              ‐            ‐           ‐           ‐           ‐           ‐              ‐            ‐            Impact on Operating Funds  Life‐to‐ Date   Actual  Year end Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐              ‐              ‐              ‐              ‐              ‐             (1)               (1)               (2)                Expenditure Increase/Decrease ‐              ‐            ‐           ‐           ‐           ‐           ‐              ‐            ‐            Net Impact ‐              ‐            ‐           ‐           ‐           ‐           (1)               (1)              (2)              GOLF COURSE CAPITAL INVESTMENT PROGRAM    Design and construct a new maintenance building and pumphouse including detention requirements that will replace the existing structure.  The current  building will require extensive renovations to function effectively and will be cost prohibitive.  The new facility will provide an acceptable work environment  for staff, provide a secure storage area for equipment, meet all environmental requirements for wash rack areas, and the storage of fuel and pesticides.   Initially introduced into the Capital Improvement Program (CIP) in 2000.  The pump house will supply water to the west portion of the golf course per the  adopted Master Plan.  This is the last step in completely reworking the original irrigation system and fully automating the new system as per its design.  This  will allow for a shorter window of watering, resulting in less impact to the golfer and the maintenance staff. Summary of Progress: The utility connection requirements of the future maintenance facility, were completed in  2006, as part of the Parking Stall Addition  Project with the PBPW Water Utility Division and their construction of the Water Treatment Facility.   Design and construction for the maintenance building  is postponed until 2019 and 2020 respectively as other deferred maintenance must be addressed.  Analyze potential to bond for project design and  construction. ( $50,00 spent in 2008 to move vacated FS13 to Golf Course for temporary maintenance office.) 2015 through 2020 (in thousands of dollars) Capital Investment Program - Golf Course 5 - 110 Project Number: 2 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Reconstruction of 13th and 15th Greens Project Type:Development and Major Maintenance Project Account Number: Total Anticipated Project Cost:140$                 Current LOS % Growth % Both % Project Description CIP Expenditures & Resources  Life‐to  Date   Actual  Year end Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Consultant Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Major Maintenance ‐              ‐             ‐              ‐             140            ‐              ‐             140             Construction ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Inspection ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Project Management ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Equipment Acquisition ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Contingencies ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐              ‐             140            ‐              ‐             140             Resources: User Fee ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              REET ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Fuel Tax ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Utility Tax ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Bond Proceeds ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Operating ‐             ‐             ‐             ‐             140            ‐             ‐             140             Grants/Contribution Received ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Mitigation Funds Received ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Grants/Contribution Anticipated ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Mitigation Funds Anticipated ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Misc/Transfers ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Interest Income ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Beginning Fund Balance ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Total CIP Resources ‐             ‐             ‐             ‐             ‐             140            ‐             ‐             140             Balance Available/ (Unfunded Needs)‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Impact on Operating Funds  Life‐to‐ Date   Actual  Year end Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐             ‐             ‐             ‐             (2)                ‐             ‐             (2)                Expenditure Increase/Decrease ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Net Impact ‐             ‐             ‐             ‐             ‐             (2)                ‐             ‐             (2)                Summary of Progress: Project has been re‐prioritized and is scheduled for reconstruction in 2018. GOLF COURSE CAPITAL INVESTMENT PROGRAM    Reconstruct the 13th and 15th greens per the Master Plan resulting in a more consistent and playable course.  Project is currently scheduled in 2018.  Initially  introduced into the CIP 2001. 2015 through 2020 (in thousands of dollars) Capital Investment Program - Golf Course 5 - 111 Project Number: 3 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Reconstruction of 10th and 16th Greens 3 Project Type:Development and Major Maintenance Project Account Number: Total Anticipated Project Cost:130$                 Current LOS % Growth % Both % Project Description CIP Expenditures & Resources  Life‐to  Date   Actual  Year end Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐              ‐              ‐              ‐              ‐              ‐              ‐             ‐              Consultant Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Major Maintenance ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Construction ‐              ‐              ‐              ‐             130            ‐             130             Inspection ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Project Management ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Equipment Acquisition ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Contingencies ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐              ‐              ‐             130             ‐             130             Resources: User Fee ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              REET ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Fuel Tax ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Utility Tax ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Bond Proceeds ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Operating ‐             ‐             ‐             ‐             130            ‐             130             Grants/Contribution Received ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Mitigation Funds Received ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Grants/Contribution Anticipated ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Mitigation Funds Anticipated ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Misc/Transfers ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Interest Income ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Beginning Fund Balance ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Total CIP Resources ‐             ‐             ‐             ‐             ‐             ‐             130            ‐             130             Balance Available/ (Unfunded Needs)‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Impact on Operating Funds  Life‐to‐ Date   Actual  Year end Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐             ‐             ‐             ‐             (2)                ‐             (2)                Expenditure Increase/Decrease ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Net Impact ‐             ‐             ‐             ‐             ‐             ‐             (2)                ‐             (2)                GOLF COURSE CAPITAL INVESTMENT PROGRAM    Reconstruct the #10 and #16 greens per the Master Plan resulting in healthy turf and a more consistent and playable course.  Project is currently scheduled in  2019.  This project was initally introduced into CIP in 2005. Summary of Progress: This project has been re‐prioritized to begin in 2019. 2015 through 2020 (in thousands of dollars) Capital Investment Program - Golf Course 5 - 112 Project Number: 4 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Irrigation Mainline Replacement 4 Project Type:Development and Major Maintenance Project Account Number: Total Anticipated Project Cost:850$                 Current LOS % Growth % Both % Project Description CIP Expenditures & Resources  Life‐to  Date   Actual  Year end Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐              ‐              ‐              ‐              ‐              ‐              ‐             ‐              Consultant Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Major Maintenance ‐              ‐              ‐             ‐             850            ‐             850             Construction ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Inspection ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Project Management ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Equipment Acquisition ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Contingencies ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses ‐              ‐              ‐              ‐              ‐              ‐             850            ‐             850             Resources: User Fee ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              REET ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Fuel Tax ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Utility Tax ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Bond Proceeds ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Operating ‐             ‐             ‐             ‐             850            ‐             850             Grants/Contribution Received ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Mitigation Funds Received ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Grants/Contribution Anticipated ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Mitigation Funds Anticipated ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Misc/Transfers ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Interest Income ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Beginning Fund Balance ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Total CIP Resources ‐             ‐             ‐             ‐             ‐             ‐             850            ‐             850             Balance Available/ (Unfunded Needs)‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Impact on Operating Funds  Life‐to‐ Date   Actual  Year end Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐             ‐             ‐             ‐             ‐             (3)                ‐             (3)                Expenditure Increase/Decrease ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Net Impact ‐             ‐             ‐             ‐             ‐             ‐             (3)                ‐             (3)                GOLF COURSE CAPITAL INVESTMENT PROGRAM    Replace/repair the golf course irrigation mainline to ensure efficient irrigating and health of turf.  The mainline is an 8" ‐ 200 psi/PVC pipe that ranges from 11 ‐  20 years old.  The nomal life expectancy of this pipe under this use is 20 ‐ 25 years.  This project is being introduced into the CIP in 2007.  Summary of Progress: This project has been re‐prioritized to 2019 in conjunction with the construction of new maintenance facility.  Included in bond potential  with construction of new maintenance facility.  2015 through 2020 (in thousands of dollars) Capital Investment Program - Golf Course 5 - 113 Project Number: 5 Importance Urgency Combined Project Priority Score:+ = Priority Ranking: Project Title:Golf Course Major Maintenance Project Type:Development and Major Maintenance Project Account Number: Total Anticipated Project Cost:1,318$              Current LOS % Growth % Both % Project Description CIP Expenditures & Resources  Life‐to  Date    Estimated Year end Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐              ‐              ‐              ‐              ‐              ‐              ‐             ‐              Consultant Services ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Major Maintenance 174            194            50              70              385            305            60              80              1,318          Construction ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Inspection ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Project Management ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Equipment Acquisition ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Contingencies ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              Total CIP Expenses 174            194            50              70              385            305            60              80              1,318          Resources: User Fee ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              REET ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Fuel Tax ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Utility Tax ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Bond Proceeds ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Operating 174            194            50              50              385            305            60              80              1,298          Grants/Contribution Received ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Mitigation Funds Received ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Grants/Contribution Anticipated ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Mitigation Funds Anticipated ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Misc/Transfers ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Interest Income ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Beginning Fund Balance ‐             ‐             ‐             20               ‐             ‐             ‐             ‐             20               Total CIP Resources 174            194            50              70              385            305            60              80              1,318          Balance Available/ (Unfunded Needs)‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Impact on Operating Funds  Life‐to‐ Date   Actual  Year end Adopted P   r   o   j   e   c   t   e   d   Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐             ‐             1                 1                 1                 1                 1                 1                 6                  Expenditure Increase/Decrease ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐             ‐              Net Impact ‐             ‐             1                 1                 1                 1                 1                 1                 6                  GOLF COURSE CAPITAL INVESTMENT PROGRAM    The Maplewood Golf Course has the following activities that would be considered major maintenance.  These activities are necessary to maintain golf course,  parking, and building facilities.  They do not add to the infrastructure, but ensure continued life and usabillity of the entire facility.  Note that numbers listed in  parenthesis on page 13 are the initial dates that projects were introduced into the Major Maintenance portion of the CIP. Summary of Progress: Assessment and prioritizing of Major Maintenance projects for 2011 ‐ 2016. 2015 through 2020 (in thousands of dollars) Capital Investment Program - Golf Course 5 - 114 Major Maintenance Details:Year Cost Building Maint.‐ door repair, exterior lights, entry sign 2015 40,000$     Course Maint.‐ netting repair, aerate fountain‐#18 2015 10,000$     2015 ‐                  2015 ‐                  2015 ‐                  50,000$     Course Maint. ‐ relamp Dr. lights, 2016 35,000$     Building Maint.‐ kitchen floor reseal, pro shop counters 2016 35,000$     2016 ‐                  2016 ‐                  2016 ‐                  70,000$     Clubhouse/dr.range‐ exterior paint 2017 100,000$   Course Maint.‐ netting repair, topdress, 2017 10,000$     Driving range turf replacement 2017 275,000$   2017 2017 ‐                  385,000$   Replace worn netting panels #7 fairway (2001)2018 20,000$     Paint interior clubhouse 2018 85,000$     Driving range netting replacement 2018 200,000$   2018 ‐                  2018 ‐                  305,000$   Course Maint. ‐ 18 pond renovate 2019 50,000$     Bldg. Maint. ‐ parking lot striping, door repair 2019 10,000$     2019 2019 2019 60,000$     Repair netting panels #10 fairway 2020 40,000$     Bldg./Crse. Maint.‐ topdress, parking lot stripe,etc 2020 40,000$     2020 2020 ‐                  2020 ‐                  80,000$     2015 through 2020 (in thousands of dollars) GOLF COURSE CAPITAL INVESTMENT PROGRAM    Capital Investment Program - Golf Course 5 - 115 This page is intentionally left blank  Capital Investment Program - Golf Course 5 - 116  Life to  Date   Adjusted  Budget Project  #Projects Priority Type*2013 2014 2015 2016 2017 2018 2019 2020 Total 1 Emergency Response Projects 1 M 244              50                50                50                50                50                50                50                594               2 Water Main Replacement 2 M 4,134          1,760          1,000          1,000          1,000          1,000          1,200          1,200          12,294         3 Transmission Main Replacement 3 M 817              500              500              500              500              500              500              500              4,317           4 Automatic Meter Reading Conversion 4 M 3,474          1,450          1,050          750              100              100              100              100              7,124           5 Telemetry Improvements 5 M 407              170              250              150              50                50                50                50                1,177           6 Emergency Power to Water Facilities 7 M 3,039          50                240              70                 ‐               ‐               ‐               ‐               3,399           7 Water System Security 8M 62                100              100              50                50                50                50                50                512               8 Reservoir Recoating 10 M 657              175              150              150              100              100              100              100              1,532           9 Maplewood Pump Station Roof Replacement 11 M ‐               30                280              ‐               ‐               ‐               ‐               ‐               310               10 Maplewood Filter Media Replacement 12 M ‐               200              50                50                50                50                50                50                500               11 Water System Plan Update 9 R 546              5                  20                20                120              120              70                70                971               12 Aquifer Monitoring and Management 13 R 77                50                50                30                15                15                15                15                267               13 Highlands 435‐Zone Reservoirs 6 D 35                2,536          1,600          3,270          3,059          500              ‐               ‐               11,000         14 Water Main Oversizing 14 D 60                100              100              100              100              100              100              100              760               Total Six‐Year Project Costs 13,552        7,176          5,440          6,190          5,194          2,635          2,285          2,285          44,757          Life to  Date   Adjusted  Budget Project  Resources:2013 2014 2015 2016 2017 2018 2019 2020 Total User Fee 397              87                103              118              99                50                43                43                939               Operating 12,528        7,046          5,234          5,954          4,996          2,535          2,198          2,199          42,690         Misc/Transfers 200               ‐               ‐               ‐               ‐               ‐               ‐               ‐               200               Interest Income 428              44                103              117              99                50                43                43                928               Total Resources 13,552        7,176          5,440          6,190          5,194          2,635          2,285          2,285          44,756         Balance Available/Unfunded Needs ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐              ‐               * A ‐ Acquisition , D ‐ Development, M ‐ Major Maintenance, R ‐ Regulatory Compliance, T ‐ Transfer WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) S U M M A R Y  A d o p t e dP   r   o   j   e   c   t   e   d    A d o p t e dP   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 117 Project Number: 1 Importance Urgency Combined Project Priority Score: 1 + 3= 4 Priority Ranking:1 Project Title:Emergency Response Projects Project Type:Major Maintenance Project Account Number:425.455265.018.595.34.63.000 Project Number: U55265 Total Anticipated Project Cost:594$            Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Major Maintenance 244               50                 50                 50                 50                 50                 50                 50                 594                Construction ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Inspection ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Project Management ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 244               50                 50                 50                 50                 50                 50                 50                 594                Resources: User Fee 2                   1                   1                   1                   1                   1                   1                   1                   9                    REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating 240               49                 48                 48                 48                 48                 48                 48                 577                Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income 2                   1                   1                   1                   1                   1                   1                   1                   8                    Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 244               50                 50                 50                 50                 50                 50                 50                 594                Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This program consists of the allocation of funds to allow the Water Utility the ability to address small or emergency projects that are not anticipated as part of the  budget process.  Unplanned projects or actions resulting from emergencies and unforeseen conditions includes major pipe failures and emergency repairs of water  facilities.   Summary of Progress: In 2014, new telemetry radios were installed at 21 water facilities due to unanticipated signal interference from the Public Safety  Interoperability Use onto the City's existing radio frequency.   Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 118 Project Number: 2 Importance Urgency Combined Project Priority Score: 4 + 1= 5 Priority Ranking:2 Project Title:Water Main Replacement Project 3 Project Type:Major Maintenance Project Number:  Project Account Number:425.455170.018.595.34.63.000 Total Anticipated Project Cost:12,294$       Current LOS 70% Growth 30% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Major Maintenance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Construction 4,134           1,760           950               950               950               950               1,140           1,140           11,974          Inspection ‐                ‐                20                 20                 20                 20                 30                 30                 140                Project Management ‐                ‐                30                 30                 30                 30                 30                 30                 180                Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 4,134           1,760           1,000           1,000           1,000           1,000           1,200           1,200           12,294          Resources: User Fee 201               20                 19                 19                 19                 19                 23                 23                 343                REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating 3,598           1,730           962               962               962               962               1,154           1,154           11,484          Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers 100               ‐                ‐                ‐                ‐                ‐                ‐                ‐                100                Interest Income 235               10                 19                 19                 19                 19                 23                 23                 367                Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 4,134           1,760           1,000           1,000           1,000           1,000           1,200           1,200           12,294          Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    This annual program consists of the design and construction for the systematic replacement of aging and undersized cast‐iron, steel, and asbestos‐cement water  mains and old water service lines throughout the City to improve fire flow capacity and water quality in the distribution system.  Prioritization of pipe replacement is  based on several factors including degree of fire flow deficiency, frequency of leaks and breaks, remaining useful life of the pipes, and coordination with scheduled  street overlays and utilities improvements.   WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress:  In 2014, the Water Utility completed the replacement of water mains in Monterey Terrace, in NE 5th Pl and of a new water main in Strander  Blvd. in conjunction with the roadway improvements project.  In 2015 and 2016, we anticipated to complete the design and construction of water mains replacement  in Tiffany Park and in Windsor Hills.     Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 119 Project Number: 3 Importance Urgency Combined Project Priority Score: 5 + 2= 7 Priority Ranking:3 Project Title:Transmission Main Replacement  Project Type:Major Maintenance Project Number:  Project Account Number:425.455596.018.595.34.63.000 Total Anticipated Project Cost:4,317$         Current LOS 70% Growth 30% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                20                 20                 20                 20                 20                 20                 20                 140                Major Maintenance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Construction 817               430               430               430               430               430               430               430               3,827            Inspection ‐                15                 15                 15                 15                 15                 15                 15                 105                Project Management ‐                35                 35                 35                 35                 35                 35                 35                 245                Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 817               500               500               500               500               500               500               500               4,317            Resources: User Fee 43                 10                 10                 10                 10                 10                 10                 10                 110                REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating 617               485               480               480               480               480               480               480               3,982            Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers 100               ‐                ‐                ‐                ‐                ‐                ‐                ‐                100                Interest Income 57                 5                   10                 10                 10                 10                 10                 10                 119                Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 817               500               500               500               500               500               500               500               4,311            Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This program also consists of the design and construction of the replacement of aging water transmission mains, typically 12‐inch in diameter and larger, to convey  water from the supply sources including wells, pump stations, reservoirs, and water treatment facilities to the water distribution system.  Prioritization of pipe  replacement is based on several factors including remaining useful life of pipes, frequency of leaks and breaks, and coordination with scheduled street and utilities  improvements.   Summary of Progress:  Design and construction of transmission watermains replacement in the Kennydale and Highlands areas are planned for 2015 and 2016. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 120 Project Number: 4 Importance Urgency Combined Project Priority Score: 3 +5 = 8 Priority Ranking:4 Project Title:Automatic Meter Reading Conversion Project Type:Major Maintenance Project Account Number:425.455591.018.595.34.63.000 Project Number: U55591 Total Anticipated Project Cost:7,124$         Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Major Maintenance ‐                ‐                ‐                ‐                30                 30                 30                 30                 120                Construction ‐                ‐                225               125               ‐                ‐                ‐                ‐                350                Inspection ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Project Management ‐                ‐                25                 25                 20                 20                 20                 20                 130                Equipment Acquisition 3,474           1,450           800               600               50                 50                 50                 50                 6,524            Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 3,474           1,450           1,050           750               100               100               100               100               7,124            Resources: User Fee 106               10                 20                 14                 2                   2                   2                   2                   158                REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating 3,260           1,435           1,010           722               96                 96                 96                 96                 6,811            Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income 108               5                   20                 14                 2                   2                   2                   2                   155                Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 3,474           1,450           1,050           750               100               100               100               100               7,124            Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 This program consists of the conversion of about 17,500 existing City’s water meters to an automatic meter reading (AMR) system.  The system will improve meter  reading efficiency, capture water usage data, enhance water conservation activities including leak detection, and provide timely and accurate billing and water usage  information to our customers.  WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: As of July 1, 2014, the City Water Maintenance staff has installed AMR radios and other upgrades on 12,220 meters (or 70%) out of a total of  17,500 City water meters.  Customers can also view their hourly water usage history through a dashboard on the City's website.  The completion of the AMR  conversion is anticipated by the end of 2016, about 2 years ahead of schedule. Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 121 Project Number: 5 Importance Urgency Combined Project Priority Score: 2 + 8= 10 Priority Ranking:5 Project Title:Telemetry Improvements Project Type:Major Maintenance Project Account Number:425.455121.018.595.34.63.000 Project Number: U55121 Total Anticipated Project Cost:1,177$         Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Major Maintenance 407               170               250               150               50                 50                 50                 50                 1,177            Construction ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Inspection ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Project Management ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 407               170               250               150               50                 50                 50                 50                 1,177            Resources: User Fee 4                   2                   5                   3                   1                   1                   1                   1                   17                  REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating 401               167               240               144               48                 48                 48                 48                 1,145            Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income 2                   1                   5                   3                   1                   1                   1                   1                   14                  Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 407               170               250               150               50                 50                 50                 50                 1,177            Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project consists of the systematic replacement and upgrades of the telemetry system needed to operate the City's water system.  The project includes the  design, reconfiguration, programming, installation of hardware and software and functional testing of the telemetry system at various water facilities and at the  City's operation and maintenance headquarters.  The project also includes the installation of conduits and fiber optic cables for communication between the remote  telemetry units at all water facilities with the City's master telemetry unit located at the maintenance shops. Summary of Progress: In 2014, upgrades to the telemetry system were completed at the Maplewood booster pump station and water treatment facility.  Telemetry  upgrades work is progressing on 5 other water facility sites.  The installation of fiber optic cables and conduits for telemetry communication is planned for 2015‐2016. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 122 Project Number: 6 Importance Urgency Combined Project Priority Score: 8 + 10 = 18 Priority Ranking:7 Project Title:Emergency Power to Water Facilities Project Type:Major Maintenance Project Account Number:425.455582.018.595.34.63.000 Project Number: U55582 Total Anticipated Project Cost:3,399$         Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Major Maintenance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Construction 3,039           50                 200               50                  ‐                ‐                ‐                ‐                3,339            Inspection ‐                ‐                30                 15                  ‐                ‐                ‐                ‐                45                  Project Management ‐                ‐                10                 5                    ‐                ‐                ‐                ‐                15                  Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 3,039           50                 240               70                  ‐                ‐                ‐                ‐                3,399            Resources: User Fee 7                   1                   5                   1                    ‐                ‐                ‐                ‐                14                  REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating 3,028           49                 232               68                 ‐                ‐                ‐                ‐                3,376            Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income 4                   1                   5                   1                    ‐                ‐                ‐                ‐                10                  Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 3,039           50                 241               70                 ‐                ‐                ‐                ‐                3,400            Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project consists of the purchase, design and installation of on‐site emergency power generators to the City's water pump stations, well pumps and water  treatment facilities.  The generators are needed to provide power supply to operate the City's water facilities during periods of commercial power outage and in  emergency events.    Summary of Progress:  In 2014, emergency power was provided to the corrosion control and water treatment facility.  In 2015‐2016, the design and installation for  an emergency power supply to the Highlands pump station is planned.  Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 123 Project Number: 7 Importance Urgency Combined Project Priority Score: 10 + 7= 17 Priority Ranking:8 Project Title:Water System Security Project Type:Major Maintenance Project Account Number:425.455584.018.595.34.63.000 Project Number: U55584 Total Anticipated Project Cost:512$            Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Major Maintenance 62                 100               100               50                 50                 50                 50                 50                 512                Construction ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Inspection ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Project Management ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 62                 100               100               50                 50                 50                 50                 50                 512                Resources: User Fee ‐                1                   2                   1                   1                   1                   1                   1                   8                    REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating 62                 99                 96                 48                 48                 48                 48                 48                 497                Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income ‐                ‐                2                   1                   1                   1                   1                   1                   7                    Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 62                 100               100               50                 50                 50                 50                 50                 512                Balance Available/(Unfunded Needs)(0)                   ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project consists of the planning, design and installation of security improvements on existing water facilities based on the findings and recommendations of the  security vulnerability assessment of the City's water system.   Summary of Progress: Risk assessment along with the prioritization for the installation of security upgrades to water facilities are on‐going.  Security monitoring of  water facilities using the City's CCTV system is being evaluated.   Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 124 Project Number: 8 Importance Urgency Combined Project Priority Score: 9 + 9= 18 Priority Ranking:10 Project Title:Reservoir Recoating Project Type:Major Maintenance Project Account Number:425.455260.018.595.34.63.000 Project Number: U55260 Total Anticipated Project Cost:1,532$         Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Major Maintenance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Construction 657               175               150               150               100               100               100               100               1,532            Inspection ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Project Management ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 657               175               150               150               100               100               100               100               1,532            Resources: User Fee ‐                4                   3                   3                   2                   2                   2                   2                   17                  REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating 657               170               144               144               96                 96                 96                 96                 1,499            Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income ‐                2                   3                   3                   2                   2                   2                   2                   15                  Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 657               175               150               150               100               100               100               100               1,531            Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project consists of the design and construction for the recoating of the interior and exterior surfaces of the existing steel water reservoirs to extend the useful  life of the structures.  The project also includes the design and installation of seismic, safety, security upgrades and for providing corrosion protection to the  reservoirs.   Summary of Progress: The interior recoating of the South Talbot Hill reservoir is scheduled for 2015‐2016. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 125 Project Number: 9 Importance Urgency Combined Project Priority Score: 7 + 14 = 21 Priority Ranking:11 Project Title:Maplewood Pump Station Roof Replacement Project Type:Major Maintenance Project Account Number:425.4555XX.018.595.34.63.000 Project Number: TBD Total Anticipated Project Cost:310$            Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                30                 20                  ‐                ‐                ‐                ‐                ‐                50                  Major Maintenance ‐                ‐                250               ‐                ‐                ‐                ‐                ‐                250                Construction ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Inspection ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Project Management ‐                ‐                10                  ‐                ‐                ‐                ‐                ‐                10                  Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses ‐                30                 280               ‐                ‐                ‐                ‐                ‐                310                Resources: User Fee ‐                ‐                5                    ‐                ‐                ‐                ‐                ‐                5                    REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating ‐                30                 269               ‐                ‐                ‐                ‐                ‐                299                Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income ‐                ‐                5                    ‐                ‐                ‐                ‐                ‐                5                    Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources ‐                30                 280               ‐                ‐                ‐                ‐                ‐                310                Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project consists of the replacement of the leaky roof at the Maplewood booster pump station which is causing water damages to equipment and controls inside  the building.   Summary of Progress: The design will take place in 2014 and construction for the replacement of the leaky roof is planned for 2015. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 126 Project Number: 10 Importance Urgency Combined Project Priority Score: 11 + 13 24                  Priority Ranking:12 Project Title:Maplewood Filter Media Replacement Project Type:Major Maintenance Project Account Number:425.455589.018.595.34.63.000 Project Number: U55589 Total Anticipated Project Cost:500$            Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Major Maintenance ‐                200               50                 50                 50                 50                 50                 50                 500                Construction ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Inspection ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Project Management ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses ‐                200               50                 50                 50                 50                 50                 50                 500                Resources: User Fee ‐                4                   1                   1                   1                   1                   1                   1                   10                  REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating ‐                194               48                 48                 48                 48                 48                 48                 482                Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income ‐                2                   1                   1                   1                   1                   1                   1                   8                    Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources ‐                200               50                 50                 50                 50                 50                 50                 500                Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project consists of the scheduled replacement of the two filter media, greensand and granular activated carbon media, used at the Maplewood water treatment  facility.  The replacement of the filter media is needed to provide drinking water quality that meets regulatory requirements.   The filter media needs to be replaced  about every seven years. Summary of Progress: The two filter media, greensand and granulated activated carbon, used for water treatment will be tested and evaluated for replacement in  2015 after the completion of the access ramps to the filter vessels. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 127 Project Number: 11 Importance Urgency Combined Project Priority Score: 12 + 6= 18 Priority Ranking:9 Project Title:Water System Plan Update Project Type:Regulatory Compliance Project Account Number:425.455140.018.595.34.63.000 Project Number: U55140 Total Anticipated Project Cost:971$            Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services 546               5                    ‐                ‐                100               100               50                 50                 851                Major Maintenance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Construction ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Inspection ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Project Management ‐                ‐                20                 20                 20                 20                 20                 20                 120                Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 546               5                   20                 20                 120               120               70                 70                 971                Resources: User Fee 3                    ‐                ‐                ‐                2                   2                   1                   1                   10                  REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating 541               5                   20                 20                 116               116               68                 68                 953                Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income 2                    ‐                ‐                ‐                2                   2                   1                   1                   9                    Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 546               5                   20                 20                 120               120               70                 70                 972                Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project consists of the six‐year update of the Water System Comprehensive Plan in accordance to the Department of Health’s requirements.  The purpose of the  plan is to present recommended facility improvements and policy criteria to be used to maintain and operate a potable municipal water supply system that is  adequate, safe and reliable.  The next update of the water system plan is due by March 2019. This project also includes the update of the water system hydraulic  model and GIS, hydrants flow testing in order to calibrate the model.   Summary of Progress: The 2012 update of the Water System Plan was approved by the State Department of Health in 2013.  Work on the next update of the plan  will start in 2017 for submittal to the Department of Health in 2019. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 128 Project Number: 12 Importance Urgency Combined Project Priority Score: 13 + 12 = 25 Priority Ranking: 13 Project Title:Aquifer Monitoring and Management Project Type:Regulatory Compliance Project Account Number:425.455588.018.595.34.63.000 Project Number: U55588 Total Anticipated Project Cost:267$            Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services 77                 50                 50                 30                 15                 15                 15                 15                 267                Major Maintenance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Construction ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Inspection ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Project Management ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 77                 50                 50                 30                 15                 15                 15                 15                 267                Resources: User Fee 3                    ‐                1                   1                   0                   0                   0                   0                   6                    REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating 72                 50                 48                 28                 15                 15                 15                 15                 258                Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income 2                    ‐                1                   1                   0                   0                   0                   0                   5                    Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 77                 50                 50                 30                 15                 15                 15                 15                 268                Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project consists of the repair and improvements to the City's water monitoring wells that are used for early detection of potential contaminants entering the  groundwater supply before the contaminants reach the production wells.  The project includes the installation of submersible pumps in the monitoring wells for  collection of water samples.  The wells are also used to monitor and evaluate water levels in the aquifer and for management of the pumping of the production wells. Summary of Progress: In 2013, a study was completed on the condition assessment of the existing monitoring wells and to connect the water level transducers in  the monitoring wells to the City's water telemetry system.  In 2015‐2016, the monitoring wells will be upgraded and the transducers will be connected to the  telemetry system.   Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 129 Project Number: 13 Importance Urgency Combined Project Priority Score: 6 +4 =10 Priority Ranking:6 Project Title:Highlands 435‐Zone Reservoirs Project Type:Highlands Reservoirs and Pump Station  Project Account Number:425.455597.018.595.34.63.000 Project Number: U55597 Total Anticipated Project Cost:11,000$       Current LOS 30% Growth 70% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                ‐                1,200           ‐                ‐                ‐                ‐                ‐                1,200            Major Maintenance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Construction 35                 2,536           320               3,000           2,790           420               ‐                ‐                9,101            Inspection ‐                ‐                50                 230               230               70                  ‐                ‐                580                Project Management ‐                ‐                30                 40                 39                 10                  ‐                ‐                119                Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 35                 2,536           1,600           3,270           3,059           500                ‐                ‐                11,000          Resources: User Fee 24                 32                 30                 63                 58                 10                 ‐                ‐                217                REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating ‐                2,487           1,540           3,145           2,943           481               ‐                ‐                10,596          Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income 11                 17                 30                 62                 58                 10                 ‐                ‐                188                Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 35                 2,536           1,600           3,270           3,059           500               ‐                ‐                11,001          Balance Available/(Unfunded Needs)‐                ‐                ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                     Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) This project consists of the master site planning, design and construction of two new reservoirs to replace the two aging Highlands reservoirs constructed in 1942 and  1960. The new and larger reservoirs will increase water storage capacity for fire protection and for domestic uses in the Highlands area and will provide the City with  operational flexibility, reliability and redundancy of water supply.  A new pump station with an on‐site emergency power generator will also be constructed to  replace the old pump station.  The project supports future development and redevelopment projects in the Highlands, including planned projects in the Sunset Area  Community Planned Action areas.   Summary of Progress: The Master Site Plan study including the sizing of the reservoirs is in‐progress and will be completed in 2014 .  The design and permitting of  the first reservoir will follow in 2015 with construction anticipated in 2016 and 2017.  A new emergency generator will be designed and constructed in 2015 to  replace the existing generator. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 130 Project Number: 14 Importance Urgency Combined Project Priority Score: 14 + 11 = 25 Priority Ranking:14 Project Title:Water Main Oversizing Project 5 Project Type:Development Project Number:  Project Account Number:425.455100.018.595.34.63.000 Total Anticipated Project Cost:760$            Current LOS 70% Growth 30% Project Description CIP Expenditures & Resources  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Consultant Services ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Major Maintenance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Construction 60                 100               100               100               100               100               100               100               760                Inspection ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Project Management ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Equipment Acquisition ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Contingencies ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Expenses 60                 100               100               100               100               100               100               100               760                Resources: User Fee 4                   2                   2                   2                   2                   2                   2                   2                   17                  REET ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Fuel Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Utility Tax ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Bond Proceeds ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Operating 52                 97                 96                 96                 96                 96                 96                 96                 725                Grants/Contribution Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Received ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Grants/Contribution Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Mitigation Funds Anticipated ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Misc/Transfers ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Interest Income 5                   1                   2                   2                   2                   2                   2                   2                   17                  Beginning Fund Balance ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Total CIP Resources 60                 100               100               100               100               100               100               100               760                Balance Available/(Unfunded Needs)‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Impact on Operating Funds  Life to Date   Adjusted  Budget Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Expenditure Increase/Decrease ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Net Impact ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                ‐                 Adopted P   r   o   j   e   c   t   e   d    This program consists of the City's cost‐sharing and/or reimbursement to private developers for the installation of larger size water mains than what would normally  be required to serve the properties being developed.  The City's Water Utility requires the oversizing of the water mains in designated mixed‐used, commercial and  industrial areas, to meet the requirements of the City's Comprehensive Land Use Plan and Water System Plan. WATER UTILITY CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress:  Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Water 5 - 131 This page is intentionally left blank  Capital Investment Program - Water 5 - 132 WASTEWATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars)  Life to  Date   Estimated  Year End Project  Page #Projects Priority Type *Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total 1 Thunder Hill Interceptor Repl/Rehab 1 M 2                   400              700              3,000           ‐               ‐               ‐               ‐               3,702            2 Cascade Int. Restoration Ph II 2 M ‐               ‐               900              ‐               ‐               ‐               ‐               ‐               900               3 Miscellaneous/ Emergency Projects 4 M 289              120              200              200              200              200              200              200              1,489            4 2015 Sanitary Sewer Main Repl / Rehab 5 M ‐               ‐               1,300           ‐               ‐               ‐               ‐               ‐               1,300            5 Falcon Ridge Lift Station Rehabilitation 7 M ‐               ‐               ‐               150              850              ‐               ‐               ‐               1,000            6 Forcemain Rehab/Replacement 8 M ‐               ‐               350              200              200              ‐               500              ‐               1,250            7 Lift Station Rehabilitation 9 M ‐               ‐               ‐               ‐               350              500              500              500              1,850            8 2017 Sanitary Sewer Main Repl / Rehab 10 M ‐               ‐               ‐               ‐               1,500           ‐               ‐               ‐               1,500            9 2018 Sanitary Sewer Main Repl / Rehab 11 M ‐               ‐               ‐               ‐               ‐               1,600           ‐               ‐               1,600            10 2019 Sanitary Sewer Main Repl / Rehab 12 M ‐               ‐               ‐               ‐               ‐               ‐               2,300           ‐               2,300            11 2020 Sanitary Sewer Main Repl / Rehab 13 M ‐               ‐               ‐               ‐               ‐               ‐               ‐               2,200           2,200            12 Telemetry Upgrade 15 M 303              20                  ‐               ‐               ‐               ‐               ‐               300              603               13 Sanitary Sewer Hydraulic Model 16 M 376              150              ‐               ‐               ‐               ‐               ‐               300              676               14 Develop Access Road ‐ Aberdeen Apt/VMC 3 D 58                 240              400              ‐               ‐               ‐               ‐               ‐               458               15 Heather Downs Interceptor 14 D 71                  ‐               ‐               ‐               400              1,200           ‐               ‐               1,671            16 Long Range Wastewater Management Plan 6R 85                  ‐               250              ‐               ‐               ‐               ‐               ‐               335               Total 1,185           930              4,100           3,550           3,500           3,500           3,500           3,500           23,765           Life to  Date   Adjusted  Budget Project  Resources:Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total User Fee 177              28                 101              107              105              105              175              175              973 Operating 977              874              3,177           3,336           3,255           3,255           3,185           3,185           21,244          Grants/Contribution Received ‐               ‐               720              ‐               ‐               ‐               ‐               ‐               720               Interest Income 31                 28                 101              108              140              140              140              140              828               Total Resources 1,185 930 4,100 3,550 3,500 3,500 3,500 3,500 23,764 Balance Available / (Unfunded Needs)‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    1                    * NOTE: A ‐ Acquisition , D ‐ Development, M ‐ Major Maintenance, R ‐ Regulatory Compliance, T ‐ Transfer Adopted P   r   o   j   e   c   t   e   d    S U M M A R Y  Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Wastewater 5 - 133 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number:1 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 2 +   1=   3 Priority Ranking:1 Project Title:Thunder Hill Interceptor Repl/Rehab Project Type:Major Maintenance Project Account Number:426.465495.018.595.35.63.000 Project Number: U45495 Total Anticipated Project Cost:4,102$                 Current LOS 80% Growth 20% Project Description Summary of Progress:  Design for the project began in 2014, with construction anticipated for 2015/16. CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance 2                    400                700                3,000            ‐                 ‐                 ‐                 ‐                 4,102             Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 2                    400                700                3,000            ‐                 ‐                 ‐                 ‐                 4,102             Resources: User Fee ‐                 12                  21                  90                  ‐                 ‐                 ‐                 ‐                 123                 REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 2                    376                658                2,820            ‐                 ‐                 ‐                 ‐                 3,856             Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 12                  21                  90                  ‐                 ‐                 ‐                 ‐                 123                 Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 2                    400                700                3,000             ‐                 ‐                 ‐                 ‐                 4,102             Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    The Thunderhill Interceptor system was installed in 1964 and is comprised of 10,12, and 18‐inch concrete sewers.  This facility is reaching its useful life and we currently have  limited access to about a one‐third of the 11,000 linear feet of interceptor.  The project will consist of both improved access as well as evaluating the entire interceptor for  capacity and condition and replacing those sections needed.. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Wastewater 5 - 134 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number:2 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 2 +   1=   3 Priority Ranking:2 Project Title:  Cascade Int. Restoration Ph II Project Type:  Major Maintenance Project Account Number:426.465498.018.595.35.63.000 Project Number: U45498 Total Anticipated Project Cost:900$                    Current LOS 100% Growth 0% Project Description Summary of Progress:   CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 900                ‐                 ‐                 ‐                 ‐                 ‐                 900                 Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 900                ‐                 ‐                 ‐                 ‐                 ‐                 900                 Resources: User Fee ‐                 ‐                 5                    ‐                 ‐                 ‐                 ‐                 ‐                 5                     REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 169                ‐                 ‐                 ‐                 ‐                 ‐                 169                 Grants/Contribution Received ‐                 ‐                720              ‐               ‐               ‐               ‐                 ‐                720               Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 5                    ‐                 ‐                 ‐                 ‐                 ‐                 5                     Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 900                ‐                 ‐                 ‐                 ‐                 ‐                 900                 Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    The cascade Interceptor is a joint use facility between Renton and Soos Creek Water and Sewer District.  This facility was rehabilitated at its worst sections in 2010/11.  We  have subsequently re‐tv'd the facility and determined that the best approach at this time is to complete the restoration to the remaining sections of the interceptor.  Soos  Creek has concurred with this approach and we have a signed agreement for the District to participate in 80% of the costs for this work. Adopted P   r   o   j   e   c   t   e   d    Both design and construction will occur in 2015. Capital Investment Program - Wastewater 5 - 135 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number:3 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 2 +    2=    4 Priority Ranking:4 Project Title:Miscellaneous/ Emergency Projects  Project Type:Major Maintenance U45065 Project Account Number:426.465065.018.595.35.63.000 Total Anticipated Project Cost:1,609$                 Current LOS 100% Growth % Project Description Summary of Progress:   CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance 289                120                200                200                200                200                200                200                1,609             Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 289                120                200                200                200                200                200                200                1,609             Resources: User Fee 9                    4                    6                    6                    6                    6                    10                  10                  56                   REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 272                113                188                188                186                186                182                182                1,496             Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 9                    4                    6                    6                    8                    8                    8                    8                    56                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 289                120                200                200                200                200                200                200                1,609             Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    Funds to allow the Wastewater Utility the ability to address small or emergency projects that are not anticipated as part of the budget process.   Adopted P   r   o   j   e   c   t   e   d    Funds utilized to meet unanticipated capital needs during each CIP year. Capital Investment Program - Wastewater 5 - 136 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number:4 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 3 +   2=   5 Priority Ranking:5 Project Title:2015 Sanitary Sewer Main Repl / Rehab Project Type:Major Maintenance Project Account Number:426.465507.018.594.35.63.000 Project Number: U45507 Total Anticipated Project Cost:1,300$                 Current LOS 100% Growth % Project Description Summary of progress:   CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 1,300            ‐                 ‐                 ‐                 ‐                 ‐                 1,300             Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 1,300            ‐                 ‐                 ‐                 ‐                 ‐                 1,300             Resources: User Fee ‐                 ‐                 39                  ‐                 ‐                 ‐                 ‐                 ‐                 39                   REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 1,222            ‐                 ‐                 ‐                 ‐                 ‐                 1,222             Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 39                  ‐                 ‐                 ‐                 ‐                 ‐                 39                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 1,300            ‐                 ‐                 ‐                 ‐                 ‐                 1,300             Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    This is an annual program the Wastewater Utility will perform to identify and through either repair, rehabilitation, or replacement those portions of our sewer pipe system  that need to be brought up to current standard.  The program will be City wide and may consist of individual projects to cover each of the different construction methods,  either repair, rehabilitation, or replacement. Adopted P   r   o   j   e   c   t   e   d    Design and construction are anticipated to be completed in 2015. Capital Investment Program - Wastewater 5 - 137 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number:5 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 2 +   3=   5 Priority Ranking:7 Project Title:Falcon Ridge Lift Station Rehabilitation Project Type:Major Maintenance Project Account Number:426.465480.018.595.35.63.000 Project Number: U45480 Total Anticipated Project Cost:1,000$                Current LOS 100% Growth % Project Description Summary of progress:   CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 150                850                ‐                 ‐                 ‐                 1,000             Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 150                850                ‐                 ‐                 ‐                 1,000             Resources: User Fee ‐                 ‐                 ‐                 5                    26                  ‐                 ‐                 ‐                 30                   REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 140                791                ‐                 ‐                 ‐                 930                 Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 6                    34                  ‐                 ‐                 ‐                 40                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 150                850                ‐                 ‐                 ‐                 1,000             Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    The Falcon Ridge Lift Station was originally constructed in 1981 as part of the original Falcon Ridge PUD development.  This station has exceeded its expected 25 year life and  is showing signs of wear and age.  The work will include updating all components of the station to meet our current standards including addition of an onsite generator. Adopted P   r   o   j   e   c   t   e   d    We currently anticipate design to be complete in 2015, with construction in 2016. Capital Investment Program - Wastewater 5 - 138 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number:6 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 3 +   2=   5 Priority Ranking:8 Project Title:Forcemain Rehab/Replacement Project Type:Major Maintenance Project Account Number:426.465508.018.594.35.63.000 Project Number: U45508 Total Anticipated Project Cost:1,250$                 Current LOS 100% Growth 0% Project Description Summary of Progress:  CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 350                200                200                ‐                 500                ‐                 1,250             Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 350                200                200                ‐                 500                ‐                 1,250             Resources: User Fee ‐                 ‐                 11                  6                    6                    ‐                 25                  ‐                 48                   REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 329                188                186                ‐                 455                ‐                 1,158             Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 11                  6                    8                    ‐                 20                  ‐                 45                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 350                200                200                ‐                 500                ‐                 1,250             Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    The Wastewater Utility operates 22 sewage lift stations that each have their own forcemain that delivers the flows to the gravity system.  While many of the lift station have  been either rehabilitated or replaced, their forcemains often times were not.  This program will prioritize the replacement of the forcemains over time and begin replacing  those in the highest need. Adopted P   r   o   j   e   c   t   e   d     In 2014, the forcemains are being evaluated, prioritized and a scheduled for their replacement.  Beginning in 2015, we will begin replacing the highest priority forcemains. Capital Investment Program - Wastewater 5 - 139 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number:7 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 2 +   3=   5 Priority Ranking:9 Project Title:Lift Station Rehabilitation Project Type:Major Maintenance Project Account Number:426.xxxxxx Project Number: Uxxxxx Total Anticipated Project Cost:1,850$                 Current LOS 100% Growth 0% Project Description Summary of Progress:   CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 350                500                500                500                1,850             Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 ‐                 350                500                500                500                1,850             Resources: User Fee ‐                 ‐                 ‐                 ‐                 11                  15                  25                  25                  76                   REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 ‐                 326                465                455                455                1,701             Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 ‐                 14                  20                  20                  20                  74                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 ‐                 350                500                500                500                1,850             Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    The Wastewater Utility operates 22 lift stations throughout the City.  Over the past 25‐years we will have replaced, rehabilitated, or eliminated all of our previous 25 lift  stations.  At this point, we can now go into a maintenance/rehabiltation state for each of the stations.  This program will first evaluate the needs for each station, then  prioritize the work needed as part of an ongoing effort to keep the stations in high working order. Adopted P   r   o   j   e   c   t   e   d    In 2014, we began the process of evaluating the needs for each station.  In 2017 we will begin the rehabilitation of stations by priority. Capital Investment Program - Wastewater 5 - 140 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number:8 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 3 +   2=   5 Priority Ranking:10 Project Title:2017 Sanitary Sewer Main Repl / Rehab Project Type:Major Maintenance Project Account Number:426.xxxxxx Project Number: Uxxxxx Total Anticipated Project Cost:1,500$                 Current LOS 100% Growth % Project Description Summary of progress:   CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 1,500            ‐                 ‐                 ‐                 1,500             Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 ‐                 1,500            ‐                 ‐                 ‐                 1,500             Resources: User Fee ‐                 ‐                 ‐                 ‐                 45                  ‐                 ‐                 ‐                 45                   REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 ‐                 1,395            ‐                 ‐                 ‐                 1,395             Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 ‐                 60                  ‐                 ‐                 ‐                 60                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 ‐                 1,500            ‐                 ‐                 ‐                 1,500             Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    This is an annual program the Wastewater Utility will perform to identify and through either repair, rehabilitation, or replacement those portions of our sewer pipe system  that need to be brought up to current standard.  The program will be City wide and may consist of individual projects to cover each of the different construction methods,  either repair, rehabilitation, or replacement. Adopted P   r   o   j   e   c   t   e   d    Design and construction are anticipated to be completed in 2017. Capital Investment Program - Wastewater 5 - 141 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number:9 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 3 +   3=   6 Priority Ranking:11 Project Title:2018 Sanitary Sewer Main Repl / Rehab Project Type:Major Maintenance Project Account Number:426.xxxxxx Project Number: Uxxxxx Total Anticipated Project Cost:1,600$                 Current LOS 100% Growth % Project Description Summary of progress:   CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 1,600            ‐                 ‐                 1,600             Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 ‐                 ‐                 1,600            ‐                 ‐                 1,600             Resources: User Fee ‐                 ‐                 ‐                 ‐                 ‐                 48                  ‐                 ‐                 48                   REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 ‐                 ‐                 1,488            ‐                 ‐                 1,488             Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 ‐                 ‐                 64                  ‐                 ‐                 64                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 ‐                 ‐                 1,600            ‐                 ‐                 1,600             Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    This is an annual program the Wastewater Utility will perform to identify and through either repair, rehabilitation, or replacement those portions of our sewer pipe system  that need to be brought up to current standard.  The program will be City wide and may consist of individual projects to cover each of the different construction methods,  either repair, rehabilitation, or replacement. Adopted P   r   o   j   e   c   t   e   d    Design and construction are anticipated to be completed in 2018. Capital Investment Program - Wastewater 5 - 142 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number: 10 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 3 +   3=   6 Priority Ranking:12 Project Title:2019 Sanitary Sewer Main Repl / Rehab Project Type:Major Maintenance Project Account Number:426.xxxxxx Project Number: Uxxxxx Total Anticipated Project Cost:2,300$                 Current LOS 100% Growth 0% Project Description Summary of progress:  CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 2,300            ‐                 2,300             Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 2,300            ‐                 2,300             Resources: User Fee ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 115                ‐                 115                 REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 2,093            ‐                 2,093             Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 92                  ‐                 92                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 2,300            ‐                 2,300             Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    This is an annual program the Wastewater Utility will perform to identify and through either repair, rehabilitation, or replacement those portions of our sewer pipe system  that need to be brought up to current standard.  The program will be City wide and may consist of individual projects to cover each of the different construction methods,  either repair, rehabilitation, or replacement. Adopted P   r   o   j   e   c   t   e   d     Design and construction are anticipated to be completed in 2019. Capital Investment Program - Wastewater 5 - 143 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number: 11 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 3 +   3=   6 Priority Ranking:13 Project Title:2020 Sanitary Sewer Main Repl / Rehab Project Type:Major Maintenance Project Account Number:426.xxxxxx Project Number: Uxxxxx Total Anticipated Project Cost:2,200$                 Current LOS 100% Growth 0% Project Description Summary of progress:   CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 2,200            2,200             Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 2,200            2,200             Resources: User Fee ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 110                110                 REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 2,002            2,002             Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 88                  88                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 2,200            2,200             Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    This is an annual program the Wastewater Utility will perform to identify and through either repair, rehabilitation, or replacement those portions of our sewer pipe system  that need to be brought up to current standard.  The program will be City wide and may consist of individual projects to cover each of the different construction methods,  either repair, rehabilitation, or replacement. Adopted P   r   o   j   e   c   t   e   d    Design and construction are anticipated to be completed in 2020. Capital Investment Program - Wastewater 5 - 144 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number: 12 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 3 +   5=   8 Priority Ranking:15 Project Title:Telemetry Upgrade  Project Type:Major Maintenance Project Account Number:426.465476.018.595.35.63.000 Project Number: U45476 Total Anticipated Project Cost:623$                    Current LOS 100% Growth % Project Description Summary of Progress:   CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance 303                20                  ‐                 ‐                 ‐                 ‐                 ‐                 300                623                 Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 303                20                  ‐                 ‐                 ‐                 ‐                 ‐                 300                623                 Resources: User Fee 9                    1                    ‐                 ‐                 ‐                 ‐                 ‐                 15                  25                   REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 285                19                  ‐                 ‐                 ‐                 ‐                 ‐                 273                577                 Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 9                    1                    ‐                 ‐                 ‐                 ‐                 ‐                 12                  22                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 303                20                  ‐                 ‐                 ‐                 ‐                 ‐                 300                623                 Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    The Wastewater Utility owns and operates 22 sewage lift stations.  Each of these stations communicates through a radio controlled telemetry system that consists of a master  unit at the City Shops site and individual units at each station.  The telemetry allows us to track operations at each station, modify parameters as needed, and provides a  means to be contacted for emergency alarms.  As with any technology today, this system needs to be updated on a continual basis as the technology becomes outdated.  This  program provides us with funding to update our telemetry.  Specific anticipated improvements include , replacement of outdated Rugid Displays due to incompatibility with  newer receiving units, and potential revisions to communications to improve connection availability.  Adopted P   r   o   j   e   c   t   e   d    Completed radio and some panel replacements in 2013.  Future work anticipated to be completed in 2020. Capital Investment Program - Wastewater 5 - 145 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number: 13 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 3 +   5=   8 Priority Ranking:16 Project Title:Sanitary Sewer Hydraulic Model Project Type:Major Maintenance Project Account Number:426.465140.018.595.35.63.000 Project Number: U45140 Total Anticipated Project Cost:826$                    Current LOS 100% Growth % Project Description Summary of Progress:  CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance 376                150                ‐                 ‐                 ‐                 ‐                 300                826                 Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 376                150                ‐                 ‐                 ‐                 ‐                 ‐                 300                826                 Resources: User Fee 113                5                     ‐                 ‐                 ‐                 ‐                 ‐                 15                  132                 REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 256                141                ‐                 ‐                 ‐                 ‐                 ‐                 273                670                 Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 8                    5                    ‐                 ‐                 ‐                 ‐                 ‐                 12                  24                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 376                150                ‐                 ‐                 ‐                 ‐                 ‐                 300                826                 Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    The existing model utilizes flow data from 2010/11.  King County, as part of their flow monitoring program will re‐monitor key flow locations to update the flows in the system  in 2020.  We will take that data and update our model to have flows be current with the 2020 numbers obtained by the County. Adopted P   r   o   j   e   c   t   e   d     Existing model utilizes flows from 2010/11, update will include flows from 2020 to be completed by King County. Capital Investment Program - Wastewater 5 - 146 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number: 14 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 2 +   2=   4 Priority Ranking:3 Project Title:Develop Access Road ‐ Aberdeen Apt/VMC Project: 3 Project Type:Development U45503 Project Account Number:426.465503.018.595.35.63.000 Project Number:  Total Anticipated Project Cost:698$                   Current LOS 100% Growth % Project Description Summary of Progress:   CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction 58                  240                400                ‐                 ‐                 ‐                 ‐                 ‐                 698                 Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 58                  240                400                ‐                 ‐                 ‐                 ‐                 ‐                 698                 Resources: User Fee 2                    7                    12                  ‐                 ‐                 ‐                 ‐                 ‐                 22                   REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 54                  226                376                ‐                 ‐                 ‐                 ‐                 ‐                 655                 Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 2                    7                    12                  ‐                 ‐                 ‐                 ‐                 ‐                 22                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 58                  240                400                ‐                 ‐                 ‐                 ‐                 ‐                 698                 Unfunded Needs 0                    0                    0                    0                    0                    0                    0                    0                    0                     Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    Maintenance Crews are currently unable to have direct access to a sewer main that runs within an easement along the backside of various apartment complexes along  Aberdeen Av NE, just north of Sunset Blvd NE.  In addition, an existing line that runs along the westerly protion of the Valley Medical Center site also does not have access for  our equipment.  Both of these sections of line are subject to grease plugs and require routine maintenance.  The proposed project would install a new access road within the  Puget Sound Energy property west of the apartments, and an access road from the existing VMC roadway down to our sewer manhole for the VMC site. Design and easement acquisition are expected to be complete in 2014, with construction of the access road in 2015. Capital Investment Program - Wastewater 5 - 147 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number: 15 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 3 +   4=   7 Priority Ranking:14 Project Title:Heather Downs Interceptor Project Type:Development Project Account Number:426.465455.018.595.35.63.000 Project Number: U45455 Total Anticipated Project Cost:1,671$                 Current LOS 0% Growth 100% Project Description Summary of Progress:   CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction 71                  ‐                 ‐                 ‐                 400                1,200            ‐                 ‐                 1,671             Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 71                  ‐                 ‐                 ‐                 400                1,200            ‐                 ‐                 1,671             Resources: User Fee 19                  ‐                 ‐                 ‐                 12                  36                  ‐                 ‐                 67                   REET ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 51                  ‐                 ‐                 ‐                 372                1,116            ‐                 ‐                 1,539             Grants/Contribution Received ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                ‐                Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 1                    ‐                 ‐                 ‐                 16                  48                  ‐                 ‐                 65                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 71                  ‐                 ‐                 ‐                 400                1,200            ‐                 ‐                 1,671             Unfunded Needs 0                    ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 0                     Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    The existing Heather Downs Interceptor is reaching capacity due to significant new development connecting into this system.  An evaluation in 2006 determined the need to  upsize the facility in order to accommodate anticipated flows over the near term.  The project consists of upsizing existing 8, 10, and 12‐inch sewer with new 12 to 15‐inch  sewer main. Adopted P   r   o   j   e   c   t   e   d    Predesign work was completed in 2009.  Design and construction were delayed due to  slow down in new development.  With the recent rise in development within this  basin, we now anticipate the need to design and construct this facility in 2017/18. Capital Investment Program - Wastewater 5 - 148 WASTEWATER CAPITAL INVESTMENT PROGRAM   Project Number: 16 2015 through 2020 (in thousands of dollars)Importance Urgency Combined Project Priority Score: 1 +   4=   5 Priority Ranking:6 Project Title:Long Range Wastewater Management Plan Project: 2 Project Type:Regulatory Project Account Number:426.465415.018.595.35.63.000 Project Number: u45415 Total Anticipated Project Cost:335$                    Current LOS 50% Growth 50% Project Description Summary of Progress:   The Plan Update is expected to be performed in 2015 to allow for adoption in 2016. CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services 85                  ‐                 250                ‐                 ‐                 ‐                 ‐                 ‐                 335                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 85                  ‐                 250                ‐                 ‐                 ‐                 ‐                 ‐                 335                 Resources: User Fee 26                  ‐                 8                    ‐                 ‐                 ‐                 ‐                 ‐                 33                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 58                  ‐                 235                ‐                 ‐                 ‐                 ‐                 ‐                 293                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 2                    ‐                 8                    ‐                 ‐                 ‐                 ‐                 ‐                 9                     Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 85                  ‐                 250                ‐                 ‐                 ‐                 ‐                 ‐                 335                 Unfunded Needs ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  Thru 2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    The Long Range Wastewater Management Plan was last updated in 2010.  This plan needs to be updated, per State Law, and King County requirements every six years.  This  plan evaluates, over a twenty year period, the operational and capital needs and processes for the Wastewater Utility.  It provides a road map for needed services and  improvements to ensure that we meet all of our internal commitments and regulatory requirements. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Wastewater 5 - 149 This page is intentionally left blank  Capital Investment Program - Wastewater 5 - 150 Life to  Date  Estimated  Year end  # Projects Priority Type* 2013 2014 2015 2016 2017 2018 2019 2020 1 Cedar River Gravel Removal (Maintenance Dredge) Project 1M ‐             2,435         2,250        250            250            250            250            250            5,935         2 Maplewood Creek Sedimentation Facility Maint 6 M 292            70               75              75              75              75              75              75              812             3 Madsen Creek Sedimentation Cleaning 7 M 166            50               50              50              50              50              50              50              516             4 Small Drainage Projects Program 15 M 1,473        300             225            225            250            250            250            250            3,223         5 Rainier Ave and Oakesdale Ave Pump Station Upgrades 18 M ‐              ‐              100            400             ‐              ‐              ‐              ‐             500             6 Green River Ecosystem Restoration Projects 19 M ‐             30               20              20              20              20              20              20              150             7 Miscellaneous/Emergency Storm Projects 20 M 45              50               50              50              50              50              50              50              395             8 Stream Flow and Water Quality Monitoring Pgm 21 M 31              10               10              10              10              10              10              10              101             9 Monroe Ave. NE & NE 2nd Street Infiltration System Improvements NA M ‐             100              ‐              ‐              ‐             300            1,000        ‐             1,400         10 Storm System Field Mapping ‐ NPDES Permit 3 R ‐             369             75              50               ‐              ‐              ‐              ‐             494             11 Renton Stormwater Manual Update 5 R ‐             46               200            75               ‐              ‐              ‐              ‐             321             12 Surface Water Utility GIS 9 R 511            100             100            100            100            100            100            100            1,211         13 Springbrook Creek Wetland and Habitat Mitigation Bank 10 R             567               150              120              120              120              120              120              120           1,437  14 Talbot Hill Area Mosquito Abatement Program 13 R 222            100             75              75              75              75              75              75              772             15 SW 43rd Street/Lind Ave SW Storm Sys Impr 22 R ‐              ‐               ‐              ‐              ‐             300            600            3,200        4,100         16 Surface Water Utility System Plan NA R 541            55                ‐              ‐              ‐              ‐              ‐             200            796             17 Hardie Ave SW‐SW 7th St Storm System Improvement 2 D 619            5,596         350            350            2,050        ‐              ‐              ‐             8,965         18 Maplewood Creek Basin Storm Improvements 4D 9                190             350            200            850             ‐              ‐              ‐             1,599         19 N 30th St/Burnett Ave N Storm System Impr. Project 8 D ‐              ‐              500             ‐              ‐              ‐              ‐              ‐             500             20 NE Sunset Blvd & Union Ave NE Storm System Improvement 11 D ‐              ‐               ‐             200            200            1,350        ‐              ‐             1,750         21 Cedar River 205 Project Levee Recertification Project 12 D ‐             350             350             ‐              ‐              ‐              ‐              ‐             700             22 Stormwater Facility Fencing Project 14 D 10              190             100            100            100            100            100            100            800             23 Ginger Creek/Cascade Park Basin Plan 16 D ‐              ‐               ‐             350             ‐              ‐              ‐              ‐             350             24 SE 172nd St and 125th Ave N Storm System Impr. Project 17 D ‐              ‐               ‐             300            800             ‐              ‐              ‐             1,100         25 East Valley Road Storm System Improvements NA D ‐              ‐               ‐              ‐              ‐              ‐             300            100            400             26 Oakesdale/SW 41st St. Culvert Replacement NA D ‐              ‐               ‐              ‐              ‐              ‐              ‐             400            400             Total Project Costs 4,486        10,191       5,000        3,000        5,000        3,050        3,000        5,000        38,727       Life to  Date  Estimated  Year end  Resources:2013 2014 2015 2016 2017 2018 2019 2020 User Fee 143            356             165            170            290            173            170            290            1,758         REET 67              9                  ‐              ‐              ‐              ‐              ‐              ‐             76               Fuel Tax 1,179        6,381         ‐              ‐              ‐              ‐              ‐              ‐             7,560         Bond Proceeds ‐              ‐               ‐              ‐              ‐              ‐              ‐             178            178             Operating 3,852        6,226         2,329        2,571        4,389        2,597        2,555        4,196        28,715       Grants/Contribution Received 67              619             3                3                3                3                3                3                704             Mitigation Funds Received 19              3                  ‐              ‐              ‐              ‐              ‐              ‐             22               Grants/Contribution Anticipated ‐              ‐              2,421        171            171            171            171            171            3,276         Misc/Transfers 1,032        5,019          ‐              ‐              ‐              ‐              ‐              ‐             6,052         Interest Income 35              794             82              85              147            106            101            162            1,513         Beginning Fund Balance 14              5                  ‐              ‐              ‐              ‐              ‐              ‐             19               Total Resources / Unfunded Needs 6,408        19,413       5,000        3,000        5,000        3,050        3,000        5,000        49,872       Balance Available/(Unfunded Needs)               ‐                    ‐                   ‐                   ‐                   ‐                    ‐                    ‐                   ‐                   ‐    * NOTE: A ‐ Acquisition , D ‐ Development, M ‐ Major Maintenance, R ‐ Regulatory Compliance, T ‐ Transfer  Project  Total   Project  Total  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) S U M M A R Y  Adopted P   r   o   j   e   c   t   e   d     Adopted  P   r   o   j   e   c   t   e   d     Capital Investment Program - Surface Water 5 - 151 Project Number: 1 Importance Urgency Combined Project Priority Score: 1 2                    3                     Priority Ranking:1                     Project Title:Cedar River Gravel Removal (Maintenance Dredge) Project  Project Type:Major Maintenance Project Account Number:427.475193.018.594.31.63.000 Project Number: u65193 Total Anticipated Project Cost:5,935$                 Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 1,200             ‐                 200                200                200                200                200                2,200             Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 1,100            2,100            ‐                 ‐                 ‐                 ‐                 ‐                 3,200             Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 135                150                50                  50                  50                  50                  50                  535                 Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 2,435            2,250            250                250                250                250                250                5,935             Resources: User Fee ‐                 ‐                 ‐                 5                    5                    5                    5                    5                    24                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 72                  72                  72                  72                  72                  359                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 2,435            2,250            171                171                171                171                171                5,540             Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 2                    2                    2                    2                    2                    12                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 2,435            2,250            250                250                250                250                250                5,935             Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) In 1998, the U.S. Army Corps of Engineers and the City of Renton constructed the Lower Cedar River Section 205 Flood Hazard Reduction Project.  The project included  the construction of levees and floodwalls along the lower 1.23 mile of the Cedar River, along with dredging and the need to do future periodic maintenance dredging of  the Cedar River to provide flood protection for the 100‐year flood event.  The Cedar River Gravel Removal Project is needed to remove gravel from the lower 1.23 miles of  the Cedar River, which has accumulated since 1998.  The maintenance dredging is a requriement of the Proeject Cooperation Agreement with the Army Corps of  Engineers.  The project is being funded by the King County Flood Control District with the City acting as the project manager.  The project will ensure that the Renton  Municipal Airport, the Boeing 737 Renton Plant, and other commercial and residential properties in the area will continue to have reduced flood risks.   Summary of Progress: Project design and permitting work started in 2013.  The project 30% design was completed in June 2014 and permit application submitted to  Army Corps of Engineers for the project.  Project design and permitting will continue through 2014 with construction planned for the summer of 2015, if all permits are  obtained in time. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 152 Project Number:2 Importance Urgency Combined Project Priority Score: 2 2                    4                     Priority Ranking:6                     Project Title:Maplewood Creek Sedimentation Facility Maintenace Project Type:Major Maintenance Project Account Number:427.475060.018.595.38.63.000 Project Number: U65060 Total Anticipated Project Cost:812$                    Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance 292                70                  65                  65                  65                  65                  65                  65                  752                 Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 10                  10                  10                  10                  10                  10                  60                   Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 292                70                  75                  75                  75                  75                  75                  75                  812                 Resources: User Fee ‐                 4                    5                    5                    5                    5                    5                    5                    31                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 244                64                  68                  68                  68                  68                  68                  67                  714                 Grants/Contribution Received 48                  ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 48                   Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 2                    2                    2                    2                    3                    3                    4                    19                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 292                70                  75                  75                  75                  75                  75                  75                  812                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: The sediment will be removed from the facility in the summer of 2014.  The sediment from the facility has needed to be removed annually over  the last several years.  Sediment removal from the facility is programmed to be done every year.   Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    The Maplewood Creek Sedimentation Facility is located on the Maplewood Golf Course and traps sediment that is transported downstream by Maplewood Creek.  The  facility prevents the sediment from being deposited on the Golf Course during large storms and reduces flooding of the Golf Course and SR‐169.  The funding is  programmed for project management, permitting, and construction to routinely remove the accumulated sediment from the facility.  The facility was constructed in 1996  in conjunction with a fish passage channel across the Maplewood Golf Course to the Cedar River.  A fish ladder was constructed as part of the facility to allow upstream  fish passage.  The accumulated sediment in the facility needs to be removed every years, depending upon flood events and how fast sediment accumulates in the facility.  Capital Investment Program - Surface Water 5 - 153 Project Number:3 Importance Urgency Combined Project Priority Score: 3 2                    5                     Priority Ranking:7                     Project Title:Madsen Creek Sedimentation Cleaning Project Type:Maintenance Project Account Number:427.475050.018.595.38.63.000 Project Number: U65050 Total Anticipated Project Cost:516$                    Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction 166                40                  40                  40                  40                  40                  40                  40                  446                 Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 10                  10                  10                  10                  10                  10                  10                  70                   Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 166                50                  50                  50                  50                  50                  50                  50                  516                 Resources: User Fee 20                  3                    3                    3                    3                    3                    3                    3                    41                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 143                46                  46                  46                  46                  46                  46                  46                  462                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 2                    2                    2                    2                    2                    2                    2                    2                    13                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 166                50                  50                  50                  50                  50                  50                  50                  516                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) The Madsen Creek Sedimentation Facility was originally constructed by King County to control sediment resulting from erosion of steep slopes in the Madsen Creek  ravine due to increased upstream storm water runoff from new development projects.  The County constructed the facility in 1976 following a flood event that caused  private property damages and result of litigation.  The facility is located on the New Life Church property that was recently annexed into the City as part of the New Life‐ Aqua Barn annexation (A‐07‐001) in June of 2008.  Approximately 800 cubic yards of sediment has to be removed from the facility annually to control the sediment that is  being deposited from the upstream area into the facility in order to maintain its proper operation. Adopted P   r   o   j   e   c   t   e   d    Summary of Progress:    The maintenance of the facility is planned to be completed annually in August or September in 2014 and annually in future years.   Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 154 Project Number:4 Importance Urgency Combined Project Priority Score: 5 5                    10                   Priority Ranking:15                   Project Title:Small Drainage Projects Program  Project Type:Major Maintenance Project Account Number:427.475015.018.595.38.63.000 Project Number: U65015 Total Anticipated Project Cost:3,223$                 Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance 1,473            300                175                175                200                200                200                200                2,923             Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 50                  50                  50                  50                  50                  50                  300                 Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 1,473            300                225                225                250                250                250                250                3,223             Resources: User Fee 155                18                  14                  14                  15                  15                  15                  15                  260                 REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 1,274            273                205                205                228                228                228                228                2,866             Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 44                  9                    7                    7                    8                    8                    8                    8                    97                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 1,473            300                225                225                250                250                250                250                3,223             Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: Started design of the N 30th St / Burnett Ave N Storm System Improvement Project in 2014.  Funding is being used for the staff costs and  recording fees associated with the stormwater facility transfer program for the City to assume maintenance of stormwater facilities in single  family residential plats with  public streets from Homeowner Associations. This project consists of designing and constructing solutions to local flooding problems, minor storm system maintenance, and replacements that are relatively simple to  implement and relatively low in construction costs (limited permitting, uncomplicated design, and construction).  The Surface Water Utility identifies these projects on an  annual basis through problem identification, citizen complaints, and input from the maintenance section.    Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 155 Project Number:5 Importance Urgency Combined Project Priority Score: 7 6                    13                   Priority Ranking:18                   Project Title:Rainier Ave and Oakesdale Ave Pump Station Upgrades Project Type:Major Maintenance Project Account Number:427.475506.018.594.31.63.000 Project Number: u65506 Total Anticipated Project Cost:500$                    Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 80                  ‐                 ‐                 ‐                 ‐                 ‐                 80                   Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 350                ‐                 ‐                 ‐                 ‐                 350                 Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 20                  50                  ‐                 ‐                 ‐                 ‐                 70                   Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 100                400                 ‐                 ‐                 ‐                 ‐                 500                 Resources: User Fee ‐                 ‐                 6                    24                  ‐                 ‐                 ‐                 ‐                 30                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 91                  364                ‐                 ‐                 ‐                 ‐                 455                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 3                    12                  ‐                 ‐                 ‐                 ‐                 15                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 100                400                ‐                 ‐                 ‐                 ‐                 500                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Both pump stations need to have their remote telemetry units replaced (RTU).  The existing RTUs made by Rugid are aging and the company is downsizing  very limited  customer support.  The Wastewater Utility is gradually replacing its Rugid RTU panels with Allen‐Bradley RTU panels at all its pump stations because Allen‐Bradley is a  large company with an extensive support network.  In order to have equipment commonality among the City's pumps stations the Surface Water Utililty will need to  upgrade to Allen‐Bradley RTU panels.  The upgrade includes to RTU panel replacement and software upgrades.            Summary of Progress: Project work is programmed to start in 2015 Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 156 Project Number:6 Importance Urgency Combined Project Priority Score: 8 5                    13                   Priority Ranking:19                   Project Title:Green River Ecosystem Restoration Projects Project Type:Major Maintenance Project Account Number:427.475295.018.594.31.63.000 Project Number: u65295 Total Anticipated Project Cost:150$                    Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 25                  15                  15                  15                  15                  15                  15                  115                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 5                    5                    5                    5                    5                    5                    5                    35                   Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 30                  20                  20                  20                  20                  20                  20                  150                 Resources: User Fee ‐                 2                    1                    1                    1                    1                    1                    1                    8                     REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 27                  18                  18                  18                  18                  18                  18                  135                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 1                    1                    1                    1                    1                    1                    1                    7                     Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 30                  20                  20                  20                  20                  20                  20                  150                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) The Green River Ecosystem Restoration projects are part of a large effort (cost shared by jurisdictions within the WRIA 9 Forum) to restore habitat in the  Green/Duwamish River Watershed.  The projects will help in the City’s response to the Endangered Species Act.  The utility funds shown will be used to match Army  Corps of Engineer's federal funds (65% federal, 35% local) to allow the design and construction of the projects.  The project schedule is dependent upon Congress  appropriating the federal funds needed for the construction of the projects.  The City is the local sponsor for the Upper Springbrook Creek Reach project, which is located  just east of SR‐167 on the north side of S 55th Street.  The project construction was completed in 2012.  The funding programmed this 6‐year period is to perfrom the  annual maintenance of vegetation to establish the habitat plantings as required by the project permits and the Army Corps of Engineers operation and maintenance  manual requirements for the project.  Summary of Progress:  Yearly project site vegetation control of Himalayan blackberry and Japanese Knotweed is required through 2022.  Weed control will occur July  and October.   Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 157 Project Number:7 Importance Urgency Combined Project Priority Score: 7 15                  22                   Priority Ranking:20                   Project Title:Miscellaneous/Emergency Storm Projects Project Type:Major Maintenance Project Account Number:427.475405.018.595.38.63.000 Project Number: U65405 Total Anticipated Project Cost:395$                    Current LOS 75% Growth 25% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance 45                  50                  50                  50                  50                  50                  50                  50                  395                 Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 45                  50                  50                  50                  50                  50                  50                  50                  395                 Resources: User Fee 6                    3                    3                    3                    3                    3                    3                    3                    27                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 38                  46                  46                  46                  46                  46                  46                  46                  357                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 1                    2                    2                    2                    2                    2                    2                    2                    12                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 45                  50                  50                  50                  50                  50                  50                  50                  395                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress:   These funds are used only if needed for unplanned projects in response to system failures that need immediate repair or other unplanned storm  system improvements.    This fund is for unplanned or miscellaneous storm system improvements needed to keep the existing system functional or in response to an opportunity to fix identified  system deficiencies in coordination with another project.  The $50,000 per year funding would also be available to respond to system failure (structure failure, pipeline  failure, pump station failure) or other emergency response needs during storm events.   Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 158 Project Number:8 Importance Urgency Combined Project Priority Score: 5 10                  15                   Priority Ranking:21                   Project Title:Stream Flow and Water Quality Monitoring Program  Project Type:Regulatory Compliance Project Account Number:427.475080.018.595.38.63.000 Project Number: U65080 Total Anticipated Project Cost:101$                    Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management 31                  10                  10                  10                  10                  10                  10                  10                  101                 Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 31                  10                  10                  10                  10                  10                  10                  10                  101                 Resources: User Fee 4                    1                    1                    1                    1                    1                    1                    1                    11                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 27                  9                    9                    9                    9                    9                    9                    9                    90                   Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 31                  10                  10                  10                  10                  10                  10                  10                  101                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: The annual flow monitoring program was completed as planned in 2014 and programmed to be completed annually.   This is an ongoing annual program of collecting flow or water quality data on various surface water systems in the city.  The program is performed on surface water  systems where capital improvement projects are being designed or basin plans are being developed.  The measured flow data is used to calibrate hydrologic and  hydraulic models used in the design of capital improvement projects to insure accurate and cost effective project designs.  The water quality data is used to address  environmental information needs and regulatory requirements related to projects.   Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 159 Project Number:9 Importance Urgency Combined Project Priority Score: 2 +2 =4 Priority Ranking: Project Title:Monroe Ave. NE & NE 2nd Street Infiltration System Improvements  Project Type:Development Project Account Number:427.475494.018.595.38.63.000 Project Number: U65494 Total Anticipated Project Cost:1,400$                 Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 100                ‐                 ‐                 ‐                 300                1,000            ‐                 1,400             Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 100                ‐                 ‐                 ‐                 300                1,000             ‐                 1,400             Resources: User Fee ‐                 6                     ‐                 ‐                 ‐                 18                  60                  ‐                 84                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 91                  ‐                 ‐                 ‐                 270                900                ‐                 1,261             Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 3                     ‐                 ‐                 ‐                 12                  40                  ‐                 55                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 100                ‐                 ‐                 ‐                 300                1,000            ‐                 1,400             Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: Project preliminary design to start in 2014.  Working with property owner to negotiate a longer term easement to allow discharge onto site and  defer project final design and construction. The project includes the design and construction of an additional infiltration system to increase the size of an existing infiltration system near the City Shops.  The existing  infiltration system in Monroe Ave NE and N 2nd Street has insufficient capacity for the increased runoff due to changing land use for the 200‐acre basin that it serves. The  existing infiltration system surcharges, which has caused street flooding and private property damage during large storm events in the past.  The City currently has an  easement to discharge storm water during extreme events into the Upper Balch Pit to prevent flooding.  The project preliminary design will start in 2014.  Final design is  programmed for 2018 with construction scheduled for 2019, if the overflow easement is not renewed by the property owner.   Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 160 Project Number: 10 Importance Urgency Combined Project Priority Score: 1 1                    2                     Priority Ranking:3                     Project Title:Storm System Field Mapping ‐ NPDES Permit Project Type:Regulatory Compliance Project Account Number:427.475455.018.531.35.41.000 Project Number: u65455 Total Anticipated Project Cost:494$                    Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 360                65                  40                  ‐                 ‐                 ‐                 ‐                 465                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 9                    10                  10                  ‐                 ‐                 ‐                 ‐                 29                   Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 369                75                  50                  ‐                 ‐                 ‐                 ‐                 494                 Resources: User Fee ‐                 22                  5                    3                     ‐                 ‐                 ‐                 ‐                 30                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 336                68                  46                  ‐                 ‐                 ‐                 ‐                 450                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 11                  2                    2                     ‐                 ‐                 ‐                 ‐                 15                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 369                75                  50                  ‐                 ‐                 ‐                 ‐                 494                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) The purpose of the project is to the map the City’s public storm systems using Global Positioning System (GPS) or other surveying technology.  The work will determine a  more accurate quantity of storm system that has to be maintained and operated by the City.  Mapping the City’s storm systems is needed for use in complying with the  NPDES Phase II Municipal Stormwater Permit requirements related to illicit discharge detection and elimination, inspection, public storm maintenance and operation.   The work will build upon the existing storm system inventory map and database work that has been completed.  The information will be added to the GIS to use in  tracking permit compliance associated with storm system cleaning, provide better information to customers (City staff, developers, engineers, contractors, public),  improve asset management and improve the maintenance and operation of the City's storm system.  The work will help build a City GIS storm system layer that would be  part of a City GIS.  Summary of Progress:  The storm system filed mapping work for 2014 was completed most of the City.  Funding in 2015 and 2016 needed to complete work in remaining  areas and any new annexation areas.  Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 161 Project Number: 11 Importance Urgency Combined Project Priority Score: 2 2                    4                     Priority Ranking:5                     Project Title:Renton Stormwater Manual Update Project Type:Regulatory Compliance Project Account Number:427.475241.018.531.35.19.000 Project Number: u65241 Total Anticipated Project Cost:321$                    Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 150                50                  ‐                 ‐                 ‐                 ‐                 200                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 46                  50                  25                  ‐                 ‐                 ‐                 ‐                 121                 Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 46                  200                75                  ‐                 ‐                 ‐                 ‐                 321                 Resources: User Fee ‐                 ‐                 12                  5                     ‐                 ‐                 ‐                 ‐                 17                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 182                68                  ‐                 ‐                 ‐                 ‐                 250                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 46                  ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 46                   Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 6                    2                     ‐                 ‐                 ‐                 ‐                 8                     Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 46                  200                75                  ‐                 ‐                 ‐                 ‐                 321                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) As part of the compliance requirements of the NPDES Phase II Municipal Stormwater permit, the City must update and adopt into City code by December 31, 2016,  stormwater design standards for new developement, redevelopement and construction sites that are equivalent to the 2012 Department of Ecology Stormwater Manual  for Western Washington.  The City will retain a consultant to assist with reviewing changes in DOE's manual and and identifying City policies and codes that will need to  be changed.  The City has adopted King County's 2009 stormwater design manual.  The County is currently in the processes of updating its manual which must comply  with DOE's 2012 stormwater manual by January 2015.  When the County's draft manual is available for public comment, the City will review the County's proposed  changes and compare against the  drainange requirements in the DOE stormwater manual.  The City will evaluate both manuals to determine the appropriate drainage  standards for its updated manual.         Summary of Progress:  City staff has attended County workshops to get a better understanding of proposed changes to County stormwater manual. Ecology Capacity  Grant Funds received in 2014 to be used to complete a needs assessment of programs and resources needed to comply with the NPDES Permit requirement for the  permit term of 2013‐2018. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 162 Project Number: 12 Importance Urgency Combined Project Priority Score: 3 3                    6                     Priority Ranking:9                     Project Title:Surface Water Utility GIS  Project Type:Regulatory Compliance Project Account Number:427.475410.018.595.38.63.000 Project Number: U65410 Total Anticipated Project Cost:1,211$                 Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management 511                100                100                100                100                100                100                100                1,211             Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 511                100                100                100                100                100                100                100                1,211             Resources: User Fee 60                  6                    6                    6                    6                    6                    6                    6                    102                 REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 437                91                  91                  91                  91                  91                  91                  91                  1,074             Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 14                  3                    3                    3                    3                    3                    3                    3                    35                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 511                100                100                100                100                100                100                100                1,211             Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: This is an ongoing annual work program to correct, update and add newly constructed storm systems to the Surface Water Utility GIS.  The Surface  Water Utility GIS program work was completed as planned in 2014 and is programmed to continue annually in future years.  The work consisted of updating existing data,  adding newly constructed storm system asset data and new assets accuried through annexation to the Surface Water Utility's portion of the City's ESRI GIS system.     Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    This program includes the annual updating of the Storm System Inventory maps and database.  The purpose is to maintain an accurate inventory of the City’s storm  systems for use by the Utility for maintenance, planning and engineering functions, the public and other City departments.  The information is integrated into the City’s  Geographic Information System (GIS).  The program is needed to map new storm system infrastructure that is constructed by private development projects, public  projects and annexations, along with meeting the requirements in the NPDES Phase II Municipal Storm Water Permit for mapping of City storm systems.  The GIS data will  be used to track maintenance and inspection of public and private storm water management systems and facilities for operation and maintenance purposes, as also  required by the NPDES permit.  The data is used for long range asset management programs.  The Storm System maps are also used for customer service, developers and  their engineers, City CIP planning  and emergency response. Capital Investment Program - Surface Water 5 - 163 Project Number: 13 Importance Urgency Combined Project Priority Score: 4 2                    6                     Priority Ranking:10 Project Title:Springbrook Creek Wetland and Habitat Mitigation Bank Project Type:Development Project Account Number:427.475119.018.595.38.63.000 Project Number: U65119 Total Anticipated Project Cost:1,437$                 Current LOS 0% Growth 100% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction 567                150                120                120                120                120                120                120                1,437              Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 567                150                120                120                120                120                120                120                1,437              Resources: User Fee 67                  9                    7                    7                    7                    7                    7                    7                    119                 REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 467                134                106                106                106                106                106                106                1,237              Grants/Contribution Received 19                  3                    3                    3                    3                    3                    3                    3                    40                   Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 14                  5                    4                    4                    4                    4                    4                    4                    40                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 567                150                120                120                120                120                120                120                1,437              Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 45                  ‐                 ‐                 ‐                 ‐                 ‐                 45                   Net Impact ‐                 ‐                 45                  ‐                 ‐                 ‐                 ‐                 ‐                 45                   SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: WSDOT completed the project construction in June of 2009.  Year 5 performance monitoring and site management work completed in 2014 by the City  and WSDOT.  A total of 30.6 credits have been released out of the total of 45 credits that could be released if all performance standards have been met in the 10‐year  performance and monitoring period. Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    This project consists of developing a plan, creating, restoring, and enhancing wetlands in partnership with WSDOT, on approximately 130 total acres in the valley adjacent to  Springbrook Creek.  The project allows an alternative to on‐site mitigation for private and public projects (City or WSDOT) with wetland impacts that require mitigation per  City Code to achieve a no‐net loss of wetland functions and values. The project also improves flood storage capacity along Springbrook Creek, improve water quality, fish and  wildlife habitat, and provide economic benefits by allowing private development to fill low quality wetland on their property in exchange for purchasing credits from the  Wetland Bank.  This allows those private properties to develop more area, which will create higher valued developments, increase property values, and create more jobs,  thereby increasing the City's general fund revenues.  The funding is for the City's share to work with WSDOT as defined in the Wetland Mitigation Bank Agreements.  The  project construction occurred in 2007‐2009 with a following 10‐year monitoring period to verify whether performance standards have been met to allow for the release of  wetland mitigation credits that can be used by the City and WSDOT.  Funding programmed in this 6‐year period is for City's share of project plant establishment and  monitoring costs necessary to meet performance standards to allow the release of mitigation credits for use.  Capital Investment Program - Surface Water 5 - 164 Project Number: 14 Importance Urgency Combined Project Priority Score: 4 4                    8                     Priority Ranking:13                   Project Title:Talbot Hill Area Mosquito Abatement Program Project Type:Regulatory Compliance Project Account Number:427.475020.018.595.38.63.000 Project Number: U65020 Total Anticipated Project Cost:772$                    Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 65                  65                  65                  65                  65                  65                  390                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management 222                100                10                  10                  10                  10                  10                  10                  382                 Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 222                100                75                  75                  75                  75                  75                  75                  772                 Resources: User Fee 26                  6                    5                    5                    5                    5                    5                    5                    59                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 190                91                  68                  68                  68                  68                  68                  68                  690                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 6                    3                    2                    2                    2                    2                    2                    2                    22                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 222                100                75                  75                  75                  75                  75                  75                  772                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) The project consists of annually spraying the upland areas around the Panther Creek Wetlands to control mosquitoes from the wetland in response to citizen complaints  from the Talbot Hill area.  A significant number of citizens complained about the mosquito problem in the Talbot Hill area in the past, which prompted the program that  was initially managed by the Parks Division.  The Surface Water Utility was assigned the program in 1990 due to budget and permitting requirements.  Funding is also  programmed annually to fund the treatment of City‐owned stormwater control facilities in response to the West Nile Virus, with increased treatment to be done if a  West Nile Virus outbreak occurs and treatment is advised by the Department of Health.            Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    Summary of Progress: The annual Talbot Hill area Mosquito Abatement will be completed in 2014 as planned and is programmed to continue annually in future years.    The work is now required to be done in accordance with a new Washington State Department of Ecology 5‐year National Pollutant Discharge Elimination System and  State Waste Discharge General Permit for pesticide discharges associated with Mosquito Control activities.   Capital Investment Program - Surface Water 5 - 165 Project Number: 15 Importance Urgency Combined Project Priority Score: 9 7                    16                   Priority Ranking:22 Project Title:SW 43rd Street/Lind Ave SW Storm System Improvements   Project Type:Development Project Account Number:427.475495.018.595.38.63.000 Project Number: U65495 Total Anticipated Project Cost:4,100$                 Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 250                500                ‐                 750                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 3,100            3,100             Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 50                  100                100                250                 Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 ‐                 ‐                 300                600                3,200            4,100             Resources: User Fee ‐                 ‐                 ‐                 ‐                 ‐                 18                  36                  192                246                 REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 ‐                 ‐                 273                546                2,912            3,731             Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 ‐                 ‐                 9                    18                  96                  123                 Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 ‐                 ‐                 300                600                3,200            4,100             Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: Project design planned to start in 2018 and continue through 2020. The project includes constructing approximately 3,500 feet of a new 84‐inch diameter storm system along Lind Ave. SW, from SW 43rd St. to SW 39th St., and then along SW  39th Street from Lind Ave. to a new outfall into Springbrook Creek.  The estimated total project cost is $4,000,000.  Project design and permitting is programmed to start in  2018 with construction planned for 2020. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 166 Project Number: 16 Importance Urgency Combined Project Priority Score: 1 +2 =3 Priority Ranking: Project Title:Surface Water Utility System Plan  Project Type:Regulatory Compliance Project Account Number:427.475005.018.595.38.63.000 Project Number: U65005 Total Anticipated Project Cost:796$                    Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 100                100                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management 541                55                  ‐                 ‐                 ‐                 ‐                 ‐                 100                696                 Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 541                55                  ‐                 ‐                 ‐                 ‐                 ‐                 200                796                 Resources: User Fee 74                  3                     ‐                 ‐                 ‐                 ‐                 ‐                 12                  90                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 178                178                 Operating 453                50                  ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 503                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 13                  2                     ‐                 ‐                 ‐                 ‐                 ‐                 10                  25                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 541                55                  ‐                 ‐                 ‐                 ‐                 ‐                 200                796                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress:  A draft Surface Water Utility Master Plan is being prepared for review and approval by Council in late 2014. The Surface Water Utility System Master Plan  is a comprehensive management plan of the City’s natural and constructed surface water systems.  The plan identifies  current and future resource requirements, policies, regulatory requirements, and design criteria associated with the management of surface water runoff within the city.   The plan defines maintenance and operational programs along with future capital investment programs needed to solve flooding, water quality, and fish habitat  problems in response to existing problems, future growth, and regulatory requirements related to the NPDES Phase II permit requirements and ESA.  The plan will be  completed for adoption in 2014.  Funding programmed for 2020 is to start the next plan update. Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 167 Project Number: 17 Importance Urgency Combined Project Priority Score: 1 2                    3                     Priority Ranking:2 Project Title:Hardie Ave SW‐SW 7th St Storm System Improvement & Retrofit Project Project Type:Development Project Account Number:427.475475.018.595.38.63.000 Project Number: U65475 Total Anticipated Project Cost:8,965$                 Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 300                ‐                 ‐                 ‐                 ‐                 300                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction 619                5,596            350                ‐                 2,000            ‐                 ‐                 ‐                 8,565             Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 50                  50                  ‐                 ‐                 ‐                 100                 Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 619                5,596            350                350                2,050            ‐                 ‐                 ‐                 8,965             Resources: User Fee 41                  336                21                  21                  123                ‐                 ‐                 ‐                 542                 REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 562                4,476            319                319                1,866            ‐                 ‐                 ‐                 7,541             Grants/Contribution Received ‐                 616                ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 616                 Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 16                  168                11                  11                  62                  ‐                 ‐                 ‐                 267                 Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 619                5,596            350                350                2,050            ‐                 ‐                 ‐                 8,965             Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 34                  ‐                 ‐                 ‐                 ‐                 ‐                 34                   Net Impact ‐                 ‐                 34                  ‐                 ‐                 ‐                 ‐                 ‐                 34                   SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress:  Phase 1 project design and permitting was completed in 2014. The first segement of Phase 1 project construction will be completed in 2014 and  the second segment will be completed in 2015 once BNSF approval for crossing spur railroad tracks is obtained.  The Ecology 2011 Stormwater Retrofit and LID Grant  portion of the project will be constructed in 2014 with the first segment of Phase 1.   Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    The first phase of the project includes installing approximately 3,600 linear feet of new 60‐inch storm system in SW 7th Street between Lind Ave NE and Naches Ave SW  where the storm system outlets that is parallel to the an existing storm system in SW 7th St.  The Phase 1 project design and permitting started in 2012.  The Phase 1  project construction is planned to start in 2014 and be completed in 2015.  The Phase 1 project include a funding from an Ecology 2012 Statewide Stormwater Grant  Program (SW12040) for the SW 7th Street Stormwater Retrofit Project that will be designed and constructed as part of the Phase 1 project.  The Ecology Statewide  Stormwater grant will provide funding to retrofit the stormwater runoff from SW 7th Street between Naches Ave SW to Lind Ave SW to provide stormwater quality  treatment by installing stormwater filter systems.  The second phase of the project includes the replacement of approximately 700 linear feet of 36 inch to 48‐inch storm  system, between Hardie Ave. SW to SW 7th St., with a new 60‐inch storm system.  The Phase 2 project design will start in 2016 with construction planned for 2017.   Capital Investment Program - Surface Water 5 - 168 Project Number: 18 Importance Urgency Combined Project Priority Score: 2 1                    3                     Priority Ranking:4                     Project Title:Maplewood Creek Basin Storm Improvements  Project Type:Development Project Account Number:427.475480.018.595.38.63.000 Project Number: U65480 Total Anticipated Project Cost:1,599$                 Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 150                ‐                 ‐                 ‐                 ‐                 150                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction 9                    190                350                ‐                 850                ‐                 ‐                 ‐                 1,399             Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 50                  ‐                 ‐                 ‐                 ‐                 50                   Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 9                    190                350                200                850                ‐                 ‐                 ‐                 1,599             Resources: User Fee 1                    11                  21                  12                  51                  ‐                 ‐                 ‐                 96                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 8                    173                319                182                774                ‐                 ‐                 ‐                 1,455             Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 6                    11                  6                    26                  ‐                 ‐                 ‐                 48                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 9                    190                350                200                850                ‐                 ‐                 ‐                 1,599             Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress:  The first project (Maplewood Creek Stormwater Outfall Improvements) design and permitting started in 2014 and is planned to be completed in  March 2015.  The construction of the project is programmed for 2015.  Design and permitting of the next storm system improvement project will start in 2016 with  construction programmed for 2017.   The following project is identified in the Cedar River Basin Plan to solve existing and future surface water management problems (flooding, water quality, and habitat).   The project will solve existing, and prevent future flooding, erosion, and improve water quality and habitat in the Cedar River Basin.  The project includes improving the  storm system that conveys Maplewood Creek drainage across roadways or storm systems that discharge at the top of steep slopes that are causing erosion of the  Maplewood Creek ravine.  This will also reduce sediment input into Maplewood Creek that is deposited in the Maplewood Creek Sedimentation Facility and may reduce  maintenance frequency of the facility. Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 169 Project Number: 19 Importance Urgency Combined Project Priority Score: 3 2                    5                     Priority Ranking:8                     Project Title:N 30th St/Burnett Ave N Storm System Impr. Project Project Type:Development Project Account Number:427.475503.018.594.3.63.000 Project Number: u65503 Total Anticipated Project Cost:500$                    Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 450                ‐                 ‐                 ‐                 ‐                 ‐                 450                 Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 50                  ‐                 ‐                 ‐                 ‐                 ‐                 50                   Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 500                ‐                 ‐                 ‐                 ‐                 ‐                 500                 Resources: User Fee ‐                 ‐                 30                  ‐                 ‐                 ‐                 ‐                 ‐                 30                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 455                ‐                 ‐                 ‐                 ‐                 ‐                 455                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 15                  ‐                 ‐                 ‐                 ‐                 ‐                 15                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 500                ‐                 ‐                 ‐                 ‐                 ‐                 500                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress:  Design and permitting will completed late spring of 2015 with construction to occur in the summer and fall of 2015.   Adopted P   r   o   j   e   c   t   e   d    The purpose of the project is to replace an existing 12‐inch storm line that was constructed from N 30th Street to N 31st Street on private property between three homes.  A new 12‐inch storm line will be installed in City ROW in N 30th Street and Burnett Avenue N.  The existing 12‐inch storm line runs from N 30th Street to N 31st Street  between homes on private property.  The storm line is in poor condition, and the storm line and catch basins between the homes are difficult to access for maintenance,  which has resulted in flooding.  It appears that a garage was built over part of the existing storm line off of N 31st Street.  The storm system conveys runoff from City  streets. The majority of runoff in the existing storm line comes from City storm systems in the N 30th Street ROW.  Approximately 1600 LF of 12" storm pipe will be  constructed in N 30th Street and Burnett Ave. N. Capital Investment Program - Surface Water 5 - 170 Project Number: 20 Importance Urgency Combined Project Priority Score: 5 3                    8                     Priority Ranking:11                   Project Title:NE Sunset Blvd & Union Ave NE Storm System Improvement Project Project Type:Development Project Account Number:427.475496.018.595.38.63.000 Project Number: U65496 Total Anticipated Project Cost:1,750$                 Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 150                150                ‐                 ‐                 ‐                 300                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 1,300            ‐                 ‐                 1,300             Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 50                  50                  50                  ‐                 ‐                 150                 Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 200                200                1,350            ‐                 ‐                 1,750             Resources: User Fee ‐                 ‐                 ‐                 12                  12                  81                  ‐                 ‐                 105                 REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 182                182                1,215            ‐                 ‐                 1,579             Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 6                    6                    54                  ‐                 ‐                 66                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 200                200                1,350            ‐                 ‐                 1,750             Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Sections of Honey Creek between Union Ave NE and Duvall Ave NE is contained within a old, closed pipe system that has insufficient capacity and is located in parking  lots, under buildings and across public right‐of‐ways.  Land use changes in the upstream basin area have increased surface water runoff and could cause flooding due to  the lack of capacity in the piped sections.  Due to the age of the piped section, the structural condition of the storm system is unknown.  The project will consist of  developing an accurate base map of storm system location, inspecting its structural conditions, develop a basin hydrologic and hydraulic model to perform capacity  analysis of the existing system and to develop conceptual design solutions.  The selection conceptual design solution will then be used for development of the project  final design, permitting and construction of improvements to storm system.  The improved conveyance system will have sufficient capacity to convey future land use  condition runoff, meet City capacity design standards to prevent future flooding in this area and prevent structural failure of the storm system.  The project will protect  businesses, residential areas and important transportation corridors (SR‐900) from flooding. Summary of Progress:   Funding to start the project design is programmed in 2016 Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 171 Project Number: 21 Importance Urgency Combined Project Priority Score: 4 4                    8                     Priority Ranking:12                   Project Title:Cedar River 205 Project Levee Recertification Project Project Type:Regulatory Compliance Project Account Number:427.475501.018.594.31.63.000 Project Number: u65501 Total Anticipated Project Cost:700$                    Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 300                300                ‐                 ‐                 ‐                 ‐                 ‐                 600                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 50                  50                  ‐                 ‐                 ‐                 ‐                 ‐                 100                 Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 350                350                ‐                 ‐                 ‐                 ‐                 ‐                 700                 Resources: User Fee ‐                 21                  21                  ‐                 ‐                 ‐                 ‐                 ‐                 42                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 147                147                ‐                 ‐                 ‐                 ‐                 ‐                 294                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 171                171                ‐                 ‐                 ‐                 ‐                 ‐                 342                 Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 11                  11                  ‐                 ‐                 ‐                 ‐                 ‐                 22                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 350                350                ‐                 ‐                 ‐                 ‐                 ‐                 700                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) The lower 1.10 miles of levees and floodwalls will need to be re‐certified as a result of changes to the Corps’ Engineering Circular 1110‐2‐6067.  The revised document  was finalized on August 31, 2010; therefore, any levee certification based on data prior to this date is considered invalid.  The City has until August 31, 3013 to re‐certify  the levees and floodwalls or they will no longer be accredited by the Corps.  The City will need to hire a consultant to evaluate the existing levee/floodwall system to  determine required actions necessary to meet the Corps’ certification standards.  Consultant contract to begin in 2014. Summary of Progress: Developing projet scope of work for consultant selection in the 4th quarter of 2014. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 172 Project Number: 22 Importance Urgency Combined Project Priority Score: 6 3                    9                     Priority Ranking:14 Project Title:Stormwater Facility Fencing Project Project Type:Major Maintenance Project Account Number:427.475499.018.595.38.63.000 Project Number: U65499 Total Anticipated Project Cost:       Current LOS 0% Growth 100% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 20                  10                  10                  10                  10                  10                  10                  80                   Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 160                80                  80                  80                  80                  80                  80                  640                 Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management 10                  10                  10                  10                  10                  10                  10                  10                  80                   Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses 10                  190                100                100                100                100                100                100                800                 Resources: User Fee 1                    11                  6                    6                    6                    6                    6                    6                    48                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating 9                    173                91                  91                  89                  89                  89                  89                  720                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income 0                    6                    3                    3                    5                    5                    5                    5                    32                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources 10                  190                100                100                100                100                100                100                800                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2013 through 2018 (in thousands of dollars) Summary of Progress:   Project design, permitting and construction for this project started in 2013 and will extend over the next 6‐year planning period.  A total of eight  stromwater facilities will be fenced in 2014.  There are currently 37 stormwater facilities that need fencing.  This number may increase due to annexations and as the  Utility takes over maintenance of stormwater facilities from Homeowner Associations as part of the stormwater facility transfer program.. Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    The Stormwater Facility Fencing Project consists of constructing fences around existing stormwater detention/retention and water quality treatment facilities that the  Surface Water Utility owns and maintains that do not currently have fences.  Stormwater facilities that were constructed with side slopes that were not steep (3:1 or  flatter side slopes), the surface water design standards didn't require fences.  Some of the stormwater facilities that are not fenced were constructed in unincorporated  King County and were previously owned and maintained by the County.  When the City annexed areas where these facilities were located into the City, the City had to  assume ownership and maintenance of the facilities.  This project is intended to install fences over time on the stormwater facilities that do not have fences, due to  public safety concerns about have these facilities being unfenced.  The City's surface water design standards have been updated to require all future constructed  stormwater facilities to be fenced.  Capital Investment Program - Surface Water 5 - 173 Project Number: 23 Importance Urgency Combined Project Priority Score: 6 4                    10                   Priority Ranking:16                   Project Title:Ginger Creek/Cascade Park Basin Plan Project Type:Development Project Account Number:427.475505.018.594.31.63.000 Project Number: u65505 Total Anticipated Project Cost:350$                    Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 345                ‐                 ‐                 ‐                 ‐                 345                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 5                     ‐                 ‐                 ‐                 ‐                 5                     Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 350                ‐                 ‐                 ‐                 ‐                 350                 Resources: User Fee ‐                 ‐                 ‐                 21                  ‐                 ‐                 ‐                 ‐                 21                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 318                ‐                 ‐                 ‐                 ‐                 318                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 11                  ‐                 ‐                 ‐                 ‐                 11                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 350                ‐                 ‐                 ‐                 ‐                 350                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Cascade Park drains north through a neighborhood via an old concrete pipe and open channels.  The runoff eventually reaches the Cedar River Pipeline ROW, via an old  steel pipe, and is routed under the Tiffany Park area.  The existing pipe system surcharges during moderate events flooding Cascade Park.  House #12512 located at SE  164th Pl. also experiences flooding from backwatering from the Cascade Park storm system.  Based on a cursory site visit, it appears that sediment buildup in the open  channel section between SE 160th Street and the Cedar River Pipeline ROW, along with insufficient capacity of the existing storm system pipe, flat gradient and poor  structural pipe conditon is is contributing to the backwater conditions and resulting flooding in the park and neighborhood to the south.  A study is proposed to  determine the primary cause of the problem, evaluate alternative solutions and develop a design of the preferred solution.  The proposed solution will likely require an  HPA due to work within potential wetlands and ditches. Summary of Progress:  Project work programmed to start in 2016. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 174 Project Number: 24 Importance Urgency Combined Project Priority Score: 7 5                    12                   Priority Ranking:17                   Project Title:SE 172nd St and 125th Ave N Storm System Impr. Project Project Type:Development Project Account Number:427.475504.018.594.31.63.000 Project Number: u65504 Total Anticipated Project Cost:1,100$                 Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 280                ‐                 ‐                 ‐                 ‐                 280                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 780                ‐                 ‐                 ‐                 780                 Inspection ‐                 ‐                 ‐                 ‐                 20                  ‐                 ‐                 ‐                 20                   Project Management ‐                 ‐                 ‐                 20                  ‐                 ‐                 ‐                 ‐                 20                   Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 300                800                ‐                 ‐                 ‐                 1,100             Resources: User Fee ‐                 ‐                 ‐                 18                  48                  ‐                 ‐                 ‐                 66                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 273                728                ‐                 ‐                 ‐                 1,001             Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 9                    24                  ‐                 ‐                 ‐                 33                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 300                800                ‐                 ‐                 ‐                 1,100             Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Surface water overtops the centerline of the road in a low area due to backwater condition of outfall to wetland which may also contribute to flooding of House at 12215  SE 172nd Street and House at 17003 125th Ave SE.  Insufficient conveyance capacity of existing drainage systems along 125th Ave SE. and SE 172nd St. may also be  contributing to localized flooding.  Because the water level in the wetland surcharges the storm system along SE 172nd St., a drainage study should be conducted to  determine options for lowering the water surface elevation in the wetland.  Project will evaluate options for solving the problem, which may include upsizing the culvert  at SE Petrovitsky Rd., if it is restricting the flow downstream, along with upsizing of existing storm system along SE 172nd St. and 127th Ave SE. Summary of Progress: Work programmed to start on the project in 2016. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 175 Project Number: 25 Importance Urgency Combined Project Priority Score: 2 +2 =4 Priority Ranking: Project Title:East Valley Road Storm System Improvements Project Type:Development Project Account Number:427.475498.018.595.38.63.000 Project Number: U65498 Total Anticipated Project Cost:400$                    Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 250                75                  325                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 50                  25                  75                   Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 300                100                400                 Resources: User Fee ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 18                  6                    24                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 270                89                  359                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 12                  5                    17                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 300                100                400                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Adopted P   r   o   j   e   c   t   e   d    SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: Project design planned to start in 2019. The project includes replacing the existing storm system along the East Valley Road between SW 29th St. and SW 23rd St. with a new 48‐inch storm system.  The new  storm system will discharge into the SW 23rd St. Channel, which flows to Springbrook Creek.  The project design will start in the year 2019.  The project schedule and  improvements may change depending upon the schedule and scope of improvements planned by WSDOT as part of the I‐405/SR‐167 project. Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 176 Project Number: 26 Importance Urgency Combined Project Priority Score: 2 +3 =5 Priority Ranking: Project Title:Oakesdale/SW 41st St. Culvert Replacement  Project Type:Development Project Account Number:427.475497.018.595.38.63.000 Project Number: U65497 Total Anticipated Project Cost:400$                    Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Expenditures: Property Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Consultant Services ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 300                300                 Major Maintenance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Construction ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Inspection ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Project Management ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 100                100                 Equipment Acquisition ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Contingencies ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Expenses ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 400                400                 Resources: User Fee ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 24                  24                   REET ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Fuel Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Utility Tax ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Bond Proceeds ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Operating ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 356                356                 Grants/Contribution Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Received ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Grants/Contribution Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Mitigation Funds Anticipated ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Misc/Transfers ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Interest Income ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 20                  20                   Beginning Fund Balance ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Total CIP Resources ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 400                400                 Balance Available/(Unfunded Needs)‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Impact on Operating Funds  Life to Date   Estimated  Year end Project  2013 2014 2015 2016 2017 2018 2019 2020 Total Revenue Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Expenditure Increase/Decrease ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  Net Impact ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                 ‐                  SURFACE WATER CAPITAL INVESTMENT PROGRAM    2015 through 2020 (in thousands of dollars) Summary of Progress: Project design is scheduled to start in 2020. This is a project identified in the adopted East Side Green River Watershed Plan.  The project will solve existing and future flooding problems, improving water quality and  fish habitat.  The project includes installing two additional 6‐foot diameter culverts and rehabilitating the existing four culverts, or installing a completely new structure  box culvert or larger culvert structure.  The project will increase capacity and prevent flooding of Oakesdale at the crossing and it will improve fish passage.  The project  design will start in 2020.  Project construction would be scheduled in future years after 2020.   Adopted P   r   o   j   e   c   t   e   d    Adopted P   r   o   j   e   c   t   e   d    Capital Investment Program - Surface Water 5 - 177 This page is intentionally left blank  Capital Investment Program - Surface Water 5 - 178             6 BUDGET BY FUND     Summary All Funds    6‐1    General Government    6‐11    Special Revenue      6‐12    Capital Investment Program      6‐19    Enterprise                                                                                                                6‐27    Internal Service        6‐34    Investment Trust      6‐41     2015 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 2015 Revenue Property Tax 23,206,908   4,551,372     5,250,239    ‐              227,761 ‐             ‐                2,803,720     36,040,000        Retail Sales and Use Taxes 27,065,218   ‐                 300,000       ‐               ‐         ‐            ‐                ‐                 27,365,218        Business & Occupation Taxes ‐                  ‐                 ‐               ‐               ‐         ‐            ‐                ‐                 ‐                      Utility Taxes 8,957,298     5,365,536     1,550,900    ‐               ‐         ‐            ‐                ‐                 15,873,734        Other Taxes 4,279,000     ‐                 ‐               ‐               ‐         ‐            ‐                3,000,000     7,279,000          Sub‐Total Taxes 63,508,424   9,916,908     7,101,139    ‐              227,761 ‐             ‐                5,803,720     86,557,952        Business License and Permits 506,000        ‐                 ‐               ‐               ‐         ‐            ‐                ‐                 506,000              Other License and Permits 3,279,417     1,000             125,000       ‐               ‐         ‐            ‐                ‐                 3,405,417          Federal/State Grants 622,780        ‐                 40,000         307,462      ‐         ‐            ‐                93,542           1,063,784          Other Intergovernmental Reven 1,200,000     ‐                 1,272,000    ‐               ‐         ‐            ‐                ‐                 2,472,000          Charges for Goods and Services 10,109,626   1,659,016     1,038,572    ‐               ‐         ‐            2,600          316,326        13,126,140        Fines and Forfeits 3,320,500     ‐                 ‐               ‐               ‐         ‐            ‐                ‐                 3,320,500          Interest and Other Earnings 355,000        ‐                 520,000       ‐               ‐         ‐            300               ‐                 875,300              Rents, Leases, and Concessions 23,000           650,716        ‐               ‐               ‐         ‐            36,500         ‐                 710,216              Other Miscellaneous Revenues 477,693        57,000           ‐               ‐               ‐         ‐            45,000         ‐                 579,693              Capital Contributions ‐                  ‐                 ‐               ‐               ‐         ‐            ‐                ‐                 ‐                      Other Financing Sources ‐                  ‐                 ‐               ‐               ‐         ‐            ‐                ‐                 ‐                      Bond Proceeds ‐                 ‐                 ‐               ‐               ‐         ‐            ‐                ‐                 ‐                      Sale of General Fixed Assets ‐                 ‐                 ‐               ‐               ‐         ‐            ‐                ‐                 ‐                      Transfer In ‐                 ‐                 ‐               ‐               ‐         ‐            ‐                250,000        250,000              Total New Revenue 83,402,440   12,284,640   10,096,711 307,462     227,761 ‐            84,400        6,463,588     26,309,050        Use of Prior Yr Revenue ‐                  ‐                 ‐               ‐               ‐         ‐            ‐                ‐                 ‐                      Total Resources 83,402,440   12,284,640   10,096,711 307,462     227,761 ‐            84,400        6,463,588     112,867,002      Expenditures Legislative 335,838        335,838              City Attorney 2,001,421     2,001,421          Executive:  Mayor's Office 1,547,993     1,547,993          Hearing Examiner 40,000           40,000                Court Services 2,111,321     2,111,321          Community & Economic Development Administrative 1,077,608     1,077,608          Economic Development 607,369        607,369              Planning 2,561,536     2,561,536          Development Services 2,914,321     240,971     3,155,292          Municipal Arts ‐                      Housing Opportunity ‐                      Human Resources & Risk Mgmt:1,316,577     1,316,577          Insurance ‐                      Administrtive Services (Finance, 2,795,120     2,795,120          City Clerk 1,051,558     1,051,558          Police 32,467,334   32,467,334        Fire and Emergency Services 26,851,976   25,000        26,876,976        Public Works Administration 395,867        395,867              Transportation 4,914,998   4,914,998          Utility Systems & Technical Sv ‐                 ‐                      Maintenance Services 5,150,713   5,150,713          Community Services: Community Services 12,264,640   12,264,640        Housing & Human Services 1,147,590     1,147,590          Comm Dev Block Grants 52,387       52,387                Museum 227,761 227,761              Farmers Market 59,453        59,453                Golf Course ‐                      Other City Services/Misc 2,967,502     2,967,502          Debt Service 6,463,588     6,463,588          Transfers‐Out 1,300,000     20,000           31,000         1,351,000          Total Expenditures 83,490,932   12,284,640   10,096,711 293,358     227,761 ‐            84,453        6,463,588     112,941,443      Fund Balance,  January 18,594,362     2,022,533     1,581,566   10,197       52,979   ‐            130,698      1,115,674     13,508,009        Total New Revenue 83,402,440   12,284,640   10,096,711 307,462     227,761 ‐            84,400        6,463,588     112,867,002      Total Committed Expenditures (83,490,932) (12,284,640) (10,096,711)(293,358)    (227,761)‐            (84,453)       (6,463,588)    (112,941,443)    Fund Balance Plus Reserves 8,505,869     2,022,533     1,581,566   24,301       52,979   ‐            130,645      1,115,674     13,433,567        Operating Reserves ‐                  ‐                 ‐               ‐               ‐         ‐            ‐                ‐                 ‐                      Other Reserves/IBNR ‐                  ‐                 ‐               ‐               ‐         ‐            ‐                ‐                 ‐                      Fund Balance (Undesig/Designat 8,505,869     2,022,533     1,581,566   24,301       52,979   ‐            130,645      1,115,674     13,433,567        Budget by Fund - Summary All Funds 6 - 1 Revenue Property Tax Retail Sales and Use Taxes Business & Occupation Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Reven 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 Hearing Examiner Court Services Community & Economic Develop Administrative Economic Development Planning Development Services Municipal Arts Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance, City Clerk Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Sv Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market Golf Course Other City Services/Misc Debt Service 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/Designat 2015 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          ‐               ‐                    ‐               ‐         ‐              57,674        ‐             57,674          ‐               ‐                    200,000      ‐         ‐              97,674        ‐             297,674        ‐               ‐                    ‐               ‐         ‐              ‐              ‐             ‐                ‐              ‐                    ‐               ‐         ‐              ‐              ‐             ‐                ‐              ‐                    ‐               ‐         ‐              ‐              ‐             ‐                640,000      ‐                    ‐               ‐         ‐              ‐              ‐             640,000        ‐               ‐                    ‐               ‐         ‐              ‐              ‐             ‐                ‐              ‐                    ‐               ‐         ‐              ‐              ‐             ‐                ‐              ‐                    ‐               ‐         ‐              ‐              ‐             ‐                ‐              768,957            ‐               ‐         ‐              ‐              ‐             768,957        ‐               ‐                    65,000        ‐         ‐              ‐              ‐             65,000          ‐               ‐                    ‐               ‐         ‐              ‐              ‐             ‐                ‐              ‐                    ‐               ‐         ‐              ‐              ‐             ‐                ‐              ‐                    ‐               ‐         ‐              ‐              ‐             ‐                ‐              ‐                    ‐               ‐         ‐              ‐              ‐             ‐                ‐              ‐                    ‐               ‐         15,000        ‐              ‐             15,000          640,000     768,957           265,000      ‐         15,000       97,674        ‐             1,786,631     ‐               ‐                    ‐               ‐         ‐              ‐              ‐             ‐                640,000     768,957           265,000     ‐         15,000       97,674       ‐             1,786,631     ‐                ‐                245,000     245,000        ‐                ‐                ‐                ‐                ‐                ‐                102,950     102,950        ‐                ‐                ‐                ‐                97,674       97,674          ‐                ‐                ‐                ‐                ‐                ‐                663,403           663,403        ‐                ‐                ‐                ‐                ‐                ‐                ‐                640,000      ‐                    ‐               ‐         ‐              ‐              ‐             640,000        640,000     663,403           245,000      ‐         102,950     97,674        ‐             1,749,027     15,689        368,261           135,913      ‐         92,771       285,632     669,613    1,567,879     640,000     768,957           265,000      ‐         15,000       97,674        ‐             1,786,631     (640,000)    (663,403)          (245,000)    ‐         (102,950)    (97,674)      ‐             (1,749,027)   15,689        473,815           155,913      ‐         4,821          285,632     669,613    1,605,483     ‐               ‐                    ‐               ‐         ‐              ‐              ‐             ‐                ‐              ‐                    ‐               ‐         ‐              ‐              ‐             ‐                15,689        473,815           155,913     ‐         4,821          285,632     669,613    1,605,483     Budget by Fund - Summary All Funds 6 - 2 Revenue Property Tax Retail Sales and Use Taxes Business & Occupation Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Reven 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 Hearing Examiner Court Services Community & Economic Develop Administrative Economic Development Planning Development Services Municipal Arts Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance,  City Clerk Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Sv Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market Golf Course Other City Services/Misc Debt Service 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/Designat 2015 Revenue, Expenditures, Fund Sources, All Funds Capital Project Total  303 304 305 316 317 318 326 336 Capital C D Mitig Fire Mitig Trans Mitig Mun Fac Trans CIP So Lk WA House Opp New Library Funds ‐               ‐             ‐           ‐             ‐               ‐              ‐               ‐                ‐                  ‐              ‐             ‐           ‐             ‐               ‐              ‐               ‐                ‐                  ‐              ‐             ‐           ‐             ‐               ‐              ‐               ‐                ‐                  ‐              ‐             ‐           325,000     ‐               ‐              ‐               ‐                325,000         ‐               ‐             ‐           1,000,000 ‐                ‐              ‐               ‐                1,000,000      ‐               ‐             ‐           1,325,000 ‐                ‐              ‐               ‐                1,325,000      ‐               ‐             ‐           500,000    1,990,000    ‐              ‐               ‐                2,490,000      ‐               ‐             ‐           ‐             ‐               ‐              ‐               ‐                ‐                  ‐              ‐             ‐           ‐             10,216,628 ‐               ‐               ‐                10,216,628    ‐               ‐             ‐           197,000     ‐               ‐              ‐               ‐                197,000         86,500        99,000       215,500   ‐             ‐               ‐              ‐               ‐                401,000         ‐               ‐             ‐           ‐             ‐               ‐              ‐               ‐                ‐                  ‐              ‐             1,000       7,000         ‐               ‐              ‐               ‐                8,000              ‐               ‐             ‐           ‐             ‐               ‐              ‐               ‐                ‐                  ‐              ‐             ‐           15,000       ‐               ‐              ‐               ‐                15,000            ‐               ‐             ‐           ‐             ‐               ‐              ‐               ‐                ‐                  ‐              ‐             ‐           ‐             ‐               ‐              ‐               ‐                ‐                  ‐              ‐             ‐           ‐             ‐               ‐              ‐               ‐                ‐                  ‐              ‐             ‐           ‐             ‐               ‐              ‐               ‐                ‐                  ‐              ‐             ‐           1,300,000 961,000       ‐              ‐               ‐                2,261,000      86,500        99,000       216,500  3,344,000 13,167,628 ‐               ‐               ‐                16,913,628    ‐               ‐             ‐           ‐             ‐               ‐              ‐               ‐                ‐                  86,500        99,000       216,500  3,344,000 13,167,628 ‐              ‐               ‐                16,913,628    ‐                  ‐                  ‐                  ‐                  ‐                  ‐              ‐                  425,000    425,000         ‐                  ‐                  ‐                  ‐                ‐                ‐                  ‐                  ‐                  ‐                  ‐                  ‐             ‐                  ‐                  ‐                  14,259,630 14,259,630    ‐                  ‐                  2,941,000 2,941,000      ‐                  ‐                  ‐                  ‐                  ‐                  ‐                  ‐                  ‐              250,000    196,000   ‐             15,000          ‐              461,000         ‐              250,000    196,000  3,366,000 14,274,630 ‐               ‐               ‐                18,086,630    1,110,618  846,165    749,185  446,689    1,434,436    ‐              1,010,599  57,000         5,654,692      86,500        99,000       216,500  3,344,000 13,167,628 ‐               ‐               ‐                16,913,628    ‐              (250,000)   (196,000) (3,366,000)(14,274,630)‐               ‐               ‐                (18,086,630)  1,197,118  695,165    769,685  424,689    327,434       ‐              1,010,599  57,000         4,481,690      ‐               ‐             ‐           ‐             ‐               ‐              10,599        ‐                10,599            ‐               ‐             ‐           ‐             ‐               ‐              1,000,000   ‐                1,000,000      1,197,118  695,165    769,685  424,689    327,434       ‐              ‐               57,000         3,471,091      Budget by Fund - Summary All Funds 6 - 3 Revenue Property Tax Retail Sales and Use Taxes Business & Occupation Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Reven 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 Hearing Examiner Court Services Community & Economic Develop Administrative Economic Development Planning Development Services Municipal Arts Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance,  City Clerk Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Sv Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market Golf Course Other City Services/Misc Debt Service 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/Designat 2015 Revenue, Expenditures, Fund Sources, All Funds Enterprise Total  4X2 403 4X4 4X5 4X6 4X7 416 Enterprise Airport Sol Waste Golf Water Wastewater Surface Water Metro KC Funds ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     ‐                ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     ‐                ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     ‐                ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     ‐                ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     ‐                ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     ‐                ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     ‐                ‐                ‐               ‐               57,111         48,009          ‐                 105,120            ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     ‐                201,406        ‐               ‐               ‐               2,421,000    ‐                 2,622,406         145,557       16,177,094   2,091,353   16,007,581 9,565,106   9,344,217   16,638,722   69,969,630       ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     4,010            5,000             30,000        22,462         9,000           19,240          ‐                 89,712              2,501,453    78,226           481,990      136,591        ‐               ‐               ‐                 3,198,260         ‐                 ‐                2,040          1,000           34,500         500               ‐                 38,040              ‐                 ‐                ‐               105,000       822,000       167,000        ‐                 1,094,000         ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     ‐                ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     ‐                ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     ‐                ‐                50,000         ‐               ‐               ‐               ‐                 50,000              2,651,020    16,461,726   2,655,383   16,272,634 10,487,717 11,999,966 16,638,722   79,818,188       ‐                 ‐                ‐               ‐               ‐               ‐               ‐                 ‐                     2,651,020    16,461,726   2,655,383   16,272,634 10,487,717 11,999,966 16,638,722   79,818,188       ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     137,845        122,396       100,396       162,845        ‐                 523,483            ‐                     ‐                     ‐                     ‐                     ‐                     2,260,529     ‐               2,260,529         16,241,873   9,349,578   7,050,747   7,842,084    ‐                 40,484,281       295,421        5,416,941   1,564,945   2,610,541   16,638,722   26,526,570       ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     2,165,392   2,165,392         ‐                     ‐                 ‐                400,660      1,763,466   971,988       1,131,511    ‐                 4,267,625         ‐                 ‐                50,000        85,000          ‐               ‐               ‐                 135,000            2,260,529    16,675,139   2,616,052   16,737,381 9,688,076   11,746,980 16,638,722   76,362,879       233,478       1,257,755     111,691      11,030,050 5,019,553   3,113,930   2,611,562     23,378,019       2,651,020    16,461,726   2,655,383   16,272,634 10,487,717 11,999,966 16,638,722   77,167,168       (2,260,529)  (16,675,139) (2,616,052) (16,737,381)(9,688,076)  (11,746,980)(16,638,722) (76,362,879)      623,969       1,044,342     151,022      10,565,303 5,819,194   3,366,916   2,611,562     24,182,308       172,053       400,000        541,348      875,073       857,282       586,562        ‐                 3,432,318         335,825        ‐                ‐               1,955,020   838,706       497,632        ‐                 3,627,183         116,091       644,342        (390,326)     7,735,210   4,123,206   2,282,722   2,611,562     17,122,806       Budget by Fund - Summary All Funds 6 - 4 Revenue Property Tax Retail Sales and Use Taxes Business & Occupation Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Reven 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 Hearing Examiner Court Services Community & Economic Develop Administrative Economic Development Planning Development Services Municipal Arts Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance,  City Clerk Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Sv Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market Golf Course Other City Services/Misc Debt Service 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/Designat 2015 Revenue, Expenditures, Fund Sources, All Funds Internal Service Total Fiduciary All Funds 501 502 503 504 505 512 522 Internal 611 Total Equip R&R Insurance Inform Tech Facilities Communications Healthcare Ret Healthcare Services Fire Pension 2015 ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               36,040,000        ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               27,565,218        ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               ‐                      ‐                ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               16,238,734        ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               8,336,674          ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               88,180,626        ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               2,996,000          ‐                 ‐                123,000        ‐              ‐                   ‐               ‐              123,000             ‐               3,633,537          ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               11,280,412        ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     143,000      6,074,406          5,641,536    3,769,397    4,416,231    4,918,003  991,431            ‐               ‐              19,736,598        ‐               103,233,368      ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               3,320,500          12,000         37,318         7,000            4,000          1,000               19,617         21,000       101,935            325,000      1,399,947          ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               4,677,433          ‐                 ‐                ‐                ‐              ‐                   12,935,119 1,618,699  14,553,818        ‐               15,251,551        ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               1,094,000          ‐                534,932        ‐                ‐              ‐                   ‐               ‐              534,932             ‐               534,932              ‐                 ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               ‐                      ‐                ‐                ‐                ‐              ‐                   ‐               ‐              ‐                     ‐               ‐                      111,000        ‐                85,000          ‐              ‐                   ‐               ‐              196,000             ‐               2,772,000          5,764,536    4,341,647    4,631,231    4,922,003  992,431           12,954,736 1,639,699  35,246,283       468,000      244,448,712      ‐                 ‐                ‐                ‐              ‐               ‐              ‐                     ‐               ‐                      5,764,536    4,341,647    4,631,231    4,922,003  992,431           12,954,736 1,639,699  35,246,283       468,000      244,448,712      ‐                      ‐                     335,838              ‐                     2,001,421          991,430           991,430            2,784,423          ‐                     40,000                ‐                     2,111,321          ‐                      ‐                     1,077,608          ‐                     1,032,369          ‐                     2,561,536          ‐                     3,155,292          ‐                     102,950              ‐                      ‐                      ‐                     1,316,577          3,469,578    13,424,573 1,115,744  18,009,895       18,009,895        4,641,865    4,641,865         210,475      8,170,942          ‐                     1,149,232          ‐                     32,467,334        ‐                     26,876,976        ‐                      ‐                     395,867              ‐                     21,435,156        ‐                     40,484,281        5,507,047    5,507,047         37,184,331        ‐                      4,918,001  4,918,001         20,787,044        ‐                     1,147,590          ‐                     52,387                ‐                     227,761              ‐                     59,453                ‐                     2,165,392          ‐                     2,967,502          ‐                     10,731,213        ‐                125,000        ‐                ‐              ‐               ‐              125,000             ‐               2,712,000          5,507,047    3,594,578    4,641,865    4,918,001  991,430           13,424,573 1,115,744  34,193,238       210,475      243,543,692      3,608,097    11,757,156  843,690       706,922     327,742           6,420,432   7,221,225  30,885,264       4,907,478    79,901,341        5,764,536    4,341,647    4,631,231    4,922,003  992,431           12,954,736 1,639,699  35,246,283       468,000      244,448,712      (5,507,047)  (3,594,578)  (4,641,865)  (4,918,001)(991,430)         (13,424,573)(1,115,744)(34,193,238)     (210,475)     (243,543,692)    3,865,586    12,504,225  833,056       710,924     328,743           5,950,595   7,745,180  31,938,309       5,165,003    80,806,360        264,105       6,600,000    404,085        ‐              ‐                   ‐               ‐              7,268,190          ‐               10,711,107        3,601,481    4,150,000    428,971        ‐              ‐                   4,027,372   204,598     12,412,421        ‐               17,039,605        ‐                1,754,225     ‐                710,924     328,743           1,923,223   7,540,582  12,257,698       5,165,003    53,055,648        Budget by Fund - Summary All Funds 6 - 5 2016 Revenue, Expenditures, Fund Sources, All Funds General Government General  000 001 003 004 005 006 09/10/11/31 201/215 Govt General ComSvcs Street CDBG Museum Library Mis Funds LT GO Total 2016 Revenue Property Tax 22,749,403   4,877,700     5,514,508    ‐                235,281 ‐                 ‐                    3,576,422     36,953,314      Retail Sales and Use Taxes 28,268,383   ‐                     300,000       ‐                 ‐             ‐                ‐                    ‐                      28,568,383      Business & Occupation Taxes 3,000,000     ‐                     ‐                    ‐                 ‐             ‐                ‐                    ‐                      3,000,000        Utility Taxes 9,011,298     5,446,019     1,550,900    ‐                 ‐             ‐                ‐                    ‐                      16,008,217      Other Taxes 4,305,000     ‐                     ‐                    ‐                 ‐             ‐                ‐                    2,000,000     6,305,000        Sub‐Total Taxes 67,334,084   10,323,719   7,365,408    ‐                235,281 ‐                 ‐                    5,576,422     90,834,914      Business License and Permits 302,000        ‐                     ‐                    ‐                 ‐             ‐                ‐                    ‐                      302,000            Other License and Permits 3,293,000     1,000             125,000       ‐                 ‐             ‐                ‐                    ‐                      3,419,000        Federal/State Grants 119,080        ‐                     40,000         307,462   ‐             ‐                ‐                    93,542           560,084            Other Intergovernmental Reven 1,200,000     ‐                     1,272,000    ‐                 ‐             ‐                ‐                    ‐                      2,472,000        Charges for Goods and Services 10,324,977   1,695,393     1,125,576    ‐                 ‐             ‐                2,600          328,712        13,477,258      Fines and Forfeits 3,320,500     ‐                     ‐                    ‐                 ‐             ‐                ‐                    ‐                      3,320,500        Interest and Other Earnings 355,000        ‐                     520,000       ‐                 ‐             ‐                300              ‐                      875,300            Rents, Leases, and Concessions 23,000           650,716        ‐                    ‐                 ‐             ‐                36,500         ‐                      710,216            Other Miscellaneous Revenues 477,693        57,000           ‐                    ‐                 ‐             ‐                45,000         ‐                      579,693            Capital Contributions ‐                       ‐                      ‐                    ‐                 ‐             ‐                ‐                    ‐                      ‐                         Other Financing Sources ‐                       ‐                      ‐                    ‐                 ‐             ‐                ‐                    ‐                      ‐                         Bond Proceeds ‐                      ‐                     ‐                    ‐                 ‐             ‐                ‐                    ‐                      ‐                         Sale of General Fixed Assets ‐                      ‐                     ‐                    ‐                 ‐             ‐                ‐                    ‐                      ‐                         Transfer In ‐                      ‐                     ‐                    ‐                 ‐             ‐                ‐                    250,000        250,000            Total New Revenue 86,749,334   12,727,828   10,447,984 307,462  235,281 ‐                84,400        6,248,676     25,966,051      Use of Prior Yr Revenue ‐                      ‐                     ‐                    ‐                 ‐             ‐                ‐                    ‐                      ‐                         Total Resources 86,749,334   12,727,828   10,447,984 307,462  235,281 ‐                84,400        6,248,676     116,800,965    Expenditures Legislative 348,161        348,161            City Attorney 2,108,770     2,108,770        Executive:  Mayor's Office 1,535,707     1,535,707        Hearing Examiner 40,000           40,000              Court Services 2,187,710     2,187,710        Community & Economic Development Administrative 1,120,102     1,120,102        Economic Development 651,303        651,303            Planning 2,725,530     2,725,530        Development Services 3,077,847     240,971  3,318,818        Municipal Arts ‐                         Farmers Market ‐                         Housing Opportunity ‐                         Human Resources & Risk Mgmt:1,366,886     1,366,886        Insurance ‐                         Administrtive Services (Finance, 2,911,247     2,911,247        City Clerk 1,111,870     1,111,870        Other City Services/Misc 2,886,336     2,886,336        Debt Service 6,248,676     6,248,676        Police 34,028,968   34,028,968      Fire and Emergency Services 27,945,913   25,000        27,970,913      Public Works Administration 413,579        413,579            Transportation 5,108,697   5,108,697        Utility Systems & Technical Sv ‐                      ‐                         Maintenance Services 5,339,287   5,339,287        Community Services: Community Services 12,727,828   12,727,828      Housing & Human Services 1,157,591     1,157,591        Comm Dev Block Grants 55,015     55,015              Museum 235,281 235,281            Farmers Market 63,315        63,315              Library ‐                 ‐                         Golf Course ‐                         Transfers‐Out 1,140,000     ‐                     ‐                    1,140,000        Total Expenditures 86,757,519   12,727,828   10,447,984 295,986  235,281 ‐                88,315        6,248,676     116,801,589    Fund Balance,  January 18,505,869     2,022,533     1,581,566   24,301     52,979   ‐                130,645      1,115,674     13,433,567      Total New Revenue 86,749,334   12,727,828   10,447,984 307,462  235,281 ‐                84,400        6,248,676     116,800,965    Total Committed Expenditures (86,757,519) (12,727,828) (10,447,984)(295,986) (235,281)‐                (88,315)      (6,248,676)    (116,801,589)   Fund Balance Plus Reserves 8,497,683     2,022,533     1,581,566   35,777     52,979   ‐                126,730      1,115,674     13,432,943      Operating Reserves ‐                       ‐                      ‐                    ‐                 ‐             ‐                ‐                    ‐                      ‐                         Other Reserves/IBNR ‐                       ‐                      ‐                    ‐                 ‐             ‐                ‐                    ‐                      ‐                         Fund Balance (Undesig/Designat 8,497,683     2,022,533     1,581,566   35,777     52,979   ‐                126,730      1,115,674     13,432,943      Budget by Fund - Summary All Funds 6 - 6 Revenue Property Tax Retail Sales and Use Taxes Business & Occupation Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Reven 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 Hearing Examiner Court Services Community & Economic Develop Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance, City Clerk Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Sv Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market 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/Designat 2016 Revenue, Expenditures, Fund Sources, All Funds Special Revenue Total 102 108 110 118 125 127 135 Special Arter Str Leased Fac. Lodging Paths 1% Art Cable Com Wetlands Revenue ‐                    ‐                         ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   ‐                        200,000      ‐             ‐                  ‐                    ‐                 200,000        ‐                    ‐                         ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   ‐                        ‐                   ‐             ‐                  40,000        ‐                 40,000          ‐                    ‐                         ‐                   ‐             ‐                  57,674        ‐                 57,674          ‐                    ‐                        200,000      ‐             ‐                  97,674        ‐                 297,674        ‐                    ‐                         ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   ‐                        ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   ‐                        ‐                   ‐             ‐                  ‐                    ‐                 ‐                    650,000      ‐                         ‐                   ‐             ‐                  ‐                    ‐                 650,000        ‐                    ‐                         ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   ‐                        ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   ‐                        ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   768,957            ‐                   ‐             ‐                  ‐                    ‐                 768,957        ‐                    ‐                        65,000        ‐             ‐                  ‐                    ‐                 65,000          ‐                    ‐                         ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   ‐                        ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   ‐                        ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   ‐                        ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   ‐                        ‐                   ‐             15,000        ‐                    ‐                 15,000          650,000     768,957           265,000      ‐             15,000       97,674        ‐                 1,796,631     ‐                    ‐                         ‐                   ‐             ‐                  ‐                    ‐                 ‐                    650,000     768,957           265,000     ‐             15,000       97,674       ‐                 1,796,631     ‐                    ‐                    265,000     265,000        ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                   ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    97,674       97,674          ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    ‐                    671,979           671,979        ‐                    ‐                    ‐                    ‐                    ‐                    650,000      ‐                         ‐                   ‐             ‐                  ‐                    ‐                 650,000        650,000     671,979           265,000      ‐             ‐                  97,674       ‐                 1,684,653     15,689        473,815           155,913      ‐             4,821          285,632     669,613    1,605,483     650,000     768,957           265,000      ‐             15,000       97,674        ‐                 1,796,631     (650,000)    (671,979)          (265,000)    ‐             ‐                  (97,674)      ‐                 (1,684,653)   15,689        570,793           155,913      ‐             19,821       285,632     669,613    1,717,461     ‐                    ‐                         ‐                   ‐             ‐                  ‐                    ‐                 ‐                    ‐                   ‐                        ‐                   ‐             ‐                  ‐                    ‐                 ‐                    15,689        570,793           155,913     ‐             19,821       285,632     669,613    1,717,461     Budget by Fund - Summary All Funds 6 - 7 Revenue Property Tax Retail Sales and Use Taxes Business & Occupation Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Reven 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 Hearing Examiner Court Services Community & Economic Develop Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance,  City Clerk Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Sv Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market 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/Designat 2016 Revenue, Expenditures, Fund Sources, All Funds Capital Project Total 303 304 305 316 317 318 326 336 Capital C D Mitig Fire Mitig Trans Mitig Mun Fac Trans CIP So Lk WA House Opp New Library Funds ‐                    ‐                   ‐                ‐                 ‐                    ‐                ‐                    ‐                 ‐                        ‐                    ‐                   ‐                ‐                 ‐                    ‐                ‐                    ‐                 ‐                        ‐                    ‐                   ‐                1,180,000 820,000       ‐                ‐                    ‐                 2,000,000       ‐                    ‐                   ‐                325,000     ‐                    ‐                ‐                    ‐                 325,000          ‐                    ‐                   ‐                2,000,000 ‐                     ‐                ‐                    ‐                 2,000,000       ‐                    ‐                   ‐                3,505,000 820,000       ‐                ‐                    ‐                 4,325,000       ‐                    ‐                   ‐                256,000    1,180,000    ‐                ‐                    ‐                 1,436,000       ‐                    ‐                   ‐                ‐                 ‐                    ‐                ‐                    ‐                 ‐                        ‐                    ‐                   ‐                ‐                 3,837,000    ‐                ‐                    ‐                 3,837,000       ‐                    ‐                   ‐                197,000     ‐                    ‐                ‐                    ‐                 197,000          86,500        99,000       215,500   ‐                 ‐                    ‐                ‐                    ‐                 401,000          ‐                    ‐                   ‐                ‐                 ‐                    ‐                ‐                    ‐                 ‐                        ‐                    ‐                  1,000       5,000         ‐                    ‐                ‐                    ‐                 6,000               ‐                    ‐                   ‐                ‐                 ‐                    ‐                ‐                    ‐                 ‐                        ‐                    ‐                   ‐                ‐                 ‐                    ‐                ‐                    ‐                 ‐                        ‐                    ‐                   ‐                ‐                 ‐                    ‐                ‐                    ‐                 ‐                        ‐                    ‐                   ‐                ‐                 ‐                    ‐                ‐                    ‐                 ‐                        ‐                    ‐                   ‐                ‐                 ‐                    ‐                ‐                    ‐                 ‐                        ‐                    ‐                   ‐                ‐                 ‐                    ‐                ‐                    ‐                 ‐                        ‐                    ‐                   ‐                1,140,000 745,000       ‐                ‐                    ‐                 1,885,000       86,500        99,000       216,500  5,103,000 6,582,000    ‐                ‐                    ‐                 12,087,000     ‐                    ‐                   ‐                ‐                 ‐                    ‐                ‐                    ‐                 ‐                        86,500        99,000       216,500  5,103,000 6,582,000   ‐                ‐                    ‐                 12,087,000     ‐                        ‐                        ‐                        ‐                        ‐                        ‐                ‐                        525,000    525,000          ‐                        ‐                        ‐                        ‐                        ‐                    ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                  ‐                        ‐                        ‐                        6,816,590   6,816,590       ‐                        ‐                        4,867,000 4,867,000       ‐                        ‐                        ‐                        ‐                  ‐                        ‐                        ‐                   250,000     ‐                ‐                 15,000          ‐                ‐                    ‐                 265,000          ‐                   250,000     ‐                5,392,000 6,831,590    ‐                ‐                    ‐                 12,473,590     1,197,118  695,165    769,685  424,689    327,434       ‐                1,010,599 57,000      4,481,690       86,500        99,000       216,500  5,103,000 6,582,000    ‐                ‐                    ‐                 12,087,000     ‐                   (250,000)   ‐                (5,392,000)(6,831,590)  ‐                ‐                    ‐                 (12,473,590)    1,283,618  544,165    986,185  135,689    77,844          ‐                1,010,599 57,000      4,095,100       ‐                    ‐                   ‐                ‐                 ‐                    ‐                10,599        ‐                 10,599             ‐                    ‐                   ‐                ‐                 ‐                    ‐                1,000,000 ‐                 1,000,000       1,283,618  544,165    986,185  135,689    77,844          ‐                ‐                   57,000      3,084,501       Budget by Fund - Summary All Funds 6 - 8 Revenue Property Tax Retail Sales and Use Taxes Business & Occupation Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Reven 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 Hearing Examiner Court Services Community & Economic Develop Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance,  City Clerk Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Sv Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market 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/Designat 2016 Revenue, Expenditures, Fund Sources, All Funds Enterprise Total  4X2 403 4X4 4X5 4X6 4X7 416 Enterprise Airport Sol Waste Golf Water Wastewater Surface Water Metro KC Funds ‐                     ‐                      ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        ‐                    ‐                     ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        ‐                    ‐                     ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        ‐                    ‐                     ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        ‐                    ‐                     ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        ‐                    ‐                     ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        ‐                    ‐                     ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        ‐                    ‐                     ‐                   ‐                    58,824         48,489          ‐                      107,313          650,000        ‐                      ‐                   ‐                    ‐                    ‐                     ‐                      650,000          ‐                    214,000        ‐                   ‐                    ‐                    171,000        ‐                      385,000          145,557       16,217,094   2,230,363   16,014,491 9,566,352   9,446,167   16,638,722   70,258,746      ‐                     ‐                      ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        13,748         5,000             30,000        36,289         12,000         22,094          ‐                      119,131          2,663,988    78,226           500,390      136,591        ‐                    ‐                     ‐                      3,379,195       ‐                     ‐                     2,040          1,000           34,500         500               ‐                      38,040             ‐                     ‐                      ‐                   120,000       107,000       171,000        ‐                      398,000          ‐                     ‐                      ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        ‐                    ‐                     ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        ‐                    ‐                     ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        ‐                    ‐                     50,000         ‐                    ‐                    ‐                     ‐                      50,000             3,473,293    16,514,320   2,812,793   16,308,371 9,778,676   9,859,250   16,638,722   75,385,425      ‐                     ‐                      ‐                   ‐                    ‐                    ‐                     ‐                      ‐                        3,473,293    16,514,320   2,812,793   16,308,371 9,778,676   9,859,250   16,638,722   75,385,425      ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        145,251        127,333       105,333       170,251        ‐                      548,167          ‐                        ‐                        ‐                     ‐                      ‐                   1,762,476   917,481       1,089,292    ‐                      3,769,249       ‐                        ‐                        ‐                        ‐                        3,691,185    3,691,185       16,694,439   10,293,116 6,607,522   6,001,303    ‐                      39,596,379      304,842        5,626,739   16,638,722   26,952,398      ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        2,253,479   2,253,479       95,000          ‐                     50,000        85,000          ‐                    ‐                     ‐                      230,000          3,786,185    17,144,532   2,303,479   17,894,664 9,246,634   10,026,642 16,638,722   77,040,858      623,969       1,044,342     151,022      10,565,303 5,819,194   3,366,916   2,611,562     24,182,308      3,473,293    16,514,320   2,812,793   16,308,371 9,778,676   9,859,250   16,638,722   75,385,425      (3,786,185)  (17,144,532) (2,303,479) (17,894,664)(9,246,634)  (10,026,642)(16,638,722) (77,040,858)    311,077       414,130        660,336      8,979,010   6,351,236   3,199,524   2,611,562     22,526,875      177,896       400,000        558,370      909,574       871,699       619,621        ‐                      3,537,160       79,181          ‐                      ‐                   1,955,020   838,706       497,632        ‐                      3,370,539       53,999         14,130           101,967      6,114,416   4,640,831   2,082,271   2,611,562     15,619,176      Budget by Fund - Summary All Funds 6 - 9 Revenue Property Tax Retail Sales and Use Taxes Business & Occupation Taxes Utility Taxes Other Taxes Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Reven 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 Hearing Examiner Court Services Community & Economic Develop Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance,  City Clerk Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Sv Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market 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/Designat 2016 Revenue, Expenditures, Fund Sources, All Funds Internal Service Total Fiduciary All Funds 501 502 503 504 505 512 522 Internal 611 Total Equip R&R Insurance Inform Tech Facilities Communications Healthcare Ret Healthcare Services Fire Pension 2016 ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   36,953,314        ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   28,768,383        ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   5,000,000          ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   16,373,217        ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   8,362,674          ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   95,457,588        ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   1,738,000          ‐                     ‐                    123,000        ‐                  ‐                       ‐                    ‐                  123,000           ‐                   3,649,313          ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   5,047,084          ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        143,000      3,847,000          5,909,100    3,819,611    4,487,271    4,926,944  1,026,739        ‐                    ‐                  20,169,665      ‐                   104,306,669      ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   3,320,500          12,000         25,292         7,000            4,000          1,000               19,813         21,000       90,105             325,000      1,415,536          ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   4,858,368          ‐                     ‐                    ‐                   ‐                  ‐                       14,276,011 1,641,647  15,917,658      ‐                   16,600,391        ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   398,000              ‐                    146,298        ‐                   ‐                  ‐                       ‐                    ‐                  146,298           ‐                   146,298              ‐                     ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   ‐                           ‐                    ‐                    ‐                   ‐                  ‐                       ‐                    ‐                  ‐                        ‐                   ‐                           ‐                    ‐                    85,000          ‐                  ‐                       ‐                    ‐                  85,000              ‐                   2,285,000          5,921,100    3,991,201    4,702,271    4,930,944  1,027,739       14,295,824 1,662,647  36,531,726     468,000      243,069,747      ‐                     ‐                    ‐                   ‐                  ‐                    ‐                  ‐                        ‐                   ‐                           5,921,100    3,991,201    4,702,271    4,930,944  1,027,739       14,295,824 1,662,647  36,531,726     468,000      243,069,747      ‐                         ‐                        348,161              ‐                        2,108,770          1,026,738       1,026,738       2,827,445          ‐                        40,000                ‐                        2,187,710          ‐                         ‐                        1,120,102          ‐                        1,176,303          ‐                        2,725,530          ‐                        3,318,818          ‐                         ‐                           ‐                         ‐                           ‐                         ‐                           ‐                        1,366,886          3,509,594    14,596,149 1,167,553  19,273,296     19,273,296        4,712,338    4,712,338       200,475      8,372,227          ‐                        1,209,544          ‐                        2,886,336          ‐                        10,017,925        ‐                        34,028,968        ‐                        27,970,913        ‐                         ‐                        413,579              ‐                        15,616,473        ‐                        39,596,379        4,203,192    4,203,192       36,494,877        ‐                         4,926,946  4,926,946       23,193,753        ‐                        1,157,591          ‐                        55,015                ‐                        235,281              ‐                         ‐                         ‐                           ‐                        2,253,479          ‐                     ‐                    ‐                   ‐                  ‐                    ‐                  ‐                        ‐                   2,285,000          4,203,192    3,509,594    4,712,338    4,926,946  1,026,738       14,596,149 1,167,553  34,142,510     200,475      242,343,675      3,865,586    12,504,225  833,056       710,924     328,743          5,950,595   7,745,180  31,938,309     5,165,003    80,806,360        5,921,100    3,991,201    4,702,271    4,930,944  1,027,739       14,295,824 1,662,647  36,531,726     468,000      243,069,747      (4,203,192)  (3,509,594)  (4,712,338)  (4,926,946)(1,026,738)     (14,596,149)(1,167,553)(34,142,510)   (200,475)      (242,343,675)    5,583,494    12,985,832  822,989       714,922     329,744          5,650,270   8,240,274  34,327,526     5,432,528    81,532,432        269,519       6,600,000    416,134        ‐                  ‐                       ‐                    ‐                  7,285,653        ‐                   10,833,412        5,313,975    4,150,000    406,855        ‐                  ‐                       4,378,845   214,289     14,463,964      ‐                   18,834,504        ‐                    2,235,832     ‐                   714,922     329,744          1,271,425   8,025,985  12,577,908     5,432,528    51,864,516        Budget by Fund - Summary All Funds 6 - 10 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Property Taxes 33,466,364 31,741,366 32,485,690 32,840,495 35,240,495 36,040,000 36,953,314 9.7% 2.5% Retail Sales and Use Taxes 22,970,162 22,956,180 25,189,996 23,832,262 26,214,681 27,365,218 28,568,383 14.8% 4.4% Business & Occupation Taxes 0000003,000,000 N/A 100.0% Utility Taxes 15,681,902 15,950,662 15,518,387 16,489,850 16,194,743 15,873,734 16,008,217 ‐3.7% 0.8% Other Taxes 6,186,676 6,313,000 7,472,234 6,313,000 6,047,000 7,279,000 6,305,000 15.3%‐13.4% Business Licenses and Permits 687,347 533,067 503,766 533,067 506,275 506,000 302,000 ‐5.1%‐40.3% Other Licenses and Permits 2,199,819 2,330,761 2,756,981 2,346,437 3,269,518 3,405,417 3,419,000 45.1% 0.4% Federal/State Grants 1,536,264 394,830 1,213,330 394,830 1,492,174 1,063,784 560,084 169.4%‐47.3% Other Intergovernmental Revenues 2,974,904 2,275,500 2,650,644 2,515,500 2,918,213 2,472,000 2,472,000 ‐1.7% 0.0% Charges for Goods and Services 12,944,232 12,047,781 13,060,294 12,470,461 13,142,699 13,126,140 13,477,258 5.3% 2.7% Fines and Forfeits 3,060,389 3,058,500 2,766,663 3,058,500 2,376,000 3,320,500 3,320,500 8.6% 0.0% Interest and Other Earnings 342,424 645,300 423,609 645,300 854,000 875,300 875,300 35.6%0.0% Rents, Leases, and Concessions 822,428 657,929 734,530 658,464 733,336 710,216 710,216 7.9% 0.0% Other Miscellaneous Revenues 488,687 458,693 494,036 458,693 383,100 579,693 579,693 26.4% 0.0% Other Financing Sources 2,235,551 0 5,368 0000N/A N/A Transfer In 2,860,020 250,000 270,000 250,000 0 250,000 250,000 0.0% 0.0% TOTAL RESOURCES 108,457,170 99,613,569 105,545,527 102,806,859 109,372,234 112,867,002 116,800,965 9.8% 3.5% EXPENDITURES: Regular Salaries 43,662,575 44,233,773 43,313,999 44,294,004 46,338,860 48,046,119 50,144,016 8.5% 4.4% Overtime 2,546,494 1,752,259 2,743,613 1,752,359 1,752,359 1,741,403 1,740,855 ‐0.6% 0.0% Personnel Benefits 17,249,593 16,239,144 15,868,901 18,688,457 18,943,374 20,973,665 22,400,120 12.2% 6.8% Part Time Salaries and Benefits 1,557,451 1,774,445 1,738,412 1,785,344 1,739,745 1,739,273 1,753,273 ‐2.6% 0.8% Supplies/Small Tools and Equipment 2,086,319 1,662,020 1,740,244 1,674,228 1,964,193 2,320,875 2,303,574 38.6%‐0.7% Professional Services 2,806,134 2,375,615 2,762,979 2,384,715 3,470,797 3,025,570 2,969,632 26.9%‐1.8% Communication 46,898 37,007 32,291 37,007 37,007 35,302 35,302 ‐4.6% 0.0% Travel/Training 313,649 358,380 377,253 358,179 463,834 489,297 509,096 36.6% 4.0% Advertising 13,808 22,737 13,120 22,737 21,987 21,987 21,987 ‐3.3% 0.0% Operating Rentals 513,869 616,011 473,763 616,011 619,011 894,965 894,965 45.3% 0.0% Insurance 209 0 301 0000N/A N/A Utilities 1,872,446 2,232,138 1,830,677 2,204,209 2,163,212 1,897,483 1,899,215 ‐13.9% 0.1% Repairs & Maintenance 290,922 401,241 281,211 404,741 404,591 451,841 474,791 11.6% 5.1% Miscellaneous 541,028 747,956 665,598 747,829 895,736 983,843 985,550 31.6% 0.2% Intergovernmental Services / Taxes 6,039,197 6,128,125 6,625,118 6,896,625 6,871,859 7,135,724 7,650,391 3.5%7.2% Capital 26,506 236,910 44,510 236,910 114,700 40,200 32,200 ‐83.0%‐19.9% Debt Service 9,752,337 8,001,433 8,048,508 7,988,023 8,400,863 6,463,588 6,248,676 ‐19.1%‐3.3% Interfund Payments for Services 12,597,373 12,628,175 12,739,310 12,709,331 12,781,081 15,263,109 15,591,796 20.1% 2.2% Resale Purchases 4,765 6,200 2,715 6,150 6,200 6,200 6,150 0.8%‐0.8% Transfer Out 2,017,310 160,000 4,364,583 0 6,329,077 1,411,000 1,140,000 100.0%‐19.2% TOTAL EXPENDITURES 103,938,882 99,613,569 103,667,105 102,806,859 113,318,485 112,941,443 116,801,589 9.9% 3.4% Fund Balance, January 1 11,057,551 10,751,945 15,575,839 10,751,945   17,454,261   13,508,009   13,433,567   25.6%‐0.6% Total New Revenue 108,457,170 99,613,569 105,545,527 102,806,859 109,372,234 112,867,002 116,800,965 9.8% 3.5% Total Committed Expenditures (103,938,882) (99,613,569) (103,667,105) (102,806,859) (113,318,485) (112,941,443) (116,801,589)9.9% 3.4% Fund Balance Plus Reserves 15,575,839 10,751,945 17,454,262 10,751,945 13,508,010 13,433,567 13,432,943 24.9% 0.0% Undesignated Fund Balance, 12/31 15,575,839 10,751,945 17,454,262 10,751,945 13,508,010 13,433,567 13,432,943 24.9% 0.0% Funds 000/001/003/004/005/006/009/010/ 011/031/201/215 General Government Funds The General Government Funds consist of all those funds whose majorities of revenues are from taxes (property, sales, and utility), licenses and permits, charges for services, fines and forfeits, intergovernmental, and other miscellaneous revenues. This includes the General Fund 000, Community Services Fund 001, Street Fund 003, Community Development Block Grant Fund 004, Museum Fund 005, Library Fund 006, Farmer's Market Fund 009, Fire Memorial Fund 010, Fire Department Health and Wellness Fund 011, Park Memorial Fund 031, Fund 201 Limited Tax General Obligation Bond Fund (City Hall), and Fund 215 General Governmental Miscellaneous Debt Service Fund.  Budget by Fund - General Governemenal 6 - 11 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Other Intergovernmental Revenues 608,623 640,000 623,189 640,000 600,000 640,000 650,000 0.0% 1.6% Interest and Other Earnings 917 3,000 986 3,000 1,000 0 0 ‐100.0% N/A TOTAL RESOURCES 609,540 643,000 624,175 643,000 601,000 640,000 650,000 ‐0.5% 1.6% EXPENDITURES: Transfer Out 600,000 640,000 600,000 650,000 778,000 640,000 650,000 ‐1.5% 1.6% TOTAL EXPENDITURES 600,000 640,000 600,000 650,000 778,000 640,000 650,000 ‐1.5% 1.6% Fund Balance, January 1 158,974 158,974 168,514 161,974        192,689                  15,689             15,689 ‐90.3% 0.0% Total New Revenue 609,540 643,000 624,175 643,000 601,000 640,000 650,000 ‐0.5% 1.6% Total Committed Expenditures (600,000) (640,000) (600,000) (650,000) (778,000) (640,000) (650,000)‐1.5% 1.6% Fund Balance Plus Reserves 168,514 161,974 192,689 154,974 15,689 15,689 15,689 ‐89.9% 0.0% Undesignated Fund Balance, 12/31 168,514 161,974 192,689 154,974 15,689 15,689 15,689 ‐89.9% 0.0% Fund 102, Arterial Street Fund The Arterial Street Fund was established pursuant to state law allocating the one‐half cent State Gasoline Tax revenue to cities and towns for construction, improvements, and major repair of streets. In order for a project to qualify for funding, it has to be a part of the City's Six‐Year Transportation Improvement Program and must be approved by the State Highway Department's District State Aid Engineer. The fund allows the City to accomplish approved projects using either City forces or contractors, and provides the capability of matching LID participation and outside agency grants.   Budget by Fund - Special Revenue 6 - 12 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Interest and Other Earnings 1,226 0 1,307 0 1,000 0 0 N/A N/A Rents, Leases, and Concessions 622,350 797,289 704,236 813,071 671,000 768,957 768,957 ‐5.4% 0.0% Other Miscellaneous Revenues 23508070000N/A N/A Transfer In 0 0 383,8340000N/A N/A TOTAL RESOURCES 623,812 797,289 1,090,184 813,071 672,000 768,957 768,957 ‐5.4% 0.0% EXPENDITURES: Regular Salaries 74,342 81,144 72,365 81,144 83,709 85,277 88,002 5.1% 3.2% Overtime 31604140000N/A N/A Personnel Benefits 23,491 26,182 24,704 28,135 28,135 31,964 35,141 13.6% 9.9% Supplies/Small Tools and Equipment 2,149 13,320 19,403 13,440 13,440 13,320 13,440 ‐0.9% 0.9% Professional Services 217,294 258,500 263,378 264,300 264,300 267,500 260,500 1.2%‐2.6% Utilities 183,934 155,680 156,166 162,725 162,725 170,680 177,725 4.9% 4.1% Repairs & Maintenance 79,041 91,100 91,740 93,500 93,500 91,100 93,500 ‐2.6% 2.6% Miscellaneous 841 240 909 240 240 240 240 0.0% 0.0% Capital 0 120,000 435,405 120,000 204,000 0 0 ‐100.0% N/A Interfund Payments for Services 3,228 3,490 3,490 3,577 3,577 3,322 3,431 ‐7.1% 3.3% TOTAL EXPENDITURES 584,635 749,656 1,067,974 767,061 853,626 663,403 671,979 ‐13.5% 1.3% Fund Balance, January 1* 488,500 438,333 527,677 485,966        549,887                368,261           473,815 ‐24.2% 28.7% Total New Revenue 623,812 797,289 1,090,184 813,071 672,000 768,957 768,957 ‐5.4% 0.0% Total Committed Expenditures (584,635) (749,656) (1,067,974) (767,061) (853,626) (663,403) (671,979)‐13.5% 1.3% Fund Balance Plus Reserves 527,676 485,966 549,887 531,976 368,261 473,815 570,793 ‐10.9% 20.5% Undesignated Fund Balance, 12/31 527,676 485,966 549,887 531,976 368,261 473,815 570,793 ‐10.9% 20.5% Fund 108, Leased City Properties  This fund was created in 1999 for the purpose of identifying Leased City Properties revenue and expenditures.   Budget by Fund - Special Revenue 6 - 13 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Retail Sales and Use Taxes 231,252 180,000 249,194 200,000 200,000 200,000 200,000 0.0% 0.0% Interest and Other Earnings 376 0 462 0 1,000 0 0 N/A N/A Other Miscellaneous Revenues 65,000 65,000 65,000 65,000 65,000 65,000 65,000 0.0% 0.0% TOTAL RESOURCES 296,628 245,000 314,657 265,000 266,000 265,000 265,000 0.0% 0.0% EXPENDITURES: Professional Services 428,928 245,000 240,307 265,000 315,693 245,000 265,000 ‐7.5% 8.2% TOTAL EXPENDITURES 428,928 245,000 240,307 265,000 315,693 245,000 265,000 ‐7.5% 8.2% Fund Balance, January 1 243,556 66,506 111,256 66,506           185,606                135,913           155,913 104.4% 14.7% Total New Revenue 296,628 245,000 314,657 265,000 266,000 265,000 265,000 0.0% 0.0% Total Committed Expenditures (428,928) (245,000) (240,307) (265,000) (315,693) (245,000) (265,000)‐7.5% 8.2% Fund Balance Plus Reserves 111,256 66,506 185,606 66,506 135,913 155,913 155,913 134.4% 0.0% Undesignated Fund Balance, 12/31 111,256 66,506 185,606 66,506 135,913 155,913 155,913 134.4% 0.0% Fund 110, Hotel/Motel Fund During the 1997 Legislative session, SSB 5867 was passed. SSB 5867 allows Washington State cities to impose an increase in the hotel/motel tax of up to 1 percent for the purpose of increasing tourism. On October 13, 1997, the Renton City Council passed Resolution No. 3288 establishing a Hotel/Motel Lodging Tax Advisory Committee. The Committee investigated the feasibility of implementing the 1 percent tax and made a recommendation to the City Council to enact this tax. The Council adopted the tax with Ordinance No. 4697 on December 15, 1997. In 1998, a marketing campaign was created using these collected funds. The Renton Community Marketing Campaign is designed to help brand Renton and communicate the community's many positive attributes as a place to do business, work, visit, learn, shop, live, play, and stay. The stakeholders, including the Renton Chamber of Commerce, Renton Visitor's Connection, City of Renton, Renton School District, Renton Technical College, and Valley Medical Center, launched the campaign to improve the image of Renton in the community and the region; promote Renton as a desirable location to do business, work, learn, live, shop, and visit; recruit quality companies to Renton to help diversify the employment base by supporting city economic development initiatives; showcase Renton stakeholders and their achievements; and leverage and creatively market Renton's assets and amenities. Under the authority of the Hotel/Motel Lodging Tax Advisory Committee and the Renton City Council, a new budget is established yearly and administered through the Executive Department (Prior to 2013 it was administered by the Community and Economic Development Department). Budget by Fund - Special Revenue 6 - 14 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: TOTAL RESOURCES 0000000N/A N/A EXPENDITURES: Transfer Out 3,315000000N/A N/A TOTAL EXPENDITURES 3,315000000N/A N/A Fund Balance, January 1 3,31400‐                 ‐                 00N/A N/A Total New Revenue 0000000N/A N/A Total Committed Expenditures (3,315)000000N/A N/A Fund Balance Plus Reserves (1)000000N/A N/A Undesignated Fund Balance, 12/31 (1)000000N/A N/A Fund 118, Reserve for Paths and Trails Fund This reserve fund for paths and trails was established under authority of Washington State Law (Sections 2, 3, 4 and 5, Chapter 103, Extraordinary Session Laws of 1972) for the purpose of accommodating, establishing, and maintaining certain paths and trails. Accumulated funds must be used within a ten‐year period. At the end of 2012, the City determined that the remaining fund balance should be transferred to the Transportation Capital Investment Program Fund 317for paths and trails related project(s).  Therefore Fund 118 was closed out. Budget by Fund - Special Revenue 6 - 15 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Interest and Other Earnings 39702780000N/A N/A Transfer In 7,877 15,000 11,151 15,000 15,000 15,000 15,000 0.0% 0.0% TOTAL RESOURCES 8,274 15,000 11,429 15,000 15,000 15,000 15,000 0.0% 0.0% EXPENDITURES: Capital 13,818 50,000 29,800 50,000 20,000 102,950 0 105.9%‐100.0% TOTAL EXPENDITURES 13,818 50,000 29,800 50,000 20,000 102,950 0 105.9%‐100.0% Fund Balance, January 1 121,686 104,499 116,142 69,499           97,771                     92,771                4,821 33.5%‐94.8% Total New Revenue 8,274 15,000 11,429 15,000 15,000 15,000 15,000 0.0% 0.0% Total Committed Expenditures (13,818) (50,000) (29,800) (50,000) (20,000) (102,950) 0 105.9%‐100.0% Fund Balance Plus Reserves 116,142 69,499 97,771 34,499 92,771 4,821 19,821 ‐86.0% 311.1% Undesignated Fund Balance, 12/31 116,142 69,499 97,771 34,499 92,771 4,821 19,821 ‐86.0% 311.1% Fund 125, One Percent for the Arts Fund The 1 percent for Art Fund was established to account for art expenditures in municipal construction projects. Guidelines for determining art expenditures as per RMC 2‐8 are: 1) Municipal construction projects, excluding water and sewer utility projects. 2) The total project cost must exceed $10,000. Under the authority of the Renton Municipal Arts Commission, the Administration, and the Renton City Council, the fund is administered by the Department of Community and Economic Development. Budget by Fund - Special Revenue 6 - 16 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Utility Taxes 40,000 40,000 40,000 40,000 40,000 40,000 40,000 0.0% 0.0% Other Taxes 0 45,674 49,348 45,674 45,674 57,674 57,674 26.3% 0.0% Business Licenses and Permits 50,654000000N/A N/A Interest and Other Earnings 836 0 783 0 1,000 0 0 N/A N/A Other Miscellaneous Revenues 003,0000000N/A N/A TOTAL RESOURCES 91,490 85,674 93,131 85,674 86,674 97,674 97,674 14.0% 0.0% EXPENDITURES: Supplies/Small Tools and Equipment 0 6,302 0 6,302 6,302 6,302 6,302 0.0% 0.0% Professional Services 19,046 30,702 64,830 30,702 30,702 42,702 42,702 39.1% 0.0% Repairs & Maintenance 1,040 8,670 1,040 8,670 8,670 8,670 8,670 0.0% 0.0% Intergovernmental Services / Taxes 0000000N/A N/A Capital 0 40,000 0 40,000 40,000 40,000 40,000 0.0% 0.0% TOTAL EXPENDITURES 20,086 85,674 65,870 85,674 85,674 97,674 97,674 14.0% 0.0% Fund Balance, January 1 185,968 35,294 257,372 35,294           284,632                285,632           285,632 709.3% 0.0% Total New Revenue 91,490 85,674 93,131 85,674 86,674 97,674 97,674 14.0% 0.0% Total Committed Expenditures (20,086) (85,674) (65,870) (85,674) (85,674) (97,674) (97,674)14.0% 0.0% Fund Balance Plus Reserves 257,372 35,294 284,632 35,294 285,632 285,632 285,632 709.3% 0.0% Undesignated Fund Balance, 12/31 257,372 35,294 284,632 35,294 285,632 285,632 285,632 709.3% 0.0% Fund 127, Cable Communications Development Fund The Cable Communications Development Fund, which is managed by the City Clerk's office, was established to provide promotion and development of cable communications. The City uses a character generator to issue public information over a municipal access cable TV channel (Channel 21). The City Clerk's office is responsible for gathering, formatting and programming the information submitted by City departments and external organizations for broadcast.On May 8, 1995, Council authorized the broadcasting of weekly Council meetings on Channel 21. In December 1995, Council authorized the broadcasting of the Committee of the Whole meetings. In 1998, the City began to produce quarterly videos on various highlights of the City. This included major private and public capital projects and highlights of major City sponsored events.   Budget by Fund - Special Revenue 6 - 17 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Interest and Other Earnings 2,272 0 1,785 0 2,000 0 0 N/A N/A TOTAL RESOURCES 2,272 0 1,785 0 2,000 0 0 N/A N/A EXPENDITURES: TOTAL EXPENDITURES 0000000N/A N/A Fund Balance, January 1 663,556 663,556 665,828 663,556        667,613        669,613        669,613        0.9% 0.0% Total New Revenue 2,272 0 1,785 0 2,000 0 0 N/A N/A Total Committed Expenditures 0000000N/A N/A Fund Balance Plus Reserves 665,828 663,556 667,613 663,556 669,613 669,613 669,613 0.9% 0.0% Undesignated Fund Balance, 12/31 665,828 663,556 667,613 663,556 669,613 669,613 669,613 0.9% 0.0% Fund 135, Springbrook Wetlands Bank Per Ordinance 5269,in 2007, a new fund was created Fund 135, Springbrook Wetlands Bank Fund. The purpose of the fund is to provide accounting for the Springbrook Creek Wetland and Habitat Mitigation Bank project. The Fund will receive revenue by selling Wetland credits to the third parties and to theCity's internal departments. The revenue received will pay for managing the wetlands.  Budget by Fund - Special Revenue 6 - 18 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Charges for Goods and Services 60,002 60,000 90,231 60,000 173,000 86,500 86,500 44.2% 0.0% Interest and Other Earnings 5,102 0 4,232 0 3,000 0 0 N/A N/A TOTAL RESOURCES 65,104 60,000 94,464 60,000 176,000 86,500 86,500 44.2% 0.0% EXPENDITURES: Transfer Out 0 0 700,0000000N/A N/A TOTAL EXPENDITURES 0 0 700,0000000N/A N/A Fund Balance, January 1 1,475,050 1,135,050 1,540,154 1,195,050     934,618             1,110,618        1,197,118 ‐7.1% 7.8% Total New Revenue 65,104 60,000 94,464 60,000 176,000 86,500 86,500 44.2% 0.0% Total Committed Expenditures 0 0 (700,000)0000N/A N/A Fund Balance Plus Reserves 1,540,154 1,195,050 934,618 1,255,050 1,110,618 1,197,118 1,283,618 ‐4.6% 7.2% Undesignated Fund Balance, 12/31 1,540,154 1,195,050 934,618 1,255,050 1,110,618 1,197,118 1,283,618 ‐4.6% 7.2% Fund 303, Community Development Impact Mitigation Fund Fund 303 was created in 1999 for the purpose of identifying Community Development (Park) Impact Mitigation revenue and expenditures. Mitigation feesare charged to new residential development. Revenue is collected at the time a permit is issued. Budget by Fund - Capital Investment Program 6 - 19 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Charges for Goods and Services 72,926 25,000 96,479 50,000 198,000 99,000 99,000 98.0% 0.0% Interest and Other Earnings 5,141 0 2,269 0 2,000 0 0 N/A N/A Other Financing Sources 163,602000000N/A N/A TOTAL RESOURCES 241,669 25,000 98,748 50,000 200,000 99,000 99,000 98.0% 0.0% EXPENDITURES: Transfer Out 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0% TOTAL EXPENDITURES 936,926 250,000 250,000 250,000 0 250,000 250,000 0.0% 0.0% Fund Balance, January 1 1,492,674 655,748 797,417 430,748        646,165                846,165           695,165 96.4%‐17.8% Total New Revenue 241,669 25,000 98,748 50,000 200,000 99,000 99,000 98.0% 0.0% Total Committed Expenditures (936,926) (250,000) (250,000) (250,000) 0 (250,000) (250,000)0.0% 0.0% Fund Balance Plus Reserves 797,417 430,748 646,165 230,748 846,165 695,165 544,165 201.3%‐21.7% Undesignated Fund Balance, 12/31 797,417 430,748 646,165 230,748 846,165 695,165 544,165 201.3%‐21.7% Fund 304, Fire Impact Mitigation Fund Fund 304 was created for the purpose of identifying Fire Impact Mitigation revenue and expenditures. Mitigation fees are charged to new development near existing fire stations and developments located farther out.  Revenue is collected at the time a permit is issued. Budget by Fund - Capital Investment Program 6 - 20 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Charges for Goods and Services 83,757 30,000 246,478 30,000 461,000 215,500 215,500 618.3% 0.0% Interest and Other Earnings 1,683 10,000 1,080 10,000 2,000 1,000 1,000 ‐90.0% 0.0% TOTAL RESOURCES 85,440 40,000 247,558 40,000 463,000 216,500 216,500 441.3% 0.0% EXPENDITURES: Transfer Out 450,000 183,000 54,000 107,000 200,000 196,000 0 83.2%‐100.0% TOTAL EXPENDITURES 450,000 183,000 54,000 107,000 200,000 196,000 0 83.2%‐100.0% Fund Balance, January 1 657,187 307,187 292,627 164,187        486,185                749,185           769,685 356.3% 2.7% Total New Revenue 85,440 40,000 247,558 40,000 463,000 216,500 216,500 441.3% 0.0% Total Committed Expenditures (450,000) (183,000) (54,000) (107,000) (200,000) (196,000) 0 83.2%‐100.0% Fund Balance Plus Reserves 292,627 164,187 486,185 97,187 749,185 769,685 986,185 692.0% 28.1% Undesignated Fund Balance, 12/31 292,627 164,187 486,185 97,187 749,185 769,685 986,185 692.0% 28.1% Fund 305, Transportation Impact Mitigation Fund Fund 305 was created for the purpose of identifying Transportation Impact Mitigation revenue and expenditures. Mitigation fees are charged to new development projects within Renton city limits using a vehicle trip rate that has been established based on the number of vehicle trips generated by new development. Budget by Fund - Capital Investment Program 6 - 21 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Business & Occupation Taxes 0000001,180,000 N/A 100.0% Utility Taxes 0 425,000 425,000 425,000 442,708 325,000 325,000 ‐23.5% 0.0% Other Taxes 585,742 660,000 793,845 555,000 2,205,000 1,000,000 2,000,000 80.2% 100.0% Business Licenses and Permits 0 400,000 435,356 400,000 435,721 500,000 256,000 25.0%‐48.8% Federal/State Grants 292,138 0 799,166 0 1,638,194 0 0 N/A N/A Other Intergovernmental Revenues 0000197,000 197,000 197,000 100.0% 0.0% Charges for Goods and Services 50,282000000N/A N/A Interest and Other Earnings 12,116 0 10,243 0 14,000 7,000 5,000 100.0%‐28.6% Other Miscellaneous Revenues 167,879 250,000 369,522 0 52,000 15,000 0 100.0%‐100.0% Transfer In 275,822 750,000 878,367 0 1,272,633 1,300,000 1,140,000 100.0%‐12.3% TOTAL RESOURCES 1,383,979 2,485,000 3,711,499 1,380,000 6,257,256 3,344,000 5,103,000 142.3% 52.6% EXPENDITURES: Supplies/Small Tools and Equipment10,563000000N/A N/A Professional Services 0 231,725 160,666 100,000 330,913 425,000 525,000 325.0% 23.5% Repairs & Maintenance 0000150,000 325,000 230,000 100.0%‐29.2% Intergovernmental Services / Taxes 0 0 572,182 0 398,568 0 0 N/A N/A Capital 1,541,631 2,417,000 1,018,644 1,205,000 9,939,610 2,535,000 4,552,000 110.4% 79.6% Interfund Payments for Services 72,000 74,000 74,000 75,000 75,000 81,000 85,000 8.0% 4.9% Transfer Out 30,813 0 277,0000000N/A N/A TOTAL EXPENDITURES 1,655,008 2,722,725 2,102,492 1,380,000 10,894,091 3,366,000 5,392,000 143.9% 60.2% Fund Balance, January 1 3,745,546 237,725 3,474,517 ‐                 5,083,524             446,689           424,689 100.0%‐4.9% Total New Revenue 1,383,979 2,485,000 3,711,499 1,380,000 6,257,256 3,344,000 5,103,000 142.3% 52.6% Total Committed Expenditures (1,655,008) (2,722,725) (2,102,492) (1,380,000) (10,894,091) (3,366,000) (5,392,000)143.9% 60.2% Fund Balance Plus Reserves 3,474,517 0 5,083,524 0 446,689 424,689 135,689 100.0%‐68.0% Undesignated Fund Balance, 12/31 3,474,517 0 5,083,524 0 446,689 424,689 135,689 100.0%‐68.0% Fund 316, Municipal Facilities Capital Investment Fund This fund is used to fund facility improvements and renovations, property acquisitions for parks and City space needs, parks development and equipment, and major capital requirements as identified in the Capital Investment Program (CIP), Section 5.  Budget by Fund - Capital Investment Program 6 - 22 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Business & Occupation Taxes 000000820,000 N/A 100.0% Other Taxes 0 0 200,0000000N/A N/A Business Licenses and Permits 1,790,265 1,701,619 1,972,569 1,740,000 1,969,101 1,990,000 1,180,000 14.4%‐40.7% Federal/State Grants 15,780,159 18,245,926 8,851,309 3,530,000 14,841,182 10,216,628 3,837,000 189.4%‐62.4% Other Intergovernmental Revenues 1,110,420 4,187,575 7,796,563 0 214,809 0 0 N/A N/A Fines and Forfeits 0 0 22,173 0 30,000 0 0 N/A N/A Interest and Other Earnings 7,067 0 (240) 0 3,000 0 0 N/A N/A Other Miscellaneous Revenues 969,448 0 825,646 0 636,503 0 0 N/A N/A Other Financing Sources 0000564,534 0 0 N/A N/A Bond Proceeds 0 0 3,200,0000000N/A N/A Transfer In 1,053,315 1,123,000 959,449 757,000 1,216,176 961,000 745,000 26.9%‐22.5% TOTAL RESOURCES 20,710,673 25,258,120 23,827,469 6,027,000 19,475,305 13,167,628 6,582,000 118.5%‐50.0% EXPENDITURES: Regular Salaries 0 0 234,6710000N/A N/A Supplies/Small Tools and Equipment 0 0 114,4260000N/A N/A Professional Services 0011,6140000N/A N/A Advertising 001,3060000N/A N/A Utilities 3,138 0 1,0990000N/A N/A Repairs & Maintenance 0 0 687,3570000N/A N/A Miscellaneous 001160000N/A N/A Intergovernmental Services / Taxes 0 0 113,7770000N/A N/A Capital 24,364,259 25,093,120 19,379,026 5,862,000 20,563,582 14,110,040 6,667,000 140.7%‐52.7% Debt Service 149,590 149,591 149,590 149,590 149,590 149,590 149,590 0.0% 0.0% Transfer Out 7,064 15,000 56,025 15,000 15,000 15,000 15,000 0.0% 0.0% TOTAL EXPENDITURES 24,524,051 25,257,711 20,749,006 6,026,590 20,728,172 14,274,630 6,831,590 136.9%‐52.1% Fund Balance, January 1 3,422,219 46,182 (391,159) 46,591           2,687,303          1,434,436           327,434 2978.8%‐77.2% Total New Revenue 20,710,673 25,258,120 23,827,469 6,027,000 19,475,305 13,167,628 6,582,000 118.5%‐50.0% Total Committed Expenditures (24,524,051) (25,257,711) (20,749,006) (6,026,590) (20,728,172) (14,274,630) (6,831,590)136.9%‐52.1% Fund Balance Plus Reserves (391,159) 46,591 2,687,303 47,001 1,434,436 327,434 77,844 596.7%‐76.2% Undesignated Fund Balance, 12/31 (391,159) 46,591 2,687,303 47,001 1,434,436 327,434 77,844 596.7%‐76.2% Fund 317, Transportation Capital Improvement Fund This fund supports City of Renton transportation projects and projects linked with various State and Federal Funding programs. Many of the projects are dependent on acquisition of outside grants, formation of LID's and mitigation revenue. See the Capital Investment Program (CIP) Section 5, for further details regarding specific projects/programs. Budget by Fund - Capital Investment Program 6 - 23 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Interest and Other Earnings 1790390000N/A N/A Transfer In 0044,8740000N/A N/A TOTAL RESOURCES 179044,9130000N/A N/A EXPENDITURES: Capital 898087,9740000N/A N/A Transfer Out 00009,01200N/A N/A TOTAL EXPENDITURES 898 0 87,974 0 9,012 0 0 N/A N/A Fund Balance, January 1 52,792 768 52,073 768                9,012             00‐100.0% N/A Total New Revenue 179044,9130000N/A N/A Total Committed Expenditures (898) 0 (87,974) 0 (9,012) 0 0 N/A N/A Fund Balance Plus Reserves 52,0747689,012768000‐100.0% N/A Undesignated Fund Balance, 12/3152,0747689,012768000‐100.0% N/A Fund 318, South Lake Washington Infrastructure Project  This fund was created in 2006 to provide accounting for the South Lake Washington Infrastructure Project. This project is funded by various sources including REET, sales tax, grants, and GO Bonds that will provide for the design, construction, labor wages and benefits, and equipment required to implement the project. Budget by Fund - Capital Investment Program 6 - 24 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Interest and Other Earnings 3,813 0 240 0 1,000 0 0 N/A N/A Transfer In 00001,000,000 0 0 N/A N/A TOTAL RESOURCES 3,813 0 240 0 1,001,000 0 0 N/A N/A EXPENDITURES: Miscellaneous 50,00000075,00000N/A N/A TOTAL EXPENDITURES 50,00000075,00000N/A N/A Fund Balance, January 1 130,546 5,546 84,359 5,546             84,599                1,010,599        1,010,599 18122.1% 0.0% Total New Revenue 3,813 0 240 0 1,001,000 0 0 N/A N/A Total Committed Expenditures (50,000)0 0 0 (75,000)0 0 N/A N/A Fund Balance Plus Reserves 84,359 5,546 84,599 5,546 1,010,599 1,010,599 1,010,599 18122.1% 0.0% Reserve:  Economic Dev Revolving 0 0 0 1,000,000 1,000,000 1,000,000 100.0% 0.0% Operating Reserves 84,359 5,546 84,599 5,546 10,599 10,599 10,599 91.1% 0.0% Undesignated Fund Balance, 12/31 0000000N/A N/A Fund 326, Housing Opportunity Fund This fund was created in 2008 to provide accounting for revenues and expenditures used to assist public and private housing projects serving low and/or moderate income households and/or special‐needs populations within the City limits.   Budget by Fund - Capital Investment Program 6 - 25 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Other Taxes 543,588000000N/A N/A Interest and Other Earnings 60,820 0 50,316 0 57,000 0 0 N/A N/A Rents, Leases, and Concessions 200000000N/A N/A Transfer In 0 0 1,800,000 0 450,000 0 0 N/A N/A TOTAL RESOURCES 604,608 0 1,850,316 0 507,000 0 0 N/A N/A EXPENDITURES: Professional Services 14,66303,7800000N/A N/A Utilities 10,801 0 2,5560000N/A N/A Intergovernmental Services / Taxes 38000000N/A N/A Capital 624,710 0 1,415,577 0 20,021,748 0 0 N/A N/A Debt Service 7,500000000N/A N/A TOTAL EXPENDITURES 657,711 0 1,421,913 0 20,021,748 0 0 N/A N/A Fund Balance, January 1 19,196,447 543,588 19,143,344 543,588        19,571,748             57,000             57,000 ‐89.5% 0.0% Total New Revenue 604,608 0 1,850,316 0 507,000 0 0 N/A N/A Total Committed Expenditures (657,711) 0 (1,421,913) 0 (20,021,748) 0 0 N/A N/A Fund Balance Plus Reserves 19,143,344 543,588 19,571,748 543,588 57,000 57,000 57,000 ‐89.5% 0.0% Operating Reserves 19,143,344 0 543,588000‐100.0% N/A Undesignated Fund Balance, 12/31 0 543,588 19,571,748 0 57,000 57,000 57,000 100.0% 0.0% Fund 336, New Library Development Fund This fund was created in 2011 to provide the accounting for revenues and expenditures used to construct two new libraries.   Budget by Fund - Capital Investment Program 6 - 26 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Federal/State Grants 452,263 8,810,000 8,597,763 285,000 14,845,057 0 650,000 ‐100.0% 100.0% Other Intergovernmental Revenues 0000000N/A N/A Charges for Goods and Services 121,916 115,056 136,197 115,056 115,056 145,557 145,557 26.5% 0.0% Fines and Forfeits 0 0 7,759 0 8,000 0 0 N/A N/A Interest and Other Earnings 8,410 5,000 7,080 5,000 5,000 4,010 13,748 ‐19.8% 242.8% Rents, Leases, and Concessions 2,311,951 2,818,879 2,411,793 2,419,071 2,419,071 2,501,453 2,663,988 3.4% 6.5% Other Miscellaneous Revenues 200 0 100 0000N/A N/A TOTAL RESOURCES 2,894,741 11,748,935 11,160,693 2,824,127 17,392,184 2,651,020 3,473,293 ‐6.1% 31.0% EXPENDITURES: Regular Salaries 436,249 437,578 454,803 439,776 452,217 590,084 610,065 34.2% 3.4% Overtime 46,749 16,273 49,595 15,761 15,761 19,432 19,458 23.3% 0.1% Personnel Benefits 199,116 196,755 199,086 215,374 215,374 280,332 309,647 30.2% 10.5% Part Time Salaries and Benefits 115,711 133,210 114,316 133,722 133,722 133,760 134,928 0.0% 0.9% Supplies/Small Tools and Equipment 86,010 95,732 94,723 95,317 95,317 90,732 90,317 ‐4.8%‐0.5% Professional Services 41,404 27,000 192,409 27,000 90,542 97,000 97,000 259.3% 0.0% Communication 31 0 76 0000N/A N/A Travel/Training 9,527 8,000 6,522 8,000 8,000 8,000 8,000 0.0% 0.0% Advertising 410 0 547 0000N/A N/A Operating Rentals 22,358 15,000 22,548 15,150 15,150 16,500 17,423 8.9% 5.6% Utilities 162,092 175,954 189,563 176,651 176,651 178,765 179,717 1.2% 0.5% Repairs & Maintenance 35,689 43,000 585,715 43,000 43,000 63,000 63,000 46.5% 0.0% Miscellaneous 5,311 5,991 5,680 5,991 5,991 5,991 5,991 0.0% 0.0% Intergovernmental Services / Taxes 2,185 0 12,851 0000N/A N/A Capital 1,090,834 10,234,888 9,560,249 1,287,313 17,226,442 540,000 1,912,222 ‐58.1% 254.1% Debt Service 105,204 105,204 105,204 105,204 105,204 0 0 ‐100.0% N/A Interfund Payments for Services 170,197 225,192 226,666 229,815 244,899 236,933 243,417 3.1% 2.7% Transfer Out 107,449 0 13,499 0 0 0 95,000 N/A 100.0% TOTAL EXPENDITURES 2,636,527 11,719,777 11,834,053 2,798,074 18,828,270 2,260,529 3,786,185 ‐19.2% 67.5% Fund Balance, January 1 2,084,710 730,532 2,342,924 759,690        1,669,564     233,478        623,969        ‐69.3% 167.2% Total New Revenue 2,894,741 11,748,935 11,160,693 2,824,127 17,392,184 2,651,020 3,473,293 ‐6.1% 31.0% Total Committed Expenditures (2,636,527) (11,719,777) (11,834,053) (2,798,074) (18,828,270) (2,260,529) (3,786,185)‐19.2% 67.5% Fund Balance Plus Reserves 2,342,924 759,690 1,669,564 785,743 233,478 623,969 311,077 ‐20.6%‐50.1% Capital Reserves 225,296 404,871 72,401 400,743 54,816 335,825 79,181 ‐16.2%‐76.4% Operating Reserves 106,643 110,375 119,065 140,556 149,662 172,053 177,896 22.4% 3.4% Undesignated Fund Balance, 12/31 2,010,985 244,444 1,478,098 244,444 29,000 116,091 53,999 ‐52.5%‐53.5% Funds 4X2 Airport Operations and Capital Improvement Funds The Airport Fund supports administration, operation, and maintenance of the Renton Municipal Airport. The Airport is a section of the Public Works Transportation Systems. Funding for capital improvements is primarily from federal/state grants and airport leasing agreements. For more detailed information, see the City of Renton CIP, Section 5. Budget by Fund - Enterprise 6 - 27 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Other Intergovernmental Revenues 141,300 149,128 100,563 159,500 159,500 201,406 214,000 26.3% 6.3% Charges for Goods and Services 15,003,918 15,470,406 15,777,316 16,177,094 16,177,094 16,177,094 16,217,094 0.0% 0.2% Interest and Other Earnings 8,576 5,000 6,566 5,000 7,000 5,000 5,000 0.0% 0.0% Rents, Leases, and Concessions 74,093 76,318 82,486 78,226 78,226 78,226 78,226 0.0% 0.0% Other Miscellaneous Revenues 6,69603,0270000N/A N/A TOTAL RESOURCES 15,234,583 15,700,852 15,969,959 16,419,820 16,421,820 16,461,726 16,514,320 0.3% 0.3% EXPENDITURES: Regular Salaries 316,486 327,529 311,015 330,238 339,353 342,670 356,180 3.8% 3.9% Overtime 554 6,372 1,395 6,372 6,372 6,372 6,372 0.0% 0.0% Personnel Benefits 120,639 124,158 113,734 135,687 135,687 162,681 177,626 19.9% 9.2% Part Time Salaries and Benefits 3,892017,9320000N/A N/A Supplies/Small Tools and Equipment 2,614 12,300 2,020 12,300 12,300 13,800 13,800 12.2% 0.0% Professional Services 59,195 206,159 36,465 210,381 210,381 206,159 210,381 ‐2.0% 2.0% Communication 17,314 26,122 21,722 26,122 26,122 21,122 21,122 ‐19.1% 0.0% Travel/Training 1,307 3,703 2,180 3,703 3,703 3,703 3,703 0.0% 0.0% Operating Rentals 001,6200000N/A N/A Utilities 12,339,948 12,840,011 12,928,159 13,075,912 13,075,912 13,236,252 13,637,346 1.2% 3.0% Repairs & Maintenance 342 612 0 612 612 612 612 0.0% 0.0% Miscellaneous 1,894 8,563 514 8,563 8,563 8,563 8,563 0.0% 0.0% Intergovernmental Services / Taxes 2,186,089 2,247,735 2,321,432 2,305,207 2,305,207 2,290,545 2,305,207 ‐0.6% 0.6% Interfund Payments for Services 395,162 366,803 390,769 386,868 384,736 382,661 403,620 ‐1.1% 5.5% TOTAL EXPENDITURES 15,445,436 16,170,067 16,148,957 16,501,965 16,508,948 16,675,139 17,144,532 1.0% 2.8% Fund Balance, January 1 1,734,734 1,270,044 1,523,881 800,829        1,344,883     1,257,755     1,044,342     57.1%‐17.0% Total New Revenue 15,234,583 15,700,852 15,969,959 16,419,820 16,421,820 16,461,726 16,514,320 0.3% 0.3% Total Committed Expenditures (15,445,436) (16,170,067) (16,148,957) (16,501,965) (16,508,948) (16,675,139) (17,144,532)1.0% 2.8% Fund Balance Plus Reserves 1,523,880 800,829 1,344,883 718,684 1,257,755 1,044,342 414,130 45.3%‐60.3% Operating Reserves*400,000 400,000 400,000 400,000 400,000 400,000 400,000 0.0% 0.0% Undesignated Fund Balance, 12/31 1,123,880 400,829 944,883 318,684 857,755 644,342 14,130 102.2%‐97.8% Fund 403, Solid Waste Utility Fund The Solid Waste Utility Fund accounts for contracted garbage collection services to customers. There are three sections of the Public Works Department supported by this fund: Solid Waste Utility Billing (403/004), Solid Waste Utility Systems (403/18), and Solid Waste Maintenance (403/19).   Budget by Fund - Enterprise 6 - 28 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Federal/State Grants 5,278 000000N/A N/A Charges for Goods and Services 1,774,353 1,939,639 1,789,463 1,973,419 1,973,419 2,091,353 2,230,363 6.0% 6.6% Interest and Other Earnings 3,203 30,000 2,267 30,000 1,000 30,000 30,000 0.0% 0.0% Rents, Leases, and Concessions 354,606 481,990 353,001 481,990 481,990 481,990 500,390 0.0% 3.8% Other Miscellaneous Revenues 1,475 2,040 77,366 2,040 2,040 2,040 2,040 0.0% 0.0% Transfer In 50,000 50,000 50,000 50,000 15,000 50,000 50,000 0.0% 0.0% TOTAL RESOURCES 2,188,915 2,503,669 2,272,097 2,537,449 2,473,449 2,655,383 2,812,793 4.6% 5.9% EXPENDITURES: Regular Salaries 635,963 635,981 647,072 637,148 654,816 689,396 712,596 8.2% 3.4% Overtime 152 1,020 68 1,020 1,020 1,020 1,020 0.0% 0.0% Personnel Benefits 284,299 292,017 273,008 318,496 318,496 353,580 388,152 11.0% 9.8% Part Time Salaries and Benefits 267,254 341,747 299,852 341,747 341,747 341,747 341,747 0.0% 0.0% Supplies/Small Tools and Equipment 151,314 193,676 379,918 194,676 194,676 205,676 206,676 5.7% 0.5% Professional Services 0 20,100 3,746 20,100 20,100 20,100 20,100 0.0% 0.0% Travel/Training 300 1,268 0 1,268 1,268 1,268 1,268 0.0% 0.0% Advertising 6,537 7,000 5,085 7,500 7,500 7,000 7,500 ‐6.7% 7.1% Operating Rentals 7,485 1,734 5,835 1,734 1,734 1,734 1,734 0.0% 0.0% Utilities 43,157 60,172 41,386 60,871 60,871 60,172 60,871 ‐1.1% 1.2% Repairs & Maintenance 36,537 63,406 34,852 63,406 63,406 101,406 121,406 59.9% 19.7% Miscellaneous 3,697 9,190 4,194 9,190 9,190 9,190 9,190 0.0% 0.0% Intergovernmental Services / Taxes 10,860 0 10,921 0000N/A N/A Capital 38,517 125,000 19,110 125,000 268,894 75,000 75,000 ‐40.0% 0.0% Debt Service 400,661 400,661 400,661 400,660 400,660 400,660 0 0.0%‐100.0% Interfund Payments for Services 201,923 195,140 204,699 203,884 203,884 180,446 188,562 ‐11.5% 4.5% Resale Purchases 124,516 117,657 112,342 117,657 117,657 117,657 117,657 0.0% 0.0% Transfer Out 51,418 50,000 50,000 50,000 15,000 50,000 50,000 0.0% 0.0% TOTAL EXPENDITURES 2,264,588 2,515,769 2,492,750 2,554,357 2,680,919 2,616,052 2,303,479 2.4%‐11.9% Fund Balance, January 1 615,488 511,829 539,814 499,729        319,161        111,691        151,022        ‐77.6% 35.2% Total New Revenue 2,188,915 2,503,669 2,272,097 2,537,449 2,473,449 2,655,383 2,812,793 4.6% 5.9% Total Committed Expenditures (2,264,588) (2,515,769) (2,492,750) (2,554,357) (2,680,919) (2,616,052) (2,303,479)2.4%‐11.9% Fund Balance Plus Reserves 539,814 499,729 319,161 482,821 111,691 151,022 660,336 ‐68.7% 337.2% Operating Reserves 456,353 516,277 519,815 525,924 521,591 541,348 558,370 2.9% 3.1% Undesignated Fund Balance, 12/31 83,462 (16,548) (200,654) (43,103) (409,900) (390,326) 101,967 805.6%‐126.1% *Revenue bond was called on 12/01/2010, bond reserves are no longer required. Funds 4X4 Golf Course Operations and Capital Improvement Funds The golf course fund was created in 1985 to account for the revenues and expenditures of the Maplewood Golf Course. The golf course is an 18‐hole golf complex which includes a driving range and clubhouse housing a pro shop, restaurant, and meeting rooms. The golf course is owned and operated by the City through the Parks division of the Community Services department. See the Community Services operating budget section for more information. Funding for capital improvements are through green fees.  For more detailed information, see the City of Renton CIP, Section 5. Budget by Fund - Enterprise 6 - 29 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Federal/State Grants 73,41703550000N/A N/A Charges for Goods and Services 15,154,550 15,968,377 16,439,413 16,794,293 17,586,293 16,007,581 16,014,491 ‐4.7% 0.0% Interest and Other Earnings 71,106 187,485 33,246 287,907 41,798 22,462 36,289 ‐92.2% 61.6% Rents, Leases, and Concessions 135,582 132,613 144,410 136,591 136,591 136,591 136,591 0.0% 0.0% Other Miscellaneous Revenues 15,432 1,000 32,418 1,000 1,000 1,000 1,000 0.0% 0.0% Capital Contributions 0 74,000 412,620 87,000 87,000 105,000 120,000 20.7% 14.3% Other Financing Sources 5,307,584 49,621 49,621 51,358 51,358 0 0 ‐100.0% N/A Transfer In 007,5260000N/A N/A TOTAL RESOURCES 20,757,671 16,413,096 17,119,609 17,358,149 17,904,040 16,272,634 16,308,371 ‐6.3% 0.2% EXPENDITURES: Regular Salaries 2,290,566 2,304,707 2,542,738 2,318,275 2,383,440 2,481,546 2,579,153 7.0% 3.9% Overtime 72,698 72,917 85,234 72,917 72,917 72,917 72,917 0.0% 0.0% Personnel Benefits 897,645 934,373 887,325 1,018,242 1,018,242 1,138,169 1,255,041 11.8% 10.3% Part Time Salaries and Benefits 36,702 42,683 18,403 42,683 42,683 42,683 42,683 0.0% 0.0% Supplies/Small Tools and Equipment 681,661 884,640 1,775,690 884,640 884,640 885,640 885,040 0.1%‐0.1% Professional Services 81,491 95,105 259,692 95,105 135,105 233,105 233,105 145.1% 0.0% Communication 22,846 30,204 30,170 30,204 30,204 25,204 25,204 ‐16.6% 0.0% Travel/Training 20,407 31,731 19,193 30,065 30,065 32,065 32,065 6.7% 0.0% Advertising 90000000N/A N/A Operating Rentals 520 4,182 13,314 4,182 4,182 4,182 4,182 0.0% 0.0% Utilities 735,264 790,417 673,104 805,417 805,417 708,817 723,817 ‐12.0% 2.1% Repairs & Maintenance 87,219 62,856 83,173 62,856 62,856 62,856 62,856 0.0% 0.0% Miscellaneous 47,569 74,734 65,082 76,400 76,400 80,800 79,800 5.8%‐1.2% Intergovernmental Services / Taxes 1,707,476 2,241,639 2,136,802 2,362,404 2,112,404 2,241,639 2,362,404 ‐5.1% 5.4% Capital 2,823,127 3,774,963 2,898,395 4,414,963 7,800,963 5,386,463 6,134,963 22.0% 13.9% Debt Service 7,715,642 2,076,218 1,764,334 1,984,690 2,383,781 1,763,466 1,762,476 ‐11.1%‐0.1% Interfund Payments for Services 1,331,197 1,318,616 1,362,316 1,362,577 1,381,643 1,492,829 1,553,958 9.6% 4.1% Transfer Out 1,750000085,00085,000100.0% 0.0% TOTAL EXPENDITURES 18,553,868 14,739,985 14,614,966 15,565,620 19,224,942 16,737,381 17,894,664 7.5% 6.9% Fund Balance, January 1 7,642,506 5,806,893 9,846,308 7,480,004 12,350,952 11,030,050 10,565,303 47.5%‐4.2% Total New Revenue 20,757,671 16,413,096 17,119,609 17,358,149 17,904,040 16,272,634 16,308,371 ‐6.3% 0.2% Total Committed Expenditures (18,553,868) (14,739,985) (14,614,966) (15,565,620) (19,224,942) (16,737,381) (17,894,664)7.5% 6.9% Fund Balance Plus Reserves 9,846,309 7,480,004 12,350,951 9,272,533 11,030,050 10,565,303 8,979,010 13.9%‐15.0% Bond Reserves 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 0.0% 0.0% Operating Reserves 756,705 801,255 751,512 820,023 834,931 875,073 909,574 6.7% 3.9% Undesignated Fund Balance, 12/31 7,134,584 4,723,729 9,644,420 6,497,490 8,240,099 7,735,210 6,114,416 19.0%‐21.0% Fund 4X5, Water Utility Operation, Capital Improvement, and Waterworks Rate Stabilization Funds This fund was created in 2006 for the purpose of identifying water utility revenue and expenses. Utility charges and fees provide revenue for the operation and maintenance of the water utility and Public Works Trust Fund Loan payments. Utility collection fees, special assessment fees, connection charges, and City issued bonds fund CIP projects. For more detailed information, see the City of Renton CIP, Section 5. Waterworks Rate Stabilization fund was created in 2003 to set aside net revenue for future strategic opportunities in establishing the waterworks infrastructure. Budget by Fund - Enterprise 6 - 30 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Other Licenses and Permits 44,385 55,441 61,477 55,718 61,000 57,111 58,824 2.5% 3.0% Federal/State Grants 2,527 0 85 0 1,600,000 0 0 N/A N/A Other Intergovernmental Revenues 009,2310000N/A N/A Charges for Goods and Services 8,671,233 9,207,704 9,323,355 10,226,716 10,226,716 9,565,106 9,566,352 ‐6.5% 0.0% Fines and Forfeits 005680000N/A N/A Interest and Other Earnings 11,299 100,500 13,682 99,000 20,000 9,000 12,000 ‐90.9% 33.3% Other Miscellaneous Revenues 68,186 34,500 216,336 34,500 84,500 34,500 34,500 0.0% 0.0% Capital Contributions 106,728 99,500 581,672 98,000 98,000 822,000 107,000 738.8%‐87.0% Other Financing Sources 2,623,867000000N/A N/A TOTAL RESOURCES 11,528,226 9,497,645 10,206,407 10,513,934 12,090,216 10,487,717 9,778,676 ‐0.2%‐6.8% EXPENDITURES: Regular Salaries 959,442 971,993 980,129 977,382 1,004,055 1,073,337 1,111,807 9.8% 3.6% Overtime 26,558 32,331 17,101 32,331 32,331 32,331 32,331 0.0% 0.0% Personnel Benefits 357,878 369,856 344,389 403,086 403,086 459,806 508,305 14.1% 10.5% Part Time Salaries and Benefits 20,313 13,683 18,213 13,683 13,683 13,683 13,683 0.0% 0.0% Supplies/Small Tools and Equipment 52,365 61,342 61,558 61,342 61,342 72,342 71,742 17.9%‐0.8% Professional Services 17,164 17,405 68,150 17,405 57,405 17,405 17,405 0.0% 0.0% Communication 18,354 31,661 23,063 31,661 31,661 26,661 26,661 ‐15.8% 0.0% Travel/Training 6,668 14,525 6,392 14,525 14,525 16,525 16,525 13.8% 0.0% Operating Rentals 10,36408,0630000N/A N/A Utilities 49,813 53,576 35,639 53,576 53,576 43,576 43,576 ‐18.7% 0.0% Repairs & Maintenance 4,828 31,306 4,678 31,306 31,306 31,306 31,306 0.0% 0.0% Miscellaneous 4,028 13,190 6,053 13,190 13,190 14,190 13,190 7.6%‐7.0% Intergovernmental Services / Taxes 1,524,638 1,631,751 1,670,811 1,674,674 1,674,674 1,631,751 1,674,674 ‐2.6% 2.6% Capital 2,098,432 3,260,200 2,587,305 3,260,200 7,065,200 4,111,700 3,560,200 26.1%‐13.4% Debt Service 3,502,403 1,252,481 1,138,844 1,068,865 1,212,956 971,988 917,481 ‐9.1%‐5.6% Interfund Payments for Services 877,006 985,118 895,976 1,007,330 930,039 1,171,475 1,207,748 16.3% 3.1% Transfer Out 10,59408,4110000N/A N/A TOTAL EXPENDITURES 9,540,847 8,740,418 7,874,775 8,660,556 12,599,029 9,688,076 9,246,634 11.9%‐4.6% Fund Balance, January 1 1,209,356 1,356,782 3,196,734 2,114,009 5,528,366 5,019,553 5,819,194 137.4% 15.9% Total New Revenue 11,528,226 9,497,645 10,206,407 10,513,934 12,090,216 10,487,717 9,778,676 ‐0.2%‐6.8% Total Committed Expenditures (9,540,847) (8,740,418) (7,874,775) (8,660,556) (12,599,029) (9,688,076) (9,246,634)11.9%‐4.6% Fund Balance Plus Reserves 3,196,735 2,114,009 5,528,366 3,967,387 5,019,553 5,819,194 6,351,236 46.7% 9.1% Bond Reserves 838,706 838,706 838,706 838,706 838,706 838,706 838,706 0.0% 0.0% Operating Reserves 288,574 766,543 717,997 776,112 774,838 857,282 871,699 10.5% 1.7% Undesignated Fund Balance, 12/31 2,069,455 508,760 3,971,663 2,352,569 3,406,010 4,123,206 4,640,831 75.3% 12.6% Funds 4X6, Wastewater Utility Operations and Capital Improvement Funds This fund was created in 2006 for the purpose of identifying the City's portion of wastewater utility revenue and expenses. Utility charges and fees provide revenue for the operation and maintenance of the wastewater utility and Public Works Trust Fund Loan payments. Utility collection fees, special assessment fees, connection charges, and City issued bonds fund CIP Projects.  For more detailed information, see the City of Renton CIP, Section 5. Budget by Fund - Enterprise 6 - 31 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Other Licenses and Permits 37,025 46,878 49,619 47,534 50,000 48,009 48,489 1.0% 1.0% Federal/State Grants 491,704 618,000 808,369 2,106,000 3,323,764 0 0 ‐100.0% N/A Other Intergovernmental Revenues 264,183 800,000 120,220 2,050,000 3,222,431 2,421,000 171,000 18.1%‐92.9% Charges for Goods and Services 8,440,453 9,368,860 8,767,121 9,918,530 9,918,530 9,344,217 9,446,167 ‐5.8% 1.1% Interest and Other Earnings 18,511 99,883 23,812 242,760 26,760 19,240 22,094 ‐92.1% 14.8% Other Miscellaneous Revenues 9,335 500 6,254 500 500 500 500 0.0% 0.0% Capital Contributions 15,507 141,000 242,882 479,000 482,000 167,000 171,000 ‐65.1% 2.4% Other Financing Sources 3,321,760 48,587 48,587 50,288 50,288 0 0 ‐100.0% N/A Sale of General Fixed Assets 9,821000000N/A N/A TOTAL RESOURCES 12,608,300 11,123,708 10,066,864 14,894,612 17,074,273 11,999,966 9,859,250 ‐19.4%‐17.8% EXPENDITURES: Regular Salaries 1,490,162 1,629,724 1,842,140 1,753,456 1,798,587 1,923,526 2,010,559 9.7% 4.5% Overtime 24,225 35,147 27,351 35,147 35,147 35,147 35,147 0.0% 0.0% Personnel Benefits 605,579 698,110 614,713 837,867 837,867 895,961 992,173 6.9% 10.7% Part Time Salaries and Benefits 31,423 32,487 31,341 44,487 44,487 32,487 44,487 ‐27.0% 36.9% Supplies/Small Tools and Equipment 111,657 91,298 156,451 91,298 109,298 150,498 150,748 64.8% 0.2% Professional Services 41,994 43,462 838,034 43,462 2,520,462 2,293,462 293,462 5176.9%‐87.2% Communication 27,275 50,120 45,079 50,120 50,120 45,120 45,120 ‐10.0% 0.0% Travel/Training 8,631 15,657 14,506 15,657 15,657 16,657 16,657 6.4% 0.0% Advertising 5,95206,8090000N/A N/A Operating Rentals 1,904 19,011 11,384 33,311 33,311 28,311 28,311 ‐15.0% 0.0% Utilities 47,576 54,875 40,381 54,875 54,875 54,875 54,875 0.0% 0.0% Repairs & Maintenance 7,551 21,564 107,287 36,564 36,564 21,564 36,564 ‐41.0% 69.6% Miscellaneous 30,779 37,513 38,480 97,513 109,513 122,513 127,513 25.6% 4.1% Intergovernmental Services / Taxes 595,686 727,454 693,395 773,845 773,845 727,454 773,845 ‐6.0% 6.4% Capital 2,767,708 3,217,560 1,998,672 10,059,560 11,807,560 2,778,560 2,778,560 ‐72.4% 0.0% Debt Service 3,746,069 1,174,718 567,422 1,262,537 1,491,628 1,131,511 1,089,292 ‐10.4%‐3.7% Interfund Payments for Services 1,147,502 1,272,187 1,308,888 1,326,750 1,366,139 1,489,335 1,549,329 12.3% 4.0% Transfer Out 112,750 185,000 228,719 126,000 385,568 0 0 ‐100.0% N/A TOTAL EXPENDITURES 10,804,425 9,305,887 8,571,053 16,642,449 21,470,629 11,746,980 10,026,642 ‐29.4%‐14.6% Fund Balance, January 1 4,210,599 2,236,827 6,014,474 4,054,648 7,510,285 3,113,930 3,366,916 ‐23.2% 8.1% Total New Revenue 12,608,300 11,123,708 10,066,864 14,894,612 17,074,273 11,999,966 9,859,250 ‐19.4%‐17.8% Total Committed Expenditures (10,804,425) (9,305,887) (8,571,053) (16,642,449) (21,470,629) (11,746,980) (10,026,642)‐29.4%‐14.6% Fund Balance Plus Reserves 6,014,474 4,054,648 7,510,285 2,306,811 3,113,930 3,366,916 3,199,524 46.0%‐5.0% Bond Reserves 497,632 497,632 497,632 497,632 497,632 497,632 497,632 0.0% 0.0% Operating Reserves 432,398 483,566 469,875 533,888 552,671 586,562 619,621 9.9% 5.6% Undesignated Fund Balance, 12/31 5,084,444 3,073,450 6,542,778 1,275,290 2,063,627 2,282,722 2,082,271 79.0%‐8.8% Funds 4X7, Surface Water Utility Operations and Capital Improvement Funds This fund was created in 2006 for the purpose of identifying surface water utility revenue and expenses. Utility charges and fees provide revenue for the operation and maintenance of the surface water utility and Public Works Trust Fund Loan payments. Utility collection fees, special assessment fees, connection charges, and City issued bonds fund CIP Projects.  For more detailed information, see the City of Renton CIP, Section 5.   Budget by Fund - Enterprise 6 - 32 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Charges for Goods and Services 13,602,024 15,126,703 15,184,436 15,202,336 15,202,336 16,638,722 16,638,722 9.4% 0.0% Interest and Other Earnings 4,664 0 5,600 0 8,000 0 0 N/A N/A TOTAL RESOURCES 13,606,688 15,126,703 15,190,035 15,202,336 15,210,336 16,638,722 16,638,722 9.4% 0.0% EXPENDITURES: Utilities 12,938,606 15,126,703 14,332,361 15,202,336 15,202,336 16,638,722 16,638,722 9.4% 0.0% TOTAL EXPENDITURES 12,938,606 15,126,703 14,332,361 15,202,336 15,202,336 16,638,722 16,638,722 9.4% 0.0% Fund Balance, January 1 1,077,805 1,077,805 1,745,887 1,077,805     2,603,562          2,611,562        2,611,562 142.3% 0.0% Total New Revenue 13,606,688 15,126,703 15,190,035 15,202,336 15,210,336 16,638,722 16,638,722 9.4% 0.0% Total Committed Expenditures (12,938,606) (15,126,703) (14,332,361) (15,202,336) (15,202,336) (16,638,722) (16,638,722)9.4% 0.0% Fund Balance Plus Reserves 1,745,886 1,077,805 2,603,562 1,077,805 2,611,562 2,611,562 2,611,562 142.3% 0.0% Undesignated Fund Balance, 12/31 1,745,886 1,077,805 2,603,562 1,077,805 2,611,562 2,611,562 2,611,562 142.3% 0.0% Fund 416, King County Metro Fund This fund was created in 2006 for the purpose of identifying King County Metro's portion of the wastewater revenue and expenses. King County provides wholesale wastewater treatment services to the City of Renton. King County charges the local agencies and the local agencies bill their customers to recover the County charge.   Budget by Fund - Enterprise 6 - 33 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Federal/State Grants 7470830000N/A N/A Charges for Goods and Services 2,638,082 3,934,724 4,154,191 4,113,809 4,180,643 5,641,536 5,909,100 37.1% 4.7% Interest and Other Earnings 14,934 50,000 11,100 50,000 12,000 12,000 12,000 ‐76.0% 0.0% Other Miscellaneous Revenues 960,428 0 31,2310000N/A N/A Capital Contributions 0022,9300000N/A N/A Sale of General Fixed Assets 1,000091,2610000N/A N/A Transfer In 228,043 185,000 331,189 126,000 150,075 111,000 0 ‐11.9%‐100.0% TOTAL RESOURCES 3,843,235 4,169,724 4,641,985 4,289,809 4,342,718 5,764,536 5,921,100 34.4% 2.7% EXPENDITURES: Regular Salaries 619,694 634,345 644,230 635,240 652,749 663,091 685,768 4.4% 3.4% Overtime 18,002 957 17,365 957 957 957 957 0.0% 0.0% Personnel Benefits 264,611 270,733 257,380 294,490 294,490 322,225 354,121 9.4% 9.9% Part Time Salaries and Benefits 0 11,684 4,589 11,684 11,684 11,684 11,684 0.0% 0.0% Supplies/Small Tools and Equipment 1,473,428 1,531,846 1,382,076 1,599,653 1,621,653 1,496,153 1,496,153 ‐6.5% 0.0% Professional Services 3,96703,6490000N/A N/A Communication 29 328 286 328 328 328 328 0.0% 0.0% Travel/Training 728 6,658 1,521 6,658 6,658 6,658 6,658 0.0% 0.0% Advertising 840450000N/A N/A Operating Rentals 4,197 5,618 3,254 5,618 5,618 5,618 5,618 0.0% 0.0% Utilities 1,319 2,185 812 2,185 2,185 2,185 2,185 0.0% 0.0% Repairs & Maintenance 86,851 8,843 105,850 8,843 8,843 108,843 108,843 1130.8% 0.0% Miscellaneous 10,979 6,034 10,287 6,034 6,034 9,534 9,534 58.0% 0.0% Intergovernmental Services / Taxes25803710000N/A N/A Capital 2,306,678 1,525,000 1,981,423 1,076,000 2,050,568 2,866,000 1,508,000 166.4%‐47.4% Interfund Payments for Services 38,443 9,700 16,260 7,942 7,942 13,771 13,343 73.4%‐3.1% Transfer Out 65,843000000N/A N/A TOTAL EXPENDITURES 4,895,110 4,013,931 4,429,397 3,655,632 4,669,709 5,507,047 4,203,192 50.6%‐23.7% Fund Balance, January 1 4,774,376 3,986,142 3,722,501 4,141,935     3,935,088          3,608,097        3,865,586 ‐12.9% 7.1% Total New Revenue 3,843,235 4,169,724 4,641,985 4,289,809 4,342,718 5,764,536 5,921,100 34.4% 2.7% Total Committed Expenditures (4,895,110) (4,013,931) (4,429,397) (3,655,632) (4,669,709) (5,507,047) (4,203,192)50.6%‐23.7% Fund Balance Plus Reserves 3,722,501 4,141,935 3,935,088 4,776,112 3,608,097 3,865,586 5,583,494 ‐19.1% 44.4% Replacement Reserves 3,463,657 3,893,042 3,690,291 4,518,149 3,346,183 3,601,481 5,313,975 ‐20.3% 47.5% Operating Reserves 258,843 248,893 244,797 257,963 261,914 264,105 269,519 2.4% 2.1% Undesignated Fund Balance, 12/31 0000000N/A N/A Fund 501, Equipment Repair and Replacement Fund Equipment Repair and Replacement is an internal service fund used for maintaining and replacing vehicles and auxiliary equipment; except for golf course equipment that is accounted for in Fund 404. The Equipment Repair and Replacement Fund is assigned to the Public Works Department, Maintenance Services Division. In 1997, resources were allocated to the fund for maintenance of Fire apparatus, Parks vehicles, and replacement of Police patrol vehicles. Equipment purchases are funded with available cash from maintenance and capital recovery payments charged to departments. Budget by Fund - Internal Service 6 - 34 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Charges for Goods and Services 0 3,113,512 3,182,196 3,143,812 3,143,812 3,769,397 3,819,611 19.9% 1.3% Interest and Other Earnings 22,098 50,000 54,825 50,000 22,000 37,318 25,292 ‐25.4%‐32.2% Other Miscellaneous Revenues 3,008,395 0 97,6900000N/A N/A Other Financing Sources 0 550,252 511,666 550,250 550,250 534,932 146,298 ‐2.8%‐72.7% Transfer In 0 0 2,000,000 0 3,600,000 0 0 N/A N/A TOTAL RESOURCES 3,030,493 3,713,764 5,846,378 3,744,062 7,316,062 4,341,647 3,991,201 16.0%‐8.1% EXPENDITURES: Regular Salaries 179,217 191,254 193,517 196,211 201,742 207,086 213,469 5.5% 3.1% Personnel Benefits 53,495 64,705 60,477 71,267 71,267 73,178 81,274 2.7% 11.1% City Personnel Benefits 1,046,842 995,908 1,116,955 1,001,933 1,001,933 1,100,000 1,100,000 9.8% 0.0% Supplies/Small Tools and Equipment 326 6,956 504 6,956 6,956 6,956 6,956 0.0% 0.0% Professional Services 300,277 434,572 371,245 434,572 434,572 454,572 454,572 4.6% 0.0% Travel/Training 6,201 22,040 459 22,040 22,040 22,040 22,040 0.0% 0.0% Advertising 002810000N/A N/A Insurance 1,155,073 1,341,491 1,456,981 1,363,969 1,449,331 1,604,604 1,630,141 17.6% 1.6% Miscellaneous 1,837 1,142 2,687 1,142 1,142 1,142 1,142 0.0% 0.0% Debt Service 1,716,067000000N/A N/A Interfund Payments for Services 788000000N/A N/A Transfer Out 204,0000000125,000 0 100.0%‐100.0% TOTAL EXPENDITURES 4,664,123 3,058,068 3,203,107 3,098,090 3,188,983 3,594,578 3,509,594 16.0%‐2.4% Fund Balance, January 1 6,620,437 4,957,884 4,986,807 5,613,580     7,630,077     11,757,156   12,504,225   109.4% 6.4% Total New Revenue 3,030,493 3,713,764 5,846,378 3,744,062 7,316,062 4,341,647 3,991,201 16.0%‐8.1% Total Committed Expenditures (4,664,123) (3,058,068) (3,203,107) (3,098,090) (3,188,983) (3,594,578) (3,509,594)16.0%‐2.4% Fund Balance Plus Reserves 4,986,807 5,613,580 7,630,077 6,259,552 11,757,156 12,504,225 12,985,832 99.8% 3.9% Anti Recessionary 0 0 2,000,000 0 4,000,000 4,000,000 4,000,000 100.0% 0.0% South Renton Reserve 275,000 275,000 275,000 275,000 275,000 150,000 150,000 ‐45.5% 0.0% Operating Reserves 5,000,000 5,000,000 5,000,000 5,000,000 6,600,000 6,600,000 6,600,000 32.0% 0.0% Undesignated Fund Balance, 12/31 (288,193) 338,580 355,077 984,552 882,156 1,754,225 2,235,832 78.2% 27.5% Fund 502, Insurance Fund Fund 502, is an internal service fund that provides accounting for self‐insurance services to all City departments for property losses, liability, worker's compensation, and unemployment compensation. Expenses are paid by the Insurance Fund and rates are charged to departments based on use and/or coverage requirements.   Budget by Fund - Internal Service 6 - 35 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Other Licenses and Permits 104,340 150,000 123,357 150,000 123,000 123,000 123,000 ‐18.0% 0.0% Federal/State Grants 66,50101,0240000N/A N/A Charges for Goods and Services 3,076,298 3,927,323 3,921,493 3,855,222 3,855,222 4,416,231 4,487,271 14.6% 1.6% Interest and Other Earnings 7,099 5,000 5,543 5,000 7,000 7,000 7,000 40.0% 0.0% Other Miscellaneous Revenues 943,010 0 12,2180000N/A N/A Transfer In 73,590 0 89,130 0 0 85,000 85,000 100.0% 0.0% TOTAL RESOURCES 4,270,839 4,082,323 4,152,765 4,010,222 3,985,222 4,631,231 4,702,271 15.5% 1.5% EXPENDITURES: Regular Salaries 1,353,993 1,217,002 1,183,674 1,222,494 1,281,760 1,457,117 1,517,141 19.2% 4.1% Overtime 28,922 20,000 31,413 20,000 20,000 20,000 20,000 0.0% 0.0% Personnel Benefits 458,654 418,240 389,474 455,757 454,534 615,131 683,590 35.0% 11.1% Part Time Salaries and Benefits 32,387 48,263 38,572 48,263 48,263 48,263 48,263 0.0% 0.0% Supplies/Small Tools and Equipment 270,017 266,525 254,541 232,525 364,525 281,755 273,755 21.2%‐2.8% Professional Services 900,995 1,091,450 982,202 1,046,450 1,024,204 1,231,574 1,231,574 17.7% 0.0% Communication 212,530 275,287 219,694 275,287 275,287 265,526 265,526 ‐3.5% 0.0% Travel/Training 8,167 19,172 6,366 19,172 19,172 26,043 26,043 35.8% 0.0% Advertising 001,3120000N/A N/A Repairs & Maintenance 4,934 38,000 30,034 38,000 38,000 13,000 13,000 ‐65.8% 0.0% Miscellaneous 82,566 85,000 77,915 85,000 85,000 82,446 82,446 ‐3.0% 0.0% Capital 1,242,446 600,020 577,929 560,020 1,747,400 601,010 551,000 7.3%‐8.3% TOTAL EXPENDITURES 4,595,610 4,078,959 3,793,125 4,002,968 5,358,145 4,641,865 4,712,338 16.0% 1.5% Fund Balance, January 1 2,181,743 348,230 1,856,972 351,595        2,216,612             843,690           833,056 140.0%‐1.3% Total New Revenue 4,270,839 4,082,323 4,152,765 4,010,222 3,985,222 4,631,231 4,702,271 15.5% 1.5% Total Committed Expenditures (4,595,610) (4,078,959) (3,793,125) (4,002,968) (5,358,145) (4,641,865) (4,712,338)16.0% 1.5% Fund Balance Plus Reserves 1,856,972 351,595 2,216,612 358,850 843,690 833,056 822,989 132.1%‐1.2% Replacement Reserves 1,521,655 3,701 1,895,093 14,555 482,615 428,971 406,855 2847.2%‐5.2% Operating Reserves 335,316 347,894 321,520 344,295 361,074 404,085 416,134 17.4% 3.0% Undesignated Fund Balance, 12/31 0000000N/A N/A Fund 503, Information Technology Fund Fund 503 is an internal service fund which was created in 2006 for the purpose of identifying communication and data support to meet departmental function and record keeping, and supply technical support services to all data/voice system users in the City. Expenses are paid by the Information Technology Fund and rates are charged to departments based on use and/or coverage requirements.  Budget by Fund - Internal Service 6 - 36 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Other Intergovernmental Revenues1,915000000N/A N/A Charges for Goods and Services 4,173,513 4,116,112 4,352,569 4,092,976 4,092,976 4,918,003 4,926,944 20.2% 0.2% Interest and Other Earnings 2,094 0 3,050 0 4,000 4,000 4,000 100.0% 0.0% Rents, Leases, and Concessions 1,96302710000N/A N/A Other Miscellaneous Revenues 8,222011,7550000N/A N/A Transfer In 50,565 160,000 160,551 0 12,773 0 0 N/A N/A TOTAL RESOURCES 4,238,272 4,276,112 4,528,196 4,092,976 4,109,749 4,922,003 4,930,944 20.3% 0.2% EXPENDITURES: Regular Salaries 1,363,262 1,460,946 1,439,287 1,468,436 1,508,850 1,614,334 1,679,266 9.9% 4.0% Overtime 12,290 10,000 9,716 10,000 10,000 10,000 10,000 0.0% 0.0% Personnel Benefits 567,504 645,314 576,561 703,010 703,010 807,325 883,729 14.8% 9.5% Part Time Salaries and Benefits 89,181 42,264 93,097 42,264 42,264 85,321 85,321 101.9% 0.0% Supplies/Small Tools and Equipment 210,993 126,468 218,855 126,468 126,468 276,468 276,468 118.6% 0.0% Professional Services 233,318 347,153 210,842 347,153 347,153 347,153 347,153 0.0% 0.0% Travel/Training 415 1,000 2,344 1,000 1,000 1,000 1,000 0.0% 0.0% Advertising 006170000N/A N/A Operating Rentals 90,000 98,730 75,304 6,978 6,978 98,730 6,978 1314.9%‐92.9% Utilities 744,460 872,130 766,642 893,160 893,160 1,169,977 1,191,007 31.0% 1.8% Repairs & Maintenance 96,434 32,243 49,900 32,243 32,243 32,243 32,243 0.0% 0.0% Miscellaneous 3,599 1,224 4,446 1,224 1,224 1,224 1,224 0.0% 0.0% Intergovernmental Services / Taxes1,84704230000N/A N/A Capital 199,816 518,877 303,911 358,877 818,550 405,000 343,000 12.9%‐15.3% Interfund Payments for Services 75,918 74,173 74,173 79,641 79,641 69,226 69,557 ‐13.1% 0.5% Transfer Out 0 0 383,8340000N/A N/A TOTAL EXPENDITURES 3,689,038 4,230,522 4,209,954 4,070,454 4,570,541 4,918,001 4,926,946 20.8% 0.2% Fund Balance, January 1 300,238 245,791 849,472 291,381        1,167,714             706,922           710,924 142.6% 0.6% Total New Revenue 4,238,272 4,276,112 4,528,196 4,092,976 4,109,749 4,922,003 4,930,944 20.3% 0.2% Total Committed Expenditures (3,689,038) (4,230,522) (4,209,954) (4,070,454) (4,570,541) (4,918,001) (4,926,946)20.8% 0.2% Fund Balance Plus Reserves 849,471 291,381 1,167,714 313,903 706,922 710,924 714,922 126.5% 0.6% Undesignated Fund Balance, 12/31 849,471 291,381 1,167,714 313,903 706,922 710,924 714,922 126.5% 0.6% Fund 504, Facilities Fund Fund 504 is an internal service fund which was created in 2009 for the purpose of identifying the City's facilities costs. The intention is to track the costs during 2009 for information purposes only, and to allocate these costs in 2010 and beyond. Expenditures are paid by the Facilities Fund and rates will be charged to departments based on use and/or requirements.   Budget by Fund - Internal Service 6 - 37 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Charges for Goods and Services 1,007,279 877,773 910,253 896,374 896,374 991,431 1,026,739 10.6% 3.6% Interest and Other Earnings 710 0 896 0 1,000 1,000 1,000 100.0% 0.0% Other Miscellaneous Revenues 146000000N/A N/A TOTAL RESOURCES 1,008,135 877,773 911,149 896,374 897,374 992,431 1,027,739 10.7% 3.6% EXPENDITURES: Regular Salaries 423,941 435,640 447,024 440,357 452,889 485,332 500,939 10.2% 3.2% Overtime 8,67606,7970000N/A N/A Personnel Benefits 145,379 148,778 143,169 162,640 162,640 182,492 202,139 12.2% 10.8% Part Time Salaries and Benefits 0000016,00016,000100.0% 0.0% Supplies/Small Tools and Equipment 43,402 70,432 38,201 70,432 70,432 70,432 70,432 0.0% 0.0% Professional Services 17,554 20,000 10,840 20,000 20,000 20,000 20,000 0.0% 0.0% Communication 142,403 152,939 153,295 152,939 152,939 152,939 152,939 0.0% 0.0% Travel/Training 209 1,864 1,714 1,864 1,864 1,864 1,864 0.0% 0.0% Repairs & Maintenance 22 5,000 208 5,000 5,000 5,000 5,000 0.0% 0.0% Miscellaneous 58,109 48,509 62,587 48,509 48,509 54,709 54,709 12.8% 0.0% Intergovernmental Services / Taxes 0000000N/A N/A Interfund Payments for Services 6,083 3,022 3,022 3,130 3,130 2,662 2,716 ‐15.0% 2.0% TOTAL EXPENDITURES 845,778 886,184 866,855 904,871 917,403 991,430 1,026,738 9.6% 3.6% Fund Balance, January 1 141,120 124,412 303,477 116,001        347,771                327,742           328,743 182.5% 0.3% Total New Revenue 1,008,135 877,773 911,149 896,374 897,374 992,431 1,027,739 10.7% 3.6% Total Committed Expenditures (845,778) (886,184) (866,855) (904,871) (917,403) (991,430) (1,026,738)9.6% 3.6% Fund Balance Plus Reserves 303,477 116,001 347,771 107,504 327,742 328,743 329,744 205.8% 0.3% Undesignated Fund Balance, 12/31 303,477 116,001 347,771 107,504 327,742 328,743 329,744 205.8% 0.3% Fund 505, Communications Fund Fund 505 is an internal service fund which was created in 2009 for the purpose of maintaining community and intergovernmental relations and communications with the public. Communications is a major activity of the City's administration responsible for external communications, employee communications, media relations, and coordination of all departments in producing the City's website. Budget by Fund - Internal Service 6 - 38 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Interest and Other Earnings 25,805 92,101 19,737 92,484 19,000 19,617 19,813 ‐78.8% 1.0% Other Miscellaneous Revenues 11,648,278 9,237,263 9,591,662 11,606,701 11,529,584 12,935,119 14,276,011 11.4% 10.4% TOTAL RESOURCES 11,674,083 9,329,364 9,611,399 11,699,185 11,548,584 12,954,736 14,295,824 10.7% 10.4% EXPENDITURES: Regular Salaries 142,088 145,941 147,546 149,777 154,036 160,626 166,747 7.2% 3.8% Personnel Benefits 55,758 58,066 53,656 64,119 64,119 70,916 78,594 10.6% 10.8% City Personnel Benefits 10,286,499 10,227,549 9,922,599 11,360,306 11,360,306 12,639,811 13,807,196 11.3% 9.2% Supplies/Small Tools and Equipment 4,492 7,500 7,687 7,500 7,500 7,500 7,500 0.0% 0.0% Professional Services 389,137 399,704 381,841 409,985 409,985 479,242 466,543 16.9%‐2.6% Travel/Training 250000000N/A N/A Miscellaneous 0 2,000 0 2,000 2,000 2,000 2,000 0.0% 0.0% Intergovernmental Services / Taxes 2,553 3,500 4,518 3,500 3,500 3,529 3,691 0.8% 4.6% Interfund Payments for Services 28,232 58,318 58,318 61,010 61,010 60,949 63,879 ‐0.1% 4.8% TOTAL EXPENDITURES 10,909,009 10,902,577 10,576,165 12,058,197 12,062,456 13,424,573 14,596,149 11.3% 8.7% Fund Balance, January 1 7,133,996 7,151,481 7,899,070 5,578,268     6,934,304     6,420,432     5,950,595     15.1%‐7.3% Total New Revenue 11,674,083 9,329,364 9,611,399 11,699,185 11,548,584 12,954,736 14,295,824 10.7% 10.4% Total Committed Expenditures (10,909,009) (10,902,577) (10,576,165) (12,058,197) (12,062,456) (13,424,573) (14,596,149)11.3% 8.7% Fund Balance Plus Reserves 7,899,070 5,578,268 6,934,304 5,219,256 6,420,432 5,950,595 5,650,270 14.0%‐5.0% Healthcare IBNR*3,272,703 3,270,773 3,172,849 3,617,459 3,618,737 4,027,372 4,378,845 11.3% 8.7% Undesignated Fund Balance, 12/31 4,626,368 2,307,495 3,761,455 1,601,797 2,801,695 1,923,223 1,271,425 20.1%‐33.9% *IBNR is calculated at 30% Fund 512, Healthcare Insurance Fund Fund 512 was created in 2004 for the purpose of identifying healthcare insurance revenue and expenditures. In the second half of 2004, Fund 512 was further defined to report only active employees and Fund 522 was created to report all LEOFF1 Retirees healthcare related items. This is an internal service fund that provides accounting for self‐insurance services to all City departments for health care programs. Expenses are paid by the Healthcare Insurance Fund and rates are charged to departments based on use and/or coverage requirements.    Budget by Fund - Internal Service 6 - 39 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Federal/State Grants 43,637032,4670000N/A N/A Interest and Other Earnings 20,441 5,000 18,388 5,000 21,000 21,000 21,000 320.0% 0.0% Other Miscellaneous Revenues 2,207,823 1,730,684 1,707,409 1,730,684 1,730,684 1,618,699 1,641,647 ‐6.5% 1.4% TOTAL RESOURCES 2,271,901 1,735,684 1,758,263 1,735,684 1,751,684 1,639,699 1,662,647 ‐5.5% 1.4% EXPENDITURES: Regular Salaries 15,606 16,034 16,185 16,461 16,930 17,630 18,294 7.1% 3.8% Personnel Benefits 4,994 5,340 4,911 5,883 5,883 6,539 7,276 11.2% 11.3% City Personnel Benefits 1,207,352 1,670,203 953,207 1,669,321 1,669,321 1,022,988 1,071,446 ‐38.7% 4.7% Professional Services 41,183 46,028 58,323 46,028 46,028 68,409 70,354 48.6% 2.8% Intergovernmental Services / Taxes 0 0 100 0 0 178 184 100.0% 3.4% TOTAL EXPENDITURES 1,269,135 1,737,606 1,032,725 1,737,692 1,738,162 1,115,744 1,167,553 ‐35.8% 4.6% Fund Balance, January 1 5,479,399 5,452,510 6,482,165 5,450,588     7,207,703     7,221,225     7,745,180     32.5% 7.3% Total New Revenue 2,271,901 1,735,684 1,758,263 1,735,684 1,751,684 1,639,699 1,662,647 ‐5.5% 1.4% Total Committed Expenditures (1,269,135) (1,737,606) (1,032,725) (1,737,692) (1,738,162) (1,115,744) (1,167,553)‐35.8% 4.6% Fund Balance Plus Reserves 6,482,165 5,450,588 7,207,703 5,448,580 7,221,225 7,745,180 8,240,274 42.2% 6.4% Healthcare IBNR*241,470 334,041 190,641 333,864 333,864 204,598 214,289 ‐38.7% 4.7% Undesignated Fund Balance, 12/31 6,240,694 5,116,548 7,017,062 5,114,715 6,887,361 7,540,582 8,025,985 47.4% 6.4% *IBNR is calculated at 20% Fund 522, LEOFF1 Retirees Healthcare Insurance Fund Fund 522 was created in 2004 for the purpose of identifying LEOFF1 Retirees Healthcare Insurance revenue and expenditures. This is an internal service fund that provides accounting for self‐insurance services to all City departments for health care programs. Expenses are paid by the Healthcare Insurance Fund and rates are charged to departments based on use and/or coverage requirements.   Budget by Fund - Internal Service 6 - 40 2012 2013 2013 2014 2014 2015 2016 Change Change Item Actual Orig Bdgt Actual Orig Bdgt YE Estimate Adopted Adopted 2014‐2015 2015‐2016 REVENUE: Other Intergovernmental Revenues 119,668 100,000 128,866 100,000 142,706 143,000 143,000 43.0% 0.0% Interest and Other Earnings 285,038 200,000 298,795 200,000 200,000 325,000 325,000 62.5% 0.0% TOTAL RESOURCES 404,706 300,000 427,661 300,000 342,706 468,000 468,000 56.0% 0.0% EXPENDITURES: Personnel Benefits 225,506 225,000 188,943 225,000 225,000 200,000 200,000 ‐11.1% 0.0% Supplies/Small Tools and Equipment 327 475 475 475 475 475 475 0.0% 0.0% Professional Services 0 15,000 4,000 0 0 10,000 0 100.0%‐100.0% Interfund Payments for Services 566000000N/A N/A TOTAL EXPENDITURES 226,399 240,475 193,418 225,475 225,475 210,475 200,475 ‐6.7%‐4.8% Fund Balance, January 1 4,377,696 4,127,221 4,556,003 4,186,746     4,790,247          4,907,478        5,165,003 17.2% 5.2% Total New Revenue 404,706 300,000 427,661 300,000 342,706 468,000 468,000 56.0% 0.0% Total Committed Expenditures (226,399) (240,475) (193,418) (225,475) (225,475) (210,475) (200,475)‐6.7%‐4.8% Fund Balance Plus Reserves 4,556,003 4,186,746 4,790,247 4,261,271 4,907,478 5,165,003 5,432,528 21.2% 5.2% Undesignated Fund Balance, 12/31 4,556,003 4,186,746 4,790,247 4,261,271 4,907,478 5,165,003 5,432,528 21.2% 5.2% Fund 611, Firemen's Pension Fund (previously Fund 601) The Firemen's Pension Fund is a closed system with membership limited to firefighters employed prior to March 1, 1970; when the Law Enforcement Officers and Fire Fighters' (LEOFF) Retirement System was established. This fund provides full benefits for firefighters, and beneficiaries, retiring priortoMarch1, 1970, and excess benefits over LEOFF pensions for those firefighters retiring thereafter who are members of the plan. Payments for medical bills related to retirement disability for retirees prior to enactment of LEOFF. Budget by Fund - Investment Trust 6 - 41 This page is intentionally left blank  Budget by Fund - Investment Trust 6 - 42             7 APPENDIX     General Information       7‐1    Largest Taxpayers/Principal Employers      7‐4    Full‐Time Employee Staffing      7‐5    Comparison of Taxes and Rates    7‐6    Index of Positions and Pay Ranges (2015 only, 2016 under development)                                                                                                                7‐7    Rates and Fees Schedule        7‐19    Budget Glossary    7‐42    Adopted Legislations (Budget, Taxes, Fees, and etc)    7‐48     ! "# $ % & ' ( & ) ! ) * + && , "" - ' . & / 0 / 1- 2 ! "/3 ( "45 & . 1-/ Appendix - General Information 7 - 1 & ' 5 #35 63 '#35 "/4 "/6 5"5 633 . ! ! & . & ' ' + + )7 ( 7%& + & $ ' ! + ' 8 9 : ; 9 + < & ! 8 * & ! + ' & & . ' + = & & "43' % & + ' ) & . & * & & ! . . & > 0 * % & ' . % ' ' . & 1- & & & & 1 533 & "4 + 9 ! 8 & % + & & . 9 & " "4 1' $ ' & ( & ! ! & + + ( && + + + ! ) ) ? ) : ? 2 ) # 8 @ & & * A5B ? ( . 3C "3C 13C A3C #3C 53C /3C 43C -3C Appendix - General Information 7 - 2 General Information ‐‐ City of Renton, Washington  DATE OF INCORPORATION ................................ September 6, 1901  FORM OF GOVERNMENT ....................................... Mayor ‐ Council  TYPE OF GOVERNMENT .............................. Non‐Charter, Code City  LOCATION ................................................. 11 Miles South of Seattle  LAND AREA ........................................................ 24.03 Square Miles  RANK IN SIZE WITHIN STATE WASHINGTON ................................ 8  RANK IN SIZE WITHIN KING COUNTY ............................................ 4  POPULATION (Official 4/1/14) ............................................... 97,130    ELECTIONS:   Number of Precincts ................................................................ 89   Number of Active Registered Voters (2014) .....................  47,811    CITY EMPLOYEES (2015):  Funded Full‐Time Equivalents (FTE) .........................................683.8  (Excluding Intermittent Employees)    2014 KING CO CERTIFICATION OF ASSESSED VALUATION   For the 2014 Tax Roll Year ................................. $11,274,415,348  PROPERTY TAX LEVY (2014):     General Levy (Includes Fire Pension) ........................ $35,520,000  TOTAL 2014 PROPERTY TAX LEVY ................................ $35,520,000    PROPERTY TAX RATES (2014):  (Per $1,000 of Assessed Value)   City of Renton ‐ General Levy .........................................  $3.1516   City of Renton ‐ Special Levy ............................................  0.0000   TOTAL City of Renton Property Tax Rate  ..................... $3.1516   King County ....................................................................... 1.5161   Port of Seattle ................................................................... 0.2153   Hospital District #1 ............................................................ 0.5000   King County Library System ............................................... 0.5000   Renton School District #403 .............................................  5.4050   State of Washington School Fund...................................... 2.4704   Emergency Medical Service ............................................... 0.3350   Ferry District ...................................................................... 0.0035   King County Flood District ................................................. 0.1537  TOTAL PROPERTY TAX RATES ......................................... $14.2506   Kent School District #415 ................................................................ 5.7345   Issaquah School District #411 .......................................................... 4.5869    UTILITY TAX RATES (2014):   Electricity, Gas (Utility and Use), and Sewer ............................ 6%     Water, Storm Drain, and Solid Waste ................................... 6.8%   TV Cable, Telephone, and Cellular Phone ................................ 6%    SALES TAX RATE (2014):   State ..................................................................................... 6.5%   King County Metro ............................................................... 0.6%   King County Transportation .................................................. 0.1%   King County Mental Health .................................................. 0.1%  Transit and Traffic Congestion (effective 4/1/01) ................. 0.2%   RTA (effective 4/1/09) .......................................................... 0.9%   City of Renton Local Option ................................................. .1.0%   King County Local Option ‐ Criminal Justice .......................... 0.1%  TOTAL SALES TAX RATE........................................................ 9.5%    OTHER TAXES (2014):   Hotel/Motel Tax ................................................................... 1.0%   Admission Tax (Theater and Other Events) .......................... 5.0%        BUSINESS LICENSE FEE (2015):   Registration Fee .............................................................  $110.00   Additional Fee/Worker Hour ..........................................  $0.0352   (FTE = $67.58 where 1 FTE = 1,920 work hours x hourly rate)    ANNUAL ANIMAL LICENSE FEES (2015):      (Special permanent license avail. for income qualifying senior citizens.)   Dog and Cat, Altered ........................................................  $30.00   Dog and Cat, Un‐Altered ...................................................  $50.00        UTILITY RATES (2014):     (Reduced rates are available for low income senior citizens  and disabled persons.)    WATER (Basic Service Charge, ¾’ Meter) .............. $17.60/month   CITY WASTEWATER (Single Family Residence) ..... $27.65/month   METRO WASTEWATER (Single Family Res.) .......... $40.95/month   SURFACE WATER (Single Family Residence.) ........ $12.69/month    GARBAGE RATES: (Residential, curbside)     1 cart (35 gal)/every other week ......................... $21.12/month     Extra garbage (up to 15 gal) per unit ..................... $3.93/pickup      LICENSES & PERMITS (2014)   Business Licenses (includes all businesses) ......................... 2,938   Employees working within Renton ................................... 48.480   Amusement Device (average) .................................................. 96   Animal Licenses (Dog and Cat) ............................................ 2,980    FIRE & EMERGENCY SERVICES PROTECTION:   Number of Commissioned Fire & ES Personnel ..................... 145   Number of Non‐Commissioned Personnel ............................... 16   Total Number of Fire & ES Personnel (2015 Budget) ............. 161   Number of Fire Stations (includes FD #25 and #40) ................... 6   Life Support Responses (2013) .......................................... 10,586   All Other Responses (2013) ................................................. 3,262   Total Number of Responses (2013) ................................... 13,848    POLICE PROTECTION:    Number of Commissioned Police Personnel .......................... 119   Number of Non‐Commissioned Police Personnel ................. 29.4   Total Number of Police Personnel (2015 Budget) ............... 148.4   Number of Calls for Service (2013) ................................... 67,206    PARKS & RECREATION (2014):   Total Parks and Open Space Acreage ............................... 1,213.5   Number of Developed Parks and Playgrounds ......................... 32   Major Facilities:       Liberty Park        Cedar River Trail        Cedar River Park       Carco Theatre        Cedar River Off‐Leash Dog Park      Renton Senior Activity Center        Renton Community Center            Gene Coulon Memorial Beach Park (Lake Washington) Maplewood Golf Course        STREETS (2013):   Street Center Line Miles ........................................................ 294   Lane Miles .............................................................................. 672   Alleys .................................................................................... 7.95   Confirmed Sign Locations .................................................. 10,500   Number of Street Lights (City and PSE owned) ................... 6,697   Number of signalized intersections (2010) ...........................  129    UTILITIES (2013):     WATER UTILITY:   Total Water Customers ..................................................... 17,396   Gallons of Water Produced  .................................. 2,392,003,300   Number of Fire Hydrants .................................................... 3,670   Miles of Water Main .............................................................. 308    WASTEWATER UTILITY:    Total Sanitary Wastewater Customers ............................. 17,569    Miles of Gravity Sewer and Force Main  .......................... 223.41    SURFACE WATER UTILITY:    Number of Accounts ........................................................ 23,435    Miles of Storm Water ....................................................... 282.02    SOLID WASTE UTILITY (Contracted Services)   Total Accounts .................................................................. 18,547    AIRPORT (2013):   Area in acres .......................................................................... 167   Feet of Asphalt/Concrete Runway ...................................... 5,382   Total Operations ..............................................................  93,911    Appendix - General Information 7 - 3 Largest Taxpayers ‐ 2013  Taxpayer Type of Business Real & Personal  Property AV Percentage  of AV 1 Boeing Aircraft Manufacturing 829,693,657 7.84% 2 Puget Sound Energy‐Elec/Gas Electric/Gas Utility 126,385,366 1.19% 3 Paccar Heavy Duty Truck Manufacturing 108,664,080 1.03% 4 Transwestern Harvest Lakeshore Commercial Property Owners 82,926,723 0.78% 5 Renton Properties LLC Real Estate 51,550,600 0.49% 6 Fred Meyer Stores Inc Warehouse Clubs and Supercenters 45,618,700 0.43% 7 Axis Grand Holdings Real Estate 43,612,000 0.41% 8 ECI Two WTC LLC (WTCTPI LLC) Commercial Property Owners 40,049,500 0.38% 9 BRE‐FMCA LLC c/o Bre Properties Commercial Property Owners 34,814,700 0.33% 10 FP‐FAA Seattle LLC Commercial Property Owners 34,623,900 0.33% Total Assessed Valuation‐ Largest Taxpayers 1,397,939,226 13.20% Total Assessed Valuation‐ All Others 9,190,781,973 86.80% Total Assessed Valuation 10,588,721,199 100.00% Source: King County Department of Assessment, both real and personal property assessment where applicable.    Principal Employers ‐ 2013  Principal Employers Type of Business Full‐Time  Equivalent  Employees % of Total  Employment  1 Boeing Company Aerospace & Computer Services 14,667 31.29% 2 Valley Medical Center Medical Services 2,187 4.67% 3 Federal Aviation Administration Federal Government 1,480 3.16% 4 Renton School District Public Education 1,401 2.99% 5 Providence WA Regional HMO Medical Centers 1,245 2.66% 6 Paccar Inc Heavy Manufacturing 1,005 2.14% 7 City of Renton City Government 705 1.50% 8 Providence Health & Services Nursing Care Facilities 430 0.92% 9 Convergent Outsourcing Inc Revenue Management Services 368 0.79% 10 Puget Sound Educational Services District #121 Administration of Education 364 0.78% Total number of Employees ‐ Principal Employers 23,852 50.89% Total number of Employees ‐ All Other Employers 23,018 49.11% Total Employees working within Renton 46,870 100.00% Source: City of Renton Business License Records and individual inquiry where applicable.      Appendix - Largest Taxpayers/Principal Employers 7 - 4 Full‐Time Employee Staffing City of Renton Full‐Time Employee (FTE) Staffing levels per 1,000 Renton Citizens Regular Employees per Total Population Year FTE's 1,000 Population of Renton 2005 608.0 10.70 56,840 2006 620.0 10.62 58,360 2007 641.0 10.63 60,290 20081 752.5 9.32 80,708 2009 761.2 9.10 83,650 2010 698.5 7.68 90,927 2011 693.8 7.49 92,590 2012 695.2 7.40 93,910 2013 672.3 7.04 95,540 2014 678.8 6.99 97,130 20152 684.8 6.95 98,587 20162 685.8 6.85 100,066 Source Population:  State of Washington Office of Financial Management All other information:  City of Renton Finance Department 12008 Population includes Benson Hill Annexation 22015 and 2016 Population estimates are based on a 1.5% growth rate The graph below represents the number of regular full time employees (FTE) working for the City of Renton, as well as the number of employees per every 1,000 Renton citizens. The number of FTEs has increased 13 percent between 2005 and 2015 and 11 percent between 2006 and 2016, while the population grew 73 percent and 71 percent during the same time periods. The number of FTEs per 1,000 Renton citizens remained fairly constant until 2008. The high was in 2005 and 2006 at 10.7 and 10.6 FTE per 1000 citizens 0.00 2.00 4.00 6.00 8.00 10.00 12.00 0 20,000 40,000 60,000 80,000 100,000 120,000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Em p l o y e e s  pe r  1, 0 0 0  Po p u l a t i o n Po p u l a t i o n Total Population of Renton Employees per 1,000 Population Appendix - Full-Time Employee Staffing 7 - 5 Monthly Renton's Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila Population1 4 97,130 74,630 134,400 121,400 57,700 640,500 19,210 Typical Taxes & Fees City Property Tax2 2 61.72         34.86        45.59        28.92          61.33          97.04          42.93         Library and Fire District Taxes/fees2,3 59.79           48.21        21.21        47.20          18.83          ‐             7.21           Utility Taxes4 4 31.20         28.91        30.30        35.08          29.22          48.59          35.89         Utility Rates Water (750 CF)5 5 38.83          36.47          45.79          40.77            31.55           53.21          65.13           Wastewater6 3 27.65          23.12          51.92          17.96            13.60           48.34          26.50           Surface Water7 4 12.69          18.78          12.20          11.64            16.56           26.58          9.83             Solid Waste / Garbage8 3 21.12          26.00          21.10          17.04            12.81           38.80          19.13           5Rates were based on bimonthly consumption of 1,500 cubic feet of water (Seniors 900 cf), using 3/4" pipe size.  Seattle, Kent, and Tukwila have  different water rates in the summer (June ‐ September); the average monthly rates for summer and non‐summer months were weighted.  Bellevue  includes capital recovery charge. 6Rates for Bellevue and Seattle were based on a volume of 750 cubic feet per month.  All other districts are on a fixed monthly charge.  Rates do  not include the King County Wastewater Treatment charge.  Bellevue includes capital recovery charge. 7Rates are based on residential lot sizes between 2,000‐7,000 sq. ft.  Bellevue includes capital recovery charge. 8Waste Management provides services to Redmond, Auburn, Renton, and Tukwila.  Allied Waste Services provides services to Bellevue, Kent, and  Auburn.  For comparison purposes, rates include a 32 or 35‐gallon garbage can, recycling, and yard waste collection.  Auburn uses two hauling  companies to collect garbage; for comparison purposes, the jurisdiction's two rates were averaged. Taxes, Fees, and Utilities Service Fees on a Typical Home ‐ 2014 1Populations estimates are based on 2014 and were provided by the Washington State Office of Financial Management.  Auburn includes King and  Pierce Counties. 2Based on 2014 levy rates and 2014 average home values provided by King County Department of Assessments.  City portion only. 3Auburn includes tax & fee for fire service provided by Valley Regional Fire Authority.  Kent includes tax & fee for fire service provided by Kent Fire  Department Regional Fire Authority.  Seattle is the only city that provides local library service. 4Based monthly comparison of utility rates.  Includes Electric, Gas, Telephone/Cell Phone, Cable, Water, Wastewater, Surface Water, and Solid  Waste Utilities. $61.72 $34.86 $45.59 $28.92 $61.33 $97.04 $42.93 $31.20 $28.91 $30.30 $35.08 $29.22 $48.59 $35.89 $100.29 $104.37 $131.00 $87.41 $74.52 $166.92 $120.59 $9.79 $48.21 $21.21 $47.20 $18.83 $7.21$202.99 $216.34 $228.09  $198.61 $183.90  $312.55  $206.62  Renton Auburn Bellevue Kent Redmond Seattle Tukwila 2014 Monthly Taxes  and Fees City Property Tax Utility Taxes City Utilities Library and Fire District Taxes/Fees Appendix - Comparison of Taxes and Rates 7 - 6 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual e10 1030 Mayor (1)11,767 141,204 11,767 141,204 e09 1000 City Council Members (2)950 11,400 950 11,400   e08 9,035 108,420 9,494 113,928 9,973 119,676 10,477 125,724 11,006 132,072 e11 1020 Municipal Court Judge (6)11,786 141,437 11,786 141,437 (Salary effective from Sept 2014 ‐ Aug  2015 and is 95% of District Court Judge  m53 1035 Chief Administrative Officer (3)11,855 142,260 12,457 149,484 13,086 157,032 13,747 164,964 14,436 173,232 m52 11,564 138,768 12,148 145,776 12,769 153,228 13,416 160,992 14,086 169,032 m51 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032 13,747 164,964 m50 11,006 132,072 11,564 138,768 12,148 145,776 12,769 153,228 13,416 160,992 m49 1400 City Attorney (3)10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032 m49 1102 Community Services Administrator (3) 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032 m49 1105 Community & Economic Development Adm 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032 m49 1101 Administrative Services Administrator (3) 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032 m49 1202 Fire/Emergency Services Administrator (3)10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032 m49 1104 Human Resources & Risk Mgmt Administr 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032 m49 1103 Public Works Administrator (3)10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032 m49 1201 Police Chief (3)10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 13,086 157,032 m48 10,477 125,724 11,006 132,072 11,564 138,768 12,148 145,776 12,769 153,228 m47 10,223 122,676 10,740 128,880 11,282 135,384 11,855 142,260 12,457 149,484 m46 9,973 119,676 10,477 125,724 11,006 132,072 11,564 138,768 12,148 145,776 m45 1540 Deputy Fire Chief (3)9,730 116,760 10,223 122,676 10,740 128,880 11,282 135,384 11,855 142,260 m45 1200 Deputy Public Affairs Administrator (3) 9,730 116,760 10,223 122,676 10,740 128,880 11,282 135,384 11,855 142,260 m45 1573 Deputy PW Administrator ‐ Transportation 9,730 116,760 10,223 122,676 10,740 128,880 11,282 135,384 11,855 142,260 m45 1535 Police Deputy Chief (4)9,730 116,760 10,223 122,676 10,740 128,880 11,282 135,384 11,855 142,260 m44 9,494 113,928 9,973 119,676 10,477 125,724 11,006 132,072 11,564 138,768 m43 9,261 111,132 9,730 116,760 10,223 122,676 10,740 128,880 11,282 135,384 m42 1401 Sr Assistant City Attorney 9,035 108,420 9,494 113,928 9,973 119,676 10,477 125,724 11,006 132,072 m41 8,817 105,804 9,261 111,132 9,730 116,760 10,223 122,676 10,740 128,880 m40 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 10,477 125,724 m39 8,392 100,704 8,817 105,804 9,261 111,132 9,730 116,760 10,223 122,676 m38 1500 Court Services Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 1575 Development Services Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 1501 Economic Development Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 2044 Emergency Management Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 1207 Facilities Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 1576 Fire Marshal 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 1210 Fiscal Services Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 1212 Information Technology Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 1571 Maintenance Services Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 1205 Parks and Golf Course Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 1208 Parks Planning and Natural Resources Dire 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 1502 Planning Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m38 1209 Recreation Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  ELECTED OFFICIALS MANAGEMENT & SUPERVISORY (NON‐UNION) STEP A NON‐REPRESENTED STEP C STEP DSTEP B STEP E Increase effective January 1, 2015 Appendix - Index of Positions and Pay Ranges 7 - 7 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A NON‐REPRESENTED STEP C STEP DSTEP B STEP E Increase effective January 1, 2015 m38 1570 Utility Systems Director 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 9,973 119,676 m37 2031 Police Commander (5)7,989 95,868 8,392 100,704 8,817 105,804 9,261 111,132 9,730 116,760 m36 7,793 93,516 8,187 98,244 8,602 103,224 9,035 108,420 9,494 113,928 m35 1402 Assistant City Attorney 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 9,261 111,132 m35 1403 Chief Prosecuting Attorney 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 9,261 111,132 m34 7,413 88,956 7,793 93,516 8,187 98,244 8,602 103,224 9,035 108,420 m33 2021 Current Planning Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 m33 2073 Development Engineering Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 m33 2020 Long Range Planning Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 m33 2176 Transportation Design Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 m33 2075 Transportation Operations Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 m33 2177 Transportation Planning Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 m33 2172 Utility Engineering Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 m33 3072 Water Maintenance Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 m33 2072 Airport Manager 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 8,817 105,804 m32 2074 Building Official 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 8,602 103,224 m32 1574 Community Development Project Manage 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 8,602 103,224 m32 3083 Urban Forestry and Natural Resources Ma 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 8,602 103,224 m31 6,886 82,632 7,234 86,808 7,601 91,212 7,989 95,868 8,392 100,704 m30 2418 Application Support Manager 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 m30 2011 City Clerk 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 m30 3073 Fleet Manager 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 m30 2464 Human Resources Manager 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 m30 2409 Risk Manager 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 8,187 98,244 m29 1522 Human Services Manager 6,551 78,612 6,886 82,632 7,234 86,808 7,601 91,212 7,989 95,868 m29 1404 Prosecuting Attorney 6,551 78,612 6,886 82,632 7,234 86,808 7,601 91,212 7,989 95,868 m29 2082 Neighborhoods, Resources, & Events Mgr 6,551 78,612 6,886 82,632 7,234 86,808 7,601 91,212 7,989 95,868 m28 3086 Facilities Manager 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 m28 8010 Parks Maintenance Manager 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 m28 1583 Recreation Manager 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 m28 3071 Street Maintenance Manager 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 m28 3070 Waste Water/Special Operations Manage 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 7,793 93,516 m27 2468 Benefits Program Manager 6,239 74,868 6,551 78,612 6,886 82,632 7,234 86,808 7,601 91,212 m27 3175 Transportation Maintenance Asst Manage 6,239 74,868 6,551 78,612 6,886 82,632 7,234 86,808 7,601 91,212 m26 2411 Financial Services Manager 6,087 73,044 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 m26 2405 GIS Coordinator 6,087 73,044 6,397 76,764 6,720 80,640 7,058 84,696 7,413 88,956 m25 2410 Senior Finance Analyst 5,939 71,268 6,239 74,868 6,551 78,612 6,886 82,632 7,234 86,808 m25 2479 Solid Waste Coordinator 5,939 71,268 6,239 74,868 6,551 78,612 6,886 82,632 7,234 86,808 m24 2477 Principal Financial & Administrative Analys 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640 7,058 84,696 m23 2491 Open Space Coordinator 5,649 67,788 5,939 71,268 6,239 74,868 6,551 78,612 6,886 82,632 m23 2080 Recreation Supervisor 5,649 67,788 5,939 71,268 6,239 74,868 6,551 78,612 6,886 82,632 m22 2404 Community Relation & Events Coordinato 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640 m22 1510 Court Services Supervisor 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640 m22 8007 Golf Course Supervisor 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640 m22 2086 Golf Professional 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640 m22 2091 Museum Manager 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640 m22 2465 Senior Human Resources Analyst 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 6,720 80,640 m21 2200 Communications Specialist II 5,380 64,560 5,649 67,788 5,939 71,268 6,239 74,868 6,551 78,612 m20 5143 Human Resources Analyst 5,249 62,988 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 m20 2467 Safety Officer 5,249 62,988 5,516 66,192 5,796 69,552 6,087 73,044 6,397 76,764 Appendix - Index of Positions and Pay Ranges 7 - 8 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A NON‐REPRESENTED STEP C STEP DSTEP B STEP E Increase effective January 1, 2015 m19 5,123 61,476 5,380 64,560 5,649 67,788 5,939 71,268 6,239 74,868 m18  4,994 59,928 5,249 62,988 5,516 66,192 5,796 69,552 6,087 73,044 m17 6150 City Council Liaison 4,875 58,500 5,123 61,476 5,380 64,560 5,649 67,788 5,939 71,268 m17 5112 Deputy City Clerk 4,875 58,500 5,123 61,476 5,380 64,560 5,649 67,788 5,939 71,268 m17 6103 Executive Assistant 4,875 58,500 5,123 61,476 5,380 64,560 5,649 67,788 5,939 71,268 n16 5118 Finance Analyst III 4,737 56,844 4,975 59,700 5,221 62,652 5,488 65,856 5,762 69,144 n15  4,613 55,356 4,852 58,224 5,096 61,152 5,355 64,260 5,628 67,536 n14 6153 Administrative Assistant 4,506 54,072 4,737 56,844 4,975 59,700 5,221 62,652 5,488 65,856 n13 5115 Finance Analyst II 4,394 52,728 4,613 55,356 4,852 58,224 5,096 61,152 5,355 64,260 n13 5145 Risk Management Technician 4,394 52,728 4,613 55,356 4,852 58,224 5,096 61,152 5,355 64,260 n12 4,292 51,504 4,506 54,072 4,737 56,844 4,975 59,700 5,221 62,652 n11 2488 Assistant Golf Professional 4,182 50,184 4,394 52,728 4,613 55,356 4,852 58,224 5,096 61,152 n11 5139 Human Resources Assistant 4,182 50,184 4,394 52,728 4,613 55,356 4,852 58,224 5,096 61,152 n10 5114 Finance Analyst I 4,082 48,984 4,292 51,504 4,506 54,072 4,737 56,844 4,975 59,700 n09 3,985 47,820 4,182 50,184 4,394 52,728 4,613 55,356 4,852 58,224 n08 3,885 46,620 4,082 48,984 4,292 51,504 4,506 54,072 4,737 56,844 n07 6144 Secretary II EX 3,791 45,492 3,985 47,820 4,182 50,184 4,394 52,728 4,613 55,356 n06 3,697 44,364 3,885 46,620 4,082 48,984 4,292 51,504 4,506 54,072 n05 6140 Secretary I EX 3,609 43,308 3,791 45,492 3,985 47,820 4,182 50,184 4,394 52,728 n04 3,522 42,264 3,697 44,364 3,885 46,620 4,082 48,984 4,292 51,504 n03 3,439 41,268 3,609 43,308 3,791 45,492 3,985 47,820 4,182 50,184 n02 3,354 40,248 3,522 42,264 3,697 44,364 3,885 46,620 4,082 48,984 n01 3,276 39,312 3,439 41,268 3,609 43,308 3,791 45,492 3,985 47,820 89 Completion of 5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs (1) In addition to salary receives $4,800 annual car allowance. (2) (3) Not eligible for Longevity/Education or Uniform Allowance (4) Not eligible for Longevity/Education or Uniform Allowance Eligible for 2.5% cash premium or 2.5% into deferred compensation per employee's discretion for passing physical fitness. (5)Receive Education/Longevity & Uniform Allowance based on Union Contract plus eligible for 2.5% deferred compensation for passing physical fitness. (6) 4 year term starting 2/1/2013 expires 1/31/2017 The City contributes 4% of employee's base wage per year to a deferred compensation account  for Management and Non‐Represented employees; except for CAO receives $8,500 per year. per month6% Step a13E $318 Council members salary set per Ordinance 5090 (07/19/2004).  Council receives 2% of salary for deferred comp.  If members are not  participating in PERS, they receive an extra 1.4 % of salary for deferred compensation. per month 5% Step a13E $265 $2124% Step a13E per month NON‐UNION (CLERICAL, OTHER) 2% Step a13E per month per month3% Step a13E NON‐REPRESENTED LONGEVITY PAY Step a13, E = $5,306 $159 $106 Appendix - Index of Positions and Pay Ranges 7 - 9 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual a40 8,470 101,640 8,893 #######9,344 112,128 9,818 117,816 10,314 123,768 a39 8,277 99,324 8,688 #######9,116 109,392 9,578 114,936 10,063 120,756 ‐ a38 8,066 96,792 8,470 #######8,893 106,716 9,344 112,128 9,818 117,816 a37 7,880 94,560 8,277 99,324 8,688 104,256 9,116 109,392 9,578 114,936 a36 7,680 92,160 8,066 96,792 8,470 101,640 8,893 106,716 9,344 112,128 a35 7,497 89,964 7,880 94,560 8,277 99,324 8,688 104,256 9,116 109,392 a34 7,314 87,768 7,680 92,160 8,066 96,792 8,470 101,640 8,893 106,716 a33 7,137 85,644 7,497 89,964 7,880 94,560 8,277 99,324 8,688 104,256 a32 2413 Network Systems Manager 6,965 83,580 7,314 87,768 7,680 92,160 8,066 96,792 8,470 101,640 a32 2428 Principal Civil Engineer ‐ Transp. Sys Division 6,965 83,580 7,314 87,768 7,680 92,160 8,066 96,792 8,470 101,640 a32 2425 Utility/GIS Engineer 6,965 83,580 7,314 87,768 7,680 92,160 8,066 96,792 8,470 101,640 a31 6,790 81,480 7,137 85,644 7,497 89,964 7,880 94,560 8,277 99,324 a30 6,627 79,524 6,965 83,580 7,314 87,768 7,680 92,160 8,066 96,792 a29 2171 Mapping Coordinator 6,466 77,592 6,790 81,480 7,137 85,644 7,497 89,964 7,880 94,560 a29 2570 Program Development Coordinator II 6,466 77,592 6,790 81,480 7,137 85,644 7,497 89,964 7,880 94,560 a28 2475 Civil Engineer III 6,307 75,684 6,627 79,524 6,965 83,580 7,314 87,768 7,680 92,160 a28 2422 Senior Planner 6,307 75,684 6,627 79,524 6,965 83,580 7,314 87,768 7,680 92,160 a27 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644 7,497 89,964 a26 8112 Construction Inspector Supervisor 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580 7,314 87,768 a25 2480 Capital Project Coordinator 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644 a25 2474 Civil Engineer II 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644 a25 2481 Facilities Coordinator 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644 a25 5193 Neighborhood Program Supervisor 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644 a25 2470 Program Development Coordinator I 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644 a25 2170 Property Services Agent 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 7,137 85,644 a24 2420 Database Technician 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580 a24 3450 Lead Building Inspector 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580 a24 3469 Lead Construction Inspector 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580 a24 3439 Lead Fire Inspector 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580 a24 2403 Senior Economic Development Specialist 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580 a24 2416 Senior Network Systems Specialist 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580 a24 2451 Senior Systems Analyst 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580 a24 2476 Transportation Planner 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 6,965 83,580 a23 2078 Assistant Airport Manager 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 a23 2429 Building Plan Reviewer 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 a23 2421 Business Systems Analyst 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 a23 2472 Engineering Specialist III 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 a23 3448 Fire Plans Reviewer/Inspector III 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 a23 2505 GIS Analyst II 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 a23 8175 Pavement Management Technician 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 a23 2450 Plan Reviewer 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 a23 2484 Property Services Specialist 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 a23 8001 Street Maintenance Services Supervisor 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 a23 8002 Waste Water Maintenance Services Superviso 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 6,790 81,480 a22 2430 Lead Code Compliance Inspector 5,441 65,292 5,714 68,568 6,002 72,024 6,307 75,684 6,627 79,524 a21 2424 Associate Planner 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 3452 Building Inspector/Combination 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 3451 Building Inspector/Electrical 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 2473 Civil Engineer I 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A STEP B STEP C STEP D STEP E AFSCME, Local 2170 Increase effective January 1, 2015 Appendix - Index of Positions and Pay Ranges 7 - 10 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A STEP B STEP C STEP D STEP E AFSCME, Local 2170 Increase effective January 1, 2015 a21 2200 Communications Specialist II 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 3472 Construction Inspector 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 5130 Emergency Management Coordinator 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 3089 Facilities Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 3440 Fire Inspector III 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 5111 GIS Analyst I 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 8006 Parks Maintenance Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 2412 Service Desk Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 3476 Signal/Electronics Systems Technician II 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 2417 Systems Analyst/Programmer 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 8004 Traffic Signage & Marking Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 8000 Water Maintenance Services Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a21 3473 Water Utilities Maintenance Supervisor 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 6,466 77,592 a20 2402 Economic Development Specialist 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 6,307 75,684 a20 2487 Housing Repair Coordinator 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 6,307 75,684 a20 2489 Human Services Coordinator 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 6,307 75,684 a20 2419 Network Systems Specialist 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 6,307 75,684 a19 6128 Accounting Supervisor 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 a19 2427 Code Compliance Inspector 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 a19 7182 Electrical Technician 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 a19 3453 Energy Plans Reviewer/Permit Representative 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 a19 2471 Engineering Specialist II 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 a19 3441 Fire Inspector II 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 a19 3447 Fire Plans Reviewer/Inspector II 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 a19 3485 HVAC Systems Technician 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 a19 7172 Lead Vehicle & Equipment Mechanic 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 a19 8178 Water Utility Instrumentation/SCADA Technic 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 6,154 73,848 a18 3456 Development Services Representative 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 a18 5195 Farmers Market Coordinator 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 a18 3480 Lead Water Utility Pump Station Mechanic 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 a18 2015 Probation Officer 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 a18 2083 Recreation Program Coordinator 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 6,002 72,024 a17 2423 Assistant Planner 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 a17 8008 Custodial Maintenance Supervisor 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 a17 3442 Fire Inspector I 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 a17 3445 Fire Plans Reviewer/Inspector I 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 a17 8374 Maintenance Buyer 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 a17 5001 Paralegal 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 a17 5113 Service Desk Technician 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 a17 3477 Signal/Electronics Systems Technician I 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 a17 3470 Water Quality/Treatment Plant Operator 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 a17 6270 Web Specialist 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 5,857 70,284 a16 8284 Lead Golf Course Maintenance Worker 4,693 56,316 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 a16 8074 Lead Maintenance Services Worker 4,693 56,316 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 a16 8080 Lead Parks Maintenance Worker 4,693 56,316 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 a16 5194 Neighborhood Program Assistant 4,693 56,316 4,929 59,148 5,176 62,112 5,441 65,292 5,714 68,568 a15 7181 Facilities Technician II 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 a15 7184 Grounds Equipment Mechanic 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 a15 6161 Lead Judicial Specialist 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 a15 8174 Lift Station Technician 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 a15 5122 Planning Technician 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 a15 7170 Vehicle & Equipment Mechanic 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 a15 3474 Water Utility Maintenance Technician 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 a15 5180 Senior Program Specialist 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 5,576 66,912 a14 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112 5,441 65,292 a13 3471 Engineering Specialist I 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 a13 7180 Facilities Technician I 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 a13 7110 Print & Mail Supervisor 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 a13 8177 Signal/Electronics Systems Assistant II 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 a13 5179 Program Specialist 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 a13 6264 Lead Payroll Analyst 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 5,306 63,672 Appendix - Index of Positions and Pay Ranges 7 - 11 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A STEP B STEP C STEP D STEP E AFSCME, Local 2170 Increase effective January 1, 2015 a12 2201 Communications Specialist I 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112 a12 3444 Fire Code Inspector Trainee 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112 a12 8283 Golf Course Maintenance Worker III 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112 a12 8173 Maintenance Services Worker III 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112 a12 5011 Multimedia/Records Specialist 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112 a12 8083 Parks Maintenance Worker III 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112 a12 8573 Traffic Maintenance Worker II 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 5,176 62,112 a11 8473 Airport Maintenance Worker 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 a11 7173 Fleet Management Technician 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 a11 8183 Lead Maintenance Custodian 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 a11 6265 Payroll Analyst 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 a11 5012 Records Management Coordinator 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 a11 2486 Recreation Specialist 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 5,048 60,576 a10 6164 Judicial Specialist/Trainer 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 a10 6263 Permit Technician 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 a10 6163 Probation Clerk 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 4,929 59,148 a09 6131 Accounting Assistant IV 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 a09 6151 Administrative Secretary I 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 a09 6152 Fire District Liaison 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 a09 8286 Golf Course Operations Assistant 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 a09 8070 Mechanic's Assistant 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 a09 5010 Records Management Specialist 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 a09 5160 Recreation Systems Technician 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 a09 8176 Signal/Electronics Systems Assistant I 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 4,806 57,672 a08 8282 Golf Course Maintenance Worker II 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 a08 7126 Housing Repair Technician 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 a08 6162 Judicial Specialist 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 a08 6109 Lead Office Assistant 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 a08 8172 Maintenance Services Worker II 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 a08 8082 Parks Maintenance Worker II 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 a08 8375 Purchasing Assistant 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 a08 8572 Traffic Maintenance Worker I 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 4,693 56,316 a07 6132 Accounting Assistant III 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 a07 6165 Legal Assistant 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 a07 8184 Maintenance Custodian 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 a07 7112 Print & Mail Operator 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 a07 6142 Secretary II 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 a07 8110 Water Meter Technician 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 4,573 54,876 a06 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024 4,466 53,592 a05 6134 Accounting Assistant II 3,577 42,924 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 a05 6130 Office Assistant III 3,577 42,924 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 a05 6141 Secretary I 3,577 42,924 3,758 45,096 3,945 47,340 4,146 49,752 4,355 52,260 a04 8281 Golf Course Maintenance Worker I 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024 a04 8181 Lead Custodian 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024 a04 8171 Maintenance Services Worker I 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024 a04 8081 Parks Maintenance Worker I 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024 a04 6282 Pro Shop Assistant 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024 a04 8576 Solid Waste Maintenance Worker 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 4,252 51,024 a03 6136 Accounting Assistant I 3,406 40,872 3,577 42,924 3,758 45,096 3,945 47,340 4,146 49,752 a03 6120 Office Assistant II 3,406 40,872 3,577 42,924 3,758 45,096 3,945 47,340 4,146 49,752 a02 3,328 39,936 3,492 41,904 3,670 44,040 3,850 46,200 4,045 48,540 a01 8182 Custodian 3,242 38,904 3,406 40,872 3,577 42,924 3,758 45,096 3,945 47,340 a01 6111 Office Assistant I 3,242 38,904 3,406 40,872 3,577 42,924 3,758 45,096 3,945 47,340 149 Appendix - Index of Positions and Pay Ranges 7 - 12 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A STEP B STEP C STEP D STEP E AFSCME, Local 2170 Increase effective January 1, 2015 Completion of 5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs $318 per month 5% Step a13E per month LONGEVITY PAY (Article 13.1) Step a13, E = $5,306 2% Step a13E $106 per month $159 per month 4% Step a13E The City contributes 4% of employee's base wage per year to a deferred compensation account. (Article 14, MOU) $265 $212 per month 3% Step a13E 6% Step a13E Appendix - Index of Positions and Pay Ranges 7 - 13 COLA 2.5% Grade Code Monthly Annual Monthly Annual Fire/Emergency Services Admin     For salary information, see Management & Supervisory Matrix, Grade m49 Deputy Fire Chief     For salary information, see Management & Supervisory Matrix, Grade m45 f73 1548 Fire Battalion Chief/Safety Officer 9,684 116,208 9,684 116,208 1 Years of Service Completion of   5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs firefighter entrance combat challenge.  (Section 7.6.2)           ‐ 2,430 Hours/Year           ‐ 46.6 Hours/Week NOTE:  The items listed above apply only to the Battalion Chiefs.  Please refer to the current labor  agreement. DEFERRED COMPENSATION/ INCOME PROTECTION PLAN  (Article 7.6)           ‐  City contributes 5.5% of employee's base wage per year to a deferred comp or other income protection plan. (Section 7.6.1)           ‐ The City will contribute 2.5% of employee's base wage per year to deferred comp plan for successfully completing the annual UNIFORM ALLOWANCE (Article 15.1)           ‐ The Uniform allowance is 1.25% of top step of firefighter annual base pay. HOURS OF WORK (Article 10, Appendix A) Four Year & Fire Science Degrees  2% $132             per pay period. EDUCATIONAL INCENTIVE PAY (Article 7.4)           Percentage (%) applicable to base firefighter's salary (Step D), rounded to nearest whole dollar.           ‐ Personnel assigned to day shift for 30 consecutive days or more (excluding light duty) shall receive an additional 5% of base wage 2%$132 4%$264 6%$396 10%$659 12%$791 DAY SHIFT DIFFERENTIAL (Article 10.4) Percentage Monthly Amount 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  FIRE DEPARTMENT ‐ Chiefs STEP A STEP B STEP C STEP D BASE SALARY Increase effective January 1, 2015 Position Title LONGEVITY PAY (Article 7.2) Longevity is based on the following schedule, rounded to the nearest whole dollar. % of D Step Fire Fighter =$6,593 Appendix - Index of Positions and Pay Ranges 7 - 14 COLA 2.25% Grade Code Monthly Annual Monthly Annual f72 2041 Fire Captain 8,568 102,816 8,568 102,816 (13% over Lieutenant) f71 2042 Fire Lieutenant 7,582 90,984 7,582 90,984 (15% over D Step Fire Fighter)  f70 4141 Firefighter   4,915 58,980 5,021 60,252 5,423 65,076 6,593 79,116 3 Years of Service Completion of   5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs firefighter entrance combat challenge.  (Article 15.2)           ‐ 2,430 Hours/Year           ‐ 46.6 Hours/Week NOTE:  Please refer to the current labor agreement for specific information. DEFERRED COMPENSATION/ INCOME PROTECTION PLAN (Article 15)           ‐  City contributes 5.5% of employee's base wage per year to a deferred comp or other income protection plan. (Article 15.1)           ‐  The City will contribute 2.5% of employee's base wage per year to deferred comp plan for successfully completing the annual UNIFORM ALLOWANCE (Article 6.2)           ‐ The Uniform allowance is 1.25% of top step of firefighter annual base pay. HOURS OF WORK (Article 4.2, Appendix A.2) Four Year & Fire Science Degrees  6% $396 Fire Science Certification  2% $132 Fire Science Degree (two years)  4% $264             per pay period. EDUCATIONAL INCENTIVE PAY (Article 9.1)           Percentage (%) applicable to base firefighter's salary (Step D), rounded to nearest whole dollar. Monthly %Step D           ‐ Personnel assigned to day shift for 30 consecutive days or more (excluding light duty) shall receive an additional 5% of base wage 2%$132 4%$264 6%$396 10%$659 12%$791 DAY SHIFT DIFFERENTIAL (Article 6.4) Percentage Monthly Amount 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  FIRE DEPARTMENT ‐ Firefighters STEP A STEP B STEP C STEP D BASE SALARY Increase effective January 1, 2015 Position Title LONGEVITY PAY (Article 12, Appendix B) Longevity is based on the following schedule, rounded to the nearest whole dollar. % of D Step Fire Fighter =$6,593 Appendix - Index of Positions and Pay Ranges 7 - 15 COLA 2.5% Grade Code Monthly Annual Monthly Annual Police Chief See Management & Supervisory Matrix, Grade m49 Police Deputy Chief See Management & Supervisory Matrix, Grade m45 Police Commander See Management & Supervisory Matrix, Grade m37 pc61 3035 Sergeant*7,638 91,656 8,020 96,240 (15% over Police Officer)*Step increase at 24 months pc60 4131 Police Officer 4,963 59,556 5,383 64,596 5,807 69,684 6,223 74,676 6,642 79,704 2 Percent      Interpreters ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Detectives ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐4%      Traffic Assignment‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐4%      Canine Officer ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Corporal Assignment ‐‐‐‐‐‐‐‐‐‐‐7.5%      Field Training Officer ‐‐‐‐‐‐‐‐‐‐‐4%      Training Officer‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐4%      SWAT Assignment ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐4%      SRO Assignment‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐4%      Patrol Officer ‐ 12 Hr Diff‐‐‐‐‐‐6.25%      Civil Disturbance Unit ‐‐‐‐‐‐‐‐‐‐Paid at rate of double time with 3 hrs minimum when called to emergency.     Crisis Communication Unit‐‐‐‐‐Paid at rate of double time with 3 hrs minimum when called to emergency. Percentage (of base wage) Percentage (of base wage) ‐ ‐ ‐ ‐ 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  POLICE DEPARTMENT ‐ Commissioned Officers Increase effective January 1, 2015 STEP ASTEP BSTEP CSTEP DSTEP E Position Title HAZARD DUTY AND PREMIUM PAY (Article 6.7 and 6.8) MONTHLY LONGEVITY PAY  (Appendix B) Years of Service Completion of   5 Yrs 2% Completion of 10 Yrs 4% Completion of 15 Yrs 6% Completion of 20 Yrs 10% Completion of 25 Yrs 12% MONTHLY EDUCATIONAL INCENTIVE PAY  (Appendix B) AA Degree (90 credits)4% NOTE:  Please refer to the current labor agreement for specific information. BA Degree/Masters Degree 6% The City also contributes 3.0% of employee's wage base toward deferred compensation. (Appendix A.2.3) The City will contribute 3.0% of employee's wage base toward deferred compensation for passing physical fitness prior to  beginning of each calendar year. (Article 6.8.4, and Appendix A.2.4) Police Patrol:  Effective 7‐1‐95, schedule revised to 12 hour (3 on/3 off) shift resulting in additional 109 hours worked per  officer per year.  2,189 hours per year total. Effective January 1, 2008, Sergeants assigned to Investigation and Traffic Unit will not receive the 3% premium if they have  been in the position of Sergeant for 24 months. Appendix - Index of Positions and Pay Ranges 7 - 16 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual pn56 4133 Electronic Home Detention Coord 4,302 51,624 4,643 55,716 5,112 61,344 5,620 67,440 5,900 70,800 pn54 4138 Police Community Prgm Coord 4,360 52,320 4,712 56,544 5,176 62,112 5,580 66,960 5,860 70,320 pn54 4120 Crime Analyst 4,360 52,320 4,712 56,544 5,176 62,112 5,580 66,960 5,860 70,320 pn61 4121 Domestic Violence Victim Advocate 4,070 48,840 4,421 53,052 4,915 58,980 5,401 64,812 5,687 68,244 pn53 3432 Evidence Technician 4,104 49,248 4,429 53,148 4,875 58,500 5,364 64,368 5,639 67,668 pn58 6178 Police Service Specialist Supv 5,635 67,620 5,635 67,620 (15% above Specialist, Step E) pn60 3,881 46,572 4,216 50,592 4,684 56,208 5,150 61,800 5,419 65,028 pn52 4135 Animal Control Officer 3,871 46,452 4,185 50,220 4,602 55,224 5,061 60,732 5,314 63,768 pn57 6182 Police Service Specialist Lead 5,268 63,216 5,268 63,216 (7.5% above Specialist, Step E) pn62 6181 Police Service Specialist 3,570 42,840 3,856 46,272 4,244 50,928 4,669 56,028 4,900 58,800 pn51 6183 Police Secretary 3,344 40,128 3,610 43,320 3,974 47,688 4,373 52,476 4,588 55,056 pn50 4137 Parking Enforcement Officer 3,009 36,108 3,272 39,264 3,638 43,656 4,041 48,492 4,238 50,856 11  3% of base pay (Article 6.5.2) 4% of base pay (Article 6.5.1) Double time with 3 hrs min (Article 6.4) crease effective January 1, 2015 STEP D BA/BS Degree or Masters Degree Completion of 25 Yrs 6% 10% STEP CSTEP BSTEP ESTEP A 12% 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  POLICE NON‐COMMISSIONED‐ MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE (Article 12, Appendix B.1) NON‐ COMMISSIONED PREMIUM PAY (Articles 6.4 and 6.5) Completion of 20 Yrs Percentage (of base wage) POLICE DEPARTMENT ‐ Non‐Commissioned Officers 2% 4% 6% Years of Service Interpreter Premium………………………………..………………….……………. Field Training Officer, FTO (Police Service Specialist)…………........… Crisis Communication Unit………………………………………..…...……… Completion of 15 Yrs Completion of 10 Yrs Completion of   5 Yrs ‐ The City will contribute an additional 3.0% of employee's wage base toward deferred comp for passing physical fitness prior to  beginning of each calendar year. (Article 6.8.3) ‐ The City contributes 4.0% of the employee's base wage to a deferred comp.  (Appendix A.3) MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE (Appendix B.2) AA Degree (90 credits)4% Percentage (of base wage) Appendix - Index of Positions and Pay Ranges 7 - 17 HR USE ONLY CODE Range From… Range To… 9900 9.47 75.00 Grade STEP A STEP B STEP C STEP D STEP E h03 9.47 9.50 9.75 h04 10.00 10.25 10.50 10.75 11.00 h05 11.25 11.50 11.75 12.00 12.25 h06 12.50 12.75 13.00 13.25 13.50 h07 13.75 14.00 14.25 14.50 14.75 h08 15.00 15.25 15.50 15.75 16.00 h09 16.25 16.50 16.75 17.00 17.25 h10 17.50 17.75 18.00 18.25 18.50 h11 18.75 19.00 19.25 19.50 19.75 h12 20.00 20.50 21.00 21.50 22.00 h13 22.50 23.00 23.50 24.00 24.50 h14 25.00 25.50 26.00 26.50 27.00 h15 27.50 28.00 28.50 29.00 29.50 h16*1.00 h17 30.00 35.00 40.00 45.00 50.00 h18 55.00 60.00 65.00 70.00 75.00 From… To… Engineering Aide $9.47 $18.50 Planning Specialist $9.47 $22.00 Laborer $9.47 $13.50 Lifeguard/Aquatics $9.47 $14.50 IT Service Desk Intern $12.00 $16.00   Recreation Leader $9.47 $12.00 Recreation Program Manager $9.47 $14.50 Asst. Recreation Program Mgr $9.47 $12.25 Instructor*$1.00 Program Coordinator $20.00 $75.00 Temporary (Non‐Regular, Seasonal, Intermittent, and Project Specific) positions #9900 series *Note:  Pay grade h16 listed above is for instructors; the pay is listed as $1.00 because instructors receive a  percentage of the class revenue, based on how many students attend their class. 2015 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  HOURLY TEMPORARY SALARY SCHEDULE SUGGESTED SALARY RANGES BY POSITION TYPE SALARY RANGEPosition Title Appendix - Index of Positions and Pay Ranges 7 - 18 Rev. December, 2014 Appendix - Rates and Fees Schedule 7 - 19 Table of Contents Page SECTION I. MISCELLANEOUS FEES 7 ‐ 21 SECTION II. MAPLEWOOD GOLF COURSE 7 ‐ 22 SECTION III. CITY CENTER PARKING FEES 7 ‐ 23 SECTION IV. AQUATIC FEES 7 ‐ 23 SECTION V. CARCO THEATRE (Repealed)7 ‐ 24 SECTION VI. PARKS AND FACILITIES USE AND RENTAL 7 ‐ 24 SECTION VII. COMMUNITY CENTER PASS CARD & FEES 7 ‐ 26 SECTION VIII. AIRPORT CHARGES 7 ‐ 27 SECTION IX. ANIMAL LICENSES 7 ‐ 27 SECTION X. BUSINESS LICENSES 7 ‐ 27 SECTION XI. ADULT ENTERTAINMENT LICENSES 7 ‐ 28 SECTION XII. DEVELOPMENT FEES 7 ‐ 28 Building Fees 7 ‐ 28 Land Use Review Fees 7 ‐ 33 Public Works Fees 7 ‐ 34 Fire Department Community Risk Reduction Fees 7 ‐ 39 Technology Surcharge Fee 7 ‐ 40 Impact Fees 7 ‐ 40 SECTION XIII. EMERGENCY SERVICES (effective date is deferred until further notice) 7 ‐ 41 Appendix - Rates and Fees Schedule 7 - 20 City of Renton Fee Schedule   TYPE OF FEES 2014 2015 2016 SECTION I. MISCELLANEOUS FEES 1. Maps: a. Zoning maps ‐ standard 11 x 17 $4.00 $4.00 $4.00 b.  Zoning maps ‐ large 24 x 36 $12.00 $12.00 $12.00 c.  Comprehensive Plan map ‐ standard 11 x 17 $4.00 $4.00 $4.00 d.  Comprehensive Plan map ‐ large 24 x 36 $12.00 $12.00 $12.00 e.  Precinct maps $5.00 $5.00 $5.00 2. Plat: a.  First page $2.00 $2.00 $2.00 b.  Each additional page $1.00 $1.00 $1.00 3. Photocopies:  a.  Each 8.5" x 11" or 8.5" x 14"$0.15 $0.15 $0.15 b.  Each 11" x 17"$0.20 $0.20 $0.20 c.  Each 8.5" x 11" or 8.5" x 14" color $0.25 $0.25 $0.25 4. Budget: a.  City's Budget $10.00 $10.00 $10.00 b.  City's Budget to other municipality or quasi‐municipal N/C N/C N/C corporation or other nonprofit charitable or education organization 5. Audio or Video Recording Copies: a.Audio recording, each copy $2.00 $2.00 $2.00 b.Video recording, each copy $2.00 $2.00 $2.00 6. Regulations and Plans: a.Comprehensive Plan and Map $30.00 $30.00 $30.00 b.Title IV, Development Regulations: (i) Text and Zoning Map $110.00 $110.00 $110.00 (ii) Text only $100.00 $100.00 $100.00 c.Individual Chapters of Development Regulations $10.00 $10.00 $10.00 d. Renton Municipal Code (two volumes)$400.00 $400.00 $400.00 e.Code Supplements, per year: (i) Titles I ‐ III and VI ‐ X $70.00 $70.00 $70.00 (ii) Title IV $70.00 $70.00 $70.00 7. Miscellaneous Services: a.Certification and Notary Fees ‐ Clerk's Certification $10.00 $10.00 $10.00 b.Notary Public Attestation or Acknowledgement or as $6.00 $6.00 $6.00 otherwise provided for in RCW 42.28.090, per signature c.Hold Harmless Agreements and other similar documents $20.00 $20.00 $20.00 not otherwise provided for d.Lamination of licenses, pictures $6.00 $6.00 $6.00 e.Review of Shopping Cart Containment and $150.00 $150.00 $150.00 Retrieval Plans f.Community Development Block Grants (CDBG) Loan Program: (i) Application Fee ‐$200.00 $200.00 (ii) Loan Origination Fee ‐ $150 or 0.25% of  loan amount,  whichever is  greater $150 or 0.25% of  loan amount,  whichever is  greater (iii) Closing Costs (including any legal fees)‐50% of total  actual costs 50% of total  actual costs Appendix - Rates and Fees Schedule 7 - 21 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 8. Miscellaneous Charges for Police Services: a.Police Reports per page $0.15 $0.15 $0.15 b.Record Checks (Written Response) $5.00 $5.00 $5.00 c.Photographs ‐ Digital on CD $2.00 $2.00 $2.00 d.Photographs ‐ black & white or color ‐ Cost Cost Cost Cost of developing film e.Fingerprint Cards $5.00 $5.00 $5.00 (i) Each additional card $1.00 $1.00 $1.00 9. Charges for Fire Documents: a.Fire reports per page $0.15 $0.15 $0.15 b.Fire investigative report on CD $2.00 $2.00 $2.00 c.First copy ‐ black & white or color ‐ Cost of developing film Cost Cost Cost d.Additional copy ‐ black & white or color ‐ Cost of developing film Cost Cost Cost 10. Computer Listings: a.City of Renton new business list $10.00 $10.00 $10.00 b.List of all business licenses $20.00 $20.00 $20.00 c.Copies requested to be faxed, local number $3.00 $3.00 $3.00 d.Copies requested to be faxed, long distance number (i) One (1) ‐ five (5) pages $10.00 $10.00 $10.00 (ii) Six (6) or more pages (ten (10) page limit)$20.00 $20.00 $20.00 11. Utility Fee: a.Special Request Water Meter Reading $30.00 $30.00 $30.00 b.Utility New Account Setup $25.00 $25.00 $25.00 c.Utility Billing Account Transfer (tenant billing form)$5.00 $5.00 $5.00 d.Water utility outstanding balance search requested by $25.00 $25.00 $25.00 fax, messenger, or letter 12. Schedule of Fines for False Alarms ‐ Security/Burglar: a.First, second, and third false alarms in a N/C N/C N/C registration year* b.Fourth and fifth false alarms in a registration year*$50.00 $50.00 $50.00 c.Sixth false alarm and successive false alarms in a $100.00 $100.00 $100.00 registration year* d.Late Registration Penalty $50.00 $50.00 $50.00 e.Late False Alarm Payment Penalty $25.00 $25.00 $25.00 f.Appeal Hearing Cancellation Fee $10.00 $10.00 $10.00 *A registration year shall mean January 1 thru December 31 each year. 13. NSF Check Fees $25.00 $25.00 $25.00 14. Veteran Park Tile: Three lines $75.00 $75.00 $75.00 Note:  Should total of Section I fees due is less than $4.00 and not other fee is due to the city at the same time, the department administrator may authorize to waive the entire amount due at their discretion. SECTION II. MAPLEWOOD GOLF COURSE 1. Green Fees: The cost of golf course green fees shall be as follows. For purposes of this section, "weekend" shall mean Friday, Saturday, and Sunday. "Weekday" shall mean the remaining four days of the week. "Junior" shall mean ages 17 and under, "Senior" shall mean ages 62 and over. a.Weekday: (i) 18 Hole $32.00 $34.00 $34.00 (ii) 9 Hole $24.00 $25.00 $25.00 (iii) 18 Hole, Senior $24.00 $25.00 $25.00 (iv) 9 Hole, Senior $16.00 $17.00 $17.00 (v) 18 Hole, Junior $16.00 $18.00 $18.00 (vi) 9 Hole, Junior $12.00 $14.00 $14.00 b.Weekend: (i) 18 Hole $38.00 $40.00 $40.00 (ii) 9 Hole $24.00 $25.00 $25.00 Appendix - Rates and Fees Schedule 7 - 22 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 2. Club Rental $15.00 $15.00 $15.00 3. Golf Cart Fees: a.18 Hole $26.00 $26.00 $28.00 b.9 hole $16.00 $16.00 $17.00 c.Single Rider $18.00 $18.00 $20.00 4. Driving Range Fees: a.Large Bucket $7.00 $7.00 $8.00 b.Small Bucket $4.00 $4.00 $5.00 c.Warm‐up Bucket $2.00 $2.00 $3.00 5. Lesson Fees: a.1/2 Hour Private $40.00 $40.00 $45.00 b.1 Hour Private $60.00 $60.00 $65.00 c.1/2 Hour Series Private $140.00 $140.00 $160.00 d.1 Hour Series Private $220.00 $220.00 $240.00 e.Group Series $90.00 $90.00 $100.00 f.1/2 Hour Private, Junior $20.00 $20.00 $25.00 g.Playing Lesson(3‐hole minimum/9‐hole maximum) per hole ‐‐$15.00 SECTION III. CITY CENTER PARKING FEES 1. CITY CENTER GARAGE PARKING FEES Parking rates for retail parking will be as follows: a.Zero (0) ‐ two (2) hours N/C N/C N/C b.Two (2) ‐ four (4) hours $2.00 $2.00 $2.00 c.Four (4) ‐ six (6) hours $4.00 $4.00 $4.00 d.Six (6) or more hours $6.00 $6.00 $6.00 e. Full‐day parking, monthly pass‐holders, tax and admin fee included $42.32 $42.32 $42.32 Discounted Rate: A discounted rate for parking in the long‐term, card‐accessed areas of the garage and in City surface parking lots will be provided for any person or entity who lease(s) three (3) or more parking spaces(s) for at least a six (6) month period. The fees will be as negotiated. 2. Main Street Parking Lot a.Zero (0) ‐ four (4) hours N/C N/C N/C b. Full‐day parking, monthly pass‐holders only, tax and admin fee included $42.32 $42.32 $42.32 SECTION IV. AQUATIC FEES 1. Admission for the Aquatic Center shall be as follows: a.Regular Session: (i) Resident infants ‐ under 1 year N/C N/C N/C (ii) Non‐resident infants ‐ under 1 year N/C N/C N/C (iii) Resident youth ‐ 1 to 4 years $4.00 $4.00 $4.00 (iv) Non‐resident youth ‐ 1 to 4 years $8.00 $8.00 $8.00 (v) Resident ages 5 and up $8.00 $8.00 $8.00 (vi) Non‐resident ages 5 and up $14.00 $14.00 $14.00 (vii) Resident lap swim ‐ water walking only $3.00 $3.00 $3.00 (viii) Non‐resident lap swim ‐ water walking only $4.50 $4.50 $4.50 b.Season Pass: (i) Resident infants ‐ under 1 year N/C N/C N/C (ii) Non‐resident infants ‐ under 1 year N/C N/C N/C (iii) Resident ages 1 and up $50.00 $60.00 $60.00 (iv) Non‐resident ages 1 and up $100.00 $120.00 $120.00 c.Miscellaneous Rates: (i) Resident regular session per person rate (group rates)$10.00 $10.00 $10.00 (ii) Non‐resident regular session per person rate $16.00 $16.00 $16.00 (iii) Locker Rental $0.25 $0.25 $0.25 *Group Rates: Group rates offer guaranteed admission for the group. In order to qualify for a group rate, the  group must consist of ten (10) or more persons, and the session must be scheduled in advance. Please note that the number of groups may be limited each day. Staff has the authority to offer discounted daily rates for partial sessions or Renton‐only events. Appendix - Rates and Fees Schedule 7 - 23 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 d.Canopy Rental Fees: (includes canopy and admission for one leisure swim session): (i) Henry Moses Party Tent #1  (10' x 20' for up to twenty‐five (25) guests): (1) Resident Rate, per session $240.00 $300.00 $300.00 (2) Non‐resident Rate, per session $370.00 $450.00 $450.00 (ii) Henry Moses Party Tent #2  (10' x 10' for up to fifteen (15) guests): (1) Resident Rate $155.00 $200.00 $200.00 (2) Non‐Resident Rate $240.00 $290.00 $290.00 *Sales tax not included in the rental fee e.Resident Rate all inclusive $1,350.00 $1,500.00 $1,500.00 f.Non‐resident Rate all inclusive $1,350.00 $1,500.00 $1,500.00 g.Swim Lesson Program: (i) Resident swim lesson per lesson $7.00 $7.00 $7.00 (ii) Non‐resident swim lesson per lesson $9.00 $9.00 $9.00 h.End‐of‐year School Party Rentals: (i) Renton School District (1) 001 ‐ 299 students $1,900.00 $1,900.00 $1,900.00 (2) 300 ‐ 399 students $2,250.00 $2,250.00 $2,250.00 (3) 400 ‐ 499 students $2,400.00 $2,400.00 $2,400.00 (4) 500 ‐ 599 students $2,550.00 $2,550.00 $2,550.00 (ii) Other Schools and Districts (1) 001 ‐ 299 students $2,450.00 $2,450.00 $2,450.00 (2) 300 ‐ 399 students $2,850.00 $2,850.00 $2,850.00 (3) 400 ‐ 499 students $3,150.00 $3,150.00 $3,150.00 (4) 500 ‐ 599 students $3,360.00 $3,360.00 $3,360.00 2. Boat Launch Rates: a.Daily resident ‐ 7 days a week $10.00 $10.00 $10.00 b.Daily Non‐resident ‐ 7 days a week $20.00 $20.00 $20.00 c.Overnight resident ‐ 7 days a week $20.00 $20.00 $20.00 d.Overnight Non‐resident ‐ 7 days a week $40.00 $40.00 $40.00 e.Annual parking permit ‐ resident $50.00 $60.00 $60.00 f.Annual parking permit ‐ non‐resident $100.00 $120.00 $120.00 g.Additional sticker (launching permit)$5.00 $5.00 $5.00 h.Fishing Tournaments at Coulon Beach (additional rental fee if $50.00 $50.00 $50.00 using the Pavilion area for weigh in and or electricity at the current rental rate) per event SECTION V. CARCO THEATRE (Repealed) SECTION VI. PARKS AND FACILITIES USE AND RENTAL 1. Outlying Picnic Shelters (Cedar River Trail, Liberty Park, Phillip Arnold Park, Teasdale Park and Heritage Park) Maximum of 75 people: a.Resident 8:30am‐1:30pm/3:30pm‐8:30pm $90.00 $90.00 $90.00 b.Non‐resident 8:30am‐1:30pm/3:30pm‐8:30pm $180.00 $180.00 $180.00 c.Full day resident 8:30am‐sunset $140.00 $140.00 $140.00 d.Full day non‐resident 8:30am‐sunset $270.00 $280.00 $280.00 2. Gene Coulon Beach Park Shelters (South #1, South #2 and Creekside) Maximum of 75 people: a.Resident 8:30am‐1:30pm/3:30pm‐8:30pm $100.00 $100.00 $100.00 b.Non‐resident 8:30am‐1:30pm/3:30pm‐8:30pm $180.00 $180.00 $180.00 c.Full day resident 8:30am‐sunset $140.00 $140.00 $140.00 d.Full day non‐resident 8:30am‐sunset $260.00 $260.00 $260.00 e.South Shelters 1 & 2 Resident rate $300.00 $300.00 $300.00 f.South Shelters 1 & 2 Non‐resident rate $600.00 $600.00 $600.00 Appendix - Rates and Fees Schedule 7 - 24 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 3. Gene Coulon Beach Park Shelters (North Shelter): a.Resident 8:30am‐1:30pm/3:30pm‐8:30pm $120.00 $120.00 $120.00 b.Non‐resident 8:30am‐1:30pm/3:30pm‐8:30pm $240.00 $240.00 $240.00 c.Full day resident 8:30am‐sunset under 75 people $160.00 $160.00 $160.00 d.Full day resident 8:30am‐sunset 76 ‐ 100 people $190.00 $190.00 $190.00 e.Full day non‐resident 8:30am‐sunset under 75 people $320.00 $320.00 $320.00 f.Full day non‐resident 8:30am‐sunset 76 ‐ 100 people $380.00 $380.00 $380.00 4. Tennis, Basketball and Sand Volleyball court rate per hour (Tournament Play Only): a.Tennis court $5.00 $10.00 $10.00 b.Park basketball court $5.00 $10.00 $10.00 c.Sand volleyball court $5.00 $10.00 $10.00 5. Catering and Event Rate (All city parks apply): a.Resident half day $200.00 $200.00 $200.00 b.Resident full day $350.00 $350.00 $350.00 c.Non‐resident half day $400.00 $400.00 $400.00 d.Non‐resident full day $700.00 $700.00 $700.00 6. Inflatable and big toy rate, each. Along with rental fee for the use of $50.00 $50.00 $50.00 City facility for each inflatable or big toy, Applicant or Renter shall provide proof of insurance naming the City of Renton as additional insured. 7. Open Space Area in the Parks (Cascade, Teasdale, Phillip Arnold, Cedar River, Earlington, Gene Coulon, Glencoe, Kennydale Lions, Sunset, and Riverview Parks): a.Resident rate per hour $10.00 $10.00 $10.00 b.Non‐resident rate per hour $25.00 $25.00 $25.00 8. Photo Shoots per hour:$40.00 $40.00 $40.00 a.Commercial Film and Photo Shoots per hour $300.00 $300.00 $300.00 9. Athletic Field Rental, Lights and Prep Fees: a.Sports field rental per hour ‐ resident $25.00 $25.00 $25.00 b.Sports field rental per hour ‐ non‐resident $30.00 $30.00 $30.00 c.Renton Area Youth Sports Agencies, per hour $6.00 $6.00 $6.00 d.Field prep for softball/baseball ‐ resident per occurrence $30.00 $30.00 $30.00 e.Field prep for soccer ‐ resident per occurrence $45.00 $45.00 $45.00 f.Field prep other ‐ resident per occurrence Varies Varies Varies g.Field prep for softball/baseball ‐ $35.00 $35.00 $35.00 non‐resident per occurrence h.Field prep for soccer ‐ non‐resident per occurrence $50.00 $50.00 $50.00 i.Field prep other ‐ non‐resident per occurrence Varies Varies Varies j.Field lights all sports ‐ resident per hour $25.00 $25.00 $25.00 k.Field lights all sports ‐ non‐resident per hour $30.00 $30.00 $30.00 10. Banquet & Classroom Rental ‐ Community Center & Senior Activity Center: a.Friday 5 hour minimum ‐ resident $650.00 $650.00 $650.00 b.Weekend Rates 10 hour minimum ‐ resident $1,300.00 $1,300.00 $1,300.00 c.Extra hours ‐ per hour ‐ resident $130.00 $130.00 $130.00 d.Friday 5 hour minimum ‐ non‐resident $750.00 $750.00 $750.00 e.Weekend Rates 10 hour minimum ‐ non‐resident $1,500.00 $1,500.00 $1,500.00 f.Extra hours ‐ per hour ‐ non‐resident $150.00 $150.00 $150.00 g.Kitchen charge ‐ per hour $88.00 $100.00 $100.00 h.Banquet Room ‐ Mon ‐ Thurs ‐ resident/hr 3 hour min $85.00 $85.00 $85.00 i.Banquet Room ‐ Mon ‐ Thurs ‐ non‐resident/hr 3 hour min $90.00 $90.00 $90.00 j.Damage deposit ‐ senior center/community center ‐ $550.00 $550.00 $550.00 resident and non‐resident k.Contract violation fee ‐ per hour $165.00 $200.00 $200.00 Appendix - Rates and Fees Schedule 7 - 25 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 11. Classroom and Gymnasium Rental ‐ Renton Community Center: a.Resident single gym athletic ‐ per hour $45.00 $45.00 $45.00 b.Non‐resident single gym athletic ‐ per hour $50.00 $50.00 $50.00 c.Resident double gym athletic ‐ per hour $90.00 $90.00 $90.00 d.Non‐resident double gym athletic ‐ per hour $100.00 $100.00 $100.00 e.Resident single gym non‐athletic $550.00 $550.00 $550.00 f.Non‐resident single gym non‐athletic $660.00 $675.00 $675.00 g.Resident double gym non‐athletic $1,100.00 $1,100.00 $1,100.00 h.Non‐resident double gym non‐athletic $1,350.00 $1,350.00 $1,350.00 i.Carpet fee single gym ‐ resident & non‐resident $165.00 $175.00 $175.00 j.Carpet fee double gym ‐ resident & non‐resident $330.00 $350.00 $350.00 k.Classroom resident $35.00 $35.00 $35.00 l.Classroom Non‐resident $40.00 $40.00 $40.00 12. Birthday Party Packages: a.Bounce package ‐ resident $75.00 $75.00 $75.00 b.Sports package ‐ resident $65.00 $65.00 $65.00 c.Bounce package ‐ non‐resident $85.00 $85.00 $85.00 d.Sports package ‐ non‐resident $75.00 $75.00 $75.00 13. Facility Rental ‐ Neighborhood Center: a.Meeting room ‐ resident $35.00 $35.00 $35.00 b.Gymnasium ‐ resident $35.00 $35.00 $35.00 c.Meeting room ‐ non‐resident $40.00 $40.00 $40.00 d.Gymnasium ‐ non‐resident $40.00 $40.00 $40.00 SECTION VII. COMMUNITY CENTER PASS CARD & FEES 1.One Month Fitness Pass:  a.Resident $20.00 $20.00 $20.00 b.Non‐resident $24.00 $24.00 $24.00 2. Yearly Pass: a.Resident $200.00 $200.00 $200.00 b.Non‐resident $240.00 $240.00 $240.00 3. Racquetball Pass: a.Resident $55.00 $55.00 $55.00 b.Non‐resident $55.00 $55.00 $55.00 4. Community Center Drop In Fees: a.Resident adult/senior/student aerobics $6.00 $6.00 $6.00 b.Non‐resident aerobics $6.00 $6.00 $6.00 c.Resident basketball $3.00 $3.00 $3.00 d.Non‐resident basketball $3.00 $3.00 $3.00 e.Senior/student basketball $2.00 $2.00 $2.00 f.Resident volleyball $3.00 $3.00 $3.00 g.Non‐resident volleyball $3.00 $3.00 $3.00 h.Senior/student volleyball $2.00 $2.00 $2.00 i.Resident fitness $3.00 $3.00 $3.00 j.Non‐resident fitness $3.00 $3.00 $3.00 k.Senior/student fitness $2.00 $2.00 $2.00 l.Resident/senior/student shower pass $20.00 $20.00 $20.00 m.Non‐resident shower pass $20.00 $20.00 $20.00 n.Resident racquetball per hour $7.00 $7.00 $7.00 o.Non‐resident racquetball per hour $7.00 $7.00 $7.00 p.Senior/student racquetball per hour $7.00 $7.00 $7.00 q.Resident wallyball per hour $10.85 $10.85 $10.85 r.Non‐resident wallyball per hour $13.00 $13.00 $13.00 s.Senior/student wallyball per hour $9.75 $9.75 $9.75 Appendix - Rates and Fees Schedule 7 - 26 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 SECTION VIII. AIRPORT CHARGES 1.Airport Fuel Flow Charge:  per gallon $0.06 $0.06 $0.06 2.Transient airplane parking daily $4.00 $4.00 $4.00 3.Hangar wait list, one time fee $100.00 $100.00 $100.00 4.Tie‐down wait list, one time fee $25.00 $25.00 $25.00 5.Lost gate card fee per occurrence $50.00 $50.00 $50.00 6.T‐Hangar, Non‐Refundable Move‐in Fee $250.00 $250.00 $250.00 SECTION IX. ANIMAL LICENSES 1. Cat ‐ Annual: a.Cat Altered $30.00 $30.00 $30.00 b.Cat Altered ‐ qualified senior lifetime tag (max. 3)* $30.00 $0.00 $0.00 c.Cat Unaltered $45.00 $50.00 $50.00 d.Cat Unaltered ‐ qualified senior lifetime tag (max. 3)*$45.00 $0.00 $0.00 2. Dog ‐ Annual: a.Dog Altered $30.00 $30.00 $30.00 b.Dog altered ‐ qualified senior lifetime tag (max. 3)*$30.00 $0.00 $0.00 c.Dog Unaltered $45.00 $50.00 $50.00 d.Dog unaltered ‐ qualified senior lifetime tag (max. 3)*$45.00 $0.00 $0.00 3. Duplicate Tag $10.00 $10.00 $10.00 4. Additional Animal Permit, New and Annual Renewal $50.00 $50.00 $50.00 5. Penalty for not licensing $250.00 $250.00 $250.00 6. Late renewal fee $30.00 $30.00 $30.00 *Qualified senior shall mean residents sixty‐one (61) years of age or older, meeting the income guidelines as set forth in  Section 8‐4‐31C of the RMC. SECTION X. BUSINESS LICENSES 1. General Business License (Base fee  + Per hour fee = Total fee): a.Base fee  Registration Fee $45.00 $110.00 $110.00 b.Per hour fee, for each worker hour *$0.034 $0.0352 $0.0352 c.Minimum  Fee **$110.00 $110.00 $110.00 *Or $65 per full‐time equivalent employee based on 1920 worker hours   Per hour rate shall be adjusted every other year by Seattle‐Tacoma‐Bremerton, All Items, Urban Wage Earners and Clerical Workers (also known as CPI‐W) ending August 31, for the same two year period. **Minimum fee includes the $45 base fee and up to 1920 worker hours 2. Short Term Employment within the City: a.A temporary ninety (90) day license maybe purchased $50.00 $50.00 $50.00 for each FTE on a temporary job for* *Not to exceed 270 consecutive days 3. Penalties: a.The penalty to reinstate an expired business license $50.00 $50.00 $50.00 b.The penalty  for failure to obtain a business license $250.00 $250.00 $250.00 plus: payment of all license fee amounts still owing for the last three (3) years, plus a penalty of (20%) per annum for all amounts owing, plus any accounting, legal or administrative expenses incurred by the City in determining the nonreporting, or the unpaid portion over the last (3) years or in collecting the tax and/or penalty. c.Failure to pay the license fee within one day after the day on which it is due and payable pursuant to subsection C7 of Chapter 5 of the RMC shall render the business enterprise subject to a penalty of (5%) of the amount of the license fee for the first month of the delinquency and an additional penalty of (5%) for each succeeding month of delinquency, but not exceeding a total penalty of (25%) of the amount of such license fee. Appendix - Rates and Fees Schedule 7 - 27 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 SECTION XI. ADULT ENTERTAINMENT LICENSES 1. Every person applying for a adult entertainment license  shall pay the applicable nonrefundable application fee: a.Adult Entertainment Business License $750 $750 $750 b.Entertainer $75 $75 $75 c.Manager $75 $75 $75 d.License Replacement $10 $10 $10 2. Penalties: a.Civil Penalty, per violation $1,000 $1,000 $1,000 SECTION XII. DEVELOPMENT FEES 1. Building Fees a.Building Permit Fees: Building Permit Fees are payable prior to the issuance of a building permit Valuation is between: $1.00 to $500.00 Base Fee $28.00 $28.00 $28.00 $501.00 to $2,000.00 $28 + $3.65 x  each $100 value $28 + $3.65 x  each $100 value $28 + $3.65 x  each $100 value $2001.00 to 25,000.00 $82.75 + $16.75 x  each $,1000  value $82.75 + $16.75 x  each $,1000  value $82.75 + $16.75 x  each $,1000  value $25,001.00 to $50,000.00 $468 + $12 x  each $1,000  value $468 + $12 x  each $1,000  value $468 + $12 x  each $1,000  value $50,001.00 to $100,000.00 $768 + $8.35 x  each $1,000  value $768 + $8.35 x  each $1,000  value $768 + $8.35 x  each $1,000  value $100,001.00 to $500,000.00 $1,185.50 +  $6.70 x each  $1,000 value $1,185.50 +  $6.70 x each  $1,000 value $1,185.50 +  $6.70 x each  $1,000 value $500,001.00 to $1,000,000.00  $3,865.50 +  $5.65 x each  $1,000 value $3,865.50 +  $5.65 x each  $1,000 value $3,865.50 +  $5.65 x each  $1,000 value $1,000,001.00 and up $6,690.50 +  $4.35 x each  $1,000 value $6,690.50 +  $4.35 x each  $1,000 value $6,690.50 +  $4.35 x each  $1,000 value b.Combination Building Permit Fees: Combination Building Permit fees are required for each new single  family residential structure, and are payable prior to the issuance of a building permit (i) Plumbing up to 3,000 sq ft $150.00 $150.00 $150.00 (ii) Plumbing over 3,000 sq ft $175.00 $175.00 $175.00 (iii) Mechanical up to 3,000 sq ft $150.00 $150.00 $150.00 (iv) Mechanical over 3,000 sq ft $175.00 $175.00 $175.00 (v) Electrical up to 3,000 sq ft $75.00 $75.00 $75.00 (vi) Electrical over 3,000 sq ft $100.00 $100.00 $100.00 c.Building Plan Check Fee; In addition to the building permit fees or combination building permit fees, a plan check fee equal to sixty five percent (65%) of the permit fee will be charged on all building permits. Payable at the time of building permit application submittal. d.Demolition Permit Fee: (i) Residential $115.00 $115.00 $115.00 (ii) Commercial $115.00 $250.00 $250.00 e.State Building Code Fee: (i) All projects:$4.50 $4.50 $4.50 (ii) Multi‐family projects:$4.50 $4.50 $4.50 (1) Each additional card:$2.00 $2.00 $2.00 Appendix - Rates and Fees Schedule 7 - 28 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 f.Electrical Permit Fees: (i) Residential Fees ‐ Single ‐Family and Duplex (1) New Service ‐ Single Family and Duplex (a) Up to 200 AMP $70.00 $70.00 $70.00 (b) Over 200  AMP $80.00 $80.00 $80.00 (2) Service Changes/New Circuits ‐ Single  Family and Duplex: (a) Change up to 200 AMP $45.00 $60.00 $60.00 (b) Change over 200 AMP $60.00 $75.00 $75.00 (c) Any new circuits added to above price $15.00 $15.00 $15.00 is per each up to a maximum of $45.00 (d) Minimum fee for remodel/addition of $45.00 $60.00 $60.00 new circuits without a service charge (ii) Multi‐Family, Commercial and Industrial Fees: (1) Fees for all types of electrical permits are  based on value of work: $1.00 to $250.00 $45.00 $45.00 $45.00 $250.01 to $1,000.00 $45 + 3.3% of  value $45 + 3.3% of  value $45 + 3.3% of  value $1,000.01 to 5,000.00 $78 + 2.9% of  value $78 + 2.9% of  value $78 + 2.9% of  value $5,000.01 to $50,000.00 $223 + 1.7% of  value $223 + 1.7% of  value $223 + 1.7% of  value $50,000.01 to $250,000.00 $1,073 + 1.0% of  value $1,073 + 1.0% of  value $1,073 + 1.0% of  value $250,000.01 to $1,000,000.00 $3,573 + 0.8% of  value $3,573 + 0.8% of  value $3,573 + 0.8% of  value $1,000,000.01 and up $11,573 + 0.45%  of value $11,573 + 0.45%  of value $11,573 + 0.45%  of value (iii) Temporary Electrical Services $45.00 $45.00 $45.00 (iv) Miscellaneous Electrical Fees (1) Job Trailers $45.00 $60.00 $60.00 (2) Signs per each $45.00 $60.00 $60.00 (3) Swimming Pools, Hot Tubs, Saunas per each $60.00 $60.00 $60.00 (4) Mobile Homes $45.00 $60.00 $60.00 (5)50% of 50% of  commercial fees  Minimum $60.00  50% of  commercial fees  Minimum $60.00  Exemption: Residential telephone communication systems, thermostats, security systems,  and cable television installations are exempt from fees g.Grade and Fill License Fees:  Fees shall be based on the volume of the excavation and fill. (i) Grading License (1) 50 cubic yards or less $10.00 $15.00 $15.00 (2) 51 ‐ 100 cubic yards $15.00 $20.00 $20.00 (3) 101 ‐ 1,000 cubic yards (a) For the first 100 cubic yards $15.00 $20.00 $20.00 (b) For each additional 100 cubic yards $7.00 $9.00 $9.00 or fraction (4) 1,001 ‐ 10,000 cubic yards (a) For the first 1,000 cubic yards $78.00 $101.00 $101.00 (b) For each additional 1,000 cubic yards $6.00 $8.00 $8.00 or fraction (5) 10,001 ‐ 100,000 cubic yards (a) For the first 10,000 cubic yards $132.00 $173.00 $173.00 (b) For each additional 10,000 cubic yards $27.00 $36.00 $36.00 or fraction (6) 100,001 or more cubic yards (a) For the first 100,000 cubic yards $375.00 $497.00 $497.00 (b) For each additional 100,000 cubic yards $15.00 $20.00 $20.00 or fraction Low Voltage Work (e.g., alarm systems; thermostats; computer,  data, or phone lines; fiber optics, cable television, etc.) Appendix - Rates and Fees Schedule 7 - 29 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 In addition to the license fees, a grading plan check fee and a drainage plan check fee is charged for all  grading licenses requiring plan review. Before accepting a set of plans and specifications for checking, the Development Services Division shall collect a plan checking fee. (ii) Grading Plan Check Fees (1) 50 cubic yards or less $5.00 $10.00 $10.00 (2) 51 ‐ 100 cubic yards $10.00 $20.00 $20.00 (3) 101 ‐ 1,000 cubic yards $15.00 $30.00 $30.00 (4) 1,001 ‐ 10,000 cubic yards $20.00 $40.00 $40.00 (5) For each additional 10,000 cubic yards $10.00 $20.00 $20.00 (6) For the first 100,000 cubic yards $110.00 $220.00 $220.00 (7) For each additional 10,000 cubic yards $6.00 $8.00 $8.00 (8) For the first 200,000 cubic yards  $170.00 $300.00 $300.00 (9) For each additional 10,000 cubic yards $3.00 $4.00 $4.00 (10) Drainage plan check fees associated with a grading $50.00 $100.00 $100.00 license: fee plus $1.00 for every 10,000 sq feet of land area. (11) Solid Waste Fills:  The plan check fee for solid waste 1.5 x plan 1.5 x plan 1.5 x plan  fills shall be one and one‐half (1‐1/2) times the plan check fee check fee check fee checking fees listed above. The fee for a grading license authorizing additional work to that under a valid license shall be the difference between the fee paid for the original license and the fee shown for the entire project.  (12) Annual Licenses of Solid Waste Fills:  The fee for 1.5 x plan 1.5 x plan 1.5 x plan  annual licenses for solid waste fills shall be one check fee check fee check fee and one‐half (1‐1/2) times the plan checking fees listed above. The fee for a grading license authorizing additional work to that under a valid license shall be the difference between the fee paid for the original license and the fee shown for the  entire project. Any unused fee may be carried forward to the next year. If any work is done before the license is issued, the grading license fee shall be doubled. h.House Moving ‐ minimum per hour Inspection Fee:$75.00 $100.00 $100.00 This covers only the Building Section inspection of the  structure prior to move. There is a separate additional  fee charged by the Public Works Department to cover the  actual house move permit. A building permit is also  required in order to site the structure on the new site. i.Inspection Fee For Condominium Conversions: $100 on 1st unit  / $15 each add'l  unit $100 on 1st unit  / $15 each add'l  unit $100 on 1st unit  / $15 each add'l  unit j.Manufactured/Mobile Home Installation Fees:  Includes plan review and inspection fees for the foundation  (electrical, plumbing, mechanical, sewer and water connection fees are in addition to the below amounts). (i) Within a manufactured home park $100.00 $100.00 $100.00 (ii) Outside of a manufactured home park Building Permit  Fees Building Permit  Fees Building Permit  Fees Appendix - Rates and Fees Schedule 7 - 30 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 k.Mechanical Permit Fees: (i) Basic permit fee plus itemized fees below:$45.00 $45.00 $45.00 (1) Heating system (furnace, heat pump, $17.00 $17.00 $17.00 suspended heater, fireplace, wood stove,  etc.).  A/C system (air conditioner, chiller or  Air Handling Unit (VAV) including ducts  and vents) (2) Boiler or Compressor:  $17.00 $17.00 $17.00 Installation or relocation of each: (a) Up to and including 3 horsepower.$17.00 $17.00 $17.00 (b) Over 3 horsepower up to and including $30.00 $30.00 $30.00 15 horsepower. (c) Over 15 horsepower up to and including $40.00 $40.00 $40.00 30 horsepower. (d) Over 30 horsepower to and including $60.00 $60.00 $60.00 50 horsepower. (e) Over 50 horsepower.$100.00 $100.00 $100.00 (3) Absorption System:  Installation or relocation of each: (a) Up to and including 100,000 Btu/h $17.00 $17.00 $17.00 (b) Over 100,000 Btu/h up to and  including $30.00 $30.00 $30.00 500,000 Btu/h (c) Over 500,000 Btu/h up to and including $40.00 $40.00 $40.00 1,000,000 Btu/h (d) Over 1,000,000 Btu/h up to and including $60.00 $60.00 $60.00 1,750,000 Btu/h (e) Over 1,750,000 Btu/h $100.00 $100.00 $100.00 (4) Residential ventilation/exhaust fan $8.00 $8.00 $8.00 (5) Appliance or piece of equipment regulated $17.00 $17.00 $17.00 by this code but not classed in other  appliance categories, or for which no other  fee is listed in this code (6) Commercial ventilation/exhaust system not $17.00 $17.00 $17.00 a portion of any heating or air conditioning  system authorized by a permit. (7) Commercial Hood:   Installation of each $50.00 $50.00 $50.00 served by a mechanical exhaust, including  the ducts for such hood each  (8) Incinerator:   Installation or relocation of each  $75.00 $75.00 $75.00 (9) Appliance or piece of equipment regulated by this $17.00 $17.00 $17.00 code but not classed in other appliance categories, or for which no other fee is listed in this code (10) Fuel Gas Piping: Each gas‐piping system of 1 to 4 $12.00 $12.00 $12.00 outlets (a) Each gas‐piping system of 5 or more outlets, per $2.50 $2.50 $2.50 outlet    l.Plumbing Permit Fees: (i) Base fee for all types of work; plus itemized $45.00 $45.00 $45.00 fees below (1) Per plumbing fixture (e.g., sink, shower, toilet,$8.00 $8.00 $8.00 dishwasher, tub, etc.) or set of fixtures on one trap (2) For meter to house water service $8.00 $8.00 $8.00 (3) Fuel Gas Piping: Each gas‐piping system of 1 to 4 $12.00 $12.00 $12.00 outlets (a) Each gas‐piping system of 5 or more outlets, per $2.50 $2.50 $2.50 outlet    (4) Per drain for rainwater systems   $8.00 $8.00 $8.00 Appendix - Rates and Fees Schedule 7 - 31 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 (5) Per lawn sprinkler system, includes backflow $8.00 $8.00 $8.00 prevention  (6) Per fixture for repair or alteration of drainage or vent $8.00 $8.00 $8.00 piping (7) Per vacuum breaker or backflow protection device on $8.00 $8.00 $8.00 tanks, vats, etc. (8) Per interceptor for industrial waste pretreatment $8.00 $8.00 $8.00 m.Sign Permit Fees: (i) Permanent Signs: (1) Roof, projecting, awning, canopy, marquee, $125.00 $125.00 $125.00 and wall signs (2) Freestanding ground and pole signs  $175.00 $175.00 $175.00 (ii) Temporary and Portable Signs: (1) Real Estate Directional Signs, pursuant $50.00 $50.00 $50.00 to RMC 4‐4‐100J2, permit valid for a  12‐months period (2) Grand Opening Event Signs, pursuant to $25.00 $50.00 $50.00 RMC 4‐4‐100J6d(i)  (3) Event Signs, pursuant to RMC 4‐4‐100J6d(ii) $15.00 $25.00 $25.00 and (iii) per sign, per promotion (4) A‐Frame Signs, pursuant to RMC 4‐4‐100J5 $100.00 $100.00 $100.00 Charge is for the first sign, all  subsequent signs are $50.00 (5) Commercial Property Real Estate Banner $50.00 $50.00 $50.00 each sign permit is valid for 12 months. (6) Decorative Flags fee is per entrance and $50.00 $50.00 $50.00 valid until flag(s) are removed (iii) Request for Administrative Modifications of City $100.00 $100.00 $100.00 Center Sign Regulations per RMC 4‐4‐100H9: (iv)Work in Advance of Sign Permit Issuance:  Where work for which the permit is required by this Title IV  of RMC is started or proceeded with prior to obtaining said permit, the fees above specified shall be  doubled; but the payment of such double fee shall not relieve any persons from complying with the  requirements in the execution of the work nor from any other penalties prescribed herein. n. Swimming Pool/Hot Tub/Spa Installation Fees: (i) Public pool, spa, hot tub $30.00 $30.00 $30.00 (ii) Private pool, spa, hot tub $20.00 $20.00 $20.00 (iii) Pool filling system, including backflow $2.00 $2.00 $2.00 prevention, each (iv) Each water heater and /or vent $2.00 $2.00 $2.00 (v) Gas piping system, each $2.00 $2.00 $2.00 (vi)Replacing of filter $3.00 $3.00 $3.00 (vii) Miscellaneous replacements $3.00 $3.00 $3.00 (viii) Backwash receptor $2.00 $2.00 $2.00 o.Miscellaneous Fees: (i) Replacement Permit Fee: Permit copies for $20.00 $20.00 $20.00 replacement of lost or mutilated building,  demolition, grading, plumbing, electrical or  mechanical permit will be furnished upon a  payment of a service fee  (ii) Minimum Housing Inspection:$47.00 (1) Assessed under the provisions of Section 305.8 $47.00 $75.00 $75.00 of the International Building Code. Re‐inspection  fees shall be $47.00 $75.00 per hour or the total hourly  cost to the jurisdiction, whichever is greatest.  This cost shall include supervision, overhead,  equipment, hourly wages and fringe benefits  of the employees involved.  (2) WABO ‐ Adult Family Home; Misc building inspection ‐$100.00 $100.00 Appendix - Rates and Fees Schedule 7 - 32 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 (iii) Plan Review Fees for Electrical, Plumbing, or 40% of 40% of 40% of  Mechanical Permits: In addition to the above permit fee permit fee permit fee permit fees, a plan check fee equal to forty  percent (40%) of the permit fee may be charged  when required by the Building Official.  2. Land Use Review Fees a.General Land Use Review (i) Additional Animals Permit (annual fee)$50.00 $50.00 $50.00 (ii) Annexation N/C N/C N/C (iii) Appeal of Hearing Examiner's Decision, $250.00 $250.00 $250.00 Administrative Decision, or  Environmental Decision (iv) Binding Site Plan (total fee for both preliminary $1,800.00 $2,500.00 $2,500.00 and final phases) (v) Code Text Amendment N/C N/C N/C (vi) Comprehensive Plan Map or Text $1,000.00 $2,500.00 $2,500.00 Amendment (each) (vii) Conditional Use Permit $2,000.00 (1) HEX $2,000.00 $2,500.00 $2,500.00 (2) Administrative   $2,000.00 $1,000.00 $1,000.00 (viii) Critical Areas Review Fee:  for those projects that 100% of 100% of 100% of  propose impacts to critical areas and will be contract cost contract cost contract cost billed at the cost of contract biologist’s review.1  (ix) Environmental Impact Statement Cost include the 100% of cost 100% of cost 100% of cost coordination, review and appeal. Draft and Final2  (x) Environmental Checklist Review $1,000.00 $1,000.00 $1,000.00 (xi) Fence Permit (special)$100.00 $100.00 $100.00 (xii) Grading and Filling Permit (Hearing Examiner)$2,000.00 $2,500.00 $2,500.00 (xiii) Lot Line Adjustment $450.00 $450.00 $450.00 (xiv) Manufactured/Mobile Home Park: (1) Tentative $500.00 $500.00 $500.00 (2) Preliminary $2,000.00 $2,500.00 $2,500.00 (3) Final $1,000.00 $1,000.00 $1,000.00 (xv) Open Space Classification Request $100.00 $100.00 $100.00 (xvi) Plats: (1) Short Plat (total fee for both preliminary and $1,400.00 $2,000.00 $2,000.00 final phases) (2) Preliminary $4,000.00 $4,500.00 $4,500.00 (3) Final Plat $1,500.00 $1,500.00 $1,500.00 (xvii) Planned Urban Development: (1) Preliminary Plan $2,000.00 $2,500.00 $2,500.00 (2) Final Plan $1,000.00 $1,000.00 $1,000.00 (xviii) Rebuild Approval Permit: (1) Hearing Examiner Review  $500.00 $500.00 $500.00 (2) Administrative Review  $250.00 $250.00 $250.00 (xix) Rezone  $2,000.00 $2,500.00 $2,500.00 (xx)Routine Vegetation Management Permit $75.00 $75.00 $75.00 without Critical Areas   (xxi) Shopping Cart Plan Review $100.00 $100.00 $100.00 (xxii) Shoreline‐Related Permits   (1) Shoreline Permit Exemption N/C N/C N/C (2) Substantial Development Permit $2,000.00 $2,000.00 $2,000.00 (3) Conditional Use Permit $2,000.00 $2,500.00 $2,500.00 (4) Variance $2,000.00 $2,500.00 $2,500.00 (xxiii) Site Development Plan (Site Plan or Master Plan  which includes design review fee for projects subject to RMC 4‐3‐100): (1) Hearing Examiner Review $2,000.00 $2,500.00 $2,500.00 (2) Administrative Review  $1,000.00 $1,500.00 $1,500.00 (3) Modification (minor, administrative) N/C N/C N/C (4) Modification (major) required new Application Application Application  application and repayment of fee required Fees Fees Fees Appendix - Rates and Fees Schedule 7 - 33 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 (xxiv) Special Permit (Hearing Examiner) $2,000.00 $2,500.00 $2,500.00 (xxv) Temporary Use Permits: (1) Tier 1 $75.00 $75.00 $75.00 (2) Tier 2 $150.00 $150.00 $150.00 (xxvi) Variance (per each variance requested)$1,200.00 $1,200.00 $1,200.00 Administrative or Hearing Examiner (xxvii) Waiver or Modification of Code $100.00 $150.00 $150.00 Requirements cost is per request (xxix) Landscape Review Fee $100.00 $100.00 $100.00 (xxx) Zoning Compliance Letter ‐$400.00 $400.00 1Per RMC 4‐3‐050F7, the City may charge and collect fees from any applicant to cover costs incurred by the city  in review of plans, studies, monitoring reports and other documents related to evaluation of impacts to or  hazards from critical areas and subsequent code‐required monitoring. 2 When the City is the lead agency for a proposal requiring an Environmental Impact Statement (EIS) and the Environmental Review Committee (ERC) determines that the EIS shall be prepared, the City may charge and collect a reasonable fee from any applicant to cover costs incurred by the City in preparing the EIS. The ERC shall advise the applicant(s) of the projected costs for the EIS prior to actual preparation; the applicant shall post bond or otherwise ensure payment of such costs. The ERC may determine that the City will contract directly with a consultant for preparation of an EIS, or a portion of the EIS, and may bill such costs and expenses directly to the applicant. Such consultants shall be selected by mutual agreement of the City and applicant after a call for proposals. If a proposal is modified so that an EIS is no longer required, the ERC shall refund any fees collected under this subsection which remain after incurred costs are paid. The City may collect a reasonable fee from an applicant to cover the cost of meeting the public notice requirements of this Title relating to the applicant’s proposal. The City shall not collect a fee for performing its duties as a consulted agency. The City may charge any person for copies of any document prepared under this Title, and for mailing the document, in a manner provided by chapter 42.17 RCW. b.Exception for Projects Vested in the County: For those projects that have vested to a land use permit under the development regulations of King County, the King County Land Use Review Fee Schedule shall apply, and is hereby adopted by reference. A copy of that fee schedule has been filed with the City Clerk and is available at the City Clerk’s office for public review. 3. Public Works Fees a.Franchise Permit Fees:  Unless otherwise specified in a franchise agreement, the fee shall be due and payable at or prior to the time of construction permit issuance. If a franchise agreement does not specify the fee amount, the generic fee, as identified in the following table, shall be collected. A bond as stipulated in RMC 9‐10‐5, Street Excavation Bond, is also required. (i) Small work, including trenching less than 60 $350.00 $350.00 $350.00 linear feet or installation of 6 or less utility poles (ii) All other work permit fee plus $60.00 per $350.00 $350.00 $350.00 overtime hour of inspection. b.Latecomers' Agreement Application Fees: The processing fee is due at the time of application. The administration and collection fee is deducted from each individual latecomer fee payment and the balance forwarded to the holder of the latecomer’s  agreement pursuant to RMC 9‐5, Tender of Fee. (i) Processing fee (Nonrefundable) if amount covered $500.00 $500.00 $500.00 by latecomers’ is $20,000.00 or less  (ii) Processing fee (Nonrefundable) if amount $1,000.00 $1,000.00 $1,000.00 covered by latecomers' is between $20,000.00  and $100,000.00 (iii) Processing fee (Nonrefundable) if amount $2,000.00 $2,000.00 $2,000.00 covered by latecomers' is greater than $100,000.00 (iv) Latecomers' Agreement – Administration and 15% of total 15% of total 15% of total collection fee if amount covered by latecomers'  is $20,000.00 or less (v) Latecomers' Agreement – Administration and 10% of total 10% of total 10% of total collection fee if amount covered by latecomers' is  between $20,000.00 and $100,000.00 Appendix - Rates and Fees Schedule 7 - 34 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 (vi) Latecomers' Agreement – Administration and 5% of total 5% of total 5% of total collection fee if amount covered by latecomers'  is greater than $100,000.00 (vii) Segregation processing fee, if applicable $750.00 $750.00 $750.00 c.System Development Charge Tables: (i) Water and Wastewater System Development Charges: (1) 5/8 x 3/4 inch (a) Water service fee $2,809.00 $3,090.00 $3,245.00 (b) Fire service fee a,b $365.00 $402.00 $422.00 (c) Wastewater fee $2,033.00 $2,135.00 $2,242.00 (2) 1 inch (a) Water service fee $2,809.00 $3,090.00 $3,245.00 (b) Fire service fee a,b $365.00 $402.00 $422.00 (c) Wastewater fee $2,033.00 $2,135.00 $2,242.00 (3) 1‐1/2 inch (a) Water service fee $14,045.00 $15,450.00 $16,225.00 (b) Fire service fee a,b $1,826.00 $2,010.00 $2,110.00 (c) Wastewater fee $10,165.00 $10,675.00 $11,210.00 (4) 2 inch (a) Water service fee $22,472.00 $24,720.00 $25,960.00 (b) Fire service fee a,b $2,921.00 $3,216.00 $3,376.00 (c) Wastewater fee $16,264.00 $17,080.00 $17,936.00 (5) 3 inch (a) Water service fee $44,944.00 $49,440.00 $51,920.00 (b) Fire service fee a,b $5,843.00 $6,432.00 $6,752.00 (c) Wastewater fee $32,528.00 $34,160.00 $35,872.00 (6) 4 inch (a) Water service fee $70,225.00 $77,250.00 $81,125.00 (b) Fire service fee a,b $9,129.00 $10,050.00 $10,550.00 (c) Wastewater fee $50,825.00 $53,375.00 $56,050.00 (7) 6 inch (a) Water service fee $140,450.00 $154,500.00 $162,250.00 (b) Fire service fee a,b $18,259.00 $20,100.00 $21,100.00 (c) Wastewater fee $101,650.00 $106,750.00 $112,100.00 (8) 8 inch (a) Water service fee $224,720.00 $247,200.00 $259,600.00 (b) Fire service fee a,b $29,214.00 $32,160.00 $33,760.00 (c) Wastewater fee $162,640.00 $170,800.00 $179,360.00 a Based upon the size of the fire service (NOT detector bypass meter) b Unless a separate fire service is provided, the system development charge(s) shall be based upon the size  of the meter installed and a separate fire service fee will not be charged. (ii) Storm Water System Development Charges: (1) New single family residence (including $1,228.00 $1,350.00 $1,485.00 mobile/manufactured homes) (2) Addition to existing single family residence greater than $0.491 $0.540 $0.594 500 square feet (including mobile/manufactured homes)per sq foot per sq foot per sq foot Fee not to exceed $1,012.00 (3) All other uses charge per square foot of new impervious $0.491 $0.540 $0.594 surface, but not less than $1,012.00 per sq foot per sq foot per sq foot Appendix - Rates and Fees Schedule 7 - 35 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 d.Administrative Fees for SDC Segregation Request:  The applicant shall pay the City’s administrative costs for the preparation, processing and recording of the partial payment of the fee(s). At the time of application for special assessment district, and/or latecomer’s charge partial payment the applicant shall pay the  administrative fee of $750.00 for each segregation. If the same segregation is used for more than one utility’s special assessment district, and/or latecomer’s charge, then only one administrative fee is collected. e.Public Works Construction Permit Fees:  The following public works construction permit fees, utility permit fees, and miscellaneous charges are payable at or prior to the time of construction permit issuance. (i) Water Construction Permit Fees: (1) Water meter tests for 3/4” to 2" meter $50.00 $50.00 $50.00 (a) Water meter tests on meters 2" or larger $60 deposit +  time and  materials $60 deposit +  time and  materials $60 deposit +  time and  materials (b) Open and close fire hydrants for fire Time and Time and Time and  flow tests conducted by others. materials materials materials (c) Water service disconnection $250.00 $250.00 $250.00 (cut at main) (d) Meter resets $95.00 $95.00 $95.00 (e) Repair of damage to service $225.00 $225.00 $225.00 (f) Water main connections $535.00 $535.00 $535.00 (g) Water main cut and cap $1,000.00 $1,000.00 $1,000.00 (h) Water quality/inspection/purity tests $65.00 $65.00 $65.00 (i) Specialty water tests (lead, copper, etc) Cost of test + $70  processing fee Cost of test + $70  processing fee Cost of test + $70  processing fee (j) Water turn ons/offs after hours $185.00 $185.00 $185.00 (k) Installation of isolation valve.  $2,000 deposit +  time and  materials $2,000 deposit +  time and  materials $2,000 deposit +  time and  materials (l) New water line chlorination fee. Fee $250 + $0.15 $250 + $0.15 $250 + $0.15  plus $0.15 per lineal foot for any per lineal per lineal per lineal  footage after the first two hundred fifty foot foot foot (250) lineal feet (m) Miscellaneous water installation fees.  Time and  materials Time and  materials Time and  materials (n) Service size reductions $50.00 $50.00 $50.00  (o) Installation fees for ring and cover $200.00 $200.00 $200.00  castings (2) Water meter installation fees – City installed: The following fees are payable at the time of  application for water meter installation(s). (a) 3/4” meter installed by City within $3,075.00 $3,075.00 $3,075.00 City limits. Installation of stub  service and meter. (i) 3/4" meter drop in only $400.00 $400.00 $400.00 (b) 3/4” meter installed by City outside City $3,310.00 $3,310.00 $3,310.00 limits. Installation of stub service  and meter. (i) 3/4" meter drop in only $400.00 $400.00 $400.00 (c) 1” meter installed by the City. $3,310.00 $3,310.00 $3,310.00 Installation of stub service and meter (i) 1" meter drop in only $460.00 $460.00 $460.00 (d) 1‐1/2" meter installed by the City. $5,330.00 $5,330.00 $5,330.00 Installation of stub service and meter. (i) 1‐1/2” meter drop in only $750.00 $750.00 $750.00 (e) 2” meter installed by the City. $5,660.00 $5,660.00 $5,660.00 Installation of stub service and meter. (i) 2" meter drop in only $950.00 $950.00 $950.00 (3) Water meter processing fees – Applicant installed: For meters larger than 2”,  the applicant must provide materials and installs.  The City charges a $220.00 processing fee at the time of meter application. Appendix - Rates and Fees Schedule 7 - 36 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 (4) Hydrant Meter fees: The following fees are payable at the time of application for a hydrant meter: (a) Hydrant meter permit fee $50.00 $50.00 $50.00 (b) Deposits: (i) 3/4” meter and backflow $300.00 $300.00 $300.00 prevention assembly. (ii) 3” meter and backflow $800.00 $800.00 $800.00 prevention assembly. (iii) Deposit processing charge, $25.00 $25.00 $25.00 nonrefundable. (c) Cost of water per ccf.$3.70 $3.70 $3.70 (d) Meter rental begins on day of pickup. (i) 3/4” meter and backflow $11.66 $11.66 $11.66 prevention assembly. Per month. (ii) 3” meter and backflow $143.67 $143.67 $143.67 prevention assembly. Per month. (ii) Wastewater and surface water construction permit Fees: (1) Residential: (a) Wastewater permit fee $200.00 $250.00 $250.00 (b) Surface water permit fee $200.00 $250.00 $250.00 (2) Commercial: (a) Wastewater permit fee $250.00 $300.00 $300.00 (b) Surface water permit fee $250.00 $300.00 $300.00 (3) Industrial: (a) Wastewater permit fee $300.00 $300.00 $300.00 (b) Surface water permit fee $300.00 $300.00 $300.00 (4) Repair of any of the above (a) Wastewater permit fee $150.00 $200.00 $200.00 (b) Surface water permit fee $150.00 $200.00 $200.00 (5) Cut and cap/Demolition permit (a) Wastewater permit fee $200.00 $250.00 $250.00 (b) Surface water permit fee $200.00 $250.00 $250.00 (6) Ground water discharge (temporary N/C N/C N/C connection to wastewater system for  one‐time discharge of contaminated ground  water to 50,000 gallons) (7) Ground water discharge (temporary $300.00 $300.00 $300.00 connection to wastewater system for plus King plus King plus King discharge of contaminated ground water County County County over 50,000 gallons) Rate plus billed for sewer rate on sewer rate on sewer rate on current Renton and King County sewer rate discharged discharged discharged  on discharged amount (meter provided by amount amount amount property owner) (iii) Work in right‐of‐way – construction permit: Utility and street/sidewalk improvements: A bond is required,  as stipulated in RMC 9‐10‐5, Street Excavation Bond. (1) Less than 35 feet in length $100.00 $100.00 $100.00 (2) 35 to 100 feet in length $125.00 $125.00 $125.00 (3) Greater than 100 feet in length $150.00 $150.00 $150.00 (4) Wastewater or storm water service $150.00 $150.00 $150.00 (5) King County ROW Permits/Inspections (a) Service Installation Only ‐$600.00 $600.00 (b) Utility Extension per 100' of Length (Min 200' Length)‐$300.00 $300.00 Exception: No permit fee shall be charged for individual homeowners for work in street rights‐of‐way  for street tree or parking strip irrigation systems. (iv) Street light system fee: All new installations of street lighting facilities shall incur a fee of $500.00 per  connection to the power system, payable at or prior to the time of construction permit issuance. Appendix - Rates and Fees Schedule 7 - 37 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 f.Public works plan review and inspection fees: All developers, municipal or quasi‐municipal entities, or utility  corporations or companies, except those specifically exempted, shall pay fees under this Section. Exempted  entities include City‐franchised cable TV, cable modem, natural gas, telecommunications, and electrical power.  Half of this fee must be paid upon application and the remainder when the permit(s) is issued. There are  additional construction permit fees which are also payable upon issuance. The fee will be based upon percentages of the estimated cost of improvements using the following formula. (i) Street and utility plan review and inspection fees; estimated construction cost: The applicant must  submit separate, itemized cost estimates for each item of improvement subject to the approval by the  Public Works Plan Review Section. (1) $150,000.00 or less 6% of cost 6% of cost 6% of cost (2) Over $150,000.00 but less than $300,000.00. $9,000 + 5% over  $150,000 $9,000 + 5% over  $150,000 $9,000 + 5% over  $150,000 (3)$300,000.00 and over. $16,500 + 4%  over $300,000 $16,500 + 4%  over $300,000 $16,500 + 4%  over $300,000 (ii)Standard or minor drainage adjustment review ‐$550.00 $550.00  Construction cost, also known as the Engineer’s Estimate or the Contractor’s Bid, shall mean cost estimate for all  project related improvements outside of the building envelopes, including, but not limited to, all costs required to construct the following: paved parking lots, private sidewalks or walkways; private and public storm water  management facilities; temporary erosion and sedimentation control facilities; water quality facilities; public and private streets; public and private sanitary sewers; public water main improvements; required off‐site street, bike  and pedestrian improvements; street lighting improvements; required landscaping and street tree improvements;  and site grading and mobilization costs. g.Release of easement fees: The imposition, collection, payment and other specifics concerning this charge are  detailed in chapter 9‐1 RMC, Easements. (i) Filing fee, payable at the time of application $250.00 $250.00 $250.00 (ii) Processing fee (paid upon Council approval of $250.00 $250.00 $250.00 release of easement) h.Right‐of –Way use permit fees & Revocable permits for the Use of Excess Public Right‐of way: These fees are payable at the time of application. The imposition, collection, payment and other specifics concerning this charge are detailed in chapter 9‐2 RMC, Excess Right‐of Way Use. (i) Single family and two family uses annually, fee $10.00 + LET1 $10.00 + LET1 $10.00 + LET1 plus leasehold excise tax1 if applicable (ii) All uses without public benefit fee is a per month 0.5% x Value2 0.5% x Value2 0.5% x Value2  charge based on property value2 of land to be LET1 LET1 LET1 utilized, plus leasehold excise tax1, if applicable.  Payable yearly in advance (iii) Uses with public benefit fee is a per year of 0.5% x Value2 0.5% x Value2 0.5% x Value2  assessed value of land adjoining the property, LET1 LET1 LET1 plus leasehold excise tax1, if applicable. In no  case less than $10.00. Payable yearly in advance. (iv) Insurance Required:  Public Liability and property damage insurance is also required pursuant to  RMC 9‐2‐5B, Minimum Permit Requirements for Excess Right‐of‐Way Use. (v) Exception for Public Agencies: a no‐fee permit may be issued only when the applicant is a public agency  and when the proposed use of the right‐of‐way provides a direct service to the public (e.g., Metro  applications for right‐of‐way for bus shelters). 1There is hereby levied and shall be collected a leasehold excise tax on that act or privilege of occupying or using  public owned real or personal property through a leasehold interest at the rate established by the  State of Washington 2Right‐of‐way value shall be based on the assessed value of the land adjoining the property as established by the King County Assessor Appendix - Rates and Fees Schedule 7 - 38 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 i.Street and Alley vacation Fees: The imposition, collection, payment and other specifics concerning this charge  are detailed in chapter 9‐14 RMC, Vacations. (i) Filing fee, payable at the time of application $500.00 $500.00 $500.00 (ii) Processing and completion fee, payable upon Council approval of the vacation and upon administrative  determination of appraised value of vacated right‐of‐way:  Appraised Value of Vacated right‐of‐way: (1) Less than $25,000 $750.00 $750.00 $750.00 (2) $25,000 to $75,000 $1,250.00 $1,250.00 $1,250.00 (3) Over $75,000 $2,000.00 $2,000.00 $2,000.00 j.Temporary connections to a City utility system may be granted for a one‐time, temporary, short‐term use of a  portion of the property for a period not to exceed three (3) consecutive years. (i) Storm Water Fee; Annual fee equal to ten percent (10%) of the current system development charge  applicable to that portion of the property.* (ii) Wastewater Fee; Annual fee equal to ten percent (10%) of the current system development charge  applicable to the size of the temporary domestic water meter(s).* (iii) Water Fee; Annual fee equal to ten percent (10%) of the current system development charge  applicable to the size of the temporary water meter(s).* *Said fee shall be paid annually (non‐prorated), and shall be nonrefundable, nontransferable (from one  portion of the property to another) and shall not constitute a credit to the system development charge due at  the time of permanent use of the utility system. The application for temporary connection shall consist of a  detailed plan and a boundary line of the proposed development service area for use in the fee determination. k.Water or Sewer ‐ Redevelopment: Credit for existing water or sewer service: Any parcel that currently has water and or sewer service is eligible for a prorated system development charge. (i) Fee(s) based upon meter(s) proposed for final project minus fee(s) based upon meter  existing on site. 4. Fire Department Community Risk Reduction Fees a.Fire plan review and inspection fees (i) $0 to $249.99 $30.00 $30.00 $30.00 (ii) $250.00 to $999.99 $30 + 2% of the  cost $30 + 2% of the  cost $30 + 2% of the  cost (iii) $1,000.00 to $4,999.99 $50 + 2% of the  cost $50 + 2% of the  cost $50 + 2% of the  cost (iv) $5,000.00 to $49,999.99 $150 + 1.5% of  the cost $150 + 1.5% of  the cost $150 + 1.5% of  the cost (v) $50,000.00 to $99,999.99 $350 + 1.2% of  the cost $350 + 1.2% of  the cost $350 + 1.2% of  the cost (vi) $100,000.00 and above $800 + .75% of  the cost $800 + .75% of  the cost $800 + .75% of  the cost (vii) Construction Re‐inspection. Fee is per hour with a 2 hour $75.00 $75.00 $75.00 minimum. The minimum may be assessed if the requested inspection does not meet the approval of the inspector. (viii) Violation/Second Re‐Inspection after 30‐day period (whenever $150.00 $150.00 $150.00 30 days or more have passed since Fire Department notification of a violation, which required a first re‐inspection, and such violation has not been remedied or granted an extension) (ix) Third Re‐Inspection/Pre‐Citation Follow‐Up Inspection when $250.00 $250.00 $250.00 re‐inspections are required beyond the first and second re‐inspections (x) Preventable Fire alarm fee: (1) First, second, and third preventable alarms N/C N/C N/C (2) Fourth and fifth preventable alarms in a calendar year,$70.00 $70.00 $70.00 fee is per each alarm. (3) Sixth preventable alarm and successive preventable $150.00 $150.00 $150.00 alarms in a calendar year, fee is per each alarm. Appendix - Rates and Fees Schedule 7 - 39 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 (xi) Late Payment Penalty $35.00 $35.00 $35.00 b.Fire Permit type: (i) Operational fire code permit (issued in accordance with $84.00 $84.00 $84.00 Section 105.6 of the IFC) fee is yearly (ii) Hazardous materials and HPM facilities yearly $150.00 $150.00 $150.00 (iii) Construction permit; 20% of the above plan review/inspection  fee or minimum of $50.00, whichever is greater (iv) Replacement for lost permit, per each $35.00 $35.00 $35.00 (v) Hazardous production materials permit (for businesses $150.00 $150.00 $150.00 storing, handling, or using hazardous production materials as regulated in the fire code) permit is yearly (vi) Underground tank removal permit (commercial)See Fire plan  review and  construction  permit fees See Fire plan  review and  construction  permit fees See Fire plan  review and  construction  permit fees (vii) Underground tank removal or abandonment‐in‐ place permit $84.00 $84.00 $84.00 (residential) 5. Technology Surcharge Fee An additional 3% technology surcharge shall be required for all fees included in the  following Subsections of Section DD, Development Fees, of the City of Renton Fee Schedule Brochure: Subsection 1, Building Fees; Subsection 2, Land Use Review Fees, except for appeals and direct EIS costs; Subsections a, e, f and h of subsection 3, Public Works Fees; and Subsection a of subsection 4, Fire Department Community Risk Reduction Fees 6. Impact Fees a. School Impact Fees: (i) Issaquah School District (1) Single Family Fee $5,730.00 $4,560.00 TBD (2) Multi Family & Accessory Dwelling Fee (ADU)N/A $1,458.00 TBD (ii) Kent School District (1) Single Family Fee $5,486.00 $5,486.00 TBD (2) Multi Family & Accessory Dwelling Fee (ADU)$3,378.00 $3,378.00 TBD (iii) Renton School District (1) Single Family Fee $5,455.00 $5,541.00 TBD (2) Multi Family & Accessory Dwelling Fee (ADU)$1,339.00 $1,360.00 TBD b. Transportation Impact Fees: (i) Light Industrial, per sq foot $1.54 $2.63 $3.69 (ii) Manufacturing, per sq foot $1.09 $1.95 $2.78 (iii) Mini‐warehouse, per sq foot $0.40 $0.70 $0.99 (iv) Single family house, per dwelling $1,430.72 $2,214.44 $2,951.17 (v) Apartment, per dwelling & Accessory Swelling Unit (ADU)$953.25 $1,454.20 $1,923.83 (vi) Condominium, per dwelling $789.44 $1,180.84 $1,546.31 (vii) Mobile home, per dwelling $786.06 $1,237.40 $1,662.92 (viii) Senior housing ‐ attached, per dwelling $309.65 $352.31 $384.76 (ix) Hotel, per room $1,038.59 $1,512.77 $1,952.79 (x) Motel, per room $783.44 $1,182.39 $1,555.62 (xi) Marina, per boat berth $301.77 $394.13 $476.56 (xii) Movie theater, per sq foot $2.16 $4.16 $6.09 (xiii) Health/fitness club, per sq foot $3.86 $5.41 $6.85 (xiv) High school, per sq foot $1.29 $1.67 $2.00 (xv) Church, per sq foot $1.00 $1.37 $1.70 (xvi) Hospital, per sq foot $1.80 $2.44 $3.02 (xvii) Nursing home, per bed $278.19 $391.14 $494.92 (xviii) General office, per sq foot $2.20 $3.69 $5.10 (xix) Medical office, per sq foot $4.84 $7.20 $9.39 (xx) Shopping center, per sq foot $3.22 $3.33 $3.33 (xxi) Restaurant: sit‐down, per sq foot $10.10 $11.00 $11.58 (xxii) Fast food, no drive‐up, per sq foot $21.93 $22.65 $22.65 Appendix - Rates and Fees Schedule 7 - 40 City of Renton Fee Schedule TYPE OF FEES 2014 2015 2016 (xxiii) Fast food, with drive‐up, per sq foot $26.78 $27.66 $27.66 (xxiv) Gas station, per pump $7,777.11 $8,033.75 $8,033.75 (xxv) Gas station with convenience store, per pump $8,314.34 $8,588.71 $8,588.71 (xxvi) Supermarket, per sq foot $8.93 $10.53 $11.83 (xxvii) Convenience market ‐ 24 hour, per sq foot $25.98 $26.84 $26.84 (xxviii) Drive‐in bank, per sq foot $12.98 $15.33 $17.26 c.Park Impact Fees: (i) Single family $963.01 $1,441.29 $1,887.94 (ii) Multi‐family: 2 units & Accessory Swelling Unit (ADU)$848.34 $1,204.40 $1,532.56 (iii) Multi‐family: 3 or 4 units $706.95 $1,094.35 $1,458.52 (iv) Multi‐family: 4 or more units $649.62 $975.90 $1,280.84 (v) Mobile home $668.73 $1,015.38 $1,340.06 d.Fire Impact Fees: (i) Residential ‐ single family $479.28 $495.10 $495.10 (ii) Residential ‐ multi family & Accessory Dwelling Unit (ADU)$418.42 $463.66 $495.10 (iii) Hotel/motel/resort $0.56 $0.61 $0.65 (iv) Medical care facility $2.14 $3.88 $5.56 (v) Office $0.14 $0.14 $0.14 (vi) Medical/dental office $0.63 $0.75 $0.87 (vii) Retail $0.54 $0.58 $0.61 (viii) Leisure facilities $0.79 $1.08 $1.36 (ix) Restaurant/lounge $0.94 $1.40 $1.84 (x) Industrial/manufacturing $0.08 $0.08 $0.08 (xi) Church/non‐profit $0.24 $0.25 $0.25 (xii) Education $0.44 $0.45 $0.45 (xiii) Special public facilities $1.42 $2.40 $3.33 *(i)‐(ii) is per unit *(iii)‐(xiii) is per square foot SECTION XIII. EMERGENCY SERVICES (effective date is deferred until further notice) 1. Basic Life Support Emergency Medical Services Transport User Fee a.Basic Fee $600.00 $600.00 $600.00 b.Per mile charge on all transports $14.00 $14.00 $14.00 Appendix - Rates and Fees Schedule 7 - 41 Budget Glossary    Accounting System: The total set of records and procedures, which are used to record, classify, and  report information on the financial status and operations of an entity.  Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred,  as opposed to when cash is received or spent. Also, see Modified Accrual Basis of Accounting.   Activity: A combination of people, technology, supplies, methods, and environment that produce a  given product or service.  Ad Val Orem Taxes: A tax levied on the assessed value of real property.   AFSCME (American Federation of State, County and Municipal Employees Union #2170): Labor union  representing all regular non‐exempt personnel, grades 1 through 40.  Agency Fund: A fund used to account for assets held by a government as an agent for individuals,  private organizations, other governments, and/or other funds.  Appropriation: Legislation by the City Council that approves budgets for individual funds.  Appropriation ordinances authorize spending in the personnel services, non‐personnel services,  employee benefits, equipment accounts, debt service, and capital categories. Departments cannot  spend more money than is approved in these categories. Appropriations can only be adjusted by  passage of a subsequent ordinance of the City Council upon recommendation by the Mayor.   Arbitrage: The excess of the yield on investments acquired with gross proceeds of a bond issue over  the bond yield of the issue. This excess must be rebated to the United States Treasury, and is called  arbitrage rebate.  Assessed Valuation:  The estimated value placed upon real and personal property by the King County  Assessor as the basis for levying property taxes.  Balanced Budget:  Funding recommendations for the operating and capital budgets do not exceed the  estimated resources.  BARS: The State of Washington prescribed Budgeting, Accounting, Reporting System Manual required  for all governmental entities in the State of Washington.  Base Budget: Ongoing expense for personnel, contractual services, and the replacement of supplies  and equipment required to maintain service levels previously authorized by the City Council.  Biennial Budget: A budget applicable to a two‐year fiscal period.   Bond (Debt Instrument): A written promise to pay (debt) a specified sum of money (called principal or  face value) at a specified future date (called the maturity date) along with periodic interest paid at a  specified percentage of the principal (interest rate). Bonds are typically used for long‐term debt to pay  for specific capital expenditures.   Budget: Budget adopted by Renton’s City Council that goes into effect on January 1st, including  amendments through December 31st, of the current year.   Appendix - Budget Glossary 7 - 42 Budget (Operating): A plan of financial operation embodying an estimate of proposed expenditures for  a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates).  The term is also used to denote the officially approved expenditure ceilings under which the City and  its departments operate.  Budget Adjustment: A procedure to revise a budget appropriation either by City Council approval  through the adoption of a supplemental appropriation ordinance for any interdepartmental or  interfund adjustments, or authorization by the Mayor to adjust appropriations within a departmental  budget.  Budgets and Budgetary Accounting: The City of Renton budgets its funds in accordance with the  Revised Code of Washington (RCW) 35A.33. In compliance with the Code, appropriated budgets are  adopted for the General, Special Revenue, Debt Service, and Capital Projects Funds. Any unexpended  appropriations lapse at the end of the fiscal year.  The City of Renton budgets on an accrual basis.    Budget Calendar: The schedule of key dates or milestones that the City follows in the preparation and  adoption of the budget.   Budgetary Control: The control or management of a government in accordance with the approved  budget for the purpose of keeping expenditures within the limitations of available appropriations and  resources.   CDBG: Community Development Block Grant is funding for the purpose of carrying out eligible  community development and housing activities.   CIP: See Capital Investment Program.   Capital Assets: Assets of significant value, which have a useful life of several years.   Capital Investment Program: A separately published plan for capital expenditures to be incurred each  year over a period of six future years, which sets forth each capital project identifying the expected  beginning and ending date for each project, the amount to be expended in each year, and the method  of financing those expenditures.   Capital Outlay: Expenditures, which result in the acquisition of, or additions to, capital assets.  Examples include land, buildings, machinery and equipment, and construction projects.  Cash Basis: A basis of accounting in which transactions are recognized only when cash is received or  disbursed.  Committed Expenditures: Appropriated expenditures (see definition of appropriation.)   Comprehensive Plan: A general plan that outlines growth and land use for residential, commercial,  industrial, and open space areas.   Contingency: A budgetary reserve set‐aside for emergencies or unforeseen expenditures.  Councilmanic Bonds: Councilmanic bonds refer to bonds issued with the approval of the Council, as  opposed to voted bonds, which must be approved by vote of the public. Councilmanic bonds must not  exceed .75 percent of the assessed valuation and voted bonds 1.75 percent.  Debt Service: Payment of interest and repayment of principal to holders of the City's debt instruments.  Appendix - Budget Glossary 7 - 43 Debt Service Fund: A fund established to account for the accumulation of resources for, and the  payment of, general long‐term debt principal and interest.  Deficit: (1) The excess of an entity's liabilities over its assets (see Fund Balance). (2) Expenses exceeding  revenue during a single accounting period.   Department: Basic organizational unit of City government responsible for carrying out a specific  function.   Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear,  deterioration, action of the physical elements, or inadequacy of obsolescence. (2) That portion of the  cost of a capital asset that is charged as an expense during a particular period.  Division: A group of homogeneous cost centers within a department.  Enterprise Fund: Separate financial accounting used for government operations that are financed and  operated in a manner similar to business enterprises, and for which preparation of an income  statement is desirable.  EOC: The Emergency Operations Center is located at Fire Station 12 and is used by the Emergency  Management Team as the command center in the event of an emergency in the greater Renton area.   Equipment Rental Fund: An internal service fund used to account for the cost of maintaining and  replacing all City vehicles and auxiliary equipment except for golf course equipment.   Expenditures: Where accounts are kept on the accrual or modified accrual basis of accounting, the cost  of goods received or services rendered whether cash payments have been made or not. Where  accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the  above purposes are made.  FEMA: The Federal Emergency Management Act is a Federal initiative designed to provide financial  assistance in the event of an emergency.   FICA: Federal Insurance Contribution Act is an employment tax levied against both an employee and  employer for Social Security and Medicare taxes.  Full‐Time Equivalent Position (FTE): FTE is a measure of a position by its budgeted hours. For example,  1 FTE equals 2,080 hours and .75 FTE equals 1,566 hours.  Fund: An independent fiscal and accounting entity with a self‐balancing set of accounts recording cash  and/or other resources together with all related liabilities, obligations, reserves, and equities which are  segregated for the purpose of carrying on specific activities or attaining certain objectives.  Fund Balance: Difference between fund assets and fund liabilities (the equity) in governmental funds.  Fund balances will be classified as nonspendable, restricted, committed, assigned, or unassigned.  Nonspendable funds: items that cannot be spent due to form; inventories, prepaid amounts,  long‐term loan receivables, or amounts that must be maintained intact legally.  Restricted funds: amounts constrained for specific purposes imposed by external parties.  Committed funds: amounts constrained by the City Council, either though formal budget  adoption, contract approvals, or for other purposes formally approved by the Council.       Appendix - Budget Glossary 7 - 44 Assigned funds: all amounts remaining in governmental funds, other than the general fund, not  classified as nonspendable, restricted or committed.  Amounts reported as committed also  include year‐end encumbrances that have received approval from the City Council and re‐ appropriated in the following year’s carry forward budget.  Also, the City’s financial policies  require a maximum amount of 12% and minimum of 8% fund balance to remain in the general  fund for cash flow purposes.  Unassigned funds: any remaining fund balance in the general fund not classified as  nonspendable, restricted, committed or assigned.  GAAP: Generally Accepted Accounting Principles are standards used for accounting and reporting used  for both private industry and governments.  GASB: Government Accounting Standards Board established in 1985 to regulate the rules and  standards for all governmental units.  General Fund: The fund supported by taxes, fees, and other revenue that may be used for any lawful  purpose.  General Obligation Bonds: Bonds for which the full faith and credit of the insuring government are  pledged for payment.  IAFF (International Association of Firefighters Union #864): Labor union representing firefighter  officers, lieutenants, captains, and fire battalion chiefs.   Indebtedness: The state of owing financial resources to other financial institutions and investors.   Interfund Payments: Expenditures made to other funds for services rendered. This category includes  interfund repairs and maintenance.  Intergovernmental Services: Intergovernmental purchases of those specialized services typically  performed by local governments.  Intermittent Employee: An intermittent employee is one who is hired to work for an indefinite or  intermittent period, as needed. An intermittent employee may work a fluctuating schedule or on an  on‐call basis, limited to a maximum of four months of full‐time and/or may not work more than 69  hours per month, not to exceed 1,500 hours in a calendar year.  Internal Service Fund: Funds used to account for the financing of goods or services provided by one  department or agency to other departments or agencies of the City, or to other governments, on a  cost‐reimbursement basis.  LEOFF: Law Enforcement Officers and Firefighters Retirement System provided in the State of  Washington.  LID: Local Improvement District or Special Assessments made against certain properties to defray part  or all of the cost of a specific improvement or service deemed to primarily benefit those properties.  Limited Term Employee: An individual hired to work a full or part‐time schedule for a pre‐determined  period not to exceed three years or unless extended by the City Council. A limited term position is an  authorized and budgeted exempt or non‐exempt position with full or prorated City benefits and  compensated according to the City of Renton Index of Positions and Pay Ranges.  Appendix - Budget Glossary 7 - 45 Long Term Debt: Debt with a maturity of more than one year after the date of issuance.  LTGO: Limited Tax General Obligation bonds are non‐voter approved bonds for which the full faith and  credit of the insuring government are pledged for payment.   Mission: A succinct description of the scope and purpose of an organization.  Mitigation Fees: Fees paid by developers toward the cost of future improvements to City  infrastructure, which improvements are required due to the additional demands generated by new  development.  Modified Accrual Basis of Accounting: The accrual basis of accounting adapted to the governmental  fund‐type measurement focus. Under this form of accounting, revenue and other financial resource  increments (e.g., bond proceeds) are recognized when they become both measurable and available to  finance expenditures of the current period. Expenditures are recognized when the fund liability is  incurred except for certain inventory materials and supplies and prepaid insurance. All governmental  funds, expendable trust funds, and agency funds are accounted for using the modified accrual basis of  accounting.  Object: As used in expenditure classification, this term applies to the type of item purchased or the  service obtained (as distinguished from the results obtained from expenditures). Examples are  personnel services, contractual services, and materials and supplies.  Objective: Desired accomplishment that can be measured and achieved within a given time frame.  Operating Funds: Recurring revenue sources used to finance ongoing operating expenditures and pay‐ as‐you‐go capital projects.  Operating Transfer: Routine and/or recurring transfers of assets between funds.  Other Services and Charges: A basic classification for services other than personnel services that are  needed by the City. This item includes professional services, communication, travel, advertising, rentals  and leases, insurance, public utility services, repairs and maintenance, and miscellaneous.  PERS: Public Employees Retirement System provided for, other than Police and Fire, by the State of  Washington.  Performance Measures: Indicators of program performance that are collected to show the impact of  resources spent on city services directly tied to program results.  Personnel Benefits: Those benefits paid by the City as part of the conditions of employment. Examples  include insurance and retirement benefits.  Police Guild Union: Represents commissioned police officers and sergeants, and non‐commissioned  personnel.  Preliminary Budget: The official written statement prepared by the budget office and supporting staff,  which presents the proposed budget to the City Council.  Program: A group of related services or activities that are provided or administered by a department  or division and accounted for in its budget.  Appendix - Budget Glossary 7 - 46 Public Works Trust Fund Loans (PWTF) : A State revolving loan fund that provides low‐interest loans to  help local governments maintain or improve essential public works systems.  Reserve: See fund balance.  Resources: Total dollars available for appropriations including estimated revenue, fund transfers, and  beginning fund balances.  Retained Earnings: An equity account reflecting the accumulated earnings of the City.  Revenue: Income received by the City in support of a program of services to the community. It includes  such items as property taxes, fees, user charges, grants, fines and forfeits, interest income and  miscellaneous revenue.  Revenue Bonds: Bond issued pledging future revenue (usually water, sewer, or drainage charges) to  cover debt payments in addition to operating costs.  Revenue Estimate: A formal estimate of how much revenue will be earned from a specific revenue  source for some future period, typically, a future fiscal year.    Revenue for Reserve: Revenue placed in a fund balance reserve account.    Salaries and Wages: Amounts paid for personal services rendered by employees in accordance with  rates, hours, terms and conditions authorized by law or stated in employment contracts. This category  also includes overtime and temporary help.    Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are  legally restricted to expenditure or specified purposes.    Supplemental Appropriation: An appropriation approved by the Council after the initial budget  appropriation.    Supplies: A basic classification of expenditures for articles and commodities purchased for  consumption or resale. Examples include office and operating supplies, fuel, power, water, gas,  inventory or resale items, and small tools and equipment.    Temporary Employee: A temporary employee is one who was hired to work in a position designated  and specifically budgeted as “temporary” for that purpose. Temporary employees are entitled to  accrue “general leave” after serving in the position for two consecutive years.    TIP: Transportation Investment Program is a comprehensive program used to identify specific  transportation projects for improvement to enhance local, regional, State, and Federal transportation  systems.    Trust Fund: Funds used to account for assets held by a government in a trustee capacity for individuals,  private organizations, other governments, and/or other funds.  Use of Prior Year Revenue: Fund balance from prior year revenue to be used to offset current year  expenditures.   UTGO: Unlimited Tax General Obligation bonds are voter approved and retired by a tax levy commonly  referred to as an excess levy.   YE Estimate: Year‐end estimate.  Appendix - Budget Glossary 7 - 47 CITY OF RENTON, WASHINGTON ORDINANCE NO. 5 7 3 7 AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, ADOPTING THE BIENNIAL BUDGET FOR THE YEARS 2015/2016, IN THE AMOUNTS OF $243,543,692 AND $242,343,675, RESPECTIVELY. WHEREAS, the City of Renton has met and considered its budget for the calendar years 2015 and 2016; and WHEREAS, the Council conducted public hearings for the purpose of accepting testimony related to the 2015/2016 biennial budget on October 20, 2014, and again on October 27, 2014; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES ORDAIN AS FOLLOWS: SECTION I. After due notice and public hearing thereon as provided by law, the biennial budget for the City of Renton for the years 2015/2016, previously prepared and filed with the City Clerk, as modified hereby, is hereby ratified, confirmed and adopted, in all respects, as such biennial budget for the years 2015/2016. Such biennial budget is detailed in Attachment A, 2015/2016 Biennial Budget Summary by Fund -All Funds, which is incorporated herein as if fully set forth. SECTION II. Attachment A defines the total sums authorized and allowed for expenditures and establishes such sums in each of the funds in the 2015/2016 biennial budget. SECTION Ill. Acts pursuant to this ordinance, but prior to its passage or effective date, are hereby ratified and confirmed. 1 Appendix - Adopted Legislations 7 - 48 ORDINANCE NO. 5737 SECTION IV. A copy of the 2015/2016 biennial budget, as herein adopted, shall be transmitted to the Office of the State Auditor, Division of Municipal Corporations, and such other governmental agencies as provided by law. SECTION V. This ordinance shall be effective upon its passage, approval, and five (5) days after publication. PASSED BY THE CITY COUNCIL this 3 rd day of November J 2014. APPROVED BY THE MAYOR this 3rd Denis Law, Mayor Approved as to form: of~:tw~ Lawrence J. Warren, City Attorney Date of Publication: ll/7 /2014 (summary) ORD:1840: 10/22/14:scr 2 Appendix - Adopted Legislations 7 - 49 ORDINANCE NO. 5737 ATTACHMENT A 2015/2016 BIENNIAL BUDGET SUMMARY BY FUND -ALL FUNDS Budgeted Increase Estimated 2015 Proposed 2016 Proposed 2015 Proposed 2016 Proposed (Decrease) in Ending Fund Fund l De~rtment Beg Fund Bal Revenue Revenue Ex~nditure Ex~nditure Fund Balance Balance 000 GENERAL 13,508,009 112,867,002 116,800,965 112,941,443 116,801,589 (75,066) 13,432,943 102 ARTERIAL STREETS 15,689 640,000 650,000 640,000 650,000 15,689 108 LEASED CITY PROPERTIES 368,261 768,957 768,957 663,403 671,979 202,532 570,793 110 SPECIAL HOTEL-MOTEL TAX 135,913 265,000 265,000 245,000 265,000 20,000 155,913 125 ONE PERCENTFOR ART 92,771 15,000 15,000 102,950 (72,950) 19,821 127 CABLE COMMUNICATIONS DEVELOPMENT 285,632 97,674 97,674 97,674 97,674 285,632 135 SPRINGBROOK WETLANDS BANK 669,613 669,613 303 COMMUNITY SERVICES IMPACT MITIGATION 1,110,618 86,500 86,500 173,000 1,283,618 304 FIREIMPACTMITIGATION 846,165 99,000 99,000 250,000 250,000 (302,000) 544,165 305 TRANSPORTATION IMPACT MITIGATION 749,185 216,500 216,500 196,000 237,000 986,185 316 MUNICIPAL FACILITIESCIP 446,689 3,344,000 5,103,000 3,366,000 5,392,000 (311,000) 135,689 317 CAPITAL IMPROVEMENT 1,434,436 13,167,628 6,582,000 14,274,630 6,831,590 (1,356,592) 77,844 326 HOUSING OPPORTUNITY 1,010,599 1,010,599 336 NEW LIBRARY DEVELOPMENT 57,000 57,000 4X2 AIRPORTOPERATIONS/CIP 233,478 2,651,020 3,473,293 2,260,529 3,786,185 77,599 311,077 403 SOLID WASTE UTILITY 1,257,755 16,461,726 16,514,320 16,675,139 17,144,532 (843,626) 414,129 4X4 MUNICIPAL GOLF COURSEOPER/CIP 111,691 2,655,383 2,812, 793 2,616,052 2,303,479 548,646 660,337 4X5 WATER OPERATIONS/CIP 11,030,050 16,272,634 16,308,371 16,737,381 17,894,664 (2,051,039) 8,979,011 4X6 WASTEWATER OPERATIONS/CIP 5,019,553 10,487,717 9,778,676 9,688,076 9,246,634 1,331,683 6,351,236 4X7 SURFACE WATER OPERATIONS/CIP 3,113,930 11,999,966 9,859,250 11,746,980 10,026,642 85,593 3,199,523 416 KING COUNTY METRO 2,611,562 16,638,722 16,638,722 16,638,722 16,638,722 2,611,562 501 EQUIPMENTRENTAL 3,608,097 5,764,536 5,921,100 5,507,047 4,203,192 1,975,397 5,583,494 502 INSURANCE 11,757,156 4,341,647 3,991,201 3,594,578 3,509,594 1,228,677 12,985,833 503 INFORMATION TECHNOLOGY 843,690 4,631,231 4,702,271 4,641,865 4,712,338 (20,701) 822,989 504 FACILITIES 706,922 4,922,003 4,930,944 4,918,001 4,926,946 8,001 714,923 505 COMMUNICATIONS 327,742 992,431 1,027,739 991,430 1,026,738 2,002 329,744 512 HEALTHCARE INSURANCE 6,420,432 12,954,736 14,295,824 13,424,573 14,596,149 (770,162) 5,650,270 522 LEOFFl RETIREES HEALTHCARE 7,221,225 1,639,699 1,662,647 1,115,744 1,167,553 1,019,049 8,240,274 611 FIREMENS PENSION 4,907,478 468,000 468,000 210,475 200,475 525,050 5,432,528 All Other Funds 66,393,332 131,581, 710 126,268,782 130,602,249 125,542,086 1,706,157 68,099,489 TOTAL ALL FUNDS 79,901,341 $ 244,448, 712 $ 243,0691747 $ 243,543,692 $ 242,343,675 1,631,091 81,532,432 3 Appendix - Adopted Legislations 7 - 50 CITY OF RENTON, WASHINGTON ORDINANCE NO. 5731 AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, ESTABLISHING THE PROPERTY TAX LEVY FOR THE YEAR 2015 FOR GENERAL CITY OPERATIONAL PURPOSES IN THE AMOUNT OF $36,420,000. WHEREAS, the Council has met and considered its budget for the fiscal year 2015 and 2016;and WHEREAS, the Council, after hearing and considering all relevant evidence and testimony presented, determined that, in order to discharge the expected expenses and obligations of the City and in its best interest, the City of Renton requires a regular levy in the amount of $36,420,000 for 2015; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES ORDAIN AS FOLLOWS: SECTION I. The regular property tax levy is hereby authorized for 2015 in the amount of $36,420,000. This amount includes: $348,118 or 1% in amounts authorized by the levy growth limit factor over the maximum allowable levy in 2014. In addition, the 2015 levy amount will also include additional revenue resulting from partial correction of 2013 levy errors in the amount of $611,995; new construction and improvements to property in the amount of $524, 718; re-levy of prior year refunds in the amount of $103,802; adjustments as a result of annexations that have occurred; and any increase in the value of state-assessed property. SECTION II. The regular levy includes levy for the Firemen's Pension at the rate of $0.225 per $1,000 assessed valuation. 1 Appendix - Adopted Legislations 7 - 51 ORDINANCE NO. 5731 SECTION Ill. This ordinance shall be effective upon its passage, approval, and five (5) days after publication. PASSED BY THE CITY COUNCIL this 3rd day of November , 2014. APPROVED BY THE MAYOR this 3 rd day of November , 2014. Denis Law, Mayor Approved as to form: ~----~,,__ ... Lawrence J. Warren, City Attorney Date of Publication: 11/7 /2014 (summary) ORD:1841:10/21/14:scr 2 Appendix - Adopted Legislations 7 - 52 CITY OF RENTON, WASHINGTON ORDINANCE NO. 5730 AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AUTHORIZING THE PROPERTY TAX LEVY FOR THE YEAR 2015. WHEREAS, the Council has properly given notice of the public hearing to consider the City's 2015-16 proposed budget pursuant to RCW 84.55.120; and WHEREAS, the Council, after hearing and after considering all relevant evidence and testimony presented, has determined that there is a need to increase the property tax revenues from the prior year, in addition to the increases resulting from annexations, the addition of new construction, and improvements to property, and any increases in the value of state-assessed property, in order to discharge the expected expenses and obligations of the City; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES ORDAIN AS FOLLOWS: SECTION I. The regular property tax levy is hereby authorized for 2015 in the amount of $36,420,000, which is made up of the 2014 base levy plus the following: • 1% growth limit factor in the amount of $348,118; • New annexation levy in the amount of $20,176; • New construction levy in the amount of $524, 718; • Re-levy of prior year refunds in the amount of $103,802; and • Re-levy of prior year corrections in the amount of $611,995. This is an increase of $896,000 or 2.5% from the 2014 actual regular levy of $35,524,502. 1 Appendix - Adopted Legislations 7 - 53 ORDINANCE NO. 5 7 30 Without the annexation levy, new construction levy, and re-levy of prior year refunds and correction amounts, the base 2015 levy is $35,159,903, which is 1.03% or $364,599 below the actual 2014 levy. SECTION II. This ordinance shall be effective upon its passage, approval, and five (5) days after publication. PASSED BY THE CITY COUNCIL this 3rd day of __ N_o_v_;.e_m-"b"""e""'r ___ , 2014. Denis Law, Mayor Approved as to form: d~2'026-.-...6 Lawrence J. Warren, City Attorney Date of Publication: l l/7 /2014 (summary) ORD:1845:10/22/14:scr 2 Appendix - Adopted Legislations 7 - 54 CITY OF RENTON, WASHINGTON ORDINANCE NO. 5 7 34 AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING TITLE V (FINANCE AND BUSINESS REGULATIONS} OF THE RENTON MUNICIPAL CODE, IMPOSING A BUSINESS AND OCCUPATION TAX AND ADOPTING A NEW CHAPTER 5-25, ENTITLED "BUSINESS AND OCCUPATION TAX CODE". WHEREAS, state law authorizes municipalities to impose a Business and Occupation tax on-business activities within the City; and WHEREAS, in 2003, the Legislature passed EHB 2030 (RCW Chapter 35.102), establishing a more uniform system of City business and occupation taxes through mandatory adoption of a model Business and Occupation tax ordinance; and WHEREAS, the Council wishes to adopt a Business and Occupation Tax Code in compliance with RCW Chapter 35.102 and the model ordinance; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES ORDAIN AS FOLLOWS: SECTION I. Title V (Finance and Business Regulations) of the Renton Municipal Code, is hereby amended to add a new Chapter 25, entitled "Business and Occupation Tax Code" to read as follows: CHAPTER 25 BUSINESS AND OCCUPATION TAX CODE SECTION: 5-25-1 Exercise of Revenue License Power 5-25-2 Definitions 5-25-3 Agency -Sales and Services by Agent, Consignee, Bailee, Factor or Auctioneer 1 Appendix - Adopted Legislations 7 - 55 5-25-4 5-25-5 5-25-6 5-25-7 5-25-8 5-25-9 5-25-10 5-25-11 5-25-12 5-25-13 5-25-14 5-25-15 ORDINANCE NO. 5 7 34 Imposition of the Tax -Tax or Fee Levied; Business License Fee Exemption Multiple Activities Credit When Activities Take Place in One or More Cities With Eligible Gross Receipt Taxes Deductions to Prevent Multiple Taxation of Manufacturing Activities and Prior to January 1, 2008, Transactions Involving More Than One City With an Eligible Gross Receipts Tax Assignment of Gross Income Derived From Intangibles Allocation and Apportionment of Income When Activities Take Place in More Than One Jurisdiction Allocation and Apportionment of Printing and Publishing Income When Activities Take Place in More Than One Jurisdiction Exemptions Deductions New Business Tax Credit Tax Part of Overhead Administrative Provisions Severability Clause 5-25-1 EXERCISE OF REVENUE LICENSE POWER: The provisions of this chapter shall be deemed an exercise of the power of the City to license for revenue. The provisions of this chapter are subject to periodic statutory or administrative rule changes or judicial interpretations of the ordinances or rules. The responsibility rests solely with the licensee or taxpayer to reconfirm tax computation procedures and remain in compliance with the City 5-25-2 DEFINITIONS: In construing the provisions of this chapter, the following definitions shall be applied. Words in the singular number shall include the plural, and the plural 2 Appendix - Adopted Legislations 7 - 56 ORDINANCE NO. 5 7 34 shall include the singular. In the event that a word, term or phrase defined in this section shall conflict with a word, term or phrase as defined in this title, this chapter shall control to the extent of the conflict. A. "Administrator" shall mean the Administrative Services Administrator or designee, unless otherwise specified. B. "Artistic or cultural organization," as used in this chapter means the following: 1. The organization is organized and operated exclusively for the purpose of providing artistic or cultural exhibitions, presentations, or performances or cultural or art education programs, as defined in subsection 10 of this section, for viewing or attendance by the general public. 2. The organization must be a not-for-profit corporation under RCW Chapter 24.03. 3. The organization must be managed by a governing board of not less than eight (8) individuals none of whom is a paid employee of the organization or by a corporation under RCW Chapter 24.12. 4. No part of its income may be paid directly or indirectly to its members, stockholders, officers, directors, or trustees except in the form of services rendered by the corporation in accordance with its purposes and bylaws. 3 Appendix - Adopted Legislations 7 - 57 ORDINANCE NO. 5734 5. Salary or compensation paid to its officers and executives must be only for actual services rendered, and at levels comparable to the salary or compensation of like positions within the state. 6. Assets of the corporation must be irrevocably dedicated to the activities for which the exemption is granted and, on the liquidation, dissolution, or abandonment by the corporation, may not inure directly or indirectly to the benefit of any member or individual except a non-profit organization, association, or corporation which also would be entitled to the exemption. 7. The corporation must be duly licensed or certified when licensing or certification is required by law or regulation. 8. The amounts received that qualify for exemption must be used for the activities for which the exemption is granted. 9. Services must be available regardless of race, color, national origin, ancestry, religion, age, sex, marital status, sexual orientation, or the presence of any mental or physical disability. 10. The term "artistic or cultural exhibitions, presentations, or performances or cultural or art education programs" is limited to: a. An exhibition or presentation of works of art or objects of cultural or historical significance, such as those commonly displayed in art or history museums; b. A musical or dramatic performance or series of performances; or 4 Appendix - Adopted Legislations 7 - 58 ORDINANCE NO. 5734 c. An educational seminar or program, or series of such programs, offered by the organization to the general public on an artistic, cultural, or historical subject. C. "Business" includes all activities engaged in with the purpose of gain, benefit, or advantage to the taxpayer or to another person or class, directly or indirectly. D. "Business and occupation tax" or "gross receipts tax" means a tax imposed on or measured by the value of products, the gross income of the business, or the gross proceeds of sales, as the case may be, and that is the legal liability of the business. s "Commercial or industrial use" means the following uses of products, including by-products, by the extractor or manufacturer of the products: 1. Any use as a consumer; and 2. The manufacturing of products including articles, substances or commodities. f..:. "Delivery" means the transfer of possession of tangible personal property between the seller and the buyer or the buyer's representative. Delivery to an employee of a buyer is considered delivery to the buyer. Transfer of possession of tangible personal property occurs when the buyer or the buyer's representative first takes physical control of the property or exercises dominion and control over the property. Dominion and control means the buyer has the ability to possess, use, convey or dispose the property as the buyer chooses. It 5 Appendix - Adopted Legislations 7 - 59 ORDINANCE NO. 5734 means the buyer or the buyer's representative has made the final decision to accept or reject the property, and the seller has no further right to possession of the property and the buyer has no right to return the property to the seller, other than under a warranty contract. A buyer does not exercise dominion and control over tangible personal property merely by arranging for shipment of the property from the seller to itself. A buyer's representative is a person, other than an employee of the buyer, who has the buyer's written authorization to receive tangible personal property and take dominion and control by making the final decision to accept or reject the property. Neither a shipping company nor a seller can serve as a buyer's representative. It is immaterial where the contract of sale is negotiated or where the buyer obtains title to the property. Delivery terms and other provisions of the Uniform Commercial Code (RCW Title 62A) do not determine when or where delivery of tangible personal property occurs for purposes of taxation. G. "Digital automated service," "digital code," and "digital goods" have the same meaning as in RCW 82.04.192, Digital products definitions . .!::!.:. "Digital products" means digital goods, digital codes, digital automated services, and the services described in RCW 82.04.050(2)(g) and (G)(b), "Sale at retail," "retail sale." I. Eligible gross receipts tax: The term "eligible gross receipts tax" means a tax which: 6 Appendix - Adopted Legislations 7 - 60 ORDINANCE NO. S734 1. Is imposed on the act or privilege of engaging in business activities within section RMC 5-25-4; and 2. Is measured by the gross volume of business, in terms of gross receipts and is not an income tax or value-added tax (VAT); and 3. Is not, pursuant to law or custom, separately stated from the sales price; and 4. Is not a sales or use tax, business license fee, franchise fee, royalty or severance tax measured by volume or weight, or concession charge, or payment for the use and enjoyment of property, property right or a privilege; and 5. Is a tax imposed by a local jurisdiction, whether within or without the State of Washington, and not by a country, state, province, or any other non- local jurisdiction above the county level. 1 Engaging in business: 1. The term "engaging in business" means commencing, conducting, or continuing in business. and also the exercise of corporate or franchise powers, as well as liquidating a business when the liquidators hold themselves out to the public as conducting such business. 2. This section sets forth examples of activities that constitute engaging in business in the City, and establishes safe harbors for certain activities so that a person who meets the criteria may engage in de minimus business activities in the City without having to register and obtain a business license or pay City business and occupation taxes. The activities listed in this section are illustrative 7 Appendix - Adopted Legislations 7 - 61 ORDINANCE NO. 5 7 34 only and are not intended to narrow the definition of "engaging in business" in subsection 1. If an activity is not listed, whether it constitutes engaging in business in the City shall be determined by considering all the facts and circumstances and applicable law. 3. Without being all-inclusive, any one of the following activities conducted within the City by a person, or its employee, agent, representative, independent contractor, broker or another person acting on its behalf constitutes engaging in business and requires a person to register and obtain a business license: a. Owning, renting, leasing, maintaining, or having the right to use, or using, tangible personal property, intangible personal property, or real property permanently or temporarily located in the City. b. Owning, renting, leasing, using, or maintaining, an office, place of business, or other establishment in the City. c. Soliciting sales. d. Making repairs or providing maintenance or service to real or tangible personal property, including warranty work and property maintenance. e. Providing technical assistance or service, including quality control, product inspections, warranty work, or similar services on or in connection with tangible personal property sold by the person or on its behalf. f. Installing, constructing, or supervising installation or construction of, real or tangible personal property. 8 Appendix - Adopted Legislations 7 - 62 ORDINANCE NO. 5 7 34 g. Soliciting, negotiating, or approving franchise, license, or other similar agreements. h. Collecting current or delinquent accounts. i. Picking up and transporting tangible personal property, solid waste, construction debris, or excavated materials. j. Providing disinfecting and pest control services, employment and labor pool services, home nursing care, janitorial services, appraising, landscape architectural services, security system services, surveying, and real estate services including the listing of homes and managing real property. k. Rendering professional services such as those provided by accountants, architects, attorneys, auctioneers, consultants, engineers, professional athletes, barbers, baseball clubs and other sports organizations, chemists, consultants, psychologists, court reporters, dentists, doctors, detectives, laboratory operators, teachers, veterinarians. I. Meeting with customers or potential customers, even when no sales or orders are solicited at the meetings. m. Training or recruiting agents, representatives, independent contractors, brokers or others, domiciled or operating on a job in the City, acting on its behalf, or for customers or potential customers. n. Investigating, resolving, or otherwise assisting in resolving customer complaints. 9 Appendix - Adopted Legislations 7 - 63 ORDINANCE NO. 5734 o. In-store stocking or manipulating products or goods, sold to and owned by a customer, regardless of where sale and delivery of the goods took place. p. Delivering goods in vehicles owned, rented, leased, used, or maintained by the person or another person acting on its behalf. q. Accepting or executing a contract with the City, irrespective of whether goods or services are delivered within or without the City, or whether the person's office or place of business is within or without the City. 4. If a person, or its employee, agent, representative, independent contractor, broker or another person acting on the person's behalf, engages in no other activities in or with the City but the following, it need not register and obtain a business license and pay tax: a. Meeting with suppliers of goods and services as a customer. b. Meeting with government representatives in their official capacity, other than those performing contracting or purchasing functions. c. Attending meetings, such as board meetings, retreats, seminars, and conferences, or other meetings wherein the person does not provide training in connection with tangible personal property sold by the person or on its behalf. This provision does not apply to any board of director member or attendee engaging in business such as a member of a board of directors who attends a board meeting. 10 Appendix - Adopted Legislations 7 - 64 ORDINANCE NO. 5734 d. Renting tangible or intangible property as a customer when the property is not used in the City. e. Attending, but not participating in a "trade show" or "multiple vendor events". Persons participating at a trade show shall review RMC Chapter 5-22, Special Event Permits. f. Conducting advertising through the mail. g. Soliciting sales by phone from a location outside the City. 5. A seller located outside the City merely delivering goods into the City by means of common carrier is not required to register and obtain a business license, provided that it engages in no other business activities in the City. Such activities do not include those in subsection 4. The City expressly intends that engaging in business includes any activity sufficient to establish nexus for purposes of applying the tax under the law and the constitutions of the United States and the State of Washington. Nexus is presumed to continue as long as the taxpayer benefits from the activity that constituted the original nexus generating contact or subsequent contacts. K,, "Extracting" is the activity engaged in by an extractor and is reportable under the extracting classification. L. "Extractor" means every person who from that person's land or from the land of another under a right or license granted by lease or contract, either directly or by contracting with others for the necessary labor or mechanical services, for sale or for commercial or industrial use, mines, quarries, takes or 11 Appendix - Adopted Legislations 7 - 65 ORDINANCE NO. 5734 produces coal, oil, natural gas, ore, stone, sand, gravel, clay, mineral or other natural resource product; or fells, cuts or takes timber, Christmas trees, other than plantation Christmas trees, or other natural products; or takes fish, shellfish, or other sea or inland water foods or products. "Extractor" does not include persons performing under contract the necessary labor or mechanical services for others; or persons meeting the definition of farmer. M. "Extractor for hire" means a person who performs under contract necessary labor or mechanical services for an extractor . .ti "Gross income of the business" means the value proceeding or accruing by reason of the transaction of the business engaged in and includes gross proceeds of sales, compensation for the rendition of services, gains realized from trading in stocks, bonds, or other evidences of indebtedness, interest, discount, rents, royalties, fees, commissions. dividends, and other emoluments however designated, all without any deduction on account of the cost of tangible property sold, the cost of materials used, labor costs, interest, discount, delivery costs, taxes, or any other expense whatsoever paid or accrued and without any deduction on account of losses. 0. "Gross proceeds of sales" means the value proceeding or accruing from the sale of tangible personal property, digital goods, digital codes, digital automated services or for other services rendered, without any deduction on account of the cost of property sold, the cost of materials used, labor costs, 12 Appendix - Adopted Legislations 7 - 66 ORDINANCE NO. 5 7 34 interest, discount paid, delivery costs, taxes, or any other expense paid or accrued and without any deduction on account of losses. !:,. "Inflation Adjustment" shall be an amount equal to the amount and direction of change determined by the Settle-Tacoma-Bremerton Urban Wage Earners and Clerical Workers Consumer Price Index (CPl-W) for each twelve (12)- month period ending on August 31st as published by the United States Department of Labor. To calculate this adjustment, the current rate will be multiplied by one (1) plus or minus, as the case may be, the annual change in the CPl-W. ~ "Manufacturing" means the activity conducted by a manufacturer and is reported under the manufacturing classification. R. Manufacture, to manufacture: 1. "Manufacturer" means every person who, either directly or by contracting with others for the necessary labor or mechanical services, manufactures for sale or for commercial or industrial use from the person's own materials or ingredients any products. When the owner of equipment or facilities furnishes, or sells to the customer prior to manufacture, materials or ingredients equal to less than twenty percent (20%) of the total value of all materials or ingredients that become a part of the finished product, the owner of the equipment or facilities will be deemed to be a processor for hire, and not a manufacturer. A business not located in this City that is the owner of materials 13 Appendix - Adopted Legislations 7 - 67 ORDINANCE NO. S 7 34 or ingredients processed for it in this City by a processor for hire shall be deemed to be engaged in business as a manufacturer in this City. 2. "To manufacture" means all activities of a commercial or industrial nature requiring the use of labor or skill, by hand or machinery, to materials or ingredients resulting in a new, different or useful product for sale or commercial or industrial use, and shall include: a. The production of special made or custom made articles; b. The production of dental appliances, devices, restorations, substitutes, or other dental laboratory products by a dental laboratory or dental technician; c. Crushing and/or blending of rock, sand, stone, gravel, or ore; and d. The producing of articles for sale, or for commercial or industrial use from raw materials or prepared materials by giving such materials, articles, and substances of trade or commerce new forms, qualities, properties or combinations including, but not limited to, such activities as making, fabricating, processing, refining, mixing, slaughtering, packing, aging, curing, mild curing, preserving, canning, and the preparing and freezing of fresh fruits and vegetables. "To manufacture" shall not include the production of digital goods or the production of computer software if the computer software is delivered from the seller to the purchaser by means other than tangible storage media, 14 Appendix - Adopted Legislations 7 - 68 ORDINANCE NO. 5734 including the delivery by use of a tangible storage media where the tangible storage media is not physically transferred to the purchaser. S. "Non-profit organization" means a corporation or organization in which no part of the income can be distributed to its members. directors, or officers and that holds a current tax exempt status as provided under Internal Revenue Code Sec. 501(c)(3), or is specifically exempted from the requirement to apply for tax exempt status under Internal Revenue Code Sec. 501(c)(3). Where the term "non-profit organization" is used, it is meant to include a non-profit corporation. T. "Person" means any individual, receiver, administrator. executor, assignee, trustee in bankruptcy, trust, estate, firm. co-partnership, joint venture, club, company, joint stock company, business trust, municipal corporation. political subdivision of the State of Washington, corporation. limited liability company, association, society, or any group of individuals acting as a unit, whether mutual, cooperative, fraternal. non-profit, or otherwise and the United States of America or any of its instrumentalities. !l. "Processor for hire" means the performance of labor and mechanical services upon materials or ingredients belonging to others so that as a result a new, different or useful product is produced for sale, or commercial or industrial use. A processor for hire is any person who would be a manufacturer if that person were performing the labor and mechanical services upon that person's own materials or ingredients. If a person furnishes, or sells to the customer prior 15 Appendix - Adopted Legislations 7 - 69 ORDINANCE NO. 5734 to manufacture, materials or ingredients equal to twenty percent (20%) or more of the total value of all materials or ingredients that become part of the finished product the person will be deemed the manufacturer and not a processor for hire. V. "Retailing" means the activity of engaging in making sales at retail and is reported under the retailing classification. W. "Retail service" shall include the sale of or charge made for personal, business, or professional services including amounts designated as interest, rents, fees, admission, and other service emoluments however designated, received by persons engaging in the following business activities: 1. Amusement and recreation services including but not limited to golf, pool, billiards, skating, bowling, swimming, bungee jumping, ski lifts and tows, basketball, racquet ball, handball, squash, tennis, batting cages, day trips for sightseeing purposes, and others, when provided to consumers. "Amusement and recreation services" also include the provision of related facilities such as basketball courts, tennis courts, handball courts, swimming pools, and charges made for providing the opportunity to dance. The term "amusement and recreation services" does not include instructional lessons to learn a particular activity such as tennis lessons, swimming lessons, or archery lessons. 2. Abstract, title insurance, and escrow services; 3. Credit bureau services; 4. Automobile parking and storage garage services; 16 Appendix - Adopted Legislations 7 - 70 ORDINANCE NO. 5 7 34 5. Landscape maintenance and horticultural services but excluding (a) horticultural services provided to farmers and (b) pruning, trimming, repairing, removing, and clearing of trees and brush near electric transmission or distribution lines or equipment, if performed by or at the direction of an electric utility; 6. Service charges associated with tickets to professional sporting events; and 7. The following personal services: Physical fitness services, tanning salon services, tattoo parlor services, steam bath services, Turkish bath services, escort services, and dating services. 8. The term shall also include the renting or leasing of tangible personal property to consumers and the rental of equipment with an operator. X. Sale, casual or isolated sale: 1. "Sale" means any transfer of the ownership of, title to, right to control, or possession of, property for a valuable consideration and includes any activity classified as a "sale at retail," "retail sale," or "retail service." It includes renting or leasing, conditional sale contracts, leases with option to purchase, and any contract under which possession of the property is given to the purchaser but title is retained by the vendor as security for the payment of the purchase price. It also includes the furnishing of food, drink, or meals for compensation whether consumed upon the premises or not. 17 Appendix - Adopted Legislations 7 - 71 ORDINANCE NO. 6734 2. "Casual or isolated sale" means a sale made by a person who is not engaged in the business of selling the type of property involved on a routine or continuous basis. Y. Sale at retail, retail sale: 1. "Sale at retail" or "retail sale" means every sale of tangible personal property (including articles produced, fabricated, or imprinted) to all persons irrespective of the nature of their business and including but not limited to, persons who install, repair, clean, alter, improve, construct, or decorate real or personal property of or for consumers, other than a sale to a person who presents a resale certificate under RCW 82.04.470, Wholesale sale -Reseller permit -Exemption certificates -Burden of proof-Tax liability, and who: a. Purchases for the purpose of resale as tangible personal property in the regular course of business without intervening use by such person; or b. Installs, repairs, cleans, alters, imprints, improves, constructs, or decorates real or personal property of or for consumers, if such tangible personal property becomes an ingredient or component of such real or personal property without intervening use by such person; or c. Purchases for the purpose of consuming the property purchased in producing for sale a new article of tangible personal property or substance, of which such property becomes an ingredient or component or is a chemical used in processing, when the primary purpose of such chemical is to create a chemical 18 Appendix - Adopted Legislations 7 - 72 ORDINANCE NO. 5 7 34 reaction directly through contact with an ingredient of a new article being produced for sale; or d. Purchases for the purpose of consuming the property purchased in producing ferrosilicon which is subsequently used in producing magnesium for sale, if the primary purpose of such property is to create a chemical reaction directly through contact with an ingredient of ferrosilicon; or e. Purchases for the purpose of providing the property to consumers as part of competitive telephone service. as defined in RCW 82.04.065. The term shall include every sale of tangible personal property which is used or consumed or to be used or consumed in the performance of any activity classified as a "sale at retail" or "retail sale" even though such property is resold or utilized as provided in a through e of this subsection following such use. f. Purchases for the purpose of satisfying the person's obligations under an extended warranty as defined in subsection 7 of this section, if such tangible personal property replaces or becomes an ingredient or component of property covered by the extended warranty without intervening use by such person. 2. "Sale at retail" or "retail sale" also means every sale of tangible personal property to persons engaged in any business activity which is taxable under this chapter. 19 Appendix - Adopted Legislations 7 - 73 ORDINANCE NO. 5734 3. "Sale at retail" or "retail sale" shall include the sale of or charge made for tangible personal property consumed and/or for labor and services rendered in respect to the following: a. The installing, repairing, cleaning, altering, imprinting, or improving of tangible personal property of or for consumers, including charges made for the mere use of facilities, but excluding charges made for the use of coin-operated laundry facilities when such facilities are situated in and for the exclusive use of tenants of an apartment house, rooming house, or mobile home park, and also excluding sales of laundry service to nonprofit health care facilities, and excluding services rendered in respect to live animals, birds and insects; b. The constructing, repairing, decorating, or improving of new or existing buildings or other structures under. upon. or above real property of or for consumers, including the installing or attaching of any tangible personal property, whether or not such personal property becomes a part of the realty by virtue of installation, and shall also include the sale of services or charges made for the clearing of land and the moving of earth excepting the mere leveling of land used in commercial farming or agriculture; c. The charge for labor and services rendered in respect to constructing, repairing, or improving any structure upon. above, or under any real property owned by an owner who conveys the property by title, possession, or any other means to the person performing such construction. repair, or 20 Appendix - Adopted Legislations 7 - 74 ORDINANCE NO. 5734 improvement for the purpose of performing such construction, repair, or improvement and the property is then reconveyed by title, possession, or any other means to the original owner; d. The sale of or charge made for labor and services rendered in respect to the cleaning, fumigating, razing or moving of existing buildings or structures, but shall not include the charge made for janitorial services; and for purposes of this section the term "janitorial services" shall mean those cleaning and caretaking services ordinarily performed by commercial janitor service businesses including, but not limited to, wall and window washing, floor cleaning and waxing, and the cleaning in place of rugs, drapes and upholstery. The term "janitorial services" does not include painting, papering, repairing, furnace or septic tank cleaning, snow removal or sandblasting; e. The sale of or charge made for labor and services rendered in respect to automobile towing and similar automotive transportation services, but not in respect to those required to report and pay taxes under RCW Chapter 82.16, Public Utility Tax; f. The sale of and charge made for the furnishing of lodging and all other services, except telephone business and cable service, by a hotel, rooming house, tourist court, motel, trailer camp, and the granting of any similar license to use real property, as distinguished from the renting or leasing of real property, and it shall be presumed that the occupancy of real property for a continuous period of one (1) month or more constitutes a rental or lease of real 21 Appendix - Adopted Legislations 7 - 75 ORDINANCE NO. 5734 property and not a mere license to use or enjoy the same. For the purposes of this subsection, it shall be presumed that the sale of and charge made for the furnishing of lodging for a continuous period of one (1) month or more to a person is a rental or lease of real property and not a mere license to enjoy the g. The installing, repairing, altering, or improving of digital goods for consumers; h. The sale of or charge made for tangible personal property, labor and services to persons taxable under a through g of this subsection when such sales or charges are for property, labor and services which are used or consumed in whole or in part by such persons in the performance of any activity defined as a "sale at retail" or "retail sale" even though such property, labor and services may be resold after such use or consumption. Nothing contained in this subsection shall be construed to modify subsection 1 of this section and nothing contained in subsection 1 of this section shall be construed to modify this subsection. 4. "Sale at retail" or "retail sale" shall also include the providing of competitive telephone service to consumers. 5. "Sale at retail" or "retail sale": a. shall also include the sale of prewritten software other than a sale to a person who presents a resale certificate under RCW 82.04.470, regardless of the method of delivery to the end user. For purposes of this subsection 5.a the 22 Appendix - Adopted Legislations 7 - 76 ORDINANCE NO. 5734 sale of prewritten computer software includes the sale of or charge made for a key or an enabling or activation code, where the key or code is required to activate prewritten computer software and use the software. There is no separate sale of the key or code from the prewritten computer software, regardless of how the sale may characterized by the vendor or by the purchaser. The term "sale at retail" or "retail sale" does not include the sale of or charge made for: i. Custom software; or ii. The customization of prewritten software. b. i. The term also includes the charge made to consumers for the right to access and use prewritten computer software, where possession of the software is maintained by the seller or a third-party, regardless of whether the charge for the service is on a per use, per user, per license, subscription, or some other basis. ii. (a) The service described in b.i of this subsection 5 includes the right to access and use prewritten software to perform data processing. (b) For purposes of this subsection b.ii "data processing" means the systematic performance of operations on data to extract the required information in an appropriate form or to convert the data to usable information. Data processing includes check processing, image processing, form processing, survey processing, payroll processing, claim processing, and similar activities. 23 Appendix - Adopted Legislations 7 - 77 ORDINANCE NO. 5 7 34 6. "Sale at retail" or "retail sale" shall also include the sale of or charge made for labor and services rendered in respect to the building, repairing, or improving of any street, place, road, highway, easement, right of way, mass public transportation terminal or parking facility, bridge, tunnel, or trestle which is owned by a municipal corporation or political subdivision of the state, the State of Washington, or the United States of America and which is used or to be used primarily for foot or vehicular traffic including mass transportation vehicles of any kind (public road construction). 7. "Sale at retail" or "retail sale" shall also include the sale of or charge made for an extended warranty to a consumer. For purposes of this subsection, "extended warranty" means an agreement for a specified duration to perform the replacement or repair of tangible personal property at no additional charge or a reduced charge for tangible personal property, labor. or both, or to provide indemnification for the replacement or repair of tangible personal property, based on the occurrence of specified events. The term "extended warranty" does not include an agreement, otherwise meeting the definition of extended warranty in this subsection, if no separate charge is made for the agreement and the value of the agreement is included in the sales price of the tangible personal property covered by the agreement. 8. "Sale at retail" or "retail sale" shall also include the sale of or charge made for labor and services rendered in respect to the constructing, repairing, decorating, or improving of new or existing buildings or other structures under, 24 Appendix - Adopted Legislations 7 - 78 ORDINANCE NO. 5 7 3 4 upon, or above real property of or for the United States, any instrumentality thereof, or a county or city housing authority created pursuant to RCW Chapter 35.82, including the installing, or attaching of any article of tangible personal property, whether or not such personal property becomes a part of the real property by virtue of installation (government contracting). 9. "Sale at retail" or "retail sale" shall not include the sale of services or charges made for the clearing of land and the moving of earth of or for the United States of America, or any of its instrumentality, or a county or city housing authority. The term does not include the sale of services or charges made for cleaning up for the United States of America, or any of its instrumentalities, radioactive waste and other byproducts of weapons production and nuclear research and development. (This should be reported under the service and other classification as defined under 5-25-4.A.7.) 10. "Sale at retail" or "retail sale" shall not include the sale of or charge made for labor and services rendered for environmental remedial action. (This should be reported under the service and other classification as defined under 5- 25-4.A.7.) 11. "Sale at retail" or "retail sale" shall also include the following sales to consumers of digital goods, digital codes, and digital automated services: a. Sales in which the seller has granted the purchaser the right of permanent use; 25 Appendix - Adopted Legislations 7 - 79 ORDINANCE NO. 5734 b. Sales in which the seller has granted the purchaser a right of use that is less than permanent; c. Sales in which the purchaser is not obligated to make continued payment as a condition of the sale; and d. Sales in which the purchaser is obligated to make continued payment as a condition of the sale. A retail sale of digital goods, digital codes, or digital automated services under this subsection Y.11 includes any services provided by the seller exclusively in connection with the digital goods, digital codes, or digital automated services, whether or not a separate charge is made for such services. For purposes of this subsection, "permanent" means perpetual or for an indefinite or unspecified length of time. A right of permanent use is presumed to have been granted unless the agreement between the seller and the purchaser specifies or the circumstances surrounding the transaction suggest or indicate that the right to use terminates on the occurrence of a condition subsequent. 12. "Sale at retail" or "retail sale" shall also include the installing, repairing, altering, or improving of digital goods for consumers. Z. Sale at wholesale, wholesale sale. "Sale at wholesale" or "wholesale sale" means any sale of tangible personal property, digital goods, digital codes, digital automated services, prewritten computer software, or services described in subsection V.5.b.i, "Sale at retail", 26 Appendix - Adopted Legislations 7 - 80 ORDINANCE NO. 5734 which is not a retail sale, and any charge made for labor and services rendered for persons who are not consumers, in respect to real or personal property and retail services, if such charge is expressly defined as a retail sale or retail service when rendered to or for consumers. Sale at wholesale also includes the sale of telephone business to another telecommunications company as defined in RCW 80.04.010 for the purpose of resale, as contemplated by RCW 35.21.715, Taxes on network telephone services. AA. "Service" means any sale or charge made for personal. business or professional service, including amounts designated as rents, fees, or admissions, not otherwise included within any other tax classification defined herein; provided that, the term "service" excludes retail or wholesale services. BB. "Taxpayer" means any "person", as defined in subsection T, required to have a business license under this chapter or liable for the collection of any tax or fee under this chapter, or who engages in any business or who performs any act for which a tax or fee is imposed by this chapter. CC. "Value proceeding or accruing" means the consideration, whether money, credits, rights, or other property expressed in terms of money, a person is entitled to receive or which is actually received or accrued. The term shall be applied, in each case, on a cash receipts or accrual basis according to which method of accounting is regularly employed in keeping the books of the taxpayer. DD. Value of products: 27 Appendix - Adopted Legislations 7 - 81 ORDINANCE NO. 5734 1. The value of products. including by-products, extracted or manufactured, shall be determined by the gross proceeds derived from the sale of those products. whether such sale is at wholesale or at retail, to which shall be added all subsidies and bonuses received from the purchaser or from any other person with respect to the extraction, manufacture, or sale of such products or by-products by the seller. 2. Where such products. including by-products, are extracted or manufactured for commercial or industrial use; and where such products, including by-products, are shipped, transported or transferred out of the City, or to another person. without prior sale or are sold under circumstances such that the gross proceeds from the sale are not indicative of the true value of the subject matter of the sale; the value shall correspond as nearly as possible to the gross proceeds from sales in this state of similar products of like quality and character. and in similar quantities by other taxpayers. plus the amount of subsidies or bonuses ordinarily payable by the purchaser or by any third person with respect to the extraction, manufacture, or sale of such products. In the absence of sales of similar products as a guide to value, such value may be determined upon a cost basis. In such cases, there shall be included every item of cost attributable to the particular article or article extracted or manufactured, including direct and indirect overhead costs. The Administrator may prescribe rules for the purpose of ascertaining such values. 28 Appendix - Adopted Legislations 7 - 82 ORDINANCE NO. 5 7 34 3. Notwithstanding subsection 2 above, the value of a product manufactured or produced for purposes of serving as a prototype for the development of a new or improved product shall correspond to (a) the retail selling price of such new or improved product when first offered for sale; or (b) the value of materials incorporated into the prototype in cases in which the new or improved product is not offered for sale. EE. "Wholesaling" means engaging in the activity of making sales at wholesale, and is reported under the wholesaling classification. 5-25-3 AGENCY -SALES AND SERVICES BY AGENT, CONSIGNEE, BAILEE, FACTOR OR AUCTIONEER: A. Sales in Own Name -Sales or Purchases as Agent: Consistent with RCW 82.04.480, every person, including agents, consignees, bailees, factors or auctioneers having either actual or constructive possession of tangible personal property or having possession of the documents of title, with power to sell such tangible personal property in the person's own name and actually so selling, shall be deemed the seller of such tangible personal property within the meaning of this chapter. Furthermore, the consignor, bailer, principal, or owner is deemed a seller of such property to the consignee, bailee, factor, or auctioneer. The burden shall be solely upon the taxpayer in every case to establish the fact that such taxpayer is not engaged in the business of selling tangible personal property but is acting merely as broker or agent in promoting sales or making purchases for a principal. Such claim will be recognized only when the contract or 29 Appendix - Adopted Legislations 7 - 83 ORDINANCE NO. 5734 agreement between such persons clearly establishes the relationship of principal and agent and when the following conditions are complied with: 1. The books and records of the broker or agent show the transactions were made in the name and for the account of the principal. and show the name of the actual owner of the property for whom the sale was made, or the actual buyer for whom the purchase was made. 2. The books and records show the amount of the principal's gross sales, the amount of commissions and any other incidental income derived by the broker or agent from such sales. The principal's gross sales must not be reflected as the agent's income on any of the agent's books and records. Commissions must be computed according to a set percentage or amount, which is agreed upon in the agency agreement. 3. No ownership rights may be conferred to the agent unless the principal refuses to pay, or refuses to abide by the agency agreement. Sales or purchases of any goods by a person who has any ownership rights in such goods shall be taxed as retail or wholesale sales. 4. Bulk goods sold or purchased on behalf of a principal must not be comingled with goods belonging to another principal or lose their identity as belonging to the particular principal. Sales or purchases of any goods which have been comingled or lost their identity as belonging to the principal shall be taxed as retail or wholesale sales. 30 Appendix - Adopted Legislations 7 - 84 ORDINANCE NO. 5734 B. If the above requirements are not met the consignor, bailor, principal or other shall be deemed a seller of such property to the agent, consignee, bailee, factor or auctioneer. C. Services in Own Name -Procuring Services as Agent: For purposes of this subsection, an agent is a person who acts under the direction and control of the principal in procuring services on behalf of the principal that the person could not itself render or supply. Amounts received by an agent for the account of its principal as advances or reimbursements are exempted from the measure of the tax only when the agent is not primarily or secondarily liable to pay for the services procured. Any person who claims to be acting merely as agent in obtaining services for a principal will have such claim recognized only when the contract or agreement between such persons clearly establishes the relationship of principal and agent and when the following conditions are complied with: 1. The books and records of the agent show that the services were obtained in the name and for the account of the principal, and show the actual principal for whom the purchase was made. 2. The books and records show the amount of the service that was obtained for the principal, the amount of commissions and any other income derived by the agent for acting as such. Amounts received from the principal as advances and reimbursements must not be reflected as the agent's income on any 31 Appendix - Adopted Legislations 7 - 85 ORDINANCE NO. 5734 of the agent's books and records. Commissions must be computed according to a set percentage or amount, which is agreed upon in the agency agreement. D. A consignee, bailee, factor. agent or auctioneer, as used in this section, refers to one who has either actual or constructive possession of tangible personal property, the actual ownership of such property being in another, or one calling for bids on such property. The term "constructive possession" means possession of the power to pass title to tangible personal property of others. 5-25-4 IMPOSITION OF THE TAX -TAX OR FEE LEVIED; BUSINESS LICENSE FEE EXEMPTION: A. Except as provided in RMC 5-25-4.C (Tax Thresholds) and 5-25-4.D (Amounts in Excess of Cap), effective January 1, 2016 at 12:01 a.m. there is levied upon and shall be collected from every person a tax for the act or privilege of engaging in business activities in the City of Renton. whether the person's office or place of business be within or without the City. The tax shall be in amounts to be determined by application of rates against gross proceeds of sale, gross income of business. or value of products. including by-products, as the case may be, as follows: 1. Upon every person engaging within the City in business as an extractor: as to such persons, the amount of the tax with respect to such business shall be equal to the value of the products, including by-products, extracted within the City for sale or for commercial or industrial use, multiplied by the rate of .085 of one percent (.00085). The measure of the tax is the value 32 Appendix - Adopted Legislations 7 - 86 ORDINANCE NO. 5734 of the products, including by-products, so extracted, regardless of the place of sale or the fact that deliveries may be made to points outside the City. 2. Upon every person engaging within the City in business as a manufacturer; as to such persons, the amount of the tax with respect to such business shall be equal to the value of the products, including by-products, manufactured within the City, multiplied by the rate of .085 of one percent (.00085). The measure of the tax is the value of the products, including by- products, so manufactured, regardless of the place of sale or the fact that deliveries may be made to points outside the City. 3. Upon every person engaging within the City in the business of making sales at wholesale; as to such persons, the amount of tax with respect to such business shall be equal to the gross proceeds of such sales of the business without regard to the place of delivery of articles, commodities or merchandise sold, multiplied by the rate of .085 of one percent (.00085). 4. Upon every person engaging within the City in the business of making sales at retail; as to such persons, the amount of tax with respect to such business shall be equal to the gross proceeds of such sales of the business, without regard to the place of delivery of articles, commodities or merchandise sold, multiplied by the rate of .050 of one percent (.00050). 5. Upon every person engaging within the City in the business of (a) printing, (b) both printing and publishing newspapers, magazines, periodicals, books, music, and other printed items, (c) publishing newspapers, magazines and 33 Appendix - Adopted Legislations 7 - 87 ORDINANCE NO. 5734 periodicals, (d) extracting for hire, and (e) processing for hire; as to such persons, the amount of tax on such business shall be equal to the gross income of the business multiplied by the rate of .085 of one percent (.00085). 6. Upon every person engaging within the City in the business of sales of retail services; as to such persons, the amount of tax with respect to such business shall be equal to the gross proceeds of sales multiplied by the rate of .085 of one percent (.00085). 7. Upon every other person engaging within the City in any business activity other than or in addition to those enumerated in the above subsections; as to such persons, the amount of tax on account of such activities shall be equal to the gross income of the business multiplied by the rate of .085 of one percent (.00085). This subsection includes, among others, and without limitation whether or not title to material used in the performance of such business passes to another by accession, merger or other than by outright sale, persons engaged in the business of developing, or producing custom software or of customizing canned software, producing royalties or commissions, and persons engaged in the business of rendering any type of service which does not constitute a sale at retail, a sale at wholesale, or a retail service. B. Limitation of the Tax Rate Adjustment: The rates in subsection A above shall not be increased by more than the Inflation Adjustment in any given year. C. Tax Thresholds: This chapter shall not apply to any person engaging in any one (1) or more business activities which are otherwise taxable pursuant to 34 Appendix - Adopted Legislations 7 - 88 ORDINANCE NO. 5 7 34 RMC 5-25-4.A. whose value of products, including by-products, gross proceeds of sales, and gross income of the business, as the case may be, from all activities conducted within the City during any calendar year, is less than or equal to the threshold amount of one million five hundred thousand dollars ($1,500,000). D. Amounts in Excess of Cap: This chapter shall not apply to that portion of the gross proceeds of sales, gross income of the business, and value of products, including by-products, from all activities conducted within the City, less applicable deductions and other exemptions, that are in excess of five billion dollars ($5,000,000,000) during any calendar year. The cap set forth in this subsection shall be administratively adjusted by the Administrator on January 1st of each year, beginning on January 1, 2017, to reflect the inflation adjustment, as defined and calculated pursuant to RMC 5-25-2.P. The amount of the cap so calculated shall be rounded to the nearest five thousand dollars ($5,000). E. Business License Fee Exemption: Any business subject to payment of a tax imposed pursuant to RMC 5-25 (Business and Occupation Tax Code) shall be exempt from the payment of the per employee business license fees. 5-25-5 MULTIPLE ACTIVITIES CREDIT WHEN ACTIVITIES TAKE PLACE IN ONE OR MORE CITIES WITH ELIGIBLE GROSS RECEIPT TAXES: A. Persons who engage in business activities that are within the purview of two (2) or more subsections of RMC 5-25-4.A shall be taxable under each applicable subsection. 35 Appendix - Adopted Legislations 7 - 89 ORDINANCE NO. 5 7 34 B. Notwithstanding any provision to the contrary, if the Administrator finds that the imposition of the City's tax would place an undue burden upon interstate commerce or violate constitutional requirements, a taxpayer shall be allowed a credit to the extent necessary to preserve the validity ofthe City's tax, and still apply the City tax to as much of the taxpayer's activities as may be subject to the City's taxing authority. C. To take the credit authorized by this section, a taxpayer must be able to document that the amount of tax sought to be credited was paid upon the same gross receipts used in computing the tax against which the credit is applied. D. Credit for Persons That Sell in the City Products That They Extract or Manufacture. Persons taxable under the retailing or wholesaling classification with respect to selling products in this City shall be allowed a credit against those taxes for any eligible gross receipts taxes paid (1) with respect to the manufacturing of the products sold in the City, and (2) with respect to the extracting of the products, or the ingredients used in the products, sold in the City. The amount of the credit shall not exceed the tax liability arising under this chapter with respect to the sale of those products. E. Credit for persons that manufacture products in the City using ingredients they extract. Persons taxable under the manufacturing classification with respect to manufacturing products in this City shall be allowed a credit against those taxes for any eligible gross receipts tax paid with respect to extracting the ingredients of the products manufactured in the City. The amount 36 Appendix - Adopted Legislations 7 - 90 ORDINANCE NO. 5734 of the credit shall not exceed the tax liability arising under this chapter with respect to the manufacturing of those products. F. Credit for persons that sell within the City products that they print, or publish and print. Persons taxable under the retailing or wholesaling classification with respect to selling products in this City shall be allowed a credit against those taxes for any eligible gross receipts taxes paid with respect to the printing, or the printing and publishing, of the products sold within the City. The amount of the credit shall not exceed the tax liability arising under this chapter with respect to the sale of those products. 5-25-6 DEDUCTIONS TO PREVENT MULTIPLE TAXATION OF MANUFACTURING ACTIVITIES AND PRIOR TO JANUARY l, 2008, TRANSACTIONS INVOLVING MORE THAN ONE CITY WITH AN ELIGIBLE GROSS RECEIPTS TAX: A. Amounts Subject to an Eligible Gross Receipts Tax in Another City That Also Maintains Nexus Over the Same Activity: For taxes due prior to January 1, 2008, a taxpayer that is subject to an eligible gross receipts tax on the same activity in more than one (1) jurisdiction may be entitled to a deduction as follows: 1. A taxpayer that has paid an eligible gross receipts tax, with respect to a sale of goods or services, to a jurisdiction in which the goods are delivered or the services are provided may deduct an amount equal to the gross receipts used to measure that tax from the measure of the tax owed to the City. 37 Appendix - Adopted Legislations 7 - 91 ORDINANCE NO. 5734 2. Notwithstanding the above, a person that is subject to an eligible gross receipts tax in more than one (1) jurisdiction on the gross income derived from intangibles such as royalties, trademarks, patents, or goodwill shall assign those gross receipts to the jurisdiction where the person is domiciled (its headquarters is located). 3. A taxpayer that has paid an eligible gross receipts tax on the privilege of accepting or executing a contract with another city may deduct an amount equal to the contract price used to measure the tax due to the other city from the measure of the tax owed to the City. B. Person Manufacturing Products Within and Without: A person manufacturing products within the City using products manufactured by the same person outside the City may deduct from the measure of the manufacturing tax the value of products manufactured outside the City and included in the measure of an eligible gross receipts tax paid to the other jurisdiction with respect to manufacturing such products. 5-25-7 ASSIGNMENT OF GROSS INCOME DERIVED FROM INTANGIBLES: Gross income derived from the sale of intangibles such as royalties, trademarks, patents, or goodwill shall be assigned to the jurisdiction where the person is domiciled (its headquarters is located). 5-25-8 ALLOCATION AND APPORTIONMENT OF INCOME WHEN ACTIVITIES TAKE PLACE IN MORE THAN ONE JURISDICTION: 38 Appendix - Adopted Legislations 7 - 92 ORDINANCE NO. 5734 Gross income, other than persons subject to the provisions of RCW Chapter 82.14A, shall be allocated and apportioned as follows: A. Gross income derived from all activities other than those taxed as service or royalties under RMC 5-25-4.A. 7 shall be allocated to the location where the activity takes place. B. In the case of sales of tangible personal property, the activity takes place where delivery to the buyer occurs. C. In the case of sales of digital products, the activity takes place where delivery to the buyer occurs. The delivery of digital products will be deemed to occur at: 1. The seller's place of business if the purchaser receives the digital product at the seller's place of business; 2. If not received at the seller's place of business, the location where the purchaser or the purchaser's donee, designated as such by the purchaser, receives the digital product, including the location indicated by instructions for delivery to the purchaser or donee, known to the seller; 3. If the location where the purchaser or the purchaser's donee receives the digital product is not known, the purchaser's address maintained in the ordinary course of the seller's business when use of this address does not constitute bad faith; 4. If no address for the purchaser is maintained in the ordinary course of the seller's business, the purchaser's address obtained during the consummation 39 Appendix - Adopted Legislations 7 - 93 ORDINANCE NO. 5734 of the sale, including the address of a purchaser's payment instrument, if no other address is available, when use of this address does not constitute bad faith; and 5. If no address for the purchaser is obtained during the consummation of the sale, the address where the digital good or digital code is first made available for transmission by the seller or the address from which the digital automated service or service described in RCW 82.04.050 (2)(g) or (6)(b) was provided, disregarding for these purposes any location that merely provided the digital transfer of the product sold. D. If none of the methods in RMC 5-25-8.C for determining where the delivery of digital products occurs are available after a good faith effort by the taxpayer to apply the methods provided in RMC 5-25-8.C.1 through 5, then the City and the taxpayer may mutually agree to employ any other method to effectuate an equitable allocation of income from the sale of digital products. The taxpayer will be responsible for petitioning the City to use an alternative method under RMC 5-25-8.D. The City may employ an alternative method for allocating the income from the sale of digital products if the methods provided in RMC 5-25-8.C.1 through 5 are not available and the taxpayer and the City are unable to mutually agree on an alternative method to effectuate an equitable allocation of income from the sale of digital products. E. For purposes of RMC 5-25-8.C.1 through 5, "Receive" has the same meaning as in RCW 82.32. 730. 40 Appendix - Adopted Legislations 7 - 94 ORDINANCE NO. 5734 F. Gross income derived from activities taxed as services and other activities taxed under RMC 5-25-4.A.7 shall be apportioned to the City by multiplying apportionable income by a fraction, the numerator of which is the payroll factor plus the service-income factor and the denominator of which is two (2). 1. The payroll factor is a fraction, the numerator of which is the total amount paid in the City during the tax period by the taxpayer for compensation and the denominator of which is the total compensation paid everywhere during the tax period. Compensation is paid in the City if: a. The individual is primarily assigned within the City; b. The individual is not primarily assigned to any place of business for the tax period and the employee performs fifty percent (50%) or more of his or her service for the tax period in the City; or c. The individual is not primarily assigned to any place of business for the tax period, the individual does not perform fifty percent (50%)or more of his or her service in any city and the employee resides in the City. 2. The service income factor is a fraction, the numerator of which is the total service income of the taxpayer in the City during the tax period, and the denominator of which is the total service income of the taxpayer everywhere during the tax period. Service income is in the City if: a. The customer location is in the City; or b. The income-producing activity is performed in more than one (1) location and a greater proportion of the service-income-producing activity is 41 Appendix - Adopted Legislations 7 - 95 ORDINANCE NO. 5734 performed in the City than in any other location, based on costs of performance, and the taxpayer is not taxable at the customer location; or c. The service-income-producing activity is performed within the City, and the taxpayer is not taxable in the customer location. 3. If the allocation and apportionment provisions of this subsection do not fairly represent the extent of the taxpayer's business activity in the City or cities in which the taxpayer does business, the taxpayer may petition for or the tax administrators may jointly require, in respect to all or any part of the taxpayer's business activity, that one (1) of the following methods be used jointly by the cities to allocate or apportion gross income, if reasonable: a. Separate accounting; b. The use of a single factor; c. The inclusion of one (1) or more additional factors that will fairly represent the taxpayer's business activity in the City; or d. The employment of any other method to effectuate an equitable allocation and apportionment of the taxpayer's income. G. The definitions in this subsection apply throughout this section: 1. "Apportionable income" means the gross income of the business taxable under the service classifications of a city's gross receipts tax, including income received from activities outside the City if the income would be taxable under the service classification if received from activities within the City, less any exemptions or deductions available. 42 Appendix - Adopted Legislations 7 - 96 ORDINANCE NO. 5 7 34 2. "Compensation" means wages, salaries, commissions, and any other form of remuneration paid to individuals for personal services that are or would be included in the individual's gross income under the federal internal revenue code. 3. "Individual" means any individual who, under the usual common law rules applicable in determining the employer-employee relationship, has the status of an employee of that taxpayer. 4. "Customer location" means the city or unincorporated area of a county where the majority of the contacts between the taxpayer and the customer take place. 5. "Primarily assigned" means the business location of the taxpayer where the individual performs his or her duties. 6. "Service-taxable income" or "service income" means gross income of the business subject to tax under either the service or royalty classification. 7. "Tax period" means the calendar year during which tax liability is accrued. If taxes are reported by a taxpayer on a basis more frequent than once per year, taxpayers shall calculate the factors for the previous calendar year for reporting in the current calendar year and correct the reporting for the previous year when the factors are calculated for that year, but not later than the end of the first quarter of the following year. 8. "Taxable in the customer location" means either that a taxpayer is subject to a gross receipts tax in the customer location for the privilege of doing 43 Appendix - Adopted Legislations 7 - 97 ORDINANCE NO. 5734 business, or that the government where the customer is located has the authority to subject the taxpayer to gross receipts tax regardless of whether, in fact, the government does so. H. Assignment or apportionment of revenue under this section shall be made in accordance with and in full compliance with the provisions of the interstate commerce clause of the United States Constitution where applicable. 5-25-9 ALLOCATION AND APPORTIONMENT OF PRINTING AND PUBLISHING INCOME WHEN ACTIVITIES TAKE PLACE IN MORE THAN ONE JURISDICTION: Notwithstanding RCW 35.102.130, effective January 1, 2008, gross income from the activities of printing, and of publishing newspapers, periodicals, or magazines, shall be allocated to the principal place in this state from which the taxpayer's business is directed or managed. As used in this section, the activities of printing, and of publishing newspapers, periodicals, or magazines, have the same meanings as attributed to those terms in RCW 82.04.280(1) by the Department of Revenue. 5-25-10 EXEMPTIONS: A. Adult Family Homes: This chapter does not apply to adult family homes which are licensed as such, or which are specifically exempt from licensing, under rules of the Washington State Department of Social and Health Services. B. Day Care Provided By Churches: This chapter shall not apply to amounts derived by a church that is exempt from property tax under RCW 84.36.020 from the provision of care for children for periods of less than twenty-four (24) hours. 44 Appendix - Adopted Legislations 7 - 98 ORDINANCE NO. 5 7 34 C. Child Care Resource and Referral Services by Nonprofit Organizations: This chapter does not apply to nonprofit organizations in respect to amounts derived from the provision of child-care resource and referral services. D. Non-Profit Organizations That are Guarantee Agencies, Issue Debt, or Provide Guarantees for Student Loans: This chapter does not apply to gross income received by non-profit organizations exempt from federal income tax under Internal Revenue Code Section 501(c)(3), that: 1. Are guarantee agencies under the federal guaranteed student loan program or that issue debt to provide or acquire student loans; or 2. Provide guarantees for student loans made through programs other than the federal guaranteed student loan program. E. Nonprofit Organizations-Credit and Debt Services: This chapter does not apply to nonprofit organizations in respect to amounts derived from provision of the following services: 1. Presenting individual and community credit education programs including credit and debt counseling; 2. Obtaining creditor cooperation allowing a debtor to repay debt in an orderly manner; 3. Establishing and administering negotiated repayment programs for debtors: or 4. Providing advice or assistance to a debtor with regard to 1, 2, or 3, above, of this subsection E. 45 Appendix - Adopted Legislations 7 - 99 ORDINANCE NO. 5 7 34 F. Certain fraternal and beneficiary organizations: This chapter shall not apply to fraternal benefit societies or fraternal fire insurance associations, as described in Title 48 RCW; nor to beneficiary corporations or societies organized under and existing by virtue of RCW Title 24, if such beneficiary corporations or societies provide in their bylaws for the payment of death benefits. This exemption is limited, however, to gross income from premiums, fees, assessments, dues or other charges directly attributable to the insurance or death benefits provided by such societies, associations, or corporations. G. Certain Corporations Furnishing Aid and Relief: This chapter shall not apply to the gross sales or the gross income received by corporations which have been incorporated under any act of the congress of the United States of America and whose principal purposes are to furnish volunteer aid to the United States of America armed force members and also to carry on a system of national and international relief and to apply the same in mitigating the sufferings caused by pestilence, famine, fire, floods, and other national calamities and to devise and carry on measures for preventing the same. H. Operation of Sheltered Workshops: This chapter shall not apply to income received from the Department of Social and Health Services for the cost of care, maintenance, support and training of persons with developmental disabilities at nonprofit group training homes as defined by RCW Chapter 71A.22 or to the business activities of nonprofit organizations from the operation of sheltered workshops. For the purposes of this subsection, RMC 5-25-10.H, "the operation of 46 Appendix - Adopted Legislations 7 - 100 ORDINANCE NO. 5 7 34 sheltered workshops" means performance of business activities of any kind on or off the premises of such nonprofit organizations which are performed for the primary purpose of: 1. Providing gainful employment or rehabilitation services to the handicapped or disabled as an interim step in the rehabilitation process for those who cannot be readily absorbed in the competitive labor market or during such time as employment opportunities for them in the competitive labor market do not exist; or 2. Providing evaluation and work adjustment services for handicapped or disabled individuals. I. Investments-Dividends From Subsidiary Corporations: This chapter shall not apply to amounts derived by persons, other than those engaging in banking, loan, security or other financial businesses, from investments or the use of money as such, and also amounts derived as dividends by a parent from its subsidiary corporations. J. United States, Washington State governmental entities: The City of Renton is exempt from the tax levied by this chapter. K. Gross Receipts Taxed Under Other Renton Municipal Code (RMC) Sections: This chapter shall not apply to: 1. Any person in respect to a business activity with respect to which tax liability is specifically imposed under the provisions of RMC Chapter 5-11 (Utility Tax); or 47 Appendix - Adopted Legislations 7 - 101 ORDINANCE NO. 573 4 2. Any bona fide charitable or nonprofit organization, as defined in RCW 9.46.0209, subject to a tax pursuant to RMC 5-8-5 (bona fide charitable or nonprofit organization gambling activity, bingo, raffle and fundraising activities; pulltabs and punchboards; card games; and, amusement games). L. Credit Unions: This chapter shall not apply to the gross income of credit unions organized under the laws of this state, any other state, or the United States. M. International Banking Facilities: This chapter shall not apply to the gross receipts of an international banking facility. As used in this subsection, RMC 5-25- 10.M, an "international banking facility" means a facility represented by a set of asset and liability accounts segregated on the books and records of a commercial bank, the principal office of which is located in this state, and which is incorporated and doing business under the laws of the United States of America or of this state, a United States branch or agency of a foreign bank, an Edge corporation organized under Section 25(A) of the Federal Reserve Act, 12 United States Code 611-631, or an Agreement corporation having an agreement or undertaking with the Board of Governors of the Federal Reserve System under Section 25 of the Federal Reserve Act, 12 United States Code 11 601-604(a), that includes only international banking facility time deposits (as defined in subsection (a)(2) of Section 204.8 of Regulation D (12 CFR Part 204), as promulgated by the Board of Governors of the Federal Reserve System), and international banking facility extensions of credit (as defined in subsection (a)(3) of Section 204.8 of Regulation D). 48 Appendix - Adopted Legislations 7 - 102 ORDINANCE NO. 5 7 34 N. Insurance Business: This chapter shall not apply to amounts received by any person who is an insurer or their appointed insurance producer upon which a tax based on gross premiums is paid to the state pursuant to RCW 48.14.020, and provided further, that the provisions of this subsection shall not exempt any bonding company from tax with respect to gross income derived from the completion of any contract as to which it is a surety, or as to any liability as successor to the liability of the defaulting contractor. 0. Farmers -Agriculture: This chapter shall not apply to any farmer in respect to amounts received from selling fruits, vegetables, berries, butter, eggs, fish, milk poultry, meats or any other agricultural product that is raised, caught, produced or manufactured by such persons. "Agricultural product" does not include animals intended to be pets, marijuana, or marijuana infused products as defined by RCW 69.50.lOl(t) and (x). "Farmer" does not include any person engaged in the business of growing, producing, processing, selling or distributing marijuana. P. Athletic Exhibitions: This chapter shall not apply to any person in respect to the business of conducting boxing contests and sparring or wrestling matches and exhibitions for the conduct of which a license must be secured from the State Boxing Commission. Q. Racing: This chapter shall not apply to any person in respect to the business of conducting race meets for the conduct of which a license must be secured from the Washington State Horse Racing Commission. 49 Appendix - Adopted Legislations 7 - 103 ORDINANCE NO. 5 7 34 R. Ride Sharing: This chapter does not apply to any funds received in the course of commuter ride sharing or ride sharing for persons with special transportation needs in accordance with RCW 46.74.010. S. Employees: This chapter shall not apply to any person in respect to his or her employment in the capacity as an employee or servant as distinguished from that of an independent contractor. For the purposes of this subsection, RMC 5-25- 10.S the definition of employee shall include those persons that are defined in section 3121(d)(3)(B) of the Internal Revenue Code, as hereafter amended. For purposes of this chapter, a booth renter, as defined by RCW 18.16.020, is an independent contractor. T. Amounts Derived from Sale of Real Estate: This chapter shall not apply to gross proceeds derived from the sale of real estate. This, however, shall not be construed to allow an exemption of amounts received as commissions from the sale of real estate, nor as fees, handling charges, discounts, interest or similar financial charges resulting from, or relating to, real estate transactions. This chapter shall also not apply to amounts received for the rental of real estate if the rental income is derived from a contract to rent for a continuous period of thirty (30) calendar days or longer. U. Mortgage Brokers' Third-Party Provider Services Trust Accounts: This chapter shall not apply to amounts received from trust accounts to mortgage brokers for the payment of third-party costs if the accounts are operated in a so Appendix - Adopted Legislations 7 - 104 ORDINANCE NO. 5 7 34 manner consistent with RCW 19.146.050 and any rules adopted by the director of financial institutions. V. Amounts Derived From Manufacturing, Selling or Distributing Motor Vehicle Fuel: This chapter shall not apply to the manufacturing, selling or distributing motor vehicle fuel, as the term "motor vehicle fuel" is defined in RCW 82.36.010 and exempted under RCW 82.36.440, provided that any fuel not subjected to the state fuel excise tax, or any other applicable deduction or exemption, will be taxable under this chapter. W. Amounts Derived From Liquor, and the Sale or Distribution of Liquor: This chapter shall not apply to liquor as defined in RCW 66.04.010 and exempted in RCW 66.08.120. X. Casual and Isolated Sales: This chapter shall not apply to the gross proceeds derived from casual or isolated sales. Y. Accommodation Sales: This chapter shall not apply to sales for resale by persons regularly engaged in the business of making retail sales of the type of property so sold to other persons similarly engaged in the business of selling such property where: 1. The amount paid by the buyer does not exceed the amount paid by the seller to his vendor in the acquisition of the article; and 2. The sale is made as an accommodation to the buyer to enable the buyer to fill a bona fide existing order of a customer or is made within fourteen (14) 51 Appendix - Adopted Legislations 7 - 105 ORDINANCE NO. 5734 calendar days to reimburse in kind a previous accommodation sale by the buyer to the seller. Provided, that where the seller holds himself or herself out as being regularly engaged in the business of making sales at wholesale of such property, such sales shall be included in his principal business activity, and not exempt from tax. Z. Real Estate Brokers and Associated Brokers, Agents, or Salesmen: This chapter does not apply to that portion of a real estate commission assigned to another brokerage office pursuant to the division of revenue between the originating brokerage office and a cooperating brokerage office on a particular transaction. Each brokerage office shall pay the tax upon its respective revenue share of the transaction. Furthermore, where a brokerage office has paid the business license tax on the gross commission earned by that brokerage office, associate brokers, salesmen or agents within the same office shall not be required to pay the tax upon their share of the commission from the same transaction. AA. Taxes Collected as Trust Funds: This chapter shall not apply to amounts collected by the taxpayer from third-parties to satisfy third party obligations to pay taxes such as the retail sales tax, use tax, commercial parking tax, and admission AB. Health Maintenance Organization, Health Care Service Contractor, Certified Health Plan: This chapter does not apply to any health maintenance 52 Appendix - Adopted Legislations 7 - 106 ORDINANCE NO. 5734 organization, health care service contractor, or certified health plan with respect to premiums or prepayments that are taxable under RCW 48.14.0201. AC. Certain Commercial Airplane Parts: This chapter does not apply to the sale of certain parts to a manufacturer of a commercial airplane that are not taxable under RCW 82.04.627(1). "Commercial airplane" has the same meaning given in RCW 82.32.550. 5-25-11 DEDUCTIONS: In computing the license fee or tax, there may be deducted from the measure of tax the following items: A. Membership Fees and Certain Service Fees By Non-Profit Youth Organization: For purposes of this subsection, "non-profit youth organization" means a non-profit organization engaged in character building of youth which is exempt from property tax under RCW 84.36.030. In computing tax due under this chapter, there may be deducted from the measure of tax all amounts received by a non-profit youth organization: 1. As membership fees or dues, irrespective of the fact that the payment of the membership fees or dues to the organization may entitle its members, in addition to other rights or privileges, to receive services from the organization or to use the organization's facilities: or 2. From members of the organization for camping and recreational services provided by the organization or for the use of the organization's camping and recreational facilities. 53 Appendix - Adopted Legislations 7 - 107 ORDINANCE NO. 5734 B. Fees, Dues, Charges: In computing tax, there may be deducted from the measure of tax amounts derived from bona-fide: 1. Initiation fees; 2. Dues; 3. Contributions; 4. Donations; 5. Tuition fees; 6. Charges made by a non-profit trade or professional organization for attending or occupying space at a trade show, convention, or educational seminar sponsored by the non-profit trade or professional organization, which trade show, convention, or educational seminar is not open to the general public; 7. Charges made for operation of privately operated kindergartens; and 8. Endowment funds. This subsection shall not be construed to exempt any person, association, or society from tax liability upon selling tangible personal property or upon providing facilities or services for which a special charge is made to members or others. If dues are in exchange for any significant amount of goods or services rendered by the recipient to members without any additional charge to the member, or if the dues are graduated upon the amount of goods or services rendered, the value of such goods or services shall not be considered as a deduction under this subsection. 54 Appendix - Adopted Legislations 7 - 108 ORDINANCE NO. 5 7 34 C. Artistic and Cultural Organizations -Income From Business Activities: In computing tax, there may be deducted from the measure of tax those amounts received by artistic or cultural organizations, as defined in this chapter, which represent: 1. Income derived from business activities conducted by the organization, provided that this deduction does not apply to retail sales made by artistic and cultural organizations; 2. Amounts received from the United States of America or any of its instrumentalities or from the State of Washington or any municipal corporation or subdivision thereof as compensation for; or to support, artistic or cultural exhibitions, performances, or programs provided by an artistic or cultural organization for attendance or viewing by the general public; or 3. Amounts received as tuition charges collected for the privilege of attending artistic or cultural education programs. D. Artistic or Cultural Organization -Deduction For Tax Under the Manufacturing Classification -Value of Articles For Use In Displaying Art Objects or Presenting Artistic or Cultural Exhibitions, Performances, or Programs: In computing tax, there may be deducted from the measure of tax by persons subject to payment of the tax under the manufacturing classification, the value of articles to the extent manufacturing activities are undertaken by an artistic or cultural organization, as defined in this chapter, solely for the purpose of manufacturing articles for use by the organization in displaying art objects or 55 Appendix - Adopted Legislations 7 - 109 ORDINANCE NO. 5734 presenting artistic or cultural exhibitions, performances, or programs for attendance or viewing by the general public. E. Day Care Activities: In computing tax, there may be deducted from the measure of tax amounts derived from day care activities by any organization organized and operated for charitable, educational, or other purposes which is exempt from taxation pursuant to Internal Revenue Code Section 50l(c)(3), provided, however, that amounts derived from selling, altering or repairing tangible personal property shall not be deductible. F. Interest on Obligations of the State, its Political Subdivisions, and Municipal Corporations: In computing tax, there may be deducted from the measure of tax by those engaged in banking, loan, security or other financial businesses, amounts derived from interest paid on all obligations of the State of Washington, its political subdivisions, and municipal corporations. G. Interest on Loans to Farmers and Ranchers, Producers or Harvesters of Aquatic Products, or Their Cooperatives: In computing tax, there may be deducted from the measure of tax amounts derived as interest on loans to bona fide farmers and ranchers, producers or harvesters of aquatic products, or their cooperatives by a lending institution which is owned exclusively by its borrowers or members and which is engaged solely in the business of making loans and providing finance-related services to bona fide farmers and ranchers, producers or harvesters of aquatic products, their cooperatives, rural residents for housing, 56 Appendix - Adopted Legislations 7 - 110 ---------------------------------------- ORDINANCE NO. 5734 or persons engaged in furnishing farm-related or aquatic-related services to these individuals or entities. H. Receipts From Tangible Personal Property Delivered Outside the State: In computing tax, there may be deducted from the measure of tax under retailing or wholesaling amounts derived from the sale of tangible personal property that is delivered by the seller to the buyer or the buyer's representative at a location outside the state of Washington. I. Cash Discount Taken by Purchaser: In computing tax, there may be deducted from the measure of tax the cash discount amounts actually taken by the purchaser. This deduction is not allowed in arriving at the taxable amount under the extracting or manufacturing classifications with respect to articles produced or manufactured, the reported values of which, for the purposes of this tax, have been computed according to the "value of product" provisions. J. Credit Losses of Accrual Basis Taxpayers: In computing tax, there may be deducted from the measure of tax the amount of credit losses actually sustained by taxpayers whose regular books of account are kept upon an accrual basis. K. Repair, Maintenance, Replacement, Etc., of Residential Structures and Commonly Held Property -Eligible Organizations: 1. In computing tax, there may be deducted from the measure of tax amounts used solely for repair, maintenance, replacement, management, or improvement of the residential structures and commonly held property, but 57 Appendix - Adopted Legislations 7 - 111 ORDINANCE NO. 5734 excluding property where fees or charges are made for use by the public who are not guests accompanied by a member, which are derived by: a. A cooperative housing association, corporation, or partnership from a person who resides in a structure owned by the cooperative housing association, corporation, or partnership; b. An association of owners of property as defined in RCW 64.32.010, as now or hereafter amended, from a person who is an apartment owner as defined in RCW 64.32.010; or c. An association of owners of residential property from a person who is a member of the association. "Association of owners of residential property" means any organization of all the owners of residential property in a defined area who all hold the same property in common within the area. 2. For the purposes of this subsection "commonly held property" includes areas required for common access such as reception areas, halls, stairways, parking, etc., and may include recreation rooms, swimming pools and small parks or recreation areas; but is not intended to include more grounds than are normally required in a residential area, or to include such extensive areas as required for golf courses, campgrounds, hiking and riding areas, boating areas, etc. 3. To qualify for the deductions under this subsection: a. The salary or compensation paid to officers, managers, or employees must be only for actual services rendered and at levels comparable to 58 Appendix - Adopted Legislations 7 - 112 ORDINANCE NO. 5 7 34 the salary or compensation of like positions within the county wherein the property is located; b. Dues, fees, or assessments in excess of amounts needed for the purposes for which the deduction is allowed must be refunded to the members of the association; c. Assets of the association or organization must be distributable to all members and must not inure to the benefit of any single member or group of members. L. Radio and Television Broadcasting -Advertising Agency Fees -National, Regional, and Network Advertising -Interstate Allocations: In computing tax, there may be deducted from the measure of tax by radio and television broadcasters amounts representing the following: 1. Advertising agencies' fees when such fees or allowances are shown as a discount or price reduction in the billing or that the billing is on a net basis, i.e., less the discount; 2. Actual gross receipts from national network, and regional advertising or a "standard deduction" as provided by RCW 82.04.280; and 3. Local advertising revenue that represent advertising which is intended to reach potential customers of the advertiser who are located outside the State of Washington. The Administrator may issue a rule that provides detailed guidance as to how these deductions are to be calculated. 59 Appendix - Adopted Legislations 7 - 113 ORDINANCE NO. 5 7 34 M. Constitutional and Statutory Prohibitions: In computing tax, there may be deducted from the measure of the tax amounts derived from business which the City is prohibited from taxing under the Constitution or laws of the State of Washington or the United States of America. N. Receipts From The Sale of Tangible Personal Property and Retail Services Delivered Outside the City But Within Washington: Effective January 1, 2008, amounts included in the gross receipts reported on the tax return derived from the sale of tangible personal property delivered to the buyer or the buyer's representative outside the City but within the State of Washington may be deducted from the measure of tax under the retailing, retail services, or wholesaling classification. 0. Professional Employer Services: In computing the tax, a professional employer organization may deduct from the calculation of gross income the gross income of the business derived from performing professional employer services that is equal to the portion of the fee charged to a client that represents the actual cost of wages and salaries, benefits, workers' compensation, payroll taxes, withholding, or other assessments paid to or on behalf of a covered employee by the professional employer organization under a professional employer agreement. P. Interest on Investments or Loans Secured By Mortgages or Deeds of Trust: In computing tax, to the extent permitted by RCW Chapter 82.14A, there may be deducted from the measure of tax by those engaged in banking, loan, 60 Appendix - Adopted Legislations 7 - 114 ORDINANCE NO. 5734 security or other financial businesses, amounts derived from interest received on investments or loans primarily secured by first mortgages or trust deeds on non- transient residential properties. Q. Compensation from Public Entities for Health or Social Welfare Services- Deduction: In computing tax, there may be deducted from the measure of tax amounts received from the United States or any instrumentality thereof or from the State of Washington or any municipal corporation or political subdivision thereof as compensation for, or to support, health or social welfare services rendered by a health or social welfare organization (as defined in RCW 82.04.431) or by a municipal corporation or political subdivision, except deductions are not allowed under this section for amounts that are received under an employee benefit plan. For purposes of this subsection, "employee benefit plan" does not include the military benefits program authorized in 10 U.S.C. Sec. 1071 et seq., as amended (CHAM PUS), or amounts payable. 5-25-12 NEW BUSINESS TAX CREDIT: A. Purpose: The City believes that providing a temporary tax credit relating to new businesses is a meaningful method of fostering such new businesses to establish a solid financial foundation during its start-up process. Further, the City finds that a credit related to the creation of fifty (50) or more new full-time equivalent ("FTE"l employees within the City will benefit other local businesses. Therefore, considering situations particular and unique to the City, the City finds 61 Appendix - Adopted Legislations 7 - 115 ORDINANCE NO. 5734 that it is appropriate to differ from the business and occupation tax model ordinance in providing for a new business tax credit as described in this section. B. There may be credited against the tax imposed by this chapter, the amount up to one thousand dollars ($1,000) per FTE in the City of Renton. C. To take the credit authorized by this section, a taxpayer must be able to document all of the following: 1. The taxpayer has not, for any period of time, engaged in business in the City of Renton for a period of ten (10) or more years prior to application for the tax credit; 2. The taxpayer employees fifty (50) or more full-time equivalent employees in Renton. An FTE is defined as each one thousand nine hundred and twenty (1,920) worker hours per calendar year; and 3. The taxpayer may be required to submit its quarterly reports to the State Department of Labor and Industries and/or other documentations in support of such employee hours worked in the City. 4. The taxpayer must report, on each return filed, the taxpayer's total number of full-time employment positions. D. The tax credit can be taken for the first twelve (12) consecutive reporting quarters or three (3) reporting years. E. This credit is not considered a payment of taxes for purposes of seeking a refund of overpayment of tax pursuant to the provisions of 5-25-14 or any other purpose. As such, unused credit amounts will not be refunded, carried over 62 Appendix - Adopted Legislations 7 - 116 ORDINANCE NO. 5734 from reporting period(s) to reporting period(s), and will not accrue interest. F. The Administrator is authorized to promulgate rules implementing, interpreting, and enforcing the provisions of this section. 5-25-13 TAX PART OF OVERHEAD: It is not the intention of this chapter that the taxes or fees herein levied upon persons engaging in business be construed as taxes or fees upon the purchasers or customer, but that such taxes or fees shall be levied upon, and collectible from, the person engaging in the business activities herein designated and that such taxes or fees shall constitute a part of the cost of doing business of such persons. 5-25-14 ADMINISTRATIVE PROVISIONS: The Administrator shall, in consultation with the City Attorney, prepare administrative provisions in conformance with Chapter 35.102 RCW for review and approval by ordinance of the City Council, providing for the uniform administration of the tax levied by this chapter with respect to returns, deadline, penalties, interest, refund, additional assessments, appeals, time limitations for bringing actions and other related administrative matters. 5-25-15 SEVERABILITY CLAUSE: If any provision of this chapter or its application to any person or circumstance is held invalid, the remainder of the chapter or the application of the provision to other persons or circumstances shall not be affected. 63 Appendix - Adopted Legislations 7 - 117 ORDINANCE NO. 5734 SECTION II. Referendum Authorized. A referendum petition to repeal this ordinance may be filed with the City Clerk within seven (7) calendar days of passage of this ordinance. Within ten {10) days of such filing, the City Clerk shall confer with the petitioner concerning form and style of the petition, issue the petition an identification number, and secure an accurate, concise, and positive ballot title from the designated local official. The petitioner shall have thirty {30) calendar days in which to secure the signatures of not less than fifteen percent (15%) of the registered voters of the City, as of the last municipal general election, upon petition forms that contain the ballot title and the full text of the measure to be referred. The City Clerk shall verify the sufficiency of the signatures on the petition and, if sufficient valid signatures are properly submitted, shall certify the referendum measure to the next election ballot within the City or at a special election ballot as provided pursuant to RCW 35.17.260(2). Except as otherwise provided, all provisions set forth in RCW 35.17.250 through RCW 35.17.360 that are applicable to the character and form for an initiative petition, to the examination and certification, and to the submission to the vote of the people of the ordinance proposed, shall apply to the referendum petition authorized and to this ordinance. SECTION Ill. Severability. Should any section, paragraph, sentence, clause or phrase of this ordinance, or its application to any person or circumstance, be declared unconstitutional or otherwise invalid for any reason, or should any portion of this ordinance be pre-empted by state or federal law or regulation, such decision or pre-emption shall not affect the validity of the remaining portions of this ordinance or its application to other persons or circumstances. SECTION IV. This ordinance shall be effective upon its passage, approval, and thirty {30) calendar days after publication. 64 Appendix - Adopted Legislations 7 - 118 ORDINANCE NO. 5 7 34 PASSED BY THE CITY COUNCIL this 3rd day of November I 2014. APPROVED BY THE MAYOR this 3rd day of November 2014. Denis Law, Mayor Approved as to form: ~~~-4 I 4ii..-_. Lawrence J. Warren, City Attorney Date of Publication: 11/7 /2014 (summary) ORD:1839:10/22/14:scr 65 Appendix - Adopted Legislations 7 - 119 CITY OF RENTON, WASHINGTON ORDINANCE NO. 5735 AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING SECTION 5-5-3 OF CHAPTER 5, BUSINESS LICENSES, OF TITLE V (FINANCE AND BUSINESS REGULATIONS) OF THE RENTON MUNICIPAL CODE, BY CLARIFYING THE METHODS OF CALCULATION OF BUSINESS LICENSE FEES AND RESTATING THE SECTION ENTITLED "EXEMPTION". THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES ORDAIN AS FOLLOWS: SECTION I. Subsection 5-5-3.C, License Fee, of Chapter 5, Business Licenses, of Title V (Finance and Business Regulations) of the Renton Municipal Code, is hereby amended as follows: C. License Fee: The general business license fee shall consist of two (2) parts, a fixed registration fee and a variable per employee fee, which shall be determined by the number of employees worker-hours in the City of Renton during the reporting period.:. as follows: 1. New License Application Registration Fee3: The new license Business License Registration fee shall be calc1:1lated by estimating the n1:1mber of ho1:1rs to be worked d1:1ring the 1:1pcoming year. For one tho1:1sand nine h1:1ndred twenty (1,920) or less total ho1:1rs v1orked per year, the minim1:1m license fee of one hundred ten dollars ($110.00) shall ~ be due and payable when filing a completed registration form as prescribed by the Administrator. For total ho1:1rs worked e)Eceeding one tho1:1sand nine h1:1ndred twenty (1,920) per year, the license fee shall be the total of a forty five dollar ($45.00) base license fee pl1:1s a 1 Appendix - Adopted Legislations 7 - 120 ORDINANCE NO. 5735 per hour fee calculated b'f multiplying total hours worked by $0.034 per hour. For those businesses relocating to Renton and anticipating an equivalent number of employee hours in the upcoming year, the fee may be based on the prior year's hours. The Registration Fee may be adjusted from time to time, as published in the city's current Fee Schedule brochure. 2. Renewal Per Employee Fee~: The annual Effective January 1, 2015, in addition to the Registration Fee described in subsection C.1 above, a per employee license renewal fee shall be calculated by multiplying the actual number of hours worked during the reporting period. For one thousand nine hundred t·.venty (1,920) or less total hours worked per year, the minimum license fee of one hundred ten dollars ($110.00) shall apply. For total hours worked e>cceeding one thousand nine hundred twenty (1,920) per year, the license fee shall be the total of a forty five dollar ($45.00) base license fee plus a per hour fee calculated by multiplying total hours ·.vorked by $0.03452 per hour. Businesses with fe·.ver than 1500 worker hours per year shall be exempt from paying the per employee fee described in this subsection. Businesses with fewer than one thousand two hundred (1,200) worker-hours in a year or three hundred (300) hours in a quarter shall be exempt from paying the per employee fee described in this subsection. The reporting period for new businesses shall be quarterly on or before the quarterly reporting due dates. 3. Renumbered by Ord. 5679. The per hour rate shall be administratively adjusted every other year by the percentage rise or fall of the Seattle-Tacoma- 2 Appendix - Adopted Legislations 7 - 121 ORDINANCE NO. 5735 Bremerton Consumer Price Index, All Items. Urban Wage Earners and Clerical Workers (also known as CPl-W) ending August 31, for the same two (2) year period and published in the City's current Fee Schedule brochure. 4. At any time d1:1ring the year that it appears that the n1:1mber of employees has been 1:1nder reported, an additional license fee shall be d1:1e. Additional license fees are calCl:llated 1:1sing the method sho'lm in s1:1bsection Cl of this section and based on the net difference between estimated fees paid at the tirne of ne'l1' license ap13lication and the fees for ho1:1rs act1:1ally worked. S1:1ch additional license fee shall be 13aid to the City at the tirne of ann1:1al rene·#al. 5. If, at any time, it ap13ears that the n1:1rnber of em13loyees for the year has been 1:1nder reported by t'v'v'enty 13ercent (20%} or more, there shall be a 13enalty a13131ied to any additional fee owed, eq1:1al to twenty 13ercent (20%} 13er ann1:1rn of the additional fee, pl1:1s any acco1:1nting, legal or administrative expense inCl:lrred by the City in determining the 1:1nder reporting, the amo1:1nt of the 1:1nder reporting or in collecting the ta>< and any penalty. &.--Each business license holder may be required, by the Administrative Services Administrator or his/her designee, to file with the City of Renton, copies of its quarterly reports to the State Department of Labor and Industries reporting employee hours worked. The businesses that did not file the report may be required to file an affidavit with the City reporting hours worked or the equivalent number of employees. 3 Appendix - Adopted Legislations 7 - 122 ORDINANCE NO. 5735 -74. Due Dates: Annual business license registration and per employee fees are due by tl:ie last day of tl:ie rnontl:i of tl:ie anniversary or e><piration of tl:ie current license. Quarterly license fees are due by the last day of January for businesses with anniversary dates which fall within the forth calendar quarter of the year, April for businesses with anniversary dates which fall within the first calendar quarter of the year, July for businesses with anniversary dates which fall within the second calendar quarter of the year, and October for businesses with anniversary dates which fall within the third calendar quarter of the year. For those businesses required to report quarterly, in additional to the annual registration fee due as described above, the per employee fees are due by the last day of January, April, July, and October. &.2. Reporting Periods: Per Employee g_Qusiness license fees are calculated for the reporting period. The Adrninistrative Services Administrator rnay set shall have the discretion to designate a business' reporting periods as annually or quarterly based on various factors, among others, the number of employees and/or seasonal nature of the business payrnent scl:iedules and due dates for business license fees on an exceptional basis. a. The R-reporting period for those required to file annual!Y business licenses shall be the four (4) complete calendar quarters preceding the due date. _ _..:;b:;,.:.._The reporting period for those required to file quarterly licenses shall be the calendar quarter preceding each quarterly due date. 4 Appendix - Adopted Legislations 7 - 123 ORDINANCE NO. 5735 9§. Expiration: Unless otherwise established by the Administrator, an annual business license registration is valid for a period of one (1) year and shall expire on the same date as the due date as described in subsection C.4 above.~ the last day of the R'lonth of the anniversary date of the initial b1:Jsiness license iss1:Jance or the expiration date as stated on the face of the license. /\ b1:Jsiness license with an approved q1:Jarterly reporting plan shall expire on the last day of Jan1:Jary, April, J1:Jly and October if the q1:Jarterly report and payments are not received by these dates. wz. Location of Business and Employees: a. Presumption: For purposes of this section, any business operating within the City limits of the City of Renton shall be deemed to have all of its employees working within the City limits of the City of Renton. b. Working Outside City: For any employees whose nominal place of business is within the City limits of the City of Renton, all hours will be presumed to be worked within the City and subject to this fee. Any employee regularly reporting to work within the City limits shall have all of that employee's time subject to this fee, even if portions of the employee's time are spent outside the City of Renton (for example, a realtor or outside salesperson). ~ When an employee normally employed within the City of Renton who, for extended periods of time, reports to work outside the City of Renton, for example, a contractor's employees reporting directly to job sites, then the employer may by affidavit report the number of hours actually worked within the City or the 5 Appendix - Adopted Legislations 7 - 124 ORDINANCE NO. 5735 percentage of time within the City based upon one thousand nine hundred twenty (1,920) hours annually and pay the annual license fee based upon those figures. c. Short Term or Temporary License: A temporary ninety (90) calendar day license may be purchased for fifty dollars ($50.00) for each full-time equivalent employee ("FTE:.1 or for each four hundred and eighty (480) worker- hours during the ninety (90) calendar day period, or as prescribed in the City's Fee Schedule. The expiration date of the license shall be ninety (90) calendar days from date of issuance. The temporary business license may only be purchased by businesses with fifty (SO) or fewer FTE. The license may be renewed at the applicable FTE rate for successive ninety (90) calendar day periods not to exceed two hundred seventy (270) consecutive days. Renewal forms will not be sent to short term business licensees. Renewals must be at the request of licensee. All late fees and penalties apply. H~. Any payment not made within one (1) month following the due date shall be cause for the automatic revocation of the business license. ~2. The Administrator shall have the authority to inspect business premises, and review or audit business records with reasonable prior notice. 10. Non-Profit Exemption: A bona fide non-profit organization organized under Section 501(c)(3) of the Internal Revenue Code whose income is primarily from compensation from public entities for health or social welfare services, grants, and/or donations, shall register and file employment information 6 Appendix - Adopted Legislations 7 - 125 ORDINANCE NO. 5735 at least annually but shall be exempt from paying the registration and the per employee fee. Primarily shall mean more than fifty percent (50%). SECTION II. This ordinance shall be effective upon its passage, approval, and thirty (30) calendar days after publication. Denis Law, Mayor Approved as to form: c:L~zi..;c.,. -~ Lawrence J. Warren, City Attorney Date of Publication: 11/7 /2014 (summary) ORD: 1838: 10/22/14:scr 7 Appendix - Adopted Legislations 7 - 126 CITY OF RENTON, WASHINGTON ORDINANCE NO. 5736 AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING SUBSECTION 5-4-2.C OF CHAPTER 4, ANIMAL LICENSES, OF TITLE V (FINANCE AND BUSINESS REGULATIONS} OF THE RENTON MUNICIPAL CODE, BY REDUCING THE AGE FOR CITY RESIDENTS TO QUALIFY FOR DISCOUNTED ANIMAL LICENSES AVAILABLE TO LOW INCOME SENIORS. THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES ORDAIN AS FOLLOWS: SECTION I. Subsection 5-4-2.C of Chapter 4, Animal Licenses, of Title V (Finance and Business Regulations) of the Renton Municipal Code, is hereby amended as follows: C. City residents shcty t· .... o (62) sixty-one (61) years of age or older, if income qualified as set forth in S1:Jbsections 8 5 150 and E and ~~ubsection 8-4- 31~C of the City Code, shall be entitled to purchase a special permanent animal license. Such qualified senior citizens persons shall not be required to annually purchase a new license for the lifetime of such licensed animals; provided, that no person so qualified shall be granted more than three (3) permanent licenses for any combination of three (3) cats and dogs for which they are the registered owners. SECTION II. This ordinance shall be effective upon its passage, approval, and thirty (30) days after publication. PASSED BY THE CITY COUNCIL this 3rd day of __ N_o_v_e_m_b_e_r ___ , 2014. 1 Appendix - Adopted Legislations 7 - 127 ORDINANCE NO. 5736 APPROVED BY THE MAYOR this 3rd day of __ N_o_v_e_m_b_e_r ___ , 2014. Denis Law, Mayor Approved as to form: cb_,.,, .... ~.«~Jivc,.. -~ Lawrence J. Warren, City Attorney Date of Publication: 11/7 /2014 (summary) ORD:1843:10/22/14:scr 2 Appendix - Adopted Legislations 7 - 128 CITY OF RENTON, WASHINGTON ORDINANCE NO. 5732 AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING SECTIONS 8-2-2 AND 8-2-3 OF CHAPTER 2, STORM AND SURFACE WATER DRAINAGE, SECTIONS 8-4-12, 8-4-24, 8-4-31 AND 8-4-33 OF CHAPTER 4, WATER, AND SECTION 8-5-15 OF CHAPTER 5, SEWERS, OF TITLE VIII (HEALTH AND SANITATION} OF THE RENTON MUNICIPAL CODE, ALLOWING FOR ADJUSTMENTS TO CURRENT UTILITY RATES FOR 2015 AND 2016, CLARIFYING THE WATER SHUTOFF FEE LANGUAGE AND CLARIFYING THE QUALIFICATIONS FOR REDUCED RATES. THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES ORDAIN AS FOLLOWS: SECTION I. Subsection 8-2-2.G, Special Rates, of Chapter 2, Storm and Surface Water Drainage, of Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows: G. Special Rates: 1. For a seventy-five percent (75%) rate subsidy for senior and/or disabled low-income customers: a. Senior and/or disabled citizens who qualified under RMC 8-4-31.:.C for low-income rates prior to August 1, 1994, are eligible for rates of two dollars and seventy-sixfifty two cents ($2.76~) per month for 201~.2 and two dollars and eighty-sevensixty five cents ($2.87~) per month for 2014§. b. Senior and/or disabled citizens who qualify under RMC 8-4-31.:.C for low-income rates after August 1, 1994, and prior to May 31, 2008, are eligible for rates of three dollars and twenty-nineeRe cent~ ($3.2900:) per month for 1 Appendix - Adopted Legislations 7 - 129 ORDINANCE NO. 5732 2013§. and three dollars and forty-twosi>cteen cents ($3.42-±e) per month for 2014§. 2. All senior and/or disabled citizens qualifying under RMC 8-4-31.:.C for low-income rates after May 31, 2008, are eligible for a fifty percent (50%) subsidy equal to a rate of six dollars and sixty#ve cents ($6.60~) per month for 2013§. and six dollars and eighty-sixtl:iirty five cents ($6.86~) per month for 2014§. SECTION II. Subsection 8-2-3.E.l, of subsection 8-2-3.E, Charges For Surface Water Utility, of Chapter 2, Storm and Surface Water Drainage, of Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows: 1. The following schedule is hereby adopted as the monthly charges to be paid to the City for surface water utility services: a. Single-family dwelling $13.202.09 per unit for 2013§. and $13.73~for 2014§. b. Low intensity, 0.5 acre or less $32.68~per acre for 2013§. and $33.99~per acre for 2014§. c. Medium intensity, 0.5 acre or less $47.28H9 per acre for 2013§. and $49.17.§..,.46 per acre for 2014§. d. High intensity, 0.5 acre or less $60.95~ per acre for 2013-2_ and $63.39:9&e± per acre for 2014§. e. Low intensity, more than 0.5 acre $65.37~ per acre for 2013-2_ and $67.98-2-:86 per acre for 2014§. 2 Appendix - Adopted Legislations 7 - 130 ORDINANCE NO. 5732 f. Medium intensity, more than 0.5 acre $94.508&:-§4 per acre for 2013§. and $98.28G:87 per acre for 2014§.. g. High intensity, more than 0.5 acre $121.9~ pe~r acre for 2013.2 and $126. 78~ per acre for 2014§.. h. Gravel pits: $131.42~ per acre for 2013.2 and $1;36.68~ for 2014§.. i. City streets: $32.77G,.G.1 per acre for 2013.2 and $34.08-hM per acre for 2014§.. SECTION Ill. Subsection 8-4-12.A, of subsection 8-4-12, Delinquent Charges, of Chapter 4, Water, of Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows: A. All charges for water service shall be charged against the premises to which the services were furnished and the City shall have a lien against the premises to which said water services were furnished for four (4) months' charges due or to become due, but not for any charges more than four (4) months past due. Such lien may be enforced by cutting off the water service to the premises until such time as the delinquent unpaid charges, together with the sum of sixty dollars ($60.00) additional for the expense of turniRg the water off and OR processing the utility shutoff list, have been paid to the Administrative Services Administrator or his/her designated representative. SECTION IV. Subsection 8-4-24.A.1, Fire Protection Charges, of Chapter 4, Water, of Title VIII (Health and Sanitation) ofthe Renton Municipal Code, is hereby amended as follows: 3 Appendix - Adopted Legislations 7 - 131 ORDINANCE NO. 5732 1. Fire Protection Charges: The private fire protection charges are hereby fixed in the following schedule: Meter 201~2 2014§ Rates Rates linch ~$6.27 $6.27 1 Yi inch ~$7.01 $7.01 2inch ~$9.01 $9.01 3inch s~~.eeS23. 79 $23.79 4inch $~7.88S29.27 $29.27 6inch $4Q.QGS42.06 $42.06 8inch $93.99Ss6.65 $56.65 lOinch $69.6QS73.o8 $73.08 SECTION V. Subsection 8-4-31.B, Metered Rates, of Chapter 4, Water, of Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows: B. Metered Rates: 1. The minimum rates for metered water supplied within the City in one (1) month or fractional period thereof are hereby fixed in the following schedule: 2014§ Rates 201~2 Rates 201~2 Rates Single-2014§ Rates Single-family/duplex, Private irrigation, City family/duplex, P1rivate irrigation, Size of multi-family, irrigation multi-family, City irrigation service non-residential non-residential 3/4" $±6.7eS17.6o $±Q.Q8S10.58 $17.60 $10.58 1" $34.7±S34.89 $±8.Q~S18.92 $34.89 $18.92 11/2" $64.±~S67.33 $3Q.79S32.29 $67.33 $32.29 2" $±QQ.9QS105.52 $47.±QS49.46 $105.52 $49.46 3" $~Q6.48S216.81 $99.e9Slo4.67 $216.81 $104.67 4" $3±§.QQS330.75 $±48.~4S155.65 $330.75 $155.65 6" $6±4.9QS645.28 $~8Q.77S294.81 $645.28 $294.81 8" $±,~Q~.sgS11262.94 $6±4.HS645.13 $1,262.94 $645.13 10" $±,79~.9sS1 1 882.63 $79Q.Q9S829.55 $1,882.63 $829.55 12" $~,6Q9.39S21739.86 $±,±4Q.8eS11197.9o $2,739.86 $1,197.90 4 Appendix - Adopted Legislations 7 - 132 ORDINANCE NO. 5732 2. Commodity Rates: Three (3) consumption blocks will be established for single-family and duplex customers. The size of the first block will be less than five hundred (500) cubic feet of water consumed per month. The second block will be five hundred (500) to one thousand (1,000) cubic feet of water consumed per month. The third block will be over one thousand (1,000) cubic feet of water consumed per month. The rates for these three (3) blocks are as follows: 201-3-5 Rates 20146 Rates Less than 500 cubic feet/mo. $2.54~/lOOcf $2.54/lOOcf 500 -1,000 cubic feet/mo. $3.41~/lOOcf $3.41/lOOcf Over 1,000 cubic feet/mo. $4.·±30/lOOcf $4.30/lOOcf Customers that are multi-family, non-residential, private irrigation and City irrigation will pay for consumption at the following rates per one hundred (100) cubic feet: 2013-.2 Rates 2014§ Rates Multi-family ~$3.29 $3.29 Non-residential ~$3.48 $3.48 Private Irrigation ~$5.58 $5.58 City Irrigation ~$3.92 $3.92 SECTION VI. Subsection 8-4-31.C, Senior Citizens and Disabled Persons, of Chapter 4, Water, of Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows: C. Senior Citizens And Disabled Persons: The following is hereby established for certain senior citizens and disabled persons who are economically disadvantaged as herein set forth: 5 Appendix - Adopted Legislations 7 - 133 ORDINANCE NO. 5732 1. Low-Income Seniors: A "low-income senior citizen" is defined as a person sixty-one (61) years of age or older who resides in a single-family dwelling that is separately metered with a City water meter for water usage, either as owner, purchaser, or renter, with the utility account under his/her name, and whose total combined household income, iAcludiAg that of his or her spouse or co teAaAt, does not exceed the annual income threshold for low-income rate eligibility. The annual income threshold for eligibility for low-income rate shall be adjusted each calendar year, using the Income Guidelines for King County as provided annually by the U.S. Department of Housing and Urban Development (HUD) aR6 QI.._King County's qualifying income criteria for a senior citizen/disability property tax exemption, whichever is more favorable. AFty household ·.vith a dQisposable income, defined by RCW 84.36.383(5), includes all income sources and amounts received by the owner, purchaser or renter, his/her spouse/domestic partner and any co-tenants. Any household with a disposable income of thirty percent (30%) or less of the median household income for King County and qualified for a subsidy prior to May 31, 2008, will be eligible for a seventy-five percent (75%) rate subsidy. All other households with an annual disposable income less than King County's maximum qualifying income for a senior citizen/disability property tax exemption are eligible for a fifty percent (50%) rate subsidy. For households with more than two (2) individuals eiualif't'iAg uAder Subsection C of this SectioA, an additional five 6 Appendix - Adopted Legislations 7 - 134 ORDINANCE NO. 5732 thousand dollars ($5,000) is added to the income threshold per qualifying individual. 2. Low-Income Disabled Citizen: A "low-income disabled citizen" is defined as: a) a person qualifying for special parking privileges under RCW 46.16.381(1)(a) through (f) RCW 46.19.010; b) a blind person as defined in RCW 74.18.020; c) a disabled, handicapped, or incapacitated person as defined under any other existing State or Federal program; or d) a person on home kidney dialysis treatment who resides in a single-family dwelling that is separately metered for water usage, either as owner, purchaser or renter, with the utility account under his/her name, and whose total combined household income, including that of his or her spouse or co tenant, does not exceed the annual income threshold for eligibility for low-income rate. 3. Qualified PersonsApplication: a. Every such 8._person (if double occupancy, then both household Fl1embers) shall meet either of the above requirements to qualify for senior citizen and disabled rate(s). Every such person (if double occupancy, then both household members) shall file with the Utilities billing section of the City, his or her affidavit, that he/she or they are qualified to be charged the special rate for such utility services herein stated. b. Such statement shall contain such other information as the Utilities billing section may prescribe, including but not limited to address, ownership or interest in the dwelling occupied by such applicant(s), amount, 7 Appendix - Adopted Legislations 7 - 135 ORDINANCE NO. 5732 source and nature of all household members' income from any and all sourcesL proof of disability status and/or age, together with the applicant's unqualified promise to forthwith notify the City of any circumstances or change in condition which would make the applicant(s) ineligible to receive said special rate(s). The Utilities billing section may establish rules and procedures for implementing this Section. 4. Low-Income Rates: a. For a seventy-five percent (75%) rate subsidy: (1) For those senior citizens and disabled persons who qualified as economically disadvantaged, and were on this low-income rate prior to August 1, 1994, the rate for water service relating to such single-family dwelling in which such eligible person or persons permanently reside is two&Re dollar~ and ninety eight cents ($2.0±-98) per month for 201~.2_ and two dollars and eight cents ($2.08} per month for 2014§, limited to nine hundred (900} cubic feet of water per month. Any water consumption over nine hundred {900) cubic feet per month shall be charged as provided in Subsections A and B of this Section. (2) For those senior citizens and disabled persons who qualify as economically disadvantaged, and were on this low-income rate after August 1, 1994, and prior to May 31, 2008, the rate for water service relating to such single-family dwelling in which such eligible person or persons permanently reside is four dollars and thirty-sevensi>cteen cents ($4.37±6) per month for 201~.2_ and four dollars and thirty-seven cents ($4.37) per month for 2014§, 8 Appendix - Adopted Legislations 7 - 136 ORDINANCE NO. 5732 limited to nine hundred (900) cubic feet of water per month. Any water consumption over nine hundred (900) cubic feet per month shall be charged as provided in Subsections A and B of this Section, except for those persons who qualify under home kidney dialysis. These customers are limited to one thousand seven hundred (1, 700) cubic feet of water per month before any excess is charged as provided in Subsections A and B of this Section. b. For all other senior citizens and/or disabled persons who qualify for low-income rates according to the criteria in subsections C~l and C~2 of this Section after May 31, 2008, they will be eligible for a fifty percent (50%) subsidy on the charges for water service relating to such single-family dwelling in which such eligible person or persons permanently reside. The fifty percent (50%) subsidy will apply to the basic charge and commodity charge only. 5. For those senior citizens sixty-one (61) years of age or older and/or disabled citizens, when such seniors and/or disabled citizens are not otherwise eligible for special rates as low-income seniors and/or disabled citizens, but who qualify for property tax exemption pursuant to RCW 84.36.381(5)(a) and are not residents of the City, shall be exempt from the fifty percent (50%) utility surcharge applicable to those customers not residents of the City. To receive this exemption the applicant must provide the information required under subsection C~3 of this Section. 9 Appendix - Adopted Legislations 7 - 137 ORDINANCE NO. __ _ SECTION VII. Subsection 8-4-33.B of section 8-4-33, When Due and Payable, of Chapter 4, Water, of Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows: B. If customers' water bills are not paid by the due date (twenty:five (25) days from the date of billing) they will receive a mailed shutoff notice stating that if their accounts become delinquent because of nonpayment after forty:five (45) days from the date of billing the Planning/B1:1ilding/Public Works Department will be directed to cut off the water service to the premises and enforce the lien upon the property to which service has been rendered, and such lien shall be superior to all other liens or encumbrances except those for general taxes and special assessments. Such liens may be foreclosed by the City in the manner provided by law for the enforcement of the same, and for delinquent water charges, in addition to all other remedies provided. There will be an additional sum of sixty dollars ($60.00) charged for the expense of t1:1rning the water on processing the utility shutoff list. Water service will be restored when this fee and all charges to the City plus penalties have been paid. For requests to turn the water back on that occur after 3:00 p.m., an additional after-hours service charge of ninety dollars ($90.00) will be assessed and must be paid at the time of the request. When City personnel or City agents must notify tenants of impending shutoff of water, there shall be imposed, in addition to all other fees and charges, a fee of five dollars ($5.00) per unit which was notified whether in 10 Appendix - Adopted Legislations 7 - 138 ORDINANCE NO. 5732 person, by mail, by posting, by door hanging or other means reasonably calculated to provide notice to the tenant. SECTION VIII. Subsection 8-5-15.A, Disposal Rates, of Chapter 5, Sewers, of Title VIII (Health and Sanitation) ofthe Renton Municipal Code, is hereby amended as follows: A. Disposal Rates: The monthly rates and charges for sewage disposal service shall be as follows: 1. Single-Family: The 201~2 rate is twenty-seven~ dollars and sixty- fivethirty three cents ($27.65~); the 2014§. rate is twenty-seven dollars and sixty-five cents ($27.65). 2. All Other Users: The 201~2 rate is aA base charge of four dollars and twenty-five cents ($4.,fG5) plus threetwe dollars and twelveninety se ... en cents ($3.12b-97) per month for each one hundred (100) cubic feet of water used, but not less than twenty-seven~ dollars and sixty-fivethirty three cents ($27.65~) per month; the 20146 rate is aA base charge of four dollars and twenty-five cents ($4.25) plus three dollars and twelve cents ($3.12) per month for one hundred (100) cubic feet of water used, but not less than twenty-seven dollars and sixty-five cents ($27.65) per month. 3. Charges For Sewer Service Without City Water: In the event that water obtained from sources other than purchased from the City is either discharged or drained into the sewer system, users shall be charged by one ffiof the two (2) following methods: 11 Appendix - Adopted Legislations 7 - 139 ORDINANCE NO. 5732 a. For single-family residences: The 2013-5 rate is twenty-sevens* dollars and sixty-fivethirty three cents ($27.65~) per month; the 2014§. rate ~twenty-seven dollars and sixty-five cents ($27.65) per month. b. For other than single-family dwellings, the Public Works Administrator or designee shall install a water meter into such private water system at cost to property owners, and the method of billing shall be in compliance with Subsection A.2 of this Section. SECTION IX. Subsection 8-5-15.D, Additional Charges, of Chapter 5, Sewers, of Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows: D. Additional Charges: In addition to the foregoing charges specified in this Section, the following rates shall be charged: 1. For each single-family dwelling unit, aA charge of forty-twothirty nine dollars and threeseventy nine cents ($42.033-9:+9) per month and a rate adjustment charge of fifty-eight one dollar and sixteen cents ($0.58-1:-16) per month payable to for King County Wastewater in accordance with the lnterlocal Agreement with King County Wastewater. for each single farnily swelling 1:1nit. 2. For all users other than single-family, aA charge of forty-twotf::l..H:ty- flffie dollars and threeseventy nine cents ($42.033-9:+9) per month and a rate adjustment charge of fifty-eight one dollar and sixteen cents ($0.58-1:-16) per month payable to for King County Wastewater for each seven hundred fifty (750) cubic feet, or any fraction thereof, of water used in accordance with the 12 Appendix - Adopted Legislations 7 - 140 ORDINANCE NO. 5732 lnterlocal Agreement with King County Wastewater. for all 1:1sers other than single farnily. 3. Any additional charges hereafter imposed by King County Wastewater under the "Industrial Cost Recovery" or "Industrial Waste Surcharge" programs required under the FWPCA (PL 92-500), Section 204, or as same may be amended hereafter, plus fifteen percent (15%) thereof as an additional charge for the City's cost of implementing such programs. 4. Senior and/or disabled low income rates: a. For a seventy-five percent (75%) subsidy: (1) Senior and/or disabled low-income citizens who qualified under RMC 8-4-31~C for low-income rates prior to August 1, 1994, are eligible for a nonsubsidized rate of forty-twothirty nine dollars and threeseventy nine cents ($42.03~) per month and a rate adjustment charge of fifty-eight one dollar and sixteen cents ($0.58±:-±e) per month payable to for King County Wastewater in accordance with the lnterlocal Agreement with King County Wastewater, and a subsidized rate of two dollars and thirty-eighttwenty seven cents ($2.38~) per month for City sewer charges for a total of forty-four#H:ee dollars and ninety- ninetwenty two cents ($44.99~) for 201~,2; and a nonsubsidized rate of forty- twothirty nine dollars and threeseventy nine cents ($42.03~) per month and a rate adjustment charge of fifty-eight one dollar and sixteen cents ($0.58±:-±e) per month payable to for King County Wastewater in accordance with the lnterlocal Agreement with King County Wastewater, and a subsidized rate of two 13 Appendix - Adopted Legislations 7 - 141 ORDINANCE NO. 5732 dollars and thirty-eight cents ($2.38) per month for City sewer charges for a total of forty-four#H=ee dollars and ninety-ninethirty three cents ($44.99~) for 20146. (2) Senior and/or disabled citizens who qualify under RMC 8-4- 31.:.C for low-income rates after August 1, 1994, and prior to May 31, 2008, are eligible for a nonsubsidized rate of forty-twothirty nine dollars and threeseventy fHA.e cents ($42.03-39-:-79) per month and a rate adjustment charge of fifty-eight one dollar and si><teen cents ($0.58~) per month payable to for King County Wastewater in accordance with the lnterlocal Agreement with King County Wastewater, and a subsidized rate of six dollars and ninety-twofifty nine cents ($6.9299) per month for City sewer charges for a total of forty-nine~ dollars and fifty-three~r cents ($49.53+.-§4) for 20H.2; and a nonsubsidized rate of forty-twothirty nine dollars and threeseventy nine cents ($42.03-39-:-79) per month and a rate adjustment charge of fifty-eight one dollar and si><teen cents ($0.58~) per month payable to for King County Wastewater in accordance with the lnterlocal Agreement with King County Wastewater, and a subsidized rate of six dollars and ninety-two cents ($6.92) per month for City sewer charges for a total of forty-nine~ dollars and fifty-threeeighty seven cents ($49.53+.-87) for 2014§. b. All other senior and/or disabled citizens qualifying under RMC 8-4- 31.:.C for low-income rates after May 31, 2008, are eligible for a fifty percent (50%) subsidy. For 2013-,2: a nonsubsidized rate of forty-twothirty nine dollars 14 Appendix - Adopted Legislations 7 - 142 ORDINANCE NO. 5732 and threeseventy nine cents ($42.03~} per month and a rate adjustment charge of fifty-eight one dollar and sixteen cents ($0.58-h±6} per month payable :te for King County Wastewater in accordance with the lnterlocal Agreement with King County Wastewater, and a subsidized rate of thirteen dollars and eightv- threeseventeen cents ($13.83±7} per month for City sewer charges for a total of fifty-sixfet:l.F dollars and forty-fourtwelve cents ($56.444:-H}; For 2014§: a nonsubsidized rate of forty-twothirty nine dollars and threeseventy nine cents ($42.03~} per month and a rate adjustment charge of fifty-eight one dollar and si>Eteen cents ($0.58-h±6} per month payable to for King County Wastewater in accordance with the lnterlocal Agreement with King County Wastewater, and a subsidized rate of thirteen dollars and eighty-three cents ($13.83} per month for City sewer charges for a total of fifty-sixfet:l.F dollars and forty-fourseventy e+gRt cents ($56.444.-78}. SECTION X. These rates become effective with billings computed on or after January 1, 2015 for the 2015 rates and January 1, 2016 for the 2016 rates. SECTION XI. This ordinance shall be effective on January 1, 2015. PASSED BY THE CITY COUNCIL this 3rd day of __ N_o_v_e_m_b_e_r __ ~ 2014. 15 Appendix - Adopted Legislations 7 - 143 ORDINANCE NO. 5732 APPROVED BY THE MAYOR this 3rd day of November , 2014. Denis Law, Mayor Approved as to form: c:J:.o ~20-J(.., ,_.., Lawrence J. Warren, City Attorney Date of Publication: 11/7 /2014 (summary) ORD:1834:9/22/14:scr 16 Appendix - Adopted Legislations 7 - 144 CITY OF RENTON, WASHINGTON ORDINANCE NO. 5733 AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING SECTION 8-1-10 OF CHAPTER 1, GARBAGE, OF TITLE VIII (HEALTH & SANITATION) OF THE RENTON MUNICIPAL CODE, RELATING TO YEAR 2015 AND 2016 SERVICES AND UTILITY RATES FOR ALL CUSTOMER CLASSES. THE CITY COUNCIL OF THE CITY OF RENTON WASHINGTON, DOES ORDAIN AS FOLLOWS: SECTION I. Section 8-1-10, Rates for Services, of Chapter 1, Garbage, of Title VIII (Health and Sanitation) of the Renton Municipal Code, is hereby amended as follows: 8-1-10: RATES FOR SERVICES: The following schedule is hereby adopted as the monthly charges to be paid to the City for services rendered in each category: A. Residential Customers: 1. For garbage cans, carts, and/or garbage units: Every Other Week Garbage & Recycling, 201~~ Renton 2014§ Renton Weekly Yard Waste & Food Scraps SWU Monthly SWU Monthly Service Level Rates Rates Mini Cart (20 Gallon) $~12.84 $12.84 35 Gallon Contractor Cart $~21.12 $21.12 45 Gallon Contractor Cart $~26.62 $26.62 64 Gallon Contractor Cart $~37.05 $37.05 96 Gallon Contractor Cart $~54.69 $54.69 Senior Mini Cart Rate (75% subsidy)/Existing $~3.21 $3.21 Senior Mini Cart Rate (50% subsidy) $ &:-H6.43 $6.43 Senior 35 Gallon Cart Rate (50% subsidy) $~10.56 $10.56 Senior 45 Gallon Cart Rate (50% subsidy) $~13.30 $13.30 Senior 64 Gallon Cart Rate (50% subsidy) $~18.53 $18.53 Senior 96 Gallon Cart Rate (50% subsidy) $~27.53 $27.53 Extra garbage, up to 15 gallons per unit/per pickup $-3-:-743. 9 3 $3.93 Extra yard waste cart rental $~2.18 $2.18 Return Trip Charge per pickup $~5.70 $5.70 1 Appendix - Adopted Legislations 7 - 145 ORDINANCE NO. 5733 2. Residential customers are allowed to change their garbage service level once per year without incurring an administrative fee. Each garbage service level change per year above the once per year allowance will result in an administrative fee of twenty-five dollars ($25.00). The one (1) year period shall begin January 1 and shall end December 31 each year. 3. Senior and/or disabled customers who qualified under Subsection 8-4-31.:.C of this Title for low-income rates for seventy-five percent (75%) subsidy prior to May 31, 2008, are eligible for a three dollars and ~ twenty-one cents ($3.&621) fee for 2013-2 and three dollars and twenty-one cents ($3.21) fee for 2014§ for 20 Gallon Mini Cart service. For services other than Mini Cart service, the rate schedule as provided in Subsection 8-1-10.:_A.l will apply. All senior and/or disabled customers qualifying under Subsection 8-4-31.:.C for low income rates after May 31, 2008, are eligible for a fifty percent (50%) subsidy of the charges for the service level selected. 4. Premium Weekly Collection: Single-family residential customers may elect to have their garbage collected weekly for an additional fee of twenty: one dollars and fifty-thfeefive cents ($~21.55) per month for 2013-2 and twenty-one dollars and fifty-five cents ($21.55) per month for 2014§. This fee will be added to the monthly garbage billing as an extra Premium Service Fee. 5. Miscellaneous Services: The City of Renton offers miscellaneous services at the following rates: 2 Appendix - Adopted Legislations 7 - 146 -------------------- ORDINANCE NO. 5733 Services Cost per Pick Up 201a~ Rates 2014§ Rates On-Call Bulky Waste Collection White Goods, except Refrigerators/Freezers per unit $~69.02 $69.02 Refrigerators/Freezers per unit $~73_,_85 $73.85 Sofas/Chairs per unit $~64.18 $64.18 Mattresses per unit $~§12§ $61.76 B. Commercial Customers: 1. Multi-Family Carts: Customers have the following cart-based services available: Multi-Family Cart Service Level 201a~swu 2014§SWU Monthly Rates Monthly Rates One 20 Gallon Mini Cart $~22.93 $22.93 Weekly One 35 Gallon Garbage Cart $~29.81 $29.81 Can and One 64 Gallon Contractor Cart $~44.14 $44.14 Cart One 96 Gallon Contractor Cart $~58.47 $58.47 Extra Cans or Units $&d-e6.47 $6.47 Weekly Yard Waste Collection Cart $41m43.12 $43.12 2. Commercial Carts: Customers have the following contractor cart- based services available: 201a~ swu Monthly 2014§ SWU Monthly Commercial Cart Service Level Rates Rates One 20 Gallon Mini Cart $~36.21 $36.21 Weekly One 35 Gallon Garbage Cart $~40.27 $40.27 Commercial One 64 Gallon Contractor Cart $494851.74 $51.74 Can and One 96 Gallon Contractor Cart $~63.55 $63.55 Cart Extra Cans or Units $~6.22 $6.22 Weekly Yard Waste Collection Cart $39-:4941.46 $41.46 3. Hydraulically Handled Containers One (1) to Eight (8) Yards: The rate for the handling of hydraulically handled containers approved by the City's 3 Appendix - Adopted Legislations 7 - 147 ORDINANCE NO. 5733 contractor and the City for use by commercial, industrial and multiple-family residence establishments shall be as follows: a. Monthly Rates: 201~~swu Monthly 2014QSWU Rates Monthly Commercial Service Level Rates 1 Cubic Yard, 1 pickup/week $±Q3.§Q'.:108.67 $108.67 1 Cubic Yard, 2 pickups/week $±94.38~204.09 $204.09 1 Cubic Yard, 3 pickups/week $~8§.~6<'"299.53 $299.53 1 Cubic Yard, 4 pickups/week $376.±4~394.95 $394.95 1 Cubic Yard, 5 pickups/week $467.Q~~490.37 $490.37 1.5 Cubic Yards, 1 pickup/week $±4±.88:148.97 $148.97 1.5 Cubic Yards, 2 pickups/week $~7±.±4.::284. 70 $284.70 1.5 Cubic Yards, 3 pickups/week $4QQ.4b420.43 $420.43 Commercial 1.5 Cubic Yards, 4 pickups/week $§~9.67'.:556.16 $556.16 Detachable 1.5 Cubic Yards, 5 pickups/week $6§8.93'.:691.87 $691.87 Container 2 Cubic Yards, 1 pickup/week $±78.87J187.81 $187.81 (loose) 2 Cubic Yards, 2 pickups/week $34§.±b362.37 $362.37 2 Cubic Yards, 3 pickups/week $§H.36~536.93 $536.93 2 Cubic Yards, 4 pickups/week $677.6b 711.49 $711.49 2 Cubic Yards, 5 pickups/week $84 3.8§:886.05 $886.05 3 Cubic Yards, 1 pickup/week $~§4 .§Q:267 .22 $267.22 3 Cubic Yards, 2 pickups/week $496.39'.:521.21 $521.21 3 Cubic Yards, 3 pickups/week $738.~8J775.19 $775.19 3 Cubic Yards, 4 pickups/week $98Q.±6'1 029.17 $1,029.17 3 Cubic Yards, 5 pickups/week $±,~~~.Q§~l 283.16 $1,283.16 4 Cubic Yards, 1 pickup/week $33Q.QQ:346.50 $346.50 4 Cubic Yards, 2 pickups/week $64 7. 4Q'.:679. 77 $679.77 4 Cubic Yards, 3 pickups/week $964.8Q'.:1 013.04 $1,013.04 4 Cubic Yards, 4 pickups/week $±,~8~.Q8:1 346.19 $1,346.19 4 Cubic Yards, 5 pickups/week $±,§99.§8:1 679.56 $1,679.56 6 Cubic Yards, 1 pickup/week $ 4 78.8Q<'" 502. 7 4 $502.74 6 Cubic Yards, 2 pickups/week $94 4 .99~992.24 $992.24 6 Cubic Yards, 3 pickups/week $±,4±±.±8:1481.74 $1,481.74 6 Cubic Yards, 4 pickups/week $±,877.37:1 971.24 $1,971.24 6 Cubic Yards, 5 pickups/week $~,343.§6J2 460.74 $2,460.74 8 Cubic Yards, 1 pickup/week $6~6.7b658.05 $658.05 8 Cubic Yards, 2 pickups/week $±,~4Q.8~~1 302.86 $1,302.86 8 Cubic Yards, 3 pickups/week $±,8§4.9±:1 947.65 $1,947.65 4 Appendix - Adopted Legislations 7 - 148 ORDINANCE NO. 5733 8 Cubic Yards, 4 pickups/week $~,469.Q±~2 592.46 $2,592.46 8 Cubic Yards, 5 pickups/week $3,Q83.nc3 237.27 $3,237.27 Extra loose cubic yard, per pickup $~Q.97~22.02 $22.02 201~~ SWU Monthly 2014QSWU Rates Monthly Commercial Service Level Rates Commercial 1 Cubic Yard Compactor $~46.84"'259.19 $259.19 Detachable 1.5 Cubic Yards Compactor $3§6.7~c 37 4.55 $374.55 Container 2 Cubic Yards Compactor $4§8.4§~481.37 $481.37 (Compacted) 3 Cubic Yards Compactor $67§.±8~708.9.a $708.94 4 Cubic Yards Compactor $89~.~Q~936.81 $936.81 6 Cubic Yards Compactor $±,3~§.§9~1 391.87 $1,391.87 b. Rental Rates: Rental rates for one (1) to eight (8) yard containers will be paid in the monthly rates. c. Minimum Pickups: Minimum pickups for containers and compactors between one (1) and eight (8) yards will be once per week. 4. Temporary containers are rented and billings are handled directly by Waste Management, Inc. 5. Extra Charges: a. The following extra charges will apply for commercial services: Commercial Extra Service Fees 201~~ 2014Q Commercial cart carry out charge if> 50 feet (per time) ~$7.39 $7.39 Additional roll out fees over 25 feet, from point of safe truck access/ pickup ~$4.09 $4.09 Unlocking & locking gates and/or container lids, per pickup $4:W$4.23 $4.23 Return trip for containers not available for collection at regularly scheduled pickup time $3Q.99S32.53 $32.53 5 Appendix - Adopted Legislations 7 - 149 ORDINANCE NO. 5733 b. Any extra yardage charges determined by the collection contractor due to overflowing containers will be charged per yard at the one (1) yard rate listed under subsection 8-1-lO~B.3.a. 6. Special Services: Whenever special services not contained within this schedule are required, the rate charged for those special services shall be negotiated by the customer with the City and the collection contractor. C. Commercial Roll Off Customers: Commercial roll off customers are those who have a ten (10) to forty (40) yard container or compactor. These large disposal containers are lifted and weighed at the disposal facility. Commercial container customers pay a disposal pickup fee based upon the number of pickups, a weight-based fee and a container rental fee. Compactor customers pay a pickup fee based upon the number of pickups and a weight-based disposal fee. 1. Base Pickup Fees: The base pickup fees are as follows on a per occurrence basis: Commercial Roll Off 201~~ 2014§ Rates are Per Pickup 10 Yards Container $19~.1~$211.81 $~Q1.7~$222.40 15 Yards Container $~Q6.~1$227.35 $~16.§~$238. 72 20 Yards Container $~11.87$233.58 G~~~.46$245.26 30 Yards Container G~~9.7G$253.24 $~41.18$265.90 40 Yards Container $~4§.84$271.04 $~§8.13$284.59 10 Yards Compactor $~18.64$241.05 $~~9.§7$253.10 20 Yards Compactor $n6.~9$260.46 $~48.Q6$273.48 30 Yards Compactor $~§3.91$279.94 $~66.61$293.94 40 Yards Compactor $~69.7Q$297.35 $~83.19$312.22 The minimum pickups are twice per month. 6 Appendix - Adopted Legislations 7 - 150 ORDINANCE NO. 5733 2. Rental Rates: The following are rental rates for roll off containers: Monthly Rental Rates 201~~ 2014~ 10 Yards Container $43.84S46.o3 $46.03 15 Yards Container $6~.57S65. 10 $65.70 20 Yards Container $81.~8S85.34 $85.34 30 Yards Container $ 1QQ.G~S105.02 $105.02 40 Yards Container $1~3.~as129.42 $129.42 3. Disposal Fees: In addition to the base charge per pick up and the monthly rental fee, the customer must pay weight-based disposal fees plus applicable tax. D. (Rep. by Ord. 4898, 3-19-2001) E. Classification and Appeal: Service category classifications shall be on the basis of the type and volume of solid waste and the purpose and type of the dwelling or facility being served as determined by the Public Works Administrator of the City, or the Administrator's duly authorized representative. Any person who shall deem their classification improper may appeal to the Solid Waste Coordinator within forty-five (45) days following their classification or change of classification. After the decision of the Solid Waste Coordinator, if the party appealing is still aggrieved, then the party may appeal to the Public Works Administrator, whose decision shall be final. SECTION II. These rates become effective with billings computed on or after January 1, 2015 for the 2015 rates and January 1, 2016 for the 2016 rates. SECTION Ill. This ordinance shall be effective January 1, 2015. 7 Appendix - Adopted Legislations 7 - 151 ORDINANCE NO. 5 7 33 PASSED BY THE CITY COUNCIL this 3rd day of November 2014. APPROVED BY THE MAYOR this 3rd day of November I 2014. Denis Law, Mayor Approved as to form: cL~#Wr-.,. Lawrence J. Warren, City Attorney Date of Publication: 11/7 /2014 (summary) ORD:1835:9/16/14:scr 8 Appendix - Adopted Legislations 7 - 152 CITY OF RENTON, WASHINGTON RESOLUTION NO. 4 2 3 2 A RESOLUTION OF THE CITY OF RENTON, WASHINGTON, ADOPTING THE 2015/2016 CITY OF RENTON FEE SCHEDULE. WHEREAS, on November 23, 2009, the Council adopted Ordinance No. 5509, which removed many fees from the Renton Municipal Code and consolidated them into the 2010 City of Renton Fee Schedule brochure ("fee brochure"); and WHEREAS, the fee brochure has been amended several times since 2009; and WHEREAS, it is necessary to approve an amended fee schedule brochure for years 2015 and 2016 as a part ofthe City's 2015/2016 biennial budget; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES RESOLVE AS FOLLOWS: SECTION I. The above recitals are found to be true and correct in all respects. SECTION II. The amended 2015-16 City of Renton Fee Schedule brochure, attached hereto, is hereby adopted by reference. A copy of the fee brochure is at all times filed with the City Clerk. PASSED BY THE CITY COUNCILthis 3rd day of _N_o_v_e_rn_b_e_r _____ , 2014. 1 Appendix - Adopted Legislations 7 - 153 RESOLUTION NO. 4232 APPROVED BY THE MAYOR this 3rd day of_N_o_v_e_m_b_e_r _____ , 2014. Approved as to form: ,;:..--::) d ~ .. k. w:<;J'W~ Lawrence J. Warren, City Attorney RES:1646:10/01/14:scr 2 Denis Law, Mayor Appendix - Adopted Legislations 7 - 154 R E N T O N C I T Y O F