Loading...
HomeMy WebLinkAbout2017-2018 Proposed Budget (Preliminary)City of Renton 2017-2018 Proposed Budget Renton City Hall • 1055 South Grady Way • Renton, Washington 98057 • rentonwa.gov 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 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 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 Building an inclusive informed 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 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 Renton Business Plan 2017–2022 GOALS The City of Renton, in partnership and communication with residents, businesses, and schools, is dedicated to:MISSION 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 informed city with opportunities for all Meeting service demands through high quality customer service, innovation, a positive work environment, and a commitment to excellence Renton: The center of opportunity in the Puget Sound Region where families and businesses thrive VISION RENTON. AHEAD OF THE CURVE. i 2017/2018 Proposed Budget City of Renton, Washington Updated 2/15/2016    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.  INDEPENDENT SALARY COMMISSION                                    Meetings scheduled as needed  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                                    Meetings scheduled as needed  PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m.  PLANNING COMMISSION Council Chambers 2nd and 4th  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 2017/2018 Proposed Budget City of Renton, Washington             Mayor Denis Law        Judge Terry Jurado               Serving as Mayor since 2008          Serving since 1998     City Council 2004 ‐ 2007                    Renton City Council                         Don Persson          Ed Prince               Randy Corman               Ruth Pérez     Serving since 2000             Serving since 2012          Serving since 1994                 Serving since 2014                                                                             Carol Ann Witschi                    Ryan McIrvin                              Armondo Pavone                                       Serving since 2016              Serving since 2016              Serving since 2014          iii 2017/2018 Proposed Budget City of Renton, Washington               The Government Finance Officers Association of the United States and Canada (GFOA)  presented a Distinguished Budget Presentation Award to City of Renton, Washington for its  biennial budget for the biennium beginning January 1, 2015. In order to receive this award, a  governmental unit must publish a budget document that meets program criteria as a policy  document, as a financial plan, as an operations guide, and as a communications device.  This  award is valid for a period of two years only. We believe our current budget continues to  conform to program requirements, and we are submitting it to GFOA to determine its eligibility  for another award.  iv 2017/2018 Proposed Budget City of Renton, Washington Table of Contents  Page    EXECUTIVE SUMMARY  Budget Message from the Mayor 1‐1  2017/2018 Budget Highlights 1‐11  Budget at a Glance 1‐23  Long Range Plan 1‐33  Financial Management Policies 1‐55   RENTON RESULTS  Budget Framework 2‐1  Renton Results Overview 2‐5  Renton Results Key Performance Indicators 2‐7  2010‐2018 Resource Allocation by City Service Area 2‐8  Safety and Health ‐ Programs, Resources and Results 2‐9  Representative Government ‐ Programs, Resources and Results  2‐14  Livable Community ‐ Programs, Resources and Results 2‐18  Mobility ‐ Programs, Resources and Results 2‐23  Utilities and Environment ‐ Programs, Resources and Results  2‐26  Internal Services ‐ Programs, Resources and Results  2‐31  Revenue, Expenditure and Capital Budgets by City Service Area 2‐37  Reconciliation to Total Budget 2‐44   BUDGET BY DEPARTMENT  Legislative 3‐1  Executive 3‐7  City Attorney 3‐21  Court Services 3‐25  Administrative Services (AS) 3‐29  Community and Economic Development (CED) 3‐39  Community Services 3‐55  Fire and Emergency Services 3‐83  Human Resources and Risk Management (HR&RM) 3‐85  Other City Services 3‐93  Police 3‐95  Public Works (PW) 3‐109   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 2017/2018 Proposed Budget City of Renton, Washington Table of Contents  Page    CAPITAL INVESTMENT PROGRAM  City Wide Narrative 5‐1  City Wide Summary 5‐5  General Government 5‐7  Internal Service Funds 5‐49  Transportation 5‐55  Airport 5‐93  Golf Course 5‐107  Water 5‐115  Wastewater 5‐135  Surface Water 5‐149   BUDGET BY FUND  Summary All Funds 6‐1  General Governmental 6‐11  Special Revenue 6‐12  Capital Investment Program 6‐18  Enterprise 6‐26  Internal Service 6‐33  Investment Trust 6‐40   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, Police still under development) 7‐7  Rates and Fees Schedule 7‐18  Budget Glossary 7‐39  Adopted Legislations (Budget, Taxes, Fees, and etc) Not shown for Proposed Budget 7‐48    vi 2017/2018 Proposed Budget City of Renton, Washington     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  2017/2018 Biennial Budget.  Following this are the 2017/2018 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 2017/2018 Proposed Budget City of Renton, Washington This page is intentionally left blank    viii 2017/2018 Proposed Budget City of Renton, Washington             1 EXECUTIVE SUMMARY     Budget Message from the Mayor      1‐1    2017/2018 Budget Highlights      1‐11    Budget at a Glance      1‐23    Long Range Plan      1‐33    Financial Management Policies      1‐55     ADMINISTRATIVE SERVICES Jan Hawn, Administrator 425‐430‐6858 RENTON CITIZENS MAYOR Denis Law 425‐430‐6500 MUNICIPAL COURT JUDGE Terry Jurado 425‐430‐6550 CITY COUNCIL Randy Corman (President), Ryan  McIrvin, Armondo Pavone, Ruth  Pérez, Don Persson, Ed Prince and  Carol Ann Witschi 425‐430‐6500 CHIEF ADMINISTRATIVEOFFICER Jay Covington 425‐430‐6500 COMMUNITY SERVICES Kelly Beymer, 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 HUMAN RESOURCES & RISK MANAGEMENT Ellen Bradley‐Mak, Administrator 425‐430‐7650 Facilities Michael Kirk, Director Renton History Museum Elizabeth Stewart, Manager Neighborhoods, Resources,  and Events Vacant, Manager Maintenance Services Michael Stenhouse, Director Utility Systems Lys Hornsby, Director Transportation Systems Jim Seitz, Director Economic Development Cliff Long,Director Development Services Craig Burnell, Building Official Current 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 Human Resources Kim Gilman, 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 Cailin Hunsaker, Director Human Services Karen Bergsvik, Manager Parks Planning & Natural  Resources Leslie Betlach, Director Recreation Maryjane Van Cleave, Director Emergency Management Deborah Needham, Director Long Range Planning Angie Mathias, Manager 1 BUDGET MESSAGE Denis Law I appreciate the opportunity to present to you our proposed biennial budget for 2017-2018. This evening I will provide you with a summary of what we are proposing for the next two years. Our finance administrator, Jan Hawn, will follow with an overview of the budget, including updated revenue estimates for 2017- 2018, and an update on our long-range financial projections. Over the next couple weeks, specific budget proposals for each division will be presented to you by each of the department administrators. This will be an opportunity for you to ask any questions you may have or to discuss any recommended changes. First, I want to thank Jan Hawn and her staff for all the work they put into preparing this budget proposal. I also want to thank department administrators and their respective staff members who worked on this budget. The financial health of our city remains strong. We continue to improve the level of service we’re providing to our residents and business community, and we are experiencing significant investment in our city as the region continues to rebound from the great recession. Sales tax, which represents a large sector of income that supports city operations, has continued to grow, but a lot of this is associated with new development and is one-time money that won’t sustain growing expenses. That, coupled with the 1% limitation on property tax, continues to create a challenge for cities and counties to keep up with service levels. Executive Summary - Budget Message from the Mayor 1 - 1 2017/2018 Proposed Budget City of Renton, Washington 2 We’re hearing predictions of significant budget shortfalls in Seattle, King County, Snohomish County and other surrounding cities. Seattle has instituted nine voter- approved property tax increases over the past five years to pay for fire stations, parks, roads and other basic services. While we’re not proposing cuts in services in this budget, we will be facing financial challenges in future years. Cost increases in labor and healthcare, and the loss of the sales-tax credit in 2019 from the Cascade/Benson annexation will need to be addressed. We have remained financially strong by managing our growth at a level we can afford, particularly in staffing. In the last budget cycle, we did have to impose a Business and Occupation tax to help offset increases in operational costs. Most surrounding jurisdictions have had this tax in place for many years. Before launching into the specifics of this budget proposal, I would like to recap some highlights of the past two years. In addressing the goals and objectives of the Council’s Business Plan, we established some specific tasks to ensure that we were making measurable progress in priority areas that you have supported. We developed specific goals associated with our five priority areas: 1. Economic Development 2. Inclusion/Diversity Initiative 3. Police Effectiveness/Community Relations 4. Workforce Culture, Competence, Customer Service 5. Quality of Life Initiative Executive Summary - Budget Message from the Mayor 1 - 2 2017/2018 Proposed Budget City of Renton, Washington 3 We have experienced a lot of success in our economic development efforts. We currently have over $2.2 billion dollars of private investment being made in Renton. This includes three new hotels, several office complexes, downtown development and major expansions such as IKEA and Valley Medical Center. This economic boom has resulted in hundreds of new jobs for Renton. And we’re seeing significant growth in the healthcare sector. Group Health is building a half million square feet of offices in the valley, and Providence Health Systems continues to expand. Valley Medical Center is planning a major expansion on its campus starting next year with a $38 million, multi-story parking garage to serve a new medical office building. And Boeing continues to increase its production levels. We’re really excited about the new investments being made in our downtown and the Sunset Improvement Area. It’s pretty impressive when you look at the full list of projects under way in Renton. All of this growth equates into a lot more work at City Hall. Our planning staff has processed over 13,000 permits over the past two years. Our inspectors are averaging over 400 inspections each week. And our population has grown to 101,340 people. Our staff has absorbed much of this growth with only a few positions refilled over the past couple years. The workload is now at a point where our service levels are being impacted. This budget proposal adds some positions to meet the current level of demand that has remained consistent now for a couple years. Executive Summary - Budget Message from the Mayor 1 - 3 2017/2018 Proposed Budget City of Renton, Washington 4 Public Works employees are often the unsung heroes of any city. The work they do is crucial but often goes unnoticed. Our public works employees have been working tirelessly to rehabilitate miles of sewer lines, replace water mains, and complete the conversion of over 18,000 City water meters to an advanced metering system with leak detection capabilities. This metering system has saved our property owners thousands of dollars by early detection of water leaks. We have completed several key transportation projects and street improvements including construction of Logan Avenue North, Duvall Avenue Overlay, SW 27th Street and Strander Boulevard Extension, and several projects at the airport. We just completed dredging the Cedar River, removing 120,000 cubic yards of gravel and sediments from a 1.25-mile stretch of the river. As you know, we continue to make great progress in meeting our goals of being an inclusive community with opportunities for all. I’m so pleased with the efforts of our Inclusion Task Force, which has played a huge role in helping us improve communications, services and programs that we provide to our diverse community. Internal training to address implicit bias and institutional racism continues for all employees. Ongoing programs by police, in partnership with our African American Pastoral Group, continue to build positive relationships between law enforcement and our community. Our first Multicultural Festival this past weekend was a huge success. In preparation for this budget process, I convened the Mayor’s Budget Advisory Group again to meet with each department to review our services, our successes Executive Summary - Budget Message from the Mayor 1 - 4 2017/2018 Proposed Budget City of Renton, Washington 5 and our 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. This budget reflects several key priorities and suggestions for cost savings that were recommended by the advisory group. I’d like to thank them for their invaluable input that has helped shape this current budget. Public Safety continues to be one of our highest priorities. We have developed a culture within our police department that is committed to finding creative ways to reduce crime, while also making it a priority to improve the sense of safety throughout our city. We have made great progress, but there is a lot more to do. The largest increase in this budget proposal is in added police positions, to help us meet and sustain the goals we have in creating a safe community. Our police leadership team will present these proposals to you in detail in upcoming budget meetings. In the priority area of workforce culture and customer service, we have made tremendous progress. Day after day, we receive feedback from our residents for the quality interaction they have had with city employees. We continue to emphasize the importance of improving our management techniques and training to increase productivity, reduce costs and focus on job satisfaction for our dedicated employees. Improving and nurturing a quality of life in our community drives everything we do. Departments work together to find solutions to ongoing issues, from code Executive Summary - Budget Message from the Mayor 1 - 5 2017/2018 Proposed Budget City of Renton, Washington 6 enforcement to impacts from homelessness. Our employees are committed to providing quality service to our customers – the tax payers of this city. Maintaining a focus on efficiency and innovation has allowed us to provide levels of service that our residents deserve, while also operating within our financial means. The balanced budget I’m presenting to you this evening for 2017 and 2018, has expenditures of $476 million. $196 million of this amount is the General Government fund used for police, parks, street repair, and other city services. This is a decrease of 5.3% in overall revenue and a 2.0% decrease in expenditures compared with the 2015-16 adopted budget. The primary reason for the decrease in both revenues and expenditures is due to the formation of the Regional Fire Authority (RFA), which voters approved in April. Revenues will decrease in 2017 due to the fact that the City of Renton will lower its property tax rate by $1.00 per $1,000 assessed value in 2017, resulting in a reduction of $12.5 million in tax and an additional reduction of $5.5 million in 2018. Together, these two changes result in an approximate $18 million lower property tax levy. In addition, $5.8 million in revenue previously collected by the City for fire service contracts will be paid to the RFA. It’s important to note that while residents and businesses will experience a reduction in property tax that goes to the city, they are not going to be paying less each year. The property tax will still be collected by the Regional Fire Authority, which became an independent taxing authority. Executive Summary - Budget Message from the Mayor 1 - 6 2017/2018 Proposed Budget City of Renton, Washington 7 The proposed 2017-18 budget does not contain any citywide cuts. The focus of the proposed budget 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. I mentioned briefly about our priority in public safety. This budget recommends adding two detectives to the Investigations Division to enable us to pursue and prosecute individuals involved in many misdemeanor crimes, the types of crimes that play a big role in creating a feeling of vulnerability throughout the community. We know that a small number of thieves are responsible for a tremendous amount of the crime that occurs, and we want to get them off our streets. We are also requesting several positions in administrative services and our police specialist area to help us stay on top of our recruitment and hiring needs, as well as the increased workload of processing reports that will assist with the identification and prosecution process. We’re also requesting another accident investigator to assist the only investigator we have to address a growing number of vehicle-related criminal cases, from hit-and-run accidents to vehicular assaults and homicides. We have applied for a COPS grant from the Department of Justice, which would offset the cost of the five commissioned positions. I want to mention just a few of the budget highlights:  We have added funding to our Inclusion Program for the dedicated services of an expert consultant, who will assist with the continued emphasis and success of our program. For the past couple years, we Executive Summary - Budget Message from the Mayor 1 - 7 2017/2018 Proposed Budget City of Renton, Washington 8 have funded the services we receive from Benita Horn from salary savings we had in the executive budget. Benita’s efforts have been invaluable to this organization in helping us achieve the formidable goals we have in addressing inclusion and diversity. This budget item formalizes the commitment to continue with these efforts.  Despite the improved economy, we continue to experience a growing number of people who are struggling to survive. Homelessness is at an epidemic level and the need for help is well beyond the existing resources that are pledged. In addition to funding requests from the Human Services Advisory Committee, I’m proposing that we add an additional $24,000 per year to fund several proven programs that the Committee was unable to include within the budget constraint.  To address the significant growth in development projects that I mentioned earlier, this budget proposal includes adding an administrative secretary, a plan reviewer and a construction inspector to Community and Economic Development.  It won’t surprise you that more and more of our customers are using bank cards to pay for city fees and services. This budget reflects a expense item of $254,000 per year to cover the actual costs from bank fees and merchant services. We plan to recoup these costs with minor fee adjustments.  This budget plans for some of our critical maintenance and capital projects. Renton has been very fortunate over the past several years in obtaining state grants for major roadway improvement projects. And we have been able to meet the required financial match from our Executive Summary - Budget Message from the Mayor 1 - 8 2017/2018 Proposed Budget City of Renton, Washington 9 transportation budget. Some areas of improvement include the Rainier Avenue North corridor; Main Ave S. reconstruction and conversion to two-way traffic; improvements to Duvall Ave NE from NE 4th St to Sunset Blvd NE; and Park Ave N Extension; as well as some other Public Works projects. As you know, Renton’s parks and trail system continue to receive praise from our residents and visitors from around the region. We have great natural resources, amazing parks and trails, year-round events, and a vibrant Farmers Market. Our recreation programs are among the best in the region and offer a diverse range of activities.  The recreation class registration management system we currently use will not be available after next year. Since this is a core service provided by our Recreation Division, the budget includes staff resources for the implementation and ongoing support for a new system.  Arts and culture contribute to the development of creative learning and build healthy and beautiful communities. This budget includes $50,000 in 2017 for the arts, as well as a commitment for funding from city- capital improvement projects. In the future, we hope to work with our community on a “quality-of-life” initiative and make additional investments in arts and culture in our community.  The budget also includes staffing and resources for maintenance and improvement for several of our parks and facilities. Some examples include repairs and maintenance at Gene Coulon Park, expansion of Ron Executive Summary - Budget Message from the Mayor 1 - 9 2017/2018 Proposed Budget City of Renton, Washington 10 Regis Park athletic fields, improvements at the Senior Center, downtown way-finding, transportation landscape improvements and a Piazza Park Master Plan and possible redevelopment. In closing, I’m pleased to report that our city remains financially healthy. The quality of service to our residents continues to improve, which is confirmed by the positive feedback we receive from our community nearly every day. Like every large city, we have plenty of challenges before us. We also have great opportunities. Our department administrators and employees are embracing the goal of being the best city in King County. We are committed to make it safer, more inclusive to meet our diverse population, and more aware and sensitive to the needs of our vulnerable population. Growth is inevitable. However, we have the opportunity to direct this growth in a way that builds and nurtures a quality community for generations to come. We turned 115 years old this past July, and the city has never been better than it is today. Thank you. Executive Summary - Budget Message from the Mayor 1 - 10 2017/2018 Proposed Budget City of Renton, Washington   City of Renton  2017‐2018 Budget Highlights      Budget Overview                                                                    The total proposed 2017‐18 budget has revenue of $461.5 million and  a total expenditure of $476.0 million. This is a decrease of 5.3% in  overall revenue and a 2.0% decrease in expenditures when compared  with the 2015‐16 adopted budget.  The primary reason for the decrease in both revenues and expenditures  is due to the formation of the Regional Fire Authority (RFA).  Revenues  will decrease in 2017 due to the fact that the City of Renton will lower  its property tax rate by $1.00 per $1,000 assessed value in 2017 and an  additional $5.5 million in 2018.  Together, these two changes result in  an approximate $28.6 million lower property tax levy.  In addition, $5.8  million in revenue previously collected by the City for fire service  contracts will be paid to the RFA.  Growth in other revenues (for  example, sales tax) somewhat offsets the reduction in property taxes  and fire service contracts.  The RFA will pay the City approximately $2.4  million per year for internal service costs, such as information  technology, facilities and ground maintenance, and fleet maintenance.  The net reduction in revenues overall is $26.0 million.  Expenditures are also lower as a result of the formation of the RFA. As  of July 1, 2016 with the formation of the RFA, all personnel and  maintenance costs are expenses of the RFA.  The overall reduction is  approximately $26.9 million per year for the Fire Department.  The net  reduction for the Fire Department is 159 positions who will work for the  RFA. In addition, there is a significant reduction in the City’s Healthcare  Fund resulting from 159 fewer participants.  Expenditure and position reductions related to the formation of the RFA  are somewhat offset by an increase in positions to reinstate some  position reductions taken as a result of the Great Recession.  The  proposed budget includes significant capital improvements totaling $16  million in the General Government Capital Improvement Fund  (including the construction of Fire Station 15), $16 million in the  Transportation Capital Improvement Fund, $4.9 million in Airport  capital, $433k in Golf Course capital, $42.1 million in the Utilities Funds  capital, and $8.6 million in Internal Service Fund capital.   Projected Budget Gap             The proposed budget reflects an increase of $4.7 million in 2018 in the  City’s General Fund which has not been programmed intentionally due  to the impending loss of annexation sales tax in mid‐2018 and the fact  that the City’s costs grow faster than the pace at which revenues grow.  With the loss of annexation sales tax and an inflationary adjustment for  future wages and projected employee medical benefit cost increases, a  Executive Summary - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 11   gap will occur in 2019 and continue to grow larger beyond the current  biennium. The ongoing gap requires long term, sustainable solutions.  Past Budget  Additions/Reductions:  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  Additions  2015‐16: $3.2M/21 positions     Since 2008, the City’s General Fund has reduced its regular and seasonal  staffing by a total of 112.7, 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 long‐term 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 and to think about the  potential impacts on the community.  Beginning with the 2015‐2016  adopted budget, the City began reinstating some of the positions  previously cut in order to ensure acceptable service levels.  Staff discussed the outlook and options with the City Council in  February and confirmed again in April and June that the proposed  budget will include new, sustainable revenue proposals instead of  additional budget reductions.    The 2017‐18 Budget will  stabilize and maintain core  services   The proposed 2017‐18 budget does not contain any citywide cuts.  The  focus of the proposed budget 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 that the proposed budget will restore/add a net  of 22.7 positions citywide, to ensure the safe and smooth operation of  the City.  Overall, the proposed budget includes 22.7 new positions, 15.06 in the  General Government Funds and 7.64 positions in the Enterprise Funds.  The General Government positions include 1 B&O Tax Auditor, 1  Business Systems Analyst, 1 Systems Analyst, 1 Administrative  Secretary, 1 Plan Reviewer, 1 Parks Maintenance Worker, 1 Police  Officer, 1 Sergeant, 2 Service Specialists, 2 Detectives, 1 Accident  Investigator, 1 Engineering Specialist, 0.7 (part‐time) Emergency  Management Coordinator, and an increase of 0.36 to fund a Public  Works Maintenance Worker (cost offset by a reduction in temporary  staff).   One limited term Construction Inspector will be converted to a  full time position. The Enterprise Fund positions include 1 Airport Office  Assistant, 1 Water Civil Engineer II, an increase of 0.5 to fund a full‐time  Solid Waste Program Specialist, an increase of 0.5 to fund a full‐time  Senior Program Specialist, 1 Solid Waste Litter Control Field Worker, 2  Wastewater Field Maintenance Workers, and an increase of 1.64  positions to fund two full‐time Surface Water Maintenance Workers  (cost offset by temporary staff reduction).  With the formation of the RFA, the Emergency Management staff has  been transferred to the Executive Department from the Fire  Department.   Executive Summary - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 12   The adopted 2017‐2018 budget is balanced; it will transfer a total of  $4.7 million into the General Governmental and Transportation  Improvement Capital Funds to fund major capital improvements. The  money comes primarily from B&O tax revenue, as well as one‐time  sources such as grants.  Fund Balance                          The overall 2017‐18 proposed expenditures exceed the proposed  revenues by $14.5 million and results in a projected overall fund  balance of $86.1 million, approximately 14.4% less than the estimated  2016 ending fund balance.  The decrease in the fund balance is primarily attributable to the capital  improvements planned for 2017‐2018 in the utilities funds. Another  significant reason for this decrease is attributable to the construction  and equipping of Fire Station 15.   The General Fund fund balance will be maintained at $21.7 million, well  above the 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 $461.5 million total revenue, $200.2 million is in the City’s  General Fund. The $200.2 million revenue is a decrease of $29.4 million  or 12.8% under the adopted 2015‐16 budget.  The decrease is due  primarily to the planned reduction in property taxes with the formation  of the Regional Fire Authority.  As is for the citywide budget, the decreases compared the 2015‐16  adopted budget are also primarily the result of planned property tax  reductions and the transfer of the Fire Department to the RFA. The  General Fund expenditure of $195.5 million includes 15.06 new or  restored positions (many of these positions are supported by additional  revenue) result in a lower percentage decrease in expenditures (2.0%)  versus decrease in revenues (5.3%). Personnel makes up the largest  single category of expenses for the City at 38% of the total citywide  budget.  Wage adjustments, medical premiums, and pension increases  tend to rise at a higher percentage increase than revenues grow.    Given various costs increases to maintain existing services and the  expiration of the annexation sales tax credit in mid‐2018, 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 2019 and will grow over time to over $6.9  million by 2021.  This is due to the fundamental imbalance between the  revenue options available to local governments and the 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  Executive Summary - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 13   problem left for local governments to solve themselves with the limited  tools available.       General Fund Revenues      Business and Occupation  (B&O) Tax/Business License  Fees                                                                                 To bridge the gap and to address the structural imbalance, the City  implemented one of the tools available to help generate the amount of  sustainable revenue needed in the near future, and beyond the current  biennium.  The City engaged businesses and community leaders in the  process and received valuable input that allowed us to structure and  implement the B&O tax effective January 1, 2016 in a way that would  minimize impact to the business community.      The proposed 2017‐18 budget continues the B&O tax implemented on  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  per year.  This cap is automatically adjusted annually by  inflation starting January 1, 2017.   The tax rate is 0.085% for all business activities other than  retail, which have a rate of 0.05%.   Limits the non‐profit and government exemptions for both  B&O tax and Business License fee.   A three‐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 was the only revenue option that the City Council could  implement (without going to voters), which could generate funds  needed to maintain General Fund City services into the future. It will  provide approximately $6.8 million in revenue in 2017 and is projected  to increase to approximately $6.9 million in 2018.  Most of the revenue  generated will be needed for the General Fund, although a portion will  help fund capital improvement projects. Without this funding source,  the City would have needed to reduce around 40 positions from  General Fund operations which would likely have significant impact on  basic services.      A business license registration fee increase from $110 to $150 is  included in the proposed budget for 2017‐2018.  This fee increase, in  large part, offsets a new B&O Tax Auditor position.  No additional staff  was added when the B&O tax was implemented in 2016, which forced  staff to reprioritize its workload.  This position will address workload  associated with the B&O tax and also audit work, making sure that all  businesses pay the appropriate taxes.  Executive Summary - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 14     Property Tax                                    Sales Tax      Utility Tax          Fee Adjustments    The 2017 preliminary assessed value (AV) for Renton is $14.8 billion,  6.9% higher than 2016.  However, the City does not receive a 6.9%  increase in property tax revenue.  Property tax revenue is projected to  grow by just over $800k (2.1%) based on the 1% growth limit plus 1.1%  for new construction.  With the passage of the Renton Regional Fire  Authority in 2016, the City agreed to reduce its property tax rate by  $1.00 per $1,000 of assessed value beginning in 2017.  The City plans to  further reduce its property tax levy in 2018 by $5.5 million as part of the  formation of the RFA.  The City will also fund a new fire station in the  north part of Renton and an additional $1 million to fund equipment for  the new fire station. The total levy collection for 2017 is projected to be  $24.1 million.  Based on these factors, the City’s portion of property tax  will decrease from $2.71 in 2016 to $1.63 in 2017 per $1,000 of AV.  We  expect a 3% valuation increase in 2018 plus 1.5% in new construction  value which should further reduce the tax rate to around $1.25 per  $1,000 AV.      Sales tax is projected to grow by 3.8% each year over the next two years,  or 1.6% real growth on top of the projected 2.2% annual inflation.    With no general rate increases proposed for some of the City’s utilities,  reduction on cell phone and land‐line phones, and the fluctuation of  revenues in other utilities, the overall 2017‐18 utility tax is expected to  be approximately the same as in 2015‐16.    Consistent with prior year practices, the fee schedule has been  reviewed and the proposed budget includes various fee increases, as  outlined in the proposed fee schedule. The proposed budget includes  an adjustment to the Business License registration fee, which increases  from $110 to $150, to fund a B&O Program Auditor.  This position will  address the workload associated with the implementation of the B&O  tax.     General Fund Expenditures     Legislative  $12k/year increased  operational costs     The Legislative Department budget reflects an increase of $12,000 to  fund training and travel, as necessary, and to fund the increases  resulting from the City’s population placing it in a new bracket for  membership costs.    Executive    $87,964 cost increases  $35k/year increased  communications cost   The Executive Department budget reflects several cost increases,  including regional memberships, design, photography and other  communications services, as well as special consulting services related  to intergovernmental relations.  Executive Summary - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 15   $7,600/year increased  intergovernmental relations  $145,600 Inclusion Program  $50k/year contractual policy  analysis  The proposed budget also includes funding for contract funding for the  City’s Inclusion Program and policy analysis in support of regional  decision making.       Community & Economic   Development    1 Administrative Secretary  1 Plan Reviewer  1 Construction Inspector  $50k Arts & Culture  $350k in 2017 + $375k I 2018  CNI Grant Commitment  $62k/year for contracted  arborist services       CED is the department that saw the most staffing reductions during the  Great Recession due to the decline in permit activity. Beginning in 2014,  they made a number of adjustments to staffing levels and  organizational structure to accommodate the return of development  activities.      The 2017‐2018 adjustments consist of 1 Administrative Secretary to  support code enforcement, 1 Plan Reviewer to support Development  Services, and the conversion of a limited term Construction Inspector  (who inspects development engineering construction sites and  installation methods of below ground utilities for compliance with  safety standard, City and other agency codes) to a full‐time position.    In addition, the proposed budget includes $50,000 for Arts & Culture in  support of the Renton Arts & Commission’s work to enhance residents’  sense of community and increase their access to diverse lifelong longing  and enrichment opportunities. The plan is to explore additional future  funding through a future “Quality of Life” voter initiative.      The proposed budget also includes $350,000 in 2017 and $375,000 in  2018 which represents the City’s match toward the Choice  Neighborhood Implementation grant program.    Also adding $62,000 in both years for contracted arborist services, total  contract amount of $124,000 is shared equally between CED and CS.    Community Services    1 Capital Project Coordinator  (PPNR)  1 Capital Projects Coordinator  (Facilities)  1 Parks Maintenance Worker  $50k/year Landscape  Maintenance  $24k/year Human Services  $55k in 2017 for  cleanup/invasive plant   removal contracted services     The proposed budget for Community Services requests for two Capital  Projects Coordinators. Both positions have been previously approved  by Council, but the funding had not been established. The proposed  budget also includes a Parks Maintenance Worker and $50,000 per year  for landscape maintenance for newly added areas, $24,000 per year in  additional Human Services funding, $55,000 in 2017 for contracted  services for cleanup and invasive plant removal and $62,000 in both  years for contracted arborist services.  Executive Summary - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 16   $62k/year for contracted  arborist services    Emergency Services    1 part‐time EM Coordinator         With the formation of the Regional Fire Authority, the Emergency  Management Division has only two budgeted FTEs instead of three to  accomplish the work of the unit.  The proposed budget includes a part‐ time Emergency Management Coordinator to assist current staff and  address current needs of the organization.    Police    1 Sergeant and 1 Officer  2 Detectives + 2 patrol cars  2 Service Specialists  1 Accident Investigator + 1  patrol car  $1M in 2018 cost increases  for Valley Communications &  SCORE contracts     The proposed budget includes 1 Sergeant and 1 Police Officer to aid the  Department in improving the timely hiring and training of both  commissioned and noncommissioned employees.  The proposed also  includes the addition of 2 Detectives and 2 patrol vehicles to improve  the Department’s ability to investigate misdemeanor crimes.  Also  included in the proposed budget are 2 Service Specialists to work the  front counter and address workload needs.  An additional Accident  Investigator and patrol vehicle is included to address investigations of  vehicle collisions.  Approximately $1 million in increased costs related to SCORE and Valley  Communications has been added to the 2018 proposed budget.  Public Works  1 Engineering Specialist III  $15k/year for structural  reorganization  $50k/year for contractual GIS  $38k/year dump fee increase  .36 increase in FTEs     The General Fund portion of the Public Works Department consists of  department administration, street maintenance, and transportation.    The proposed budget includes the addition of 1 Engineering Specialist  III to keep up with continually increasing citizen traffic request  demands. The proposed budget also contemplates a reorganization of  the Transportation Maintenance sub‐section of the Transportation  Operations Section at a net cost of approximately $15,000 per year. This  involves a replacement of an Assistant Manager with a Manager, the  replacement of a Signal/Electronic Systems Technician II with a  Supervisor, and an Office Assistant with a Secretary II   The proposed budget also include $50,000 per year for the  Transportation Systems Division to update its Transportation GIS  system by utilizing either the Utility GIS services or temporary  employees.  It also include a $38,000 per year increase in dump fees  and a .36 increase in FTEs offset by an equal reduction in temporary  services.    Executive Summary - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 17   Administrative Services   1 IT Business Systems Analyst   $90k Equipment Replacement  $50k Contractual Services  1 IT Systems Analyst + $250k  Recreation/Asset System +  $35k Maintenance     1 B&O Program Auditor  $254k Banking Services         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  reductions in past years.  The proposed budget requests an  adjustment/restoration of 3 FTE positions.      The Business Systems Analyst position will address increased  organization‐wide workload resulting from increased number and size  of new applications, complexity and customization of applications that  cannot be sustained with current staff. The proposed budget for  Information Technology also includes $90,000 per year for ongoing  replacement and an increase $10,000 to $60,000 per year for  professional services for which staff do not have the specific expertise  or for which contractual services are more cost effective. The  Information Technology proposed budget also includes $250,000 for  the replacement of its recreation/asset management system, a Systems  Analyst to support the software package, and $35,000 in maintenance  fees in 2017.    The new B&O tax was implemented on January 1, 2016.  During this  implementation phase, the workload has been absorbed by other staff,  but the workload continues to increase and the need for an auditor is  becoming necessary as the City approaches its first full year of  implementation.  The cost of this position is fully offset by a proposed  increase in business license fees from $110 to $150.  The proposed budget also includes a $254,000 per year increase in  banking fees due primarily to the increased acceptance of credit cards  and online payment options.  This cost is offset by interfund transfers  from other enterprise funds accepting the credit payments.  Human Resources &   Risk Management    $10k in 2017 and $5k in 2018  for new hire exam cost  increases     The 2017‐18 proposed budget includes $10,000 in 2017 and $5,000 in  2018 to cover the increased cost for physical and psychological  evaluations required for Police and Fire recruitments.  The amount  currently budgeted in Human Resources is inadequate to cover the  actual costs for evaluations and recruitments.  General Government Debt  Service       As the SCORE jail is consistently exceeding its planned inmate  population from contracting agencies, the Administrative Board  approved that the revenue will first be used to pay its annual debt  service.  The resulting is a savings of $1.8 million in City’s debt service  cost.  The proposed budget assumes this will continue beyond the  current biennium and through the six‐year financial planning horizon.      Capital Funds  The proposed 2017‐2018 budget includes $16 million in General  Governmental capital projects.  One of the areas where the funding has  been greatly depleted during the Great Recession is our capital funding.   Executive Summary - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 18   Governmental Capital  Improvements Fund (316)  2‐Year Total $16 million  Sources:  REET: 8.0M  Transfers from other fund:  4.7M  B&O Taxes: 1.9M  KC Prop Levy: 0.4M    The 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 B&O taxes  and interfund utility taxes to supplement the Real Estate Excise Tax,  King County Parks Levies, grants, donations, and general fund transfers.   Details of the $15.1 million projects and use of City resources for these  projects can be found in the CIP section of this budget.  Transportation Improvements  Fund (317)   2‐Year Total $16 million  Sources:  Motor Fuel Tax: 1.3M  REET: 0.9  B&O/Per Employee Taxes:  3.2M  Grants in Hand: 8.6M  Mitigation in Hand: 1.0M  Other Gov’t Resources: 0.2M  Fund Balance: 0.7M     The Transportation Improvement Plan (TIP) accounts for 50% of the  General Governmental CIP and has been presented at public hearings  earlier this year and been approved by the City Council.  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  1 Water Civil Engineer II  1 Solid Waste Program  Specialist  .5 Reduction Secretary II  1 Solid Waste Litter Control  Field Worker  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 study every six years with the  assistance of outside consultants, with biannual updates performed  by City staff.   The utilities funds include the addition of a net of 6.5 positions to  adequate staff workload within each of the respective areas of  operations.   Executive Summary - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 19   2 Wastewater Maintenance  Field Workers  2 Surface Water  Maintenance Workers       The 2017 and 2018 update shows no rate increase for Water, 4%  increase per year for Sewer and Surface Water, and no increase in  2017 and a 1% increase in 2018 for Solid Waste.  The King County  stabilization fee is set at zero. The resulting net impact on a typical  family would be a slight increase of 1.6% or $1.65 per month overall  increase in 2017 and 1.9% or $1.93 per month overall increase in  2018.      King County Metro is raising the sewer treatment charge by 5.2%  effective 2017.  King County is also increasing the Solid Waste disposal  fee, from $120.17/ton to $134.59/ton.  Maplewood Golf Course  1 Golf Course Manager       The proposed budget for the Maplewood Golf Course includes  funding for the Golf Course Manager to provide full‐time attention to  marketing, lease management, moving the business forward, and  increasing revenue. In addition, proposed fee increases are also  incorporated into the proposed budget in line with the market  average.  While the position had been previously approved by Council,  the funding had not been established.  Renton Municipal Airport  1 Office Assistant     The proposed budget includes the addition of 1 Office Assistant  dedicated to customer service for airfield tenants and Renton  residents.  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 80% 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: $2.8 M/year   The Equipment Rental fund maintains nearly 567 pieces of  equipment, of which approximately 366 are vehicles and large mobile  equipment used intensively in delivering City services.  The Fund also  Executive Summary - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 20   $3.4 M in 2017 and $2.5 M  in 2018 proposed   equipment replacements       accumulates replacement reserves for the replacement of vehicles  when needed.    Due to prior budget reductions, the City had suspended applying the  4% replacement value escalator to the reserve calculation and  deferred some replacements.  The proposed 2017‐18 budget includes  the replacement of 2 sweepers ($280k each) and 2 2008 vactor trucks  ($420k each, which cost just over $300k each when bought in 2008).   For these reasons, the proposed 2017 budget includes 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.       Information Technology  Operating: $4.9M in  2017/$5M in 2018   Capital:$1.0M    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 citywide communication and data processing systems  improvements, maintenance and support including phone and  computer hardware and software, data center servers, storage and  network systems, business application systems development,  implementation and support, Geographic Information Systems and  services, and mobile devices, copier and printer equipment for the  City.    The proposed budget of $5.561 million in 2017 and $5.375 million in  2018 includes a total of $1.035 million in IT capital projects over the  2‐year budget period. This includes major replacement and  enhancement of existing core networking, servers and storage  equipment, end‐user computers, copiers and printers. It also includes  new program requests for the implementation and support of a new  recreation management systems and park/facilities asset  management system, additional staffing to support business systems  implementation and support, replacement funding for added and  new mobile devices, and contracting services for targeted, advanced  technology initiatives.    Risk Management  Operating: $12.8  million/year       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 $3.6 million in 2017 and $3.2 million  in 2018, consisting of property and liability insurance ($1.4 million  each for 2017 and 2018); workers compensation ($1.6 million for  2017 and $1.2 million for 2018); unemployment insurance (around  $200k per year); and the remaining balance of $353k for 2017 and  $366k for 2018 is for program administration.    The City self‐insures employee health benefits with stop‐loss  coverage of $250k per incident. The 2017 and 2018 budget and  Executive Summary - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 21   charges are based on projected plan costs by the number of  employees.  The 2017 premium increase is based on actual plan cost  increases from July 1, 2015 through June 30, 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 $2.6 million to fully amortize the  obligation by 2038.  This contribution is included in the 2017‐18  budget proposal.    Facilities  Operating: $5 million/year  Major Maintenance:   $405K 2017/  $343k 2018     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 level for major maintenance  projects for the 2017‐18 budget are $405k and $343k, respectively.    Communications  Operating: $1.1 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 $1.1 million per year,  which is allocated based on actual services demand by departments.   Pension Trust Fund      Firemen’s Pension  $200k per year Pension  benefit payment  $10k plan funding status  update in 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 - 2017/2018 Budget Highlights 2017/2018 Proposed Budget City of Renton, Washington 1 - 22 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 February 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 May and June 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 a public hearing in 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 2017/2018 Proposed Budget City of Renton, Washington 1 - 23 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. Staff provide Capital Facilities Plan update to Council  6. Finance reviews & update requests for results to be  consistent with Council’s and Mayor’s directions  and issue Request for Results  7. Departments prepare response to RFR including  program revenues, personnel, and expenditure  requirements.  Departments identify necessary  mid‐biennium adjustments  8. Mayor’s Staff prioritize programs/proposal and  submit recommendation to the Mayor  9. Finance updates revenue estimates and compiles  with department submittals  10. Administration makes adjustments to department  submittals/establishes balanced preliminary  budget  11. 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)  12. City Clerk publishes notice of the filing of  preliminary budget and notice of public hearing to  be held during preliminary budget deliberations  13. City Council conducts workshops and public  hearings on the preliminary budget including   revenues and property tax levies   14. City Council makes modifications to the proposed  budget/mid‐biennium adjustments   15. City Council adopts an ordinance to establish the  amount of property taxes to be levied in the  ensuing year   16. 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 2017/2018 Proposed Budget City of Renton, Washington 1 - 24 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 2017/2018 Proposed Budget City of Renton, Washington 1 - 25 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 Farmers Market Fund 000‐009 Miscellaneous Debt  Service Fund 000‐215 Fire Health and  Wellness Fund 000‐011 Limited Tax GO  Bond  Funds 000‐201 Special Revenue Arterial Streets        102 Leased City Properties 108 Special Hotel Motel  Tax 110 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 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 2017/2018 Proposed Budget City of Renton, Washington 1 - 26 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 2017/2018 Proposed Budget City of Renton, Washington 1 - 27 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   • B&O tax & per employee business licensing fee   • Real estate excise tax   • Impact mitigation   Executive Summary - Budget at a Glance 2017/2018 Proposed Budget City of Renton, Washington 1 - 28 Employment History – City of Renton    678.78 687.91 685.78 699.91  563.61 563.61  0 100 200 300 400 500 600 700 800    2014 Authorized    2015 Authorized    2016   Orig Bdgt    2016 Authorized    2017 Proposed    2018 Proposed #  of  FT E ' S Administrative Comm  & Econ Dev Community Services Enterprise/Utilities Public  Works Fire & Emergency Svcs Police     General Government Enterprise Total FTE's 2017/2018 Proposed Staffing Changes Regular  (full‐time and part‐time) 602.46 94.45 696.91 Executive 0.70 0.70 Community Services 1.00 1.00 Community & Economic  Development 3.00 3.00 Administrative Services 3.00 3.00 Fire and Emergency Services ‐159.00 ‐159.00 Public W o r k s 1 . 3 67 . 6 49 . 0 0 Police 7.00 7.00 Total Regular  (full‐time and part ‐time) 459.52 102.09 561.61 2016 Authorized Limited Term  Staffing 3.00 0.00 3.00 Community & Economic  Development ‐1.00 ‐1.00 Total Limited Term  Staffing 2.00 0.00 2.00 Total 2018 Proposed Staffing (Regular  + Limited Term)461.52 102.09 563.61     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 2017/2018 Proposed Budget City of Renton, Washington 1 - 29 Employment History – City of Renton (continued)  General Government Enterprise Total FTE's 2015/2016 Adopted Staffing Changes Regular  (full‐time and part‐time) 585.33 91.45 676.78 Court Services ‐2.00 ‐2.00 Community & Economic  Development 1.50 1.50 Administrative Services 3.50 3.50 Human Resources  and Risk Management 2.00 2.00 Public Works ‐1.00 2.00 1.00 Police 2.00 2.00 Total Regular  (full‐time and part ‐time) 591.33 93.45 684.78 Limited Term  Staffing 2.00 0.00 2.00 Community & Economic  Development ‐1.00 ‐1.00 Total Limited Term  Staffing 1.00 0.00 1.00 Total 2016 Adopted Staffing (Regular  + Limited Term)592.33 93.45 685.78 2015/2016 Adjustments Regular  (full‐time and part‐time)591.33 93.45 684.78 Executive 2.63 2.63 City Attorney 1.00 1.00 Community Services 0.00 1.00 1.00 Community & Economic  Development 3.00 3.00 Fire and Emergency Services ‐2.00 ‐2.00 Public W o r k s 2 . 5 00 . 0 02 . 5 0 Police 4.00 4.00 Total Regular  (full‐time and part ‐time) 602.46 94.45 696.91 Authorized Limited Term  Staffing 1.00 0.00 1.00 Community Services 2.00 2.00 Total Limited Term  Staffing 3.00 0.00 3.00 Total 2016 Authorized Staffing (Regular  + Limited Term)605.46 94.45 699.91        Executive Summary - Budget at a Glance 2017/2018 Proposed Budget City of Renton, Washington 1 - 30 Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (1 of 2)    2014 2015 2015 2016 2016 2017 2018 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 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 F T E 8 . 0 08 . 0 08 . 0 08 . 0 08 . 0 08 . 0 08 . 0 00 . 0 00 . 0 0 Executive Mayor’s Office 3.50 3.50 4.00 3.50 4.00 4.00 4.00 0.50 0.00 Communications 5.50 5.50 5.63 5.50 5.63 5.63 5.63 0.13 0.00 Emergency Management 0.00 0.00 0.00 0.00 2.00 2.70 2.70 2.70 0.00 Total Regular FTE 9.00 9.00 9.63 9.00 11.63 12.33 12.33 3.33 0.00 Court Services Municipal Court 15.00 13.00 13.00 13.00 13.00 13.00 13.00 0.00 0.00 Total Regular FTE 15.00 13.00 13.00 13.00 13.00 13.00 13.00 0.00 0.00 City Attorney City Attorney 12.88 12.88 12.88 12.88 13.88 13.88 13.88 1.00 0.00 Total Regular FTE 12.88 12.88 12.88 12.88 13.88 13.88 13.88 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 5.83 5.83 5.83 5.83 5.83 5.83 5.83 0.00 0.00 Park Maintenance 23.50 23.50 23.50 23.50 23.50 24.50 24.50 1.00 0.00 Recreation Services 16.34 16.34 16.34 16.34 16.34 16.34 16.34 0.00 0.00 Human Services/CDBG 4.33 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 10.50 10.50 10.50 1.00 0.00 Parks Plan and Nat Res 3.00 3.00 3.00 3.00 5.00 5.00 5.00 2.00 0.00 Facilities 25.00 25.00 25.00 25.00 25.00 25.00 25.00 0.00 0.00 Total Regular FTE 90.50 90.50 90.50 90.50 93.50 94.50 94.50 4.00 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 4.00 4.00 4.00 4.00 4.00 4.00 0.00 0.00 Planning 25.00 25.50 25.50 25.50 29.50 29.50 29.50 4.00 0.00 Development Services 16.00 16.00 16.00 16.00 15.00 17.00 17.00 1.00 0.00 Total Regular FTE 47.00 47.50 47.50 47.50 50.50 52.50 52.50 5.00 0.00 Administrative Services City Clerk 5.00 6.00 6.00 6.00 6.00 6.00 6.00 0.00 0.00 Finance 19.00 19.50 19.50 19.50 19.50 20.50 20.50 1.00 0.00 Information Systems 14.50 16.50 16.50 16.50 16.50 18.50 18.50 2.00 0.00 Total Regular FTE 38.50 42.00 42.00 42.00 42.00 45.00 45.00 3.00 0.00   See Budget by Department (3‐1) for details.     Executive Summary - Budget at a Glance 2017/2018 Proposed Budget City of Renton, Washington 1 - 31 Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (2 of 2)    2014 2015 2015 2016 2016 2017 2018 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Fire and Emergency Services Response Operations 134.00 134.00 134.00 134.00 134.00 0.00 0.00 ‐134.00 0.00 Safety and Support Operations 15.00 15.00 15.00 15.00 15.00 0.00 0.00 ‐15.00 0.00 Community Risk Reduction 10.00 10.00 10.00 10.00 10.00 0.00 0.00 ‐10.00 0.00 Emergency Management 2.00 2.00 2.00 2.00 0.00 0.00 0.00 ‐2.00 0.00 Total Regular FTE 161.00 161.00 161.00 161.00 159.00 0.00 0.00 ‐161.00 0.00 Human Resources/Risk Management Admin/Civil Svc C o m m i s s i o n 5 . 0 07 . 0 07 . 0 07 . 0 07 . 0 07 . 0 07 . 0 00 . 0 00 . 0 0 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 11.00 11.00 11.00 11.00 11.00 11.00 0.00 0.00 Public Works Administration 3.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Maintenance Services 82.00 82.00 82.00 82.00 82.00 87.00 87.00 5.00 0.00 Transportation 31.00 31.00 33.50 31.00 33.50 35.50 35.50 4.50 0.00 Utility Systems 23.50 25.50 25.50 25.50 25.50 27.50 27.50 2.00 0.00 Total Regular FTE 139.50 140.50 143.00 140.50 143.00 152.00 152.00 11.50 0.00 Police Administration 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.00 0.00 Patrol Operations 63.00 63.00 63.00 63.00 67.00 67.00 67.00 4.00 0.00 Special Operations 22.00 22.00 22.00 22.00 22.00 22.00 22.00 0.00 0.00 Patrol Services 13.00 13.00 13.00 13.00 13.00 14.00 14.00 1.00 0.00 Investigations 20.00 20.00 20.00 20.00 20.00 22.00 22.00 2.00 0.00 Administrative Services 9.00 10.00 10.00 11.00 11.00 13.00 13.00 2.00 0.00 Staff Services 14.40 14.40 14.40 14.40 14.40 16.40 16.40 2.00 0.00 Total Regular FTE 148.40 149.40 149.40 150.40 154.40 161.40 161.40 11.00 0.00 Total All Staffing (Regular FTE)678.78 684.78 687.91 685.78 699.91 563.61 563.61 ‐122.18 0.00   See Budget by Department (3‐1) for details.  Executive Summary - Budget at a Glance 2017/2018 Proposed Budget City of Renton, Washington 1 - 32 CITY OF RENTON 2017‐2018 BIENNIAL BUDGET OVERVIEW    Citywide Revenue and Sources          2014 2015 2016 2015 2016 2017 2018 2017‐18 vs. 2015‐16 Adp Citywide Revenue & Resources Actual Adopted Adopted Actual Yr End Est. Proposed Proposed $ % Revenue: Property Tax 34,695,390$     35,440,000$     36,353,314$     35,769,429$     36,613,314$     24,103,395$     19,072,308$     (28,617,611)    ‐39.9% Sales Tax 26,322,721        27,065,218        28,268,383        28,702,842        30,680,795        31,443,578        31,586,144        7,696,121       13.9% Utility Taxes 16,380,614        16,538,734        16,673,217        16,012,104        15,806,217        15,518,137        15,654,124        (2,039,690)       ‐6.1% B&O Tax ‐                           ‐                           5,000,000           ‐                           5,000,000           6,800,000           6,936,000           8,736,000       174.7% Business License Fee 2,952,161           2,982,000           1,724,000           3,113,511           1,947,000           1,288,453           1,297,894           (2,119,653)      ‐45.0% Real Estate  Excise  Tax 4,348,762           4,000,000           4,000,000           4,595,166           5,200,000           4,420,000           4,420,000           840,000            10.5% Other Taxes 3,794,270           4,550,674           4,576,674           4,481,978           4,100,674           4,100,674           4,100,674           (926,000)          ‐10.1% Sub‐total ‐ Taxes 88,493,917        90,576,626        96,595,588        92,675,030        99,348,000        87,674,237        83,067,144        (16,430,833)   ‐8.8% Licenses & Permits 284,500               219,277               219,600               250,080               229,600               221,175               222,774               5,072                  1.2% State Shared Revenue 4,184,144           3,562,462           3,572,462           3,807,632           4,767,158           4,353,487           4,397,622           1,616,185       22.7% Fire Service  Contracts 5,654,457           5,800,000           5,800,000           6,051,607           3,189,067           ‐                           ‐                           (11,600,000)   ‐100.0% Development Services 4,654,130           4,781,760           4,797,213           6,378,516           6,034,713           5,885,911           5,604,888           1,911,827       20.0% Utility Service Charges 68,063,923        66,867,682        66,997,999        70,325,859        66,997,999        72,654,743        73,419,971        12,209,033    9.1% Other Charges  for Services 3,276,206           3,624,987           3,786,498           3,496,477           3,900,898           4,712,145           4,717,145           2,017,805       27.2% Fines and Forfeits 4,228,797           4,429,489           4,556,680           4,374,388           4,556,680           5,794,802           5,795,418           2,604,051       29.0% Interest Earnings 6,139,276           6,077,380           6,273,904           6,588,755           6,328,937           6,555,033           6,552,831           756,580            6.1% Miscellaneous  Revenue 2,296,893           664,733               649,733               970,010               2,193,054           995,662               770,662               451,858            34.4% Subtotal Operating Revenue 187,276,243     186,604,396     193,249,677     194,918,353     197,546,105     188,847,195     184,548,455     (6,458,422)      ‐1.7% Other 1x Revenue 1,060,513           600,000               600,000               2,562,092           711,227               ‐                           ‐                           (1,200,000)      ‐100.0% Intergovernmental Grants 14,725,841        14,108,682        5,650,334           9,873,376           47,380,895        9,512,591           4,466,199           (5,780,226)      ‐29.3% Mitigation  Fees/Capital  Contri. 2,904,591           1,525,500           829,500               4,672,036           2,101,526           980,500               995,500               (379,000)          ‐16.1% Bond/Loan/Capital Proceeds 624,816               534,932               146,298               15,101,738        321,298               175,000               175,000               (331,230)          ‐48.6% Subtotal Capital Sources 19,315,761        16,769,114        7,226,132           32,209,241        50,514,946        10,668,091        5,636,699           (7,690,456)      ‐32.0% Interfund Services 34,872,652        38,303,202        40,308,938        38,843,606        41,113,729        31,149,223        31,471,708        (15,991,209)   ‐20.3% Interfund Transfers 8,999,394           2,772,000           2,285,000           11,066,767        12,296,003        8,175,701           1,038,253           4,156,954       82.2% Subtotal Interfund Transactions 43,872,046        41,075,202        42,593,938        49,910,373        53,409,732        39,324,924        32,509,961        (11,834,255)   ‐14.1% Total Rev/Other Svcs 250,464,050$  244,448,712$  243,069,747$  277,037,967$  301,470,784$  238,840,210$  222,695,115$  (25,983,134)   ‐5.3%     Property  Tax 15% Sales Tax 11% Utility  Taxes 7% B & O  Taxes 1% Other Taxes 4% Inter ‐Gov 4% Dev Svc 2% Utility  Service  Charges 27%Fines &  Forfeits 2% Misc 5% Interfund  Transaction 17% Capital  Grants 5% 2015‐16 Citywide Revenue & Sources  $487.5 million  Property  Tax 9% Sales Tax 14% Utility  Taxes 7% B & O  Taxes 3% Other  Taxes 4% Inter‐ Gov 2%Dev Svc 2%Utility  Service  Charges 32% Fines &  Forfeits 2% Misc 5% Interfund  Transaction 16% Capital  Grants 4% 2017‐18 Citywide Proposed Revenue &  Sources $461.5 million  Executive Summary - Long Range Plan 1 - 33 2017/2018 Proposed Budget City of Renton, Washington OVERVIEW CITY OF RENTON 2017‐2018 BIENNIAL BUDGET    Citywide Expenditure & Uses   by Department    2014 2015 2016 2015 2016 2017 2018 2017‐18 vs. 2015‐16 Adp Citywide Expenditure & Uses Actual Adopted Adopted Actual Yr End Est. Proposed Proposed $ % Legislative 309,317$            335,838$            348,161$            320,877$            381,563$            368,211$            376,303$            60,515               8.8% Court 1,999,273           2,111,321           2,187,710           1,966,964           2,219,206           2,220,656           2,260,201           181,827            4.2% Executive*2,278,300           2,882,097           2,925,119           2,801,449           3,681,930           3,956,923           4,056,224           2,205,932       38.0% Administrative  Services 8,584,204           9,004,510           9,253,582           8,886,704           10,698,050        10,505,424        10,431,668        2,679,000       14.7% City Attorney 1,829,254           2,001,421           2,108,770           1,789,903           2,256,903           2,163,329           2,262,342           315,480            7.7% Community & Eco Development 6,904,961           7,604,756           7,915,753           7,162,004           9,790,564           9,542,658           9,517,704           3,539,853       22.8% Community Services 30,674,733        25,165,287        27,383,434        37,908,372        44,729,576        29,506,450        33,110,336        10,068,065    19.2% Police 30,188,370        32,407,334        34,028,968        32,215,960        35,970,646        34,983,967        37,053,286        5,600,952       8.4% Fire*25,237,687        26,876,976        27,970,913        26,536,999        25,355,959        ‐                           ‐                           (54,847,889)   ‐100.0% Public Works 95,104,722        103,624,591     96,161,072        89,075,619        161,803,800     117,221,992     109,755,269     27,191,599    13.6% Human Resource  Risk Management 17,770,309        19,326,472        20,640,182        18,874,698        21,145,284        14,089,754        14,202,086        (11,674,814)   ‐29.2% Other  City Services 11,276,486        9,431,090           9,135,012           22,783,258        10,013,388        9,787,180           9,424,108           645,186            3.5% Debt Service ‐                           ‐                           ‐                           ‐                           ‐                           ‐                           ‐                           ‐                         N/A Total  Operating Expenditures 232,157,615     240,771,692     240,058,675     250,322,809     328,046,869     234,346,546     232,449,528     (14,034,294)   ‐2.9% Subtotal Uses 232,157,615     240,771,692     240,058,675     250,322,809     328,046,869     234,346,546     232,449,528     (14,034,294)   ‐2.9% Inter‐Fund Transfers/Loans  (various) 8,999,394           2,772,000           2,285,000           11,066,767        12,296,003        8,175,701           1,038,253           4,156,954       82.2% Total  Exp/Other Uses 241,157,009$  243,543,692$  242,343,675$  261,389,576$  340,342,872$  242,522,247$  233,487,781$  (9,877,340)      ‐2.0% In(De)crease in Fund Balance 9,307,041           905,019               726,072               15,648,391        (38,872,089)      (3,682,037)         (10,792,666)       Beginning FB 114,491,903     123,798,944     124,703,963     123,798,944     139,447,336     100,575,247     96,893,210         Ending FB 123,798,944     124,703,963     125,430,035     139,447,336     100,575,247     96,893,210        86,100,544         *Emergency Management  is reported under Executive  effective July 2016        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  General  Gov 4% Admin Svs 4% CED 4%Cmmty  Svs 13% Police 15%Fire 0% Public  Works 48% HRRM 6% Citywide 6% 2017‐18 Proposed Citywide Expenditure &  Uses  $476 million  Executive Summary - Long Range Plan 1 - 34 2017/2018 Proposed Budget City of Renton, Washington CITY OF RENTON 2017‐2018 BIENNIAL BUDGET OVERVIEW    Citywide Expenditure & Uses by Line Item      2014 2015 2016 2015 2016 2017 2018 2015‐16 vs. 2013‐14 Adp Citywide Actual Adopted Adopted Actual Yr End Est Proposed Proposed $ % Expenditure by Line  item Wages 55,212,580$    59,556,669$    62,024,637$    57,627,363$    63,739,211$    48,970,531$    50,865,023$    (21,745,752)      ‐17.9% Overtime 3,605,552          2,220,079          2,308,421          3,215,274          2,292,938          1,626,305          1,628,141          (1,274,054)         ‐28.1% Retirement 4,295,182          5,081,462          5,916,529          4,714,077          5,930,775          5,074,420          5,616,086          (307,484)              ‐2.8% Social  Security 3,377,213          3,583,231          3,710,935          3,484,729          3,761,904          3,643,800          3,763,636          113,270              1.6% Medical 11,848,449       13,527,017       14,720,104       11,658,913       14,692,717       10,584,420       11,142,686       (6,520,015)         ‐23.1% LEOFF  Medical 1,672,684          2,191,684          2,191,684          2,191,684          2,591,684          2,591,684          2,591,684          800,000              18.3% Payroll  Taxes 1,846,300          2,190,570          2,017,675          2,012,068          1,729,955          2,119,734          2,130,615          42,103                 1.0% Intermittent Pay / Benefit 2,400,285          2,464,901          2,492,069          2,453,495          2,501,274          2,417,680          2,417,680          (121,610)              ‐2.5% Total  Personnel  Costs 84,258,245       90,815,612       95,382,054       87,357,602       97,240,458       77,028,573       80,155,551       (29,013,542)      ‐15.6% Materials/Supplies & Small  Eq 6,692,906          6,022,781          5,997,185          5,771,163          7,106,274          5,399,144          5,340,644          (1,280,178)         ‐10.7% Services 50,986,540       50,219,236       48,632,382       49,368,501       62,552,197       52,646,927       52,473,655       6,268,964          6.3% Intergovernmental 13,583,809       14,030,820       14,770,396       14,287,401       15,056,318       15,166,193       16,298,103       2,663,080          9.2% Debt Service 14,070,900       10,880,803       10,167,515       25,353,513       10,342,515       9,798,308          9,595,841          (1,654,169)         ‐7.9% Interfund‐IDC & Services 2,758,463          2,593,695          2,702,820          2,690,164          2,681,041          3,651,136          3,766,743          2,121,363          40.1% IS‐IT 3,843,654          4,419,915          4,483,492          4,419,915          4,416,425          4,734,371          4,528,583          359,547              4.0% IS‐Communication 896,374               991,431               1,026,739          991,431               1,013,869          1,077,253          1,101,300          160,383              7.9% IS‐ER M&O 2,746,995          3,004,067          3,058,290          3,038,837          2,968,221          2,121,418          2,149,783          (1,791,156)         ‐29.5% IS‐ER RR 1,521,529          2,660,971          2,874,305          2,660,971          2,850,321          2,064,005          1,932,253          (1,539,018)         ‐27.8% IS‐Insurance 1,626,031          1,856,156          1,900,886          1,845,403          1,863,618          1,716,276          1,729,676          (311,090)              ‐8.3% IS‐Facilities 4,255,599          4,921,483          4,929,824          4,921,483          4,852,276          4,074,508          4,062,930          (1,713,869)         ‐17.4% IS‐EE Medical 14,169,837       14,762,799       15,978,642       13,529,950       16,343,642       9,831,694          9,878,543          (11,031,204)      ‐35.9% Transfer out (capital/Reserve 8,999,394          2,772,000          2,285,000          11,066,767       12,296,003       8,175,701          1,038,253          4,156,954          82.2% Subtotal  Non‐Personnel  Cost 126,152,032    119,136,157    118,807,476    139,945,499    144,342,722    120,456,934    113,896,307    (3,590,393)         ‐1.5% Exp Before Capital 210,410,276    209,951,769    214,189,530    227,303,101    241,583,180    197,485,507    194,051,858    (32,603,935)      ‐7.7% Capital 30,746,733       33,591,923       28,154,145       34,086,475       98,759,693       45,036,740       39,435,923       22,726,595       36.8% Exp Before Interfund 30,746,733       33,591,923       28,154,145       34,086,475       98,759,693       45,036,740       39,435,923       22,726,595       36.8% Grand Total 241,157,009$ 243,543,692$ 242,343,675$ 261,389,576$ 340,342,872$ 242,522,247$ 233,487,781$ (9,877,340)$      ‐2.0%     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  Personnel 33% Supplies/  Small  Eq 2%Services &  Utilities 22% Inter‐Gov 7% InterFund 14% Capital 18% Debt Service 4% 2017‐18 Citywide Expenditure & Uses  by Line  Item $476 million  Executive Summary - Long Range Plan 1 - 35 2017/2018 Proposed Budget City of Renton, Washington OVERVIEW CITY OF RENTON 2017‐2018 BIENNIAL BUDGET    General Fund Revenue and Sources    2014 2015 2016 2015 2016 2017 2018 2017‐18 vs. 2015‐16 Adp General Government Actual Adopted Adopted Actual YR End Est Proposed Proposed $ % Revenue: Property Tax 34,695,390$      35,440,000$      36,353,314$     35,749,429$     36,613,314$     24,103,395$     19,072,308$      (28,617,611)     ‐39.9% Sales Tax 26,322,721        27,065,218        28,268,383      28,702,842      30,680,795      31,443,578      31,586,144        7,696,121       13.9% Utility Taxes 15,915,614        16,173,734        16,308,217      15,647,104      15,441,217      15,478,137      15,614,124        (1,389,690)      ‐4.3% Business & Occupation Tax ‐                      ‐                       5,000,000        ‐                     5,000,000        6,800,000        6,936,000          8,736,000       174.7% Reduction in Business License ‐                      ‐                       (1,200,000)       ‐                     (1,200,000)       ‐                     ‐                       1,200,000       ‐100.0% Less: Transfer to CIP ‐                      ‐                       (1,000,000)       ‐                     (1,000,000)       (2,473,974)       (1,379,314)         (2,853,288)      285.3% Business License (GF portion)501,866              492,000              488,000            529,347            528,000            671,437            674,708              366,145           37.4% Real Estate Excise Tax 4,348,762          4,000,000          4,000,000        4,595,166        5,200,000        4,420,000        4,420,000          840,000           10.5% Less: Transfer to CIP (1,650,000)         (1,000,000)         (2,000,000)       (1,401,300)       (2,000,000)       (4,420,000)       (4,420,000)         (5,840,000)      194.7% Other Taxes 4,390,795          4,279,000          4,305,000        5,057,821        4,308,597        3,829,000        3,829,000          (926,000)         ‐10.8% Subtotal Taxes 84,525,147        86,449,952        90,522,914      88,880,409      93,571,923      79,851,573      76,332,970        (20,788,323)     ‐11.7% Building Permit/Development Service 4,525,817          4,679,749          4,693,368        6,082,780        5,923,368        5,735,368        5,451,699          1,813,951       19.4% Other Lic. and Permits 102,804              105,000              105,000            108,247            105,000            106,575            108,174              4,749               2.3% InterGov 3,100,937          2,507,000          2,507,000        3,175,555        3,475,000        3,160,630        3,194,765          1,341,395       26.8% Fire Service Contract 5,654,457          5,800,000          5,800,000        6,051,607        3,189,067        ‐                     ‐                       (11,600,000)     ‐100.0% Other Charges for Svcs 3,498,317          3,207,282          3,356,974        3,479,323        3,359,774        3,423,389        3,444,129          303,262           4.6% InterFund Service Charge 3,270,503          3,147,416          3,336,420        3,106,430        3,439,406        4,178,976        4,361,086          2,056,226       31.7% Court Fines 2,682,948          3,320,500          3,320,500        3,019,236        3,320,500        2,820,500        2,820,500          (1,000,000)      ‐15.1% Miscellaneous Revenue 1,587,517          1,454,993          1,454,993        1,605,215        1,324,000        1,200,922        1,200,922          (508,142)         ‐17.5% General Fund Operating Rev 108,948,448      110,671,892      115,097,169      115,508,803      117,708,038      100,477,933      96,914,245        (28,376,883)     ‐12.6%  Transfer 48,632                250,000              250,000            13,962,028      3,108,186        158,696            142,975              (198,329)         ‐39.7% Capital and Other Grants 1,724,540          1,345,110          853,796            1,194,387        2,116,345        1,264,550        1,273,509          339,153           15.4% 1X Revenue 1,060,513          600,000              600,000              2,582,092          711,227              ‐                      ‐                       (1,200,000)       ‐100.0% Subtotal Other Sources 2,833,685          2,195,110          1,703,796          17,738,507        5,935,758          1,423,246          1,416,484          (1,059,176)       ‐27.2% Total Rev/Other Svcs 111,782,133      112,867,002      116,800,965      133,247,310      123,643,796      101,901,179      98,330,729        (29,436,059)     ‐12.8%    The proposed budget includes the Business & Occupation (B&O) Tax implemented January 1, 2016 at 0.05% for  retail activities and 0.085% for other business activities. Only those businesses generating more than $1.5 million  in annual gross receipts are subject to the tax. Those businesses meeting the B&O threshold and paying B&O tax  are exempt from the per employee Business License Fee. The proposed budget includes an increase in the  Business License Fee from $110 to $150 to fund a Program Auditor due to workload associated with the  implementation of the B&O Tax. The 2017 B&O estimate is $6.8 million and the Business License Fee estimate is  $0.67 million.   Property   Tax 31% Sales Tax 24% Utility  Tax 14% B & O Taxes 2% Other Taxes 6% Intergovt 2% Dev. Svs 4% Svc Chrgs 8% Court  Fines 3% Interfund 3% Misc. 3% 2015‐16 General Fund  Revenue & Sources  $229.7 million  Property   Tax 22% Sales Tax 31% Utility  Tax 16% B & O Taxes 7% Other Taxes 3% Intergovt 3% Dev. Svs 6% Svc Chrgs 3% Court Fines 3% Interfund 4% Misc. 2% 2017‐18 General Fund Proposed Revenue &  Sources $200.2 million  Executive Summary - Long Range Plan 1 - 36 2017/2018 Proposed Budget City of Renton, Washington CITY OF RENTON 2017‐2018 BIENNIAL BUDGET OVERVIEW    General Fund Expenditure by Department and Change in Fund Balance    2014 2015 2016 2015 2016 2017 2018 2017‐18 vs. 2015‐16 Adp General Government Actual Adopted Adopted Actual YR End Est Proposed Proposed $ % Expenditures by Dept: Legislative 309,317$           335,838$           348,161$          320,877$          381,563$          368,211$          376,303$           60,515             8.8% Executive*1,338,738          1,497,993          1,535,707        1,691,189        2,158,106        2,492,776        2,592,990          2,052,066       67.6% Court Services 2,016,273$        2,111,321$        2,187,710$       1,966,964$       2,219,206$       2,220,656$       2,260,201$        181,827           4.2% City Attorney 1,829,254          2,001,421          2,108,770        1,791,167        2,256,903        2,163,329        2,262,342          315,480           7.7% Community & Economic Devl.6,419,552          7,160,835          7,574,782        6,980,384        8,748,357        8,477,801        8,727,847          2,470,031       16.8% Administrative Services 3,667,073          3,886,678          4,063,117        3,787,896        4,134,428        4,433,907        4,546,339          1,030,451       13.0% Human Resources 922,668              1,316,577          1,366,886        1,182,629        1,391,757        1,321,317        1,366,993          4,847               0.2% Police 30,043,913        32,407,334        34,028,968      32,286,965      35,291,433      35,093,967      37,053,286        5,710,952       8.6% Fire & ES*25,240,760        26,876,976        27,970,913      26,536,999      24,593,804      ‐                     ‐                       (54,847,889)    ‐100.0% Public Works 9,156,533          10,462,578        10,861,563      10,307,275      11,496,860      11,491,422      11,706,855        1,874,136       8.8% Community Services 12,042,539        13,699,445        14,184,015      13,162,746      14,438,069      15,005,949      15,038,745        2,161,234       7.8% Other City Services 6,233,346          2,967,502          2,886,336        6,669,740        3,603,875        3,720,551        3,720,864          1,587,577       27.1% Debt Service 8,393,140          6,463,588          6,248,676        6,490,178        6,248,676        6,066,629        5,703,244          (942,391)         ‐7.4% General Fund Operating Exp 107,613,106      111,188,086      115,365,603      113,175,010      116,963,037      92,856,515        95,356,009        (38,341,164)     ‐16.9% 1‐Time & Capital Projects 3,655,000          1,400,000          1,140,000        17,508,741      7,476,071        ‐                     ‐                       (2,540,000)      ‐100.0% Grant Expenses 403,005              353,358              295,986            165,996            2,157,035        6,524,857        774,857              6,650,370       1024.2% Subtotal Other Uses 4,058,005          1,753,358          1,435,986          17,674,737        9,633,106          6,524,857          774,857              4,110,370        128.9% Total Exp/Other Uses 111,671,112      112,941,443      116,801,589      130,849,747      126,596,143      99,381,372        96,130,866        (34,230,794)     ‐14.9% In(Decrease) in FB 111,021              (74,442)              (624)                    2,397,563          (2,952,347)         2,519,806          2,199,863           Beginning Fund balance 17,454,262        17,565,283        17,490,841      17,565,283      19,962,846      17,010,499      19,530,306         Ending Fund Balance (EFB)17,565,283        17,490,841        17,490,217      19,962,846      17,010,499      19,530,306      21,730,169         EFB as % of Operating Budget 16%16%15%18%15%21%23% *Emergency Management is reported under Executive effective July 2016            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 General Fund  Expenditue & Uses  $229.7 million  General  Govt 15% Com Eco  Dvlpmt 9% Police 37% Court  Services 2% Fire 0% Public   Works 12% Com. Svcs 15%Debt  Service 6%1X & Capital 4% 2017‐18 Proposed General Fund Expenditure  & Uses $195.5 million  Executive Summary - Long Range Plan 1 - 37 2017/2018 Proposed Budget City of Renton, Washington OVERVIEW CITY OF RENTON 2017‐2018 BIENNIAL BUDGET    General Fund Expenditure by Line Item    2014 2015 2016 2015 2016 2017 2018 2017‐18 vs. 2015‐16 Adp General Fund Actual Adopted Adopted Actual Yr End Est Proposed Proposed $ % Expenditure by Line  item Wages 44,008,663$    47,765,619$    49,774,652$    46,112,934$    51,084,590$    35,764,051$    37,182,695$    (24,593,524)      ‐25.2% Overtime 3,392,656          2,021,903          2,110,219          3,008,187          2,094,736          1,402,561          1,404,397          (1,325,164)         ‐32.1% Retirement 3,301,990          3,797,021          4,354,650          3,584,769          4,367,571          3,491,316          3,852,430          (807,925)              ‐9.9% Social  Security 2,564,498          2,686,954          2,782,456          2,653,460          2,834,011          2,639,612          2,727,470          (102,327)              ‐1.9% Medical 9,374,524          10,685,558       11,632,245       9,258,529          11,603,255       7,432,405          7,821,265          (7,064,132)         ‐31.7% LEOFF Medical 1,672,684          2,191,684          2,191,684          2,191,684          2,591,684          2,591,684          2,591,684          800,000              18.3% Payroll  Taxes 1,316,098          1,612,449          1,439,086          1,469,336          1,149,266          1,478,040          1,485,605          (87,889)                 ‐2.9% Intermittent Pay / Benefit 1,753,333          1,739,273          1,753,273          1,776,585          1,760,978          1,752,187          1,752,187          11,828                 0.3% Total  Personnel  Costs 67,384,447       72,500,459       76,038,264       70,055,484       77,486,091       56,551,855       58,817,734       (33,169,134)      ‐22.3% Materials/Supplies & Small Eq 2,137,020          2,367,275          2,341,924          2,138,661          3,193,125          1,539,350          1,539,350          (1,630,499)         ‐34.6% Services 7,542,687          7,800,288          7,790,538          8,463,422          10,356,810       8,733,579          8,664,642          1,807,395          11.6% Intergovernmental 6,527,110          7,135,724          7,650,391          7,146,940          7,868,249          7,805,310          8,852,060          1,871,255          12.7% Debt Service 8,393,140          6,463,588          6,248,676          6,490,178          6,248,676          6,066,629          5,703,244          (942,391)              ‐7.4% Interfund‐IDC & Services 8,313                     12,342                  12,342                  10,969                  12,342                  12,342                  12,342                   ‐                           0.0% IS‐IT 3,271,216          3,769,326          3,782,237          3,769,326          3,715,170          3,881,327          3,665,284          (4,952)                    ‐0.1% IS‐Communication 738,532               814,535               845,649               814,535               832,779               879,418               900,609               119,843              7.2% IS‐ER M&O 2,186,244          2,439,128          2,482,843          2,460,102          2,392,774          1,535,840          1,555,768          (1,830,363)         ‐37.2% IS‐ER RR 1,133,517          1,921,805          2,115,873          1,921,805          2,079,665          1,242,465          1,123,727          (1,671,486)         ‐41.4% IS‐Insurance 1,349,392          1,561,682          1,599,938          1,561,682          1,562,670          1,397,700          1,408,476          (355,444)              ‐11.2% IS‐Facilities 4,106,730          4,744,291          4,752,914          4,744,291          4,675,366          3,900,557          3,887,630          (1,709,018)         ‐18.0% Subtotal  Non‐Personnel  Cost 37,393,900       39,029,984       39,623,325       39,521,912       42,937,627       36,994,517       37,313,132       (4,345,660)         ‐5.5% Exp  Before Capital 104,778,347    111,530,443    115,661,589    109,577,396    120,423,719    93,546,372       96,130,866       (37,514,794)      ‐16.5% Transfer out (capital/Reserves)6,892,765          1,411,000          1,140,000          7,699,010          6,172,424          5,835,000           ‐                            3,284,000          128.7% Early Ret./Refunding Escrow ‐                            ‐                            ‐                            13,573,341       ‐                            ‐                            ‐                            ‐                           N/A Exp  Before Interfund 6,892,765          1,411,000          1,140,000          21,272,351       6,172,424          5,835,000           ‐                            3,284,000          128.7% Grand Total 111,671,112$ 112,941,443$ 116,801,589$ 130,849,747$ 126,596,143$ 99,381,372$    96,130,866$    (34,230,794)$   ‐14.9%     Personnel 59% Supplies/  Small  Eq 2%Services  &  Utilities 9% Inter‐Gov 8% Inter ‐Fund 13% Transfer/  Capital 3% Debt Service 6% 2017‐18 General Fund Expenditure & Uses   by Line Item $195.5 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 2017/2018 Proposed Budget City of Renton, Washington 1 - 38 CITY OF RENTON 2017‐2018 BIENNIAL BUDGET OVERVIEW      Change in Fund Balance    Fund   Beginning   Fund Balance  2017‐2018  Revenue 2017‐2018  Expenditure 2017‐2018  Change Ending Fund  Balance 000 General Governmental 17,010,498     200,231,907    195,512,238      4,719,669          21,730,167        102 ARTERIAL STREETS 31,697            1,330,000        1,330,000          ‐                    31,697               108 LEASED  CITY  PROPERTIES 82,331            1,805,100        1,685,750          119,350             201,681             110 SPECIAL HOTEL‐MOTEL TAX 214,292          530,000           530,000             ‐                    214,292             125 ONE PERCENT FOR ART 23,256            39,505             30,000               9,505                 32,761               127 CABLE COMMUNICATIONS DEVE 263,780          220,348           220,348              ‐                    263,780             135 SPRINGBROOK WETLANDS BAN 332,491           ‐                    ‐                    ‐                    332,491             303 COMMUNITY SERVICES IMPACT 1,326,009       173,000            ‐                    173,000             1,499,009          304 FIRE IMPACT MITIGATION 458,670          198,000           301,671             (103,671)           354,999             305 TRANSPORTATION IMPACT MI T 1,487,248       1,252,400        1,010,000          242,400             1,729,648          316 MUNICIPAL FACILITIES CIP 1,100,966       14,979,000      15,979,011        (1,000,011)        100,955             317 CAPITAL IMPROVEMENT 1,265,189       15,272,152      15,976,211        (704,059)           561,130             326 HOUSING  OPPORTUNITY 1,016,775       ‐                    ‐                    ‐                    1,016,775          4x2 AIRPORT 1,783,241       7,654,295        8,293,766          (639,471)           1,143,770          403 SOLID  WASTE UTILITY 1,525,437       38,693,569      38,384,615        308,954             1,834,391          4X4 MUNICIPAL GOLF 407,305          5,881,242        5,412,043          469,199             876,504             4X5 WATER 12,897,685     34,600,965      44,028,923        (9,427,958)        3,469,727          4X6 WASTEWATER 7,545,528       20,061,282      24,161,928        (4,100,646)        3,444,882          416 KING  COUNTY METRO 3,992,378       35,011,386      35,011,386        ‐                    3,992,378          4X7 SURFACE WATER 6,204,462       23,519,371      26,589,859        (3,070,488)        3,133,974          501 EQUIPMENT RENTAL 6,269,895       11,118,720      12,465,212        (1,346,492)        4,923,403          502 INSURANCE 13,638,917     6,599,882        6,737,503          (137,621)           13,501,296        503 INFORMATION TECHNOLOGY 1,200,702       11,000,548      10,935,481        65,067               1,265,769          504 FACILITIES 805,658          9,753,434        9,960,071          (206,637)           599,021             505 COMMUNICATIONS 504,191          2,180,553        2,177,034          3,519                 507,710             512 HEALTHCARE INSURANCE 3,622,942       15,979,487      16,731,554        (752,067)           2,870,875          522 LEOFF1 RETIREES HEALTHCARE 9,997,142       2,513,178        2,134,473          378,705             10,375,847        611 FIREMENS PENSION 5,566,560       936,000           410,950             525,050             6,091,610          All Other Funds 83,564,747     261,303,417    280,497,789      (19,194,372)      64,370,375        TOTAL ALL FUNDS 100,575,245$ 461,535,324$  476,010,028$    (14,474,703)$    86,100,542$        The 2017‐18 proposed budget will result in a net decrease in fund balance of $14.5 million citywide.  The change  is a combination of capital project funding timing (all capital project related funds, as well as enterprise funds),  planned increase in reserves for replacements (Equipment Rental Fund) and contingencies (Insurance Fund), and  planned reduction in reserves in excess of the required amounts (Healthcare Insurance).  The operating funds are  expected to remain relatively stable with revenues closely matched with planned expenditures.     Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 39 OVERVIEW CITY OF RENTON 2017‐2018 BIENNIAL BUDGET      Change in Fund Balance      $17.0 $0.0 $0.1 $0.2 $0.0 $0.3 $0.3 $1.3 $0.5 $1.5 $1.1 $1.3 $1.0 $1.8 $1.5 $0.4 $12.9 $7.5 $4.0 $6.2 $6.3 $13.6 $1.2 $0.8 $0.5 $3.6 $10.0 $5.6 $21.7  $0.0  $0.2  $0.2  $0.0  $0.3  $0.3  $1.5  $0.4  $1.7  $0.1  $0.6  $1.0  $1.1  $1.8  $0.9  $3.5  $3.4  $4.0  $3.1  $4.9  $13.5  $1.3  $0.6  $0.5  $2.9  $10.4  $6.1  $0 $4 $8 $12 $16 $20 $24 General Governmental ARTERIAL STREETS LEASED CITY PROPERTIES SPECIAL HOTEL ‐MOTEL TAX ONE PERCENT  FOR ART CABLE  COMMUNICATIONS DEVELOPMENT SPRINGBROOK  WETLANDS  BANK COMMUNITY  SERVICES IMPACT MITIGATION FIRE IMPACT MITIGATION TRANSPORTATION IMPACT MITIGATION MUNICIPAL FACILITIES CIP CAPITAL  IMPROVEMENT HOUSING OPPORTUNITY AIRPORT SOLID WASTE UTILITY MUNICIPAL GOLF WATER WASTEWATER KING COUNTY METRO SURFACE WATER EQUIPMENT RENTAL INSURANCE INFORMATION TECHNOLOGY FACILITIES COMMUNICATIONS HEALTHCARE INSURANCE LEOFF1 RETIREES HEALTHCARE FIREMENS PENSION Millions Beginning  Fund Balance Ending Fund Balance      Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 40 CITY OF RENTON 2017‐2018 BIENNIAL BUDGET OVERVIEW    General Fund Long Range Projection  2014 2015 2016 2017 2018 2019 2020 2021 2022 Summary ($ in Million)Actual Actual Projected Projected Projected Projected Projected Projected Projected Beginning Fund Balance 17.5$        17.6$        20.0$        17.0$        19.5$        21.7$        19.1$        14.0$        7.1$           Operating Revenue 108.9$      115.5$      121.3$      100.5$      96.9$        96.0$        97.8$        99.5$        101.4$       Base Operating Expenditure (107.6)       (113.2)      (117.9)      (92.6)         (95.0)         (99.2)         (103.5)      (106.7)      (107.3)       Operating Surplus (Deficit)1.3$           2.3$          3.4$          7.6$          1.6$          (3.2)$         (5.7)$         (7.2)$         (5.9)$          1X  Sources 2.8$           17.7$        4.1$          1.4$          1.4$          0.6$          0.6$          0.3$          0.3$           1X  Uses (4.1)           (17.7)         (10.6)         (6.5)           (0.8)            ‐              ‐              ‐              ‐              Net Resources ‐ Uses 0.1$           2.4$          (3.1)$         2.5$          2.2$          (2.6)$         (5.1)$         (6.9)$         (5.6)$          Ending Fund Balance 17.6$        20.0$        17.0$        19.5$        21.7$        19.1$        14.0$        7.1$          1.5$           Key Revenue Assumptions:2014 2015 2016 2017 2018 2019 2020 2021 2022 Sales  Tax Growth * 5.6% 9.0% 6.9% 2.5% 0.5%‐3.4% 3.5% 3.1% 3.1% Property Tax 6.8% 3.0% 2.4%‐34.2%‐20.9% 2.0% 2.0% 2.0% 2.0% B&O/Business  License 0.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% Overall Operating Revenue Growth 4.8% 6.0% 5.0%‐17.2%‐3.5%‐0.9% 1.9% 1.7% 1.9% Wage Increase 2.1% 2.5% 2.0% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% Medical  Cost Growth Rate 2.8% 10.0% 5.5%0.0% 5.0%8.0% 8.0% 8.0% 8.0% PERS (Pension) Contribution Rate 9.2% 12.5% 12.5% 12.9% 12.9% 13.9% 13.9% 14.9% 14.9% Overall Operating Expense Growth 6.5% 5.2% 4.2%‐21.3% 2.7% 4.0% 4.3% 3.1% 0.6% * 2018 and 2019  reduced  growth of overall  sales tax  revenue reflect the end  of annexation sales tax  credit stating September  2018 and overall  slower growth in economy.      $(20.0)  $‐  $20.0  $40.0  $60.0  $80.0  $100.0  $120.0  $140.0 2014 2015 2016 2017 2018 2019 2020 2021 2022 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 2017/2018 Proposed Budget City of Renton, Washington 1 - 41 OVERVIEW CITY OF RENTON 2017‐2018 BIENNIAL BUDGET    Approximately 79% of General Fund Revenue is from taxes, and 22% from Property Tax alone.  The key revenue  assumptions shown in the table above reflects a projection for a healthy economy that will generate between  1.0% to 1.5% of new construction value per year to be added to the property tax roll over the next four years;  however, the property tax levy rate reflects a $1.00 decrease in 2017 and a $5.5 million decrease in the levy in  2018 due to the formation of the Regional Fire Authority (RFA). The key assumptions include a strong sales tax  growth rate of 3.1% to 3.8% per year; however, the annexation sales tax credit expires in mid‐2018 and results in  less sales tax in that year and into the future. Key expenditure growth drivers are wages, employee healthcare  costs, and state pension costs. The assumption is that wages will grow by the rate of inflation, employee  healthcare costs will grow by the historical average, and state pension contributions will increase from 12.9% to  14.9% over the planning period. 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 have  visited again and again, but no permanent fix is in sight. 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 City implemented a new B&O tax effective January 1, 2016, discussed more fully  below in the “B&O Tax/Business License Fee” section, which allowed General Fund revenue to grow at a rate more  similar to the projected operating expenditures.  A gap starts to reappear again and widen in 2019 and 2020 due  to the expiration of the 10‐year annexation sales tax credit for the Benson Hill annexation, as well as the  commitment to reduce property taxes is 2017 and 2018 due to the formation of the RFA.        MAJOR REVENUES    Property Tax (RCW 84.52)  Annexations and new construction have contributed to substantial growth in the City’s property tax base in the  past decade, but was 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 19% during this period.  The valuation improved by 6% in 2014,  11.3% in 2015, and 5.6% in 2016.  The preliminary information form the King County Assessor’s office indicates  the City’s 2017 assessed value will improve again by 6.9% to $14.8 billion.      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  Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 42 CITY OF RENTON 2017‐2018 BIENNIAL BUDGET OVERVIEW    1973 as the Legislature responded to people's concerns that property taxes were rising too fast due to the  real estate boom occurring at that time.      Initiative 747, approved by voters in 2001 and taking effect in 2002, lowered the limit to the lesser of 1% or  inflation. Property tax growth resulting from new construction, changes in value of state‐assessed utility  property, and newly annexed property are 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 $13.22 per $1000  AV in 2016, of which 21% goes to City services.   The remaining 79% goes to the Renton School  District (41%), King County (12%) for regional  services, the State School fund (16%), King County  Library System (3%), Valley Medical (4%), Port of  Seattle (1%), and Emergency Medical Services  (2%).  The City’s portion of property tax is $843 in  2016 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 approximately 32% of  General Fund revenue. Renton’s economy  generates approximately $281 million in sales  taxes, but similar to property tax, the City only  receives approximately 10% of the sales tax  revenue generated within Renton.  The remaining  90% goes to other government entities and to  support public transit and public facility agencies.     In addition to the local sales tax, the City also  receives a distribution of a voter‐approved  criminal justice sales tax and a 0.1% annexation  sales tax for the annexation of the Benson Hill area in 2008 which is set to expire in mid‐2018.    Ci t y  of  Re n t o n ,   20 . 5 ¢ Ki n g  Co u n t y  ,  12 . 2 ¢ Re n t o n  Sc h o o l ,   40 . 5 ¢ St a t e  Sc h o o l   Fu n d ,  16 . 4 ¢ KC L S ,  3. 2 ¢ Po r t ,  Ho s p i t a l ,   EM S ,  7. 2 ¢ State  67% City 10% Sound  Transit  10% KC Transit 9% KC General 3% Criminal  Justice  1% Sales Tax  Distribution  Year Assessed  Value   (millions) % change Property Tax   Revenue %  change 2013 Actual 10,558$       ‐2.4% 32,485,690$   ‐3.0% 2014 Actual 11,332$       7.3% 34,695,390$   6.8% 2015 Actual 12,937$       12.0% 35,749,429$   3.0% 2016 Proj.13,813$       6.8% 36,613,314$   2.4% 2017 Budget 14,761$       6.9% 24,103,395$   ‐34.2% 2018 Budget 15,204$       3.0% 19,072,308$   ‐20.9% 2019 Proj.15,660$       3.0% 19,453,754$   2.0% 2020 Proj.16,130$       3.0% 19,842,829$   2.0% 2021 Proj.16,614$       3.0% 20,239,686$   2.0% 2022 Proj.17,112$       3.0% 20,644,480$   2.0% $0 $5 $10 $15 $20 $25 $30 $35 $40 08 09 10 11 12 13 14 15 16 Proj. 17 Bdgt 18 Bdgt 19 Proj. 20 Proj. 21 Proj. 22 Proj. Mi l l i o n s Past and Projected Property Tax Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 43 OVERVIEW CITY OF RENTON 2017‐2018 BIENNIAL BUDGET    Criminal Justice Sales Tax (RCW 82.14.340)  Criminal justice sales tax 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.    Annexation Sales Tax Credit  The annexation sales tax credit 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 lasts ten 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.  The 2018 annexation sales tax credit 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 29%, followed by Service Industry at 22%,  Automotive at 19%, Construction at 16%, Manufacturing at  7%, and Wholesale and Miscellaneous at 5% and 2%,  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   $10  $15  $20  $25  $30  $35 08 09 10 11 12 13 14 15 16 Proj. 17 Bdgt 18 Bdgt 19 Proj. 20 Proj. 21 Proj. 22 Proj. Mi l l i o n s Past and  Projected Sales Tax Criminal Justice Annexation  Credit Base Sales Tax 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 Actual 21,512,379  2,542,394     2,267,947  26,322,721  5.6% 2015 Actual 23,439,266  2,778,858     2,484,718  28,702,842  9.0% 2016 Proj. 25,100,000  3,000,000     2,580,795  30,680,795  6.9% 2017 Budget 25,700,400  3,063,280     2,679,898  31,443,578  2.5% 2018 Budget 26,683,440  2,120,300     2,782,404  31,586,144  0.5% 2019 Proj. 27,624,031  ‐                      2,880,484  30,504,515  ‐3.4% 2020 Proj. 28,597,778  ‐                      2,982,021  31,579,799  3.5% 2021 Proj. 29,477,160  ‐                      3,073,718  32,550,878  3.1% 2022 Proj. 30,383,583  ‐                      3,168,235  33,551,817  3.1% * Annexation  sale tax credit ends  August  (for June transaction) 2018. Retail 29% Manuf. 7% Services 22% Contracting 16% Wholesale 5% Auto 19% Misc. 2% 2016 Projected Sales Tax  Composition  Sector Average  2008‐2015 2016 Difference Retail 31.9% 28.8%‐3.2% Manuf. 6.0% 7.0% 1.0% Services 21.4% 22.1% 0.8% Contracting 14.2% 15.8% 1.5% Wholesale 5.5% 4.9%‐0.6% Auto 18.2% 19.1% 0.8% Misc.2.7% 2.4%‐0.3% Total 100.0% 100.0% 0.0% Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 44 CITY OF RENTON 2017‐2018 BIENNIAL BUDGET OVERVIEW    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, but regained some ground in 2016 at 16%.  During the three worst years of the Great Recession,  construction dropped from over 20% to 10%.  The strong showing in 2016 reflects a couple of very large  commercial projects.       Like many other cities in the state, Renton’s sales tax was 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 ended, the 2014 sales tax revenue exceeded the peak reached in 2008.      The projection of future sales tax growth is based on inflation and population growth. The slower and negative  growth in 2019 reflects the end of the distribution of annexation sales tax credit.         Utility Taxes (RCW 82.16)  Cities and towns in Washington  State are authorized to levy a tax  on the gross income derived from  sales of utility services generated  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.  The growth  rate of wireless/cellular phone service slowed in the past two years as well but appears to have stabilized over the  past couple of years. Electricity, City utilities, and cable TV are projected to grow by population plus inflation.  $0 $5 $10 $15 $20 08 09 10 11 12 13 14 15 16 Proj. 17 Bdgt 18 Bdgt 19 Proj. 20 Proj. 21 Proj. 22 Proj. Past  and Projected Utility Taxes ($ 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 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 Actual      5,167,444    1,562,341       271,485 3,961,052  1,518,821        909,088  1,951,925      573,457  15,915,614 0.8% 2015 Actual      5,012,962    1,437,552       228,899 4,183,165  1,591,866        880,233  1,674,355      638,073  15,647,104 ‐1.7% 2016 Proj.     5,396,019    1,350,900       228,000 3,883,377  1,629,365        752,500  1,521,056      680,000  15,441,217 ‐1.3% 2017 Budget      5,396,019    1,350,900       228,000 3,941,628  1,645,659        714,875  1,521,056      680,000  15,478,137 0.2% 2018 Budget      5,476,959    1,350,900       228,000 4,000,752  1,662,115        679,131  1,536,267      680,000  15,614,124 0.9% 2019 Proj.     5,559,113    1,350,900       228,000 4,060,763  1,678,736        645,174  1,551,630      680,000  15,754,317 0.9% 2020 Proj.     5,642,500    1,350,900       228,000 4,121,675  1,695,524        612,916  1,567,146      680,000  15,898,660 0.9% 2021 Proj.     5,727,138    1,350,900       228,000 4,183,500  1,712,479        582,270  1,582,817      680,000  16,047,104 0.9% 2022 Proj.     5,813,045    1,350,900       228,000 4,246,252  1,729,604        553,156  1,598,646      680,000  16,199,603 1.0% Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 45 OVERVIEW CITY OF RENTON 2017‐2018 BIENNIAL BUDGET      B&O Tax, Per Employee Business License Fee, and 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 2015 fee increase generated approximately  an additional $625k annually, which is dedicated to Capital Projects. All businesses are required to pay a business  license registration fee at the time of application of $110.  The proposed budget includes an increase from $110  to $150 for the annual business license fee to help fund the cost of administration for the B&O tax implemented  on January 1, 2016.  The increase is expected to generate approximately $140,000 annually.  B&O Tax  The proposed budget  includes the B&O tax  implemented on January  1, 2016. The B&O tax 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 was capped at $5 billion a year and will automatically be  adjusted annually by inflation beginning January 1, 2017.   The tax rate is 0.085% (maximum allowed is 0.2%; 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 three‐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 B&O tax was the only revenue option that City Council could take, which generated the funds needed to  maintain general City services. It will provide $3.8 million additional revenue (net of per employee business license  fee loss) in 2016 and increase to around $6.9 million in 2018.  Most of this amount is needed for the General Fund  operations. Without this funding source, the City would need to reduce around 30 positions from General Fund  operations, which would result in significantly reducing services to the community. The B&O tax and per employee  licenses fees are also used to pay for transportation capital improvements.     Year Business  License B&O Tax Total   Revenue % change General  Fund Transp. CIP Gen Gov   CIP Total   Allocated 2013 Actual 2,900,785   ‐                  2,900,785 30.3% 492,860    1,972,569   435,356     2,900,785     2014 Actual 2,952,161   ‐                  2,952,161 1.8% 501,866    2,007,466   442,829     2,952,161     2015 Actual 3,113,511   ‐                  3,113,511 5.5% 529,347    2,118,314   465,850     3,113,511     2016 Proj. 1,947,000  5,000,000 6,947,000 123.1% 3,328,000 2,183,000   1,436,000 6,947,000     2017 Budget 1,288,453  6,800,000 8,088,453 16.4% 4,997,463 2,090,990   1,000,000 8,088,453     2018 Budget 1,297,894  6,936,000 8,233,894 1.8%6,231,394 2,002,500   ‐                 8,233,894     2019 Proj. 1,310,873  7,075,000 8,385,873 1.8% 6,349,555 2,036,318   ‐                 8,385,873     2020 Proj. 1,323,982  7,217,000 8,540,982 1.8% 6,470,231 2,070,750   ‐                 8,540,982     2021 Proj. 1,337,221  7,361,340 8,698,561 1.8% 6,592,753 2,105,808   ‐                 8,698,561     2022 Proj. 1,350,594  7,508,567 8,859,161 1.8% 6,717,657 2,141,504   ‐                 8,859,161     Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 46 CITY OF RENTON 2017‐2018 BIENNIAL BUDGET OVERVIEW      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;  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 is  expected to generate $4.4 million per year for the  upcoming biennium, less than 2016 when several  large transactions increased REET revenue. REET  Year REET  Revenue % change 2013 Actual 4,131,665  46.9% 2014 Actual 4,348,762  5.3% 2015 Actual 4,595,166  5.7% 2016 Proj. 5,200,000  13.2% 2017 Budget 4,420,000   ‐15.0% 2018 Budget 4,420,000  0.0% 2019 Proj. 4,420,000  0.0% 2020 Proj. 4,420,000  0.0% 2021 Proj. 4,420,000  0.0% 2022 Proj. 4,420,000  0.0%  $‐  $1.0  $2.0  $3.0  $4.0  $5.0  $6.0 08 09 10 11 12 13 14 15 16 Proj. 17 Bdgt 18 Bdgt 19 Proj. 20 Proj. 21 Proj. 22 Proj. Past  and Projected REET Revenue ($ millions) Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 47 OVERVIEW CITY OF RENTON 2017‐2018 BIENNIAL BUDGET    revenue is used for in the General Governmental CIP Fund (316) and Transportation CIP Fund (317).       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 pull‐tabs  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 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.  The City’s 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 acquired the business and gambling tax  revenue reached $1.6 million in 2014, $2.3 million in 2015, but is expected to stabilize at $2.0 million for the  planning period.      The proposed budget includes a proposal to exempt raffles and bingos held by non‐profit organizations insofar as  the revenue received is used for charitable purposes.  This modification is expected to have a negligible effect on  gambling tax revenue.       $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 08 09 10 11 12 13 14 15 16 Proj. 17 Bdgt 18 Bdgt 19 Proj. 20 Proj. 21 Proj. 22 Proj. Mi l l i o n s Gambling Tax Card Room Pull Tab Bingo Amusement Year Gambling  Tax % change 2013 Actual 1,319,585     ‐20.5% 2014 Actual 1,650,384    25.1% 2015 Actual 2,299,156    39.3% 2016 Proj. 2,000,000    ‐13.0% 2017 Budget 2,000,000    0.0% 2018 Budget 2,000,000    0.0% 2019 Proj. 2,000,000    0.0% 2020 Proj. 2,000,000    0.0% 2021 Proj. 2,000,000    0.0% 2022 Proj. 2,000,000    0.0% Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 48 CITY OF RENTON 2017‐2018 BIENNIAL BUDGET OVERVIEW    LICENSES AND PERMITS    Permit and Development Fees    The permit and development revenues were 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 has since seen a gradual recovery.  The proposed budget also includes a small market rate fee adjustment for the 2017‐18 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. Projections beyond the current budget year  reflect a reduction in revenue from the peak in 2015 and cyclical fluctuations in anticipation of potential economic  changes.        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 long‐term projection reflects the  relatively flat revenue received in recent years.  Intergovernmental Revenues (State‐Shared Revenues)  Intergovernmental revenues include state‐shared revenues, governmental grants and miscellaneous transfers  and, up until the formation of the Regional Fire Authority, revenue from inter‐governmental service contracts  such as the Fire and Emergency Services contracts with Fire District 25 (since 1996) and Fire District 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 just a little over 3%, mainly due to the elimination of the Motor Vehicle  $0 $1 $2 $3 $4 $5 $6 $7 08 09 10 11 12 13 14 15 16 Proj. 17 Bdgt 18 Bdgt 19 Proj. 20 Proj. 21 Proj. 22 Proj. Mi l l i o n s Past and Projected Development Fees Building & Fire Permits Plan Review Year  Building &  Fire  Permits     Plan Review  Total   %  change 2013 Actual         2,662,813       2,659,514         5,322,327 25% 2014 Actual         3,112,906       2,715,036         5,827,942 9% 2015 Actual         3,813,832       3,571,072         7,384,905 27% 2016 Proj.        4,214,000       2,625,818         6,839,818 ‐7% 2017 Budget         4,037,000       2,614,818         6,651,818 ‐3% 2018 Budget         3,853,331       1,598,368         5,451,699 ‐18% 2019 Proj.       3,660,664       2,339,886         6,000,551 10% 2020 Proj.       3,660,664       1,518,450        5,179,114 ‐14% 2021 Proj.       3,660,664       1,518,450         5,179,114 0% 2022 Proj.       3,770,484       1,564,003         5,334,487 3% Year Franchise % change 2013 Actual     1,312,727 4.0% 2014 Actual     1,342,269 2.3% 2015 Actual     1,349,154 0.5% 2016 Proj.    1,330,000 ‐1.4% 2017 Budget     1,330,000 0.0% 2018 Budget     1,330,000 0.0% 2019 Proj.    1,330,000 0.0% 2020 Proj.    1,330,000 0.0% 2021 Proj.    1,330,000 0.0% 2022 Proj.    1,330,000 0.0% Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 49 OVERVIEW CITY OF RENTON 2017‐2018 BIENNIAL BUDGET    Excise Tax (MVET) and the $30 limits on vehicle license fees. The remaining intergovernmental revenues also saw  reduction in recent years: liquor tax (no distribution in fiscal 2013 and 50% in 2014, 2015, and 2016), liquor profit  (capped by the state to amount received in 2013), and criminal justice distributions were reduced by 3%. Fuel  taxes are 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 2009‐2016  timeframe reflects the SAFER and COPS grants used to restore six police and 9 firefighter positions during the  Great Recession. The Proposed Budget anticipates an additional $375k per year in 2017 and 2018 for COPS grants  to further restore police positions.      Charge for Services  Charges for services includes 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 approximately  $7.6 million per 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 $2.4 million, consistent with  anticipated 2015 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.       $0 $1 $2 $3 $4 $5 $6 $7 $8 08 09 10 11 12 13 14 15 16 Proj. 17 Bdgt 18 Bdgt 19 Proj. 20 Proj. 21 Proj. 22 Proj. Mi l l i o n s Past and  Projected Service  Fees Interfund  Services Parks and  Rec Public Safety Year State  Shared  Revenue Grants  &  Misc.Contracts 2013 Actual       2,610,715        1,253,259      5,436,365  2014 Actual       2,777,781        2,661,120      5,654,457  2015 Actual       2,948,661        2,041,362      6,051,607  2016 Proj.      3,092,000        2,037,087      3,189,067  2017 Budget       3,125,630            582,611                          ‐    2018 Budget       3,159,765            575,849                          ‐    2019 Proj.      3,194,411            575,849                          ‐    2020 Proj.      3,229,578            575,849                          ‐    2021 Proj.      3,265,271            575,849                          ‐    2022 Proj.      3,301,500            575,849                          ‐    $0 $2 $4 $6 $8 $10 $12 08 09 10 11 12 13 14 15 16 Proj. 17 Bdgt 18 Bdgt 19 Proj. 20 Proj. 21 Proj. 22 Proj. Mi l l i o n s Past  and Projected Intergovernmental Revenue Contracts State Shared  Revenue Grants & Misc. Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 50 CITY OF RENTON 2017‐2018 BIENNIAL BUDGET OVERVIEW    Public Safety Services  Public Safety services revenue includes private security,  electronic home detention, passport processing, court  cost recovery and miscellaneous services.      Interfund 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 approximately $7.6 million each year, normally with minor fluctuation  from year to year.  However, the proposed budget for interfund services for 2017 is approximately $740,000  higher due increased cost to enterprise funds for the of bank charges and merchant service fees, increased cost  to enterprise funds due to the loss of contributions by the Fire Department with the formation of the Regional  Fire Authority, and a charge to the General Government Capital Improvement Fund for the addition of a Capital  Projects Coordinator.      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%.  A further decline in photo enforcement activity in 2013 and 2014 was  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 2017, 2018 and beyond are just under $3 million  per year.    Year Public  Safety Parks and  Rec Interfund  Services %  change 2013 Actual   1,029,851    2,229,111      3,464,913 6.3% 2014 Actual   1,302,124    2,196,193      3,270,503 0.7% 2015 Actual   1,129,084    2,350,239      3,106,430 ‐2.7% 2016 Proj.  1,033,765    2,326,009      3,439,406 3.2% 2017 Budget   1,049,271    2,374,118      4,178,976 11.8% 2018 Budget   1,065,011    2,379,118      4,361,086 2.7% 2019 Proj.  1,080,986    2,414,805      4,111,086 ‐2.5% 2020 Proj.  1,097,201    2,451,027      4,111,086 0.7% 2021 Proj.   1,113,659      2,487,792      4,111,086 0.7% 2022 Proj.  1,130,364    2,525,109      4,111,086 0.7% $0 $1 $2 $3 $4 08 09 10 11 12 13 14 15 16 Proj. 17 Bdgt 18 Bdgt 19 Proj. 20 Proj. 21 Proj. 22 Proj. Mi l l i o n s Past and Projected Fines and Forfeits Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 51 OVERVIEW CITY OF RENTON 2017‐2018 BIENNIAL BUDGET      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; however, the Treasury note is yielding near the  historical low.  The increase in the miscellaneous income during 2014 and beyond 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 which is used by the utility. Revenue in 2016 is  approximately $600,000 higher due to seizure revenue.  The proposed budget includes a placeholder of $375,000  in 2017 and 2018 for COPS grant revenue, not yet awarded, to help fund the addition of Police Officers.    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 source, including  hookup fees, development charges, grants,  etc., are also available, but are limited,  unpredictable, and primarily related to the  capital programs. Due to the increased costs  of maintaining 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 2016, showing no  necessary rate increase for 2017‐18 for all City utilities, except for a 4% increase in surface water rates each year.   Modest rate increases beyond 2017‐18 are projected and are in line with the utilities’ historical rate increases.     $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 08 09 10 11 12 13 14 15 16 Proj. 17 Bdgt 18 Bdgt 19 Proj. 20 Proj. 21 Proj. 22 Proj. Mi l l i o n s Past and Projected Miscellaneous Year Miscellaneous % change 2013 Actual                893,486 10.5% 2014 Actual           1,587,517 77.7% 2015 Actual           1,605,215 1.1% 2016 Proj.          1,937,143 20.7% 2017 Budget           1,575,922 ‐18.6% 2018 Budget           1,575,922 0.0% 2019 Proj.          1,162,579 ‐26.2% 2020 Proj.          1,129,987 ‐2.8% 2021 Proj.          1,102,284 ‐2.5% 2022 Proj.          1,078,736 ‐2.1% $101.33 $89.85 $108.87 $132.18 $79.61 $178.47 $139.25 $0 $20 $40 $60 $80 $100 $120 $140 $160 $180 $200 Renton  (WM) Kent (RS) Auburn (WM & RS) Tukwila  (WM) Redmond (WM) Seattle (WM & CS) Bellevue (RS) Monthly Utility Bill Comparison Water Sewer Storm Solid Waste (32/35 can) (RS) Republic Services (WM) Waste Management (CS) CleanScapes Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 52 CITY OF RENTON 2017‐2018 BIENNIAL BUDGET OVERVIEW    In addition to the adopted City rate increases, King County Metro, which provides sewer treatment, is proposing  a 5.2% rate increase in 2017 and no increase in 2018.    Utility Revenue & Rate   Increases 2013 2014 2015 2016  Projected 2017 Budget 2018 Budget 2019  Projected 2020  Projected Water Rate Revenue 16,025,176  16,833,053  17,511,281  15,768,160  16,347,001      16,626,236      16,958,761  17,297,936    Rate  Increase 5.0% 5.0% 0.0% 0.0% 0.0% 0.0% 2.0% 2.0% Sewer Rate Revenue 9,118,738     9,523,879     9,690,897     9,385,790     9,417,107         9,418,203         9,889,113     10,383,569    Rate Increase 5.0% 5.0% 0.0% 0.0% 4.0% 4.0% 5.0% 5.0% Storm Revenue 8,206,292     9,307,011     9,966,903     8,992,557     10,375,348      10,530,978      10,952,217  11,390,306    Rate Increase 5.0% 5.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% Garbage Revenue 15,776,700  17,142,614  17,261,531  16,212,402  19,009,226      19,338,493      19,725,263  20,119,768    Rate  Increase 5.0% 5.0% 0.0% 0.0% 0.0% 1.0% 2.0% 2.0%       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 was repaid in full by 2015 and freed  up around $400,000 per year for capital programs.   The capital funds are used primarily on a pay‐as‐  you‐go basis for additional improvement to the  golf course.     The proposed budget includes an adjustment to  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 few municipal golf  courses that does not require financial subsidy from other City resources.  $40  $43  $43  $38  $42   $26  $28  $30  $32  $34  $36  $38  $40  $42  $44 Renton Auburn Bellevue Tukwila Kent 2016 Public Golf Course 18‐Hole Weekend Rates $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 08 09 10 11 12 13 14 15 16 Proj. 17 Bdgt 18 Bdgt 19 Proj. 20 Proj. 21 Proj. 22 Proj. Mi l l i o n s Past and Projected Total Golf Course Green Fee Driving Range Other Operating Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 53 This page is intentionally left blank  Executive Summary - Long Range Plan 2017/2018 Proposed Budget City of Renton, Washington 1 - 54   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 55   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 56   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 57   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 58   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 59   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 60   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 61   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 62   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 63   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 64   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 65   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 2017/2018 Proposed Budget City of Renton, Washington 1 - 66             2 RENTON RESULTS     Budget Framework      2‐1    Renton Results Overview       2‐5    Renton Results Key Performance Indicators      2‐7    2010‐2018 Resource Allocation by City Service Area      2‐8    Safety and Health ‐ Programs, Resources and Results      2‐9    Representative Government ‐ Programs, Resources and Results     2‐14    Livable Community ‐ Programs, Resources and Results      2‐18    Mobility ‐ Programs, Resources and Results      2‐23    Utilities and Environment ‐ Programs, Resources and Results     2‐26    Internal Services ‐ Programs, Resources and Results     2‐31  Revenue, Expenditure and Capital Budgets by City Service Area     2‐37      Reconciliation to Total Budget      2‐44           Introduction  Renton Results is the City of Renton’s budget framework and performance improvement initiative that  originated in 2007.  Our intent has been to clearly inform the community about the various services  provided by the City, the costs of those services, and the results of our efforts.  The purpose is also to  inform policy decisions and provide transparency and accountability to our community.     Mission of our Performance Measurement efforts  We are striving to measurably improve the overall quality of life in Renton through continually improving  our delivery of city services, programs and amenities in a way that can be documented and reported to  our tax payers.     Representative  Government  Livable  Community  Safety &  Health  Utilities &  Environment  Mobility  Internal  Support  Renton  Results  Renton Results Renton Results - Budget Framework 2 - 1 2017/2018 Proposed Budget City of Renton, Washington How has Renton Results evolved?    In 2015 we expanded our efforts from a focus on metrics and data collection to  also providing tools, training and other support for staff to successfully engage in  continuous improvement efforts.  Our staff uses Lean or other process  improvement techniques, leadership development and other learning  opportunities that are geared towards organizational health.  We believe these  efforts will further enhance our ability to provide the highest customer service delivery from the best City  in King County!    Also in 2015, we were able to perform a Residential Survey of our services in order to assure the projection  of our efforts are hitting the mark – these results can be found within the following pages.  The full survey  report can be found on our website at http://rentonwa.gov, search for:  City Surveys.    Who is involved in Renton Results?  Everyone!   All levels of staff are involved in identifying and/or tracking performance measures and data.  To assure  an understanding of the connection between the Renton Results City Service Areas to the goals of the City  Council’s Business Plan, the program level performance measures are integrated into our performance  evaluation system.    In addition to staff, the Mayor also involves community members.  In 2016 the Mayor reconvened the  Budget Advisory Committee (BAC) for the fourth time.  The BAC members provide constructive feedback  on our efforts as well as guidance and ideas to help to shape the City’s future service priorities.    The goals of the 2017‐18 BAC were to consider and provide feedback on the following questions:   Are we on the right track to be the best city in King County? Do we have the right priorities? What are some potentially desired/desirable quality of life investments in our community? Are we missing anything? To learn more about the BAC and view their full report which can be found on our website at  http://rentonwa.gov, search for:  Budget Advisory Committee.    The history of Renton Results and Budget Advisory Committee is below…  Renton Results - Budget Framework 2 - 2 2017/2018 Proposed Budget City of Renton, Washington     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    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 – which 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:  Seven of our departments operate sixteen programs in support of this City Service  Area. It makes up about 27% of the operating budget and employs more nearly 195 people to perform the  work. (Note this is a decrease due to the separation of our Fire Department who formed their own  Regional Fire Authority.)  Representative Government: Seven of our departments operate fourteen programs in support of this City  Service Area. It makes up about 5% of our operating budget and employs about 40 people to perform the  work.      Livable Community:  Three of our departments operate nineteen programs in support of this City Service  Area. It makes up about 12% of our operating budget and employs over 66 people (excluding seasonal) to  perform the work.      Mobility:  A single department operates seven programs in support of this City Service Area. It makes up  about 8% of our operating budget and employs around 60 people (excluding seasonal) to perform the  work.      Utilities & Environment:  Four of our departments operate sixteen programs in support of this City Service  Area. It makes up about 44% of our operating budget and employ over 115 people to perform the work.      Internal Support:  Seven of our departments operate twenty four programs in support of this City Service  Area.  It makes up about 4%* of our operating budget and employ over 87 people to perform the work.   *excluding debt, separation benefits and retiree medical    Renton Results - Budget Framework 2 - 3 2017/2018 Proposed Budget City of Renton, Washington     How much do these services cost per person annually?   The chart below shows a comparison of the per capita operating costs at the 2017‐18 adopted service  levels by City Service Area.  The total adopted operating cost in 2017‐18 is about $1,517 per Capita  based on 2016’s population count of 101,300.  This is a decrease from $1,851 per person in 2015‐16 due  to the voter‐approved formation of the Renton Regional Fire Authority.  This action removed the Fire &  Emergency Services Department from the City’s budget.      Resource Allocation by City Service Area versus traditional budget  Renton Results program expenses are presented by City Service Area as consolidated costs across  departments and funds.  Within Renton Results, we have adjusted for transfers and inter‐fund  transactions where double counting occurs in traditional “Fund” based budgeting.  As a result, the dollar  amounts for Renton Results and the traditional budget are not the same.    For example, the costs of the City’s internal service funds are shown under “Internal Support” category  and are also included in the direct service areas by those Departments that use these internal services.   To compensate for this, we are deducting the amount that has been accounted for in direct services at  the bottom line level to show the net operating and capital budget only in the Renton Results section.    How much do these services cost in total?   Because the Budget by Department and Budget by Fund sections of this document include such transfers and inter‐fund transactions the last  page of this section includes a full reconciliation to the Total Budget.   FTE Operating Exp $ Capital Exp $F T E O p e r a t i n g Exp $ Capital Exp $ Safety & Health 194.53      40,219,656$       90,000$             194.53           42,352,521$         90,000$           Representative Government 40.20        18,113,414         6,059,775           40.20               18,141,734            9,489,237         Livable Community 66.09        7,281,264           ‐                          66.09               7,472,160              ‐                        Mobility 60.15        12,902,358         16,131,322         60.15               13,144,096            7,310,500         Utilities & Environment 115.08      68,094,740         20,967,000         115.08             69,085,135            21,585,000       Internal Support 87.56        7,091,679           405,000              87.56               6,790,337              343,000            Total City Service Areas 563.61      153,703,111$     43,653,097$       563.61             156,985,983$        38,817,737$     Transfers & Interfund 45,166,039$       ‐                      ‐                    37,684,061$          ‐                    Totals with Transfer 198,869,150       43,653,097         194,670,044          38,817,737       Operating + Capital  Costs 2015: 242,522,247$    2016: 233,487,781$   City  Service Area 2017 Proposed 2018 Proposed 2017, $70  2017, $672  2017, $127  2017, $179  2017, $72  2017, $397  2018, $67  2018, $682  2018, $130  2018, $179  2018, $74  2018, $418  Internal Support Utilities & Environment Mobility Livable Community Representative… Safety & Health City Service Area Operating Costs per Capita Renton Results - Budget Framework 2 - 4 2017/2018 Proposed Budget City of Renton, Washington     2017‐2018 Renton Results   Summary and Detail  Desired Results – Strategies – KPI’s –  Programs ‐ Measures ‐ Resources    As described earlier, the City Service Areas are broad in nature and are supported by a number of City  programs across multiple City departments.      The following pages will provide summary and detailed information for each of our City Service Areas.   You will find a complete list of programs, the adopted budget and performance measurements with  results where available.    Some of the terms you will see are defined below.      Desired Results  Each City Service Area is best defined by the associated “I want” statement or the desired Results.     Safety and Health:  I want a safe and healthy community   Representative Government: I want a responsive and responsible government   Livable Community: I want access to high quality facilities, services and public resources that  enrich the lives of everyone in the community   Mobility: I want safe and efficient access to all desired destinations, now and in the future    Utilities and Environment: I want to live, learn, work and play in a clean and green environment  with reliable, affordable utility service   Internal Support: I want City departments to have the means to operate efficiently and effectively  in a safe and sustainable manner        Key Performance Indicators  Key Performance Indicators (KPI’s) are a collection of key data points that may be used to inform us at a  City‐Wide, high‐level on how the City’s programs are impacting the community.  Some KPI’s are directly  collected from existing programs while others are collected from external sources such as the State of  Washington, FBI, etc.  The City cannot directly control the results that are reported but strive to positively  influence the direction where possible in support of the City’s Mission and Goals and those of the Renton  Results City Service Areas.       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.      Renton Results - Renton Results Overview 2 - 5 2017/2018 Proposed Budget City of Renton, Washington     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.        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.    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 2017/2018 Proposed Budget City of Renton, Washington How can we measure our efforts?2008 2009 2010 2011 2012 2013 2014 2015 2016 UCR Class 1A crimes per 1,000 population ‐‐5 433 2 . 5 2 . 3 T B D N / A Property crimes per 1,000 population ‐‐68 65 46 49 49 53 TBD N/A Percent of community who feel safe in their neighborhood.*70%‐‐ ‐‐86%‐‐ ‐‐ ‐‐92%*N/A Response times for calls for Priority 1 emergency services (Police) 2.90 2.74 2.99 3.27 3.07 3.81 4.64 4.52 N/A Percentage of residents who report feeling prepared for a disaster.*41%‐‐ ‐‐69%‐‐ ‐‐ ‐‐72%*N/A Annual volunteer hours dedicated to the Emergency Management Program 3,836 2,037 4,755 5,458 3,372 3,051 1,866 2,954 N/A How can we measure our efforts?2008 2009 2010 2011 2012 2013 2014 2015 2016 Residents rate overall service provided by the City as exceeding or greatly  exceeding expectations*59%‐‐‐ ‐‐‐58%‐‐‐ ‐‐‐ ‐‐‐67%*TBD Residents rate livability of Renton*62%‐‐‐ ‐‐‐74%‐‐‐ ‐‐‐ ‐‐‐66%*TBD Cost of Services per Capita (operating costs/population) N/A N/A 1,736$ 1,738$ 1,724$ 1,701$ 1,701$ 1,851$ 1,851$  Residents feel they are getting their money's worth for their tax dollar*45%‐‐‐ ‐‐‐44%‐‐‐ ‐‐‐‐‐‐51%*TBD Resident's satisfaction with understanding the court infraction process.‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐74% 78% 85% 85% TBD Satisfaction with access to court information related to infraction processing ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐87% 83% 86% 87% TBD Resident rating of quality and effectiveness of City Communications*71%‐‐‐ ‐‐‐42%‐‐‐ ‐‐‐ ‐‐‐58%*TBD Annual number of volunteer hours engaged through Community Services 62,895 60,229 59,442 62,800 60,454 62,729 46,013 43,952 TBD How can we measure our efforts?2008 2009 2010 2011 2012 2013 2014 2015 2016 No single employment sector shall exceed 40% of the total number of jobs in  the City 29% 30% 31% 28% 30% 40%‐‐‐15.6% TBD Growth in property taxes due to new construction 5.31% 1.14% 0.59% 0.56% 1.06% 1.13% 1.29% 2.82% TBD Number of recognized neighborhood programs ‐‐‐ ‐‐‐63 69 72 69 70 74 TBD Community satisfaction rating of arts, culture, parks, recreation and events*40%‐‐‐ ‐‐‐63%‐‐‐ ‐‐‐ ‐‐‐62% TBD Acres of Open Space 1,160 1,181 1,183 1,183 1,210 1,213 1,213 1,214 TBD Developed Parks and Playgrounds areas 29 30 30 32 32 32 33 33 TBD How can we measure our efforts?2008 2009 2010 2011 2012 2013 2014 2015 2016 Satisfaction with connectivity to local and regional centers via Transit, sidewalks  and trails*32.5%‐‐‐ ‐‐‐52%‐‐‐ ‐‐‐ ‐‐‐56% TBD Smooth and unbroken pavement with average condition rating of 70 or better  for all streets. ‐‐‐6 6 . 3 7 07 07 07 27 3 T B D T B D Number of blocks (= 1,000 linear feet) of new or replacement sidewalks ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐89‐‐‐TBD TBD Number of vehicle collisions 2,290 1,868 2,067 1,862 2,037 2125 2,196 TBD TBD Collisions resulting in injury or death (minor and major)1,020 951 1012 962 763 720 779 TBD TBD How can we measure our efforts?2008 2009 2010 2011 2012 2013 2014 2015 2016 Percent of residents rate quality of their surroundings as good or excellent.*50%‐‐‐ ‐‐‐56%‐‐‐ ‐‐‐ ‐‐‐64% TBD Pounds of recycled waste per person 136.96 230.79 216.35 271.41 287.70 285.03 288.13 309.09 TBD Reduction in Peak Water Usage ‐14% 16%‐13%‐3%‐8% 8% 0% 9% TBD Number of violations for all health‐related and aesthetic drinking water  regulations WA Deptartment of Health 0 0 000000 T B D How can we measure our efforts?2008 2009 2010 2011 2012 2013 2014 2015 2016 Percent of employees reporting that they have tools needed to provide services ‐‐‐ ‐‐‐ ‐‐‐87%‐‐‐85%‐‐‐ ‐‐‐TBD 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% TBD TBD 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+ AA+/AA+ TBD Technology systems have 95% uptime, data availability and accuracy.new 2012 new 2012 new 2012 new 2012 98% 99%99%99% TBD A UCR Class 1 Crimes include murder, manslaughter, forcible rape, robbery, assault (simple and aggravated), burglary, larceny, motor vehicle theft, and arson   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.  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  * Residential and Business Community Survey conducted every three‐four years; changing methodologies prevent precise comparison over time. 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 Renton Results - Renton Results Key Performance Indicators 2 - 7 2017/2018 Proposed Budget City of Renton, Washington City Service Area 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed Safety & Health*348.90 334.50 333.50 333.83 331.33 339.83 340.83 194.53 194.53 Representative Government 41.10 44.02 42.90 40.70 39.70 39.70 39.70 40.20 40.20 Livable Community 82.42 64.42 64.42 62.45 62.20 63.63 63.63 66.09 66.09 Mobility 58.65 58.65 58.65 58.65 58.65 55.65 55.65 60.15 60.15 Utilities & Environment 95.25 99.75 99.75 97.75 99.75 103.41 103.41 115.08 115.08 Internal Support** 84.63 82.73 82.73 77.40 77.40 82.56 82.56 87.56 87.56 Totals 710.95 684.07 681.95 670.78 669.03 684.78 685.78 563.61 563.61 City Service Area 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed Safety & Health* $     47,787,283  $     56,652,301  $     55,960,205  $    58,260,436  $    59,817,417  $    63,958,607  $    66,811,562  $    40,219,656  $    42,352,521  Representative Government 5,082,561 6,211,543 6,395,854 6,071,863 6,169,852 6,592,342 6,808,914 7,281,264 7,472,160 Livable Community 12,566,282 13,679,103 14,128,391 14,036,553 14,198,901 15,500,691 15,982,505 18,113,414 18,141,734 Mobility 7,811,664 9,642,867 9,933,154 10,423,548 10,645,306 11,963,084 12,377,415 12,902,358 13,144,096 Utilities & Environment 45,379,538 52,430,123 52,897,150 58,330,585 59,426,599 62,011,753 63,096,920 68,094,740 69,085,135 Internal Support** 26,602,656 11,324,048 11,574,810 12,737,722 12,040,115 4,340,814 3,204,144 7,091,679 6,790,337 Totals 145,229,984 149,939,985 150,889,564 159,860,707 162,298,190 164,367,291 168,281,460 153,703,111  $  156,985,983  City Service Area 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed Safety & Health* $‐     $‐     $‐     $‐     $‐    $          340,000  $            90,000  $            90,000  $            90,000  Representative Government 000000000 Livable Community 1,388,454 14,714,000 8,959,000 2,672,725 1,475,000 2,486,000 4,230,000 6,059,775 9,489,237 Mobility 17,704,973 14,451,023 14,715,603 35,597,803 7,419,107 15,750,630 5,107,222 16,131,322 7,310,500 Utilities & Environment 8,045,000 11,940,000 11,980,000 10,214,000 17,681,000 14,940,000 20,490,839 20,967,000 21,585,000 Internal Support** 455,000 30,000 307,000 100,000 0 340,000 965,000 405,000 343,000 Totals  $     27,593,427  $     41,135,023  $     35,961,603  $    48,584,528  $    26,575,107  $    33,856,630  $    30,883,061  $    43,653,097  $    38,817,737  City Service Area 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed Safety & Health* $     47,787,283  $     56,652,301  $     55,960,205  $    58,260,436  $    59,817,417  $    64,298,607  $    66,901,562  $    40,309,656  $    42,442,521  Representative Government 5,082,561 6,211,543 6,395,854 6,071,863 6,169,852 6,592,342 6,808,914 24,173,189 27,630,970 Livable Community 13,954,736 28,393,103 23,087,391 16,709,278 15,673,901 17,986,691 20,212,505 7,281,264 7,472,160 Mobility 25,516,637 24,093,890 24,648,757 46,021,351 18,064,413 27,713,714 17,484,637 29,033,680 20,454,596 Utilities & Environment 53,424,538 64,370,123 64,877,150 68,544,585 77,107,599 76,951,753 83,587,759 89,061,740 90,670,135 Internal Support** 27,057,656 11,354,048 11,881,810 12,837,722 12,040,115 4,680,814 4,169,144 7,496,679 7,133,337 Totals 172,823,411 191,075,008 186,851,167 208,445,235 188,873,297 198,223,921 199,164,521 197,356,208 195,803,720 *The 2017‐18 drop in Safety & Health resources is due to the voter‐approved formation of the Renton Regional Fire Authority.  They are no longer part of the City budget. **Excludes internal and interfund transfers 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 ‐ 2018 City Service Area Resource Allocation Historical Capital Budgets  by City Service Area Historical Adopted Budgets  by City Service Area Historical Full Time Equivalent (FTE) positions by City Service Area Historical Operating Budgets  by City Service Area $0 $20 $40 $60 $80 $100 $120 $140 $160 $180 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed Mi l l i o n s Operating Budgets Internal Support**Utilities & Environment Mobility Livable Community Representative Government Safety & Health* 0 100 200 300 400 500 600 700 800 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed FTE's Internal Support**Utilities & Environment Mobility Livable Community Representative Government Safety & Health* Renton Results - 2010-2018 Resource Allocation by City Service Area 2 - 8 2017/2018 Proposed Budget City of Renton, Washington 2017 2018                194.53                194.53   $       40,219,656  $       42,352,521  26%27% How can we measure our efforts?2010 2011 2012 2013 2014 2015 2016 UCR Class 1A crimes per 1,000  population 4.0 3.0 3.0 2.5 2.3 TBD N/A Property crimes per 1,000 population 65.0 46.0 49.0 49.2 53.0 TBD N/A Percent of community who feel safe  in their neighborhood.*‐‐86%‐‐ ‐‐ ‐‐92%* N/A Response times for calls for Priority 1  emergency services (Police)2.99 3.27 3.07 3.81 4.64 4.52 N/A Percentage of residents who report  feeling prepared for a disaster.*‐‐69%‐‐ ‐‐ ‐‐72%* N/A Annual volunteer hours dedicated to  the Emergency Management Program 4,755 5,458 3,372 3,051 1,866 2,954 N/A General Information at a glance 2010 2011 2012 2013 2014 2015 2016 Number of Police Personnel 167.40 151.40 151.40 149.90 148.40 150.40 TBD Number of Calls for Police Service 75,371 67,428 67,906 59,110 59,052 61,537 TBD Physical arrests 3,464 2,810 1,968 1,725 1,515 1,653 TBD Parking violations 4,748 4,757 4,855 4,799 4,049 4,464 TBD Traffic violations 13,829 8,805 7,943 8,388 5,925 4,828 TBD Photo Enorcement Violations 21,157 21,301 22,036 15,733 21,015 25,562 TBD Resource Allocation 2010 2011 2012 2013 2014 2015 2016 Full Time Equivalent Employees (FTE's) budgeted 348.9 334.5 333.5 333.83 331.33 339.83 340.83 Operating Expenditures  $     47,787,283  $     56,652,301  $     55,960,205  $     58,260,436  $     59,817,417  $     63,958,607  $     66,811,562  Capital Expenditures  $                      ‐     $                      ‐     $                      ‐     $                     ‐     $                     ‐     $          340,000  $            90,000  Strategies Renton is using to work toward and achieve this desired 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 Key Performance Indicators:  * UCR Class 1 Crimes include murder, manslaughter, forcible rape, robbery, assault (simple and aggravated), burglary, larceny, motor vehicle theft, and arson   * Residential and Business Community Survey conducted every three‐four years; changing methodologies prevent precise comparison over time. See the following pages for a listing of our programs in support of this City Service Area Safety and Health Service Area Desired Result:  I want a safe and healthy community Proposed FTE's Operating Percent of Operating Budget $0 $10 $20 $30 $40 $50 $60 $70 $80 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 348.9 334.5 333.5 333.8 331.3 339.8 340.8 194.5 194.5 0 50 100 150 200 250 300 350 400 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed FTE's Budgeted Number of FTE's Renton Results - Safety and Health - Programs, Resources and Results 2 - 9 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target Compliance audits performed by Business License staff will result in an increase in number of Full Time  Equivalent (FTE) positions reported by businesses. 298 0 N/A N/A N/A Business License renewals will be issued within one day of receipt of payment.  99% 45% 85% 95% TBD FTE's:1.1 1.1 1.1 1.1 1.1 1.1 Dollars:94,478$ 97,559$ 108,061$ 114,395$ 105,456$ 109,005$  Average response time (in minutes) to Priority I calls.3.07 3.81 4.64 4.52 N/A Average response time (in minutes) to Priority II calls.7.32 6.50 7.64 8.13 N/A Average response time (in minutes) to Priority III calls.10.48 8.81 10.87 11.75 N/A Average response time (in minutes) to Priority IV calls.21.05 16.01 20.91 23.94 N/A FTE's:64.0 64.0 63.0 63.0 67.0 67.0 Dollars:8,982,138$ 9,191,931$ 9,792,900$ 10,159,956$ 9,900,191$ 10,338,556$  Average number of training hours per non‐commissioned employee 25 33 43 16 N/A Average number of training hours per commissioned employee 98 108 117 35 N/A Number of neighborhoods involved in community education through block/business watch participation 48 43 39 N/A N/A FTE's:10.5 9.0 8.0 8.0 15.0 15.0 Dollars:1,675,957$ 1,569,696$ 1,454,208$ 1,505,138$ 2,373,476$ 2,460,047$  Percent of collision incidences resolved by Patrol Services during regular hours of service to reduce  resources needed in Patrol Operations.84.49 55.42 76.00 50.86 N/A Average percent of traffic safety camera notices of violation are provided within fourteen days.  95.72 58.75 100 100 N/A FTE's:14.0 14.0 14.0 14.0 14.0 14.0 Dollars:2,503,671$ 2,538,020$ 2,622,607$ 2,707,749$ 2,949,113$ 2,982,980$  Annual percent of successful resolution or clearance of assigned cases 82.00 84.19 76.83 83.21 N/A FTE's:20.0 20.0 20.0 20.0 22.0 22.0 Dollars:2,639,554$ 2,696,607$ 2,815,279$ 2,940,571$ 3,247,139$ 3,308,069$  Police Department resources budgeted to support Investigations: Police Department resources budgeted to support Patrol Services: Renton residents and businesses are served by this Police Department 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 Investigations 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 min. of 80 percent Uniformed, first responders to emergency and non‐emergency calls‐for‐service relating to safe, coordinated and accessible roadway and neighborhood traffic concerns.   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. min. of 24 hours 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. 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 100 hours min. of 50 count Police Department resources budgeted to support Administrative Services: Administrative Services Department resources budgeted to support Business Licensing: 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. Business Licensing Police Department resources budgeted to support Patrol Operations: min. of 95 percent Patrol Operations min. of 100 count less than 21 minutes Patrol Services min. of 100 percent Renton Results - Safety and Health - Programs, Resources and Results 2 - 10 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target City Service Area: Safety and Health  Number of arrests due to Special Operations' identification and investigation of repeat offenders and/or  trends of criminal activity.  87 80 58 51 N/A FTE's:22.0 22.0 22.0 22.0 21.0 21.0 Dollars:3,115,313$ 3,177,244$ 3,446,817$ 3,594,363$ 3,227,507$ 3,359,743$  New Concealed Pistol Licenses will be completed within 30 days new 2015 new 2015 new 2015 75% N/A Number of Cases processed by staff 13,566 14,118 14,721 15,517 N/A Number of warrants processed by staff 2,544 2,356 2,357 2,161 N/A Number of Citations processed by staff 13,924 16,867 14,550 11,766 N/A Number of Orders process by staff 1,671 1,441 1,432 1,438 N/A Number of Public Records Requests new 2015 new 2015 new 2015 2,359 N/A FTE's:15.4 15.4 15.4 15.4 16.4 16.4 Dollars:1,403,208$ 1,450,477$ 1,668,902$ 1,776,066$ 1,799,964$ 1,898,169$  Residents report feeling somewhat or very safe during the day in their neighborhood. next survey 2015 next survey 2015 next survey 2015 92%next survey 2017 Residents report feeling somewhat or very safe during the night in their neighborhood. next survey 2015 next survey 2015 next survey 2015 60%next survey 2017 Community report feeling somewhat or very safe during the day in the downtown area.next survey 2015 next survey 2015 next survey 2015 80%next survey 2017 Community report feeling somewhat or very safe during the night in the downtown area.next survey 2015 next survey 2015 next survey 2015 32%next survey 2017 FTE's:4.0 4.0 4.0 4.0 4.0 4.0 Dollars:4,513,858$ 4,552,469$ 5,235,625$ 5,313,703$ 6,349,491$ 6,600,834$  FTE's:0.00 0.00 0.0 0.0 0.0 0.0 Dollars:5,583,718$ 6,333,307$ 4,200,000$ 4,500,000$ 4,850,000$ 5,698,750$  The percentage of city‐wide improvement plan targets that are completed on schedule after an exercise  or actual emergency. 100 100 100 N/A N/A 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 3,064 N/A FTE's:2.0 2.0 2.0 2.0 2.7 2.7 Dollars:323,570$ 331,623$ 377,272$ 392,868$ 545,975$ 564,105$  The activities of the program are driven both by mandates and by best practices in the emergency management profession. The primary activities of the program address  the legal requirements specified in the WAC and in the grant guidance and the result is development and coordination of emergency plans, design and deployment of  required training and exercises, maintenance of certain communication and warning capabilities, public education and relay of emergency information, emergency  response through the activation of the Emergency Operations Center, identification and analysis of local hazards, and hazmat response and notification. The ultimate  outcome is a more effective and coordinated emergency response on the part of the City, increased disaster resilience of residents and businesses, the engagement of  volunteers, and leveraging of public and private partnerships to serve the community better and more cost‐effectively during and after a disaster. number of orders Emergency Management min. of 80 percent Police Department resources budgeted to support Special Operations: Police Department resources budgeted to support Auxiliary Services ‐ Jail: Police Department resources budgeted to support Staff Services: min. of 50 count 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. Police Administration min. of 80 percent number of requests min. of 90 percent min. of 90 percent min. of 80 percent Police Department resources budgeted to support Police Administration: Staff Services Auxiliary Services ‐ Jail number of cases number of warrants number of citations The Special Operations division of the Renton Police Department is the primary proactive arm of the department.  By proactively identifying and targeting prolific  offenders, the Renton police department is far more efficient at crime fighting than it would be if it were simple reactive.  The special operations division has had great  results including the arrest and conviction of several high profile and prolific offenders who have been responsible for hundreds of crimes within the city of Renton.   min. of 75 percent hours Fire & Emergency Services Department resources budgeted to support Emergency Management: Special Operations Staff services division maintains all police department crime reports, traffic collision reports, court orders, federal uniform crime reporting (UCR), missing persons,  stolen/recovery stolen vehicles, criminal history, concealed pistol license (CPL) applications/denials, officer safety entries, Renton Municipal Court warrants, protection  orders, ACCESS certification for department members, public disclosure requests, insurance requests, prosecutor requests and defense attorney case report requests. This  group also assigns case report numbers to police officers, receives all electronic reports from police officers on the street as well as online reporting by victims and merges  these into police records management system.  All after hours calls and requests go through staff services for any emergency and non emergency requests for other city  department notifications.  Staff services division is the only city department that is staffed 24 hours for citizens to contact after hours.  Renton Results - Safety and Health - Programs, Resources and Results 2 - 11 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target City Service Area: Safety and Health  Permit review for single family applications completed within 2 weeks 75 40 4 N/A N/A Permit review for commercial applications within 4 weeks 100 100 62 N/A N/A Inspection requests receive response within 24 hours 98 97 97 N/A N/A FTE's:12.5 12.5 13.0 13.0 12.0 12.0 Dollars:1,440,261$ 1,472,285$ 1,593,442$ 1,687,594$ 1,557,060$ 1,617,184$  Code compliance is achieved within 3 weeks of date of initial request 88 84 N/A N/A N/A Sites remain in compliance one year after Code Enforcement action.N/A 95 N/A N/A N/A Code compliance is achieved through voluntary action upon notification of violation 85 95 N/A N/A N/A FTE's:3 3 3.0 3.0 4.0 4.0 Dollars:328,729$ 338,602$ 397,253$ 419,537$ 531,790$ 534,908$  Be prepared for hearings and trials in all cases new 2015 new 2015 new 2015 N/A N/A Increase the scope and extent of electronic exchanges of information, including discovery, to the  Defense Attorney.new 2015 new 2015 new 2015 N/A N/A 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 N/A N/A N/A 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 N/A N/A FTE's:6 6 7.0 7.0 8.0 8.0 Dollars:622,055$ 657,530$ 873,909$ 929,599$ 979,228$ 1,041,806$  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. 1,312,708$ 1,227,828$ 1,765,785$ N/A N/A FTE's:1 1 2.0 2.0 2.0 2.0 Dollars:99,851$ 103,093$ 366,629$ 379,743$ 397,087$ 406,139$  Composite of results from survey of probationer's understanding of probation process reflected as  "Good" or better. 83 81 84 85 N/A FTE's:1 1 1.0 1.0 1.0 1.0 Dollars:99,851$ 103,093$ 120,680$ 126,987$ 126,253$ 130,467$  min. of 95 percent min. of 99 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. 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. The City Attorney Department,  Prosecution Division, handles all misdemeanor cases in the Municipal Court for the City of Renton and all appeals therefrom. The work load and requirements for this  Division of the City Attorney Department is directly affected by the schedules and demands made by the sitting judge at the municipal court, the number of cases filed or  referred to the prosecutors for review and to make charging decisions and special efforts such as code enforcement by criminal citation. There has also been an increase in  declined felony cases from the county prosecutor, which usually present cases that are larger, and more difficult to prosecute. min. of 95 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. min. of 95 percent min. of 95 percent min. of 95 percent min. of 70 percent Community & Economic Development Department resources budgeted to support Code Enforcement  program: Electronic Home Detention The Electronic Home Detention (EHD) program provides an alternative to incarceration for non‐violent offenders. With approval from the sentencing court, offenders are  placed in the EHD program at no cost to the agency. The EHD program eliminates the expense to house inmates in jail. EHD costs are paid for by the offender, which  eliminates housing offenders with health restrictions requiring expensive treatment. The EHD program allows offenders to live at home, go to work and still provide for  their families. min. of $600,000 Community & Economic Development Department resources budgeted to support Building Inspection: min. of 95 percent City Attorney Prosecution Court Services Department resources budgeted to support Probation: Probation min. of 70 percent min. of 80 percent Court Services Department resources budgeted to support Electronic Home Detention: min. of 95 percent City Attorney Department resources budgeted to support City Attorney Prosecution: Code Enforcement program The Code Enforcement program ensures compliance with the City's laws and regulations for land use, zoning, building, housing, and environmental health. The City places a  high priority on code compliance as a means of accomplishing adopted community goals, such as maintaining the quality of neighborhoods, avoiding nuisances, and  protecting the environment. Building Inspection Renton Results - Safety and Health - Programs, Resources and Results 2 - 12 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target City Service Area: Safety and Health  Increase the percentage of total served that are low‐to‐moderate income, owner‐occupied households.    95 N/A TBD 4% of 5315 N/A Increase the percentage of household served that are non–senior (applicant less than 65 years of age)  households served.new 2015 new 2015 new 2015 22% N/A Increase the total number of services provided. new 2015 new 2015 new 2015 985 N/A Number of unduplicated Renton residents served by agencies funded by City of Renton.new 2015 new 2015 new 2015 18,136 N/A Percentage of unduplicated Renton residents served by agencies funded by City of Renton.new 2015 new 2015 new 2015 19% N/A Per capita spending for human services new 2015 new 2015 new 2015 5.54$ N/A FTE's:4.3 4.3 4.3 4.3 4.3 4.3 Dollars:1,124,503$ 1,135,777$ 1,199,981$ 1,212,599$ 1,279,927$ 1,301,760$  FTE's: 180.83 179.33 179.83 179.83 194.53 194.53 Dollars:58,260,436$ 59,817,417$ 36,273,565$ 37,760,868$ 40,219,656$ 42,352,521$  Note: Fire & ES Department programs previously included here have been removed. For a list of program revenue, expenditures ‐ including capital budgets ‐ please see the end of this section. Community Services Department resources budgeted to support Serving vulnerable/low income: number of residents increase of 0.5% % of residents City Resources budgeted to support the Safety and Health City Service Area increase of ___ % Serving vulnerable/low income cost per capita 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. increase of 10% Renton Results - Safety and Health - Programs, Resources and Results 2 - 13 2017/2018 Proposed Budget City of Renton, Washington 2017 2018                  40.20                   40.20   $         7,281,264  $         7,472,160  5%5% How can we measure our efforts?2010 2011 2012 2013 2014 2015 2016 Residents rate overall service  provided by the City as exceeding or  greatly exceeding expectations* ‐‐‐58%‐‐‐ ‐‐‐ ‐‐‐67%* TBD Residents rate livability of Renton*‐‐‐74%‐‐‐ ‐‐‐ ‐‐‐66%* TBD Cost of Services per Capita (operating  costs/population) $        1,736  $        1,738  $        1,724  $        1,701  $        1,701  $        1,851  $        1,851  Residents feel they are getting their  money's worth for their tax dollar*‐‐‐44%‐‐‐ ‐‐‐ ‐‐‐51%* TBD Resident's satisfaction with  understanding the court infraction  process. ‐‐‐ ‐‐‐74% 78% 85% 85% TBD Satisfaction with access to court  information related to infraction  processing ‐‐‐ ‐‐‐87% 83% 86% 87% TBD Resident rating of quality and  effectiveness of City  Communications* ‐‐‐42%‐‐‐ ‐‐‐ ‐‐‐58%* TBD Annual number of volunteer hours  engaged through Community Services 59,442 62,800 60,454 62,729 46,013 43,952 TBD General Information at a glance 2010 2011 2012 2013 2014 2015 2016 Population 90,927 92,590 93,910 95,540 97,130 98,470 101,300 Ranking in size ‐ Washington 98888 TBD TBD Ranking in size ‐ King County 4 4 4 4 4 TBD TBD Land Area in square miles 23.38 23.12 23.79 23.96 24.03 TBD TBD Combined Sales Tax Rate 9.5%9.5%9.5%9.5%9.5%TBD TBD Combined Property Tax Rate/per $1k AV  $               11.12  $               12.21  $               13.22  $               14.23  $               14.25 TBD  TBD  City Portion of Property Tax Rate  $                 2.71  $                 2.83  $                 3.10  $                 3.10  $                 3.15 TBD  TBD  Total Property Tax Levy (in millions)32.0 32.3 33.3 32.6 35.5 TBD TBD Assessed Valuation (AV) (in billions)11.9 11.5 10.8 10.6 11.3 TBD TBD Utility Tax Rates 6%6%6%6% 6.0‐6.8% TBD TBD Resource Allocation 2010 2011 2012 2013 2014 2015 2016 Full Time Equivalent Employees (FTE's) budgeted 41.1 44.02 42.9 40.7 39.7 39.7 39.7 Operating Expenditures  $        5,082,561  $        6,211,543  $        6,395,854  $       6,071,863  $       6,169,852  $       6,592,342  $       6,808,914  Capital Expenditures  $                      ‐     $                      ‐     $                      ‐     $                     ‐     $                     ‐     $                     ‐   $                     ‐    Key Performance Indicators:  * Residential and Business Community Survey conducted every three‐four years; changing methodologies prevent precise comparison over time. See the following pages for a listing of our programs in support of this City Service Area Strategies Renton is using to work toward and achieve this desired result Policy and program decisions reflecting community values Advocate community interest in regional, state, and federal forums Open accessible and consistent (administrative and judicial) decision process Clear and effective communications Policy and fiscal accountability Partnership with community organizations to leverage resources Representative Government Desired Result:  I want a responsive and responsible government Proposed FTE's Operating Percent of Operating Budget $0 $2 $4 $6 $8 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 41.1 44.0 42.9 40.7 39.7 39.7 39.7 40.2 40.2 36 38 40 42 44 46 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed FTE's Budgeted Number of FTE's Renton Results - Representative Government - Programs, Resources and Results 2 - 14 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target  Hours of service provided annually by volunteers.62,800 62,729 46,013 43,952 N/A Number of residents engaged in volunteer activities annually.4611 6191 6000 6494 N/A Value of volunteer service $1.37 mill $1.42 mill $1.23 mill $1.27 mill N/A Percentage of evaluations of services and/or experience rate satisfaction as good or better.new 2015 new 2015 new 2015 N/A next survey 2015 FTE's:2.32 2.32 2.3 2.3 2.3 2.3 Dollars:286,362$ 291,999$ 302,776$ 322,780$ 312,631$ 323,378$  Information requests/concerns from residents are acknowledged within three days.90.25 92 97 100 97 Information requests/concerns are resolved within two weeks.90 95 92 99 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 51 next survey 2015 FTE's:3.5 3.5 3.5 3.5 4.0 4.0 Dollars:868,832$ 890,745$ 985,593$ 1,023,307$ 1,426,801$ 1,508,885$  Staff serving on minimum number of local, regional and state Boards to support grant and educational  opportunities.  55555 FTE's:see Liv. Comm. see Liv. Comm. 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. 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 27 N/A FTE's:see Liv. Comm. see Liv. Comm. 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. see Liv. Comm. see Liv. Comm. Number of Legislative documents (agenda, minutes, ordinances, resolutions, etc) published & available 187 144 142 148 N/A Number of internal documents (contracts including lease agreements, MOU's, etc.) that are executed  and recorded 411 601 579 722 N/A Internal Customer service survey indicates Good or Better customer satisfaction.N/A 86 N/A 87 N/A Number of Public Records Requests 366 342 453 332 N/A FTE's:5 5 5.0 5.0 6.0 6.0 Dollars:1,016,822$ 1,062,166$ 942,862$ 992,720$ 1,081,537$ 1,119,660$  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 min. of 4 count Community Services Department resources budgeted to support Community Engagement: Administration, Community Services 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: Executive Operations Community & Economic Development Department resources budgeted to support CED Administration: City Clerk data only data only Community Engagement min. of 90 percent 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 min. of 50 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. 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 61,000 count min. of 4,500 count min. of 1,260,000 dollar min. of 90 percent min. of 8 count 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. Community Services Department resources budgeted to support Administration/Com Svcs: data only Renton Results - Representative Government - Programs, Resources and Results 2 - 15 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target  City Service Area: Representative Government 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 new 2015 new 2015 Routine legislation and contract review will be performed within one week of receipt.99 98.9 98.4 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 93 N/A FTE's:3.88 3.88 3.88 3.88 3.88 3.88 Dollars:577,349$ 594,181$ 654,880$ 693,479$ 677,867$ 700,477$  Department's expenditures are within budget.100 100 100 100 N/A Number of training hours per FTE provided to court employees.8689 T B D FTE's:2 2 2.0 2.0 2.0 2.0 Dollars:654,292$ 677,775$ 788,888$ 805,573$ 839,900$ 820,429$  Defendant satisfaction with their understanding of the criminal case process is rated as "Good" or  better.83 84 84 83 N/A 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 82 80 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 87 N/A FTE's:7 6 6.0 6.0 5.0 5.0 Dollars:738,919$ 690,064$ 727,334$ 760,705$ 669,096$ 697,370$  N/A N/A N/A N/A N/A N/A FTE's:0 0 0.0 0.0 0.0 0.0 Dollars:450,000$ 450,000$ 450,000$ 450,000$ 450,000$ 450,000$  Defendant's satisfaction with the ability to get access to court information related to infraction  processing is rated "Good" or better.87 83 86 87 N/A Resident's satisfaction with understanding the court infraction process.74 78 85 85 N/A FTE's:5.0 5.0 4.0 4.0 5.0 5.0 Dollars:516,601$ 528,590$ 474,419$ 494,445$ 585,407$ 611,935$  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. 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 Court Administration min. of 8 count City Attorney Department resources budgeted to support City Attorney Civil: City Attorney Civil Court Public Defenders min. of 80 percent min. of 80 percent min. of 80 percent min. of 80 percent 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.   min. of 95 percent min. of 90 percent min. of 90 percent Infraction Processing Criminal Case Processing min. of 90 percent 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. N/A Court Services Department resources budgeted to support Court Public Defenders: Court Services Department resources budgeted to support Infraction Processing: Renton Results - Representative Government - Programs, Resources and Results 2 - 16 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target  City Service Area: Representative Government N/A N/A N/A N/A FTE's:0 0 0.0 0.0 0.0 0.0 Dollars:40,000$ 40,000$ 40,000$ 40,000$ 40,000$ 40,000$  Percent of survey responses that rate the City's job of keeping residents informed as "good" or better. new 2015 new 2015 new 2015 58 next survey 2017 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 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 N/A N/A N/A FTE's:4 4 4.0 4.0 4.0 4.0 Dollars:571,172$ 586,817$ 554,982$ 582,520$ 759,814$ 753,724$  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:0 0 0.0 0.0 0.0 0.0 Dollars:62,400$ 62,400$ 62,400$ 62,400$ 70,000$ 70,000$  Residents surveyed rate the City as heading in the right direction (survey rate fair, good or excellent)55 N/A N/A 63 next survey Cost of government per capita (operating costs/population)1,107 1,702 1,702 1,851 1,851 FTE's:8 8 8.0 8.0 8.0 8.0 Dollars:289,114$ 295,116$ 335,838$ 348,161$ 368,211$ 376,303$  FTE's: 40.7 39.7 38.7 38.7 40.2 40.2 Dollars: 6,071,863$ 6,169,853$ 6,319,972$ 6,576,090$ 7,281,264$ 7,472,160$  min. of 5 percent min. of 80 percent 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.  min. of 80 percent Administrative Services resources budgeted to support Hearing Examiner: N/A 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.   min. of 80 percent Hearing Examiner N/A min. of 65 percent Intergovernmental Relations 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. Citywide Communications Executive Department resources budgeted to support Citywide Communications: For a list of program revenue, expenditures ‐ including capital budgets ‐ please see the end of this section. min. of 5 percent Executive Department resources budgeted to support Intergovernmental Relations: 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 min. of 5 percent min. of 75 percent min. of 75 percent min. of 70 percent data only Renton Results - Representative Government - Programs, Resources and Results 2 - 17 2017/2018 Proposed Budget City of Renton, Washington 2017 2018                  66.09                   66.09   $       18,113,414  $       18,141,734  12%12% How can we measure our efforts?2010 2011 2012 2013 2014 2015 2016 No single employment sector shall  exceed 40% of the total number of  jobs in the City 31% 28% 30% 40%‐‐‐16% TBD Growth in property taxes due to new  construction 1% 1% 1% 1% 1% 3% TBD Number of recognized neighborhood  programs 63 69 72 69 70 74 TBD Community satisfaction rating of arts,  culture, parks, recreation and events*‐‐‐63%‐‐‐ ‐‐‐ ‐‐‐62% TBD Acres of Open Space 1,183 1,183 1,210 1,213 1,213 1,214 TBD Developed Parks and Playgrounds  areas 30 32 32 32 33 33 TBD General Information at a glance 2010 2011 2012 2013 2014 2017 2018 Number of In‐City Business Licenses 2,858 3,029 2,971 2,739 TBD 2,739 TBD Number of Animal Licenses 2,056 3,398 3,194 2,980 TBD 2,980 TBD Median Income (rolling average) $             67,222  $             62,800  $             64,482   ‐‐‐  TBD  ‐‐‐  TBD  Unemployment Rating 7.8%7.0%6.0%4.7%TBD 4.7%TBD Number of jobs in Renton 41,268 44,848 47,523 46,789 TBD 46,789 TBD Resource Allocation 2010 2011 2012 2013 2014 2015 2016 Full Time Equivalent Employees (FTE's) budgeted 82.42 64.42 64.42 62.45 62.2 63.63 63.63 Operating Expenditures  $     12,566,282  $     13,679,103  $     14,128,391  $     14,036,553  $     14,198,901  $     15,500,691  $     15,982,505  Capital Expenditures  $        1,388,454  $     14,714,000  $        8,959,000  $       2,672,725  $       1,475,000  $       2,486,000  $       4,230,000  Key Performance Indicators:  * Residential and Business Community Survey conducted every three‐four years; changing methodologies prevent precise comparison over time. See the following pages for a listing of our programs in support of this City Service Area Livable Community Desired Result:  I want access to high quality facilities, services and public resources that enrich the lives of everyone in the  community Proposed FTE's Operating Percent of Operating Budget Strategies Renton is using to work toward and achieve this desired result: Encourage and foster a vibrant and diverse economy Provide or make available diverse learning and enrichment opportunities Provide clean, safe, healthy and well‐maintained places $0 $5 $10 $15 $20 $25 $30 $35 $40 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 82.4 64.4 64.4 62.5 62.2 63.6 63.6 66.1 66.1 0 10 20 30 40 50 60 70 80 90 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed FTE's Budgeted Number of FTE's Renton Results - Livable Community - Programs, Resources and Results 2 - 18 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target Percentage of occupancy rate for Swimming Lesson registrations 88 86 86 79 N/A Henry Moses Aquatics Center customers rate their experience and satisfaction as Good to Excellent 99 99 96 97 N/A FTE's:1.00 1.00 1.00 1.00 1.00 1.00 Dollars:774,745$ 777,883$ 774,928$ 786,791$ 867,727$ 873,141$  Average Market‐Day booth space occupancy as percentage of available space.new 2014 new 2014 83 N/A N/A FTE's:0.75 0.75 0.50 0.50 0.50 0.50 Dollars:81,314$ 82,399$ 59,454$ 63,314$ 66,854$ 69,646$  Average daily attendance for drop‐in programs at Highlands and North Highlands Neighborhood  Centers 67 79 59 78 N/A FTE's:5.34 5.34 5.59 5.59 12.09 12.09 Dollars:2,234,898$ 2,245,615$ 2,370,262$ 2,434,726$ 4,024,733$ 3,954,927$  Percent of Event Attendees reporting overall experience satisfaction of 3 or better in a 1‐5 scale.97 96 98 96 TBD Number of businesses/public/private relationships engaged & providing support to produce events  maintained or increased.81 75 84 75 TBD Percentage of the TOTAL cost of Holiday Lights, Renton River Days and 4th of July that is funded by  sponsors.  new 2014 new 2014 37 33 TBD FTE's:0.98 0.98 1.48 1.48 1.48 1.48 Dollars:276,838$ 278,378$ 345,672$ 359,219$ 367,426$ 376,567$  Number of visitors and people served by outreach 5,199 4,671 5,571 5,887 N/A Percentage of visitors expressing high satisfaction 86 86 94 100 N/A Average number of days in responding to research & photo orders 645 N / A N / A FTE's:1.00 1.00 1.00 1.00 1.00 1.00 Dollars:209,903$ 211,281$ 227,761$ 235,281$ 236,275$ 241,550$  min. of 30 percent min. of 95 percent Community Services Department resources budgeted to support Com Relations and  Events: min. of 120 count Community Services Department resources budgeted to support Museum: min. of 4800 count min. of 85 percent less than 7 days Programs, Resources and Results NOTE:   Due to timing of available data, some of our indicators will be marked "TBD" until it is received 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. The Renton History Museum fosters community by preserving, documenting, and educating about Renton's rich history and maintaining regular open hours for the public.  Community Relations and Events Community Services Department resources budgeted to support Aquatics:  City Service Area: Livable Community Community Services Department resources budgeted to support Recreation Services: min. of 80 percent min. of 60 count Aquatics 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. Community Services Department resources budgeted to support Farmers Market: 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.  Recreation Services Farmers Market Museum 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.  min. of 80 percent min. of 80 percent Renton Results - Livable Community - Programs, Resources and Results 2 - 19 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target  City Service Area: Livable Community Maintain or increase the number of officially recognized neighborhoods/ associations participating in  the program.69 69 70 74 N/A Estimated percentage of residents served based on households within recognized  neighborhoods/associations.  55 55 55 N/A N/A Increase the number of attendees at neighborhood picnics, trainings and forums.0 20 2,600 N/A  Participant satisfaction rated good to excellent experience with overall program new 2013 83 N/A 87 N/A FTE's:1.83 1.83 1.83 1.83 1.83 1.83 Dollars:270,161$ 273,067$ 329,381$ 339,183$ 322,619$ 335,960$  Overall customer satisfaction rating is good to excellent In cleanliness and appearance of Parks System 89 93 89 84 N/A Overall customer satisfaction rating is good to excellent in cleanliness and appearance of Trail System 89 93 89 84 N/A Customers surveyed feel safe in parks and trails 82 87 N/A N/A N/A FTE's:22.80 22.80 22.80 22.80 24.80 24.80 Dollars:4,046,158$ 4,095,896$ 4,722,541$ 4,914,394$ 5,271,700$ 5,242,739$  Percent of market value of lowest‐yielding property per market analysis. new 2013 10 10 10 10 FTE's:1.50 1.50 1.50 1.50 1.50 1.50 Dollars:629,657$ 647,061$ 663,404$ 671,980$ 839,996$ 845,755$  Renton Community Center customers rate their experience and satisfaction as Good to Excellent N / A 9 19 48 9 N / A FTE's:6.50 6.50 6.50 6.50 0.00 0.00 Dollars:1,355,406$ 1,374,990$ 1,444,929$ 1,485,884$ ‐$ ‐$  Average daily attendance at the Senior Center 222 261 219 401 N/A Senior Center customers rate their experience and satisfaction as Good to Excellent 98 91 93 92 N/A FTE's:3.25 3.25 3.25 3.25 3.25 3.25 Dollars:575,965$ 583,607$ 610,795$ 631,561$ 781,973$ 796,164$  Review PRO plan on an annual basis and manage national accreditation for Department.yes yes yes yes N/A No late fees in processing of invoices 85 95 N/A 90 N/A Current information on web site 75 75 N/A 80 N/A FTE's:2.00 2.00 2.00 2.00 2.00 2.00 Dollars:448,556$ 445,032$ 545,712$ 562,434$ 505,154$ 524,771$  Leased Facilities Renton Community Center Senior Activity Center The Renton Community Center provides recreation based classes and programs, drop in fitness room, athletic leagues, special events, volunteer opportunities, rental  facilities and customer service for approximately 200,000 patrons per year.  The Center serves as the hub for all Recreation Division program registration and rental  reservations Neighborhood Program Parks and Trails Program min. of 80 percent min. of 80 percent within 10 percent min. of 80 percent min. of 250 count min. of 80 percent Community Services Department resources budgeted to support Neighborhood Program: % of residents 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.  Administration, Community Services min. 3 % increase min. of 70 percent min. of 80 percent equal to or greater than 72 Community Services Department resources budgeted to support Parks and Trails Program: Community Services Department resources budgeted to support Leased Facilities: Community Services Department resources budgeted to support Renton Community Center: Community Services Department resources budgeted to support Senior Activity Center: Community Services Department resources budgeted to support Administration/Com Svcs: 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.   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. yes/no min. of 100 percent min. of 100 percent Renton Results - Livable Community - Programs, Resources and Results 2 - 20 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target  City Service Area: Livable Community FTE's:0.00 0.00 0.00 0.00 0.00 0.00 Dollars:‐$ ‐$ ‐$ ‐$ 361,724$ 361,724$  FTE's:0.00 0.00 0.00 0.00 0.00 0.00 Dollars:50,000$ 50,000$ 102,950$ ‐$ 15,000$ 15,000$  FTE's:0.25 0.25 0.25 0.25 0.25 0.25 Dollars:37,881$ 38,812$ 35,944$ 37,679$ 88,000$ 39,202$  FTE's:2.00 2.00 2.50 2.50 1.80 1.80 Dollars:1,017,853$ 1,006,430$ 1,128,965$ 1,173,838$ 1,285,338$ 1,312,272$  Process land use applications requiring a decision by the Hearing Examiner within 12 weeks of receipt of  complete application.45 50 N/A new 2016 N/A Process land use applications requiring an Administrative Decision within 8 weeks.58 88 N/A new 2016 N/A Development projects will be rated as adding value, quality, and character to the community by the  Planning Commission following land use decisions.new 2016 new 2016 new 2016 new 2016 N/A FTE's:6.00 6.00 6.68 6.68 7.64 7.64 Dollars:676,661$ 696,159$ 844,508$ 904,394$ 1,163,676$ 1,220,824$  The City's annual sales tax revenue growth at rate higher than King County.4.71 6 9.4 9 N/A Continue to diversify Renton’s employment base to ensure no single employment sector exceeds  targeted percent of employment base.30 31 N/A 15.6 N/A Annual property tax revenue associated with new construction increases. 1.06 1.13 1.29 2.82 N/A Percent increase in total number of employees working in Renton (measured by FTE) year over year 60 ‐1.4 16 14 N/A FTE's:2.75 2.75 4.00 4.00 4.00 4.00 Dollars:446,705$ 455,737$ 604,469$ 648,403$ 1,126,718$ 1,122,559$  min. of 90 percent min. of 90 percent min. of 80 percent min. of 1 percent max. of 40 percent greater than 1.5 percent 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.  Current Planning Economic Development Community & Economic Development Department resources budgeted to support Arts & Culture: Community & Economic Development Department resources budgeted to support CED Administration: Community & Economic Development Department resources budgeted to support Current Planning: 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. 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. 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 CED Administration Community & Economic Development Department resources budgeted to support 1% for the Arts: Community & Economic Development Department resources budgeted to support Economic  Development: CDBG ‐ CED In 2015, the City initiated the Downtown Commercial Rehabilitation and Façade Improvement Loan Program (FILP) using CDBG funds.  The FILP offers financial assistance  to upgrade business storefronts in the downtown area, in hopes of encouraging investment in Downtown, attracting new and expanding businesses, achieving significant  visual improvements of the area, and improving Downtown's overall economic health and safety.  Loans made through the program require that the recipients  provide  matching funds, are for a five‐year term with 0% interest and deferred payments, and may be potentially forgiven at the end of the term if the recipient is in good standing  and has adequately maintained the improvements made through the funding.  Thus far, the program has issued one loan for the major rehabilitation of a building at S. 3rd  Street and Williams Avenue, and two other applications are under review for buildings on Williams and Burnett avenues. Community & Economic Development Department resources budgeted to support CDBG ‐ CED: min. of 1 percent Renton Results - Livable Community - Programs, Resources and Results 2 - 21 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target  City Service Area: Livable Community 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 N/A N/A Process all requests for annexation within Washington State Law timelines N/A 100 100 N/A N/A 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 N/A N/A FTE's:4.00 4.00 2.75 2.75 2.95 2.95 Dollars:529,701$ 545,081$ 444,016$ 468,421$ 523,500$ 543,932$  FTE's:0.00 0.00 0.00 0.00 0.00 0.00 Dollars:245,000$ 265,000$ 245,000$ 265,000$ 265,000$ 265,000$  FTE's: 62.45 62.2 63.6 63.6 66.1 66.1 Dollars:13,907,402$ 14,072,428$ 15,500,691$ 15,982,505$ 18,113,414$ 18,141,734$  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 min. of 100 percent min. of 100 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. For a list of program revenue, expenditures ‐ including capital budgets ‐ please see the end of this section. Community & Economic Development Department resources budgeted to support Long Range Planning: Long Range Planning Executive Department resources budgeted to support Hotel Motel Fund: City Resources budgeted to support the Livable Community City Service Area min. of 100 percent Renton Results - Livable Community - Programs, Resources and Results 2 - 22 2017/2018 Proposed Budget City of Renton, Washington 2017 2018                  60.15                   60.15   $       12,902,358  $       13,144,096  8%8% How can we measure our efforts?2010 2011 2012 2013 2014 2015 2016 Satisfaction with connectivity to local  and regional centers via Transit,  sidewalks and trails* ‐‐‐52%‐‐‐ ‐‐‐ ‐‐‐56% TBD Smooth and unbroken pavement with  average condition rating of 70 or  better for all streets.  70 70 70 72 73 TBD TBD Number of blocks (= 1,000 linear feet)  of new or replacement sidewalks ‐‐‐ ‐‐‐89‐‐‐TBD TBD Number of vehicle collisions 2,067 1,862 2,037 2125 2,196 TBD TBD Collisions resulting in injury or death  (minor and major)1012 962 763 720 779 TBD TBD General Information at a glance 2010 2011 2012 2013 2014 2015 2016 Street resurfacing (miles) 2.65 2.07 2.19 0.84 2.82 1.67 TBD Streets (miles) 264.50 266.10 266.10 266.10 294.00 304.10 TBD Streetlights (count) 3,935 4,015 4,172 4,182 4,302 4,342 TBD Aircraft operations 80,679 80,005 93,406 93,911 100,544 112,335 TBD Resource Allocation 2010 2011 2012 2013 2014 2015 2016 Full Time Equivalent Employees (FTE's) budgeted 58.65 58.65 58.65 58.65 58.65 55.65 55.65 Operating Expenditures 7,811,664 9,642,867 9,933,154 10,423,548 10,645,306 11,963,084 12,377,415 Capital Expenditures 17,704,973 14,451,023 14,715,603 35,597,803 7,419,107 15,750,630 5,107,222 Key Performance Indicators:  * Residential and Business Community Survey conducted every three‐four years; changing methodologies prevent precise comparison over time. See the following pages for a listing of our programs in support of this City Service Area Mobility Desired Results:  I want safe and efficient access to all desired destinations, now and in the future  Proposed FTE's Operating Percent of Operating Budget Strategies Renton is using to work toward and achieve this desired result: Provide a comprehensive mobility network that connects the public to desired destinations.  Provide a well‐maintained condition of the mobility infrastructure. Provide efficient and safe operations of the mobility infrastructure. $0 $5 $10 $15 $20 $25 $30 $35 $40 $45 $50 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 58.7 58.7 58.7 58.7 58.7 55.7 55.7 60.2 60.2 53 54 55 56 57 58 59 60 61 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed FTE's Budgeted Number of FTE's Renton Results - Mobility - Programs, Resources and Results 2 - 23 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target 2015 target 2016 target No takeoff or landing delay for any aircraft longer than 30 minutes due to inclement weather, routine  surface maintenance operations, the presence of Foreign Object Debris (FOD), or wildlife 3000 N / A Percent of leaseable airport property that is leased to aviation business and/or aircract owners 90 90 94 96 N/A Total number of airport operations 92,761 93,785 100,544 112,335 N/A Number of reports of bird damage or foreign object damage to aircraft.0000 N / A FTE's:6.00 6.00 6.00 6.00 7.00 7.00 Dollars:1,379,685$ 1,405,557$ 1,700,529$ 1,758,963$ 1,689,291$ 1,728,864$  Annual number of feet of sidewalk added or replaced. new 2015 new 2015 new 2015 N/A N/A Maintain safe bridges by having no load‐restricted bridges.0 0 N/A N/A N/A Dollars obtained in grants annually to fund Transportation Investment Projects/Programs $7.8 mill $5.96 mill $10.76 mill $6.9 mill N/A FTE's:10.37 10.37 10.37 10.37 8.75 8.75 Dollars:1,357,977$ 1,391,561$ 1,597,719$ 1,688,986$ 1,278,081$ 1,320,929$  Composite rating by Public works Department employees in the annual Employee Survey.N/A 77.4 N/A N/A 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 N/A N/A Public Works Administrator will respond to customer inquiries/complaints by the next business day.96 97 97 N/A N/A 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.N/A 25 25 N/A N/A FTE's:3.00 3.00 2.00 2.00 2.00 2.00 Dollars:479,503$ 488,760$ 395,867$ 413,579$ 406,398$ 418,614$  Develop Transportation workforce by providing training opportunities to a minimum percentage of staff  annually.new 2015 new 2015 new 2015 N/A N/A FTE's:2.50 2.50 2.50 2.50 3.50 3.50 Dollars:631,352$ 648,054$ 830,160$ 856,076$ 952,851$ 975,635$  N/A see Maintenance Programs N/A N/A N/A FTE's:5.45 5.45 5.45 5.45 5.45 5.45 Dollars:969,059$ 986,193$ 1,134,631$ 1,174,218$ 1,296,588$ 1,326,694$  hours per FTE greater than 70 percent greater than 95 percent N/A less than 50 percent N/A 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 Department resources budgeted to support Transportation Systems Administration: Public Works Department resources budgeted to support Public Works Maintenance Administration: Public Works Administration City Service Area: Mobility 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.   Transportation Systems Administration Public Works Maintenance Administration max. of 0 count min. of 90 percent max. of 0 count count of operations number of feet max. of 0 count min. of $5,000,000 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. greater than 95 percent Programs, Resources and Results NOTE:   Due to timing of available data, some of our indicators will be marked "TBD" until it is received 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. 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. Renton Results - Mobility - Programs, Resources and Results 2 - 24 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target 2015 target 2016 target City Service Area: Mobility Reduce or maintain the number of insurance claims against the City resulting from road damage N/A 23 23 N/A N/A Maintain a reasonable Overall Condition Index (Pavement) rating.70 72 73 N/A N/A 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 100 100 100 100 FTE's:19.43 19.43 19.43 19.43 19.10 19.10 Dollars:3,334,001$ 3,451,454$ 4,088,735$ 4,208,615$ 4,121,932$ 4,146,097$  Arterial Corridor Travel Time new 2014 new 2014 0 10 N/A Promote public safety by minimizing signal downtime as measured by annual count of failures/callouts.new 2014 new 2014 43 60 N/A Number of pedestrian or bicycle accidents annually new 2014 new 2014 42 44 N/A FTE's:9.90 9.90 9.90 9.90 14.35 14.35 Dollars:2,271,970$ 2,273,726$ 2,215,442$ 2,276,977$ 3,157,218$ 3,227,263$  FTE's: 56.65 56.65 55.7 55.7 60.2 60.2 Dollars:10,423,547$ 10,645,305$ 11,963,084$ 12,377,415$ 12,902,358$ 13,144,096$  percent of change count of failures Street Maintenance Transportation Operations Maintenance Section Public Works Department resources budgeted to support Street Maintenance: less than 10 count min. of 70 rating count of accidents Public Works Department resources budgeted to support Trans Operations Maintenance Section: City Resources budgeted to support the Mobility City Service Area min. of 90 percent For a list of program revenue, expenditures ‐ including capital budgets ‐ please see the end of this section. The Transportation Operations Maintenance Section has 129 traffic signals to maintain and equip with the most current and efficient hardware and electronic components  along with responding to problems that may occur with this equipment.  It must also maintain and inventory all the roadway traffic control devices including signing (300  per year), painted pavement marking (105 miles) and 10,000 raised pavement markers along city streets.  Its duties include replacement of stolen street light copper wire  from underground conduits, hanging of banners on street light poles for various events and seasons, and the removal of graffiti from the City. 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. Renton Results - Mobility - Programs, Resources and Results 2 - 25 2017/2018 Proposed Budget City of Renton, Washington 2017 2018                115.08                115.08   $       68,094,740  $       69,085,135  44%44% How can we measure our efforts?2010 2011 2012 2013 2014 2015 2016 Percent of residents rate quality of  their surroundings as good or  excellent.* ‐‐‐56%‐‐‐ ‐‐‐ ‐‐‐64% TBD Pounds of recycled waste per person 216 271 288 285 288 309 TBD Increase in tons of waste diverted to  recycling 2% 28% 8% 1% 3% 9% TBD Reduction in Peak Water Usage ‐13%‐3%‐8% 8% 0% 9% TBD Number of violations for all health‐ related and aesthetic drinking water  regulations WA Deptartment of  Health 0% 0% 0% 0% 0% 0% TBD General Information at a glance 2010 2011 2012 2013 2014 2015 2016 Peak Water Usage 12,826 12,476 11,445 12,361 12,411 13,590 TBD Tons of waste diverted to recycling 9,836 12,565 13,509 13,616 13,993 15,218 TBD Rates for Utility Systems (Water/Sewer) $             68.95  $             85.27  $             85.27  $            96.13  $            98.89  $          101.06 $          101.59  Ave. Daily Water Consumption (/1,000 gal)6,750 6,650 6,483 6,553 6,775 7,199 TBD Resource Allocation 2010 2011 2012 2013 2014 2015 2016 Full Time Equivalent Employees (FTE's) budgeted 95.25 99.75 99.75 97.75 99.75 103.41 103.41 Operating Expenditures 45,379,538 52,430,123 52,897,150 58,330,585 59,426,599 62,011,753 63,096,920 Capital Expenditures 8,045,000 11,940,000 11,980,000 10,214,000 17,681,000 14,940,000 20,490,839 Strategies Renton is using to work toward and achieve this desired result Well maintained neighborhoods, properties and environment Manage solid waste Operate and maintain piped utility infrastructure Environmental conservation, education and outreach Compliance with environmental standards and laws Key Performance Indicators:  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; changing methodologies prevent precise comparison over time. Percent of Operating Budget Utilities and Environment Desired Result:  I want to live, learn, work and play in a clean and green environment with reliable, affordable utility service. Proposed FTE's Operating $0 $10 $20 $30 $40 $50 $60 $70 $80 $90 $100 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 95.3 99.8 99.8 97.8 99.8 103.4 103.4 115.1 115.1 0 20 40 60 80 100 120 140 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed FTE's Budgeted Number of FTE's Renton Results - Utilities and Environment - Programs, Resources and Results 2 - 26 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target 2015 target 2016 target Permit review for single family applications completed within 2 weeks 75 40 TBD Permit review for commercial applications within 4 weeks 100 100 TBD Inspection requests receive response within 24 hours 98 97 TBD FTE's:10.00 10.00 11.66 11.66 15.33 15.33 Dollars:1,197,901$ 1,224,821$ 1,582,910$ 1,678,082$ 2,082,201$ 2,166,245$  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 See above See above Dollars:See above See above 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 10.50 10.50 Dollars:2,065,108$ 2,103,697$ 2,165,392$ 2,233,479$ 2,356,042$ 2,623,003$  Dollars:400,661$ 400,660$ 400,660$ ‐$ ‐$ ‐$  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 3.40 3.40 Dollars:696,886$ 717,440$ 837,640$ 890,862$ 854,070$ 873,836$  min. of 95 percent min. of 80 percent min. of 85 percent min. of 85 percent min. of 85 percent min. of 80 percent minimum of 95 percent minimum of 95 percent minimum of 95 percent min. of 95 percent min. of 80 percent min. of 85 percent min. of 85 percent min. of 85 percent Golf Course Debt Service Parks Planning, Urban Forestry and Natural Resources Community Services Department resources budgeted to support Parks Planning, Urban Forestry and Na  Res: 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. min. of 75 percent min. of 80 percent Development Engineering Building Permits & Inspection Program Golf Course 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. 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: 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 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. min. of 80 percent min. of 75 percent min. of 70 percent min. of 75 percent min. of 75 percent min. of 80 percent min. of 70 percent min. of 75 percent min. of 75 percent Renton Results - Utilities and Environment - Programs, Resources and Results 2 - 27 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target 2015 target 2016 target City Service Area: Utilities and Environment 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 see mobility see mobility Dollars:see mobility see mobility 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 2.50 2.50 Dollars:15,592,129$ 15,899,898$ 16,044,163$ 16,481,620$ 18,341,316$ 18,678,837$  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 2.00 2.00 Dollars:281,948$ 298,711$ 295,421$ 304,842$ 391,179$ 409,771$  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 9.50 9.50 Dollars:2,764,213$ 2,908,399$ 3,257,199$ 3,399,537$ 3,517,168$ 3,614,657$  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 15.20 15.20 Dollars:2,332,169$ 2,587,013$ 2,609,633$ 2,764,002$ 2,969,971$ 3,052,049$  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.  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. increase of 3 percent Solid Waste Litter Control Public Works Department resources budgeted to support Public Works Administration: Public Works Department resources budgeted to support Solid Waste Collection: Public Works Department resources budgeted to support Surface Water Maintenance: min. of 80 percent min. of 80 percent min. of 100 percent min. of class 6 rating (class 1 is highest of 10) within 100 percent min. of 6 count Surface Water Engineering and Planning Surface Water Maintenance less than 50 percent Public Works Department resources budgeted to support Surface Water Engineering and Planning: increase of 3 percent reduction of 1 percent increase of 2 percent min. of 4 count percent of budgeted min. of 80 percent Solid Waste Collection 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. increase of 2 percent less than 50 percent increase of 3 percent increase of 3 percent reduction of 1 percent Public Works Administration within 100 percent min. of 6 count min. of 90 percentmin. of 90 percent min. of 4 count percent of budgeted min. of 80 percent min. of 80 percent min. of 80 percent min. of 100 percent min. of class 6 rating (class 1 is highest of 10) Public Works Department resources budgeted to support Solid Waste Litter Control: Renton Results - Utilities and Environment - Programs, Resources and Results 2 - 28 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target 2015 target 2016 target City Service Area: Utilities and Environment 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 5.00 5.00 Dollars:805,441$ 815,842$ 930,125$ 995,954$ 1,734,039$ 1,331,550$  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 5.00 5.00 Dollars:2,643,236$ 2,717,613$ 2,784,635$ 2,878,279$ 3,019,946$ 3,064,545$  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 8.95 8.95 Dollars:1,304,856$ 1,328,754$ 1,564,527$ 1,615,558$ 2,069,394$ 2,128,635$  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 7.50 7.50 Dollars:3,503,071$ 3,655,101$ 3,533,158$ 3,705,990$ 3,699,252$ 3,766,207$  percent of budgeted max. of 0 count min. of 100 percent min. of 100 percent min. of 80 percent min. of 80 percent min. of 80 percent number of claims less than 2 percent 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.  max. of 0 count min. of 100 percent min. of 100 percent 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.    min. of 25 percent yes min. of 90 percent Public Works Department resources budgeted to support Utility Systems Administration: min. of 90 percent min. of 25 percent percent of budgetedpercent of budgeted reduction of 1 pcnt reduction of 1 pcnt min. of 100 percent reduction of 1 pcnt reduction of 1 pcnt Public Works Department resources budgeted to support Water Engineering and Planning: min. of 80 percent min. of 95 percent min. of 80 percent min. of 80 percent Utility Systems Administration min. of 95 percent yes min. of 80 percent min. of 80 percent Public Works Department resources budgeted to support Wastewater Maintenance: Water Engineering and Planning 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. min. of 80 percent min. of 80 percent min. of 80 percent number of claims max of 5 count min. of 95 percent min. of 80 percent Public Works Department resources budgeted to support Wastewater Engineering and Planning: less than 2 percent max of 5 count min. of 95 percent min. of 100 percent percent of budgeted Wastewater Engineering and Planning Wastewater Maintenance Renton Results - Utilities and Environment - Programs, Resources and Results 2 - 29 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 target 2016 target 2015 target 2016 target City Service Area: Utilities and Environment 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 25.30 25.30 Dollars:5,076,597$ 5,196,183$ 5,418,443$ 5,629,599$ 5,876,341$ 6,008,054$  Dollars:918,149$ 740,036$ 728,557$ 627,673$ 408,619$ 357,039$  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 4.90 4.90 Dollars:556,250$ 574,037$ 602,159$ 631,145$ 641,448$ 664,454$  N/A N/A N/A N/A Dollars:3,065,268$ 3,056,056$ 2,618,408$ 2,621,576$ 2,628,060$ 2,840,558$  N/A N/A N/A N/A N/A FTE's:0.00 0.00 0.00 0.00 0.00 0.00 Dollars:15,126,703$ 15,202,336$ 16,638,722$ 16,638,722$ 17,505,693$ 17,505,693$  FTE's: 97.75 97.75 103.4 103.4 115.1 115.1 Dollars:58,330,586$ 59,426,597$ 62,011,753$ 63,096,920$ 68,094,740$ 69,085,135$  N/A min. of 98 percent min. of 98 percent min. of 98 percent min. of 98 percent less than 1 percent min. of 95 percent min. of 80 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. 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. min. of 98 percent Administrative Services Department resources budgeted to support Utility Billing and Cashiering: min. of 100 percent min. of 98 percent Water Maintenance min. of 100 percent Public Works Department resources budgeted to support King County Metro Fund: N/A Public Works Department resources budgeted to support Water Maintenance: Public Works Department resources budgeted to support Public Works Trust Fund Loan Debt: Public Works Department resources budgeted to support Waterworks Revenue Bond Debt: min. of 98 percent min. of 98 percent less than 1 percent min. of 95 percent min. of 80 percent min. of 80 percent Public Works Trust Fund Loan Debt This is the City's agreement with King County's Wastewater Treatment Division 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. Utility Billing and Cashiering min. of 80 percent min. of 95 percent 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. min. of 95 percent Waterworks Revenue Bond Debt King County Metro Fund Renton Results - Utilities and Environment - Programs, Resources and Results 2 - 30 2017/2018 Proposed Budget City of Renton, Washington 2017 2018                  87.56                   87.56   $         7,091,679  $         6,790,337  5%4% How can we measure our efforts?2010 2011 2012 2013 2014 2015 2016 Percent of targeted employees who  attend trainings offered by Human  Resources.   ‐‐‐ ‐‐‐70% 95%‐‐‐0% TBD Percent of employees reporting that  they have tools needed to provide  services ‐‐‐87%‐‐‐85%‐‐‐ ‐‐‐TBD Internal Services are less than fifteen  percent of total expenditures  budgeted 15% 13% 14% 8% 8% TBD TBD 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+AA+/AA+TBD Percent of repairs that are  unscheduled repairs for City vehicles  and motarized equipment fleet 7% 6% 9% 8% TBD 0% TBD Fleet preventive maintenance is 25%  below private vendor. yes yes yes yes yes 0% TBD Technology systems have 95%  uptime, data availability and accuracy.new 2012 new 2012 98% 99% 99% 99% TBD Resource Allocation 2010 2011 2012 2013 2014 2015 2016 Full Time Equivalent Employees (FTE's) budgeted 84.63 82.73 82.73 77.4 77.4 82.56 82.56 Operating Expenditures 26,602,656 11,324,048 11,574,810 12,737,722 12,040,115 4,340,814 3,204,144 Capital Expenditures 455,000 30,000 307,000 100,000 0 340,000 965,000 Strategies Renton is using to work toward and achieve this desired result Highly qualified, healthy, well‐trained and productive workforce Functional work environment Fiscal Support and Accountability Safeguard assets Equipment and data that is reliable and accessible Percent of Operating Budget See the following pages for a listing of our programs in support of this City Service Area Key Performance Indicators:  * Residential and Business Community Survey conducted every three‐four years; changing methodologies prevent precise comparison over time. Internal Support Desired Result:  I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner.  Proposed FTE's Operating $0 $5 $10 $15 $20 $25 $30 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed Mi l l i o n s Annual Budgets Operating Expenditures Capital Expenditures 84.6 82.7 82.7 77.4 77.4 82.6 82.6 87.6 87.6 72 74 76 78 80 82 84 86 88 90 2010 2011 2012 2013 2014 2015 2016 2017 proposed 2018 proposed FTE's Budgeted Number of FTE's Renton Results - Internal Services - Programs, Resources and Results 2 - 31 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target Hiring process is rated as "good or excellent" by Hiring Managers new 2015 new 2015 new 2015 71 N/A Percentage of new hires or promotions retained past their probationary period.  new 2015 new 2015 new 2015 89 N/A Number of training courses provided by HR/RM new 2015 new 2015 new 2015 9 N/A Number of business days to recruit and fill non‐civil service positions new 2015 new 2015 new 2015 71 N/A FTE's:5.00 5.00 6.00 6.00 7.00 7.00 Dollars:968,935$ 988,962$ 1,198,020$ 1,239,612$ 1,319,084$ 1,364,758$  Claims processing, Healthcare Management Administrator customer service will result in "good or  excellent" rating by employees.N/A N/A 75 75 N/A Maintain or improve participation by employee in Wellness events new 2014 new 2014 41 46.5 N/A FTE's:1.75 1.75 2.75 2.75 1.75 1.75 Dollars:12,640,169$ 13,795,876$ 14,656,608$ 15,888,711$ 9,197,238$ 9,668,725$  Maintain or reduce the annual number of Workers Compensation Claims 120 98 96 98 N/A Complete a safety inspection of each City‐owned facility annually 42 78 50 89 N/A FTE's:2.25 2.25 2.25 2.25 2.25 2.25 Dollars:3,060,354$ 3,100,376$ 3,596,844$ 3,511,859$ 3,573,432$ 3,168,604$  Month end will be closed and reports available to customers by the 20th day of each month. 17 25 58 92 N/A Accuracy of the Financial Statements as measured by the number of management letter  recommendations and audit findings.0001 N / A Correcting journal entries will be reduced.279 222 182 175 N/A FTE's:1.30 1.30 1.50 1.50 1.40 1.40 Dollars:232,377$ 241,773$ 299,175$ 310,234$ 322,848$ 330,195$  Accounting and Auditing Administrative Services Department resources budgeted to support Accounting and Auditing: 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 Benefits Risk Management Human Resources and Risk Management Department resources budgeted to support HR/RM  Administration: Human Resources and Risk Management Department resources budgeted to support Benefits: 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 average number of days min. of 80 percent min. of 40 percent 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 Human Resources/Risk Management Administration count of courses number of claims min. of 100 percent Human Resources and Risk Management Department resources budgeted to support Risk Management: Renton Results - Internal Services - Programs, Resources and Results 2 - 32 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target City Service Area: Internal Support Financial status reports produced monthly and quarterly will be published by the 25th of the following  month. 1 7 050 N / A Minimum rating on overall employee satisfaction with Budget and Financial Reporting customer service N/A 81 N/A N/A 82 Variance of actual revenue versus budgeted in the General Fund.2.1 6 4.7 3 N/A FTE's:3.30 3.30 4.10 4.10 3.70 3.70 Dollars:388,585$ 409,165$ 570,258$ 601,226$ 525,909$ 544,067$  Internal customers of Accounts Payable rate overall customer services as good or better.N/A 84 N/A 83 N/A External customers of Accounts Payable rate overall customer services as good or better. N/A N/A 99 N/A N/A Internal customers of Accounts Receivable rate overall customer services as good or better.N/A 75 N/A 78 N/A External customers of Accounts Receivable rate overall customer services as good or better. N/A N/A N/A N/A N/A Vendors will be paid within 45 days of invoice date. 92.52 91.54 92.8 91.71 N/A Percent of average aged balances over 90 days versus annual billing for intergovernmental customers new 2015 new 2015 new 2015 N/A N/A Percent of average aged balances over 90 days versus annual billing non‐intergovernmental customers.new 2014 0.2 N/A N/A N/A Total dollar amount of Accounts Receivable balances written off annually.  15856.49 0 N/A N/A N/A FTE's:4.50 4.50 4.00 4.00 5.50 5.50 Dollars:418,334$ 438,485$ 414,867$ 450,287$ 646,585$ 666,202$  Core Investment Portfolio Yield 0.95 0.93 1.1 1.1 N/A FTE's:0.90 0.90 0.90 0.90 0.90 0.90 Dollars:179,398$ 182,224$ 677,499$ 683,866$ 954,998$ 954,539$  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+ AA+/AA+ N/A FTE's:1.50 1.50 1.50 1.50 1.50 1.50 Dollars:450,211$ 463,022$ 503,301$ 517,068$ 540,693$ 554,698$  Minimum rating on overall employee satisfaction with Payroll services as measured through a  departmental survey. N/A 76 N/A 82 N/A FTE's:1.50 1.50 1.50 1.50 1.50 1.50 Dollars:118,159$ 124,461$ 143,283$ 151,195$ 132,673$ 141,169$  Budgeting and Financial Planning Administrative Services Department resources budgeted to support Budgeting and Financial Planning: within 1 percent 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. minimum of 80 percent minimum of 80 percent minimum of 80 percent minimum of 95 percent minimum of 80 percent Finance Operations less than 10000 dollar data only min. of 80 percent Administrative Services Department resources budgeted to support Payroll: 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. 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. Payroll Finance Administration Administrative Services Department resources budgeted to support Asset, Debt, and Treasury  Management: yield Administrative Services Department resources budgeted to support Finance Administration: Administrative Services Department resources budgeted to support Finance Operations: The purpose of this program is to support stewardship of City assets and obligations.   Asset, Debt, and Treasury Management less than 1 percent less than 1 percent Renton Results - Internal Services - Programs, Resources and Results 2 - 33 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target City Service Area: Internal Support Number of Legislative documents (agenda, minutes, ordinances, resolutions, etc) published & available 187 144 142 148 N/A Number of internal documents (contracts including lease agreements, MOU's, etc.) that are executed  and recorded 411 601 579 722 N/A Internal Customer service survey indicates Good or Better customer satisfaction.N/A 86 N/A 87 N/A Number of Public Records Requests 366 342 453 332 N/A FTE's:see Rep. Gov't see Rep. Gov't 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 see Rep. Gov't see Rep. Gov't Percent of budgeted Applications and Database Services projects implemented within schedule and  budget.80 80 50 80 N/A Applications and Database Services customers rate implementation process as meeting or exceeding  expectation in post implementation surveys.N / A 7 58 07 0 N / A Respond to user Application and Database Service support calls within two hours or less during normal  business hours.90 90 90 90 N/A 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 40 N/A FTE's:4.00 4.00 4.00 4.00 6.00 6.00 Dollars:1,325,742$ 1,290,078$ 1,391,720$ 1,374,484$ 1,938,209$ 1,979,976$  Average customer satisfaction rating of Service Desk Support service per annual survey.80 82 N/A 84 N/A Respond to user Service Desk Support calls within two hours or less during normal business hours.90 90 90 92 N/A Resolve Service Desk Support service requests within one business day 80 85 85 90 N/A FTE's:2.00 2.00 3.00 3.00 3.00 3.00 Dollars:536,696$ 542,262$ 613,366$ 582,697$ 609,901$ 626,795$  Percent of system availability (network "uptime") as provided by System Services.  98 99 99 99 N/A System Services response to user support calls will be within 2 hours or less during normal business  hours.85 90 90 90 N/A Percent of budgeted System Services projects implemented within schedule and budget.85 95 95 85 N/A Average rating of customers satisfaction with System Services per annual survey.N/A 77 N/A 76 N/A FTE's:3.00 3.00 4.00 4.00 3.00 3.00 Dollars:474,898$ 485,017$ 626,110$ 659,576$ 599,200$ 614,714$  FTE's:1.00 1.00 1.00 1.00 1.00 1.00 Dollars:405,412$ 411,176$ 428,276$ 436,765$ 450,138$ 453,097$  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.  System Services Telecommunications Administrative Services Department resources budgeted to support City Clerk: 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. number of documents min. of 80 percent min. of 90 percent min. of 80 percent min. of 90 percent min. of 90 percent min. of 90 percent min. of 90 percent min. of 48 count min. of 99.5 percent min. of 90 percent min. of 90 percent Service Desk Support  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. Applications and Database Services number of documents number of requests City Clerk Administrative Services Department resources budgeted to support Applications and Database Services: 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: 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. min. of 80 percent Renton Results - Internal Services - Programs, Resources and Results 2 - 34 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target City Service Area: Internal Support Number of mission critical and efficiency improvement Information Technology strategic plan projects  implemented within budget and general timeframe.3574 N / A Number of general Information Technology training sessions attended by six or more staff, per year,  improving overall city user competency and operating efficiency.41 0 1 09 N / A Average customer satisfaction rating with Information Technology service per annual survey.N / A 7 88 07 8 N / A FTE's:2.50 2.50 1.50 1.50 1.50 1.50 Dollars:329,079$ 335,955$ 371,563$ 429,893$ 289,543$ 299,193$  Average customer satisfaction rating of Enterprise GIS services per annual survey.N/A 81 N/A 78 N/A 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 35 N/A Respond to GIS user support calls within two hours or less during normal business hours.90 90 90 90 N/A Percent of budgeted Enterprise GIS projects implemented within schedule and budget.90 95 95 95 N/A FTE's:2.00 2.00 3.00 3.00 3.00 3.00 Dollars:323,131$ 328,479$ 439,829$ 460,921$ 524,688$ 539,281$  Property and Technical Services review of development proposals are processed within two weeks. 95 95 N/A 95 N/A City's property (zoning, right of way, annexations) database is updated within two weeks of notification  are updated within two weeks of notification.100 99 N/A 95 N/A The Survey Control Network is fully updated.  N/A N/A N/A 60 N/A FTE's:2.00 2.00 3.66 3.66 4.53 4.53 Dollars:248,355$ 258,077$ 449,327$ 476,833$ 557,650$ 583,854$  FTE's:1.00 1.00 0.00 0.00 1.00 1.00 Dollars:684,000$ 610,000$ 771,000$ 768,000$ 1,148,956$ 861,789$  Performance evaluations are timely completed and filed with Human Resources.100 100 75 33 N/A The Civil Section meets its performance measures. new 2015 new 2015 new 2015 75 N/A The Prosecution Section meets its performance measures new 2015 new 2015 new 2015 N/A N/A FTE's:2.00 2.00 2.00 2.00 2.00 2.00 Dollars:673,569$ 435,909$ 472,632$ 485,691$ 506,233$ 520,059$  FTE's:1.50 1.50 1.50 1.50 1.63 1.63 Dollars:400,686$ 403,728$ 420,448$ 428,218$ 439,334$ 444,511$  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 95 percent min. of 95 percent Communication ‐ Print and Mail Services min. of 90 percent min. of 48 count 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 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. min. of 85 percent Enterprise GIS Administrative Services DepartmentResources budgeted to support IT Capital: min. of 4 count min. of 98 percent min. of 70 percent min. of 95 percent min. of 95 percent IT Capital Executive Department resources budgeted to support Communication ‐ Print and Mail Services: Administrative Services Department resources budgeted to support IT Administration: 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: 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 IT Administration min. of 90 percent Technical and Property Services City Attorney Administration Renton Results - Internal Services - Programs, Resources and Results 2 - 35 2017/2018 Proposed Budget City of Renton, Washington Program & Performance Measures 2012 results 2013 results 2014 results 2015 results 2016 results 2017 target 2018 target City Service Area: Internal Support  Minimize “comeback” repairs, as a percentage of the total repairs new 2015 new 2015 new 2015 N/A N/A Turn‐around time, percentage of work orders completed in less than 72 hours new 2015 new 2015 new 2015 N/A N/A FTE's:10.90 10.90 10.90 10.90 10.90 10.90 Dollars:2,755,598$ 2,853,224$ 2,925,894$ 2,992,979$ 3,041,000$ 3,092,437$  Dollars:1,490,000$ 1,041,000$ 2,831,000$ 1,473,000$ 4,367,000$ 2,538,000$  Square feet of coverage per employee (IFMA 60th percentile)21,832 23,141 23,141 23,141 N/A Employee satisfaction survey % positive 76 64 72 78 N/A FTE's:14.00 14.00 14.00 14.00 16.00 16.00 Dollars:1,223,992$ 1,261,643$ 1,463,447$ 1,540,100$ 1,729,991$ 1,794,981$  Customer service survey satisfaction ‐ turnaround time 80 48 51 57 N/A Customer service survey ‐ timeliness of response 78 52 57 63 N/A Number of Helpdesk Projects complete 1,737 2,158 2,384 2,756 N/A FTE's:9.50 9.50 9.50 9.50 8.50 8.50 Dollars:3,006,530$ 2,808,811$ 3,454,553$ 3,386,845$ 2,961,064$ 2,965,198$  Dollars:240,475$ 225,475$ 210,475$ 200,475$ 210,475$ 200,475$  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)$ (29,495,163)$ (28,116,978)$  FTE's: 77.4 77.4 82.6 82.6 87.6 87.6 Dollars: 5,069,132$ 3,074,030$ 4,340,814$ 3,204,144$ 7,091,679$ 6,790,337$  N/A 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. Administrative Services DepartmentResources budgeted to support Fire Pension: Fleet Services Operation & Maintenance min. of 1,653 count Custodial Services Fire Pension Internal Service Fund/Interfund Transactions only Community Services Department resources budgeted to support Facilities Technical Maintenance: 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. Public Works Department resources budgeted to support Fleet Services Capital Recovery: Fleet Services Resources budgeted to support Internal Service Fund/Interfund Transactions only: City Resources budgeted to support the Internal Support  City Service Area max. of 5% min. of 80% N/A For a list of program revenue, expenditures ‐ including capital budgets ‐ please see the end of this section. max. of 20,424 count min. of 78 percent min. of 75 percent min. of 74 percent Public Works Department resources budgeted to support Fleet Services Operation & Maintenance: This program assures safe, sustainable, cost effective and comfortable City facilities for employees and the public.  City assets are protected and preserved to the highest  cost‐benefit condition provided by the budget.  Staffing standards assure reasonable response times at three prioritized service levels.  To insure timeliness for significant  repairs, or that require expensive specialized equipment, outsourced contractors and vendors are used to perform some of the work. Facilities Technical Maintenance Community Services Department resources budgeted to support Custodial Services: Renton Results - Internal Services - Programs, Resources and Results 2 - 36 2017/2018 Proposed Budget City of Renton, Washington FTE Tot Exp $T o t Rev $ FTE Tot Exp $T o t Rev $ Municipal Court Probation 1.00      126,252.72        145,000.00        1.00 130,467          145,000           Executive Emergency Management 2.00      449,760.47         ‐                      2.00 459,735          ‐                       Executive EM Add 1.0 FTE Emergency Mgmt Coordinator 0.70      96,214.66          35,000.00          0.70 104,370         35,000            Administrative Services Business Licensing 1.10      105,455.68        ‐                      1.10 109,005          ‐                       City Attorney City Attorney Prosecution 8.00      979,228.32        ‐                      8.00 1,041,806       ‐                       C.E.D.Building Inspection 12.00    1,557,060.25     5,534,060.00     12.00 1,617,184       5,250,618        C.E.D.Code Enforcement program 3.00      417,851.74         ‐                      3.00 426,042          ‐                       C.E.D.CD Add 1 FTE Admin Secretary 1.00      113,938.62        ‐                     1.00 108,865         ‐                       Community Services Serving vulnerable/low income 4.33      1,192,793.50     20,000.00           4.33 1,214,627       20,000             Community Services Human Services Additional Agency Funding ‐        24,000.00          ‐                     0.00 24,000           ‐                       Community Services CDBG ‐ Community Services ‐        63,133.00           63,133.00           0.00 63,133            63,133             Police Auxiliary Services ‐ Jail ‐        4,850,000.00     ‐                      0.00 5,698,750       ‐                       Police Patrol Operations 67.00    9,900,190.94     ‐                      67.00 10,338,556    ‐                       Police Staff Services 14.40    1,594,557.82     ‐                      14.40 1,668,369       ‐                       Police PD Staff Services Add 2 PD Svc Specials 2.00      205,405.80        ‐                     2.00 229,800         ‐                       Police Police Administration 4.00      6,349,490.52     ‐                      4.00 6,600,834       ‐                       Police Investigations 20.00    2,950,543.91     ‐                      20.00 3,047,120       ‐                       Police PD Investigations Add 2 Detectives 2.00      296,594.62        150,000.00        2.00 260,949         150,000          Police Administrative Services 13.00    2,117,432.12     225,000.00        13.00 2,183,622       225,000           Police PD Admin Svcs Add 1 Sergeant  & 1 Officer 2.00      256,044.15        150,000.00        2.00 276,424         150,000          Police Patrol Services 13.00    2,780,815.87     1,001,000.00     13.00 2,852,505       1,001,000        Police PD Patrol Services Add 1 Accident Investigator 1.00      168,297.31        75,000.00          1.00 130,475         75,000            Police Special Operations 21.00    3,227,507.27     ‐                      21.00 3,359,743       ‐                       Police Electronic Home Detention 2.00      397,086.86        135,000.00        2.00 406,139          135,000           194.53  40,219,656        7,533,193          194.53 42,352,521    7,249,751       FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ Community Services CIP General Gov't ‐ Safety & Health ‐        90,000                 ‐                          0.00 90,000             ‐                       ‐       90,000              ‐                        0.00 90,000           ‐                      194.53  40,309,656        7,533,193          194.53 42,442,521    7,249,751       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 2017 Proposed 2018 Proposed City Service Area: Safety and Health  Revenue, Expenditure and Capital Budgets by  City Service Area Capital Programs Department Program Name 2018 Proposed2017 Proposed Total Safety and Health  $ Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area 2 - 37 2017/2018 Proposed Budget City of Renton, Washington FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ Legislative Legislative Operations 8.00       356,210.92     ‐                    8.00 364,303          ‐                        Legislative LG Legislative Operations Increased Costs ‐         12,000.00       ‐                    0.00 12,000            ‐                        Municipal Court Criminal Case Processing 5.00       669,096.31     333,500.00     5.00 697,370          333,500           Municipal Court Infraction Processing 5.00       585,407.18     1,580,000.00  5.00 611,935          1,580,000        Municipal Court Court Administration 2.00       839,899.76     100,000.00     2.00 820,429          100,000           Executive Court Public Defenders ‐         450,000.00     ‐                    0.00 450,000          ‐                        Executive Executive Operations 4.00       1,286,354.82  ‐                    4.00 1,315,767       ‐                        Executive EX Executive Operations Increased Costs ‐         16,646.00       ‐                    0.00 71,318            ‐                        Executive EX Inclusion Program ‐         73,800.00       ‐                    0.00 71,800            ‐                        Executive EX Policy Analyst Contract ‐         50,000.00       ‐                    0.00 50,000            ‐                        Executive Citywide Communications 4.00       602,139.75     637,918.00     4.00 621,050          656,790           Executive EX Citywide Communications Increased Costs ‐         35,000.00       ‐                    0.00 35,000            ‐                        Executive Cable Communication Fund ‐         122,674.00     122,674.00     0.00 97,674            97,674             Executive Intergovernmental Relations ‐         62,400.00       ‐                    0.00 62,400            ‐                        Executive EX Intergovernmental Relations Increased Costs ‐         7,600.00         ‐                    0.00 7,600               ‐                        Administrative Services Hearing Examiner ‐         40,000.00       ‐                    0.00 40,000            ‐                        Administrative Services City Clerk 6.00       1,081,537.47  ‐                    6.00 1,119,660       ‐                        City Attorney City Attorney Civil 3.88       677,867.03     25,000.00       3.88 700,477          25,000             Community Services Community Engagement 2.32       312,630.80     3,000.00         2.32 323,378          3,000                40.20    7,281,264       2,802,092       40.20 7,472,160       2,795,964        40.20    7,281,264       2,802,092       40.20 7,472,160       2,795,964       Total Operating and Capital FTE and $ Total Representative Gov't FTE and $ City Service Area: Representative Government  Revenue, Expenditure and Capital Budgets by  City Service Area Department Program Name 2018 Proposed2017 Proposed Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area 2 - 38 2017/2018 Proposed Budget City of Renton, Washington FTE Tot Exp $T o t Rev $ FTE Tot Exp $T o t Rev $ Executive Hotel Motel Fund ‐         265,000          265,000              0.00 265,000          265,000           Community & Economic Development Current Planning 7.64       1,163,676       98,000                 7.64 1,220,824       98,000             Community & Economic Development Economic Development 4.00       689,718           ‐  4.00 710,559          ‐   Community & Economic Development Add 1 FTE Econ Dev Specialist ‐         ‐‐0.00 ‐‐ Community & Economic Development Economic Dev Strategic Implementation Fund ‐         ‐‐0.00 ‐‐ Community & Economic Development CD Set aside for CNI positions ‐        375,000          ‐0.00 350,000          ‐ Community & Economic Development CS Increase contracted arborist services ‐ CED ‐        62,000             ‐0.00 62,000            ‐ Community & Economic Development Long Range Planning 2.95       523,500           ‐  2.95 543,932          ‐   Community & Economic Development CED Administration 1.80       1,285,338       ‐  1.80 1,312,272       ‐   Community & Economic Development Arts & Culture 0.25       38,000            ‐  0.25 39,202            ‐   Community & Economic Development CD Add 1 FTE Arts Coordinator, Arts & Culture ‐         50,000             ‐  0.00 ‐ ‐   Community & Economic Development 1% for the Arts ‐         15,000            24,505                 0.00 15,000            15,000             Community & Economic Development CDBG ‐ CED ‐         361,724          361,724              0.00 361,724          361,724           Community Services Museum 1.00       236,275           ‐  1.00 241,550          ‐   Community Services Administration/Com Svcs 2.00       505,154          ‐  2.00 524,771          ‐   Community Services Aquatics 1.00       867,727          789,530              1.00 873,141          789,530           Community Services Leased Facilities 1.50       839,996          902,550              1.50 845,755          902,550           Community Services Com Relations and  Events 1.48       367,426          68,000                 1.48 376,567          68,000             Community Services Parks and Trails Program 22.80    4,880,001       10,000                 22.80 4,889,945       10,000             Community Services CS PPNR Contracts Landscape Maintenance ‐        50,000            ‐0.00 50,000            ‐ Community Services CS Add 1 FTE Parks Maint Worker I1.00      86,758            ‐1.00 93,488            ‐ Community Services CS Increase contracted arborist services ‐ CS ‐        62,000            ‐0.00 62,000            ‐ Community Services CS LT Capital Project Coordinator ‐ PPNR 1.00      137,941         137,941              1.00 147,307         147,307          Community Services CS Increase Parks Maint. Contracted Services ‐        55,000            ‐0.00 ‐‐ Community Services Recreation Services 12.09    4,024,733       1,305,763           12.09 3,954,927       1,310,763        Community Services Renton Community Center ‐         ‐  ‐  0.00 ‐ ‐   Community Services Senior Activity Center 3.25       781,973          128,000              3.25 796,164          128,000           Community Services Farmers Market 0.50       66,854            59,400                 0.50 69,646            59,400             Community Services Neighborhood Program 1.83       322,619          ‐  1.83 335,960          ‐   Community Services Training and Schools ‐         ‐  ‐  0.00 ‐ ‐   Community Services Repairs and Maintenance ‐         ‐  ‐  0.00 ‐ ‐   Community Services Increase Funding Community Relations/Events ‐         ‐  ‐  0.00 ‐ ‐   Community Services CS Increase Aquatics Fees ‐         ‐  38,125                 0.00 ‐ 38,125             66.09    18,113,414     4,188,538           66.09 18,141,734     4,193,399        FTE Tot Exp $Tot Rev $ FTE Tot Exp $T o t Rev $ Community Services CIP ‐ General Gov't ‐ Livable Community ‐         6,059,775       10,352,000         0.00 9,489,237       4,627,000        ‐       6,059,775     10,352,000       0.00 9,489,237     4,627,000      66.09    24,173,189     14,540,538         66.09 27,630,970     8,820,399        Revenue, Expenditure and Capital Budgets by  City Service Area 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 2017 Proposed 2018 Proposed Total Capital FTE and $ Department Program Name Capital Programs 2018 Proposed2017 Proposed Total Livable Community FTE and $ Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area 2 - 39 2017/2018 Proposed Budget City of Renton, Washington FTE Tot Exp $T o t Rev $ FTE Tot Exp $T o t Rev $ Public Works Public Works Administration 2.00       406,398          ‐  2.00 418,614          ‐   Public Works Public Works Administration Budget Increase ‐        ‐‐0.00 ‐‐ Public Works Public Works Maintenance Administration 5.45       1,296,588       ‐  5.45 1,326,694       ‐   Public Works Street Maintenance 19.10    4,083,932       761,796          19.10 4,108,097       763,432           Public Works PW Street Maintenance Dump Fee Increase ‐        38,000            ‐0.00 38,000            ‐ Public Works Transportation Systems Administration 2.50       763,885          ‐  2.50 787,837          ‐   Public Works Trans Planning Add 1.0 FTE Policy Analyst ‐        ‐‐0.00 ‐‐ Public Works Trans Operations Add .5 FTE Engineering Intern ‐        ‐‐0.00 ‐‐ Public Works PW Trans Operations Add 1.0 FTE Eng Spec 1.00      138,966         ‐1.00 137,799         ‐ Public Works PW Trans Operations Add GIS Temp Staff ‐        50,000            ‐0.00 50,000            ‐ Public Works Building the Mobility Network 8.42       1,233,488       294,000          8.42 1,274,808       360,000           Public Works Bridges and Guardrails 0.33       44,592            ‐  0.33 46,121            ‐   Public Works Airport Operations 6.00       1,598,248       1,019,930       6.00 1,632,029       1,861,809        Public Works PW Airport Admin Add 1.0 FTE Office Assistant 1.00      91,043            ‐1.00 96,835            ‐ Public Works Trans Operations Maintenance Section 9.90       2,395,290       ‐  9.90 2,444,115       ‐   Public Works Trans Operations Engineering Section 3.70       509,857          ‐  3.70 526,723          ‐   Public Works Transit Coordination/Commute Trip Reduction 0.70       229,088          40,000            0.70 232,592          40,000             Public Works Sidewalk Program 0.05       7,801               ‐  0.05 8,043               ‐   Public Works PW Trans Maint Structure Reorganization ‐        15,182            ‐0.00 15,790            ‐ Public Works Trans Maint Add 2.0 Temporary Staff ‐        ‐‐0.00 ‐‐ Public Works Trans Maint Sign and Comm Supplies Increase ‐        ‐‐0.00 ‐‐ Total Mobility FTE and $60.15    12,902,358     2,115,726       60.15 13,144,096     3,025,241        FTE Tot Exp $Tot Rev $ FTE Tot Exp $T o t Rev $ Community and Econ Dev CIP General Gov't ‐ Mobility ‐         250,000          ‐  0.00 ‐ ‐   Public Works Airport Capital Improvement Program ‐         2,205,611       2,102,556       0.00 2,670,000       2,670,000        Public Works T Transportation CIP ‐         12,010,711     11,306,652     0.00 3,965,500       3,965,500        Public Works Transportation Impact Mitigation Fund ‐         1,005,000       620,000          0.00 5,000               632,400           Public Works Arterial Street Fund ‐         660,000          660,000          0.00 670,000          670,000           16,131,322  14,689,208  0.00 7,310,500    7,937,900     60.15    29,033,680     16,804,934     60.15 20,454,596     10,963,141      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 2017 Proposed 2018 Proposed 2017 Proposed Total Capital FTE and $ City Service Area: Mobility Capital Programs Department Program Name 2018 Proposed Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area 2 - 40 2017/2018 Proposed Budget City of Renton, Washington FTE Tot Exp $T o t Rev $ FTE Tot Exp $T o t Rev $ Administrative Services Utility Billing and Cashiering 4.90         641,448               ‐                       4.90 664,454            ‐                         Community & Economic Development Development Engineering 13.33       1,824,162          313,759           13.33 1,899,239        324,718            Community & Economic Development CD Add 1 FTE ‐ Plan Reviewer 1.00        139,256              ‐                       1.00 136,839           ‐                        Community & Economic Development CD Convert 1 FTE Construction Inspector 1.00        118,784              ‐                       1.00 130,167           ‐                        Public Works Waterworks Revenue Bond Debt ‐           2,628,060           ‐                       0.00 2,840,558         ‐                         Public Works King County Metro Fund ‐           17,505,693        17,505,693     0.00 17,505,693     17,505,693       Public Works Public Works Trust Fund Loan Debt ‐           408,619               ‐                       0.00 357,039            ‐                         Public Works Solid Waste Collection 1.25         18,139,401        19,034,495     1.25 18,468,908     19,345,341       Public Works PW Add 0.5 FTE Solid Waste Program Specialist 0.50        59,122               58,401            0.50 64,477            63,719              Public Works Solid Waste Education 0.75         142,793              72,506             0.75 145,451           72,506               Public Works Utility Systems Administration 3.00         1,078,839          ‐                       3.00 1,101,558        ‐                         Public Works PW Mini‐Excavator Purchase (WW/SW)‐          150,802             ‐                       0.00 30,881            ‐                        Public Works PW 2.0 FTE Increase Vegetation/Facilities 2.00        90,418               ‐                       2.00 109,782          ‐                        Public Works PW Mini‐Vactor Purchase ‐          413,980             ‐                       0.00 89,330            ‐                        Public Works Water Engineering and Planning 6.30         3,398,485          7,693,590        6.30 3,456,849        7,867,725         Public Works PW WRIA 8 & 9 Fee Increases ‐           4,000                  4,000               0.00 5,000               5,000                 Public Works PW Add 1 FTE Water Civil Engineer II 1.00        136,260             136,260          1.00 143,176          143,176            Public Works Water Education 0.20         160,506              ‐                       0.20 161,183           ‐                         Public Works Wastewater Engineering and Planning 5.00         3,019,946          6,593,581        5.00 3,064,545        4,497,133         Public Works Surface Water Engineering and Planning 7.80         3,224,709          8,921,391        7.80 3,305,117        5,139,526         Public Works Surface Water NPDES Education 1.20         221,431              ‐                       1.20 231,698           ‐                         Public Works PW Utility Systems Admin Staff Changes 0.50         71,028                71,028             0.50 77,842             77,842               Public Works Water Maintenance 25.30       5,826,341          10,078             25.30 5,958,054        10,078               Public Works Water Maintenance Create Lead Position ‐          ‐                         ‐                       0.00 ‐                       ‐                        Public Works PW Water Maint Increase Internal Pymt Street ‐          50,000               ‐                       0.00 50,000            ‐                        Public Works Wastewater Maintenance 6.95         1,864,588          19,740             6.95 1,904,465        19,740               Public Works PW Wastewater Maint 2.0 FTE Increase 2.00        204,807             ‐                       2.00 224,171          ‐                        Public Works Surface Water Maintenance 15.20       2,909,971          10,700             15.20 2,992,049        10,700               Public Works PW Surface Water Maint Expenditure Increase ‐          60,000               ‐                       0.00 60,000            ‐                        Public Works Solid Waste Litter Control 1.00         300,649              4,692               1.00 310,743           4,692                 Public Works PW Solid Waste Litter Control 1.0 FTE Increase 1.00        90,530               ‐                       1.00 99,029            ‐                        Community Services Golf Course 9.50         2,216,569          2,752,917        9.50 2,473,492        2,767,473         Community Services CS Golf Course Manager 1.00         139,473              ‐                       1.00 149,511           ‐                         Community Services CS Increase Golf Course Fees ‐           ‐                          80,127             0.00 ‐                       75,447               Community Services Parks Planning, Urban Forestry and Na Res 3.40         854,070              234,360           3.40 873,836           234,875            115.08    68,094,740        63,517,318     115.08 69,085,135     58,165,382       FTE Tot Exp $Tot Rev $ FTE Tot Exp $T o t Rev $ Public Works WW Wastewater CIP ‐           5,400,000          3,393,871        0.00 5,500,000        5,500,000         Public Works W Water CIP ‐           10,630,000        9,322,841        0.00 9,380,000        9,380,000         Public Works SW Surface Water CIP ‐           4,754,000          2,935,837        0.00 6,455,000        6,455,000         Community Services Golf Course MM ‐           183,000               ‐                       0.00 250,000           205,278            ‐         20,967,000     15,652,549   0.00 21,585,000   21,540,278    115.08    89,061,740        79,169,867     115.08 90,670,135     79,705,660       City Service Area:  Utilities and Environment Note:   The first letter(s) of the CIP description title identifies the type of project.     W = Water, WW = Wastewater, SW = Surface Water See the CIP Section of this document for detailed information of the budgeted Capital Projects. Total Utilities and Environment FTE and $ Capital Programs Department Program Name 2018 Proposed2017 Proposed Revenue, Expenditure and Capital Budgets by  City Service Area Total Operating and Capital FTE and $ City Service Area 2017 Proposed 2018 Proposed Total Capital FTE and $ Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area 2 - 41 2017/2018 Proposed Budget City of Renton, Washington FTE Tot Exp $T o t Rev $ FTE Tot Exp $T o t Rev $ Executive Communication ‐ Print and Mail Services 1.63       439,334          439,335          1.63 444,511          444,510           Administrative Services Finance Administration 1.50       540,693          ‐  1.50 554,698          ‐   Administrative Services Payroll 1.50       132,673          ‐  1.50 141,169          ‐   Administrative Services Finance Operations 4.50       503,148          ‐  4.50 524,775          ‐   Administrative Services AS B&O Program Auditor 1.00      143,437         143,437         1.00 141,428         141,428          Administrative Services Accounting and Auditing 1.40       322,848          ‐  1.40 330,195          ‐   Administrative Services Budgeting and Financial Planning 3.70       525,909          ‐  3.70 544,067          ‐   Administrative Services Asset, Debt, and Treasury Management 0.90       700,998          ‐  0.90 700,539          ‐   Administrative Services AS Banking Service Fees ‐        254,000         254,000         0.00 254,000         254,000          Administrative Services IT Administration 1.50       289,543          343,962          1.50 299,193          331,912           Administrative Services System Services 3.00       599,200          709,625          3.00 614,714          684,765           Administrative Services Telecommunications 1.00       450,138          498,075          1.00 453,097          478,764           Administrative Services Service Desk Support 3.00       609,901          585,825          3.00 626,795          565,682           Administrative Services Applications and Database Services 5.00       1,765,253       1,848,402       5.00 1,795,187       1,783,646        Administrative Services AS Business System Analyst 1.00      122,956         ‐1.00 134,789         ‐ Administrative Services AS Special Contracting Services ‐        50,000            ‐0.00 50,000            ‐ Administrative Services Enterprise GIS 3.00       524,688          604,830          3.00 539,281          583,641           Administrative Services IT Capital ‐         651,000          1,005,449       0.00 602,000          961,970           Administrative Services AS Funding for Equipment Replacement ‐        90,000            ‐0.00 90,000            ‐ Administrative Services AS CS RECREATION/ASSET SYSTEM 1.00      407,956         ‐1.00 169,789         ‐ City Attorney City Attorney Administration 2.00       506,233          ‐  2.00 520,059          ‐   Community & Economic Development Technical and Property Services 4.53       557,650           ‐  4.53 583,854          ‐   Human Resources/Risk Management HR/RM Administration 7.00       1,309,084        ‐  7.00 1,359,758       ‐   Human Resources/Risk Management HR Civil Service new hire exams funding inc ‐        10,000             ‐0.00 5,000               ‐ Human Resources/Risk Management Risk Management 2.25       3,573,432       3,270,368       2.25 3,168,604       3,285,514        Human Resources/Risk Management Benefits 1.75       9,197,238       8,970,413       1.75 9,668,725       9,376,135        Public Works Trans Operations Internal Support Services 1.90       281,748          ‐  1.90 291,478          ‐   Public Works Fleet Services Operation & Maintenance 9.00       2,759,253       2,607,505       9.00 2,800,959       2,635,953        Public Works Fleet Services Capital Recovery ‐         4,367,000       3,769,008       0.00 2,538,000       2,082,254        Community Services Custodial Services 16.00    1,729,991       1,381,718       16.00 1,794,981       1,427,999        Community Services Facilities Technical Maintenance 7.50       2,846,204       3,091,788       7.50 2,840,894       3,095,929        Community Services CS LT Capital Projects Cood ‐ Facilities 1.00      114,860         114,860         1.00 124,304         124,304          Non‐Departmental Fire Pension ‐         210,475          468,000          0.00 200,475          468,000           Internal Service Fund/Interfund Transactions only*(29,495,163)   (29,495,163)   (28,116,978)   (28,116,978)    Total Internal Services FTE and $87.56    7,091,679       611,437          87.56 6,790,337       609,428           FTE Tot Exp $Tot Rev $ FTE Tot Exp $T o t Rev $ 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           ‐       405,000        405,000        0.00 343,000        343,000         Total Operating and Capital FTE and $87.56    7,496,679       1,016,437       87.56 7,133,337       952,428           Revenue, Expenditure and Capital Budgets by  City Service Area 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 2017 Proposed 2018 Proposed Capital Programs Department Program Name 2018 Proposed2017 Proposed Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area 2 - 42 2017/2018 Proposed Budget City of Renton, Washington FTE Tot Exp $T o t Rev $ FTE Tot Exp $T o t Rev $ Administrative Services General Government Debt ‐         6,066,629       583,389            0.00 5,703,244       576,627              Non‐Departmental Other City Svc ‐ Employee Separation Pay ‐         900,016           ‐                         0.00 900,016           ‐                           Non‐Departmental LEOFF 1 Medical Obligation ‐         2,624,684        ‐                         0.00 2,624,684        ‐                           Non‐Departmental Association Dues and Contracted Services ‐         195,851           ‐                         0.00 196,164           ‐                           Non‐Departmental Indirect Cost Transfer Multi Depts ‐          ‐                       2,762,758         0.00 ‐                       2,857,907           Non‐Departmental Fire Impact Mitigation Fund ‐         158,696          99,000              0.00 142,975          99,000                 Internal Service Fund/Interfund Transactions only 29,495,163     29,495,163       28,116,978     28,116,978         Total Transfers and Interfund Transactions 0.00 39,441,039     32,940,310      0.00 37,684,061     31,650,512         FTE Tot Exp $T o t Rev $ FTE Tot Exp $T o t Rev $ Revenue General Governmental Fund Revenues ‐         5,725,000       83,765,644       0.00 ‐                       80,289,338         Revenue Non‐GG Fund Revenues ‐         ‐                       205,195            0.00 ‐                       205,922              ‐         5,725,000       83,970,839      0.00 ‐                       80,495,260         Total Other Programs ‐       45,166,039  116,911,149  0.00 37,684,061  112,145,772    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 2018 Proposed2017 Proposed 2017 Proposed 2018 Proposed Department Program Name Renton Results - Revenue, Expenditure and Capital Budgets by City Service Area 2 - 43 2017/2018 Proposed Budget City of Renton, Washington FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 194.53    40,219,656      7,533,193       194.53 42,352,521     7,249,751        40.20       7,281,264        2,802,092       40.20 7,472,160       2,795,964        66.09       18,113,414      4,188,538       66.09 18,141,734     4,193,399        60.15       12,902,358      2,115,726       60.15 13,144,096     3,025,241        115.08    68,094,740      63,517,318     115.08 69,085,135     58,165,382      87.56       7,091,679        611,437          87.56 6,790,337       609,428           563.61    153,703,111    80,768,304    563.61 156,985,983  76,039,165     FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ ‐           90,000              ‐                       0.00 90,000            ‐                        ‐            ‐                        ‐                       0.00 ‐                       ‐                        ‐            6,059,775        10,352,000     0.00 9,489,237       4,627,000        ‐            16,131,322      14,689,208     0.00 7,310,500       7,937,900        ‐            20,967,000      15,652,549     0.00 21,585,000     21,540,278      ‐            405,000           405,000          0.00 343,000          343,000           ‐            43,653,097      41,098,757    0.00 38,817,737    34,448,178     FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ ‐            39,441,039      32,940,310     0.00 37,684,061     31,650,512      ‐            5,725,000        83,970,839     0.00 ‐                       80,495,260      ‐            45,166,039      116,911,149  0.00 37,684,061    112,145,772   Grand Totals 563.61    242,522,247    238,778,210  563.61 233,487,781  222,633,115   City Service Area 2018 Proposed2017 Proposed 2017 Proposed 2018 Proposed Utilities & Environment Internal Support**  Capital Programs City Service Area Total Operating FTE and $ Safety & Health* Livable Community Representative Government Mobility Representative Government Mobility Utilities & Environment Internal Support**  Other Programs 2017 Proposed 2018 Proposed Safety & Health* Livable Community Transfers and Interfund Transactions City‐Wide Revenue Estimate Total Other City Service Area Total Capital FTE and $ Operating Programs Reconciliation to Budget by Fund and Department Below will reconcile the Programs within Renton Results with the Total Adopted Budget Renton Results - Reconciliation to Total Budget 2 - 44 2017/2018 Proposed Budget City of Renton, Washington             3 BUDGET BY DEPARTMENT     Legislative      3‐1    Executive      3‐7    City Attorney      3‐21    Court Services      3‐25    Administrative Services (AS)        3‐29    Community and Economic Development (CED)                                                                                                                3‐39    Community Services      3‐55    Fire and Emergency Services      3‐83    Human Resources and Risk Management (HR&RM)      3‐85    Other City Services      3‐93    Police      3‐95    Public Works (PW)      3‐109                    Legislative Randy  Corman Councilmember Ryan McIrvin Councilmember Ruth Pérez Councilmember Armondo Pavone Councilmember Don Persson Councilmember Ed Prince Councilmember Carol  Ann Witschi Councilmember Council Liaison Budget by Department - Legislative 2017/2018 Proposed Budget City of Renton, Washington 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  Ryan McIrvin 4 4 years 2016 12/31/2019  Armondo Pavone 2 4 years 2014 12/31/2017  Ruth Pérez 6 4 years 2014 12/31/2017  Don Persson 7 4 years 2000 12/31/2019  Ed Prince 5 4 years 2012 12/31/2019  Carol Ann Witschi 3 4 years 2016 12/31/2019    2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Operating Budget Summary 309,317 335,838 320,877 348,161 381,563 368,211 376,303 5.8% 2.2% 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:    2017 Proposed 2018 Proposed Package # Description FTE Tot Exp $T o t Rev $ FTE Tot  Exp $T o t Rev $ 200001.0009 Legislative Operations 8.00         356,211                 ‐                                   8.00         364,303                 ‐                                    250001.0002 LG Legislative Operations  Increased Costs ‐            12,000                    ‐                                    ‐             12,000                    ‐                                    Total 8.00         368,211$              ‐$                          8.00         376,303$              ‐$                             Legislative Performance Measures:    City Service Area City Service Area Strategies Performance  Measures 2012 Results 2013 Results 2014 Results 2015 Results 2016 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 N/A 63% N/A Policy and fiscal   accountability Cost of government per capita (General Gov’t Funds, Budgeted  Expenditures/population) $1,107 $1,702 $1,702 $1,851 $1,851  Representative  Government      Budget by Department - Legislative 2017/2018 Proposed Budget City of Renton, Washington 3 - 2 Highlight of Budget Changes:   Regular Salaries increased in 2017 by $28k due to Council adopting the Independent Salary Commission’s findings  regarding councilmember compensation.   Personnel Benefits decreased in 2017 by $15k due to changes in councilmembers.   Supplies decreased in 2017 by $3k due to reallocating funds to Other Services & Charges.   Other Services & Charges increased in 2017 by $15k due to reallocating funds from Supplies and a new program  request to increase legislative travel by $12k.      Expenditure  Budget by Division ‐ Legislative 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 154,713 159,049 156,016 161,451 194,853 189,885 192,448 17.6% 1.3% Personnel  Benefits 79,103 87,354 75,193 95,253 95,253 80,097 84,239 ‐15.9% 5.2% Supplies 2,551 5,000 5,186 5,000 5,000 2,000 2,000 ‐60.0% 0.0% Other Services  & Charges 14,589 18,316 18,363 18,316 18,316 33,316 33,316 81.9% 0.0% Interfund Payments 58,361 66,119 66,119 68,141 68,141 62,913 64,300 ‐7.7% 2.2% Total 309,317 335,838 320,877 348,161 381,563 368,211 376,303 5.8% 2.2% Staffing Levels  by Division ‐ Legislative 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0%    2015/2016 Accomplishments  Adopted the following:   City of Renton’s 2017‐2022 Business Plan   Franchise agreement with Olympic Pipeline to construct, operate and maintain pipeline facilities   Resolution directing the Regional Fire Authority Planning Committee to place Proposition One before the voters   State Legislative Priorities   Interim zoning regulations for recreational marijuana retail use   Amendments to the Annual Comprehensive Plan   Six‐Year Transportation Improvement Plan   Interlocal agreement to implement three School Resource Officers for a three‐year period   Renton Municipal Airport Sustainability Management Plan    Authorized the following:   Grant funding assistance for the Sunset Neighborhood Park   Mitigation Agreement for the Cedar River Maintenance Dredge Project   Neighborhood Project Grant awards    Amended the following:   Shopping Cart Regulations to allow for cart retrieval and containment by adding fines for violations    Approved the following:   Construction contract for the Meadow Crest Playground, Phase 2   Construction contract for the Riverview Park Bridge Replacement project   Fresh Bucks Implementation Interlocal Agreement  Budget by Department - Legislative 2017/2018 Proposed Budget City of Renton, Washington 3 - 3  Construction of the Talbot Hill Sewer Relocation Project   Contract with Republic Services for comprehensive garbage service   Design of the Airport Control Tower Seismic Upgrade & Remodel   Convening of a new Independent Salary Commission every four years   Interlocal agreement for maintenance of the Cedar River Flood Control Project   $75,000 expenditure of lodging tax funds to operate the Renton Visitor’s Center   Updated process for sidewalk maintenance and construction prioritization   SW 7th St/Naches Ave. SW Storm System Improvement Project   Remodel of the lobby and office area of the Renton History Museum   Demolition of housing units for the development of the future Sunset Court Park   Coulon Park Concrete Tile Rehabilitation Project   $142,000 in Lodging Tax expenditures   Highlands to Landing Pedestrian Connection Project   Interlocal agreement to continue the Commute Trip Reduction Program for City employees   Street Patch and Overlay with Curb Ramps Project   Reconstruction and realignment of Sunset Lane NE in the Sunset Revitalization Area   800 Building Upgrades project at the Renton Municipal Airport   Citywide Safety Improvements project   Sunset Terrace Regional Stormwater Facility Project   Seaplane Base Dredging & Shoreline Mitigation Project   Façade Improvement Agreement to assist with exterior improvement to property located in downtown Renton   School Impact Fee Collection Changes   Acceptance of grant funds to support the emergency management program   SE 165th Sanitary Sewer Extension project   2015/2016 Budget, Mid‐biennium Budget Amendment and Fee Schedule   Sunset 8 Duplex Demo project   Interagency Agreement with the Washington Traffic Safety Commission to conduct high visibility traffic safety  emphasis patrols   South Lake Washington Roadway Improvements Project   Allocation of Community Block Development Grant funds   Ordinance clarifying that calls to report domestic violence, rex‐related offenses, stalking or the need for medical  attention shall not be considered a nuisance   Construction of the Logan Avenue N Improvement project   Process for Local Licensing of Marijuana Businesses   Lower Blast Fence Rehabilitation Project at the Renton Municipal Airport   Roof Replacement at Maplewood Booster Pump Station   Cascade Interceptor Rehabilitation Phase II project   Maplewood Creek Stormwater Outfall Improvements project   Conversion of street light fixtures to energy efficient LED fixtures   Lake Washington Loop Trail project   Final Design for the Downtown Circulation Project – Phase 1   Senior Center parking Lot Lighting project   Taxiway Bravo Rehabilitation south Portion Project at the airport   Grant funding to complete the NE 31st St. Bridge Replacement  Budget by Department - Legislative 2017/2018 Proposed Budget City of Renton, Washington 3 - 4  Grant funding to complete the N 27th Place Bridge Scour Repair project   S 7th St. and Shattuck Ave. S Intersection Improvements project   Airport Lift Station Replacement   Monterey Terrace Water Main Replacement Project   Bond Refunding of 2006 Limited Term General Obligation bonds saving approximately $1.46 million   Interlocal Agreements with WSDOT regarding I‐405/I‐5 to SR‐169 Stage 2 Widening and SR‐515 Interchange Project    Position Listing ‐  Legislative 2014 2015 2015 2016 2016 2017 2018 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed Legislative Services/City Council E09 City Council  Members  ( E l e c t e d ) 7 . 0 07 . 0 07 . 0 07 . 0 07 . 0 07 . 0 07 . 0 0 M17 City Council  L i a i s o n 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 8.00 8.00 8.00 8.00 8.00 8.00 8.00 Grade Title Total Legislative Services    Budget by Department - Legislative 2017/2018 Proposed Budget City of Renton, Washington 3 - 5 This page is intentionally left blank  Budget by Department - Legislative 2017/2018 Proposed Budget City of Renton, Washington 3 - 6 MAYOR Denis Law 12.33 FTEs CHIEF ADMINISTRATIVE  OFFICER Jay Covington 11.33 FTEs Public Defender (contracted) Mayor's Office 2 FTEs Mayor Support Strategic Leadership and  Direction Comprehensive Plan and  Annual Budget Oversight Deputy Public Affairs  Administrator Preeti Shridhar 5.63 FTEs Diversity/Inclusion Hotel/Motel Advisory  Committee Intergovernmental  Relations Communications 4.63 FTEs Media Relations Graphic Design/Multi‐ Media Website Print and Mail Cable Channel 21 Emergency Management Deborah Needham 2.7 FTEs Emergency Management  Staff    Executive  Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 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.      2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Operating Budget Summary 2,415,341 2,882,097 2,801,449 2,925,119 3,788,009 3,956,923 4,056,224 35.3% 2.5% Position  Summary 9.00 9.00 9.63 9.00 11.63 12.33 12.33 36.9% 0.0%    List of Executive Renton Results Decision Packages:    2017 Proposed 2018 Proposed Package #D e s c r i p t i o n F T E T o t Exp  $T o t Rev $F T ET o t Exp  $T o t Rev $ 100009.0045 Emergency Management  for  the COR 2.00         449,760                  ‐                                   2.00         459,735                  ‐                                    150009.0012 EM Add  0.7 FTE Emergency Mgmt  Coordinator 0.70         96,215                    35,000                    0.70         104,370                 35,000                     200003.0028 Intergovernmental Relations ‐            62,400                     ‐                                    ‐            62,400                     ‐                                    200003.0029 Executive Operations 4.00         1,286,355              ‐                                   4.00         1,315,767              ‐                                    200003.0030 Citywide Communications 4.00         602,140                 637,918                 4.00         621,050                 656,790                  200003.0031 Court Public Defenders ‐            450,000                 ‐                                    ‐            450,000                 ‐                                    200003.0032 Cable Communication Fund ‐            122,674                 122,674                 ‐            97,674                    97,674                     250003.0009 EX Executive  Operations  Increased Costs ‐            16,646                    ‐                                    ‐            71,318                    ‐                                    250003.0010 EX Inclusion Program ‐            73,800                    ‐                                    ‐            71,800                    ‐                                    250003.0011 EX Citywide  Communications Increased Costs ‐            35,000                    ‐                                    ‐            35,000                    ‐                                    250003.0012 EX Intergovernmental Relations  Increased Costs ‐            7,600                       ‐                                    ‐            7,600                       ‐                                    250003.0013 EX Policy Analyst  Contract ‐            50,000                    ‐                                    ‐            50,000                    ‐                                    300003.0002 Hotel Motel  Fund ‐            265,000                 265,000                 ‐            265,000                 265,000                  600003.0010 Communication ‐ Print and Mail  Services 1.63         439,334                 439,335                 1.63         444,511                 444,510                  Total 12.33      3,956,923$          1,499,927$          12.33      4,056,224$          1,498,974$                   Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 8 Executive Performance Measures:    City Service Area City Service Area Strategies Performance  Measures 2012 Results 2013 Results 2014 Results 2015 Results 2016 Results if available Safety and Health Encouragement of a  self  reliant community through  programs and education. Enage  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 3,064 N/A Information requests/concerns  from  residents  are acknowledged within  three  days. 90% 92% 97% 100% N/A Information re quests/concerns  are  re solved  within two  weeks.94%95%92%99%N/A 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 51%N/A Advocate  community interest  in regional, state, and  federal  forums Accomplishment or significant progress   made on each of the  major priorities  of  the  annually adopted Sta te Legislative   Agenda 87.5% 75.0%no data no data N/A Policy and program decisions  reflecting community values Representative  Government     Highlight of Budget Changes:   Regular Salaries, Overtime, Personnel Benefits, Other Services and Charges, and Interfund Payments increased in  2017 by $450k due to the reorganization of Emergency Management division from Fire & Emergency Services  department (formation of Renton Regional Fire Authority), increased in 2017 by $342k due to the following 2016  approved adjustments:  o $17.8k for Mayor pay/benefit adjustment (Mayor’s Office)  o $10k for 0.125 FTE increase for Office Assistant (Communications division)  o $51k for 0.5 FTE increase for Secretary (Mayor’s Office)  o $169k for transfer of various citywide memberships and dues from Other City Services department  (Mayor’s Office)  o $94k for Tourism promotion (Hotel/Motel fund)   and increased in 2017 by $279k due to the following new programs:  o $73.8k for Inclusion Program (Mayor’s Office)  o $16.6k for Executive operations increased costs (Mayor’s Office)  o $7.6k for Intergovernmental relations increased costs (Mayor’s Office)  o $50k for Policy analyst contract (Mayor’s Office)  o $35k Citywide Communications increased costs (Communications division)  o $96k for addition of 0.7 FTE Emergency Management Coordinator position (Emergency Management  division)  Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 9 Expenditure Budget by Division ‐ Executive 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Mayor's  Office 1,338,738 1,547,993 1,691,189 1,535,707 1,799,450 1,946,801 2,028,885 26.8% 4.2% Communications 1,076,603 1,334,104 1,110,260 1,389,412 1,618,323 1,464,148 1,463,234 5.4%‐0.1% Emergency Management 0 0 0 0 370,236 545,975 564,105 100.0% 3.3% Total 2,415,341 2,882,097 2,801,449 2,925,119 3,788,009 3,956,923 4,056,224 35.3% 2.5% Expenditure Budget by Category ‐ Executive 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 844,752 915,230 742,492 943,955 1,239,867 1,260,961 1,294,373 33.6% 2.6% Part‐Time  Salaries 2,513 16,000 49,333 16,000 16,000 16,000 16,000 0.0% 0.0% Overtime 5,057 0 1,191 0 7,940 22,671 23,535 100.0% 3.8% Personnel  Benefits 276,465 341,691 239,282 375,993 501,729 477,704 506,036 27.1% 5.9% Supplies 43,865 78,334 39,543 78,334 111,044 76,334 76,334 ‐2.6% 0.0% Other Services  and Charges 873,903 1,112,330 1,294,792 1,082,330 1,376,843 1,473,649 1,501,321 36.2% 1.9% Intergovernmental Se rvi ce s 1370 1370000 N/A N/A Capital  Outlay 15,253 40,000 56,168 40,000 40,000 40,000 40,000 0.0% 0.0% Interfund Payments 353,397 378,512 378,512 388,507 388,507 589,605 598,625 51.8% 1.5% Transfer Out 0000 106,07900 N/A N/A Total 2,415,341 2,882,097 2,801,449 2,925,119 3,788,009 3,956,923 4,056,224 35.3% 2.5% Staffing Levels  by Division ‐ Executive 2014 2015 2015 2016 2016 2017 2018 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Ma yor's  Office 3.50 3.50 4.00 3.50 4.00 4.00 4.00 14.3% 0.0% Communications 5.50 5.50 5.63 5.50 5.63 5.63 5.63 2.3% 0.0% Emergency Management 0.00 0.00 0.00 0.00 2.00 2.70 2.70 100.0% 0.0% Total FTE 9.00 9.00 9.63 9.00 11.63 12.33 12.33 36.9% 0.0% Intermittent FTE 0.07 0.38 1.33 0.38 0.38 0.38 0.38 0.0% 0.0% Temp/Intermit Pay & Ben 2,959$        16,000$      55,350$      16,000$      16,000$      16,000$      16,000$      0.0% 0.0%        Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 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.        2015/2016 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.  • Implemented community survey and gathered citywide indicators and relevant information to assess residents’  perceptions of city services and their priorities.  • Provided options—internal and external—for the potential formation of a Regional Fire Authority (RFA). Once  approved by Renton voters, established governance structure and oversaw the transition of the Fire Department  to the RFA.   • 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 suburban cities.   • Implemented citywide programs and services to build an inclusive city with opportunities for all and accomplished  the following:  o Awarded 1st Place in the National League of Cities 2015 Diversity Award, US Conference of Mayors 2015  Livability Award, and ICMA 2015 Community Partnership Award.  o Conducted comprehensive internal and external inclusion assessment.  o Established Mayor’s Inclusion Task Force with a network of 26 community liaisons representing various  community groups, and worked with them to provide city programs and services, outreach and civic  engagement.  o Met bi‐monthly with members of task force and worked on various key issues including hiring  opportunities, healthcare, emergency preparedness, budget, career fair and Renton Multicultural Festival.  o Established partnership with Renton African‐American Pastors (RAAP) group; hosted several successful  community events with police and community.  o Appointed diverse community representatives from the community liaison groups to serve as members  on key citizen task forces including the Budget Advisory Group, Salary Commission, and Seattle  International Film Festival host committee.  o Targeted ethnic media and provided news releases and regular information to over 13 different ethnic  media regularly.  o Established citywide language line.   o Hosted three career fairs and participated in various job fairs including Public Safety Testing fair and  Summer Job Fair; working with Public Safety Testing to make it more accessible and inclusive.  o Celebrated and showcased the city’s diversity by encouraging culturally diverse celebrations including the  first Renton Multicultural Festival, cultural dances and groups in Renton River Days, multicultural social  events with Mayors Inclusion Task Force and RAAP, Seattle International Film Festival, and several ethnic  and community festivals including the Sikh Parade, Polynesian festival, Cinco de Mayo festival, and more.  Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 11 o Dedicated resources in Mayor’s Office, Human Resources and other city departments to foster goal of  inclusion; hired a consultant to provide expertise and facilitate progress.  o Created a draft equity lens and piloted its use on city’s hiring policy.  o Provided training for all employees on “Race, the Power of Illusion” and implicit bias, plus poverty  simulation training for managers.  o Built national and regional partnerships; presented at national and regional conferences including  Governing for Racial Equity, Washington Recreation and Parks Association, National Association of  Government Communicators.  • Successfully advocated the City’s adopted State and Federal Legislative Agendas, supported statewide (AWC)  priorities  and accomplished the following:  Renton Specific  o Secured $1.5 million capital budget for Sunset Neighborhood Park Project.  o Secured $1 million grant funding for “Alive and Free” program for South County cities for gang prevention.  o Preserved $675,000 in Harrington Avenue grant.    Other priorities with positive impacts for Renton  o Legislature enacted a comprehensive transportation package with several wins for Renton including:   $1.225 billion to build new lanes on I‐405/SR 167 for Renton‐to‐Bellevue and finish connector.   Direct distribution of $245 million to cities for several new grant funds including TIB, FMSIB,  Complete Streets and Safe Routes.   Funding for new regional and local options.  o Restored $50.1 million liquor excise tax distributions, and kept liquor profits intact.   o Averted transfers of LEOFF Fire Disability Insurance Premium.  o Secured revenue‐sharing for marijuana and achieved reconciliation between medical and recreational  marijuana systems.  o Kept funds for MRSC and BLEA intact in 2015, and added $473,000 for BLEA in 2016.  o Secured bill that provides protection for law enforcement for body cameras.  o Prevented $78million reduction in MTCA funding.  o Increased funding in operating budget for mental health and homelessness with $40 million and $15  million respectively.    2017/2018 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 2018.  • Assess the character of city services and programs and prepare recommendations to City Council to guide  decisions on level of effort and resource allocation.  • Ensure that citizen concerns are addressed accurately, sensitively, and in a timely manner.   • Continue to focus on five areas of emphasis:  o Economic Development   Relocate the Downtown Transit Center to Rainier and Grady location.   Implement vision and action plan for Downtown Civic Core.   Implement development plan for 200 Mill property.   Continue implementation of Sunset area revitalization strategy.  o Police Effectiveness/Community Relations   Continue to develop relationships with key opinion leaders and stakeholders representing  minority and ethnic groups in the City of Renton.  Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 12  Create a new downtown patrol district to improve safety.   Increase communication effectiveness through social media and other tools.  o Workforce culture   Implement training curriculum to develop improved productivity and leadership skills.   Continue LEAN training and other efficiency measures.   Continue customer service training.   Continue cultural awareness/social equity training.   Improve our inclusiveness in hiring practices.   Continue to improve our performance management and reporting through Renton Results and  other tools.  o Quality of Life Initiative   Involve the community in identifying priority projects and areas to address.   Develop a strategy to fund and operate those priority projects and areas.   Continue to address vulnerable population needs.   In partnership with Renton School District and the Doug Baldwin foundation, develop Family First  Center for youth and families in the Cascade/Benson area.  o Inclusion/Diversity  Continue to prioritize and implement citywide programs and services to build an inclusive, informed city  with opportunities for all with the following focus:   Implement 2017‐18 work plan that addresses Inclusion priorities and strategies.   Create key indicators to measure progress; develop sample dashboard to assess advancement.    Continue to build and strengthen the relationship with the Mayors Inclusion Task Force and work  with them to provide city programs, services, and outreach plus enhance civic engagement.  Invite new members to participate.   Build on relationship with RAAP; host several community forums and events; conduct UNITY  walk.   Continue working on partnerships with Latino and Asian communities to enhance community /  police relations.   Provide refresher training on use of language line and evaluate use of instant video conferencing  for translation services, especially ASL.   Work with Public Safety Testing to make it more accessible and inclusive.   Host 2017 Career Fair and implement strategies to expand applicant pool and employment  opportunities.   Continue to improve access and information sharing with social media and targeted  communications, and building relationships with ethnic media.   Establish dedicated web pages and brochure on city’s Inclusion program.   Finalize Renton’s inclusion and equity lens and formalize process to adopt the lens; develop  written guidelines for when and how the equity lens will be used; train administrators on equity  lens.   Continue to build on 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.   Host Renton Multicultural Festival in partnership with stakeholders and community leaders.  • Develop, adopt and advocate legislative priorities and policies for Renton before 2017‐18 state, federal and  regional legislative bodies.    Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 13 Expenditure Budget by Category ‐ Mayor's Office 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 389,847 429,898 407,587 443,016 503,292 492,025 502,737 11.1% 2.2% Personnel  Benefits 109,949 159,199 116,108 173,854 197,183 149,716 158,830 ‐13.9% 6.1% Supplies 3,903 1,600 1,808 1,600 1,600 1,600 1,600 0.0% 0.0% Other Services  and Charges 484,772 581,446 789,837 531,446 711,584 847,180 899,852 59.4% 6.2% Interfund Payments 350,267 375,850 375,850 385,791 385,791 456,280 465,866 18.3% 2.1% Total 1,338,738 1,547,993 1,691,189 1,535,707 1,799,450 1,946,801 2,028,885 26.8% 4.2% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Mayor's Office 2014 2015 2015 2016 2016 2017 2018 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 3.50 3.50 4.00 3.50 4.00 4.00 4.00 14.3% 0.0% Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 14 Communications  Support the City of Renton’s Business Plan, the City Council’s vision, and the strategic goals for the city.    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.    Build an informed inclusive city with opportunities for all.    2015/2016 Accomplishments    Developed and implemented effective communications strategies on key issues.   Created new organization for Communications Division with a Communications Manager, Communications  Specialist, dedicated social media Intern, on‐call external graphic design, and photography specialization.   Issued about one to two news releases every week, with 100% of them published in the Renton Reporter and all  posted or shared on social media.    Received regional press including television coverage for major stories.    Received coverage in local and regional calendars for community events and had Op‐Eds published in Renton  Reporter.   Targeted outreach to ethnic media.   Expanded city social media presence to actively engage and inform the public, such as Facebook, Twitter, YouTube,  Flickr and LinkedIn.   350+ new Facebook page likes last year for a total of 6,902.   Increase of 250+ Twitter followers since September for a total of 3,666.   43% increase in engagement during the week of the Seahawks rally.   Successful campaigns: Seahawks rally, Clam Lights, public employee profiles, water conservation, 4th of July, River  Days, top 10 things about Renton.   Developed a citywide social media calendar.   Added “Archive Social” for social media records.   Expanded electronic communications to enhance the flow of relevant and timely information to the public.   Developed and launched two citywide electronic newsletters—Byte of Renton and This Week from the Mayor—for  distribution to the public via email. Distributed over 15,000 weekly reports from the Mayor and sent the e‐ newsletter out on a monthly basis.   Effectively used the reader board at Fire Station 13 and at Carco Theatre to promote programs, meetings and  opportunities.   Implemented web upgrades and added multimedia features.   Collaborated with web content representatives from each city department to provide training, review and update  content in current website, review and repair broken links and misspellings, and remove outdated documents.   Worked with IT to develop new website.   New website RFP was sent out in October 2015, interviewed with vendors in February 2016, vendor selection in  February 2016, began design and implementation in March/April 2016.   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 city magazine program.   Launched new CityScape, Mayor’s monthly show.   Produced and aired at least four programs a month. Recent productions include Mayor’s State of the City,  Seahawks 12K, Farmer’s Market and Police Department recruitment video.    Updated equipment, server and cameras in Council Chambers and video room.  Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 15  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 new city logo and branding guidelines.    Redesigned new look for city publications, such as Renton CityNews, What’s Happening and Golden Opportunities.  Also updated 80 other communication tools including city department collateral for Fire, Police, Human Resources  and Public Works.   Redesigned and streamlined city’s flag ship publication “What’s Happening” to increase community participation in  recreational and other city‐sponsored programs and events.   Continued to distribute Renton CityNews to nearly 35,000 Renton residents four times a year.   Distributed targeted direct mail on range of issues. Worked with departments to host several key events including  Seahawks rallies, Seahawks Training Camp, SIFF, Renton Career Fair, Community Forums with the Renton African‐ American Pastors Group, ribbon cuttings, groundbreakings, and other events.   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.   More Print Shop services include wide format banners, posters, PDF inserts to electronic utility bills, variable date  software and mail process. These services, for city departments plus REACH, CISR and other city affiliates, have  increased the Print Shop workload.   Encouraged and provided training and professional development opportunities for staff.   Developed an employee update system through E‐Grapevine, ORG‐ALL communications and SharePoint site.   Continued updates to SharePoint site. Created links to communications project list, job order requests, job status  and final project folder.    2017/2018 Goals    Develop and implement new website.   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 a social media policy. Update communications and graphic design guidelines.   Continue with strong media relations and achieve regional and local coverage on key issues.   Help coordinate and promote key events.   Continue to streamline print operations and move toward more effective electronic communications by reducing  the number of non‐essential printed materials.   Enhance Channel 21 operations and productions for more robust cable programming and video streaming.   Continue to implement unified graphic design standards “branding” throughout all city departments and  modernize 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.    Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 16 Expenditure Budget by Category ‐ Communications 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 454,905 485,332 334,905 500,939 516,336 500,001 512,203 ‐0.2% 2.4% Part‐Time  Salaries 2,513 16,000 49,333 16,000 16,000 16,000 16,000 0.0% 0.0% Ove rti me 5,0570 1,1910000 N/A N/A Personnel  Benefits 166,515 182,492 123,174 202,139 205,259 214,022 225,870 5.9% 5.5% Supplies 39,962 76,734 37,735 76,734 76,734 71,734 71,734 ‐6.5% 0.0% Other Services  and Charges 389,130 530,884 504,956 550,884 655,199 615,884 590,884 11.8%‐4.1% Intergovernmental Se rvi ce s 1370 1370000 N/A N/A Capital  Outlay 15,253 40,000 56,168 40,000 40,000 40,000 40,000 0.0% 0.0% Interfund Payments 3,130 2,662 2,662 2,716 2,716 6,507 6,543 139.6% 0.6% Transfer Out 0000 106,07900 N/A N/A Total 1,076,603 1,334,104 1,110,260 1,389,412 1,618,323 1,464,148 1,463,234 5.4%‐0.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Communications 2014 2015 2015 2016 2016 2017 2018 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 5.50 5.50 5.63 5.50 5.63 5.63 5.63 2.3% 0.0% Intermittent FTE 0.07 0.38 1.33 0.38 0.38 0.38 0.38 0.0% 0.0% Temp/Intermit Pay & Ben 2,959$        16,000$      55,350$      16,000$      16,000$      16,000$      16,000$      0.0% 0.0%         Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 17 Emergency Management     Mission   Fostering a culture of preparedness and community self‐sufficiency.   Working inclusively with our diverse community to coordinate effective disaster response.   Preparing our whole community to be uniquely resilient through adversity and recovery.  2015/2016 Accomplishments  • Converted six Standard Operating Procedures (SOPs) into the new electronic format for the Emergency Operations  Center.   • Participated in the regional Cascadia Rising Earthquake Exercise with a full EOC activation.  • Designed and taught four new position‐specific training modules for EOC staff.  • Created a Community Point of Distribution (CPOD) plan; trained volunteers to run CPOD.  • Achieved recertification by the National Weather Service as a StormReady community.  • Reactivated and expanded the city’s satellite phone network.  • Equipped the Mobile Communications Response Unit with WiFi and packet radio.  • Coordinated the Renton Emergency Preparedness Academy (REPA), providing training to residents and businesses  in appropriate emergency/disaster actions.   • Revised several sections of the Comprehensive Emergency Management Plan.  • Conducted an annual review and update of the Hazard Mitigation Plan.  • Partially revised and updated the Continuity of Operations Plan.  • Maintained National Incident Management System compliance, retaining grant eligibility.  • Began migrating Renton RedAlert to the new County platform for greater cost savings.  • Hosted several Disaster Mental Health First Aid courses for staff, volunteers, and non‐profits.  • Sponsored a disaster movie night and discussion at Carco Theatre.  • Recovered grant money as reimbursement for longstanding disaster damages/projects.  • Facilitated multiple emergency management training classes to staff and volunteers.  • Provided mutual aid to other jurisdictions for significant emergency events in the region.   • Purchased and customized an information management system for the EOC.  • Contributed to regional efforts, including the Regional Coordination Framework, Resilient King County initiative,  and Emergency Management Assistance Teams.   • Delivered high‐level presentations at Neighbor‐to‐Neighbor Forum, multiple professional conferences/forums,  Renton management meetings, and other large public audiences.    2017/2018 Goals    Revise the Comprehensive Emergency Management Plan and submit for State approval.   Complete and submit the draft Debris Management Plan for FEMA approval.   Revise and test the Continuity of Operations Plan.   Develop a coordinated citywide social media team for emergency situations.   Conduct two disaster exercises.    Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 18 Expenditure  Budget by Category ‐ Emergency Management 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 0 0 0 0 220,239 268,935 279,433 100.0% 3.9% Overtime 0 0 0 0 7,940 22,671 23,535 100.0% 3.8% Personnel  Benefits 0 0 0 0 99,287 113,966 121,336 100.0% 6.5% Supplies 0 0 0 0 32,710 3,000 3,000 100.0% 0.0% Other Services  and Charges 0 0 0 0 10,060 10,585 10,585 100.0% 0.0% Interfund Payments 0 0 0 0 0 126,818 126,216 100.0%‐0.5% Total 0 0 0 0 370,236 545,975 564,105 100.0% 3.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Emergency Management 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Total FTE 0.00 0.00 0.00 0.00 2.00 2.70 2.70 100.0% 0.0%  Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 19 Executive Department Position Listing 2014 2015 2015 2016 2016 2017 2018 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed Mayor’s  Office E10 Mayor ( E l e c t e d ) 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 M53 Chief Administrative  O f f i c e r 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 M17 Executive  A s s i s t a n t 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 N07 Secretary II 0.50 0.50 1.00 0.50 1.00 1.00 1.00 3.50 3.50 4.00 3.50 4.00 4.00 4.00 Communications M45 Deputy Public Affairs  A d m i n i s t r a t o r 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 M26 Communications  M a n a g e r 0 . 0 00 . 0 01 . 0 00 . 0 01 . 0 01 . 0 01 . 0 0 M21 Communications  Specialist II 1.00 1.00 0.00 1.00 0.00 0.00 0.00 A21 Communications  Specialist II 1.00 1.00 0.00 1.00 0.00 0.00 0.00 A17 Web S p e c i a l i s t 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 A13 Print & Mail  Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A12 Communications  Specialist I 0 . 0 00 . 0 01 . 0 00 . 0 01 . 0 01 . 0 01 . 0 0 A01 Office  Assistant I 0 . 5 00 . 5 00 . 6 30 . 5 00 . 6 30 . 6 30 . 6 3 5.50 5.50 5.63 5.50 5.63 5.63 5.63 Emergency Management M38 Emergency Management Director 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A21 Emergency Management C o o r d i n a t o r 0 . 0 00 . 0 00 . 0 00 . 0 01 . 0 01 . 7 01 . 7 0 0.00 0.00 0.00 0.00 2.00 2.70 2.70 Total Executive Department 9.00 9.00 9.63 9.00 11.63 12.33 12.33 1Emergency Management division moved to Executive  department following the formation  of the Renton Regional Fire Authority in mid‐2016 Grade Title Total Mayor’s  Office Total Communications  Division Total Emergency Management Division1   Budget by Department - Executive 2017/2018 Proposed Budget City of Renton, Washington 3 - 20 CITY ATTORNEY Larry Warren 13.88 FTEs Civil 3.88 FTEs Criminal 8 FTEs Administrative Support 1.0 FTE City Attorney  Budget by Department - City Attorney 2017/2018 Proposed Budget City of Renton, Washington 3 - 21 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.      2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Operating Budget Summary 1,829,254 2,001,421 1,791,167 2,108,770 2,256,903 2,163,329 2,262,342 2.6% 4.6% Position  Summary 12.88 12.88 12.88 12.88 13.88 13.88 13.88 7.8% 0.0%    List of City Attorney Renton Results Decision Packages:    2017 Proposed 2018 Proposed Package #D e s c r i p t i o n F T E T o t Exp  $T o t Rev $F T ET o t Exp  $T o t Rev $ 100006.0005 City Attorney Prosecution 8.00         979,228                  ‐                                   8.00         1,041,806              ‐                                    200006.0005 CA City Attorney Civil 3.88         677,867                 25,000                    3.88         700,477                 25,000                     600006.0006 City Attorney Administration 2.00         506,233                  ‐                                   2.00         520,059                  ‐                                    Total 13.88      2,163,329$          25,000$                 13.88      2,262,342$          25,000$                  Budget by Department - City Attorney 2017/2018 Proposed Budget City of Renton, Washington 3 - 22 City Attorney Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results 2015 Results 2016 Results if available Discovery provided to  the  Defense  Attorney by prosecutors within 20  calendar days 97.0% 100.0% 100.0% No  data N/A Representative  Government Policy and fiscal   accountability Routine legislation and contract review   will  be performed within one week of  receipt. 99.0% 98.9% 98.4% 97.5% N/A Timely responsiveness and  “projection  of effort,” when  the  community cannot help  itself. Safety and  Health     Highlight of Budget Changes:   Interfund Payments increased in 2017 by $28k due overall city‐wide increase in Information Technology costs.    2015/2016 Accomplishments   Stayed within our department budget.   Fully integrated LawBase into Prosecution and added the Sector patch to automatically fill in some of the  information, saving time per case and keeping errors down.   Achieved Prosecution becoming 90% paperless.   Cooperated with other cities on AT&T (Cingular Wireless) utility tax appeal, with an excellent result.   Incorporated LasherFiche into all divisions of the City Attorney Department.   Kept personnel costs down through the use of technology.   Cross trained staff to the extent practical.   Acquired property for the central park as part of the Sunset Revitalization effort.   Drafted necessary interlocal agreements to start the Regional Fire Authority.    2017/2018 Goals  • Find capable replacements for retiring senior level employees.  • Increase and continuously update the number of form contracts.  • Close the sales of the old Highlands Library property and the Sunset Court properties to the Housing Authority and  the purchase of the last Fawcett property south of May Creek.  Budget by Department - City Attorney 2017/2018 Proposed Budget City of Renton, Washington 3 - 23 Expenditure Budget by Division ‐ City Attorney 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 City Attorney 1,829,254 2,001,421 1,791,167 2,108,770 2,256,903 2,163,329 2,262,342 2.6% 4.6% Total 1,829,254 2,001,421 1,791,167 2,108,770 2,256,903 2,163,329 2,262,342 2.6% 4.6% Expenditure Budget by Category ‐ City Attorney 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 1,160,334 1,304,780 1,171,533 1,360,161 1,462,539 1,370,782 1,429,211 0.8% 4.3% Part‐Time  Sa l a ri e s 26,560000000 N/A N/A Overtime 64 1,000 0 1,000 1,000 1,000 1,000 0.0% 0.0% Personnel  Benefits 432,598 486,282 412,694 541,095 586,850 556,731 594,255 2.9% 6.7% Supplies 8,850 12,500 4,935 12,500 12,500 12,500 12,500 0.0% 0.0% Other Services  and Charges 60,877 39,500 43,382 39,500 39,500 39,500 39,500 0.0% 0.0% Interfund Payments 139,971 157,359 157,359 154,514 154,514 182,816 185,876 18.3% 1.7% Transfers  Out 00 1,2640000 N/A N/A Total 1,829,254 2,001,421 1,791,167 2,108,770 2,256,903 2,163,329 2,262,342 2.6% 4.6% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ City Attorney 2014 2015 2015 2016 2016 2017 2018 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 12.88 12.88 12.88 12.88 13.88 13.88 13.88 7.8% 0.0% Intermittent FTE 0.77 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben 32,006$      ‐$           ‐$           ‐$           ‐$           ‐$           ‐$           N/A N/A     City Attorney Department Position Listing 2014 2015 2015 2016 2016 2017 2018 Authorized Orig  Bdgt Authorized Orig Bdgt Authorized Proposed Proposed City  Attorney M49 City Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M42 Senior Assistant City Attorney 3.00 3.00 3.00 3.00 2.00 2.00 2.00 M35 Assistant City Attorney 0.00 0.00 0.00 0.00 1.00 1.00 1.00 M35 Chief Prosecuting  Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M29 Prosecuting  Attorney 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A17 Paralegal 1.88 1.88 1.88 1.88 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 2.00 2.00 2.00 2.00 3.00 3.00 3.00 Total City Attorney Department 12.88 12.88 12.88 12.88 13.88 13.88 13.88 Grade Title   Budget by Department - City Attorney 2017/2018 Proposed Budget City of Renton, Washington 3 - 24 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 2017/2018 Proposed Budget City of Renton, Washington 3 - 25 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, traffic and non‐traffic  infractions, photo enforcement citations, and misdemeanor and gross misdemeanor cases charged within the City limits.    2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Operating Budget Summary 2,016,273 2,111,321 2,013,364 2,187,710 2,219,206 2,220,656 2,260,201 1.5% 1.8% Position  Summary 15.00 13.00 13.00 13.00 13.00 13.00 13.00 0.0% 0.0%    List of Court Services Renton Results Decision Packages:    2017 Proposed 2018 Proposed Package #Description FTE Tot Exp $T o t Rev $F T ET o t Exp $T o t Rev $ 100002.0013 Probation 1.00      126,253           145,000           1.00      130,467           145,000            200002.0018 Criminal Case Processing 5.00      669,096           333,500           5.00      697,370           333,500            200002.0019 Infraction Processing 5.00      585,407           1,580,000       5.00      611,935           1,580,000        200002.0020 Court Administration 2.00      839,900           100,000           2.00      820,429           100,000            Total 13.00   2,220,656$     2,158,500$     13.00   2,260,201$     2,158,500$       Budget by Department - Court Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 26 Court Services Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results 2015 Results 2016 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%84%85%N/A Defendant satisfaction  with their  understanding of the  criminal case   process is rated  as "Good" or better. 83%84%84%83%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 87%N/A 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%82%80%N/A Defendant's satisfaction with the   ability to get access  to  court  information related to  infraction  processing is rated  "Good" or better. 87%83%86%87%N/A Resident's satisfaction  with  understanding the  court infraction  process. 74%78%85%85%N/A Open accessible  and  consistent (administrative  and judicial) decision  process Representative   Government         2015/2016 Accomplishments   Completed last phase of the electronic document project.  All cases are originated, processed, signed and accessed  digitally in the courtroom and in the clerk’s office.    Trained City Prosecutor, Public Defender and private bar to utilize e‐Doc program to send court documents  through the e‐signature process.  The finalized document is approved by the court, transferred and stored digitally  in Laserfiche.     Completed scanning legacy cases into Laserfiche.     Accepted passport processing from Finance Department, processing approximately 300 passport applications  monthly.      2017/2018 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.   Integrate LawBase program into the OCourt programs previously developed, eliminating duplicate data entry for  the Prosecutor and Probation departments.   Upgrade OCourt programs to enhance digital process for requesting hearings online.  Budget by Department - Court Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 27 Expenditure Budget by Division ‐ Court Services 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Court Services 2,016,273 2,111,321 2,013,364 2,187,710 2,219,206 2,220,656 2,260,201 1.5% 1.8% Total 2,016,273 2,111,321 2,013,364 2,187,710 2,219,206 2,220,656 2,260,201 1.5% 1.8% Expenditure Budget by Category ‐ Court Services 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 1,000,360 992,329 962,416 1,026,238 1,057,734 1,047,343 1,086,127 2.1% 3.7% Part‐Time  Salaries 50,570 75,500 64,063 75,500 75,500 75,500 75,500 0.0% 0.0% Overtime 4,360 14,808 77 14,160 14,160 29,964 29,964 111.6% 0.0% Personnel  Benefits 454,617 469,707 431,128 517,408 517,408 480,243 510,050 ‐7.2% 6.2% Supplies 5,293 7,700 7,413 7,700 7,700 7,700 7,700 0.0% 0.0% Other Services  and Charges 150,414 137,358 87,948 137,358 137,358 137,358 137,358 0.0% 0.0% Interfund Payments 333,658 413,919 413,919 409,346 409,346 442,548 413,502 8.1%‐6.6% Transfer Out 17,000 0 46,400 0 0 0 0 N/A N/A Total 2,016,273 2,111,321 2,013,364 2,187,710 2,219,206 2,220,656 2,260,201 1.5% 1.8% Staffing Levels by Division ‐ Court Services 2014 2015 2015 2016 2016 2017 2018 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 15.00 13.00 13.00 13.00 13.00 13.00 13.00 0.0% 0.0% Intermittent FTE 1.36 1.95 1.71 1.95 1.95 1.95 1.95 0.0% 0.0% Temp/Intermit Pay & Ben 56,554$      81,000$      71,288$      81,000$      81,000$      81,000$      81,000$      0.0% 0.0%      Court Services  Department Position Listing 2014 2015 2015 2016 2016 2017 2018 Authorized Orig  Bdgt Authorized Orig Bdgt Authorized Proposed Proposed Court Services E11 Municipal Court Judge ( E l e c t e d ) 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 M38 Court Services  Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M22 Court Services  Supervisor 0.00 2.00 2.00 2.00 2.00 2.00 2.00 A18 Probation  O f f i c e r 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 A15 Judicial Specialist (Lead) 2.00 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 9.00 7.00 7.00 7.00 7.00 7.00 7.00 15.00 13.00 13.00 13.00 13.00 13.00 13.00Total Court Services Division Grade Title   Budget by Department - Court Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 28   *The Utility Billing positions (4 FTEs) are funded by utility rate revenues (vs. General Fund).  ADMINISTRATOR Jan Hawn 45 FTEs FINANCE Jamie Thomas                     19 FTEs Operations Cash Receipting Utility Billing* Payroll Accounts Payable Accounts Receivable Budget & Accounting Budget Financial Reporting General Accounting INFORMATION  TECHNOLOGY Mehdi Sadri                   18 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 Jason Seth 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 2017/2018 Proposed Budget City of Renton, Washington 3 - 29   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.     2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Operating Budget Summary 8,811,865 9,262,500 9,119,789 9,524,097 10,974,087 10,763,257 10,699,308 13.0%‐0.6% Position  Summary 38.50 42.00 42.00 42.00 42.00 45.00 45.00 7.1% 0.0%    List of Renton Results Decision Packages:    2017 Proposed 2018 Proposed Package #D e s c r i p t i o n F T E T o t Exp  $T o t Rev $ FTE Tot  Exp $T o t Rev $ 200011.0007 Hearing Examiner ‐            40,000                     ‐                                    ‐             40,000                    ‐                                    200012.0012 City Clerk 6.00         1,081,537             ‐                                   6.00         1,119,660             ‐                                    100004.0007 Business Licensing 1.10         105,456                 ‐                                   1.10         109,005                 ‐                                    500004.0005 Utility Billing and Cashiering 4.90         641,448                 ‐                                   4.90         664,454                 ‐                                    600004.0070 Payroll 1.50         132,673                 ‐                                   1.50         141,169                 ‐                                    600004.0071 System Services 3.00         599,200                 709,625                 3.00         614,714                 684,765                  600004.0072 Telecommunications 1.00         450,138                 498,075                 1.00         453,097                 478,764                  600004.0073 Service Desk Support 3.00         609,901                 585,825                 3.00         626,795                 565,682                  600004.0074 Finance Operations 4.50         503,148                 ‐                                   4.50         524,775                 ‐                                    600004.0075 Applications and Database Services 5.00         1,765,253             1,848,402             5.00         1,795,187             1,783,646              600004.0076 Enterprise GIS 3.00         524,688                 604,830                 3.00         539,281                 583,641                  600004.0077 Accounting and Auditing 1.40         322,848                 ‐                                   1.40         330,195                 ‐                                    600004.0078 Budgeting and Financial Planning 3.70         525,909                 ‐                                   3.70         544,067                 ‐                                    600004.0079 Asset, Debt, and Treasury Management 0.90         700,998                 ‐                                   0.90         700,539                 ‐                                    600004.0080 IT Administration 1.50         289,543                 343,962                 1.50         299,193                 331,912                  600004.0081 Finance Administration 1.50         540,693                 ‐                                   1.50         554,698                 ‐                                    600004.0082 IT Capital ‐            651,000                 1,005,449             ‐             602,000                 961,970                  650004.0018 AS Funding for Equipment Replacement ‐            90,000                    ‐                                    ‐             90,000                    ‐                                    650004.0019 AS Business  System Analyst 1.00         122,956                 ‐                                   1.00         134,789                 ‐                                    650004.0020 AS Special  Contracting Services ‐            50,000                    ‐                                    ‐             50,000                    ‐                                    650004.0021 AS CS RECREATION/ASSET SYSTEM 1.00         407,956                 ‐                                   1.00         169,789                 ‐                                    650004.0022 AS Banking Service Fees ‐            254,000                 254,000                 ‐             254,000                 254,000                  650004.0023 AS B&O Program Auditor 1.00         143,437                 143,437                 1.00         141,428                 141,428                  700005.0009 Fire Pension ‐            210,475                 468,000                 ‐             200,475                 468,000                  Total 45.00      10,763,257$       6,461,605$          45.00      10,699,308$       6,253,808$              Budget by Department - Administrative Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 30   Performance Measures:  City Service Area City  Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results 2015 Results 2016 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 No data No data N/A Business  License  renewals  will be  issued within one day of receipt of  payment.   99% 45% 85% 95% N/A Opportunities for th e  public  to engage and influence  City government Number of Legislative  documents   (agenda, minutes, ordinances,  resolutions, etc) published & available 187 144 142 148 N/A Policy and fiscal   accountability Number of Public Records  Requests 366 342 453 332 N/A Utility Billing customer calls will  be  answered within 5 minutes.96% 96% 98% 99% N/A Average  Utility Billing aged accounts   receivable  (over 90 days) as percent of  annual re venue. 0.07%0.07% 0.09% 0.08% N/A Customers  rate  implementation  process as meeting or exceeding  expectation in post implementation  surveys. 80% 75% N/A 70% N/A Respond to  user service and support  calls  within two  hours  or less during  normal  business days. 89% 88% 90% 90% N/A Fiscal  Support and  Accountability Accuracy of the  Financial  Statements as  measured by the  number of  management letter recommendations   and audit findings. 0001 N/A Numb er of correcting  journal  entries  will be reduced.279 222 182 175 N/A 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+ AA+/AA+ N/A Core  Investment Portfolio  Yield 0.95% 0.93% 1.10% 1.08% N/A Equipment and data that is  reliable and accessible Percent of system availability (network  "uptime") as provided by System  Services.  98%99% 99% 99% N/A 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 2017/2018 Proposed Budget City of Renton, Washington 3 - 31   Highlight of Budget Changes:   Regular Salaries and Personnel Benefits increased by $393k in 2017 due to adding 3.0 FTE’s (1 B&O Program  Auditor and 2 Business Systems Analysts).   Overtime increased by $10k in 2017 due to reallocation from Supplies and Other Services and Charges.   Supplies increased by $179k in 2017 due to increases in IT’s citywide computer replacement program and a new  program request to add more funding for ongoing equipment replacement.   Other services and charges increased in 2017 by $531k due to increased service contract costs related to  Information Technology and the following new program requests:  o Add $50k for special contract services (IT)  o Add $35k for new recreation asset system service contracts (IT)  o Add $254k for increased banking fees (Finance)   Capital outlay increased in 2017 by $109k and decreased in 2018 by $285k due to various IT related capital  projects.  See Capital Investment Program (CIP) section 5 for details.      Expenditure  Budget by Division ‐ Administrative Services 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Fund/Dept Actual Orig  Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Finance 3,318,530 3,529,078 3,818,685 3,659,890 3,800,839 4,081,084 4,164,803 11.5% 2.1% Information Technology 4,341,090 4,641,865 4,274,020 4,712,338 6,007,547 5,560,636 5,374,845 18.0%‐3.3% City Clerk 1,152,246 1,091,558 1,027,084 1,151,870 1,165,702 1,121,537 1,159,660 ‐2.6% 3.4% Total 8,811,865 9,262,500 9,119,789 9,524,097 10,974,087 10,763,257 10,699,308 13.0%‐0.6% Expenditure  Budget by Category ‐ Administrative Services 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 3,008,453 3,402,357 3,177,036 3,544,090 3,685,028 3,927,178 4,073,871 10.8% 3.7% Part‐Time  Salaries 37,184 43,166 39,270 43,166 43,166 43,166 43,166 0.0% 0.0% Overtime 31,117 40,000 29,372 40,000 40,000 50,000 50,000 25.0% 0.0% Personnel  Benefits 1,475,209 1,743,979 1,520,856 1,911,521 1,913,391 1,921,638 2,034,800 0.5% 5.9% Supplies 289,074 303,724 383,036 295,724 615,324 474,324 458,224 60.4%‐3.4% Other Services  and Charges 2,407,208 2,552,373 2,888,113 2,542,373 2,793,955 3,073,546 3,056,937 20.9%‐0.5% Intergovernmental Services 325,374 152,000 170,291 170,500 170,500 170,500 170,500 0.0% 0.0% Capital  Outlay 854,675 601,010 487,924 551,000 1,287,000 660,000 375,000 19.8%‐43.2% Interfund Payments 383,573 423,891 423,891 425,723 425,723 442,905 436,810 4.0%‐1.4% Total 8,811,865 9,262,500 9,119,789 9,524,097 10,974,087 10,763,257 10,699,308 13.0%‐0.6% Staffing Levels by Division ‐ Administrative Services 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Finance 19.00 19.50 19.50 19.50 19.50 20.50 20.50 5.1% 0.0% Information Technology 14.50 16.50 16.50 16.50 16.50 18.50 18.50 12.1% 0.0% City Clerk 5.00 6.00 6.00 6.00 6.00 6.00 6.00 0.0% 0.0% Total FTE 38.50 42.00 42.00 42.00 42.00 45.00 45.00 7.1% 0.0% Intermittent FTE 1.06 1.16 1.14 1.16 1.16 1.16 1.16 0.0% 0.0% Temp/Intermit Pay & Ben 44,131$      48,263$      47,312$      48,263$      48,263$      48,263$      48,263$      0.0% 0.0%  Budget by Department - Administrative Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 32   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.    2015/2016 Accomplishments   Reaffirmed strong AA+ credit rating on the City’s general obligation bonds from Standard and Poor’s Rating  Services (March 2015).   Reaffirmed AA credit rating for the City’s general obligation bonds from Fitch (March 2015)   Reaffirmed strong AA+ credit ratings for the City’s revenue bonds from Fitch (June 2016) Standard and Poor’s  Rating Services (2014).    Received awards for excellence in financial reporting and budgeting from the Government Finance Officers  Association (GFOA).   Utilized business improvement processes to review and refine the City’s accounts receivable/grant billing process.   In collaboration with IT, implemented the city‐wide records management system (LaserFiche) for enhancing the  internal processes for creating, reviewing, and filing electronic journal entries and AP invoices.   Planned and implemented the new Business and Occupation (B&O) Tax; which included mailers, FAQs, business  community outreach, information sessions, and website development.   Implemented an online portal for customers to file and pay the newly implemented B&O tax.   Coordinated the financial and operational split of the newly formed Renton Regional Fire Authority from the City.    2017/2018 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.   Continue to collaborate with IT to expand the use of LaserFiche for electronically filing AR invoices and Payroll  records.   Continued enhancement of the B&O filing portal, to ensuring that each business has a user‐friendly, accurate,  timely and professional experience.     Continue receiving “clean” financial audits from the Washington State Auditor’s Office.   Provide quality financial services support the newly formed Renton Regional Fire Authority through 2017.   Enhance commitment and focus on external customer service, particularly to the underserved and vulnerable  population.   Ensure a smooth financial and customer service transition from a transition in garbage service providers.   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 2017/2018 Proposed Budget City of Renton, Washington 3 - 33   Expenditure  Budget by Category ‐ Finance 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 1,350,324 1,511,998 1,423,158 1,576,265 1,639,762 1,706,110 1,766,799 8.2% 3.6% Overtime 711 20,000 72 20,000 20,000 20,000 20,000 0.0% 0.0% Personnel  Benefits 794,725 894,615 800,568 970,449 972,319 942,425 990,756 ‐2.9% 5.1% Supplies 8,129 10,475 6,983 10,475 10,475 11,475 11,475 9.5% 0.0% Other Services  and Charges 928,735 833,083 1,328,997 823,083 898,665 1,111,837 1,095,228 35.1%‐1.5% Interfund Payments 235,905 258,907 258,907 259,618 259,618 289,237 280,545 11.4%‐3.0% Total 3,318,530 3,529,078 3,818,685 3,659,890 3,800,839 4,081,084 4,164,803 11.5% 2.1% Staffing Levels  (Full‐Time Equivalent Employees ‐ FTE) ‐ Finance 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 19.00 19.50 19.50 19.50 19.50 20.50 20.50 5.1% 0.0% Budget by Department - Administrative Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 34   Information Technology    Mission   The Information Technology Division is responsible for providing city‐wide technology solutions, systems, and services to  innovate and improve business efficiencies and enhance customer services.  Core services include: enterprise business  systems and GIS services assessment, development, implementation, maintenance and support, enterprise network  systems management and maintenance, phone and various communication systems, end user equipment and help desk  services.    2015/2016 Accomplishments   Implemented PW work order an asset management system   Supported Municipal Court rollout of electronic case management system     Migrated City’s Intranet to the new SharePoint platform   Upgraded in‐house developed applications from Cold Fusion to Dot Net environment    Continue expansion of document imaging/electronic records management city‐wide   Help evaluate and develop a strategy to improve City’s web presence, online services, and user experience    Developed five‐year Information Technology Strategic Plan for 2016‐2021   Continue to build a disaster recovery site, increase network availability, server redundancy   Provided access to city records (data) through open public portal   Complete connecting to regional fiber ring around the Lake Washington and South King County    2017/2018 Goals   Evaluate and implement enterprise online/mobile customer request management system/portal    Develop electronic city‐wide signature capability   Evaluate and implement a new Recreation Management system   Improve city‐wide audio/video/web conferencing capabilities   Update Information Technology policies, procedures, and service level agreements    Establish IT Steering Committee and update IT governance structure, roles and responsibilities   Support the update and implementation of City’s new website   Improve network connectivity and access through utilization of regional fiber ring         Expenditure  Budget by Category ‐ Information Technology 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 1,265,492 1,457,117 1,362,103 1,517,141 1,580,750 1,775,094 1,840,773 17.0% 3.7% Part‐Time  Salaries 37,184 43,166 39,270 43,166 43,166 43,166 43,166 0.0% 0.0% Overtime 30,405 20,000 29,301 20,000 20,000 30,000 30,000 50.0% 0.0% Personnel  Benefits 496,576 620,228 530,163 688,687 688,687 739,213 788,831 7.3% 6.7% Supplies 277,293 281,755 368,793 273,755 593,355 454,855 438,755 66.2%‐3.5% Other Services  and Charges 1,379,458 1,618,589 1,456,438 1,618,589 1,794,589 1,857,508 1,857,508 14.8% 0.0% Intergovernmental S e r v i c e s70 2 70000 N / A N / A Capital  Outlay 854,675 601,010 487,924 551,000 1,287,000 660,000 375,000 19.8%‐43.2% Interfund P a y m e n t s 00000 8 0 0 8 1 2 1 0 0 . 0 % 1 . 5 % Total 4,341,090 4,641,865 4,274,020 4,712,338 6,007,547 5,560,636 5,374,845 18.0%‐3.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Information Technology 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 14.50 16.50 16.50 16.50 16.50 18.50 18.50 12.1% 0.0% Intermittent F T E 1 . 0 61 . 1 61 . 1 41 . 1 61 . 1 61 . 1 61 . 1 60 . 0 %0 . 0 % Temp/Intermit Pay & Ben 44,067$      48,263$      47,312$      48,263$      48,263$      48,263$      48,263$      0.0% 0.0% Budget by Department - Administrative Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 35   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.    2015/2016 Accomplishments   Implemented the CivicWeb Portal, an interactive user interface pertaining to Council activities   All City legislation scanned and migrated to Laserfiche    Through lean process, streamlined contract processing    With the help of IT, implemented the use of Laserfiche in six of ten departments   Supported 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   Updated City Clerk Policy and Procedures including Records Management and Public Records Processing policies   Trained city staff on the  agenda process, contract and bidding processes, records management process, and public  records request process   Inventory city departments’ use of imaging and ensure compliance with records retention requirements   Microfilm inventory and transfer to State and Regional archives   Implemented records retention schedules in Laserfiche program   Supported City administrative staff, officials, and the public for all potential election activities   Migrated the City Clerk Division intranet site to the new SharePoint intranet site   Implemented new Council follow‐up procedures including the distribution of the Motions Sheet which explains all  actions taken at Council meetings   Successfully placed the Renton Regional Fire Authority plan on the 2016 Special Election ballot   Hired new Public Records Analyst and re‐titled two Records Management Specialist position to City Clerk Specialist  positions    2017/2018 Goals   Implement a new Public Records Request processing system   Transfer paper records to off‐site storage facility and implement new transfer and retrieval process   Fully implement Laserfiche city‐wide by end of 2018   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   Inventory city departments’ use of imaging and ensure compliance with records retention requirements    Establish ongoing five‐year strategic plan for City Clerk Division   Digitizing all City Clerk documents that are required to be retained per the retention schedule    Budget by Department - Administrative Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 36   Expenditure  Budget by Category ‐ City Clerk 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 392,637 433,242 391,775 450,684 464,516 445,974 466,299 ‐1.0% 4.6% Personnel  Benefits 183,907 229,137 190,124 252,386 252,386 240,000 255,213 ‐4.9% 6.3% Supplies 3,652 11,494 7,260 11,494 11,494 7,994 7,994 ‐30.5% 0.0% Other Services  and Charges 99,015 100,701 102,677 100,701 100,701 104,201 104,201 3.5% 0.0% Intergovernmental Services 325,367 152,000 170,264 170,500 170,500 170,500 170,500 0.0% 0.0% Interfund Payments 147,668 164,984 164,984 166,105 166,105 152,868 155,453 ‐8.0% 1.7% Total 1,152,246 1,091,558 1,027,084 1,151,870 1,165,702 1,121,537 1,159,660 ‐2.6% 3.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ City Clerk 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Total FTE 5.00 6.00 6.00 6.00 6.00 6.00 6.00 0.0% 0.0% Intermittent F T E 0 . 0 00 . 0 00 . 0 00 . 0 00 . 0 00 . 0 00 . 0 0N / AN / A Temp/Intermit Pay & Ben 64$              ‐$            ‐$           ‐$           ‐$           ‐$           ‐$           N/A N/A Budget by Department - Administrative Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 37   Administrative Services Position Listing 2014 2015 2015 2016 2016 2017 2018 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed Finance Division M49 Administrative Services Administrator 0.50 0.50 0.50 0.50 0.50 0.50 0.50 M38 Fiscal Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M30 Financial Services Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00 M26 Financial Services Manager 1.00 1.00 1.00 1.00 0.00 0.00 0.00 M25 Financial Operations Supervisor 0.00 0.00 0.00 0.00 1.00 1.00 1.00 M25 Senior Finance Analyst 5.00 6.00 6.00 6.00 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 0.50 0.00 0.00 0.00 0.00 0.00 0.00 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 N13 Finance Analyst II 0.00 0.00 1.00 0.00 1.00 1.00 1.00 A13 Lead Payroll Analyst 1.00 1.00 0.00 1.00 0.00 0.00 0.00 A09 Accounting Assistant IV 4.00 4.00 4.00 4.00 4.00 4.00 4.00 A07 Accounting Assistant III 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Total Regular Staffing 19.00 19.50 19.50 19.50 19.50 20.50 20.50 Total Finance Division 19.00 19.50 19.50 19.50 19.50 20.50 20.50   Information Technology Division M49 Administrative Services Administrator 0.50 0.50 0.50 0.50 0.50 0.50 0.50 M38 Information Technology Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A32 Network Systems Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M30 Application Support Manager 0.00 0.00 1.00 0.00 1.00 1.00 1.00 M30 GIS Manager 0.00 0.00 1.00 0.00 1.00 1.00 1.00 M26 GIS Coordinator 1.00 1.00 0.00 1.00 0.00 0.00 0.00 A24 Service Desk Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A24 Senior Network Systems Specialist 2.00 2.00 3.00 2.00 3.00 3.00 3.00 A24 Senior Systems Analyst 0.00 0.00 2.00 0.00 2.00 2.00 2.00 A23 Business Systems Analyst 2.00 2.00 1.00 2.00 1.00 3.00 3.00 A23 GIS Analyst II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A21 Systems Analyst/Programmer 2.00 3.00 1.00 3.00 1.00 1.00 1.00 A20 Network Systems Specialist 1.00 1.00 0.00 1.00 0.00 0.00 0.00 A17 Service Desk Technician 1.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Regular Staffing 14.50 16.50 16.50 16.50 16.50 18.50 18.50 Total Information Technology Division 14.50 16.50 16.50 16.50 16.50 18.50 18.50 City Clerk Division M30 City Clerk/Cable M a n a g e r 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 A18 Public Records Analyst 0.00 0.00 0.00 0.00 1.00 1.00 1.00 M17 Deputy City C l e r k 1 . 0 02 . 0 02 . 0 02 . 0 01 . 0 01 . 0 01 . 0 0 A11 Records Management C o o r d i n a t o r 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 A09 City Clerk Specialist 0.00 0.00 0.00 0.00 2.00 2.00 2.00 A09 Records Management Specialist 2.00 2.00 2.00 2.00 0.00 0.00 0.00 5.00 6.00 6.00 6.00 6.00 6.00 6.00 Total Administrative Services 38.50 42.00 42.00 42.00 42.00 45.00 45.00 Total City Clerk Division   Budget by Department - Administrative Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 38 Community and Economic Development  Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 39 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.        2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Operating Budget Summary 6,569,037 7,504,756 7,080,384 7,815,753 9,389,406 9,292,658 9,517,704 18.9% 2.4% CIP Budget Summary 198,883 100,000 181,621 100,000 401,158 250,000 0 150.0%‐100.0% Position  Summary 47.00 47.50 47.50 47.50 50.50 52.50 52.50 10.5% 0.0%    Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 40 List of Community and Economic Development Renton Results Decision Packages:     Package #D e s c r i p t i o n F T E T o t Exp $T o t Rev $F T ET o t Exp $T o t Rev $ 100007.0010 Building Inspection 12.00   1,557,060       5,596,060       12.00   1,617,184       5,312,618        100007.0011 Code Enforcement program 3.00      417,852           ‐                        3.00      426,042           ‐                         100020.0019 CDBG ‐        361,724           361,724           ‐         361,724           361,724            150007.0002 CD Add 1 FTE Admin Secretary 1.00      113,939           ‐                        1.00      108,865           ‐                         300007.0041 Current Planning 7.64      1,163,676       98,000             7.64      1,220,824       98,000              300007.0042 Economic Development 4.00      689,718           ‐                        4.00      710,559           ‐                         300007.0043 Long Range Planning 2.95      523,500           ‐                        2.95      543,932           ‐                         300007.0044 CED Administration 1.80      1,285,338       ‐                        1.80      1,312,272       ‐                         300007.0045 1% for the Arts ‐        15,000             24,505             ‐         15,000             15,000              300007.0046 Arts & Culture 0.25      38,000             ‐                        0.25      39,202             ‐                         350007.0009 CD Add 1 FTE Arts Coordinator, Arts & Culture ‐        50,000             ‐                         ‐         ‐                        ‐                         350007.0014 CD Set aside for CNI positions ‐        375,000           ‐                         ‐         350,000           ‐                         350020.0019 CS Increase contracted arborist services ‐        62,000             ‐                         ‐         62,000             ‐                         500007.0006 Development Engineering 13.33   1,824,162       313,759           13.33   1,899,239       324,718            550007.0003 CD Add 1 FTE ‐ Plan Reviewer 1.00      139,256           ‐                        1.00      136,839           ‐                         550007.0004 CD Convert 1 FTE Construction Inspector 1.00      118,784           ‐                        1.00      130,167           ‐                         600007.0006 Technical and Property Services 4.53      557,650           ‐                        4.53      583,854           ‐                         Total Operating 52.50   9,292,658       6,394,048       52.50   9,517,704       6,112,060        460007.0002 CIP General Gov't ‐        250,000           ‐                         ‐         ‐                        ‐                         Total CIP ‐        250,000           ‐                         ‐         ‐                        ‐                         Total 52.50   9,542,658$     6,394,048$     52.50   9,517,704$     6,112,060$      Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 41 Community and Economic Development Performance Measures:    City Service Area City Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results 2015 Results 2016 Results if available Permit review for single family  applications completed  within 2 weeks 75% 40% 4%No data N/A Permit review for commercial   applications within 4 weeks 100% 100% 62%No data N/A Inspection requests receive  response  within 24 hours 98% 97% 97%No data N/A Encourage  the  community to   comply with local, state and  federal  laws Co d e  compliance  is achieved through  voluntary action upon notification of  violation 85%95%No data No data N/A 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  re g u lation 24 27 27 No data N/A The  City's  annual sales tax revenue   growth rate  (excluding one‐time  items)4.7% 6.0% 9.4% 9.0%N/A Annual property tax revenue associated  with new construction increases. 0.06% 1.13% 1.29% 2.82% N/A Process  land use applications  requiring a  decision by the  Hearing  Examiner within 12 weeks of receipt of  complete  application. 45%50%No data No data N/A Process  land use applications  requiring an Administrative  Decision  within 8 weeks 58%88%No data No data N/A Utilities and  Environment Compliance  with  environmental standards and  laws Infrastructure project plan review is  completed  within an average of 3  weeks 90%53%60%75%N/A Internal Support Functional  work environment Property and Technical Services  review  of development proposals are  processed within two weeks.  95%95%N/A 95%N/A 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 2017/2018 Proposed Budget City of Renton, Washington 3 - 42 Expenditure Budget by Division ‐ Community & Economic Development 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Administration 1,153,111 1,077,608 1,183,052 1,120,102 1,170,609 1,337,991 1,339,760 19.5% 0.1% Economic Development 661,142 951,290 658,515 892,274 1,853,686 1,494,342 1,440,183 67.5%‐3.6% Planning 2,095,706 2,561,536 2,606,551 2,725,530 3,081,333 3,207,796 3,362,731 17.7% 4.8% Development Services 2,659,078 2,914,321 2,632,264 3,077,847 3,283,778 3,252,529 3,375,030 5.7% 3.8% Operating  Total 6,569,037 7,504,756 7,080,384 7,815,753 9,389,406 9,292,658 9,517,704 18.9% 2.4% CIP 198,883 100,000 181,621 100,000 401,158 250,000 0 150.0%‐100.0% Total 6,767,920 7,604,756 7,262,004 7,915,753 9,790,564 9,542,658 9,517,704 20.6%‐0.3% Expenditure Budget by Category ‐ Community & Economic Development 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig  Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 3,513,152 4,043,685 3,870,724 4,239,180 4,693,421 5,237,309 5,407,836 23.5% 3.3% Part‐Time  Salaries 88,627 15,545 73,360 15,545 15,545 15,545 15,545 0.0% 0.0% Overtime 61,266 34,929 47,541 34,929 34,929 32,774 32,768 ‐6.2% 0.0% Personnel  Benefits 1,434,076 1,803,473 1,540,320 2,003,249 2,180,413 1,973,518 2,106,137 ‐1.5% 6.7% Supplies 14,380 39,472 18,792 39,472 39,472 42,722 42,722 8.2% 0.0% Other Services  and Charges 643,171 614,593 579,539 615,992 1,412,090 899,114 846,614 46.0%‐5.8% Capital  Outlay 7,135 102,950 0 0 102,950 15,000 15,000 100.0% 0.0% Interfund Payments 807,230 850,108 850,108 867,386 910,586 1,076,676 1,051,082 24.1%‐2.4% Transfer Out 00 100,0000000 N/A N/A Operating Total 6,569,037 7,504,756 7,080,384 7,815,753 9,389,406 9,292,658 9,517,704 18.9% 2.4% CIP 198,883 100,000 181,621 100,000 401,158 250,000 0 150.0%‐100.0% Total 6,767,920 7,604,756 7,262,004 7,915,753 9,790,564 9,542,658 9,517,704 20.6%‐0.3% Staffing Levels by Division ‐ Community & Economic Development 2014 2015 2015 2016 2016 2017 2018 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Economic Development 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Planning 25.00 25.50 25.50 25.50 29.50 29.50 29.50 15.7% 0.0% Development Services 16.00 16.00 16.00 16.00 15.00 17.00 17.00 6.3% 0.0% Total FTE 47.00 47.50 47.50 47.50 50.50 52.50 52.50 10.5% 0.0% Intermittent FTE 2.44 0.50 1.96 0.50 0.50 0.50 0.50 0.0% 0.0% Temp/Intermit Pay & Ben 101,602$    20,799$      81,577$      20,799$      20,799$      20,799$      20,799$      0.0% 0.0%    Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 43 Highlight of Budget Changes:   Regular Salaries increased $998,129 due to the following:  o Department reorganization and series promotions in 2015‐2016 resulted in the following:   Added 1 FTE Long Range Planning Manager   Eliminated 1 FTE Mapping Coordinator   Added 1 FTE Property & Technical Services Manager   Added 2.5 FTE Senior Planner   Eliminated 3 FTE Associate Planner   Added 1 FTE Admin Secretary I   Eliminated .5 FTE Office Assistant II   Added 2 FTE Civil Engineer II   Eliminated 1 FTE Plan Reviewer   Added 1 FTE Construction Inspector   Added 1 FTE Engineering Specialist II   Eliminated 1 FTE Development Services Director   Reclassified 1 FTE Building Official from m32 to m33   Eliminated 1 FTE Lead Building Inspector   Added 1 FTE Building Inspector/Combination  o Added 1 FTE Admin Secretary   o Added 1 FTE Building Plan Reviewer  o Converted a LT Construction Inspector position set to expire 12/31/16 to a Regular Construction Inspector  position in 2017  o Added $375,000 per year for salaries and benefits to fund 2 FTEs in the event the City is awarded a large  Economic Development grant currently in the application process   Other Services and Charges increased due to the following:  o Arts & Culture Professional Services related to the Municipal Arts Commission increased $50,000  o Economic Development Professional Services related to the Downtown Façade Improvement Program  increased $121,000 due to increased CDBG funding  o Professional Services increased $62,000 related to arborist services    Interfund Payments changed due to the following:  o IT charges increased $163,000 due to increased staffing, increased service contract costs, and a change in the  allocation methodology of IT costs charged to departments  o Liability insurance charges increased $17,000  o Facilities charges increased $20,000 due to increased staffing and a general increase in the cost of facilities  operations   Capital Outlay changed due to the following:  o Other Art Projects decreased $87,950; Funding for City art projects fluctuates based on contributions to the  1% for Art Fund  Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 44 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.    2016 Accomplishments     Maintained extremely high level of service and exceeded most performance goals.   Participated in numerous state, countywide and regional policy boards and commissions.  2017/2018 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 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 203,110 223,025 221,587 238,081 245,388 244,073 250,139 2.5% 2.5% Part‐Time  Sa l a ri e s 00 10,7300000 N/A N/A Personnel  Benefits 86,192 95,303 91,456 106,502 106,502 99,526 105,392 ‐6.5% 5.9% Other Services  and Cha rge s 142,350000000 N/A N/A Interfund Payments 721,459 759,280 759,280 775,519 818,719 994,392 984,229 28.2%‐1.0% Transfer Out 00 100,0000000 N/A N/A Operating  Total 1,153,111 1,077,608 1,183,052 1,120,102 1,170,609 1,337,991 1,339,760 19.5% 0.1% CIP 198,883 100,000 181,621 100,000 401,158 250,000 0 150.0%‐100.0% Total 1,351,994 1,177,608 1,364,673 1,220,102 1,571,767 1,587,991 1,339,760 30.2%‐15.6% Staffing Levels by Division ‐ Administration 2014 2015 2015 2016 2016 2017 2018 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Intermittent FTE 0.00 0.00 0.30 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben ‐$           ‐$           12,307$      ‐$           ‐$           ‐$           ‐$           N/A N/A   Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 45 Economic Development Division    Mission   Enhance the vitality and livability of the Renton community by promoting a prosperous and diverse economy.  2015/2016 Accomplishments    2015 Choice Neighborhoods Initiative application resulted in lasting partnerships, new opportunities to advance  goals in Sunset area, and a strengthened application in 2016.   Identification and marketing of downtown development sites to major development groups yielded strong ongoing  interest.   Initiated RFP process to solicit developer interest for 200 Mill property.   Negotiated consultant selection to plan for major redevelopment of civic core area.   First significant private sector investment downtown in a decade with The Lofts project and (CDBG assisted)  Cortona building rehab.   Renewed focus and oversight of Lodging Tax Fund and new opportunities for tourism promotion and Renton  Community Marketing Campaign.   Successfully partnered with Port of Seattle for economic development marketing.   Production of new flexible marketing materials highlighting opportunities to live, work, visit, and invest in Renton.   Incredible commercial construction starts including Southport, Hampton Inn, IKEA, and Group Health which will  lead to thousands of new jobs in Renton.   Continued to strengthen ongoing business recruitment working with many companies to locate or expand.    Continued to foster redevelopment efforts in the South Lake Washington area, including working with The Landing  and its tenants.     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.  2017/2018 Goals    Oversee redevelopment of 200 Mill property as downtown catalyst project.   Implement strategy for Civic Core redevelopments.   Attract new businesses and new development to Renton to increase employment opportunities, sales and  property tax revenue, and continue to promote Renton as a top location for investment.    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. Work 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 the Renton Downtown Partnership 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  implementation of Choice Neighborhoods Initiative funding and Hilands Shopping Center redevelopment.   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.    Better promote Renton’s competitive advantages and economic development incentives through refreshed and  reinvigorated Community Marketing Campaign.   Utilize existing incentives to continue to foster a diverse array of increased housing opportunities in Renton.    Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 46 Expenditure Budget by Category ‐ Economic Development 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 312,066 378,262 384,184 402,871 415,235 793,003 779,632 96.8%‐1.7% Part‐Time  S a l a r i e s 1 , 6 0 00 6 , 6 0 00000 N / A N / A Overtime 0 500 0 500 500 500 500 0.0% 0.0% Personnel  Benefits 129,034 161,601 145,725 180,926 180,926 152,846 162,058 ‐15.5% 6.0% Supplies 2,924 5,200 2,370 5,200 5,200 8,450 8,450 62.5% 0.0% Other Services  and Charges 200,800 302,777 119,637 302,777 1,148,875 524,543 474,543 73.2%‐9.5% Capital  Outlay 7,135 102,950 0 0 102,950 15,000 15,000 100.0% 0.0% Interfund P a y m e n t s 7 , 5 8 3000000 N / A N / A Total 661,142 951,290 658,515 892,274 1,853,686 1,494,342 1,440,183 67.5%‐3.6% Staffing Levels by Division ‐ Economic Development 2014 2015 2015 2016 2016 2017 2018 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Intermittent FTE 0.04 0.00 0.19 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben 1,807$         ‐$           7,783$         ‐$            ‐$            ‐$           ‐$           N/A N/A   Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 47 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.    2015/2016 Accomplishments  Long Range Planning   Completed through update of Renton’s Comprehensive Plan (only jurisdiction to adopt plan by the state‐mandated  seven year review deadline)   Adopted policies and regulations for 15 docket items, including medicinal and recreational use of marijuana,  healthy housing, and shopping carts.    Submitted winning applications for the Governor’s “Smart Communities Award” for the Kirkland Townhomes  (2015) and Downtown Renton Library (2016)   Participated, with the Economic Development Division, in submitting two “Choice Neighborhood Initiative” grant  applications to HUD (Finalist in 2015, 2016 TBD) for the redevelopment of the Sunset Area   Worked with the Planning Commission, who held 30 meetings, including 8 public hearings, to review policies and  goals of the City.   Worked with the City Center Community Plan Advisory Board to Implement priority actions of the City Center  Community Plan    Worked with the Benson Hill Community Plan Advisory Board to establish goals, implementation actions, and work  program items for the Benson Hill Community Plan Advisory Board.   Provided on‐going oversight and support to the Planning Commission, City Center Community Plan Advisory Board,  and Renton Municipal Arts Commission  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 on large development projects such as Southport, Group Heath, various  hotels, The Lofts at 2nd and Main, and Quendall Terminals.     Conducted 132 development pre‐application meetings with applicants.   Processed 150 SEPA (environmental review) and Land Use Permits, including Planned Urban Developments for  Avana Ridge Apartments and Whitman Court PUD; Site Plan Review for the Mission Healthcare, Residence Inn by  Marriott, Longacres Business Center (Group Health), My Dental, Seattle Pipe Trades, Sonic Drive In, CarMax, Elliott  Farms, Highlands Library, Sunset Terrace, and Kiddie Academy Children’s Daycare Center; Shoreline and SEPA  permits for the Renton Aerospace Training Center, Boeing Apron Projects,  Lake to Sound Trail, and Cedar River  205 Dredge and Levee 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.   Processed development reviews within established timelines.   Updated the City’s GIS Land Info data source.   Improved function, process and training associated with EnerGov permit tracking software.  Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 48 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.   Implemented Energov project management process to more accurately represent the status of a given permit.   Reorganized and cross‐trained Development Engineering staff to enhance customer service experience and  provide a more seamless Public Works review.   Developing necessary public handouts to assist applicants through the permitting processes.    Worked to implement electronic plan review to more efficiently and effectively review projects.  Arts & Culture (Activities of the Renton Municipal Arts Commission)   Prioritized strategies to implement the Arts & Culture Master Plan   Obtained $11,000 grant from 4Culture to further the activities of the Commission   Raised community awareness of arts and culture through installation of “Galvanizing Art Projects” throughout the  City   Participated in Downtown Pop‐Up/PARKing Day event (Sept)   Participated in the Multicultural Festival (Oct)   Sponsored a vacant storefront holiday display competition for artists (Nov‐Dec)   Collaborated with the Renton History Museum on an exhibition of works from the City Art Collection at the  Museum (November 2016 through March 2017)   Relocated artwork, “Emerging,” to site with significant greater visibility  2017/2018 Goals  Long Range Planning   Amend City develop regulations to implement the Comprehensive Plan    Continue to refine and streamline development regulations to ensure they are easier to understand and  administer   Adopt an Affordable Housing Strategy for the City   Process annexations as residents and property owners express a desire to become a part of Renton   Continue to implement the Sunset Area Community Investment Strategy; work with the Renton Housing Authority  to redevelop public housing projects in Sunset; collaborate with Community Services (Parks) and Public Works  (Transportation and Utilities) to further revitalization of the Sunset Area   Continue to provide support to the Planning Commission, City Center Community Plan Advisory Board, and Renton  Municipal Arts Commission  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.  Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 49 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 projects to facilitate on‐budget and  on‐schedule completion. Provide inspection‐related documentation for the projects in compliance with grant  reporting requirements.     Arts & Culture   Revise City policies related to arts and culture; revise RMC 2‐8, “Arts Commission”   Revise RMC Title 4, “Development Regulations” to include a mandatory public art contribution to the community  by private developers, similar to the existing 1% for Art Program   Oversee fabrication and installation of new public art at S 2nd and Main Ave S   Contract with restorer to provide maintenance for works in the City Art Collection   Facilitate additional Galvanizing Art Projects to raise awareness of arts and culture in the community   Support “The Owl” project with resources and other assistance   Provide directed support to the Renton School District to increase arts education opportunities   Broaden outreach to diverse members of the community  Continue to collaborate with the Economic Development Division and Downtown Partnership to revitalize  Downtown Renton    Expenditure Budget by Category ‐ Planning 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 1,341,371 1,671,973 1,692,774 1,753,032 2,077,100 2,219,118 2,316,377 26.6% 4.4% Part‐Time  Salaries 80,827 0 49,480 0 0 0 0 N/A N/A Overtime 19,653 6,395 28,191 6,395 6,395 6,395 6,395 0.0% 0.0% Personnel  Benefits 510,479 716,963 600,705 797,898 929,633 817,823 875,499 2.5% 7.1% Supplies 4,363 7,750 7,795 7,750 7,750 7,750 7,750 0.0% 0.0% Other Services  and Charges 139,013 158,455 227,607 160,455 60,455 156,710 156,710 ‐2.3% 0.0% Total 2,095,706 2,561,536 2,606,551 2,725,530 3,081,333 3,207,796 3,362,731 17.7% 4.8% Staffing Levels by Division ‐ Planning 2014 2015 2015 2016 2016 2017 2018 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 25.00 25.50 25.50 25.50 29.50 29.50 29.50 15.7% 0.0% Intermittent FTE 2.23 0.00 1.30 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben 92,830$      ‐$           54,131$      ‐$           ‐$           ‐$           ‐$           N/A N/A Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 50 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.  2015/2016 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.     Continued using link between MBP (MyBuildingPermit.com) and EnerGov to process some permits and testing  others.   Continued 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.  2016/2017 Goals  Building Permit Review and Inspection   Meet or exceed departmental goals for timely review of building applications.   Develop plan submittal pre‐screening process.   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.   Continue development of electronic submittal or 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.  Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 51 Code Compliance   Meet or exceed departmental goals for timely response to customer complaints.   Meet or exceed departmental goals for timely resolution of code compliance complaints and voluntary  compliance.    Remain pro‐active, with more than 50 percent of code compliance cases generated without a private citizen  request, and all sites with verified code compliance violations in the last year were checked at least every three  months to verify continued compliance.      Expenditure Budget by Category ‐ Development Services 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 1,656,604 1,770,425 1,572,180 1,845,196 1,955,698 1,981,115 2,061,688 7.4% 4.1% Part‐Time  Salaries 6,200 15,545 6,550 15,545 15,545 15,545 15,545 0.0% 0.0% Overtime 41,613 28,034 19,350 28,034 28,034 25,879 25,873 ‐7.7% 0.0% Personnel  Benefits 708,371 829,606 702,434 917,923 963,352 903,323 963,188 ‐1.6% 6.6% Supplies 7,093 26,522 8,628 26,522 26,522 26,522 26,522 0.0% 0.0% Other Services  and Charges 161,008 153,361 232,295 152,760 202,760 217,861 215,361 42.6%‐1.1% Interfund Payments 78,188 90,828 90,828 91,867 91,867 82,284 66,853 ‐10.4%‐18.8% Total 2,659,078 2,914,321 2,632,264 3,077,847 3,283,778 3,252,529 3,375,030 5.7% 3.8% Staffing Levels by Division ‐ Development Services 2014 2015 2015 2016 2016 2017 2018 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 16.00 16.00 16.00 16.00 15.00 17.00 17.00 6.3% 0.0% Intermittent FTE 0.17 0.50 0.18 0.50 0.50 0.50 0.50 0.0% 0.0% Temp/Intermit Pay & Ben 6,965$        20,799$      7,357$        20,799$      20,799$      20,799$      20,799$      0.0% 0.0%      Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 52 Community & Economic Development Position Listing 2014 2015 2015 2016 2016 2017 2018 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed Administration Division M49 Community & Economic Development Ad 1.00 1.00 1.00 1.00 1.00 1.00 1.00 N14 Administrative A s s i s t a n t 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 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 M a n a g e r 2 . 0 02 . 0 02 . 0 02 . 0 02 . 0 02 . 0 02 . 0 0 A09 Admin  Secretary I 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 Total Economic Development Division 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Planning  Division M38 Planning Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M33 Long Range  Planning M a n a g e r 0 . 0 00 . 0 00 . 0 00 . 0 01 . 0 01 . 0 01 . 0 0 M33 Current Planning  M a n a g e r 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 A29 Mapping C o o r d i n a t o r 1 . 0 01 . 0 01 . 0 01 . 0 00 . 0 00 . 0 00 . 0 0 M29 Property & Technical  Services  M a n a g e r 0 . 0 00 . 0 00 . 0 00 . 0 01 . 0 01 . 0 01 . 0 0 A28 Senior P l a n n e r 4 . 0 04 . 0 04 . 0 04 . 0 06 . 5 06 . 5 06 . 5 0 A21 GIS An a l yst I 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 A21 Associate P l a n n e r 3 . 0 03 . 0 03 . 0 03 . 0 00 . 0 00 . 0 00 . 0 0 A16 Assistant p l a n n e r 0 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 A15 Planning Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Admin  Secretary I 1 . 0 01 . 0 01 . 0 01 . 0 02 . 0 02 . 0 02 . 0 0 A03 Office  Assistant II 0.00 0.50 0.50 0.50 0.00 0.00 0.00 M33 Development Engineering M a n a g e r 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 A28 Civil Engineer III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A26 Construction  Inspection Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A25 Civil Engineer II 1.00 1.00 1.00 1.00 3.00 3.00 3.00 A23 Plan  Reviewer 2.00 2.00 2.00 2.00 1.00 1.00 1.00 A21 Construction  Inspector 3.00 3.00 3.00 3.00 4.00 5.00 5.00 A21 Construction  Inspector ‐ Limited  Term 2.00 1.00 1.00 1.00 1.00 0.00 0.00 A19 Engineering Specialist II 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A18 Dev Services  Representative 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Planning  Division 25.00 25.50 25.50 25.50 29.50 29.50 29.50 Building  Division M38 Dev Services  Director 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A09 Administrative Secretary I 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 02 . 0 02 . 0 0 A22 Lead  Code  Compliance I n s p e c t o r 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 A19 Code  Compliance I n s p e c t o r 2 . 0 02 . 0 02 . 0 02 . 0 02 . 0 02 . 0 02 . 0 0 M33 Building Official 0.00 0.00 0.00 0.00 1.00 1.00 1.00 M32 Building Official 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A24 Lead  Building I n s p e c t o r 1 . 0 01 . 0 01 . 0 01 . 0 00 . 0 00 . 0 00 . 0 0 A23 Building Plan  Reviewer 1.00 1.00 1.00 1.00 1.00 2.00 2.00 A21 Building Inspector/Electrical 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Building Inspector/Combination 3.00 3.00 3.00 3.00 4.00 4.00 4.00 A19 Enrgy Plns  Reviewer/Permit R e p 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0 A10 Permit Technician 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Building  Division 16.00 16.00 16.00 16.00 15.00 17.00 17.00 Total Community  & Economic Development 47.00 47.50 47.50 47.50 50.50 52.50 52.50 Grade Title   Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 53 This page is intentionally left blank  Budget by Department - Community and Economic Development 2017/2018 Proposed Budget City of Renton, Washington 3 - 54 Community Services  ADMINISTRATOR Kelly Beymer 94.5 FTEs Recreation Maryjane Van Cleave 16.34 FTEs Recreation Services Renton Community  Center Renton Senior  Activity Center Senior Advisory  Board Parks and Golf  Course Cailin Hunsicker 35 FTEs Parks Maintenance Golf Course Capital Investment  Projects Parks Planning and  Natural Resources Leslie Betlach 4 FTEs Urban Forestry  and  Natural Resources Planning, Aquisition,  and Development Capital Investment  Projects Facilities Michael Kirk 26 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 Vacant 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 2017/2018 Proposed Budget City of Renton, Washington 3 - 55 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    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.    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 respond 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.    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.    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.    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.    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.      2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Operating Budget Summary 19,806,611 21,514,287 21,326,377 21,728,434 23,543,734 22,778,181 23,143,377 4.8% 1.6% CIP Budget Summary 10,960,270 3,721,000 17,656,582 5,705,000 22,287,179 6,737,775 10,172,237 18.1% 51.0% Position  Summary 90.50 90.50 90.50 90.50 93.50 94.50 94.50 4.4% 0.0%    Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 56 List of Community Services Renton Results Decision Packages:     2017 Proposed 2018 Proposed Package #Description FTE Tot Exp $T o t Rev $ FTE Tot  Exp $T o t Rev $ 100020.0018 Serving vulnerable/low income 4.33         1,192,794             20,000                    4.33         1,214,627             20,000                     100020.0019 CDBG ‐            63,133                    63,133                    ‐             63,133                    63,133                     200020.0007 Community Engagement 2.32         312,631                 3,000                       2.32         323,378                 3,000                        300020.0102 Museum 1.00         236,275                 ‐                                   1.00         241,550                 ‐                                    300020.0103 Administration/Com Svcs 2.00         505,154                 ‐                                   2.00         524,771                 ‐                                    300020.0104 Aquatics 1.00         867,727                 789,530                 1.00         873,141                 789,530                  300020.0105 Leased Facilities 1.50         839,996                 902,550                 1.50         845,755                 902,550                  300020.0106 Com Relations  and  Events 1.48         367,426                 68,000                    1.48         376,567                 68,000                     300020.0107 Parks and Trails Program 22.80      4,880,001             10,000                    22.80      4,889,945             10,000                     300020.0108 Recreation Services 12.09      4,024,733             1,305,763             12.09      3,954,927             1,310,763              300020.0110 Senior Activity Center 3.25         781,973                 128,000                 3.25         796,164                 128,000                  300020.0111 Farmers Market 0.50         66,854                    59,400                    0.50         69,646                    59,400                     300020.0112 Neighborhood Program 1.83         322,619                 ‐                                   1.83         335,960                 ‐                                    350020.0018 CS LT Capital Project Coordinator ‐ PPNR 1.00         137,941                 137,941                 1.00         147,307                 147,307                  350020.0019 CS Increase contracted arborist services ‐            62,000                    ‐                                    ‐             62,000                    ‐                                    350020.0024 CS PPNR Contracts  Landscape Maintenance ‐            50,000                    ‐                                    ‐             50,000                    ‐                                    350020.0028 CS Add 1 FTE Parks Maint Worker I1.00         86,758                    ‐                                   1.00         93,488                    ‐                                    350020.0030 CS Increase Aquatics Fees ‐            ‐                                   38,125                    ‐             ‐                                   38,125                     350020.0033 CS Increase Parks Maint. Contracted Services ‐            55,000                    ‐                                    ‐             ‐                                   ‐                                    350020.0034 Human Services  Additional Agency Funding ‐            24,000                    ‐                                    ‐             24,000                    ‐                                    500020.0017 Golf Course 9.50         2,216,569             2,752,917             9.50         2,473,492             2,767,473              500020.0018 Parks Planning, Urban Forestry and Na  Res 3.40         854,070                 234,360                 3.40         873,836                 234,875                  550020.0018 CS Golf Course Manager 1.00         139,473                 ‐                                   1.00         149,511                 ‐                                    550020.0019 CS Increase Golf Course Fees ‐            ‐                                   80,127                    ‐             ‐                                   75,447                     600020.0037 Custodial Services 16.00      1,729,991             1,381,718             16.00      1,794,981             1,427,999              600020.0038 Facilities Technical Maintenance 7.50         2,846,204             3,091,788             7.50         2,840,894             3,095,929              650020.0014 CS LT Capital Projects Cood ‐ Facilities 1.00         114,860                 114,860                 1.00         124,304                 124,304                  Total  Operating 94.50      22,778,181          11,181,212          94.50      23,143,377          11,265,835           160020.0005 CIP General Gov't ‐            90,000                    ‐                                    ‐             90,000                    ‐                                    600020.0039 Operational Facilities MM ‐            92,000                    92,000                    ‐             92,000                    92,000                     600020.0040 Public Facilities MM ‐            313,000                 313,000                 ‐             251,000                 251,000                  360020.0046 CIP ‐ General Gov't ‐            5,249,775             10,352,000          ‐             8,818,237             4,627,000              560020.0008 Golf Course MM ‐            183,000                 ‐                                    ‐             250,000                 205,278                  560020.0010 CIP ‐ General Gov't ‐            410,000                 ‐                                    ‐             410,000                 ‐                                    660020.0008 CIP General Gov't ‐            400,000                 ‐                                    ‐             261,000                 ‐                                    Total  CIP ‐            6,737,775             10,757,000          ‐             10,172,237          5,175,278              Total 94.50      29,515,955$       21,938,212$       94.50      33,315,614$       16,441,113$        Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 57 Community Services Performance Measures:    City  Service Area City  Service Area Strategies Performance Measures 2012 Results 2013 Results 2014 Results 2015 Results 2016 Results if available Representative  Government Partnership  with community  organizations  to leverage  resources Value  of volunteer service  $       1,368,412  $       1,423,321  $       1,229,458  $       1,274,168  N/A  Daily Attendance at Senior Center 222 261 219 401 N/A Maintain or increase the  number of  officially recognized  neighborhoods/  associations participating in the   program. 69 69 70 74 N/A Number of Museum vi sitors  and people  served by outreach 5,199 4,671 5,571 5,887 N/A Renton Community Center customers   rate  their experience and satisfaction  as Good to Excellent new 2013 91%94%89%N/A Henry Moses  Aquatics Center  customers  rate  their experience and  satisfaction as Good to  Excellent 99%99%96%97%N/A Overall  customer satisfaction rating is  good to  excellent In cleanliness and  appearance of Parks  and Trails Systems 89%93%89%84%N/A Well  maintained  neighborhoods, properties  and environment.   Overall  condition of the  golf course  is  rated  good to  excellent in customer  satisfaction survey  90%92%90%90%N/A 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%87%84%N/A Functional  work environment Number of Facilities HelpDesk Projects   complete 1,737 2,158 2,384 2,756 N/A Safeguard public interests  and assets Custodi a l  Servi ces  square feet of  coverage  per employee (IFMA 60th   percentile) 21,832 23,141 23,141 23,141 N/A 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 2017/2018 Proposed Budget City of Renton, Washington 3 - 58 Expenditure  Budget by Division ‐ Community Services 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Administration 480,057 545,712 508,766 562,434 662,784 505,154 524,771 ‐10.2% 3.9% Facilities 5,035,343 5,176,404 5,690,960 5,255,925 6,198,942 5,416,191 5,481,630 3.0% 1.2% Neigh, Res, and Events 875,223 1,004,403 958,624 1,049,871 1,111,121 1,041,408 1,075,235 ‐0.8% 3.2% Park Maintenance 4,070,181 4,794,754 4,411,383 4,990,610 5,117,427 5,091,258 5,056,723 2.0%‐0.7% Recreation Services 4,823,865 5,200,923 5,088,483 5,338,949 5,390,415 5,674,455 5,624,248 6.3%‐0.9% Human Services/CDBG 1,159,189 1,199,977 1,225,835 1,212,606 1,270,020 1,279,916 1,301,753 5.6% 1.7% Museum 214,291 227,761 227,094 235,281 237,983 236,275 241,550 0.4% 2.2% Golf Course 2,425,724 2,566,052 2,406,673 2,233,479 2,247,303 2,356,041 2,623,002 5.5% 11.3% Parks  Plan  and Nat Res 722,739 798,301 808,558 849,278 1,307,738 1,177,483 1,214,466 38.6% 3.1% Operating Total 19,806,611 21,514,287 21,326,377 21,728,434 23,543,734 22,778,181 23,143,377 4.8% 1.6% CIP 10,960,270 3,721,000 17,656,582 5,705,000 22,287,179 6,737,775 10,172,237 18.1% 51.0% Total 30,766,882 25,235,287 38,982,958 27,433,434 45,830,913 29,515,955 33,315,614 7.6% 12.9% Expenditure Budget by Category ‐ Community Services 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 6,105,153 6,722,214 6,532,946 6,999,145 7,398,827 7,336,470 7,592,158 4.8% 3.5% Part‐Time  Salaries 1,544,996 1,710,771 1,556,403 1,710,771 1,715,211 1,700,771 1,700,771 ‐0.6% 0.0% Overtime 25,805 31,948 27,670 31,948 31,948 30,970 31,948 ‐3.1% 3.2% Personnel  B e n efits 2,926,706 3,367,441 3,059,872 3,677,029 3,774,707 3,669,353 3,871,297 ‐0.2% 5.5% Supplies 1,115,330 1,255,293 1,111,075 1,256,363 1,389,083 1,205,603 1,164,803 ‐4.0%‐3.4% Other Services  and Charges 3,956,664 4,243,348 4,400,050 4,195,897 4,608,726 4,490,524 4,433,024 7.0%‐1.3% Intergovernmental Services 20,202 50 20,104 50 50 50 50 0.0% 0.0% Capital  Outlay 512,816 75,000 491,059 75,000 624,662 75,000 75,000 0.0% 0.0% Debt Service 402,286 400,660 400,661 0 175,000 175,000 175,000 100.0% 0.0% Interfund Payments 3,104,505 3,637,562 3,656,536 3,732,230 3,724,183 4,094,439 3,894,048 9.7%‐4.9% Transfer Out 92,149 70,000 70,000 50,000 101,337 0 205,278 ‐100.0% 100.0% Operating Total 19,806,611 21,514,287 21,326,377 21,728,434 23,543,734 22,778,181 23,143,377 4.8% 1.6% CIP 10,960,270 3,721,000 17,656,582 5,705,000 22,287,179 6,737,775 10,172,237 18.1% 51.0% Total 30,766,882 25,235,287 38,982,958 27,433,434 45,830,913 29,515,955 33,315,614 7.6% 12.9% Staffing Levels  by Division 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Facilities 25.00 25.00 25.00 25.00 25.00 25.00 25.00 0.0% 0.0% Neigh, Res, and Events 5.83 5.83 5.83 5.83 5.83 5.83 5.83 0.0% 0.0% Park Maintenance 23.50 23.50 23.50 23.50 23.50 24.50 24.50 4.3% 0.0% Recreation Services 16.34 16.34 16.34 16.34 16.34 16.34 16.34 0.0% 0.0% Human Services/CDBG 4.33 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 10.50 10.50 10.50 10.5% 0.0% Parks  Plan  and Nat R e s 3 . 0 03 . 0 03 . 0 03 . 0 05 . 0 05 . 0 05 . 0 0 6 6 . 7 %0 . 0 % Total FTE 90.50 90.50 90.50 90.50 93.50 94.50 94.50 4.4% 0.0% Intermittent FTE 44.38 48.04 44.66 48.04 48.22 47.80 47.80 ‐0.5% 0.0% Temp/Intermit Salaries  and 1,846,026$ 1,998,382$ 1,858,059$ 1,998,382$ 2,006,087$ 1,988,382$ 1,988,382$ ‐0.5% 0.0%    Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 59 Highlight of Budget Changes:   Regular Salaries include the following changes:  o Converted 1 FTE Facilities Coordinator position to a Facilities Manager  o Replaced 2 FTE Park Maintenance Worker III with 1 FTE Park Maintenance Worker II and 1 FTE Park  Maintenance Worker I  o Added 1 FTE Park Maintenance Worker I  o Added 1 FTE Golf Course Manager  o Added 2 FTE Limited Term Capital Project Coordinators (Note – both are listed under Parks Planning and  Natural Resources, but 1 is reporting to Facilities)   Debt Service includes the following change:  o The Leased City Properties Fund was the recipient of an interfund loan from the General Fund in 2015 for  capital improvements, repayment of $175,000 per year for 5 years began in 2016   Transfers Out includes the following change:  o Transfers out to other funds for capital purchases not budgeted for 2017         Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 60 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.     2015/2016 Accomplishments   Provided staff training to meet the FEMA and Red Cross Emergency Management requirements   Created timeline for application/evaluation visit preparation for the 2017 accreditation through Commission for  Accreditation of Parks and Recreation Agencies (CAPRA)   Reviewed Capital Projects to meet community needs and budget opportunities   Re‐defined level of service to coincide with 2017 and 2018 budget   Completed major capital improvement projects including the new Riverview Bridge installation and the Gene  Coulon Memorial Beach Park paver renovation project   Held fall and spring employee appreciation events   Onboarded the use of Halogen Performance software   Updated the Comprehensive Plan    2017/2018 Goals   Finalize Emergency Management Plan for the department   Review Capital Projects to meet community needs and budget opportunities   Complete 4th CAPRA Accreditation application process concluding with the May 2017 final evaluation team visit   Complete rebuilding and training of department management team   Offer intra‐departmental staff training to use new city website and Sharepoint management for increased  workflow efficiency, relevancy, and branding   Build stronger inter‐department partnerships to ensure and improve efficiency, collaboration and responsible use  of time, funds, and resources   Finalize development and implementation of the Community Services Marketing Plan   Digitize, upload, and organize all city‐owned property architectural design plan sets in Laserfische   Review and update annual divisional customer satisfaction surveys    Re‐define level of service to coincide with 2019/2020 budget   Coordinate spring and fall employee recognition events   Completion of major capital projects, including Phase 1 Construction of Sunset Neighborhood Park and   Fire Station 15    Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 61 Expenditure  Budget by Category ‐ Administration Division 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 224,354 235,033 219,582 242,423 249,863 215,471 230,409 ‐11.1% 6.9% Personnel  Benefits 62,020 68,614 71,055 76,531 76,531 89,211 95,832 16.6% 7.4% Supplies 6,794 7,000 7,779 7,000 7,000 7,000 7,000 0.0% 0.0% Other Services  and Charges 22,616 35,744 11,029 35,744 77,317 35,744 35,744 0.0% 0.0% Interfund Payments 151,501 199,321 199,321 200,736 200,736 157,728 155,786 ‐21.4%‐1.2% Transfer Out 12,773 0 0 0 51,337 0 0 N/A N/A Operating Total 480,057 545,712 508,766 562,434 662,784 505,154 524,771 ‐10.2% 3.9% CIP 10,842,887 3,671,000 17,634,056 5,635,000 22,217,179 6,554,775 9,922,237 16.3% 51.4% Total 11,322,944 4,216,712 18,142,822 6,197,434 22,879,963 7,059,929 10,447,008 13.9% 48.0% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration Division 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 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 2017/2018 Proposed Budget City of Renton, Washington 3 - 62 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.    2015/2016 Accomplishments   Completed construction of the downtown and Highlands libraries   Remodeled the third floor Computer Training Room to accommodate 32 students   Created three new management offices in the Human Resources Department   Reconfigured cubicles in the Finance Department for state auditors use   Remodeled the majority of the fifth floor of the 200 Mill Building to accommodate a new tenant   Replaced the City Hall lobby door assembly with fully insulated glass and weather‐stripping   Relocated Public Works Mylar record drawings to storage at their shops complex   Remodeled the third floor of the 200 Mill Building into classrooms for the tenant   Completed design for the remodel of the City Hall Permit Area; remodel to be completed fall 2016   Remodeled two rooms in the City Hall first floor police area   Remodeled the Renton History Museum lobby and office area   Permitted and started construction of a new bathroom and kitchen improvements in the Community Services  shops; to be completed fall 2016    2017/2018 Goals   Develop and implement a business plan with performance measures for Facilities that increases business  performance by improving customer‐focus, delivery of services, operations, and functionality (space)   Plan, develop and implement a customer engagement process and program to increase customer knowledge of  and satisfaction with Facilities services by 10%   Develop and implement Service Level Agreements (SLA) for all major buildings    Coordinate and prepare a condition assessment of all facilities managed by the division to determine life‐cycle  analyses to establish a component replace plan and schedule   Develop and implement a building component replacement plan that provides a plan, schedule and cost of  replacing all major building components over the next ten (10) years   Develop and implement an energy plan and programs that would reduce the City’s energy costs by 15% annually   Improve energy efficiency through hiring an Energy Services Company (ESCO) to provide an energy audit and  implement energy and water efficiency projects    Complete the design and construction of Fire Station 15 by December 31, 2017 and under budget by 2%   Develop and implement a staff position progression/succession plan    Plan, procure and implement a work order system that provides monthly and annual reports    Develop and implement a preventative maintenance plan and program for all major City buildings that includes  major building equipment and systems   Plan, develop and establish a 5/10 year Facilities Master Plan that provides a roadmap for capital and maintenance  projects   Develop and implement workplace guidelines and standards handbook that incorporates best practices, space  designs, technology solutions and process improvement   Develop and implement mobility and technology initiatives to increase operational efficiency by 10%, reduce travel  time by 15% and increase workforce capacity by 10%   Manage all Capital Improvement Projects to deliver projects on or before project completion date and at or under  the budget   Complete update and repair projects in the Senior Activity Center’s banquet room and kitchen on time and under  budget   Continue involvement in the City Emergency Management Program developmentEvaluate and review a suitable  replacement for the Infor EAM software system   Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 63 Expenditure  Budget by Category ‐ Facilities Division 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 1,534,269 1,699,611 1,642,055 1,767,268 1,830,350 1,773,326 1,830,931 0.3% 3.2% Part‐Time  Salaries 74,390 77,836 75,607 77,836 77,836 77,836 77,836 0.0% 0.0% Overtime 12,239 10,000 14,691 10,000 10,000 10,000 10,000 0.0% 0.0% Personnel  Benefits 737,844 846,774 770,608 926,355 927,336 865,296 915,074 ‐6.6% 5.8% Supplies 358,192 289,788 314,336 289,908 376,989 332,708 289,908 14.8%‐12.9% Other Services  and Charges 1,747,377 2,179,847 2,322,076 2,111,570 2,201,781 2,102,322 2,102,322 ‐0.4% 0.0% Intergovernmental S e r v i c e s 5 0 30 5 8 80000 N / A N / A Capital  Outlay 486,575 0 478,071 0 526,662 0 0 N/A N/A Debt Service 0 0 0 0 175,000 175,000 175,000 100.0% 0.0% Interfund Payments 83,953 72,548 72,930 72,988 72,988 79,703 80,559 9.2% 1.1% Total 5,035,343 5,176,404 5,690,960 5,255,925 6,198,942 5,416,191 5,481,630 3.0% 1.2% Staffing Levels  (Full‐Time Equivalent Employees ‐ FTE) ‐ Facilities 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Facilities 23.50 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 25.00 25.00 25.00 25.00 25.00 25.00 25.00 0.0% 0.0% Intermittent F T E 2 . 2 02 . 0 52 . 2 22 . 0 52 . 0 52 . 0 52 . 0 50 . 0 %0 . 0 % Temp/Intermit Pay & B en 91,404$      85,321$      92,521$      85,321$      85,321$      85,321$      85,321$      0.0% 0.0%  Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 64 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.    2015/2016 Accomplishments   Completed ‘element’ inventory of all Parks, to support Donation‐Memorial Policy   Reviewed the annual parking lot striping prioritization schedule   Completed new certifications revision to address Park staff efficiencies   Achieved an 80% good to excellent raging through Customer Satisfaction Surveys for cleanliness and appearance  in both developed Parks and Trails   Provided training for staff certification and licensing   Prioritized major field repairs to baseball outfields and soccer fields   Completed years two and three of Knotweed removal applications in partnership with King Conservation District   Provided interdepartmental support for ongoing activities and capital projects   Supported City‐wide events.   Partnered and assisted with the completion of the North Highlands Community Garden    2017/2018 Goals   Achieve an 80% good to excellent rating through Customer Satisfaction Surveys for cleanliness and appearance in  both developed Parks and Trails   Provide training and opportunities for staff certification and licensing   Prioritize and perform major field repairs to baseball outfields and soccer fields   Complete Knotweed removal applications in partnership with King Conservation District   Provide interdepartmental support for ongoing activities and capital projects such as the cleanup of homeless  encampments, irrigation maintenance at planting strips in the City, and stormwater maintenance at park facilities   Support City‐wide events such as Renton River Days, July 4 Celebration, and Arbor Day   Participate in the planning of landscaped areas in City development projects   Assume maintenance and operations responsibilities for the Cedar River Dog Park   Support the collaboration with King County and other city departments to incorporate the Black River Riparian  Forest Trail into the Lake to Sound Trail with King CountyExpand the Trail Ranger Program to include patrols at  Gene Coulon Memorial Beach Park   Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 65 Expenditure Budget by Category ‐ Park Maintenance 2014 2015 2015 2016 2016 2017 2018 Change Change Actual Orig  Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 1,419,482 1,616,815 1,517,540 1,688,353 1,740,170 1,724,876 1,787,915 2.2% 3.7% Part‐Time  Salaries 285,379 290,682 243,398 290,682 290,682 290,682 290,682 0.0% 0.0% Overtime 9,872 13,076 9,554 13,076 13,076 13,076 13,076 0.0% 0.0% Personnel Benefits 705,213 824,642 720,702 902,023 902,023 856,772 905,769 ‐5.0% 5.7% Supplies 178,915 314,839 164,702 314,839 354,839 245,839 245,839 ‐21.9% 0.0% Other Services  and Charges 534,147 604,997 591,547 608,189 643,189 768,439 712,189 26.3%‐7.3% Intergovernmental Se rvi ce s 7920 9770000 N/A N/A Capital  Outlay 26,241 0 12,989 0 0 0 0 N/A N/A Interfund Payments 910,139 1,109,703 1,129,974 1,173,448 1,173,448 1,191,574 1,101,253 1.5%‐7.6% Transfer Out 0 20,000 20,000 0 0 0 0 N/A N/A Total 4,070,181 4,794,754 4,411,383 4,990,610 5,117,427 5,091,258 5,056,723 2.0%‐0.7% Staffing Levels  (Full‐Time Equivalent Employees ‐ FTE) ‐ Park Maintenance 2014 2015 2015 2016 2016 2017 2018 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 23.50 23.50 23.50 23.50 23.50 24.50 24.50 4.3% 0.0% Intermittent FTE 8.44 8.12 7.24 8.12 8.12 8.12 8.12 0.0% 0.0% Temp/Intermit Pay & B en 351,108$    337,847$    301,328$    337,847$    337,847$    337,847$    337,847$    0.0% 0.0%   Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 66 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.    2015/2016 Accomplishments   Completed the Golf Course inter‐fund loan of $1,875,000 that helped fund facility improvements   Completed carpet replacement in restaurant and bar areas   Achieved recertification as an Audubon Cooperative Sanctuary   Followed Best Management Practices to maintain a quality golf course   Achieved a 85% good to excellent Customer Satisfaction Survey rating for golf course conditions, value of driving  range and level of service in the pro shop   Provided training for staff certification and licensing   Created timely updates to website and lobby signage to include activities, projects, events, and promotions   Continued cross marketing with Concessionaire   Provided  four Junior Golf camps each year   Completed major  maintenance  projects  to  provide  a  quality  facility:  replaced  club house door mechanisms,  purchased rough mower, upgraded range hood in kitchen, and re‐striped parking lot    2017/2018 Goals   Achieve a minimum 85% good to excellent rating for Golf Course conditions, value of Driving Range and level of  service in the Pro Shop   Follow Best Management Practices to maintain a high‐quality golf course   Reorganize kitchen and patio area in River Rock Grill to expand floor space   Refurbish Golf Course monument sign at park entrance   Provide training for staff certifications and licensing   Provide timely updates to website and lobby signage to include activities, projects, events and promotions   Cross‐market with Concessionaire   Provide multiple Junior Golf Camps throughout each year   Implement major maintenance projects to provide a quality facility:  update security camera system, repair and  replace worn netting panels, replace lamps in light stations and repair cart paths   Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 67 Expenditure  Budget by Category ‐ Golf Course 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 659,331 689,396 682,873 712,596 734,467 811,606 841,282 13.9% 3.7% Part‐Time  Salaries 256,286 294,941 249,068 294,941 294,941 294,941 294,941 0.0% 0.0% Overtime 13 1,020 1,092 1,020 1,020 1,020 1,020 0.0% 0.0% Personnel  Benefits 374,453 400,386 381,417 434,958 434,958 463,177 487,192 6.5% 5.2% Supplies 325,202 323,333 315,086 324,333 324,333 326,333 328,333 0.6% 0.6% Other Services  and Charges 136,888 150,870 137,780 152,069 152,069 153,319 153,319 0.8% 0.0% Intergovernmental Services 10,597 0 9,929 0 0 0 0 N/A N/A Capital  Outlay 0 75,000 0 75,000 75,000 75,000 75,000 0.0% 0.0% Debt Service 402,286 400,660 400,661 0 0 0 0 N/A N/A Interfund Payments 210,670 180,446 178,767 188,562 180,515 230,645 236,637 22.3% 2.6% Transfer Out 50,000 50,000 50,000 50,000 50,000 0 205,278 ‐100.0% 100.0% Operating Total 2,425,724 2,566,052 2,406,673 2,233,479 2,247,303 2,356,041 2,623,002 5.5% 11.3% CIP 117,384 50,000 22,525 70,000 70,000 183,000 250,000 161.4% 36.6% Total 2,543,108 2,616,052 2,429,199 2,303,479 2,317,303 2,539,041 2,873,002 10.2% 13.2% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Golf Course 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Administration 2.50 2.50 2.50 2.50 3.50 3.50 3.50 40.0% 0.0% M a i n t e n a n c e 4 . 0 04 . 0 04 . 0 04 . 0 04 . 0 04 . 0 04 . 0 00 . 0 %0 . 0 % Pro ‐Shop/Driving R a n g e 3 . 0 03 . 0 03 . 0 03 . 0 03 . 0 03 . 0 03 . 0 00 . 0 %0 . 0 % Total FTE 9.50 9.50 9.50 9.50 10.50 10.50 10.50 10.5% 0.0% Intermittent F T E 7 . 4 78 . 2 27 . 2 38 . 2 28 . 2 28 . 2 28 . 2 20 . 0 %0 . 0 % Temp/Intermit Pa y & B e n 310,554$    341,747$    300,879$    341,747$    341,747$    341,747$    341,747$    0.0% 0.0%  Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 68 Parks Planning and Natural Resources Division    Mission  Provide a comprehensive and interrelated system of parks, recreation, open spaces, and trails that respond 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.  2015/2016 Accomplishments   Installed new single span bridge, interpretive signage and habitat enhancement planting at Riverview Park.   Completed 90% design and construction documents for Phase I of the Sunset Neighborhood Park   Accepted the eighth Tree City USA certification and 6th year Growth Award   Initiated update to the Trails and Bicycle Master Plan with the Transportation Division   Completed Phase II development of the Meadow Crest Inclusive Playground   Administered parks major maintenance Capital Improvement Projects to maintain integrity of existing assets  including Coulon Park paver removal and replacement   Acquired two parcels and received one donated parcel along the May Creek Corridor, acquired the third and final  parcel for the future Sunset Neighborhood Park and acquired one parcel adjacent to Cascade Park as identified in  the adopted Parks, Recreation and Natural Areas Plan   Completed the 3‐year Inter‐local Agreement with the King Conservation District and 3‐year Partnership  Agreement with Forterra for knotweed control and habitat planting along the Cedar River   Finalized Inter‐local Agreement negotiations with King County for the Lake to Sound Trail   Maintained over 1,000 trees through contracted services and replaced 70 street trees to improve the urban  forest canopy   Successfully applied for $2.5 million in state and county grant funding to complete acquisition, planning and  development projects  2017/2018 Goals   Complete Phase I construction and Phase II design and construction for the Sunset Neighborhood Park   Complete Master Plan and design and construction documents to improve the Piazza Park   Complete master plan and construction documents, and install new playground/picnic area at Liberty Park for  with improved connections to the Downtown Library and the skate park   Complete Tree City USA recertification and Growth Award applications   Administer parks major maintenance Capital Improvement Projects to maintain integrity of existing assets  including replacing the pavers at Gene Coulon Memorial Beach Park   Leverage and maximize city funding with state and county grant funding   Complete update to the Trails and Bicycle Master Plan with the Transportation Division   Complete update to the Parks, Recreation and Natural Areas Master Plan  Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 69 Expenditure  Budget by Category ‐ Parks  Planning and Natural Resources 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 314,909 326,965 325,109 337,353 510,282 522,720 546,680 54.9% 4.6% Personnel  Benefits 108,508 119,073 112,815 131,734 225,165 197,023 211,765 49.6% 7.5% Supplies 1,828 6,800 1,980 6,800 6,800 5,600 5,600 ‐17.6% 0.0% Other Services  and Charges 214,555 269,248 292,439 294,871 486,971 368,648 367,398 25.0%‐0.3% Interfund Payments 82,462 76,215 76,215 78,520 78,520 83,492 83,023 6.3%‐0.6% Transfer O u t 4 7 8000000 N / A N / A Total 722,739 798,301 808,558 849,278 1,307,738 1,177,483 1,214,466 38.6% 3.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Parks Planning and Natural Resources 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total F T E 3 . 0 03 . 0 03 . 0 03 . 0 05 . 0 05 . 0 05 . 0 0 6 6 . 7 %0 . 0 % Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 70 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.    2015/2016 Accomplishments   Collaborated with Valley Medical Hospital on the “My Health Map” project as a portal for the “I CANN” program  that will promote healthy activities for Renton residents   Completed all preparation materials and meetings for Information Technology to put forth the Request For  Proposal for the replacement registration software of CLASS   Expanded hours of operation of the Senior Center on Wednesday nights to accommodate working seniors with  weekday evening programming as identified as a need in the Senior Business Plan   Offered the Senior Recreation Guide “Golden Opportunities” in digital format with hyperlinks for quick program  access and registration   Offered a new after‐school meal program at the Highlands Neighborhood Center during its student drop‐in  program, resulting in doubling amount of participation in the program, and offering nutritious food via a non‐profit  partnership   Responded to the Senior Business Plan – Strategy C “to increase awareness about current offerings and  opportunities” by organizing the first “50+ Senior Resource Expo” to promote and educate the public on current  services and programs available to seniors   Collaborated in the installation, opening, ribbon cutting, and assignment of use of the Community Garden funded  by the CVS Pharmacy grant    2017/2018 Goals   Review the success and suggested changes for the 50+ Senior Resource Expo event from surveys taken by  attendees, participating vendors and staff, and implement assessed changes at next annual expo   Collaborate on the development of a sponsorship and marketing plan for Community Services Department with  the Communications, Parks, and Neighborhood Resources and Special Events division   Re‐assess the City’s Cost‐Recovery Model to assure appropriate programming and population segments programs  are being correctly subsidized by the City   Review all programming through a market analysis model that will ensure programs being offered align with the  City’s mission, vision and goals along with awareness of our market position for each area of programming   Reassess the division’s skills and interest of its employees by offering cross‐training, new programming and  assignment opportunities, in order to encourage and insure new approaches and employee engagement remain  high and a priority       Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 71 Expenditure  Budget by Category ‐ Recreation Services 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 1,137,090 1,252,520 1,259,809 1,307,449 1,347,576 1,343,237 1,377,490 2.7% 2.6% Part‐Time  Salaries 899,263 1,011,285 945,553 1,011,285 1,001,285 1,001,285 1,001,285 ‐1.0% 0.0% Overtime 3,255 7,852 1,886 7,852 7,852 6,874 7,852 ‐12.5% 14.2% Personnel  Benefits 663,380 755,180 706,524 816,647 816,647 810,577 845,564 ‐0.7% 4.3% Supplies 200,040 251,496 251,597 251,496 243,035 231,696 231,696 ‐7.9% 0.0% Other Services  and Charges 517,586 225,665 217,580 225,665 255,465 255,465 255,465 13.2% 0.0% Intergovernmental Se rvi ce s 8,3070 8,6080000 N/A N/A Interfund Payments 1,394,943 1,696,925 1,696,925 1,718,555 1,718,555 2,025,321 1,904,896 17.9%‐5.9% Total 4,823,865 5,200,923 5,088,483 5,338,949 5,390,415 5,674,455 5,624,248 6.3%‐0.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Recreation Services 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Recreation Services 6.84 6.84 6.84 6.84 6.84 6.84 6.84 0.0% 0.0% Community Center 6.50 6.50 6.50 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 16.34 16.34 16.34 16.34 16.34 16.34 16.34 0.0% 0.0% Intermittent FTE 25.43 28.65 26.78 28.65 28.41 28.41 28.41 ‐0.8% 0.0% Temp/Intermit Salaries  and 1,057,973$ 1,191,833$ 1,114,158$ 1,191,833$ 1,181,833$ 1,181,833$ 1,181,833$ ‐0.8% 0.0%  Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 72 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.    2015/2016 Accomplishments   Completed the Human Services Strategic Plan, and the Funding Plan   Completed the housing and human services element of the comprehensive plan in collaboration with the  Community and Economic Development department   Continue to work with the Information Technology department on creating a new data‐base for the Housing  Repair Program, and on electronic signatures for contracts   Worked with the Community and Economic Development department to use Community Development Block  Grants to fund economic development projects. The first façade improvement loan was done   Updated the Renton Resource Guide    Completed the 2017/2018 contract funding application process, review, and recommendations for funds   Completed bi‐annual survey of contracted agencies for the regional funding application    Started a demonstration project with Habitat for Humanity and King County Housing Authority to rehabilitate the  siding on manufactured homes that are owned by low income older adults   Completed the Housing Repair client satisfaction survey     2017/2018 Goals   Continue to work with community organizations and others that serve the homeless on the One Night Count,  Coordinated Entry, Renton Ecumenical Association of Churches, and ARISE rotating shelter   Continue to implement the new Housing Repair Assistance Program client database software   Work with community partners, site and do a demonstration project for a Sobering Center either in Kent or Renton   Continue to work on the manufactured home siding replacement program with Habitat for Humanity   Continue to work with community partners, like Rotary and Club 21, on the repair or replacement of appliances for  low income residents   Continue the collaboration with other King County cities on aligning and improving common Human Services  processes and products (application forms, performance reports, contracts, and monitoring visits)    Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 73 Expenditure  Budget by Category ‐ Human Services/CDBG 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 328,377 349,113 350,400 364,016 388,642 374,387 385,391 2.8% 2.9% Personnel  Benefits 117,889 131,431 121,166 146,110 146,110 150,569 159,667 3.1% 6.0% Supplies 15,581 15,650 14,679 15,650 15,650 15,650 15,650 0.0% 0.0% Other Services  and Charges 606,511 621,943 657,749 613,155 622,943 645,943 645,943 5.3% 0.0% Capital  Outl a y 0000 23,00000 N/A N/A Interfund Payments 76,440 81,841 81,841 73,675 73,675 93,367 95,101 26.7% 1.9% Transfer Out 14,390000000 N/A N/A Total 1,159,189 1,199,977 1,225,835 1,212,606 1,270,020 1,279,916 1,301,753 5.6% 1.7% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Human Services/CDBG 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Human Services 2.59 3.83 3.83 3.83 3.83 3.83 3.83 0.0% 0.0% CDBG 1.74 0.50 0.50 0.50 0.50 0.50 0.50 0.0% 0.0% Total FTE 4.33 4.33 4.33 4.33 4.33 4.33 4.33 0.0% 0.0% Intermittent F T E 0 . 0 00 . 0 00 . 0 00 . 0 00 . 0 00 . 0 00 . 0 0N / AN / A Temp/Intermit Pay & Ben 14$             ‐$           ‐$           ‐$           ‐$           ‐$           ‐$           N/A N/A Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 74 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.    2015/2016 Accomplishments:   Provided oversight and facilitation as needed for Renton Sister Cities Association major activities: a delegation visit  from Cuautla, Mexico, in March 2016, and a week‐long delegation trip to Nishiwaki, Japan, in April 2016   Assisted with department‐related responsibilities to support the City’s Emergency Management Annual Work Plan  and helped organize the annual training for department staff at the Emergency Operations Center   Directed planning and logistics for the annual 4th of July, Clam Lights, and Renton River Days Community Festival  (30th anniversary festival in 2015); expanded partnerships, organized new activities, implemented cost‐savings  strategies, and increased social media engagement   Expanded access for fresh, local produce by creating and implementing EBT (Electronic Benefits Transfer) token  program allowing those on food assistance to utilize SNAP (Supplemental Nutrition Assistance Program) benefits  to shop at the Renton Farmers Market   Incentivized EBT token program by implementing Fresh Bucks at the Renton Farmers Market, matching SNAP  benefits dollar‐for‐dollar up to $10 each market day   Managed 6,494 volunteers, in 2015, who contributed 43,952 hours of service for the city.  The value of volunteer  service was $1,274,168.00   Obtained $22,215 in funds for the “Gift of Play” and provided 391 scholarships to families in need   Expanded the Neighborhood Grant program to include a Mini‐grant and Block Party grant categories   Held annual City Volunteer Appreciation Event with 300 volunteers in attendance   Partnered with King County Library System to sponsor 15 performances at our local parks   Acquired and started to implement a new database software to utilize and manage volunteers improving volunteer  use and efficiency    2017/2018 Goals:   Support the  Renton  Sister  Cities  Association  with  organizational  structure  and  programming  ideas  which  diversify activities, increase relevancy, and strengthen community engagement   Support City Emergency Management initiatives and 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   Strengthen the City of Renton‐Renton River Days partnership with a written agreement of understanding which  reflects the intent of the collaboration, commitment by each party, and general resources provided   Continue outreach and communication which encourages and invites the participation of diverse populations  into events and activities   Strengthen and streamline Farmers Market systems and documentation as well as volunteer and vendor  recruitment   Continue outreach and communication which encourages and invites the participation of diverse populations  into events and activities through Neighborhoods, City Events and Programs   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   Evaluate Special Event permitting process; enhance use of website, and internal/external communication    .  Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 75   Expenditure  Budget by Category ‐ Neighborhoods, Resources, and Events 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 406,051 467,792 450,576 491,637 506,725 481,297 500,326 ‐2.1% 4.0% Part‐Time  Salaries 18,601 20,206 26,663 20,206 34,646 20,206 20,206 0.0% 0.0% O v e r t i m e 4 2 60 4 4 70000 N / A N / A Personnel  Benefits 133,291 194,064 149,302 212,478 215,743 207,715 219,778 ‐2.2% 5.8% Supplies 28,778 46,387 40,915 46,337 60,437 40,777 40,777 ‐12.0% 0.0% Other Services  and Charges 176,985 155,034 169,849 154,634 168,991 160,644 160,644 3.9% 0.0% Intergovernmental Services 3 50 2 50 50 50 50 0.0% 0.0% Interfund Payments 96,581 120,870 120,870 124,529 124,529 130,719 133,453 5.0% 2.1% Transfer O u t 1 4 , 5 0 7000000 N / A N / A Total 875,223 1,004,403 958,624 1,049,871 1,111,121 1,041,408 1,075,235 ‐0.8% 3.2% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Neighborhoods, Resources, and Events 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 5.83 5.83 5.83 5.83 5.83 5.83 5.83 0.0% 0.0% Intermittent F T E 0 . 5 30 . 5 60 . 7 30 . 5 60 . 9 80 . 5 60 . 5 60 . 0 %0 . 0 % Te mp/Intermit Pay & Ben 21,928$      23,138$      30,223$      23,138$      40,843$      23,138$      23,138$      0.0% 0.0%  Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 76 Renton History Museum    Mission Statement  The Renton History Museum is the City’s only organization dedicated to the preservation, documentation, and education  about the City’s heritage in ways that are accessible to diverse people of all ages.  With the support of the Renton Historical  Society, the Museum cares for a collection of over 90,000 objects and over 16,000 historic photos.  The Museum also  provides changing and permanent exhibits, classroom curricula, programs, publications, and research assistance for those  interested in local history.    2015/2016 Accomplishments   Named “Best Nonprofit” in a 2016 Renton Reporter readers’ poll   Completed the renovation of the Museum lobby (and office area) to create a safer, more welcoming, and more  educational introduction to Renton’s heritage   Enhanced the Museum’s visibility by creating a new logo, brand, and identity consistent with the Museum Master  Plan   Researched, organized, and mounted five temporary exhibits on topics that included early medicine in Renton, the  history of pets in Renton, and a rare collection of photographs of Renton in 1909   Cooperated in several projects enhancing Downtown Renton, including: a storefront exhibit by our teen advisory  council, the RenTeens; a utility wrap using historic photos; and the successful listing of the Cortona Building on the  National Register of Historic Places   Completed projects in partnership with the Renton Municipal Arts Commission, Renton Technical College, and the  Department of Community and Economic Development   Conducted a membership drive to enhance support for the Museum   Wrote successful grant applications for $48,500    2017/2018 Goals   Revise the Renton Historical Society strategic plan, incorporating recommendations of a recent Community  Engagement Museum Assessment   Develop a values statement to guide the museum’s work with external partners   Revitalize the Museum’s volunteer program, including the RenTeens and Board of Trustees   Continue robust and engaging calendar of events associated with exhibits   Obtain complete new track lighting system for galleries     Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 77 Expenditure  Budget by Category ‐ Museum 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Actual Orig Bdgt Actual Orig Bdgt YE Estimate Proposed Proposed 2016‐2017 2017‐2018 Regular Salaries 81,290 84,970 85,002 88,050 90,752 89,550 91,733 1.7% 2.4% Part‐Time  Salaries 11,077 15,821 16,114 15,821 15,821 15,821 15,821 0.0% 0.0% Personnel  Benefits 24,108 27,277 26,284 30,193 30,193 29,014 30,656 ‐3.9% 5.7% Interfund Payments 97,816 99,693 99,693 101,217 101,217 101,890 103,340 0.7% 1.4% Total 214,291 227,761 227,094 235,281 237,983 236,275 241,550 0.4% 2.2% Staffing Levels  (Full‐Time Equivalent Employees ‐ FTE) ‐ Museum 2 0 1 42 0 1 52 0 1 52 0 1 62 0 1 62 0 1 72 0 1 8 C h a n g e C h a n g e Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed 2016‐2017 2017‐2018 Total FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Intermittent F T E 0 . 3 10 . 4 40 . 4 60 . 4 40 . 4 40 . 4 40 . 4 40 . 0 %0 . 0 % Temp/Intermit Pay & Ben 13,044$      18,496$      18,949$      18,496$      18,496$      18,496$      18,496$      0.0% 0.0%     Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 78 Community Services  Position Listing (1 of 3) 2014 2015 2015 2016 2016 2017 2018 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed Administration Division M49 Community Services  Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Administration Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Facilities Division     Facilities M38 Facilities Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M28 Facilities Manager 1.00 1.00 2.00 1.00 2.00 2.00 2.00 A25 Facilities Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Facilities Supervisor 1.00 1.00 0.00 1.00 0.00 0.00 0.00 A19 HVAC Systems  Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A19 Electrical  Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A17 Custodial  Services  Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A15 Facilities Technician  II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A13 Facilities Technician  I 1.50 1.50 1.50 1.50 1.50 1.50 1.50 A09 Administrative Secretary I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A07 Maintenance Custodian 5.00 5.00 5.00 5.00 5.00 5.00 5.00 A04 Lead  Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A01 Custodian 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Total Facilities Division 23.50 23.50 23.50 23.50 23.50 23.50 23.50     Leased City Properties A13 Facilities Technician  I 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A01 Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Leased City  Properties 1.50 1.50 1.50 1.50 1.50 1.50 1.50 Total Facilities Division 25.00 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Park  Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A16 Lead  Park  Maintenance Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A12 Park  Maintenance Worker III 16.00 16.00 16.00 16.00 14.00 14.00 14.00 A09 Administrative Secretary I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A08 Park  Maintenance Worker II 1.00 1.00 1.00 1.00 2.00 2.00 2.00 A04 Park Maintenance Worker I 0.00 0.00 0.00 0.00 1.00 2.00 2.00 Total Parks 23.50 23.50 23.50 23.50 23.50 24.50 24.50     Golf Course      Golf Course Administration M38 Parks  and Golf Course  Director 0.50 0.50 0.50 0.50 0.50 0.50 0.50 M28 Golf Co urse  Manager 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A09 Golf Course  Operations  Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A07 Maintenance Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Golf Administration 2.50 2.50 2.50 2.50 3.50 3.50 3.50     Golf Course  Maintenance M22 Golf  Course  Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A16 Lead  Golf Course  Maintenance  Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A15 Grounds  Equipment Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A12 Golf Course  Maintenance  Worker III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Golf Maintenance 4.00 4.00 4.00 4.00 4.00 4.00 4.00      Budget by Department - Community Services 2017/2018 Proposed Budget City of Renton, Washington 3 - 79 Community Services  Position Listing (2 of 3) 2014 2015 2015 2016 2016 2017 2018 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Proposed Proposed     Pro‐Shop/Driving Range M22 Golf  Professional 1.00 1.00 1.00 1.00 1.00 1.00 1.00 N11 Assistant Golf Professional 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A04 Pro  Shop Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Pro‐Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total