HomeMy WebLinkAbout10/09/2012 - Minutes . �
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City of Renton
Board of Park Commissioners
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Meeting Minutes �,
October 9, 2012 �
4:30 p.m. — City Hall — 7t" Floor Conferencing Center
I. CALL TO ORDER
In Attendance
The following members were present: AI Dieckman, Mike 0'Donin, Marlene
Winter, Troy Wigestrand, Cynthia Burns, Larry Reymann
Absent: Tim Searing !
Staff: Terry Higashiyama, Sandy Pilat, Leslie Betlach, Kelly Beymer, Tim Williams,
Terry Flatley, Peter Renner, Bonnie Rerecich
Guests: Pete Maas, Roger McClung
Chair, Larry Reymann, called the October 9, 2012, meeting to order at 4:30 p.m. Roll
call was taken;Tim Searing was absent and excused.
II. APPROVAL OF AGENDA
Terry Higashiyama requested a change in the agenda,to move item #9 to#4. Cynthia
Burns made a motion to approve the agenda with the requested modification, Mike
O'Donin seconded the motion. All were in favor, motion carried,the October 9, 2012,
agenda was approved.
III. APPROVAL OF MINUTES
A motion was made by Mike O'Donin and seconded by Marlene Winter to approve the
September 11, 2012, minutes as written. All were in favor, motion carried. The
minutes were approved as submitted.
' City of Renton • • I'
Park Board Minutes
October 9,2012
Page 2 of 4
IV. BOARD COMMUNICATION
Budget Advisory Group Report—Troy Wigestrand
Troy Wigestrand, Board Member, served on the Mayor's Citizen Advisory Committee.
The Committee met during July and August, with approximately 16 people in the
group, in addition to City staff. They reviewed the budget and offered advice and
recommendations based on their perspectives. The recommendations included
attracting new business, generating new revenue and increasing advertising. Cost
• cutting measures were recommended on employee medical costs.
Terry Higashiyama felt the group was a good cross section of citizens representing the
community. Recommendations included generating revenue by renting out vacant
facilities, increasing fines, generating advertising revenue, donation solicitation, and
creating a metropolitan park district to levy taxes in support of our parks operation.
The Mayor will roll out the budget package on Monday, October 15th. Terry thanked
Troy for his participation.
City Center P/an—Mike O'Donin
Mike 0'Donin reported there had been no additional meeting for this group since his
last report. The group is reviewing how to bring more business into downtown. Mike
also noted he submitted a letter to the editor of the Renton Reporter commenting on
all the trash being left by patrons at Liberty Park, specifically the Skate Park area. He is
dismayed by patron's inability to throw their trash away and expecting others to clean
up after them.
V. DISCUSSION/ACTION ITEMS
Bonnie Rerecich—Day of Service 2012
Bonnie outlined the events of Saturday, September 8, 2012, a day we remembered
the events of September 11 through Volunteer Service. Eleven local service providers
developed community volunteer opportunities. Thirty-six projects were completed.
The Church ofJesus Christ of Latter Day Saints Renton Stake adopted 34 projects.
Renton Bible Church members volunteered and adopted a project of their own.
Members of the community, City employees, Renton Rotary and Kiwanis Club
members joined the volunteers. In just one day 779 volunteers contributed 3, 269
hours of service. Next year's Day of Service is planned for September 14, 2013.
Bonnie presented a plaque to Roger McClung to acknowledge and thank him for his
participation.
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. i City of Renton . •
Park Board Minutes
October 9,2012
Page 3 of 4
Facilities CIP/General Fund—Peter Renner
Peter Renner, Facilities Director, reviewed the budget for Facilities CIP and the general
fund. He defined the levels of the permitting process for the library. He discussed
Carco Theatre and the possibility of leasing the building to Puget Sound Access. Puget
Sound Access provides channel 21 broadcast service for six South King County cities,
including Renton. Additionally they provide video recording services to other clients.
They have agreed they will accommodate existing city-related events and upgrade the
equipment. They possibly will host corporate events that would provide meals and ,
additional revenue by utilizing the community center or the Pavilion caterer. The '
lease negotiation involves fixed monthly rent and a percentage of gross revenue.
The Senior Activity Center just had its annual closure. The banquet room floor was
refinished,tapestries cleaned and framed and reinstalled in the banquet room, eight
thermopanes were replaced, 34 new acoustical panels in the billiard room were
installed. Repairs were also finished in the kitchen and leaking skylights and siding
repaired.
The Aquatic Center repairs to masonry cracks and renovation and recoating of the
slides will take place soon. Ventilation in shower rooms was improved and exterior
elements were repainted. The yearly maintenance at the community center included
refinishing the gym floors, banquet room and racquetball court floors, as well as
re lacin counters and sinks in restrooms and servicin the mechanical e ui ment.
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The revenue for CIP comes from real estate, transactions are now at a very low level.
We will incorporate security cameras into everything we do in the future. Peter
answered questions regarding the current 24% level of vacancy at 200 Mill Avenue
South.
VI. ADMINISTRATOR'S REPORT
Terry reported that $2,295 had been donated to Youth Sports Scholarships in memory
of Ron Regis. She also reviewed the proposed budget submitted to the Mayor and
Council for Community Services. She explained we were not filling vacant positions
including secretarial, custodial and Home Repair Technician. The Mayor will make a
presentation Monday evening to Council for their review. The City has a total of 22
vacancies, including retirees, that they are not filling. In addition to those positions
Community Services will cut a Recreation Coordinator position. We are in the process
of negotiating a lease agreement with Puget Sound Public Access. They will continue
to support our teen musical and city events. Any additional budget cuts will hinge on
results of the union negotiations. Concerns were relayed about a declining level of
service and safety issues. Terry noted we are making efforts to apply for grants to
solicit funds also.
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City of Renton � •
Park Board Minutes
October 9, 2012
Page 4 of 4
VII. INFORMATION
Terry reminded everyone our December meeting will be the first Tuesday of the
month at the Museum and will be an abbreviated meeting combined with a Holiday
Social. Spouses are welcomed to attend.
Leslie thanked the Board members who attended the Open House for the assessible
playground. Bonnie announced the upcoming Green and Clean event and the Shred-
A-thon. Tim noted the Boo Carnival will be held on the 27tn
VII1. ADJOURNMENT
A motion was made by Cynthia Burns and seconded by Troy Wigestrand to adjourn
the October meeting at 6:30 p.m. All were in favor, motion carried, meeting
adjourned.
Signat re
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CITY �F RENT'��I ,
PRELI�lIINARY ��
20�3i2Q14 �IJD�ET MEETIlUt� CALEN�AR
Unless otherwise specified,ail meetings will be held at City Hail,
1055 5.Grady Way, Renton,Washington 98057.
` aCTOBER 35.2012—Re�uiar Cauncil Meetin�—7:00 p.m. �
■ Mayor De)ivers Budget Message and transmits Proposed 2013f 2014 Budget to Council
II ■ 2013J2024 8udget Public Hearing Dates Set far 11f 19&11f26; Budget Referred ta Cammittee of the
Wha(e
OCTOBER 22 2012--Commit#ee of the Whole—5:00 p.m.
� ■ Budget Overview
� ■ City Services and Department Presentations
OCTOBER 22 2012—Re�ular Caunci) Meetin�—7:00 q.m.
= First reading 2013J2014 UtiEity Rates Ordinance {tentative)
NOVEMBER 5,2012—Cammittee of the Whole—5:00 a.m, �
■ City 5ervices and pepartment Presentations
■ Failow up to Council Questions
, N�VEMBER 5,2E112—Re�ular Council Meetin�—7:Od q.m.
; ■ PUBl.tC HEARING—2013f 2d14 Proposed Budget(required by RCW 35A34).
, = Enactment 2023/2024 Utility Ra#es Ordinance-2nd reading and adoption{tentative}
NOVEMBER. 19 2012—Re�ular Council Meefin�—7:00 p.m.
■ COW Committee report and '
0 1st reading of 2013/2014 budget ordinance
0 1st reading of 2013 property tax levy ordinance
0 2013 fee schedule resolution
N�VEMBER 26, 2012—Re�ular Counci!Meetin�2—7:00 p.m.
■ Enactment ardinance 2013f2014 budget-2nd reading and adopfiian
■ Enactment ordinance 2013 propert}r tax Levy—2rtd reading and adoption
H:\Finance\Council\2012\2013-2014 Budget Meeting Calendar.docx
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2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 1 of 13
Introduction
Renton is one of the fastest growing cities in our region known for strong business growth,a vibrant and
livable community, and high quality programs and services for our residents and businesses. However,
despite our careful planning and disciplined spending, we continue to face budget challenges due to the
slow rate of economic recovery. We need to continue to refocus government on the results that matter
to citizens, prioritize and improve levels of service, and find cost effective and innovative options for
service delivery.
Given this important goal and the City's commitment to garner public confidence and trust in
government, Mayor Denis Law reconvened the Budget Advisory Committee. The Committee consists of
a broad spectrum of community leaders giving their time to help shape the City's service priorities and
budget decisions that will build a sustainable operation beyond the current biennium.
Purpose
Understand City services and provide advice/input for a sustainable city government operation.
Members
Ray Barilleaux, Firemen's Pension Board
Lisa Berreth, Neighborhood/Renton Hill
Glenn Garrett, Library Steering Committee
Peter Hartley,Arts Commission
Don Jacobson, VMC Governance Board
David Kroeger, Local business �
Joann Lee, Local business
Howard McComber, Community Representative
Catherine Ploue-Smith, Library Advisory Board
Jim Poff, Renton Foundation Board
Tom Rowley, Liberty Ridge neighborhood
Kimberly Searing, Community Representative
Linda Smith, Human Service Committee
Jim Sullivan, Local business
Colin Walker, Community Representative
Troy Wigestrand, Parks Commission
The Budget Advisory Committee (BAC) met throughout the months of luly and August and has
compiled the following findings and recommendations.
Renton is the center of apportunity in the Puget Sound Region where famities and businesses thrive.
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2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 2 of 13
Our goals for this process have been to:
1) Build an understanding of the City's purpose and future, the City's demographics and trends as
related to various planning efforts and service demands, Community survey feedback,the City's
revenue sources and limitations as well as the City's services and associated costs.
2) Provide insight and recommendations on City Service priorities and how effectiveness is
measured; revenue and cost control strategies to balance the 2013-14 budget gap as well as
long term solutions to create a financial structure that is sustainable.
We learned about the City's purpose and future.
City staff provided an overview of the City's Comprehensive Plan, which is the established long term
vision for the community. It shows how the City addresses the growth impacts to housing, capital
facilities, utilities,transportation, and land use over a twenty year period.
The current Plan assumes 14,835 new households and 28,700 new jobs over the twenty year time frame
based on statewide and Puget Sound area projections. The Plan is required to be updated every eight
years to align actual data with the projections. We commented that 14,538 households equates to
fifteen more developments of the size of the Landing and asked for information about how Renton has
measured up in comparison to prior year forecasts.
The planned growth targets for 2007-2011 were 1,930 housing units or 4,440 in population; the actual
population growth (excluding annexations)totaled 10,409 (including annexations, population increased
by 32,300). The number ofjobs in Renton grew by 2,108 during the same period. There are 932 housing
units and approximately 600 full time equivalent jobs added at the Landing development project.
City staff also presented the Council's Business Plan, which encompasses the City's mission, vision and
goals/priorities for the city over the next six years (2013-2018). In order to meet these goals, the city
administration is developing Business Plan Action Items which will steer the City toward achieving its
goals.
We asked whether the City reviews the Business Plan Action items and identifies items that were
achieved or not achieved. City staff provided a list that shows items completed from the 2011-2016
plan. �
We learned about the City's Demographic trends and Survey Results. �
City staff presented the results of the 2011 Community Survey—a random, statistically validated survey
(within a 4%variance) of 379 residents and 100 businesses. The survey was conducted to measure the
satisfaction with living and/or working in the City, the direction the City is headed and the level and
value of services provided by the City.
Overall, the respondents were "mostly satisfied"with the areas measured. The survey also highlighted
services with a gap between the relative importance and quality of the service. The largest gaps were in
the areas of recruiting/retaining businesses and in the ease of traveling in and through the City.
We challenped some of the survey questions as the results may not provide actionable information for
the City. For example, survey respondents were asked to rate the City's appeal for raising families. In
this case, we suspect the answers may be skewed if respondents are also taking into consideration their
satisfaction with the school district. Similarly, answers may be skewed if respondents were taking into
Renton is the center of opportunity in the Puget Sound Regron where fnmrlies and businesses thrive.
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2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 3 of 13
consideration their satisfaction with their employer versus the employment climate of the City, in
general. We also suspect that there may be other over-arching influences, outside of the City's control,
that effect an individual's response.
City staff also shared the results of the 2011 employee survey. We learned that employees are
generally satisfied with working for the City. The lowest satisfaction ratings were in the areas of cross-
, departmental communication, feeling like their ideas are heard and considered, as well as
understanding senior leadership's vision for the City.
We observed that despite a 15% reduction in FTE positions since 2009, 75% of employees "strongly
agreed"or"mostly agreed"that their workload was appropriate.
We asked to see the City's turnover rate and a comparison of City salaries to private industry salaries.
Staff reported that the City's turnover rate is 5.36% (2011) which is comparable with surrounding
jurisdictions (Redmond: 5.8%, Bellevue: 53%, Kent: 6.6%). Staff provided a comparison of eight
positions identified as having similarities with positions in the private sector. This comparison indicated ,
that while the City offers a higher salary(ranging from 3%to 39% higher) at the bottom of a pay range,
the City's salaries are beneath the private sector at the top end of the salary range (from 1% to 23% I
below)with the exceptions of Information Technology Help Desk Support and Secretarial staff which are ,
higher at both ends.
We learned what the City has done with 2010 Committee Recommendations
Citv staff provided a complete listing of recommendations from the 2010 Budget Advisory Committee
with progress or status noted for each. Several items were highlighted in our discussion. For example:
• Identify and prioritize legal, regulatory, or contractual requirements. In response to the
recommendation programs with legal or contractual requirements were identified in the
program summaries.
• Communicate in clear and transparent ways the services that the City provides and their
relative value to the community. In response to the recommendation,the City created a
Budget in Brief document for the 2011/2012 budget based on this recommendation.
We were asked to provide feedback on this document in order to make improvements
for the 2013/2014 Budget in Brief.
• Collect comparative information from other cities' programs and compare Renton to
those results. As a result of this recommendation, the Renton Results program was
refined and the City has begun collecting the data that will better indicate the programs'
effectiveness. There are some challenges here as every city is different and identifying
comparative information will be difficult.
• Focus on reductions in administrative functions first. It is unclear how much of the total
budget is internal support. Keep overhead costs as low as possible in all service areas.
As a result of this recommendation, the City reduced a number of support positions in
the 2010 and 2011/2012 budgets and continues to scrutinize all administrative positions
as they become vacant.
Renton is the center of opportunity in the Puger Sound Region where families and businesses thrive.
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2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 4 of 13
We asked if FTE's can easily be scaled back(and or increased) based on the fluctuations of the workload.
The City is attempting to be flexible by using limited term positions. For example, Development Services
has hired several limited term Construction Inspectors,to work specifically on the Rainier Ave project.
We asked if the City is able to attract quality applicants for limited term positions. Due to the current
economy, especially in the construction sector, the City is able to easily find quality applicants. This is
likely to change as the economy improves.
We asked about the cost of value-engineering, who pays for decorative features on major projects and
whether reduction of those would be a cost saving area for the City when capital resources are limited.
For example, the Rainer Avenue South project contains substantial "decorative" features. City staff
provided information indicating that the cost of these features represents about 2.5% of the Rainier
project construction cost nearly all of which is paid for by grants. In addition, such features are part of
the City's overall goal to improve the aesthetics of major arterials and gateway points in the City. This is
also consistent with the City's Urban Center Design Standards for private developments.
We learned about the City'S program and ser�ices.
We were given a matrix of City Programs reflecting current service levels by Service Area and
Department. The FTE count and budget as well as the mandatory or discretionary status of each
program were also provided. We were asked to review this matrix in order to support our prioritization
and to facilitate the discussion of performance indicators.
The Matrix indicates the total service costs of$157 million allocated as follows:
(a) Safety and Health with 342.5 FTE's and 38%of budget
(b) Utilities and Environment with 99.8 FTE's and 34%of budget
(c) Livable Community with 64.9 FTE's and 9%of budget
(d) Mobility with 58.7 FTE's and 7%of budget
(e) Representative Government with 38.7 FTE's and 4%of budget
(f) Internal Support with 85.7 FTE's and 8%of budget
It was noted that the 8% for internal support is exclusive of centrally provided services whose
costs are considered an integral part of-and are already included in -department and program
budgets.
This is different from how we were presented the information durina the last budqet cvcle. In 2010, the
Internal Support costs were shown as 26%of the budget, consisting of:
(a) 19% for centrally provided services (employee benefits, operating and maintenance of
equipment, maintenance of public and operational facilities)
(b) 4%for debt service and LEOFFI retiree benefit costs
(c) 3%fortraditional overhead expenses (legal, accounting, human resources,etc.)
Therefore, the 8% in the 2013/2014 budget is comparable to 7% in the 2010/2011 budget. The
change is due to an increase in debt service.
Renton is the center r�f opportunity in the Puget Sound Region where families and businesses thrrve,
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2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 5 of 13
City staff presented an overview of the Renton Results performance improvement effort and how it has
evolved since 2007. In 2010, Programs were established to work towards the identified strategies for
each Service Area. In 2011, staff worked to refine how efforts are measured. This served to connect
staff to their programs'outcome and their impact to the community.
In 2012, the City is centralizing data collection and measuring results against the targets set by the
individual programs with a goal of assessing effectiveness and comparing results with other entities,
where appropriate.
We asked how employees responded to the process and whether it is understood that the idea behind
the Renton Results program is to improve the City's level of effectiveness in delivering services to
citizens. City staff reported that the performance matrix refinement project engaged all levels of the
organization and there were concerns about jobs and diminishing resources. It was noted, however,that
until data is collected and results are reported internally and externally and the results are used to
manage performance, the full benefit of the process will not be achieved. The City regards this as a
long-term process improvement project.
We asked if analysis had been done to measure how incremental changes in resources effect service
delivery(e.g.,three minute versus five minute response time to a 911 call). This analysis is not possible
at this time with available data; however, it is expected that when multiple years of data is gathered,
trends will become evident and impacts of both internal and external forces will be identifiable.
We learned about the City's Revenue Sources and limitations.
Of the $157 million total operating budget, about $104 million is for General Governmental Services.
General Governmeni Services or Funds (where the bulk of the budget gap resides) receives its revenue
' primarily from taxes: Property Taxes (33%), Utility Taxes (17%), Sales Taxes (18%), with the remaining
32% coming from licenses fees, intergovernmental revenues, and only a small portion from user fees.
These revenues are used to support basic city services such as police,fire, roads, parks,etc services.
The remaining $53 million is primarily in Enierprise Funds, which are those business units that receive
revenue primarily from user fees associated with their specific business activities such as the Airport,
Golf Course and Utilities. General Fund operations can receive reimbursement for overhead and can
, have arms-length (mutually beneficial transactions at a fair market value) transactions with, but cannot
be subsidized by Enterprise Funds.
Our past budget gaps and persistent future challenges are with the tax funded General Governmental
Funds. Part of the reason for the budget gap in the General Fund is due to the expected decline in
property tax which is reflected in the 2013-14 budget.
Property Taxes (again, 33% of the General Fund Budget) are expected to decline at a rate of 4.5% in
2013. This is because Renton's tax rate is currently at the maximum of$3.10 per$1,000 assessed value
' while property tax valuations are declining.
That"cap"combined with the decline of 2011 housing value in King County(the basis for assessed value
in 2012 and property taxes in 2013)translates into lower tax revenue available in 2013.
The 2013-14 budget assumes a 4.5% decline in 2013 (versus the 7.5% decline in residential value in
south King County) because commercial properties are holding their valuations better than residential
properties. A 3.5% increase is expected in 2014. The partial recovery in 2014 is based on the improved
real estate market and permitting activity within the City this year.
Renton is the center of opportunity in the Puget Sound Region where families and businesses thrive.
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2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 6 of 13
Due to this decline in property tax and the expiration of grant revenues we are expecting a 2.2%
decline in 2013 revenue.
We learned about the City's costs and obligations.
In addition to anticipated revenue decline, the projected General Fund operating costs will continue to
grow even with no general wage increase assumed in the biennium. As mentioned above, the $104
million General Fund pays for most basic city services.
The breakdown of General Fund costs by Service Area is as follows:
$60 million (58%)for Safety& Health services;
$14 million (13%)for Livable Community services;
$13 million (13%) in Internal Support services(incl.debt service and LEOFF 1 benefit);
$9 million (9%)for Mobility Services;
$6 million (6%)in Representative Government Services; and
$2 million (2%)in Utilities and Environment Services.
These services are primarily delivered by city staff, therefore salaries and benefits are the largest share
of the General Fund operating cost. Combined they represent $68 million or 66% of the City's General
Fund budget. In addition, about 50%of the centralized services cost is also pay and benefits;therefore,
nearly 72%of the General Fund costs are attributable to personnel.
We asked if this includes compensated absence liability and learned that it does not; this figure only
includes money paid to or on behalf of employees.
We asked about Employee Benefits ($19.5 million) as they are 19% of the General Fund budget and
nearly 40%of wages which seems high compared to the private sector.
We learned that a portion of the benefits are required by law or are otherwise not determined locally
and are not negotiable (State pension fund contributions [PERS and LEOFF for current and past
employees); FICA and Medicare; Worker's Compensation; Unemployment, etc.). The negotiable
benefits (such as Longevity pay, Deferred Compensation, Medical, Dental, Life and Long Term Death
Insurance premiums) are negotiated,some many decades ago,with the City's Unions.
We also learned that the City is self—insured for a number of the benefits. For example,for medical and
dental care the City and employee both contribute a premium into the Employee Healthcare Fund to
pay the actual health costs incurred by covered employees. Over the past few years, the premiums
collected have exceeded the costs incurred by employees creating a large balance in the City's insurance
fund. The city has negotiated with the unions to reset the premium calculation method (including
employee-contribution) and to take back some of the excess contributions as part of the 2013-14
budget balancing strategies.
Operating Supplies and Equipment are $1.9 million or 2% of the City's General Fund Budget. This
includes equipment purchases for police and fire. For example, the fire department just replaced all of
their SCBA(self-contained breathing apparatus) in 2012 costing over$400k.
Utilities and Other Services are $6.3 million or 6% of the City's General Fund Budget. Of this,
approximately$1 million is electricity costs for the 4,000 plus streetlights and traffic signals in the City.
We asked whether the City has considered any conservation programs to help realize savings. City staff
reported that the City is moving forward in replacing streetlights with LED lights with new and
Renton is the center of opportunity in the Puget Sound Region where famil;es and businesses thrive.
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2013-14 Budget Adv.isory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 7 of 13
reconstruction projects which will save energy costs. In addition,the City Council has approved an inter-
local agreement with the State Department of Enterprise Services for a study of converting existing
lights to LED. Participating in this study will allow the City to be eligible for energy conservation grant
funding available in December 2012. It was noted that replacing existing streetlights to LED lights is
expensive (a five to seven year pay-back period) but with potential State and PSE grants the payback
period can be as short as three years.
We asked if the utility costs include payments to the City's Utility Funds for the water/sewer/storm
related costs. In other words, can the General Fund save money by not paying the Utility Funds for
those services? We learned that there have been a number of court cases that have established that a
city's General Fund should bear the burden of providing general governmental services such as
streetlights and fire hydrants. If the Utility Fund no longer receives service revenue from the General
Fund,the utility fund would have to increase rates to cover those costs and the burden is then shifted to
the City's other utility customers who may not be the City's tax payers. It was also noted that while the
General Fund is paying for utility services, the Utility Funds are reimbursing the General Fund for the
services that the General Fund provides (i.e. internal support, staffing, etc) and must pay taxes like non-
city utility companies would.
Inter-government costs are $7.6 million or 7% of the General Fund's operating budget. These costs
include contracted payments to inter-local agencies such as the Valley Communications Center and
' SCORE jail costs.
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Debt Service is 6.5 million or 6/of the General Fund s o eratin bud et.
$ P g g
, Centralized Services (Communications, Fleet, Facilities, and IT Internal Service Fund) is $13.1 million or
13%ofthe General Fund's budget.
Key expenditure drivers are pay and benefits (66%of the General Fund budget); however, even without
wage increases, costs are expected to grow by 2.4% per year during the 2013-14 biennium. This,when
combined with decline in General Fund revenue, is the reason for the $5 million operating gap in
� General Fund each year.
We also learned how the recession has impacted the City's general government Capital budget.
Revenue for capital projects has decreased by nearly 15%to $16.5 million from the 1994-2008 average
of$19.4 million.
Sources for the capital budget are the General Fund (to support debt payments) as well as sources
restricted for capital use such as real estate excise tax, business license revenue, grant funding, and
mitigation fees. To a large degree, transportation projects have been able to continue with grant
' fundin while other eneral overnment fundin became increasin I limited and almost entirel
g B g g gY Y
consumed by debt service for prior projects.
Due to resource limitations, the City has deferred normal preservation and maintenance work on
existing properties and facilities where possible and has not had means of adding capacity to
accommodate growth which is required by the State's Growth Management Act. The City is not
currently meeting this requirement.
To preserve and maintain existing properties and facilities we estimate an additional$500k to$1 million
per year of capital funding will be needed. This adds to the $5 million projected operating deficit for a
$5.6 million funding gap for General Governmental services.
Renton is rhe center of opportunity in the Puget Sound Region where fami(ies and 6usinesses thrive.
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2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 8 of 13
We learned about the City financial capacity's "neuv normal".
We learned that while revenue is projected to resume growth after 2013,the rate of growth is expected
to be around 2.5% per year, well below past recovery periods. Some of these revenue sources are not
expected to fully recover until 2017 or beyond. The City's costs, until systemic corrections can be made,
are expected to grow by 3%to 5%when some wage adjustment is considered.
We also learned that the cost per capita for the City's General Fund services has actually decreased
since 2007 both in current dollars (without adjusting for inflation) from $1,300 per capita to about
$1,000 per capita in 2012 and in constant dollars (adjusted for inflation, 1994 =100) from about $900
per resident per year to a little over $600 per resident. This decrease is due to a combination of the
population increase from the Benson Hill annexation and the significant budget cuts made since mid-
2008. These budget cuts generated savings of $23 million through a reduction/freeze of 113 FTE
positions,furloughs,and temporary pay/benefit reductions.
Despite these cuts, with flat future revenue growth and continued cost increase pressure, a
long-term sustainable budget solution is needed.
We learned about sorne revenue options available to Washington cities.
City staff presented the options below while emphasizing that the City is striving to raise revenue that is
predictable,sustainable, and not complex to administer while being mindful of how the tax burden may
be shifted.
For example, as residential property values decline and commercial property values remains
steady, a larger relative portion of the property tax burden is shifted to commercial property
owners. Likewise, increasing other taxes and fees that impact business (permitting, business
license fees) could stifle Renton's competitiveness for attracting business if too much of the
tax/fee burden is shifted towards business.
Another example, the utility tax requires the City to assess the fairness of imposed taxes. A
utility tax is typically considered a regressive tax because it is applied to utilities that people at
all income levels rely on;therefore, low income users to high income users carry a similar utility
tax burden .
That said,the revenue options below are allowed by the State for municipalities to increase revenue:
1) Increasing utility taxes by 1%across the board (electric, gas, phone, cell, cable and City utilities)
would generate approximately$2.4 million;$600k of this would be generated from City utilities.
Currently, all utility tax rates in the City are at 6%. This is the rate authorized by the State for
natural gas, electricity, and telephone without voter approval. Utility taxes on water, sewer,
storm, and garbage are not restricted and the City's rates are currently lower than the State
average. The City could adjust them by council action.
We commented that because of its regressive nature, the detriments caused by imposing an
increase in utility tax would outweigh any revenue generation benefit. Staff provided
information on the City's utility tax rebate program which is currently used to mitigate the
impact on low-income seniors.
Renton is the cenTer of apportunity in the Puget Sound Region where families and businesses thrive.
.
• •
2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 9 of 13
2) Creating a Transportation Benefit District (TBD) could raise up to $1 million per year with
Council approval to impose a $20 per vehicle/year fee (or impose a TBD sales tax); voters can
raise this higher.
3) Establish special taxing districts such as Fire Authority/District or a Parks District by voter
approval. This will allow the City to access additional tax capacity beyond the$3.10 cap.
4) Increasing and changing Impact Fees to be more predictable for development, putting burden
of impact of growth on development; however,this is dependent on development activity.
5) Imposing a Business and Occupation Tax (B&O) of up to 0.2% of gross receipts could generate
up to $4.8 million; however, this is counter to our business-friendly approach to economic
development. (Few jurisdictions utilize this tax.)
We considered the City's 2013-14 budget balancing ideas.
City staff presented a three-pronged approach to bridging the 2013-14 budget gap which attempts to
minimize impact to service delivery. The City is considering:
1) The reduction of about 20 positions through attrition with minimal layoffs.(estimated savings:
$2.6 million/year)
We asked if the proposal for position reduction will involve holding positions vacant(temporary
savings) or eliminating the positions permanently(long-term cost saving). The City's intent is to
eliminate these positions in time; Council approval is required to restore the funding and/or
positions so the effect is the same.
We also asked if the "right" positions are being eliminated.
2) Negotiating with unions for a reduction in medical premium contributions. (estimated savings:
$1.3 million/one-time;$1 million/year)
3) Increasing revenue through new or increased fees and taxes within three revenue sources.
(estimated increase in revenue: $1.3 million/year):
a) A Basic Life Support (BLS) transport fee charged to patients transported by Renton Fire and
Emergency Services. Currently, one third of all BLS transports are done by the City. The
other two thirds of patients are transported by private ambulance service companies and
are charged a fee.
City staff shared with the committee some concerns raised by various sources and
sought specific recommendation from the Committee. We discussed such things as:
Will the charge inhibit people to call 911 when needed? What would happen when
patients cannot afford to pay for the service?What hospitals are patients transported to
currently? How does transport affect response time? How many transports has the City
performed this year? How much revenue might be raised?
Staff reported that Fire and Emergency Services always responds to the scene regardless
of who may ultimately perform the transport. The transport decision is determined at
the scene by the Fire Department based on a number of factors, with the fundamental
goal that the decision will not compromise the patient's well being (for example, the
speed of transport and the continuity of care from incident to emergency room). Staff
Renton is the center of opportunity in the Puget Sound Region where families ond businesses thrrve.
�
� •
�
2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 10 of 13
also noted that, in practice,this fee is typically covered by insurance and cities that have
implemented the fee typically have a soft-touch collection policy for patients who are
not covered by insurance and waive fees for low income patients who cannot afford to
pay.
Based on the discussion and information received, the Committee agreed unanimously .
in support of this revenue option.
b) An increase in business licensing fees to include a minimum fee of$110 (from $55) and an
additional increase per FTE of $10 would generate approximately $500k per year. The
current fee has not been revised since the initial establishment of business license fees in
1988. This fee was initially implemented for transportation improvements; the additional
business license revenue would be used to support the City's general government capital
needs.
The committee commented that while the dollar amount for small businesses will be
manageable (e.g., a $95 increase for a business with 5 FTE's), the cost to larger employers
could be substantial.
c) An increase in inter-fund utility tax paid by the Utility Funds to the General Fund. The
utilities will make up for the additional tax with savings in other areas which would prevent
this tax from being transferred to the rate payers.
Overell, the revenue ideas are expected to provide around $1.3 million in new/increased
resources per year while the planned cost reductions will provide over $3.6 million a year
savings in 2014 and beyond.
We recommended salutions for long-term sustainability
Combined, we identified nineteen revenue and cost control recommendations we believe the
City should consider in order to build a sustainable budget for the future.
Revenue Recommendations:
1) We recommend continued efforts in attracting businesses to Renton for increased economic
development as well as changes in zoning (example: building height restrictions) and tax breaks
to help recruit new businesses and increase available office space in Renton.
a. Staff commented that there are several properties in the area that have height and
zoning restrictions due to their proximity to the airport and the high power tension
lines. There are also some high profile pieces of property that sit vacant because
current land owners have higher expectations of property value than the market holds.
The City has been diligently working with these land owners to reduce the amount of
valuable land sitting vacant.
b. Because the City cannot grant tax breaks other than the limited situation prescribed by
State law(e.g. multi-family tax exemption) its primary leverage/tool is to waive fees and
provide public infrastructure to facilitate private development. This could require large
up front City investment for long-term economic development returns (example, The
Landing.)
Renton rs rhe center of opportunity in the Puget Sound Region where famrlies and 6usinesses thrive.
� •
2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 11 of 13
c. Lastly, staff mentioned that, at one time, the City of Renton was one of the few cities in
the region to operate an economic development department, giving the City a
competitive edge for attracting and/or retaining businesses. Now most cities have
economic development departments which create more competition to attract and
retain businesses.
2) We recommend renting out vacant or under-utilized City facilities for events to generate
revenue.
3) We recommend that the City continue improving the appearance and/or livability to attract
more people and businesses to downtown; however, there was also general agreement of the
Committee that the Downtown businesses need to step up (e.g. via Business Improvement
District)to help fund enhancements.
4) We recommend increasing fines and penalties on code enforcement activities to help cover cost
of enforcement.
a. City staff commented on the time-consuming nature of code enforcement actions and
� that it would not be possible to recoup even a small portion of the actual cost through
violation fees. More stringent code enforcement would have to be viewed as a long
term investment providing a benefit in time but it will come at a cost.
5) We recommend generating advertisement revenue, similar to the current Landing
advertisement on the exterior of the City Hall building or on the City's website.
a. Staff noted that this could be done if the City were to be careful where the ads are
placed (i.e. public forums,free speech zones,etc). The City might have more flexibility if
the City collected "sponsorship" revenue instead of "advertisement" revenue from
' businesses.
6) We recommend aggressive donation solicitation.
a. Staff provided a list of donors in 2011 and discussed the City's donor solicitation efforts,
commenting that Renton has a high percentage of "giving" businesses and receives
more support than most other cities.
7) We recommend creating a metropolitan park district to levy taxes in support of our park
operations.
a. Staff indicated this voter-approved action could generate revenue in support of parks '
development and operations but will further increase the City's reliance on property
taxes. It does not im act the 3.10 tax rate ca that the Cit is currentl facin ;
p $ p Y Y g
however, being a junior taxing district and subject to compression this has a potential
risk of being reduced / eliminated if property values continuing to decline. Currently,
there is a 47C capacity for this levy. (1C=$107,000;47C=$5 million)
8) We recommend identifying opportunities for increased citizen contributions.
Cost Control Recommendations:
1) We recommend controlling and reducing employee benefits.
Renton is the center of opportunity in the Puget Sound Region where famifies and businesses thrive.
� �
2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 12 of 13
a. We noted that the City's cost for employee medical benefits is very high. It was
suggested that deductibles and co-pays should be evaluated and adjusted to help
- control cost.
b. City staff stated that a multi-year plan to increase employee contribution towards
medical benefit costs has been agreed to by the Unions. It is also true that we don't
believe the level of benefits is sustainable and that ongoing efforts will be needed to
contain these increases over time through negotiations with the Unions.
2) We recommend the City look at the total cost of compensation and include private sector jobs
as comparables where applicable.
3) We recommend increasing partnerships and volunteer efforts.
a. We reco�nize this will require the City to invest in coordinating staff to help organize the
efforts but believe there are additional resources in the community that can be
harnessed. City staff reported that the City currently engages over 6,000 volunteer
hours annually,which is valued at$1.2 million.
4) We recommend the City assure that overtime costs are in line with comparable jurisdictions.
5) We recommend that the City promote employee wellness, including incentives to induce
healthy behavior,which in turn will reduce long term medical costs.
6) We recommend that the City reduce or eliminate services that are least-used or poorly-
performing. Some examples are:
a. Carco Theater costs over$220k a year but only generates $60k a year in revenue. City
staff commented that they are currently considering various options about this facility.
b. Neighborhood Program: the attendance at the picnics seems to be lower, should the
city continue or eliminate (or combine them?). City staff clarified for us that each
neighborhood must conduct a service activity to "earn" the neighborhood picnic. The
cost of the neighborhood program includes a Neighborhood Improvement Grant
program,as well,and only a portion of the costs is attributable to the picnics.
7) We recommend looking at job enrichments via a review of job classifications and expanding
responsibilities as well as providing professional development and cross training.
8) We recommend investing in conservation efforts to reduce the impact of utility rates.
9) We recommend improving the coordination of overlapping efforts to minimize cost/maximize
and leverage volunteer efforts.
10) We recommend delaying large/costly discretionary items such as West Hill annexation, the
Library,and Green River sandbag removal.
� a. Staff clarified that not all these items are discretionary. State law mandates the City will
take over services should the annexation vote be successful; however, what is within
the City's control is the effective date of the annexation. The construction of the library
, is a contractual requirement.
11) We recommend utilizing more volunteers and interns.
Renton is the center of opportunity in the Puger Saund Region where famities and businesses rhrive.
.
.�
• •
2013-14 Budget Advisory Committee
Recommendations for a Sustainable City Operation
August 2012 Page 13 of 13
We prioritized our recammendations to help City focus on high priority items. �
We have prioritized these recommendations as shown in the table below. We ask the City to pay
particular attention to the few high priority items and strive to make noticeable progress towards them.
- Top ,High ' Nladerate �.ow Not a
Frior€tles RED DA,TS PrloriXy,; ,Priority,' ''Priority Prlor�ty :Priority
,I' '�lction Items i_g 1 "" -2 3 q 5 6
,
1,,
�', '
Continue efforts in negotiating increased employee
1 contribution toward medical benefit costs and/or 13. ' 11 8 1 1
increased co-pay/deductible levels.
2' �ontinue atf�aciingbuslnesses'#o Renton:. ' �4 7 ..., ` . -.. .7 : . 3`; "'
3 City should look at services that are least used or �� , � � Z
perform poorly to reduce or eliminate.
l.bnk'at iotal�os��f compensation and iriclude prlvate
4 - - i . �. - 13 b 2 . ' p5 3 . . 1 .
, sector job;a"s comparab�es-where,appticable.-._-
5 I mprove coordination of overlapping efforts to minimize �Q 4 1 5 3 1
cost/maximize and leverage volunteer efforts.
6_- Dela large,cos#1 �discre`tinna' itenis. S 1-- 7 2 `
Promote employee wellness,including providing
7 incentives,to induce healthy behavior and reduce long- � 3 4 2 1
term medical insurance costs.
Make sµre pu�'bveCfim�tost is in line with comparable
S , - . 6 3 , �. 2 4 ?', �
Uris'dictiarts:'
Look at training and job enrichments to allow more -
9 flexible use of staff resources and/or expand job b 1 4 5
responsibilities.
` 1 nvest in conservat�on�ieasures/equipment{e.g.;LED -
10 street Irghtsj;to reduc�#he impact af utility rate in�reases 5 5 4 1
,
.
on bua et. ,,
11 Across the board budget reduction. 4. 4 4 3
�� Fihes a�td pen8lties oh cpde enforcetp�nt ac'�t�vities(ahy � 1 3 6
other?)tp help cover�cost of en#orcement. '`
Generate advertisement revenue,similar to the current
13 advertisement on the exterior of the City Hall building or ' 4` 2 2 3 1
on the City's website,N channel.
�4 Rantoutunuysed or underuti'�ized facilitie"s for � 1 2 3 , , 4
events/m�etir� s to enerate revenue. '
15 Create metropolitan park district to levy taxes to support � 1 2 1 3
our parks operations.
i5 �m"pr�bve xhe'appearance/Inraliility#o;attract more people � 4y � 6 �.
and bu§in�sses to doitintown:
17 Aggressive donation solicitation/more opportunities for � 2 2 1
citizen contributions.
18 (rtcreaS�p�rtnerships and volunt�eY efforts as well as �
use of interns _
19 Identify opportunities for increased citizen contributions Q
Renton is the center of oppartunrty in the Puget Sound Region where families and bc�sinesses thrive.
uy/US/2U1Z 2013 Baseline 2013 Baseline2 2013 De artment
De PACIG4CsE�9;�,;:.`:,,.;•`D�SCRfPTtON^ ., ;. .. . . :.q� > .. P 2013 Prelimina
�' ;� .~^�1b�Re�' :�,���-:t7E�',_;sT ` � 'uTotRev {:.�.:.���.;,.:�Tb `�:.;.,�TotR3�f ��: ;.��:�F7E:.�.....,�
020 300020.0063 Administretion/Com Svcs 2.00 442,630 - 2.Op 443,750 S ` �` ..�.TOtRw�..
2.00 448,258 2.00 448 482
I 020 300020.0088 Farmers Market 0.75 111,408 52,500 0.73 110,929 52,500 0.75 81,314 81,400 0.75 81,314 82,400
020 100020.0013 Serving vulnerable/low income 3 41 943 640 30 000 2.41 852,708 30,000 2.59 861,230 30,000. 2S9 860,240 30,000
020 100020.0014 CDBG 1S9 287,338 304,000 139 286,324 270,000 1.74 265,506 265,506 1.74 265,506 265,506
020 300020.0067 Com Relations an.d Events Reorg NHL Neighborhood center 0.65 269,636 90,000 0.65 262,878 90,000 0.98 272,608 72,000 OS8 276,778 72,000
020 200020.0005 Community Engagement Reorg NHL Neighborhood center 2.15 270,243 3,000 2.35 267,303 3,000 2.32 286,362 3,000 232 286,362 3,000
020 300020.0062 Neighborhood Program Reorg NHL Neighborhood center 1.50 260,447 - 1.50 259,737 - 1.83 290,161 - 1:83 290,161 -
020 350020.0009 Pleighborhood Program Neighborhood Grent;fund was not - - - (20,000) (20,000)
used in 2011($29k)and likely
simllar amount in 2012.The
reduction may impact potential
nroie
D20 350020.0003 Neighborhood Program - - 0.50 (39,302)
D20 300020.0068 Parks and Traiis Pro ram 22.80 4,003,601 78,454 22.a0 3,988,587 78,454 22:80 3,970,924 78,454 22.80 3 987,308 7
�20 350020.0004 Parks and Traiis Pro ram 1.00 (63,443) -
�20 550020.0003 Contrect Maintenance&Se Cost of maintaining newly acquired - - - - - . - 3,100 - 3,100
ROW ro erties. '
�20 350020.0007 Parks and Trafts ProQram-Ut Past and projected water rate - - - 58,850 - 58,850
increase. "
)20 500020.0010 Parks Planning,Urban Forestry and Na Res 3 40 705 880 3.4D 693,892 - 3.40 690,396 - 3A0 690,786
)20 550020.0005 Fiabitat Monftoring Prograrr May Creek and River View Brtdge - . . _ . . _
($7500 a year for 5 years per cite). '
Part of the cost will be covered by
eliminating CH parking lot
sweeping.
)20 550020.0004 Urban Forestry Software M<Tree inventory/maintenance - - - - - - - 3,000 - 3,000
software ' '
)20 300020.0069 Recreation Services 6.50 2,412,759 666,886 6.50 2,344,198 666,886 5.34 2,244,336 666,886 5.34 2,244198 699,263
)20 300020.0064 Aquatics 1.00 754 218 688 000 1.Ob 752,289 688,000 1.(10 774,745 688,000 1.00 774,745 688,000
)20 30002�.0065 Carco Theater 1.25 221,897 60,000 1.25 220,885 60,000 1.25 220,885 60,000 1.25 220 885 60,000
)20 350020.0010 CArco Theater Exit the business
97 790 6p ppp
)20 300020.0070 Renton Community Center 6.30 1 414 283 660 500 630 1,405,220 660,500 6.30 1,347,764 660,500 6.30 1 357,941 660,500
)20 35002Q.0006 Recreation Services-Recreat Reorg:reduce part-tlme staff, - - 0.20 19,723 - 0.20 19,723
increase Su ervisor 0.2
)20 350020.0008 Renton Community Center Reor�:reduce part-time staff, - - - (18,600) - - (18,600)
lncrease Supervisor 0 2
)20 350020.0005 Renton Community Center Reorg:reduce 1 sec II - • L00 66,877
)20 300020.0071 SeniorActivi Center 3.25 583,740 125,000 3.Z5 580,704 125,000 3.25 580,471 125,000 3.25 575,965 125,000
)20 300020.0061 Museum 1.00 211,557 - 1.OD 206 859 - 1.00 209,779 1.OD 209 894
:ommunity Services/GF Portion 56 55 12 681722 2 7'S�340 SS.SS 12 4B9 403 724 340 53:25 I2,211410 2 730 746 55.�5 12 308 955 2 704123
)20 300020.0066 Leased Facilities 1S0 619,537 744 933 1.8p 618 572 744 933 1S0 627 735 677,289 1.50 629 657 693 071
.eased FaGli 1.50 619 537 744 933 1.50 61E,572 744 933 SSO 627 735 677 289 SSO 629 657 693,071
)20 500020.0009 Golf Course 9S0 2,113,569 2,483 545 9SU 2 069 34 2,483,545 950 2,064,029 2,453,669 9S0 2 065;116 2,487,449
)20 500020.0011 Golf Course Debt Service - 400,661 400,661 400 661 400,661
3otf Course. 9.50 2,514,230 2,483 5 950 2,469 995 2 483 545 950 2 464 690 2 453 669 9.50 2 465 777 2 487 449
)20 600020.0024 Custodiai Services 15.00 1,315,230 1,318,665 14.00 1211410 1,211,053 14.00 1,211,409 1,211,053 14.00 T,210,564 1,249,374
i20 65002q.0007 Custodial Services Upgrade a Lead Matntenance - _ _ _ _ (�� _ _ �884j
Custodian positfon to supervisor to
reduce span of control to be inline �
with other positions. �
Budget by Program Detail
013-2014 Baseline through Preliminary by CSA FTE EXP REV Summary.xlsx 21/24
09/OS/2012 2014 Baseline 2014 Baseline2 2014 Department 2014 Freliminary
�ACKAf�E"-lt-.=:.:,.::�:'DESCRIPTiON�- • ..�: .FTE�. . Tpt ' r: •
• ...�, .
•TotRev . . .FTE To " ' t: TotAeii . ''�. .FTE:" " '"TdtE'.. .�" _ °. � .M. ..,
$ Tbtiteli . FTE.... �,toE $ :, 7btRev. .
20 300020.0063 Administration/Com SvGs 2.00 436,747 - 2.00 441,015 2.00 444,718 2.00 445,032
20 300020.0088 Farmers Market 0.75 114,288 60 500 0.75 113,839 60,500 0.75 82,399 82,400 0.75 82 399 82 400
20 100020.0013 Servingvulnerable/low inco 3.41 959 811 30 000 2.41 863,818 30 000 2S9 876,204 30,000 2.59 875,425 30,000
20 100020.0014 CDBG 1"S9 301,966 304,000 1.59 301,012 270,000 1.74 265,506 265,506 1.74 265,506 265 506
20 300020.0067 Com Relations and Events 0.65 272,537 90,000 0.65 265,678 • 90,000 0.98 274,008 72,OOQ 0.98 278,378 72,000
20 200020.0005 Community Engagement 2.15 275,476 3,000 2.15 272,712 3,000 2.32 291,999 3,000 2.32 291,999 3,000
20 300020.0062 Neighborhood Program 1S0 262,821 - iS0 262,154 - 1.83 293,067 - S:B3 293,067 -
20 350020.0009 IVeighborhood Program - - - (20,000) - - (20,000)
20 350020.0003 Neighborhood Pro ram - - OSO (40,023)
20 300020.0068 Parks and Trails Program 22.8D 4,060,543 78,454 22.80 4,040,159 78,454 22.80 4,016,552 78,454 22.80 4,033 515 78 454 .
20 350020.0004 Parks and Trails Program - 1.00 (67,498) -
20 550020.0003 Contrect Maintenance&Se - - - - - 7,100 - - 7,100 -
20 350020.0007 Parks and Trails Program-Ut - - - 62,381 - - 62,381
?0 500020.0010 Parks Planning,Urban Fores 3.40 716,644 - 3.40 704,551 3.40 699,411 - 3.40 699 840
>_0 550020.0005 Iiabkat Monitoring Progrerr - _ _ _ _ ��5� _ . ��� _
?0 550020.0004 Urban ForestrySoftware M< - - - - - - 3,000 - - _
?0 300020.0069 Recreation Senrices 6S0 2,453,483 699 263 6.50 2,361,331 699,263 5.34 2,254,898 699,263 5.34 2,254,915 699,263
'0 300020.0064 Aquatics 1.00 757 239 688 000 1.00 755,427 688 000 1.00 777,883 688,000 1.00 777,883 688,000
!0 300020.0065 Carco Theater 1.25 224,079 60,000 1.25 223,127 60,000 1.25 223,127 60,000 1:25 223,127 .60,000
'0 350020.0010 Carco Theater � -
97 790 60 000
:0 300020.0070 Renton Community Center 6.30 1 433 094 655 500 630 1,424,574 655,500 630 1,367,118 655,500 6.30 1,377,215 655,500
:0 350020.0006 Recreatton Servftes-Recreat - - 0.20 20,035 - 0.20 20,035 �
:0 350020.0008 Renton Communfty Center - - - (18,600) - • - (18,600)
:0 350020.0005 Renton Communi Center 1.00 (70,225) -
0 300020.0071 Senior Activity Center 3.25 591,424 125,000 3.25 588,847 125,000 3.25 588,639 125,000 3Z5 583,607 125 000
0 300020.0061 Museum 1.00 214,694 - 1.00 208,627 - 1.00 211,145 - 1.00 211,281
rmmuni 4ervlces/GF Portion 56.55 1 860150 2,793 717 S5S5 12,618,242 2 759'fiy 53.35 12 339,197 2;759123 SSJS 12,442,532 Z 699 i23
0 300020.0066 Leased Facilfties 1.50 624,174 717,049 1S0 623,266 717 049 SSO 645,107 693,071 1.40 647,061 693,071
ased Facility 1.30 624174 717 049 1.50 623 266 7I�049- 1S0 645107 693,071 SSO 647,061 693,071
0 500020.0009 Golf Course 9S0 2,147,705 2 483,545 9S0 2 051725 2,483,545 ' 9S0 2,102,507 2,487 449 9.50 2,103 705 2,487 449
0 500020.0011 Golf Course Debt Service - 400,660 - - 400,660 - 400,660 - 400,660
�ff�?+ne+ 9S0 2,548,365 2 4a3 545 950 2 452,385 2,483.45 9.50 2,503,167 2,487 9 9.50 2,504 3b5 '2 487 449
0 600020.0024 Custodial Services SS.tlO 1,354,264 1,361,252 14.00 1 247 282 1,249,374 " 14.00 1,247,282 1,249,374 14.00 1243,842 1,249,374
0 650020.0007 Cunodial Services - - - - - 6,433 - 6,433 .
Budget by Program Detail
13-2014 6aseline through Preliminary by CSA FTE EXP REV Summary.xlsx 2y24
•� 09/OSJ2012 2013 Baseline 2013 Baseline2 2013 Department 2013 Preiiminary
'�ACKllGfdb;•.•..:•:';'%-DESQtIP'f10N;..;•. .. ... . qt� . fTE� ' : � JbtRtV :.�•�;FTE:• Tot ' •. 'TolRev �`. :.etFlE��.• :=TatE" :� .':�TofRev .r. :,.,.FTE., , �T ��•:;::>:,TotRev$;, ,:
)20 600020.0025 Facilities Technical Mainten Removal of United Rental in 2013 9.50 2,572,597 . 2,585,721 930 2,546,182 2,546,182. 9.50 2,461,610 2,546,182 950 2,467,245 2,484,725
and CA rental in 2014
l20 650020.0004 Energy Ratelncrease Rateincreases:3.2Y elec/1.3%Qas - - - - - 20,408 - - 20,408
)20 650020.0005 Water Sewer Garbage incre;Rate increases:75�2013&6�2014 - - - - - 7,671 - - 7,671
)20 600020.0026 Operational Facilities MM 137 000 137 000 137,000 137,000 137,000 137,000 137,000 137 000
)20 650020.0008 Operational Facilities MM Does not appear we need the full - - - - - - - (52,000) (52,000)
amount based in past budget;and
many the MM projects are
cosmetic,not health/safety or asset
preservation in nature.
)20 600020.0027 Public Facilities MM - 361,000 361,000 - 361,000 361,000 - 359,877 359,877 359 877 359 877
)20 650020.0003 Public Facilities MM - 1,123 - -
)20 650020.0009 Public Facilities MM Does not appear we need the full - (86,000) (�6,000)
amount based in past budget;and
many the MM projects are
cosmetic,not health/safety or asset
preservation in nature.
=acilkies 24.50 4,385,826 4 402,386 2350 4,255,592 4 255 235 2350 4,195.968 4 254112� 2350 4 63,880 4 092 976
)20Totat Commun Services.'fotal 93.Q5 20412,871 10,389,204 91.05 20,020,420..10,208,053 8575. 19,709,582 10,115,816 91.25 19,678,162 9,977,619
�tand'Total 690.20 185,963,500 98 853,899 671Z0 182,710,925 98.725,120 656.90 184 952,386 ######### 668.40 186,044,221 107,257 763
•
Budget by Program Detail
:013-2014 Baseline through Preliminary by CSA FTE EXP REV Summary.xlsx 23/24
09j05/2012 2014 Base(ine 2014 Baseline2 2014 De artment 2014 Pretlmina
� PACKA�E�;.: ..„=.[fES{�tt1+TlOt�t'_ > FTE 'S • TotRBv FCE ''TbERev '` FTE TotEx TctR� : � ; _FTE.. _7b . ..7otRev, �
20 60�020.0025 Facilities Technical Mainten 9.50 2,490,883 2,613,408 45Q 2,376,725 2,484,725 9Sb 2,4Q1,958 2,48�,725 9S0 2,408,49b 2,484,7'25
20 65�}20.{XId4 Energy Rate increase - - - - - 41,438 - - 41,438
20 650020.0005 WaterSewerGarbageinCre: - - - - - 7,035 - - 7,435
20 600020.4026 Op�ratlona!Facilities MM 137,Od0 137,Od0 137 000 137,dOd ]37,000 137,000 197 000 137,000
z0 650020.0008 Operational Facllities MM - - - - - • � - - (52,�} {52,000}
?Q 60402Q.4p27 Public Facillties MM 351,OOQ 361,Q00 362,000 361,OOQ 359,877 359,877 359,8�7 359 877
?0 650020.0003 Public Pacilities MM 1123
?4 65602d.0009 Pubiic FacfltCies MM - - - - - - (S6,OWa (86,000)
�
cilities ` 2450 4 343 id6 4 A72 660 Z3SO 4122,007 4 232,099 23.50 4199,9W 4 230,976 2350 4 466,124 4 442 976
A Totai ; Commun Services Totai 93.05 20 590 30 IO 466 971 91.OS. , .20 024 28 10,192,410 88J5 19 898 S16 10,170,619 91.25 i9,871360 9,972,619
and?ota) 692.20 SSS 961335 102 598 09Q 5�0.70 28S 328 O8 102,786,9b3 655.4p 28&735 020 107 2db B63 657.96 189,845,024 108,539,151
�
Budget by Program Detafl
3-2014 Baseline through Preiiminary by CSA FTE EXP REV Summary.xisx Zq�Z4
i
Capital Improvement Program by De.partment � �
2013Q 2013 P r 20140 2014F I
D 'PACKAGE� OESCRIPTIQN TotExp$ TotRev$ Amt Needed TotExp$ TotRev S Amt Needed TotExp$ TotRev$ Amt Needed TotE�:p$ TotRev$ Amt Needed
24 25C420.tI041 City YVide Security System Upgrades ' 90,OOd - 9Q,p� �,d00 90,Q00 90,000 - 96,000 60,OOd 60,000
20 360020.0001 Accessible Playground 750,�00 750,OOp 75Q,000 750,004 - - - -
2d 360p20.d005 Grant Matching Progrem 21,000 - 21,000 21,OOp 21,000 - - - - _
24 3fiQ020.�E'i N Mases wtic terster 524,0� 12d,000 120.00d • 220,000 120,{)00 - I20,000 60.OQ0 60.p00
ZO 3G0020.0007 Highla�ds U6rary Natural Area 10,dQQ - 30,040 - - • 1Q,OOQ - Id,00Q -
20 360p20.0008 KC Proposition 2 Cap Exp 4evy Fund 160,000 16p,000 - 160,000 160,p00 - 5,000 5,000 - S,OqO 5,000
24 360020.0009 Parks GeReral Major Maintenance 306,OOQ - 360,066 3p0,000 300,000 190,d00 - 190,000 190,000 190,000
20 360020.0010 Sports Court Repairs 4Q,000 - 4Q000 40,Q00 44,QOD 2Q000 - za,040 2Q,040 - 2Q�04
20 3G0020.0031 Tree Maintenance 250 000 250 000 231,725 231,725 250,G00 - 25p,000 1q0,OQC1 10D,OOQ
26 364024.0012 Pathway,Side,Patia&Soardwaik 75,040 - 75,0� 75,000 75,000 75,006 - 75,000 75,OQ6 75,000
20 3G0020.0013 Ca ital Pro ect Coordinator 74 00� ld 040 74,OOQ 74,000 76,000 76,000 15,00d 75,000
20 360020.Q414 Regis Park Athle#ic Field Facpansion - - - - - - 300,000 - 300,000 300,000 - 300,000
2d 3t�20.W15 Urbaa F�estry Frograrn 2f�0�0 260,000 185,U06 385,000
20 360020.p016 Parkin�Lots and Drive Re ai�_, 50,000 50,000 50,000 SO,WO 9Q0�0 - 90,U00 50,0� - 50,�0
20 360020.0020 Sunset Ei5 Park(280k 2013 funded - - - - - - 100,000 - 100,000 300,000 - 100,000 �
wJreailocation af Sunset subarea plan.
20 360020.0021 Trails&Bicyde Mastcr Plan 125,f100 12S,U00
20 36W20.W22 Cantrdct C�rdinator 215,OOQ 1IS�Q - 223,000 - 123,OW
20 360020.0023 Coulan Park Repairs&Maintenance 431,000 - 431,000 431,�00 - 431,000 330,�OQ - 330,4Q0 33QOQ0 - 33QOOQ
I 20 360Q20.p024 Rivenriew Park 8ridge Repair 250 000 250 000 - 25p,000 25U,OQ0 • - - - -
20 55Q02Q.0001 irrigatinn AutomaYion and Conserv 3D,000 3Q,000 30,Q00 30,dtS0 15,000 15,Od0 9.5,000 15,000
20 660020.p004 Community Services Mtn Shops Rehab 100,000 - 300,000 lOp,000 10�,000 - - - - - -
� 6e�rat Govvnmentat C�P7ota1 3,126,000 1,160,OOD 1,966,000 2,722,725 1,160,000 1,562,725 2,104,000 5,000 2,099,000 1,380,Op0 S,Q00 1,375,000
' 20 360020.0025 204 Mi1181dg Restroom f ADA improvemen 124,OOQ - 120,000 220,0� 120,ti00 - 120,000 12p,060 12d,d00 120,066 -
'i LeaSed FacillUesTokal 120,000 120,000 120,000 120,00� 12�,0�0 12Q000 120,000 12Q,OOQ
I 20 366020.0004 Golf Course MM SO,pOd Sp,000 - 50,000 50,000 - 50,000 50,000 - 50,000 SO,p00 -
Gat CourstTotat SQ,040 SO,Q00 SO,d00 50,�00 50,000 50,�0 54,000 SO,Oi30
I 207ata1" 3r'�6.000 1.21Q,000 725�. 1.3J"C,dD�' 2,274;tl00- 55.000 -. 1.SSC STS:OOQ
I 20 ��enetat fundt Rvailable: � AmourttAvailabte Amoum�tvai�abte
Carryforuvard from 2012 237,725 �
�I 70 REET 5D0,040 SSO,Q00
24 New Util3ty Tax 425,OQ0 425,000
I 20 New Business License,80% 400,000 400,000
20 ;Tata}UF Resourees 1,562,725 1,375.Q00 �
I 24 i 8alance UnfundedJ Q
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Se tember 8 �12 Renton Da of �rvice Projects
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s r
Salvation Army Beverly Storey Sorting non-perishable foods 18 64
Beverly Starey Foad Drive-drap off bags @ homes and pick up fa!lowing 2S 200
week
Golden Pines:Equipment provided;clearing flower beds,
Rentan Ftausing Au- Sean McCarty spreading bark and painting benches.indoar hausekeeping in 31 124
thority common area
I Belmando Reach Natural Area-prepare for fail planting,move 36 144
King County Parks Tina Milter mulch and remave blackberries and weeding.
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ICavanaugh Pand Naturai Area:placement of weed fabric, 59 236
I ptacing mulch araund new piants and weed remavai
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Cougar Mountain AA Peak:working on trail head area, �� 2$4
mulching,weeding
� McGarvey Park-Back county trai!work,clearing and restoring 50 17S
I a trail system
Skyway Park:Weeding around Picnic Shetter and stream 14 44
restoration areas in the park
Soos Creek:Clearing project#or fall planting.involves using 58 232
loppers and shovels to remove blackberries
City of Re�ton Norma McQuiller �elebration Picnic at Liberty Park items needed based upon 32 147.5
menu items,set up and clean up assistance.
Edward Mulhern �dentifying and marking storm drains and handing out 10 40
brachuresin Highlandsneighborhoods
Dennis Conte Removal of obsolete furniture and interiar painting 4 16
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Pooch Plunge Specia!Event-assist with check in,handing out 5 19
Kris Stimpson doggy bags and measuring dog jumps
Julie Pursell Renton's Fall Recycling Event 11 53 I
Kelly Seyrne,r Cedar River Trail Clean up 96 336 �
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,Con a � � »ro et D scri ion m e� � o. o a, o
'� nteers rs.
King Conservation Adam Jackson Work at the native plant nursery 38 74
District
Renton Library(King
County Library Sys- Fred Gurney alpha numeric filing skills(dewey decimal system)@ Highlands 6 18
tem)
*Secured Cuban Salsa
Band Supersones and Fred Gurney alpha numeric filing skills(dewey decimal system)@ Renton 17 51
will have Library to go
van on site at Celebra-
tion picnic Fred Gurney alpha numericfiling skilis(dewey decimal system)@ Fairwood 6 18
Volunteer Chore Kizzie �A-Yard care and fence repair 12 68.75
ServiFes Funkhouser
LB-Yard care inciuding weeding and rose pruning 11 51.25
DP-Yard Work,tree trimming and gutter cieaning ad repair 8 40
BC-Fence Repair and yard care for a large backyard 16 80
ZF-Yard Clean up including weeding and raking 9 25.5
TB-Gutter Cleaning and Deep indoor cleaning 7 28.75
CP-Gutter cleaning,yard mowing,and deep indoor cleaning 13 62
BW-Spring cleaning and light weeding 7 35
BH-Yard Care,housework,little organization of the garage 8 40
IG-Spring Cleaning,dusting windows and curtains 7 35
WG-Light yard work,housework,and sorting of walk-in closet 5 29.25
Leisure Estates Mobile Home Park:yard care and light 16 73.75
housecleaning
Vantage Glen Mobile Home Park-Yard care and light house- 2z 89 25
cleaning
JB-Gutter cleaning,mowing,and a dump run 4 32.5
RAYS Jolene Bernhard Maintenance/weeding of the gardens;window washing; � 28
gutter cleanup and sidewalk power washing
CAST For Kids Founda- Assisting with the Renton C.A.S.T.for Kids fishing event at
tion All equipment Ashley Kaiser Coulon Beach Park for disabled individuals set-up/clean up/ 60 360
provided registration etc.
eirthday Dreams Chris Spahn Goody bag Deco and Filling Project 6 18
Total #of Volunteers Total # of Hours
780 3,272.50
Independent Sector Value of Volunteers Service =$71,307.77
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