HomeMy WebLinkAboutFinal Agenda Packet
CITY OF RENTON
AGENDA - City Council Regular Meeting
7:00 PM - Monday, February 14, 2022
Council Chambers, 7th Floor, City Hall – 1055 S. Grady Way
Due to the COVID-19 pandemic, Councilmembers are attending this meeting remotely
through Zoom. Audience comments will be accommodated through Zoom. Speakers must
click the link to the registration form (linked below), fill it out, and submit it by 5 p.m. on the
day of the Council meeting. The public may also submit comments in writing to
cityclerk@rentonwa.gov by 5 p.m. on the day of the meeting. Registration is not required for
those who wish to speak during public hearings.
Registration for Audience Comment
Registration will be open at all times, but speakers must register by 5 p.m. on the day of a
Council meeting in order to be called upon. Anyone who registers after 5 p.m. on the day of
the Council meeting will not be called upon to speak and will be required to re-register for the
next Council meeting if they wish to speak at that next meeting.
• Request to Speak Registration Form
• You may also copy/paste the following URL into your browser:
https://forms.office.com/g/bTJUj6NrEE
• You may also call 425-430-6501 or email jsubia@rentonwa.gov or
cityclerk@rentonwa.gov to register. Please provide your full name, city of residence,
email address and/or phone number, and topic in your message.
• Instructions for Virtual Attendance
For those wishing to attend by Zoom, please (1) click this link:
https://us02web.zoom.us/j/84938072917?pwd=TUNCcnppbjNjbjNRMWpZaXk2bjJnZz09 (or
copy the URL and paste into a web browser) or (2) call-in to the Zoom meeting by dialing 253-
215-8782 and entering 849 3807 2917 Passcode 156708, or (3) call 425-430-6501 by 5 p.m. on
the day of the meeting to request an invite with a link to the meeting.
Those providing audience comments will be limited to 5 minutes each speaker unless an
exception is granted by the Council. Attendees will be muted and not audible to the Council
except during times they are designated to speak. Advance instructions for how to address
the Council will be provided to those who sign up in advance to speak and again during the
meeting.
1. CALL TO ORDER
2. ROLL CALL
3. ADMINISTRATIVE REPORT
a) Administrative Report
4. AUDIENCE COMMENTS
NOTICE to all participants: Pursuant to state law, RCW 42.17A.555, campaigning for any
ballot measure or candidate in City Hall and/or during any portion of the council meeting,
including the audience comment portion of the meeting, is PROHIBITED.
5. CONSENT AGENDA
The following items are distributed to Councilmembers in advance for study and review, and
the recommended actions will be accepted in a single motion. Any item may be removed for
further discussion if requested by a Councilmember.
a) Approval of Council Meeting minutes of February 7, 2022.
Council Concur
b) AB - 3067 Mayor Pavone appoints Ms. Jessica Kushneryk to the Renton Municipal Arts
Commission for an unexpired term expiring on December 31, 2022.
Refer to Community Services Committee
c) AB - 3058 Human Resources / Risk Management Department recommends approval of
the 2022-2024 AFSCME Local 2170 labor contract.
Council Concur
d) AB - 3068 Human Resources / Risk Management Department requests approval to waive
Section 6.1 of Council Policy 800-07 regarding ordinances, in order to adopt the revised
2022 Salary Table to reflect wage increases agreed to in the 2022-2024 AFSCME Local
2170 bargaining agreement.
Council Concur
e) AB - 3069 Public Works Transportation Systems Division recommends approval to
execute the Fuel Tax Grant Agreement, with the Washington State Transportation
Improvement Board (TIB), in order to accept $5,000,000 in grant funds for the
construction of the Rainier Ave S Corridor Improvements Project - Phase 4. This project
improves infrastructure to the Rainier Ave S corridor between S 3rd St to NW 3rd Pl.
Refer to Finance Committee
6. UNFINISHED BUSINESS
Topics listed below were discussed in Council committees during the past week. Those topics
marked with an asterisk (*) may include legislation. Committee reports on any topics may be
held by the Chair if further review is necessary.
a) Finance Committee: Vouchers; Sunset Gardens Grant with the Renton Housing
Authority; 2020 Washington State Department of Health SNAP Incentive Agreement
Amendment 3; Conservation Fee Payment for Coulon North Water Walk Regulatory
Approval; Mackenzie Engineering, Inc. Agreement for City Hall 7th Floor Tenant
Improvements Design Development and Contractor Documents; New Cingular Wireless
PC, LLC at Highlands Reservoir Lease Agreement; Rainier/Grady Junction TOD Planned
Action EIS Grant and Contract; American Rescue Plan Act (ARPA) Spending Plan
b) Planning & Development Committee: Urban Forest*; Docket 16; Docket 16D #206 -
MFTE Areas*
7. LEGISLATION
Resolution:
a) Resolution No. 4462: Urban Forest Management Plan (See Item 6.b)
Ordinance for first reading and advancement to second reading:
b) Ordinance No. 6055: 2022 Salary Table Adjustment (See Item 5.d)
Ordinance for first reading:
c) Ordinance No. 6056: D-206 MFTE Extension (See Item 6.b)
8. NEW BUSINESS
(Includes Council Committee agenda topics; visit rentonwa.gov/cityclerk for more
information.)
9. ADJOURNMENT
COMMITTEE OF THE WHOLE MEETING AGENDA
(Preceding Council Meeting)
CANCELED
Hearing assistance devices for use in the Council Chambers are available upon request to the City Clerk
CITY COUNCIL MEETINGS ARE TELEVISED LIVE ON GOVERNMENT ACCESS CHANNEL 21
To view Council Meetings online, please visit rentonwa.gov/councilmeetings
Mayor’s Office
Memorandum
DATE: February 14, 2022
TO: Ryan McIrvin, Council President
Members of Renton City Council
FROM: Armondo Pavone, Mayor
Ed VanValey, Chief Administrative Officer
SUBJECT: Administrative Report
• In honor of February being Black History Month, the following events will be taking
place virtually or in-person.
On Tuesday, February 15 at 1 p.m., the City of Bellevue will be hosting Cultural
Conversations – “Story in the Cloth” Quilting Traditions and Practices in the
African American Community. To register for this virtual event visit
https://cityofbellevue.zoom.us/meeting/register/tJYuduytpj0iHN2a2lm3sFgfS-
uCXuWXAAwW.
Northwest African American Museum is hosting The Past, Present and Future of
Black History moderated by Dr. Quintard Taylor of the University of Washington
with keynote speaker Lonnie Bunch III, secretary of The Smithsonian Institution.
This event will be held on Thursday, February 17, at 5 p.m. For more information
and to register for this virtual event, visit https://www.naamnw.org/2022-black-
history-month-keynote-program.
The African Americans Reach and Teach Health (AARTH) will host African Dance
& Rituals on Wednesday, February 23, from 5-6pm. For more information and to
register for this event visit www.aarth.org.
The Renton African American community and the City of Renton will co-host a
Black History Month celebration on Saturday, February 26, from 12-2 p.m.
Planning is still in progress and more information will be available soon.
• The Emergency Feeding Program/SOS will be hosting lunch pop-ups on Tuesday,
February 15 and Tuesday, February 22 from 12:30-2 p.m. at 300 Rainier Avenue
North. This free event is open to the unsheltered and residents with food
insecurities. Amazon Fresh ready-to-eat food and drinks will be available, as well as
personal hygiene kits, cleaning supplies and socks.
AGENDA ITEM #3. a)
Ryan McIrvin, Council President
Members of Renton City Council
Page 2 of 3
February 14, 2022
• On Saturday, February 19, Remember and Resist Day of Remembrance 1942-2022,
will be held at the Puyallup Fairgrounds Blue Lot Parking, 311 10th Avenue SE,
Puyallup starting at 10 a.m. This date marks 80 years since the signing of Executive
Order 9066 that authorized the forced removal and mass incarceration of all
Japanese Americans on the West Coast and beyond. At 11 a.m. the event moves to
the Northwest Detention Center 1623 East J Street, Tacoma, for a continuation of
the program starting at 12 p.m. Weather permitting, there will be some outdoor
programming. Masks and social distancing required. To RSVP or for more
information email info@seattlejacl.org.
• Veterans Memorial Park offers a unique setting to reflect on names of over 2,000 US
veterans etched into granite tile plaques. Each Memorial Day the City honors
military veterans with a ceremony at this park. February 28 is the deadline to
submit applications for a memorial tile to be completed by this year’s Memorial Day
service. Application instructions are found at
www.rentonwa.gov/veteransmemorialpark downloadable and paper versions of the
application are also available. For more information contact the Parks and
Recreation Department at 425-430-6600.
• Washington State Department of Commerce has awarded the City of Renton a
$1.768M grant from Connecting Housing to Infrastructure Program (CHIP). The
purpose of the CHIP grant program is to fund water, sewer, and storm system
infrastructure improvements that serve affordable housing projects and
reimbursement of waived utility system development charges that affordable
housing projects typically pay as part of the project’s permit approval. The CHIP
grant funding will be used by Renton Water Utility to make off-site water system
infrastructure improvements at Renton Housing Authority’s 76-unit Sunset Gardens
affordable housing project, which will start construction in the spring. Part of the
funding will be used as reimbursement of system development charges that were
waived on the Sunset Gardens project.
• Information about preventative street maintenance, traffic impact projects, and
road closures happening this week can be found at http://rentonwa.gov/traffic. All
projects are weather permitting and unless otherwise noted, streets will always
remain open. Preventative street maintenance, traffic impact projects, and road
closures will be at the following locations:
Monday, February 14 through Friday, February 18, 8:30 am to 3:00 pm. Single
intermittent lane closures on Lind Avenue SW at NE 27th Street due to small cell
installation. Questions may be directed to Joel McCann, 425-757-9595.
AGENDA ITEM #3. a)
Ryan McIrvin, Council President
Members of Renton City Council
Page 3 of 3
February 14, 2022
Tuesday, February 15 through Friday, February 18, 8:00 am to 3:00 pm. Crews
will continue pothole repairs on Oaksdale Avenue Southwest between
Southwest 16th and Southwest 27th Street, weather permitting.
Thursday, February 17. Conversion to two-way traffic on Wells Avenue South
and Williams Avenue South will occur, weather permitting. Notification one
week prior to the conversion date has been through reader boards, social media
outreach, and in-person notification. Please visit the project webpage at
https://rentonwa.gov/ww for more information.
Williams Avenue South and Wells Avenue South Conversion Project: Impacts
to traffic will continue throughout this area on South 2nd Street, South 3rd
Street, Wells Avenue South, Williams Avenue South, Burnett Avenue South, and
Houser Way South.
Downtown Utility Improvement Project. Several roadway closures and detours
are required between now and project completion in 2022. For more
information on current upcoming road closures and traffic impacts or to sign up
for email or text alerts visit the project website at https://rentonwa.gov/duip.
Duvall Avenue Northeast Project: Continuous right lane closure on Northbound
Duvall Avenue Northeast between Northeast 7th and Northeast 10th Street
through estimated project completion in February 2023.
On-going Street Closure through October 4, 2023 (City of Renton Resolution
No. 4446). FULL STREET CLOSURE on Sunset Lane NE between NE 10th Street
and Harrington Place NE in support the Solera Development Project (LUA20-
000305). Questions may be directed to Brad Stocco, 425-282-2373.
AGENDA ITEM #3. a)
February 7, 2022 REGULAR COUNCIL MEETING MINUTES
CITY OF RENTON
MINUTES - City Council Regular Meeting
7:00 PM - Monday, February 7, 2022
Council Chambers, 7th Floor, City Hall – 1055 S. Grady Way
CALL TO ORDER
Mayor Pavone called the meeting of the Renton City Council to order at 7:00 PM.
ROLL CALL
Councilmembers Present:
Ryan McIrvin, Council President
James Alberson, Jr., Council Position No. 1
Carmen Rivera, Council Position No. 2
Valerie O'Halloran, Council Position No. 3
Ed Prince, Council Position No. 5
Ruth Pérez, Council Position No. 6
Kim-Khánh Vǎn, Council Position No. 7
(All councilmembers attended remotely)
Councilmembers Absent:
ADMINISTRATIVE STAFF PRESENT
Armondo Pavone, Mayor
Shane Moloney, City Attorney
Jason Seth, City Clerk
Judith Subia, Council Liaison
Preeti Shridhar, Equity, Housing, and Human Services Administrator
Chip Vincent, Community & Economic Development Administrator
Martin Pastucha, Public Works Administrator
Kari Roller, Finance Department Administrator
Ellen Bradley-Mak, Human Resources and Risk Management Administrator
Kim Gilman, HR Labor Manager
Cailín Hunsaker, Parks & Trails Director
Vanessa Dolbee, Planning Director
Ron Straka, Public Works Utility Systems Director
Deb Needham, Emergency Management Director
Chief Jon Schuldt, Police Department Administrator
AGENDA ITEM #5. a)
February 7, 2022 REGULAR COUNCIL MEETING MINUTES
Commander Chad Karlewicz, Police Department
(All City staff attended remotely except City Clerk Seth)
PROCLAMATION
a) Lunar New Year Day - February 1, 2022: A proclamation by Mayor Pavone was read declaring
February 1, 2022 to be Lunar New Year Day in the City of Renton, encouraging all members of
the community to join in this special observation. Tony Au and Hardy Li accepted the
proclamation with appreciation.
MOVED BY VǍN, SECONDED BY MCIRVIN, COUNCIL CONCUR IN THE
PROCLAMATION. CARRIED.
b) Black History Month - February 2022: A proclamation by Mayor Pavone was read declaring
February 2022 to be Black History Month in the City of Renton, encouraging all citizens to join
in learning more about the rich history of African Americans during this special observance.
Tre Williams, BLM mural artist, and Dr. Linda Smith accepted the proclamation with
appreciation.
MOVED BY PRINCE, SECONDED BY ALBERSON, COUNCIL CONCUR IN THE
PROCLAMATION. CARRIED.
ADMINISTRATIVE REPORT
Emergency Management Director Deb Needham reviewed a written administrative report
summarizing the City’s recent progress towards goals and work programs adopted as part of
its business plan for 2022 and beyond. Items noted were:
• City Hall is open for in-person services at our Finance and Police Counters, Monday
through Wednesday, 9 a.m. to 3 p.m. Our Municipal Court counter is open Thursday
and Friday, 8:30 a.m. to 4:30 p.m., while hearings are conducted via zoom. Our staff
continues to provide (and improve) virtual and online customer services such as our
Virtual Permit Counter and our Recreation Programming reservation process. Space is
limited in each facility and masks are required when inside a city facility as we follow
guidance that protects both you and our employees. For more information, please
visit our website.
• February is Black History Month and in addition to the City of Renton’s Black History
Month Proclamation that will be presented at the February 7 Council meeting at 7
p.m., the following events will be taking place virtually or in-person.
The Association for the Study of African American Life and History has
selected the 2022 Black History Month theme of Black Health and Wellness. African
Americans Reach and Teach Health (AARTH) is hosting the following events in
acknowledgement of this theme. For more information and to register for these
events visit www.aarth.org.
o February 5, 12:30-1:30 p.m. – Conversations on Black Wellness
o February 9 and February 23, 5-6 p.m. – African Dance & Rituals
On Tuesday, February 15 at 1 p.m., the City of Bellevue will be hosting
Cultural Conversations – “Story in the Cloth” Quilting Traditions and Practices in the
African American Community. To register for this virtual event visit
https://cityofbellevue.zoom.us/meeting/register/tJYuduytpj0iHN2a2lm3sFgfS-
uCXuWXAAwW.
AGENDA ITEM #5. a)
February 7, 2022 REGULAR COUNCIL MEETING MINUTES
Northwest African American Museum is hosting The Past, Present and Future
of Black History moderated by Dr. Quintard Taylor of the University of Washington
with keynote speaker Lonnie Bunch III, secretary of The Smithsonian Institution. This
event will be held on Thursday, February 17, at 5 p.m. For more information and to
register for this virtual event, visit https://www.naamnw.org/2022-black-history-
month-keynote-program.
The Renton African American community and the City of Renton will co-host a
Black History Month celebration on Saturday, February 26, from 12-2 p.m. Planning is
still in progress and more information will be available soon.
• Renton History Museum is hosting two new exhibits through February 11, 2022. The
Annual Art Show of the Brain Injury Alliance of Washington is in the main gallery,
featuring 23 pieces by 22 artists. These works demonstrate the healing power of
creativity. Also in the main gallery is Life on the Rivers, an exhibit that explores the
central role of the Black and the Cedar Rivers in the lives of Renton’s earliest
residents, the Duwamish People, and the white settlers who came later. Renton
History Museum is located at 235 Mill Ave. S.; hours are Wednesday through Friday,
10 am to 4 pm.
• On Saturday, February 12, stop by Northwest Share Free Vegetarian Food Truck from
12-2pm to enjoy a free lunch. The food truck will be located at Renton Chamber of
Commerce, 625 South 4th Street. Upcoming lunch distributions are scheduled for
March 26, April 16, and May 7.
• Preventative street maintenance will continue to impact traffic and result in
occasional street closures.
AUDIENCE COMMENTS
• Sean Hashem, unknown, stated that he owns a property in Renton known as Times
Square Renton. He explained that he would like to sell the property to someone who
is looking to turn it into a distribution center, but was told the City prefers the
property stay as office space. He asked that the City fully involve the public when
deciding to make any zoning changes to the area.
Community and Economic Development Administrator Chip Vincent clarified that
distribution centers reduce the City's tax base, increase congestion due to the high
volume of trucks moving to and from the centers, and have a very low employee-to-
acreage ratio, which is counter to the City's goals for the area.
CONSENT AGENDA
Items listed on the Consent Agenda were adopted with one motion, following the listing.
a) Approval of Council Meeting minutes of January 24, 2022. Council Concur.
b) AB - 3056 City Clerk submitted the quarterly list of fully executed contracts & leases between
10/1/2021 - 12/31/2021, and a report of agreements expiring between 1/1/2022 –
6/30/2022. Council Concur.
AGENDA ITEM #5. a)
February 7, 2022 REGULAR COUNCIL MEETING MINUTES
c) AB - 3065 City Clerk reported bid opening on January 11, 2022, and submitted the staff
recommendation to award CAG-21-261, Lift Station and Force Main Rehab Phase 2 (Group 1B)
project, to the lowest responsive and responsible bidder, Gary Harper Construction, Inc., in
the amount of $518,571. This project will rehabilitate the Baxter, Devil's Elbow, and East
Valley lift stations. Council Concur.
d) AB - 3057 Community & Economic Development Department submitted a Grant Award Letter
from the Washington State Department of Commerce, to accept $250,000 in grant funds,
subject to approval as to form by the City Attorney Department, and upon approval of the
grant agreement, to be used for the development of the Rainier/Grady Junction TOD Subarea
Plan; and to authorize execution of an agreement with BERK Consulting, Inc., in the amount of
$240,000 for assistance in the development of the Rainier/Grady Junction Planned Action
Environmental Impact Statement (EIS). Refer to Finance Committee.
e) AB - 3062 Executive Services Department requested authorization to execute the Washington
State Military Department and the Department of Homeland Security Emergency
Management Performance Grant (EMPG) contracts E22-194 and E22-209, in order to accept
$77,021 in grant funds for use in support of the Emergency Management division. Council
Concur.
f) AB - 3064 Finance Department requested approval of the targeted allocation of remaining
ARPA (American Rescue Plan Act) expenditures in the amount of $11,650,000 to be used for
1) Economic Recovery - support for private sector businesses, 2) Community Response -
support for residents, focusing on disadvantaged and disproportionately impacted
populations, 3) Health Precautions - COVID responses to reduce the spread of the virus, and
4) City Operations - enhancement of services to increase efficiencies, sustain infrastructure,
and provide improvement of City operations. The unallocated amount of $2,383,855 will be
held for future consideration. Refer to Finance Committee.
g) AB - 3059 Parks & Recreation Department - PPNR requested authorization to pay a required
Restoration and Permitting (RAP) Conservation Fee, in the amount of $154,176.91 to King
County, as part of the permit conditions for the Coulon Park North Water Walk Improvements
project. Refer to Finance Committee.
h) AB - 3066 Public Works Airport recommended approval of Addendum 7-22 to LAG-13-005,
lease with The Landing Gear Works, in the amount of approximately $67,589.70 annually, in
order to increase their leased square footage at the Airport and to bring lease rates up to
market rates. Refer to Transportation (Aviation) Committee.
i) AB - 3061 Public Works Facilities Division recommended execution of a 20-year lease
agreement with New Cingular Wireless, PC at the Highlands Reservoir, effective February 1,
2022 to January 31, 2042. New Cingular Wireless, PC will provide a one-time administration
fee of $7,500 and a monthly fee of $2,800 with 3% annual increases. Refer to Finance
Committee.
j) AB - 3063 Public Works Utility Systems Division recommended approval of Amendment #2 to
CAG-15-196, interlocal agreement between the City of Renton and 27 other jurisdictions
within the Water Resource Inventory Area (WRIA) 8. This amendment allows the City of
Everett to participate as a WRIA 8 member. Council Concur.
MOVED BY MCIRVIN, SECONDED BY PRINCE, COUNCIL CONCUR TO APPROVE THE
CONSENT AGENDA, AS PRESENTED. CARRIED.
AGENDA ITEM #5. a)
February 7, 2022 REGULAR COUNCIL MEETING MINUTES
UNFINISHED BUSINESS
a) Utilities Committee Chair Alberson presented a report concurring in the staff recommendation
to approve the agreement with BHC Consultants in the amount of $702,491 for design and
services during bidding for the Windsor Hills Utility Improvements project.
MOVED BY ALBERSON, SECONDED BY RIVERA, COUNCIL CONCUR IN THE
COMMITTEE RECOMMENDATION. CARRIED.
NEW BUSINESS
Please see the attached Council Committee Meeting Calendar.
EXECUTIVE SESSION & ADJOURNMENT
MOVED BY MCIRVIN, SECONDED BY PRINCE, COUNCIL RECESS INTO EXECUTIVE SESSION
FOR APPROXIMATELY 30 MINUTES TO DISCUSS LABOR NEGOTIATIONS PURSUANT TO RCW
42.30.140(4)(b), WITH NO OFFICIAL ACTION TO BE TAKEN AND THAT THE COUNCIL MEETING
BE ADJOURNED WHEN THE EXECUTIVE SESSION IS ADJOURNED. CARRIED. TIME: 7:33 P.M.
Executive Session was conducted, and no action was taken. The Council meeting adjourned
when the executive session adjourned. Time: 8:08 P.M.
Jason A. Seth, MMC, City Clerk
Jason Seth, Recorder
07 Feb 2022
AGENDA ITEM #5. a)
Council Committee Meeting Calendar
February 7, 2022
February 14, 2022
Monday
4:00 PM Finance Committee, Chair O’Halloran – VIDEOCONFERENCE
1. Sunset Gardens Grant with the Renton Housing Authority
2. 2020 Washington State Department of Health SNAP Incentive
Agreement Amendment 3
3. Conservation Fee Payment for Coulon North Water Walk Regulatory
Approval
4. Mackenzie Engineering, Inc. Agreement for City Hall 7th Floor Tenant
Improvements Design Development and Contractor Documents
5. New Cingular Wireless PC, LLC at Highlands Reservoir Lease Agreement
6. Rainier/Grady Junction TOD Planned Action EIS Grant and Contract
7. American Rescue Plan Act (ARPA) Spending Plan
8. Vouchers
9. Emerging Issues in Finance
5:15 PM Planning & Development Committee, Chair Prince – VIDEOCONFERENCE
1. Urban Forest Management Plan
2. Docket 16
3. 2022 Work Program
4. Emerging Issues in CED
CANCELED Committee of the Whole, Chair McIrvin
7:00 PM Council Meeting – VIDEOCONFERENCE
AGENDA ITEM #5. a)
AB - 3067
City Council Regular Meeting - 14 Feb 2022
SUBJECT/TITLE: Renton Municipal Arts Commission (RMAC) Appointment - Janna
Kushneryk
RECOMMENDED ACTION: Refer to Community Services Committee
DEPARTMENT: Mayor Pavone
STAFF CONTACT: April Alexander, Executive Assistant
EXT.: x6520
FISCAL IMPACT SUMMARY:
None
SUMMARY OF ACTION:
Mayor Pavone appoints Ms. Janna Kushneryk to the Renton Municipal Arts Commission (RMAC) for an
unexpired term expiring on 12/31/22.
EXHIBITS:
A. Recommendation Memo
STAFF RECOMMENDATION:
Confirm Mayor Pavone's appointment of Ms. Kushneryk to the Renton Municipal Arts Commission.
AGENDA ITEM #5. b)
DEPARTMENT OF COMMUNITY
& ECONOMIC DEVELOPMENT
M E M O R A N D U M
DATE: February 2, 2022
TO: Armondo Pavone, Mayor
FROM: C.E. “Chip” Vincent, CED Administrator
SUBJECT: Request for New Appointment to the Renton Municipal Arts
Commission
This memorandum is to recommend appointment of Janna Kushneryk to the vacant
Commission Position on the Renton Municipal Arts Commission. If appointed, Janna will
fulfill the seat vacated by Christie Randolph and her term of service will expire on
December 31, 2022.
Janna is a Renton resident with a strong background in music and graphic design. She
credits her eclectic taste in music as the inspiration for her musical journey and is
passionate about learning new ways to play and connect with a variety of individuals
and groups to make music. She is a graphic designer by day, currently employed by the
City of SeaTac and a passionate musician by night. Janna has performed with the Black
Rose Irish folk rock band, Issaquah Philharmonic, and Seattle Rock Orchestra. Originally
from Florida, she is really enjoying all that the Pacific Northwest has to offer and is
excited to connect with the arts community in Renton.
The Arts Commissioners met with and have interviewed Janna about her interest in
serving on the Commission. The Commissioners are pleased with Janna’s interest in
helping the Commission to better connect with artists and arts organizations in Renton
through concentrated outreach efforts and her offer to help capture the work of the
Commission through photography at events and public art installations.
At the February meeting of the Arts Commission, held on February 1, 2022, the
Commissioners voted to unanimously recommend the appointment of Janna to the Arts
Commission.
AGENDA ITEM #5. b)
AB - 3058
City Council Regular Meeting - 14 Feb 2022
SUBJECT/TITLE: Approval of 2022-2024 AFSCME Local 2170 contract
RECOMMENDED ACTION: Council Concur
DEPARTMENT: Human Resources / Risk Management Department
STAFF CONTACT: Ellen Bradley-Mak, Administrator
EXT.: X7657
FISCAL IMPACT SUMMARY:
Budget approval was initially set at a 2% COLA for 2022. A budget adjustment will be prepared to account for
the additional budget funds needed based on the agreed contract terms. The additional budgeted amount for
wages and benefits will be $1,312,119 for 2022. The CPI calculation will be added into the biennial budget for
years 2023 and 2024.
SUMMARY OF ACTION:
The City and the American Federation of State, County, and Municipal Employees (AFSCME Local 2170), began
bargaining for a successor Collective Bargaining Agreement to the 2019-2020 agreement on September 22, 2021, and
reached a tentative agreement on January 14, 2022. The agreement was ratified by an AFSCME Local 2170 member vote
on February 4, 2022.
The major economic issues focused on wages and the parties agreed to the following:
1.The parties agreed to a three (3) year agreement, from 2022-2024.
2.Effective January 1, 2022, wages shall be increased by 6.00% over the existing base wages of 2021. The 6% increase for
pay periods that have already been processed will be retroactively paid to all AFSCME represented employees who were
employed on or after January 1, 2022.
3.Effective January 1, 2023, wages shall be increased by 100% of the 2022 Seattle-Tacoma-Bellevue June to June CPI-U
with a minimum of 1.5% and a maximum of 4.5%.
4.Effective January 1, 2024, wages shall be increased by 100% of the 2023 Seattle-Tacoma-Bellevue June to June CPI-U
with a minimum of 1.5% and a maximum of 4.5%.
5.Effective April 1, 2022, 1% of the employee’s base pay will fund a Voluntary Employees’ Beneficiary Association (VEBA)
account.
6.Effective April 1, 2022 the Employer shall make a deposit equal to 3% of each eligible employee’s base wage into a
deferred compensation account.
7.An increase of $0.50 to the hourly rate for standby pay and the addition of a mileage reimbursement for employees
utilizing their own personal vehicle for callouts, in compliance with IRS tax regulations.
EXHIBITS:
A. 2022-2024 AFSCME contract redline and salary table
B. 2022-2024 AFSCME contract final version
STAFF RECOMMENDATION:
Adopt the Agreement between the parties: the 2022 -2024 AFSCME Local 2170 contract, and authorize the
Mayor and City Clerk to sign.
AGENDA ITEM #5. c)
AGREEMENT
By and Between
CITY OF RENTON
and
LOCAL 2170,
WASHINGTON STATE COUNCIL OF COUNTY AND
CITY EMPLOYEES
AMERICAN FEDERATION OF STATE, COUNTY AND
MUNICIPAL
EMPLOYEES, AFL-CIO
January 1, 201922 – December 31, 20204
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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TABLE OF CONTENTS
PREAMBLE ..................................................................................................................................................... 8
ARTICLE 1 – RECOGNITION AND BARGAINING UNIT .................................................................................... 8
1.1. Union Recognized ......................................................................... 8
1.2. Temporary/Supplemental Employees........................................... 9
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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1.3. Excluded Positions ...................................................................... 11
1.4. New Positions ............................................................................. 12
1.5. Executive Board Meetings .......................................................... 12
1.6. Job Classification Changes .......................................................... 12
1.8. Reclassification Reviews ............................................................. 13
ARTICLE 2 – UNION MEMBERSHIP AND DUES DEDUCTION ....................................................................... 15
2.1. Payroll Deduction ....................................................................... 15
2.2. PAC Program ............................................................................... 16
2.3. Hold Harmless Agreement .......................................................... 17
2.4. Refunds ....................................................................................... 17
2.5. New Employees .......................................................................... 17
2.6. Union Officer List ........................................................................ 17
ARTICLE 3 – HOURS OF WORK .................................................................................................................... 18
3.1. Work Week ................................................................................. 18
3.2. Work Day .................................................................................... 18
3.3. Work Schedules .......................................................................... 18
3.4. Meal and Rest Periods ................................................................ 20
3.5. Clean-Up Time ............................................................................ 21
ARTICLE 4 –OVERTIME ................................................................................................................................ 21
4.1. Overtime ..................................................................................... 21
4.2. Call-back Pay ............................................................................... 24
4.3. Extended Shift Overtime ............................................................. 25
4.4. Shift Differential ......................................................................... 26
4.5. Standby ....................................................................................... 26
4.6. Uniform Allowance ..................................................................... 27
4.7. Acting Pay ................................................................................... 29
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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ARTICLE 5 – SICK LEAVE .............................................................................................................................. 29
5.1. Sick Leave Accrual ....................................................................... 29
5.2. Sick Leave Cash Out .................................................................... 30
5.3. Long Term Disability Plan ............................................................ 30
5.4. Notification Requirements .......................................................... 31
5.5. Abuse of Sick Leave ..................................................................... 31
ARTICLE 6 – HOLIDAYS ................................................................................................................................ 34
6.1. Observed Holidays ...................................................................... 34
6.2. Holiday Pay ................................................................................. 35
6.3. Holidays Falling on Scheduled Day Off ........................................ 36
6.4. Holidays Falling on Weekends .................................................... 37
6.5 Regular Part-time ........................................................................ 37
6.6. Personal Holiday Use/Cash Out .................................................. 37
ARTICLE 7 – VACATIONS .............................................................................................................................. 38
7.1. Accrual Rate ................................................................................ 38
7.2. Maximum Vacation Accumulation .............................................. 38
7.3. Vacation Requests ...................................................................... 39
7.4 Cash Out Upon Separation ......................................................... 39
ARTICLE 8 – BEREAVEMENT LEAVE ............................................................................................................. 39
ARTICLE 9 – INSURANCES ............................................................................................................................ 40
Definitions: ................................................................................................ 40
9.1. Health Insurance ......................................................................... 40
9.2. Life Insurance.............................................................................. 43
9.3. Federal/State Healthcare Options .............................................. 44
9.4. COBRA ........................................................................................ 44
ARTICLE 10 – JURY DUTY ............................................................................................................................. 44
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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ARTICLE 11 – EDUCATION AND CONFERENCE ............................................................................................ 45
11.1. Time Off and Financial Reimbursement ...................................... 45
11.2. Valid Business Expenses .............................................................. 45
11.3. Access to Training ....................................................................... 45
ARTICLE 12 – SALARIES ............................................................................................................................... 45
12.1. Salaries ....................................................................................... 45
12.2. Step Increases ............................................................................. 46
ARTICLE 13 - LONGEVITY ............................................................................................................................. 47
13.1. Longevity Pay Calculation ........................................................... 47
13.2. Longevity Pay Date ..................................................................... 48
ARTICLE 14 – DEFERRED COMPENSATION .................................................................................................. 48
ARTICLE 15 – PAY PERIOD ........................................................................................................................... 48
ARTICLE 16 – MANAGEMENT RIGHTS ......................................................................................................... 49
ARTICLE 17 – UNION ACTIVITIES ................................................................................................................. 50
17.1. Paid Release Time ....................................................................... 50
17.2. Facility Access ............................................................................. 51
17.3. Union Communication ................................................................ 51
17.4. Training Time .............................................................................. 51
17.5. Negotiations ............................................................................... 51
ARTICLE 18 – LABOR/MANAGEMENT COMMITTEE .................................................................................... 52
ARTICLE 19 – WORK STOPPAGES AND EMPLOYER PROTECTION ............................................................... 52
19.1. Uninterrupted City Services ........................................................ 52
19.2. Work Stoppage ........................................................................... 53
19.3. Disciplinary Action for Work Stoppage ....................................... 53
ARTICLE 20 – NON-DISCRIMINATION.......................................................................................................... 54
ARTICLE 21 – RECRUITMENT AND SELECTION PROCESS ........................................................................... 54
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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21.1. Posting of Vacancies ................................................................... 54
21.2. Selection Process ........................................................................ 55
21.3. Eligible Candidate Pool ............................................................... 56
21.4. Promotional Opportunities ......................................................... 56
ARTICLE 22 – PROBATIONARY PERIOD ....................................................................................................... 57
22.1. 12-Month Probationary Period ................................................... 57
22.2. 6-Month Probationary Period ..................................................... 57
ARTICLE 23 – GRIEVANCE PROCEDURE ....................................................................................................... 58
23.1. Definition .................................................................................... 58
23.2. Grievance Process ....................................................................... 58
23.3. Employer Grievance .................................................................... 61
23.4. Grievance Documentation .......................................................... 61
23.5. Grievance Timelines .................................................................... 61
ARTICLE 24 – HEALTH, SAFETY AND PRODUCTIVITY ................................................................................... 62
24.1. Quality and Safety of Work ......................................................... 62
24.2. Working Conditions .................................................................... 62
24.3. Rain Gear .................................................................................... 62
24.4. Custodial Services ....................................................................... 63
24.5. Safety Shoes ............................................................................... 63
ARTICLE 25 – SAVINGS CLAUSE ................................................................................................................... 65
ARTICLE 26 – ENTIRE AGREEMENT ............................................................................................................. 66
ARTICLE 27 – PRIORITY OF FEDERAL, STATE AND CITY LAWS ..................................................................... 66
ARTICLE 28 – VOLUNTEERS ......................................................................................................................... 67
ARTICLE 29 – DISCIPLINE ............................................................................................................................. 68
29.1 Discipline .................................................................................... 68
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AFSCME, Local 2170 Contract
201922 – 20204
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29.2 Demotion .................................................................................... 68
ARTICLE 30 – LEAVE DONATION ................................................................................................................. 69
ARTICLE 31 – LAYOFF AND RECALL ............................................................................................................. 69
31.1. Layoff and Recall ......................................................................... 69
31.2. Definitions .................................................................................. 70
31.3. Departmental Review ................................................................. 72
31.4. Human Resources Risk Management Review ............................. 73
31.5. Notice of Layoff .......................................................................... 74
31.6. Bumping Rights ........................................................................... 75
31.7. Recall Rights ................................................................................ 75
ARTICLE 32 – FINGERPRINTING ................................................................................................................... 79
ARTICLE 33 – DURATION OF AGREEMENT .................................................................................................. 81
APPENDIX A – AFSCME CLASSIFICATIONS IN ALPHABETICAL ORDER (with Job Grades) ............................ 83
APPENDIX B – SALARY INDEX FOR 2022 ..................................................................................................... 85
APPENDIX C – Telework Reopener ............................................................................................................. 93
APPENDIX D – INDEX .......................................................................................................................... 94
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 8
PREAMBLE
This Agreement is between the City of Renton (hereinafter called
the Employer) and Local 2170, Washington State Council of County
and City Employees, American Federation of State, County and
Municipal Employees, AFL-CIO (hereinafter called the Union) for
the purpose of setting forth a mutual understanding of the parties
as to conditions of employment for those employees for whom the
Employer recognizes the Union as the exclusive collective
bargaining representative.
The Employer and the Union shall cooperate to provide the public
with efficient, cost-effective, and courteous delivery of public
services, to encourage good attendance of employees, and to
promote a climate of labor relations that will aid in achieving a high
level of efficiency and productivity in all departments of City
government. The parties will work together to address and adapt
to the inevitable issues of change, to devise varying methods and
work procedures adapted to the changing circumstances of their
particular areas of responsibilities.
ARTICLE 1 – RECOGNITION AND BARGAINING UNIT
1.1. Union Recognized
Pursuant to RCW 41.56.060 the Employer hereby recognizes the
Washington State Council of County and City Employees/ AFSCME
Council 2 and its affiliated local (hereafter Union) as the exclusive
bargaining representative for all limited term, probationary and
regular Renton City employees in those classifications listed in
Appendix A.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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Limited term employees have all rights under this contract with the
exce ption of bumping (see City Policy #330-11, dated 10/15/2005).
If a limited term position is converted to a regular position, the
incumbent shall remain in the position and shall be converted as
well (and will be eligible for bumping rights). A limited term
employee shall have their time in the limited term position count
toward their overall classification and City seniority.
A regular employee who applies for and is appointed to a limited
term position shall have the right to return to their previous
classification should the limited term position not be converted to
regular status and there is a vacant position available in their
previous classification.
All employees of the Employer in classifications covered by this
Agreement are eligible to be members of the Union.
1.2. Temporary/Supplemental Employees
The City shall not combine or overlap temporary/supplemental
employees in such a way as to create the equivalent of a regular
position, orposition or avoid the time constraints set herein. In the
case of layoffs, Temporary/ Supplemental employees may not be
hired to perform bargaining unit work in work units where layoffs
have occurred while there is an active recall list.
The City will issue a quarterly report listing all actively employed
supplemental employees utilized by the City at the time the report
is generated. This report will be issued quarterly beginning October
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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1, 2019 or if the 1st falls on a holiday, within 4 days following the
holiday.
1.2.1 Non Seasonal Temporary/Supplemental Employees-
When filling a known vacancy of an AFSCME
represented position, Temporary/Supplemental
employees shall be employees hired directly by the
City or through an agency contracted with the City.
Such employees shall be employed no more than the
equivalent of six (6) months (182 consecutive days) in
a rolling 12-month period. An extension of up to an
additional 6 months is available with union
concurrence. Overtime shall be offered to regular
employees prior to temporary employees being
utilized, unless no qualified regular employees are
available. The City will notify the Union prior to the
use or hiring of a supplemental or tTemporary
employee under this clause. It is understood that the
use of Temporary/Supplemental employees as
provided for in this section shall not be deemed as
supplanting bargaining unit work.
1.2.2 Seasonal Temporary/ Supplemental Employees- It is
understood that the use of seasonal employees as
provided for in this section shall not be deemed as
supplanting bargaining unit work. Effective July 1,
2019 seasonal employees performing work limited to
the following positions will not work longer than 6
months (182 consecutive days) in a calendar year. In
2020 onward, the seasonal period is set as being
between April 1 and October 31:
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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• Custodial Assistant
• Golf Course Laborer and Pro-Shop
• Parks Laborer
• Transportation Laborer
• Golf Course Laborer and Pro-Shop Supplemental positions
are limited to 1500 hours in a calendar year and the employment
period is between March 1- and November 30.
1.2.3 Interns- Use of Interns performing bargaining unit
work citywide is limited to one-year terms of
employment, and each intern shall not work longer
than 1,040 hours during that year. The employment
year for interns will be measured from the date of hire
forward. Hiring of interns is done within City
guidelines. The City will notify the Union of internship
descriptions involving bargaining unit work. Interns
must be enrolled in school and assisting, not
supplanting, bargaining unit work.
1.3. Excluded Positions
The Union recognizes the following positions as being excluded
from the represented classifications listed in Appendix A:
1.3.1. All positions in the Human Resources & Risk
Management Department.
1.3.2. All clerical or secretarial positions designated as
“confidential” in each department. Only one
“confidential” designation will be allowed in each
department.
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AFSCME, Local 2170 Contract
201922 – 20204
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1.4. New Positions
Should it become necessary to establish a new job classification
within the bargaining unit during the term of this Agreement, the
City will create the classification. The salary for any new
classification within the bargaining unit shall be subject to
negotiations. The Union shall be notified of any newly created
classifications in the City, which are not recognized by other
bargaining units, including the City’s initial determination regarding
bargaining unit status.
Disagreements regarding the appropriateness of their inclusion or
exclusion from the bargaining unit will be referred to the Public
Employment Relations Commission for resolution.
1.5. Executive Board Meetings
The Union will provide a calendar of all regularly scheduled
Executive Board meetings for the next calendar year in December
of the preceding year to the Human Resources & Risk Management
Administrator.
1.6. Job Classification Changes
Changes to existing position classifications and position
descriptions shall be provided to the Union president and secretary
ten (10) working days prior to the next regularly scheduled
Executive Board meeting. The Union shall respond to the changes,
in writing, within ten (10) working days of the meeting, unless an
extension is mutually agreed upon. If the Union’s written response
is not provided within the timeframe above, management may
move forward with the changes that have been submitted.
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AFSCME, Local 2170 Contract
201922 – 20204
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1.7. Point Factor Method (PFM):
In an effort to objectively compare positions for internal equity, the
City has utilized a Point Factor Method (PFM)to help in determining
a position’s pay grade. Internal equity compares positions
according to requirements for similar skill, education/training, and
responsibility, and if the jobs are performed under similar working
conditions. The PFM uses factors that are commonly found in
positions, and each factor is broken into point values based on the
varying levels of difficulty or effort needed to complete them. The
position’s point value is then compared to other positions to select
an appropriate grade.
Effective January 1, 2022, HRRM staff will utilize the Point Factor
Method in conjunction with external market data when
determining a grade placement due to a Reclassification, as part of
a market study, or when creating a new position. If no external
market data exists, the PFM will be used to determine the grade
placement based on the internal equity analysis solely.
Any PFM analysis will be shared with the affected employees and
the union.
1.78. Reclassification Reviews
An employee may request a position review for proper
classification placement when the employee believes that there
has been significant change in duties and responsibilities of the
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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position. Reclassification reviews will be done in accordance with
City Policy #320-05 (Request for Reclassification), as established
July 7, 2009, to the extent that such does not conflict with the
agreement. A Position Description Questionnaire (PDQ) form must
be fully completed and requires review by the employee’s
supervisor, the Division Director and the Department
Administrator. A market study will be conducted by HRRM staff as
part of the reclassification process for those positions that meet
the definition for requiring a reclassification.
The deadline for submittal of the PDQ to the employee’s supervisor
is May 1. The Department shall forward the request to the Human
Resources Department within 30 days of the initial request. If the
Department does not forward the request within 30 days, the
employee may submit the request directly to the Human Resources
Department to ensure the submission deadline is met. The Human
Resources Department will notify the employee within seven (7)
working) working days of the receipt of the request. Requests
submitted to Human Resources by the July 1 deadline and
subsequently approved shall be included in the following year’s
budget.
Those approved by the City Council shall have an effective date of
January 1 of that budget year. Any delays in the reclassification
process shall not affect the implementation date and all pay shall
be retroactive to January 1 of that budget year.
Any appeals will be reviewed by the Human Resources and Risk
Management Administrator for a final decision. Human Resources
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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will meet with the Union regarding salary placement of any revised
position(s).
Once a request to reclassify a position has been submitted and
reviewed, no further consideration will be given to reclassifying the
position for a twenty-four (24) month period following submission.
1.9 Job Description and Salary Updates
Work will be done to reflect current duties, job description
revisions shared per the Union review process, and then HR staff
will conduct a market study, with wage adjustment negotiated for
those deemed under market, for any titles that either have not
received a market study since 2017 or, at the time the market
study was completed, there were not enough matches. Position
titles that do not have a minimum of 4 matches from comparable
cities will be evaluated using the PFM and their salary adjustments
negotiated based on internal equity. The work shall be completed
no later than July 31, 2023.
ARTICLE 2 – UNION MEMBERSHIP AND DUES DEDUCTION
2.1. Payroll Deduction
The Employer agrees to deduct from the paycheck of each
employee, who has so authorized it in writing, the regular monthly
dues uniformly required of members of the Union. The amounts
deducted shall be transmitted monthly to the Union on behalf of
the employees involved. Employees may cancel their payroll
deduction by written notice to the Union in accordance with the
terms and conditions of their signed payroll authorization card. The
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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Union will provide timely notice to the City of the cancellation of
their dues authorization by a bargaining unit member. Every effort
will be made to end the deduction effective on the first payroll, but
not later than the second payroll, after the City’s receipt of notice
of cancellation from the Union. Authorizations for Payroll
Deduction are valid whether executed in paper form or
electronically.
The Employer shall provide to the Union monthly a complete list of
all bargaining unit members that includes employee name, home
address, job title, hire date into current bargaining unit, monthly
salary, hourly wage, and whether the employee has authorized the
deduction of Union dues.
The Union may change the fixed dollar amount, which will be the
regular monthly dues, once each calendar year during the life of
this agreement. The Union will give the City thirty (30) calendar
days’ notice of any such change in the amount of uniform dues to
be deducted.
2.2. PAC Program
The Employer agrees to deduct from the wages of any employee
who is a member of the Union a PEOPLE deduction as provided for
in a written authorization. Such authorization must be executed by
the employee and may be revoked by the employee at any time by
giving written notice to both the Employer and the Union. The City
will allow AFSCME, Local 2170 the option to have funds deducted
from member’s paychecks twelve (12) times annually to allow
contributions to the AFSCME PAC program. The City will send a
check once a month to Washington State Council of County and
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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City Employees, AFSCME Council 2. The Employer agrees to remit
any deductions made pursuant to this provision to the Union
together with an itemized statement showing the name of each
employee from whose pay such deductions have been made and
the amount deducted during the period covered by the remittance.
2.3. Hold Harmless Agreement
The Union will indemnify, defend, and hold the Employer harmless
against any claims made and against any suit instituted against the
Employer on account of any actions by the Employer in
administering recognition, union membership and dues deduction.
2.4. Refunds
The Union agrees to refund to the Employee any amounts paid to it
in error upon presentation of proper evidence thereof.
2.5. New Employees
The Employer will furnish to the Local Union Treasurer the names
of all new employees in the bargaining unit as specified in Article 1,
Section 1.1, within five (5) working days of hire.
Newly hired employees shall be granted 30 minutes to meet with
their Steward or another officer of the Union.
2.6. Union Officer List
The Union agrees to furnish the Employer with a list of Union
Officers and Shop Stewards and to maintain such list in a current
status.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
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ARTICLE 3 – HOURS OF WORK
3.1. Work Week
The work week shall consist of seven (7) days beginning
immediately after 12:00 midnight on Saturday and ending at 12:00
midnight the following Saturday. The regular work week shall
consist of forty (40) hours, exclusive of lunch, within the work
week. Exceptions to this shall be alternative work schedules, and
work weeks which, when utilized, shall be reduced to writing and
signed off by the Employer, employee and the Union. The City or
the employee may discontinue alternative/flex work schedules and
work weeks in accordance with Article 3, Section 3.3.3.
Discontinuation of alternative/flex work schedules shall not require
the approval of the Union.
3.2. Work Day
A regular workday shall consist of not more than ten (10) hours,
exclusive of lunch, unless otherwise provided for through an
agreed upon alternative work schedule.
3.3. Work Schedules
3.3.1. Normal Work Week – The normal work week shall be
five (5) consecutive days of not more than eight (8)
hours per day, Monday through Friday, exclusive of
the lunch period, except where the work day or work
week is different and accepted as a condition of
employment or mutually agreed upon in writing
between the Union, employee and the Employer.
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201922 – 20204
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3.3.2. Flextime and Alternative Work Schedules – Employees
may work flex-time or alternative work schedules,
with prior supervisory approval. Flexible work
schedules shall be mutually agreed upon between the
Employer and the employee. All flex-time and
alternative work schedules shall be reduced to writing
and signed off by the Employer, employee and the
Union. Flex-time schedules, by example only, shall be
schedules that provide for daily or weekly adjustable
work hours. Alternative work schedules, by example
only, shall be schedules that allow for schedules other
than 5 consecutive days (Monday through Friday) of 8
hours work.
3.3.3. Schedule Changes – Work schedule changes may be
initiated by the Employer or the employee. When
schedule changes of thirty (30) days or more are
initiated by the Employer, employees will receive
written notice of the change thirty (30) calendar days
prior to the effective date of the change. Except in
emergency situations and situations that are
unforeseen or unanticipated, employees will receive
written notice a minimum of two working days before
all other schedule changes initiated by the Employer.
If written notice is not received as outlined herein the
employee shall receive pay at one and one-half (1½)
times their normal hourly rate for the first shift
worked on the new schedule. The City will not
manipulate work schedules for the sole purpose of
avoiding the payment of overtime.
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201922 – 20204
Page 20
Work schedule changes initiated by the employee may
take place immediately with the concurrence of the
supervisor, provided that the change does not create
an undue hardship in the department or disservice to
the public.
3.3.4. Consecutive Hours Worked – Employees shall not
work more than sixteen (16) consecutive hours during
any consecutive twenty-four (24) hour period.
3.4. Meal and Rest Periods
Meal Period – There shall be an unpaid meal period of not less than
one-half (1/2) hour nor more than one (1) hour during the regular
workday. If an employee is required to work two (2) or more hours
beyond his or her regular work day the employee shall be entitled
to an additional paid meal period of one-half (1/2) hour. For each
additional four (4) hour overtime increment beyond the two (2)
hours, the employee shall receive an additional meal period of one-
half (1/2) hour. If the Employer furnishes meals, the employee shall
eat them on his or her own time. Whenever possible the meal
period shall be scheduled near the middle of the workday. An
employee may voluntarily waive their unpaid meal period with
written approval from their supervisor. The documentation
showing that it was a voluntary waiver at the employee’s request
will be retained by HRRM in compliance with Department of
Labor’s Wage and Hour regulations. This voluntary waiver is to be
used occasionally and is not intended to be a regular on-going
change to the employee’s work schedule/shift.
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201922 – 20204
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3.4.1.
3.4.2. Rest Period – Except in emergency situations, there
shall be one fifteen (15) minute rest period during
each four (4) hour period of the workday whenever
feasible. Emergency situations are defined as
situations where injury to persons, loss of life and/or
serious public or private property damage are
possible.
3.5. Clean-Up Time
Employees whose work requires personal clean-up prior to leaving
the Employer’s premises or job site shall be allowed necessary time
for doing so prior to meal breaks, not to exceed five (5) minutes,
and the end of the shift, not to exceed ten (10) minutes. Work
schedules shall be arranged so employees may take advantage of
this provision where it is applicable.
ARTICLE 4 –OVERTIME
4.1. Overtime
4.1.1. Allocation of Overtime – The Employer shall determine
when and by whom overtime will be worked.
Whenever feasible, the Employer will request
volunteers from among the employees with the
requisite skills to perform the work, before requiring
employees to work overtime. Overtime opportunities
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 22
will be allocated as equally as possible among
employees within a work unit.
4.1.2. Overtime Rate – Except as otherwise provided in this
Article, all hours worked in excess of the employee’s
scheduled workday, when worked upon the direction
or approval of the employee’s supervisor, shall be paid
at the rate of one and one-half (1½) times the
employee’s straight-time hourly rate or compensated
by granting one and one-half (1½) times the number of
excess hours worked as compensatory time. Overtime
shall be based on compensated hours and in
accordance with FLSA regulations. The employee shall
make his or her choice (overtime pay or compensatory
time) known to his or her supervisor not later than the
end of the work week in which the work was
performed.
4.1.3. Compensatory Time – Compensatory time off, when
granted, shall be at a time convenient to the employee
and consistent with the operating needs of the
Employer. Compensatory time off shall be taken under
this Article as required by the Fair Labor Standards Act,
if such continues to be applicable to local government
employees. Compensatory time banks shall not exceed
one hundred (100) hours.
Employees may cash out compensatory time during
any pay period throughout the calendar year. Any
compensatory time over forty (40) hours as of
December 31 will be automatically cashed out at the
AGENDA ITEM #5. c)
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201922 – 20204
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employee’s regular rate of pay and paid on the
January 10 paycheck. Employees with forty (40) hours
or less shall be allowed to carry over the time into the
following year.
4.1.4. Computing Overtime – The nearest one-quarter (1/4)
hour shall be used in computing overtime.
4.1.5. Meeting Attendance Outside of Normal Work Schedule
– With supervisory approval, each employee that is
required to attend a meeting on their normally
scheduled workday before or after their regularly
scheduled shift shall be allowed to modify their
schedule during the work week of the meeting so that
the work week does not exceed their regularly
scheduled hours. This Section does not prohibit
employees that modify their time, as above, from
receiving overtime as otherwise provided in this Article
for hours worked outside of their normally scheduled
work day that fall on non-modified days.
4.1.6. Extended Consecutive Day Overtime– Employees
required to work on a regularly scheduled day off shall
be paid at the rate of time and one-half (1 ½) for the
first twelve (12) hours and the rate of two times (2x)
their regular rate of pay, consistent with Section 4.3
below, for any hours worked in excess of twelve (12)
hours. Employees required to work on a second
consecutive day shall be paid at two (2) times their
regular rate of pay for all hours worked. If during the
workweek, a half day (or more) of holiday, vacation,
AGENDA ITEM #5. c)
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201922 – 20204
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sick leave and comp-time are taken, this does not
count as paid work when determining the consecutive
days for purposes of double time.
4.1.7. The following positions are set up as program oriented
and as a condition of hire these positions may perform
evening and weekend work as programs require.
These positions may require a voluntary shifting of
schedule within the workday and this shift will not
trigger overtime. These positions are not subject to
daily overtime but will be paid weekly overtime for
compensable hours in excess of the normally
scheduled work week.
• Senior Program Specialist and Program
Specialist
• Neighborhood Program Coordinator
• Farmer’s Market Coordinator
• Program Assistant
• Recreation Coordinator
• Recreation Specialist
4.1.6.• Recreation Assistant
4.2. Call-back Pay
Call-back shall be defined as all time worked in excess of a
scheduled shift, which is not an extension of that shift, and is
unanticipated, unforeseen, and not a regular function of the
employee’s work schedule. “Unanticipated, unforeseen” shall
include, but not be limited to, work that is performed where the
employee has been notified after the conclusion of their regular
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work day and the work is performed prior to the start of their next
regular work day.
Employees who are required to report to the work site or the field
shall be paid a minimum of two (2) hours at a rate of two times (2x)
their regular hourly rate of pay, starting from the time they answer
the phone through the time they return home (portal to portal).
Employees who are not required to report to the work site or field
but can address the issue(s) from home shall be paid for one (1)
hour of work at two times (2x) their regular hourly rate so long as
the time is spent working and not merely informational, i.e.,
schedule change. Employees who qualify for the one (1) hour call
back pay shall not be subject to the provisions of paragraph 4.5 of
this Article regarding the suspension of standby pay. Employees
who work more than one (1) hour without reporting to the
worksite or field shall be paid at (2x) their regular hourly rate for all
hours worked at home and will be subject to the provisions of
paragraph 4.5 of this Article regarding the suspension of standby
pay.
Recreation staff involved in conducting scheduled recreation
programs/events shall be excluded from this provision.
Employees who must attend regularly scheduled meetings after
their normal work hours shall be paid a one (1) hour minimum at
the time and one-half (1½) rate.
4.3. Extended Shift Overtime
Employees required to work more than four (4) hours beyond the
end of their scheduled workshiftwork shift shall be paid at two
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times (2x) their regular rate of pay for all time worked beyond the
first four hours of overtime.
4.4. Shift Differential
A shift differential of $1.00 shall be paid for all hours worked by an
employee when fifty percent (50%) of his or her regular workday is
between 12:00 midnight and 8:00 a.m. When such shift is
requested by the employee and approved by the Employer, this
provision shall not apply.
4.5. Standby
The Employer reserves the right to establish a standby program.
Based on service needs, each department may establish a roster of
qualified personnel who would be available for callback during an
emergency situation. Personnel identified as on standby shall be
required to carry a cell phone or other device and be able to
respond immediately to call-back situations without restrictions or
impairments.
Employees on standby shall receive standby pay as follows: Starting
with the first full pay period following ratification and adoption of
the successor agreement standby pay shall be paid at $23.940 per
hour. Only the employee carrying the standby phone at the time of
the callout, and driving their own personal vehicle, is eligible for
reimbursement at the standard federal mileage rate. The
reimbursement would be for their drive to the worksite due to a
callback (roundtrip) from the employee’s home address or a
maximum of 30 miles each way, whichever is less.
Travel time for distance between home and regular or main job is
considered a taxable fringe benefit and will be added to their
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paycheck. Travel time for distances between home and temporary
work location (if not regular or main job), or main job and
temporary work location, are not considered a taxable fringe
benefit. To request mileage reimbursement, the employee must
submit a written claim verifying mileage, travel location(s) and the
date(s) of call-back(s). Standby allowance shall be suspended upon
callback and the provisions of Section 4.2 of this Article shall
prevail. Standby periods shall be determined by the Employer.
Standby pay is not available during the employee’s regular work
hours. Management reserves the right to transfer the standby
assignment when the employee is unavailable for their standby
assignment.
Qualified personnel shall be determined by the Employer and
assigned by on a rotational basis. Every effort will be made to
establish the roster on a volunteer basis. If insufficient volunteers
exist, placement on the roster shall be mandatory.
4.6. Uniform Allowance
The City of Renton shall furnish standard clothing of the City’s
choice and design to all field staff in the Maintenance Services and
Transportation Maintenance Divisions of Public Works. Eligible staff
in these divisions shall have an allowance of $300 per calendar year
to purchase any combination of the following items:
T-Shirts Long Sleeve Button Down Shirt
Long Sleeve T-Shirts Long Jeans**
Sweat Shirts (1) Stocking Cap
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Collared Shirt
** The purchase of long jeans must not exceed $150.
A newly hired employee will be able to access this $300 clothing
allowance upon hire. Clothing damaged or contaminated on-duty
shall be cleaned or replaced at the City’s discretion, however the
City will not exceed $175 in replacement costs per employee, per
calendar year.
The City of Renton shall furnish standard clothing of the City’s
choice and design to the Court Security Officer to include:
(5) Shirts with Court Security
language and name
(1) Light-Weight Jacket with
Court Security language and
name
(3) Pairs of Black pants
Clothing will be replaced once per year or as needed for the Court
Security Officer.
All clothing items bearing a Renton insignia and in the employee’s
possession remain the property of the City and must be returned
when leaving employment with the City. If the insignia-bearing
items are not returned by the employee, the employee will be
subject to a pro rata deduction of the current year’s utilized benefit
(not to exceed $300) from the employee’s final paycheck.
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4.7. Acting Pay
When an employee is asked to assume the duties of a position at a
higher salary grade on a temporary basis, the employee shall
receive a premium equal to five percent (5%) of their base salary,
provided the temporary promotion will extend for at least fifteen
(15) calendar days.
ARTICLE 5 – SICK LEAVE
5.1. Sick Leave Accrual
Sick leave is available when an employee is absent as a result of
personal illness or injury, or when medically necessary to care for
the employee’s child, parent, parent-in-law, spouse, domestic
partner or a domestic partner’s child, and grandparent, as provided
by the Family Care Act of Washington (FCA), WAC 296-130, and/or
the Family and Medical Leave Act (FMLA), the Washington State
Family Leave Act (FLA), or any qualified FMLA covered reason.
5.1.1. Upon employment, new full time employees shall
receive twenty-four (24) hours sick leave. At the end
of the first three months of full time employment an
additional twenty-four (24) hours sick leave shall be
granted. At the completion of six full months of
employment, employees shall accrue sick leave at the
rate of eight (8) hours per month. Employees who
resign or are terminated prior to completing six full
months of employment shall reimburse the Employer
for any used but unearned sick leave.
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5.1.2. Sick leave accrual shall be prorated based on the
employee’s regularly scheduled weekly hours of work,
divided by 40.
5.1.3. Employees shall be allowed to use sick leave in
increments of fifteen (15) minutes.
5.2. Sick Leave Cash Out
For employees hired before January 1, 1994, cash payment of
accrued, unused sick leave shall be made upon a PERS I employee’s
resignation, retirement, discharge (unless discharge is a result of
the employee’s conviction of any criminal statutes relating to or
connected with his/her employment), or death. Such payment shall
be limited to 50% of accumulated but unused sick leave, to a
maximum of 960 hours. In the event of death, payment shall be
made to the estate of the employee.
Employees hired on or after January 1, 1994, shall not be eligible
for cash out of any accrued but unused sick leave.
5.3. Long Term Disability Plan
All employees will be enrolled in an Employer-sponsored long-term
disability plan with a benefit equal to 60% of base salary after a
maximum waiting period of 90 calendar days. If an LTD claim is
approved by the carrier, employees will be permitted to use any
accrued leave balance they have at 40%, bringing the combination
of the LTD benefit and accrued leave payment to 100% of their pre-
disability earnings. The Employer will pay the premiums necessary
to fund the benefits of the plan.
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5.4. Notification Requirements
5.4.1. Sick leave may be taken in lieu of vacation time
whenever an employee is on vacation and becomes
sick or hospitalized. A doctor’s certificate of the illness
must be furnished by the employee in a timely manner
to substantiate such sickness or disability. This
exchange will not alter the employee’s scheduled
vacation except by mutual agreement with the
Employer.
5.4.2. The Employer may require a signed statement from
the employee’s Health Care Provider for absences of
three (3) days or longer or if the City reasonably
suspects sick leave abuse.
5.4.3. An employee who will be out on sick leave must notify
his or her immediate supervisor or other designated
person of the absence prior to the start of said leave,
or as soon as possible.
5.5. Abuse of Sick Leave
Use of sick leave is restricted to the purposes set forth in Section
5.1 of this Article. Employees found to be abusing sick leave
privileges shall be subject to disciplinary action, pursuant to Article
16, Section 16.3.
5.6 WA State Paid Family Medical Leave
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5.6.1 Eligible employees are covered by Washington’s Family
and Medical Leave Program, RCW 50A.04. Eligibility for leave and
benefits, which began January 1, 2020, is established by
Washington law and is therefore independent of this Agreement.
Premiums for benefits are established by law, will total four-tenths
of one percent (0.4%) of employees’ wages (unless otherwise
limited by action of the State). Employees will pay through payroll
deduction the full cost of the premiums associated with family
leave benefits and forty-five percent (45%) of the cost of the
premiums associated with the medical leave benefits, as
determined under RCW 50A.04.115
5.6.2 Use of sick leave: For better consistency across leave
plans, sick leave may be used for family members, including
spouse, child, grandchild, parent, or grandparent, as these
relationships are defined in the State PFML. Leave may be taken
for siblings only for State Accrued Sick Leave, and PFML.
5.6.3 Coordination with PFML: Employees who are approved
by the State for a benefit under PFML will be permitted to use their
accrued leave balance as a “Supplemental Benefit” to bring them to
full base pay, in accordance with provisions outlined by the State.
Employees will have the option to 1) use accrued leave exclusively
and forgo the PFML, or 2) use PFML exclusively and forgo use of
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accrued leave, or 3) use their accrued leave as a Supplemental
Benefit in combination with their PFML to bring them to full base
pay. Employees may change their election effective the first day of
any pay period, by notifying HR and completing a new election
form.
For those employees, electing option 3 above, the procedures for a
Supplemental Benefit will be similar to the City’s existing
procedures for Workers’ Comp Time Loss, with the accompanying
leave buy back. Employees will submit leave time to the City for a
Supplemental Benefit for the full number of hours not worked.
They will submit the full amount of the PFML benefit they receive
to the City in a timely manner. The amount of the PFML benefit
will be used to “buy back” a portion of the accrued leave that was
taken as a Supplemental Benefit. In order to use accrued leave as a
“Supplemental Benefit” the employee must, in advance, sign an
agreement to submit the PFML benefit amount to the City as soon
as practical, and in no case later than 30 days of receipt. Any
employee electing this option and failing to return the PFML
benefit amount(s) received will be in violation of City policy and the
Union Contract and may be subject to discipline. When necessary,
the Union will support the bargaining unit members in meeting
their “check return” obligation. If leave balances with the City are
exhausted, the employee will move to option 2 above.
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201922 – 20204
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ARTICLE 6 – HOLIDAYS
Employees shall receive holidays in accord with the following:
6.1. Observed Holidays
The following days shall be observed as legal holidays:
6.1.1. January 1 (New Year’s Day)
6.1.2. Third Monday in January (Martin Luther King, Jr. Day)
6.1.3. Last Monday in May (Memorial Day)
6.1.3.6.1.4. June 19th (Juneteenth)
6.1.4.6.1.5. July 4 (Independence Day)
6.1.5.6.1.6. 1st Monday in September (Labor Day)
6.1.6.6.1.7. November 11 (Veterans’ Day)
6.1.7.6.1.8. 4th Thursday in November (Thanksgiving)
6.1.8.6.1.9. 4th Friday in November (day after
Thanksgiving)
6.1.9.6.1.10. December 25 (Christmas Day)
6.1.10.6.1.11. The day before Christmas shall be a holiday for
employees wWhen Christmas Day occursis observed
on a Tuesday, Wednesday or Friday, the previous day
shall be a holiday. The day after Christmas shall be a
holiday for City employees Wwhen Christmas day
occurs on a Monday, Wednesday, or Thursday the
next day shall be a holiday. When Christmas day
occurs on a Saturday, the two preceding working days
shall be observed as holidays. When Christmas Day
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occurs on a Sunday, the two working days following
shall be observed as holidays.
6.1.11.6.1.12. Two personal holidays of employee’s choice.
Existing employees will be eligible for the two (2)
personal holidays from the beginning of the year.
Upon employment, new employees will be eligible for
one (1) day (8 hours) of personal holiday to use. After
being employed for six (6) months, the employee will
be eligible for the second day (8 hours) of personal
holiday to use. Except, if the employee begins
employment on/or after July 1st, they will not be
eligible for the second personal holiday in that year.
6.1.12.6.1.13. Any other day proclaimed by the Governor for
all political subdivisions of the State;State, or by the
Mayor of the City.
6.2. Holiday Pay
6.2.1. Working on Holidays - Holiday situations are as
follows:
6.2.1.1. For employees working on an observed
holiday, the observed holiday shall be
considered the holiday.
6.2.1.2. For employees working on an actual holiday
but not the observed holiday, the actual
holiday shall be considered the holiday.
6.2.1.3. For employees working on both the actual
holiday and the observed holiday, only the
actual holiday shall be considered a holiday.
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6.2.2. Pay Rates for Working on Holidays: Employees
scheduled to work in one of the three (3) situations
listed above shall receive one and one-half (1½) times
their regular rate of pay for all hours worked on the
holiday and the employee shall be permitted to:
6.2.2.1. Schedule an alternate day off within the same
calendar year (up to eight (8) hours) with prior
approval from his or her supervisor which
does not cause significant operational
disruption for the department; or
6.2.2.2. Receive up to eight (8) hours holiday pay for
that holiday worked.
6.2.3. The decision to grant holiday pay or a compensatory
day off shall be determined in advance.
6.2.4. Employees scheduled in advance to work on a holiday
shall be scheduled for a minimum of four (4) hours.
6.3. Holidays Falling on Scheduled Day Off
Whenever the actual holiday or the observed holiday falls on an
employee’s regularly scheduled day off, the employee shall be
allowed to use eight (8) hours, in one (1) hour increments, at
anytime before the end of the year. If both the actual holiday and
the observed holiday occur on regularly scheduled days off the
employee shall be granted only eight (8) hours off with pay.
Unused holidays granted under this provision shall have no cash
value.
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6.4. Holidays Falling on Weekends
When a holiday falls on a Saturday, the preceding Friday shall be
observed as the Holiday. When a holiday falls on a Sunday, the
following Monday shall be observed as the holiday. For employees
regularly scheduled Saturday and/or Sunday, holidays shall be
observed on the actual holidays. If an employee is scheduled to
work on both an observed holiday and the actual holiday, they will
be compensated as described in Section 6.2 of this Article.
6.5 Regular Part-time
All regular part-time employees subject to the provisions of this
Agreement shall receive holiday leave at a pro-rated amount based
on the number of hours scheduled in their work week divided by
forty (40) hours.
6.6. Personal Holiday Use/Cash Out
Personal Holiday hours may be used in 15 minute increments.
Personal Holiday hours not used by the employee by December 31
will be cashed out at the employee’s hourly base rate for that same
year, and paid on the January 10 pay check.
Eligible Personal Holiday hours not used by the employee at time of
employment separation for any reason will be cashed out at the
employee’s current hourly base rate and paid in the employee’s
final paycheck.
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ARTICLE 7 – VACATIONS
7.1. Accrual Rate
The following vacation benefits shall be provided:
Length of Service Days per
Year
Hours per
Pay Period
Hours per
Year
0 through 5 years 12 4 96
6 through 10 years 18 6 144
11 through 15 years 21 7 168
16 through 20 years 24 8 192
21 and subsequent years 27 9 216
7.1.1 Regular part-time employees subject to the provisions
of this Agreement shall be provided vacation benefits
at a pro-rated amount based on the number of hours
scheduled in their workweek divided by forty (40)
hours.
7.1.2 Employees may use accrued vacation leave in
increments of fifteen (15) minutes.
7.2. Maximum Vacation Accumulation
The maximum accumulation of vacation time for an employee shall
not exceed twice the current annual accrual limit as provided in
above Section 7.1.
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7.3. Vacation Requests
Requests for vacation leave are subject to supervisory approval.
Except in emergency situations, requests for vacation leave shall be
submitted in writing, at least the workday prior to the requested
time off. Vacation requests shall be responded to within one week
unless submitted less than two weeks in advance. For vacation
requests submitted less than two weeks in advance, a response
within one working day after receipt is required.
7.4 Cash Out Upon Separation
Vacation accrued but unused during the term of the employee’s
employment with the city will be cashed out at the employee’s
hourly base rate at the time the employee separates from city
employment.
ARTICLE 8 – BEREAVEMENT LEAVE
Up to three days with pay shall be given to employees for each
instance of a death of the employee’s mother, father, step-parent,
legal guardian, spouse/domestic partner, child, stepchild, child of a
domestic partner, mother-in-law, father-in-law, sister, brother,
brother-in-law, sister-in-law, grandchild, or grandparents. The
number of hours of bereavement leave allowed regular part-time
employees covered by this Agreement shall be adjusted to reflect
the number of scheduled hours in their workweek.
All requests for extended bereavement leave shall be approved by
the Department Administrator in advance. Employees may use
accrued vacation, compensatory time, and/or personal holiday
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hours to cover extended bereavement leave. Sick leave may be
used if all other leave banks are exhausted.
ARTICLE 9 – INSURANCES
Definitions:
REHBT: Renton Employees’ Healthcare Board of Trustees
REHP: Renton Employees’ Healthcare Plan
Funding Goal: It is the responsibility of the Renton Employees’
Healthcare Board of Trustees to establish and maintain fund goals
in relationship to the Renton Employee’s Healthcare Plan.
Plan Member: An eligible Renton employee, along with their
dependents, that is covered under the Renton Employees’
Healthcare Plan.
Premiums: The contributions made to the REHP by both the City
and the employees to cover the total cost of purchasing the REHP.
Contributions made by employees for co-pays, lab fees, ineligible
charges, etc., are not considered premiums for the purpose of this
Article.
9.1. Health Insurance
9.1.1. Participation - The City and the Local/Union/Guild
agree to jointly manage the REHP during the term of
this agreement. The REHBT is comprised of AFSCME
Local 2170; Police Guild; and the City, and will meet at
AGENDA ITEM #5. c)
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least quarterly to review the REHP including costs
associated with the REHP.
Medical coverage shall be provided in accord with the
laws of the State of Washington, RCW 41.26.150 and
federal plans: Patient Protection and Affordable Care
Act and the Health Care and Education Affordability
Reconciliation Act of 2010. The Local/Union/Guild
agrees to continue participation in the REHBT and to
identify and support cost containment measures.
9.1.2. Plan Coverage - The City will provide a medical/dental,
vision, and prescription drug insurance plan for all
eligible employees including all bargaining unit
members and their eligible dependents.
9.1.3. Premiums - For- For the calendar years 201922
through calendar year 20204, the total cost of the
plan shall be divided as follows:
YEAR CITY EMPLOYEES
20192022 9291% 89%
20203 91% 9%
2024 91% 9%
Employee premiums will be based upon the following
categories:
• Employee
• Employee/1
• Employee/2+
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• Employee/Spouse or Domestic Partner
• Employee/Spouse or Domestic Partner/1
• Employee/Spouse or Domestic Partner/2+
9.1.4. Projected Costs –The plan contributions shall be
calculated by the percentage of actual plan cost
increase that occurred in the previous year and based
on consideration of Actuarial projections. The year in
review shall be from July 1st to June 30th.
9.1.5. Alternative Plan Coverage – City contributions for the
alternative plan will be at the same cost share
percentage as the self-funded plan capped at the
dollar amount contributed to the self-funded plan.
9.1.6. Renton Employees’ Healthcare Board of Trustees – The
REHBT includes members from each participating
Union. Each union will have a maximum of one (1)
vote, i.e. the Police Guild has two (2) bargaining units
but only receives one (1) vote on the REHBT. The City
only receives one (1) vote also. If all bargaining units
participate, the voting bodies would be as follows:
AFSCME – 2170; Police Guild; and the City for a total of
three (3) votes.
9.1.7. Plan Changes – The members of the REHBT shall have
full authority to make plan design changes without
further concurrence from bargaining unit members
and the City Council during the life of this agreement.
9.1.8. Voting – Changes in the REHP will be determined by a
majority of the votes cast by REHBT members. A tie
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vote of the REHBT members related to a proposed plan
design change will result in continuing the current
design.
9.1.9. Surplus – Any surplus in the Medical Plan shall remain
available only for use by the Renton Employees’ Health
Plan Board of Trustees for either improvements in the
Plan, future costs increase offsets, rebates to
participants, or reduction in employee contributions.
9.2 Cadillac Tax
If by 2022 the Cadillac Tax required by the Affordable Care
Act is still in effect and will require additional funding of the
Renton Employees’ Healthcare Plan, the parties agree to
meet and negotiate changes to the plan in such a way as to
address the impacts of the Cadillac Tax.
9.32. Life Insurance
The Employer shall furnish to the employee a group term life
insurance policy in the amount of the employee’s annual salary
plus longevity, rounded to the nearest $1,000 including double
indemnity and limited to a maximum benefit of $50,000. The
Employer shall furnish a group term life insurance policy for $1,000
for the employee’s spouse and $1,000 for each dependent.
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9.43. Federal/State Healthcare Options
In the event of a Federal/State healthcare option, the REHBT shall
have the option to review the proposed Federal/State option and
take appropriate actions.
9.54. COBRA
When an employee or dependents health care benefits ceases
based on a qualifying event, the employee or dependent shall be
offered medical and dental benefits under the provision of
Consolidated Omnibus Budget Reconciliation Act (COBRA).
ARTICLE 10 – JURY DUTY
When an employee is called for jury duty, or is subpoenaed as a
witness in any litigation/administrative hearing process in which
the employee is not a party, such time shall be considered as time
worked and paid at the appropriate salary level of the employee.
Employees shall be required to give reasonable advance notice of
such subpoena or other legal requirement to appear and provide
the City with a copy of the subpoena or other legal document
requiring the employee’s presence. The copy of the subpoena or
legal document will be given to the City in advance of the hearing
or jury duty or if that is not possible, then the copy must be
furnished within 72 hours after the hearing or jury duty date. All
monies received as witness or jury fees must be signed over to the
City excluding any mileage/expense reimbursements. Employees
will be required to call their supervisor when less than a normal
workday is required by jury or witness duty. The supervisor shall
determine if the employee shall be required to report to work and
shall take into consideration the travel time of the employee.
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ARTICLE 11 – EDUCATION AND CONFERENCE
11.1. Time Off and Financial Reimbursement
Employees will be granted reasonable amounts of time off and
financial reimbursement for attending training programs whenever
such training is work-related and attendance is required by the
Employer.
11.2. Valid Business Expenses
Employees who conduct authorized, official City business or
participate in conferences as official representatives of the
Employer while outside the City shall be reimbursed for all valid
business expenses.
11.3. Access to Training
The Employer is committed to the principle of training for all
employees. Whenever feasible, training shall be made available for
each employee within a classification within a division to prepare
them to perform all the job duties associated with that
classification. Equal access to training opportunities to the extent
that operational requirements permit shall be provided.
ARTICLE 12 – SALARIES
12.1. Salaries
12.1.1. Effective January 1, 201922, wages shall be increased by
3.56% over the base wages of 201821. The 6% increase for pay
periods that have already been processed will be retroactively paid
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to all AFSCME represented employees who were employed on or
after January 1, 2022.Retro activity will be paid no later than the
October 25th, 2019 paycheck for those AFSCME represented
bargaining unit employees actively employed as of June 21,
2019.The parties understand and agree that the “me too” language
of the 2021 contract extension is no longer active and that the
current contract is focused on future wage adjustments.
12.1.2.12.1.1. Effective July 1, 2019January 1, 2023, wages
shall be increased by 3.75100% of the 2022 Seattle-
Tacoma-Bellevue June to June CPI-U with a minimum
of 1.5% and a maximum of 4.5%over the base wages
of 2018.
12.1.3. Effective January 1, 20204, wages shall be increased
by 100% of the 2023 Seattle-Tacoma-Bellevue June to
June CPI-U with a minimum of 1.5% and a maximum
of 4.5%.3.25% over the base wages of 2019.
12.1.4.12.1.2. Effective July 1, 2020, wages shall be increased
by 3.5% over the base wages of 2019.
12.2. Step Increases
All anniversary step increases shall begin being paid upon the
payday following the anniversary date and thereafter during the
life of this Agreement. There is no acceleration of steps.
12.3 VEBA
One (1) percent of employee’s base pay in lieu of One (1) percent
of the existing Deferred Compensation Benefit (Article 14) to fund a
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City selected and contracted Voluntary Employees’ Beneficiary
Association (VEBA) plan/vendor. Funding of the VEBA plans for
employees will be effective April 1, 2022. Funding of the VEBA
account will occur in each pay period where the employee has pay
from the City for at least half of their scheduled hours and the City
will handle the transfer of funds. During a pay period where the
employee does not have pay for at least half of their scheduled
hours, they will not have the VEBA contribution (except for leaves
covered by FMLA and/or PFML). These funds are provided by the
employer and are a Mandatory Employee Contribution to VEBA.
ARTICLE 13 - LONGEVITY
13.1. Longevity Pay Calculation
Effective June 1, 2019 employees shall receive monthly longevity
pay in accordance with the following scale:
Years of Service
5 years 2.0% of the monthly Grade a14, step E
10 years 3.0 % of the monthly Grade a14, step E
15 years 4.0% of the monthly Grade a14, step E
20 years 5.0% of the monthly Grade a14, step E
25 years 6.0% of the monthly Grade a14, step E
30 years 7.0% of the monthly Grade a14, step E
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Regular part-time employees covered by this Agreement shall
receive a pro-rated amount of this scale based on the number of
hours scheduled in their workweek.
13.2. Longevity Pay Date
Longevity will be paid as follows based on adjusted service date:
• If the employee’s Adjusted Service Date is on or between the
1st and the 15th, the employee will receive their longevity
allowances on the 25th of that month.
• If the employee’s Adjusted Service Date is on or between the
16th and the 31st, the employee will receive their longevity
allowances on the 10th of the next month.
ARTICLE 14 – DEFERRED COMPENSATION
Effective April 1, 2022 Tthe Employer shall make a deposit equal to
four three percent (43%) of each eligible employee’s base wage
into a deferred compensation account selected by the employee
from the accounts provided by the City, each pay period. Prior to
April 1, 2022, the Employer shall make a deposit equal to four
percent (4%).
ARTICLE 15 – PAY PERIOD
Employees shall be paid twice each month and any employee who
is laid off or terminated shall be paid all monies due on the next
following payday. All employees shall be paid on the 10th and 25th
day of each month. If the 10th or 25th day of the month falls on a
holiday or weekend period, the employees shall be paid on the last
business day prior to that period.
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All employees will participate in payroll direct deposit.
The employer will provide computer stations in convenient work
locations to enable employees to access and print their electronic
pay stubs during working hours.
ARTICLE 16 – MANAGEMENT RIGHTS
Subject only to the limitations expressly stated in this Agreement,
the Union recognizes the prerogative of the Employer to operate
and manage its affairs in accord with its responsibilities, powers,
and authority, including but not limited to the following:
16.1. The right to establish reasonable work rules.
16.2. The right to schedule overtime in a manner most
advantageous to the Employer.
16.3. The right to discipline and/or discharge employees for just
cause.
16.4. The right to determine work schedules, to establish the
methods and processes by which work is to be performed
and the number of employees necessary to perform the
work.
16.5. The right to assign work and determine the duties
performed by employees in classifications included in the
bargaining unit.
16.6. The employer shall retain the right to determine whether
layoffs are necessary and in which departments, divisions,
and classifications they will occur.
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16.7 Application of the management rights as detailed above to
employees in the Municipal Court shall reside with the
Presiding Judge. The presiding judge of the Renton
Municipal Court or their judicial designee will maintain full
responsibility for discipline, termination, layoff and recall
decisions subject to the provisions of this agreement. It is
understood that judicial and administrative duties of the
presiding judge cannot be delegated to persons in either
the legislative or executive branches of government.
Further, it is understood by both parties that every incidental duty
connected with operations enumerated in a job classification is not
always specifically described.
ARTICLE 17 – UNION ACTIVITIES
17.1. Paid Release Time
With prior notice, the Employer will grant employees who are
Union officials, or members who are appointed to a joint
management committee, reasonable time off with pay for the
purpose of attending scheduled meetings with City officials.
Additionally, members may have 30 minutes prior to the meeting
to prepare and 30 minutes after the meeting to debrief. The Shop
Steward or alternate Shop Steward and/or one Union official will
be granted reasonable time off with pay by the immediate
supervisor to investigate grievances. Notwithstanding the above,
only two employees per work section shall be released to attend
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Union meetings during the workday and must code their time as
union business.
17.2. Facility Access
The designated Staff Representative of the Union shall be allowed
access at all reasonable times to all facilities of the Employer
wherein the employees covered under this contract may be
working. Access shall be granted for the purpose of conducting
necessary official local Union business and investigating grievances;
provided there is minimal interruption to normal work processes.
17.3. Union Communication
The Employer shall permit the reasonable use of bulletin boards, e-
mail, and interoffice mail by the Union for the posting of notices or
communications relating to official Union business.
17.4. Training Time
Union officials may request reasonable time off with pay to attend
training that is beneficial to both labor and management. Approval
will be at the discretion of the employee’s Department
Administrator or designee for the scheduling of time, the
appropriateness of the leave shall be at the discretion of the
Human Resources Department.
17.5. Negotiations
Six (6) members of the Union shall be granted paid release time to
participate in negotiations occurring during their normally
scheduled work hours. The Union agrees that a bargaining team
that is as broadly representative as possible of the various work
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sites, departments, classifications, and demographics is a goal
when selecting the participants for the Union bargaining team.
ARTICLE 18 – LABOR/MANAGEMENT COMMITTEE
The Employer and the Union agree that a need exists for closer
cooperation between labor and management, and that from time
to time suggestions and complaints of a general nature affecting
the Union and the Employer need consideration. To accomplish this
end, the Employer and the Union agree that not more than three
(3) authorized representatives of the Union shall function as one-
half of a Labor/Management Committee; the other half being not
more than three (3) representatives of the Employer named for
that purpose. The parties agree to allow expanded participation in
Labor/Management Committee discussions, when necessary, by
mutual agreement. Said committee shall meet as requested by
either party for the purpose of discussing and facilitating the
resolution of all problems which may arise between the parties
other than those for which another procedure is provided by law or
by other provisions of this Agreement. It is understood and agreed
that the purpose of this committee does not include the hearing of
formal grievances brought under the provisions of Article 23 of this
Agreement.
ARTICLE 19 – WORK STOPPAGES AND EMPLOYER PROTECTION
19.1. Uninterrupted City Services
The Employer and the Union agree that the public interest requires
efficient and uninterrupted performance of all City services and to
this end pledge their best efforts to avoid or eliminate any conduct
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contrary to this objective during the term of this Agreement or any
extension mutually agreed upon. Specifically, the Union shall not
cause or condone any work stoppage including any strike,
slowdown, non-bona fide sick leave absence, refusal to perform
any customarily assigned duties, refusal to cross a picket line on
City premises (unless same is sanctioned by the King County Labor
Council), or other interference with City functions by employees
under this Agreement. Any concerted action by any employee in
any bargaining unit shall be deemed a work stoppage if any of the
foregoing activities has occurred. Should any such activity occur,
the Union agrees to take appropriate action immediately to end
such interference.
19.2. Work Stoppage
Upon notification in writing by the Employer to the Union that any
of its members are engaged in a work stoppage, the Union
immediately shall order, in writing, such members to cease
engaging immediately in such work stoppage and shall provide the
Employer with a copy of such order. In addition, a responsible
official of the Union shall publicly order such Union employees to
cease engaging in such a work stoppage.
19.3. Disciplinary Action for Work Stoppage
Regardless of any penalty to which the Union is subject under this
Section, any employee who commits any act prohibited in this
section may be subject to the following penalties:
19.3.1. Oral reprimand
19.3.2. Written reprimand
19.3.3. Suspension (notice to be given in writing)
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19.3.4. Discharge
It is understood that these penalties are not necessarily sequential.
Disciplinary action resulting from violation of this Article will be
tailored to the nature and severity of the offense.
ARTICLE 20 – NON-DISCRIMINATION
The Employer and the Union agree that they shall not discriminate
against any employee because of race, color, religion, national
origin, ethnic group, age, gender, marital status, sexual orientation,
genetic information, disability status, veteran/military status, union
affiliation, non-affiliation or union activities as sanctioned by this
contract, and/or any other protected class or characteristic under
federal, state, or local law.
ARTICLE 21 – RECRUITMENT AND SELECTIO N PROCESS
21.1. Posting of Vacancies
Whenever the Employer determines to fill a vacant bargaining unit
position, the Employer will post the announcement on the City’s
website and provide the announcement to the Union’s Executive
Board. Vacancies may be posted as internal only recruitments for
at least seven (7) working days or external recruitments for at least
ten (10) working days. Any City employee may apply for a vacant
position. All bargaining unit employees who apply and meet the
selection criteria shall be tested in accordance with procedures set
forth in the job announcement. Recruitments that are posted
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internally and then re-posted externally will be considered the
same recruitment.
A bargaining unit applicant failing to advance during an internal
only recruitment will not be considered during any subsequent
external recruitment for the vacant position. Internal postings that
result in only one employee passing the selection process may be
re-posted externally. An internal applicant that has passed the prior
internal selection process will be considered during the subsequent
external process.
Any bargaining unit employee not meeting the selection criteria
may request, and will receive in writing, the selection criteria used,
and the criteria that they did not meet.
21.2. Selection Process
21.2.1. Selection Procedure. The filling of vacancies will be
done in an objective, fair and impartial manner. The
Employer will determine the selection procedure
which may include written, practical, and oral
examinations. Selection criteria will bear a direct
relationship to job performance and constitute bona
fide occupational qualifications necessary to properly
and efficiently function in the position. All qualified
applicants will go through a consistent selection
procedure and be informed of the passing point for
any administered exam.
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21.2.2. Process Review. In the event that a bargaining unit
applicant is not selected, that employee may request,
and shall be given in writing, his or her itemized score
and placement according to test results within one
week of the request.
21.3. Eligible Candidate Pool
A candidate that passes the selection process as specified in
Section 21.2 above has been determined to be qualified for the
position and will have their application remain in the “eligible
candidate pool” for that particular recruitment. Hiring managers
may offer a position to any candidate who passes the selection
process and has their name in the eligible candidate pool.
The Employer may use the eligible candidate pool for a period of up
to twelve (12) months to fill vacancies for the same position or
another position in the same job classification.
21.4. Promotional Opportunities
Whenever a promotional opportunity within the bargaining unit is
created through the conversion of an existing filled position to a
new classification with higher duties, the Employer shall give only
employees within the same classification and section an
opportunity to apply for the promotion.
The Employer will distribute an announcement of the promotional
opportunity to the Union President and employees in the same
classification and section as the position to be restructured.
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Eligible employees may apply for the position by submitting an
application within the seven (7) working day posting period. The
Employer will award the promotion to the most qualified employee
in accordance with Section 21.2 of this Article.
ARTICLE 22 – PROBATIONARY PERIOD
22.1. 12-Month Probationary Period
New employees shall serve a probationary period during their first
twelve months of employment. During this time, they are
considered “At Will” employees and serve at the pleasure of the
Employer. Employees terminated during their first twelve months
of employment shall not have recourse to the grievance procedure.
22.2. 6-Month Probationary Period
Existing City employees who are promoted shall serve a six-month
probationary period. In the event a promoted employee fails to
pass probation:
Series Position: The employee will return to his/her lower
classification in the series.
Non-Series Position: The employee shall be eligible to return to
his/her previous position, if it has not been filled. If the position has
been filled, the employee may be eligible to return to his/her
previous position if the current incumbent fails their probationary
period.
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ARTICLE 23 – GRIEVANCE PROCEDURE
23.1. Definition
Grievance is hereby defined as the question or challenge raised by
an employee or the Union as to the correct interpretation or
application of this Agreement by the Employer. It is the purpose of
this clause to provide the employees and the Union with an orderly
and effective means of achieving consideration of any grievance,
which may arise during the life of this Agreement.
23.2. Grievance Process
The following steps are agreed upon as the appropriate order of
contact:
Step 1. An employee and/or his/her Union representative must
present a grievance within fifteen (15) working days of
occurrence or when the Union or employee knew or
should have known of the occurrence to the supervisor,
manager, or the official of the Employer most
immediately involved. If, however, the grievance
concerns a payroll matter involving the computation of
the employee’s wages the grievance must be presented
within thirty (30) calendar days of occurrence or when
the Union or employee knew or should have known of
the occurrence. The parties shall have fifteen (15)
working days to resolve the grievance. The parties agree
to meet to discuss the grievance at the request of either
party.
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Step 2. The employee and/or Union representative shall present
the grievance within 15 working days of the Step 1
response in writing to the employee’s Department
Administrator. The parties agree to meet to discuss the
grievance at the request of either party. The
Department Administrator shall attempt to resolve the
matter within 15 working days of the receipt of the
written grievance and provide their response in writing
to the Union and the grievant.
Step 3. If not resolved at Step 2, the employee (grievant) shall
refer the matter in writing to the Union Grievance
Committee for investigation and determination of
whether the grievance shall be advanced. Advancement
or settlement of a grievance beyond Step 2 of the
Grievance Procedure shall be the sole authority of the
Union Grievance Committee. The Grievance Committee
shall be given reasonable time off with pay for this
purpose.
Step 4. If not resolved by the Department Administrator and
advanced by the Grievance Committee, the grievance
shall be presented, in writing, together with all pertinent
materials to the Mayor or Judge within ten (10) working
days of the Administrator’s response. The Mayor, Chief
Administrative Officer, or designated representative shall
schedule a meeting with the Union for the purpose of
hearing and reviewing the merits of the grievance. The
Mayor, Chief Administrative Officer, or designated
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representative, shall attempt to resolve the grievance
within ten (10) working days of receipt of the material.
Step 5. In the event that the grievance is not resolved at Step 4,
the matter may, within twenty (20) working days after
the Step 4 decision has been rendered, be referred by
either party to the arbitration process. If the matter is
not referred to arbitration within this period, it shall be
considered resolved.
If referred to arbitration: (1) the arbitrator’s decision
shall be final and binding, (2) the arbitrator shall be
empowered to render a decision based on interpretation
of the contract only and shall not add or delete from the
provisions of this Agreement, (3) the arbitrator shall
render a decision within thirty (30) days of hearing, (4)
the arbitrator shall be selected by a joint request of a list
of names (Washington) from the Federal Mediation and
Conciliation Service (F.M.C.S.). Upon receipt, the parties
shall eliminate names alternately until one name
remains, (5) it is agreed that the costs shall be borne
equally between the parties with the exception that if
the matter is a question of procedural arbitrability, the
losing party shall bear all expenses for the services of the
arbitrator. Except as provided above, each party shall be
responsible for paying their own costs and fees incurred
in the matter.
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23.3. Employer Grievance
The following procedure shall be observed if the Employer files a
grievance against the Union for an alleged violation of the contract:
Step 1. The Mayor or his/her designated representative shall
present the grievance in writing to the Union Staff
Representative within 10 days of occurrence. The Union
shall attempt to resolve the matter within thirty (30)
days of receipt.
Step 2. If the matter is not satisfactorily resolved at Step 1, the
Employer may within twenty (20) working days refer the
matter to arbitration using the procedure outlined in
Section 23.2, Step 5.
23.4. Grievance Documentation
Written submissions shall include the specific article(s) of the
contract, which were allegedly violated, the specific facts and the
remedy sought.
23.5. Grievance Timelines
Grievances shall be properly filed and processed within the
timetables outlined at each step. If these timetables are violated by
the Union, the grievance shall be deemed waived. If violated by the
Employer, the grievance shall be advanced to the next step.
Through mutual agreement, the parties may put timelines on
abeyance or extend them for a set period of time.
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ARTICLE 24 – HEALTH, SAFETY AND PRODUCTIVITY
24.1. Quality and Safety of Work
All work shall be done in a competent, productive, and professional
manner. Work shall also be done, in accord with State, Federal, and
City safety codes and with ordinances and rules relating to this
subject.
24.2. Working Conditions
It shall not be considered a violation of this Agreement if any
employee refuses to work with unsafe equipment, where adequate
safeguards are not provided, or when the facilities and services are
not being maintained in a reasonably sanitary condition. It shall be
a requirement of the employee to immediately report all unsafe
conditions in accordance with the City procedures to his/her
supervisor upon becoming aware of those conditions. Per City
Policy #700-60 dated August 23, 2017, page 4, AFSCME shall select
at least one representative and one alternate from each of the
following areas: public works, community services/parks, and city
hall (collectively known as the Department Representatives). In
addition to the Department Representatives, Local 2170 shall have
a designated member on the Safety Committee as appointed by
the Local Executive Board.
24.3. Rain Gear
Where necessary, employees furnished rain gear by the Employer
will be provided up to one (1) set of new rain gear annually,
provided that new rain gear will not be issued until used rain gear is
returned by the employee to the appropriate supervisor.
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24.4. Custodial Services
The Employer shall provide custodial services to employee
restrooms and lunchrooms to insure sanitary conditions.
24.5. Safety Shoes
Regular employees in positions listed below shall be entitled to a
$205 shoe allowance annually for the purchase of shoes or boots.
The allowance shall be paid once annually to all active employees
listed below as of the first paycheck in March and is subject to tax.
New employees shall be eligible for a shoe allowance upon hire,
provided however, should the employee fail to successfully pass
their probationary period, the value of the allowance shall be
withheld from their final paycheck. Reimbursement up to $205 can
be provided on a more frequent basis if shoes are damaged or
contaminated on duty and subject to supervisor approval. This
allowance may not be combined with a safety shoe reimbursement
received in 2019. Nothing in this clause negates the foot protection
requirement as described in the Personal Protective Equipment
Policy #700-12. Safety shoes required for titles not listed below will
be subject to the mutual agreement of the Union and the Employer
as to whether incumbent employees are eligible for the allowance.
• Airport Maintenance Worker
• Airport Operations Specialist
• Airport Operations and Maintenance Supervisor
• Building Inspector
• Capital Project Coordinator
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• Code Compliance Inspector, Lead Code Compliance
Inspector
• Construction Inspector, Construction Inspector Supervisor
• Custodian, Maintenance Custodian, Lead Maintenance
Custodian, Custodial Maintenance Supervisor
• Electrical Technician
• Facilities Supervisor
• Facilities Technician I1 and II2
• Fleet Management Technician
• Golf Course Maintenance Worker I,II,III1,2,3
• Grounds Equipment Mechanic
• HVAC Systems Technician
• Lead Electrical/Control Systems Technician
• Lead Vehicle & Equipment Mechanic
• Lift Station Technician
• Maintenance Services Worker I,II,III1,2,3 and Lead
Maintenance Services Worker
• Pavement Management Technician
• Parks Maintenance Assistants 1&2, Parks Maintenance
Worker I,II,III,1,2,3 Lead Parks Maintenance Worker, Parks
Maintenance Supervisor
• Signal/Electronic Systems Technician I,II,III1,2,3 ,
Signal/Electronic Systems Supervisor
• Solid Waste Maintenance Worker
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• Street Maintenance Services Supervisor
• Traffic Maintenance Worker I,II1, ,2, Senior Traffic
Maintenance Worker, Traffic Signage & Marking Supervisor
• Vehicle & Equipment Mechanic
• Waste Water/Surface Water Maintenance Supervisor
• Water Maintenance Services Supervisor
• Water Meter Technician
• Water Quality/Treatment Plan Operator
• Water Utility Maintenance Supervisor
• Water Utility Inspector SCADA Technician
• Water Utility Maintenance Technician
For positions not
named above, a request for reimbursement of safety footwear up
to $175 is available once per year, upon the completion and
approval of the Hazard Assessment for PPE Certification form by
the City’s Safety Officer. The purchase shall meet the standards of
protection required such as toe protection, punction resistance,
electrical protection, etc. City staff are prohibited from using a
City-issued Purchase Card for this purchase.
ARTICLE 25 – SAVINGS CLAUSE
If any Article of this Agreement or any addenda thereto should be
held invalid by operation of law or by any tribunal of competent
jurisdiction, or if compliance with or enforcement of any Article
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should be restrained by such tribunal, the remainder of this
Agreement and addenda should not be affected thereby and the
parties shall enter into immediate collective bargaining
negotiations for the purpose of arriving at a mutually satisfactory
replacement of such Article.
ARTICLE 26 – ENTIRE AGREEMENT
The Agreement expressed herein in writing constitutes the entire
Agreement between the parties is intended to replace the prior
agreement and no oral statement shall add to or supersede any of
its provisions.
The parties acknowledge that each has had the unlimited right and
opportunity to make demands and proposals with respect to any
matter deemed a proper subject for collective bargaining. The
results of the exercise of that right and opportunity are set forth in
this Agreement. Therefore, unless otherwise agreed, the Employer
and the Union, for the duration of this Agreement, each voluntarily
and unqualifiedly agree to waive the right to oblige the other party
to bargain with respect to any subject or matter not specifically
referred to or covered in this Agreement.
All wages and/or benefits being received prior to this contract by
members covered in this Agreement shall not be reduced except
where specifically modified by this Agreement.
ARTICLE 27 – PRIORITY OF FEDERAL, STATE AND CITY LAWS
It is understood and agreed by and between the parties that in
negotiations and collective bargaining and in the administration of
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all matters covered by this Agreement, the parties hereto and the
City employees are governed by the provisions of applicable State
laws, City Ordinances and Resolutions. If there is a conflict between
any provision of this Agreement and State law, the latter shall
prevail. Provided, however, the Employer agrees that no Ordinance
or Resolution shall modify or change any article or section of this
Agreement during the life of said Agreement.
ARTICLE 28 – VOLUNTEERS
The City and Union agree that volunteer programs can be mutually
beneficial to the City, employees, and citizens of Renton. The
parties recognize that volunteer programs provide a sense of
community involvement and require a commitment of time and
service on behalf of the volunteer. To that end, the City is
committed to working in partnership with the Union to build
successful volunteer programs.
The use of volunteers will not supplant bargaining unit positions.
No bargaining unit member shall be laid off as a result of volunteer
programs.
The City and the Union will meet in a labor-management forum and
come to mutual agreement prior to implementing any new
volunteer programs.
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ARTICLE 29 – DISCIPLINE
29.1 Discipline
The City shall not discipline or discharge an employee without just
cause. Employees shall be given the opportunity to have a Union
Representative present at meetings where disciplinary proceedings
will take place.
The City agrees with the principles of progressive discipline.
Disciplinary action generally includes the following progressive
steps:
29.1.1. Oral reprimand (which shall be reduced to writing
although not placed in the employee’s personnel file)
29.1.2. Written reprimand
29.1.3. Suspension
29.1.4. Discharge
Disciplinary action will be tailored to the nature and severity of the
offense. Management maintains the right to take disciplinary
action, as they deem appropriate.
29.2 Demotion
The term “demotion” as used in this provision means the
involuntary reassignment of an employee from a position in one
job classification to a lower paying position in another job
classification. In any case involving demotion, the employee shall
have the right to due process.
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ARTICLE 30 – LEAV E DONATION
A Leave Donation Program has been established to assist employees
faced with a serious medical illness or injury to themselves or an
immediate family member. The Leave Donation Program will be
administered in accordance with City Policy #350-12 (Leave
Donation), as revised effective August 23, 2017. Time that can be
donated includes vacation, comp-time and personal holiday. The
following exception applies as a benefit above and beyond those
granted by the Policy. State-Registered domestic partners shall be
considered family when considering qualifying events for donation.
Donated leave may be: vacation, compensatory time, personal
holidays, and sick leave. Sick leave donation is capped at 40 hours per
recipient per calendar year. The donator ’s bank cannot drop below 80
hours.
ARTICLE 31 – LAYO FF AND RECALL
31.1. Layoff and Recall
The Employer shall retain the Right to determine whether lay-offs
are necessary and in which department(s) and classification(s) they
will occur. City employees in other departments are not eligible to
exercise bumping rights to displace any Court employees regardless
of seniority or job classification.
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31.2. Definitions
31.2.1. Adjusted Hire Date: The date used to determine “City
Seniority.” The Adjusted Hire Date is calculated on the
employee’s length of continuous service with the City
in a regular full-time or part-time position. Part-time
employees will have their length of continuous service
adjusted for longevity purposes. Seniority earned as a
regular, part-time employee shall be prorated. The City
will calculate the number of compensated hours in any
regular position and divide the total by full time
equivalent hours (i.e., 2080 hours per year) to
determine the employee’s adjusted hire date for
purpose of seniority.
31.2.2. Bumping Rights: An employee’s ability to move into
the same classification or another classification, in
which he/she has previously achieved regular status,
based on his/her overall seniority.
31.2.3. Classification: A classification is a position or group of
positions performing similar duties that have the same
title, class code, and salary range.
31.2.4. Classification Series: A series of related classifications
with an entry level and one or more additional levels
as defined in City Policy #320-01, Classification Series.
AGENDA ITEM #5. c)
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201922 – 20204
Page 71
31.2.5. Initial Probationary Period: The probationary period
served by a new employee when hired into a regular
position with the City.
31.2.6. Layoff: A reduction in the workforce due lack of
funds, lack of work, or the result of a reorganization.
31.2.7. Recall List (also called “Reemployment List,” “Rehire
List,” or “Layoff List”): A list of employees who have
been laid off from a specific classification and who are
eligible for recall.
31.2.8. Original Hire Date: The first day an employee started
working for the City, either in a regular status or non-
regular status position.
31.2.9 Previously Held Position: A position within the City’s
classification system to which the employee has been
formally appointed and successfully completed
probation.
31.2.10. Probationary Employee: An employee in their initial
probationary period who has not achieved regular
employee status.
31.2.11. Recall (also called “Reinstatement”): When an
employee on the recall list returns to the
classification from which he/she was laid off or to a
lower classification in which they previously achieved
regular employee status.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 72
31.2.12. Seniority:
31.2.12.1 City Seniority, or “Adjusted Hire Date,” is an
employee’s length of continuous service
with the City in a regular full-time or part-
time position.
31.2.12.2 Classification Seniority is the date that the
employee was appointed to his/her current
position. Classification seniority shall be
prorated as described under the definition
of Adjusted Hire Date.
31.3. Departmental Review
31.3.1. Each department may periodically review its budget
and projected workload to determine if layoffs are
necessary.
31.3.2. If it becomes necessary to initiate organizational
change for any reason that results in the reduction of
employees, the Department Administrator will discuss
the organizational change with the Mayor or designee
and the Human Resources Risk Management
Administrator prior to making any changes. The
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 73
Department Administrator will determine which
classifications will be affected.
31.3.3. The Mayor will have final authority to eliminate
positions and/or lay off employees.
31.4. Human Resources Risk Management Review
31.4.1 Once the Department Administrator has determined
which classification(s) will be affected, Human
Resources Risk Management (HRRM) will determine
which employee(s) shall be laid off.
31.4.2. No lay-off or reduction to a lower classification shall
be executed so long as there are non-regular
(temporary) employees, whether full-time or part
time, performing substantially similar job duties in a
specific department/division.
31.4.3. For the purpose of the initial layoff, classification
seniority shall be the determining factor. Employees
shall be laid off from their department or major
division in the inverse order of their classification
seniority in the classification in which the work force is
being reduced. New employees in the affected
classification, serving in their initial probationary
period, shall be separated before any regular Union
employee is laid off in the work unit.
31.4.4. At no time shall layoff, bumping, or recall result in a
promotion.
AGENDA ITEM #5. c)
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201922 – 20204
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31.4.5. Tie-Breakers: In the event two or more employees
have the same classification seniority, City seniority
shall prevail. In the event two or more employees
have the same City seniority, a tie-breaker will be used
to determine the employee with the least seniority.
The tie-breaker will be the last four digits of the
employee’s social security number. The employee
with the lowest number shall be considered the
employee with the lowest seniority.
31.4.6. It is understood that classifications may change title.
If a classification has been re-titled or a new
classification created and the duties are substantially
the same, the employee shall be considered having
“previously achieved regular employee status” in the
re-titled or new classification.
31.5. Notice of Layoff
31.5.1 It is the City’s intent to provide employees with notice
of any layoff at least thirty (30) calendar days in
advance of the intended layoff date. When such a
time period is not possible, employees shall be
provided with at least two weeks (14 calendar days)
notice or receive two weeks’ pay in lieu of notification.
31.5.2 Layoffs resulting from the biennial budget process
shall not be final until such time as the budget is
adopted by the City Council.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 75
31.6. Bumping Rights
31.6.1. An employee who is laid off may replace another
employee in an equal or lower classification series in
which the employee works or has previously achieved
regular employee status, provided such employee has
greater City seniority than the employee whom
he/she seeks to replace, and provided the replacing
employee is qualified to perform the work without
further training.
31.6.2. An employee who is laid off may not replace another
employee in the same classification in the same
workgroup from which they are in the process of
being laid off.
31.6.3. The requirement to have previously worked in a
classification shall not apply to employees bumping
down to a lower compensated position within a
recognized classification series (e.g., Maintenance
Service Worker, Fire Inspector, etc.).
31.6.4. If the employee is not eligible to bump into another
classification based on his/her City seniority, the
employee shall be laid off and have his/her name
placed on the recall list.
31.7. Recall Rights
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 76
31.7.1. The name of any employee who is laid off shall be
placed on the recall list for a period of two (2) years.
31.7.2. Employees who are laid off may be recalled to the
original classification from which they were laid off or
to a lower classification in which they previously
achieved regular status with the City, provided they
are qualified at the time to perform the work in the
classification to which they are recalled without
further training.
31.7.3. When there is a recall during the life of the recall list,
employees who are still on the list shall be recalled in
the inverse order in which they were laid off.
31.7.4. The City shall not hire new employees in a given
classification as long as there are still employees on
the recall list eligible for recall to that classification.
31.7.5. If employees bump into another classification or if
employees are recalled to a lower classification in a
series, they shall have the right to return to the
classification from which they were originally laid off
as long as their name remains on the recall list.
31.7.6. An employee who bumps into the same classification
but in a different department/division shall have no
recall rights to the position from which he/she was
originally laid off from.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 77
31.7.7. Employees shall be responsible for keeping HRRM
informed of a current e-mail, phone number, and
postal mailing address. HRRM will provide notice of
recall using e-mail and certified mail. Employees who
are recalled to a position shall have seven (7) calendar
days from the date they receive notification by
certified mail of the recall to respond to HRRM and
either accept or reject the position.
31.7.8. Employees who reject, or fail to respond to, a recall
offer back to the original classification from which
they were laid off shall have their names removed
from the recall list.
31.7.9. Seniority dates will be handled as follows during the
event of recall, or rehire into a different regular
position. For the purposes of this section, “regular
position” also includes Limited Term positions:
31.7.9.1 City seniority: Employees who have been
recalled or rehired into a regular position
within the recall period shall retain their
City seniority as of the date of layoff and
shall begin accumulating additional City
seniority when recalled or rehired back to
work.
31.7.9.2 Classification seniority: Employees who
have been laid off shall begin accumulating
additional classification seniority when
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 78
recalled to the classification from which
they were laid off. Employees who are
rehired into a different regular position
within the recall period shall begin
accumulating classification seniority in the
“new” classification as of their date of
rehire.
31.7.9.3 Employees affected by layoffs: Employees
who bump into a different classification as
part of a layoff shall retain their
classification seniority as of the date of
layoff and shall begin accumulating
additional classification seniority when
recalled back to the classification from
which they were originally laid off. City
seniority shall continue to accumulate as
long as the employee remains continuously
employed in a regular position.
31.7.9.4 Accrual rates: Longevity, vacation, and sick
leave accrual rates shall be the same as
they were on the date of the layoff.
31.7.10 Employees recalled, or rehired into a different
regular position within the recall period, shall have
their sick leave balance restored to the amount
he/she had at the time of the layoff, excluding any
cashed out hours.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 79
ARTICLE 32 – FINGERPRINTING
32.1. Fingerprint Check Requirements
All union members who have authorized access to or direct
responsibility for configuring and maintaining computer systems
and networks that could access Criminal Justice Information (CJI)
and/or have access to the Criminal Justice Information System
(CJIS) network must pass a fingerprint check prior to unescorted
access. Fingerprint check results will be provided to the Police
Chief or designee for review and determination to pass or fail
access.
32.2. Fingerprint Check Passed
Employees moving into a position that requires a fingerprint check
must be fingerprinted and successfully pass prior to receiving a
formal written offer.
32.3. Fingerprint Check Failed
If access is denied, management will attempt to transfer the
employee to a non-CJI/CJIS access location. The union member
may also request alternative employment for which he/she
qualifies, if available. It is understood that in order to continue the
employment of a member denied access, the city may need to
place the member in an alternate job or job site without posting
the position. Failure to be granted access shall not be considered
part of the discipline process. The union and the city shall utilize
the Labor/Management Committee process to negotiate any
potential impacts.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 80
32.4. Right of Appeal
Members denied access by the Chief of Police will have the right of
appeal. Appeal may be made in writing or by scheduling a meeting
with the Police Chief. If a meeting is requested a good faith
attempt will be made to meet within ten (10) business days to hear
the appeal. The Police Chief will issue a final determination within
five (5) business days of the appeal meeting or receipt of a written
appeal, if no meeting was requested. In the case of transfer or
promotion the position being applied for will not be filled until the
appeal has been heard and decided by the Police Chief.
Members will have the right to be assisted in the appeal, be it a
meeting or written form, by an AFSCME Council 2 Representative
or designee.
32.5 Document Destruction
All documents will be destroyed after the final report has been
provided to Human Resources or after any appeal process is
completed. The final report presented to Human Resources will not
be kept in the Personnel file.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 81
ARTICLE 33 – DURATION OF AGREEMENT
This Agreement shall become effective January 1, 201922, and shall
remain in full force and effect until and through December 31,
20204.
Signed this _____ day of __________________, 201922 at
Renton, Washington.
LOCAL 2170, WASHINGTON STATE COUNCIL
CITY OF RENTON OF COUNTY AND CITY EMPLOYEES,
AMERICAN FEDERATION OF STATE, COUNTY,
AND MUNICIPAL EMPLOYEES, AFL-CIO.
______________________________ _____________________________________
Denis LawArmondo Pavone, Mayor Patrick MillerJayson
Gallaway, Local 2170 President
______________________________ _____________________________________
Ellen Bradley-Mak, Mark Watson, Staff Representative
HRRM Administrator Washington State Council of County & City Employees
______________________________
_____________________________________
Kim Gilman, HR Labor Manager Christian DeMarco, Member
Jayson Gallaway, 2nd Vice President
______________________________ _____________________________________
Janna Dinkelspiel, Senior Employee Kristina Raabe, Member
Relations Analyst
______________________________ _____________________________________
Kari Roller, Financial Services Manager Young Yoon, Member
Kristin Trivelas, Fiscal Services Director Manuel Cruz, Member
Ann Fowler, Member
Stephanie Rary, Member
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 82
____________________________________
Kevin Hiatt, Member
ATTEST:
______________________________
Jason Seth, City Clerk
APPROVED AS TO FORM: ______________________________
Shane Moloney, City Attorney
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 83
APPENDIX A – AFSCME CLASSIFICATIONS
IN ALPHABETICAL ORDER (with Job Grades)
a03 *Accounting Assistant I1
a05 *Accounting Assistant 2II
a07 *Accounting Assistant 3III
a09 *Accounting Assistant 4IV
a19 Accounting Supervisor
a09 Administrative Secretary 1I
a23 Airport Operations &Maintenance
Supervisor
a11 Airport Maintenance Worker
a13 Airport Operations Specialist
a31 Assistant Airport Manager
a17 *Assistant Planner
a21 *Associate Planner
a21 Building Inspector/Combination
a21 Building Inspector/Electrical
a23 Building Plan Reviewer
a20 Business Coordinator-Airport
a23 *Business Systems Analyst
a27 *Senior Business Systems Analyst
a28 Capital Project Coordinator
a21 Case Manager
a113 City Clerk Specialist
a15 City Clerk Specialist 2
a226 *Civil Engineer I1
a2630 *Civil Engineer 2II
a2933 *Civil Engineer III3
a30 Client Technology Services & Support
Supervisor
a15 Client Technology Services Specialist 1
a19 Client Technology Services Specialist 2
a19 Code Compliance Inspector
a12 Communications Specialist I1
a21 Communications Specialist 2II
a21 Construction Inspector
a15 Court Operations Specialist
a01 Court Security Officer
a21 Custodial Maintenance Supervisor
a26 Construction Inspector Supervisor
a01 Custodian
a24 Database Technician
a17 Digital Media Communications Specialist
a18 Development Services Representative
a20 *Economic Development Specialist
a19 Electrical Technician
a21 Emergency Management Coordinator
a19 Energy Plans Reviewer/
a13 *Engineering Specialist I1
a19 *Engineering Specialist 2II
a23 *Engineering Specialist III 3
a25 Facilities Coordinator
a21 Facilities Supervisor
a13 *Facilities Technician 1I
a15 *Facilities Technician 2II
a18 Farmers Market Coordinator
a11 Fleet Management Technician
a21 *GIS Analyst I1
a23 *GIS Analyst 2II
a26 *GIS Analyst 3
a01 Golf Course Associate
a04 *Golf Course Maintenance Worker 1I
a08 *Golf Course Maintenance Worker 2II
a12 *Golf Course Maintenance Worker 3III
a09 Golf Course Operations Assistant
a15 Grounds Equipment Mechanic
a07 Hearing Examiner’s Secretary
a20 Housing Repair Coordinator
a08 Housing Repair Technician
a20 Human Services Coordinator
a19 HVAC Systems Technician
a08 Judicial Specialist
a12 Judicial Specialist 2
a10 Judicial Specialist/Trainer
a24 Lead Building Inspector
a22 Lead Code Compliance Inspector
a24 Lead Construction Inspector
a04 Lead Custodian
a25 Lead Electrical Control Systems Technician
a16 Lead Golf Course Maintenance Worker
a11 Lead Maintenance Custodian
a16 Lead Maintenance Services Worker
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 84
a08 Lead Office Assistant
a16 Lead Park Maintenance Worker
a19 Lead Vehicle & Equipment Mechanic
a18 Lead Water Utility Pump Station Mechanic
a10 Legal Assistant
a15 Lift Station Technician
a17 Maintenance Buyer
a07 Maintenance Custodian
a04 *Maintenance Services Worker 1I
a08 *Maintenance Services Worker 2II
a12 *Maintenance Services Worker 3III
a09 Mechanic’s Assistant
a22 Neighborhood Program Coordinator
a214 *Network Systems Specialist
a32 Network Systems Manager
a01 *Office Assistant I
a03 *Office Assistant II
a05 *Office Assistant III
a17 Paralegal
a21 Park Maintenance Supervisor
a01 *Parks Maintenance Assistant 1
a03 *Parks Maintenance Assistant 2
a04 *Parks Maintenance Worker 1I
a08 *Parks Maintenance Worker 2II
a12 *Parks Maintenance Worker 3III
a23 Pavement Management Technician
a11 Payroll Analyst
a10 Permit Technician
a13 Permit Services Specialist
a23 Plan Reviewer
a15 Planning Technician
a326 Principal Civil Engineer
Aa03 Print & Mail Assistant
a07 Print & Mail Operator
a13 Print & Mail Supervisor
a04 Pro Shop Assistant
a10 Probation Clerk
a18 Probation Officer
a16 Program Assistant
a25 *Program Development Coordinator 1 I
a29 *Program Development Coordinator 2II
a13 Program Specialist
a25 Property Services Agent
a23 Property Services Specialist
a20 Assistant Public Records Officer
a117 Public Records Specialist
a08 Purchasing Assistant
a11 Records Management Coordinator
a09 Records Management Specialist
a18 Recreation Program Coordinator
a079 Recreation Assistant
a11 Recreation Specialist
a14 Recreation Systems Technician
a05 Secretary I
a07 Secretary 2II
a24 *Senior Economic Development Specialist
a258 *Senior Network Systems Specialist
a22 Senior Paralegal
a28 *Senior Planner
a15 Senior Program Specialist
a29 *Senior Systems Analyst
a17 Senior Service Desk Technician
a13 Service Desk Technician
a13 *Signal/Electronics Systems Tech 1I
a17 *Signal/Electronics Systems Tech 2II
a21 *Signal/Electronics Systems Tech 3III
a04 Solid Waste Maintenance Worker
a23 Street Maintenance Services Supervisor
a26 *Systems Analyst
a08 *Traffic Maintenance Worker 1I
a12 *Traffic Maintenance Worker 2II
a15 *Traffic Maintenance Worker, Senior
a21 Traffic Signage & Marking Supervisor
a24 Transportation Planner
a22 Utility Accounts Supervisor
a32 Utility/GIS Engineer
a15 Vehicle & Equipment Mechanic
a23 Waste Water Maintenance Services Supv.
a213 Water Maintenance Services Supervisor
a11 Water Meter Systems Specialist
a07 Water Meter Technician
a17 Water Quality/Treatment Plant Operator
a19 Water Utility Instrument/SCADA Tech
a26 Water Utility Maintenance Supervisor
a15 Water Utility Maintenance Technician
*Classification Series
AGENDA ITEM #5. c)
APPENDIX B - SALARY TABLE
(see next four pages)
AGENDA ITEM #5. c)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
a40 10,331 123,972 10,847 130,164 11,397 136,764 11,976 143,712 12,580 150,960
a39 10,097 121,164 10,598 127,176 11,118 133,416 11,683 140,196 12,275 147,300
-
a38 9,839 118,068 10,331 123,972 10,847 130,164 11,397 136,764 11,976 143,712
a37 9,613 115,356 10,097 121,164 10,598 127,176 11,118 133,416 11,683 140,196
a36 2428 Principal Civil Engineer 9,369 112,428 9,839 118,068 10,331 123,972 10,847 130,164 11,397 136,764
a35 9,145 109,740 9,613 115,356 10,097 121,164 10,598 127,176 11,118 133,416
a34 8,922 107,064 9,369 112,428 9,839 118,068 10,331 123,972 10,847 130,164
a33 2475 Civil Engineer 3 8,707 104,484 9,145 109,740 9,613 115,356 10,097 121,164 10,598 127,176
a32 2425 Utility/GIS Engineer 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068 10,331 123,972
a31 2078 Assistant Airport Manager 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356 10,097 121,164
a30 2512 Client Technology Sys & Support Super.8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068
a30 2474 Civil Engineer 2 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068
a29 2570 Program Development Coordinator 2 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356
a29 2451 Senior Systems Analyst 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356
a28 2422 Senior Planner 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a28 2480 Capital Project Coordinator 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a28 2416 Senior Network Systems Specialist 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a27 2452 Senior Business Systems Analyst 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740
a26 2473 Civil Engineer I 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 2506 GIS Analyst 3 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 2417 Systems Analyst 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 3473 Water Utilities Maintenance Supervisor 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a25 2481 Facilities Coordinator 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 3484 Lead Electrical/Ctrl Systems Technician 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 2470 Program Development Coordinator 1 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 2170 Property Services Agent 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 8179 Signal/Electronic Systems Supervisor 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a24 2420 Database Technician 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 3450 Lead Building Inspector 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 3469 Lead Construction Inspector 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2403 Senior Economic Development Specialist 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2419 Network Systems Specialist 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2476 Transportation Planner 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a23 8475 Airport Ops & Maintenance Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2429 Building Plan Reviewer 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2421 Business Systems Analyst 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2472 Engineering Specialist 3 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2505 GIS Analyst 2 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
AGENDA ITEM #5. c)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
a23 8175 Pavement Management Technician 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2450 Plan Reviewer 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2484 Property Services Specialist 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8001 Street Maintenance Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8002 Waste Water Maint. Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8000 Water Maintenance Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a22 2430 Lead Code Compliance Inspector 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 5197 Neighborhood Program Coordinator 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 5002 Senior Paralegal 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 6129 Utility Accounts Supervisor 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a21 2424 Associate Planner 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3452 Building Inspector/Combination 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3451 Building Inspector/Electrical 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 2016 Case Manager 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 2200 Communications Specialist 2 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3472 Construction Inspector 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8008 Custodial Maintenance Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 5130 Emergency Management Coordinator 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3089 Facilities Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 5111 GIS Analyst 1 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8006 Parks Maintenance Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3483 Signal/Electronics Systems Technician 3 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8004 Traffic Signage & Marking Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8011 Water Meter Technician Services Supervi 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a20 2079 Business Coordinator - Airport 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2402 Economic Development Specialist 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2487 Housing Repair Coordinator 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2489 Human Services Coordinator 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a19 6128 Accounting Supervisor 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2612 Client Technology Services Specialist 2 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2427 Code Compliance Inspector 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 7182 Electrical Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 3453 Energy Plans Reviewer 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2471 Engineering Specialist 2 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 3485 HVAC Systems Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 7172 Lead Vehicle & Equipment Mechanic 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 8178 Water Utility Instr./SCADA Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a18 3456 Development Services Representative 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 5195 Farmers Market Coordinator 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 2015 Probation Officer 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 2083 Recreation Program Coordinator 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a17 2423 Assistant Planner 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 8374 Maintenance Buyer 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 5001 Paralegal 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 5012 Public Records Specialist 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 3482 Signal/Electronics Systems Technician 2 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 3470 Water Quality/Treatment Plant Operator 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 2205 Digital Communications Specialist 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a16 8284 Lead Golf Course Maintenance Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
AGENDA ITEM #5. c)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
a16 8074 Lead Maintenance Services Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a16 8080 Lead Parks Maintenance Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a16 5194 Program Assistant 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a15 4014 City Clerk Specialist 2 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 2613 Client Technology Services Specialist 1 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 6167 Court Operations Specialist 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 7181 Facilities Technician 2 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 7184 Grounds Equipment Mechanic 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 8174 Lift Station Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 5122 Planning Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 5180 Senior Program Specialist 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 8574 Senior Traffic Maintenance Worker 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 7170 Vehicle & Equipment Mechanic 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 3474 Water Utility Maintenance Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a14 5161 Asset Management Systems Technician 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656
a14 5160 Recreation Systems Technician 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656
a13 8474 Airport Operations Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3471 Engineering Specialist 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 7180 Facilities Technician 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3487 Housing Maintenance Technician 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 6263 Permit Services Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 7110 Print & Mail Supervisor 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 5179 Program Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3481 Signal/Electronics Systems Technician 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a12 2201 Communications Specialist 1 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8283 Golf Course Maintenance Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 6166 Judicial Specialist 2 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8173 Maintenance Services Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8083 Parks Maintenance Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8573 Traffic Maintenance Worker 2 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a11 8473 Airport Maintenance Worker 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 5014 City Clerk Specialist 1 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 7173 Fleet Management Technician 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 8183 Lead Maintenance Custodian 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 6265 Payroll Analyst 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 5007 Public Records Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 2486 Recreation Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 8109 Water Meter System Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a10 6164 Judicial Specialist/Trainer 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6165 Legal Assistant 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6263 Permit Technician 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6163 Probation Clerk 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a09 6131 Accounting Assistant 4 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 6151 Administrative Secretary 1 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 8286 Golf Course Operations Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 8070 Mechanic's Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 2085 Recreation Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a08 8282 Golf Course Maintenance Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
AGENDA ITEM #5. c)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
a08 7126 Housing Repair Technician 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 6162 Judicial Specialist 1 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 6109 Lead Office Assistant 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8172 Maintenance Services Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8082 Parks Maintenance Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8375 Purchasing Assistant 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8572 Traffic Maintenance Worker 1 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a07 6132 Accounting Assistant 3 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 8184 Maintenance Custodian 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 7112 Print & Mail Operator 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 6142 Secretary 2 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 8110 Water Meter Technician 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a06 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364
a05 6134 Accounting Assistant 3 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a05 6130 Office Assistant 3 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a05 6141 Secretary 1 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a04 6160 Court Security Officer 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8281 Golf Course Maintenance Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8181 Lead Custodian 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8171 Maintenance Services Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8081 Parks Maintenance Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 6282 Pro Shop Assistant 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8576 Solid Waste Maintenance Worker 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a03 6136 Accounting Assistant 1 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 6120 Office Assistant 2 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 8079 Parks Maintenance Assistant 2 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 7111 Print & Mail Assistant 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a02 4,061 48,732 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208
a01 8182 Custodian 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 6281 Golf Course Associate 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 6111 Office Assistant 1 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 7079 Parks Maintenance Assistant 1 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
$6,638
Completion of 5 Yrs
Completion of 10 Yrs
Completion of 15 Yrs
Completion of 20 Yrs
Completion of 25 Yrs
Completion of 30 Yrs
The City contributes 4% of employee's base wage per year to a deferred compensation account. (Article 14)
6% Step a14E $398 per month
7% Step a14E $465 per month
4% Step a14E $266 per month
5% Step a14E $332 per month
3% Step a14E $199 per month
LONGEVITY PAY
Step a14, E =
2% Step a14E $133 per month
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 94
APPENDIX DC – Tele work Reopener
During this current round of negotiations, both parties have a
continued interest in creating a Telework program that benefits the
City and the employees. expressed an interest in a future
teleworking program. To this end, either party may reopen this
Agreement for the purpose of bargaining over issues related to
working conditions contained in a revised Telework Policy, to be
shared with the Union in light of a newly proposed teleworkingno
later than July 1, 2022. In the meantime, any rejected Telework
applications shall be shared with the Union.
program and resulting policy from the City. City will distribute the
policy for union review by November 1, 2019.
APPENDIX GD – INDEX
A
abuse of sick leave ........................ 39
accrual ........................................... 37
Accrual ........................................... 46
accrual rate ................................... 46
accrual rates .................................. 86
acting pay ...................................... 37
adjusted hire date ..................... 78, 80
alternative work schedules ....... 26, 27
alternative/flex work schedules ..... 26
anniversary .................................... 54
arbitration ................................. 68, 69
at will ............................................. 65
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 95
B
base rate ................................... 45, 47
bereavement leave ........................ 47
biennial budget process ................. 82
bulletin boards ............................... 59
bumping rights .......................... 78, 83
bumps ............................................ 84
C
callback .......................................... 34
call-back ........................................ 32
candidate pool ............................... 64
cash out ......................................... 38
cashed out hours ........................... 86
Christmas Day ................................ 42
city seniority ..... 78, 80, 82, 83, 85, 86
classification 20, 21, 53, 58, 64, 76, 77,
78, 79, 81, 82, 83, 84, 85, 86
classification seniority ............... 80, 85
classification series ........................ 78
Classification Series ........................ 92
clean-up time ................................ 29
COBRA ........................................... 52
compensated hours ....................... 30
compensatory ................................ 30
compensatory time ........................ 30
conferences ................................... 53
consecutive hours worked ............. 28
continuous service .................... 78, 80
co-pays .......................................... 48
D
deferred compensation ................. 56
demotion ....................................... 76
dental ....................................... 49, 52
disability plan ................................. 38
discharge ............................ 38, 57, 76
disciplinary action ..................... 62, 76
discipline ................................... 57, 76
double time ................................... 32
dues .......................................... 23, 25
E
emergency situations .......... 27, 29, 47
employee contributions ................. 51
employment practices ................... 62
entire agreement .......................... 74
excluded positions ......................... 19
Executive Board .................. 20, 62, 70
extended overtime ........................ 31
Extended Overtime ........................ 33
F
F.M.C.S. .......................................... 68
Fair Labor Standards Act ................ 30
Federal Mediation and Conciliation
Service ........................................ 68
fingerprint ...................................... 87
flexible work schedules .................. 27
flex-time ........................................ 27
FMLA.............................................. 37
G
grievance ................ 65, 66, 67, 68, 69
grievance procedure ..................... 66
grievances ........................... 58, 59, 60
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 96
group term ..................................... 51
H
health insurance ............................ 48
health, safety and productivity ..... 70
holiday .......................... 43, 44, 45, 56
holiday pay .................................... 44
Holiday Pay ................................... 43
holidays falling on scheduled day off
................................................... 44
holidays falling on weekends ........ 45
hourly ..................... 27, 30, 33, 45, 47
hours of work ................................ 26
I
Independence Day ......................... 42
initial probationary period ............. 79
insurance .................................. 49, 51
J
July 4 .............................................. 42
jury duty ........................................ 52
just cause .................................. 57, 76
L
Labor Day ....................................... 42
labor/management committee ...... 60
layoff .................................. 77, 79, 82
layoff and recall ............................ 77
Leave Donation Program ............... 77
life insurance ................................. 51
limited term .............................. 16, 17
Limited Term .................................. 85
longevity ................................... 51, 55
long-term disability ........................ 38
lunch period ................................... 26
M
management rights ....................... 57
Martin Luther King, Jr. Day ............. 42
meal and rest periods .................... 28
meal period.................................... 28
medical ............................... 49, 52, 77
medical leave ................................. 37
membership................................... 25
Memorial Day ................................ 42
N
new employees .............................. 25
New Year’s Day .............................. 42
non-discrimination ........................ 62
O
officers ........................................... 25
oral reprimand .......................... 61, 76
orientation ..................................... 62
original hire date ............................ 79
overtime ...... 27, 28, 29, 30, 31, 34, 57
P
PAC program .................................. 24
pager ............................................. 34
paid release time ...................... 58, 59
part-time....................... 45, 46, 47, 55
pay period ...................................... 56
pay stubs ........................................ 57
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 97
PERS ............................................... 38
PERS I ............................................. 38
personal holiday ............................ 45
personal holidays ........................... 43
position review .............................. 21
posting of vacancies ...................... 62
Preamble ....................................... 16
premium ................................... 37, 50
previously held position ................. 79
priority of Federal, State and City
Laws ........................................... 74
probationary employee ................. 79
probationary period ............ 65, 79, 81
promoted ....................................... 65
promotion ..................... 37, 64, 65, 81
promotional opportunity ............... 64
pro-rated ............................ 45, 46, 55
public interest ................................ 60
R
rain gear ........................................ 70
recall .............................................. 79
recall list ........................................ 79
recall rights ................................... 83
reclassification reviews .................. 22
Recognition and Bargaining Unit .. 16
reduction ...................... 51, 79, 80, 81
reemployment list .......................... 79
regular part-time ........................... 47
REHBT ........................... 48, 49, 50, 52
rehire list........................................ 79
REHP ......................................... 48, 50
reinstatement ................................ 79
Renton Employees’ Healthcare Board
of Trustees ............................. 48, 50
Renton Employees’ Healthcare Plan
................................................... 48
rest period ..................................... 29
S
safety shoes ................................... 71
salaries .......................................... 53
savings clause ................................ 73
selection process ............................ 63
seniority .............................. 78, 80, 85
shift differential ............................. 34
shop steward ................................. 58
sick leave ................ 32, 37, 38, 39, 61
sick leave cash out ......................... 38
staff representative ............ 59, 69, 89
standby .......................................... 34
steel toed boots ............................. 71
stewards ........................................ 25
suspension ................................ 61, 76
T
Thanksgiving .................................. 42
tie-breaker ..................................... 82
time banks ..................................... 30
training ..................................... 53, 59
U
union activities ............................... 62
union membership and dues
deduction ................................... 23
union recognized ........................... 16
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 98
V
vacancies ....................................... 63
Vacancies ....................................... 62
vacation ........................ 31, 39, 46, 47
Vacation Cash Out ......................... 47
Veterans’ Day ................................ 42
volunteers ........................... 29, 35, 75
W
wages .................................. 24, 66, 74
work day ................. 26, 28, 31, 33, 47
work schedules ................... 26, 27, 57
work stoppage .......................... 60, 61
work week .................... 26, 30, 31, 45
workday ....... 28, 29, 30, 31, 34, 52, 58
written reprimand .................... 61, 76
A
abuse of sick leave ......................... 26
accrual ........................................... 24
Accrual ........................................... 30
accrual rate .................................... 30
accrual rates .................................. 66
acting pay ...................................... 24
adjusted hire date ..................... 58, 60
alternative work schedules ....... 15, 16
alternative/flex work schedules ..... 15
anniversary .................................... 38
Appendix A – AFSCME Classifications
................................................... 70
Appendix B – Salary Index for 2013 73
Appendix C – Index ........................ 79
arbitration ................................. 51, 52
at will ............................................. 48
B
base rate ................................... 30, 31
bereavement leave ........................ 32
biennial budget process ................. 62
bulletin boards ............................... 42
bumping rights .......................... 58, 63
bumps ............................................ 64
C
callback .......................................... 23
call-back ......................................... 21
candidate pool ............................... 47
cash out ......................................... 25
cashed out hours ........................... 66
Christmas Day ................................ 27
city seniority ..... 58, 60, 62, 63, 65, 66
classification 11, 12, 38, 41, 48, 57, 58,
59, 61, 62, 63, 64, 65, 66
classification seniority ............... 60, 65
classification series ........................ 58
Classification Series ........................ 71
clean-up time ................................. 18
COBRA ........................................... 36
compensated hours ....................... 19
compensatory ........................... 19, 20
compensatory time ................... 19, 20
conferences ................................... 37
consecutive hours worked ............. 17
continuous service .................... 58, 60
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 99
co-pays .......................................... 33
D
deferred compensation ................. 40
demotion ....................................... 57
dental ....................................... 33, 36
disability plan ................................. 25
discharge ............................ 25, 41, 56
disciplinary action ..................... 45, 56
discipline ................................... 41, 56
double time ................................... 21
dues .......................................... 13, 14
E
emergency situations .......... 17, 18, 31
employee contributions ................. 35
employment practices ................... 45
entire agreement ........................... 54
excluded positions ......................... 11
Executive Board ............ 11, 12, 46, 53
extended overtime ........................ 21
Extended Overtime ........................ 22
F
F.M.C.S. .......................................... 51
Fair Labor Standards Act ................ 20
Federal Mediation and Conciliation
Service ........................................ 51
fingerprint ...................................... 67
flexible work schedules .................. 16
flex-time ........................................ 16
FMLA.............................................. 24
G
grievance ................ 48, 49, 50, 51, 52
grievance procedure ...................... 49
grievances ................................. 42, 43
group term ..................................... 36
H
health insurance ............................ 33
health, safety and productivity ...... 53
holiday .................... 27, 28, 29, 30, 40
holiday pay .................................... 29
Holiday Pay .................................... 28
holidays falling on scheduled day off
................................................... 29
holidays falling on weekends ......... 29
hourly ..................... 17, 19, 21, 30, 31
hours of work ................................. 15
I
Independence Day ......................... 27
initial probationary period ............. 59
insurance ............................ 33, 34, 36
J
July 4 .............................................. 27
jury duty ........................................ 36
just cause .................................. 41, 56
L
Labor Day ....................................... 27
labor/management committee ...... 43
layoff ................................... 57, 59, 62
layoff and recall ............................. 57
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 100
Leave Donation Program ............... 57
life insurance ................................. 36
limited term ................................ 9, 10
Limited Term .................................. 65
longevity ................................... 36, 39
long-term disability ........................ 25
lunch period ................................... 16
M
management rights ........................ 40
Martin Luther King, Jr. Day ............. 27
meal and rest periods .................... 17
meal period.................................... 17
medical ............................... 33, 36, 57
medical leave ................................. 24
members in good standing ............ 10
membership................................... 14
Memorial Day ................................ 27
N
new employees .............................. 15
New Year’s Day .............................. 27
non-discrimination ......................... 45
O
officers ........................................... 15
oral reprimand .......................... 45, 56
orientation ..................................... 45
original hire date ............................ 59
overtime ........... 17, 18, 19, 20, 22, 41
P
PAC program .................................. 14
pager ............................................. 23
paid release time ...................... 41, 43
part-time....................... 30, 31, 32, 39
pay period ...................................... 40
pay stubs ........................................ 40
PERS ............................................... 25
PERS I ............................................. 25
personal holiday ............................ 30
personal holidays ........................... 27
position review .............................. 12
posting of vacancies ....................... 45
Preamble ......................................... 9
premium ................................... 24, 34
previously held position ................. 59
priority of Federal, State and City
Laws ............................................ 55
probationary employee ................. 59
probationary period ............ 48, 59, 61
promoted ....................................... 48
promotion ........................... 24, 48, 61
promotional opportunity .......... 47, 48
pro-rated ............................ 30, 31, 39
public interest ................................ 44
R
rain gear ........................................ 53
recall .............................................. 59
recall list ........................................ 59
recall rights .................................... 63
reclassification reviews .................. 12
Recognition and Bargaining Unit ...... 9
reduction ...................... 35, 59, 60, 61
reemployment list .......................... 59
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
201922 – 20204
Page 101
regular part-time ........................... 32
REHBT ..................... 32, 33, 34, 35, 36
rehire list........................................ 59
REHP ............................. 32, 33, 34, 35
reinstatement ................................ 59
religious tenets .............................. 10
Renton Employees’ Healthcare Board
of Trustees ............................. 32, 35
Renton Employees’ Healthcare Plan
.............................................. 32, 33
rest period ..................................... 18
right of non-association ................. 10
S
safety shoes ................................... 54
salaries ........................................... 38
Salary Survey ................................. 77
savings clause ................................ 54
selection process ........................... 46
seniority ........................ 23, 58, 60, 65
shift differential ............................. 22
shop steward ................................. 42
sick leave ................ 21, 24, 25, 26, 44
sick leave cash out ......................... 25
staff representative ............ 42, 52, 69
standby .......................................... 23
steel toed boots ............................. 54
stewards ........................................ 15
suspension ................................ 45, 56
T
Thanksgiving .................................. 27
tie-breaker ..................................... 62
time banks ..................................... 20
training ............................... 37, 38, 42
U
uniform allowance ......................... 23
union activities ............................... 45
union membership and dues
deduction ................................... 13
union recognized ............................. 9
V
vacancies ....................................... 46
Vacancies ....................................... 46
vacation ........................ 21, 26, 30, 31
Vacation Cash Out ......................... 31
Veterans’ Day ................................ 27
volunteers ........................... 19, 23, 56
W
wages ............................ 14, 38, 50, 55
work day ................. 16, 17, 20, 21, 31
work schedules ............. 15, 16, 17, 41
work stoppage ............................... 44
work week .............. 15, 16, 19, 20, 30
workday ....... 17, 18, 19, 20, 22, 37, 42
written reprimand .................... 45, 56
AGENDA ITEM #5. c)
AGREEMENT
By and Between
CITY OF RENTON
and
LOCAL 2170,
WASHINGTON STATE COUNCIL OF COUNTY AND
CITY EMPLOYEES
AMERICAN FEDERATION OF STATE, COUNTY AND
MUNICIPAL
EMPLOYEES, AFL-CIO
January 1, 2022 – December 31, 2024
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 2
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 3
TABLE OF CONTENTS
PREAMBLE ............................................................................. 9
ARTICLE 1 – RECOGNITION AND BARGAINING UNIT ............... 9
ARTICLE 2 – UNION MEMBERSHIP AND DUES DEDUCTION ... 16
2.1. Payroll Deduction ....................................................................... 16
2.2. PAC Program ............................................................................... 17
2.3. Hold Harmless Agreement .......................................................... 18
2.4. Refunds ....................................................................................... 18
2.5. New Employees .......................................................................... 18
2.6. Union Officer List ........................................................................ 18
ARTICLE 3 – HOURS OF WORK .............................................. 19
3.1. Work Week ................................................................................. 19
3.2. Work Day .................................................................................... 19
3.3. Work Schedules .......................................................................... 19
3.4. Meal and Rest Periods ................................................................ 21
3.5. Clean-Up Time ............................................................................ 22
ARTICLE 4 –OVERTIME .......................................................... 22
4.1. Overtime ..................................................................................... 22
4.2. Call-back Pay ............................................................................... 25
4.3. Extended Shift Overtime ............................................................. 26
4.4. Shift Differential ......................................................................... 27
4.5. Standby ....................................................................................... 27
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 4
4.6. Uniform Allowance ..................................................................... 28
4.7. Acting Pay ................................................................................... 30
ARTICLE 5 – SICK LEAVE ........................................................ 30
5.1. Sick Leave Accrual ....................................................................... 30
5.2. Sick Leave Cash Out .................................................................... 31
5.3. Long Term Disability Plan ............................................................ 31
5.4. Notification Requirements .......................................................... 32
5.5. Abuse of Sick Leave ..................................................................... 32
5.6 WA State Paid Family Medical Leave .......................................... 33
ARTICLE 6 – HOLIDAYS .......................................................... 35
6.1. Observed Holidays ...................................................................... 35
6.2. Holiday Pay ................................................................................. 36
6.3. Holidays Falling on Scheduled Day Off ........................................ 37
6.4. Holidays Falling on Weekends .................................................... 37
6.5 Regular Part-time ........................................................................ 38
6.6. Personal Holiday Use/Cash Out .................................................. 38
ARTICLE 7 – VACATIONS ....................................................... 39
7.1. Accrual Rate ................................................................................ 39
7.2. Maximum Vacation Accumulation .............................................. 39
7.3. Vacation Requests ...................................................................... 40
7.4 Cash Out Upon Separation ......................................................... 40
ARTICLE 8 – BEREAVEMENT LEAVE ....................................... 40
ARTICLE 9 – INSURANCES ..................................................... 41
Definitions: ................................................................................................ 41
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 5
9.1. Health Insurance ......................................................................... 41
9.2. Life Insurance.............................................................................. 44
9.3. Federal/State Healthcare Options .............................................. 44
9.4. COBRA ........................................................................................ 44
ARTICLE 10 – JURY DUTY ...................................................... 44
ARTICLE 11 – EDUCATION AND CONFERENCE ....................... 45
11.1. Time Off and Financial Reimbursement ...................................... 45
11.2. Valid Business Expenses .............................................................. 45
11.3. Access to Training ....................................................................... 46
ARTICLE 12 – SALARIES ......................................................... 46
12.1. Salaries ....................................................................................... 46
12.2. Step Increases ............................................................................. 47
12.3 VEBA ........................................................................................ 47
ARTICLE 13 - LONGEVITY....................................................... 47
13.1. Longevity Pay Calculation ........................................................... 47
13.2. Longevity Pay Date ..................................................................... 48
ARTICLE 14 – DEFERRED COMPENSATION ............................. 48
ARTICLE 15 – PAY PERIOD ..................................................... 49
ARTICLE 16 – MANAGEMENT RIGHTS ................................... 49
ARTICLE 17 – UNION ACTIVITIES ........................................... 50
17.1. Paid Release Time ....................................................................... 50
17.2. Facility Access ............................................................................. 51
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 6
17.3. Union Communication ................................................................ 51
17.4. Training Time .............................................................................. 51
17.5. Negotiations ............................................................................... 52
ARTICLE 18 – LABOR/MANAGEMENT COMMITTEE ............... 52
ARTICLE 19 – WORK STOPPAGES AND EMPLOYER PROTECTION
............................................................................................ 53
19.1. Uninterrupted City Services ........................................................ 53
19.2. Work Stoppage ........................................................................... 53
19.3. Disciplinary Action for Work Stoppage ....................................... 54
ARTICLE 20 – NON-DISCRIMINATION .................................... 54
ARTICLE 21 – RECRUITMENT AND SELECTION PROCESS ....... 54
21.1. Posting of Vacancies ................................................................... 54
21.2. Selection Process ........................................................................ 55
21.3. Eligible Candidate Pool ............................................................... 56
21.4. Promotional Opportunities ......................................................... 56
ARTICLE 22 – PROBATIONARY PERIOD .................................. 57
22.1. 12-Month Probationary Period ................................................... 57
22.2. 6-Month Probationary Period ..................................................... 57
ARTICLE 23 – GRIEVANCE PROCEDURE ................................. 58
23.1. Definition .................................................................................... 58
23.2. Grievance Process ....................................................................... 58
23.3. Employer Grievance .................................................................... 61
23.4. Grievance Documentation .......................................................... 61
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 7
23.5. Grievance Timelines .................................................................... 61
ARTICLE 24 – HEALTH, SAFETY AND PRODUCTIVITY .............. 62
24.1. Quality and Safety of Work ......................................................... 62
24.2. Working Conditions .................................................................... 62
24.3. Rain Gear .................................................................................... 63
24.4. Custodial Services ....................................................................... 63
24.5. Safety Shoes ............................................................................... 63
ARTICLE 25 – SAVINGS CLAUSE ............................................. 66
ARTICLE 26 – ENTIRE AGREEMENT ........................................ 66
ARTICLE 27 – PRIORITY OF FEDERAL, STATE AND CITY LAWS. 67
ARTICLE 28 – VOLUNTEERS ................................................... 67
ARTICLE 29 – DISCIPLINE ....................................................... 68
29.1 Discipline .................................................................................... 68
29.2 Demotion .................................................................................... 68
ARTICLE 30 – LEAVE DONATION............................................ 69
ARTICLE 31 – LAYOFF AND RECALL ........................................ 69
31.1. Layoff and Recall ......................................................................... 69
31.2. Definitions .................................................................................. 69
31.3. Departmental Review ................................................................. 72
31.4. Human Resources Risk Management Review ............................. 73
31.5. Notice of Layoff .......................................................................... 74
31.6. Bumping Rights ........................................................................... 74
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 8
31.7. Recall Rights ................................................................................ 75
ARTICLE 32 – FINGERPRINTING ............................................. 79
ARTICLE 33 – DURATION OF AGREEMENT ............................. 81
APPENDIX A – AFSCME CLASSIFICATIONS IN ALPHABETICAL
ORDER (with Job Grades) ..................................................... 83
APPENDIX B – SALARY INDEX FOR 2022 ................................ 85
APPENDIX C – Telework Reopener ........................................ 89
APPENDIX D – INDEX ............................................................ 90
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 9
PREAMBLE
This Agreement is between the City of Renton (hereinafter called
the Employer) and Local 2170, Washington State Council of County
and City Employees, American Federation of State, County and
Municipal Employees, AFL-CIO (hereinafter called the Union) for
the purpose of setting forth a mutual understanding of the parties
as to conditions of employment for those employees for whom the
Employer recognizes the Union as the exclusive collective
bargaining representative.
The Employer and the Union shall cooperate to provide the public
with efficient, cost-effective, and courteous delivery of public
services, to encourage good attendance of employees, and to
promote a climate of labor relations that will aid in achieving a high
level of efficiency and productivity in all departments of City
government. The parties will work together to address and adapt
to the inevitable issues of change, to devise varying methods and
work procedures adapted to the changing circumstances of their
particular areas of responsibilities.
ARTICLE 1 – RECOGNITION AND BARGAINING UNIT
1.1. Union Recognized
Pursuant to RCW 41.56.060 the Employer hereby recognizes the
Washington State Council of County and City Employees/ AFSCME
Council 2 and its affiliated local (hereafter Union) as the exclusive
bargaining representative for all limited term, probationary and
regular Renton City employees in those classifications listed in
Appendix A.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 10
Limited term employees have all rights under this contract with the
exception of bumping (see City Policy #330-11, dated 10/15/2005).
If a limited term position is converted to a regular position, the
incumbent shall remain in the position and shall be converted as
well (and will be eligible for bumping rights). A limited term
employee shall have their time in the limited term position count
toward their overall classification and City seniority.
A regular employee who applies for and is appointed to a limited
term position shall have the right to return to their previous
classification should the limited term position not be converted to
regular status and there is a vacant position available in their
previous classification.
All employees of the Employer in classifications covered by this
Agreement are eligible to be members of the Union.
1.2. Temporary/Supplemental Employees
The City shall not combine or overlap temporary/supplemental
employees in such a way as to create the equivalent of a regular
position or avoid the time constraints set herein. In the case of
layoffs, Temporary/ Supplemental employees may not be hired to
perform bargaining unit work in work units where layoffs have
occurred while there is an active recall list.
The City will issue a quarterly report listing all actively employed
supplemental employees utilized by the City at the time the report is
generated. This report will be issued quarterly beginning October 1,
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 11
2019 or if the 1st falls on a holiday, within 4 days following the
holiday.
1.2.1 Non Seasonal Temporary Employees-When filling a
known vacancy of an AFSCME represented position,
Temporary employees shall be employees hired
directly by the City or through an agency contracted
with the City. Such employees shall be employed no
more than the equivalent of six (6) months (182
consecutive days) in a rolling 12-month period. An
extension of up to an additional 6 months is available
with union concurrence. Overtime shall be offered to
regular employees prior to temporary employees
being utilized, unless no qualified regular employees
are available. The City will notify the Union prior to
the use or hiring of Temporary employee under this
clause. It is understood that the use of
Temporary/Supplemental employees as provided for
in this section shall not be deemed as supplanting
bargaining unit work.
1.2.2 Temporary Supplemental Employees- It is understood
that the use of seasonal employees as provided for in
this section shall not be deemed as supplanting
bargaining unit work. Effective July 1, 2019 seasonal
employees performing work limited to the following
positions will not work longer than 6 months (182
consecutive days) in a calendar year. In 2020 onward,
the seasonal period is set as being between April 1
and October 31:
• Custodial Assistant
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 12
• Parks Laborer
• Transportation Laborer
Golf Course Laborer and Pro-Shop Supplemental positions are
limited to 1500 hours in a calendar year and the employment
period is between March 1 and November 30.
1.2.3 Interns- Use of Interns performing bargaining unit
work citywide is limited to one-year terms of
employment, and each intern shall not work longer
than 1,040 hours during that year. The employment
year for interns will be measured from the date of hire
forward. Hiring of interns is done within City
guidelines. The City will notify the Union of internship
descriptions involving bargaining unit work. Interns
must be enrolled in school and assisting, not
supplanting, bargaining unit work.
1.3. Excluded Positions
The Union recognizes the following positions as being excluded
from the represented classifications listed in Appendix A:
1.3.1. All positions in the Human Resources & Risk
Management Department.
1.3.2. All clerical or secretarial positions designated as
“confidential” in each department. Only one
“confidential” designation will be allowed in each
department.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 13
1.4. New Positions
Should it become necessary to establish a new job classification
within the bargaining unit during the term of this Agreement, the
City will create the classification. The salary for any new
classification within the bargaining unit shall be subject to
negotiations. The Union shall be notified of any newly created
classifications in the City, which are not recognized by other
bargaining units, including the City’s initial determination regarding
bargaining unit status.
Disagreements regarding the appropriateness of their inclusion or
exclusion from the bargaining unit will be referred to the Public
Employment Relations Commission for resolution.
1.5. Executive Board Meetings
The Union will provide a calendar of all regularly scheduled
Executive Board meetings for the next calendar year in December
of the preceding year to the Human Resources & Risk Management
Administrator.
1.6. Job Classification Changes
Changes to existing position classifications and position
descriptions shall be provided to the Union president and secretary
ten (10) working days prior to the next regularly scheduled
Executive Board meeting. The Union shall respond to the changes,
in writing, within ten (10) working days of the meeting, unless an
extension is mutually agreed upon. If the Union’s written response
is not provided within the timeframe above, management may
move forward with the changes that have been submitted.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 14
1.7. Point Factor Method (PFM)
In an effort to objectively compare positions for internal equity, the
City has utilized a Point Factor Method (PFM)to help in determining
a position’s pay grade. Internal equity compares positions
according to requirements for similar skill, education/training, and
responsibility, and if the jobs are performed under similar working
conditions. The PFM uses factors that are commonly found in
positions, and each factor is broken into point values based on the
varying levels of difficulty or effort needed to complete them. The
position’s point value is then compared to other positions to select
an appropriate grade.
Effective January 1, 2022, HRRM staff will utilize the Point Factor
Method in conjunction with external market data when
determining a grade placement due to a Reclassification, as part of
a market study, or when creating a new position. If no external
market data exists, the PFM will be used to determine the grade
placement based on the internal equity analysis solely.
Any PFM analysis will be shared with the affected employees and
the union.
1.8. Reclassification Reviews
An employee may request a position review for proper
classification placement when the employee believes that there
has been significant change in duties and responsibilities of the
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 15
position. Reclassification reviews will be done in accordance with
City Policy #320-05 (Request for Reclassification), as established
July 7, 2009, to the extent that such does not conflict with the
agreement. A Position Description Questionnaire (PDQ) form must
be fully completed and requires review by the employee’s
supervisor, the Division Director and the Department
Administrator. A market study will be conducted by HRRM staff as
part of the reclassification process for those positions that meet
the definition for requiring a reclassification.
The deadline for submittal of the PDQ to the employee’s supervisor
is May 1. The Department shall forward the request to the Human
Resources Department within 30 days of the initial request. If the
Department does not forward the request within 30 days, the
employee may submit the request directly to the Human Resources
Department to ensure the submission deadline is met. The Human
Resources Department will notify the employee within seven (7)
working days of the receipt of the request. Requests submitted to
Human Resources by the July 1 deadline and subsequently
approved shall be included in the following year’s budget.
Those approved by the City Council shall have an effective date of
January 1 of that budget year. Any delays in the reclassification
process shall not affect the implementation date and all pay shall
be retroactive to January 1 of that budget year.
Any appeals will be reviewed by the Human Resources and Risk
Management Administrator for a final decision. Human Resources
will meet with the Union regarding salary placement of any revised
position(s).
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 16
Once a request to reclassify a position has been submitted and
reviewed, no further consideration will be given to reclassifying the
position for a twenty-four (24) month period following submission.
1.9 Job Description and Salary Updates
Work will be done to reflect current duties, job description
revisions shared per the Union review process, and then HR staff
will conduct a market study, with wage adjustment negotiated for
those deemed under market, for any titles that either have not
received a market study since 2017 or, at the time the market
study was completed, there were not enough matches. Position
titles that do not have a minimum of 4 matches from comparable
cities will be evaluated using the PFM and their salary adjustments
negotiated based on internal equity. The work shall be completed
no later than July 31, 2023.
ARTICLE 2 – UNION MEMBERSHIP AND DUES DEDUCTION
2.1. Payroll Deduction
The Employer agrees to deduct from the paycheck of each
employee, who has so authorized it in writing, the regular monthly
dues uniformly required of members of the Union. The amounts
deducted shall be transmitted monthly to the Union on behalf of
the employees involved. Employees may cancel their payroll
deduction by written notice to the Union in accordance with the
terms and conditions of their signed payroll authorization card. The
Union will provide timely notice to the City of the cancellation of
their dues authorization by a bargaining unit member. Every effort
will be made to end the deduction effective on the first payroll, but
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 17
not later than the second payroll, after the City’s receipt of notice
of cancellation from the Union. Authorizations for Payroll
Deduction are valid whether executed in paper form or
electronically.
The Employer shall provide to the Union monthly a complete list of
all bargaining unit members that includes employee name, home
address, job title, hire date into current bargaining unit, monthly
salary, hourly wage, and whether the employee has authorized the
deduction of Union dues.
The Union may change the fixed dollar amount, which will be the
regular monthly dues, once each calendar year during the life of
this agreement. The Union will give the City thirty (30) calendar
days’ notice of any such change in the amount of uniform dues to
be deducted.
2.2. PAC Program
The Employer agrees to deduct from the wages of any employee
who is a member of the Union a PEOPLE deduction as provided for
in a written authorization. Such authorization must be executed by
the employee and may be revoked by the employee at any time by
giving written notice to both the Employer and the Union. The City
will allow AFSCME, Local 2170 the option to have funds deducted
from member’s paychecks twelve (12) times annually to allow
contributions to the AFSCME PAC program. The City will send a
check once a month to Washington State Council of County and
City Employees, AFSCME Council 2. The Employer agrees to remit
any deductions made pursuant to this provision to the Union
together with an itemized statement showing the name of each
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 18
employee from whose pay such deductions have been made and
the amount deducted during the period covered by the remittance.
2.3. Hold Harmless Agreement
The Union will indemnify, defend, and hold the Employer harmless
against any claims made and against any suit instituted against the
Employer on account of any actions by the Employer in
administering recognition, union membership and dues deduction.
2.4. Refunds
The Union agrees to refund to the Employee any amounts paid to it
in error upon presentation of proper evidence thereof.
2.5. New Employees
The Employer will furnish to the Local Union Treasurer the names
of all new employees in the bargaining unit as specified in Article 1,
Section 1.1, within five (5) working days of hire.
Newly hired employees shall be granted 30 minutes to meet with
their Steward or another officer of the Union.
2.6. Union Officer List
The Union agrees to furnish the Employer with a list of Union
Officers and Shop Stewards and to maintain such list in a current
status.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 19
ARTICLE 3 – HOURS OF WORK
3.1. Work Week
The work week shall consist of seven (7) days beginning
immediately after 12:00 midnight on Saturday and ending at 12:00
midnight the following Saturday. The regular work week shall
consist of forty (40) hours, exclusive of lunch, within the work
week. Exceptions to this shall be alternative work schedules, and
work weeks which, when utilized, shall be reduced to writing and
signed off by the Employer, employee and the Union. The City or
the employee may discontinue alternative/flex work schedules and
work weeks in accordance with Article 3, Section 3.3.3.
Discontinuation of alternative/flex work schedules shall not require
the approval of the Union.
3.2. Work Day
A regular workday shall consist of not more than ten (10) hours,
exclusive of lunch, unless otherwise provided for through an
agreed upon alternative work schedule.
3.3. Work Schedules
3.3.1. Normal Work Week – The normal work week shall be
five (5) consecutive days of not more than eight (8)
hours per day, Monday through Friday, exclusive of
the lunch period, except where the work day or work
week is different and accepted as a condition of
employment or mutually agreed upon in writing
between the Union, employee and the Employer.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 20
3.3.2. Flextime and Alternative Work Schedules – Employees
may work flex-time or alternative work schedules,
with prior supervisory approval. Flexible work
schedules shall be mutually agreed upon between the
Employer and the employee. All flex-time and
alternative work schedules shall be reduced to writing
and signed off by the Employer, employee and the
Union. Flex-time schedules, by example only, shall be
schedules that provide for daily or weekly adjustable
work hours. Alternative work schedules, by example
only, shall be schedules that allow for schedules other
than 5 consecutive days (Monday through Friday) of 8
hours work.
3.3.3. Schedule Changes – Work schedule changes may be
initiated by the Employer or the employee. When
schedule changes of thirty (30) days or more are
initiated by the Employer, employees will receive
written notice of the change thirty (30) calendar days
prior to the effective date of the change. Except in
emergency situations and situations that are
unforeseen or unanticipated, employees will receive
written notice a minimum of two working days before
all other schedule changes initiated by the Employer.
If written notice is not received as outlined herein the
employee shall receive pay at one and one-half (1½)
times their normal hourly rate for the first shift
worked on the new schedule. The City will not
manipulate work schedules for the sole purpose of
avoiding the payment of overtime.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 21
Work schedule changes initiated by the employee may
take place immediately with the concurrence of the
supervisor, provided that the change does not create
an undue hardship in the department or disservice to
the public.
3.3.4. Consecutive Hours Worked – Employees shall not
work more than sixteen (16) consecutive hours during
any consecutive twenty-four (24) hour period.
3.4. Meal and Rest Periods
3.4.1 Meal Period – There shall be an unpaid meal period
of not less than one-half (1/2) hour nor more than
one (1) hour during the regular workday. If an
employee is required to work two (2) or more hours
beyond his or her regular work day the employee
shall be entitled to an additional paid meal period of
one-half (1/2) hour. For each additional four (4) hour
overtime increment beyond the two (2) hours, the
employee shall receive an additional meal period of
one-half (1/2) hour. If the Employer furnishes meals,
the employee shall eat them on his or her own time.
Whenever possible the meal period shall be
scheduled near the middle of the workday. An
employee may voluntarily waive their unpaid meal
period with written approval from their supervisor.
The documentation showing that it was a voluntary
waiver at the employee’s request will be retained by
HRRM in compliance with Department of Labor’s
Wage and Hour regulations. This voluntary waiver is
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 22
to be used occasionally and is not intended to be a
regular on-going change to the employee’s work
schedule/shift.
3.4.1. Rest Period – Except in emergency situations, there
shall be one fifteen (15) minute rest period during
each four (4) hour period of the workday whenever
feasible. Emergency situations are defined as
situations where injury to persons, loss of life and/or
serious public or private property damage are
possible.
3.5. Clean-Up Time
Employees whose work requires personal clean-up prior to leaving
the Employer’s premises or job site shall be allowed necessary time
for doing so prior to meal breaks, not to exceed five (5) minutes,
and the end of the shift, not to exceed ten (10) minutes. Work
schedules shall be arranged so employees may take advantage of
this provision where it is applicable.
ARTICLE 4 –OVERTIME
4.1. Overtime
4.1.1. Allocation of Overtime – The Employer shall determine
when and by whom overtime will be worked.
Whenever feasible, the Employer will request
volunteers from among the employees with the
requisite skills to perform the work, before requiring
employees to work overtime. Overtime opportunities
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will be allocated as equally as possible among
employees within a work unit.
4.1.2. Overtime Rate – Except as otherwise provided in this
Article, all hours worked in excess of the employee’s
scheduled workday, when worked upon the direction
or approval of the employee’s supervisor, shall be paid
at the rate of one and one-half (1½) times the
employee’s straight-time hourly rate or compensated
by granting one and one-half (1½) times the number of
excess hours worked as compensatory time. Overtime
shall be based on compensated hours and in
accordance with FLSA regulations. The employee shall
make his or her choice (overtime pay or compensatory
time) known to his or her supervisor not later than the
end of the work week in which the work was
performed.
4.1.3. Compensatory Time – Compensatory time off, when
granted, shall be at a time convenient to the employee
and consistent with the operating needs of the
Employer. Compensatory time off shall be taken under
this Article as required by the Fair Labor Standards Act,
if such continues to be applicable to local government
employees. Compensatory time banks shall not exceed
one hundred (100) hours.
Employees may cash out compensatory time during
any pay period throughout the calendar year. Any
compensatory time over forty (40) hours as of
December 31 will be automatically cashed out at the
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employee’s regular rate of pay and paid on the
January 10 paycheck. Employees with forty (40) hours
or less shall be allowed to carry over the time into the
following year.
4.1.4. Computing Overtime – The nearest one-quarter (1/4)
hour shall be used in computing overtime.
4.1.5. Meeting Attendance Outside of Normal Work Schedule
– With supervisory approval, each employee that is
required to attend a meeting on their normally
scheduled workday before or after their regularly
scheduled shift shall be allowed to modify their
schedule during the work week of the meeting so that
the work week does not exceed their regularly
scheduled hours. This Section does not prohibit
employees that modify their time, as above, from
receiving overtime as otherwise provided in this Article
for hours worked outside of their normally scheduled
work day that fall on non-modified days.
4.1.6. Consecutive Day Overtime– Employees required to
work on a regularly scheduled day off shall be paid at
the rate of time and one-half (1 ½) for the first twelve
(12) hours and the rate of two times (2x) their regular
rate of pay, consistent with Section 4.3 below, for any
hours worked in excess of twelve (12) hours.
Employees required to work on a second consecutive
day shall be paid at two (2) times their regular rate of
pay for all hours worked. If during the workweek, a half
day (or more) of holiday, vacation, sick leave and
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comp-time are taken, this does not count as paid work
when determining the consecutive days for purposes
of double time.
4.1.7. The following positions are set up as program oriented
and as a condition of hire these positions may perform
evening and weekend work as programs require.
These positions may require a voluntary shifting of
schedule within the workday and this shift will not
trigger overtime. These positions are not subject to
daily overtime but will be paid weekly overtime for
compensable hours in excess of the normally
scheduled work week.
• Senior Program Specialist and Program
Specialist
• Neighborhood Program Coordinator
• Farmer’s Market Coordinator
• Program Assistant
• Recreation Coordinator
• Recreation Specialist
• Recreation Assistant
4.2. Call-back Pay
Call-back shall be defined as all time worked in excess of a
scheduled shift, which is not an extension of that shift, and is
unanticipated, unforeseen, and not a regular function of the
employee’s work schedule. “Unanticipated, unforeseen” shall
include, but not be limited to, work that is performed where the
employee has been notified after the conclusion of their regular
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work day and the work is performed prior to the start of their next
regular work day.
Employees who are required to report to the work site or the field
shall be paid a minimum of two (2) hours at a rate of two times (2x)
their regular hourly rate of pay, starting from the time they answer
the phone through the time they return home (portal to portal).
Employees who are not required to report to the work site or field
but can address the issue(s) from home shall be paid for one (1)
hour of work at two times (2x) their regular hourly rate so long as
the time is spent working and not merely informational, i.e.,
schedule change. Employees who qualify for the one (1) hour call
back pay shall not be subject to the provisions of paragraph 4.5 of
this Article regarding the suspension of standby pay. Employees
who work more than one (1) hour without reporting to the
worksite or field shall be paid at (2x) their regular hourly rate for all
hours worked at home and will be subject to the provisions of
paragraph 4.5 of this Article regarding the suspension of standby
pay.
Recreation staff involved in conducting scheduled recreation
programs/events shall be excluded from this provision.
Employees who must attend regularly scheduled meetings after
their normal work hours shall be paid a one (1) hour minimum at
the time and one-half (1½) rate.
4.3. Extended Shift Overtime
Employees required to work more than four (4) hours beyond the
end of their scheduled work shift shall be paid at two times (2x)
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their regular rate of pay for all time worked beyond the first four
hours of overtime.
4.4. Shift Differential
A shift differential of $1.00 shall be paid for all hours worked by an
employee when fifty percent (50%) of his or her regular workday is
between 12:00 midnight and 8:00 a.m. When such shift is
requested by the employee and approved by the Employer, this
provision shall not apply.
4.5. Standby
The Employer reserves the right to establish a standby program.
Based on service needs, each department may establish a roster of
qualified personnel who would be available for callback during an
emergency situation. Personnel identified as on standby shall be
required to carry a cell phone or other device and be able to
respond immediately to call-back situations without restrictions or
impairments.
Employees on standby shall receive standby pay as follows: Starting
with the first full pay period following ratification and adoption of
the successor agreement standby pay shall be paid at $3.40 per
hour. Only the employee carrying the standby phone at the time of
the callout, and driving their own personal vehicle, is eligible for
reimbursement at the standard federal mileage rate. The
reimbursement would be for their drive to the worksite due to a
callback (roundtrip) from the employee’s home address or a
maximum of 30 miles each way, whichever is less.
Travel time for distance between home and regular or main job is
considered a taxable fringe benefit and will be added to their
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paycheck. Travel time for distances between home and temporary
work location (if not regular or main job), or main job and
temporary work location, are not considered a taxable fringe
benefit. To request mileage reimbursement, the employee must
submit a written claim verifying mileage, travel location(s) and the
date(s) of call-back(s). Standby allowance shall be suspended upon
callback and the provisions of Section 4.2 of this Article shall
prevail. Standby periods shall be determined by the Employer.
Standby pay is not available during the employee’s regular work
hours. Management reserves the right to transfer the standby
assignment when the employee is unavailable for their standby
assignment.
Qualified personnel shall be determined by the Employer and
assigned by on a rotational basis. Every effort will be made to
establish the roster on a volunteer basis. If insufficient volunteers
exist, placement on the roster shall be mandatory.
4.6. Uniform Allowance
The City of Renton shall furnish standard clothing of the City’s
choice and design to all field staff in the Maintenance Services and
Transportation Maintenance Divisions of Public Works. Eligible staff
in these divisions shall have an allowance of $300 per calendar year
to purchase any combination of the following items:
T-Shirts Long Sleeve Button Down Shirt
Long Sleeve T-Shirts Long Jeans**
Sweat Shirts (1) Stocking Cap
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Collared Shirt
** The purchase of long jeans must not exceed $150.
A newly hired employee will be able to access this $300 clothing
allowance upon hire. Clothing damaged or contaminated on-duty
shall be cleaned or replaced at the City’s discretion, however the
City will not exceed $175 in replacement costs per employee, per
calendar year.
The City of Renton shall furnish standard clothing of the City’s
choice and design to the Court Security Officer to include:
(5) Shirts with Court Security
language and name
(1) Light-Weight Jacket with
Court Security language and
name
(3) Pairs of Black pants
Clothing will be replaced once per year or as needed for the Court
Security Officer.
All clothing items bearing a Renton insignia and in the employee’s
possession remain the property of the City and must be returned
when leaving employment with the City. If the insignia-bearing
items are not returned by the employee, the employee will be
subject to a pro rata deduction of the current year’s utilized benefit
(not to exceed $300) from the employee’s final paycheck.
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4.7. Acting Pay
When an employee is asked to assume the duties of a position at a
higher salary grade on a temporary basis, the employee shall
receive a premium equal to five percent (5%) of their base salary,
provided the temporary promotion will extend for at least fifteen
(15) calendar days.
ARTICLE 5 – SICK LEAVE
5.1. Sick Leave Accrual
Sick leave is available when an employee is absent as a result of
personal illness or injury, or when medically necessary to care for
the employee’s child, parent, parent-in-law, spouse, domestic
partner or a domestic partner’s child, and grandparent, as provided
by the Family Care Act of Washington (FCA), WAC 296-130, and/or
the Family and Medical Leave Act (FMLA), the Washington State
Family Leave Act (FLA), or any qualified FMLA covered reason.
5.1.1. Upon employment, new full time employees shall
receive twenty-four (24) hours sick leave. At the end
of the first three months of full time employment an
additional twenty-four (24) hours sick leave shall be
granted. At the completion of six full months of
employment, employees shall accrue sick leave at the
rate of eight (8) hours per month. Employees who
resign or are terminated prior to completing six full
months of employment shall reimburse the Employer
for any used but unearned sick leave.
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5.1.2. Sick leave accrual shall be prorated based on the
employee’s regularly scheduled weekly hours of work,
divided by 40.
5.1.3. Employees shall be allowed to use sick leave in
increments of fifteen (15) minutes.
5.2. Sick Leave Cash Out
For employees hired before January 1, 1994, cash payment of
accrued, unused sick leave shall be made upon a PERS I employee’s
resignation, retirement, discharge (unless discharge is a result of
the employee’s conviction of any criminal statutes relating to or
connected with his/her employment), or death. Such payment shall
be limited to 50% of accumulated but unused sick leave, to a
maximum of 960 hours. In the event of death, payment shall be
made to the estate of the employee.
Employees hired on or after January 1, 1994, shall not be eligible
for cash out of any accrued but unused sick leave.
5.3. Long Term Disability Plan
All employees will be enrolled in an Employer-sponsored long-term
disability plan with a benefit equal to 60% of base salary after a
maximum waiting period of 90 calendar days. If an LTD claim is
approved by the carrier, employees will be permitted to use any
accrued leave balance they have at 40%, bringing the combination
of the LTD benefit and accrued leave payment to 100% of their pre-
disability earnings. The Employer will pay the premiums necessary
to fund the benefits of the plan.
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5.4. Notification Requirements
5.4.1. Sick leave may be taken in lieu of vacation time
whenever an employee is on vacation and becomes
sick or hospitalized. A doctor’s certificate of the illness
must be furnished by the employee in a timely manner
to substantiate such sickness or disability. This
exchange will not alter the employee’s scheduled
vacation except by mutual agreement with the
Employer.
5.4.2. The Employer may require a signed statement from
the employee’s Health Care Provider for absences of
three (3) days or longer or if the City reasonably
suspects sick leave abuse.
5.4.3. An employee who will be out on sick leave must notify
his or her immediate supervisor or other designated
person of the absence prior to the start of said leave,
or as soon as possible.
5.5. Abuse of Sick Leave
Use of sick leave is restricted to the purposes set forth in Section
5.1 of this Article. Employees found to be abusing sick leave
privileges shall be subject to disciplinary action, pursuant to Article
16, Section 16.3.
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5.6 WA State Paid Family Medical Leave
5.6.1 Eligible employees are covered by Washington’s Family
and Medical Leave Program, RCW 50A.04. Eligibility for
leave and benefits, which began January 1, 2020, is
established by Washington law and is therefore
independent of this Agreement. Premiums for benefits
are established by law, will total four-tenths of one
percent (0.4%) of employees’ wages (unless otherwise
limited by action of the State). Employees will pay
through payroll deduction the full cost of the
premiums associated with family leave benefits and
forty-five percent (45%) of the cost of the premiums
associated with the medical leave benefits, as
determined under RCW 50A.04.115
5.6.2 Use of sick leave: For better consistency across leave
plans, sick leave may be used for family members,
including spouse, child, grandchild, parent, or
grandparent, as these relationships are defined in the
State PFML. Leave may be taken for siblings only for
State Accrued Sick Leave, and PFML.
5.6.3 Coordination with PFML: Employees who are
approved by the State for a benefit under PFML will be
permitted to use their accrued leave balance as a
“Supplemental Benefit” to bring them to full base pay,
in accordance with provisions outlined by the State.
Employees will have the option to 1) use accrued leave
exclusively and forgo the PFML, or 2) use PFML
exclusively and forgo use of accrued leave, or 3) use
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their accrued leave as a Supplemental Benefit in
combination with their PFML to bring them to full base
pay. Employees may change their election effective
the first day of any pay period, by notifying HR and
completing a new election form.
For those employees, electing option 3 above, the
procedures for a Supplemental Benefit will be similar
to the City’s existing procedures for Workers’ Comp
Time Loss, with the accompanying leave buy back.
Employees will submit leave time to the City for a
Supplemental Benefit for the full number of hours not
worked. They will submit the full amount of the PFML
benefit they receive to the City in a timely manner.
The amount of the PFML benefit will be used to “buy
back” a portion of the accrued leave that was taken as
a Supplemental Benefit. In order to use accrued leave
as a “Supplemental Benefit” the employee must, in
advance, sign an agreement to submit the PFML
benefit amount to the City as soon as practical, and in
no case later than 30 days of receipt. Any employee
electing this option and failing to return the PFML
benefit amount(s) received will be in violation of City
policy and the Union Contract and may be subject to
discipline. When necessary, the Union will support the
bargaining unit members in meeting their “check
return” obligation. If leave balances with the City are
exhausted, the employee will move to option 2 above.
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2022 – 2024
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ARTICLE 6 – HOLIDAYS
Employees shall receive holidays in accord with the following:
6.1. Observed Holidays
The following days shall be observed as legal holidays:
6.1.1. January 1 (New Year’s Day)
6.1.2. Third Monday in January (Martin Luther King, Jr. Day)
6.1.3. Last Monday in May (Memorial Day)
6.1.4. June 19th (Juneteenth)
6.1.5. July 4 (Independence Day)
6.1.6. 1st Monday in September (Labor Day)
6.1.7. November 11 (Veterans’ Day)
6.1.8. 4th Thursday in November (Thanksgiving)
6.1.9. 4th Friday in November (day after Thanksgiving)
6.1.10. December 25 (Christmas Day)
6.1.11. When Christmas Day is observed on a Tuesday,
Wednesday or Friday, the previous day shall be a
holiday. When Christmas day occurs on a Monday or
Thursday the next day shall be a holiday. When
Christmas day occurs on a Saturday, the two
preceding working days shall be observed as holidays.
When Christmas Day occurs on a Sunday, the two
working days following shall be observed as holidays.
6.1.12. Two personal holidays of employee’s choice. Existing
employees will be eligible for the two (2) personal
holidays from the beginning of the year. Upon
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employment, new employees will be eligible for one
(1) day (8 hours) of personal holiday to use. After
being employed for six (6) months, the employee will
be eligible for the second day (8 hours) of personal
holiday to use. Except, if the employee begins
employment on/or after July 1st, they will not be
eligible for the second personal holiday in that year.
6.1.13. Any other day proclaimed by the Governor for all
political subdivisions of the State, or by the Mayor of
the City.
6.2. Holiday Pay
6.2.1. Working on Holidays - Holiday situations are as
follows:
6.2.1.1. For employees working on an observed
holiday, the observed holiday shall be
considered the holiday.
6.2.1.2. For employees working on an actual holiday
but not the observed holiday, the actual
holiday shall be considered the holiday.
6.2.1.3. For employees working on both the actual
holiday and the observed holiday, only the
actual holiday shall be considered a holiday.
6.2.2. Pay Rates for Working on Holidays: Employees
scheduled to work in one of the three (3) situations
listed above shall receive one and one-half (1½) times
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their regular rate of pay for all hours worked on the
holiday and the employee shall be permitted to:
6.2.2.1. Schedule an alternate day off within the same
calendar year (up to eight (8) hours) with prior
approval from his or her supervisor which
does not cause significant operational
disruption for the department; or
6.2.2.2. Receive up to eight (8) hours holiday pay for
that holiday worked.
6.2.3. The decision to grant holiday pay or a compensatory
day off shall be determined in advance.
6.2.4. Employees scheduled in advance to work on a holiday
shall be scheduled for a minimum of four (4) hours.
6.3. Holidays Falling on Scheduled Day Off
Whenever the actual holiday or the observed holiday falls on an
employee’s regularly scheduled day off, the employee shall be
allowed to use eight (8) hours, in one (1) hour increments, at
anytime before the end of the year. If both the actual holiday and
the observed holiday occur on regularly scheduled days off the
employee shall be granted only eight (8) hours off with pay.
Unused holidays granted under this provision shall have no cash
value.
6.4. Holidays Falling on Weekends
When a holiday falls on a Saturday, the preceding Friday shall be
observed as the Holiday. When a holiday falls on a Sunday, the
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following Monday shall be observed as the holiday. For employees
regularly scheduled Saturday and/or Sunday, holidays shall be
observed on the actual holidays. If an employee is scheduled to
work on both an observed holiday and the actual holiday, they will
be compensated as described in Section 6.2 of this Article.
6.5 Regular Part-time
All regular part-time employees subject to the provisions of this
Agreement shall receive holiday leave at a pro-rated amount based
on the number of hours scheduled in their work week divided by
forty (40) hours.
6.6. Personal Holiday Use/Cash Out
Personal Holiday hours may be used in 15 minute increments.
Personal Holiday hours not used by the employee by December 31
will be cashed out at the employee’s hourly base rate for that same
year, and paid on the January 10 pay check.
Eligible Personal Holiday hours not used by the employee at time of
employment separation for any reason will be cashed out at the
employee’s current hourly base rate and paid in the employee’s
final paycheck.
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ARTICLE 7 – VACATIONS
7.1. Accrual Rate
The following vacation benefits shall be provided:
Length of Service Days per
Year
Hours per
Pay Period
Hours per
Year
0 through 5 years 12 4 96
6 through 10 years 18 6 144
11 through 15 years 21 7 168
16 through 20 years 24 8 192
21 and subsequent years 27 9 216
7.1.1 Regular part-time employees subject to the provisions
of this Agreement shall be provided vacation benefits
at a pro-rated amount based on the number of hours
scheduled in their workweek divided by forty (40)
hours.
7.1.2 Employees may use accrued vacation leave in
increments of fifteen (15) minutes.
7.2. Maximum Vacation Accumulation
The maximum accumulation of vacation time for an employee shall
not exceed twice the current annual accrual limit as provided in
above Section 7.1.
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7.3. Vacation Requests
Requests for vacation leave are subject to supervisory approval.
Except in emergency situations, requests for vacation leave shall be
submitted in writing, at least the workday prior to the requested
time off. Vacation requests shall be responded to within one week
unless submitted less than two weeks in advance. For vacation
requests submitted less than two weeks in advance, a response
within one working day after receipt is required.
7.4 Cash Out Upon Separation
Vacation accrued but unused during the term of the employee’s
employment with the city will be cashed out at the employee’s
hourly base rate at the time the employee separates from city
employment.
ARTICLE 8 – BEREAVEMENT LEAVE
Up to three days with pay shall be given to employees for each
instance of a death of the employee’s mother, father, step-parent,
legal guardian, spouse/domestic partner, child, stepchild, child of a
domestic partner, mother-in-law, father-in-law, sister, brother,
brother-in-law, sister-in-law, grandchild, or grandparents. The
number of hours of bereavement leave allowed regular part-time
employees covered by this Agreement shall be adjusted to reflect
the number of scheduled hours in their workweek.
All requests for extended bereavement leave shall be approved by
the Department Administrator in advance. Employees may use
accrued vacation, compensatory time, and/or personal holiday
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hours to cover extended bereavement leave. Sick leave may be
used if all other leave banks are exhausted.
ARTICLE 9 – INSURANCES
Definitions:
REHBT: Renton Employees’ Healthcare Board of Trustees
REHP: Renton Employees’ Healthcare Plan
Funding Goal: It is the responsibility of the Renton Employees’
Healthcare Board of Trustees to establish and maintain fund goals
in relationship to the Renton Employee’s Healthcare Plan.
Plan Member: An eligible Renton employee, along with their
dependents, that is covered under the Renton Employees’
Healthcare Plan.
Premiums: The contributions made to the REHP by both the City
and the employees to cover the total cost of purchasing the REHP.
Contributions made by employees for co-pays, lab fees, ineligible
charges, etc., are not considered premiums for the purpose of this
Article.
9.1. Health Insurance
9.1.1. Participation - The City and the Local/Union/Guild
agree to jointly manage the REHP during the term of
this agreement. The REHBT is comprised of AFSCME
Local 2170; Police Guild; and the City, and will meet at
least quarterly to review the REHP including costs
associated with the REHP.
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Medical coverage shall be provided in accord with the
laws of the State of Washington, RCW 41.26.150 and
federal plans: Patient Protection and Affordable Care
Act and the Health Care and Education Affordability
Reconciliation Act of 2010. The Local/Union/Guild
agrees to continue participation in the REHBT and to
identify and support cost containment measures.
9.1.2. Plan Coverage - The City will provide a medical/dental,
vision, and prescription drug insurance plan for all
eligible employees including all bargaining unit
members and their eligible dependents.
9.1.3. Premiums - For the calendar years 2022 through
calendar year 2024, the total cost of the plan shall be
divided as follows:
YEAR CITY EMPLOYEES
2022 91% 9%
2023 91% 9%
2024 91% 9%
Employee premiums will be based upon the following
categories:
• Employee
• Employee/1
• Employee/2+
• Employee/Spouse or Domestic Partner
• Employee/Spouse or Domestic Partner/1
• Employee/Spouse or Domestic Partner/2+
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9.1.4. Projected Costs –The plan contributions shall be
calculated by the percentage of actual plan cost
increase that occurred in the previous year and based
on consideration of Actuarial projections. The year in
review shall be from July 1st to June 30th.
9.1.5. Alternative Plan Coverage – City contributions for the
alternative plan will be at the same cost share
percentage as the self-funded plan capped at the
dollar amount contributed to the self-funded plan.
9.1.6. Renton Employees’ Healthcare Board of Trustees – The
REHBT includes members from each participating
Union. Each union will have a maximum of one (1)
vote, i.e. the Police Guild has two (2) bargaining units
but only receives one (1) vote on the REHBT. The City
only receives one (1) vote also. If all bargaining units
participate, the voting bodies would be as follows:
AFSCME – 2170; Police Guild; and the City for a total of
three (3) votes.
9.1.7. Plan Changes – The members of the REHBT shall have
full authority to make plan design changes without
further concurrence from bargaining unit members
and the City Council during the life of this agreement.
9.1.8. Voting – Changes in the REHP will be determined by a
majority of the votes cast by REHBT members. A tie
vote of the REHBT members related to a proposed plan
design change will result in continuing the current
design.
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9.1.9. Surplus – Any surplus in the Medical Plan shall remain
available only for use by the Renton Employees’ Health
Plan Board of Trustees for either improvements in the
Plan, future costs increase offsets, rebates to
participants, or reduction in employee contributions.
9.2. Life Insurance
The Employer shall furnish to the employee a group term life
insurance policy in the amount of the employee’s annual salary
plus longevity, rounded to the nearest $1,000 including double
indemnity and limited to a maximum benefit of $50,000. The
Employer shall furnish a group term life insurance policy for $1,000
for the employee’s spouse and $1,000 for each dependent.
9.3. Federal/State Healthcare Options
In the event of a Federal/State healthcare option, the REHBT shall
have the option to review the proposed Federal/State option and
take appropriate actions.
9.4. COBRA
When an employee or dependents health care benefits ceases
based on a qualifying event, the employee or dependent shall be
offered medical and dental benefits under the provision of
Consolidated Omnibus Budget Reconciliation Act (COBRA).
ARTICLE 10 – JURY DUTY
When an employee is called for jury duty, or is subpoenaed as a
witness in any litigation/administrative hearing process in which
the employee is not a party, such time shall be considered as time
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worked and paid at the appropriate salary level of the employee.
Employees shall be required to give reasonable advance notice of
such subpoena or other legal requirement to appear and provide
the City with a copy of the subpoena or other legal document
requiring the employee’s presence. The copy of the subpoena or
legal document will be given to the City in advance of the hearing
or jury duty or if that is not possible, then the copy must be
furnished within 72 hours after the hearing or jury duty date. All
monies received as witness or jury fees must be signed over to the
City excluding any mileage/expense reimbursements. Employees
will be required to call their supervisor when less than a normal
workday is required by jury or witness duty. The supervisor shall
determine if the employee shall be required to report to work and
shall take into consideration the travel time of the employee.
ARTICLE 11 – EDUCATION AND CONFERENCE
11.1. Time Off and Financial Reimbursement
Employees will be granted reasonable amounts of time off and
financial reimbursement for attending training programs whenever
such training is work-related and attendance is required by the
Employer.
11.2. Valid Business Expenses
Employees who conduct authorized, official City business or
participate in conferences as official representatives of the
Employer while outside the City shall be reimbursed for all valid
business expenses.
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11.3. Access to Training
The Employer is committed to the principle of training for all
employees. Whenever feasible, training shall be made available for
each employee within a classification within a division to prepare
them to perform all the job duties associated with that
classification. Equal access to training opportunities to the extent
that operational requirements permit shall be provided.
ARTICLE 12 – SALARIES
12.1. Salaries
Effective January 1, 2022, wages shall be increased by 6% over the
base wages of 2021. The 6% increase for pay periods that have
already been processed will be retroactively paid to all AFSCME
represented employees who were employed on or after January 1,
2022.The parties understand and agree that the “me too” language
of the 2021 contract extension is no longer active and that the
current contract is focused on future wage adjustments.
12.1.1. Effective January 1, 2023, wages shall be increased by
100% of the 2022 Seattle-Tacoma-Bellevue June to
June CPI-U with a minimum of 1.5% and a maximum
of 4.5%.
12.1.2. Effective January 1, 2024, wages shall be increased by
100% of the 2023 Seattle-Tacoma-Bellevue June to
June CPI-U with a minimum of 1.5% and a maximum
of 4.5%.
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12.2. Step Increases
All anniversary step increases shall begin being paid upon the
payday following the anniversary date and thereafter during the
life of this Agreement. There is no acceleration of steps.
12.3 VEBA
One (1) percent of employee’s base pay in lieu of One (1) percent
of the existing Deferred Compensation Benefit (Article 14) to fund a
City selected and contracted Voluntary Employees’ Beneficiary
Association (VEBA) plan/vendor. Funding of the VEBA plans for
employees will be effective April 1, 2022. Funding of the VEBA
account will occur in each pay period where the employee has pay
from the City for at least half of their scheduled hours and the City
will handle the transfer of funds. During a pay period where the
employee does not have pay for at least half of their scheduled
hours, they will not have the VEBA contribution (except for leaves
covered by FMLA and/or PFML). These funds are provided by the
employer and are a Mandatory Employee Contribution to VEBA.
ARTICLE 13 - LONGEVITY
13.1. Longevity Pay Calculation
Effective June 1, 2019 employees shall receive monthly longevity
pay in accordance with the following scale:
Years of Service
5 years 2.0% of the monthly Grade a14, step E
10 years 3.0 % of the monthly Grade a14, step E
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15 years 4.0% of the monthly Grade a14, step E
20 years 5.0% of the monthly Grade a14, step E
25 years 6.0% of the monthly Grade a14, step E
30 years 7.0% of the monthly Grade a14, step E
Regular part-time employees covered by this Agreement shall
receive a pro-rated amount of this scale based on the number of
hours scheduled in their workweek.
13.2. Longevity Pay Date
Longevity will be paid as follows based on adjusted service date:
• If the employee’s Adjusted Service Date is on or between the
1st and the 15th, the employee will receive their longevity
allowances on the 25th of that month.
• If the employee’s Adjusted Service Date is on or between the
16th and the 31st, the employee will receive their longevity
allowances on the 10th of the next month.
ARTICLE 14 – DEFERRED COMPENSATION
Effective April 1, 2022, the Employer shall make a deposit equal to
three percent (3%) of each eligible employee’s base wage into a
deferred compensation account selected by the employee from the
accounts provided by the City, each pay period. Prior to April 1,
2022, the Employer shall make a deposit equal to four percent
(4%).
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ARTICLE 15 – PAY PERIOD
Employees shall be paid twice each month and any employee who
is laid off or terminated shall be paid all monies due on the next
following payday. All employees shall be paid on the 10th and 25th
day of each month. If the 10th or 25th day of the month falls on a
holiday or weekend period, the employees shall be paid on the last
business day prior to that period.
All employees will participate in payroll direct deposit.
The employer will provide computer stations in convenient work
locations to enable employees to access and print their electronic
pay stubs during working hours.
ARTICLE 16 – MANAGEMENT RIGHTS
Subject only to the limitations expressly stated in this Agreement,
the Union recognizes the prerogative of the Employer to operate
and manage its affairs in accord with its responsibilities, powers,
and authority, including but not limited to the following:
16.1. The right to establish reasonable work rules.
16.2. The right to schedule overtime in a manner most
advantageous to the Employer.
16.3. The right to discipline and/or discharge employees for just
cause.
16.4. The right to determine work schedules, to establish the
methods and processes by which work is to be performed
and the number of employees necessary to perform the
work.
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16.5. The right to assign work and determine the duties
performed by employees in classifications included in the
bargaining unit.
16.6. The employer shall retain the right to determine whether
layoffs are necessary and in which departments, divisions,
and classifications they will occur.
16.7 Application of the management rights as detailed above to
employees in the Municipal Court shall reside with the
Presiding Judge. The presiding judge of the Renton
Municipal Court or their judicial designee will maintain full
responsibility for discipline, termination, layoff and recall
decisions subject to the provisions of this agreement. It is
understood that judicial and administrative duties of the
presiding judge cannot be delegated to persons in either
the legislative or executive branches of government.
Further, it is understood by both parties that every incidental duty
connected with operations enumerated in a job classification is not
always specifically described.
ARTICLE 17 – UNION ACTIVITIES
17.1. Paid Release Time
With prior notice, the Employer will grant employees who are
Union officials, or members who are appointed to a joint
management committee, reasonable time off with pay for the
purpose of attending scheduled meetings with City officials.
Additionally, members may have 30 minutes prior to the meeting
to prepare and 30 minutes after the meeting to debrief. The Shop
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Steward or alternate Shop Steward and/or one Union official will
be granted reasonable time off with pay by the immediate
supervisor to investigate grievances. Notwithstanding the above,
only two employees per work section shall be released to attend
Union meetings during the workday and must code their time as
union business.
17.2. Facility Access
The designated Staff Representative of the Union shall be allowed
access at all reasonable times to all facilities of the Employer
wherein the employees covered under this contract may be
working. Access shall be granted for the purpose of conducting
necessary official local Union business and investigating grievances;
provided there is minimal interruption to normal work processes.
17.3. Union Communication
The Employer shall permit the reasonable use of bulletin boards, e-
mail, and interoffice mail by the Union for the posting of notices or
communications relating to official Union business.
17.4. Training Time
Union officials may request reasonable time off with pay to attend
training that is beneficial to both labor and management. Approval
will be at the discretion of the employee’s Department
Administrator or designee for the scheduling of time, the
appropriateness of the leave shall be at the discretion of the
Human Resources Department.
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17.5. Negotiations
Six (6) members of the Union shall be granted paid release time to
participate in negotiations occurring during their normally
scheduled work hours. The Union agrees that a bargaining team
that is as broadly representative as possible of the various work
sites, departments, classifications, and demographics is a goal
when selecting the participants for the Union bargaining team.
ARTICLE 18 – LABOR/MANAGEMENT COMMITTEE
The Employer and the Union agree that a need exists for closer
cooperation between labor and management, and that from time
to time suggestions and complaints of a general nature affecting
the Union and the Employer need consideration. To accomplish this
end, the Employer and the Union agree that not more than three
(3) authorized representatives of the Union shall function as one-
half of a Labor/Management Committee; the other half being not
more than three (3) representatives of the Employer named for
that purpose. The parties agree to allow expanded participation in
Labor/Management Committee discussions, when necessary, by
mutual agreement. Said committee shall meet as requested by
either party for the purpose of discussing and facilitating the
resolution of all problems which may arise between the parties
other than those for which another procedure is provided by law or
by other provisions of this Agreement. It is understood and agreed
that the purpose of this committee does not include the hearing of
formal grievances brought under the provisions of Article 23 of this
Agreement.
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ARTICLE 19 – WORK STOPPAGES AND EMPLOYER PROTECTION
19.1. Uninterrupted City Services
The Employer and the Union agree that the public interest requires
efficient and uninterrupted performance of all City services and to
this end pledge their best efforts to avoid or eliminate any conduct
contrary to this objective during the term of this Agreement or any
extension mutually agreed upon. Specifically, the Union shall not
cause or condone any work stoppage including any strike,
slowdown, non-bona fide sick leave absence, refusal to perform
any customarily assigned duties, refusal to cross a picket line on
City premises (unless same is sanctioned by the King County Labor
Council), or other interference with City functions by employees
under this Agreement. Any concerted action by any employee in
any bargaining unit shall be deemed a work stoppage if any of the
foregoing activities has occurred. Should any such activity occur,
the Union agrees to take appropriate action immediately to end
such interference.
19.2. Work Stoppage
Upon notification in writing by the Employer to the Union that any
of its members are engaged in a work stoppage, the Union
immediately shall order, in writing, such members to cease
engaging immediately in such work stoppage and shall provide the
Employer with a copy of such order. In addition, a responsible
official of the Union shall publicly order such Union employees to
cease engaging in such a work stoppage.
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19.3. Disciplinary Action for Work Stoppage
Regardless of any penalty to which the Union is subject under this
Section, any employee who commits any act prohibited in this
section may be subject to the following penalties:
19.3.1. Oral reprimand
19.3.2. Written reprimand
19.3.3. Suspension (notice to be given in writing)
19.3.4. Discharge
It is understood that these penalties are not necessarily sequential.
Disciplinary action resulting from violation of this Article will be
tailored to the nature and severity of the offense.
ARTICLE 20 – NON-DISCRIMINATION
The Employer and the Union agree that they shall not discriminate
against any employee because of race, color, religion, national
origin, ethnic group, age, gender, marital status, sexual orientation,
genetic information, disability status, veteran/military status, union
affiliation, non-affiliation or union activities as sanctioned by this
contract, and/or any other protected class or characteristic under
federal, state, or local law.
ARTICLE 21 – RECRUITMENT AND SELECTIO N PROCESS
21.1. Posting of Vacancies
Whenever the Employer determines to fill a vacant bargaining unit
position, the Employer will post the announcement on the City’s
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website and provide the announcement to the Union’s Executive
Board. Vacancies may be posted as internal only recruitments for
at least seven (7) working days or external recruitments for at least
ten (10) working days. Any City employee may apply for a vacant
position. All bargaining unit employees who apply and meet the
selection criteria shall be tested in accordance with procedures set
forth in the job announcement. Recruitments that are posted
internally and then re-posted externally will be considered the
same recruitment.
A bargaining unit applicant failing to advance during an internal
only recruitment will not be considered during any subsequent
external recruitment for the vacant position. Internal postings that
result in only one employee passing the selection process may be
re-posted externally. An internal applicant that has passed the prior
internal selection process will be considered during the subsequent
external process.
Any bargaining unit employee not meeting the selection criteria
may request, and will receive in writing, the selection criteria used,
and the criteria that they did not meet.
21.2. Selection Process
21.2.1. Selection Procedure. The filling of vacancies will be
done in an objective, fair and impartial manner. The
Employer will determine the selection procedure
which may include written, practical, and oral
examinations. Selection criteria will bear a direct
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relationship to job performance and constitute bona
fide occupational qualifications necessary to properly
and efficiently function in the position. All qualified
applicants will go through a consistent selection
procedure and be informed of the passing point for
any administered exam.
21.2.2. Process Review. In the event that a bargaining unit
applicant is not selected, that employee may request,
and shall be given in writing, his or her itemized score
and placement according to test results within one
week of the request.
21.3. Eligible Candidate Pool
A candidate that passes the selection process as specified in
Section 21.2 above has been determined to be qualified for the
position and will have their application remain in the “eligible
candidate pool” for that particular recruitment. Hiring managers
may offer a position to any candidate who passes the selection
process and has their name in the eligible candidate pool.
The Employer may use the eligible candidate pool for a period of up
to twelve (12) months to fill vacancies for the same position or
another position in the same job classification.
21.4. Promotional Opportunities
Whenever a promotional opportunity within the bargaining unit is
created through the conversion of an existing filled position to a
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new classification with higher duties, the Employer shall give only
employees within the same classification and section an
opportunity to apply for the promotion.
The Employer will distribute an announcement of the promotional
opportunity to the Union President and employees in the same
classification and section as the position to be restructured.
Eligible employees may apply for the position by submitting an
application within the seven (7) working day posting period. The
Employer will award the promotion to the most qualified employee
in accordance with Section 21.2 of this Article.
ARTICLE 22 – PROBATIONARY PERIOD
22.1. 12-Month Probationary Period
New employees shall serve a probationary period during their first
twelve months of employment. During this time, they are
considered “At Will” employees and serve at the pleasure of the
Employer. Employees terminated during their first twelve months
of employment shall not have recourse to the grievance procedure.
22.2. 6-Month Probationary Period
Existing City employees who are promoted shall serve a six-month
probationary period. In the event a promoted employee fails to
pass probation:
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Series Position: The employee will return to his/her lower
classification in the series.
Non-Series Position: The employee shall be eligible to return to
his/her previous position, if it has not been filled. If the position has
been filled, the employee may be eligible to return to his/her
previous position if the current incumbent fails their probationary
period.
ARTICLE 23 – GRIEVANCE PROCEDURE
23.1. Definition
Grievance is hereby defined as the question or challenge raised by
an employee or the Union as to the correct interpretation or
application of this Agreement by the Employer. It is the purpose of
this clause to provide the employees and the Union with an orderly
and effective means of achieving consideration of any grievance,
which may arise during the life of this Agreement.
23.2. Grievance Process
The following steps are agreed upon as the appropriate order of
contact:
Step 1. An employee and/or his/her Union representative must
present a grievance within fifteen (15) working days of
occurrence or when the Union or employee knew or
should have known of the occurrence to the supervisor,
manager, or the official of the Employer most
immediately involved. If, however, the grievance
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concerns a payroll matter involving the computation of
the employee’s wages the grievance must be presented
within thirty (30) calendar days of occurrence or when
the Union or employee knew or should have known of
the occurrence. The parties shall have fifteen (15)
working days to resolve the grievance. The parties agree
to meet to discuss the grievance at the request of either
party.
Step 2. The employee and/or Union representative shall present
the grievance within 15 working days of the Step 1
response in writing to the employee’s Department
Administrator. The parties agree to meet to discuss the
grievance at the request of either party. The
Department Administrator shall attempt to resolve the
matter within 15 working days of the receipt of the
written grievance and provide their response in writing
to the Union and the grievant.
Step 3. If not resolved at Step 2, the employee (grievant) shall
refer the matter in writing to the Union Grievance
Committee for investigation and determination of
whether the grievance shall be advanced. Advancement
or settlement of a grievance beyond Step 2 of the
Grievance Procedure shall be the sole authority of the
Union Grievance Committee. The Grievance Committee
shall be given reasonable time off with pay for this
purpose.
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Step 4. If not resolved by the Department Administrator and
advanced by the Grievance Committee, the grievance
shall be presented, in writing, together with all pertinent
materials to the Mayor or Judge within ten (10) working
days of the Administrator’s response. The Mayor, Chief
Administrative Officer, or designated representative shall
schedule a meeting with the Union for the purpose of
hearing and reviewing the merits of the grievance. The
Mayor, Chief Administrative Officer, or designated
representative, shall attempt to resolve the grievance
within ten (10) working days of receipt of the material.
Step 5. In the event that the grievance is not resolved at Step 4,
the matter may, within twenty (20) working days after
the Step 4 decision has been rendered, be referred by
either party to the arbitration process. If the matter is
not referred to arbitration within this period, it shall be
considered resolved.
If referred to arbitration: (1) the arbitrator’s decision
shall be final and binding, (2) the arbitrator shall be
empowered to render a decision based on interpretation
of the contract only and shall not add or delete from the
provisions of this Agreement, (3) the arbitrator shall
render a decision within thirty (30) days of hearing, (4)
the arbitrator shall be selected by a joint request of a list
of names (Washington) from the Federal Mediation and
Conciliation Service (F.M.C.S.). Upon receipt, the parties
shall eliminate names alternately until one name
remains, (5) it is agreed that the costs shall be borne
equally between the parties with the exception that if
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the matter is a question of procedural arbitrability, the
losing party shall bear all expenses for the services of the
arbitrator. Except as provided above, each party shall be
responsible for paying their own costs and fees incurred
in the matter.
23.3. Employer Grievance
The following procedure shall be observed if the Employer files a
grievance against the Union for an alleged violation of the contract:
Step 1. The Mayor or his/her designated representative shall
present the grievance in writing to the Union Staff
Representative within 10 days of occurrence. The Union
shall attempt to resolve the matter within thirty (30)
days of receipt.
Step 2. If the matter is not satisfactorily resolved at Step 1, the
Employer may within twenty (20) working days refer the
matter to arbitration using the procedure outlined in
Section 23.2, Step 5.
23.4. Grievance Documentation
Written submissions shall include the specific article(s) of the
contract, which were allegedly violated, the specific facts and the
remedy sought.
23.5. Grievance Timelines
Grievances shall be properly filed and processed within the
timetables outlined at each step. If these timetables are violated by
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the Union, the grievance shall be deemed waived. If violated by the
Employer, the grievance shall be advanced to the next step.
Through mutual agreement, the parties may put timelines on
abeyance or extend them for a set period of time.
ARTICLE 24 – HEALTH, SAFETY AND PRODUCTIVITY
24.1. Quality and Safety of Work
All work shall be done in a competent, productive, and professional
manner. Work shall also be done, in accord with State, Federal, and
City safety codes and with ordinances and rules relating to this
subject.
24.2. Working Conditions
It shall not be considered a violation of this Agreement if any
employee refuses to work with unsafe equipment, where adequate
safeguards are not provided, or when the facilities and services are
not being maintained in a reasonably sanitary condition. It shall be
a requirement of the employee to immediately report all unsafe
conditions in accordance with the City procedures to his/her
supervisor upon becoming aware of those conditions. Per City
Policy #700-60 dated August 23, 2017, page 4, AFSCME shall select
at least one representative and one alternate from each of the
following areas: public works, community services/parks, and city
hall (collectively known as the Department Representatives). In
addition to the Department Representatives, Local 2170 shall have
a designated member on the Safety Committee as appointed by
the Local Executive Board.
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24.3. Rain Gear
Where necessary, employees furnished rain gear by the Employer
will be provided up to one (1) set of new rain gear annually,
provided that new rain gear will not be issued until used rain gear is
returned by the employee to the appropriate supervisor.
24.4. Custodial Services
The Employer shall provide custodial services to employee
restrooms and lunchrooms to insure sanitary conditions.
24.5. Safety Shoes
Regular employees in positions listed below shall be entitled to a
$205 shoe allowance annually for the purchase of shoes or boots.
The allowance shall be paid once annually to all active employees
listed below as of the first paycheck in March and is subject to tax.
New employees shall be eligible for a shoe allowance upon hire,
provided however, should the employee fail to successfully pass
their probationary period, the value of the allowance shall be
withheld from their final paycheck. Reimbursement up to $205 can
be provided on a more frequent basis if shoes are damaged or
contaminated on duty and subject to supervisor approval. Nothing
in this clause negates the foot protection requirement as described
in the Personal Protective Equipment Policy #700-12. Safety shoes
required for titles not listed below will be subject to the mutual
agreement of the Union and the Employer as to whether
incumbent employees are eligible for the allowance.
• Airport Maintenance Worker
• Airport Operations Specialist
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• Airport Operations and Maintenance Supervisor
• Building Inspector
• Capital Project Coordinator
• Code Compliance Inspector, Lead Code Compliance
Inspector
• Construction Inspector
• Custodian, Maintenance Custodian, Lead Maintenance
Custodian, Custodial Maintenance Supervisor
• Electrical Technician
• Facilities Supervisor
• Facilities Technician 1 and 2
• Fleet Management Technician
• Golf Course Maintenance Worker 1,2,3
• Grounds Equipment Mechanic
• HVAC Systems Technician
• Lead Electrical/Control Systems Technician
• Lead Vehicle & Equipment Mechanic
• Lift Station Technician
• Maintenance Services Worker 1,2,3 and Lead Maintenance
Services Worker
• Pavement Management Technician
• Parks Maintenance Assistants 1&2, Parks Maintenance
Worker 1,2,3 Lead Parks Maintenance Worker, Parks
Maintenance Supervisor
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• Signal/Electronic Systems Technician 1,2,3,
Signal/Electronic Systems Supervisor
• Solid Waste Maintenance Worker
• Street Maintenance Services Supervisor
• Traffic Maintenance Worker 1,2, Senior Traffic
Maintenance Worker, Traffic Signage & Marking Supervisor
• Vehicle & Equipment Mechanic
• Waste Water/Surface Water Maintenance Supervisor
• Water Maintenance Services Supervisor
• Water Meter Technician
• Water Quality/Treatment Plan Operator
• Water Utility Maintenance Supervisor
• Water Utility Inspector SCADA Technician
• Water Utility Maintenance Technician
For positions not named above, a request for reimbursement of
safety footwear up to $175 is available once per year, upon the
completion and approval of the Hazard Assessment for PPE
Certification form by the City’s Safety Officer. The purchase shall
meet the standards of protection required such as toe protection,
punction resistance, electrical protection, etc. City staff are
prohibited from using a City-issued Purchase Card for this
purchase.
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ARTICLE 25 – SAVINGS CLAUSE
If any Article of this Agreement or any addenda thereto should be
held invalid by operation of law or by any tribunal of competent
jurisdiction, or if compliance with or enforcement of any Article
should be restrained by such tribunal, the remainder of this
Agreement and addenda should not be affected thereby and the
parties shall enter into immediate collective bargaining
negotiations for the purpose of arriving at a mutually satisfactory
replacement of such Article.
ARTICLE 26 – ENTIRE AGREEMENT
The Agreement expressed herein in writing constitutes the entire
Agreement between the parties is intended to replace the prior
agreement and no oral statement shall add to or supersede any of
its provisions.
The parties acknowledge that each has had the unlimited right and
opportunity to make demands and proposals with respect to any
matter deemed a proper subject for collective bargaining. The
results of the exercise of that right and opportunity are set forth in
this Agreement. Therefore, unless otherwise agreed, the Employer
and the Union, for the duration of this Agreement, each voluntarily
and unqualifiedly agree to waive the right to oblige the other party
to bargain with respect to any subject or matter not specifically
referred to or covered in this Agreement.
All wages and/or benefits being received prior to this contract by
members covered in this Agreement shall not be reduced except
where specifically modified by this Agreement.
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ARTICLE 27 – PRIORITY OF FEDERAL, STATE AND CITY LAWS
It is understood and agreed by and between the parties that in
negotiations and collective bargaining and in the administration of
all matters covered by this Agreement, the parties hereto and the
City employees are governed by the provisions of applicable State
laws, City Ordinances and Resolutions. If there is a conflict between
any provision of this Agreement and State law, the latter shall
prevail. Provided, however, the Employer agrees that no Ordinance
or Resolution shall modify or change any article or section of this
Agreement during the life of said Agreement.
ARTICLE 28 – VOLUNTEERS
The City and Union agree that volunteer programs can be mutually
beneficial to the City, employees, and citizens of Renton. The
parties recognize that volunteer programs provide a sense of
community involvement and require a commitment of time and
service on behalf of the volunteer. To that end, the City is
committed to working in partnership with the Union to build
successful volunteer programs.
The use of volunteers will not supplant bargaining unit positions.
No bargaining unit member shall be laid off as a result of volunteer
programs.
The City and the Union will meet in a labor-management forum and
come to mutual agreement prior to implementing any new
volunteer programs.
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ARTICLE 29 – DISCIPLINE
29.1 Discipline
The City shall not discipline or discharge an employee without just
cause. Employees shall be given the opportunity to have a Union
Representative present at meetings where disciplinary proceedings
will take place.
The City agrees with the principles of progressive discipline.
Disciplinary action generally includes the following progressive
steps:
29.1.1. Oral reprimand (which shall be reduced to writing
although not placed in the employee’s personnel file)
29.1.2. Written reprimand
29.1.3. Suspension
29.1.4. Discharge
Disciplinary action will be tailored to the nature and severity of the
offense. Management maintains the right to take disciplinary
action, as they deem appropriate.
29.2 Demotion
The term “demotion” as used in this provision means the
involuntary reassignment of an employee from a position in one
job classification to a lower paying position in another job
classification. In any case involving demotion, the employee shall
have the right to due process.
AGENDA ITEM #5. c)
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2022 – 2024
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ARTICLE 30 – LEAV E DONATION
A Leave Donation Program has been established to assist
employees faced with a serious medical illness or injury to
themselves or an immediate family member. The Leave Donation
Program will be administered in accordance with City Policy
#350-12 (Leave Donation), as revised effective August 23, 2017.
The following exception applies as a benefit above and beyond
those granted by the Policy. State-Registered domestic partners
shall be considered family when considering qualifying events for
donation. Donated leave may be: vacation, compensatory time,
personal holidays, and sick leave. Sick leave donation is capped at
40 hours per recipient per calendar year. The donator’s bank
cannot drop below 80 hours.
ARTICLE 31 – LAYO FF AND RECALL
31.1. Layoff and Recall
The Employer shall retain the Right to determine whether lay-offs
are necessary and in which department(s) and classification(s) they
will occur. City employees in other departments are not eligible to
exercise bumping rights to displace any Court employees regardless
of seniority or job classification.
31.2. Definitions
31.2.1. Adjusted Hire Date: The date used to determine “City
Seniority.” The Adjusted Hire Date is calculated on the
employee’s length of continuous service with the City
in a regular full-time or part-time position. Part-time
AGENDA ITEM #5. c)
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2022 – 2024
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employees will have their length of continuous service
adjusted for longevity purposes. Seniority earned as a
regular, part-time employee shall be prorated. The City
will calculate the number of compensated hours in any
regular position and divide the total by full time
equivalent hours (i.e., 2080 hours per year) to
determine the employee’s adjusted hire date for
purpose of seniority.
31.2.2. Bumping Rights: An employee’s ability to move into
the same classification or another classification, in
which he/she has previously achieved regular status,
based on his/her overall seniority.
31.2.3. Classification: A classification is a position or group of
positions performing similar duties that have the same
title, class code, and salary range.
31.2.4. Classification Series: A series of related classifications
with an entry level and one or more additional levels
as defined in City Policy #320-01, Classification Series.
31.2.5. Initial Probationary Period: The probationary period
served by a new employee when hired into a regular
position with the City.
31.2.6. Layoff: A reduction in the workforce due lack of
funds, lack of work, or the result of a reorganization.
AGENDA ITEM #5. c)
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2022 – 2024
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31.2.7. Recall List (also called “Reemployment List,” “Rehire
List,” or “Layoff List”): A list of employees who have
been laid off from a specific classification and who are
eligible for recall.
31.2.8. Original Hire Date: The first day an employee started
working for the City, either in a regular status or non-
regular status position.
31.2.9 Previously Held Position: A position within the City’s
classification system to which the employee has been
formally appointed and successfully completed
probation.
31.2.10. Probationary Employee: An employee in their initial
probationary period who has not achieved regular
employee status.
31.2.11. Recall (also called “Reinstatement”): When an
employee on the recall list returns to the
classification from which he/she was laid off or to a
lower classification in which they previously achieved
regular employee status.
31.2.12. Seniority:
31.2.12.1 City Seniority, or “Adjusted Hire Date,” is an
employee’s length of continuous service
with the City in a regular full-time or part-
time position.
AGENDA ITEM #5. c)
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2022 – 2024
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31.2.12.2 Classification Seniority is the date that the
employee was appointed to his/her current
position. Classification seniority shall be
prorated as described under the definition
of Adjusted Hire Date.
31.3. Departmental Review
31.3.1. Each department may periodically review its budget
and projected workload to determine if layoffs are
necessary.
31.3.2. If it becomes necessary to initiate organizational
change for any reason that results in the reduction of
employees, the Department Administrator will discuss
the organizational change with the Mayor or designee
and the Human Resources Risk Management
Administrator prior to making any changes. The
Department Administrator will determine which
classifications will be affected.
31.3.3. The Mayor will have final authority to eliminate
positions and/or lay off employees.
AGENDA ITEM #5. c)
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2022 – 2024
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31.4. Human Resources Risk Management Review
31.4.1 Once the Department Administrator has determined
which classification(s) will be affected, Human
Resources Risk Management (HRRM) will determine
which employee(s) shall be laid off.
31.4.2. No lay-off or reduction to a lower classification shall
be executed so long as there are non-regular
(temporary) employees, whether full-time or part
time, performing substantially similar job duties in a
specific department/division.
31.4.3. For the purpose of the initial layoff, classification
seniority shall be the determining factor. Employees
shall be laid off from their department or major
division in the inverse order of their classification
seniority in the classification in which the work force is
being reduced. New employees in the affected
classification, serving in their initial probationary
period, shall be separated before any regular Union
employee is laid off in the work unit.
31.4.4. At no time shall layoff, bumping, or recall result in a
promotion.
31.4.5. Tie-Breakers: In the event two or more employees
have the same classification seniority, City seniority
shall prevail. In the event two or more employees
have the same City seniority, a tie-breaker will be used
to determine the employee with the least seniority.
The tie-breaker will be the last four digits of the
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 74
employee’s social security number. The employee
with the lowest number shall be considered the
employee with the lowest seniority.
31.4.6. It is understood that classifications may change title.
If a classification has been re-titled or a new
classification created and the duties are substantially
the same, the employee shall be considered having
“previously achieved regular employee status” in the
re-titled or new classification.
31.5. Notice of Layoff
31.5.1 It is the City’s intent to provide employees with notice
of any layoff at least thirty (30) calendar days in
advance of the intended layoff date. When such a
time period is not possible, employees shall be
provided with at least two weeks (14 calendar days)
notice or receive two weeks’ pay in lieu of notification.
31.5.2 Layoffs resulting from the biennial budget process
shall not be final until such time as the budget is
adopted by the City Council.
31.6. Bumping Rights
31.6.1. An employee who is laid off may replace another
employee in an equal or lower classification series in
which the employee works or has previously achieved
regular employee status, provided such employee has
greater City seniority than the employee whom
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 75
he/she seeks to replace, and provided the replacing
employee is qualified to perform the work without
further training.
31.6.2. An employee who is laid off may not replace another
employee in the same classification in the same
workgroup from which they are in the process of
being laid off.
31.6.3. The requirement to have previously worked in a
classification shall not apply to employees bumping
down to a lower compensated position within a
recognized classification series (e.g., Maintenance
Service Worker, Fire Inspector, etc.).
31.6.4. If the employee is not eligible to bump into another
classification based on his/her City seniority, the
employee shall be laid off and have his/her name
placed on the recall list.
31.7. Recall Rights
31.7.1. The name of any employee who is laid off shall be
placed on the recall list for a period of two (2) years.
31.7.2. Employees who are laid off may be recalled to the
original classification from which they were laid off or
to a lower classification in which they previously
achieved regular status with the City, provided they
are qualified at the time to perform the work in the
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 76
classification to which they are recalled without
further training.
31.7.3. When there is a recall during the life of the recall list,
employees who are still on the list shall be recalled in
the inverse order in which they were laid off.
31.7.4. The City shall not hire new employees in a given
classification as long as there are still employees on
the recall list eligible for recall to that classification.
31.7.5. If employees bump into another classification or if
employees are recalled to a lower classification in a
series, they shall have the right to return to the
classification from which they were originally laid off
as long as their name remains on the recall list.
31.7.6. An employee who bumps into the same classification
but in a different department/division shall have no
recall rights to the position from which he/she was
originally laid off from.
31.7.7. Employees shall be responsible for keeping HRRM
informed of a current e-mail, phone number, and
postal mailing address. HRRM will provide notice of
recall using e-mail and certified mail. Employees who
are recalled to a position shall have seven (7) calendar
days from the date they receive notification by
certified mail of the recall to respond to HRRM and
either accept or reject the position.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 77
31.7.8. Employees who reject, or fail to respond to, a recall
offer back to the original classification from which
they were laid off shall have their names removed
from the recall list.
31.7.9. Seniority dates will be handled as follows during the
event of recall, or rehire into a different regular
position. For the purposes of this section, “regular
position” also includes Limited Term positions:
31.7.9.1 City seniority: Employees who have been
recalled or rehired into a regular position
within the recall period shall retain their
City seniority as of the date of layoff and
shall begin accumulating additional City
seniority when recalled or rehired back to
work.
31.7.9.2 Classification seniority: Employees who
have been laid off shall begin accumulating
additional classification seniority when
recalled to the classification from which
they were laid off. Employees who are
rehired into a different regular position
within the recall period shall begin
accumulating classification seniority in the
“new” classification as of their date of
rehire.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 78
31.7.9.3 Employees affected by layoffs: Employees
who bump into a different classification as
part of a layoff shall retain their
classification seniority as of the date of
layoff and shall begin accumulating
additional classification seniority when
recalled back to the classification from
which they were originally laid off. City
seniority shall continue to accumulate as
long as the employee remains continuously
employed in a regular position.
31.7.9.4 Accrual rates: Longevity, vacation, and sick
leave accrual rates shall be the same as
they were on the date of the layoff.
31.7.10 Employees recalled, or rehired into a different
regular position within the recall period, shall have
their sick leave balance restored to the amount
he/she had at the time of the layoff, excluding any
cashed out hours.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 79
ARTICLE 32 – FINGERPRINTING
32.1. Fingerprint Check Requirements
All union members who have authorized access to or direct
responsibility for configuring and maintaining computer systems
and networks that could access Criminal Justice Information (CJI)
and/or have access to the Criminal Justice Information System
(CJIS) network must pass a fingerprint check prior to unescorted
access. Fingerprint check results will be provided to the Police
Chief or designee for review and determination to pass or fail
access.
32.2. Fingerprint Check Passed
Employees moving into a position that requires a fingerprint check
must be fingerprinted and successfully pass prior to receiving a
formal written offer.
32.3. Fingerprint Check Failed
If access is denied, management will attempt to transfer the
employee to a non-CJI/CJIS access location. The union member
may also request alternative employment for which he/she
qualifies, if available. It is understood that in order to continue the
employment of a member denied access, the city may need to
place the member in an alternate job or job site without posting
the position. Failure to be granted access shall not be considered
part of the discipline process. The union and the city shall utilize
the Labor/Management Committee process to negotiate any
potential impacts.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 80
32.4. Right of Appeal
Members denied access by the Chief of Police will have the right of
appeal. Appeal may be made in writing or by scheduling a meeting
with the Police Chief. If a meeting is requested a good faith
attempt will be made to meet within ten (10) business days to hear
the appeal. The Police Chief will issue a final determination within
five (5) business days of the appeal meeting or receipt of a written
appeal, if no meeting was requested. In the case of transfer or
promotion the position being applied for will not be filled until the
appeal has been heard and decided by the Police Chief.
Members will have the right to be assisted in the appeal, be it a
meeting or written form, by an AFSCME Council 2 Representative
or designee.
32.5 Document Destruction
All documents will be destroyed after the final report has been
provided to Human Resources or after any appeal process is
completed. The final report presented to Human Resources will not
be kept in the Personnel file.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 81
ARTICLE 33 – DURATION OF AGREEMENT
This Agreement shall become effective January 1, 2022 and shall
remain in full force and effect until and through December 31,
2024.
Signed this _____ day of __________________, 2022 at
Renton, Washington.
LOCAL 2170, WASHINGTON STATE COUNCIL
CITY OF RENTON OF COUNTY AND CITY EMPLOYEES,
AMERICAN FEDERATION OF STATE, COUNTY,
AND MUNICIPAL EMPLOYEES, AFL-CIO.
______________________________ _____________________________________
Armondo Pavone, Mayor Jayson Gallaway, Local 2170 President
______________________________ _____________________________________
Ellen Bradley-Mak, Mark Watson, Staff Representative
HRRM Administrator Washington State Council of County & City Employees
______________________________
Kim Gilman, HR Labor Manager Christian DeMarco, Member
______________________________ _____________________________________
Janna Dinkelspiel, Senior Employee Kristina Raabe, Member
Relations Analyst
______________________________ _____________________________________
Kristin Trivelas, Fiscal Services Director Manuel Cruz, Member
Stephanie Rary, Member
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 82
ATTEST:
______________________________
Jason Seth, City Clerk
APPROVED AS TO FORM: ______________________________
Shane Moloney, City Attorney
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 83
APPENDIX A – AFSCME CLASSIFICATIONS
IN ALPHABETICAL ORDER (with Job Grades)
a03 *Accounting Assistant 1
a05 *Accounting Assistant 2
a07 *Accounting Assistant 3
a09 *Accounting Assistant 4
a09 Administrative Secretary 1
a23 Airport Operations &Maintenance
Supervisor
a11 Airport Maintenance Worker
a13 Airport Operations Specialist
a31 Assistant Airport Manager
a17 *Assistant Planner
a21 *Associate Planner
a21 Building Inspector/Combination
a21 Building Inspector/Electrical
a23 Building Plan Reviewer
a20 Business Coordinator-Airport
a23 *Business Systems Analyst
a27 *Senior Business Systems Analyst
a28 Capital Project Coordinator
a21 Case Manager
a13 City Clerk Specialist
a15 City Clerk Specialist 2
a26 *Civil Engineer 1
a30 *Civil Engineer 2
a33 *Civil Engineer 3
a30 Client Technology Services & Support
Supervisor
a15 Client Technology Services Specialist 1
a19 Client Technology Services Specialist 2
a19 Code Compliance Inspector
a12 Communications Specialist 1
a21 Communications Specialist 2
a21 Construction Inspector
a15 Court Operations Specialist
a01 Court Security Officer
a21 Custodial Maintenance Supervisor
a01 Custodian
a17 Digital Communications Specialist
a18 Development Services Representative
a20 *Economic Development Specialist
a19 Electrical Technician
a21 Emergency Management Coordinator
a13 *Engineering Specialist 1
a19 *Engineering Specialist 2
a23 *Engineering Specialist 3
a25 Facilities Coordinator
a21 Facilities Supervisor
a13 *Facilities Technician 1
a15 *Facilities Technician 2
a18 Farmers Market Coordinator
a11 Fleet Management Technician
a21 *GIS Analyst 1
a23 *GIS Analyst 2
a26 *GIS Analyst 3
a01 Golf Course Associate
a04 *Golf Course Maintenance Worker 1
a08 *Golf Course Maintenance Worker 2
a12 *Golf Course Maintenance Worker 3
a09 Golf Course Operations Assistant
a15 Grounds Equipment Mechanic
a20 Housing Repair Coordinator
a20 Human Services Coordinator
a19 HVAC Systems Technician
a08 Judicial Specialist
a12 Judicial Specialist 2
a22 Lead Code Compliance Inspector
a24 Lead Construction Inspector
a25 Lead Electrical Control Systems Technician
a16 Lead Golf Course Maintenance Worker
a11 Lead Maintenance Custodian
a16 Lead Maintenance Services Worker
a16 Lead Park Maintenance Worker
a19 Lead Vehicle & Equipment Mechanic
a10 Legal Assistant
a15 Lift Station Technician
a17 Maintenance Buyer
a07 Maintenance Custodian
a04 *Maintenance Services Worker 1
a08 *Maintenance Services Worker 2
a12 *Maintenance Services Worker 3
a22 Neighborhood Program Coordinator
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 84
a24 *Network Systems Specialist
a17 Paralegal
a21 Park Maintenance Supervisor
a01 *Parks Maintenance Assistant 1
a03 *Parks Maintenance Assistant 2
a04 *Parks Maintenance Worker 1
a08 *Parks Maintenance Worker 2
a12 *Parks Maintenance Worker 3
a23 Pavement Management Technician
a13 Permit Services Specialist
a23 Plan Reviewer
a15 Planning Technician
a36 Principal Civil Engineer
a03 Print & Mail Assistant
a13 Print & Mail Supervisor
a04 Pro Shop Assistant
a16 Program Assistant
a25 *Program Development Coordinator 1
a29 *Program Development Coordinator 2
a13 Program Specialist
a17 Public Records Specialist
a08 Purchasing Assistant
a18 Recreation Program Coordinator
a09 Recreation Assistant
a11 Recreation Specialist
a14 Recreation Systems Technician
a07 Secretary 2
a24 *Senior Economic Development Specialist
a28 *Senior Network Systems Specialist
a22 Senior Paralegal
a28 *Senior Planner
a15 Senior Program Specialist
a29 *Senior Systems Analyst
a13 *Signal/Electronics Systems Tech 1
a17 *Signal/Electronics Systems Tech 2
a21 *Signal/Electronics Systems Tech 3
a23 Street Maintenance Services Supervisor
a26 *Systems Analyst
a08 *Traffic Maintenance Worker 1
a12 *Traffic Maintenance Worker 2
a15 *Traffic Maintenance Worker, Senior
a21 Traffic Signage & Marking Supervisor
a24 Transportation Planner
a22 Utility Accounts Supervisor
a15 Vehicle & Equipment Mechanic
a23 Waste Water Maintenance Services Supv.
a23 Water Maintenance Services Supervisor
a11 Water Meter Systems Specialist
a07 Water Meter Technician
a17 Water Quality/Treatment Plant Operator
a19 Water Utility Instrument/SCADA Tech
a26 Water Utility Maintenance Supervisor
a15 Water Utility Maintenance Technician
*Classification Series
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 85
APPENDIX B – SALARY INDEX FOR 2022
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
a40 10,331 123,972 10,847 130,164 11,397 136,764 11,976 143,712 12,580 150,960
a39 10,097 121,164 10,598 127,176 11,118 133,416 11,683 140,196 12,275 147,300
-
a38 9,839 118,068 10,331 123,972 10,847 130,164 11,397 136,764 11,976 143,712
a37 9,613 115,356 10,097 121,164 10,598 127,176 11,118 133,416 11,683 140,196
a36 2428 Principal Civil Engineer 9,369 112,428 9,839 118,068 10,331 123,972 10,847 130,164 11,397 136,764
a35 9,145 109,740 9,613 115,356 10,097 121,164 10,598 127,176 11,118 133,416
a34 8,922 107,064 9,369 112,428 9,839 118,068 10,331 123,972 10,847 130,164
a33 2475 Civil Engineer 3 8,707 104,484 9,145 109,740 9,613 115,356 10,097 121,164 10,598 127,176
a32 2425 Utility/GIS Engineer 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068 10,331 123,972
a31 2078 Assistant Airport Manager 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356 10,097 121,164
a30 2512 Client Technology Sys & Support Super.8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068
a30 2474 Civil Engineer 2 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068
a29 2570 Program Development Coordinator 2 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356
a29 2451 Senior Systems Analyst 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356
a28 2422 Senior Planner 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a28 2480 Capital Project Coordinator 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a28 2416 Senior Network Systems Specialist 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a27 2452 Senior Business Systems Analyst 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740
a26 2473 Civil Engineer I 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 2506 GIS Analyst 3 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 2417 Systems Analyst 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 3473 Water Utilities Maintenance Supervisor 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a25 2481 Facilities Coordinator 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 3484 Lead Electrical/Ctrl Systems Technician 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 2470 Program Development Coordinator 1 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 2170 Property Services Agent 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 8179 Signal/Electronic Systems Supervisor 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 86
a24 2420 Database Technician 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 3450 Lead Building Inspector 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 3469 Lead Construction Inspector 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2403 Senior Economic Development Specialist 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2419 Network Systems Specialist 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2476 Transportation Planner 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a23 8475 Airport Ops & Maintenance Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2429 Building Plan Reviewer 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2421 Business Systems Analyst 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2472 Engineering Specialist 3 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2505 GIS Analyst 2 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8175 Pavement Management Technician 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2450 Plan Reviewer 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2484 Property Services Specialist 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8001 Street Maintenance Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8002 Waste Water Maint. Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8000 Water Maintenance Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a22 2430 Lead Code Compliance Inspector 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 5197 Neighborhood Program Coordinator 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 5002 Senior Paralegal 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 6129 Utility Accounts Supervisor 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a21 2424 Associate Planner 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3452 Building Inspector/Combination 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3451 Building Inspector/Electrical 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 2016 Case Manager 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 2200 Communications Specialist 2 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3472 Construction Inspector 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8008 Custodial Maintenance Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 5130 Emergency Management Coordinator 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3089 Facilities Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 5111 GIS Analyst 1 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8006 Parks Maintenance Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3483 Signal/Electronics Systems Technician 3 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8004 Traffic Signage & Marking Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8011 Water Meter Technician Services Superv 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a20 2079 Business Coordinator - Airport 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2402 Economic Development Specialist 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2487 Housing Repair Coordinator 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2489 Human Services Coordinator 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a19 6128 Accounting Supervisor 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2612 Client Technology Services Specialist 2 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2427 Code Compliance Inspector 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 7182 Electrical Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 3453 Energy Plans Reviewer 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2471 Engineering Specialist 2 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 3485 HVAC Systems Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 7172 Lead Vehicle & Equipment Mechanic 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 8178 Water Utility Instr./SCADA Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a18 3456 Development Services Representative 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 5195 Farmers Market Coordinator 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 2015 Probation Officer 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 2083 Recreation Program Coordinator 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a17 2423 Assistant Planner 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 8374 Maintenance Buyer 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 5001 Paralegal 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 5012 Public Records Specialist 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 3482 Signal/Electronics Systems Technician 2 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 3470 Water Quality/Treatment Plant Operato 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 2205 Digital Communications Specialist 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 87
a16 8284 Lead Golf Course Maintenance Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a16 8074 Lead Maintenance Services Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a16 8080 Lead Parks Maintenance Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a16 5194 Program Assistant 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a15 4014 City Clerk Specialist 2 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 2613 Client Technology Services Specialist 1 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 6167 Court Operations Specialist 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 7181 Facilities Technician 2 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 7184 Grounds Equipment Mechanic 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 8174 Lift Station Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 5122 Planning Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 5180 Senior Program Specialist 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 8574 Senior Traffic Maintenance Worker 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 7170 Vehicle & Equipment Mechanic 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 3474 Water Utility Maintenance Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a14 5161 Asset Management Systems Technician 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656
a14 5160 Recreation Systems Technician 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656
a13 8474 Airport Operations Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3471 Engineering Specialist 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 7180 Facilities Technician 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3487 Housing Maintenance Technician 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 6263 Permit Services Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 7110 Print & Mail Supervisor 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 5179 Program Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3481 Signal/Electronics Systems Technician 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a12 2201 Communications Specialist 1 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8283 Golf Course Maintenance Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 6166 Judicial Specialist 2 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8173 Maintenance Services Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8083 Parks Maintenance Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8573 Traffic Maintenance Worker 2 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a11 8473 Airport Maintenance Worker 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 5014 City Clerk Specialist 1 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 7173 Fleet Management Technician 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 8183 Lead Maintenance Custodian 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 6265 Payroll Analyst 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 5007 Public Records Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 2486 Recreation Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 8109 Water Meter System Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a10 6164 Judicial Specialist/Trainer 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6165 Legal Assistant 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6263 Permit Technician 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6163 Probation Clerk 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a09 6131 Accounting Assistant 4 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 6151 Administrative Secretary 1 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 8286 Golf Course Operations Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 8070 Mechanic's Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 2085 Recreation Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a08 8282 Golf Course Maintenance Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 7126 Housing Repair Technician 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 6162 Judicial Specialist 1 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 6109 Lead Office Assistant 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8172 Maintenance Services Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8082 Parks Maintenance Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8375 Purchasing Assistant 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8572 Traffic Maintenance Worker 1 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 88
a07 6132 Accounting Assistant 3 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 8184 Maintenance Custodian 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 7112 Print & Mail Operator 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 6142 Secretary 2 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 8110 Water Meter Technician 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a06 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364
a05 6134 Accounting Assistant 3 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a05 6130 Office Assistant 3 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a05 6141 Secretary 1 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a04 6160 Court Security Officer 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8281 Golf Course Maintenance Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8181 Lead Custodian 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8171 Maintenance Services Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8081 Parks Maintenance Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 6282 Pro Shop Assistant 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8576 Solid Waste Maintenance Worker 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a03 6136 Accounting Assistant 1 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 6120 Office Assistant 2 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 8079 Parks Maintenance Assistant 2 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 7111 Print & Mail Assistant 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a02 4,061 48,732 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208
a01 8182 Custodian 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 6281 Golf Course Associate 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 6111 Office Assistant 1 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 7079 Parks Maintenance Assistant 1 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
$6,638
Completion of 5 Yrs
Completion of 10 Yrs
Completion of 15 Yrs
Completion of 20 Yrs
Completion of 25 Yrs
Completion of 30 Yrs
3% Step a14E $199 per month
LONGEVITY PAY
Step a14, E =
2% Step a14E $133 per month
4% Step a14E $266 per month
5% Step a14E $332 per month
The City contributes 4% of employee's base wage per year to a deferred compensation account. (Article 14)
6% Step a14E $398 per month
7% Step a14E $465 per month
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 89
APPENDIX C – Tele work Reopener
During this current round of negotiations, both parties have a
continued interest in creating a Telework program that benefits the
City and the employees. To this end, either party may reopen this
Agreement for the purpose of bargaining over issues related to
working conditions contained in a revised Telework Policy, to be
shared with the Union no later than July 1, 2022. In the meantime,
any rejected Telework applications shall be shared with the Union.
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 90
APPENDIX D – INDEX
A
abuse of sick leave ......................... 32
accrual ........................................... 30
Accrual ........................................... 39
accrual rate .................................... 39
accrual rates .................................. 78
acting pay ...................................... 30
adjusted hire date ............... 69, 71, 72
alternative work schedules ....... 19, 20
alternative/flex work schedules ..... 19
anniversary .................................... 47
APPENDIX A – AFSCME Classifications
................................................... 83
APPENDIX B – SALARY INDEX FOR
2022 ............................................ 85
APPENDIX C – Telework Reopener . 89
APPENDIX D – Index ....................... 90
arbitration ................................. 60, 61
at will ............................................. 57
B
base rate ................................... 38, 40
bereavement leave ........................ 40
biennial budget process ................. 74
bulletin boards ............................... 51
bumping rights .......................... 70, 74
bumps ............................................ 76
C
callback .......................................... 27
call-back ......................................... 25
candidate pool ............................... 56
cash out ......................................... 31
cashed out hours ........................... 78
Christmas Day ................................ 35
city seniority 69, 71, 73, 74, 75, 77, 78
classification 13, 14, 46, 50, 57, 68, 69,
70, 71, 73, 74, 75, 76, 77, 78
classification seniority ............... 72, 77
classification series ........................ 70
Classification Series ........................ 84
clean-up time ................................. 22
COBRA ........................................... 44
compensated hours ....................... 23
compensatory ................................ 23
compensatory time ........................ 23
conferences ................................... 45
consecutive hours worked ............. 21
continuous service .................... 69, 71
co-pays .......................................... 41
D
deferred compensation ................. 48
demotion ....................................... 68
dental ....................................... 42, 44
disability plan ................................. 31
discharge ............................ 31, 49, 68
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 91
disciplinary action ..................... 54, 68
discipline ................................... 49, 68
double time ................................... 25
dues .......................................... 16, 18
E
emergency situations .......... 20, 22, 40
employee contributions ................. 44
employment practices ................... 54
entire agreement ........................... 66
excluded positions ......................... 12
Executive Board .................. 13, 55, 62
Extended Shift Overtime ................ 26
F
F.M.C.S. .......................................... 60
Fair Labor Standards Act ................ 23
Federal Mediation and Conciliation
Service ........................................ 60
fingerprint ...................................... 79
flexible work schedules .................. 20
flex-time ........................................ 20
FMLA.............................................. 30
G
grievance .......... 57, 58, 59, 60, 61, 62
grievance procedure ...................... 58
grievances ................................. 51, 52
group term ..................................... 44
H
health insurance ............................ 41
health, safety and productivity ...... 62
holiday .......................... 36, 37, 38, 49
holiday pay .................................... 37
Holiday Pay .................................... 36
holidays falling on scheduled day off
................................................... 37
holidays falling on weekends ......... 37
hourly ..................... 20, 23, 26, 38, 40
hours of work ................................. 19
I
Independence Day ......................... 35
initial probationary period ............. 70
insurance .................................. 42, 44
J
July 4 .............................................. 35
Juneteenth ..................................... 35
jury duty ........................................ 44
just cause .................................. 49, 68
L
Labor Day ....................................... 35
labor/management committee ...... 52
layoff ............................. 69, 70, 71, 74
layoff and recall ............................. 69
Leave Donation Program ............... 69
life insurance ................................. 44
limited term ................................ 9, 10
Limited Term .................................. 77
longevity ................................... 44, 47
long-term disability ........................ 31
lunch period ................................... 19
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 92
M
management rights ........................ 49
Martin Luther King, Jr. Day ............. 35
meal and rest periods .................... 21
meal period.................................... 21
medical ............................... 42, 44, 69
medical leave ................................. 30
membership................................... 18
Memorial Day ................................ 35
N
new employees .............................. 18
New Year’s Day .............................. 35
non-discrimination ......................... 54
O
officers ........................................... 18
oral reprimand .......................... 54, 68
orientation ..................................... 54
original hire date ............................ 71
overtime ...... 20, 21, 22, 23, 24, 27, 49
P
PAC program .................................. 17
pager ............................................. 27
paid release time ...................... 50, 52
part-time....................... 38, 39, 40, 48
pay period ...................................... 48
pay stubs ........................................ 49
PERS ............................................... 31
PERS I ............................................. 31
personal holiday ............................ 38
personal holidays ........................... 35
position review .............................. 14
posting of vacancies ....................... 54
Preamble ......................................... 9
premium ................................... 30, 43
previously held position ................. 71
priority of Federal, State and City
Laws ............................................ 67
probationary employee ................. 71
probationary period ...... 57, 70, 71, 73
promoted ....................................... 57
promotion ........................... 30, 57, 73
promotional opportunity .......... 56, 57
pro-rated ............................ 38, 39, 48
public interest ................................ 53
R
rain gear ........................................ 63
recall .............................................. 71
recall list ........................................ 71
recall rights .................................... 75
reclassification reviews .................. 15
Recognition and Bargaining Unit ...... 9
reduction ...................... 44, 70, 72, 73
reemployment list .......................... 71
regular part-time ........................... 40
REHBT ........................... 41, 42, 43, 44
rehire list........................................ 71
REHP ......................................... 41, 43
reinstatement ................................ 71
Renton Employees’ Healthcare Board
of Trustees ............................. 41, 43
Renton Employees’ Healthcare Plan
................................................... 41
AGENDA ITEM #5. c)
AFSCME, Local 2170 Contract
2022 – 2024
Page 93
rest period ..................................... 22
S
safety shoes ................................... 63
salaries ........................................... 46
savings clause ................................ 66
selection process ........................... 55
seniority .............................. 70, 71, 77
shift differential ............................. 27
shop steward ................................. 51
sick leave ................ 24, 30, 31, 32, 53
sick leave cash out ......................... 31
staff representative ............ 51, 61, 81
standby .......................................... 27
steel toed boots ............................. 63
stewards ........................................ 18
suspension ................................ 54, 68
T
Thanksgiving .................................. 35
tie-breaker ..................................... 73
time banks ..................................... 23
training ............................... 45, 46, 51
U
union activities ............................... 54
union membership and dues
deduction ................................... 16
union recognized ............................. 9
V
vacancies ....................................... 55
Vacancies ....................................... 55
vacation ........................ 24, 32, 39, 40
Vacation Cash Out ......................... 40
Veterans’ Day ................................ 35
volunteers ........................... 22, 28, 67
W
wages .................................. 17, 59, 66
work day ................. 19, 21, 24, 26, 40
work schedules ................... 19, 20, 49
work stoppage ............................... 53
work week .................... 19, 23, 24, 38
workday ....... 21, 22, 23, 24, 27, 45, 51
written reprimand .................... 54, 68
AGENDA ITEM #5. c)
AB - 3068
City Council Regular Meeting - 14 Feb 2022
SUBJECT/TITLE: Adopt ordinance authorizing 2022 salary table, with salary increases
for AFSCME and nonrepresented regular employees
RECOMMENDED ACTION: Council Concur
DEPARTMENT: Human Resources / Risk Management Department
STAFF CONTACT: Ellen Bradley-Mak, Administrator
EXT.: X7657
FISCAL IMPACT SUMMARY:
The 2022 budget was initially approved with a 4% increase for Non -Represented regular employees. An
additional 2% increase effective March 1, 2022 is $259,171, and a budget adjustment will be prepared by
Finance for this additional amount.
SUMMARY OF ACTION:
For many years, annual salary scale adjustments for Non -Represented regular employees have been based on
negotiated adjustments for AFSCME and authorized at the time of council adoption of successor AFSCME
collective bargaining agreements. As the recently negotiated AFSCME contract includes a 6% wage adjustment
for 2022, an additional 2% added to the Non -Represented salary schedule effective March 1, 2022, will
continue this practice. The attached amended ordinance includes both the 6% adjustment for AFSCME
effective January 1, 2022, and the additional 2% added to the Non -Represented salary scale effective March 1,
2022.
EXHIBITS:
A. Ordinance, with 2022 Salary Table dated 3/1/22
STAFF RECOMMENDATION:
Waive the requirement in Section 6.1 of Council Policy 800-07 for ordinances to be reviewed by Council
committee prior to adoption; and conduct first and second reading at the same Council meeting, and adopt
the ordinance that amends the 2022 Salary Table to reflect the wage increases agreed to in the 2 022-2024
AFSCME collective bargaining agreement, for AFSCME employees. In keeping with the city's past practice, this
salary increase will also apply to Non-Represented regular employees.
AGENDA ITEM #5. d)
1
CITY OF RENTON, WASHINGTON
ORDINANCE NO. ________
AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING THE 2022
CITY OF RENTON SALARY TABLE FOR NON‐REPRESENTED CITY EMPLOYEES,
AFSCME LOCAL 2170 CITY EMPLOYEES, RENTON POLICE DEPARTMENT –
COMMISSIONED OFFICERS, AND RENTON POLICE DEPARTMENT – NON‐
COMMISSIONED EMPLOYEES.
WHEREAS, the City Council has approved changes in compensation that impact the City
of Renton Salary Table for 2022; and
WHEREAS, the City Council desires to amend the 2022 City of Renton Salary Table to
incorporate the changes in compensation;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO
ORDAIN AS FOLLOWS:
SECTION I. The City Council hereby adopts the amended 2022 City of Renton Salary
Table, attached hereto and incorporated by this reference as Exhibit A.
SECTION II. The Salary Table is intended to be consistent with all applicable collective
bargaining agreements. In the event of conflicts, applicable collective bargaining agreements
control.
SECTION III. This ordinance shall be in full force and effect five (5) days after publication
of a summary of this ordinance in the City’s official newspaper. The amended Salary Table shall
be retroactively effective and replace the previously adopted Salary Table starting on January 1,
2022, for AFSCME Local 2170 represented employees and effective March 1, 2022, for non‐
represented employees. Once effective, the amended Salary Table shall remain in effect until
AGENDA ITEM #5. d)
ORDINANCE NO. ________
2
changes are authorized by the City Council. The summary of this ordinance shall consist of this
ordinance’s title.
PASSED BY THE CITY COUNCIL this _______ day of February, 2022.
Jason A. Seth, City Clerk
APPROVED BY THE MAYOR this _______ day of February , 2022.
Armondo Pavone, Mayor
Approved as to form:
Shane Moloney, City Attorney
Date of Publication:
ORD‐HR:2207:2/7/2022
AGENDA ITEM #5. d)
ORDINANCE NO. ________
3
EXHIBIT A
2022 CITY OF RENTON SALARY TABLE
AGENDA ITEM #5. d)
COLA 6%
Grade Code Position Title Monthly Annual Monthly Annual
e10 1030 Mayor (1)15,963 191,556 15,963 191,556
e09 1005 City Council President (2)(7)2,050 24,600
e09 1000 City Council Members (2)1,750 21,000
e08 11,021 132,252 11,581 138,972 12,165 145,980 12,780 153,360 13,425 161,100
e11 1020 Municipal Court Judge (6)15,051 180,614 15,051 180,614
Salary effective July 2020 - June 30, 2022
Salary is 95% of District Court Judge Salary
m53 1035 Chief Administrative Officer (3)14,459 173,508 15,196 182,352 15,963 191,556 16,768 201,216 17,609 211,308
m52 14,105 169,260 14,819 177,828 15,576 186,912 16,364 196,368 17,182 206,184
m51 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556 16,768 201,216
m50 13,425 161,100 14,105 169,260 14,819 177,828 15,576 186,912 16,364 196,368
m49 1400 City Attorney (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1109 Parks & Recreation Administrator (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1105 Community & Economic Development Administrator 13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1036 Deputy Chief Administrative Officer (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1101 Finance Administrator (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1107 Equity, Housing & Human Services Administrator (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1104 Human Resources & Risk Mgmt Administrator (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1110 Judicial Administrative Officer 13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1103 Public Works Administrator (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1201 Police Chief (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m48 12,780 153,360 13,425 161,100 14,105 169,260 14,819 177,828 15,576 186,912
m47 12,470 149,640 13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352
m46 1535 Police Deputy Chief (4)12,165 145,980 12,780 153,360 13,425 161,100 14,105 169,260 14,819 177,828
m46 1405 Prosecution Director 12,165 145,980 12,780 153,360 13,425 161,100 14,105 169,260 14,819 177,828
m45 11,869 142,428 12,470 149,640 13,102 157,224 13,762 165,144 14,459 173,508
m44 11,581 138,972 12,165 145,980 12,780 153,360 13,425 161,100 14,105 169,260
m43 11,295 135,540 11,869 142,428 12,470 149,640 13,102 157,224 13,762 165,144
m42 1401 Sr Assistant City Attorney 11,021 132,252 11,581 138,972 12,165 145,980 12,780 153,360 13,425 161,100
m41 1212 Information Technology Director 10,754 129,048 11,295 135,540 11,869 142,428 12,470 149,640 13,102 157,224
m40 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980 12,780 153,360
m39 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428 12,470 149,640
m38 2178 Airport Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 2011 City Clerk/Public Records Officer 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1204 Communications & Engagement Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1575 Development Services Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1501 Economic Development Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 2044 Emergency Management Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1207 Facilities Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1210 Fiscal Services Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 2463 HR Labor Relations & Compensation Manager 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1406 Lead Prosecutor 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
2022 CITY OF RENTON SALARY TABLE
NON-REPRESENTED Effective March 1, 2022
STEP A STEP B STEP C STEP D STEP E
ELECTED OFFICIALS
MANAGEMENT & SUPERVISORY (NON-UNION)
AGENDA ITEM #5. d)
COLA 6%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
NON-REPRESENTED Effective March 1, 2022
STEP A STEP B STEP C STEP D STEP E
m38 1571 Maintenance Services Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 8084 Parks and Trails Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1208 Parks Planning and Natural Resources Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1502 Planning Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 2031 Police Commander (5)9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1214 Recreation Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1570 Utility Systems Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1572 Transportation Systems Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m37 2148 Application Support Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m37 2175 ITS and Maintenance Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m37 2176 Transportation Design Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m37 2075 Transportation Operations Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m37 2177 Transportation Planning Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m37 2172 Utility Engineering Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m36 2074 Building Official 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972
m36 2021 Current Planning Manager 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972
m36 2073 Development Engineering Manager 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972
m36 2020 Long Range Planning Manager 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972
m35 1402 Assistant City Attorney 9,272 111,264 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540
m34 2023 Construction Manager 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252
m34 2462 Human Resources Benefits Manager 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252
m34 2413 Network Systems Manager 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252
m34 2460 Organizational Development Manager 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252
m34 2409 Risk Manager 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252
m33 5015 Budget & Accounting Manager 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832 10,754 129,048
m33 1578 Community Development & Housing Manager 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832 10,754 129,048
m33 2174 Property & Technical Services Manager 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832 10,754 129,048
m33 3072 Water Maintenance Manager 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832 10,754 129,048
m32 4480 Capital Projects Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 1577 Economic Development Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 3073 Fleet Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 4470 Parks Planning Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 3071 Street Maintenance Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 3083 Urban Forestry and Natural Resources Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 3070 Waste Water/Special Operations Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m31 3086 Facilities Manager 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832
m31 8010 Parks Maintenance Manager 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832
m30 2407 GIS Manager 8,196 98,352 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844
m30 2033 Police Manager 8,196 98,352 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844
m29 2202 Communications Manager 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952
m29 3084 Golf Course Manager 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952
m29 1522 Human Services Manager 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952
m29 1404 Prosecuting Attorney 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952
m29 2087 Recreation Manager 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952
m28 6031 Financial Operations Manager 7,803 93,636 8,196 98,352 8,609 103,308 9,042 108,504 9,506 114,072
m28 5254 Permit Services Manager 7,803 93,636 8,196 98,352 8,609 103,308 9,042 108,504 9,506 114,072
m28 1116 Tax & Licensing Manager 7,803 93,636 8,196 98,352 8,609 103,308 9,042 108,504 9,506 114,072
m27 3011 Enterprise Content Manager 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264
m27 2578 Housing Programs Manager 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264
m26 7,425 89,100 7,803 93,636 8,196 98,352 8,609 103,308 9,042 108,504
m25 2086 Head Golf Professional 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
m25 2562 Senior Benefits Analyst 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
AGENDA ITEM #5. d)
COLA 6%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
NON-REPRESENTED Effective March 1, 2022
STEP A STEP B STEP C STEP D STEP E
m25 2563 Senior Employee Relations Analyst 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
m25 2410 Senior Finance Analyst 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
m25 2561 Senior Risk Analyst 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
m25 2479 Solid Waste Coordinator 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
m24 5112 Deputy City Clerk/Public Records Officer 7,071 84,852 7,425 89,100 7,803 93,636 8,196 98,352 8,609 103,308
m23 3562 Benefits Analyst 6,891 82,692 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812
m23 3563 Employee Relations Analyst 6,891 82,692 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812
m23 2080 Recreation Supervisor 6,891 82,692 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812
m23 2461 Risk Analyst 6,891 82,692 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812
m22 2404 Community Events Coordinator 6,729 80,748 7,071 84,852 7,425 89,100 7,803 93,636 8,196 98,352
m22 1510 Court Services Supervisor 6,729 80,748 7,071 84,852 7,425 89,100 7,803 93,636 8,196 98,352
m22 8007 Golf Course Supervisor 6,729 80,748 7,071 84,852 7,425 89,100 7,803 93,636 8,196 98,352
m22 2091 Museum Manager 6,729 80,748 7,071 84,852 7,425 89,100 7,803 93,636 8,196 98,352
m21 2218 Tax & Licensing Auditor, Senior 6,562 78,744 6,891 82,692 7,244 86,928 7,611 91,332 7,990 95,880
m20 6,402 76,824 6,729 80,748 7,071 84,852 7,425 89,100 7,803 93,636
m19 6150 City Council Liaison 6,249 74,988 6,562 78,744 6,891 82,692 7,244 86,928 7,611 91,332
m19 6103 Executive Assistant 6,249 74,988 6,562 78,744 6,891 82,692 7,244 86,928 7,611 91,332
m18 5416 Payroll Technician 3 6,092 73,104 6,402 76,824 6,729 80,748 7,071 84,852 7,425 89,100
m17 5000 Legal Analyst 5,947 71,364 6,249 74,988 6,562 78,744 6,891 82,692 7,244 86,928
n16 multiple Administrative Assistants (All Depts)5,778 69,336 6,070 72,840 6,367 76,404 6,695 80,340 7,029 84,348
n16 5118 Finance Analyst 3 5,778 69,336 6,070 72,840 6,367 76,404 6,695 80,340 7,029 84,348
n16 2217 Tax & Licensing Auditor 2 5,778 69,336 6,070 72,840 6,367 76,404 6,695 80,340 7,029 84,348
n15 5,628 67,536 5,919 71,028 6,216 74,592 6,532 78,384 6,866 82,392
n14 5,496 65,952 5,778 69,336 6,070 72,840 6,367 76,404 6,695 80,340
n13 5115 Finance Analyst 2 5,360 64,320 5,628 67,536 5,919 71,028 6,216 74,592 6,532 78,384
n13 2662 Human Resources Specialist 5,360 64,320 5,628 67,536 5,919 71,028 6,216 74,592 6,532 78,384
n13 5032 Payroll Technician 2 5,360 64,320 5,628 67,536 5,919 71,028 6,216 74,592 6,532 78,384
n13 2216 Tax & Licensing Auditor 1 5,360 64,320 5,628 67,536 5,919 71,028 6,216 74,592 6,532 78,384
n12 5,234 62,808 5,496 65,952 5,778 69,336 6,070 72,840 6,367 76,404
n11 2488 Assistant Golf Professional 5,102 61,224 5,360 64,320 5,628 67,536 5,919 71,028 6,216 74,592
n10 5114 Finance Analyst 1 4,980 59,760 5,234 62,808 5,496 65,952 5,778 69,336 6,070 72,840
n10 5216 Payroll Technician 1 4,980 59,760 5,234 62,808 5,496 65,952 5,778 69,336 6,070 72,840
n09 4,861 58,332 5,102 61,224 5,360 64,320 5,628 67,536 5,919 71,028
n08 4,739 56,868 4,980 59,760 5,234 62,808 5,496 65,952 5,778 69,336
n07 4,625 55,500 4,861 58,332 5,102 61,224 5,360 64,320 5,628 67,536
n06 4,510 54,120 4,739 56,868 4,980 59,760 5,234 62,808 5,496 65,952
n05 4,401 52,812 4,625 55,500 4,861 58,332 5,102 61,224 5,360 64,320
n04 4,296 51,552 4,510 54,120 4,739 56,868 4,980 59,760 5,234 62,808
n03 4,195 50,340 4,401 52,812 4,625 55,500 4,861 58,332 5,102 61,224
n02 4,093 49,116 4,296 51,552 4,510 54,120 4,739 56,868 4,980 59,760
NON-UNION (CLERICAL, OTHER)
AGENDA ITEM #5. d)
COLA 6%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
NON-REPRESENTED Effective March 1, 2022
STEP A STEP B STEP C STEP D STEP E
n01 5138 Office Specialist 3,998 47,976 4,195 50,340 4,401 52,812 4,625 55,500 4,861 58,332
$6,638
Completion of 5 Yrs
Completion of 10 Yrs
Completion of 15 Yrs
Completion of 20 Yrs
Completion of 25 Yrs
Completion of 30 Yrs
(1)In addition to salary receives annual car allowance of $4800 or use of a city vehicle.
(2)
(3)Not eligible for Longevity/Education or Uniform Allowance
(4)Not eligible for Longevity/Education or Uniform Allowance
Eligible for 3% cash premium or 3% into deferred compensation per employee's discretion for passing physical fitness.
(5)Receive Education/Longevity & Uniform Allowance based on Union Contract. Eligible for 3% deferred compensation for passing physical fitness.
Eligible for P2 paid job injury leave based on Union Contract.
(6)4 year term
(7)Council president to be paid $300/month above council members salary.
for Management and Non-Represented employees; except for CAO receives 11% per year.
5% Step a14E $332 per month
6% Step a14E $398 per month
7% Step a14E $465 per month
Council members salary set per Salary Commission effective 4/1/20. Council receives 2% of salary for deferred comp. If members are
prohibited from participating in PERS, they receive an extra 1.4 % of salary for deferred compensation.
The City contributes 4% of employee's base wage per year to a deferred compensation account
3% Step a14E $199 per month
4% Step a14E $266 per month
2% Step a14E $133 per month
NON-REPRESENTED LONGEVITY PAY as of 1/1/2021
Step a14, E =
AGENDA ITEM #5. d)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
a40 10,331 123,972 10,847 130,164 11,397 136,764 11,976 143,712 12,580 150,960
a39 10,097 121,164 10,598 127,176 11,118 133,416 11,683 140,196 12,275 147,300
-
a38 9,839 118,068 10,331 123,972 10,847 130,164 11,397 136,764 11,976 143,712
a37 9,613 115,356 10,097 121,164 10,598 127,176 11,118 133,416 11,683 140,196
a36 2428 Principal Civil Engineer 9,369 112,428 9,839 118,068 10,331 123,972 10,847 130,164 11,397 136,764
a35 9,145 109,740 9,613 115,356 10,097 121,164 10,598 127,176 11,118 133,416
a34 8,922 107,064 9,369 112,428 9,839 118,068 10,331 123,972 10,847 130,164
a33 2475 Civil Engineer 3 8,707 104,484 9,145 109,740 9,613 115,356 10,097 121,164 10,598 127,176
a32 2425 Utility/GIS Engineer 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068 10,331 123,972
a31 2078 Assistant Airport Manager 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356 10,097 121,164
a30 2512 Client Technology Sys & Support Super.8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068
a30 2474 Civil Engineer 2 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068
a29 2570 Program Development Coordinator 2 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356
a29 2451 Senior Systems Analyst 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356
a28 2422 Senior Planner 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a28 2480 Capital Project Coordinator 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a28 2416 Senior Network Systems Specialist 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a27 2452 Senior Business Systems Analyst 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740
a26 2473 Civil Engineer I 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 2506 GIS Analyst 3 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 2417 Systems Analyst 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 3473 Water Utilities Maintenance Supervisor 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a25 2481 Facilities Coordinator 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 3484 Lead Electrical/Ctrl Systems Technician 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 2470 Program Development Coordinator 1 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 2170 Property Services Agent 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 8179 Signal/Electronic Systems Supervisor 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a24 2420 Database Technician 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 3450 Lead Building Inspector 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 3469 Lead Construction Inspector 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2403 Senior Economic Development Specialist 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2419 Network Systems Specialist 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2476 Transportation Planner 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a23 8475 Airport Ops & Maintenance Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2429 Building Plan Reviewer 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2421 Business Systems Analyst 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2472 Engineering Specialist 3 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2505 GIS Analyst 2 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8175 Pavement Management Technician 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2450 Plan Reviewer 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2484 Property Services Specialist 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8001 Street Maintenance Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
AGENDA ITEM #5. d)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
a23 8002 Waste Water Maint. Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8000 Water Maintenance Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a22 2430 Lead Code Compliance Inspector 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 5197 Neighborhood Program Coordinator 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 5002 Senior Paralegal 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 6129 Utility Accounts Supervisor 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a21 2424 Associate Planner 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3452 Building Inspector/Combination 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3451 Building Inspector/Electrical 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 2016 Case Manager 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 2200 Communications Specialist 2 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3472 Construction Inspector 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8008 Custodial Maintenance Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 5130 Emergency Management Coordinator 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3089 Facilities Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 5111 GIS Analyst 1 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8006 Parks Maintenance Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3483 Signal/Electronics Systems Technician 3 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8004 Traffic Signage & Marking Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8011 Water Meter Technician Services Supervi 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a20 2079 Business Coordinator - Airport 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2402 Economic Development Specialist 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2487 Housing Repair Coordinator 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2489 Human Services Coordinator 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a19 6128 Accounting Supervisor 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2612 Client Technology Services Specialist 2 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2427 Code Compliance Inspector 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 7182 Electrical Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 3453 Energy Plans Reviewer 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2471 Engineering Specialist 2 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 3485 HVAC Systems Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 7172 Lead Vehicle & Equipment Mechanic 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 8178 Water Utility Instr./SCADA Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a18 3456 Development Services Representative 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 5195 Farmers Market Coordinator 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 2015 Probation Officer 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 2083 Recreation Program Coordinator 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a17 2423 Assistant Planner 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 8374 Maintenance Buyer 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 5001 Paralegal 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 5012 Public Records Specialist 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 3482 Signal/Electronics Systems Technician 2 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 3470 Water Quality/Treatment Plant Operator 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 2205 Digital Communications Specialist 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a16 8284 Lead Golf Course Maintenance Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a16 8074 Lead Maintenance Services Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a16 8080 Lead Parks Maintenance Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a16 5194 Program Assistant 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a15 4014 City Clerk Specialist 2 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 2613 Client Technology Services Specialist 1 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 6167 Court Operations Specialist 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 7181 Facilities Technician 2 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
AGENDA ITEM #5. d)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
a15 7184 Grounds Equipment Mechanic 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 8174 Lift Station Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 5122 Planning Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 5180 Senior Program Specialist 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 8574 Senior Traffic Maintenance Worker 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 7170 Vehicle & Equipment Mechanic 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 3474 Water Utility Maintenance Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a14 5161 Asset Management Systems Technician 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656
a14 5160 Recreation Systems Technician 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656
a13 8474 Airport Operations Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3471 Engineering Specialist 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 7180 Facilities Technician 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3487 Housing Maintenance Technician 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 6263 Permit Services Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 7110 Print & Mail Supervisor 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 5179 Program Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3481 Signal/Electronics Systems Technician 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a12 2201 Communications Specialist 1 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8283 Golf Course Maintenance Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 6166 Judicial Specialist 2 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8173 Maintenance Services Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8083 Parks Maintenance Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8573 Traffic Maintenance Worker 2 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a11 8473 Airport Maintenance Worker 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 5014 City Clerk Specialist 1 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 7173 Fleet Management Technician 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 8183 Lead Maintenance Custodian 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 6265 Payroll Analyst 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 5007 Public Records Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 2486 Recreation Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 8109 Water Meter System Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a10 6164 Judicial Specialist/Trainer 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6165 Legal Assistant 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6263 Permit Technician 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6163 Probation Clerk 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a09 6131 Accounting Assistant 4 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 6151 Administrative Secretary 1 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 8286 Golf Course Operations Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 8070 Mechanic's Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 2085 Recreation Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a08 8282 Golf Course Maintenance Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 7126 Housing Repair Technician 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 6162 Judicial Specialist 1 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 6109 Lead Office Assistant 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8172 Maintenance Services Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8082 Parks Maintenance Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8375 Purchasing Assistant 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8572 Traffic Maintenance Worker 1 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a07 6132 Accounting Assistant 3 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 8184 Maintenance Custodian 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 7112 Print & Mail Operator 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 6142 Secretary 2 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
AGENDA ITEM #5. d)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
a07 8110 Water Meter Technician 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a06 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364
a05 6134 Accounting Assistant 3 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a05 6130 Office Assistant 3 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a05 6141 Secretary 1 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a04 6160 Court Security Officer 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8281 Golf Course Maintenance Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8181 Lead Custodian 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8171 Maintenance Services Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8081 Parks Maintenance Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 6282 Pro Shop Assistant 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8576 Solid Waste Maintenance Worker 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a03 6136 Accounting Assistant 1 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 6120 Office Assistant 2 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 8079 Parks Maintenance Assistant 2 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 7111 Print & Mail Assistant 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a02 4,061 48,732 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208
a01 8182 Custodian 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 6281 Golf Course Associate 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 6111 Office Assistant 1 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 7079 Parks Maintenance Assistant 1 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
$6,638
Completion of 5 Yrs
Completion of 10 Yrs
Completion of 15 Yrs
Completion of 20 Yrs
Completion of 25 Yrs
Completion of 30 Yrs
The City contributes 4% of employee's base wage per year to a deferred compensation account. (Article 14)
6% Step a14E $398 per month
7% Step a14E $465 per month
4% Step a14E $266 per month
5% Step a14E $332 per month
3% Step a14E $199 per month
LONGEVITY PAY
Step a14, E =
2% Step a14E $133 per month
AGENDA ITEM #5. d)
Grade Code Monthly Annual Monthly Annual
Police Chief See Management & Supervisory Matrix, Grade m49
Police Deputy Chief See Management & Supervisory Matrix, Grade m46
Police Commander See Management & Supervisory Matrix, Grade m38
pc61 3035 Sergeant*9,384 112,609 9,853 118,240
(15% over Police Officer)*Step increase at 24 months
pc60 4131 Patrol Officer II 6,097 73,165 6,614 79,363 7,134 85,613 7,646 91,747 8,161 97,932
pc59 4130 Patrol Officer I 5,738 68,861 6,225 74,699 6,715 80,575 7,196 86,347 7,681 92,172
Percent
Interpreters ------------------------3%
Detectives --------------------------4%
Traffic Assignment----------------4%
Motorcycle Assignment------------- 2%
Canine Officer ---------------------3%
Corporal Assignment ------------7.5%
Field Training Officer ------------4%
Training Officer--------------------4%
SWAT Assignment ----------------4%
SRO Assignment-------------------4%
Civil Disturbance Unit -----------Paid at rate of double time with 3 hrs
minimum when called to emergency.
Crisis Communication Unit------Paid at rate of double time with 3 hrs
minimum when called to emergency.
Percentage (of base wage)
Percentage (of base wage)
-
-
-
-
-
Patrol Officer II: Effective 1-1-18 Patrol Officer II and Sergeant had 6.25% added to their base pay to reflect the additional 109
hours worked in a calendar year. This is reflected in the ranges above.
Effective January 1, 2008, Sergeants assigned to Investigation and Traffic Unit will not receive the 3% premium if they have been
in the position of Sergeant for 24 months.
NOTE: Please refer to the current labor agreement for specific information.
AA Degree (90 credits)4%
BA Degree/Masters Degree 6%
The City contributes 2.0% of employee's wage base toward deferred compensation. (Appendix A.2.3)
The City will contribute 3.0% of employee's wage base toward deferred compensation for passing physical fitness. (Article 6.8.4,
and Appendix A.2.4)
Beginning 1-1-2020 the City will contribute 1% of employee's wage base to a VEBA plan. (Article 14.11)
Completion of 10 Yrs 4%
Completion of 15 Yrs 6%
Completion of 20 Yrs 10%
Completion of 25 Yrs 12%
Completion of 30 Yrs 14%
MONTHLY EDUCATIONAL INCENTIVE PAY (Appendix B)
Position Title
HAZARD DUTY AND PREMIUM PAY (Article 6.7 and 6.8)
MONTHLY LONGEVITY PAY (Appendix B)
Years of Service
Completion of 5 Yrs 2%
2022 CITY OF RENTON SALARY TABLE
POLICE DEPARTMENT - Commissioned Officers In Negotiations
STEP A STEP B STEP C STEP D STEP E
AGENDA ITEM #5. d)
Grade Code Position Title Monthly Annual Monthly Annual
pn70 6,008 72,096 6,495 77,940 7,137 85,644 7,843 94,116 8,256 99,072
pn69 5,861 70,332 6,337 76,044 6,963 83,556 7,652 91,824 8,055 96,660
pn68 5,718 68,616 6,182 74,184 6,793 81,516 7,465 89,580 7,858 94,296
pn67 4140 Community Engagement Coord.5,579 66,948 6,031 72,372 6,628 79,536 7,283 87,396 7,667 92,004
pn66 5,443 65,316 5,884 70,608 6,466 77,592 7,106 85,272 7,480 89,760
pn65 5,310 63,720 5,741 68,892 6,308 75,696 6,932 83,184 7,297 87,564
pn64 5,181 62,172 5,601 67,212 6,155 73,860 6,763 81,156 7,119 85,428
pn63 5,054 60,648 5,464 65,568 6,004 72,048 6,598 79,176 6,946 83,352
pn58 6178 Police Service Specialist Supv 6,454 77,448 6,776 81,312
Step A(15% above Specialist, Step E)
Step E (5% above Supervisor, Step A)
pn57 6182 Police Service Specialist Lead 6,032 72,384 6,032 72,384
(7.5% above Specialist, Step E)
pn54 4138 Police Community Prgm Coord 4,993 59,916 5,396 64,752 5,928 71,136 6,390 76,680 6,710 80,520
pn54 4120 Crime Analyst 4,993 59,916 5,396 64,752 5,928 71,136 6,390 76,680 6,710 80,520
pn56 4133 Electronic Home Detention Coord 4,926 59,112 5,316 63,792 5,854 70,248 6,436 77,232 6,756 81,072
pn53 3432 Evidence Technician 4,700 56,400 5,073 60,876 5,583 66,996 6,142 73,704 6,458 77,496
pn61 4121 Domestic Violence Victim Advocate 4,661 55,932 5,063 60,756 5,627 67,524 6,186 74,232 6,513 78,156
pn60 4,445 53,340 4,828 57,936 5,364 64,368 5,898 70,776 6,205 74,460
pn52 4135 Animal Control Officer 4,433 53,196 4,793 57,516 5,270 63,240 5,795 69,540 6,086 73,032
pn62 6181 Police Service Specialist 4,088 49,056 4,416 52,992 4,860 58,320 5,346 64,152 5,612 67,344
pn51 6183 Police Secretary 3,829 45,948 4,133 49,596 4,550 54,600 5,008 60,096 5,254 63,048
pn51 4137 Parking Enforcement Officer 3,829 45,948 4,133 49,596 4,550 54,600 5,008 60,096 5,254 63,048
Interpreter Premium………………………………..………………….…………….3% of base pay (Article 6.5.2)
2.5% of base pay (Article 6.5.3)
4% of base pay (Article 6.5.1)
Double time with 3 hrs min (Article 6.4)
NON- COMMISSIONED PREMIUM PAY (Articles 6.4 and 6.5)
Public Records Act Premium……………………………………………………………
Field Training Officer, FTO (Police Service Specialist)…………........…
Crisis Communication Unit………………………………………..…...………
POLICE NON-COMMISSIONED- MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE (Article 12, Appendix B.1)
Years of Service Percentage (of base wage)
2022 CITY OF RENTON SALARY TABLE
POLICE DEPARTMENT - Non-Commissioned Officers In Negotiations
STEP A STEP B STEP C STEP D STEP E
CITY OF RENTON
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2022 Salary Table 1-14-2022
Page 10 of 12
AGENDA ITEM #5. d)
- Beginning 1/1/2020 the City will contribute 1% of the employee's base wage to a VEBA plan. (Article 14.10)
- The City will contribute an additional 3.0% of employee's wage base toward deferred comp for passing physical fitness prior
to beginning of each calendar year. (Article 6.8.3)
Completion of 25 Yrs 12%
Completion of 30 Yrs 14%
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE (Appendix B.2)
Percentage (of base wage)
AA Degree (90 credits)4%
BA/BS Degree or Masters Degree 6%
- The City contributes 4.5% of the employee's base wage to a deferred comp account. (Appendix A.3)
Completion of 10 Yrs 4%
Completion of 15 Yrs 6%
Completion of 20 Yrs 10%
Completion of 5 Yrs 2%
CITY OF RENTON
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2022 Salary Table 1-14-2022
Page 11 of 12
AGENDA ITEM #5. d)
Grade STEP A STEP B STEP C STEP D STEP E
h07 14.50 14.75
h08 15.00 15.25 15.50 15.75 16.00
h09 16.25 16.50 16.75 17.00 17.25
h10 17.50 17.75 18.00 18.25 18.50
h11 18.75 19.00 19.25 19.50 19.75
h12 20.00 20.50 21.00 21.50 22.00
h13 22.50 23.00 23.50 24.00 24.50
h14 25.00 25.50 26.00 26.50 27.00
h15 27.50 28.00 28.50 29.00 29.50
h16 30.00 30.50 31.00 31.50 32.00
h17 32.50 33.00 33.50 34.00 34.50
h18 35.00 35.50 36.00 36.50 37.00
h19 37.50 38.00 38.50 39.00 39.50
h20 40.00 40.50 41.00 41.50 42.00
h21 42.25 42.50 42.75 43.00 43.25
h22 43.50 43.75 44.00 44.25 44.50
h23 45.00 45.50 46.00 46.50 47.00
h24 47.50 48.00 48.50 49.00 49.50
h25 50.00 51.00 52.00 53.00 54.00
h26 55.00 60.00 65.00 70.00 75.00
h27 80.00 85.00 90.00 95.00 100.00
h28 105.00 110.00 115.00 120.00 125.00
2022 CITY OF RENTON SALARY TABLE
SUPPLEMENTAL EMPLOYEE WAGE TABLE
AGENDA ITEM #5. d)
AB - 3069
City Council Regular Meeting - 14 Feb 2022
SUBJECT/TITLE: Fuel Tax Grant Agreement with the Washington State Transportation
Improvement Board for the Rainier Avenue South Corridor
Improvements Project – Phase 4
RECOMMENDED ACTION: Refer to Finance Committee
DEPARTMENT: Public Works Transportation Systems Division
STAFF CONTACT: Heather Gregersen, Program Development Coordinator
EXT.: 7393
FISCAL IMPACT SUMMARY:
The Transportation Systems Division was awarded funding by the Washington State Transportation
Improvement Board (TIB) for the Rainier Avenue South Corridor Improvements Project – Phase 4 (TIP No. 21-
22) in the amount of $5,000,000. An allocation of dollars from Fund 305 has been set aside and will be
assigned as a local match when the agreements for federal funding already secured for the project become
available in June 2022.
SUMMARY OF ACTION:
The City has been awarded a $5,000,000 grant from the Washington State Transportation Improvement Board
(TIB) to fund the construction of the Rainier Avenue South Corridor Improvements Project – Phase 4.
Construction is scheduled to begin in June 2022 afte r federal funding secured for the project becomes
available and the right-of-way acquisition phase is complete.
The Rainier Avenue South Corridor Improvements - Phase 4 project (TIP No. 21-22) continues the
infrastructure improvements to the Rainier Avenue South corridor between S 3rd St to NW 3rd Pl
(approximately 1000 ft north of Airport Way). This phase includes wider ADA accessible sidewalks with the
streetscape, installation of pedestrian operated High-Intensity Activated Crosswalk (HAWK) signals,
intersection signal upgrades, northbound and southbound Business and Access Transit (BAT) lanes between S
3rd St and S 2nd St, transit facility upgrades, a portion of a regional trail, and access management. The project
also includes reconstruction of the existing substandard traffic signals, upgraded traffic signal timing and
coordination, and landscaped buffers and medians.
The Rainier Avenue South Corridor Improvements - Phase 4 project was previously awarded an FHWA Surface
Transportation Program (STP) grant for Design in the amount of $2,600,000 in 2014 and another for Right of
Way Acquisition in the amount of $3,000,000 in 2020.
EXHIBITS:
A. Fuel Tax Grant Agreement
B. Funding Status Form
STAFF RECOMMENDATION:
Authorize the Mayor and City Clerk to execute the Fuel Tax Grant Agreement in the amount of $5,000,000
with the Washington State Transportation Improvement Board and all subsequent amendments to the
agreements necessary to accomplish the Rainier Avenue South Corridor Improvements – Phase 4 project.
AGENDA ITEM #5. e)
AGENDA ITEM #5. e)
Washington State Transportation Improvement Board 8-1-102(038)-1
Fuel Tax Grant Agreement
Fuel Tax Agreement Page 1 of 5 November 2012
City of Renton
8-1-102(038)-1
Rainier Avenue S/N
S 3rd St (SR 900) to NW 3rd Pl
STATE OF WASHINGTON
TRANSPORTATION IMPROVEMENT BOARD
AND
City of Renton
AGREEMENT
THIS GRANT AGREEMENT (hereinafter “Agreement”) for the Rainier Avenue S/N, S 3rd St
(SR 900) to NW 3rd Pl (hereinafter “Project”) is entered into by the WASHINGTON STATE
TRANSPORTATION IMPROVEMENT BOARD (hereinafter “TIB”) and City of Renton, a political
subdivision of the State of Washington (hereinafter “RECIPIENT”).
1.0 PURPOSE
For the project specified above, TIB shall pay 19.3940 percent of approved eligible project costs
up to the amount of $5,000,000, pursuant to terms contained in the RECIPIENT’S Grant
Application, supporting documentation, chapter 47.26 RCW, title 479 WAC, and the terms and
conditions listed below.
2.0 SCOPE AND BUDGET
The Project Scope and Budget are initially described in RECIPIENT’s Grant Application and
incorporated by reference into this Agreement. Scope and Budget will be further developed and
refined, but not substantially altered during the Design, Bid Authorization and Construction
Phases. Any material alterations to the original Project Scope or Budget as initially described in
the Grant Application must be authorized by TIB in advance by written amendment.
3.0 PROJECT DOCUMENTATION
TIB requires RECIPIENT to make reasonable progress and submit timely Project
documentation as applicable throughout the Project. Upon RECIPIENT’s submission of each
Project document to TIB, the terms contained in the document will be incorporated by reference
into the Agreement. Required documents include, but are not limited to the following:
a) Project Funding Status Form
b) Bid Authorization Form with plans and engineers estimate
c) Award Updated Cost Estimate
d) Bid Tabulations
e) Contract Completion Updated Cost Estimate with final summary of quantities
f) Project Accounting History
4.0 BILLING AND PAYMENT
The local agency shall submit progress billings as project costs are incurred to enable TIB to
maintain accurate budgeting and fund management. Payment requests may be submitted as
AGENDA ITEM #5. e)
Washington State Transportation Improvement Board 8-1-102(038)-1
Fuel Tax Grant Agreement
Fuel Tax Agreement Page 2 of 5 November 2012
often as the RECIPIENT deems necessary, but shall be submitted at least quarterly if billable
amounts are greater than $50,000. If progress billings are not submitted, large payments may
be delayed or scheduled in a payment plan.
5.0 TERM OF AGREEMENT
This Agreement shall be effective upon execution by TIB and shall continue through closeout of
the grant or until terminated as provided herein, but shall not exceed 10 years unless amended
by the Parties.
6.0 AMENDMENTS
This Agreement may be amended by mutual agreement of the Parties. Such amendments shall
not be binding unless they are in writing and signed by persons authorized to bind each of the
Parties.
7.0 ASSIGNMENT
The RECIPIENT shall not assign or transfer its rights, benefits, or obligations under this
Agreement without the prior written consent of TIB. The RECIPIENT is deemed to consent to
assignment of this Agreement by TIB to a successor entity. Such consent shall not constitute a
waiver of the RECIPIENT’s other rights under this Agreement.
8.0 GOVERNANCE & VENUE
This Agreement shall be construed and interpreted in accordance with the laws of the state of
Washington and venue of any action brought hereunder shall be in the Superior Court for
Thurston County.
9.0 DEFAULT AND TERMINATION
9.1 NON-COMPLIANCE
a) In the event TIB determines, in its sole discretion, the RECIPIENT has failed to
comply with the terms and conditions of this Agreement, TIB shall notify the RECIPIENT,
in writing, of the non-compliance.
b) In response to the notice, RECIPIENT shall provide a written response within 10
business days of receipt of TIB’s notice of non-compliance, which should include either a
detailed plan to correct the non-compliance, a request to amend the Project, or a denial
accompanied by supporting details.
c) TIB will provide 30 days for RECIPIENT to make reasonable progress toward
compliance pursuant to its plan to correct or implement its amendment to the Project.
d) Should RECIPIENT dispute non-compliance, TIB will investigate the dispute and
may withhold further payments or prohibit the RECIPIENT from incurring additional
reimbursable costs during the investigation.
9.2 DEFAULT
RECIPIENT may be considered in default if TIB determines, in its sole discretion, that:
AGENDA ITEM #5. e)
Washington State Transportation Improvement Board 8-1-102(038)-1
Fuel Tax Grant Agreement
Fuel Tax Agreement Page 3 of 5 November 2012
a) RECIPIENT is not making reasonable progress toward correction and
compliance.
b) TIB denies the RECIPIENT’s request to amend the Project.
c) After investigation TIB confirms RECIPIENT’S non-compliance.
TIB reserves the right to order RECIPIENT to immediately stop work on the Project and
TIB may stop Project payments until the requested corrections have been made or the
Agreement has been terminated.
9.3 TERMINATION
a) In the event of default by the RECIPIENT as determined pursuant to Section 9.2,
TIB shall serve RECIPIENT with a written notice of termination of this Agreement, which
shall be served in person, by email or by certified letter. Upon service of notice of
termination, the RECIPIENT shall immediately stop work and/or take such action as may
be directed by TIB.
b) In the event of default and/or termination by either PARTY, the RECIPIENT may
be liable for damages as authorized by law including, but not limited to, repayment of
grant funds.
c) The rights and remedies of TIB provided in the AGREEMENT are not exclusive
and are in addition to any other rights and remedies provided by law.
9.4 TERMINATION FOR NECESSITY
TIB may, with ten (10) days written notice, terminate this Agreement, in whole or in part,
because funds are no longer available for the purpose of meeting TIB’s obligations. If
this Agreement is so terminated, TIB shall be liable only for payment required under this
Agreement for performance rendered or costs incurred prior to the effective date of
termination.
10.0 USE OF TIB GRANT FUNDS
TIB grant funds come from Motor Vehicle Fuel Tax revenue. Any use of these funds for
anything other than highway or roadway system improvements is prohibited and shall subject
the RECIPIENT to the terms, conditions and remedies set forth in Section 9. If Right of Way is
purchased using TIB funds, and some or all of the Right of Way is subsequently sold, proceeds
from the sale must be deposited into the RECIPIENT’s motor vehicle fund and used for a motor
vehicle purpose.
11.0 INCREASE OR DECREASE IN TIB GRANT FUNDS
At Bid Award and Contract Completion, RECIPIENT may request an increase in the maximum
payable TIB funds for the specific project. Requests must be made in writing and will be
considered by TIB and awarded at the sole discretion of TIB. All increase requests must be
made pursuant to WAC 479-05-202 and/or WAC 479-01-060. If an increase is denied, the
recipient shall be liable for all costs incurred in excess of the maximum amount payable by TIB.
In the event that final costs related to the specific project are less than the initial grant award,
TIB funds will be decreased and/or refunded to TIB in a manner that maintains the intended
ratio between TIB funds and total project costs, as described in Section 1.0 of this Agreement.
AGENDA ITEM #5. e)
Washington State Transportation Improvement Board 8-1-102(038)-1
Fuel Tax Grant Agreement
Fuel Tax Agreement Page 4 of 5 November 2012
12.0 INDEPENDENT CAPACITY
The RECIPIENT shall be deemed an independent contractor for all purposes and the
employees of the RECIPIENT or any of its contractors, subcontractors, and employees thereof
shall not in any manner be deemed employees of TIB.
13.0 INDEMNIFICATION AND HOLD HARMLESS
The PARTIES agree to the following:
Each of the PARTIES, shall protect, defend, indemnify, and save harmless the other PARTY, its
officers, officials, employees, and agents, while acting within the scope of their employment as
such, from any and all costs, claims, judgment, and/or awards of damages, arising out of, or in
any way resulting from, that PARTY’s own negligent acts or omissions which may arise in
connection with its performance under this Agreement. No PARTY will be required to
indemnify, defend, or save harmless the other PARTY if the claim, suit, or action for injuries,
death, or damages is caused by the sole negligence of the other PARTY. Where such claims,
suits, or actions result from the concurrent negligence of the PARTIES, the indemnity provisions
provided herein shall be valid and enforceable only to the extent of a PARTY’s own negligence.
Each of the PARTIES agrees that its obligations under this subparagraph extend to any claim,
demand and/or cause of action brought by, or on behalf of, any of its employees or agents. For
this purpose, each of the PARTIES, by mutual negotiation, hereby waives, with respect to the
other PARTY only, any immunity that would otherwise be available to it against such claims
under the Industrial Insurance provision of Title 51 RCW. In any action to enforce the provisions
of the Section, the prevailing PARTY shall be entitled to recover its reasonable attorney’s fees
and costs incurred from the other PARTY. The obligations of this Section shall survive
termination of this Agreement.
14.0 DISPUTE RESOLUTION
a) The PARTIES shall make good faith efforts to quickly and collaboratively resolve any
dispute arising under or in connection with this AGREEMENT. The dispute resolution
process outlined in this Section applies to disputes arising under or in connection with
the terms of this AGREEMENT.
b) Informal Resolution. The PARTIES shall use their best efforts to resolve disputes
promptly and at the lowest organizational level.
c) In the event that the PARTIES are unable to resolve the dispute, the PARTIES shall
submit the matter to non-binding mediation facilitated by a mutually agreed upon
mediator. The PARTIES shall share equally in the cost of the mediator.
d) Each PARTY agrees to compromise to the fullest extent possible in resolving the dispute
in order to avoid delays or additional incurred cost to the Project.
e) The PARTIES agree that they shall have no right to seek relief in a court of law until and
unless the Dispute Resolution process has been exhausted.
AGENDA ITEM #5. e)
Washington State Transportation Improvement Board 8-1-102(038)-1
Fuel Tax Grant Agreement
Fuel Tax Agreement Page 5 of 5 November 2012
15.0 ENTIRE AGREEMENT
This Agreement, together with the RECIPIENT’S Grant Application, the provisions of chapter
47.26 Revised Code of Washington, the provisions of title 479 Washington Administrative Code,
and TIB Policies, constitutes the entire agreement between the PARTIES and supersedes all
previous written or oral agreements between the PARTIES.
16.0 RECORDS MAINTENANCE
The RECIPIENT shall maintain books, records, documents, data and other evidence relating to
this Agreement and performance of the services described herein, including but not limited to
accounting procedures and practices which sufficiently and properly reflect all direct and indirect
costs of any nature expended in the performance of this Agreement. RECIPIENT shall retain
such records for a period of six years following the date of final payment. At no additional cost,
these records, including materials generated under the Agreement shall be subject at all
reasonable times to inspection, review or audit by TIB personnel duly authorized by TIB, the
Office of the State Auditor, and federal and state officials so authorized by law, regulation or
agreement.
If any litigation, claim or audit is started before the expiration of the six (6) year period, the
records shall be retained until all litigation, claims, or audit findings involving the records have
been resolved.
Approved as to Form
Attorney General
By:
Signature on file
Guy Bowman
Assistant Attorney General
Lead Agency Transportation Improvement Board
Armondo Pavone, Mayor Date Executive Director Date
Print Name Print Name
AGENDA ITEM #5. e)
bla
Attest
_____________________________
Jason A. Seth
City Clerk
Approved as to Legal Form
By: __________________________
Shane Maloney
City Attorney
clb 2-2-2022 (1883)
nk
AGENDA ITEM #5. e)
Transportation Improvement Board
Project Funding Status Form
TIB Funding Status Report
Agency Name RENTON TIB Project Number: 8-1-102(038)-1
Project Name:Rainier Avenue S/N
S 3rd St (SR 900) to NW 3rd Pl
Verify the information below and revise if necessary.
Return to: Transportation Improvement Board ● PO Box 40901 ● Olympia, WA 98504-0901
PROJECT SCHEDULE
Target Dates
Construction Approval Contract Bid Award Contract Completion
05/15/2022 09/15/2022 09/30/2024
PROJECT FUNDING PARTNERS
List additional funding partners and amount.
Funding Partners Amount Revised Funding
RENTON 9,327,314
WSDOT Regional Mobility – 4A 2,000,000
PSRC STP Construction – 4A 4,500,000
PSRC STP Construction - 4B 4,793,000
TOTAL LOCAL FUNDS 20,620,314
Signatures are required from two different agency officials. Return the originally signed form to the TIB office.
Mayor or Public Works Director
Signature Date
Mayor Armondo Pavone Mayor
Printed or Typed Name Title
Financial Officer
Signature Date
Kari Roller Finance Administrator
Printed or Typed Name Title
AGENDA ITEM #5. e)
1
CITY OF RENTON, WASHINGTON
RESOLUTION NO.______
A RESOLUTION OF THE CITY OF RENTON, WASHINGTON, ADOPTING THE CITY OF
RENTON URBAN FOREST MANAGEMENT PLAN 2022‐2032.
WHEREAS, the Growth Management Act encourages planning for open space and
recreational needs of a community to be integrated with planning for other needs; and
WHEREAS, the City of Renton Urban Forest Management Plan 2022‐2032 (the “Plan”) is
compatible with the intent of the City's adopted Comprehensive Plan; and
WHEREAS, the City began the update process for the Plan in April of 2021; and
WHEREAS, the Plan has been developed with extensive community outreach in
conjunction with residents, property owners, stakeholders, local businesses, community
partners, public and private agencies and institutions, and non‐profit organizations; and
WHEREAS, urban forests provide environmental benefits, opportunities for
recreation, community connections, natural resources and habitat, offering places for quiet
reflection, and experiencing nature; and
WHEREAS, the Plan is a comprehensive update of the 2009 Urban and Community
Forestry Development Plan and therefore supersedes and replaces the 2009 plan. It represents
a collaborative effort between the Parks and Recreation and Community and Economic
Development Departments with support from all City departments, and reflects the public's
desire to provide the opportunity for the community to connect to, participate in, support, and
encourage a healthy environment and active lifestyle; and
WHEREAS, the Plan creates a 10 year vision for trees on public property in the City of
Renton – the urban forest; describes current and future needs; and identifies policies,
AGENDA ITEM # 7. a)
RESOLUTION NO. ________
2
implementation strategies, and a maintenance program to enhance and sustain trees as a
critical piece of green infrastructure for a livable community; and
WHEREAS, updating and adopting the Plan maintains the City's status as an Arbor
Day Foundation ‘Tree City USA;’ and
WHEREAS, the Plan was developed in conjunction with citizen feedback and a
collaborative team; and
WHEREAS, this matter was duly referred to the Parks Commission, Planning Commission,
and Planning & Development Committee for investigation, study, and review; and
WHEREAS, the Planning Commission held a public hearing on December 1, 2021,
considered all relevant matters, and heard all parties in support or opposition, and
subsequently forwarded a recommendation to the City Council; and
WHEREAS, the Plan was subject to a State Environmental Procedure Act (SEPA)
review pursuant to Chapter 43.21C RCW and successfully passed a Washington State
Department of Commerce 60‐day review;
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO RESOLVE
AS FOLLOWS:
SECTION I. The City Council hereby adopts the Plan, attached hereto as Exhibit A and
incorporated by this reference, and directs the Administration to draw up a work program
to begin implementing the Plan. The Plan shall remain in full force and effect until further
revised, amended, and modified as provided by law.
AGENDA ITEM # 7. a)
RESOLUTION NO. ________
3
PASSED BY THE CITY COUNCIL this ______ day of _____________________, 2022.
______________________________
Jason A. Seth, City Clerk
APPROVED BY THE MAYOR this ______ day of _____________________, 2022.
______________________________
Armondo Pavone, Mayor
Approved as to form:
______________________________
Shane Moloney, City Attorney
RES‐P&R:1901:2/7/2022
AGENDA ITEM # 7. a)
RESOLUTION NO. ________
4
EXHIBIT A
CITY OF RENTON
URBAN FOREST MANAGEMENT PLAN 2022‐2032
AGENDA ITEM # 7. a)
CITY OF RENTON, WASHINGTON
Urban Forest Management Plan
2022-2032
AGENDA ITEM # 7. a)
This page intentionally left blank
AGENDA ITEM # 7. a)
ACKNOWLEDGMENTS
This project was made possible thanks to the support and contributions of the following
City of Renton Staff and Officials:
Mayor
Armondo Pavone
Chief Administrative Officer
Ed VanValey
City Council
Ryan McIrvin, City Council President
James Alberson
Valerie O’Halloran
Ruth Pérez
Edward Prince
Carmen Rivera
Kim-Khánh Văn
Judith Subia, City Council Liaison
Parks Commission
Shun Takano, Chair
Cynthia Burns
Al Dieckman
Larry Reymann
Timothy J. Searing
Troy Wigestrand
Marlene Winter
Planning Commission
Shannon Matson, Chair
Charles Seil, Vice Chair
Josephine Bayan, Secretary
Dana Rochex
David Fleetwood
James Alberson
Kevin Poole
Mara Fiksdal
Sunayana Kannur
Executive Services (ES)
Maryjane Van Cleave, Communications &
Engagement Director
David Neubert, Communications
Manager
Sheila Cowley, Communications
Specialist 1
City Attorney
Shane Moloney
Community & Economic Development
(CED)
Chip Vincent, Administrator
Angie Mathias, Long Range Planning
Manager
Human Resources & Risk Management
(HR&RM)
Ellen Bradley-Mak, Administrator
Parks and Recreation (PR)
Kelly Beymer, Administrator
Erica Schmitz, Parks Planning and
Natural Resources Director
Ian Gray, Urban Forestry & Natural
Resources Manager
Public Works (PW)
Martin Pastucha, Administrator
Collaborative Team Members
Angelea Weihs, Associate Planner (CED
Planning Division)
Cailín Hunsaker, Parks & Trails Director
(PR Parks & Trails Division )
Drey Hicks, Neighborhood Program
Coordinator (ES Communications &
Engagement Division )
Gary Del Rosario, GIS Analyst 2 (ES
Information Technology Division )
Joseph Farah, Utility Engineering
Manager (PW Utilities Division )
Kelsey Urban, Risk Manager (HR&RM)
Patrick Zellner, Street Maintenance
Manager (PW Maintenance Service s
Division)
Vanessa Dolbee, Plan ning Director
(CED Planning Division)
Vangie Garcia, Transportation Planning
Manager (PW Transportation
Engineering Division)
This Plan was produced by PlanIT Geo, Inc. (PlanIT Geo) and Peninsula Environmental Group in
collaboration with the City’s Urban Forestry & Natural Resources Manager, Ian Gray, and the
Collaborative Team.
AGENDA ITEM # 7. a)
CITY OF RENTON, WASHINGTON
URBAN FOREST MANAGEMENT PLAN
10-YEAR UPDATE
January 2022
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 i | P a g e
TABLE OF CONTENTS
Executive Summary .............................................................................................................................................. I
Introduction ........................................................................................................................................................... 4
Benefits of the Urban Forest ............................................................................................................................ 5
Historical Background ........................................................................................................................................ 9
Current State of Renton’s Urban Forest ...................................................................................................... 13
Urban Tree Canopy Cover ......................................................................................................................................................... 15
Urban Tree Canopy Cover Change ..................................................................................................................................... 18
Urban Tree Equity ......................................................................................................................................................................... 20
Structure of the Public Tree Population ........................................................................................................................ 24
Public Tree Population Size Class Distribution (Relative Age) ....................................................................... 28
Value and Benefits of the Public Tree Population................................................................................................. 30
Renton’s Urban Forestry Program ............................................................................................................... 34
Current Urban Forest Management Challenges ..................................................................................... 35
Programs Managing Renton’s Urban Forest ............................................................................................ 39
Program Organization ................................................................................................................................................................ 39
Interdepartmental Management of Trees ................................................................................................................... 39
Parks Planning and Natural Resources Urban Forestry Program ............................................................... 40
Urban Forest Benchmark Comparisons ........................................................................................................................ 44
Urban Forest Audit ........................................................................................................................................................................ 47
Program Needs .................................................................................................................................................... 49
Public Tree Maintenance ......................................................................................................................................................... 49
Urban Forestry Program Staffing to Support Sustainable Management .............................................. 57
Workflows and Standard Operating Procedures .................................................................................................... 62
Tree Canopy Cover Goals .......................................................................................................................................................... 64
Tree Planting Initiative ............................................................................................................................................................... 75
Post-Planting Care and Young Tree Maintenance ................................................................................................ 80
Funding Mechanisms ................................................................................................................................................................ 86
Community Engagement ........................................................................................................................................................ 93
Urban Forestry Goals, Objectives, and Strategies ................................................................................ 103
Goals, Objectives, and Strategies ...................................................................................................................................... 104
Key Strategies ................................................................................................................................................................................. 107
Evaluation ........................................................................................................................................................... 108
Implementation Schedule .............................................................................................................................. 111
Summary and Conclusion .............................................................................................................................. 112
Appendices ............................................................................................................................................................. A
Appendix A. Implementation Schedule.......................................................................................................................... B
Appendix B. Solutions Workbook and Possible Guidelines for Tree and Sidewalk Conflicts ..... F
Appendix C. Guidance to Develop a Tree Advisory Committee ..................................................................... Q
Appendix D. 2021 Urban Forest Audit System Results ........................................................................................... T
Appendix E. Risk Tree Management Plan ................................................................................................................... EE
Appendix F. Urban Forest Pest Ready Assessment ............................................................................................. QQ
Appendix G. References ........................................................................................................................................................... VV
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 ii | P a g e
TABLES AND FIGURES
TABLES
Table 1. Distribution of public trees by Site Design ............................................................................................................................. 24
Table 2. Public tree genera diversity (top 10) ........................................................................................................................................... 25
Table 3. Public tree species diversity (top 10)........................................................................................................................................... 26
Table 4. Summary of Renton’s tree size distribution compared to the ideal distribution ..................................... 29
Table 5. Summary of ecosystem services, benefits, and values of Renton's public trees ...................................... 30
Table 6. Summary of the annual benefits provided by Renton’s public trees* .............................................................. 32
Table 7. Summary of the benefits and services of trees in natural areas ............................................................................ 33
Table 8. Annual investments in the management of street and park trees ...................................................................... 41
Table 9. Summary of the 2022 budget for the Urban Forestry Program’s Administration* ................................. 42
Table 10. Arbor Day Foundation Tree City USA communities examined during the benchmarking… ......... 45
Table 11. Summary of phase 1 benchmarking research results (Tree City USA dataset) .......................................... 46
Table 12. Summary of phase 2 benchmarking research results (2014 Census, Hauer et al.) ................................. 46
Table 13. Outcomes of the urban forest auditing process for Renton, WA ........................................................................ 47
Table 14. Public tree maintenance needs by Site Design based on an analysis of August 2021… .................... 50
Table 15. Current and recommended maintenance regimen for Renton’s public tree population… ........... 53
Table 16. Assumptions for estimating the additional costs to effectively maintain the public tree… ............ 53
Table 17. Recommended streets for priority tree maintenance by Community Planning Area ...................... 56
Table 18. Estimated staff and associated costs to maintain public trees on a 7 -year rotation .......................... 59
Table 19. Summary of costs .................................................................................................................................................................................. 59
Table 20. Comparison of in-house and contracted pruning for a 7-year public tree pruning cycle ............. 60
Table 21. Summary of the current and future Urban Forestry Program services and budgets ........................... 61
Table 22. Long-term tree canopy goals (by 2042) and planting targets by Community Planning Area ..... 67
Table 23. Summary of the recommended tree canopy goals and planting targets for Renton ....................... 74
Table 24. Parcel tax options and provisions for Renton's Urban Forestry Program ................................................... 89
Table 25. Summary of financing options for Renton’s urban forest ........................................................................................ 91
Table 26. Renton’s urban forest benchmark values ........................................................................................................................ 109
Table 27. Evaluation, monitoring, and reporting techniques to achieve the urban forestry goals ................ 110
Table 28. Description of possible alternative solutions for tree and construction conflicts .................................. M
Table 29. Urban Forest Pest Ready Assessment from the WA State Urban Forest Pest Readiness… ...........QQ
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 iii | P a g e
FIGURES
Figure 1. Framework of the Urban Forest Management Plan ......................................................................................................... 2
Figure 2. Overview of the ecosystem benefits and services provided by trees in communities … ........................ 5
Figure 3. The street tree pictured adds $7,593 to the price of the house it fronts and $7,098 to th e… ........... 7
Figure 4. Depiction of the various types of landscapes that comprise Renton's urban forest ............................. 14
Figure 5. Maintenance responsibility of trees comprising Renton's urban forest ......................................................... 15
Figure 6. Renton’s 2018 Tree Canopy Assessment results ............................................................................................................... 15
Figure 7. Map displaying Renton's tree canopy and vegetative area for possible tree plantings (2018) ...... 16
Figure 8. Existing tree canopy cover by Community Planning Area ....................................................................................... 17
Figure 9. Existing tree canopy cover by Zoning Type (consolidated classifications) ................................................... 17
Figure 10. Citywide tree canopy cover change ........................................................................................................................................ 18
Figure 11. Tree canopy cover change by Community Planning Area....................................................................................... 18
Figure 12. Tree canopy cover change by Zoning Type (conso lidated classifications).................................................. 18
Figure 13. Example of canopy cover differences in two Renton neighborhoods ......................................................... 20
Figure 14. Map displaying the Tree Equity Scores by Census Block Groups in Renton… ........................................... 21
Figure 15. Comparison of Tree Equity Scores for cities near Renton, WA ........................................................................... 22
Figure 16. Count of Census Block Groups for each Tree Equity Score range .................................................................... 22
Figure 17. Public tree genera diversity ........................................................................................................................................................... 25
Figure 18. Public tree species diversity .......................................................................................................................................................... 26
Figure 19. Leaf profiles of the most common public trees (not to scale)............................................................................. 26
Figure 20. Distribution by Diameter (DBH) class within site design classifications .................................................... 28
Figure 21. Distribution of public trees by diameter (DBH) class compared to the ideal distribution............. 28
Figure 22. Illustration of the benefits and services provided by public trees ................................................................... 32
Figure 23. Structure of Renton's Urban Forestry Program ............................................................................................................. 39
Figure 24. a) Relationship between pruning cycle length and condition class rating… ............................................ 51
Figure 25. As the years between street tree pruning increases, tree health and safety decrease … ................. 52
Figure 26. Recommended priority tree maintenance by street corridor and planning area ..............................55
Figure 27. Renton's 10-year and 20-year canopy goals .................................................................................................................... 66
Figure 28. Map displaying the Possible Planting Area by Community Planning Area and an … ........................ 67
Figure 29. Map displaying the Census Block Groups most suitable for trees due to high possibl e…area . 69
Figure 30. Map displaying the Census Block Groups with the lowest existing tree canopy cover ................. 70
Figure 31. Map displaying Census Block Groups most suitable for tree plantings to address …runoff ............ 71
Figure 32. Map displaying higher concentrations of minority populations for increasing tree…cover ......... 72
Figure 33. Map displaying Census Block Groups with underserved populations for increasing…canopy. . 73
Figure 34. Examples of the types of tree pruning ................................................................................................................................. 82
Figure 35. Types of pruning cuts and the proper branch cutting technique .................................................................. 82
Figure 36. Example of trees directionally pruned for clea rance from power lines ..................................................... 83
Figure 37. Example of branches to be pruned for newly planted trees to promote good structure ............. 84
Figure 38. Renton's Urban Forest Management Plan project website (RentonForestryPlan.com) ................. 93
Figure 39. Infographic summarizing the first public surve y ......................................................................................................... 94
Figure 40. Infographic summarizing the second public survey ................................................................................................ 94
Figure 41. Story maps can visualize urban forest stories, maps, and data for the public ........................................ 97
Figure 42. Example of the plan implementation, evaluation , and revision process ................................................... 111
Figure 43. Proposed decision matrix for tree and construction conflicts .............................................................................. F
Figure 44. Example of alternative solutions for tree and construction conflicts ............................................................. O
AGENDA ITEM # 7. a)
Tables and FIgures iv | P a g e
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AGENDA ITEM # 7. a)
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 0 | P a g e
DEFINING THE URBAN FOREST
"Urban forestry can be defined as the art, science, and technology of managing trees and
forest resources in and around community ecosystems for the physiological, sociological,
economic, and aesthetic benefits trees provide to society." Helms, 1998
Any inhabited area that has trees and vegetation is considered an urban forest. Renton’s Urban
Forest Management Plan focuses on the City-owned trees in public rights-of-way, natural areas,
and parks, but also has implications for the trees on private property and attention to these are
addressed through community outreach and education efforts.
The concept of urban and community forest management developed in the 1960s out of the
death and devastation of the elm tree population throughout the United States due to Dutch
Elm disease. The discipline of urban forestry strongly advocates for species and age diversity in
a city’s tree population so that the elm tree devastation of the 1960s does not happen again.
Unfortunately, native and invasive pests and diseases continue to spread. During the last three
decades, urban forestry has evolved as researchers and practitioners learn more about the
structure and function of trees and their unique role in providing environmental, economic, and
social benefits to urban areas.
Urban forestry provides each of these benefits in differing circumstances as infrastructure, as
part of design and development, and as efficient and productive providers of economic
development. In fact, there are very few areas of urban management and its various
departments that aren’t affected and benefited by the urban forest.
Residents traditionally have indicated that they consider the trees in the community a priority.
In urban environments, street and park trees are sometimes the only day-to-day interaction
with nature that many residents may enjoy. As Renton continues to grow, the urban forest
needs a strong advocate. This will happen with the education and support of the City’s
constituency, staff, and elected officials via an approved Urban Forest Management Plan. The
urban forest is unique in the array of benefits it provides to the community, and a plan will
effectively collect and showcase these values.
While a plan is useful in helping educate and ensure future viability, it also will set up useful
parameters for the daily operations and care of the urban forest. A fresh look at all urban
forestry-related policies currently in place will bring into focus what is necessary for day-to-day
activities to ensure long-term viability and safety of the urban forest.
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 1 | P a g e
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AGENDA ITEM # 7. a)
Defining the Urban Forest 2 | P a g e
URBAN
FOREST
MANAGEMENT
PLAN
EXECUTIVE
SUMMARY
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 I | P a g e
EXECUTIVE SUMMARY
The City of Renton is dedicated to building a thriving urban forest for a healthy and vibrant
place to live, work, and play. The nearly 117,000 City street, park, and natural area trees
throughout Renton are an asset that bring value and benefits to the community. Furthermore,
trees on private property provide added benefits. Together, these public and private trees
constitute an “urban forest”. This resource provides environmental benefits, adds to property
values, and contributes to an enhanced quality of life for all of Renton’s residents.
Realizing the urban forest is a valued asset, the City of Renton’s Community Services
Department at the time, led by the Urban Forestry & Natural Resources team, invested in a
collaborative planning process to update its 2009 Urban Forest Management Plan to provide
the framework for the Urban Forestry Program over the next 10 years. This Plan will serve as a
road map to support the long-term dedication to maintain and enhance the urban forest. The
Plan will provide an integrated approach to preserving, sustaining, diversifying, and
regenerating Renton’s urban forest into the future. By conducting an in-depth review of existing
City codes, policies, and plans regarding the urban forest as well as gathering input from the
community, the goals, objectives, strategies, actions, and monitoring techniques will be
developed for urban forest management Citywide. Participation from the community is
instrumental to the development of this Plan.
This forward-looking plan provides mission and vision statements, goals, and objectives. It
builds upon foundations in the Renton Comprehensive Plan, the Parks, Recreation and Natural
Areas Plan, Business Plans, and neighborhood plans. The aim is to ensure the safety, well-being,
and economic future of Renton’s citizens, as well as preserving the sustainability of the urban
forest. The Urban Forest Management Plan proposes steps to protect trees, forestry assets
(which are actual City assets), and the health of Renton’s citizens through urban forestry
services. Criteria for prioritizing resources to achieve best value and best management practice
have been used in the development of the listed improvements with short-term, medium-term,
and long-term timeframes. For Renton to remain “ahead of the curve” the City must proactively
engage in planning for regular planting of new trees and maintaining existing trees that is
guided by the urban forest vision and tree canopy cover goals. The City of Renton Urban Forestry
Program is dedicated to this vital resource and implementation of the Urban Forest
Management Plan in an effort to sustain and enhance it for all neighborhoods and future
generations.
AGENDA ITEM # 7. a)
Planning Approach II | P a g e
PLANNING APPROACH
The purpose of the 10-year Urban Forest Management Plan is to answer the fundamental
components of adaptive management: what do we have, what do we want, how do we get
what we want, and how are we doing. Developing the Plan required input from City staff,
stakeholders, residents, data sources, thoughtful analysis, a coordinated vision, and time.
What do we have?
The first step of the process is to
complete a baseline assessment of the
urban forest, the resources to manage it,
and the people that influence and
benefit from it. The six elements
completed in planning process provide
the foundation for setting goals and
measuring progress.
What do we want?
The Plan is shaped by knowing what the
urban forest needs, the resources required
to manage it, and what the community
wants. This was informed by public
engagement through websites and social
media, public surveys, presentations, staff
interviews, and development of the urban
forest vision and supporting goals.
How to get what we want?
The goal, action, and target framework lay
out the road map to achieve a shared
vision that supports the needs of all
members of the community. Actions are
strategic, measurable, attainable, realistic,
and time-bound (SMART) and have been
developed through extensive research,
data analyses, stakeholder consultations,
community engagement, benchmarking
research, and gap analyses during the
planning process.
How are we doing?
The City needs to continually monitor
progress towards the vision and goals.
The Urban Forest Management Plan
includes guidance for implementing
actions. The planning approach for this
Plan provides the framework for
continual monitoring and evaluation of
efforts using the U.S. Forest Service’s
Urban Forest Audit System. Updates to
this audit will inform any necessary
changes to strategies in an adaptive
management approach.
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 III | P a g e
KEY FINDINGS
STATE OF THE URBAN FOREST
❖ 27,456 public street, park, or Maplewood Golf Course trees
❖ 89,528 natural area trees
❖ 116,984 total public trees
❖ 29.3% canopy (up 0.6% from 2010)
❖ Tree Equity Score of 83 out of 100
❖ 90 unique genera, Acer most common (27%)
❖ 281 unique species, bigleaf maple most common (15%)
❖ Public trees provide $220,000 in annual ecosystem benefits and services
❖ Public trees have a replacement value of $122.6 million
THE URBAN FORESTRY PROGRAM
❖ Parks and Recreation Department’s Parks Planning and Natural Resources Division
❖ 2.50 full-time employees (2021)
❖ 48% of public trees are in fair condition (2021)
❖ 22% of street trees need clearance pruning, 19% need structural pruning (2021)
❖ $8.13 budget per public tree (2021)
❖ 1.15 public trees per capita (2021)
❖ Urban Forest Audit: 65% overall
❖ Challenges include sustainable management, program efficiencies, risk tree
management, and tree policies/regulations/enforcement
❖ A 7-year pruning cycle requires 3,922 trees pruned per year at a cost of approximately
$706,011 annually
❖ Initial cost of an in-house arborist crew and fleet is $581,780 with an annual cost of
$270,698
❖ Tree Planting Initiative recommends 30% canopy by 2032 (5,250 total trees) and 33% by
2042 (18,852 total trees). 60% of plantings should be City-led or approximately 315 trees
per year for the 30% canopy goal and 570 trees per year for the 33% canopy goal.
COMMUNITY VIEWPOINTS AND PRIORITIES
❖ 38% feel the health of the urban forest has declined in the last 10 years
❖ 44% support increasing overall funding to the Urban Forestry Program for tree planting
and maintenance initiatives
❖ 8% support increasing the funding to the Urban Forestry Program for tree planting and
maintenance initiatives by redistributing the current program funding
❖ 47% support the additional funding be used for proactive street tree pruning
AGENDA ITEM # 7. a)
Key Findings IV | P a g e
URBAN FOREST MANAGEMENT GOALS AND OBJECTIVES
GOAL 1: Proactively manage public trees,
continue to grow and expand a healthy
canopy, maintain public safety, and
optimize urban forest benefits.
Objectives
1.1 Make data-driven management
decisions.
1.2 Sustainably manage the public tree
population.
1.3 Establish a strategy for increasing tree
canopy cover through City and public
efforts.
1.4 Effectively manage tree risk.
GOAL 2: Achieve environmental justice
through a partnership with the City and its
residents to improve well-being, human
health, local economies, and urban forest
sustainability.
Objectives
2.1 Create an urban forestry public
outreach program that addresses all
communities.
2.2 Increase capacity through trained
citizens.
GOAL 3: Strengthen policies for preserving
the environmental benefits, management,
and the character of Renton's urban forest.
Objectives
3.1 Strengthen policies for protecting the
urban forest.
3.2 Improve workflows and operations for
sustainable urban forest management.
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 V | P a g e
URBAN FOREST MANAGEMENT PLAN FRAMEWORK
VISION
Renton’s urban and community
forest will be healthy, diverse, and
sustainable, reinforcing the City’s
strong commitment to community
trees. This strong commitment to
trees will benefit the well-being of
Renton’s residents and set an
example for other Urban Forestry
programs in the region.
GUIDING PRINCIPLES
❖ Recognize that the trees of the urban
forest are more than aesthetic
enhancements.
❖ Recognize trees as the backbone of the
urban ecosystem and an essential part
of the community’s green
infrastructure.
❖ Promote the health and growth of the
urban forest by following scientifically
established best management
practices for tree selection, planting,
watering, and pruning.
❖ Promote a robust urban forest through
policies and practices that reduce its
vulnerability to known diseases or pest
infestations, and future threats,
including the anticipated effects of
climate change.
❖ Engage in a continuous process of long-
range planning for the growth and
maintenance of the urban forest.
❖ Promote public appreciation of the
urban forest through educational
outreach programs.
❖ Support local businesses, institutions,
organizations, and individuals in their
efforts to grow and maintain the urban
forest through community education.
❖ Proceed in a manner that is inclusive
and transparent.
AGENDA ITEM # 7. a)
Call to Action VI | P a g e
CALL TO ACTION
The urban forest is an important green infrastructure asset for neighborhoods across Renton.
However, the capacity of urban forests to support healthy and resilient communities is
constrained and challenged by stressors such as climate change impacts, urban development
pressures, altered soils, invasive species, and resource shortages. Now more than ever there is a
critical need to sustain large, healthy, genetically appropriate trees and shrubs on public and
private land through long-term planning and budgeting, inclusive decision-making, and
strategic policy development that supports adaptive management. Thus, comprehensive urban
forest support must extend well beyond tree planting initiatives.
Management of Renton’s urban forest should be a shared priority among its citizens,
community groups, institutions, and City departments. All of these groups have important roles
to play. Successful management frameworks must recognize that the urban forest is part of a
complex system that includes the built environment and is influenced by human activities and
policies and practices that shape Renton. Furthermore, decision-making must be made in the
context of future uncertainty associated with climate change. With this understanding, along
with the input from staff and residents of Renton, the following priority strategies for
implementing the City’s Urban Forest Management Plan were developed:
KEY STRATEGIES
The planning process identified 22 strategies following development of the program goals and
objectives. Five strategies were identified as being of higher priority that will position Renton as
a leader in urban forestry across the state and perhaps the nation and will guid e the City
towards a sustainable urban forest than others.
7-Year Pruning Cycle Program
One of the more critical strategies identified was the need for an improved public tree pruning
program on a recommended 7-year rotation. The strategy requires additional funding and the
creation of an in-house arborist crew. Feedback from the community and City staff expressed
support for the structure of this strategy.
Tree Planting Initiative
To grow an urban forest that is sustainable and resilient to climate change, pests and diseases,
and urban development pressures, a strategic planting initiative guided by short- and long-term
canopy goals and planting targets are needed. The Plan contains the guidance for finalizing
canopy goals, identifying priority planting areas, and developing the tree planting initiative.
Tree Stewards Program
A shared commitment to the urban forest and vision is essential to the long-term success and
impact of the Plan. A community of tree stewards will increase Urban Forestry Program capacity
and support the Tree Planting Initiative along with other programs and services.
No-Net-Loss
Perhaps more important than tree canopy cover goals and planting initiatives is the foundation
of sound policies to preserve the existing urban forest. With this key strategy, tree replacement,
retention, removal, mitigation, and enforcement protocols are solidified. In addition, alternative
solutions to tree and sidewalk conflicts are explored and guidance for formally adopting a
decision checklist and solutions toolkit is provided.
Enforce Tree Regulations
Throughout the planning effort, concerns were expressed and identified relating to the
protection of trees from construction damage, illegal removals, maintenance malpractice. The
actions supporting this strategy expand the enforcement efforts by increasing capacity as well
as community education to prevent instances from occurring in the first place.
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 VII | P a g e
RENTON’S URBAN FOREST MANAGEMENT PLAN
-2022-2032-
VISION
Renton’s urban and community forest will be healthy, diverse, and sustainable,
reinforcing the City’s strong commitment to community trees. This strong
commitment to trees will benefit the well-being of Renton’s residents and set an
example for other Urban Forestry programs in the region.
MISSION
The City of Renton will grow a thriving urban forest through strategic management,
diverse partnerships, and a strong commitment to protect and enhance the
community’s natural resources.
AGENDA ITEM # 7. a)
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 1 | P a g e
PLAN PURPOSE AND FRAMEWORK
The main tenets of this Plan focus on ensuring public
safety, increasing operational efficiencies, facilitating
short- and long-term sustainable urban forest planning,
validating budgets and programs, ensuring equitable
distribution of green resources and services, and
standardizing methodology for asset management of the
urban forest.
The planning process consisted of two phases; the needs
assessment conducted as part of the planning process
and the development of goals, objectives, and strategies
in the Urban Forest Management Plan. The first phase
establishes a baseline from which short- and long-term
strategies can be developed and monitored over time.
The needs of the urban forest and the programs that
manage it were evaluated through an audit of existing
conditions and operations to establish a baseline for
measuring progress. This diligent approach to Renton’s
urban forest management gauges the City’s readiness
and available resources to achieve optimal levels of urban
forest management and sustainability. Through this
iterative approach, a comprehensive understanding was
gathered of the urban forest, the programs that manage
it, and the community that benefits from and shapes it to
inform strategic goals and actions.
In adhering to best management practice as framed by
the eight guiding principles listed on page ‘V’, the urban
forest stands a chance of being a sustainable and resilient
resource. This will require an integrated ecosystem
management approach. That system is based on the
recognition that the urban forest is a resource which
should be viewed as a tangible asset which confers broad
benefits to all citizens of the City of Renton and
compliments the biodiversity values of the surrounding
natural environment. Urban forests face unprecedented
challenges in a warming environment with ever
expanding development needs. In order to preserve the
urban forest and the myriad benefits conferred, the
residents of Renton will need to be vigilant and remain
committed to sound environmental standards which will
ensure that generations to come will enjoy the same. If
Renton is to be a leader and environmental champion,
the stewardship of its green infrastructure and the
fundamental role played by trees in that ecology is
paramount. This ten-year Urban Forest Management Plan
is an important piece of that larger mission. All
community stakeholders should be involved in bringing
this to fruition and safeguarding the future of trees in our
neighborhoods.
AGENDA ITEM # 7. a)
Plan Purpose and Framework 2 | P a g e
PLANNING APPROACH
The systematic evaluation of the City of Renton’s urban forest management processes,
resources, staffing, structure, and policies was conducted by completing the six planning
elements: 1) Existing Policies and Plans, 2) City Workflows and Operations, 3) Baseline
Conditions, 4) Urban Forest Benchmarks, 5) Community Engagement, and 6) Urban Forest Audit
System. The City’s project team evaluated the outcomes and findings of these planning
elements and the urban forestry consultants revised these based on feedback to provide a
comprehensive analysis that informs the baseline assessment and recommendations for the
Urban Forest Management Plan.
Figure 1. Framework of the Urban Forest Management Plan
PLANNING
ELEMENTS
PRIMARY PLANNING
FRAMEWORK OUTCOMES
EXISTING POLICIES
AND PLANS
GOALS
CITY WORKFLOWS
AND OPERATIONS
BASELINE
CONDITIONS
OBJECTIVES
URBAN FOREST
BENCHMARKS
COMMUNITY
ENGAGEMENT
STRATEGIES
URBAN FOREST AUDIT
SYSTEM
PRIMARY FRAMEWORK
Understanding the benefits and functions of the urban forest, the City has developed this Urban
Forest Management Plan.
“Without a plan, the governments and individuals responsible for taking care
of an urban forest will not be effective in meeting the tru e needs of the trees
and the community. A plan establishes a clear set of priorities and objectives
related to the goal of maintaining a productive and beneficial community
forest.” │ American Public Works Association, 2007
The optimal approach to managing an urban forest is to develop an organized, proactive
program using information to set goals and measure progress. This information can be utilized
to establish priorities, plan strategically, draft cost-effective budgets, and ultimately minimize
the need for costly, reactive solutions to crises or urgent risk mitigation. Based on the results of
the research, incremental steps to achieve these improvements were developed that can be
applied as the City continues to progress.
ACHIEVE
THE
URBAN
FOREST
VISION
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 3 | P a g e
The goals of the Urban Forest Management Plan focus on preserving, maintaining, and
enhancing the urban forest to ultimately benefit the residents of Renton. The framework for
this Plan supports the urban forestry vision:
Renton’s urban and community forest will be healthy, diverse, and sustainable, reinforcing
the City’s strong commitment to community trees. This strong commitment to trees will
benefit the well-being of Renton’s residents and set an example for other Urban Forestry
programs in the region.
Goals
Goals supporting the urban forest vision are provided based on strengths and opportunities
identified during the planning process. Each goal is supported by objectives and strategies the
City and partners will use to attain the goal.
Objectives
Objectives define the steps to attain the identified goals.
Strategies
Strategies and actions are specific, measurable, attainable, realistic, and time-bound.
Recommendations
As information and findings are detailed in each of the Plan’s sections, a discussion of
recommendations is included to support the goals, objectives, and strategies.
Evaluation
Using the Urban Forest Audit System and the Implementation Schedule, progress and success
can be evaluated and annually reported. The evaluation using the audit provides the
information necessary for adaptive management.
AGENDA ITEM # 7. a)
Introduction 4 | P a g e
INTRODUCTION
A healthy urban forest supports the City of Renton’s goals of balancing economic vitality with
environmental equity and social well-being by enhancing public green space, increasing city
attractiveness and livability, and fostering civic pride. Studies show that trees and other
vegetation filter pollutants, increase property values, attract visitors, improve health and
promote community unity through events like Arbor Day.
The Renton Urban Forest Management Plan (“Plan”) update is the collaborative effort from City
departments to create a proactive work plan that guides the City’s urban forestry and natural
resource management programs. This Plan builds upon existing programs and establishes the
focus and direction for the next 10 years.
The state of Renton’s urban forest, from the downtown core to new and existing commercial and
residential districts, has been reviewed. Interaction between different City departments in
recent years was key to developing appropriate strategies to incorporate the varied priorities
affected by trees in the urban landscape. Nearly all departments in the City interact with the
Urban Forestry Program, benefit from the urban forest, or are impacted in some way.
To ensure the program’s vision and mission statements, various issues and opportunities were
reviewed— from public safety to current tree regulations— to accurately capture public concerns
with trees and vegetation.
The intention of this Plan is to create a road map for the future of the Urban Forestry Program.
The previous plan suggested creating an Inter-departmental Team over the course of the 10-year
plan. This was never implemented. To realize the maximum benefits afforded by the urban forest
and make the community a great place to live, work and play, a more consistent approach is
needed.
There is a need for continued work on the forestry ordinance. The Plan proposes a new Tree
Planting Initiative (TPI) to be more proactive and equitable about replacing trees that are lost
and to preserve and enhance tree canopy cover equitably. Best management practices also
point to the need for a Tree Risk Plan (TRP) and ideally an in-house arborist crew.
Although the urban forest provides a broad range of ecosystem services— direct and indirect
benefits provided to the City, its citizens, the region, and the planet— we tend to take the
benefits for granted because they are not assigned a dollar value. That is changing and many of
the benefits are not only tangible but measurable. Local cities, state, and national sources
continue to increasingly find great value in urban forests.
Unfortunately, these green assets are often overlooked in the land development process and
destroyed for a fraction of their larger economic and ecosystem values. It is critical to bear in
mind that long-term management of these natural assets brings a higher return than their
elimination or the upfront maintenance costs. The fact is that trees — “green infrastructure”—
increase in value over time, unlike gray infrastructure like roads, poles, pipes, and sidewalks.
Figure 2 below begins to highlight the benefits of trees in communities, emphasizing the role
they play in maintaining community health, well-being, safety, environments, and local
economies.
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 5 | P a g e
BENEFITS OF THE URBAN FOREST
The quality of life of the citizens in any community depends on the urban forest, as trees make
a vital and affordable contribution to the sense of community, pedestrian-friendly
neighborhoods, energy savings, and air quality. Trees are one of the few infrastructure
investments that grow in value over time.
Tree canopy is a valuable component of Renton’s urban ecosystem. Trees in urban settings are
important to improving urban life, as well as human physical and emotional well -being.
Research suggests that human beings have an innate affiliation to natural settings, a concept
described as biophilia (Kellert and Wilson 1993). Studies link access to living trees, outdoor air,
and natural light to increased employee and student productivity, faster hospital recoveries, less
crime, and an overall reduction in stress and anxiety. Thus, expanding the urban forest is part of
the solution to Renton’s social, environmental, and economic problems— it is integral to
enhancing public health programs, increasing land values and local tax bases, providing job
training and employment opportunities, reducing costs of city services, increasing public safety,
improving air quality, offsetting carbon emissions, managing stormwater runoff, mitigating
water shortages, and conserving energy. The following data was derived from Alliance for
Community Trees.1
11 Alliance for Community Trees. 2011. Benefits of trees and urban forests: A research list. www.actrees.org
Figure 2. Overview of the ecosystem benefits and services provided by trees in communities (Source: City of Renton)
AGENDA ITEM # 7. a)
Benefits of the Urban Forest 6 | P a g e
REDUCE STRESS AND IMPROVE THE QUALITY OF LIFE
Neighborhoods with generous canopies of trees are good for public health.
Greater contact with natural environments correlates with lower levels of stress,
improving performance. Students’ concentration levels go up when they are able
to look out onto a green landscape. Studies show that children with attention
deficit disorder function better after activities in green settings. A green
environment impacts worker productivity. Workers without views of nature from
their desks claimed 23% more sick days than workers with views of nature.
Residents of areas with the highest levels of greenery were 3 times as likely to be
physically active and 40% less likely to be overweight than residents living in the
least green settings.
CLEAN THE AIR AND BREATHE EASIER
Shade trees reduce pollution and return oxygen to the atmosphere. In addition
to carbon dioxide, trees’ leaves or needles absorb pollutants, such as ozone,
nitrogen dioxide, sulfur dioxide, and some particulate matter.
SAVE ENERGY AND LOWER ENERGY COSTS FOR BUILDINGS
As natural screens, trees can insulate homes and businesses from extreme
temperatures, keep properties cool, and reduce air conditioning utility bills . A
20% canopy of deciduous trees over a house results in annual cooling savings of
8 to 18 percent and annual heating savings of 2 to 8 percent. By planting shade
trees on sunny exposures, residents and businesses can save up to 50% on hot-
day energy bills.
POSITIVELY INFLUENCE CLIMATE TO ENSURE SUSTAINABILITY
Trees absorb carbon dioxide and store carbon in wood, which helps to reduce
greenhouse gases. Carbon emissions from vehicles, industries, and power plants
are a primary contributor to increased air temperatures in metropolitan areas.
Trees in the United States store 700 million tons of carbon valued at $14 billion
with an annual carbon sequestration rate of 22.8 million tons per year valued at
$460 million annually.
REDUCE THE NEED FOR STREET MAINTENANCE
Shaded streets last longer and require far less pavement maintenance, reducing
long- term costs. Canopy diminishes pavement fatigue, cracking, rutting, and
other damage. A study from University of California at Davis found that 20%
shade cover on a street improves pavement condition by 11%, which is a 60%
savings for resurfacing over 30 years.
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 7 | P a g e
RAISE PROPERTY VALUES
Trees are sound investments, for businesses and residents alike, and their value
increases as they grow. Sustainable landscapes can increase property values up to
37%. The value of trees appreciates over time, because the benefits grow as they
do. For businesses, trees have added value, including higher revenues. Shoppers
seek out leafy promenades that frame storefronts. Research shows that shoppers
spend more—between 9 and 12 percent more—on products in tree-lined business
districts. A study by Donovan & Butry in 2008 shows trees increase value to the
home they reside but also contribute to increased property values of adjacent
homes and properties. As an additional benefit, increased property values
resulting from trees lead to quicker home sales (Wolf 2007).
CONSERVE WATER AND SOIL
A tree’s fibrous roots, extending into the soil, are premier pollution filtration and
soil erosion prevention systems. Intensely urbanized areas are covered with a large
number of impermeable surfaces. In contrast to an impervious hardscape, a
healthy urban forest can reduce annual stormwater runoff up to 7%. Highly
efficient trees also utilize or absorb toxic substances such as lead, zinc, copper, and
biological contaminants. One study estimated that eliminating the need for
additional local stormwater filtration systems would result in savings exceeding
$2 billion.
COOLER PAVEMENT DIMINISHES URBAN HEAT ISLANDS
Broad canopy trees lower temperatures by shading buildings, asphalt, and
concrete. They deflect radiation from the sun and release moisture into the air.
The urban heat island effect is the resulting higher temperature of areas
dominated by buildings, roads, and sidewalks. Cities are often 5° to 10°F hotter
than undeveloped areas, because hot pavement and buildings have replaced cool
vegetated land. In addition, high temperatures increase the volatility of
automobile oil and oil within the asphalt itself, releasing the fumes into the
atmosphere. Shade trees can reduce asphalt temperatures by as much as 36°F,
which diminishes the fumes and improves air quality.
PROTECT WILDLIFE AND RESTORE ECOSYSTEMS
Planting and protecting trees can provide habitat for hundreds of birds and small
animals. Urbanization and the destruction of valuable ecosystems have led to the
decline of many of species. Adding trees, particularly native trees, provides
valuable habitat for wildlife.
Figure 3. The street tree pictured adds $7,593
to the price of the house it fronts and $7,098
to the seven houses within 100 feet, giving a
total value of $14,691. The dotted line
represents the tree’s 100-ft radius sphere of
influence. (Donovan & Butry, 2008)
AGENDA ITEM # 7. a)
Benefits of the Urban Forest 8 | P a g e
BUILD SAFE COMMUNITIES AND DECREASE CRIME
Police and crime prevention experts agree that trees and landscaping cut the
incidence of theft, vandalism, and violence by enhancing neighborhoods. Thriving
trees on well-maintained streets indicate pride of ownership. Public housing
residents with nearby trees and natural landscapes reported 25% fewer acts of
domestic aggression and violence. Apartment buildings with high levels of
greenery had 52% fewer crimes than those without any trees. Buildings with
medium amounts of greenery had 42% fewer crimes.
CALM TRAFFIC AND MAKE NEIGHBORHOODS SAFER AND QUIETER
People drive more slowly and carefully through tree-lined streets, because trees
create the illusion of narrower streets. One study found a 46% decrease in crash
rates across urban arterial and highway sites after landscape improvements were
installed. The presence of trees in a suburban landscape reduced the cruising
speed of drivers by an average of 3 miles per hour. Faster drivers and slower drivers
both drove at decreased speeds in the presence of trees. Trees reduce noise
pollution, buffering as much as half of urban noise. By absorbing sounds, a belt of
trees 100 feet wide and 50 feet tall can reduce highway noise by 6 to 10 decibels.
Buffers composed of trees and shrubs can reduce 50% of noise.
A comprehensive analysis of the ecosystem services and benefits provided by the trees
inventoried in 2020 are provided in the Value and Benefits of the Public Tree Population section.
AGENDA ITEM # 7. a)
Renton, WA Urban Forest Management Plan 10-year Update Jan2022 9 | P a g e
HISTORICAL BACKGROUND
First was the Forest. The Duwamish were the first people known to inhabit the present-day
location of the City of Renton. At that time, dense stands of old -growth trees, including Douglas
fir, western red cedar, and western hemlock, blanketed the hills above fertile river valleys. The
land was abundant with natural resources. Trees were harvested in limited quantities to build
longhouses and large dugout canoes.
Lumber and Coal Harvesting. Renton’s first white settler, Henry Tobin, came to this area in 1853
with business interests in lumber. After his neighbor discovered coal the following year, Tobin,
Dr. R.H. Bigelow, and two other early settlers formed the Duwamish Coal Company and built a
sawmill at the junction of the Cedar and Black Rivers. Timber from the mill was used to shore
up coal-mine tunnels. The mill burned during the Indian War of 1855, temporarily halting
mining operations. More white settlers arrived in the 1860s and began clearing trees, often by
burning, to open land for farming and dairy. New coal seams were discovered in outlying areas
and Renton’s rivers provided important shipping connections from Lake Washington to Seattle
and beyond. The small settlement near the lake became an important stopover for lodging,
food, and supplies. Significant coal discoveries in Renton in the 1870s changed the farming
community into a rugged mining town. Active logging operations resumed with the opening
of the Parker sawmill. The timber was again used to support mine shafts, but also to construct
homes and businesses.
The City of Renton is Born. Erasmus Smithers filed the first square-mile plat of the town of
Renton in 1875. The town was named in honor of Captain William Renton, the most successful
lumber merchant of the time who heavily financed Renton’s early coal industry. The City of
Renton incorporated in 1901 with a population of approximately 1,300.
Additional transportation improvements and industrial establishments spurred growth
throughout the 20th century. The most dramatic growth period occurred with the influx of
wartime industry workers at Boeing and PACCAR between 1940 and 1950, when the population
rose from 4,500 to over 16,000. Forest clearing continued to make way for the airport, industrial
areas, commercial centers, and housing.
Urban Forestry’s Early Beginnings in Renton. Early urban forestry in Renton included tree
planting funded by various federal grants and maintained by the Public Works Department. No
formal maintenance program was in place during the years prior to 1980. Trees were managed
and maintained on a reactive, emergency basis. During the early 1980s a Street Tree Committee
was formed to address many urban tree issues. They offered recommendations to City Council
and developed regulations for planting and maintaining trees. Mature trees in the downtown
business district growing in small sidewalk cut-outs resulted in damage to the sidewalks. A
street tree ordinance was drafted but never adopted.
In 1982, Renton’s Parks Department took over responsibility for trees in the downtown area from
Public Works. The Parks Department spearheaded and established a routine vegetation
management program that included improved standards for evaluations, street tree pruning,
removals, and replacements.
In the 1980s and 1990s, tree maintenance reverted to the improper practice of rounding -over
trees (a form of topping) to keep large-maturing sizes in scale with buildings and overhangs.
Tree removal and sidewalk replacement was an expensive result of trees that became too large
in limited planting spaces. Unregulated tree planting in neighborhoods was customary.
Residential streets, planted mainly with ornamental cherry and purple leaf plum trees, were
eventually topped by residents. Public Works struggled with the resulting “bushy” trees. Street
sweeping proved difficult and both vehicles and trees were needlessly damaged. Public safety
was also being compromised by trees blocking streetlights. The conflict between nature and
AGENDA ITEM # 7. a)
Historical Background 10 | P a g e
civilization was apparent. Nearly every City department and many residents were affected by a
lack of proper tree planning and design during this period and struggled to find an effective
solution to public safety issues.
In the 1990s, the City’s aggressive program of acquiring additional natural areas provided
important watershed and wildlife habitat. However, development pressures resulted in
encroachments, unauthorized use, and trash disposal by both private residents and developers
within natural areas. Besides topping in such areas, whole tree removal was occurring without
City authorization. Natural area lands were being partially occupied by a few residents, mostly
because they were not aware of property line locations. Discarded yard waste and house plants
contributed to the establishment of invasive plants such as ivy.
Urban Forestry Awakening During the 1990s. In 1992, a tree ordinance was again proposed but
was never brought to City Council for adoption and never resurrected again. The problems that
had been occurring with trees in the built environment, the lack of good design standards and
unregulated maintenance continued unabated.
Protecting the public has been a paramount concern of City departments despite some of the
controversy that has ensued. It often takes an incident to occur before a hazard is recognized.
In 1997, 65 mature bigleaf maples along Maple Valley Highway were removed by the City after
several tree limbs fell, temporarily closing the highway and the Maplewood Golf Course main
entrance.
After careful assessment of their condition, it was determined that the maples posed a
significant risk to public safety. While there was public outcry at their removal, many local
residents praised the City for being proactive.
In 1998, a Beautification Program was adopted by City Council. City leaders recognized that
trees were an important and integral part of the community consistent with City goals. The plan
included urban forestry components such as a tree ordinance (not completed), public
education and awareness, a tree inventory, a tree management policy, an adopt -a-park
program, marketing plan, and a method for measuring performance.
The 21st Century. By 2000, the City of Renton’s population grew to 50,052 and to over 80,000
in 2009. Through a series of annexations, Renton’s boundaries have expanded to 22.3 square-
miles. Rapid development has replaced the old growth forests of the past. Subsequently, an
awareness of the pace of development, loss of City trees, salmon recovery, and better water
quality both locally and regionally have driven an interest in urban forest conservation,
enhancement, and programming. Tree maintenance continued to be shared by Public Works
and the Community Services Departments. Public Works regularly maintained trees in
neighborhoods where branches interfered with sweeper trucks during the winter.
Otherwise, most of the street trees were maintained by Public Works crews on a reactive basis
following calls or complaints. Community Services crews provided more frequent maintenance
of trees in the downtown core, collaborating with Public Works on tree and sidewalk conflicts
and tree plantings in sidewalk openings. Storm damage to trees was coordinated citywide by
the Public Works Department with Community Services providing support. T ree maintenance
service contracts issued by the Community Services Department required tree work performed
by International Society of Arboriculture (ISA) Certified Arborists to assure proper maintenance
to City trees. The Beautification Program continued to move forward and in 2002 Renton’s first
City Forester was hired under the title, Parks Maintenance Manager, and worked in the
Community Services Department.
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2002 to 2009.
• Staff training in arboriculture and introduction to proper tree and vegetation
management to Community Services and Public Works staff. Elimination of all
rounding-over (topping) of public trees.
• Cooperative partnerships with Puget Sound Energy (PSE) to reduce tree and electric
wire conflicts. On Park Avenue, ash trees were removed by PSE and PSE donated “wire-
friendly” trees.
• In 2003, the City’s began inventorying its public trees.
• Eliminated planting large maturing trees in small sidewalk cut-out sections. Utilizing
larger 4 x 8 foot cut-out sections and planting smaller-maturing trees.
• Completed a city-wide tree inventory and assessment for street trees, park trees and
trees in natural areas. Street trees and park trees were located using global positioning
satellite (GPS) coordinates and integrated into the City’s graphic information system
(GIS).
• Budgeting in the Capital Improvement Program for Forestry Program Development and
Tree Maintenance.
• Adopted Tree Retention [Protection] Regulations for new development.
• Renton’s first certified arborist trained in 2006 under the ISA certification program.
• Added tree-related policies to the City’s Comprehensive Plan that regulated street trees
along new or reconstructed streets and the landscape of new property developments.
• City staff from multiple departments met to form the Urban and Community Forest
Task Force, hired consultants and initiated the process for preparation of the Renton
Urban and Community Forestry Development Plan.
• Presentations to elected officials and organizations of the Renton Urban and
Community Forestry Development Plan.
Recognition. In 2008, for the first time, the City of Renton achieved Tree City USA status for
efforts in urban forestry programming. This award is given annually by the National Arbor Day
Foundation in cooperation with the National Association of State Foresters and the USDA Forest
Service. Renton can now place Tree City USA signs at community entrances to show visitors that
Renton cares about its environment and is dedicated to preserving a quality lifestyle. The annual
Tree City USA award presentation and Arbor Day celebration offer excellent publicity
opportunities—reaching large numbers of people with information about tree care and
conservation. Becoming a Tree City USA, Renton now qualifies to receive awards of state and
federal agency grants.
In 2009, the Maplewood Golf Course became Washington’s second municipal golf course to be
designated a “Certified Audubon Cooperative Sanctuary” by Audubon International.
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Historical Background 12 | P a g e
2009 to Present.
• The City completed its first ever high-resolution urban tree canopy assessment in 2011
finding 28.6% of the City is covered by the canopy of trees when viewed from above.
• In 2018, the City updated its tree canopy assessment finding the urban forest covers 29.3%
of Renton— up 0.7% in six years (2011 and 2017 imagery used).
• The Urban Forest Inventory and Resource Analysis Summary Report was completed in
2021.
• This document updates the 10-year urban forest management plan through 2032.
• Renton has been a Tree City USA recipient for 14 years, including 11 Growth Awards in the
process.
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Current State of Renton’s Urban Forest 13 | P a g e
CURRENT STATE OF RENTON’S URBAN FOREST
Urbanization creates significant changes in land use and land cover, affecting the structure,
pattern, and function of ecosystems. The public is increasingly concerned about how these
changes influence daily life and affect the sustainability of “quality of life” for future generations.
Improving air quality, cooling urban heat islands, reducing stormwater runoff, and building
resiliency against pests, diseases, climate change, and storm events are challenges facing the
City of Renton. Rapid growth in Renton, with a population of over 10 7 thousand people, is
accelerating these problems. The problems need solutions as the City tries to protect and
restore environmental quality while enhancing economic opportunity.
Renton is a vibrant city that will continue to grow. As it grows, it should also continue to invest
in its tree canopy. This is no easy task, given financial constraints and trends toward higher
density development that may put space for trees at a premium. The challenge ahead is to
better integrate the green infrastructure with the gray infrastructure by increasing tree planting,
providing adequate space for trees, and designing plantings to maximize net benefits over the
long term, thereby perpetuating a resource that is both functional and sustainable.
To make informed decisions about its tree canopy and the strategies to preserve and enhance
it, analyses of the urban forest were completed as part of the planning process. These analyses
look at the various types of landscapes that comprise the urban forest along with the ownership
type and the maintenance responsibility. These various landscapes are depicted in Figure 4 on
the following page.
The most extensive data on the Citywide urban forest was gathered from two urban tree canopy
assessments in 2011 and 2018. The Citywide urban forest is measured with these high-resolution
urban tree canopy (UTC) assessments using various imagery and GIS processes. The primary goal
of this type of assessment is to identify a baseline and benchmark of the City’s tree canopy and
analyze the land cover class across a range of geographic boundaries. This analysis identifies
areas for tree canopy preservation as well as the opportunities for new urban tree canopy cover.
A bottom-up assessment of Renton’s urban forest was also completed using the City’s updated
public tree inventory database. This dataset focuses on the trees that are the City’s responsibility
to maintain and are located along streetscapes within the public right -of-way, in public parks,
and on public properties. Based on these datasets, Renton has a total of 27,456 public trees
along streets, in parks, and in the Maplewood Golf Course, and a total of 89,528 trees in natural
areas.
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Current State of Renton’s Urban Forest 14 | P a g e
THE URBAN FOREST EXTENT AND LANDSCAPES
CITYWIDE OPEN SPACE WATERWAYS
CAMPUSES PARKS YARDS
PRIVATE PROPERTY DOWNTOWN STREETS
Figure 4. Depiction of the various types of landscapes that comprise Renton's urban forest
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Renton, WA 10-year Urban Forest Management Plan Update Jan2022 15 | P a g e
URBAN TREE CANOPY COVER
The analysis of Renton’s urban forest begins at the
largest scale, the urban tree canopy cover. Renton’s
2018 Urban Tree Canopy Assessment utilized 2017
high-resolution imagery to evaluate the extent of and
opportunities for tree canopy cover. Currently, 29.3%
of the City’s land area is covered by the canopy of
trees across public and private boundaries. Another
way to look at the extent of this resource— of the
14,935 total land acres in Renton, 4,382 acres are
covered by tree canopy— equivalent to the area of
over 3,300 NFL-sized football fields.
The assessment also identified areas for potential
new tree canopy—tree planting—and a total of 20%
(3,030 acres) of Renton’s land area is either grass, low-
lying shrubs, or impervious surfaces.
Figure 6. Renton’s 2018 Tree
Canopy Assessment results
CITYWIDE
TREE CANOPY ASSESSMENT RESULTS
(2018)
STREETS, MEDIANS,
BACKUP LOTS, ALLEYS
City Maintained
or Other
PARKS, OPEN SPACE,
NATURAL AREAS
City
Maintained
PRIVATE
PROPERTY
Owner or Other
Maintained
PUBLIC TREES PRIVATE TREES
TREE MAINTENANCE RESPONSIBILITY
Figure 5. Maintenance responsibility of trees comprising Renton's urban forest
Existing
Tree
Canopy
Cover,
29%
Total
Possible
Planting
Area, 20%
Total
Unsuitable
Area, 50%
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Current State of Renton’s Urban Forest 16 | P a g e
Tree Canopy
Possible Vegetative Planting Area
Possible Impervious Planting Area
Unsuitable Impervious
Water
Figure 7. Map displaying Renton's tree canopy and vegetative area for possible tree plantings (2018)
TREE CANOPY AND VEGETATIVE AREA FOR POSSIBLE TREE PLANTINGS (2018)
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The tree canopy assessment was further analyzed to identify areas with more or less tree cover
and areas where there are potential opportunities for more canopy to exist. The charts below
summarize these metrics by Community Planning Areas and Zoning Type followed by analyses
of canopy cover change from 2010 to 2017.
EXISTING TREE CANOPY COVER (%) BY COMMUNITY PLANNING AREA
11%14%17%22%
32%
69%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Center
Downtown
Center Village Industrial Commercial Residential Resource
Conservation
EXISTING TREE CANOPY COVER (%) BY ZONING TYPE
31%
47%
13%
29%
25%
34%
39%
29%31%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Figure 9. Existing tree canopy cover by Zoning Type (consolidated classifications)
Figure 8. Existing tree canopy cover by Community Planning Area
AGENDA ITEM # 7. a)
Current State of Renton’s Urban Forest 18 | P a g e
URBAN TREE CANOPY COVER CHANGE
+ 0.6%
4,200
4,250
4,300
4,350
4,400
AcresUTC 2010 (Acres)UTC 2017 (Acres)
+2.1%+2.5%+1.0%+2.1%+3.6%
-0.7%
-2.1%
0
500
1,000
1,500
2,000
2,500
3,000
AcresUTC 2010 (Acres)UTC 2017 (Acres)
TREE CANOPY CHANGE IN RENTON (2010-2017)
TREE CANOPY CHANGE BY COMMUNITY PLANNING AREAS (2010-2017)
TREE CANOPY CHANGE BY ZONING TYPE (2010-2017)
Figure 10. Citywide tree
canopy cover change
Figure 11. Tree canopy cover
change by Community
Planning Area
Figure 12. Tree canopy cover change by Zoning Type
(consolidated classifications)
-0.9%
-1.9%
+2.1%
-2.4%
+2.0%
+1.6%
-0.9%+4.2%
-0.2%
0
100
200
300
400
500
600
700
800
900
1,000
AcresUTC 2010 (Acres)UTC 2017 (Acres)
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Renton, WA 10-year Urban Forest Management Plan Update Jan2022 19 | P a g e
Results
The Citywide tree canopy cover based on 2017 imagery is 29.3% meaning of the 14,935 total land
acres in Renton, there are 4,382 acres covered by tree canopy when viewed from above. The
2018 assessment also identified possible planting areas, those areas that are grass and low-lying
shrubs and impervious areas such as parking lots that could theoretically be spaces for new
trees. The combination of these possible planting areas is referred to as Total Possible Planting
Area or Total PPA. Citywide, the Total PPA is comprised of 18% (2,714 acres) vegetative planting
area and 2% (316 acres) impervious planting area.
At a finer scale, tree canopy cover across Community Planning Areas varies between 13% in City
Center to 47% in Cedar River. Across Zoning Types, the tree canopy varies but resembles a
similar distribution among the types of zoning classes found in other community studies. For
example, the Resource Conservation Zoning Type has the highest amount of tree canopy cover
compared to its total land area with 69%. The Residential Zoning Type canopy cover is less than
half the amount of Resource Conservation but is the second highest of the Zoning Types with
32% tree canopy cover. It should be noted that while Residential has the second highest
percentage of tree canopy, it holds the highest amount of actual canopy cover acres with 2,510
acres of canopy whereas Resource Conservation has 863 acres of canopy cover.
When comparing canopy cover from the two assessments (2011 assessment using 2010 imagery
and 2018 assessment using 2017 imagery), it was found that the canopy cover Citywide has
increased by 0.6% in the seven-year timespan. This change from 28.7% in 2010 to 29.3% in 2017
was further analyzed by Community Planning Area, Zoning Type, and all other geographies
included in the study. Across the Community Planning Areas, the greatest amount of canopy
loss between the two time periods was experienced in East Plateau (2.4% decrease) and the
highest amount of canopy gain was observed in Valley (4.2% increase). Between 2010 and 2017,
City Center experienced a 2.1% growth in canopy. Observing canopy cover change across Zoning
Types, the greatest loss of canopy was observed in the Resource Conservation Zoning Type (2.1%
decrease) and the greatest increase in canopy was found in the Commercial Zoning Type (3.6%
increase).
Discussion/Recommendations
To inform localized urban forest management, the tree canopy metrics were summarized by
various planning boundaries including Land Use, Zoning Type, Community Planning Areas,
Watersheds, Census Block Groups, and Catchments. With finer scale analyses of the existing
tree canopy and possible planting area compared to historical cover amounts (2010) in
Community Planning Areas and Zoning Types, urban forest management strategies can be
developed to support the Plan’s vision. For example, the Commercial Zoning Type experienced
a 3.6% increase in tree canopy cover, likely due to planning and development requirements and
the City’s tree ordinance requiring tree preservation and planting. Also, the overall canopy cover
increase is largely attributable to the annexation of the Benson planning area.
Further analyses of existing canopy cover, possible planting space, tree equity (in the following
section), and factors influencing changes were conducted to inform the canopy cover goals
presented in the Tree Planting Initiative and Tree Canopy Cover Goals sections.
Comprehensive reports were prepared for the 2011 and 2018 tree canopy assessments where
additional details regarding canopy cover, possible planting space, canopy cover change, and
ecosystem benefits are provided.
AGENDA ITEM # 7. a)
Current State of Renton’s Urban Forest 20 | P a g e
URBAN TREE EQUITY
The surface temperatures during a heat wave can vary
dramatically by city and by neighborhood. A big reason for
the difference across city neighborhoods is shade and the
canopy of trees that line some sidewalks but not others.
Through analyses and local assessments, it is observed
that a city’s wealthier areas zoned for single-family homes
typically attract more city services, like wide sidewalks and
trees. As time progresses, that disparity becomes more
than a matter of aesthetics. Research shows shade and
water evaporation from trees can lower surrounding air
temperatures by six degrees or more. While it is well
known that shade from a tree can help keep the ground
temperatures cooler, as climate change continues to
affect the region, the stakes are likely to get higher. In
certain cases that shade could be the difference between
life and death, especially for the sick, elderly, and disabled
people. Studies show that just an extra degree during a
heat wave increase mortality 2-3 percent (Dr. Feinstein,
Sustainability and Resilience Policy Director, SPUR, 2021).
Many areas lack adequate tree canopy perhaps due to a
series of consecutive policies championed by local
authorities, codification through federal actions, and
decisions to disinvest in neighborhoods where people of
color resided as regions grew rapidly in population and
infrastructure. A pattern was created that is replete in the
urban studies literature (J. Wolch et al 2005).
Other possible factors may include the competition for
limited physical space, and the increasing dominance of private real estate in driving
development processes and occupying areas with pavement that might otherwise contain
green space.
Specifically in Renton, trees are generally sparse in socioeconomically disadvantaged areas and
more prominent in wealthier neighborhoods. The tree canopy and associated benefits of the
urban forest are not equally shared and experienced by all communities. Whatever the cause
for canopy disparity, the purpose of this tree equity study is to state the baseline conditions,
identify priorities, and establish goals for increasing tree canopy cover equitably while
overcoming and contending with urban planning and development, the effects of climate
change, exotic tree pests and diseases, limited resources, and other factors.
Focused on addressing this canopy cover inequity, the American Forests organization created
the Tree Equity Score (TES, TreeEquityScore.org) tool that measures tree equity across 150,000
U.S. neighborhoods and 486 municipalities in urban areas. Each community’s TES indicates
whether there are enough trees for everyone to experience the health, economic, and climate
benefits that trees provide. The scores are based on how much tree canopy and surface
temperature align with income, employment, race, age, and health factors. A 0- to-100-point
system makes it easy to understand how a community is doing. With the knowledge the score
provides, Renton’s community leaders, tree advocates, and residents alike can address climate
change and public health through the lens of social equity, attract new resources, factor the
scores into technical decisions, guide implementation of the 2022 Urban Forest Management
Plan, and track progress toward achieving tree equity. A score of 100 represents tree equity.
Figure 13. Example of canopy cover
differences in two Renton neighborhoods
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Renton, WA 10-year Urban Forest Management Plan Update Jan2022 21 | P a g e
Figure 14. Map displaying the Tree Equity Scores by Census Block Groups in Renton, WA (TreeEquityScore.org)
Tree Equity Scores
0 – 63
64 – 79
80 – 89
90 – 99
100
Census Block Groups
TREE EQUITY SCORES BY CENSUS BLOCK GROUPS (TREEEQUITYSCORE.ORG)
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Current State of Renton’s Urban Forest 22 | P a g e
91 88 86 84 83 83 80 78 76 73
0
10
20
30
40
50
60
70
80
90
100
TREE EQUITY SCORE COMPARISONS
Figure 15. Comparison of Tree Equity Scores for cities near Renton, WA
9
23
16
19
6
0
5
10
15
20
25
100 90-99 80-89 64-79 0-63Count of Census Block GroupsTree Equity Score Ranges
DISTRIBUTION OF TREE EQUITY SCORES AMONG RENTON’S CENSUS BLOCK GROUPS
Figure 16. Count of Census Block Groups for each Tree Equity Score range
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Results
Based on the criteria evaluated for each Census Block Group in Renton, the Citywide Tree Equity
Score is currently at a score of 83 out of 100. This score is based on a combination of metrics for
73 Census Block Groups (CBG) comprising the City (refer to Figure 14). Compared to nine other
cities in the region, Renton’s TES is slightly above the average of 81 but ranks fifth out of the ten
total cities used in the study. As shown in the previous figure (Figure 16), only nine of the CBGs
are attaining complete tree equity with a score of 100 and six CBGs have a TES less than 63. The
majority (23 or 31%) of CBGs have a TES between 90 and 99.
Discussion/Recommendations
In the past few years, regional partners are increasingly acknowledging and confronting the
past practices, current perceptions, and accelerating progress to ensure that communities,
landscapes, and policies are more intentional about enhancing historically disinvested areas.
Ambitious goals to increase tree canopy in areas of greatest need are drafted for the City’s
review and adoption. These goals will grow a more equitable urban forest that provides cooling,
public health, habitat, energy saving, and other benefits. In addition, the City should commit to
plant and maintain trees, update and align policies and procedures to grow and protect public
and private trees, and engage the citizens of Renton to become advocates and stewards of the
City’s urban forest.
Although the City will oversee and monitor these canopy goals, the effort will inevitably require
extensive support from all City departments, community-based organizations, and others
aiming to prepare for a changing climate. As a first step, this Plan provides guidance to prioritize
resilient, climate-appropriate trees, preserve and conserve mature trees, and properly manage
resources to ensure that trees thrive in the urban environment. The cooperation of the City,
partners, organizations, property owners, and others is instrumental to meeting these goals, and
the Tree Planting Initiative and Tree Canopy Cover Goals sections provide the approach to
formally establish a tree canopy goal that will guide this shared commitment.
A shared commitment to tree canopy cover and equity goals will lessen the tensions that exist
between gray and green infrastructure in Renton. The opportunities and challenges for
advancing an equity-centered approach to expanding tree canopy are innumerable, though
the adoption and implementation of tree canopy goals is an immediate opportunity to advance
such approaches.
An urban tree canopy goal that addresses equity will need to demonstrate its value to enable
community members to do more than they ultimately would have been able to accomplish
without it. Disinvested communities in the region want more equitable policies, living-wage
jobs, higher household incomes, safer neighborhoods, affordable housing, a more usable and
connected urban network, pedestrian infrastructure, more frequent transit service, better
funding for schools, and specific initiatives to engage youth and families, among other things.
Showing the value of an equity-based tree program and canopy goal that helps to advance
these well-known needs will create an immediate and Citywide constituency for making
Renton more sustainable through actions at the neighborhood level. The Citywide and local-
level canopy goals aim to address these concerns and opportunities.
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Current State of Renton’s Urban Forest 24 | P a g e
STRUCTURE OF THE PUBLIC TREE POPULATION
For an understanding of the urban forest that is directly managed by the City, analyses of public
tree inventory datasets were completed. Tree composition data is essential since the types of
trees present in a community greatly affect the amount of benefits produced, tree maintenance
activities, budgets, planting goals, canopy connectivity, and the City’s ability to respond to
threats from invasive pests and diseases.
Table 1. Distribution of public trees by Site Design
Results
The public tree population is
comprised of street and park trees. Of
the total 29,289 public trees with Site
Design values, there are 11,309 street
trees, over 6,000 trees in unimproved
right-of-way, more than 8,000 park
trees in maintained areas, 2,134 trees
in natural areas, and 817 trees on City
properties. The inventory database
does not include the 89,528 total natural area trees or trees in unmaintained areas of public
parks.
Discussion/Recommendations
The extent and distribution of public trees across the City impacts the structure of the
maintenance program and the demand for services. To manage the urban forest for health and
public safety, it is recommended street trees be pruned on a 7-year cycle meaning each street
tree is pruned within a 7-year timeframe to address clearance issues, structural defects,
diseased/decayed/damaged/dying limbs, and other routine maintenance. Currently, the City
primarily contracts pruning and removals with approximately 350 trees pruned by contractors
and 400 trees pruned by the Urban Forester, Inspecting Arborist, or Parks & Trails crews.
Approximately 300 trees are removed annually. With 750 trees pruned each year, the City is on
a pruning rotation of approximately 37 years for all 27,456 public trees (street, park, golf course
trees) or 15 years for only the street tree population.
Site Design Count %
Street 11,309 39%
Park 8,008 27%
Unimproved Right-of-Way 6,068 21%
Natural Area 2,134 7%
Parking Lot 826 3%
City Building 817 3%
Not Available 127 0%
TOTAL 29,289 100%
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 25 | P a g e
Table 2. Public tree genera diversity (top 10)
Genus Count %
Acer 8,010 27%
Pseudotsuga 3,133 11%
Populus 2,932 10%
Alnus 2,203 8%
Thuja 2,004 7%
Prunus 1,775 6%
Pyrus 988 3%
Salix 953 3%
Fraxinus 847 3%
Pinus 809 3%
Other species 5,642 19%
TOTAL 29,296 100%
Acer
27%
Pseudotsuga
11%
Populus
10%Alnus
8%
Thuja
7%
Prunus
6%
Pyrus
3%
Salix
3%
Fraxinus
3%
Pinus
3%
Other
19%
Figure 17. Public tree genera diversity
PUBLIC TREE GENERA DIVERSITY
Acer → maples
Pseudotsuga → Douglas-firs
Populus → cottonwoods
Alnus → alders
Thuja → red cedars
Prunus → plums, cherries, peaches, others
Pyrus → pears
Salix → willows
Fraxinus → ash trees
Pinus → pines
AGENDA ITEM # 7. a)
Current State of Renton’s Urban Forest 26 | P a g e
The following provides a summary of the top ten species identified during the 2021 tree
inventory data analysis. Note the values differ slightly from the 2021 Urban Forest Inventory and
Resource Analysis Summary Report due to everchanging conditions and routine maintenance.
Table 3. Public tree species diversity (top 10)
Common Name Count %
Bigleaf maple 4,322 15%
Douglas-fir 3,132 11%
Black
cottonwood 2,771 9%
Red alder 2,198 8%
Red maple 1,920 7%
Western red
cedar 1,529 5%
Callery pear 977 3%
Norway maple 870 3%
Pacific willow 693 2%
Purple leaf plum 650 2%
Other species 10,245 35%
TOTAL 29,307 100%
Bigleaf Maple
15%
Douglas-fir
11%
Black
cottonwood
9%
Red
alder
8%
Red
maple
7%
Western red cedar
5%Callery Pear
3%
Norway
maple
3%
Pacific
willow
2%
Purple leaf
plum
2%
Other
35%
Figure 18. Public tree species diversity
PUBLIC TREE SPECIES DIVERSITY
Bigleaf maple Douglas-fir Black cottonwood Red alder Red maple
Western red cedar Callery pear Norway maple Pacific willow Purple leaf plum
Figure 19. Leaf profiles of the most common public trees (not to scale)
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 27 | P a g e
Results
Based on the inventory data there exists a total of 90 unique genera with the top five comprised
of Acer (27%), Pseudotsuga (11%), Populus (10%), Alnus (8%), and Thuja (7%). The top five genera
make up 63% (18,282 trees) of the 29,296 total live trees recorded in the 2021 inventory update.
Regarding species diversity, there exists a total of 281 unique tree species. The top ten species
comprise 65% of the inventory consisting of bigleaf maple (15%), Douglas-fir (11%), black
cottonwood (9%), red alder (8%), red maple (7%), western red cedar (5%), callery pear (3%),
Norway maple (3%), pacific willow (2%), and purple leaf plum (2%).
The composition of a tree population should follow the 10-20-30 Rule for species diversity—a
single species should represent no more than 10% of the community forest, a single genus no
more than 20%, and a single family no more than 30%. Based on this rule, bigleaf maple (Acer
macrophyllum) and Douglas-fir (Pseudotsuga menziesii) exceed the recommended 10%
maximum for a single species in a population, comprising a combined 26% of the inventoried
tree population. Regarding the genus threshold, maples (Acer) exceed the recommended 20%
maximum for a single genus in a population, comprising 27% of the inventoried trees.
Discussion/Recommendations
Bigleaf maple dominates the tree population at 15%. After bigleaf maple, Douglas-fir makes up
the second highest portion at 11%. For a sustainable and resilient urban forest, Douglas-fir,
bigleaf maples, and maples in general, should be limited in new tree installations.
As a result of the large quantity of Acer (maple) in the City’s population, along with its
susceptibility to Asian longhorned beetle (ALB, Anoplophora glabripennis), verticillium wilt,
and granulate ambrosia beetle (Xylosandrus crassiusculus), the planting of Acer should be
limited to minimize the potential for loss in the event that these pests appear in the City’s urban
forest. Regarding the second most prominent specices, Douglas-fir faces Rhabdocline
needlecast, Swiss needlecast, and twig blight which all affect the condition and performance
of the trees if not addressed. Therefore, this species should be limited in new plantings.
Low species diversity (large proportion of the population consisting of trees of the same species)
can lead to severe losses in the event of species-specific epidemics such as the devasting results
of Dutch elm disease (DED, Ophiostoma novo-ulmi) and more recently, emerald ash borer (EAB,
Agrilus planipennis). Asian longhorned beetle is a major threat to Renton’s urban forest, over
25% of the tree population is comprised of trees in the Acer (maple) genus. Tree species diversity
is crucial to the resilience of the community forest from these and future unknown threats.
The Tree Planting Initiative section provides the guidance for strategic planning and planting
of the urban forest to reduce susceptibility and maintain sustainability.
AGENDA ITEM # 7. a)
Current State of Renton’s Urban Forest 28 | P a g e
PUBLIC TREE POPULATION SIZE CLASS DISTRIBUTION (RELATIVE AGE)
The distribution of tree ages influences the structure of the urban forest as well as the present
and future costs to the City or property owners. An uneven-age urban forest offers continued
flow of benefits and a more uniform workflow allowing managers to more accurately allocate
annual maintenance funds. The inventoried trees were categorized into the following diameter
size classes: young trees (0-6 inches DBH or diameter at breast height measured at 4.5 feet),
established (7-12 inches DBH), maturing (13-18 and 19-24 inches DBH), and mature trees (25-30
and >30 inches). Since tree species have different lifespans and mature at different diameters,
heights, and crown spreads, actual tree age cannot be determined from diameter size class
alone. However, general classifications of size can be extrapolated into relative age classes.
YOUNG ESTABLISHED MATURING MATURE
19%
30%
24%
11%
7%8%
40%
25%
15%
10%
6%4%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
0-6in 7-12in 13-18in 19-24in 25-30in >30in
City Distribution Ideal Distribution (Richards, 1993)
Figure 21. Distribution of public trees by diameter (DBH) class compared to the ideal distribution
PUBLIC TREE SIZE DISTRIBUTION COMPARED TO THE IDEAL DISTRIBUTION
Figure 20. Distribution by Diameter (DBH) class within site design classifications
PUBLIC TREE SIZE DISTRIBUTION FOR VARIOUS SITE DESIGNS
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
City
Building
Natural Area Park Parking Lot Street Unimproved
ROW
0-3"4-6"7-12"13-18"19-24"25-30">30"
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Renton, WA 10-year Urban Forest Management Plan Update Jan2022 29 | P a g e
Results
The diameter classes were chosen so that the tree population could be analyzed according to
Richards’ ideal distribution (1983).2 Based on the analysis, the distribution trends towards less
ideal; young trees comprise less than half the recommended distribution with 19% instead of
40%. Renton’s distribution of trees in the 7-12-inch and 13-18-inch size classes exceed the ideal
distribution but the trees 19 inches or greater in diameter closely resemble the ideal distribution.
Discussion/Recommendations
Richards proposed an ideal diameter size class distribution for street trees based on
observations of well-adapted trees. Richards’ ideal distribution suggests that the largest fraction
of trees (approximately 40% of the population) should be young (less than 8 inches DBH), while
a smaller fraction (approximately 10%) should be in the large-diameter size class (greater than
24 inches DBH). A tree population with an ideal distribution would have an abundance of newly
planted and young trees, and lower numbers of established, maturing, and mature trees.
Table 4. Summary of Renton’s tree size distribution compared to the ideal distribution
In the public tree population, Renton has too few young
trees and an overabundance of established trees (7-18
inches in diameter) and a slightly overabundant population
of mature trees (>25 inches in diameter) suggesting an
overly maturing tree population. A goal for Renton’s urban
forest should be to have an uneven-aged distribution of
trees at the street, park, and Citywide levels. An aging tree
population poses a potential increase in maintenance and
removal demands and may leave a void in tree canopy and
associated benefits if tree planting levels are not elevated.
The City is below the threshold for young trees and it will
also suffer a loss of ecosystem services that were provided
by the mature trees if tree plantings do not increase.
It is recommended that Renton support a strong planting
and maintenance program to ensure that young, healthy trees are in place to fill in gaps in tree
canopy and replace older declining trees. The City must promote tree pre servation and
proactive tree care to ensure the long-term survival of older trees. Additionally, tree planting
and tree care will allow the distribution to normalize over time.
The distribution of individual tree ages within a tree population influences pr esent and future
costs as well as the flow of benefits. An ideal age/size distribution in the tree population allows
managers to allocate annual maintenance costs uniformly over many years and assures
continuity in overall tree canopy coverage and associated benefits which are often dependent
on the growing space of individual trees (e.g., open grown versus restricted growing areas).
As stated earlier, the City’s public tree maintenance program is influenced by the size classes
and relative age, among other factors. The City should support the tree canopy cover goals
recommended in this Plan to increase the number of new trees in the 0-6-inch range,
strengthen tree regulations to protect the medium to large trees, and proactively remove and
replace the declining large trees that pose potential risks as they approach senescence.
2 Richards, N. A. 1983. “Diversity and Stability in a Street Tree Population.” Urban Ecology 7(2):159–171.
0-6in LOW
7-12in HIGH
13-18in HIGH
19-24in IDEAL
25-30in IDEAL
>30in HIGH
AGENDA ITEM # 7. a)
Current State of Renton’s Urban Forest 30 | P a g e
VALUE AND BENEFITS OF THE PUBLIC TREE POPULATION
The urban forest plays an important role in supporting and improving the quality of life in
communities. A tree's shade and beauty contribute to a community’s quality of life and soften
the often hard appearance of urban landscapes and streetscapes. When properly maintained,
trees provide communities abundant environmental, economic, and social benefits that far
exceed the time and money invested in planting, pruning, protection, and removal.
Not only do the trees growing along the public streets constitute a valuable community
resource, they are actual City assets. They provide numerous tangible and intangible benefits
such as pollution control, energy reduction, stormwater management, property value increases,
wildlife habitat, education, and aesthetics.
Benefit Analysis of Renton’s Public Trees
The services and benefits of trees in the urban and suburban setting were once cons idered to
be unquantifiable. However, by using extensive scientific studies and practical research, these
benefits can now be confidently calculated using tree inventory information. Tree benefit values
for the City of Renton’s trees are summarized in this Plan using the findings from Renton’s
Urban Forest Inventory & Resource Analysis Summary Report, which was published in January
of 2021, and calculated using the U.S. Forest Service’s i-Tree’s Streets and i-Tree Eco applications.
The results of Renton’s tree inventory provide insight into the overall health of the City’s public
trees and the management activities needed to maintain and increase the benefits of trees into
the future.
The 2021 inventory report calculated benefits for 116,994 trees representing three main tree
populations in Renton: street and park trees (public rights -of-way and landscaped parks),
natural areas (various forest types such as wetlands, steep hillsides, and riparian), and the
Maplewood Golf Course (owned and maintained by the City of Renton). The following sections
summarize the benefits of these tree populations analyzed in the 2021 report.
To identify the dollar value provided and returned to the community, the City’s tree inventory
data were formatted for use in the i-Tree Canopy and i-Tree Eco benefit-cost assessment tools.
These applications analyze an inventoried tree population’s structure to estimate the costs and
benefits of that tree population. The assessment tools create annual benefit reports that
demonstrate the value the City’s trees provide.
Table 5. Summary of ecosystem services, benefits, and values of Renton's public trees
Tree
Population Method
Total #
of Trees
Annual
Benefits
per Tree ($)
Annual
Benefits per
Capita ($)*
Total
Annual
Benefits
Replacement
Value
Street and
Park Trees i-Tree ECO 25,772 $2.34 $0.66 $60,147 $30,600,000
Natural
Area Trees
i-Tree
Canopy 89,528 $1.73 $1.52 $155,141 $90,000,000
Maplewood
Golf Course Extrapolated 1,694 $2.34 $0.04 $3,964 $2,000,000
TOTAL 116,994 $1.88 $2.22 $219,252 $122,600,000
*Annual Benefits per Capita ($) based on an estimated population of 90,000 people at the time of the study
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Current State of Renton’s Urban Forest 31 | P a g e
Stormwater: Presents reductions in annual
stormwater runoff due to rainfall
interception by trees measured in gallons.
Air Quality: Quantifies the air pollutants
(ozone [O3], nitrogen dioxide [NO2], sulfur
dioxide [SO2], particulate matter less than
10 micrometers in diameter [PM10])
deposited on tree surfaces, and reduced
emissions from power plants (NO2, PM10,
volatile organic compounds [VOCs], SO2)
due to reduced electricity use in pounds.
The potential negative effects of trees on air
quality due to biogenic volatile organic
compounds (BVOC) emissions is also
reported.
Energy: Presents the contribution of the
urban forest towards conserving energy in
terms of reduced natural gas use in the
winter (measured in therms [thm]) and
reduced electricity use for air conditioning
in the summer (measured in Megawatt-
hours ([MWh]).
Aesthetic/Other Benefits: Shows the
tangible and intangible benefits of trees
reflected by increases in property values (in
dollars).
Carbon Stored: Tallies all of the carbon
dioxide (CO2) stored in the urban forest over
the life of its trees as a result of
sequestration. Carbon stored is measured in
pounds.
Carbon Sequestered: Presents annual
reductions in atmospheric CO2 due to
sequestration by trees and reduced
emissions from power plants due to
reductions in energy use. This is measured
pounds and has been translated to tons for
this report. The model accounts for CO2
released as trees die and decompose and
CO2 released during the care and
maintenance of trees.
Importance Value (IV): IVs are calculated for
species that comprise more than 1% of the
population. The Streets IV is the mean of
three relative values (percentage of total
trees, percentage of total leaf area, and
percentage of canopy cover) and can range
from 0 to 100, with an IV of 100 suggesting
total reliance on one species. IVs offer
valuable information about a community’s
reliance on certain species to provide
functional benefits. For example, a species
might represent 10% of a population but
have an IV of 25% due to its substantial
benefits, indicating that the loss of those
trees would be more significant than just
their population percentage would suggest.
Replacement Value: Replacement values
are estimates of the full cost of replacing
trees in their current condition, should they
be removed for some reason. Replacement
values are based on the Council of Tree and
Landscape Appraisers (CTLA) Guide for Plant
Appraisal, which uses a trunk formula
methodology.
AGENDA ITEM # 7. a)
Current State of Renton’s Urban Forest 32 | P a g e
Figure 22. Illustration of the benefits and services provided by public trees
Street and Park Tree Benefits
A total of 25,772 trees were inventoried as part of the inventory covering Renton’s streets and
parks. The tree inventory data was processed using i-Tree ECO, which estimated that these areas
have 654.7 acres of canopy cover. The annual benefits provided by these trees is over $60,000
and the total replacement value is nearly $3 million.
Table 6. Summary of the annual benefits provided by Renton’s public trees*
Benefits Total ($) Quantity
Annual
$/tree
Annual
$/capita
Avoided Stormwater $ 18,948.62 13,846,782 gal $ 0.74 $ 0.21
Carbon Sequestered $ 24,124.00 141.5 tons $ 0.94 $ 0.27
Air Quality $ 17,074.35 5,549.33 lbs $ 0.66 $ 0.19
Carbon Stored $ 2,287,708 (lifetime) 13,414 tons
Total Annual Benefit $ 60,146.97 $2.34 $0.67
*Distribution of benefits per tree and per capita based on 25,772 trees and a population of ~90,000 people
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Renton, WA 10-year Urban Forest Management Plan Update Jan2022 33 | P a g e
Natural Area Tree Benefits
Renton has approximately 854 acres of natural areas, with an estimated 89,528 trees covering
84% of that acreage (721 acres). These trees provide the same ecosystem benefits of street and
park trees; however, they are not typically in conflict with the built environment and therefore
they are maintained less often and left to live longer lives. As such, i-Tree Canopy does not
calculate a monetary value for avoided stormwater because stormwater in natural areas is more
likely to flow into streams and wetlands than city stormwater drains.
Table 7. Summary of the benefits and services of trees in natural areas
Benefits Total ($) Quantity
Avoided Stormwater N/A 461,306.84 gallons
Carbon Stored $ 3,687,700.00 216,221.31 tons
Carbon Sequestered $ 146,840.00 860.97 tons
Air Quality $ 8,301.00 48,356.65 lbs
TOTAL $3,842,841
Maplewood Golf Course Tree Benefits
As a part of Renton’s Urban Forest Inventory & Resource Analysis Summary Report, 1,684 trees
were inventoried and analyzed. The benefits for these trees were extrapolated from the average
annual benefits provided by Renton’s street and park trees. It was estimated the trees
inventoried on Maplewood Golf Course provide $3,964 in annual environmental benefits and
have a replacement value of $2,000,000.
AGENDA ITEM # 7. a)
Current State of Renton’s Urban Forest 34 | P a g e
RENTON’S
URBAN
FORESTRY
PROGRAM
AGENDA ITEM # 7. a)
Current Urban Forest Management Challenges 35 | P a g e
CURRENT URBAN FOREST MANAGEMENT CHALLENGES
OVERVIEW
The City of Renton has a unique urban form and character. Its size, layout, and development
density influence the landscape and has created a charming and livable city. Renton’s citizens
show pride in their city, and their neighborhoods are well cared for. The City’s climat e is ideal
for a wide range of plants and street trees and many of the City’s streets and landscapes exhibit
a unique and rich planting character. Some of the City’s historic neighborhoods and its newest
developments have a rich urban forest that illustrates Renton’s potential to be an even greater
tree-filled city guided by a strategic plan— a city that can be truly ‘ahead of the curve’.
Urban trees can play a significant role in making cities resilient to weather and climate
extremes, and in protecting human and ecosystem health and safety. To do so, trees must be
consciously selected, planted, and managed as the central component of an urban forest where
individual trees are maintained as part of a greater system with the purpose of improving the
urban environment and enhancing the benefits of that ecosystem.
Yet the ability of Renton’s trees to achieve the
desired maximum return of benefits is limited
due to poor maintenance and management
stemming from insufficient municipal budgets,
underdeveloped urban forest management
systems and programs, limited training of tree
care professionals, and a lack of enforcement of
tree-management best practices to support tree
health. Consequently, long-term tree health is
compromised resulting in limiting the beneficial
functions of trees, leaving trees more susceptible
to pests and disease, and leading to premature
tree death. The impact of this is compounded for
disadvantaged communities in Renton. As
stated by Jad Daley, president and CEO of
American Forests, “The single greatest threat
from climate change to people in cities is
extreme heat.”
In turn, urban trees in Renton face multiple
challenges to surviving and thriving. Trees that
die years prematurely will not create the root
systems and canopies needed to reach their
benefit potential and maximize their return on
investment. Planting and maintaining an urban
forest that exists in concert with other green
infrastructure must include management by trained individuals, the use of tree inventory data,
an understanding of baseline conditions and forecasted environmental changes, collaboration
among departments to mainstream urban forest management, a community with a shared
vision for the urban forest, and a roadmap for management provided in a plan.
AGENDA ITEM # 7. a)
Current Urban Forest Management Challenges 36 | P a g e
CHALLENGES IN MAINTAINING AND MANAGING PUBLIC TREES
There are a total of 27,456 public street and park trees and 89,528 natural area trees in Renton
that are the responsibility of the City to maintain and manage. In 2009, the Community Services
Department maintained 1,000 street trees within the downtown core and all park trees with
the goal of pruning trees on a five-year cycle. Maintenance was split between City staff for
routine care and private contractors for larger trees and more technical arboriculture work. The
Public Works Street Division maintained the public right -of-way by responding to tree
clearance issues and downed limbs from any of the 3,200 trees in the right-of-way at the time.
Sustainable Management – Pruning Cycles
Today, the Urban Forestry Program manages and administers general forestry maintenance
contracts for public tree planting, trimming, removals, consultancy, watering, and inspections
and the Public Works Street Division continues to prune trees for clearance and address
downed limbs in the public right-of-way. Parks & Trails crews also manage many tree issues on
an as needed basis within park areas and along trails. This structure provides a more holistic
approach to public tree management by extending maintenance beyond the downtown core
trees but the budgets inhibit efficient proactive management and compromise sustainability.
One measure of sustainable management is the number of years it takes to prune all public
trees, also referred to as the pruning cycle. Currently, the City is on an approximate 37-year
pruning cycle compared to the recommended 7-year cycle. The impact of deferred
maintenance is seen in the condition of the inventoried public tree population with nearly half
rated as fair in condition and only a third in good condition. Compounding the issue, both the
Parks & Trails Division and the Public Works Street Division have limited in resources and have
extensive demands to meet in regards to parks and trails maintenance and sidewalk repairs &
replacements, respectively.
Program Efficiencies
Having public tree maintenance responsibilities shared across departments can utilize limited
resources efficiently but only if the workflows are clear and understood. An example where the
workflow is complicated and inefficient lies within tree clearance issues for both public and
private trees impacted the right-of-way. These tree issues are received through Renton
Responds, staff observations, calls, or through Verra Mobility (the City’s traffic signal company).
If the clearance issue is the result of a tree branch, Public Works Transportation Maintenance
address the issue if it is a minor branch, or the issue is sent to code compliance for private trees
and to Urban Forestry for public trees. For minor public tree clearance issues, Urban Forestry will
sometimes address the problem with a pole saw from the ground, but the number of requests
continue to backlog and Urban Forestry had to build a dedicated worklist and contract for less
urgent tree clearance work of both public and private trees. For private trees, Code Compliance
could require the property owner to remedy the issue but for single private trees the process
and burden is onerous— the resident would need to pay for a right-of-way use permit in addition
to the cost of trimming, so it is often avoided and instead the tree is queued and eventually
addressed but results in significant backlogs.
Risk Tree Management
One of the unique challenges of managing Renton’s urban forest stems in part from the nature
of trees in the Pacific Northwest – trees grow exceptionally tall. Small pockets of remnant stands
of second growth trees can still be seen even today at the edge of new developments. They can
be more prone to branch failures than other tree species during storms. In addition to large tree
size, the prevalence of particular species in the urban forest population presents more
opportunities for possible damages and consequences as a result of the failure of a tree or tree
part. Other native species like bigleaf maples and black cottonwoods can also be problematic
as they are also large trees and are prone to decay. They comprise a large proportion of the
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 37 | P a g e
public tree population, especially in natural areas. There are also large specimen trees like pin
oaks, tulip trees, cedars, and sycamores on city streets which require thoughtful management.
Tree Related Policies and Regulations
Trees can be found mentioned in several City codes, regulations, and plans. Regulations to guide
tree planting and maintenance are limited and do not sufficiently address the concerns of many
City staff and the public. For example, there are limited regulations about planting trees near
street lights. Though section 4-4-070F.2 of Renton Municipal Code provides some guidelines for
planting near objects in the right-of-way, additional detailed language could address concerns.
Removing trees during construction of subdivisions became a problem after 2000 when the
City experienced a period of rapid development. An emergency rule was invoked in late 2006
followed by adoption of the tree retention regulation in 2007 to deal with loss of canopy cover
in new development. Legislation affecting the City of Renton is not only local in nature. Other
state and federal legislation impacts trees in the city directly or indirectly. One of these is the
Evergreen Communities Act which passed the State Legislature in 2008. This act specifically
benefits urban forestry across the state for local jurisdictions.
Regulations exist for planting, pruning, and removing street trees. A new Street Tree Regulation
has been developed to provide guidance on maintenance and planting. Additional regulations
will be incorporated into the Renton Municipal Code to improve tree protection and
preservation. Regulations include plan review for street tree planting, pruning and removal;
spacing guidelines and tree species selection for street trees; permits for land use, clearing and
tree removal; and hazardous tree mitigation. Though significant improvements have been
made, there still exist some inconsistencies or gaps in the policies and regulations for Renton’s
trees.
Tree Retention Requirements
When calculating tree retention density requirements on residential parcels, credit is given for
every six (6) inches of tree diameter at breast height (DBH) for larger trees retained, as opposed
to 1 for 1 replacement or retention. The upside is that for correcting violations by replanting,
every inch of diameter must be replaced. For infrastructure projects however, the replacement
value is 1 for 1. This does not quickly replace the diameter of larger trees lost due to infrastructure
projects. Also, the main elements for tree preservation are retention density and landmark size
(trees greater than 30 inches DBH).3 Industry recommendations and benchmarking research in
other cities show a landmark tree size classification should be reduced to at least 24 inches DBH
(Swiecki, et al. 1991).
Tree Removal Permits
All permitting for tree removals is coordinated through the Community and Economic
Development Department. As is often the case for municipalities with less stringent tree
preservation ordinances, tree value lost after removal for development is not always sufficiently
captured in replacement tree planting. Urban Forestry divisions are not always looped in
consistently during the design, land use and construction permi tting process. In Renton
however, this improved after the tree ordinances were reviewed in 2019 and the Urban Forestry
Division was more explicitly included in both land use discussion and construction permitting .
Many cities require removal permits for any tree over six (6) inches DBH, and removals are not
granted unless the tree is dead, diseased, structurally compromised, exceeded growth space, is
less important than planned infrastructure, or poses an unacceptably high level of risk. Lost tree
value can be recouped in the permitting process and is highly recommended and desired by
3 Public (SEPA exempt) utilities and public ROW expansions are exempt from tree density; however, street trees are required
per RMC 4-4-070, landscaping. Thus far, the proposed tree ordinance does not intend to apply the proposed tree credit system
to public ROW trees.
AGENDA ITEM # 7. a)
Current Urban Forest Management Challenges 38 | P a g e
the City, but, would likely require a full-time development review arborist.
Tree Protection during Construction
Currently, Best Management Practices (BMPs) for protecting tre es on construction sites are
inconsistently adhered to by contractors and the monitoring of tree protection zones (TPZ) is
insufficient due to poor understanding of the BMPs on the part of the contractors and the
inability for the City’s inspection team to provide 24/7 oversite on all development projects.
Alternative Solutions to Tree and Sidewalk Conflicts
Many municipalities habitually apply linear streetscape designs which limit retrofits and
alternative solutions to tree and sidewalk conflicts. Renton has made some use of flexible
design, however these types of designs could be considered more often. Flexible design would
allow more sidewalks to meander around trees, parcels could be developed around healthy
existing trees, and additional right-of-way easements/frontages could be obtained rather than
blindly applying the ‘safe streets’ or ADA retrofit designs. The Urban Forestry Program is actively
discussing potential changes to Code and regulations with Community & Economic
Development.
ADDRESSING THE CHALLENGES
These issues and challenges recognized in Renton are exacerbated in disadvantaged areas of
communities with limited resources. The City needs this comprehensive plan to preserve and
expand the urban forest which results in an equitable distribution of tree canopy, associated
benefits, and urban forestry opportunities. The City, its partners, and the community support a
plan for the urban forest that sustains the resource and provides benefits to all who live, work,
and recreate in the City.
To address these challenges, the Urban Forest Management Plan 10-year Update offers Renton
an opportunity to study, evaluate, and plan for improving urban forest management toward the
goal of supporting human and ecosystem health and well-being. The urgency of protecting the
urban forest has risen sharply as drought, pests, disease, climate impacts and budget cuts lead
to rapidly rising tree mortality. To address and reverse tree die-off and the loss of ecosystem
benefits, Renton needs a robust system of professional management of public trees and
improved support of resident engagement in the care and expansion of the urban forest, both
public and private.
When making improvements to the urban forest, efforts should be prioritized to improve
environmental justice, equity, access, and levels of service for underserved and vulnerable areas.
These considerations may include additional tree plantings for more equitable distribution of
urban forest cover and benefits, intensive tree management, diverse outreach approaches, and
unique stewardship programs.
Renton’s Urban Forest Management Plan is a crucial planning effort to build a more sustainable
resource and a healthy community, among other core urban forest management elements. This
strategic plan for Renton’s urban forest aims to help guide how the City might think about
strengthening City Code, policies, ordinances, standards, practices, and procedures; analyzes
staffing structures and authority; identifies opportunities for su stained and diversified funding;
provides guidance for routine and systematic inventories and assessments; identifies tree
maintenance efficiencies and planting/canopy goals and priorities; addresses storm, disaster,
and risk management needs; and strengthens community outreach, education, and
engagement.
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PROGRAMS MANAGING RENTON’S URBAN FOREST
PROGRAM ORGANIZATION
Renton’s urban forest is managed by the Parks Planning and Natural Resources Division in the
Parks and Recreation Department (previously referred to as the Community Services
Department). This division is dedicated to the health and protection of the environmental
resources, public safety, and community education for all to enjoy the 711 acres of natural areas,
27,456 public trees along streets, in parks and the golf course and 89,528 trees in natural areas.
In addition, the Division provides landscaping and maintenance within the right-of-way and on
facility grounds at 50 locations. The Urban Forestry Program within the Division is focused on
programming, inventory data collection and management, tree planting, training, tree
inspections, arboriculture related support for tree code enforcement, volunteer restoration
projects, arboriculture related support for site plan reviews, and events like Arbor Day and Earth
Day. These essential duties and responsibilities are overseen by the Urban Forestry and Natural
Resources Manager and supported by a contracted inspecting arborist, a part-time
administrative person, and a part-time supervisor.
Parks and Recreation
Department
Parks Planning and Natural
Resources Division
Urban Forestry Program
Supervisor (0.25 FTE)
Urban Forestry and Natural
Resources Manager (1.00 FTE)
Contracted Inspecting Arborist
(1.00 FTE)
Administrator (0.25 FTE)
Figure 23. Structure of Renton's Urban Forestry Program
INTERDEPARTMENTAL MANAGEMENT OF TREES
There are a wide range of management activities necessary to maintain an urban forest and
many of these overlap between city departments and divisions. The overlap is often based on
the location of a tree on publicly managed land or on private property. In the City of Renton,
public trees on streets, in parks, and in natural areas are the responsibility of the Urban Forestry
Program. Trees on private property fall under the Department of Community and Economic
Development’s (CED) Planning Division, and trees in the public space are managed or
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Programs Managing Renton’s Urban Forest 40 | P a g e
supported by the Parks Planning and Natural Resources Division, Parks & Trails Division, Public
Works Maintenance, and Public Works Transportation Systems. The CED Planning Division
oversees private property development, ordinance enforcement, and zoning, with trees on
private property assigned to this department. Likewise, Parks Planning and Development and
Public Works manage public space infrastructure such as streets and sidewalks, and street trees
are organized within these departments. While organizing tree management in this manner is
a natural fit for the responsibilities of each department or division, it does not necessarily
coincide with the expertise and skills of each department, nor does it orchestrate a holistic
management of the urban forest. As such, it is important to review the current structure of the
Renton urban forest for its benefits and tree management limitations, and to explore if
alternative management structures may improve City efficiency and ultimately, lead toward a
safer and sustainable urban forest.
PARKS PLANNING AND NATURAL RESOURCES URBAN FORESTRY PROGRAM
The Urban Forestry Program is responsible for the direct management of 27,456 street, park,
and golf course trees and 89,528 trees in natural areas. Trees located along streets are referred
as street trees. These trees are found between the sidewalk and cu rb in a planting strip or in
sidewalk cut-outs. Street trees are also found within the street right -of-way where no street
exists (dedicated right-of-way), where no sidewalk and curb exists (unimproved right-of-way),
and in some alleys. Street trees require permission to prune, remove, or otherwise treat however,
property owners can water and mulch street trees without permission and the City encourages
these activities for a healthy tree population. These regulations for planting, pruning, and
removing street trees did not always exist. Previously, many street trees were poorly or
improperly maintained, tree removals were made without notice, and poor tree selection and
placement happened when planting. The Street Tree Regulation was developed to address
these concerns and to provide guidance. Regulations include the following:
❖ Plan review for street tree planting, pruning and removal
❖ Spacing guidelines and tree species selection for street trees
❖ Permits for land use, clearing and tree removal
❖ Hazardous tree mitigation
The Urban Forestry Program manages the application for Arbor Day Tree City USA awards and
Arbor Day/Earth Day celebrations. The City has received the Tree City USA award for 14 years and
is eligible to submit applications for Arbor Day Foundation’s Growth Award, which has been
awarded for 11 consecutive years. The Growth Award recognizes Tree City USA communities that
demonstrate higher levels of tree care and community engagement. The Urban Forestry
Program also oversees the permitting process that receives requests for street tree pruning,
removal, inspection, or other requests. The tree(s) associated with a request is identified in the
City’s asset management software and inspections are conducted by the Urban Forestry
Program’s contracted Inspecting Arborist or other qualified personnel. The maintenance or
removal of street trees as requested through the permitting process are staged and prioritized
by the City or addressed by the adjacent property owner. In addition to service requests, the
Urban Forestry Program also conducts proactive pruning of street and park trees.
Previously, the street trees were managed by the Community Services Department and the
Public Works Street Division. The Community Services Department maintained approximately
1,000 street trees within the downtown core and all park trees on a five-year pruning cycle using
staff and private contractors. Private contractors were mostly utilized for larger trees and more
technical work. The Public Works Street Division was responsible for 3,200 trees within the City
right-of-way with maintenance occurring on a reactive basis meaning staff responded to
clearance issues or downed limbs or trees.
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Program Budget
Today, the public street and park trees are managed by the Urban Forestry Program with an
overall budget of $951,000 (2021). Of the total investment, 26% is attributed to administration
($250,000), 17% to consulting arborist inspection services ($157,000), 14% to contract pruning
($134,000), and 11% to professional services ($100,000— only in recent years for inventory and
management plan updates, otherwise it would be spent on pruning, removal, and planting)
and contract landscape watering ($100,000). The remaining 22% ($210,000) is used for tree
removals ($85,000), storm damage on-call / debris clean up ($70,000), tree planting ($35,000),
purchasing trees and planting supplies ($15,000), and pest management ($5,000).
Table 8. Annual investments in the management of street and park trees
Investments (2021) Percent
Allocated Total ($) $/tree $/capita Funding
Source*
Purchasing Trees &
Related Planting Supplies 2% $15,000 $0.55 $0.15 FIL
Planting Trees 4% $35,000 $1.27 $0.34 OP
Contract Pruning 14% $134,000 $4.88 $1.32 OP
Pest Management 1% $5,000 $0.18 $0.05 OP
Removal 9% $85,000 $3.10 $0.84 OP
Storm Damage On-Call /
Debris Clean Up 7% $70,000 $2.55 $0.69 OP
Professional Services** 11% $100,000 $3.64 $0.99 OP
Contract Landscape
Watering 11% $100,000 $3.64 $0.99 CON
Consulting Arborist
Inspection Services 17% $157,000 $5.72 $1.55 CON
Administration+ 26% $250,000 $9.11 $2.46 W&B
TOTALS 100% $951,000*** $34.64 $9.37
*Funding Source Descriptions:
FIL → Fee-in-Lieu fund – separate fund, use restricted to capitalizable purchases for tree planting (ref. RMC 9-13).
OP → Forestry Operating / Maintenance – total maintenance operating funds budget is $425,000.
CON → Externally Contracted Services – funds with separate dedicated budgets; inspection and irrigation.
W&B → Wages and Benefits – estimated, separate from Forestry maintenance budget fund. Based on Urban
Forestry Manager at 100%, Parks Planning & Natural Resources Director at 25%, and Support Staff at 10%.
**Professional Services:
Years 2020, 2021, and 2023 for tree inventory update, management plan update, and LiDAR canopy cover study
which would otherwise normally be spent on pruning, removals, and planting.
***Note:
Budget does not include the tree-related work of the Parks & Trails crews— funded through a separate budget.
+Administration: See Table 9 for summary of 2022 Administration costs.
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2022 Program Administration Costs
Based on a November 2021 analysis, the administration costs for the 2022 Urban Forestry
Program are provided in the table below:
Table 9. Summary of the 2022 budget for the Urban Forestry Program’s Administration *
Title 2022 Salary 2022 Benefits 2022 Total
Urban Forestry & Natural
Resources Manager (100%) $130,957 $55,251 $186,208
Parks Planning & Natural
Resources Director (25%) $39,290 $18,262 $57,551
Administrative Secretary 1 (10%) $7,776 $4,775 $12,550
TOTAL $178,022 $78,287 $256,309
*Details and Assumptions:
• The percentages assigned to each of the staff represent the amount of time and budget
attributed to urban forestry.
• The Urban Forestry & Natural Resources Manager and the Administrative Secretary’s
benefits remain the same from 2021 to 2022.
• The Parks Planning & Natural Resources Director benefits were adjusted (increased) to a
full family’s cost as a conservative measure.
• A 4% salary increase across the board for non-represented staff at the beginning of 2022.
• A 4% salary increase for AFSCME to mirror the non-represented increase.
Service Requests for Street, Park, and Natural Area Trees
When a service request for a street, park, or natural area tree is received through Renton
Responds or through other channels, the Urban Forestry Program uses the house and street
address for locating trees and to check if they are in the City’s tree inventory database. This
location information is collected in Renton Responds and is used for public and private tree
inspections. The Urban Forestry Program’s contracted Inspecting Arborist inspects trees and
evaluates the tree in terms of general condition and any obvious problems. Prescriptions for
treatment are entered into a work order database only for public trees using a prioritization
procedure. Actual maintenance can take upwards of a year or longer to occur, depending on
the urgency of the risk posed by the tree. Following an inspection, a response is emailed, or
other communications used, to relay information of any action to be taken by either the City or
by the property owner. Some of the more frequent private tree issues encountered include
dangerous trees on adjacent property, inspection of trees from Community and Economic
Development Department staff requests (code compliance, permit applications and
development regulations), and providing general information to property owners about
adjacent city trees.
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Risk Tree Management
The City has actively managed risk trees for over 12 years with a concerted effort beginning in
2009. At that time, the City recognized the need to develop a long-range plan for the
maintenance of the urban forest. To that end, more management information regarding
Renton’s urban forest would be required and the City’s first public tree inventory was created.
This inventory was updated in 2020. With this data, the City’s Urban Forestry Program drafted
the first specified risk tree management plan for Renton’s public trees . The Risk Tree
Management Plan draft is provided in Appendix E and adopting the plan is a strategy in this
Urban Forest Management Plan. Regularly updated tree inventory data will help create
inspections lists and a more proactive inspection rotation for species with a riskier failure profile
and lower recorded condition ratings.
Mainstreaming Urban Forest Management
To ensure sustainability and interdepartmental coordination, a ‘green team’ could be
established to coordinate efforts across the City. This would enable unified messaging,
consistent workflows, improved efficiencies, strengthened and frequent communication, and
improved knowledge transfer. This team may consist of members of the Collaborative Team for
the Urban Forest Management Plan project among others key staff. This idea as part of the
previous urban forest plan in 2009 but never came to fruition.
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URBAN FOREST BENCHMARK COMPARISONS
Urban forest benchmarking research provides an understanding of the level of effort and
capacity necessary to satisfy the City’s adopted goals, identifies industry trends and best
practices, enables the creation of realistic goals, and provides the metrics for measuring change.
Benchmarking Data Sources
Several data sources were reviewed and compiled to paint a picture of how Renton measures
up against industry standards and communities of a similar size or geographic location and
how its own operations have changed over time.
Phase 1 of the benchmarking process uses the Arbor Day Foundation’s Tree City USA 2019
dataset and compares statistics provided by the City of Renton to other regional cities that also
participate in the Tree City USA program. Using this dataset helps
better understand how Renton’s urban forestry budget and activities
compare to relevant cities. Relevant cities are determined by 1)
proximity (nationwide), 2) proximity (statewide), 3) population size
(nationwide), 4) population size (statewide), and finally 5) within 200
miles and most similar population size (best match). The Tree City USA
dataset is largely focused on: urban forestry budgets, per capita funding
information, and volunteer hours. The data further describes the
number of trees planted, removed, and pruned by City staff. This data is useful in determining
adequacy of urban forestry program funding as well as understanding workloads of those City
employees involved in urban forestry operations.
Phase 2 of benchmarking involves comparing Renton’s urban forestry operations to findings
from an in-depth study conducted by researchers Richard Hauer and Ward Peterson (2014). In
this study, researchers interviewed urban forestry programs in various
regions across the U.S. and among varying population classes. Specific
study focus areas include: community and staff profiles, funding, tree
management policy and planning, volunteers and partnerships,
contracting tree care activities, community tree populations, tree
operations and management, and assistance programs. Data from this
study was compared to data obtained from the City of Renton for the
purposes of determining program health as compared to accurate
data across a range of scales and locations. View the 2014 study by Hauer et al. at
https://www.uwsp.edu/cnr/Pages/Forestry---MTCUS.aspx.
Phase 3 of benchmarking is comprised of presenting the above information to the City and
making clarifications in order to ensure the highest quality analysis. This phase al so includes
internal quality controls to ensure data comparisons are as accurate as possible. In this phase,
data discrepancies and caveats are identified to ensure relevant and compatible comparisons
are made. Information gathered during this process informed the development of realistic and
attainable goals and strategies in the City’s Urban Forest Management Plan.
Understanding the urban forest policies, management approaches, budgets, and programs of
comparable communities and nationwide averages provides comparative data to benchmark
the City’s performance, present and future. While existing tree data describe the current
conditions, benchmarks offer guidance to bring Renton’s urban forestry policies and practices
into alignment with similar-sized cities in Washington and nationwide, enhancing urban forest
management. A summary of research into policies and actions of these cities follows.
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Data Descriptions, Discrepancies, and Limitations
The benchmarking research is based on data reported by communities to the agencies
summarizing the metrics. For the Tree City USA and 2014 Urban and Community Forestry
Census records, the method for reporting budgets and activities may vary among communities
since each community forestry program is unique. The reporting methodology for budgets,
staffing, and activities may differ resulting in less accurate comparisons. Some communities
may only report staffing numbers based on the primary program while others may include
supporting departments, contractors, and technical service providers. These differences in
reporting would also affect the budget comparisons. In addition, the methods for reporting
activities for each community may vary. Some communities may only report on the in -house
activities conducted by the lead department whereas other communities may report on
activities conducted by supporting departments, utility companies, and other sources. Since
the historical reporting methods for Renton are unknown, the values used in the comparison
study are based on 2019 Tree City USA records and 2021-2022 budgets. Due to the number of
discrepancies and the limitations of this analysis, the benchmarking research is meant to serve
as an initial starting point in developing the Urban Forest Management Plan. The metrics are
not meant to imply overall management effectiveness. Interpretations for each metric were
provided and used to guide goals and strategies within the Urban Forest Management Plan. It
is recommended the City verify and finalize benchmarking values in order to measure Plan
implementation progress and inform reporting.
Table 10. Arbor Day Foundation Tree City USA communities examined during the benchmarking research
City State Population Proximity (miles)
Renton Washington 102,153 0
Yakima Washington 94,440 100
Everett Washington 111,215 35
Bellingham Washington 90,110 89
Kirkland Washington 89,557 13
Auburn Washington 81,720 12
Kent Washington 129,600 5
Bellevue Washington 145,300 9
Redmond Washington 65,860 14
Shoreline Washington 55,730 20
Olympia Washington 51,600 46
Burien Washington 50,997 6
Lacey Washington 50,170 42
Tacoma Washington 216,279 19
Bothell Washington 46,657 19
Edmonds Washington 42,170 24
Bremerton Washington 41,235 22
Issaquah Washington 39,378 9
Lynnwood Washington 38,511 23
Longview Washington 38,100 98
Wenatchee Washington 34,329 87
Snoqualmie Washington 13,752 19
TOTAL 1,628,863 713
Average 74,039 32
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Table 11. Summary of phase 1 benchmarking research results (Tree City USA dataset)
2019 TREE CITY USA - RENTON 2019 TREE CITY USA - REGIONAL
$925k (Urban) Forestry budget $800k Average forestry budget
$9.06 Per capita forestry budget $10.42 Average per capita budget
$647k Tree planting, initial care,
maintenance, and removal
budget
$630k Average tree planting, initial care,
maintenance, and removal budget
$278k Program management budget $121k Average program management
budget
357 Trees pruned 1,025 Average trees pruned
298 Trees removed 130 Average trees removed
129 Trees planted 1,695 Average trees planted
Table 12. Summary of phase 2 benchmarking research results (2014 Census, Hauer et al.)
2014 CENSUS - RENTON 2014 CENSUS – POPULATION GROUP (100-250K)
$925k (Urban) Forestry program
budget (2021) $1.4M Average forestry budget
0.20% Of total budget for forestry 0.52% Of total budget for forestry
117k Estimated public trees 74k Average count of public trees
$7.91 Budget per tree $44.85 Average budget per tree
1.23 Public trees per capita 0.51 Average public trees per capita
47k Public trees per staff 14k Average public trees per staff
711 Acres of parks and open
space 1,284 Average acres of parks and open space
$126M Value of public trees $98M Average value of public trees
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URBAN FOREST AUDIT
To develop this Plan, nearly 40 documents, plans, and resources were gathered and reviewed
by applying the U.S. Forest Service’s Urban Forest Sustainability and Management Audit’s
Discovery Matrix. This matrix includes a total of 11 urban forest categories, each containing a
multitude of supporting elements. All resources were reviewed to identify references regarding
each of the categories and supporting elements. There are a total 275 instances where the 40
resources reference the 11 categories and supporting elements. The number of resources
referencing elements of urban forest sustainability and management demonstrate Renton’s
readiness for changes driven by this Plan. Recommendations in this Plan align with
components of these supporting resources. For a complete list of categories, elements,
rankings, and supporting resources, see Appendix D.
Based on the analysis of findings from the project planning and research, Renton scored a 65%
in terms of urban forest sustainability and management as defined by the U.S. Forest Service,
partners, and planning consultants. The City of Renton scored relatively high when compared
to other urban forestry audits completed by the consultants for other communities of similar
size. Overall, the City scored highest in the Decision and Management Authority, Community,
Professional Capacity and Training, and Inventory categories — all of which are above 75%. The
Urban Forest Management Plan provides the guidance to maintain these strengths and to
address shortcomings as opportunities.
Based on the audit of 129 subcategories (11 primary categories), Renton is achieving “Adopted
Common Practice” for 53 (42%) of these. 59 subcategories (23%) are “In Development”. Applying
the multipliers of 2 for Adopted Practice and 1 for In Development results in a total score of 165
out of 254 possible points, or 65% (detailed in the following table).
Table 13. Outcomes of the urban forest auditing process for Renton, WA
# Description SOC* (%
Achieved)
Base** (%
Achieved)
Overall
Rating
Overall (%
Achieved)
1 Management Policy, Ordinances 75% 50% 18 64%
2 Professional Capacity and Training 100% NA 13 81%
3 Funding and Accounting 75% NA 7 58%
4 Decision, Management Authority 100% 50% 7 88%
5 Inventories NA 63% 20 77%
6 Urban Forest Management Plans NA 25% 11 46%
7 Risk Management 100% 50% 15 83%
8 Disaster Planning NA 67% 6 43%
9 Standards and BMPs*** 75% 56% 33 55%
10 Community 100% NA 24 86%
11 Green Asset Evaluation NA NA 11 55%
TOTAL 89% 51% 165 65%
*Standard of Care (SOC) elements represent the minimum group of urban forestry management “best practices” that
a municipality should consider for implementation. SOC refers to the degree of prudence and caution required of an
individual who is under a duty of care (i.e., legal obligation of the controlling authority, owner, or manag er) to
minimize risk. Neither state, regional, nor national minimum management components have been established for
SOC but these are interim recommendations for consideration. (NA = not applicable)
**Base Practices (BP) elements represent additional urban forest management activities or components that may
effectively expand a program beyond the SOC group (see footnote above). These elements are typically precursors
to other “non-core” elements in the category. (NA = not applicable)
***Best Management Practices (BMPs)
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Discussion
The main purpose of the urban forest audit is to apply the research and findings gathered
throughout the planning effort to inform the Plan’s goals, objectives, and strategies. This audit
or “gap analysis” enables the Urban Forestry Program to control different aspects of its program
with data. This gap analysis identified the shortcomings that the Urban Forestry Program should
overcome and by quantifying them, the program can make improvements. It also enables
effective monitoring of Plan strategies in that the audit categories and elements can be
revisited at key intervals in the Plan implementation process to measure progress and adapt
strategies accordingly.
The information provided in the table above describe the current conditions of Renton’s urban
forest, the programs that manage it, and the community framework. As recommended in the
Plan’s monitoring methods, the City should use this framework to evaluate implementation
progress, report successes, and inform changes to Plan actions. Many of the urban forest audit
elements were given a rating of “In Development” as they previously did not exist but are
addressed in this Urban Forest Management Plan. This means that the City is already well
underway in advancing its program and its Urban Forest Audit score.
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PROGRAM NEEDS
PUBLIC TREE MAINTENANCE
Urban forest management priorities should in part be determined by the current maintenance
practices and how well they support program goals and the Plan’s goals. Some maintenance
practices are specific to local climate conditions and number of trees to manage. Others, such
as maintaining an optimal pruning cycle are relatively consistent for all tree management
programs. As such, the City’s pruning cycle can be used to identify funding and staffing needs.
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Current Public Tree Condition and Maintenance Needs
Tree characteristics and outside forces affect
the management needs for urban trees. An
analysis of the condition and maintenance
requirements enables managers to plan the
urban forest, prioritize maintenance, and
target outreach to property owners and the
community as a whole. Tree condition
indicates how well trees are managed and
how well they perform given site-specific
conditions. Tree maintenance needs are
inventoried for public safety reasons and for
the health and longevity of the trees.
Understanding the maintenance needs assists
tree managers in establishing daily work plans.
The condition of individual trees was
catalogued in the City’s inventory database in
numerical values. Dead trees were given a
rating of “0”, poor condition trees a rating of 10-
40, fair condition given 50-60, good condition
with a rating of 70-90, and trees in excellent
condition were given a rating of 100. Several
factors are considered when assigning a
condition value to a tree, including root characteristics, branch structure, trunk, canopy, foliage
condition, and the presence of pests.
Table 14. Public tree maintenance needs by Site Design based on an analysis of August 2021 inventory data
Parking Lot (242 Trees) Street (3,578 Trees) Unimproved ROW (1,712 Trees)
Structural Prune 25% Clearance Prune 22% Crown Cleaning 39%
Clearance Prune 23% Structural Prune 19% Tree Removal 21%
Thinning Prune 17% Thinning Prune 18% Other 12%
Other Maintenance 35% Other Maintenance 40% Other Maintenance 29%
City Building (113 Trees) Park (2,777 Trees) Natural Area (765 Trees)
Crown Cleaning 32% Crown Cleaning 28% Add Mulch 36%
Clearance Prune 29% Thinning Prune 18% Crown Cleaning 21%
Tree Removal 12% Add Mulch 16% Structural Prune 13%
Other Maintenance 27% Other Maintenance 38% Other Maintenance 31%
Nearly half of the public tree population with a condition rating is in the “Fair” condition class
with a numerical value of 50 through 60. With 48% of trees in fair condition, it perhaps is an
indicator of less than optimal tree maintenance, poor tree species for a given site, insufficient
monitoring or plant health care, natural and human-caused defects, a maturing public tree
population, or a combination of factors.
Across all Site Designs— the type of site in which trees are planted and growing — 22% of trees
require crown cleaning, a pruning practice that addresses dead, dying, decayed, diseased, and
damaged limbs. This type of maintenance can be more effectively managed with overall
reduced costs if the public trees were pruned on a shorter cycle.
(0), Dead, 3%
(10-40),
Poor,
15%
(50-60),
Fair, 48%
(70-90),
Good,
33%
(100), Excellent,
0.3%
PUBLIC TREE CONDITION
PUBLIC TREE MAINTENANCE NEEDS BY SITE DESIGN
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Identifying Optimal Pruning Cycles
A study (Miller et al. 20154) was conducted for Milwaukee, Wisconsin to determine the optimum
pruning cycle by comparing the marginal cost of pruning to its marginal return. For example, a
portion of Milwaukee was inventoried to record tree condition and calculate tree value. Since
condition class influences tree value, the date of last pruning and average condition class for
each work unit inventoried was subjected to regression analysis. This analysis determines the
relationship between pruning and condition class (see Figure 24 below). Marginal costs were
calculated based on the loss of tree value, using condition classes, for each one -year extension
of the pruning cycle. Marginal returns are the savings in pruning costs for each one -year
extension of the pruning cycle. For Milwaukee, the relationship between marginal cost and
return indicates that the optimum pruning cycle for the city is five years, assuming the
management goal is to provide the highest-value tree population for dollars expended.
The point at which marginal costs and marginal returns intersect i.e., the optimal pruning cycle.
4 Miller, R. W., Hauer, R. J., & Werner, L. P. (2015). Urban Forestry: Planning and Managing Urban Greenspaces, Third Edition.
64
66
68
70
72
74
76
78
80
0 2 4 6 8 10 12 14Condition Class (%)Number of years since last pruning
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
0 2 4 6 8 10 12 14Dollars
Pruning cycle length (Years)
Ŷ = 76.7 + 0.196X - 0.074X2*
Marginal cost
Marginal return
a b
Figure 24. a) Relationship between pruning cycle length (number of years since last pruning) and condition class
rating. Asterisk (*) indicates regression is significant at the 0.05 level. b) Marg inal cost (loss of tree value) and
marginal return (savings in pruning costs) for pruning cycle lengths. For this study, the optimal pruning cycle is
where marginal costs and marginal returns intersect— at 5 years. Figure recreated from Miller and Sylvester (1981).
- The Costs of Maintaining and Not Maintaining the Urban Forest: A Review of the Urban Forestry and Arboriculture
Literature (Jess Vogt, Richard J. Hauer, and Burnell C. Fischer, 2015)
OPTIMAL PRUNING CYCLES AND COSTS OF DEFERRED MAINTENANCE
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An Optimal Pruning Cycle for Renton’s Public Trees
As illustrated in the 2015 study for Milwaukee (Figure 24), a 5- to 7-year pruning cycle is the
optimal intersection of efficiency and safety. If each public tree were to be maintained within a
5- to 7-year window, research shows the trees would be in a safer condition while limiting city
expenses. Based on the analysis (Figure 24), a pruning cycle on a shorter timeframe has a higher
cost to a city but does not correlate to a proportional increase in safety. Conversely, a longer
timeframe lowers costs to a city, but also decreases tree safety.
For Renton specifically, the pruning of public trees is on
an estimated 37-year cycle based on an estimated 750
trees pruned per year and a total of 27,456 public street,
park, and golf course trees (excludes 89,528 trees in
natural areas). Numerous studies have shown the
detrimental effects a delayed pruning cycle can have
on a community’s tree population as well as the
increased risks to public safety. Not pruning street trees
or pruning on such a long rotation is referred to as
deferred maintenance. The costs for deferred
maintenance have been closely examined by
researchers. Prolonged deferred maintenance has a
triple negative effect on costs— it reduces the health
and sustainability of the urban forest, it costs the
residents and adjacent property owners as the associated benefits of trees are diminished as
tree health declines, and costs the City in terms of increased callouts and liability management.
Maintenance can be linked to tree success both at the beginning and end of its lifespan. Early
in a tree’s life, during the establishment and immature (i.e., juvenile) phases, maintenance must
be adequate to ensure early survival and establishment in the urban landscape. Presumably,
any post-planting maintenance performed on a tree that improves its chances of survival to
maturity or lengthens the time that tree spends in its mature phase (where benefits are
produced in the greatest amount) increases the monetary value of that tree. The cost of not
maintaining trees early in life may translate to greater maintenance costs down the road; this is
deferring maintenance (and its costs) to the future in order to save on maintenance costs today.
Later in a tree’s life, maintenance may aim to extend the tree’s lifespan or preve nt tree failure.
In this way, late-stage maintenance can defer removal costs. If maintenance does prolong a
tree’s useful life (i.e., delays the onset of senescence and a tree’s removal), it increases the
amount of benefits it produces over its lifespan. Alternatively, removing the low-hanging limbs
on an aging tree can prevent these limbs from failing and damaging people or property, and
thereby avoid subsequent repair- or liability-related costs. Tree pruning to remove high-risk
limbs and removal of the entire tree can be considered a type of maintenance that potentially
saves money due to avoided litigation costs. With a complete inventory of the public tree
population, the City should determine the costs and optimal schedule for pruning all public
trees, specifically street trees, on a rotation.
The following analysis is based on determining what funding may be needed to maintain the
entire public tree population on a 7-year pruning cycle, to create a baseline for the City to
measure its progression towards a sustainable urban forest.
Based on a market comparison of the costs of program pruning, guidance for implementing
programmed pruning is provided for street, park, and golf course trees (27,456 trees as of 2021).
TREE HEALTH
SAFETY
COSTS ↑
PRUNING ROTATION ↑
Figure 25. As the years between street tree pruning increases, tree health and safety decrease and costs increase
TIME → → → Impacts AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 53 | P a g e
Table 15. Current and recommended maintenance regimen for Renton’s public tree population (street, park, golf course trees)
Public Street, Park, and Golf Course Trees (2021)
Total Tree Count 27,456 trees (2021)
Annual Budget Tree Count
Current Cycle
(~37 Years)
$134,000 750
per year trees per year
20-Year Cycle $247,104 1,373
$113,104 more cost 623 more trees
10-Year Cycle $494,208 2,746
$360,208 more cost 1,196 more trees
7-Year Cycle $706,011 3,922
per year trees per year
2 FTE In-House
Arborist Crew
(7.5-Year Cycle)
4,176 hours (2,088 each)
per year
3,654
trees per year
Cycle Gap between
37-Year & 7-Year Cycle
$572,011 3,172
more per year more trees
Table 16. Assumptions for estimating the additional costs to effectively maintain the public tree population
Renton Estimate Industry Average Lowest Cost
Estimate
Highest Cost
Estimate
$179/tree $180/tree $70.35/tree $200/tree
3,172 more trees 3,172 more trees 3,172 more trees 3,172 more trees
$566,782 $571,011 $233,170 $634,457
The tables above provide a summary of the costs to support programmed pruning of the public
tree population. It should be noted that there are assumptions to the estimated costs for public
tree maintenance. Table 15 above uses the estimated maintenance cost of $180 per tree based
on market research and the City’s annual pruning budget ($134,000) and number of trees
pruned (750). Also, the market research on costs for street tree maintenance found that the
estimates are based on existing grid pruning programs that have been implemented for a
number of years. The City of Renton largely has not been maintaining street trees on a
recommended rotation. Therefore, the per tree cost for grid pruning in Renton may be greater
in the first rotation due to deferred maintenance causing increased maintenance needs and
associated time. For this study, the cost estimates detailed above are used and summarized in
Table 16 for a 7-year rotational programmed pruning cycle compared to the current cycle and
budget. The table includes intermediate cycles for consideration and include 20- and 10-year
cycle estimates and all scenarios assume every public tree needs to be pruned at some point.
A recommended programmed pruning cycle is typically five to seven years depending on the
city’s size, number of trees, types of trees, history of programmed pruning, available funding,
staffing resources, and other factors. For this study, a rotation of seven years is recommended.
RECOMMENDED PUBLIC TREE PRUNING ROTATION
AGENDA ITEM # 7. a)
Program Needs 54 | P a g e
Based on the local costs and industry estimates, the costs to pru ne one-seventh of the public
street, park, and golf course tree population (27,456 trees) would increase by $572,011. This
requires the pruning of 3,922 trees annually— 3,172 more trees than the current average. It should
be noted that the costs associated with programmed pruning do not include the costs for tree
removals among other management activities.
Alternatively, if the City were to secure an in-house arborist crew, it is estimated a two-person
(FTE) crew would be able to prune approximately 3,654 trees annually (based on working hours
and average pruning time per tree). For two full-time arborists the costs for salary and fringe
benefits equate to approximately $168,000 annually (not including costs for fleet, operation and
maintenance, or gear). This Plan recognizes the need for increased staffing in order to reach
optimal pruning rotations. The Urban Forestry Program Staffing to Support Sustainable
Management section details the necessary staff and added costs.
To summarize the analysis and calculations, 27,456 trees are along streets, in maintained areas
of parks, or on the Maplewood Golf Course. A 7-year pruning cycle requires 3,922 trees to be
pruned annually. Using the industry average of $180 per tree, the City would need a total annual
budget of $706,011 to maintain this pruning rotation if it were to contract tree pruning, but with
a two-person (FTE) in-house arborist crew, a 7.5-year pruning cycle can be achieved. The cost
estimates for pruning do not account for the maintenance and management of the 89,528 trees
in natural areas that occurs primarily along the wildland-urban interface and trails in the form
of storm damage cleanup and removals.
Priority Maintenance Corridors
A complete overhaul of the public tree maintenance budget and the necessary staff to support
a 7-year pruning rotation should be implemented using a phased approach. It is recommended
the City identify priority roadways and neighborhoods for public tree maintenance based on
density of trees in the rights-of-way, condition and maintenance history of trees, frequency of
disadvantaged communities (e.g., lower than median income, housing value, and other factors),
planned roadway construction, density of tree species requiring frequent maintenance, among
other factors.
The following map provides an example of the potential priority street corridors for the City to
consider to incrementally implement the 7-year pruning rotation. These corridors can also be
the starting point for establishing the framework of the in-house arborist crew. The priority
streets were identified using the public tree inventory dataset, the Tree Equity Scores of Census
Block Groups, and the tree canopy cover within each Community Planning Area.
All Community Planning Areas except for Cedar River and Kennydale have Census Block Groups
with a Tree Equity Score that is less than the recommended 80 out of 100. A total of 19 priority
street corridors were identified. Based on this prioritization, approximately 2,626 trees would be
maintained in the first cycle of proactive maintenance with 1,027 trees in City Center, 497 trees
in Cedar River, 313 trees in Kennydale, 308 trees in Highlands, 197 trees in East Plateau, 194 trees
in Valley, 40 trees in Benson, 35 trees in West Hill, and 15 trees in Talbot (Table 17). Given the
large number of trees in City Center’s priority streets, the Urban Forestry Program may decide
to address only the trees in City Center rather than address all trees across Community Planning
Areas until adequate funding is secured. Tree maintenance should be addressed in these areas
first— as funding permits— until adequate funding is secured and the in-house arborist crew is
established.
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 55 | P a g e
Figure 26. Recommended priority tree maintenance by street corridor and planning area
│ Priority Tree Maintenance Street
0 – 63 Tree Equity Score
64 – 79 Tree Equity Score
Community Planning Areas
● Public trees
Tree points on map are a
sample. Map does not
depict every public tree in
the inventory database
RECOMMENDED PRIORITY PUBLIC TREE MAINTENANCE CORRIDORS
AGENDA ITEM # 7. a)
Program Needs 56 | P a g e
Table 17. Recommended streets for priority tree maintenance by Community Planning Area
Community Planning Area Priority Street Corridor Tree Count
Valley
SW 34th St
Oakesdale Ave SW
Lind Ave SW
108 trees
26 trees
60 trees
Talbot Shattuck Ave S 15 trees
Benson SE 164th St 40 trees
Cedar River (No low TES areas)
Maple Valley Hwy
497 trees
East Plateau
Hoquiam Ave NE
156th Ave SE
Duvall Ave NE
86 trees
19 trees
92 trees
Highlands NE Sunset Blvd
NE 4th St
154 trees
154 trees
Kennydale (No low TES areas)
Aberdeen Ave NE
313 trees
West Hill Stevens Ave NW 35 trees
City Center
W Perimeter Rd
Logan Ave N
S Grady Way
Rainier Ave N
Rainier Ave S
2 2nd St
380 trees
281 trees
113 trees
33 trees
125 trees
95 trees
Tree Count Total 2,626 trees
Public Tree Maintenance Recommendations
The Urban Forestry Program should continue to maintain its inventory of public trees to
prioritize tree maintenance and removals and to inform future tree plantings. Nearly half of the
public tree population’s overall health is in fair condition and only a third is in good condition.
Shortening the pruning cycle for all public trees would likely improve the condition of the trees,
reduce clearance issues, and improve public safety. A 7-year pruning cycle is the optimal
rotation. A shorter timeframe has a higher cost to a city but does not correlate to a proportional
increase in safety. Conversely, a longer timeframe lowers costs to a city, but also decreases tree
health, public safety, and depletes urban forest ecosystem benefits. A 7-year pruning cycle
would require the pruning of 3,922 trees per year— an increase of 3,172 trees compared to
Renton’s current average number of trees pruned annually. The total annual budget required
for a 7-year pruning cycle is estimated at $706,011 if contracted and does not include the
maintenance and management of trees in natural areas. An in-house arborist crew of two full-
time employees would cost the City $168,000 annually for salary and fringe benefits (not
including fleet, gear, or operations and maintenance costs) and the staff would be able to prune
the 27,456 street, park, and golf course trees on a 7.5-year cycle. It is recommended the City
make incrementally progress towards a 7-year pruning cycle by prioritizing street corridors in
each of the City’s Community Planning Areas and prune as many trees as the budget allows.
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 57 | P a g e
URBAN FORESTRY PROGRAM STAFFING TO SUPPORT SUSTAINABLE MANAGEMENT
When it comes to program staffing, many cities struggle with the issue of being understaffed.
The programs may be fulfilling their duties within the limited staffing and resources but they
are not performing services that fully capture sustainable urban forest management.
Determining and maintaining optimal staffing levels is critical to a program’s efficiency.
Optimal staffing depends on several factors including number of public trees, authority and
responsibility defined in municipal code, internal and external expectations, customer service
(i.e., the public), operations, and existing programs. The concept of being understaffed also plays
a critical role in employees’ behaviors, attitudes, and directly affects individual productivity. If a
program is understaffed, it typically encounters excess overtime, morale issues, absenteeism,
employee burnout, and have a difficulty with relief coverage and training requirements.
One of the most effective techniques for a city to utilize in determining the optimal staffing
level is to complete an area workload assessment by looking at the number of public trees
managed divided by the total number of staff and using the ratio as a comparison to industry
standards and averages for communities of similar size. The following section provides this
analysis and a recommendation for optimal staffing.
AGENDA ITEM # 7. a)
Program Needs 58 | P a g e
Urban Forestry Program Staffing Levels Compared to Industry Recommendations
The number of staff available to perform annual tree maintenance, inspections, and ordinance
/ policy enforcement is a critical element of a sustainable forest. To measure whether staffing is
at a level where sustainable management can occur, the ratio of staff to the number of public
trees is often used. Based on research and industry standards, the optimal ratio for public tree
maintenance is 1 staff for every 2,000 trees. A less aggressive ratio of 1 staff for every 10,000 trees
is also found in the research. But, according to the 2014 Urban and Community Forestry Census
of Tree Activities (Hauer et al. 2014), communities with a population between 100,000 to
249,000 people have an average of 11.8 full-time employees for urban forest management (tree
maintenance and all other services). Communities with a population of 50,000 to 99,999
people have an average of 6.3 full-time employees.
For Renton, assuming all tree maintenance would be done in-house rather than contracted, the
Urban Forestry Program’s arborist crew should contain at least two staff (1 staff for every 10,000
trees managed of 27,456 street and park trees). Currently, the Urban Forestry Program has a
total of 2.50 full-time employees consisting of the full-time Urban Forestry and Natural
Resources Manager (1.00), a full-time Contracted Inspecting Arborist (1.00), a part-time
Supervisor (0.25), and a part-time Administrator (0.25). It is assumed the City would still need to
contract very large tree removals.
Alternatively, the City may continue to contract tree maintenance and removals but
supplement the program with one arborist crew on a less rigorous tree pruning cycle. With the
contracted tree maintenance budget and one arborist crew, the public tree population (street
and park trees) could be pruned on a 7-year rotation. This would require a total of two arborists
though it is recommended a crew supervisor and a seasonal staff member also be considered
in the future. The estimated costs for salaries, fleet/equipment, operation and maintenance, and
gear are provided in the following table.
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 59 | P a g e
Table 18. Estimated staff and associated costs to maintain public trees on a 7-year rotation
Recommended Staff Hours per
Staff
Cost per Hr
per FTE
# of New
Staff Total Cost Estimated Cost
per Staff
B) Arborist 2,088 $40.23 2 $168,000 $84,000
Subtotal -- -- 2 $168,000 $84,000
Equipment Hours Cost/Unit # of Units Total Cost Annual Cost
F350 or equivalent pickup
with dump bed, flasher kit,
extended cab, HD tow kit
1 $60,000 1 $60,000 --
F350 Pickup hours (O&M) 1,000 $16.94 1,000 -- $16,940
Vermeer 1800 brush chipper
with winch 1 $55,000 1 $55,000 --
Chipper hours (O&M) 1,000 $16.94 1,000 -- $16,940
Terex High Ranger bucket truck
with 60+ foot boom length 1 $250,000 1 $250,000 --
Bucket truck hours (O&M) 1,000 $16.94 1,000 -- $16,940
Mid-size Vermeer stump
grinder
SC 382 or equivalent
1 $30,000 1 $30,000
Stump grinder hours (O&M) 1,000 $16.94 1,000 -- $16,940
Heavy duty equipment trailer
Capable of hauling trees or
stump grinder
1 $10,000 1 $10,000
Equipment trailer hours (O&M) 1,000 $16.94 1,000 -- $16,940
Watering rig (500+ gal)
Palettized or tow-behind, with
pump and hose reels
1 $2,000 1 $2,000
Watering rig hours (O&M) 1,000 $16.94 1,000 -- $16,940
Subtotal -- -- -- $410,000 $101,640
Gear Hours Cost/Unit # of Units Total Cost Annual Cost
PPE -- $200 2 $400 $150
Uniforms -- $250 2 $500 $188
Chainsaw -- $800 2 $1,600 $400
Rake -- $25 2 $50 $13
Shovel -- $25 2 $50 $13
Brush Bucket -- $40 2 $80 $20
Cart -- $50 2 $100 $25
Other (e.g. blower) -- $500 2 $1,000 $250
Subtotal -- -- 16 $3,780 $1,058
TOTAL COST $581,780
ANNUAL COST $270,698
Table 19. Summary of costs
Line Item Cost
Annual Staff Cost $168,000
Vehicle and Equipment Purchase $410,780
Annual Operating Costs (supplies, clothing, equipment, rental, etc.) $102,698
Annual Training, Certifications, and Membership Costs $2,000
AGENDA ITEM # 7. a)
Program Needs 60 | P a g e
Urban Forestry Program Staffing Recommendations
Based on the needs of Renton’s public tree population, industry standards, and benchmarking
research of analogous communities, it is recommended the City secure an in-house arborist
crew of two arborists and consider supporting the crew with a crew supervisor and seasonal
technician in the future. This recommendation is in alignment with the Task Force’s
recommendation in the 2009 Urban and Community Forestry Development Plan. This would
enable the City to prune the public street and park tree population on a 7-year rotation (3,900
trees per year). With an in-house crew, the budget for contracted tree maintenance and
removals should be focused on annual large tree removals (300 per year on average) and other
contracted services outside of routine tree maintenance.
The estimated initial cost for an in-house arborist crew including fleet, equipment, and gear is
$581,780 with an annual cost of $270,698 (plus an additional $2,000 for annual trainings,
certifications, and membership costs). The annual cost accounts for salary and fringe benefits,
equipment operation and maintenance (O&M) costs, and gear replacement.
The 2009 Task Force agreed on the importance of a dedicated full-time city arborist crew. The
greatest advantages of an in-house crew are in relation to emergency storm damage response
and accomplishing tree work for other emergency situations when contract crews are
unavailable. The arborist crew would prune all street and park trees on a 7 -year rotation and
would also be responsible for the management of all trees on public grounds— street, park,
properties, and natural areas. Other City crews could supplement the arborist crews for special
projects such as pruning trees along sweeper routes in the winter using Public Works staff . The
arborist crew would provide support for other nontree related activities whenever their
equipment might be needed such as assisting Public Works with installing banners or backing-
up other City departments such as Parks & Trails crews when needed.
The Funding Mechanisms section of the Plan provides considerations for funding the in -house
arborist crew. It is recommended the City explore feasible near-term feasible such as using
approximately 75% of the operating budget to fund the two new FTEs and convert ing the
inspecting arborist contract ($157,000) to a further FTE. The City’s ARPA (American Rescue Plan
Act, 2021) funds could potentially support the fleet for the arborist crew.
As shown in the table below, to achieve a 7-year pruning cycle for public trees, the City can
deploy an in-house arborist crew of two full-time employees and reduce costs compared to
contracting all programmed pruning.
Table 20. Comparison of in-house and contracted pruning for a 7-year public tree pruning cycle
In-House Arborist Crew Contracted Difference
Annual Public Tree Pruning
(~3,900 trees/year) $272,698 $705,960 ($433,262)
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 61 | P a g e
Program Budget Final Recommendations
In the Urban Forest Management Plan, guidance for proactively pruning public trees on a 7-year
cycle, establishing an in-house arborist crew, finalizing tree canopy goals, and achieving
planting targets is provided. To accomplish these recommendations that improve overall urban
forest sustainability and tree equity across neighborhoods, the City should evaluate its current
and necessary budgets for the Urban Forestry Program. The following table outlines the
potential costs and the budget necessary to support full implementation of the Plan:
Table 21. Summary of the current and future Urban Forestry Program services and budgets
Line Item
Current Annual
Budget
Future Annual
Budget
Future
Budget Notes
Purchasing Trees &
Related Planting
Supplies
$15,000 $85,500 570 trees per year at $150/tree
Planting Trees $35,000 -- Led in-house
Contract Pruning $134,000 $134,000 Contractor support
Pest Management $5,000 $5,000 Continued management
Removal $85,000 $85,000 Contractor-led
Storm Damage On-Call
/ Debris Clean Up $70,000 $70,000 In-house support
Professional Services $100,000 $100,000
May reduce until new services
needed (e.g., updated inventory
and management plan)
Contract Landscape
Watering $100,000 $100,000 Continued management
Consulting Arborist
Inspection Services $157,000 $157,000 Continued management
Administration $250,000 $256,309 Adjusted for 2022 (see Table 9)
In-House Arborist Crew
Annual Cost -- $272,698
~3,900 trees pruned/year,
includes salary, fringe, and O&M
costs
TOTALS $951,000 $1,265,507 $314,507 increase from 2021
The table above summarizes the 2021 Urban Forestry Program budget and services compared
to the recommended budget for planting, in-house maintenance, and all other services listed.
To achieve the long-term tree canopy goal of 33%, a total of 570 City-led plantings are needed
which can be completed in-house with the new arborist crew. Given the in-house arborist crew
would prune approximately 3,900 public trees per year for a 7-year pruning cycle, it is likely the
Contract Pruning budget could be reduced and the rate of removals will likely decrease due to
enhanced maintenance. In addition, the Professional Services budget may decrease until
updated services are needed such as an updated public tree inventory and updates to this
management plan. Lastly, the Contract Landscape Watering budget may decrease since it is
recommended the City purchase a watering rig for the in-house arborist crew. With the budgets
listed in the table above, there is an overall budget increase in the amount of $314,507, but as
stated earlier, the amount of increase may be reduced by adjusting budgets of particular line
items.
AGENDA ITEM # 7. a)
Program Needs 62 | P a g e
WORKFLOWS AND STANDARD OPERATING PROCEDURES
Consistent protocols are needed for impervious surface conflicts, sidewalks specifically, along
with budgetary considerations. Poor historic tree species selection, the growth of the trees, and
the size of some planting sites has resulted in multiple locations around the City where the
infrastructure conflict is a result of the trees outgrowing their space causing surface upheaval
and basal flare. Currently, neither Urban Forestry nor Public Works has the means in terms of
staffing or resources to deal with replacing all the trees and sidewalks on their own, but the
mandate by the Americans with Disabilities Act (ADA) to eliminate all sidewalk hazards
remains. Updated protocols between Public Works, Parks & Trails crews, and the Urban Forestry
Program are needed where the conflict is addressed using a joint approach. Updated protocols
would require a dedicated fund.
The City of Renton Walkway Program provides for the removal and replacement of existing curb
and gutter, sidewalks, and curb ramps, where such facilities have deteriorated or have been
damaged and is also responsible for new installations. There are many older neighborhoods
with damaged or deteriorated infrastructure or lacking curb ramps up to current ADA
standards. These deficiencies are being addressed by this program to provide safe and
convenient non-motorized facilities for pedestrians but the funding averages $250,000 which
is less than adequate to fully comply with ADA requirements. More recent assessments of
meeting needs for compliance are substantial. Impacts of other infrastructure upgrades, such
as widening lanes for buses, which impact street trees should be more thoughtfully planned
and designed. It is not a sustainable practice to simply remove mature trees and replant on a
one for one basis.
The management practice to actively address hazards within the public right-of-way by
repairing sidewalks and removing and replacing trees as needed is important to provide
mobility throughout the City and maintain canopy cover. Often, root pruning is the main
approach to preserve a tree and fix a sidewalk, but this practice comes with the potential to
impact tree health and tree longevity. If a tree cannot be safely preserved after root pruning, it
requires removal. However, alternative materials and methods are becoming more common to
repair sidewalk issues in lieu of tree removal. New sidewalk materials and technologies can be
used that reinforce the structural integrity of concrete to allow tree roots to grow underneath
sidewalks and increase useful longevity like suspended pavement systems and structural soils.
In some cases, tree planting areas can be expanded to allow more growing space like
meandering sidewalks, bulb-outs, or increased tree well sizes. All of these methods should be
within the solutions “toolbox” before tree removal is allowed, but they are not all currently
codified as available City options and agreed upon by City staff as acceptable City standards.
Therefore, Appendix B, provides the draft framework for tree and sidewalk conflicts and
alternative solutions for the City to consider.
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 63 | P a g e
Recommendations for Tree and Sidewalk Conflicts
The City should formally adopt the decision checklist and protocols provided in Appendix B and
include alternative solutions in design guidelines and standards. Alternative solutions may offer
cost savings in some instances though generally, the City’s Walkway Program is underfunded.
In most Washington cities that are responsible for sidewalk repair and replacement, funding
comes from the General Fund or through a ballot-approved Sales and Use Tax. Sales tax rates
for funding sidewalk programs average 0.2%. In Seattle, the responsibility is placed on the
adjacent property owner but the “Levy to Move Seattle” was approved by voters in 2015 to help
fund sidewalk maintenance and improvement projects. In addition to local funds, Seattle also
seeks state or federal grants. Grant funding may be available for sidewalk repair but is not a
consistent long-term option. One local example of a grant to fund the program is in Sumner
where Sound Transit is funding sidewalk replacements as part of their station access
improvement grant, costing approximately $1.4 million.
Other funding options or mechanisms include special citywide assessments, bonds,
improvement districts, gas tax, or tax incremental financing. In Cheney, a voter-approved tax on
electrical and natural gas services funds maintenance of residential streets and sidewalks. The
4% electric and natural gas tax generates roughly $380,000 annually. Whenever new
development triggers frontage improvements there are opportunities for improved street tree
planting and would be an appropriate time to levy enhanced use fees.
The City should explore these options such as the Sales and Use Tax option if General Funding
is not available to fully cover sidewalk repair and replacement per ADA requirements. The
alternative is to place the responsibility of sidewalk repair and replacement on the adjacent
property owner. This option may not sit well with property owners and would likely require a
permitting system. An example is in Seattle again where it is the property owner’s responsibility
unless the sidewalk damage is caused by City infrastructure such as a City-owned tree or sewer
line. In this scenario, the City takes the responsibility for making the repairs.
Source: City of Renton, WA 2009 Urban and Community Forestry Development Plan
AGENDA ITEM # 7. a)
Program Needs 64 | P a g e
TREE CANOPY COVER GOALS
To guide efforts towards the urban forest vision, communities with tree canopy assessment data
often set tree canopy cover goals based on the existing tree canopy cover amount and the aim
to provide an equitable distribution of canopy cover and associated benefits. For Renton, the
planning consultants conducted an analysis of tree canopy cover data and Tree Equity Scores
(TreeEquityScore.org) to develop draft canopy goals that would increase canopy cover and
address tree equity. This section provides the guidance to refine the goals, establish incremental
targets, and formally adopt a Citywide canopy goal that is shared by the City, its partners, and
all property owners within Renton. Progress towards these canopy goals should be tracked,
measured, and shared to guide urban forest management and maintain community interest
and support.
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 65 | P a g e
Canopy Goals – Purpose and Approach
Across the U.S., cities are setting goals— some based on careful study of current canopy,
community needs, and availability of planting space, other base their goals on the principle that
more trees are better than fewer, set ambitious campaign goals, then work to mobilize efforts
to meet it. Generally, the U.S. Forest Service recommends canopy cover of 40-60% in
northwestern communities and in 1997, the American Forests organization established a
benchmark of 40% after analyzing the tree canopy in dozens of cities from 1992 to 1997 and
working closely with the research community. While incredibly valuable and groundbreaking
at the time, technology and research have significantly evolved over the past 20 years, leading
to a consensus that more nuanced approaches to canopy goal setting are necessary. Supporting
this statement, U.S. Forest Service Research Forester Greg McPherson of the Pacific Southwest
Research Station adds, “Tree canopy cover targets are difficult to specify broadly because the
opportunities to create canopy are highly variable among cities, even within a climatic region
or land use class.”
Tree canopy targets are best developed for specific cities and should consider constraints to
creating canopy such as:
❖ Development densities (i.e., dense development patterns with more impervious surfaces
have less opportunity for cover);
❖ Land use patterns (i.e., residential areas may have more opportunity for canopy than
commercial areas, but canopy cover tends to be less in residential areas of disadvantaged
communities versus wealthy ones);
❖ Ordinances (i.e., parking lot shade ordinances promote cover over some impervious
areas); and
❖ Climate (i.e., canopy cover in desert cities is often less than tropical cities).
Within those parameters, quantifiable data can be used so a tree canopy goal achieves specific
objectives, such as reaching the canopy percentage necessary to reduce urban h eat island
temperatures to a specific range, or to reduce stormwater runoff by a projected amount.
According to a national analysis by U.S. Forest Service researchers, a 40-60% urban tree canopy
is attainable under ideal conditions in forested states. 20% in grassland cities and 15% in desert
cities are realistic baseline targets, with higher percentages possible through greater
investment and prioritization.
It is important to note, however, that urban tree canopy percentage is just one of many criteria
to consider. A robust tree canopy comprised of largely invasive species, for example, is not a
healthy urban forest. Age and species diversity, condition of trees and equitable distribution
across income levels, to name a few, should also be considered (Leahy, American Forests, 2017).
Citywide and Zoning Type Tree Canopy Goals
The following presents the proposed canopy goals though the City and partners should
evaluate and refine these for approval by staff and City Council.
For the City of Renton, the development of canopy goals was driven by tree canopy cover data,
benchmarking research, Tree Equity Scores, analysis of existing and potential resources, City
input, and community feedback.
Using this integrated approach, the City of Renton’s ambitious and achievable goal is 33% tree
canopy cover in 20 years (2042), with an intermediate goal of 30% by 2032. To achieve this, the
City must preserve the existing canopy and increase its coverage by four percent, up from 29%,
and plant approximately 950 trees annually or a total of 19,000 trees. These new trees would
collectively grow the canopy throughout the City to an area equivalent to nearly 415 football
fields and would provide additional ecosystem services and benefits in the amount of
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approximately $215,000 annually. These calculations and estimates are based on industry
research and practices though there are some assumptions including;
❖ A no-net-loss strategy, meaning the number of public trees removed along with
removals on private property or through development are replaced.
❖ Trees that mature into large canopy-bearing trees are planted wherever feasible.
Calculations use an average tree canopy diameter of 40 feet equating to a surface area
of 1,257 square feet.
❖ Includes City-led, partner, volunteer, and private tree plantings. In this study and canopy
goal scenario, it is recommended the City plant 60% of the necessary trees or
approximately 570 trees per year.
❖ The City only has approximately 1,700 public street planting sites available as of the 2021
inventory so new planting sites will need to be created by converting impervious surfaces
to planting sites and/or planting in parks and natural areas.
❖ Assumes a potential for young tree mortality post-planting.
Within the framework of this Urban Forest Management Plan 10-year Update, an intermediate
tree canopy cover goal after year 10 was also drafted. By the end of the year 2032, if the City as
a whole were to plant 525 trees each year for 10 years, a total of 5,250 trees would be planted
resulting in an increase in canopy to 30%, up from 29% currently. Again, using the 60-40 split
regarding tree planting numbers and allocation, the City would plant 3,150 trees in 10 years. The
overall added benefit from City-, partner-, and community-led plantings after year 10 is
estimated at nearly $60,000 annually once the trees are all established. To achieve these goals,
the existing tree canopy must be preserved through policy enforcement, property owner
education, proper tree maintenance, pest and disease management, soil
conservation/protection, and urban forestry oversight on site designs and plans.
The following provides the calculated process of establishing the 20-year canopy goal for
Renton: The amount of tree canopy cover and available planting space was analyzed by City
Zoning Type and Community Planning Area. A percentage of total possible planting area
(vegetative and impervious) to be planted was assigned to each Zoning Type and Community
Planning Area based on the total amount of plantable space, the existing canopy, limitations of
the Zoning Type/Planning Area, available resources, and other City needs. This approach realizes
the unique opportunities, limitations, extent, resources, and characteristics found among
various city zoning classes and planning areas. Canopy goals and planting targets must not be
standardized across the City, they should be specific to the area. This method was applied and
summarized in the following table.
2017 2022 2032 2042
29%
30% 33%
5,250
trees
19,000
trees
Figure 27. Renton's 10-year and 20-year canopy goals
PROPOSED TREE CANOPY COVER GOALS
27%
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Table 22. Long-term tree canopy goals (by 2042) and planting targets by Community Planning Area
Community
Planning Area
Total
Possible
Planting
Area (%)
% of
Total Possible
Planting
Area to be
Planted
Modeled
Canopy %
(% of Total
PPA)
Number
of Trees
to Reach
Goal
Annual
Added (Net)
Eco-
Benefits ($)
Benson 19% 15% 33% 2,868 $32,525
Cedar River 17% 15% 49% 1,094 $12,407
City Center 22% 20% 18% 2,933 $33,262
East Plateau 18% 20% 33% 1,666 $18,891
Highlands 17% 15% 28% 2,470 $28,011
Kennydale 24% 20% 38% 1,795 $20,360
Talbot 26% 20% 44% 2,578 $29,233
Valley 19% 20% 33% 2,570 $29,148
West Hill 33% 20% 38% 877 $9,947
TOTAL 33% 18,852 $213,783
24%
17%
22% 33%
19%
18%
17%
19%
26%
Figure 28. Map displaying the
Possible Planting Area by Community
Planning Area and an example of
PPA planting targets in Highlands
PLANTING TARGETS TO IDENTIFY CANOPY GOALS
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Priority Planting Areas to Achieve Canopy Goals and Tree Equity
Once the City finalizes local and Citywide tree canopy goals, it is recommended to establish
priority areas based on a variety of themes and community needs. Themes may include
ownership type (public and private), areas of low existing tree canopy, Tree Equity Scores
(TreeEquityScore.org), and greatest amount of available planting space while other themes may
address air quality, stormwater reduction, and water quality. Others may evaluate opportunities
to address disadvantaged areas, densely populated regions, and human health factors such as
asthma cases, median age, and mental health. In any planting prioritization scenario, the scale
may include U.S. Census Bureau Census Block Groups, Zoning Type, Community Planning Areas,
and Citywide.
Using the 2018 Tree Canopy Assessment, the regional TreePlotter CANOPY software application
(pg-cloud.com/KingCD-Cities), and analyses in a Geographic Information System (GIS), a series
of recommended prioritization techniques is provided. The description of the prioritization
techniques and scenarios is provided below followed by a series of corresponding priority maps.
❖ Census Block Groups (CBGs) with the greatest possible planting area. CBGs with the
highest percent of total area available for possible planting. Includes vegetative and
impervious possible planting areas.
❖ CBGs with low amounts of tree canopy cover. CBGs with the lowest percentage of
existing tree canopy cover.
❖ Tree planting in Census Blocks to reduce stormwater runoff. Trees can be integrated to
help manage stormwater, specifically when targeting impervious surfaces. This indicator
uses available planting area on impervious surfaces and available planting areas within
100 feet of all surface water bodies.
❖ Tree planting in neighborhoods with high populations of minorities. Tree canopy is
negatively correlated with the percentage of minority residents. Planting trees in
communities with higher percentages of minority residents can support environmental
equity.
❖ Tree planting in neighborhoods with underserved populations. Tree canopy is positively
correlated with higher median income. Planting trees in lower income communities can
support environmental equity. CBG suitability is based on the percentage of residents
living below the poverty level.
View the maps on the following pages for examples of the listed planting priority techniques.
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Priority Planting Areas: Addressing Available Planting Space
Suitability
Very High
High
Medium
Figure 29. Map displaying the Census Block Groups most suitable for trees due to high possible planting area
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Figure 30. Map displaying the Census Block Groups with the lowest existing tree canopy cover
Priority Planting Areas: Addressing Low Existing Tree Canopy Cover
Suitability
Very High
High
Medium
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Figure 31. Map displaying Census Block Groups most suitable for tree plantings to address stormwater runoff
Priority Planting Areas: Addressing Stormwater Runoff
Suitability
Very High
High
Medium
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Figure 32. Map displaying higher concentrations of minority populations for increasing tree canopy cover
Priority Planting Areas: Addressing Tree Cover in Minority Neighborhoods
Suitability
Very High
High
Medium
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Figure 33. Map displaying Census Block Groups with underserved populations for increasing tree canopy cover
Priority Planting Areas: Addressing Tree Cover in Underserved Neighborhoods
Suitability
Very High
High
Medium
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Recommendations for Tree Canopy Cover Goals
Cities around the world are using tree canopy goals, usually in the form of percent tree canopy
cover, to guide urban forest management and meaningfully improve the livability of their
communities. Urban tree canopy (UTC) is ideal for goal setting because it can represent the
complex distribution and benefits of an urban forest within a single metric. Urban tree canopy
goals must walk a careful line of ambition, inspiration, and practicality.
Measuring, tracking, and improving urban tree canopies is an essential component of
sustainable urban living. As the world’s population continues to urbanize the value of healthy
UTC is only going up. Unfortunately, the global urban canopy trend is moving in the opposite
direction. A worldwide analysis showed urban forest cover on average is slightly, but
significantly decreasing. The United States is also losing urban tree canopy, to the tune of
175,000 acres or 36 million trees a year. That represents a loss of $96 million in tree benefits a
year, and those benefits, like heat reduction and public health improvements, are growing in
necessity.
Urban tree canopies are in perpetual motion as growth and regeneration push against
destructive forces, both natural and anthropogenic. These include development expansion, old
age, disease, pests, and fire. Reversing this course starts with knowing the extent of the urban
tree canopy and then establishing a goal for growth. “By knowing the amount of and direction
in which urban tree cover is moving, urban forest management plans can be developed to
provide desired levels of urban tree cover and forest benefits for current and future generations.”
(Nowak, et al. 2018)
For Renton, before setting and adopting a tree canopy cover goal, the current coverage must
be understood using the latest Urban Tree Canopy assessment. The 2018 UTC assessment
provides the baseline data for the urban forestry consultants and the City to establish
recommended canopy goals and tree planting priorities or targets.
Based on the assessment data, City input, community feedback, and benchmarking research
the recommended tree canopy goals for the City of Renton are provided in the following table:
Table 23. Summary of the recommended tree canopy goals and planting targets for Renton
Goal
Metric
Current Canopy
(2017)
Short-Term
Canopy Goal
Long-Term
Canopy Goal
Canopy % 29% 30% 33%
Goal Year -- 2032 2042 Total Trees to Reach Goal City-Led -- 3,150 11,400
Public-Led -- 2,100 7,600
Total Trees -- 5,250 19,000 Total Trees per Year to Reach Goal City-Led -- 315 570
Public-Led -- 210 380
Total Trees per Year -- 525 950
Future Added Benefits -- $60,000 $215,000
UTC assessments should be a periodic process and research recommends conducted follow up
assessments every 5 to 8 years to track canopy change, assess performance, and adapt priorities
to changing needs and budgets. Tree planting priority areas should be revisited annually and
informed by the public, new data, analysis, available resources, and other factors.
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TREE PLANTING INITIATIVE
Tree planting is critical to the health and longevity of Renton’s urban forest. However, tree
planting should be methodically planned with a specific purpose in mind. One of the best ways
to do this is to define and adopt an official planting initiative guided by a planting strategy. The
first step in developing a planting strategy is to define the goals. Often times, this goal aligns
with a citywide tree canopy cover goal and the timeframe to achieve it.
An effective tree planting initiative and program address three main questions: where to plant,
what to plant, and how to plant? It is important to develop an overall planting strategy where
the initial planting efforts are concentrated on streets and areas with the greatest need for
improvement. Tree species and planting location designations are significant components of a
municipal tree care program because of the long-term impact of these decisions. Success of a
continuing tree planting program will be judged by the health of the trees after planting and
the amount of money spent on planting and maintaining the new trees. With a small amount
of planning, healthy trees with greater life expectancy can be established with minimal up-front
investment and relatively minor maintenance costs.
This Tree Planting Initiative provides guidelines for the implementation of an organized and
comprehensive tree planting strategy that results in the prioritization of tree planting locations
and the expansion of Renton’s urban tree canopy within the confines of available resources.
Information on suitable planting locations in the City is provided in the previous section and
general recommendations on choosing suitable trees for each site follow.
Where to Plant
There are numerous opportunities to plant more trees on public property in the City of Renton.
Historically, the locations of new tree plantings on City-owned rights-of-way in Renton have
been based on constituent requests, the replacement of dead or dying trees (where feasible),
and project-specific plantings (e.g., streetscape improvement projects). With the updated tree
inventory, City managers now also know the exact location of additional planting sites that are
available throughout the City. Renton’s street and park tree inventory includes 1,789 available
planting sites as of January 2021. Moreover, the development of a prioritization scheme based
on canopy data allows the City to begin significant tree planting efforts in high priority areas of
the City.
According to the January 2021 inventory analysis report, the current stocking level is 93.5%,
based on a total 27,561 suitable planting sites, including 25,772 trees, 1,315 vacant sites, and 474
stumps. “Stocking” is a traditional forestry term used to measure the density and distribution of
trees. In this case it means that, of the total number of available planting sites identified in the
tree inventory along the public right-of-way, 93.5% currently have a tree present. Note that this
value only considers the currently available planting areas along the street right-of-way, and not
impervious surfaces that could become planting locations. Moreover, this value does not
incorporate potential planting locations in parks or other civic spaces. Of the total public trees
in the inventory, 724 trees were recommended for removal (in 2021 inventory analysis report).
These recommended removals represent a future increase in total number of potential planting
sites. An important benchmark in maintaining a sustainable urban forest is to keep it at least
90% stocked, such that no more than 10% of the existing planting sites remain vacant. The City
should make every effort to budget for tree planting in the future to maintain the urban forest
at least 90% stocked and to continue increasing its canopy.
Planting locations throughout the City were identified and prioritized as part of the urban tree
canopy analysis (Priority Planting Areas to Achieve Canopy Goals and Tree Equity Section).
Potential planting locations included all viable areas of the City that were classified as
grass/open space, impervious (parking lots), and bare ground in the urban tree canopy analysis.
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Tree Planting Parameters
Trees are an important part of the City, but they must coexist with various other aspects of the
built environment. To provide ample space for a growing tree while also maintaining public
safety and protecting other City infrastructure, the City should use the following minimum
guidelines when choosing new planting locations:
❖ New tree wells in existing sidewalks provide a minimum of 18 square feet of open soil (ex.
a 3’ x 6’ tree well).
❖ New tree wells in new sidewalks should provide a minimum of 36 square feet of open
soil (ex. a 6’ x 6’ tree well), and at least 1,000 gross cubic feet of soil value space for each
tree, providing any soil volume under paved surfaces through suspended pavements or
structural cells.
❖ To reduce infrastructure conflicts and maintain visibility and access to important public
safety features, trees should be planted a minimum of:
o 20 feet away from any intersection, crosswalk, or stop sign;
o 5 feet away from any fire hydrant or utility pole;
o 10 feet from any streetlight;
o 3 feet from any driveway or walkway; and
o 1 foot away from any underground utilities (ex. gas and water).
o The width of the sidewalk must also be taken into account, as per American with
Disabilities Act (ADA) regulations a 3 foot sidewalk width must remain.
o Trees must be spaced out in such a way that they have room to grow. Trees are
spaced at least 20 feet on center (i.e., measured trunk to trunk).
What to Plant
The City must determine which tree species will be planted in each specific site. The phrase
“right tree, right place” is the most important concept in planting. Many factors must be
considered in choosing a species for a site that maximizes the health and survivability of the
tree, and the benefits provided by that tree. Trees in urban environments must withstand
particularly challenging conditions, such as high temperatures, drought, flooding, air pollution,
soil salt, and limited growing space both above and below ground. Trees have different
characteristics suitable for different landscapes, sites, and microclimates. It is recommended
that all characteristics be recognized, including, but not limited to, the desired function (e.g.,
seasonal flowering, shade canopy, wind resistance), mature size and shape for the intended
location, soil conditions, root structure, maintenance requirements, potential pest problems,
and survivability in the face of climate change. Equally important to selecting the right tree is
choosing the right spot to plant it. Blocking an unsightly view or creating shade may be a
priority, but it is important to also consider how a tree may impact existing structures and
utilities as it grows taller, wider, and deeper. For example, if the tree’s canopy, at maturity, will
reach overhead utility lines, it is best to choose another tree or a different location. Taking the
time to consider location before planting can prevent power disturbances and improper utility
pruning practices.
Historically, there has been some mismatch of tree species selection with available planting
sites in Renton. There are some large growing trees under power lines, and there are some small
growing trees planted in sites suitable for larger trees. Large trees in small spaces can damage
sidewalks and curbs, require severe pruning for overhead utility lines and street clearance, and
often have a much shorter service life due to the restricted growing area. Small trees in large
spaces limit the use of mature shade trees on public streets. It is well known that larger growing
trees provide the most environmental and economic benefits, and appropriate areas to plant
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them rarely exist in older, well developed communities. Proactive planning should be made to
plant the “right tree in the right place” in the vacant sites, considering available growing space,
presence of utilities, and traffic and pedestrian clearance issues, while obtaining the desired
aesthetic effects and function of the street tree. Planting the proper type of tree for each
planting area will result in a more effective, healthy, and attractive urban forest.
Tree Species Diversity
At the scale of the entire urban forest, species diversity in new plantings should be of major
importance. Planting a variety of species can decrease the impact of species-specific pests and
diseases by limiting the number of susceptible trees in a population. Moreover, planting a wide
variety of tree species can help limit the impacts from physical events, as different tree species
react differently to stress. Species diversity helps withstand urban forest impacts from drought,
ice, flooding, strong storms, and wind. As stated in the Structure of the Public Tree Population
section, at the genus level, maples (Acer) account for 27% of the total public tree population
and bigleaf maples and Douglas-firs exceed the 10% threshold with 15% and 11% respectively.
The dangers of planting monocultures have proven to be devastating. One of Renton’s goals
should be to increase species diversity throughout the City, such that no species represents
more than 10% and that no one genus comprises more than 20% of the population.
Consideration should be given to large trees that provide shade, are aesthetically pleasing, and
provide food or habitat for native insects and wildlife. Although the City should consider
focusing efforts on planting species that are native to the region, particularly in the face of
climate change, the wider effort should focus on urban-tolerant and/or wind-resistant species,
regardless of origin.
Tree Species Selection
Matching a species to its favored climatic and soil conditions is the most important task when
planning for a maintainable and survivable landscape. Plants that are well matched to their
environmental conditions are much more likely to resist pathogens, insect pests, and severe
storm damage and will therefore require less maintenance overall and be more likely to survive.
In addition to considering site characteristics (such as climate, precipitation, native vegetation,
availability of space) and soil characteristics (such as soil texture, structure, drainage, pH, water
availability, and road salt), specific physical tree features must also be scrutinized to ensure
public safety. Some considerations for street trees are the amount of litter dropped by mature
trees, the maintenance required, and public acceptance.
In the face of climate change, plummeting insect popu lations, and mass extinctions, the City
should focus efforts on planting species indigenous to the region. Planting species that are
native to the region whenever possible will provide additional benefits to the ecosystem at
large. Above all, given the tough growing conditions in an urban environment, tree species
should be selected for their durability and low maintenance requirements. These attributes are
highly dependent on site characteristics as well as species characteristics.
How to Plant
The steps taken to properly plant trees must continue to be clearly outlined for City crews and/or
contractors performing the work. Planting oversight and/or post planting inspections must
continue to be performed to ensure that the work meets the guidelines set fort h by the City.
The tree planting methodology outlined in this section is supported by industry standards and
best practices, including the American National Standards Institute (ANSI) Z60.1-2014 American
Standard for Nursery Stock, and the American National Standards Institute (ANSI): Standard
A300. Standard Practices for Tree, Shrub and other Woody Plant Maintenance.
These standards and best practices detail the methods and protocols for selecting healthy
planting stock, handling trees during transport and planting, preparing the planting site,
planting the tree, mulching, and young tree pruning.
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Key Considerations for a Tree Planting Plan
A planting strategy is crucial to urban forest sustainability and should be based on data,
available resources, partnerships, and community input. Some of the more common goals that
define a planting strategy include:
❖ Equitable Distribution. With this goal, planting priorities are assigned to areas
determined to be the most in need based on the goal of an even distribution of benefits
provided by trees. Beyond equal distribution, an area defined to be "in -need" is
determined locally and can be a combination of priorities or focused on one specific
priority. It is recommended the City utilize the guidance provided in the Tre e Canopy
Cover Goals section to identify areas of low tree equity that are most suitable for planting.
❖ Areas of Predicted Future Canopy Loss. Older neighborhoods with a more established
tree canopy can anticipate significant losses in future years. One met hod to planning
future planting efforts is to target these replanting areas now to aid in a less drastic
succession of trees over time.
❖ Benefits-Based Plantings. Areas that have a specific issue like poor air or water quality,
or a large percentage of older residents sensitive to heat stress, may work to plant trees
based on the anticipated benefits in years to come.
❖ Regular, Methodical Planting in Concert with Cyclical Tree Care Efforts. Planting may
be most effective if it follows the City’s inventory, in that trees are planted where they are
removed. Regular methodical planting can also be considered a worthy goal.
❖ Species Diversity. Planting strategies should not only identify where to plant but also
what is being planted. Species diversity in Renton can quickly become an issue if data is
not used to make decisions on the types of trees to plant. Neighborhood -level and
Citywide planting plans should detail how biodiversity will be maintained with short-
and long-term strategies.
❖ Inventory-Driven Plantings. In addition to tree canopy assessment data or data
pertaining to the spatial location of existing tree canopy and possible planting space, a
city may also utilize or conduct inventories of available public planting spaces. Often
times, these types of inventories identify planting spaces based on criteria such as
minimum width, distance from existing tree, distance from intersection, among others.
Most planting space inventories catalogue the relative size of the growing space (small,
medium, large).
❖ Partners in Planting. Renton’s planting strategy should also include who is doing the
planting. This work can be done by City partners, neighborhood groups, community tree
stewards, developers, and other interested parties, thus allowing the City to focus on
specialized care (pruning, removals, assessments).
Future tree plantings should focus on maintaining or increasing species diversity and reducing
reliance on any particular species.
Renton’s public tree population is primarily in fair or better condition with over 280 distinct
species. The City should continue to focus resources on preserving existing and mature trees to
promote health, strong structure, and tree longevity. Structural and training pruning for young
trees will maximize the value of this resource, reduce long-term maintenance costs, reduce risk,
reduce storm damage, and ensure that as trees mature, they provide the greatest possible
benefits over time.
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Tree Planting Recommendations
• Increase genus and species diversity in new and replacement tree plantings to reduce
reliance on abundant groups. At a minimum, strive for no species representing more
than 10% of the overall population and no genus representing more than 20% of the
overall population.
• Use available planting sites to improve diversity, increase benefits, and further distribute
the age distribution of street and park trees.
• Prioritize planting replacement trees for those trees that have previously been removed.
• Identify additional planting sites for trees and use the largest stature tree possible where
space allows.
• Prioritize successional planting of important species, as determined by relative
performance index (RPI) and the relative age distribution.
• Species that are adequately represented by established age distributions but lack recent
plantings should receive priority care.
• Prioritize structural pruning for young trees and ensure maintenance plans and
associated budgets are prepared as trees become established.
• Regularly inspect trees to identify and mitigate structural and correctable defects to
reduce the likelihood of tree and branch failure.
• Consider opportunities to further support wildlife habitat and pollinators when making
decisions on the species of tree(s) to plant.
• Create or update a recommended master tree list for City projects and to provide as a
recommendation to the public for private property plantings. Include attributes such as
tree size at maturity, primary feature, soil requirements, space requirements,
recommended location(s), native/nonnative classification, description, and any concerns.
• Consider preparedness planning for invasive pests and deleterious effects of climate
change including wildfire, stormwater, and extreme weather events.
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POST-PLANTING CARE AND YOUNG TREE MAINTENANCE
The urban forest within Renton plays a significant role in maintaining the health and vitality of
urban life. It provides a wealth of benefits to neighborhoods and residents through the
reduction of energy consumption, the removal of pollutants from the ai r and water, reduction
in stormwater flows, increased valuation of private property, increased worker productivity,
reduction in stress and violent crime, as well as providing recreational opportunities and
aesthetic diversity. At the same time stresses from the urban environment including air
pollution, damage by vehicles, increased impervious surface, soil compaction, and maintenance
neglect reduce the diversity and magnitude of these benefits and may lead to tree-related
problems.
The inherently close interaction between people and trees in the City requires active and
diligent management of the urban and community tree and forest resources to ensure public
safety. To enhance tree canopy and associated benefits, trees need to be properly planted and
maintained.
The City of Renton can use the following information to make any updates to tree policies.
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Tree Maintenance Best Practices
The following provides an overview of tree maintenance best practices. It is not intended to be
an extensive or comprehensive summary of best practices. All tree maintenance practices
should follow the American National Standards Institute’s (ANSI) A300 Standards (Parts 1-10).
Reasons for Tree Pruning
1. Pruning for Safety
Involves removing branches that could fall and cause injury or property damage, trimming
branches that interfere with lines of sight on streets or driveways, and removing branches
that grow into utility lines. Safety pruning can be largely avoided by caref ully choosing
species that will not grow beyond the space available to them and have strength and form
characteristics that are suited to the site.
2. Pruning for Health
Involves removing diseased or insect‐infested wood, thinning the crown to increase airf low
and reduce some pest problems, and removing crossing and rubbing branches. Pruning can
best be used to encourage trees to develop a strong structure and reduce the likelihood of
damage during severe weather. Removing broken or damaged limbs encourages wound
closure.
3. Pruning for Form
Improves the structure of trees and removes branches that are more likely to fail. Branches
that are poorly attached may be broken off by wind and accumulation of snow and ice.
Branches removed by such natural forces often result in large, ragged wounds that rarely
seal.
4. Pruning for Aesthetics
Involves enhancing the natural form and character of trees or stimulating flower production.
To reduce the need for pruning it is best to consider a tree’s natural form. It is very difficult
to impose an unnatural form on a tree without a commitment to constant care.
Common Types of Tree Pruning
1. Crown Cleaning
Consists of the selective removal of dead, dying, diseased, and weak branches from a tree’s
crown. No more than 25% of the live crown should be removed in any one year, even for
young trees.
2. Crown Thinning
Primarily for hardwoods, thinning is the selective removal of branches to increase light
penetration and air movement throughout the crown of a tree. The intent is to maintain or
develop a tree’s structure and form. To avoid unnecessary stress and prevent excessive
production of epicormic sprouts, no more than one‐quarter of the living crown should be
removed at a time. If it is necessary to remove more, it should be done over successive years.
Branches with strong U‐shaped angles of attachment should be retained. Branches with
narrow, V‐shaped angles of attachment often form included bark and should be removed.
3. Crown Raising
The practice of removing branches from the bottom of the crown of a tree to provide
clearance for pedestrians, vehicles, buildings, lines of site, or to develop a clear stem for
timber production. After pruning, the ratio of the living crown to total tree height should be
at least two‐thirds. On young trees temporary branches may be retained along the stem to
encourage taper and protect trees from vandalism and sunscald.
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4. Crown Reduction
Most often used when a tree has grown too large for its permitted space. This method,
sometimes called drop crotch pruning, is preferred to topping because it results in a more
natural appearance, increases the time before pruning is needed again, and minimizes
stress (see drop crotch cuts in the next section). Crown reduction pruning, a method of last
resort, often results in large pruning wounds.
Figure 34. Examples of the types of tree pruning
Tree Pruning Cuts
Pruning cuts should be made so that only branch tissue is removed and stem tissue is not
damaged. To find the proper place to cut a branch, look for the branch collar that grows from
the stem tissue at the underside of the base of the branch. On the upper surface, there is usually
a branch bark ridge that runs parallel to the branch angle, along the stem of the tree. A proper
pruning cut does not damage either the branch bark ridge or the branch collar. A proper cut
begins just outside the branch bark ridge and angles down away from the stem of the tree,
avoiding injury to the branch collar.
Image source: Arbor Day Foundation
Image source: Pennsylvania State University Urban Forestry Extension
Figure 35. Types of pruning cuts and the proper branch cutting technique
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Utility Tree Maintenance Best Practices
Utility Tree Pruning Overview
The City should work with the utility companies to ensure proper pruning practices are followed
and that open communication between the company, the city, and the public are maintained.
The International Society of Arboriculture provides guidelines for maintaining trees near power
lines (Best Management Practices – Utility Pruning of Trees, G. Kempter).
Maintaining power lines free of tree growth is based on a consistent, planned trimming cycle of
the utility vegetation management company. This approach improves electric service to all the
customers who get their power from that line. A sensible approach to trimming trees means
having a thorough maintenance plan that improves the safety and reliability of electric service
to residents. Residents and the City staff should not attempt to trim any vegetation growing
near or on any overhead power lines.
Utility Tree Maintenance Techniques
1. Directional Pruning
Removes entire branches and limbs to the main trunk of the tree and future growth is
directed away from the power lines. Reduction cuts are used for removing these branches
and limbs and should be pruned properly back to a lateral branch that is at least one-third
the diameter of the branch being removed. This allows for good wound closure and protects
apical dominance and reduces sprouts.
Avoid topping or rounding over trees. This removes more foliage than directional pruning,
increases the number of tree wounds, stresses the tree, causes unstable decay, and increases
water sprouts.
2. Right Tree Right Place
Selecting the right tree for the site can reduce potential safety hazards and improve the
reliability of the electric service. Smaller trees near power lines do not need to be excessively
pruned and do not lose their natural form.
3. Recommended Trees
Trees potentially suitable for planting adjacent to power lines should be shorter and slow
growing to prevent clearance issues.
Photo source: Pennsylvania State University Urban Forestry Extension
Figure 36. Example of trees directionally pruned for clearance from power lines
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Young Tree Maintenance Best Practices
Proper pruning is essential in developing a tree with a strong structure and desirable form. Trees
that receive the appropriate pruning measures while they are young will require less corrective
pruning as they mature.
Young Tree Maintenance Techniques
1. Consider the Nature Form and Desired Growth
Accentuate the natural branching habit of a tree and correct any structural problems over
time, if needed, to not stress the tree.
2. Pruning in 1-2 Years after Planting
Prune as little as possible after planting to ensure there are enough temporary branches to
produce food for new growth of roots, trunk, and branches. Prune only dead, broken,
malformed, or diseased branches. Remove codominant leaders to maintain one dominant
trunk. Prune for clearance if absolutely necessary. Keep size of branch removed to less than
one inch in diameter.
3. Pruning 2-3 Years after Planting
Prune any dead, broken, malformed, or diseased branches. Remove any suckers from the
base of the tree. Next, determine the permanent branch structure by considering:
• Remove, thin, or cut back any competing leaders
• Remove crossing or rubbing branches, keep the branch that maintains the natural form
• Thin excessively crowded branches but do not lions-tail
• Remove branches with narrow angles between the branch and trunk (consider species)
• Remove branches to maintain well-spaced branches along the trunk. Ideal mature trees
will have lateral branches that are 18-24 inches apart (depending on species)
• Avoid pruning near time of bud break
• Prune flowering trees after flowering
1. Prune competing leader
2. Prune malformed branches
3. Remove crossing branches
4. Remove water sprouts
5. Remove branches with poor angles
6. Prune broken or damaged branches
7. Prune temporary branches over time
8. Remove suckers
9. Apply 2-3” of mulch
Photo source: Pennsylvania State University Urban Forestry Extension
Figure 37. Example of branches to be pruned for newly planted trees to promote good structure
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Tree Planting Best Practices
The following provides an overview of best practices that should be considered and followed
before during and after planting trees.
• Trees to be planted should be selected from an approved tree planting list developed to
maintain and enhance species diversity that are suitable for the Renton, WA Plant
Hardiness Zone and changing climates.
• Planting material will conform to the latest version of the American Standard for Nursery
Stock (American National Standards Institute [ANSI] Z60.1). Trees to be planted should
be of standard quality or better, and should be true to name and type of their species
variety.
• Trees should not be planted in tree lawns less than 2 feet in width or in planting pits less
than 5 feet long by 5 feet wide.
• Trees should not be planted within 50 feet of any major intersection, or within 20 feet of
a fire hydrant, a driveway, or a pole supporting a light.
• The burlap and twine from balled-and-burlap trees should be removed from the tree and
the tree pit. Wire tree baskets may remain on the root ball, but the top one-third should
be clipped and removed from the planting hole.
• Mulch should be placed around trees in a minimum 3-foot circle and 3-inch depth to
protect trees from lawnmower damage and competition from turf; mulch will be kept
away from tree trunks.
• Newly planted trees should be irrigated weekly during droug hts in the growing season
for three years.
Tree Irrigation Considerations and Best Practices:
• Current limiting factor is budget for watering newly planted trees.
• With dry and increasingly hot summers this is a critical requirement for new tree
establishment.
• Establishing new trees requires 4-5 years of supplemental irrigation during the summer
months.
• 400 trees currently (2021) costs $100,000, so every 100 new trees planted requires an
additional $25,000.
• Development of a certain size or where frontage improvements trigger tree planting
should be required to install permanent in-ground irrigation systems.
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FUNDING MECHANISMS
Urban forests are an essential component of a municipality’s infrastructure. Well-managed
urban forests boost community livability and build resilience through a myriad of ecosystem
services. However, the budgets afforded to urban forestry programs do not always represent this
“essential” status and forestry managers often need to work with budgets that are below the ir
needs. Urban forestry budgets are also prone to large swings in need, as is currently being
observed with the emerald ash borer causing spikes in tree removal demand. It can also be
difficult to finance singular, capital intensive projects, like a public tree inventory, that provide
critical data for forest planning and management.
The general fund has long been the core of urban forestry program funding across the county
and it remains a stable and popular option today (making up 72% of urban forestry funding in
2014).
The general fund is also beholden to many other community needs and it is often stretched
thin to meet all these demands. The best strategy for overcoming these budgetary challenges
is to leverage a variety of sources, both public and private, to supplement allocations from the
general fund. A diverse portfolio of funding streams allows urban forestry programs to weather
resource restrictions and provide higher levels of service, like advancing from reactive to
proactive maintenance cycles and implementing the Urban Forest Management Plan.
Street Tree Fund
According to section 9-13-8.B.3 Tree Removal of Renton’s Municipal Code, in lieu of planting
replacement trees, and at the sole discretion of the City arborist, the permittee for a tree removal
request may contribute to the City’s tree fund a dollar amount equal to the value of the
replacement trees, including installation costs. These fees along with Routine Vegetation
Management Permit fees ($105 plus a 3% technology fee), building permit fees received, tree
removal mitigation fees, and stormwater fees could all contribute to a general tree
maintenance operating fund..
Stormwater Utility
Stormwater management has been a growing financial burden for many communities across
the country, even before the effects of climate change have begun to take hold. To pay for the
increasing costs, cities have been implementing user fees for stormwater management services.
These charges are called stormwater fees or stormwater utility fees because they are modeled
after the way municipalities have historically billed residents for other utility services like water
and sewer. Stormwater fees provide local governments with a stable source of revenue to pay
for their growing stormwater management costs, Urban forests are a well-documented
complement to grey infrastructure for treating and mitigating stormwater. Therefore, many
communities include urban forestry in stormwater fee payouts. Stormwater taxes that are
assessed based on a property’s impervious surface area also provide additional motivation for
owners to plant and maintain trees to minimize their fees or receive credits to their utility bill.
Requirements for a Comprehensive Street Tree Program
Different communities use different methods to calculate what to charge for the storm water
services they provide. Due to the complexity of creating a stormwater utility structure that is
outside of the scope of urban forest management planning, the following explanation provides
a simplified overview of a common fee calculation process that addresses the most important
elements other methods share.
Many stormwater fees are based on the amount of impervious cover a property contains. Roofs,
driveways, patios, and parking lots all usually count towards the total, but public sidewalks and
roadways are not factored in. Properties with more impervious cover generate more stormwater
runoff which puts a greater demand on the municipal stormwater system, compared to
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properties with less impervious cover. Because properties with lots of impervious surface
require more stormwater service, they pay larger stormwater fees.
Municipalities use different approaches to estimate the impervious cover on each of the
residential, commercial, and institutional properties their stormwater management system
serves. In some instances, they will visit properties to take measurements in the field but, more
often, they use aerial imagery and computer software to calculate coverages using in-house
information technology staff or consultants. Municipalities often calculate a representative
value to represent the runoff from their residential properties. They do this by carefully
measuring the impervious cover from a sample of typical single-family residential parcels to
determine a median area measured in square feet. This value is called an ERU, short for
Equivalent Residential Unit.
The ERU essentially represents a base billing unit. Properties with very little impervious cover
may be charged some fraction of an ERU, whereas properties with lots of impervious cover may
be charged multiple ERUs. Municipalities take many factors into account when setting their
base ERU billing rate, but the basic process involves two steps:
1. Adding up the impervious cover totals for each of the properties in their community and
dividing this number by the ERU size they calculated earlier to determine the total
number of ERUs in their service area and then,
2. Dividing their estimated annual stormwater budget by the total number of ERUs to
reveal how much they need to charge per ERU to cover their annual stormwater costs.
The nationwide average stormwater fee for single-family residential properties is
currently $5.85 monthly (Campbell, 2019).
The national average stormwater utility fee for single-family residential properties is based on a
2019 survey of 1,716 stormwater utility programs across 40 U.S. stat es and the District of
Columbia. As of 2016, there are a total of 122 municipalities in the State of Washington that have
a stormwater utility (Campbell, 2019).
The City of Renton has an established stormwater utility and bills properties stormwater fees
based on their land use and level of imperviousness. Whether a portion of the annual amount
received therein could be used for funding part of the Urban Forestry program might be worth
exploring. Tree planting, tree maintenance, and plant health care all contribute to sustaining
and enhancing tree canopy cover in the City— which research shows tree canopy reduces
stormwater runoff volume in communities.
Special Assessment Districts
Many properties in Renton are included in unique special financing districts of different types,
especially in newer or redeveloping areas of the City. These districts are ordinarily initiated by
the developer of a property, but are approved by City Council. The purposes of these districts
may include financing of public improvements, ongoing maintenance and operations, or a
combination. In general, these districts either serve to reimburse the developer for public
improvements they are required to provide or to augment public faci lities and services which
might not otherwise be available to most City residents. Most districts obtain their revenue via
a property tax, although some may also charge fees or collect assessments. Residential districts
have an eventual time limit for debt service, but in some cases they may operate more or less
in perpetuity to provide maintenance and/or services.
In Renton, several special assessment districts may be considered, including Business
Improvement Districts (BIDs), General Improvement Districts (GIDs), Special Improvement
Maintenance Districts (SIMDs), and Local Improvement Districts (LIDs). Others include water
districts, fire protection districts, sanitation districts, and parks and recreation districts.
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Focusing on areas with higher concentrations of street trees or maintenance needs, such as
business districts, may capture property owners who are more willing to pay for tree care. This
approach may be more politically palatable and could potentially lead to a citywide special
assessment district where existing districts could be consolidated and organized into separate
benefit zones, each with its own budget.
Requirements for a Comprehensive Street Tree Program
Special assessments are usually calculated per linear foot, based on the idea that benefits to
property owners are directly related to street frontage. In some cases, special assessments
include additional metrics such as building and/or lot square footage to account for the added
benefit associated with larger buildings that have more occupants.
Parcel Tax
A parcel tax is a special tax levied for the provision of special benefits. Revenues from special
taxes must be used for the specific purpose for which they are intended, so a parcel tax would
create a dedicated funding stream for street trees. Similar to a special assessment, a parcel tax
cannot be based on the value of property; however, the amount levied on each parcel does not
need to be directly related to the benefits provided. Cities have the flexibility to levy parcel taxes
as they see fit, but they are typically based on lot square footage or levied as a flat tax, with the
same amount per parcel.
Parcel taxes are designed to encompass entire cities and therefore, are good candidates for a
citywide street tree program, as opposed to the district-level approach that often occurs under
special assessments. Parcel taxes typically fund more than just street trees. For example, a tree
maintenance tax per parcel may include provisions for the maintenance of parks and open
space and improvements to recreation facilities.
A parcel tax requires strong public support, as it must be approved by voters, rather than just
the majority of property owners, as with a special assessment. Because a parcel tax must be
voted on in a general election, rather than via mail-in ballot, it is likely to receive heightened
political attention. However, general elections capture the votes of renters, who may be more
apt to approve a tax borne by property owners.
Requirements for a Comprehensive Street Tree Program
A parcel tax for urban forestry operations and maintenance (O&M) may be levied as a flat tax, or
it may be based on lot size (square footage). This study evaluated the parcel tax amount
required to finance a City-operated street tree program according to both approaches.
Renton currently has approximately 27,276 parcels Citywide. In the case of a flat parcel tax, the
City would need to levy approximately $28 per parcel per year to cover the full costs of the
public tree maintenance program that follows a 7-year pruning cycle. To fund the tree
maintenance and the in-house arborist crew, a flat parcel tax of approximately $44 per parcel
per year is required.
Renton’s parcels total approximately 660 million square feet. To annually fund the public tree
maintenance 7-year pruning cycle, a parcel tax levied according to lot size would translate to
an annual tax of $0.00117 per square foot and $0.00182 to fund the tree maintenance and in-
house arborist crew annually. For a typical 2,500-square foot lot (25 feet wide and 100 feet
deep), a parcel tax based on lot size would amount to $2.93 to fund tree maintenance annually
or $4.55 to fund annual tree maintenance and the in-house arborist crew.
Another approach to consider is the average parcel lot area of 24,128 square feet ($28.22 - $43.91
per year) or classifications of parcels by counts within area (square feet) ranges.
Considerations and adjustments to these numbers must be made for properties with multiple
right-of-way trees, HOA-managed trees, and maintenance responsibility stated in plat plans.
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Table 24. Parcel tax options and provisions for Renton's Urban Forestry Program
Metric
Annual Tree
Maintenance for 7-
Year Cycle
Tree Maintenance and In-
House Arborist Crew
# of Parcels 27,276 27,276
Recommended Budget $774,000 $1,199,682
Flat Tax (budget by parcel) $28 $44
Parcel Square Feet (sq. ft.) 656,665,036 656,665,036
Tax by Lot Size $0.00117 $0.00182
Typical Parcel (2,500 sq. ft.) Annual Tax $2.93 $4.55
Average Parcel Size (sq. ft.) 24,128 24,128
Average Parcel Size Annual Tax $28.22 $43.91
General Obligation Bonds
Local governments commonly use General Obligation (GO) bonds to fund the construction and
improvement of projects involving real property (e.g., buildings, infrastructure and parks). GO
bonds typically carry low interest rates, making them attractive for capital projects, which may
include tree planting. However, funding is available for discrete projects, often over a limited
time rather than an extended period. In addition, ongoing maintenance is ineligible for GO
bond funding pursuant to federal tax law. Washington cities may pay debt service from GO
bonds through property taxes (in proportion to the estimated value of the goods or transaction
concerned), where assessments are based on property value. As a result, the issuance of GO
bonds requires majority voter approval.
GO bonds may be a tool for financing the planting of street trees in Renton as part of a larger
package of capital improvements, as bonds are typically issued for large amounts. For example,
voters may approve a Road Repair and Street Safety Bond, with funds designated for
streetscape and street safety improvements that included street tree planting. GO bonds may
include tree planting among streetscape improvements through street enhancement
programs such as “complete streets” programs. However, these bonds may allocate funding for
street tree planting to the streets program, rather than the City’s Urban Forestry Program. A
bond specifically focused on a major street tree planting effort may be appropriate in the future.
Requirements for a Comprehensive Street Tree Program
Because GO bonds only fund capital costs, they could only be used to finance tree planting and
establishment activities under a comprehensive city-operated street tree program.
Additional Financing Options
Parking Benefit District
Parking Benefit Districts (PBDs) generate revenue within a special district for improvements and
services related to streets, streetscapes, and landscapes. Because revenue derives from parking
meters, visitors to PBDs fund the majority of improvements. As a result, local governments may
create PBDs via ordinance without requiring a vote of property owners, setting them apart from
other special assessment districts. Although only commercial areas with parking meters
provide revenue, improvements may be implemented beyond PBD boundaries. The ordinance
that creates the PBD determines the share of revenue that must be applied to improvements
within the district, known as the “local return” portion. A committee of residents, property
owners, and business owners advises the local agency administering the PBD on how to expend
revenue. Adjustments to City policy regarding the agency receiving excess meter revenue may
be required to enable the use of this financing option for a street tree program.
While activities may include street tree planting and maintenance, a PBD is likely to cover other
improvements related to neighborhood beautification. It is possible to create a dedicated
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funding stream for improvements, including street tree planting, sidewalk m aintenance, and
the installation of street furniture and light fixtures. This may present an opportunity to finance
a portion of Renton’s public tree maintenance costs; however, this strategy requires additional
analysis to determine the likely amount of revenue to be generated for street trees, along with
the potential for adding parking meters in new areas of the City.
General Fund
Renton’s General Fund has historically funded a share of street tree planting, establishment,
and maintenance activities through the Capital Improvement Plan (CIP). However,
appropriations have not kept pace with the needs of urban forest management to keep it
sustainable. Because the General Fund is not a dedicated funding stream with a consistent
budget amount, and is subject to changing economic conditions and political support, the
General Fund is a volatile funding source. Nonessential services are the first target for cuts when
expenditures exceed revenues, and there is no guarantee that one year’s appropriations will
equal the next, as the City’s current funding for public trees demonstrates. Given the current
status, reliance on Renton’s General Fund is not ideal for long-term planning of a program that
will require a substantial commitment of resources (e.g., new staff, funding for partners).
A mixed General Fund and Special Assessment model is often considered an appropriate
compromise but can lead to decreases in General Fund budget allocations over time, as the
assessment bears a large share of the burden of maintenance.
Partnerships
A number of opportunities for partnerships exist to help implement a public tree program in
Renton and cover a portion of the costs. Continued collaboration with the Green Cities
Partnership, WA Department of Natural Resources, community groups, and corporations would
advance the City’s planting agenda, particularly if Urban Forestry does not have the resources
to conduct all the work.
Many communities across the country partner with local non-profit organizations (NPOs) that
conduct tree planting. Based on conclusions from the needs assessment conducted as part of
the Plan, a non-profit organization devoted to the planting and stewardship of public and
private trees in Renton does not exist. The Plan provides recommendations and action steps to
pursue in an effort to establish additional partners and support from entities such as NPOs.
Public agencies, such as the U.S. Forest Service and regional air quality management districts,
may also provide grant funding, although these are typically one-time contributions rather than
a sustainable funding source. As an alternative or addition to NPOs and public agencies,
corporate partnerships may present an opportunity for financing a share of Renton’s street tree
planting and maintenance activities. Communities often establish adopt-a-tree programs and
a corresponding fund that accepts donations for street tree activities, but a formal corporate
partnership program could be a component of corporate social responsibility programs,
particularly for Renton-based businesses. In particular, large goals like increasing the City’s tree
canopy may attract corporate partners interested in environmental stewardship and a positive
public image. Emphasizing the benefits of street trees, such as clean air and water, may expand
the pool of funders to areas like public health. For example, large health or fitness corporations
may contribute substantial funds for projects and programs that promote increased access to
trails for fitness purposes. Development of a corporate partnership program would likely require
significant fundraising and outreach efforts on Urban Forestry’s part and may place the City in
competition with NPOs with highly organized fundraising programs based in Renton such as
conservancies and park foundations. Some funders may prefer to contribute to NPOs, and
therefore, it may benefit the City to partner closely with the NPO or support the establishment
of an NPO. Ideally, corporate contributions would be consistent so that the City could rely on a
sustainable funding stream.
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Table 25. Summary of financing options for Renton’s urban forest
Financing
Options Attributes Process Opportunities Challenges
Feasible Options
Tree Fund Routine
Vegetation
Management
Permit fees
($100), building
permit fees
received, tree
mitigation fees,
and stormwater
fees could all
contribute to a
general tree
maintenance
operating fund.
Enforcement of the
Code generates
monies from
restitution.
Building permit
and stormwater
fees would need
evaluated and
adjusted to
accommodate
supporting a Tree
Fund.
Monitoring Code
violations would
generate revenue
for the Tree Fund.
Potential use of
funds for tree
maintenance.
The City is
growing and
revenue from
fees could
benefit the Tree
Fund.
Forestry staffing
levels are
inadequate to
monitor Code
violations. Fees
would need
evaluated,
adjusted, and
approved. Funds
used for tree
maintenance do
not directly affect
all contributors to
the fee programs.
Stormwater
Utility
A fee to
manage
stormwater
based on
impervious
area.
A fee from all
developed parcels
to support the
stormwater
program.
Trees reduce
stormwater
volumes. Planting
trees could
qualify property
owners a credit.
An extensive
analysis for the
appropriate utility
fee structure is
required.
Special
Assessment
Districts
Special
assessment for
landscaping,
open space
improvements,
acquisition, and
maintenance.
City agency /
property owners
initiate via petition,
City agency
administers; based
on benefits
calculated in
engineer’s report;
>50% of property
owners in
proposed district
must approve via
(mail) ballot.
Citywide district
possible for all
street trees;
individual
districts more
feasible in areas
with many trees,
high
maintenance
needs, and/or
political support.
Typically funds
more than just
street trees.
Parcel Tax Assessment
levied
independent of
property value,
can be equal
amount per
parcel or
dependent on
lot size.
2/3 of voters (not
just property
owners) must
approve via
election ballot.
Tax can be
directly related to
program costs;
maintenance
taxes deductible
for property
owners.
2/3 voter approval;
potential
competition from
other services
(e.g., schools); flat
tax distributes
cost inequitably.
General
Obligation
(GO) Bond
Low-interest
loan for capital
projects; repaid
by levying tax
revenue.
2/3 voter approval
required.
Frequently used
tool in municipal
government.
Funding provided
for set period;
maintenance
ineligible for
funding.
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Additional Options
Parking
Benefit
District
(PBD)
Revenue from
parking meters
for range of
right-of-way
improvements.
Enacted via local
ordinance specifying
boundaries, rates,
use of funds; City
administers with
committee input.
No ballot
approval
required; visitors
bear burden over
residents.
Typically funds
more than trees.
General
Fund
City’s primary
funding pool
for wide range
of municipal
services.
Annual budget via
City’s legislative
process.
History of
funding for tree
planting and
establishment.
Not a guaranteed
source of funding;
no guaranteed
funding amount;
funds at risk if
budget shortfalls.
Partnerships Non-profits,
corporate
partners, grant
funding; for tree
planting and
establishment.
Various, depends
on City’s
processes.
Decrease costs,
increase capacity,
develop a tree
steward
organization and
program.
Union resistance,
sustainable
funding stream
required.
Carbon
Offsets
The WA Climate
Commitment Act
(May 2021)
creates a “cap
and invest”
program with a
statewide cap on
greenhouse gas
emissions and
auctions or
allocates
emissions
allowances which
supports climate
resiliency
programs.
The WA
Department of
Ecology is
developing the
program and
regulations.
House Bill 1216
(HB1216)
promotes urban
forestry programs
that will be
facilitated
through the WA
Department of
Natural
Resources.
WA is only the
second state to
pass an economy-
wide carbon cap
program, after CA.
In CA, projects
must plant at least
1,000 trees as
offset projects to
enable the sale of
carbon credits. WA
may adopt similar
requirements. Also,
HB1216 presents
opportunities.
Many trees
(5,000+) must be
planted to cover
costs of an offset
program. Creates
two types of
street trees,
offset program
trees require
higher oversight.
Does not support
tree
maintenance.
Pest Control
Fee
A fee for forestry
related services
such as pest
control and
replanting.
A forestry fee
specific to pest
control added to
the public service
utility billing as a
levy.
Opportunity to
offset costs of
managing and
recovering from
tree pests and
diseases.
Increased fee
may require
voter approval.
The City must
analyze pest
control costs to
establish the
appropriate fee
amount.
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COMMUNITY ENGAGEMENT
The urban forest is a resource that benefits and belongs to the City’s residents. In order to care
for it, the passion that is so frequently used to talk about trees can be harnessed to build
stewardship around Renton’s trees. Approximately 71% of Renton’s tree canopy is located on
either residential (32%), commercial (22%), or industrial (17%) land (see the Urban Tree Canopy
Cover section). Thus, success in improving or maintaining tree canopy must include not only the
municipal government, but also a populace that understands the value of trees and tree canopy
to the community and the environment and how to plant and care for trees.
Engagement to Inform the Plan
Throughout the development of the Urban
Forest Management Plan, engagement
opportunities and activities were held to
gather feedback and input that would inform
the vision, goals, and strategies. The
engagement sessions launched with a project
website (RentonForestryPlan.com) where
information about the Plan and supporting
studies was provided along with upcoming
engagement events and other project
information.
During the development of the Plan, the
residents of Renton were invited to share their
“Rooted in Renton Tree Story” using an
interactive mapping feature on the project
website to map the location of their favorite
park, favorite tree, tree story, potential planting
site, and/or tree issue. A total of 10 stories were
mapped and eight photos shared. The favorite
trees included sugar maples for their fall color,
a Akebono cherry, the City’s largest London
planetree, a higan cherry, and a 67-inch tulip
tree in Tonkin Park. Tree stories captured the
benefits of cottonwoods providing food and
habitat for birds and wildlife, the history of
Nishiwaki’s gift of the Taiwan cryptomeria in
Liberty Park, a success story resulting from tree
regulations with the replacement of a horse
chestnut tree that was removed in error by a
contractor of which the City was reimbursed,
and the Yoshino cherry planted in memorial.
In addition to the interactive map, two online
surveys were hosted on the project website in
July and September 2021. The first survey gathered 123 responses and focused on identifying
viewpoints and perceptions relating to the urban forest cover, health, benefits, and programs.
The second survey’s primary objectives were to gather input on developing the Plan’s goals,
strategies, and future programs. A total of 64 responses were received.
Figure 38. Renton's Urban Forest Management Plan
project website (RentonForestryPlan.com)
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Public Survey #1
There were 123 responses to the first survey and respondents
primarily live in Renton (55%) and own a home (82%) or live and
work in the City (17%) and reside in the Highlands (22%), City
Center (17%), or Benson (13%) neighborhoods. Respondents were
primarily white/Caucasian (76%) in the 35-44 (27%) or 55-64
(23%) age class and trees are present in their normal routine such
as daily commutes, park visits, and street trees.
The majority of respondents have planted, maintained, watered,
and pruned trees and feel there should be drastically more
canopy coverage (41%) or slightly more (38%) because they feel
the number of trees has decreased in the past 10 years (59%) as
well as the overall health (38%). The primary concern for tree-
related issues is the sidewalk and pavement cracking due to
roots. New plantings should be focused in all areas of the City
such as right-of-way, parks, private property, commercial,
schools, and subdivisions. Respondents feel that the greatest
benefit of trees is their ability to improve air and water quality
and quality of life, along with the aesthetic value and benefits to
wildlife.
Public Survey #2
The second survey received 64 responses primarily from City
Center (19%), Benson (18%), or Highlands (17%), and respondents
were in the 35-44 year old age class (30%) or the 65 and older
age class (28%), and own a home in Renton (86%). Of the
respondents, 44% support adding more funding to the
Program’s budget than what is already in place for tree planting
and maintenance initiatives. 34% desire the additional funding
to be used in neighborhoods with low tree canopy cover and
47% support more City funding for an improved proactive
pruning program for all street trees.
To further gauge the public’s opinion on priorities, each
respondent had a theoretical $100 to spend on five potential
services: tree removals and replacements; planting in public
parks; street tree plantings; Tree Preservation Ordinance
enforcement; and removal and replacement of trees that are
dead, dying, or undesirable species. The majority of respondents
would allocate $5 to $24 towards each of the five services except
for street tree planting where the majority would allocate $25 to
$49 of their $100.
75% of respondents view planting more trees in public areas as
a priority and 69% would like to see additional trees be set aside
in tree preservation tracts, retained, or replanted after
developing forested land. The primary opportunities for the City
to address in relation to citizen priorities is public tree planting
to increase tree canopy (31%), maintenance (31%), planting in
underrepresented neighborhoods (30%), and addressing
sidewalk cracking due to roots (30%).
Figure 39. Infographic
summarizing the first public
survey
Figure 40. Infographic summarizing
the second public survey
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Engagement to Implement the Plan
There are multiple ways to engage the public to improve the care of and expanse of local tree
canopy. First, topics or messages must be defined, prioritized, and limited in number. More
effective communication occurs through choosing a few strong messages and repeating them
over and over. After messages are chosen, avenues of targeted communication to deliver those
messages can be determined and implemented. Important topics and messages that should
be considered for Renton are as follows:
❖ Current Canopy Extent and Value of Renton’s Trees. The message should present the
current canopy level and benefits the canopy provides. This is typically the first message
to send out to the public, as all other messages should connect back to this one. This can
also be a way to “roll out” the Urban Forest Management Plan to the public. Include
information such as why Renton needs tree canopy, what the current canopy level is, and
the plans to improve the management of the trees that comprise the canopy. Educating
local business owners on the impact that a shady commercial district can have on sales
and educating property owners about the impact that trees have on property values are
other useful methods for boosting the desire for increased canopy along main
thoroughfares and neighborhood streets while also engaging the public. The important
value of mature trees could be also highlighted, as people often do not realize that the
large tree they have is a value to their property, the community, wildlife, and the
environment.
❖ How You Can Get Involved. What are the next steps you want people to take? The City
should decide the answer and insert this “ask” in every outreach piece or effort. The City
could organize a tree giveaway (usually saplings) at Arbor Day for people to plant on
private property. Or the City could create an Adopt-A-Tree program, whereby residents
sign up to take care of a street tree, including providing regular water and mulch. Another
option for getting the community involved is to create a Heritage Tree Program where
residents are encouraged to find and nominate the largest or otherwise significant trees
in the City. Lastly, citizens can donate funds or volunteer at a tree planting event.
❖ Tree Threats. Public and private trees can die, decline, or become safety risks as a result
of insect and disease infestation as well as inadequate maintenance. With education, the
residents of Renton can become aware of the common threats to the tree canopy and
what they can do to help. The City should provide education on existing tree pest and
disease concerns and what the City is doing about these threats on public land, and
options for management on their own land. Since the majority of the trees that comprise
the City’s urban tree canopy are on private property, it is vital for the City to educate the
public on how to detect insect and disease threats, provide information about
management and treatment options, and relay the importance of reforestation in the
event trees are removed. Informing residents about tree removals and other significant
tree work is essential for maintaining the City’s relationship with the commun ity. When
an established public tree has to be removed, the City should continue its current
practice of notifying abutting or adjacent property owners of the pending removal.
❖ General Tree Care Education for Property Owners. There are several actions people take
that are detrimental to trees at all stages of life, including improper mulching and
pruning. Easy tips and tidbits of information to share with residents for trees on their own
properties can help improve tree maintenance and increase tree health and survival
rates. Some examples include:
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o Demonstrate how to properly mulch a tree. Too often mulch is placed around tree
trunks in a “mulch volcano”, which is extremely detrimental to the tree. A simple
message of how to mulch properly can improve tree health and longevity.
o Provide guidance on how and when to prune trees. Incorrect pruning can lead to
poor tree structure or wounds that may never heal.
o Explain proper tree planting and tree care techniques. This could be e specially
helpful for homeowners who are considering planting a tree in their yard but are
unsure where to start.
o Encourage recycling or composting leaves on-site.
Use Multiple Avenues of Communication
There are numerous avenues to convey urban forestry messages and accomplishments of the
program to the residents, such as:
❖ Social Media. Social media sites such as Facebook, Instagram, and Twitter can create
buzz and promote involvement in the current urban forestry activities occurring locally.
To reach even more people, the City should consider coordinating with allied community
gardens, non-profits, educational institutions, and business to get messages posted on
their social media sites as well.
❖ Website. The City of Renton’s Urban Forestry webpage contains important information
about the urban forestry program, including details about tree planting, the tree
inventory, tree regulations, among other things. The website should be maintained
regularly to make sure information is up to date. The project website for the Urban Forest
Management Plan (RentonForestryPlan.com) can also be maintained going forward to
continue outreach and education.
❖ Presentations to City leadership and local business and neighborhood groups. Identify
key audiences, partners, and potential champions for the urban forestry program.
Making short presentations at regular or special meetings where they are relieves
individuals from having to go to yet another meeting in the evenings. Initial outreach
could be based on letting the audience know about Renton’s urban forest and the work
called for in this Plan. Be sure to have an “ask” at the end of the presentation. What do
you want them to do next? This work often unearths new partners and funding sources
that can otherwise go untapped.
❖ Do a survey. Once a year, create a short online survey to identify what urban forestry
issues people in Renton are concerned or care about. The survey can also be used to
gauge people’s reactions to new urban forest management procedures and regulations,
and their willingness to participate in volunteer work or to donate funds or other
resources. Questions about public trees and tree canopy can be part of the annual public
survey.
❖ Cultivate partnerships for communication. Partnerships can be initiated with
organizations that can help promote, enhance, and preserve Renton’s urban forest.
Organizations can include local businesses, local utilities, regional non -profits,
homeowner associations, neighborhood associations, and schools and other educational
institutions. Other audiences to engage can include youth groups, landscape architect
firms, faith-based groups, and nurseries and landscape contractors. Actions that can be
taken by each partner should be defined before approaching them for support.
❖ Encourage Renton Technical College to become a Tree Campus USA. The College is not
yet a Tree Campus, USA. If they were to pursue this distinction and join the City’s Tree
City, USA legacy, then two powerful entities would be supporting Renton’s urban forest.
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One standard the College would need to achieve annually is for students to participate
in one or more Service Learning Projects. These projects are intended to provide an
opportunity to engage the student population with trees. College students could help
the City’s Urban Forestry Program perform many tasks, such as tree planting, tree care,
and public outreach.
❖ Publish and promote an annual State of the Urban Forest Report. An annual “State of
the Urban Forest Report” can be produced using updated tree inventory data, tree
planting statistics, i-Tree tools, and other program information. It should provide
information on the number and condition of public trees, as well as maintenance,
planting, and management accomplishments. It should also present a summary of the
current year’s annual work plan and identify emerging issues and budget or resource
needs.
❖ Add signage to the landscape. Signs placed in high traffic areas can spark interest in
trees and the urban forest. Something as simple as species name or a notable fact about
a tree can encourage people to learn more and to get more involved.
❖ Create Story Maps. The story about Renton’s urban forest, the programs that manage it,
and the community that shapes and benefits from it can be told through maps that
illuminate and contextualize the story. Maps are the visual representation of where
events happen. As such, maps and stories complement each other, and story maps serve
as an integrated presentation. Story maps use geography as a means of organizing and
presenting information. They tell the story of a place, event, issue, trend, or pattern in a
geographic context. They combine interactive maps with other rich content—text,
photos, illustrations, video, and audio—within intuitive user experiences. Content may
include the Urban Tree Canopy Assessment, the tree inventory and 2021 analysis
summary report, programs and events, and content from the Urban Forest Management
Plan such as tree canopy goals, ecosystem benefits, and the urban forest vision, goals,
objectives, and strategies.
Figure 41. Story maps can visualize urban forest stories, maps, and data for the public
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Create a Volunteer Corps
Consider implementing a “Young Tree Care” volunteer program to assist with new tree planting
and new tree care such as watering, mulching, and pruning. This type of program is more
involved than an “Adopt-A-Tree” program, as the young tree care volunteers are specially trained
to care for young trees and to serve as advocates and educators within their networks. As such,
this type of program involves initial and continuing training, frequent mentoring, and overall
coordination of the process and volunteers. It also provides yet another engagement
opportunity and encourages partnership opportunities with a variety of groups, such as
neighborhood associations, master gardeners, scout troops, church affiliated groups, youth
groups, high school community service programs, and others to accomplish new and young
tree care tasks.
Trees to include in a “Young Tree Care” program are generally less than 6 inches in diameter.
These younger trees sometimes have branch structures that can lead to potential problems as
the tree ages, such as codominant leaders, multiple limbs attaching at the same point on the
trunk or crossing/interfering limbs. If these problems are not corrected, they may worsen as the
tree grows, which increases risk and creates potential liability. With direction from City staff,
young tree care volunteers could be trained to carry out the young tree training program.
Beyond pruning, young trees need watering and mulching to become established, and may
require fertilization and other Plant Health Care (PHC) treatments until they reach maturity. This
program can create “tree stewards” for Renton and be modeled after similar and successful
programs like those found in other municipalities such as the Tacoma Tree Foundation’s Tree
Stewards or in other states such as Portland’s Neighborhood Tree Stewards.
The “tree stewards” or a volunteer corps could also be used to support the urban forest
management program in other ways. Volunteers could develop and/or staff Arbor Day and
Earth Day events, post and manage tree messages on social media, help update the inventory,
and/or locate planting sites in neighborhoods.
Explore Partnerships
Establish partnerships to fund and accomplish the young tree training program and some
mature tree care activities. For instance, the utility companies may support tree growth
regulator applications for trees under their lines; businesses or developers may pay into a fund
to “adopt” or maintain trees in parks, commercial areas, and newly built streets; residents may
help water mature street trees during times of drought.
The City should continue to maintain and strengthen partnerships with agencies and
organizations that provide technical service and grant opportunities. For example, the WA
Department of Natural Resources Urban and Community Forestry Program provides
Community Forestry Assistance Grants, King County has set an ambitious goal of planting three
million trees by 2025 to mitigate climate change, and Washington State University Extension
Forestry in the Puget Sound Region offers technical support. These partners among many other
local, regional, and national partners can support Renton in implementing the Urban Forest
Management Plan.
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Public Education
Public education is one of the true keys to reaching the goals of an urban forestry program. Only
by educating the public, City officials, developers, and contractors working within City limits will
a community be able to achieve urban forest protection and planting goals. Ordinances and
guidelines alone will not guarantee success since builders, contractors, and others often have
their own priorities and agendas, and trees and ordinances are often nothing more than a
nuisance to them.
Cooperation from all concerned parties can be improved by requesting various community
stakeholders, such as City Council members and neighborhood groups, to attend educational
sessions to learn about the current state of Renton’s urban forest, plans for urban forest
management and planting, and the importance of all of it to the future of the community.
To gain support for Renton’s Urban Forestry Program, various public outreach campaigns aimed
at educating the residents of Renton should be established. Where there is understanding and
acceptance of the Urban Forestry Program as a whole, there will be increased support for the
planting portion of the program. Based on examples of public relations efforts by urban
foresters in other communities, the following types of activities are suggested for the City to
undertake:
❖ Hold a seminar or public meeting to discuss the tree inventory project, its results, and its
importance for the City.
❖ Develop monthly evening or weekend seminars related to tree care and landscaping;
bring in guest experts from various disciplines in the green industry.
❖ Write a monthly “Tree Talk” article for local newspapers or social media.
❖ Develop a Tree Care door hanger brochure to go to each residence where new trees are
planted; educating residents about proper tree care could help eliminate trunk damage
and improper mulching and pruning of new trees.
❖ The City could start giving away one-gallon tree seedlings to any volunteers who get
involved with City projects. This is a great reward and a way to spread the word about
trees. Renton could capitalize on the idea and attach the same Tree Care door hanger
brochure or a different informational brochure to each of these trees.
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❖ Co-host tree planting programs with the local garden club, local non-profits, or groups.
❖ Map the locations of fruit-bearing trees in the City and coordinate with groups that
harvest the fruit for homeless and food insecure organizations.
❖ Embrace story telling within the urban treescape. Connect the trees to the history of the
area through complementary art, placards, or signage. Consider establishing tree walks
that highlight some of Renton’s greatest tree specimens and provides tree identification
training.
❖ Encourage citizen science activities that involve the urban forest. For example, the Nature
Conservancy’s “Healthy Trees Healthy Cities” app can be used to monitor tree health and
check trees for pests. Local professors and non-profit groups that work with citizen
science may be able to help plan projects and recruit citizen scientists.
❖ Expand the annual Arbor Day celebration to help it become a community tradition. The
Arbor Day celebration could be further developed as an all-day Saturday event,
preferably held in a popular park/public space setting in the City. Expanding on short
programs on planting and pruning trees and including children’s programs about trees
can help increase public interest in the City’s tree programs. Additionally, the City could
invite contractors to conduct demonstrations on tree planting, trimming, landscaping,
and species selection. Organizers could also set up booths with tree information. Refer
to the National Arbor Day Foundation (ArborDay.org) for publications that provide great
Arbor Day ideas to assist in planning of this event.
Establish a Tree Committee
Forming a Community Tree Advisory Committee (TAC)— also referred to as a tree commission,
tree board, urban forestry commission, beautification committee, environmental advisory
committee, community forestry commission, among others depending on the jurisdiction — is
one step Renton can take to sustain an urban forestry program and increase community
engagement. The powers and responsibilities of a Tree Advisory Committee are based on
Washington statutes and are assumed by the local government. By forming and empowering
a tree committee, Renton can place the responsibility for important community decisions in
the hands of unpaid volunteers with designated powers. The formation of the committee can
be a crucial element in developing broad-based support for community trees and ensuring
long-term success and growth of Renton’s Urban Forestry Program.
Proposed Responsibilities of the Tree Advisory Committee
The Tree Advisory Committee should reflect the values and standards of the community and
should help champion an urban forestry effort. The recommended roles and responsibilities of
Renton’s Tree Committee may include the following:
❖ Reduce involvement of a municipal council for tree-related matters.
❖ Administer tree removal appeals processes.
❖ Advise community leaders and staff on administering the urban forest.
❖ Stimulate and organize tree planting and maintenance.
❖ Participate in a Landmark Trees Program.
❖ Support urban forest inventories, management plans, and ordinances.
❖ Settle community disputes caused by tree removal, planting, or maintenance.
Additional guidance and information for considering a Tree Advisory Committee is provided in
Appendix C.
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Environmental Justice
The equitable distribution of resources is a key driver of environmental justice. This Urban Forest
Management Plan aims to grow the urban forest and address the fact that existing canopy
resources and associated benefits are unequally distributed. Urban tree canopy expansion and
maintenance requires a financial investment on the part of the City, primarily from tax dollars.
As a result, tree canopy coverage tends to be larger and more established in wealthier
neighborhoods, and tree canopies are often less than ideal in communities that are
economically disadvantaged. Along with funding, community support for the urban forest and
this Plan are necessary to succeed. Communication should begin months before a tree planting
starts and should build trust between the entity spearheading the tree plantings and the
community the tree planting is taking place in. Connecting with trusted community leaders to
introduce the idea of an expanded tree canopy, holding outreach events at an earlier stage in
the plan, and taking local opinion into account when it comes to tree species selection can
develop a partnership, rooted in trust, with the area’s residents. But a big part of keeping that
trust is staying consistent through action. Following up with these communities to hear and
address any concerns while consistently maintaining the new plantings will help ensure a fully
developed urban forest. The framework of the Urban Forest Management Plan guarantees the
presence of environmental justice principles in Renton’s Urban Forestry Program.
The Tree Planting Initiative and Citywide tree canopy cover goals to be finalized by the City will
address community equity and environmental justice by identifying areas in most need of tree
canopy cover, tree plantings, and urban forestry services. And, as the City expands its network
of partners, all populations within a neighborhood will be better represented.
Support the City’s Volunteer Coordinator
To streamline community education and engagement across the City’s programs and projects
that influence the natural environment (i.e., Urban Forestry, stormwater, recycling, among
others) and to achieve goals of the Urban Forest Management Plan, the Parks and Recreation
Department’s volunteer coordinator (“Recreation Program Coordinator”) should be supported
with partnerships, organizations, the potential Tree Advisory Committee, and adjunct staff
support. The management of volunteers, events, messaging, partnerships, and programs will
build support for the Urban Forestry Program through volunteers and ensure all demographics
and cultures have an equal opportunity to experience and discuss the City’s urban forest.
Community Engagement Recommendations
Outreach and engagement with the community of Renton begins with clear messaging and
information gathered from the Urban Forest Management Plan. To make a greater impact and
to fully recognize all communities in Renton, it is recommended the City identify a local non -
profit community organization with a mission that supports the urban forest. In addition to a
community partner, a City Tree Committee adds capacity and creates more advocates for the
Urban Forestry Program. Lastly, a community of tree stewards that are trained in tree planting
and post-planting care will increase Urban Forestry Program capacity and build support for
long-lasting impacts.
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GOALS AND
STRATEGIES FOR
A SUSTAINABLE
URBAN FOREST
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URBAN FORESTRY GOALS, OBJECTIVES, AND STRATEGIES
Trees are an integral part of the community and the ecological systems in which they exist. They
provide significant economic, social, and ecological benefits, such as carbon sequestration,
reduction of urban heat islands, energy savings, reduction of stormwater runoff , improvement
of water quality, enhancement of human health and wellness, and increase the value of
properties. Planting and maintaining trees help Renton become more sustainable and reduce
the negative impacts on the ecosystem from urban development. Trees are as necessary as
water, infrastructure, and energy to sustaining healthy communities. The health of the urban
forest is directly linked to the health of the community.
Through research, staff interviews, data analyses, benchmarking research, community
engagement, and urban forest auditing, the City identified three specific goals with each having
several objectives to accomplish each goal. The objectives were further divided into strategies.
The Current State of Renton’s Urban Forest and Renton’s Urban Forestry Program sections
provide the context, discussions, and recommendations that led to the development of the
goal-objective-strategy framework.
The Implementation Schedule in Appendix A breaks down the strategies into actions and tasks
which are proposed to occur over a ten-year period. Through this process, the Urban Forest
Management Plan can be followed each year to culminate into the vision for Renton’s urban
forest.
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GOALS, OBJECTIVES, AND STRATEGIES
GOAL 1: Proactively manage public trees, continue to
grow and expand a healthy canopy, maintain public
safety, and optimize urban forest benefits.
Objectives
1.1 Make data-driven management decisions.
Strategies
1.1A Maintain the public tree inventory
1.1B Utilize current and future canopy assessments
1.2 Sustainably manage the public tree population .
Strategies
1.2A Establish an interdepartmental green team
1.2B Establish and implement a 7-year pruning
cycle program
1.2C Improve workflows for tree clearance issues
1.2D Ensure newly planted trees receive post-
planting care and young tree training
1.3 Establish a strategy for increasing tree canopy
cover through City and public efforts.
Strategies
1.3A Formally establish the Tree Planting Initiative
1.3B Increase Citywide tree canopy cover
1.3C Grow a sustainable and resilient urban forest
1.4 Effectively manage tree risk.
Strategies
1.4A Adopt the Risk Tree Management Plan
1.4B Institute a formal rotation for risk tree
inspections
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GOAL 2: Achieve environmental justice through a
partnership with the City and its residents to improve
well-being, human health, local economies, and
urban forest sustainability.
Objectives
2.1 Create an urban forestry public outreach
program that addresses all communities.
Strategies
2.1A Maintain Tree City USA recognition
2.1B Maintain active communications with
diverse audiences
2.1C Provide education and training
workshops
2.1D Implement program services through
the lens of environmental justice
2.2 Increase capacity through trained citizens.
Strategies
2.2A Create a volunteer corps or tree
stewards program
2.2B Establish a Community Tree Advisory
Committee
2.2C Effectively manage volunteers and
events
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GOAL 3: Strengthen policies for preserving the
environmental benefits, management, and the
character of Renton's urban forest.
Objectives
3.1 Strengthen policies for protecting the urban forest.
Strategies
3.1A Protect trees during public construction projects
3.1B Apply a no-net-loss approach to tree canopy
cover
3.1C Use tree canopy assessment data for tree
management policies
3.1D Update and strengthen tree ordinances
3.2 Improve workflows and operations for sustainable
urban forest management.
Strategies
3.2A Enforce tree regulations
3.2B Engage more consistently in all tree removal
permit requests
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KEY STRATEGIES
The planning process identified 22 strategies following development of the program goals and
objectives. This rich number of strategies will position Renton as a leader in urban forestry across
the state and perhaps the nation and will guide the City towards a sustainable urban forest.
There were five significant strategies identified as being of higher priority than others. These
were predicated upon resolving public safety issues, inefficiencies, community engagement,
policy gaps, and urban forest sustainability.
7-Year Pruning Cycle Program
One of the more critical strategies identified was the need
for an improved public tree pruning program on a
recommended 7-year rotation. The strategy requires
additional funding and the creation of an in-house arborist
crew. Feedback from the community and City staff
expressed support for the structure of this strategy.
Tree Planting Initiative
To grow an urban forest that is sustainable and resilient to climate change, pests and diseases,
and urban development pressures, a strategic planting initiative guided by short- and long-term
canopy goals and planting targets is needed. The Plan contains the guidance for finalizing
canopy goals, identifying priority planting areas, and developing the tree planting initiative.
Tree Stewards Program
A shared commitment to the urban forest and vision is essential to the long-term success and
impact of the Plan. A community of tree stewards will increase Urban Forestry Program capacity
and support the Tree Planting Initiative along with other programs and services.
No-Net-Loss
Perhaps more important than tree canopy cover goals and planting initiatives is the foundation
of sound policies to preserve the existing urban forest. With this key strategy, tree replacement,
retention, removal, mitigation, and enforcement protocols are solidified. In addition, alternative
solutions to tree and sidewalk conflicts are explored and guidance for formally adopting a
decision checklist and solutions toolkit is provided.
Enforce Tree Regulations
Throughout the planning effort, concerns were expressed and identified relating to the
protection of trees from construction damage, illegal removals, and maintenance malpractice.
The actions supporting this strategy expand the enforcement efforts by increasing capacity as
well as community education to prevent instances from occurring in the first place.
Key Strategies
7-year pruning cycle program
The Tree Planting Initiative
Tree Stewards Program
No-net-loss
Enforce tree regulations
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EVALUATION
MONITORING PLAN
This Urban Forest Management Plan will be updated and revised periodically to reflect changes
in the urban forest resource structure and function, to incorporate changes in industry
standards, to consider community response, and to measure the progress of the urban forest
partners in implementing the recommendations and reaching the established goals. This
process should be implemented by the City Collaborative Team (or similar) using the Evaluate,
Monitor, Report, and Revise methodology.
Knowing how the City of Renton and its partners are doing will require a continual process of
evaluation. This section presents examples of how to monitor, analyze, and revise the Plan,
which will keep stakeholders informed of the status of the Urban Forest Program. To monitor
progress toward implementing the Plan recommendations, an evaluation similar to the U.S.
Forest Service’s Urban Forest Audit conducted to develop the initial Plan should be completed.
This evaluation will identify progress and shortfalls compared to the baseline audit.
In addition, a report card could be created based on outcomes of the audit and distributed to
the public every two to three years. This will measure the progress toward implementing the
Plan actions. The following example provides a suggested reporting structure to measure
success toward accomplishing each goal. Other indicators to measure progress may need to be
developed to ensure a thorough and accurate evaluation.
Evaluate
The U.S. Forest Service’s Urban Forest Audit System provides a framework for routine
evaluations of the urban forest, the programs that manage it, and the community that shapes
and benefits from it. The deliverables to this Urban Forest Management Plan project include
guidance for completing the audit. It is recommended the City Collaborative Team (or similar)
complete a bi-annual audit to inform any alterations to actions and strategies.
This audit system consists of 11 categories of urban forest management, sustainability, and
community. Within the 11 categories are approximately 130 elements. Each element was ranked
or scored based on the consultants’ evaluations in 2022 for the Urban Forest Management Plan.
The City Collaborative Team (or similar) should complete an update to this ranking bi-annually
to inform Plan reporting, monitoring, and revision as described in the following sections.
Monitor
Measuring accomplishment of the actions will require ongoing analysis. The outcomes of the
Urban Forest Audit System in the “Evaluate” section can be used to monitor change over time.
These benchmark values should be tracked, and a state of the urban forest report should be
prepared and distributed to the public every 2 to 5 years. Analysis may include an updated
public tree inventory, i-Tree benefits analyses, or urban tree canopy assessments. The state of
the urban forest report should include the benchmark values as reported in the Plan and the
Urban Forest Audit System as of 2021, so that the City can measure and compare changes to
the urban forest. The report should reflect changes to the audit system that are measured.
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 109 | P a g e
Renton’s Urban Forest Benchmark Values
Table 26. Renton’s urban forest benchmark values
URBAN TREE CANOPY (UTC) COVER (2017)
UTC 29.3%
Recommended Canopy Goal (short-term) 30% by 2032
Recommended Canopy Goal (long-term) 33% by 2042
Total Number of Trees to Plant (short-term) 5,250 (525 trees per year)
Total Number of Trees to Plant (long-term) 19,000 (950 trees per year)
City-led Plantings to Reach Canopy Goals
(60% of total plantings)
315 trees/year for 30% canopy
570 trees/year for 33% canopy
PUBLIC TREE COUNTS (2021)
Total Public Trees Managed 116,984
Public Street/Park/Golf Course Trees (inventoried) 27,456
Public Natural Area Trees (sampled) 89,528
TREE SPECIES DIVERSITY (SPECIES EXCEEDING 10%)
Public Trees (2021) Bigleaf maple (15%), Douglas-fir (11%)
TREE BENEFITS
Citywide (UTC Assessment) 2017: $2.4 million (annual)
Inventoried Public Trees 2021: $220,000 (annual)
Inventoried Public Trees Replacement Value 2021: $122.6 million
TREE AND BUDGET DISTRIBUTION (2021)
Public Trees per Capita 1.15
Budget per Capita, Budget per Tree $9.37, $8.13
Urban Forestry Program FTEs 2.50
Total Public Trees per Staff 46,800
MANAGEMENT ACTIVITIES (2020)
Public Trees Pruned 758
Public Trees Removed 247
Public Trees Planted 200
Trees Watered 400/week
Trees Inspected 3,700
Completed Work Orders 1,000+
Number of Volunteers and/or Hours TBD
URBAN FOREST AUDIT SYSTEM (TOTAL SCORE OF 2021): 65%
Management Policy and Ordinances 64%
Professional Capacity and Training 81%
Funding and Accounting 58%
Decision and Management Authority 88%
Inventories 77%
Urban Forest Management Plans 46%
Risk Management 83%
Disaster Planning 43%
Standards and Best Management Practices 55%
Community 86%
Green Asset Evaluation 55%
PUBLIC PERCEPTION (2021)
Health of the urban forest in the past 10 years 38% feel the health has declined
Count of trees in the urban forest in the past 10 years 59% feel the number has declined
Amount of urban tree canopy cover 48% want drastically more canopy
AGENDA ITEM # 7. a)
Evaluation 110 | P a g e
Report
Based on the evaluation of Plan implementation progress, the City Collaborative Team (or
similar) should track, record, and report on the metrics described below that are measures or
indicators of success for each goal and supporting actions. Note, the ser ies of urban forestry
goals to address the resource, the programs, and the people and are not listed in any particular
priority or order.
Table 27. Evaluation, monitoring, and reporting techniques to achieve the urban forestry goals
1
GREEN ASSET MANAGEMENT:
Proactively manage public trees, continue to grow and expand a healthy
canopy, maintain public safety, and optimize urban forest benefits.
❖ Report the ecosystem benefits of the inventoried tree population.
❖ Report the number of public trees pruned, removed, and planted.
❖ Report the number of trees managed for pests and diseases.
❖ Report the number of trees planted in stormwater management projects.
❖ Report progress towards canopy goals and tree planting targets.
❖ Report the volume of woody biomass utilized.
❖ Report the condition, structure, and diversity of the public trees.
❖ List audit score and actions/targets achieved, ongoing, and not started.
2
COMMUNITY ENGAGEMENT:
Achieve environmental justice through a partnership with the City and its
residents to improve well-being, human health, local economies, and urban
forest sustainability.
❖ List the existing and potential outreach platforms and initiatives.
❖ List existing and potential partners.
❖ Report the number of planting events and trees planted.
❖ Report the history/count of Tree City USA and supporting awards.
❖ Report the number of volunteers, events, and volunteer hours.
❖ Report the number of private tree plantings as feasible.
❖ Report the number of trainings, workshops, and attendees.
❖ Report the results of public surveys.
❖ Recognize exemplary urban forest stewards.
❖ List audit score and actions/targets achieved, ongoing, and not started.
3
TREE MANAGEMENT POLICY:
Strengthen policies for preserving the environmental benefits, management,
and the character of Renton's urban forest.
❖ List existing and potential partners.
❖ List all City and partner-led planning efforts.
❖ Describe related planning efforts.
❖ Establish a Citywide canopy goal and local planting targets.
❖ List recommended changes to City Code, policies, and manuals.
❖ List audit score and actions/targets achieved, ongoing, and not started.
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 111 | P a g e
Revise
Completion of this Plan is a critical step towards meeting the vision for Renton’s urban forest.
Continual monitoring, analysis, and reporting will help to keep urban forest partners involved
and focused on accomplishing the actions. Plans are typically revised every 10 to 15 years; hence,
the Plan will need formal revision to respond and adapt to changes as they develop. Formal
revision of the Plan should coincide with the update of the City’s Comprehensive Plan and other
relevant planning efforts. Recommendations and goals of each should be compared. Revisions
to the Plan should occur with major events, such as newly discovered pests or diseases, changes
in program budget and resources, or significant changes to industry standards or legal codes.
ACT AND REPORT EVALUATE AND REVISE ACT AND REPORT EVALUATE AND REVISE
Years 1-5 Year 5 Years 6-10 Year 10
Annual Action
Plans and
Reports
Urban Forest Audit
and Plan
Amendments
Annual
Action Plans and
Reports
Urban Forest Audit
and Plan
Update
Monthly
Activities and
Annual Report
Updated
Benchmarks and
Plan Actions
Monthly
Activities and
Annual Report
Updated
Benchmarks and
Plan Actions
IMPLEMENTATION SCHEDULE
The Appendix contains the Implementation Schedule which is the yearly program for the next
ten years. It takes the strategies, shown under the goals and objectives, and subdivides each
strategy into actions and tasks. In addition, the Implementation Schedule shows a budget
estimate with a total by year. The Schedule is the main piece of the Plan that can be easily
adapted to changing conditions, providing more or less activity in any given year. The
Implementation Schedule will be used by City staff to guid e activities occurring in the current
year and to plan for succeeding budget years. It provides the reader with information on how
each program strategy is to be accomplished.
Figure 42. Example of the plan implementation, evaluation, and revision process
AGENDA ITEM # 7. a)
Summary and Conclusion 112 | P a g e
SUMMARY AND CONCLUSION
Renton has a rich forestry history that strongly influenced the City’s early development. Today,
with all of the original vegetation gone, the urban forest plays an important role in making life
richer for Renton citizens and visitors, and attracting new b usinesses. To resolve many of the
issues with the built and the natural environments experienced today, this Urban Forest
Management Plan is timely. With dedication, Renton’s urban forest will once again provide the
value of the historic landscape. The Urban Forest Management Plan is a roadmap for a strategic
approach to manage Renton’s urban forest. The Plan contains goals and supporting actions
that are critical to the long-term vitality of the forest. However, in order for the Urban Forest
Management Plan to actually have an impact on the forest resource, it requires stewardship
and financial resources to begin implementation. Further, it needs to be institutionalized as a
document requiring implementation with a sense of urgency to get things started. Co mpletion
of the Urban Forest Management Plan clearly demonstrates that City leadership understands
that a healthy urban forest is critical to guaranteeing the long-term health and vitality of the
community, and that it is not a luxury but an absolute necessity. In order to accomplish the
goals, the approach to overall implementation should adhere to the guiding principles of the
Plan:
❖ Recognize that the trees of the urban forest are more than aesthetic enhancements.
❖ Recognize trees as the backbone of the urban ecosystem and an essential part of the
community’s green infrastructure.
❖ Promote the health and growth of the urban forest by following scientifically established
best management practices for tree selection, planting, watering, and pruning.
❖ Promote a robust urban forest through policies and practices that reduce its vulnerability
to known diseases or pest infestations, and future threats, including the anticipated
effects of climate change.
❖ Engage in a continuous process of long-range planning for the growth and maintenance
of the urban forest.
❖ Promote public appreciation of the urban forest through educational outreach
programs.
❖ Support local businesses, institutions, organizations, and individuals in their efforts to
grow and maintain the urban forest through community education.
❖ Proceed in a manner that is inclusive and transparent.
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Renton, WA 10-year Urban Forest Management Plan Update Jan2022 113 | P a g e
AGENDA ITEM # 7. a)
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 A | P a g e
APPENDICES
APPENDIX A. IMPLEMENTATION SCHEDULE B
A 10-year annual work plan to achieve the urban forest vision and goals.
APPENDIX B. SOLUTIONS WORKBOOK AND POSSIBLE GUIDELINES FOR TREE AND SIDEWALK CONFLICTS F
A decision checklist and solutions kit for consideration in dealing with tree and
hardscape conflicts. Supports tree preservation and canopy goals along with City ADA
requirements.
APPENDIX C. GUIDANCE TO DEVELOP A TREE ADVISORY COMMITTEE Q
To increase Urban Forestry Program capacity and support, the guidance for
establishing a volunteer committee of tree advocates is provided.
APPENDIX D. 2021 URBAN FOREST AUDIT SYSTEM RESULTS T
To inform the development of the Plan’s goals, objectives, and strategies, the U.S. Forest
Service’s Urban Forest Sustainability and Management Audit System was
implemented. This evaluation or audit identifies the City’s urban forest management
strengths and opportunities and provides a framework for monitoring Plan
implementation and success.
APPENDIX E. RISK TREE MANAGEMENT PLAN EE
The draft strategy to manage tree risk and public safety is included for City
consideration and adoption.
APPENDIX F. URBAN FOREST PEST READY ASSESSMENT QQ
The State of WA developed the Urban Forest Pest Readiness Playbook and includes an
assessment worksheet to gauge and prepare communities for potential tree pest
outbreaks. Completing the assessment worksheet is a Plan action (Action #1.5A.5) and
completing it will close the gap in readiness and response capabilities.
APPENDIX E. REFERENCES VV
Provides a list of the resources, research, and studies referenced in and supporting the
Plan in the order they are provided.
AGENDA ITEM # 7. a)
Appendices B | P a g e
Strategies and Actions YR2022 YR2023 YR2024 YR2025 YR2026 YR2027 YR2028 YR2029 YR2030 YR2031
1.1 Make data-driven management decisions
1.1A Maintain the public tree inventory
Action 1.1A.1 Track all maintenance history of public trees
Action 1.1A.2 Add newly planted trees to the inventory
Action 1.1A.3 Quantify the ecosystem benefits of the public trees
Action 1.1A.4 Monitor and assess the public tree population for risk and tree pests/diseases
1.1B Utilize current and future canopy assessments
Action 1.1B.1 Plant trees based on themes such as low tree canopy cover, low tree equity, and environmental conditions
Action 1.1B.2 Update policies and design guidelines to preserve existing tree canopy cover
Action 1.1B.3 Prepare scope of work and RFP for updated canopy assessment
Action 1.1B.4 Execute contract and complete the canopy assessment $10,000 $10,000
Action 1.1B.5 Refine canopy goals and planting priorities
1.2 Sustainably manage the public tree population
1.2A Establish an interdepartmental green team
Action 1.2A.1 Identify key members
Action 1.2A.2 Finalize members, meeting intervals, team objectives
Action 1.2A.3 Meet regularly to address workflows, communications, knowledge sharing
Action 1.2A.4 Tree managing staff should engage in City department planning such as updates to the City’s
comprehensive plan
1.2B Establish and implement a 7-year pruning cycle program
Action 1.2B.1 Finalize the annual costs for a 7-year pruning cycle
Action 1.2B.2 Finalize the annual costs for the in-house arborist crew
Action 1.2B.3 Finalize the framework for the pruning program (City grids, priority areas, in-house vs. contracted)
Action 1.2B.4 Submit budget request for pruning program
Action 1.2B.5 Submit budget request for in-house arborist crew
Annual staff cost $168,000 $168,000 $168,000 $168,000 $168,000 $168,000 $168,000 $168,000 $168,000
Vehicle and equipment purchase $410,000
Annual operating costs $102,698 $102,698 $102,698 $102,698 $102,698 $102,698 $102,698 $102,698 $102,698
Annual training, certifications, and membership costs $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
Action 1.2B.6 Prune 3,654 public trees annually and adjust as the population grows $134,000
1.2C Improve workflows for tree clearance issues
Action 1.2C.1 Document existing workflows and procedures
Action 1.2C.2 Identify inefficiencies and resource needs
Action 1.2C.3 Increase public education on private tree right-of-way encroachment
Action 1.2C.4 Formalize standard operating procedures between departments
Action 1.2C.5 Utilize in-house arborist crew for all public tree clearance requests
1.2D Ensure newly planted trees receive post-planting care and young tree training
Action 1.2D.1 Establish maintenance plans for new plantings
Action 1.2D.2 Plant trees using the right tree, right place approach
Action 1.2D.3 Educate the public and gather local community input on public tree plantings
Action 1.2D.4 Acquire commitments from the local community and property owners to water new trees
Action 1.2D.5 Utilize the newly developed community tree steward program
APPENDIX A. IMPLEMENTATION SCHEDULE AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 C | P a g e
Strategies and Actions YR2022 YR2023 YR2024 YR2025 YR2026 YR2027 YR2028 YR2029 YR2030 YR2031
1.3 Establish a strategy for increasing tree canopy cover through City and public efforts
1.3A Formally establish the Tree Planting Initiative
Action 1.3A.1 Finalize tree canopy goals and priority planting areas and themes
Action 1.3A.2 Establish a Citywide tree planting plan and strategies $6,000
Action 1.3A.3 Identify local community partners for planting, maintenance, and funding
1.3B Increase Citywide tree canopy cover
Action 1.3B.1 Increase tree canopy cover with City-led plantings (570 trees per year, $150 per tree)$50,000 $85,500 $85,500 $85,500 $85,500 $85,500 $85,500 $85,500 $85,500 $85,500
Action 1.3B.2 Increase tree canopy cover through partnerships and property owner-led plantings (380 trees per year)
1.3C Grow a sustainable and resilient urban forest
Action 1.3C.1 Monitor and analyze the inventory for species diversity
Action 1.3C.2 Update a Recommended Tree List for City-led projects
Action 1.3C.3 Work with local nurseries to expand tree species options
Action 1.3C.4 Strengthen storm and disaster preparations, mitigations, and recovery strategies, protocols, and
mechanisms
Action 1.3C.5 Complete the WA Urban Forest Pest Readiness Playbook Assessment (UFMP Appendix F)
1.4 Effectively manage tree risk
1.4A Adopt the Risk Tree Management Plan
Action 1.4A.1 Update the draft Risk Tree Management Plan
Action 1.4A.2 Acquire approval from Risk Management
Action 1.4A.3 Implement the Risk Tree Management Plan
1.4B Institute a formal rotation for risk tree inspection
Action 1.4B.1 Maintain an inventory of public trees
Action 1.4B.2 Apply industry standards and best practices and implement the Risk Tree Management Plan
AGENDA ITEM # 7. a)
Appendices D | P a g e
Strategies and Actions YR2022 YR2023 YR2024 YR2025 YR2026 YR2027 YR2028 YR2029 YR2030 YR2031
2.1 Create an urban forestry public outreach program that addresses all communities
2.1A Maintain Tree City USA recognition
Action 2.1A.1 Maintain accurate records for the application
Action 2.1A.2 Submit annual application
Action 2.1A.3 Arbor Day Celebration and Proclamation
Action 2.1A.4 Submit application for Tree City USA Growth Award
Action 2.1A.5 Acquire 10 Growth Awards for Sterling Tree City USA status
2.1B Maintain active communications with diverse audiences
Action 2.1B.1 Develop a community outreach plan with collaboration from City departments
Action 2.1B.2 Formalize messaging for various audiences (property owners, developers, HOAs, youth, tree companies)
Action 2.1B.3 Update the City's website with UFMP information
Action 2.1B.4 At least quarterly, share information and updates
Action 2.1B.5 Gather feedback and input using public surveys to inform future messaging
2.1C Provide education and training workshops
Action 2.1C.1 Use the outreach plan (Action 2.1B.1) to finalize topics, audiences, approach
Action 2.1C.2 Identify existing resources and tools for workshops
Action 2.1C.3 Identify and collaborate with community partners
Action 2.1C.4 Support youth education of environmental topics, engage schools with Arbor Day events
Action 2.1C.4 Lead or support at least one training or education material annually $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
2.1D Implement program services through the lens of environmental justice
Action 2.1D.1 Identify local community groups and partners to represent all neighborhoods
Action 2.1D.2 Identify low canopy neighborhoods for targeted engagement
Action 2.1D.3 Explore with partners the 3-30-300 rule for community greening
Action 2.1D.4 Develop strategies to remove barriers to participation for all community members
Barriers to address include ADA communications compliance, internet access, languages, transportation
2.2 Increase capacity through trained citizens
2.2A Create a volunteer corps or tree stewards program
Action 2.2A.1 Identify a local community partner to support urban forestry and the tree stewards program
Action 2.2A.2 Establish a training curriculum and gather available resources
View an example Tree Steward Manual here https://treesvirginia.org/images/pdfs/2020TreeStewardManualver03.pdf
Action 2.2A.3 Announce the program and set up an online or in-person training event
2.2B Establish a Community Tree Advisory Committee
Action 2.2B.1 Organize interested citizens and outline challenges and opportunities
Action 2.2B.2 Hold informal meetings with concerned citizens and local officials
Action 2.2B.3 Meet with the City Attorney to finalize the framework
Action 2.2B.4 Finalize the powers, authority, and responsibilities
Action 2.2B.5 Draft the ordinance and the staff report for adopting the ordinance
Action 2.2B.6 Seek the Council's approval of the ordinance at a public hearing
2.2C Effectively manage volunteers and events
Action 2.2C.1 Identify needs and interests from multiple departments
Action 2.2C.2 Work with the City's Volunteer Coordinator to strengthen the outreach plan (Action 2.1B.1)
Action 2.2C.3 Identify opportunities to increase capacity for the Volunteer Coordinator (e.g., seasonal, Tree Committee,
volunteers)AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 E | P a g e
Strategies and Actions YR2022 YR2023 YR2024 YR2025 YR2026 YR2027 YR2028 YR2029 YR2030 YR2031
3.1 Strengthen policies for protecting the urban forest
3.1A Protect trees during public construction projects
Action 3.1A.1 Continue to review tree and sidewalk conflicts
Action 3.1A.2 Update and standardize construction design standards (4-4-130.H.9) to include requirements of ANSI
A300 Construction Management Standard - Part 5
Action 3.1A.3 Perform construction project inspections to ensure proper tree protection requirements are implemented
and maintained
Action 3.1A.4 Establish a fee schedule for violation of Tree Protection Zones (TPZ)
Action 3.1A.5 Add definition to support role of Urban Forestry Program provided to Code Compliance
3.1B Apply a no-net-loss approach to tree canopy cover
Action 3.1B.1 Update the 1 to 1 tree replacement requirement for CIP or infrastructure projects with the same
requirements as residential parcels requiring every inch be replaced
Action 3.1B.2 Require 30% tree retention include best specimen trees, especially landmark trees, and the percentage is
calculated prior to roadway overlay
Action 3.1B.3 Amend landmark trees minimum diameter to 24 inches or greater
Action 3.1B.4 Require a permit for the removal of any trees greater than 6 inches DBH for development projects
Action 3.1B.5 Add alternative solutions for tree and sidewalk conflicts to include low impact design (LID) options for
surface water mitigation
Action 3.1B.6 Develop a fee-in-lieu of payment for the value of any trees removed from the development site and not
planted back into the landscape
Action 3.1B.7 Update the method for tree value calculation using CTLA trunk-formula method or increase the inch fee to
$250 per inch
3.1C Use tree canopy assessment data for tree management policies
Action 3.1C.1 Evaluate causes for canopy loss from the 2010 and 2017 assessments, specifically the loss on Resource
Conservation land (-2.1%)
Action 3.1C.2 Update policies to include long-term and intermediate Citywide and local canopy goals
3.1D Update and strengthen tree ordinances
Action 3.1D.1 Prepare or modify a report that proposes necessary Code updates and additions
Action 3.1D.2 Coordinate with Planning Department and others to prepare new Code docket items
Action 3.1D.3 Share with the public the adopted changes to tree-related Code
3.2 Improve workflows and operations for sustainable urban forest management
3.2A Enforce tree regulations
Action 3.2A.1 Enforce tree protection during construction, inspect Tree Protection Zones, inspect tree retentions
Action 3.2A.2 Continue to support the contracted Inspecting Arborist or utilize potential in-house arborist crew
Action 3.2A.3 Update contractor business license requirements
Require a Renton Tree Regulations competency test
Require Certificate of Insurance
Fine for no business license is increased to $1,000
Tree code violations result in loss of license
Action 3.2A.4 Consolidate tree-related policies, guidelines, best practices, and standards into a tree manual for multiple
audiences.
3.2B Engage more consistently in all tree removal permit requests
Action 3.2B.1 Evaluate the feasibility of tree removal permitting to be managed by Urban Forestry
Action 3.2B.2 Explore the costs and funding mechanisms for a full-time development review arborist
Green Asset Management Goal Costs $184,000 $774,198 $368,198 $358,198 $358,198 $358,198 $358,198 $368,198 $358,198 $358,198
Community Engagement Goal Costs $0 $0 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
Tree Policy Goal Costs $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Costs $184,000 $774,198 $370,198 $360,198 $360,198 $360,198 $360,198 $370,198 $360,198 $360,198 AGENDA ITEM # 7. a)
Appendices F | P a g e
APPENDIX B. SOLUTIONS WORKBOOK AND POSSIBLE GUIDELINES FOR TREE AND
SIDEWALK CONFLICTS
Decision Matrix
The development of Renton’s Urban Forest Management Plan identified the need to clarify the
decision process to address tree and sidewalk or construction conflicts. A clear decision matrix
can help to reduce inter- and inner-department uncertainty and establish or adhere to
consistency and fairness. The City’s departments have standard operating procedures and
checklists for evaluating conflicts at a project site, but these traditionally have not been
available to the public. To make the decision process around the retention or removal of trees
more transparent and consistent, a clarified process, decision matrix, and solution toolkit should
be developed to highlight the key decision points.
Proposed Decision Matrix for Tree and Construction/Sidewalk Conflicts
Initial Assessment
The following applies to tree removal requests and proposed projects.
The initial assessment of trees, sidewalks (or other infrastructure), and site at the service request
location or project location provides consistency and predictability by collecting the
appropriate information. It is recommended to have the Urban Forestry Program involved in
the initial assessment process and/or a City staff member with an International Society of
Arboriculture Certified Arborist accreditation.
• Tree Preservation Potential. What is the tree quality or health, and is it worth preserving?
Is the tree designated as a significant tree or Landmark Tree?
• Tree Mitigation Exploration. If the request to remove the tree is a result of infrastructure
damage and the tree exhibits poor health or vigor, can the tree’s health or vigor be
mitigated by any means other than removal?
• Public Safety Risk. Is the tree a potential hazard that cannot be mitigated by any means
other than removal? This includes any tree or tree part that poses a high risk of damage
to persons or property located in public places. Use the International Society of
Arboriculture’s tree risk evaluation standards.
• Initial Assessment Timing. It is recommended that the initial assessment be conducted
within 3-4 weeks of receiving a service request for removal. If the assessment is required PUBLIC INVOLVEMENT SERVICE REQUEST
RECEIVED
CITY PROPOSED
PROJECT
DEVELOPER
PROJECT OTHER
PROJECT IMPLEMENTATION
SOLUTIONS
FURTHER EVALUATION
INITIAL ASSESSMENT
Figure 43. Proposed
decision matrix for
tree and
construction
conflicts
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 G | P a g e
due to a proposed project, the assessment should occur no later than 30% design or
equivalent of design effort (e.g., during the Environmental Assessment period).
• Tracking. Consider tracking service requests in the City’s asset software or simil ar
program.
• For an example Initial Assessment Checklist, see the Example Initial Assessment
Checklist further below.
Initial Tree Decision
If the tree removal request was made due to the condition of the tree or other reason not
relating to the damage or impediment of infrastructure such as sidewalk, the Urban Forester or
representative may conduct the initial tree decision. If infrastructure is part of the assessment
and/or the tree removal request was initiated for a proposed project, the City Engineer or
appropriate staff should also be part of the initial tree decision. The appropriate staff will visit
the tree and/or proposed project location and assess the tree (and sidewalk, if applicable)
conditions. The following actions will result from the assessment:
• Remove Tree. The tree removal request was made not as a result of the tree impacting or
damaging infrastructure and the tree is identified as unhealthy or unsafe with no
remediation possible.
- Remove the tree and consider the “no net loss” policy of replacing the tree. Some
cities implement a 2:1 replacement to removal ratio. The replacement policy should
be based on City Code. Replacement of trees can occur on site, same street, or City -
approved location. A fee in-lieu should also be considered as an option as described
in City Code.
- Removal of the tree should be prioritized based on other work orders, the risk
assessment of the tree, and other factors.
- The service request, decision, work order, tree information, and tree removal
information should be tracked in the City’s asset software or similar program.
• Retain Tree. Based on the assessment, the tree is not in decline or the issues can be
remediated. Alternatively, if the tree in question is designated as a Landmark Tree or
significant tree, the tree may be preserved depending on the tree condition and presence
of hazards or risks as described in the City policies and manuals.
- Document the decision, inform the property owner or project developer.
- Conduct the remediation activity to the tree if needed.
- Prioritize and track this information in the asset software or similar program.
- Conduct follow-ups with the property owner and monitor the tree if necessary.
• Remove Tree and Replace Sidewalk. The service request or proposed project identifies a
tree that is causing sidewalk conflicts and the tree has been deemed unhealthy and no
remediation is possible. The City should reference City Code as to what is defined as
unhealthy or hazardous.
- Remove the tree and consider the “no net loss” policy of replacing the tree. Some
cities implement a 2:1 replacement to removal ratio. The requirement to replace the
tree will be the City and Urban Forester’s discretion. The replacement policy should
be based on City Code. Replacement of trees can occur on site, same street, or City-
approved location. A fee in-lieu should also be considered as an option as described
in City Code.
- Removal of the tree should be prioritized based on other work orders, the risk
assessment of the tree, and other factors.
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Appendices H | P a g e
- The service request, decision, work order, tree information, and tree removal
information should be tracked in the City’s tree inventory software or similar program.
- Replace the sidewalk using appropriate design standards and materials and consider
designing according to standards that will protect any replacement trees and provide
ample soil volume and root space for the new or existing trees.
• Retain Tree and Maintain Sidewalk. A tree in question is in conflict with infrastructure
and the assessment determined that the tree is to be retained and the infrastructure (i.e.,
sidewalk) is to be corrected. The sidewalk will be of standard width and a tree pit of
standard width (at minimum) can be installed or retained.
- Coordinate with Public Works the timing and approach for maintaining the sidewalk.
Be sure to consider alternative sidewalk amendments such as width reduction,
alternative materials, among other solutions.
- If any root pruning is needed to amend the sidewalk, the Urban Forester and/or a
Certified Arborist hired by the City should evaluate to determine the appropriate root
pruning, branch pruning, soil amendments, and other maintenance required.
- Documentation in City’s asset software as stated before is recommended.
• Evaluate Tree and/or Sidewalk Further. During the initial tree decision, it is not
appropriate for extensive explorations of pavement, soils, or tree root systems. There are
limitations to the initial assessment and decision. The purpose of the initial assessment
is to identify where these future actions are requ ired so that the appropriate schedule
and funding can be determined.
- Documentation in City’s asset software as stated before is recommended.
Further Evaluation
The team conducting further evaluation may include an arborist, landscape architect, engineer,
or other professionals with expertise relevant to the project details and situation. In addition to
collecting information about the trees and infrastructure (i.e., sidewalk) the following additional
items may be considered:
Level of impact, future risks, cost/benefit, anticipated sidewalk maintenance if the
tree is kept, public/environmental benefit, community values, policy guidance,
neighborhood context, historic districts, planned construction, funding forecasts.
Solutions
The following best practices and approaches are provided as examples. The City should review
and update these as new or improved practices and materials emerge.
• If Tree Removed, Obtain Valuation. If the tree must be removed, the City should provide
guidelines to replace the removed tree. Guidelines should be based on City Code. Ideally,
the tree would be replaced at the same location if the site is suitable for trees in the first
place. If not possible, the City should have a procedure in place for the relocation of
replacement trees.
• If Tree is Retained, Determine Management Approach. Since the initial assessment
offered the opportunity to closely examine the tree and the site, future management
approaches and decisions should be discussed and documented. These include future
tree replacement species for when the tree does over mature and decline or conduct
corrective actions to provide clearance for pedestrians, vehicles, utilities, and signs.
• Identify Potential Sidewalk Solutions. The Alternative Solutions Toolkit Overview section
provides information and resources regarding sidewalk solution options. Information
gathered during the initial assessment and subsequent site visits will support the
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Renton, WA 10-year Urban Forest Management Plan Update Jan2022 I | P a g e
selection of options that should be presented to City staff to ensure goals of sidewalk
repair and tree preservation are kept.
• Identify Opportunities to Improve Conditions for New Trees. When trees are planted by
the City, the appropriate tree species for the location should be determined and the City
should adhere to best practices in site and tree pit preparation to provide enough soil
volume to support tree root growth and minimize future pavement damage by roots. If
a tree is being planted at or near where the tree removal request was made, an evaluation
of why the request was made should be considered. This may include such things as
inadequate soil volume, insufficient growing space, tree leaf litter, messy fruit, poor
structure, allergies, screening of shade-intolerant garden or landscape vegetation, or a
combination of factors.
Project Implementation
Whether the sidewalk repair is occurring at a location where the tree is retained or removed,
the sidewalk must adhere to the Americans with Disabilities Act (ADA) requirements and City
standards and is the responsibility of the City. Tree repaving projects, curb and gutter repairs,
and other Capital Projects should also adhere to this evaluation process. All matters relating to
the removal or remediation of the tree will be conducted by the City unless the responsibility of
tree maintenance in public rights-of-way changes. Regarding tree maintenance, mitigation, or
removal, the City should involve the public by:
• Providing a public notice prior to the initial tree assessment.
• Share the results of the initial assessment.
• Share the solution decision.
AGENDA ITEM # 7. a)
Appendices J | P a g e
EXAMPLE INITIAL ASSESSMENT CHECKLIST
[CITY LOGO]
[City of ####] Trees and Sidewalks Operations Plan
Initial Street Tree and Sidewalk Assessment Checklist
DATE
Prepared By:
The purpose of this document is to outline INITIAL ASSESSMENT for locations where sidewalk work is located
within the dripline of an existing street tree.
Project Location/Address
Tree Species/Diameter
Street Classification/Type
Tree Asset Inventory ID
Sidewalk Segment #
Is this assessment along a
corridor project?
An [ENGINEER] and [ARBORIST] will look at the site and assess the condition of the sidewalk and the tree.
If the tree has the following characteristics, it should be removed/replaced pursuant to SMC 15.43.030 (C): The
City's policy is to retain and preserve street trees whenever possible. Accordingly, street tree removal shall not be
permitted unless the Director determines that a street tree:
1. Is a hazardous tree;
2. Poses a public safety hazard;
3. Is in such a condition of poor health or poor vigor that removal is justified; or
4. Cannot be successfully retained, due to public or private construction or development conflicts.
Initial Assessment
1. Is the tree healthy and worthy of preservation?
□ Yes
□ No
Describe:_______________________________________________________________________
2. Poor Health – Is this tree in a condition of poor health or poor vigor that cannot be mitigated by any
means other than removal?
□ Yes
□ No
Describe:_______________________________________________________________________
3. Hazardous Tree— Defined in [CITY CODE CITATION] any tree or tree part that poses a high risk of
damage to persons using, or property located in the public place, as determined by the [AUTHORITY]
according to the tree hazard evaluation standards established by the International Society of
Arboriculture.
□ Yes
□ No
Describe:_______________________________________________________________________
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4. Minimum Standards—Is there enough space for a [6 foot wide sidewalk and a 5 foot wide] planting
strip?
□ Yes
□ No
Describe:_______________________________________________________________________
5. Public Safety Hazard—Does the tree present a public safety hazard that cannot be mitigated by any
means other than removal?
• Does the tree location obstruct the visibility for pedestrians, cyclists, and/or cars at an
intersection?
• Is the tree impacting a curb ramp such that it no longer meets City of [CITY] ADA requirements?
• Is the tree potentially impacting private property?
□ Yes
□ No
Recommendation for this tree:
□ –Remove Tree / Replace Sidewalk
A tree is identified to be removed if it is not healthy or if it is hazardous as identified in the Street Tree
Ordinance.
□ –Keep Tree and Maintain Sidewalk
A tree will be kept and the sidewalk will be maintained if a sidewalk of standard width and a tree pit of
standard width (at a minimum) can be installed or retained around a healthy tree.
□ –Evaluate Sidewalk and/or Tree Further
[DEPARTMENT] views trees and sidewalks as important public infrastructure assets. [DEPARTMENT]
intends to keep healthy trees and have accessible sidewalks. If standard widths cannot be met then
[DEPARTMENT] will take the time and resources to evaluate if alternative approaches (such as sidewalk
width reduction, alternative sidewalk materials, adjustments to the tree pit and/or tree root pruning) can
be used to retain a tree and provide an accessible sidewalk at problem locations.
NEXT STEPS
If Tree is REMOVED –Replace the removed tree with the minimum 2:1 replacement ratio. Identify if the
replacement trees can be located in the same location or on the same street as the removed tree. If not,
replacements should be planted as close to the removal as geographically feasible. Identify the estimated cost to
remove the tree(s), repair the sidewalk, and plant replacement trees.
If Tree is KEPT –Estimate the cost of the sidewalk repair that would achieve the desired lifecycle for the repair.
Estimate sidewalk and tree maintenance needs/costs and any maintenance to the tree that is being retained (e.g.,
root pruning, branch pruning, soil amendments).
If EVALUATE Further – Use Tree and Sidewalk Evaluation Form (IN DEVELOPMENT) and/or the tree risk
assessment should follow ISA TRAQ guidelines: http://www.isa‐
arbor.com/education/onlineresources/basictreeriskassessmentform.aspx
Arborist Engineer
Title Tile
Date Date
Use this space to draw a sketch of the location. Identify existing clearances from nearby
infrastructure.
AGENDA ITEM # 7. a)
Appendices L | P a g e
Alternative Solutions Toolkit Overview
MATERIAL
DESIGN
ROOT
TREE
Paving and Other Surface Materials
These materials can be used to create a walkable
surface or to delineate space for people and/or the
tree.
Infrastructure-Based Design Solutions
These design considerations can be employed to
support a tree and/or sidewalk.
Rootzone-Based Materials
These tools can support tree health and guide tree
growth below ground.
Tree-Based Solutions
These solutions are focused on tree selection and
tree maintenance.
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Table 28. Description of possible alternative solutions for tree and construction conflicts
TOOL
TYPE TOOLS PROACTIVE RESPONSIVE COST*
EXPECTED USEFUL
LIFE
$ $$ $$$ $$$$ Month Year Decade Century
MATERIAL
PAVING AND OTHER SURFACE
MATERIALS
Asphalt P R $-$$$ M Y D C
Expansion Joints P R $ M Y D C
Pavers P R $$-$$$ M Y D C
Pervious Concrete P R $$$-$$$$ M Y D C
Reinforced or Thicker Slab P R $$-$$$ M Y D C
Rockery / Wall P R $$-$$$$ M Y D C
Beveling P R $-$$ M Y D C
Porous Asphalt P R $-$$$ M Y D C
Shims P R $ M Y D C
Tree Guards and Tree Rails P R $$-$$$ M Y D C
Decomposed Granite P R $-$$ M Y D C
Mudjacking (Concrete Leveling) P R $$-$$$$ M Y D C
DESIGN
INFRASTRUCTURE-BASED
DESIGN SOLUTIONS
Monolithic Sidewalk P R $$$ M Y D C
Pavement Thickness P R $$$ M Y D C
Tree Pit Sizing P R $ M Y D C
Bridging P R $$$$ M Y D C
Curb Bulbs P R $$$-$$$$ M Y D C
Curb Realignment P R $$$-$$$$ M Y D C
Curving or Offset Sidewalk P R $$-$$$ M Y D C
Easement P R $-$$$ M Y D C
Suspended Pavement Systems P R $$$-$$$$ M Y D C
Lowered Sites P R $$$-$$$$ M Y D C
Soil Volume P R $-$$$ M Y D C
AGENDA ITEM # 7. a)
Appendices N | P a g e
TOOL
TYPE TOOLS PROACTIVE RESPONSIVE COST*
EXPECTED USEFUL
LIFE
$ $$ $$$ $$$$ Month Year Decade Century
ROOT
ROOTZONE-BASED MATERIALS
Mulch P R $ M Y D C
Root Barriers P R $ M Y D C
Continuous Trenches P R $$$ M Y D C
Foam Underlay P R $-$$ M Y D C
Modified Gravel Layer P R $ M Y D C
Root Paths P R $-$$ M Y D C
Soil Modification P R $-$$ M Y D C
Steel Plates P R $$-$$$ M Y D C
Structural Soils P R $$-$$$ M Y D C
Subsurface Aeration / Irrigation P R $$ M Y D C
TREE
TREE-BASED SOLUTIONS
City Forestry Street Tree List P R $ M Y D C
Corrective Pruning P R $-$$ M Y D C
Root Pruning P R $-$$ M Y D C
*General cost notes:
• Sidewalk material costs, when given in linear feet, assume 6-foot sidewalk width
• Costs are planning-level costs and will vary for actual construction
• Costs do not include design, permitting, or other "soft" costs
• Costs not included in tool costs but which would be necessary with use of some solutions include:
o Drainage structure and connection
o Curb ramps
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BEVELING POROUS ASPHALT SHIMS TREE GUARDS/RAILS
ASPHALT JOINTS PAVERS/RUBBER PERVIOUS CONCRETE
DECOMPOSED GRANITE MUDJACKING BRIDGING BULBOUTS
Figure 44. Example of alternative solutions for tree and construction conflicts
AGENDA ITEM # 7. a)
Appendices P | P a g e
CURB REALIGNMENT EASEMENT SUSPENDED PAVEMENT ROOT BARRIERS
CORRECTIVE PRUNING ROOT PRUNING ROOT SHAVING
FOAM UNDERLAY MOD. GRAVEL LAYER STRUCTURAL SOILS ROOT PATHS
Source of Material
Examples & Images:
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APPENDIX C. GUIDANCE TO DEVELOP A TREE ADVISORY COMMITTEE
To increase the capacity and voice for residents in managing the trees in Renton, guidance is
provided for the City to consider the benefits of establishing a Community Tree Advisory
Committee. This document provides specific recommendations and considerations for the City
of Renton.
Overview
Forming a Community Tree Advisory Committee (TAC)— also referred to as a tree commission,
tree board, urban forestry commission, beautification committee, environmental advisory
committee, community forestry commission, among others depending on the jurisdiction — is
one step Renton can take to create and sustain an urban forestry program. The powers a nd
responsibilities of a Tree Advisory Committee are based on Washington statutes and are
assumed by the local government. By forming and empowering a tree commission, Renton can
provide an opportunity for important community decisions to include the perspectives of the
communities of Renton. The formation of the TAC can be a crucial element in developing
broad-based support for community trees and ensuring long-term success and growth of
Renton’s urban forestry program.
Proposed Responsibilities of the Tree Advisory Committee
The Tree Advisory Committee should reflect the values and standards of the community and
should help champion urban forestry efforts. The recommended roles and responsibilities of
Renton’s TAC could include the following:
❖ Periodic review of Urban Forestry Program activities.
❖ Participate in an advisory capacity for tree removal appeals processes.
❖ Act as a sounding board for administrative issues in urban forest management.
❖ Stimulate and help organize volunteer tree planting and maintenance events.
❖ Assist with a possible ‘Heritage’ or ‘Historic’ trees program.
❖ Support urban forest management generally in an advisory capacity.
❖ Help identify, facilitate and recommend solutions to tree-related community disputes.
The proposed responsibilities of the TAC would be customized to suit the task, but Renton
ordinances creating either the Senior Citizen Advisory Group or the Equity Commission could
serve as useful references.
Formation of the Tree Advisory Committee
Formation of the Tree Advisory Committee and development of a comprehensive urban forestry
program usually take place together. The creation of Renton’s TAC is recommended at this
stage due to the opportunities that have arisen during the development of the City’s current
Urban Forest Management Plan (UFMP). The UFMP project began in May 2021 and is anticipated
to be completed by February 2022 and throughout this planning effort, community members
and organizations have been educated and engaged to support the development of the UFMP.
This public engagement has increased awareness of and support for the City’s urban forestry
efforts. The engaged community members may now be interested in actively participating on
the TAC.
Renton’s citizens who have been active in public engagement activities for the Urban Forest
Management Plan can provide valuable insight on a TAC. The requirements relating to
membership of committees are identified in the City of Renton municipal code Title II
Commissions and Boards. Members shall be appointed by the mayor and approved by City
Council. It is recommended that the City of Renton identify and explore specific sectors of the
community to recruit diverse members of various backgrounds and experiences.
The following steps are recommended for Renton to organize citizens and form the Tree
AGENDA ITEM # 7. a)
Appendices R | P a g e
Advisory Committee:
❖ Hold informal meetings with concerned citizens and local officials to discuss ideas and
plans. Discuss with the City Attorney’s office legal requirements to establish a Tree
Advisory Committee.
❖ Organize interested citizens and informally outline opportunities for a TAC to address
and advise on specific occurrences or situations (such as tree failures, tree preservation,
tree removals, tree removal permit denials, pruning, sidewalk damage, or tree planting)
that have caused community conflict or liability. Describe benefits that are expected to
result from an organized tree program (such as lower community liability, higher real
estate values, more attractive commercial areas, healthier trees, and increased
community fellowship).
❖ Contact other communities with Tree Advisory Committees or other experts, such as the
Washington Community Forest Council, Extension Forestry, and the State of Washington
Urban and Community Forestry program for advice and support.
❖ Liaise with Forestry Staff. It can be the case that a staff member sits on the committee in
a non-voting capacity— this provides an important link to the municipal process.
❖ Identify and agree upon the powers, authority, and responsibilities of the TAC, through
meetings with municipal council members, officials, and the City Attorney’s office.
❖ Involve community members through public hearings and other opportunities for public
participation and response.
❖ Develop or rewrite the ordinance that legally establishes the TAC and defines its authority
and powers.
❖ Seek the council's approval of the ordinance according to the City’s procedure.
Establishment of the Tree Advisory Committee by Ordinance
Municipal ordinances establishing and empowering Tree Advisory Committees should contain
the following sections:
❖ Number of committee members,
❖ Experience or expertise required of members,
❖ Place of residence,
❖ Compensation, if any,
❖ Length of terms,
❖ Rotation of terms,
❖ Vacancies,
❖ Advisory duties,
❖ Primary focus areas.
Additionally, ordinances establishing Tree Advisory Committees can:
❖ Mandate a municipal arborist or forester position,
❖ Mandate and outline the creation of a municipal forestry master plan,
❖ Outline required standards and guidelines for tree planting and maintenance.
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Supporting the Tree Advisory Committee
❖ Consider training members through the Arbor Day Foundation’s
Tree Board University.
o An online training course consisting of eight courses:
1) Tree Board 101
2) Partnerships and Collaboration
3) Engaging in the Political Process
4) Community Forestry Planning
5) Communications and Marketing
6) Financing, Budgeting, Grants, Fundraising
7) Getting Things Done
8) Moving Forward
❖ Utilize additional resources such as the Arbor Day Foundation’s Tree
Board flier.
❖ Keep the Tree Advisory Committee informed of the progress in
implementing the Urban Forest Management Plan.
❖ Consider including a member(s) on the Urban Forest Management Plan implementation
team.
❖ Upon establishment the TAC should establish By-Laws to instill cooperation and success.
❖ Keep the TAC current on urban forestry research, technology, tools, and ideas.
❖ Communicate programs, events, strengths, challenges, and opportunities.
Summary
A Tree Advisory Committee for Renton’s urban forest can have a great impact on a community's
appearance and image as well as its public safety and comfort. Tree committees can help
champion comprehensive and expert programming to manage and sustain public trees. They
can help facilitate the provision of long-term, stable community involvement for a valuable,
long-lived resource. By forming the Tree Advisory Committee in Renton, the attractiveness of
the community and its quality of life and environment might be enhanced and further
sustained.
AGENDA ITEM # 7. a)
Appendices T | P a g e
APPENDIX D. 2021 URBAN FOREST AUDIT SYSTEM RESULTS
Urban Forest Audit Scoring Key
Not Practiced (0) In Development (1) Adopted Practice (2)
Management Policy
Category Component Evaluated Description or Criteria for Evaluation
1.00 Approved Policy
Statements Written policy statements approved by a governing body.
1.01 Climate Change
(Sustainability)
Also referred to as Sustainability. With reference to urban trees.
Addresses the long-term health and productivity of the natural
resource.
1.02 No Net Loss Can refer to trees, basal area, or canopy.
1.03 Risk Management Should reference: ANSI A300 Part 9, ISA BMP, and prioritization
funding mechanisms.
1.04 Tree Canopy Goals Overall community/campus goal, or by designated “zone”.
1.05 Tree Protection Construction and/or landscape maintenance.
1.06 Utility Utility pruning, planting, and installation policy (e.g. boring vs.
trenching).
1.07 Human Health – Physical &
Psychological
Recognizes and addresses the human health benefits of the
natural resource (e.g., exercise, air quality, stress management,
shade).
Could also include Urban Heat Island (UHI) policies.
1.08 Wildlife
Diversity/Habitat/Protection Mammals, birds, or reptiles.
1.09 Performance Monitoring
Recognizes the annual or biennial calculation of metrics (e.g. some
component of ecosystem services) for the purpose of tracking
management performance.
1.10 Ordinance (Private) Tree protection and management for trees on private property.
1.11 Ordinance (Public) Tree protection and management for public trees.
1.12 Development Standards
US Green Building Council’s LEED® rating systems (or similar
internationally)
LEED v4 BD+C (Sustainable Sites)
LEED 4 ND (Neighborhood Pattern & Design, Green Infrastructure)
ASLA’s SITES® Rating System
1.13 High-Conservation Value
Forests
Programs or policies for identification, acquisition, and/or
protection of groups of trees or forests that provide unique public
benefits.
1.14 Urban Interface (WUI) Programs or policies that improve management of the urban
interface for fire and/or invasive species.
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Capacity and Training
Category Component Evaluated Description or Criteria for Evaluation
2.00 Professional Management Provision for professional consultation.
2.01 Certified Arborist - Staff International Society of Arboriculture
2.02 Certified Arborist -
Contracted International Society of Arboriculture
2.03 Certified Arborist - Other
Resource International Society of Arboriculture
2.04
Other Professional -
Advising/directing UF
management
This could be a professional in an allied field like Landscape
Architecture.
2.05 Municipal Forestry Institute Graduate of Society of Municipal Arborist’s MFI program or similar
2.06 USFS Urban Forestry
Institute or similar Attendance at USFS UFI or similar
2.07 Campus/city arborist – ISA
CA instructor for CEUs Arborist routinely provides ISA CEU presentations/workshops.
2.08 Tree Board University or
similar On-line training modules from Oregon U&CF for Tree
Board/Advisory Council or similar
2.09 Organizational
Communications
Process, procedures, and protocol for cross-professional
communications within the organization (all departments
“touching” trees).
AGENDA ITEM # 7. a)
Appendices V | P a g e
Funding and Accounting
Category Component Evaluated Description or Criteria for Evaluation
3.00 Urban Forestry Budget
3.01 Budgeted Annually Budget authorized/required for tree board, tree maintenance,
and/or tree planting.
3.02 Contingency Budget
Process
A protocol is in place to prioritize urban forestry management
activities during budget shortfalls; e.g. during times of limited
funding for: 1) risk management, 2) young tree care, 3) mulching.
3.03 Funding Calculated from
Community Attribute
Budget in terms of per capita, per tree, or for performance (e.g. per
tree weighted by size class or age.
3.04 Funding Based on
Performance Monitoring
Budget connected with/based on ecosystem service (ES)
monitoring and performance.
3.05 Urban Forestry Line Item Is the budget specific to urban forest management?
3.06 Green Asset Accounting
Maintain green infrastructure data in the “unaudited
supplementary disclosure of an entity’s comprehensive annual
financial report (CAFR)”. GASB 34 implementation for
municipalities.
Authority
Category Component Evaluated Description or Criteria for Evaluation
4.00 Authority
4.01 Urban Forest Manager
Professional urban forest manager with authority over the
program and day-to-day activity. Including designated budget line
item.
4.02 Staff Authority Designated staff with authority over the program and day-to-day
activity. Including designated line item.
4.03 Communication Protocol
Established protocol and mechanism(s) for communication
among all members of the urban forest management
“community” in your municipality or organization (e.g. manager,
department under control, advisory board, finance, field
operations, public, NGOs, business community, developers).
4.04 Tree Board, Commission,
or Advisory Council
Establishes a board for public participation (advisory or with
authority).
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Inventories
Category Component Evaluated Description or Criteria for Evaluation
5.00 Inventories and
Assessments
5.01 Canopy Inventory (UTC) Periodic (≤5 year) canopy inventory and assessment. Public &
private.
5.02 Ecosystem Services
Recent (≤5 year) ecosystem services (ES) inventory & assessment?
Public: 100% or street trees; Public & Private: Sample; or Campus.
Or, are ES calculated annually or biennially based on partial re-
inventory and projected growth as a monitoring tool.
5.03 Public Trees Evaluate below
5.04 Street Trees Is there a recent (5 year) inventory?
5.05 Parks/Riparian Areas Is there a recent (5 year) inventory?
5.06 Other Public Trees Public facility landscaped areas, Industrial parks, green space.
5.07 Continuous inventory on a
cycle (≤5 years; i.e. panel)
Partial re-inventory to support continuous forest inventory, growth
projections,
and the calculation of ecosystem services for the purpose of long-
term monitoring of urban forest management performance (e.g.
carbon or leaf surface).
5.08 Private Trees Evaluate below
5.09 Campus (Educational) Is there a recent (5 year) inventory?
5.10 Corporate Is there a recent (5 year) inventory?
5.11 Other Private Property Is there a recent (5 year) inventory?
5.12
Continuous inventory on a
cycle (≤5 years; i.e. panel),
inventory software
Partial re-inventory to support continuous forest inventory, growth
projections, and the calculation of ecosystem services for the
purpose of long-term monitoring of urban forest management
performance (e.g. carbon or leaf surface).
5.13 Green Stormwater
Infrastructure (GSI)
BMP stormwater mitigation practices and locations (e.g.
Washington DC)
5.14 Spatial
Inventory data includes Lat/Long (i.e. GIS). Should address the
spatial relationship between the natural resource and people (i.e.
residents, visitors, activities) that would help manage the resource
for benefits associated with proximity (air quality,
recreation, stress mitigation, improved educational opportunity).
5.15 Maintenance and Planting
Records Maintained
Planting details (nursery, species, size, cost, contractor, etc.)
maintained with inventory or as separate database or
recordkeeping system. Also pruning and removal histories.
AGENDA ITEM # 7. a)
Appendices X | P a g e
Plans
Category Component Evaluated Description or Criteria for Evaluation
6.00 Management Planning
Activities
6.01 Annual Maintenance
Calendar
An annual calendar that defines typical activity by season. To
support scheduling.
6.02 Public Trees Evaluate below
6.03 Street Tree Management Is there a recent (5 year) plan for street trees?
6.04 Parks/Riparian Area
Management Is there a recent (5 year) plan ?
6.05 Other Public Trees Public facility landscaped areas, Industrial parks, green space.
6.06 Private Trees Evaluate below
6.07 Campus (Educational) Is there a recent (5 year) plan for Campus trees?
6.08 Corporate Is there a recent (5 year) plan?
6.09 Other Private Property Is there a recent (5 year) plan?
6.10 Green Infrastructure Is there a plan for green infrastructure (i.e. nodes & linkages)?
Large-scale projects.
6.11 Other Written Plans Other natural resource plans (e.g. tree canopy). May be a
component of another plan.
6.12 Tree Planting Is there a recent (3 year) tree planting plan? ). May be a
component of another plan.
6.13 UF as Part of a
Comprehensive Plan
Is any UF management plan referenced in the comprehensive plan
(i.e. county or municipality) or master plan (i.e. Campus)?
6.14
Urban Forest Planning and
Management Criteria and
Performance Indicators
Criteria and indicators based on A Model of Urban Forest
Sustainability (Clark, J.R., Matheny, N.P., Cross, G., and Wake, V.
1997 Journal of Arboriculture.) or on work of W.A. Kenney, P.J.E. van
Wassenaer, and A.L. Satel in Criteria and indicators for strategic
urban forest planning and management. (2011)
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Risk Management
Category Component Evaluated Description or Criteria for Evaluation
7.00 Risk Management
Activities
7.01 TRAQ Attained At least one staff or consultant is TRAQ.
7.02 Annual Level 1 (ANSI A300
Part 9 & ISA BMP) All trees in high occupancy areas visited annually.
7.03 Mitigation Prioritization A protocol for prioritizing mitigation following Level 1 and Level 2
assessments. Reflects the controlling agency’s threshold for risk.
7.04 Occupancy Areas Mapped Has TRAQ staff/consultant discussed/mapped occupancy levels
with controlling authority?
7.05 Recordkeeping, Reporting,
and Communications
A process has been put in place to maintain records on requests,
inspections, evaluations, and mitigation of risk; and on the
communications among the managers related to those risk
assessments.
7.06 Standard of Care Adopted Controlling authority has adopted a Standard of Care (SOC) or risk
management policy.
7.07 Tree Risk Specification
Is there a written specification that meets requirements of ANSI
A300 (Part 9)? And, has it been discussed with the controlling
authority with relevance to the controlling authority’s threshold for
acceptable risk?
7.08 Urban Tree Risk
Management
The community has prepared and follows a comprehensive
program for urban tree risk management.
7.09 Invasive Management Plan to address and manage invasive: plants, insects, and disease.
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Disaster Planning
Category Component Evaluated Description or Criteria for Evaluation
8.00 Disaster Planning
Activities
8.01 Response/Recovery
Mechanism
Staff knowledge of the municipality’s protocol for requesting
disaster resources through the county or state with access to
mutual aid and EMAC.
8.02 Urban Forestry as part of
the County Disaster Plan
The UF plan (8.3) is incorporated into the county/municipal
disaster plan; specifically in reference to debris management and
risk mitigation.
8.03 Urban Forestry Disaster Plan A separate/specific plan within the urban forestry management
program (i.e. who to call, priorities).
8.04 Pre-disaster Contracts Contracts are in place for critical needs.
8.05 Mitigation Plan A mitigation plan has been developed for pre-disaster, recovery,
and post-disaster.
8.06 EMAC Mission Ready
Packages (MRP)
Municipality has published disaster resources with state EM and
participates in inter-state Mutual Aid to support Urban Forest
Strike Teams (UFST).
8.07 Urban Forest Strike Team Participation in the UFST project.
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Standards and Best Management Practices
Category Component Evaluated Description or Criteria for Evaluation
9.00 ANSI Standard & BMP
Activities
9.01 ANSI Standards
Reference and adherence to ANSI Standards for arboricultural
practices (A300), safety (Z133), or Nursery Stock (ANSI Z60.1) (any or
all).
9.02 Ages/Diameter Distribution Specific management for the development of an age-diverse tree
population
9.03 Arborist Standards Standards of practice for arborists (i.e. Certification).
9.04 Best Management Practices
(BMPs)
Establishes or references tree maintenance BMPs (i.e. written
comprehensive standards & standards).
9.05 Fertilization and Mulching Fertilization or mulching standards required for conserved &
planted trees.
9.06 Lightning Protection
Systems BMP written to the ANSI A300 Standard.
9.07 Planting Planting and transplanting standards required/specified.
9.08 Pruning Pruning standards required for conserved & planted trees.
9.09 Removal Infrastructure damage, stump grinding, etc.
9.10 Support Systems (Guying
and Bracing) BMP written to the ANSI A300 Standard.
9.11 Tree Risk Tree risk assessment procedures; ISA BMP or equivalent.
9.12 Construction Management
Standards
Written standards for: tree protection, trenching/boring in CRZs,
pre-construction mulching, root or limb pruning, watering (any or
all).
9.13 Design Standards Standards for design that specifically require trees; standards for
tree placement (i.e. location), soil treatment, and/or drainage.
9.14 Genus/Species Diversity Suggests or requires diversity of plant material.
9.15 Green Stormwater
Infrastructure (GSI)
BMPs for site level GI practices like rain gardens and swales. Small-
scale projects.
9.16 Inventory Data Collection Community has adopted or developed applicable standards for
local urban tree inventory data collection to support QA/QC.
9.17 Minimum Planting Volume Minimum required root zone volume.
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Standards and Best Management Practices (continued)
Category Component Evaluated Description or Criteria for Evaluation
9.00 ANSI Standard & BMP
Activities
9.18 Minimum Tree Size Minimum caliper for tree replacements, and/or minimum size of
existing trees to receive tree density or canopy credit.
9.19 Root Protection Zone (CRZ) Defines adequate root protection zone; Critical Root Zone (CRZ).
9.20 Safety Safety logs, trainings, reference to ANSI Z133 Safety Standard
9.21 Topping Prohibits topping or other internodal cuts (public & private).
9.22 Tree Species List
Identifies and publishes a list of the most desirable,
recommended, and/or preferred species (may include native and
non-native species); alternatively, a list of species prohibited.
9.23 Tree Quality Standards Written standards for tree selection at nursery in addition to Z60.1.
9.24 Utility Right-of-Way ( ROW)
Management
Requirements for planting, pruning, and/or removal of trees within
a utility ROW.
9.25 Urban Agriculture Enabled urban food forestry practices.
9.26 Wood Utilization Larger diameter material is processed for wood products.
9.27 Third-party forest products
certification compliance
Examples: American Tree Farm System (ATFS), Forest Stewardship
Council™ (FSC®)
9.28 Energy generation Local or regional use of chips or other woody debris for co-
generation facilities.
9.29 Composting of Leaf and/or
Other Woody Debris
Leaves and small woody debris are captured and used on-site or
processed by someone by composting for reuse.
9.30 Watering Standards
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Community
Category Component Evaluated Description or Criteria for Evaluation
10.00 Activities that Build
Community
10.01 Social Media Website or
Similar
Does your community/campus use social media platforms or
similar to document and publicize your urban forestry program,
activity, or events?
10.02 Education The urban forest is used as an educational laboratory for class
activity; Kids in the Woods, PLT, high school, or college level.
10.03 Private Property Tree
Program Does your community sponsor this program locally?
10.04 Tree Inventory and
Management Software
Public access to the community tree resource via an on-line
mapping program (i.e. any Web Map Service; WMS).
10.05 Public Perception
Is public management consistent with private property
requirements for tree protections and care? Does the
Campus/public tree management reflect neighborhood norms?
10.06 Recognition Programs Programs that raise awareness of trees or that use trees to connect
the community to significant events or activities.
10.07 Arbor Day Celebration Whether or not associated with Tree City USA.
10.08 Arboretum designation Internal or third party arboretum designation.
10.09 Significant trees For example: size, history.
10.10 Memorial/Honorarium Tree planting or tree care programs than honor/memorialize
individuals, organizations, or events.
10.11 Social Media Does your community/campus make use of Twitter, Facebook,
Blogs for internal or external outreach?
10.12 Active Communications Press releases, regular news articles (print), “State of the Urban
Forest” reports, periodic analysis of threats and opportunities.
10.13 Tree Care Are volunteers trained and used for basic tree care (e.g. mulching,
pruning, planting).
10.14 Tree Campus USA®, Tree
City USA®, Tree Line USA®
Community/campus meets current qualifications for any of these
programs.
10.15 Volunteer Opportunities Ad hoc or scheduled. Any/all age groups. Tree Campus USA
student activities.
AGENDA ITEM # 7. a)
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Green Asset Evaluation
Category Component Evaluated Description or Criteria for Evaluation
11.00 Observed Outcomes
(Activity, Health)
11.01 Deadwood Look for evidence of periodic or ad-hoc deadwood removal (i.e.
lack of dead limbs ≥ 2” in the trees or on the ground).
11.02 Genus Diversity
No genera exceed 20% of population; make specific observations
for Acer, Quercus, Fraxinus, Ulmus and other local species of
concern.
11.03 Mature Tree Care Mature trees are retained in the landscape, and are of acceptable
risk; i.e. veteran tree management.
11.04 Mulching Evidence of adequate (i.e. spatial extent, depth, and material) roots
zone mulching for all age classes.
11.05 Planting Site Volume
Optimization
Are species & sites matched for optimization of above ground
canopy; right tree in the right spot concept.
11.06 Rooting Volume
Optimization
Are species & sites matched for optimization for below ground
rooting volume; right tree in the right spot concept.
11.07 Species Diversity
No species/cultivars exceed 10% of population; make specific
observations for Acer, Quercus, Fraxinus, Ulmus and other local
genera of concern. Also evaluate the role of regionally local native
species.
11.08 Soil Compaction
Observe evidence of soil compaction by users or staff during
maintenance. Include “desire” lines and construction activity at
time of evaluation.
11.09 Tree Health Rate the overall tree health in all size (age) classes; look for crown
dieback, decay, foliage density & color.
11.10 Young Tree Pruning
Look for evidence of periodic (e.g. every 3 years to year 9) structural
pruning (e.g. subordination cuts, dominant central leader, co-
dominant stems lower that 20’).
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APPENDIX E. RISK TREE MANAGEMENT PLAN
CITY OF RENTON,
WASHINGTON
COMMUNITY SERVICES
DEPARTMENT
URBAN FORESTRY &
NATURAL RESOURCES
AUGUST 2020
TREE RISK
MANAGEMENT
PLAN
AGENDA ITEM # 7. a)
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Trees are a valuable asset to the community of Renton, beautifying our city and linking
us to the natural environment. They also provide other benefits such as purifying our
air, reducing energy consumption and costs, and reducing storm water runoff.
However, a structurally defective tree in the urban setting can present a safety risk to
people and property. Dying and defective trees can also increase wildfire risks - less of
a concern in the South Puget Sound but one to be aware of in a changing climate.
City of Renton Forestry is responsible for managing
trees located on city street rights-of-way (street trees),
parks, natural areas and city owned property. One of
these responsibilities includes reducing the risks trees
can pose to people and property. This is accomplished
by identifying and evaluating defective city trees,
assessing and quantifying the safety risks and taking
the appropriate actions to reduce these risks. The City
of Renton Urban Forestry Management Plan defines
this process as Hazard Tree Management. Renton’s
urban forest has grown since the first management
plan in 2011 and there have been advances and
changes in arboriculture; some as simple as dropping
the terminology including “hazard” in favor of “risk”.
This document is part of a new update to this
management process and is redefined as a Tree Risk
Management Plan.
The purpose of this document is to inform the public of the City’s Tree Risk
Management Plan. This plan provides guidelines, procedures and practices in the
management of city trees that may present a safety risk to people and property.
The city has actively managed risk trees for over 12 years with a concerted effort
beginning in 2009. At that time, the city recognized the need to develop a long-range
plan for the maintenance of the urban forest. To that end, more management
information regarding Renton’s urban forest would be required and the city’s first
public tree inventory was created. This inventory was updated in 2020. This document
is the city’s first specified risk tree management plan.
INTRODUCTION
RISK TREE MANAGEMENT IN RENTON
HISTORY
Figure 1. An Oak tree in Maplewood Park
dropped a 70' foot long 2' foot diameter
branch during a hot day on an afternoon
in late July of 2020
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In 2011, the city published and City Council officially adopted the City of Renton
Community and Urban Forest Development Plan. This plan did not include risk tree
management specifically, but one of four major stated goals included increasing public
safety by better management of the urban forest. Best management practice
recommends clear definitions of tree hazards and use of International Society of
Arboriculture (ISA) evaluation processes and forms for assessing risk trees. A risk plan
should also explain a process of designating certain trees as “Monitor” trees; trees to be
evaluated for tree risks once per year and after storm events.
This process could serve the city well and the current City Forester recognized the need for a
comprehensive risk tree management plan. There are new standards and tools for assessing risk
trees and Renton’s urban forest is growing and aging. New assessmen t technologies such as
resistance drill testing and sonic imaging could become part of the City Forester’s toolkit to
assess decay pockets and the internal structural integrity of trees.
The ISA has developed the new Tree Risk Assessment methodology, which differed from past
evaluation techniques and has been standardized in the tree care industry. These changes and
challenges in managing Renton’s urban forest, advancements in technology and arboricultural
practices, and the forestry program's continuing efforts to provide the best urban forestry
management services for the city brings us to today and the 2020 Tree Risk Management Plan.
One of the unique challenges of managing Renton’s
urban forest stems in part from the nature of trees in the
Pacific Northwest - they grow tall here. Captain Renton,
the city's namesake, made his fortune from timber
harvested in the area, especially Douglas Fir trees. Small
pockets of remnant stands of second growth trees can still
be seen even today at the edge of new developments.
They can be more prone to branch failures than other tree
species during storms. In addition to large tree size, the
prevalence of particular species in the urban forest
population presents more opportunities for possible
damages and consequences as a result of the failure of a
tree or tree part. Other native species like Big Leaf Maples
and Black Cottonwoods can also be problematic as they
are also large trees and are prone to decay. They comprise
a large proportion of the public tree population, especially
in natural areas. We also see large specimen trees like Pin
Oaks, Tulip Trees, Cedars and Sycamores on city streets
which require thoughtful management.
Therein lies the challenge and one of the justifications for a clearly defined tree risk
management strategy. The result is that maintaining healthy tree populations requires more
intensive management versus less “problematic” trees. This more intensive management comes
at little higher cost to the community as well as accepting a little higher degree of tree related
risk.
RENTON’S LOGGING LEGACY AND 'TALL TREES' IN THE PACIFIC NORTHWEST
Figure 2. Typical group of 'urban' Douglas Fir
trees on NE Sunset Blvd.
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Appendices HH | P a g e
Beyond adopted city policy, best management practice for risk trees should be no exception.
The City of Renton Urban and Community Forestry Development Plan adopted by City Council
established improving public safety as an important goal. The following procedures have been
developed to guide the city in the implementation of the Tree Risk Management Plan in the
next iteration of the city's 10-year urban forest management plan in 2021.
A potential risk tree will be evaluated by the City
Forester. The tree will be evaluated using the
International Society of Arboriculture’s (ISA) Tree Risk
Assessment Methodology (www.isa-arbor.com). This is
the industry standard for evaluating a risk tree. It
includes evaluating potential targets of a tree failure,
defects in the tree that may fail, the probability the
defect(s) may fail and finally the potential
consequences if the defective tree part fails. The
culmination of the assessment results in a Risk Rating;
Low, Moderate, High or Severe. Other factors that are
considered in determining the risk include; the
occupancy rate of a target in the impact zone, whether
a tree a strong or weak-wooded tree species, the
possible exposure of the tree to strong wind events, a
history of failures, topography and wildfire risk in a
potential future wildfire control area.
A risk tree is defined by the following industry terms.
➢ A Risk Tree is a tree with a defect present that has a likelihood of failure of Proba ble or
Imminent, a target occupancy rate greater than Rare and/or located in a moderate or
high wildfire risk area as determined by the City Forester.
PRACTICES
RISK TREE
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The city is responsible for managing all trees
located on public property. These include trees
located on city street right-of- ways (street
trees), parks natural areas and other city
properties. However, trees are living, growing
organisms that do not adhere to our people-
made boundaries. A small young tree
beginning its life clearly on a property, grows in
diameter with age and may grow over a
property line. In these cases of “border trees”, is
it the city’s or the private property owner’s
responsibility to manage the tree? The
following guidelines define a City Tree and the
responsibility for management of city/private
property border trees.
➢ The city will review the management
responsibility of any tree with at least
half of its trunk diameter measured at
4.5 feet above grade located on a city
right-of-way, easement or property.
o If necessary, a professional survey will be performed to provide clarification.
o In cases where there is clearly mutual responsibility, the city will work with the
property owner to reach a mutually acceptable arrangement.
There are trees located on private property that may pose an unacceptable risk to city property
or the right-of- way. If the city identifies a risk tree on private property or is informed of a risk
tree on private property, the following guidelines and collaboration with Code Compliance will
direct city action.
➢ A risk tree located on private property, as determined by the City Forester, will be
mitigated by the property owner or the city through a code compliance notice and order
process as defined in the City of Renton Code.
o In general, it includes a process of notifying the property owner and agreeing on
mitigation strategy within a given time frame.
RISK TREES LOCATED ON PRIVATE PROPERTY
CITY TREE
Figure 3. Example of a "border tree".
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Appendices JJ | P a g e
In a natural setting trees die or fall creating space
for a new tree to grow in its place. In the urban
setting, it is people that must manage this
process. Dead, diseased or declining trees need
to be removed when they become an
unacceptable risk. People must plant trees to
replace removed trees. The city values all trees,
however at a certain point tree removal may be
the best management practice to reduce risks to
people and property, protect the urban forest
from insect pests and disease, unacceptable
wildfire risks and introduce renewal by planting
replacement trees. The following tree removal
guidelines will help direct public tree removal
decisions in the City of Renton.
➢ A city tree will only be removed if it is an
imminent threat to public safety , dead,
dying, diseased, surpassed its service life, or in conflict with a more important city project
as determined by the City Forester
➢ Tree Removal Notification Process
o Written notice is sent to adjacent property owners and residents of impending
tree work
o If needed, a tree removal notice stating the removal reasons will be posted by the
City Forester on the tree prior to the scheduled removal.
o If necessary, the City Forester will notify the Community Services Administrator,
the Mayor and City Council when a tree deemed of particular importance by the
City Forester is removed.
There are two ways Risk Trees are identified by the city; random observation and periodic
inspections.
The primary way risk trees are identified is through the city’s periodic tree pruning and inventory
programs. The goal is that each year 1/6th of the city’s trees in a particular geographic area or
planning district are pruned. Prior to the actual pruning, City Forestry performs a basic w alk
around inspection of trees in the scheduled area. Through this inspection process Risk Trees
may be identified. Further, as the pruning work is being completed on a tree, problems may be
identified by the pruner and it is their responsibility to notify City Forestry for further evaluation.
The City may also periodically perform a complete inventory of city trees or a special project
that may reveal a Risk Tree.
TREE REMOVAL
Figure 4. "Renewal of the urban forest". Replacement
tree planting in the downtown core.
IDENTIFICATION OF RISK TREES
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There are cases where a city staff person, by
chance observation, identifies a potential
risk tree during their normal work activities.
A city forestry crew or contractor may be
pruning a tree and identify a problem. A
city staff person may notice a problem with
a tree. The inspection of a request for
service from the public may reveal a
potential risk tree.
Once a potential Risk Tree is identified the following procedures are implemented.
1. A Tree Risk Assessment is scheduled for the tree of concern.
2. The tree receives a Basic Tree Risk Assessment resulting in one of three of the outcomes.
a. Arboricultural treatments to mitigate the risks of defective tree part(s) will be
scheduled and completed, up to and including complete tree removal.
b. The tree will be scheduled for an advanced tree risk assessment.
c. The tree will be placed on the Risk Tree Monitoring Program.
As described above, an International Society of Arboriculture (ISA) Tree
Risk Assessment is the industry standard for assessing risk trees and
quantifying tree risk. In addition to detailing the methodology for
performing a Tree Risk Assessment, the ISA qualifies arborists to
perform a Tree Risk Assessment (http://www.isa-
arbor.com/certification/becomeQualified/becomeQualified.aspx). This
includes a training and testing program whereby upon the successful
completion of the program, an arborist is given the designation of Tree
Risk Assessment Qualified. All Tree Risk Assessments performed as part
of this program are performed by ISA Tree Risk Assessment Qualified
arborists.
Figure 5. Conks (fungal fruiting bodies) like the one
pictured here are an indicator of decay working in the
tree. In this case, the Ganoderma fungus decayed the
base of this aspen resulting in the tree failing.
in the tree failing.
HOW RISK TREES ARE MANAGED
TREE RISK ASSESSMENT
AGENDA ITEM # 7. a)
Appendices LL | P a g e
TREE PRUNING
The city’s standard tree pruning specifications
include the pruning of defective branches that
may pose an unacceptable risk of failing. A tree
pruner will be directed to prune the defective
branch(s) from the tree and as a result reduce the
risks of these defective branches failing. In some
cases, a more aggressive pruning practice called
“Reduction” pruning may be specified. Reduction
pruning includes the arboriculturally correct
practice of pruning the terminal portions of
scaffold and lateral branches to shorten the
length of the branches, spread of the tree, and
height of the tree. This treatment is used in cases
where there may be significant root or trunk
defects, or multiple scaffold branch defects.
Shortening the length of branches and/or the
height of the tree increases the amount of force
that is required to break a tree part and as a result
reduces the probability and risk the tree part will
fail. For large specimen trees which still retain
ecosystem value should they be stabilized despite
damage suffered, additional mitigation strategies
like cabling and bracing may be considered.
ADVANCED TREE RISK ASSESSMENT
A Basic Tree Risk Assessment is the first assessment performed after a potential risk tree is
identified. The basic assessment is completed from the ground and is primarily a visual
assessment. If the City Forester finds it is needed, then an Advanced Tree Risk Assessment will
be performed on the tree. This may include an inspection with an aerial lift truck and possibly
the use of advanced diagnostic tools such as a Resistograph and a Tomograph.
TREE RISK MITIGATION ARBORICULTURAL TREATMENTS & PRACT ICES
Figure 6. To safely retain this Oak tree, reduction
pruning and cabling was performed to reduce the risk of
further failure.
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RESISTOGRAPH & TOMOGRAPH USES
Decay is very common in trees and particularly in
older trees. The amount of decay in a tree part or
more importantly the amount of soundwood
around a decayed tree part is the most important
variable in assessing the probability that a decayed
tree part may fail. The Resistograph and
Tomograph are two tools used to measure
soundwood and decay present in a tree part. Both
of these tools provide more information for
assessing the risk a tree part may fail. The findings
these tools provide do not provide the “end all”
answer to what management treatment should be
taken. They do provide more information for the
assessor to quantify failure risk and the final
management decision to be taken is a culmination
of the findings of these tests and other conditions
present with the tree.
RESISTOGRAPH
A Resistograph drills into the wood of a tree part and measures and records the resistance being
applied on the drill bit as it drills into the tree part. The result is a visual measurement of the
“sound” and “unsound” wood where the tree part was drilled.
Figure 7. Tomograph measurements being taken
on a tree in Jones Park, Renton, Washington.
Figure 8. Resistograph tape showing the thickness of sound wood.
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Appendices NN | P a g e
TOMOGRAPH
A Tomograph uses soundwaves to
measure the “soundness” of a tree part.
Unlike the Resistograph, the Tomograph
provides a graphic representation of the
“soundness” of the wood around the
whole tree part measured, is a more
accurate measure and provides more
information with which to make a
probability of failure judgement.
RISK TREE MONITORING PROGRAM
Risk Trees that have an ISA Risk Rating of Moderate or higher, even after arboricultural
treatments have been completed, will be assigned to the city’s Risk Tree Monitoring Program.
Using the city’s computerized tree inventory, each of these trees will be designated as Risk
Monitor trees. Each of these trees will receive a Tree Risk Assessment every year. The findings of
the annual assessment will direct further action such as arboricultural treatments, advanced
tree risk assessment, retention on the Tree Risk Monitoring Program or if the condition of the
tree warrants, removal.
TREE REMOVAL
Ultimately a tree may have declined or may have been damaged to a point that removal and
planting a new tree is the best management decision.
Figure 9. Tomograph chart illustrating the
"soundness" of the tree part measured.
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If you see a tree that you believe may pose a risk to public safety report your concern to City
Forestry in the following ways. Be prepared to provide the address and general location of the
tree of concern. The tree will be inspected by City Forestry and inform you of the findings.
➢ Call the Forestry Division at (425) 430-6601 to report your concern.
➢ Post a request to the city via the Renton Responds app.
➢ Send the City Forester an email via the City’s website by going to:
(www.rentonwa.gov/urbanforestry) and navigate down to the "Request Tree Assistance”.
HOW CAN YOU HELP?
AGENDA ITEM # 7. a)
Appendices PP | P a g e
• Andrew G. Pleninger (Consulting Arborist, Aspen Tree Service) and Ben Carlsen (Natural
Resource Manager, City of Aspen): coauthors of the original document from which this
risk plan was adapted.
• International Society of Arboriculture, Champlain, IL. Publication illustrations on pages 3
& 5.
• Photos on cover page and in figures 1,2,4,6 & 7 courtesy of Ian Gray, Renton Urban Forestry
& Natural Resources Manager, August 2020.
• Photos in figures 3 &5 courtesy of Ben Carlsen and Andrew Pleninger.
REFERENCES & ACKNOWLEDGEMENTS
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APPENDIX F. URBAN FOREST PEST READY ASSESSMENT
The Washington State Urban Forest Pest Readiness Playbook provides a set of actions that
towns, cities, counties, and urban forestry programs should take to address the threat of forest
pests. The purpose of the playbook is to close a gap in readiness and response capabilities
between community leaders managing urban forests and state and federal responders. After
using the playbook a city should have an understanding of your progr am’s preparedness,
documentation of what is known, and a path forward for improving pest readiness capabilities.
Initial funding for the Urban Forest Pest Readiness Playbook was provided by U.S. Department
of Agriculture Animal and Plant Health Inspection Service Plant Protection and Quarantine.
The resource is available at www.invasivespecies.wa.gov and an interactive worksheet was
provided as part of the Urban Forest Management Plan Project. The following provides the
framework of the Urban Forest Pest Ready Assessment section of the playbook. The playbook
should be utilized during and after completing the assessment to develop actions specific to
the evaluation.
Table 29. Urban Forest Pest Ready Assessment from the WA State Urban Forest Pest Readiness Playbook
Urban Forest Pest Ready Assessment
Understanding Risk
# Question Yes Points No/Not Sure?
Tree Resources
1a Has your community ever conducted a tree canopy
analysis?
1
See Action 6 in
the Playbook
1b
Has your city ever performed or does your city currently
have a tree-by-tree inventory containing data on
individual trees' species, sizes, conditions, and locations?
3
1c Is the inventory less than 10 years old?
1
1d Is the inventory less than 5 years old?
1
1e Does your inventory data include all or a significant
majority of all managed street and park trees? 2
1f Is your inventory held in a geospatial database with
location data?
2
1g Is your data able to be shared with others outside your
organization?
2
Pests of Concern
2
Have you identified priority pest species that are a
concern for your community based on an
understanding of common tree species in your urban
canopy?
1 See Action 3 in
the Playbook
Risk Analysis
3
Have you considered neighboring jurisdictions and/or
nearby natural resource economies like agriculture and
forestry as part of your assessment of priority pests?
1 See Action 7 in
the Playbook
AGENDA ITEM # 7. a)
Appendices RR | P a g e
Pest Pathways
Do you have an understanding of local hot spots for
pest introduction to your community including (check
yes if no hot spots exist):
4a
Locations where there is an influx of new residents or
popular destinations for out-of-state visitors
1
See Action 4 in
the Playbook
Transportation corridors and storage facilities for
commercial movement of forest and agriculture
products
1
Commercial ports (check yes if there are no
commercial posts)
1
4b
Have you documented the locations and
supplementary information about size of these pest
introduction hot spots?
1
4c Has your community identified trees or locations that
are particularly pest vulnerable?
1
Pest Prevention
5a Does your city staff use Best Management Practices to
prevent the spread and introduction of pests?
1
See Action 13
in the
Playbook 5b
Do you or partners provide training for local contractors
on tree care or Best Management Practices to prevent
the spread and introductions of pests?
1
Actions 3, 4, 6, 7, 13
Understanding risk subtotal 0 of 21
Capacity to Support a Response
# Question Yes Points No/Not Sure?
Emergency Preparedness
1 Do you have one or more staff that have been trained in
Incident Command Systems (ICS)?
1 See Action 18 in
the Playbook
Response Experience
2a Have you participated in an invasive forest pest response
in the last ~20 years?
1 See Action 17 &
20 in the
Playbook 2b
Do you know the basic components of a pest response
that a lead action entity would run in the event of a pest
confirmation?
2
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 SS | P a g e
Know Who to Call
3
Have you integrated the contact information for USDA-
APHISPPQ, USDA Forest Service, Washington Invasive
Species Council, Washington Department of Natural
Resources, Washington Department of Agriculture
and/or Washington State University into your own
systems so that a team member can easily know who to
call if a pest is detected in your area?
2
See Detection &
Reporting
Section in the
Playbook
Supporting Organizations
4a
Have you worked with Washington Invasive Species
Council, Washington State Department of Agriculture, or
Washington State Department of Natural Resources
state agency staff in the past to support your program
(could include training, consultation, workshops, grants,
one-on-one discussions)?
1 See Playbook
overview
4b Do you know which partners and stakeholders to engage
in order to garner support for a response?
1 See Action 9 in
the Playbook
Sufficient Funding
5 Do you know what funding options, both internal and
external, are available to you to respond to a pest?
1
See Action 5
in the
Playbook
Tree Management
Are you actively enhancing your managed street trees,
parks, and natural areas:
6
To prevent invasive species establishment 1
See Action 16
& 19 in the
Playbook
To diversity tree plantings 1
To restore areas after significant tree removal (for
example removal of damaged trees, invasive trees,
hazard trees, or a forest pest response)
1
Actions 5, 9, 16, 17, 18, 19, 20
Capacity to Support a Response subtotal 0 of 12
Ability to Expedite Informed Decision-Making
# Question Yes Points No/Not Sure?
Urban Forestry Staff
1a Do you have a staff person(s) or department(s)
responsible for urban tree management?
1 See Action 1
in the
Playbook 1b
Would you consider most of your non-urban forestry-
related departments to be informed on how their work
impacts your urban forests?
1
AGENDA ITEM # 7. a)
Appendices TT | P a g e
Local Authority
Do you have any urban forestry management:
2a
Plan(s) 1 See Action 2
in the
Playbook
Policies 1
City Code 2
2b Does your urban forestry management plan, policy, or
codes include information on pest management? 3 See Action 12
of the Playbook
Permitting Processes
3
Are you familiar with permitting processes regarding (+1
for at least 4 of 7):
• Public involvement/notices
• Environmental and water quality
• Endangered species
• Property access requirements
• Pesticide registrations and applicator licenses
• Plant quarantine compliance
• Waste management practices
• Historical site/archaeological permitting
1
See Action
8 & 15
in the Playbook
Leadership
4
Do you have elected officials currently serving that have
demonstrated concern for urban forest pests or invested
in urban forest pest-related initiatives?
3 See Action 11
in the Playbook
Actions 1, 2, 8, 11, 12, 15
Ability to Expedite Informed Decision-Making subtotal 0 of 13
Community Support to Expand Your Impact
# Question Yes Points No/Not Sure?
Diverse Team
1a Do you have experience bringing together diverse groups
of stakeholders across departments and topics?
1
See Action 9
in the Playbook
Do you have access to people with the following
expertise or role involved in this assessment (+1 for each
category filled):
1b
Tree or urban forest expert 1
City planner 1
Tree care professional or other community stakeholders 1
AGENDA ITEM # 7. a)
Renton, WA 10-year Urban Forest Management Plan Update Jan2022 UU | P a g e
Messaging
2
Do you know the appropriate messaging and languages/
channels/forums to use when communicating with the
populations and neighborhoods most likely to be
impacted by a pest detection?
1 See Action 10
in the Playbook
Public Awareness
3
Do you have information in public outreach materials
that you distribute that covers the issues and risk of
urban forest pests?
1 See Action 10
in the Playbook
Early Detection
4
Do you promote the implementation of and recruitment
to early pest detection network (such as Master
Gardeners, Washington Pest Watch)?
2 See Action 14
in the Playbook
Actions 9, 10, 14
Community Support subtotal 0 of 8
Urban Forest Pest Ready Scorecard Subtotal Total Bench-
mark
Understanding Risk 0 of 21 12
Capacity to Support a Response 0 of 12 8
Ability to Expedite Informed Decision-Making 0 of 13 7
Community Support to Expand Your Impact 0 of 8 5
AGENDA ITEM # 7. a)
Appendices VV | P a g e
APPENDIX G. REFERENCES
Kellert, S.R., Wilson, E.O. 1993. The Biophilia Hypothesis. Island Press, Washington, DC. 484 pp.
Donovan, G.H., Butry, D.T., 2009. The value of shade: estimating the effect of urban trees on
summertime electricity use. Energy Build. 41, 662–668.
Wolch, J. et al 2005. Parks and Park Funding in Los Angeles: An Equity-Mapping Analysis, Urban
Geography, 26:1, 4-35.
Richards, N. A. 1983. “Diversity and Stability in a Street Tree Population.” Urban Ecology 7(2):159–
171.
Richards, N.A. 1993. Reasonable guidelines for street tree diversity. Journal of Arboriculture
19:344–349.
Swiecki, T.J., and Bernhardt, E.A. 2001. Guidelines for Developing and Evaluating Tree
Ordinances.
Miller, R. W., Hauer, R. J., & Werner, L. P. (2015). Urban Forestry: Planning and Managing Urban
Greenspaces, Third Edition.
Hauer R. J. and Peterson W. D. 2014. Municipal Tree Care and Management in the United States:
A 2014 Urban & Community Forestry Census of Tree Activities. Special Publication 16-1, College
of Natural Resources, University of Wisconsin – Stevens Point. 71 pp.
Nowak, D.J., Greenfield, E.J. 2018. Declining urban and community tree cover in the United
States. Urban Forestry & Greening 32 (2018) 32-55.
Kempter, G.P. 2004. Best Management Practices – Utility Pruning of Trees. International Society
of Arboriculture.
Campbell, W.C. 2019. Western Kentucky University Stormwater Utility Survey.
Clark, J.M., Matheny, N.P., Cross, G., Wake, V. 1997. A Model of Urban Forest Sustainability. Journal
of Arboriculture 23(1). 14 pp.
2018 Urban Tree Canopy Assessment, PlanIT Geo and the City of Renton, WA. 40 pp.
2021 Urban Forest Inventory & Resource Analysis Summary Report, Davey Resource Group and
the City of Renton, WA. 72 pp.
AGENDA ITEM # 7. a)
RENTON, WA
URBAN FOREST
MANAGEMENT PLAN
10-YEAR UPDATE
JANUARY 2022
AGENDA ITEM # 7. a)
1
CITY OF RENTON, WASHINGTON
ORDINANCE NO. ________
AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING THE 2022
CITY OF RENTON SALARY TABLE FOR NON‐REPRESENTED CITY EMPLOYEES,
AFSCME LOCAL 2170 CITY EMPLOYEES, RENTON POLICE DEPARTMENT –
COMMISSIONED OFFICERS, AND RENTON POLICE DEPARTMENT – NON‐
COMMISSIONED EMPLOYEES.
WHEREAS, the City Council has approved changes in compensation that impact the City
of Renton Salary Table for 2022; and
WHEREAS, the City Council desires to amend the 2022 City of Renton Salary Table to
incorporate the changes in compensation;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO
ORDAIN AS FOLLOWS:
SECTION I. The City Council hereby adopts the amended 2022 City of Renton Salary
Table, attached hereto and incorporated by this reference as Exhibit A.
SECTION II. The Salary Table is intended to be consistent with all applicable collective
bargaining agreements. In the event of conflicts, applicable collective bargaining agreements
control.
SECTION III. This ordinance shall be in full force and effect five (5) days after publication
of a summary of this ordinance in the City’s official newspaper. The amended Salary Table shall
be retroactively effective and replace the previously adopted Salary Table starting on January 1,
2022, for AFSCME Local 2170 represented employees and effective March 1, 2022, for non‐
represented employees. Once effective, the amended Salary Table shall remain in effect until
AGENDA ITEM # 7. b)
ORDINANCE NO. ________
2
changes are authorized by the City Council. The summary of this ordinance shall consist of this
ordinance’s title.
PASSED BY THE CITY COUNCIL this _______ day of February, 2022.
Jason A. Seth, City Clerk
APPROVED BY THE MAYOR this _______ day of February , 2022.
Armondo Pavone, Mayor
Approved as to form:
Shane Moloney, City Attorney
Date of Publication:
ORD‐HR:2207:2/7/2022
AGENDA ITEM # 7. b)
ORDINANCE NO. ________
3
EXHIBIT A
2022 CITY OF RENTON SALARY TABLE
AGENDA ITEM # 7. b)
COLA 6%
Grade Code Position Title Monthly Annual Monthly Annual
e10 1030 Mayor (1)15,963 191,556 15,963 191,556
e09 1005 City Council President (2)(7)2,050 24,600
e09 1000 City Council Members (2)1,750 21,000
e08 11,021 132,252 11,581 138,972 12,165 145,980 12,780 153,360 13,425 161,100
e11 1020 Municipal Court Judge (6)15,051 180,614 15,051 180,614
Salary effective July 2020 - June 30, 2022
Salary is 95% of District Court Judge Salary
m53 1035 Chief Administrative Officer (3)14,459 173,508 15,196 182,352 15,963 191,556 16,768 201,216 17,609 211,308
m52 14,105 169,260 14,819 177,828 15,576 186,912 16,364 196,368 17,182 206,184
m51 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556 16,768 201,216
m50 13,425 161,100 14,105 169,260 14,819 177,828 15,576 186,912 16,364 196,368
m49 1400 City Attorney (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1109 Parks & Recreation Administrator (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1105 Community & Economic Development Administrator 13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1036 Deputy Chief Administrative Officer (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1101 Finance Administrator (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1107 Equity, Housing & Human Services Administrator (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1104 Human Resources & Risk Mgmt Administrator (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1110 Judicial Administrative Officer 13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1103 Public Works Administrator (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m49 1201 Police Chief (3)13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352 15,963 191,556
m48 12,780 153,360 13,425 161,100 14,105 169,260 14,819 177,828 15,576 186,912
m47 12,470 149,640 13,102 157,224 13,762 165,144 14,459 173,508 15,196 182,352
m46 1535 Police Deputy Chief (4)12,165 145,980 12,780 153,360 13,425 161,100 14,105 169,260 14,819 177,828
m46 1405 Prosecution Director 12,165 145,980 12,780 153,360 13,425 161,100 14,105 169,260 14,819 177,828
m45 11,869 142,428 12,470 149,640 13,102 157,224 13,762 165,144 14,459 173,508
m44 11,581 138,972 12,165 145,980 12,780 153,360 13,425 161,100 14,105 169,260
m43 11,295 135,540 11,869 142,428 12,470 149,640 13,102 157,224 13,762 165,144
m42 1401 Sr Assistant City Attorney 11,021 132,252 11,581 138,972 12,165 145,980 12,780 153,360 13,425 161,100
m41 1212 Information Technology Director 10,754 129,048 11,295 135,540 11,869 142,428 12,470 149,640 13,102 157,224
m40 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980 12,780 153,360
m39 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428 12,470 149,640
m38 2178 Airport Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 2011 City Clerk/Public Records Officer 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1204 Communications & Engagement Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1575 Development Services Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1501 Economic Development Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 2044 Emergency Management Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1207 Facilities Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1210 Fiscal Services Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 2463 HR Labor Relations & Compensation Manager 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1406 Lead Prosecutor 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
2022 CITY OF RENTON SALARY TABLE
NON-REPRESENTED Effective March 1, 2022
STEP A STEP B STEP C STEP D STEP E
ELECTED OFFICIALS
MANAGEMENT & SUPERVISORY (NON-UNION)
AGENDA ITEM # 7. b)
COLA 6%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
NON-REPRESENTED Effective March 1, 2022
STEP A STEP B STEP C STEP D STEP E
m38 1571 Maintenance Services Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 8084 Parks and Trails Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1208 Parks Planning and Natural Resources Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1502 Planning Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 2031 Police Commander (5)9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1214 Recreation Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1570 Utility Systems Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m38 1572 Transportation Systems Director 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972 12,165 145,980
m37 2148 Application Support Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m37 2175 ITS and Maintenance Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m37 2176 Transportation Design Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m37 2075 Transportation Operations Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m37 2177 Transportation Planning Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m37 2172 Utility Engineering Manager 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540 11,869 142,428
m36 2074 Building Official 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972
m36 2021 Current Planning Manager 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972
m36 2073 Development Engineering Manager 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972
m36 2020 Long Range Planning Manager 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252 11,581 138,972
m35 1402 Assistant City Attorney 9,272 111,264 9,746 116,952 10,236 122,832 10,754 129,048 11,295 135,540
m34 2023 Construction Manager 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252
m34 2462 Human Resources Benefits Manager 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252
m34 2413 Network Systems Manager 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252
m34 2460 Organizational Development Manager 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252
m34 2409 Risk Manager 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916 11,021 132,252
m33 5015 Budget & Accounting Manager 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832 10,754 129,048
m33 1578 Community Development & Housing Manager 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832 10,754 129,048
m33 2174 Property & Technical Services Manager 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832 10,754 129,048
m33 3072 Water Maintenance Manager 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832 10,754 129,048
m32 4480 Capital Projects Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 1577 Economic Development Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 3073 Fleet Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 4470 Parks Planning Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 3071 Street Maintenance Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 3083 Urban Forestry and Natural Resources Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m32 3070 Waste Water/Special Operations Manager 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844 10,493 125,916
m31 3086 Facilities Manager 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832
m31 8010 Parks Maintenance Manager 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952 10,236 122,832
m30 2407 GIS Manager 8,196 98,352 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844
m30 2033 Police Manager 8,196 98,352 8,609 103,308 9,042 108,504 9,506 114,072 9,987 119,844
m29 2202 Communications Manager 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952
m29 3084 Golf Course Manager 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952
m29 1522 Human Services Manager 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952
m29 1404 Prosecuting Attorney 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952
m29 2087 Recreation Manager 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264 9,746 116,952
m28 6031 Financial Operations Manager 7,803 93,636 8,196 98,352 8,609 103,308 9,042 108,504 9,506 114,072
m28 5254 Permit Services Manager 7,803 93,636 8,196 98,352 8,609 103,308 9,042 108,504 9,506 114,072
m28 1116 Tax & Licensing Manager 7,803 93,636 8,196 98,352 8,609 103,308 9,042 108,504 9,506 114,072
m27 3011 Enterprise Content Manager 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264
m27 2578 Housing Programs Manager 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900 9,272 111,264
m26 7,425 89,100 7,803 93,636 8,196 98,352 8,609 103,308 9,042 108,504
m25 2086 Head Golf Professional 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
m25 2562 Senior Benefits Analyst 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
AGENDA ITEM # 7. b)
COLA 6%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
NON-REPRESENTED Effective March 1, 2022
STEP A STEP B STEP C STEP D STEP E
m25 2563 Senior Employee Relations Analyst 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
m25 2410 Senior Finance Analyst 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
m25 2561 Senior Risk Analyst 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
m25 2479 Solid Waste Coordinator 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812 8,825 105,900
m24 5112 Deputy City Clerk/Public Records Officer 7,071 84,852 7,425 89,100 7,803 93,636 8,196 98,352 8,609 103,308
m23 3562 Benefits Analyst 6,891 82,692 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812
m23 3563 Employee Relations Analyst 6,891 82,692 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812
m23 2080 Recreation Supervisor 6,891 82,692 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812
m23 2461 Risk Analyst 6,891 82,692 7,244 86,928 7,611 91,332 7,990 95,880 8,401 100,812
m22 2404 Community Events Coordinator 6,729 80,748 7,071 84,852 7,425 89,100 7,803 93,636 8,196 98,352
m22 1510 Court Services Supervisor 6,729 80,748 7,071 84,852 7,425 89,100 7,803 93,636 8,196 98,352
m22 8007 Golf Course Supervisor 6,729 80,748 7,071 84,852 7,425 89,100 7,803 93,636 8,196 98,352
m22 2091 Museum Manager 6,729 80,748 7,071 84,852 7,425 89,100 7,803 93,636 8,196 98,352
m21 2218 Tax & Licensing Auditor, Senior 6,562 78,744 6,891 82,692 7,244 86,928 7,611 91,332 7,990 95,880
m20 6,402 76,824 6,729 80,748 7,071 84,852 7,425 89,100 7,803 93,636
m19 6150 City Council Liaison 6,249 74,988 6,562 78,744 6,891 82,692 7,244 86,928 7,611 91,332
m19 6103 Executive Assistant 6,249 74,988 6,562 78,744 6,891 82,692 7,244 86,928 7,611 91,332
m18 5416 Payroll Technician 3 6,092 73,104 6,402 76,824 6,729 80,748 7,071 84,852 7,425 89,100
m17 5000 Legal Analyst 5,947 71,364 6,249 74,988 6,562 78,744 6,891 82,692 7,244 86,928
n16 multiple Administrative Assistants (All Depts)5,778 69,336 6,070 72,840 6,367 76,404 6,695 80,340 7,029 84,348
n16 5118 Finance Analyst 3 5,778 69,336 6,070 72,840 6,367 76,404 6,695 80,340 7,029 84,348
n16 2217 Tax & Licensing Auditor 2 5,778 69,336 6,070 72,840 6,367 76,404 6,695 80,340 7,029 84,348
n15 5,628 67,536 5,919 71,028 6,216 74,592 6,532 78,384 6,866 82,392
n14 5,496 65,952 5,778 69,336 6,070 72,840 6,367 76,404 6,695 80,340
n13 5115 Finance Analyst 2 5,360 64,320 5,628 67,536 5,919 71,028 6,216 74,592 6,532 78,384
n13 2662 Human Resources Specialist 5,360 64,320 5,628 67,536 5,919 71,028 6,216 74,592 6,532 78,384
n13 5032 Payroll Technician 2 5,360 64,320 5,628 67,536 5,919 71,028 6,216 74,592 6,532 78,384
n13 2216 Tax & Licensing Auditor 1 5,360 64,320 5,628 67,536 5,919 71,028 6,216 74,592 6,532 78,384
n12 5,234 62,808 5,496 65,952 5,778 69,336 6,070 72,840 6,367 76,404
n11 2488 Assistant Golf Professional 5,102 61,224 5,360 64,320 5,628 67,536 5,919 71,028 6,216 74,592
n10 5114 Finance Analyst 1 4,980 59,760 5,234 62,808 5,496 65,952 5,778 69,336 6,070 72,840
n10 5216 Payroll Technician 1 4,980 59,760 5,234 62,808 5,496 65,952 5,778 69,336 6,070 72,840
n09 4,861 58,332 5,102 61,224 5,360 64,320 5,628 67,536 5,919 71,028
n08 4,739 56,868 4,980 59,760 5,234 62,808 5,496 65,952 5,778 69,336
n07 4,625 55,500 4,861 58,332 5,102 61,224 5,360 64,320 5,628 67,536
n06 4,510 54,120 4,739 56,868 4,980 59,760 5,234 62,808 5,496 65,952
n05 4,401 52,812 4,625 55,500 4,861 58,332 5,102 61,224 5,360 64,320
n04 4,296 51,552 4,510 54,120 4,739 56,868 4,980 59,760 5,234 62,808
n03 4,195 50,340 4,401 52,812 4,625 55,500 4,861 58,332 5,102 61,224
n02 4,093 49,116 4,296 51,552 4,510 54,120 4,739 56,868 4,980 59,760
NON-UNION (CLERICAL, OTHER)
AGENDA ITEM # 7. b)
COLA 6%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
NON-REPRESENTED Effective March 1, 2022
STEP A STEP B STEP C STEP D STEP E
n01 5138 Office Specialist 3,998 47,976 4,195 50,340 4,401 52,812 4,625 55,500 4,861 58,332
$6,638
Completion of 5 Yrs
Completion of 10 Yrs
Completion of 15 Yrs
Completion of 20 Yrs
Completion of 25 Yrs
Completion of 30 Yrs
(1)In addition to salary receives annual car allowance of $4800 or use of a city vehicle.
(2)
(3)Not eligible for Longevity/Education or Uniform Allowance
(4)Not eligible for Longevity/Education or Uniform Allowance
Eligible for 3% cash premium or 3% into deferred compensation per employee's discretion for passing physical fitness.
(5)Receive Education/Longevity & Uniform Allowance based on Union Contract. Eligible for 3% deferred compensation for passing physical fitness.
Eligible for P2 paid job injury leave based on Union Contract.
(6)4 year term
(7)Council president to be paid $300/month above council members salary.
for Management and Non-Represented employees; except for CAO receives 11% per year.
5% Step a14E $332 per month
6% Step a14E $398 per month
7% Step a14E $465 per month
Council members salary set per Salary Commission effective 4/1/20. Council receives 2% of salary for deferred comp. If members are
prohibited from participating in PERS, they receive an extra 1.4 % of salary for deferred compensation.
The City contributes 4% of employee's base wage per year to a deferred compensation account
3% Step a14E $199 per month
4% Step a14E $266 per month
2% Step a14E $133 per month
NON-REPRESENTED LONGEVITY PAY as of 1/1/2021
Step a14, E =
AGENDA ITEM # 7. b)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
a40 10,331 123,972 10,847 130,164 11,397 136,764 11,976 143,712 12,580 150,960
a39 10,097 121,164 10,598 127,176 11,118 133,416 11,683 140,196 12,275 147,300
-
a38 9,839 118,068 10,331 123,972 10,847 130,164 11,397 136,764 11,976 143,712
a37 9,613 115,356 10,097 121,164 10,598 127,176 11,118 133,416 11,683 140,196
a36 2428 Principal Civil Engineer 9,369 112,428 9,839 118,068 10,331 123,972 10,847 130,164 11,397 136,764
a35 9,145 109,740 9,613 115,356 10,097 121,164 10,598 127,176 11,118 133,416
a34 8,922 107,064 9,369 112,428 9,839 118,068 10,331 123,972 10,847 130,164
a33 2475 Civil Engineer 3 8,707 104,484 9,145 109,740 9,613 115,356 10,097 121,164 10,598 127,176
a32 2425 Utility/GIS Engineer 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068 10,331 123,972
a31 2078 Assistant Airport Manager 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356 10,097 121,164
a30 2512 Client Technology Sys & Support Super.8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068
a30 2474 Civil Engineer 2 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428 9,839 118,068
a29 2570 Program Development Coordinator 2 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356
a29 2451 Senior Systems Analyst 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740 9,613 115,356
a28 2422 Senior Planner 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a28 2480 Capital Project Coordinator 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a28 2416 Senior Network Systems Specialist 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064 9,369 112,428
a27 2452 Senior Business Systems Analyst 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484 9,145 109,740
a26 2473 Civil Engineer I 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 2506 GIS Analyst 3 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 2417 Systems Analyst 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a26 3473 Water Utilities Maintenance Supervisor 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952 8,922 107,064
a25 2481 Facilities Coordinator 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 3484 Lead Electrical/Ctrl Systems Technician 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 2470 Program Development Coordinator 1 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 2170 Property Services Agent 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a25 8179 Signal/Electronic Systems Supervisor 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384 8,707 104,484
a24 2420 Database Technician 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 3450 Lead Building Inspector 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 3469 Lead Construction Inspector 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2403 Senior Economic Development Specialist 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2419 Network Systems Specialist 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a24 2476 Transportation Planner 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008 8,496 101,952
a23 8475 Airport Ops & Maintenance Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2429 Building Plan Reviewer 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2421 Business Systems Analyst 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2472 Engineering Specialist 3 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2505 GIS Analyst 2 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8175 Pavement Management Technician 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2450 Plan Reviewer 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 2484 Property Services Specialist 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8001 Street Maintenance Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
AGENDA ITEM # 7. b)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
a23 8002 Waste Water Maint. Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a23 8000 Water Maintenance Services Supervisor 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644 8,282 99,384
a22 2430 Lead Code Compliance Inspector 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 5197 Neighborhood Program Coordinator 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 5002 Senior Paralegal 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a22 6129 Utility Accounts Supervisor 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304 8,084 97,008
a21 2424 Associate Planner 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3452 Building Inspector/Combination 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3451 Building Inspector/Electrical 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 2016 Case Manager 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 2200 Communications Specialist 2 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3472 Construction Inspector 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8008 Custodial Maintenance Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 5130 Emergency Management Coordinator 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3089 Facilities Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 5111 GIS Analyst 1 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8006 Parks Maintenance Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 3483 Signal/Electronics Systems Technician 3 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8004 Traffic Signage & Marking Supervisor 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a21 8011 Water Meter Technician Services Supervi 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072 7,887 94,644
a20 2079 Business Coordinator - Airport 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2402 Economic Development Specialist 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2487 Housing Repair Coordinator 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a20 2489 Human Services Coordinator 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852 7,692 92,304
a19 6128 Accounting Supervisor 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2612 Client Technology Services Specialist 2 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2427 Code Compliance Inspector 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 7182 Electrical Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 3453 Energy Plans Reviewer 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 2471 Engineering Specialist 2 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 3485 HVAC Systems Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 7172 Lead Vehicle & Equipment Mechanic 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a19 8178 Water Utility Instr./SCADA Technician 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716 7,506 90,072
a18 3456 Development Services Representative 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 5195 Farmers Market Coordinator 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 2015 Probation Officer 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a18 2083 Recreation Program Coordinator 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640 7,321 87,852
a17 2423 Assistant Planner 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 8374 Maintenance Buyer 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 5001 Paralegal 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 5012 Public Records Specialist 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 3482 Signal/Electronics Systems Technician 2 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 3470 Water Quality/Treatment Plant Operator 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a17 2205 Digital Communications Specialist 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624 7,143 85,716
a16 8284 Lead Golf Course Maintenance Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a16 8074 Lead Maintenance Services Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a16 8080 Lead Parks Maintenance Worker 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a16 5194 Program Assistant 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656 6,970 83,640
a15 4014 City Clerk Specialist 2 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 2613 Client Technology Services Specialist 1 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 6167 Court Operations Specialist 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 7181 Facilities Technician 2 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
AGENDA ITEM # 7. b)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
a15 7184 Grounds Equipment Mechanic 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 8174 Lift Station Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 5122 Planning Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 5180 Senior Program Specialist 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 8574 Senior Traffic Maintenance Worker 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 7170 Vehicle & Equipment Mechanic 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a15 3474 Water Utility Maintenance Technician 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652 6,802 81,624
a14 5161 Asset Management Systems Technician 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656
a14 5160 Recreation Systems Technician 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756 6,638 79,656
a13 8474 Airport Operations Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3471 Engineering Specialist 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 7180 Facilities Technician 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3487 Housing Maintenance Technician 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 6263 Permit Services Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 7110 Print & Mail Supervisor 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 5179 Program Specialist 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a13 3481 Signal/Electronics Systems Technician 1 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896 6,471 77,652
a12 2201 Communications Specialist 1 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8283 Golf Course Maintenance Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 6166 Judicial Specialist 2 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8173 Maintenance Services Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8083 Parks Maintenance Worker 3 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a12 8573 Traffic Maintenance Worker 2 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156 6,313 75,756
a11 8473 Airport Maintenance Worker 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 5014 City Clerk Specialist 1 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 7173 Fleet Management Technician 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 8183 Lead Maintenance Custodian 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 6265 Payroll Analyst 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 5007 Public Records Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 2486 Recreation Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a11 8109 Water Meter System Specialist 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356 6,158 73,896
a10 6164 Judicial Specialist/Trainer 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6165 Legal Assistant 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6263 Permit Technician 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a10 6163 Probation Clerk 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712 6,013 72,156
a09 6131 Accounting Assistant 4 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 6151 Administrative Secretary 1 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 8286 Golf Course Operations Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 8070 Mechanic's Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a09 2085 Recreation Assistant 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948 5,863 70,356
a08 8282 Golf Course Maintenance Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 7126 Housing Repair Technician 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 6162 Judicial Specialist 1 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 6109 Lead Office Assistant 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8172 Maintenance Services Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8082 Parks Maintenance Worker 2 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8375 Purchasing Assistant 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a08 8572 Traffic Maintenance Worker 1 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364 5,726 68,712
a07 6132 Accounting Assistant 3 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 8184 Maintenance Custodian 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 7112 Print & Mail Operator 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a07 6142 Secretary 2 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
AGENDA ITEM # 7. b)
COLA 6.0%
Grade Code Position Title Monthly Annual Monthly Annual
2022 CITY OF RENTON SALARY TABLE
AFSCME, Local 2170 Effective January 1, 2022
STEP A STEP B STEP C STEP D STEP E
a07 8110 Water Meter Technician 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744 5,579 66,948
a06 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232 5,447 65,364
a05 6134 Accounting Assistant 3 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a05 6130 Office Assistant 3 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a05 6141 Secretary 1 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684 5,312 63,744
a04 6160 Court Security Officer 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8281 Golf Course Maintenance Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8181 Lead Custodian 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8171 Maintenance Services Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8081 Parks Maintenance Worker 1 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 6282 Pro Shop Assistant 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a04 8576 Solid Waste Maintenance Worker 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208 5,186 62,232
a03 6136 Accounting Assistant 1 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 6120 Office Assistant 2 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 8079 Parks Maintenance Assistant 2 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a03 7111 Print & Mail Assistant 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756 5,057 60,684
a02 4,061 48,732 4,259 51,108 4,476 53,712 4,697 56,364 4,934 59,208
a01 8182 Custodian 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 6281 Golf Course Associate 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 6111 Office Assistant 1 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
a01 7079 Parks Maintenance Assistant 1 3,955 47,460 4,155 49,860 4,364 52,368 4,583 54,996 4,813 57,756
$6,638
Completion of 5 Yrs
Completion of 10 Yrs
Completion of 15 Yrs
Completion of 20 Yrs
Completion of 25 Yrs
Completion of 30 Yrs
The City contributes 4% of employee's base wage per year to a deferred compensation account. (Article 14)
6% Step a14E $398 per month
7% Step a14E $465 per month
4% Step a14E $266 per month
5% Step a14E $332 per month
3% Step a14E $199 per month
LONGEVITY PAY
Step a14, E =
2% Step a14E $133 per month
AGENDA ITEM # 7. b)
Grade Code Monthly Annual Monthly Annual
Police Chief See Management & Supervisory Matrix, Grade m49
Police Deputy Chief See Management & Supervisory Matrix, Grade m46
Police Commander See Management & Supervisory Matrix, Grade m38
pc61 3035 Sergeant*9,384 112,609 9,853 118,240
(15% over Police Officer)*Step increase at 24 months
pc60 4131 Patrol Officer II 6,097 73,165 6,614 79,363 7,134 85,613 7,646 91,747 8,161 97,932
pc59 4130 Patrol Officer I 5,738 68,861 6,225 74,699 6,715 80,575 7,196 86,347 7,681 92,172
Percent
Interpreters ------------------------3%
Detectives --------------------------4%
Traffic Assignment----------------4%
Motorcycle Assignment------------- 2%
Canine Officer ---------------------3%
Corporal Assignment ------------7.5%
Field Training Officer ------------4%
Training Officer--------------------4%
SWAT Assignment ----------------4%
SRO Assignment-------------------4%
Civil Disturbance Unit -----------Paid at rate of double time with 3 hrs
minimum when called to emergency.
Crisis Communication Unit------Paid at rate of double time with 3 hrs
minimum when called to emergency.
Percentage (of base wage)
Percentage (of base wage)
-
-
-
-
-
Patrol Officer II: Effective 1-1-18 Patrol Officer II and Sergeant had 6.25% added to their base pay to reflect the additional 109
hours worked in a calendar year. This is reflected in the ranges above.
Effective January 1, 2008, Sergeants assigned to Investigation and Traffic Unit will not receive the 3% premium if they have been
in the position of Sergeant for 24 months.
NOTE: Please refer to the current labor agreement for specific information.
AA Degree (90 credits)4%
BA Degree/Masters Degree 6%
The City contributes 2.0% of employee's wage base toward deferred compensation. (Appendix A.2.3)
The City will contribute 3.0% of employee's wage base toward deferred compensation for passing physical fitness. (Article 6.8.4,
and Appendix A.2.4)
Beginning 1-1-2020 the City will contribute 1% of employee's wage base to a VEBA plan. (Article 14.11)
Completion of 10 Yrs 4%
Completion of 15 Yrs 6%
Completion of 20 Yrs 10%
Completion of 25 Yrs 12%
Completion of 30 Yrs 14%
MONTHLY EDUCATIONAL INCENTIVE PAY (Appendix B)
Position Title
HAZARD DUTY AND PREMIUM PAY (Article 6.7 and 6.8)
MONTHLY LONGEVITY PAY (Appendix B)
Years of Service
Completion of 5 Yrs 2%
2022 CITY OF RENTON SALARY TABLE
POLICE DEPARTMENT - Commissioned Officers In Negotiations
STEP A STEP B STEP C STEP D STEP E
AGENDA ITEM # 7. b)
Grade Code Position Title Monthly Annual Monthly Annual
pn70 6,008 72,096 6,495 77,940 7,137 85,644 7,843 94,116 8,256 99,072
pn69 5,861 70,332 6,337 76,044 6,963 83,556 7,652 91,824 8,055 96,660
pn68 5,718 68,616 6,182 74,184 6,793 81,516 7,465 89,580 7,858 94,296
pn67 4140 Community Engagement Coord.5,579 66,948 6,031 72,372 6,628 79,536 7,283 87,396 7,667 92,004
pn66 5,443 65,316 5,884 70,608 6,466 77,592 7,106 85,272 7,480 89,760
pn65 5,310 63,720 5,741 68,892 6,308 75,696 6,932 83,184 7,297 87,564
pn64 5,181 62,172 5,601 67,212 6,155 73,860 6,763 81,156 7,119 85,428
pn63 5,054 60,648 5,464 65,568 6,004 72,048 6,598 79,176 6,946 83,352
pn58 6178 Police Service Specialist Supv 6,454 77,448 6,776 81,312
Step A(15% above Specialist, Step E)
Step E (5% above Supervisor, Step A)
pn57 6182 Police Service Specialist Lead 6,032 72,384 6,032 72,384
(7.5% above Specialist, Step E)
pn54 4138 Police Community Prgm Coord 4,993 59,916 5,396 64,752 5,928 71,136 6,390 76,680 6,710 80,520
pn54 4120 Crime Analyst 4,993 59,916 5,396 64,752 5,928 71,136 6,390 76,680 6,710 80,520
pn56 4133 Electronic Home Detention Coord 4,926 59,112 5,316 63,792 5,854 70,248 6,436 77,232 6,756 81,072
pn53 3432 Evidence Technician 4,700 56,400 5,073 60,876 5,583 66,996 6,142 73,704 6,458 77,496
pn61 4121 Domestic Violence Victim Advocate 4,661 55,932 5,063 60,756 5,627 67,524 6,186 74,232 6,513 78,156
pn60 4,445 53,340 4,828 57,936 5,364 64,368 5,898 70,776 6,205 74,460
pn52 4135 Animal Control Officer 4,433 53,196 4,793 57,516 5,270 63,240 5,795 69,540 6,086 73,032
pn62 6181 Police Service Specialist 4,088 49,056 4,416 52,992 4,860 58,320 5,346 64,152 5,612 67,344
pn51 6183 Police Secretary 3,829 45,948 4,133 49,596 4,550 54,600 5,008 60,096 5,254 63,048
pn51 4137 Parking Enforcement Officer 3,829 45,948 4,133 49,596 4,550 54,600 5,008 60,096 5,254 63,048
Interpreter Premium………………………………..………………….…………….3% of base pay (Article 6.5.2)
2.5% of base pay (Article 6.5.3)
4% of base pay (Article 6.5.1)
Double time with 3 hrs min (Article 6.4)
NON- COMMISSIONED PREMIUM PAY (Articles 6.4 and 6.5)
Public Records Act Premium……………………………………………………………
Field Training Officer, FTO (Police Service Specialist)…………........…
Crisis Communication Unit………………………………………..…...………
POLICE NON-COMMISSIONED- MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE (Article 12, Appendix B.1)
Years of Service Percentage (of base wage)
2022 CITY OF RENTON SALARY TABLE
POLICE DEPARTMENT - Non-Commissioned Officers In Negotiations
STEP A STEP B STEP C STEP D STEP E
CITY OF RENTON
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Page 10 of 12
AGENDA ITEM # 7. b)
- Beginning 1/1/2020 the City will contribute 1% of the employee's base wage to a VEBA plan. (Article 14.10)
- The City will contribute an additional 3.0% of employee's wage base toward deferred comp for passing physical fitness prior
to beginning of each calendar year. (Article 6.8.3)
Completion of 25 Yrs 12%
Completion of 30 Yrs 14%
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE (Appendix B.2)
Percentage (of base wage)
AA Degree (90 credits)4%
BA/BS Degree or Masters Degree 6%
- The City contributes 4.5% of the employee's base wage to a deferred comp account. (Appendix A.3)
Completion of 10 Yrs 4%
Completion of 15 Yrs 6%
Completion of 20 Yrs 10%
Completion of 5 Yrs 2%
CITY OF RENTON
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Page 11 of 12
AGENDA ITEM # 7. b)
Grade STEP A STEP B STEP C STEP D STEP E
h07 14.50 14.75
h08 15.00 15.25 15.50 15.75 16.00
h09 16.25 16.50 16.75 17.00 17.25
h10 17.50 17.75 18.00 18.25 18.50
h11 18.75 19.00 19.25 19.50 19.75
h12 20.00 20.50 21.00 21.50 22.00
h13 22.50 23.00 23.50 24.00 24.50
h14 25.00 25.50 26.00 26.50 27.00
h15 27.50 28.00 28.50 29.00 29.50
h16 30.00 30.50 31.00 31.50 32.00
h17 32.50 33.00 33.50 34.00 34.50
h18 35.00 35.50 36.00 36.50 37.00
h19 37.50 38.00 38.50 39.00 39.50
h20 40.00 40.50 41.00 41.50 42.00
h21 42.25 42.50 42.75 43.00 43.25
h22 43.50 43.75 44.00 44.25 44.50
h23 45.00 45.50 46.00 46.50 47.00
h24 47.50 48.00 48.50 49.00 49.50
h25 50.00 51.00 52.00 53.00 54.00
h26 55.00 60.00 65.00 70.00 75.00
h27 80.00 85.00 90.00 95.00 100.00
h28 105.00 110.00 115.00 120.00 125.00
2022 CITY OF RENTON SALARY TABLE
SUPPLEMENTAL EMPLOYEE WAGE TABLE
AGENDA ITEM # 7. b)
1
CITY OF RENTON, WASHINGTON
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF RENTON, WASHINGTON, AMENDING
SUBSECTIONS 4‐1‐220.B AND 4‐1‐220.D OF THE RENTON MUNICIPAL CODE, BY
EXTENDING TO THE RAINIER/GRADY JUNCTION TOD SUBAREA AND SOUTH LAKE
WASHINGTON SUBAREA THE MULTI‐FAMILY HOUSING PROPERTY TAX
EXEMPTION, ADOPTING THE ELIGIBLE AREAS FOR MULTI‐FAMILY HOUSING
INCENTIVES MAP, AUTHORIZING CORRECTIONS, PROVIDING FOR SEVERABILITY,
AND ESTABLISHING AN EFFECTIVE DATE.
WHEREAS, on December 22, 2003, the Renton City Council passed Ordinance No. 5061
(codified in RMC 4‐1‐220) establishing a limited property tax exemption to encourage multi‐
family housing development in designated residential targeted areas; and
WHEREAS, the provisions of RMC 4‐1‐220, Property Tax Exemption for Multi‐Family
Housing in Residential Targeted Areas, have been successful in encouraging increased residential
opportunities and in stimulating new construction of multi‐family housing in the City’s priority
community revitalization and redevelopment areas and encouraging more affordable multi‐
family housing in the City; and
WHEREAS, the City seeks to amend RMC 4‐1‐220 to extend, as modified, the property tax
exemption to additional residential targeted areas to encourage additional future multi‐family
housing projects; and
WHEREAS, this matter was duly referred to the Planning Commission for investigation
and study, and the matter was considered by the Planning Commission; and
WHEREAS, pursuant to RCW 36.70A.106, on January 7, 2022, the City notified the State
of Washington of its intent to adopt amendments to its development regulations and requested
expedited review; and
AGENDA ITEM # 7. c)
2
ORDINANCE NO. ________
WHEREAS, the Planning Commission held a public hearing on January 19, 2022,
considered all relevant matters, and heard all parties appearing in support or in opposition, and
subsequently forwarded a recommendation to the City Council;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO
ORDAIN AS FOLLOWS:
SECTION I. All portions of the Renton Municipal Code in this ordinance not shown in
strikethrough and underline edits remain in effect and unchanged.
SECTION II. Subsections 4‐1‐220.B and 4‐1‐220.D of the Renton Municipal Code are
amended as shown below. All other provisions in 4‐1‐220 remain in effect and unchanged.
B. DEFINITIONS:
In construing the provisions of this Section, the following definitions shall be
applied:
1. “Administrator” means the Department of Community and Economic
Development Administrator, or any other City office, department, or agency that
shall succeed to its functions with respect to this Section.
2. “Affordable housing” means residential housing that is rented by a low‐
income household whose monthly housing costs, including rent and utilities other
than telephone, do not exceed thirty percent (30%) of the household’s monthly
income. For the purposes of housing intended for owner occupancy, “affordable
housing” means residential housing that is within the means of and purchased by
low‐ or moderate‐income households.
3. “Downtown” refers to a geographical area depicted in the Eligible Areas
for Multi‐Family Housing Incentives Map (“Map”), a copy of which shall be
AGENDA ITEM # 7. c)
3
ORDINANCE NO. ________
maintained kept in the Office of the City Clerk, and which was originally adopted as
Attachment A to Ordinance No. 5760. The boundaries of the Downtown Eligible Area
shown on the Map are hereby made part of this Section, which shall be read and
interpreted in light of the contents of the Map.
4. “Household” means a single person, family, or unrelated persons living
together.
5. “Low‐income household” means a single person, family, or unrelated
persons living together whose adjusted income is at or below sixty percent (60%) of
the median income, as further defined in subsection C.1.c.ii(a) of this Section.
6. “Median income” means the median family income adjusted for family size
for King County, as reported by the United States Department of Housing and Urban
Development (HUD). In the event that HUD no longer publishes median income
figures for King County, the City may use or determine such other method as it may
choose to determine the King County median income, adjusted for household size.
7. “Mixed‐use” means a multi‐family housing residential project with at least
one other nonresidential use in one or more multi‐family housing buildings in the
project, such as retail, office, entertainment, schools, conference centers, or a use
approved in writing by the Administrator. The purpose of the mixed‐use requirement
is to implement the intent of the land use district, maximize the efficient use of land,
support transit use, and encourage the development of well‐balanced, attractive,
convenient, and vibrant urban residential neighborhoods. The additional use
excludes any accessory functions related to the residential use. Unless otherwise
modified or waived in writing by the Administrator, the nonresidential mixed‐use
AGENDA ITEM # 7. c)
4
ORDINANCE NO. ________
shall occupy at a minimum the ground floor along the street frontage with a depth
of at least thirty feet (30') for any building in the project.
8. “Moderate‐income household” means a single person, family, or unrelated
persons living together whose adjusted income is at or below eighty percent (80%)
of the median income, as further defined in subsection C.1.c.ii(b) of this Section.
9. “Multi‐family housing” means one or more new buildings designed for
permanent residential occupancy, each with four (4) or more dwelling units.
10. “Permanent residential occupancy” means multi‐family housing that
provides either owner occupancy, or rental accommodation that is leased for a
period of at least one month but excluding transient rental accommodations that
predominantly offer accommodation on a daily or weekly basis, for example, hotels
and motels.
11. “Permanently affordable homeownership” means a dwelling unit that is
affordable housing as defined according to RCW 43.185A.010; including but not
limited to built by or sold to a qualified non‐profit organization; and subject to a
ninety‐nine (99)‐year ground lease or deed restriction, to be executed at initial sale
and each successive sale.
12. “Rainier/Grady Junction TOD Subarea” refers to a geographical area
depicted in the Eligible Areas for Multi‐Family Housing Incentives Map (“Map” ), as
it exists or may be amended, a copy of which shall be kept in the Office of the City
Clerk. The boundaries of the Rainier/Grady Junction TOD Subarea shown on the Map
are hereby made part of this Section, which shall be read and interpreted in light of
the contents of the Map.
AGENDA ITEM # 7. c)
5
ORDINANCE NO. ________
13. “South Lake Washington” refers to a geographical area depicted in the
Eligible Areas for Multi‐Family Housing Incentives Map (“Map”), as it exists or may
be amended, a copy which shall be kept in the Office of the City Clerk. The
boundaries of the South Lake Washington shown on the Map are hereby made part
of this Section, which shall be read and interpreted in light of the contents of the
Map.
14. “Sunset Area” refers to a geographical area depicted in the Eligible Areas
for Multi‐Family Housing Incentives Map (“Map”), as it exists or may be amended, a
copy of which shall be maintained kept in the Office of the City Clerk, and which was
originally adopted as Attachment A to Ordinance No. 5760. The boundaries of the
Sunset Eligible Area shown on the Map are hereby made part of this Section, which
shall be read and interpreted in light of the contents of the Map.
D. PROJECT ELIGIBILITY:
To qualify for exemption from property taxation under this Section, the project
shall satisfy all of the following requirements:
1. Location: The property shall be located in one of the designated
“residential target areas” listed below in subsection D.1.a or b of this Section which
are targeted for low‐ or moderate‐income housing serving households at or below
eighty percent (80%) of the median income. If a part of any legal lot is within a
residential target area, then the entire lot shall be deemed to lie within the
residential target area.
a. Sunset Area: In the Sunset Area and within the Center Village (CV),
Residential Multi‐Family (RMF), or the Residential‐14 (R‐14) Zone; or
AGENDA ITEM # 7. c)
6
ORDINANCE NO. ________
b. Downtown: In the Downtown and within the Center Downtown (CD)
Zone or Residential‐14 (R‐14) Zone.
c. Rainier/Grady Junction TOD Subarea: In the Rainier/Grady Junction
TOD Subarea and within the Commercial Arterial (CA) or Commercial Office (CO)
Zone.
d. South Lake Washington: In the South Lake Washington and within the
Urban Center‐1 (UC‐1), or the Urban Center‐2 (UC‐2) Zone.
2. Size and Structure:
a. If the project is located in the Downtown and within the Residential‐14
(R‐14) Zone, or in the Sunset Area and within either the Residential Multi‐Family
(RMF) Zone or the Residential‐14 (R‐14) Zone, the project shall (i) consist of a
minimum total of ten (10) new dwelling units of multi‐family housing, and (ii) be
located within a new residential structure(s) or a new mixed‐use development as
allowed by the RMC for the specific zone. At least fifty percent (50%) of the space
within the project shall be intended for permanent residential occupancy.
b. If the project is located in the Downtown and within the Center
Downtown (CD) Zone, or in the Sunset Area and within the Center Village (CV) Zone,
the following applies:
i. If the project is located in the Downtown and within the Center
Downtown (CD) Zone, the project shall (a) consist of a minimum total of thirty (30)
new dwelling units of multi‐family housing and (b) be a new structure(s) and (c) be a
mixed‐use development, unless the Administrator waives one or more of these
requirements. If the Administrator waives the mixed‐use development requirement,
AGENDA ITEM # 7. c)
7
ORDINANCE NO. ________
the multi‐family housing shall be located in a new residential structure(s). At least
fifty percent (50%) of the space within the project shall be intended for permanent
residential occupancy.
ii. If the project is located in the Sunset Area and within the Center
Village (CV) Zone, the project shall (a) consist of a minimum total of thirty (30) new
dwelling units of multi‐family housing and (b) be located in a new structure(s) and
(c) be a mixed‐use development, unless the Administrator waives the minimum
number of new units requirement or the mixed‐use development requirement. The
Administrator cannot waive the new structure(s) requirement. If the Administrator
waives the mixed‐use development requirement, the multi‐family housing shall be
located in a new residential structure(s). At least fifty percent (50%) of the space
within the project shall be intended for permanent residential occupancy.
iii. If one hundred percent (100%) of the housing units in a
homeownership project are affordable housing, the project shall (a) consist of a
minimum of ten (10) new dwelling units of multi‐family housing and (b) be located
within a new residential structure(s) or a new mixed‐use development as allowed by
the RMC for the specific zone. At least fifty percent (50%) of the space within the
project shall be intended for permanent residential occupancy. The project shall
designate and sell at least fifty percent (50%) of total housing units as affordable for
households at or below eighty percent (80%) of median income, and designate and
sell any remaining housing units as affordable for households at or below one
hundred twenty percent (120%) of median income. In addition, the housing units
affordable for households at or below eighty percent (80%) of median income shall
AGENDA ITEM # 7. c)
8
ORDINANCE NO. ________
remain affordable in perpetuity through a community land trust or other similar
model acceptable to the City.
iv. Market‐rate townhome projects are not eligible for the exemption.
c. If the project is located in the Rainier/Grady Junction TOD Subarea and
within the Commercial Arterial (CA), Commercial Office (CO) Zone, or in the South
Lake Washington and within the Urban Center‐1 (UC‐1), or the Urban Center‐2 (UC‐
2) Zone, the following applies:
i. If the project is located in the Rainier/Grady Junction TOD Subarea
or South Lake Washington and within the Commercial Arterial (CA), Commercial
Office (CO), Urban Center‐1 (UC‐1), or the Urban Center‐2 (UC‐2) Zone, the project
shall (a) consist of a minimum total of one hundred (100) new dwelling units of multi‐
family housing, subject to subsection D.2.c.ii of this Section, and (b) be a new
structure(s) and (c) be a mixed‐use development, unless the Administrator waives
one or more of these requirements. If the Administrator waives the mixed‐use
development requirement, the multi‐family housing shall be located in a new
residential structure(s). At least fifty percent (50%) of the space within the project
shall be intended for permanent residential occupancy.
ii. If one hundred percent (100%) of the housing units in a
homeownership project are affordable housing, the project shall (a) consist of a
minimum of ten (10) new dwelling units of multi‐family housing and (b) be located
within a new residential structure(s) or a new mixed‐use development as allowed by
the RMC for the specific zone. At least fifty percent (50%) of the space within the
project shall be intended for permanent residential occupancy. The project shall
AGENDA ITEM # 7. c)
9
ORDINANCE NO. ________
designate and sell at least fifty percent (50%) of total housing units as affordable for
households at or below eighty percent (80%) of median income, and designate and
sell any remaining housing units as affordable for households at or below one
hundred twenty percent (120%) of median income. In addition, the housing units
affordable for households at or below eighty percent (80%) of median income shall
remain affordable in perpetuity through a community land trust or other similar
model acceptable to the City.
iii. Market‐rate townhome projects are not eligible for the
exemption.
3. Compliance Monitoring: Any applicant/owner with affordable housing
units in the project shall demonstrate experience and/or ability to provide affordable
housing and provide a third‐party entity to document compliance with the
affordable housing requirements for the annual reports further defined in
subsection K of this Section.
4. Exception for Existing Residential Structure: In the case of an existing
occupied residential structure that is proposed for demolition and redevelopment as
new multi‐family housing, the project shall provide as a minimum number of
dwelling units in the new multi‐family housing project, the greater of:
a. Replace the existing number of dwelling units and, unless the existing
residential rental structure was vacant for twelve (12) months or more prior to
demolition, provide for a minimum of four (4) additional dwelling units in the new
multi‐family housing project; or
AGENDA ITEM # 7. c)
10
ORDINANCE NO. ________
b. Provide the number of dwelling units otherwise required in subsection
D.2 of this Section.
5. Completion Deadline: The project shall be completed within three (3)
years from the date of approval of the contract by the City Council as provided in
subsection F.2 of this Section or by any extended deadline granted by the
Administrator as provided in subsection I of this Section.
SECTION III. The amended Eligible Areas for Multi‐Family Housing Incentives Map
(“Map”), as shown on Attachment A, is adopted by reference as if fully set forth herein. A copy of
Map shall be kept in the City Clerk’s office.
SECTION IV. Upon approval of the City Attorney, the City Clerk is authorized to direct the
codifier to make necessary corrections to this ordinance, including the corrections of scriveners or
clerical errors; references to other local, state, or federal laws, codes, rules, or regulations; or
ordinance numbering and section/subsection numbering and references.
SECTION V. If any section, subsection, sentence, clause, phrase or work of this
ordinance should be held to be invalid or unconstitutional by a court or competent jurisdiction, such
invalidity or unconstitutionality thereof shall not affect the constitutionality of any other section,
subsection, sentence, clause, phrase, or word of this ordinance.
SECTION VI. This ordinance shall be in full force and effect five (5) days after publication of
a summary of this ordinance in the City’s official newspaper. The summary shall consist of this
ordinance’s title.
AGENDA ITEM # 7. c)
11
ORDINANCE NO. ________
PASSED BY THE CITY COUNCIL this day of , 2022.
______________________________
Jason A. Seth, City Clerk
APPROVED BY THE MAYOR this day of , 2022.
______________________________
Armondo Pavone, Mayor
Approved as to form:
Shane Moloney, City Attorney
Date of Publication:
ORD‐EHHS:2203:2/2/2022
AGENDA ITEM # 7. c)
12
ORDINANCE NO. ________
ATTACHMENT A
ELIGIBLE AREAS FOR MULTI‐FAMILY
HOUSING INCENTIVES MAP
AGENDA ITEM # 7. c)
Edmonds Ave NEMain Ave SN 3rd St
NE 12th St
S Puget
Dr
S 7th St
S 2nd St
SWLan
gstonRd
Ho u se rW aySNE 16th
S
t
N 4th St
WilliamsAveNWilliams Ave SWellsAveSSunsetBlvdNETaylo
r
P
l
NWWells Ave NNE 3rd StHouserWayBypass Monroe Ave NES 21st St
NE7th St
Taylor Ave NWLind Ave SWNE 2nd St
NE10th St
N 6th St
ShattuckAveSLogan AveNRainierAveSBronso n W a y N
S 4th S t
S 3rd St Park Ave NAberdeenAveNES G rad y Wa yHardieAveSW
BensonRdSPuget Dr SEN 8th St
NE 4th St
NE Park
D
r
Burnett AveSSW
Suns
et
Blv
d
Airport WayR
e
nto
n
AveS
LoganAveSS 4th Pl
N 10th S t
Garden Ave NN1 0 th P l
LoganA ve N
S 3 rd P lRainierAveN SunsetBlvdNMonroeAveNES
L
a
n
g
s
t
o
n
R
d GardenAveNHouser Way
NLakeWashing
t
onBl
vdNM
a
ple
V
alley
H
wy
Talbot Rd SSW 7th St
SW 16th St
Oakesdale Ave SW¥405
¥405
¥405
¥UV169
Sunset
Downtown
Eligible Areas for Multi-Family Tax Exemption Incentives
0 750 1,500
Feet°
MFTE Eligible Areas
Downtown
South Lake Washington
Sunset
Rainier/Grady Junction
TOD Subarea
Parks & Open Space
City limits
Rainier/Grady Junction
TOD Subarea
South Lake
Washington
AGENDA ITEM # 7. c)