2015-2016 Proposed BudgetCITY OF
Federal Way
WASHINGTON
2015/2016
PROPOSED BUDGET
FOR THE BIENNIUM
JANUARY 1, 2015 THROUGH DECEMBER 31, 2016
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
READERS GUIDE
Organization of this Document
This budget document is organized into eight sections to facilitate the reader's understanding of the City's 2015/2016
Biennial Budget and to help the reader to find information regarding the City and its budget. Those six sections are:
Introductory, Executive Summary, Operating Budget, Budget by Fund, Capital Budget, and Appendix.
Introductory Section - The introductory section is designed to introduce the City to the reader and includes the
following:
City Officials
Judicial Branch and City Administration
Vision, Mission, and Goals
City Values
City -Wide Organization Chart
Boards and Commissions
Budget Process
Budget Policies
Basis of Accounting and Budgeting
Executive Summary - The Executive Summary section follows, which provides an overview of the City's financial
condition, comparative statistics, and includes:
Summarized Sources & Uses Charts and Graphs
Per Capita General Fund Taxes for King County Cities
Expenditure Line Item Summary
Ending Fund Balance
City -Wide Position Inventory
Debt Service Obligations
Utility Tax and REET Allocation
Long -Range Financial Plan
Tax Comparisons/Demographic Statistics
Operating Budget - The operating budget focuses on accountability and responsibility assigned to each department
within the City. This section is organized by function within a department and incorporates all operating funds.
Each department is organized as follows by function:
Functional Organization Chart Adopted Program Changes
Accomplishments & Key Projects Performance Measures
Purpose and Description Position Inventory Information
Highlights and Changes Multi -Year Revenue & Expenditure Comparison
Budget by Fund - The budget by fund section demonstrates the overall financial condition of each fund. This
section is organized as follows:
Purpose and Description Expenditure Line Item Summary
Sources and Uses by Category
Capital Budget - This section identifies the capital project multi -year plan for Parks, Traffic, Streets, and Surface
Water Management. The projects adopted for the biennium have a detailed explanation, and sources & uses. This
section is organized as follows:
Overall Summary of all Capital Projects and Funding Sources
Capital Project by Project Category:
• Overall Multi -Year Summary of Projects and Funding
• Detailed Explanation of Funding Sources and M&O Impact
Appendix - The appendix section includes:
Proposition 1 Statistical Section
Non-CIP Capital Outlay Summary Glossary of Terms
Salary Schedule Acronym List
Fee Schedule
CITY OF FEDERAL WAY 2 01512 016 PROPOSED B UDGET
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
pRFSl ?fME1 TO
City of Federal Way
Washington
Foribe Biennium Beginning
January 1,2013
The Government Finance Officers Association of the United States and Canada (GFOA) awarded a Distinguished
Budget Presentation Award to the City Of Federal Way for its biennial budget for the biennium beginning January 1,
2013. The City has earned this award since 1990. The award represents a significant achievement. It reflects the
commitment of the governing body and staff to meeting the highest principles in governmental budgeting. In order
to receive the budget award, a governmental unit must publish a budget document that meets program criteria as a
policy document, as an operations guide, as a financial plan, and as a communications device.
This award is valid for a period of two years only. We believe our current budget continues to conform to program
requirements, and we are submitting it to GFOA to determine its eligibility for another award.
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
TABLE OF CONTENTS
Page
LETTER OF TRANSMITTAL...................................................................................................................... 1
Proposed Program Changes........................................................................................................................ 8
CityMap..................................................................................................................................................... 21
City Officials and Legislative Body........................................................................................................... 25
Judicial Branch and City Administration................................................................................................... 26
INTRODUCTORY
Vision, Mission, and Goals........................................................................................................................
A-1
CityValues - SPIRIT.................................................................................................................................
A-2
City -Wide Organization Chart ....................................................................................................................
A-3
Boards and Commissions...........................................................................................................................
A-4
BudgetProcess...........................................................................................................................................
A-5
BudgetPolicies...........................................................................................................................................
A-6
Basis of Accounting and Budgeting...........................................................................................................
A-13
EXECUTIVE SUMMARY
Sourcesand Uses — All Funds....................................................................................................................
B-1
Other Financing Sources — All Funds.........................................................................................................
B-2
Expenditure Line -Item Summary — All Funds...........................................................................................
B-3
2015 Proposed Budget — Summary of Revenues and Expenditures — All Funds .......................................
B-4
2016 Proposed Budget — Summary of Revenues and Expenditures — All Funds .......................................
B-5
2015 Proposed Budget — Sources by Funds and Category .........................................................................
B-6
2016 Proposed Budget — Sources by Funds and Category .........................................................................
B-7
General and Street Fund Consolidated Summary .......................................................................................
B-8
Expenditure Line -Item Summary — General Fund.....................................................................................
B-9
City -Wide Position Inventory .....................................................................................................................
B-10
Utility Tax and Real Estate Excise Tax Allocation....................................................................................
B-11
Property Tax Levy and Demographic Information.....................................................................................
B-12
Taxes, Fees and Per Capita Revenue Comparison.....................................................................................
B-13
Per Capita General Fund Revenues for King County Cities.......................................................................
B-14
EndingFund Balance.................................................................................................................................
B-15
Summary of Debt Service Obligations.......................................................................................................
B-16
LongRange Financial Plan........................................................................................................................
B-19
OPERATING BUDGET
DepartmentIndex.......................................................................................................................................
i
Mayor's Office...........................................................................................................................................
C-1
CityCouncil...............................................................................................................................................
C-19
Community Development Services............................................................................................................
C-23
Finance.......................................................................................................................................................
C-41
Law.............................................................................................................................................................
C-45
MunicipalCourt .........................................................................................................................................
C-55
Non- Departmental....................................................................................................................................
C-60
Parks, Recreation and Cultural Services.....................................................................................................
C-61
Police..........................................................................................................................................................
C-83
PublicWorks..............................................................................................................................................
C-95
BUDGET BY FUND
001 - General Fund.....................................................................................................................................
D-1
101 - Street Fund........................................................................................................................................
D-3
102 - Arterial Street Fund...........................................................................................................................
D-5
103 - Utility Tax Fund................................................................................................................................
D-6
CITY OF FEDERAL WAY 2 01512 016 PROPOSED B UDGET
TABLE OF CONTENTS (continued)
Page
106 - Solid Waste and Recycling Fund......................................................................................................
D-7
107 - Special Contracts/Studies Fund.........................................................................................................
D-8
109 - Hotel/Motel Lodging Tax Fund........................................................................................................
D-9
II I - Community Center............................................................................................................................
D-10
112 - Traffic Safety Fund...........................................................................................................................
D-11
113 - Real Estate Excise Tax Fund.............................................................................................................
D-12
114 - Utility Tax Proposition 1Fund...........................................................................................................
D-13
119 - Community Development Block Grant Fund....................................................................................
D-14
120 - Path and Trails Fund.........................................................................................................................
D-15
188 - Strategic Reserve Fund......................................................................................................................
D-16
201 - Debt Service Fund.............................................................................................................................
D-17
301 - Downtown Redevelopment...............................................................................................................
D-18
302 - Capital Project Fund - City-wide.......................................................................................................
D-19
303 - Capital Project Fund - Parks..............................................................................................................
D-20
304 - Capital Project Fund - Surface Water Management..........................................................................
D-21
306 - Capital Project Fund - Transportation Systems.................................................................................
D-23
307 - Capital Project Reserve Fund............................................................................................................
D-24
308 - PACC Capital Projects Fund.............................................................................................................
D-26
401 - Surface Water Management Fund.....................................................................................................
D-27
402 - Dumas Bay Centre Fund...................................................................................................................
D-29
501 - Risk Management Fund....................................................................................................................
D-30
502 - Information Systems Fund................................................................................................................
D-31
503 - Mail and Duplication Services Fund.................................................................................................
D-32
504 - Fleet and Equipment Fund................................................................................................................
D-33
505 - Buildings and Furnishings Fund........................................................................................................
D-34
506 - Health Insurance Fund......................................................................................................................
D-35
507 - Unemployment Insurance Fund........................................................................................................
D-36
CAPITAL BUDGET
Proposed Capital Improvement Projects.................................................................................................... E-1
CapitalImprovement Plan - Parks.............................................................................................................. E-3
Capital Improvement Plan - Surface Water Management.......................................................................... E-8
Capital Improvement Plan - Transportation Systems................................................................................. E-22
APPENDIX
Proposition1- Budget Detail......................................................................................................................
F-1
Non-CIP Capital Outlay Summary .............................................................................................................
F-2
2015 Salary Schedule.................................................................................................................................
F-4
2015 Fee Schedule......................................................................................................................................
F-7
DemographicStatistics...............................................................................................................................
F-25
PrincipleTaxpayers....................................................................................................................................
F-26
PrincipleEmployers...................................................................................................................................
F-26
Miscellaneous Statistical Information........................................................................................................
F-27
Glossaryof Budget Terms..........................................................................................................................
F-29
AcronymList..............................................................................................................................................
F-36
'44k 33325 81h Ave South
CITY OF
Federal Way Federal Way, WA 98003
October 3, 2014
Dear Citizens of the City of Federal Way and Members of the City Council:
With this transmittal letter, I am pleased to present the fiscal Year (FY) 2015-2016 Budget to Federal
Way's residents and the City Council: This budget balances the principle of living within our means,
while meeting our mandate to deliver high -quality services, and at the same time we are charting a new
course for our community. The FY 2015-2016 Budget is noteworthy in several key respects:
Vision: The budget reflects our community's vision to create safe neighborhoods and vibrant
business centers, to support cultural diversity, and to maintain attractive parks for residents and
their families.
The Economic Backdrop
The 2015-2016 Budget is presented in the context of a regional economy that is still recovering from the
2008 recession. Challenges include modest growth in Washington State jobs and personal consumption,
and soft growth in single family home construction amid high housing costs in the Seattle area.
Additionally, growth has concentrated in the urban centers of Seattle and the Eastside, with less robust
recovery elsewhere. The following observations are directly from the Washington State Economic and
Revenue Council Forecast dated August 11, 2014, and significantly impacts our thinking for 2015 and
beyond.
In the three months since the June forecast was adopted, the Washington economy added 10,800 net
new jobs, 5,500 better than the 5,300 expected in the June forecast. Private, service -providing
industries accounted for most job growth in June, adding a net 7,200 jobs. The manufacturing sector
managed an increase of 1,800 jobs mainly as a result of an unexpected 1,300 job increase in
aerospace employment. Excluding aerospace, the manufacturing sector added 500 jobs. The
construction sector added 1,200 jobs in June while public sector payrolls increased by 600 jobs. In
addition to the stronger than expected employment growth, the historical employment estimates were
revised up, adding 5,500 to the estimates of jobs in May 2014. Incorporating the stronger than
expected growth to the historical
employment estimates means that
the current estimate of employment
in June is 11,000 higher than
assumed in the June forecast. The
state's unemployment rate was
5.8% in June, down from 6.1 % in
May and 7.0 in June 2013
The U.S. Bureau of Economic
Analysis recently released, for the
first time, estimates of personal
consumption expenditures (PCE) by
state for 1997 through 2012. These
estimates are not adjusted for
inflation. Washington personal
Percent Change In Total Personal Consumption Expendltures by State, 2011-2012
Rocky Mountain Plains N— Rnptaap
Great Lakes ,n
s '
r Mideast .
MV ,
�F4
_ IIE N }W1J__J
J.
6 apt
, kl
J �lr
1
f
r^ xr
w TM —
Far West
new . est ALjµ
U.S. p—N change=4 P•
• •ti ].� �4A%1. 115%
�39%t. 43.
w eouthst H 36:103.6%
�+� ~
M 33•A to 36A
ti
Far West 035A Io 32Y.
Ua. h—dFiarNti,a
-1-
consumption expenditures rose 4.7% in 2012 compared to 4.1 % for the nation. Washington's 2012
consumption growth rate ranked ninth strongest among the states and District of Columbia.
• Washington consumer spending fell 1.4% in 2009, at the bottom of the most recent recession, in stark
contrast to the 2001 recession when consumer spending growth never fell below 3.0% (see figure).
While consumer spending growth returned to positive territory in 2010, 2011, and 2012, growth
remains weaker than during the previous recovery.
In what is becoming a familiar pattern, the overall number of housing units authorized by building
permits in the second quarter of 2014 was very close to the June forecast but single-family units came
up short while multi -family units exceeded the forecast. The number of single-family permits
averaged 16,600 units (SAAR) in the second quarter which was 800 fewer than the forecast of 17,400
units. However, the number of multi -family units averaged 20,600 units, 600 more than the forecast
of 20,000 units. Overall, the quarter was very close at 37,200 units, 200 fewer than the forecast of
37,400 units.
Regional home prices declined in May for the first time since November 2011. According to the
S&P/Case-Shiller Home Price Indices, seasonally adjusted Seattle area home prices fell 0.2%
(SA) following 29 consecutive monthly increases. Seattle home prices are still up 9.3% over the
previous May and 26.2% higher than the November 2011 trough.
Seattle shelter costs continue to rise much more rapidly than U.S. city average shelter costs. Other
prices are rising much more slowly with the result that headline inflation in Seattle is close to the
national average. The Seattle CPI rose 2.0% from June 2013 to June 2014 compared to 2.1% for the
U.S. city average. Similarly, core prices increased 1.8% in Seattle compared to 1.9% for the nation.
However, shelter costs rose 5.1% over the year in Seattle compared to 2.8% for the U.S. city average.
All items, excluding shelter, rose only 0.6% in Seattle compared to the national average increase of
1.7%.
• Washington exports increased 11.9% in the second quarter of 2014 compared to the second quarter of
2013. Exports of transportation equipment (mostly Boeing planes) increased 10.4% over the year and
exports of agricultural products jumped 62.5% over the year. Exports of all other Washington
commodities rose 4.6% over the year.
The Institute of Supply Management - Western Washington Index (ISM-WW) plummeted to 50.1 in
July from 67.0 in June (index values above 50 indicate positive growth while values below 50
indicate contractions). The July figure was the weakest since July 2009, at the depth of the recession.
The production, orders, employment, and inventory components all worsened in July. Only the
deliveries index improved.
• Washington car sales reached a new post -recession high in July 2014. New vehicle registrations
totaled of 290,800 (SAAR) in July, 1.1% more than in June and 5.7% more than in July 2013. July's
new vehicle registrations were the strongest since November 2007, before the onset of the recession.
It appears that the Federal Way and Washington State economy are stabilizing, but there is still much
uncertainty in the years ahead. The local economy did grow slowly over the past year, with a modest
increase in sales tax revenue over 2013. The number and value of building permits has increased, as well,
compared to2013. As a result we are forecasting a small growth in revenue. However, it is not
expected that many of our general fund revenue sources will return to 2008 levels in the current
biennium.
We must, therefore, be cautious as we move ahead. Some of the curtailed spending can be absorbed
through increased efficiency with little or no effect on service levels, but our focus over the long term
must be on sustainability. Because we do not see the economy recovering quickly and because there is
-2-
considerable lag time between the reporting of statistics and the real time effect of changes in revenue, we
cannot simply declare the recession over, and resume business as usual.
Instead, we must allocate our resources cautiously and strategically, addressing critical service needs and
investing prudently to move the community forward. Federal Way this past year has certainly experienced
positive economic growth, and we look to the future with much hope and optimism. However, that
optimism is tempered with a conservative approach that recognizes existing budget challenges.
The following are some of the challenges:
• Improved Labor Market and Labor Cost. As shown in the state's economic forecast, the public
sector payroll increased in June and is experiencing an upward trend. This is a good sign of recovery.
Unfortunately, most of our employees had not received Cost of Living Adjustments for many years
and most of them earn much less than their counterparts in neighboring cities. Therefore, in order to
retain good employees — which are critical to service delivery - we will have to invest resources in
keeping the City of Federal Way competitive in the public sector labor market. At the beginning of
2014, the City started reviewing compensation and negotiating some of its union contracts which are
resulting in a significant increase in our payroll cost. This upward trend will continue.
Modest Growth in Property Tax Revenue. The City's property tax growth is limited by state law to
no more than 1% annual growth, excluding new construction. There will be some major construction
in 2015 but the majority of these are public projects and not subject to property tax. Even though local
property values may have gone up more than 26% over 2011, the City's total property tax revenues
can only increase 1% above prior year excluding new construction and annexation. This modest
growth in property tax revenue does not keep pace with rising costs.
• Little Net Growth in Utility Tax. As a result of the significant decline in construction in past years,
there will be no significant increase in the number of customers. Even though the city's utility tax is
7.75%, the city does not collect utility tax on water and sewer resulting in more than a $1.00 million
loss of potential revenue annually.
Reduced Workforce. The prudent efforts of past years to balance the budget have put significant
stress on the remaining staff. Between 2008 and 2012, the city reduced its work force from 353.35
full-time equivalent positions (FTEs) to a low of 278.40 FTEs in 2012. Despite this more than 21%
reduction in staff, delivery of services has largely remained constant and in some cases, has increased.
The city has grown in population, increased its park inventory, seen increases in building permit
requests and plan reviews, and growing demands on the remaining staff to serve and protect our
increasing population. While City staff has performed admirably there is a finite limit to the amount
of work that can be done with existing staff resources.
State Retirement Contribution. The retirement rate is expected to go up from 9.21% to II% in
2015 and possibly higher, thereafter.
Health Insurance. Health Insurance costs have been rising for years and continue to present a major
challenge to the City budget. Premium costs will increase by 5% in 2015. Although a smaller growth
than prior years, it is still an increase. The requirements of the Affordable Car Act appear to present
additional, costly challenges for the City in future years. The city made changes to its insurance at
the beginning of this year and that is making a much needed change to slow down the growth in
medical cost for the city.
The future Departure of Weyerhaeuser. Weyerhaeuser announced that they plan to relocate their
headquarters to Seattle in 2016. The city is working with the Weyerhaeuser Company to find a
-3-
suitable new owner for the property to complement the vision of the city's leaders for a strong
economy. The selection of the new owner will have a major impact on the city and the other junior
taxing districts in the area. Should the property go to a government entity, it might not pay property
taxes. If it goes to a private business, the impact would be essentially neutral in terms of property tax.
Aside from the property tax revenue impacts, the future of the Weyerhaeuser Campus will have
significant impacts on jobs and has the potential to elevate the visibility of the City of Federal Way
regionally and beyond.
• King County Budget and Public Health. King County threatened to close its public health clinics in
Federal Way and some neighboring communities. The clinic is a major health care provider for the
most vulnerable among us and serves over 13,000 citizens. The city negotiated -solution to prevent the
closure of the clinic will cost the city several hundred thousand dollars in 2015.
Cost of incarceration and security. During challenging financial times, our police department
experienced reduction in force size while still delivering high quality services. With our philosophy
of aggressive prosecution as an effective crime deterrent, we're putting more criminals behind bars
and this has a budget impact. Our Average Daily Population (ADP) in the South Correctional Entity
(SCORE) has increased from 60 beds at inception to a high of more than 106 in August of 2012 and
94 in August of 2014.
• Maintaining our existing parks. The City has invested a lot of money into developing its park
inventory for the enjoyment of its citizens and as years go by the city will spend more on repairs,
replacements and maintenance. Some of these repairs will be considerable.
Major Items Addressed in This Budget
As the economy improves with slow revenue growth, this budget addresses many of the major issues for
the departments and the citizens. The following are some of the issues addressed assuming revenue
projections are met:
• The Police department will be funded for five additional officers and new patrol cars in
2015.
• Current levels of service will be maintained across all departments.
• We will fund King County $221,000 to keep the King County Public Health Clinic in
Federal Way open.
• The performing arts and conference center (PACC) will be constructed in the City Center
to stimulate economic development. We will continue to seek other funding sources for
the PACC to limit financial impact on the City expenditures.
• The City will continue to enhance and operate the popular Town Square Park, Federal
Way's first downtown park.
• Funds new Economic Development Department and focuses resources on a community
economic development strategy, replacing Weyerhaeuser, and recruiting new businesses.
• All employees will maintain the same hours as 2014, and maintain wages according to
their bargaining agreement.
• All non -union employees will receive 1.5% market adjustments in 2015 and will receive
any step increase they may have earned.
• There will be a modest increase of 5% to City's health insurance premiums in 2015.
• Health Insurance will be tracked separately in its own fund separate from Risk
Management and Unemployment Insurance activities to provide more clarity and
accountability.
-4-
• The Traffic Safety Photo Enforcement Fund will be maintained in a separate fund and
expenditures will be paid directly from this fund as approved by the voters to provide
more clarity and accountability.
• Utility and Proposition No 1 will be tracked in separate funds and expenditures will be
paid directly from these funds as authorized in the ordinance to promote more clarity and
accountability.
• All the items that were funded every year that were classified as one-time have been
transferred to permanent funding.
• I have also set aside $700,000 as part of city's contribution towards major renovations at
Lakota Park. The park, which is jointly operated by the City and Federal Way Public
Schools, is a critical resource for schoolchildren, for youth athletics and for the entire
community. We look forward to partnering with the school district to address the needs
of this important park resource.
• We are investing $300,000 into the upgrading of the Dumas Bay Centre
• We will also continue the utility box project in 2015.
• We have also dedicated $2 million to South 352" d Street project to extend 3-lanes
collector with bike lanes, sidewalks, street lights, and traffic signal.
Several unfunded requests for positions, programs and equipment by department directors are not
included in this budget. These unfunded requests represent very real service needs and we plan to explore
alternative funding for these items with the Council next year after we finalize our fund balances for
2014.
BUDGET HIGHLIGHTS
Expenditures
Public Safety continues to be the City's number one priority. Police Department operations (Police, Jail
contract, and 911 Dispatch) accounts for more than 27% of the total 2015 budget and 52% of General
Fund.
Parks and Recreation programs contribute significantly to quality of life and serve all segments of the
Federal Way community. These programs account for 8% of the total 2015 proposed budget. These
programs include the afterschool youth programs, adult activity programs, such as guided tours, computer
training, social activities for our senior citizens, and the park programs that maintain soccer field, baseball
fields, softball fields, trails, swimming pool, cultural program and maintenance of historical assets for
generations to come.
Community Development programs account for about 4% of the total proposed 2015 budget.
Available Resources s
Overall, there is a net decrease in total revenue from 2014 budget versus 2015 budget due to change in
practice of transferring fund from one fund to the other before it is finally disbursed out. There is a slight
increase in the property taxes due to the expected growth and total tax revenue in 2015 due to the 1%
property tax increase, and utility tax due to high electric cost in 2015 compared to the 2014 budget. The
Other Financing Sources category will decrease in 2015 compared to 2014 because of eliminating
transfers to general fund from utility tax, traffic safety, as well as one-time transfers such as Capital
Project Reserves, PACC, and strategic reserves. Beginning in 2015, we will account for certain positions
and pay for certain expenditures directly from Utility tax and Traffic safety Funds instead of transferring
these monies to another fund.
Acknowledgements
The City of Federal Way is a service delivery organization guided by the needs and vision of the residents
of this community. This budget is the financial plan that brings into being all the individual programs and
projects that address those community needs. This budget will serve and benefit our community, and
-5-
carry us forward through uncertain times, while enabling us to seize opportunities to grow and benefit our
community.
Our City is fortunate to have dedicated Council Members who are leaders with vision and commitment to
community. This is my first biennial budget and it has been an exciting and rewarding year to collaborate
with such dedicated and visionary council and professional staffs who are dedicated to serving our
community. In addition, I express my sincere appreciation for the teamwork, creativity, and the time spent
by the department directors, their assistants, and Finance Department staff. A special note of thanks is
given to Finance Department staff for their hard work and dedication in the production of this document.
It is an honor to serve the Federal Way community.
Respectfully,
m Ferrell
Mayor
-6-
LETTER OF TRANSMITTAL
This page left intentionally blank
-7-
CITY OF FEDERAL WAY 2 01512 016 PROPOSED B UDGET
2015/2016 Biennial Budget
Proposed Program Changes - General Fund
1-time
Ongoing
Program Name
2015
2016
2015
2016
001 GeneralFund
Police
New Corporal Rank Structure
_
-
37,810
37,810
Nick & Derek Distracted Driving Initiative
25,000
25,000
Add 5 FTE Police Officers
30,000
-
236,779
414,315
Community Depewlopment
MLK Jr. Celebration - Human Services
_
_
5,000
5,000
Community Garden - Human Services
_
_
5,000
-
Temporary Help - Contract Planner
100,000
100,000
-
-
Parks - Maintenance
Landscape Maintenance Contract
_
_
43,220
43,220
Utility boxdecoration
15,000
-
-
-
Other operating supplies
10,000
-
-
-
Repair & Maintenance Supplies
-
-
3,000
3,000
Stone & Gavel
_
_
2,500
2,500
Rentals
-
-
2,500
2,500
Plasma Cutter
-
3,500
-
-
Various Equipment for Brooklake
2,000
-
-
-
Law
Reclassification of Domestic Violence Advocate
Finance
Add FTE for FEDRAC
54,070
56,503
City Clerk
Add .62 FTE for Deputy City Clerk
47,500
47,500
Mayors Office
Add FTE for Mayors Office
49,972
52,214
Non - Departmental
-
-
Health Facility
221,000
-
Total General Fund
$ 403,000
$ 128,500
$ 487,351
$ 664,562
IN
LETTER OF TRANSMITTAL
2015/2016 Biennial Budget
Proposed Program Changes - Street, Solid Waste and Recycling, and Federal Way Community Center Fund
1-time
Ongoing
Program Name
2015
2016
2015
2016
101
Street
Public Works
Street System Manager Position
-
-
138,039
144,165
Snow and Ice Brine Production and Storage Facilities
150,000
-
-
-
Flower Baskets in the City Center
-
_
22,500
22,500
Street Tree Replacement
-
-
5,000
5,000
Electricity & Maintenance for Street lights, traffic
signals, signs, markings
-
-
45,000
45,000
Electricity & Maintenance for Street lights, traffic
signals, signs, markings
-
-
17,666
17,666
Traffic Maintenance Contract Increases
-
-
19,866
40,295
Development Service Manager
-
-
59,960
62,611
Total Street Fund
$ 150,000
$ -
$ 308,031
$ 337,237
106
Solid Waste & Recycling
Public Works
SW&R Collection Contract Procurement Support
3,000
23,000
-
-
Litter control Services via Contract with Vadis
-
_
6,500
6,500
Total Solid Waste & Recycling
$ 3,000
1 $ 23,000
$ 6,500
$ 6,500
111
Federal Way Community Center
FWCC
Splash Caf6
_
-
50,000
50,000
Office Tech 2 to Admin 1
-
-
4,074
4,074
Interior painting
15,000
25,000
-
-
Replacement of Diving Board Standard
9,300
-
-
-
Slide Pad Replacement
2,400
-
-
-
Removal and Replacement of Pool Filter Media
7,000
-
-
-
Climbing Equipment Purchase
8,500
-
-
-
Competition pool lane line replacement
2,500
-
-
-
Fitness equipment purchase
29,000
-
-
-
Fitness equipment replacement
34,000
-
-
-
Community RoomA Carpet Replacement
11,000
-
-
-
Community Wing Furniture Replacement
20,000
-
-
-
Total Federal Way Community Center
$ 138,700
$ 25,000
$ 54,074
$ 54,074
M
CITY OF FEDERAL WAY 2 01512 016 PROPOSED B UDGET
2015/2016 Biennial Budget
Proposed Program Changes — SWM, Dumas Bay Centre, and Risk Fund
1-time
Ongoing
Program Name
2015
2016
2015
2016
401
Surface Water Management
Public Works
Temporary Help
_
_
4,798
4,798
SWM Maintenace 1 Worker
_
-
58,409
60,999
Development Service Manager
14,670
-
59,960
62,611
SWM Inspector/ Technician
59,670
-
71,204
74,022
Total Surface Water Management
$ 74,340
$ -
$ 194,371
$ 202,430
402 Dumas Bay Centre
Dumas Bay Centre
Meeting room chairs
18,000
-
-
-
Meeting roomtables
12,000
-
-
-
Interior painting
30,000
-
-
-
Ederior painting of front entrance walkway
10,000
-
-
-
Mattresses
45,100
-
-
-
Bedding, and furniture for overnight rooms
30,000
-
-
-
Courtyard repair & furniture
10,000
-
-
-
Fire alarm panel upgrade
30,000
-
-
-
Carpeting
114,900
-
-
-
Total Dumas Bay Centre
$ 300,000
$ -
$ -
$ -
501
Risk
Law
Insurance Broker & TPA
50,000
50,000
Line Item Self Insured Settlements
_
-
350,000
350,000
Total Risk Fund
$ -
$ - S 400,000
$ 400,000
-10-
LETTER OF TRANSMITTAL
2015/2016 Biennial Budget
Proposed Program Changes - Information Technology Fund
1-time
Ongoing
Program Name
2015
2016
2015
2016
502
Information Technology
Mayor's Office - Information Technology
1 FTE IT/GIS Technician
70,949
74,147
EOC Improvements
49,600
-
3,000
3,000
Recreation Software System
-
94,533
Increased Cost of Microsoft EA Contract
-
-
21,000
21,000
Spillman Maintenance Service
-
-
5,500
9,900
King County Radio Services
-
-
5,000
5,000
Cellular Airtime Services
-
-
12,000
12,000
GIS Aerial Imagery
-
-
20,000
-
Tyler Cashiering
37,931
-
2,900
2,900
CPS Survey Equipment
13,000
-
700
700
Regional Fiber Consortium Membership
-
-
8,570
8,570
RR Servers (3 in 2015) (4 in 2016)
25,278
59,723
RR Police MDCs (9 in 2015) (14 in 2016)
47,480
72,488
RR Desktop PCs (48 in 2015) (47 in 2016)
47,954
49,401
RR Laptop (7 in 2015) (10 in 2016)
11,401
28,320
RR Printers (3 in 2015) (3 in 2016)
25,278
13,203
RR Police Radios Mobile (5 in 2015) (5 in 2016)
17,000
17,000
RR Police Radios Portable (5 in 2015) (5 in 2016)
14,245
14,245
RR Motorcycle Radios (2 in 2015) (1 in 2016)
6,000
3,000
RR Network
-
11,751
RR Miscellaneous Hardware
-
8,184
RR Phone system
-
448,196
RR L.G GIS Plotter
-
12,627
RRFWCC Video Surveillance System
-
24,519
RR Spare MDC's
9,600
-
-
-
RR GIS Software Upgrade
33,000
-
10,000
-
Total Information Technology Fund
$ 337,767
$ 857,190
$ 159,619
$ 137,217
-11-
CITY OF FEDERAL WAY 2 01512 016 PROPOSED B UDGET
2015/2016 Biennial Budget
Proposed Program Changes — Mail and Duplication Fund
1-time
Ongoing
Program Name
2015
2016
2015
2016
503
Mail & Duplication
Mayor's Office - Information Technology
CD Permit Center Printer/Scanner
6,400
445
445
Copiers will reach their life cycle for replacement (two
in 2015 and one in 2016). Copiers have fully
appreciated and are recommended for replacement in
2015 and 2016. The funding source forthese copiers
is replacement reserves. Replace current Neopost
SI68 folding machine with newer, easier to use and
more reliable folder/inserter for all City staff use.
Folding machine has fully appreciated and is
recommended for replacement. Copiers (2015 $30,666;
2016 $6,368) Folding Machine (2015 $12,934)
43,600
6,368
The copier at Steel Lake Maintenance Shop is
currently leased at a rate of approximately $1,400 a
year. This is the only leased copier in the City. It is
proposing to convert that copier froma lease to own,
and consolidate all maintenance using the City's
primary vendor/maintenance provider. When the
copier was leased, replacement reserves were
collected based on the estimated purchase price.
-
10,000
-
-
Total Mail & Duplication Fund
$ 50,000
$ 16,368
$ 445
$ 445
-12-
LETTER OF TRANSMITTAL
2015/2016 Biennial Budget
Proposed Program Changes — Fleet and Equipment Fund
1-time
Ongoing
Program Name
2015
2016
2015
2016
504
Fleet and Equipment
Public
Works
Trailer #463 was originally purchased to transport the
small asphalt roller (#221), but due to need and
infrequent use, it was converted into a permanent
concrete materials and equipment trailer. The trailer
remains functional and is used during all concrete
repair work actvities, but can no longer be used to
haul vehicular equipment. Replacement reserve levels
for this trailer have reached $4,661, enough for a new
trailer to be purchased for hualing the asphalt roller
and stroing the associated asphalr patching
equipment. The old trailer would not be surplused and
replacement reservces will continue to be collected for
only the new trailer.
4,661
The 1-ton flatbed truck was purchased in 2001 and
has approx 78,000 miles on it; virtually all of which are
in town miles. The vehicle has, and continues to have
a significant repair history, the cost of which totals
$55,820 to date. This vehicle is used extensively by
SWM maintenance staff to provide construction
support and is critical to our day-to-day maintenace
operations. Based on mileage and repair history,
vehicle 241 has reached its useful like and it is
recommended that it is replaced in FY2015 to help
ensure that operations and maintenance efficiencies
are not hindered by vehicle breakdowns and needed
reparis. It is recommended that vehicle #241 be
replaced with an equivalent 1-ton flatbed vehicle
(Ford F550 or equivalent) that will be purchased
through the use ofreplacmenet reserves totaling
$54,063.
1 54,063
-13-
CITY OF FEDERAL WAY 2 01512 016 PROPOSED B UDGET
2015/2016 Biennial Budget
Proposed Program Changes — Fleet and Equipment Fund
1-time
Ongoing
Program Name
2015
2016
2015
2016
The Harper Deweze mower (E2041) is one of two
mowers used by SWM to maintain regional and
localized detention ponds throughout the City. This
mower was purchased in 2005 and is due to
replacement in 2016. Mowers are used on a daily basis
beginning in May through Sept in order to provide 3
mows over the course of the summer and apporx 160
city maintained detention facilities. Given the
importance of this machine to SWM's operations, it is
recommended that the replacement scheduled is
followed to ensure a highly functional and reliable
mowing fleet. Due to slope limitations as well as ease
of getting stuck, it is recommended that additional
research be performed prior to the selection of the
replacement mower in order to acquire a more
efficient/effective piece of equipment. Additionally,
replacement reserves have not kept up with the
increased cost of large mowing equipment; therefore,
it is recommended that an additional $30,000 be
transferred from SWM unallocated and added to the
2016 replacement reserve amour of $43,756 for total of
$73,756
73,756
Truck #246, a GMC Sonoma, was purchased in 2001
and has over 87,000 miles on it, the majority of which
are in -town miles. Over the history of the ownership,
this vehicle has significant maintenance problems
associated with the 4-weel drive system and brakes
and continues to be a significant cost for the vehicle
pool. Maintenance costs since 2010 stand at $6,243.
Based on age, vehicle size ( mid -sized), maintenace
costs and mechanical issues, it is recommended that
the vehicle be replaced in 2015 with a full size Ford
250 or equivalent, capable of towing the video
inspection trailer. Purchase of the new vehicle will be
accomplished through both use ofreplacmenet
reserves estimated to be $44,054 and the auction
value of the existing vehicle $1000
45,054
-14-
LETTER OF TRANSMITTAL
2015/2016 Biennial Budget
Proposed Program Changes — Fleet and Equipment Fund
1-time
Ongoing
Program Name
2015
2016
2015
2016
The John Deere BackHoe (#461) is the backbone of
SWM maintenance, operations, and construction
related activites. It was purchased in 2003 and while it
remains in good condition, it has begun to require
more frequent maintenance and repair. Breakdowns
during operations result in significant delays and
inefficiencies. To date, a total of S44,751 has been
spent on maintenance and repairs. Since this piece of
equipment is operationally one of our most critical
pieces of equipment, it is recommended that a new
backhoe be purchased and that backhoe #461 be used
to replace the Streets Division 1992 backhoe (Case
590), which is in far worse conditions than the John
Deere.Replacement of the Case 590 backhoe with the
John Deere provides the street maintenace crew with
a far more reliable piece of equipment. Replacement
reservices in the amount of $111,525 willl be used for
this purchase and the Case 590 backhoe will be
surplused.
116,525
This truck (235) was purchased in 1993 and has been
due to replacement in 2007. Approx $98,000 has been
spent on this vehicle for maintenace and repairs and it
has reached it's useful life. This vehicle is an integral
part of the surface water construction program and
also plays a key role in snow and ice operations,
therefore, reliability is important. Purchase of new
equivalent vehicle will be accomplished through both
the use of replacement reserves estimated to be
$240,469 and the auction value of the existing vehicle
($8000). It is also recommended that both they snow
plough and sander units that are associated with this
vehcile are replaced as well. Both the plough (235A)
and the sander (235B) have reached their useful life
and adequate replacement reserves are available (
$16,677 and $23,117 respectively). Replacement of
these units along with replacement of the vehicle will
ensure that the new snow and ice equipment is
properly sized and outfitted for use with the vehicle
purchased.
288,263
-15-
CITY OF FEDERAL WAY 2 01512 016 PROPOSED B UDGET
2015/2016 Biennial Budget
Proposed Program Changes — Fleet and Equipment Fund
1-time
Ongoing
Program Name
2015
2016
2015
2016
This truck was purchased in 1999 and was due for
replacement in 2014. Although vehilce miles are low
45,000), both maitenance and repairs are becoming
more frequent to the point of interfering with
operation. This vehicle is an integral part of the
Streets construction and O&M programs and also
plays a key role in snow and ice operations during the
winter, therefore, reliability is important. Purchase of a
new equivalent vehicle will be accomplished through
both the use of reserves totaling $183,957 and auction
value of the e3dsting vehicle ($10,000). It is also
recommended that both snow plough and the sanding
equipment that are associated with the vehicle be
replaced as well. Both the plough and the sander have
reached their useful life and adequate replacement
reservices are avaialbe. Replacement of these units
along wih replacement of the vehicle will ensure that
the new snow and ice equipment is properly sized and
outfitted for use with the vehicle purchased.
267,531
All five varialbe message boards have reached their
useful life, are antiquated and are in need of
replacement. One of the VMS Board was purchased in
1999, two were purchased in 2001, while the last two
were purchased in 2003). The functionality and
reliability of this equipment is critical to fafety of our
crews and the traveling public when work is being
performed in the ROW. VMS boarded also play an
important role in informing the traveling public of
upcoming projects, construction or City events.
Replacement reservices totaling $154,521 are available
to replace all five VMS boards. It is recommended that
three full size boards and two smallerboards be
purchased to allow for more flexibility in locating them
withing the ROW.
154,521
-16-
LETTER OF TRANSMITTAL
2015/2016 Biennial Budget
Proposed Program Changes — Fleet and Equipment Fund
1-time
Ongoing
Program Name
2015
2016
2015
2016
Truck#232-1, a Ford 250, was purchased in 2004 and
has over 67,000 miles on it, the majority of which are
in -town miles. This vehicle has exceeded it's useful
life and in order to ensure that the streets supervisor's
vehicle has the highest level of reliability and
functionality, is it recorrnnended for replacement.
Purchase of the new vehicle will be accomplished
through the use of replacement reserves estimated to
be $36,569. Rather than surplus the truck, it is
recommended taht it be used to replace truck 122
which is in extremely poor condition and no longer
has replacement reserves collected for it. Truck 232-1
in in much better shape than truck 122 and will
perform the work functions associated with this
vehicle. It is recommeded that the replacement vehicle
for truck 232-1 be 1/2 ton, 4x4 truck rather than the 3/4
ton.
36,569
Trailer #E452 was purchased in 1999. The trailer
remains functional, however, loading and unloading
equipment on this unit involves manual lifting nad
positioning heavy ramps. To better accommodate the
maintenance crew and minimize heavy lifting activity
when possible, it is recommended that this trailer be
replaced with a tilt trailer which does not require the
lifting and positioning of ramps. This will reduce the
risk of injury to the crew. Replacement reserves levels
for this trailer have reached $19,757, enough for a new
tilt trailer of equivalent capacity ( 20 -ton) to be
purchased. The old trailer will be surplused.
22,757
The air compressor (450A) was purchased in 1999
and has reached its useful life. The compressor is a
key piece of equipment used by the Streets crew
during maitenance and operations work; it is very
heavily used during the construction season.
Reliability and functionality are important to ensure
the crew is as efficient as possible while working in
ROW, this helps minimize the amount of time that
maintenance and operations activities is the ROW
impact traffic. The existing unit will be traded in or
surplused and any credit will be used towards
purchase of the new unit.
17,418
-17-
CITY OF FEDERAL WAY 2 01512 016 PROPOSED B UDGET
2015/2016 Biennial Budget
Proposed Program Changes — Fleet and Equipment Fund
1-time
Ongoing
Program Name
2015 2016
2015 2016
Vehicle #243 (GMC Safari Van) was surplused in 2010
and wasn't replaced. Currently replacement reserves
in the amount of $48,134 are available for the purchase
of the replacement vehicle. It is recommended that a
Ford Hybrid Escape or equivalent type vehicle be
purchased to better meet demands being placed on
pooled vehicles within the Public Works Deparments
48,134
Parks - Maintenance
Truck 1181 is well past its reserve life and having
repair needs. Current reserve balance is $26,755
26,755
-
-
Truck 124 which is our primary tow truck for our mow
crew, and which pulls a large goose neck trailer is well
past its life span and is experiencing drive train
issues. Current reserves balance is $67,265
67,265
E426 has reached its life span and has a history of
breaking down with significant electrical problems.
Current reserves collected are $44,751, which will
leave a balance of $6,351.
38,400
El 110 at Steel Lake Park is essential to supporting
picnic reservations, special events, and sport
tournaments. The vehicle is past its life span and
having regular repair issues. Current reserve balance
is $13,000
-
13,000
Truck 103 is well past its reserve life and is beginning
to have repair issues. It is important to Parks Fleet
because it is one of three with 4 wheel drive. Current
reserve balance is $36,818
-
36,818
M.
LETTER OF TRANSMITTAL
2015/2016 Biennial Budget
Proposed Program Changes — Fleet and Equipment Fund
1-time
Ongoing
Program Name
2015
2016
2015 2016
Community Depevelopment
Replace two fleet vehicles 301 and 302 with new
vehicles. The two existing vehicles are Ford Focuses,
model year 2000. They are seven years past the
typical 7 year replacement schedule. We are
proposing to replace themwith 2015 Ford Focuses
with standard features. The total replacement fund
for the two vehicles is $54K, which is substantially
more than the replace cost of approximately $34K.
33,924
-
-
-
Police
In 2015 replacing 10 marked and 6 unmarked vehicles
(Marked -
6013,6023,6053,6063,6073,6481,6213,6510,6520,6530,
Unmarked - 9051,9021,5220,5230,5011,5081,
Motorcycles - 8033,8053,8073,8080,8090) In 2016
replacing 13 marked and 4 unmarked vehicles (Marked
6044,6083,6093,6103,6113,6123,6133,6143,6173,6183,619
3,6203,6333, Unmarked - 5240,5092,5181,5071,
Motorcycles - 8014,8024,8043)
805,000
794,000
Added 3 New Police Vehicles, and requesting 3
carryforward vehicles for COPS grant new positions,
additional vehicles for take home porgram, and
holding onto secondary carryforward vehicles
158,220
-
-
-
Total Fleet & Equipment Fund
$2,170,395
$ 956,425
$ 12,090
$ 12,096
-19-
CITY OF FEDERAL WAY 2 01512 016 PROPOSED B UDGET
2015/2016 Biennial Budget
Proposed Program Changes — Bldgs. and Furnishings Fund, Parks CIP, SWM CIP, Transportation CIP, PACC CIP
1-time
Ongoing
Program Name
2015
2016
2015
2016
505
Building and Furnishings
Mayor's Office - Information Technology
Replace badge station, including computer, badging
printer, and camera. This equipment is used to generate
ID badges for employees of the City, Police and EOC.
This equipment has reached the end of its life. The
computer is still running Windows XP and is no longer
supported by Microsoft for security updates. The badge
printer is not printing new badges correctly as there is
problems with the print mechanism and jams often. The
equipment was originall purchased from the New City
Hall project, and thus will use the Building/Furnishing
replacement reserves to fund this replacement.
8,500
Total Buildings and Furnishings Fund
$ 8,500
$ -
$ -
$ -
303
Parks CIP
Parks
Parks CIP - See Capital section of Budget for additional
detail
1,000,000
300,000
Total Parks CIP Fund
$ 1,000,000
$ 300,000
$ -
$ -
304
Surface Water Management CIP
Public Works
Surface Water Management CIP - See Capital section of
Budget for additional detail
3,123,400
2,110,400
Total Surface Water Management CIP Fund
$ 3,123,400
$ 2,110,400
$ -
$ -
306
Transportation CIP
Public Works
Transportation CIP - See Capital section of Budget for
additional detail
8,470,000
14,585,000
Total Transportation CIP Fund
$ 8,470,000
$ 14,585,000
$ -
$ -
308
Performing Arts and Conference Center CIP
Non - Departmental
Performing Arts and Conference Center CIP - See Capital
section of Budget for additional detail
8,340,000
-
Total Performing Arts and Conference Center CIP Fund
$ 8,340,000
$ -
$ -
$ -
Grand Total
$ 24,569,102
$ 19,001,883
$ 1,622,480
$ 1,814,561
-20-
LETTER OF TRANSMITTAL
CITY MAP
0 1 Mile
The City is located 25 miles south of downtown Seattle and just 8 miles north of downtown Tacoma. Federal Way has 8
miles of Puget Sound waterfront and is in the southwestern corner of King County. Federal Way is connected to the region
by three exits along Interstate 5, as well as access points to State Highways 18, 509, 161 and Pacific Highway/SR99. This
provides easy access to Sea-Tac International Airport (12 miles) and the Ports of Seattle and Tacoma.
The climate, which is heavily influenced by its proximity to the Puget Sound, is relatively mild -temperate. The abundance
of moist marine air keeps the temperature mild year round. The Federal Way area reaches an average high temperature of
75 degrees in July and an average low temperature of 33 degrees in January. Precipitation ranges from .71 inches in July to
5.7 inches in January.
Rapid retail and residential growth created significant changes in the community during the 1970's and 1980's. Desiring
controlled, quality growth and community identity, Federal Way citizens organized to form what immediately became
Washington's sixth largest city, incorporating in February of 1990.
More information is available on our website www.cityoffederalwa,
-21-
CITY OF FEDERAL WAY 2 01512 016 PROPOSED B UDGET
CITY OF FEDERAL WAY HISTORY
The earliest recorded accounts of the Federal Way area tell of Native American families who resided in the area of the
Muckleshoot Reservation on the east side of the Green River Valley and traveled west to the shores of Puget Sound for the
plentiful fisheries resources. Generations of Muckleshoot Indians wore a westward trail across the heavily forested plateau to the
area which is now Saltwater State Park. The arrival of the white man in the nineteenth century resulted in a steady decline in the
Indian population and by 1890, nearly the entire population had disappeared from the area. Isolated on a triangular shaped
plateau rising steeply from Puget Sound, the Federal Way area had little waterfront access or roadways and accordingly, was
sparingly developed compared to Tacoma and Seattle. As late as the turn of the century, the original settlers at Dash Point and
Dumas Bay had to row to Tacoma for supplies and mail. Old Military Road, constructed around 1856 and extending north from
Fort Steilacoom, past Star Lake to Seattle and Fort Lawton, was the first road through the area.
Over time, narrow dirt roads were added to provide east/west access and by 1900, a road was constructed between Star Lake and
Redondo. The second crossroad, the "Seattle Road," connected old Military Road and Kent. The Seattle -Tacoma Interurban Line,
completed in 1901, provided a fast and easy way to reach these urban cities. Improved access brought many visitors to the area
and Star Lake became a popular summer recreation site.
By the 1920s, Federal Highway 99, the interstate that linked the western states from north to south, was complete. At this time,
Federal Way was still primarily forest and farmland. Fred Hoyt had a cabin on Dumas Bay and started a road to Tacoma (still
called Hoyt Road). The timber companies, which had a major logging operation going, built an early railroad line and were
instrumental in getting Marine View Highway (now Dash Point Road) built in the early 1920s. This roadway spurred
development along the coastline. Soon thereafter, Peasley Canyon Road was built to connect Military Road with the Auburn
Valley. This road later became known as South 320th Street. In these early days, roadways set the stage for development in the
area and they still play an important role in the City today.
By the start of World War II, a number of small, thriving communities made up the area that is now Federal Way. Some
communities were clustered around lakes, such as Steel Lake, Star Lake, and Lake Geneva. Others were sited to take advantage
of the view of Puget Sound, like Adelaide and Buenna. As each of these communities grew, residents built small schoolhouses
for their children. By the late 1940s, King County consolidated the many individual red schoolhouses into the Federal Way
School District, from which the City gets its name. During this same period, a library was built along the edge of Highway 99,
and between 308th Street and 320th Street, a small "downtown" developed with a general store, lumber yard, realty office,
beauty parlor, feed store, and gas station. By the end of the 1950s, the ten blocks between 308th and 320th Streets became the
first roadside commercial district. One of the more unique developments was Santa Faire, a family oriented theme park. New
shopping areas were added around the park, helping to create a "community focus" for the residents of the area.
As this commercial area developed, the rest of Federal Way was changing as well. The Boeing Company expanded their
operations in Renton and the Kent Valley and began advertising nationally for engineers. Those engineers in turn began roaming
the wooded acreage in Federal Way in search of housing. One of the earliest residential developments was Marine Hills, built in
1958 overlooking Puget Sound. Weyerhaeuser, one of the early timber companies, had large land holdings in the area and began
to develop their land into high quality housing with amenities like golf courses.
Weyerhaeuser's development company also began developing commercial property, creating the West Campus business park.
The plan was to integrate offices and businesses with lush landscaping. Though initially the corporate office market was not
strong, West Campus has grown almost to capacity, providing space for many civic buildings such as City Hall, the police
station, the area's major health care centers, and higher density housing.
Another major landmark in the area is SeaTac Mall, built in the mid- 1970s on what was farmland south of 320th Street. The Mall
is one of the largest in South King County and is the anchor for retail development in the area. The Mall was a result of
population growth in the region and its location was determined by the 320th Street intersection with Interstate 5. The Interstate
supplanted Highway 99 as the main artery for commuter traffic in the County.
By the mid 1980s, South King County was growing quickly. Retail growth occurred along Highway 99, especially at the 320th
Street intersection. Roads and office space were developed to accommodate the increased growth. Residential growth was also
prominent, following plans developed by King County, with a large number of apartment homes. The changes to the community,
with increased housing and traffic, created a movement for greater self-determination. In 1989, the citizens of this area voted for
incorporation and the City of Federal Way was born, incorporating on February 28, 1990.
-22-
Al
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
JEANNE BURBIDGE
Deputy Mayor
SUSAN HONDA
Councilmember #3
2015/2016
CITY OFFICIALS
LEGISLATIVE BODY
JIM FERRELL
Mayor
LYDIA ASSEFA-DAWSON
Councilmember #1
BOB CELSKI
Councilmember #5
KELLY MALONEY
Councilmember #2
MARTIN A. MOORE
Councilmember #6
DINI DUCLOS
Councilmember #7
Position
Elected
Term
Term Expires
Email
Phone
Mayor
Jim Ferrell
4 years
12/31/2017
Jim.Ferrell@cityoffederalway.com
(253) 835-2402
Position #1
Lydia Assefa-Dawson
4 years
12/31/2015
Lydia.Assefa-Dawson@cityoffederalway.com
(253) 835-2401
Position #2
Kelly Maloney
4 years
12/31/2017
Kelly.Maloney@cityoffederalway.com
(253) 835-2401
Position #3
Susan Honda
4 years
12/31/2015
Susan.Honda@cityoffederalway.com
(253) 835-2401
Position #4
Jeanne Burbidge
4 years
12/31/2017
Jeanne.Burbidge@cityoffederalway.com
(253) 835-2401
Position #5
Bob Celski
4 years
12/31/2015
Bob.Celski@cityoffederalway.com
(253) 835-2401
Position #6
Martin A. Moore
4 years
12/31/2017
Martin.Moore@cityoffederalway.com
(253) 835-2401
Position #7
Dim Duclos
4 years
12/31/2015
Dini.Duclos@cityoffederalway.com
(253) 835-2401
yZt
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
Employee
Presiding Judge David Larson
Judge Rebecca Robertson
Court Administrator Susanne White
JUDICIAL BRANCH
Elected/
Term Office date
ontact Information
Elected
N/A 3/3/2008
David.Larson@cityoffederalway.com
(253) 835-3012
Elected
N/A 1/1/2010
Rebecca. Robertson@cityoffederalway.com
(253) 835-3025
Appointed
N/A 2/22/2010
Susanne.White@cityoffederalway.com
(253) 835-3000
CITY ADMINISTRATION
Position
Employee
Appointment
Contact Information
AL
Chief of Staff
Brian J. Wilson
1/20/2014
Brian.Wilson@cityoffederalway.com
(253)835-2510
City Attorney
Amy Jo Pearsall
2/1/2014
Amy Jo.Pearsall@cityoffederalway.com
(253)835-2570
Interim Community Development Director
Larry Frazier
7/21/2014
Larry.Frazier@cityoffederalway.com
(253)835-2612
Economic Director
Tim Johnson
9/15/2014
Tim.Johnson@cityoffederalway.com
(253)835-2412
Finance Director
Ade Ariwoola
4/l/2014
Ade.Ariwoola@cityoffederalway.com
(253)835-2520
Parks Director
John Hutton
7/23/2014
1ohn.Hutton@cityoffederalway.com
(253)835-6910
Police Chief
Andy Hwang
3/18/2014
Andy.Hwang@cityoffederalway.com
(253)835-6716
Public Works Director
Marwan Salloum
7/1/2014
Marwan.Salloum@cityoffederalway.com
(253)835-2720
-25-
INTROD UCTOR Y
VISION
Federal Way is a community known for its cultural diversity, attractive parks, safe neighborhoods, and
vibrant business centers.
MISSION
The City of Federal Way is responsive, innovative and fiscally responsible in delivering quality services,
promoting economic development, improving infrastructure, and managing growth.
GOALS
■ Integrate the public safety strategy into all facets of City operations, building on a strong community -based
approach.
■ Create a multi -use urban city center that is pedestrian friendly, linked to neighborhoods and parks, and
services as the social and economic hub of the City.
-Establish Federal Way as an economic leader and job center in South King County by attracting a regional
market for high quality office and retail businesses.
■ Maintain the capital facilities plan and provide financing options for transportation and surface water
improvements, parks, recreation, cultural arts and public facilities.
■ Ensure a responsive service culture within the City organization where employees listen carefully, treat
citizens and each other respectfully and solve problems creatively, efficiently, and proactively.
■ Position Federal Way as a regional leader by working collaboratively with other local and regional
jurisdictions in order to leverage resources.
Adopted March 7, 2006
A-1
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
Service
Pride
Integrity
OUR CITY VALUES
S-P-I-R-I-T
1. Timely responses within established deadlines to internal and public inquiries.
2. Behave in a friendly, helpful manner - take the extra step to help the other person.
3. Seek feedback from clients on service delivery (non -defensive and learning). Adjust services based
upon feedback.
4. Monitor performance and results. Identify ways for improving services.
5. Know and understand your customers - City co-workers, Mayor and Council, public and other
agencies.
1. Support the City. Make supporting comments in the community.
2. Take pride in appearance; your office; demeanor; dress.
3. Take pride in quality products; no mistakes; looks good; and communicates proper meaning.
4. Recognize the importance of your job.
5. Be a City Ambassador in the community.
1. Be truthful.
2. Be trustworthy. Do what you say you are going to do.
3. Avoid relationships which may be conflicts of interest.
4. Do not withhold or misrepresent information.
5. Respect confidences.
Responsibility
1. Be accountable. Take credit or blame for your own actions.
2. Do not promise more than you can deliver. Know your limits.
3. Keep your word.
4. Be reliable.
5. Develop knowledge and skills.
Innovation
1. Take reasonable risks.
2. Keep current on changes in your field.
3. Be open-minded.
4. Try new things.
5. Turn setbacks into opportunities. Learn from failures.
Teamwork
1. Keep others informed and alerted.
2. Respect each other.
3. Help each other.
4. Support team success over personal success. There is no "I" in teamwork.
5. Recognize your role may change depending upon the situation.
6. Be loyal. Support the team or organization decision.
7. Involve others in decision -making as appropriate and possible.
A-2
INTROD UCTOR Y
CITY OF FEDERAL WAY ORGANIZATION CHART AND OPERATION SUMMARY
Municipal Court
CITIZENS OF FEDERAL WAY
Gly Council
I
MAYOR'S OFFICE
' Misdemeanors & Gross
Misdemeanors
* Traffic & Non -traffic Infractions
* Probation Services
* Civil Impounds
* Represents the People of Federal Way
* Adopt Ordinances and Resolutions
* Grant Franchises
* Levy Taxes and Appropriate Funds
* Establish Policy Guidelines
Administer City-wide Operations and Budget
" Coordinate Regional Affairs
" Economic Development
* Emergency Management
13 Staffing 13.00
14 Staffing 13.00
FIEChange -
15116 Proposed 13.00
13 Staffing 3.50
14 Staffing 6.00
FIEChange 1.00
15116 Proposed 7.00
13 Staffing 4.15
14 Staffing 4.15
FIEChange 0.05
15116 Proposed 4.20
Finance I I law
* Payroll
* Civil Legal Services
* Accounts Payable
and Litigation
* Purchasing
* Legislative support
* Accounts Receivable
' Prosecution
* Business License
* Provide Legal Counsel
* General Accounting
* Draft Contracts
* Budget
and Ordinances
* Banking and Investments
* Negotiate Contracts
* Monthly Financial Report
and Real Estate
* Audit Coordination
Transactions
* Internal Controls
Risk Management
* Financial PlannineAnalysis
13 Staffing
7.00
13 Staffing
14 Staffing
7.00
14 Staffing
FIEChange
1.00
FIEChange
15116 Proposed
8.00
15116 Proposed
Human Resources
Information
Police
Technology
Data Processing/ GIS
* Crime AnalysiOrevention
Mail & Copier
* Traffic Safety Education &
Systems Support
Enforcement
Technology Infrastructure
* Investigation
Network appliances
* Patrol
Customer Support
* Emergency Communication
Online, Remote Helpdesk
* Community Safety and
Staff training
Education Programs
Applications Support
* Fleet Management
Business Systems Setup/Support * Animal Services
ministration Database Ad11
12.00 13 Staffing
12.00 14 Staffing
- FIEChange
12.00 15116 Proposed
Records Management
Hearing Examiner Coord
Codification Coordination
Licensing Enforcement
Commission & Board
appointment process
Recruiting/Training
Benefits Administration
Employedabor Relations
Wellness
Retirement System
Civil Service
3 Staffing 4.50
4 Staffing 5.13
TEChange 0.62
5116 Proposed 5.75
7.00 13 Staffing
7.00 14 Staffing
- FIEChange
7.00 15116 Proposed
I
Community
Development
Land Use Management
--Permit process
--Legislative
Bldg Permits & Inspections
Code Compliance
Human Services
Comm. Dev. Block (rant
Neighborhood Develop
153.00 13 Staffing
155.00 14 Staffing
5.00 FIE Change
160.00 15116 Proposed
Position
Summary
Authorized
Actual
Year
FIE
Change
Total
2012
318.70
0.00
318.70
2013
303.90
0.00
303.90
2014
311.88
0.00
311.88
2015
322.20
0.00
322.20
2016
322.20
0.00
322.20
Parks &
Public Works
* Development Services
--Permitting
--Inspection
--Legislation
* Maintenance, Operating &
Development of
--Public Right -of -Way
--Traffic Systems
--Surface Water Mgmt
* SolidWastelRecycling
* Fleet Management
* Community Center
22,85 * Recreation & Athletic Frogs
26.25 * Park maintenance/operation
0.45 & Development
26.70 * Community Events & Arts
* Public Facility Management
& Development
* Dumas Bay Centre Operations
* Knutzen Family Theatre
* Open Space Management
13 Staffing 76.90
14 Staffing 76.35
FIEChange 2.20
15116 Proposed 78.55
A-3
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
Arts Commission
Purpose:
Number of Members:
Current Members:
Meeting Information:
Civil Service Commission
Purpose:
BOARDS AND COMMISSIONS
The Arts Commission develops and oversees the City's various arts programs, and makes
recommendations to the City Council on all areas of the arts, including the fine arts, literary,
performing, visual, and cultural as well as historic preservation.
9 members — 1 alternate
Appointed by: City Council
Lorie Weldon, Keith Livingston, Cynthia Piennett, Frances Tanner, Mary Tynan, Gary
Gillespie, P.K. Thumbi, Robin Cook, John Fairbanks, and Caroline Castro - Alternate.
1st Thursday of each month at 7:30 a.m. - Federal Way Community Center
The Civil Service Commission powers and performs the duties established by state law in
connection with the selection, appointment, promotion, demotion and employment of
commissioned officers below the rank of Director of Police Services.
Number of Members: 5 members and 2 alternate members Appointed by: Mayor
Current Members: Christopher Adekoya, Linda Purlee, Mark Koppang, Kay Pope, Julie Marshall - alternate
James Miranda and 1 vacant positions.
Meeting Information: 15` Wednesday of each month at 7:00 p.m. - Hylebos Conference Room
CDBG Loan Advisory Review Committee
Purpose: The CDBG Loan Review Advisory Committee advises the Mayor and City Council on
economic development loan products and applications for loan funding.
Number of Members: 5 members Appointed by: City Council
Current Members: Donald Bartlett, Keven Dunn, Lori DeVore, Graham Evans, Frank Spicer and Mark Hutson
- alternate.
Meeting Information: 3rd Wednesday of January, April, July and October at 5:30 p.m.
Diversity Commission
Purpose: The Diversity Commission advises the City Council on policy matters involving the
community's cultural and ethnic differences, ensuring that these differences are considered
in the decision -making process.
Number of Members: 9 members Appointed by: City Council
Current Members: Oliver Hansen, Joseph Kuria, Troy Smith, Anthony Gittens, Cherly Carino-Burr, Gregory
Baruso, Jessicka Ramubs, Chris Brown, and Trinity Jenkins -Chandler - alternate.
Meeting Information: 2nd Wednesday of January, April, July and October at 6:00 p.m. — Hylebos Conference Roan
Ethics Board
Purpose: The Ethics Board issues advisory opinions on the provisions of the Federal Way Code of
Ethics; they also investigate and report to the City Council on any alleged violations of the
Code of Ethics.
Number of Members: 3 members and 1 alternate Appointed by: City Council
Current Members: Byron K. Hiller, Fred Neal, Joe Donaldson and James Englund - alternate.
Meeting Information: Meetings are semi-annual and as needed.
Human Services Commission
Purpose: The Human Services Commission makes reports and recommendations to the City Council
and Mayor concerning human services issues.
Number of Members: 9 members Appointed by: City Council
INTRODUCTORY
BUDGET PROCESS
Procedures for Adopting the Original Budget - The City's budget process and the time limits under which the biennial budget
must be prepared are defined by the Revised Code of Washington (RCW) 35A.34. These elements, with which the City continues
to comply, resulted in the following general work plan and calendar for 2014:
Process Description
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Council sets 2015/2016 budget priorities
Management Team Develops Budget Strategies
Mayor gives budget Directions
Finance Department distributes budget instructions consistent
with Mayor and City Council directions
Departments prepare base -line revenue and expenditure
estimates and new program requests
Finance Department updates revenue estimates and compiles
department submittals
Mayor meets with Department staff to review their budget
proposals
Mayor makes specified adjustments to department
submittals/establishes preliminary budget
Preliminary budget document prepared, printed and filed with
City Clerk and presented to the City Council (at least 60 days
prior to the ensuing fiscal year)
City Council conducts preliminary budget hearings
City Clerk publishes notice of the filing of preliminary budget
and notice of public hearing to be held during preliminary
budget deliberations
City Council conducts workshops and public hearings on the
preliminary budget recommended by Mayor
City Council instructs Mayor to make modifications to the
budget
City Council adopts an ordinance to establish the amount of
property taxes to be levied in the ensuing year
Final budget, as adopted, is published and distributed within the
first three months of the following year
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
BUDGET POLICIES
I. OPERATING BUDGET
A. OVERALL
1. The budget should be a performance, financing and spending plan agreed to by the Mayor, City
Council, and Department Directors. It should contain information and data regarding expected
revenues, expected expenditures and expected performance.
2. The City will prepare and annually refine written policies and goals to guide the preparation of
performance, financing and spending plans for the City budget. Adopted budgets will comply
with the adopted budget policies and Council priorities.
3. As a comprehensive business plan, the budget should provide the following critical elements
recommended by the Government Finance Officers Association: public policies, financial plan,
operations guide, and communications device.
4. The City's budget presentation should display the City's service delivery/performance plan in a
Council/constituent-friendly format. Therefore, the City will use a program budgeting format to
convey the policies for and purposes of City operations. The City will also prepare the line -item
format materials for those who wish to review that information.
5. Decision making for capital improvements will be coordinated with the operating budget to
make effective use of the City's limited resources for operating and maintaining facilities.
6. Under the Mayor's direction, Department Directors have primary responsibility for: a)
formulating budget proposals in line with Mayor and City Council priority direction, and b)
implementing those proposals once they are approved.
B. FISCAL INTEGRITY
The City will maintain the fiscal integrity of its operating, debt service, and capital improvement
budgets which provide services and maintain certain public facilities, streets and utilities. It is
the City's intent to maximize the level of public goods and services while minimizing the level
of debt.
2. The City will adopt a balanced budget for all funds. Balanced budget for operating funds means
ongoing operating program costs do not exceed the amount of ongoing revenues to finance
those costs. The ongoing revenue will be identified along with new program costs including
impact from new capital projects. Any available carryover balance will only be used to offset
one-time or non -recurring costs. Balanced budget for non -operating funds means total resources
equal to or exceed total uses.
Cash balances in excess of the amount required to maintain strategic reserves will be used to
fund one-time or non -recurring costs.
4. Mitigation fees shall be used only for the project or purpose for which they were intended.
C. CONTINGENT ACCOUNTS
The City shall establish an appropriated Contingency Reserve in order to accommodate
unexpected operational changes, legislative impacts, or other economic events affecting the
City's operations which could not have been reasonably anticipated at the time the budget was
prepared. Funding shall be $1 million.
2. The City shall establish operating cash flow reserve of $9 million or 17 % of operating
expenditures in the General Fund. The purpose of operating cash flow reserve is to maintain a
INTRODUCTORY
minimum of two month's operating expenditure in reserve to manage the fluctuation in tax
receipts, grant revenues, and general cash flow management.
3. The City shall establish a Strategic Opportunity Reserve of $2 million. It provides the liquidity
to respond to economic opportunity that is not budgeted for that may provide a long term
economic benefit to the City.
4. The City will maintain an emergency reserve fund for snow and ice removal of not less than
$0.5 million in Street Fund.
5. The City will maintain an emergency reserve fund of not less than $0.1 million for unexpected
natural disaster that affect our infrastructure, pending the receipt of available grants or other
resources, to restore our road to its original condition in Arterial Street Fund.
6. The City will maintain a minimum cash flow reserve with the Utility Tax Fund in amount equal
to $2.5 million.
7. The City will maintain a one year revenue reserve in the Real Estate Excise Fund and may
spend down ONLY upon the Council's approval.
8. The City will maintain a minimum of cash flow reserve with the Hotel/Motel Lodging Tax Fund
in amount equal to the prior year's complete revenues ($0.2 million) in ending fund balance.
9. The City shall maintain a minimum of $1.5 million in a reserve for the future general capital
needs of the building such as major upgrade, roof replacement, and equipment replacement in
Community Center Fund.
10. The City shall maintain a minimum of $1.5 million in a reserve for cash flow management and a
con tangent reserve in Traffic Safety Fund to fund traffic equipment replacement, and to absolve
an unplanned revenue decline.
11. The City shall maintain adequate reserve in Debt Service Fund in accordance with the bond
ordinance or a minimum of one year debt service amount.
12. The City shall maintain a reserve for the future general capital needs for the city buildings or
other capital projects in Capital Project Reserve Fund. The Finance Director may transfer
excess revenue over expenditure in the General fund to this fund for future use of the City.
13. The City shall maintain a minimum of $0.5 million in a reserve for the general capital needs of
the building and equipment in Dumas Bay Centre Fund.
14. The City will maintain a reserve in an amount of not less than 16 weeks of budgeted expenses as
recommended by our consultant in the Health Insurance Fund.
15. The City will maintain a reserve in an amount of not less than $0.25 million or annual
unemployment expenses in the Unemployment Insurance Fund.
16. The City will maintain a reserve in an amount of not less than one year's expenses from the
prior year or $1.2 million in Risk Management Fund.
17. The City shall maintain an operating reserve within the Surface Water Management Fund in
amount not less than 17% of operating expenses from the prior year. Any excess may be
transferred to the Capital Project Fund — SWM for future capital projects.
18. The City shall maintain Emergency/Contingent reserve for unexpected catastrophic events or
system failures of not less than $0.5 million in Capital Project Fund —SWM.
19. The City will maintain adequate reserves for capital replacement and shall be funded through
department charges and other revenues sufficient to replace both hardware and software at the
end of their useful life in Information System Fund.
A-7
CITY OF FEDERAL WAY 2 01512 016 PROPOSED BUDGET
20. The City will maintain an adequate reserve to replace copy and mailing equipment in the Mail
and Duplication Fund.
21. The City will maintain an adequate reserve to replace a fleet of vehicles and other heavy
equipment at their scheduled replacement time in Fleet and Equipment Fund.
22. The City will maintain a reserve of not less than $2.0 million for equipment, roof, and other
major upgrades to City Buildings other than Community Center, and Dumas Bay Centre.
D. REVENUES
Revenue estimates shall not assume any growth rate in excess of inflation. Real growth that
occurs will be recognized through budgetary adjustments only after it takes place. This practice
imposes short term constraint on the level of public goods or services. However, in the event
that revenues are less than expected, it minimizes the likelihood of severe cutback actions which
may be profoundly disruptive to the goal of providing a consistent level of quality services.
2. Investment income earned through the City's investment pool shall be budgeted based upon the
allocation methodology, i.e. the projected average monthly balance of each participating fund.
E. CONTRACTUAL SERVICES
The City will continue to thoroughly investigate the feasibility of contracting certain public
services in accordance with Council Resolution No. 92-103.
F. MINIMIZATION OF ADMINISTRATIVE COSTS
An appropriate balance will be maintained between resources allocated for direct services to the
public and resources allocated to assure sound management, internal controls, and legal
compliance.
G. RETIREMENT
The budget shall provide for adequate funding of the City's retirement system.
H. MONTHLY REPORT
The budget will be produced so that it can be directly compared to the actual results of the fiscal
year and presented in a timely monthly report.
2. All budget amendments, both revenues and expenditures, will be noted in the monthly report.
I. MULTI -YEAR ESTIMATES
With each budget, the City will update expenditure and revenue projections for the next six
years. Projections will include estimated operating costs for capital improvements that are
included in the capital budget.
2. This budget data will be presented to elected officials in a form that will facilitate budget
decisions, based on a multi -year perspective.
CITIZEN INVOLVEMENT
Citizen involvement shall be encouraged in the budget decision making process through public
hearings and study sessions.
2. Involvement shall also be facilitated through City boards, task forces and commissions, which
shall serve in advisory capacities to the Mayor and City Council.
INTRODUCTORY
K. FEES
Fees shall be phased toward covering 100% of the cost of service delivery, unless such amount
prevents an individual from obtaining an essential service. Fees or service charges should not
be established to generate money in excess of the cost of providing service.
2. Fees may be less than 100% if other factors (e.g. market forces, competitive position, etc.) need
to be recognized.
L. NONPROFIT ORGANIZATIONS
Future funding decisions regarding nonprofit organizations will be based on guidelines, policies
and priorities determined by the City Council and availability of financing based on General
Fund spending priorities.
II. CAPITAL BUDGET
A. FISCAL POLICIES
Capital project proposals should include as complete, reliable, and attainable cost estimates as
possible. Project cost estimates for the Capital Budget should be based upon a thorough
analysis of the project and are expected to be as reliable as the level of detail known about the
project. Project cost estimates for the Ten -Year City Capital Improvement Plan will vary in
reliability depending on whether they are to be undertaken in the first, fifth or tenth year of the
Plan.
2. Capital proposals should include a comprehensive resource plan. This plan should include the
amount and type of resources required, and the funding and financing strategies to be employed.
The specific fund and timing should be outlined. The plan should indicate resources needed to
complete any given phase of a project in addition to the total project.
All proposals for the expenditure of capital funds shall be formulated and presented to Council
within the framework of a general capital budget and, except in exceptional circumstances of an
emergency nature, no consideration will be given to the commitment of any capital funds,
including reserve funds, in isolation from a general review of all capital budget requirements.
4. Changes in project estimates for the comprehensive resource plan should be fully reported to the
City Council for review and approval.
Project proposals should indicate the project's impact on the operating budget, including, but not
limited to, long-term maintenance costs necessary to support the improvement.
6. At the time of contract award, each project shall include reasonable provision for contingencies:
a. The amount set aside for contingencies shall correspond with industry standards and
shall not exceed ten (10) percent, or a percentage as otherwise determined by the City
Council of the total contract amount.
Project contingencies may, unless otherwise determined by the City Council, be used
only to compensate for unforeseen circumstances requiring additional funds to
complete the project within the original project scope and identified needs.
C. For budgeting purposes, project contingencies are a reasonable estimating tool. At the
time of the contract award, the project's budgeted appropriation, including contingency,
will be replaced with a new appropriation equal to the approved project contract
contingency developed in the manner described above.
7. The City Administration shall seek ways of ensuring that administrative costs of carrying out
the Capital Improvement Plan are kept at appropriate levels.
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
8. The Annual Capital Budget shall include only those projects which can reasonably be
accomplished in the time frame indicated. The detail sheet for each budgeted capital project
should include a projected schedule.
9. Capital projects which are not encumbered or completed during the fiscal year will be
rebudgeted or carried over to the next fiscal year except as reported to and subsequently
approved by the City Council. All re -budgeted capital projects should be so noted in the
Adopted Capital Budget. Similarly, multi -year projects with unencumbered or unexpended
funds will be carried over to the subsequent year(s).
10. If a proposed project will cause a direct negative impact on other publicly -owned facilities,
improvements to the other facilities will be required as part of the new project and become a
part of the new project's comprehensive costs.
11. Capital projects will not be budgeted unless there are reasonable expectations that revenues will
be available to pay for them.
B. DEBT POLICIES
1. Short-term lines of credit, tax or Revenue Anticipation Notes may be used only when the City's
ability to implement approved programs and projects is seriously hampered by temporary cash
flow shortages. In general, these Notes will be avoided. No other form of debt will be used to
finance ongoing operational costs.
2. Whenever possible, the City shall identify alternative sources of funding and shall examine the
availability of those sources in order to minimize the level of debt.
3. Whenever possible, the City shall use special assessment, revenue, or other self-supporting
bonds instead of general obligation debt.
4. Long term general obligation debt will be incurred when necessary to acquire land or fixed
assets, based upon the ability of the City to pay. This debt shall be limited to those capital
improvements that cannot be financed from existing revenues and when there is an existing or
near -term need for the project. The project should also be integrated with the City's long term
financial plan and City Improvement Plan.
5. The maturity date for any debt will not exceed the reasonable expected useful life of the project
so financed.
6. Fifty percent (50%) of the principal of any long term indebtedness should be retired over 10
years.
7. Current year revenues shall be set aside to pay for the subsequent year's debt service payments.
This is intended to immunize the City's bondholders from any short term volatility in revenues.
8. The City shall encourage and maintain good relations with financial and bond rating agencies,
and will follow a policy of full and open disclosure on every financial report and bond
prospectus.
9. The City shall establish affordability guidelines in order to preserve credit quality. One such
guideline, which may be suspended for emergency purposes, or because of unusual
circumstances, is as follows:
10. Debt service to be repaid with operating revenues should not exceed 8% of the respective
operating budget.
A-10
INTROD UCTOR Y
C. CAPITAL IMPROVEMENT PLAN (CIP) POLICIES
1. Citizen participation in the Capital Improvement Program is a priority for the City. Among the
activities which shall be conducted to address this need are the following:
a. The Capital Improvement Plan shall be provided to the City Council in a timely
manner to allow time for the Council members to review the proposal with constituents
before it is considered for adoption.
b. Council study sessions on the Capital Improvement Plan shall be open to the public
and advertised sufficiently in advance of the meetings to allow for the attendance of
interested citizens.
C. Prior to the adoption of the Capital Improvement Plan, the City Council shall hold
noticed public hearings to provide opportunities for citizens to express their opinions
on the proposed plan.
d. The City Planning Commission shall review the proposed City Improvement Plan and
provide its comments on the Plan's contents before the Council considers the Plan for
adoption.
2. All projects included in the Capital Improvement Plan shall be consistent with the City's
Comprehensive Plan. The goals and policies for services, facilities, and transportation should
be followed in the development of the City Improvement Plan. The Comprehensive Plan
service level goals should be called out in the City Improvement Plan.
3. Capital projects shall be financed to the greatest extent possible through user fees and benefit
districts when direct benefit to users results from construction of the project. Refer to Debt
Policies for further detail.
4. Projects that involve intergovernmental cooperation in planning and funding should be
established by an agreement that sets forth the basic responsibilities of the parties involved.
5. The Council will annually review and establish criteria against which capital proposals should
be measured. Included among the factors which will be considered for priority -ranking are the
following:
a. Projects which have a positive impact on the operating budget (reduced expenditures,
increased revenues);
b. Projects which are programmed in the Ten -Year Operating Budget Forecast;
C. Projects which can be completed or significantly advanced during the Ten -Year Capital
Improvement Plan;
d. Projects which can be realistically accomplished during the year they are scheduled;
e. Projects which implement previous Council -adopted reports and strategies.
A complete list of criteria follows.
A-11
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CRITERIA FOR DETERMINING PROJECT INCLUSION/PRIORITY
(In Priority Order)
1. Projects which are required by statute or by an existing agreement with another agency.
2. Projects which are essential to public health or safety.
3. Projects which are urgently needed by some other criteria than public health or safety, e.g. environmental or public
service.
4. Projects which have exhibited a high degree of public support.
5. Projects which are grant funded and would have minimal or no operating cost impact on the General Fund.
6. Projects which, if not acted upon now, would result in the irrevocable loss of an opportunity, or other major alternative
actions would have to be initiated.
7. Projects which would preserve an existing capital facility, avoiding significantly greater expenses in the future (e.g.
continuation of a ten-year cycle street maintenance program).
8. Projects which would result in significant savings in General Fund operating costs.
9. Projects which would fulfill a City commitment (evidenced by previous inclusion in the annual CIP and community
support) to provide minimal facilities in areas which are deficient according to adopted standards.
10. Projects which would provide significant benefits to the local economy and tax base.
11. Purchase of land for future projects at favorable prices prior to adjacent development.
12. Purchase of land for future City projects (land banking).
13. Projects which would provide new facilities which have minimal or no operating costs or which have operating costs but
have been designated as exceptions to the operating cost policy by previous City Council actions.
14. Projects which would be constructed in conjunction with another agency with the other agency providing for the operating
costs.
15. Projects which would generate sufficient revenue to be essentially self-supporting in their operation.
16. Projects which would make an existing facility more efficient or increase its use with minimal or no operating cost
increase.
17. Projects which would fulfill City commitment (evidenced by previous inclusion in the annual CIP and community
support) to provide greater than minimal facilities.
18. Projects which are grant funded but would require increased operating costs in the General Fund.
19. Projects which are not grant funded and would require increased operating costs in the General Fund, and have not been
designated as exceptions to the operating cost policy by previous City Council actions.
A- 12
INTROD UCTOR Y
BASIS OF ACCOUNTING AND BUDGETING
Accounting records for the City are maintained in accordance with methods prescribed by the State Auditor
under the authority of Washington State law, Chapter 43.09 R.C.W., and in compliance with generally
accepted accounting principles as set forth by the Governmental Accounting Standards Board.
Basis of Presentation - Fund Accounting
The accounts of the City are organized on the basis of funds and account groups. Each fund is a separate
accounting entity with a self -balancing group of accounts. There are three broad fund categories, seven
generic fund types within those categories and two account groups. A purpose and description of the fund
is provided on the fund pages in the Budget by Fund section of this budget document.
Basis of Accounting
Basis of accounting refers to when revenues, expenditures, expenses, transfers and the related assets and
liabilities are recognized and reported in the financial statements. Basis of accounting relates to the timing
of the measurements made, regardless of the measurement focus applied.
The accrual basis of accounting is used by proprietary fund types. Under this method, revenues are
recognized when earned, and expenses are recognized when incurred.
The modified accrual basis of accounting is used by governmental, expendable trust and agency funds.
Revenues and other financial resources are recognized when they become susceptible to accrual, i.e., when
the related funds become both measurable and available to finance expenditures of the current period. To
be considered "available", revenue must be collected during the current period or soon enough thereafter to
pay current liabilities.
Basis of Budgeting
The City uses the same revenue and expenditure recognition principles for budgeting as for accounting with
the exception of depreciation or amortization expenses in proprietary funds are not budgeted.
Balanced Budget
The state law prescribes a balanced budget where total expenditures and other uses not to exceed total
resources (current revenue plus beginning fund balance). The city's budget policy further requires that
expenditures not to exceed revenues. Therefore, a balanced budget for Federal Way must meet both
conditions.
Budgetary Fund Balances
Budgetary fund balance is the difference between current liability and current assets of a fund. This is the
amount available for appropriations during the budget period. It is different than the fund equity or the net
assets reported in the entity -wide financial statements as it does not include capital assets or long-term
liabilities that are not available or due within current budget period.
Scope of Budget and Fund Descriptions
Budgets are adopted for the general, special revenue, and debt service funds on the modified accrual basis
of accounting. Certain special revenue and capital project funds, however, are budgeted on a project -length
basis. For governmental funds, there are no differences between the budgetary basis and generally
accepted accounting principles. Budgets for project/grant related special revenue funds and capital project
funds are adopted at the level of the individual project and for fiscal periods that correspond to the lives of
proj ects.
Legal budgetary control is established at the fund level; i.e., expenditures for a fund may not exceed the
total appropriation amount. The Mayor may authorize transfers of appropriations within a fund, but the
City Council must approve by ordinance any increase in total fund appropriations. Any unexpended
appropriations for budgeted funds lapse at the end of the year. Appropriations for other special purpose
funds that are non -operating in nature, such as capital projects, are adopted on a "project -length" basis and,
therefore, are carried forward from year to year without re -appropriation until authorized amounts are fully
expended or the designated purpose of the fund has been accomplished.
A-13
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
The individual funds within each fund type which are included in the City's budget are listed below.
General Fund - This fund is used to account for all financial resources except those required to be
accounted for in another Fund.
Special Revenue Funds - These funds are established to account for proceeds of specific revenue sources
that are either designated by policy or are legally restricted to expenditure for specified purposes.
Street Fund Community Center Fund
Arterial Street Fund Traffic Safety Fund
Utility Tax Fund Real Estate Excise Tax Fund
Solid Waste/Recycling Fund Utility Tax Proposition 1 Fund
Special Contract/Studies Fund Community Development Block Grant Fund
Hotel/Motel Lodging Tax Fund Paths and Trails Reserve Fund
Reserve Funds — These funds are established to account for special reserves set aside to provide the
liquidity to respond to economic opportunity and future capital needs.
Strategic Reserve Fund Capital Project Reserve Fund
Debt Service Fund - This fund is to account for the accumulation of resources for, and the payment of,
general long-term debt principal and interest
Capital Project Funds - These funds account for financial resources to be used for the acquisition or
construction of major capital facilities.
Downtown Redevelopment Fund Surface Water Management Projects Fund
Municipal Facilities Fund Transportation Systems
Park Project Fund Performing Arts and Conference Center Fund
Enterprise Fund - This Fund is to account for operations that are normally financed and operated in a
manner similar to a private business enterprise where the intent of the governing body is that the costs of
providing goods and services to the general public on a continuing basis be financed or recovered primarily
through user charges.
Surface Water Management Fund Dumas Bay Centre Fund
Internal Service Funds - These Funds are established to account for the financing of goods and services
provided by one department of the governmental unit to other units on a cost reimbursement basis.
Risk Management Fund Fleet and Equipment Fund
Information Systems Fund Buildings and Furnishings Fund
Mail and Duplication Services Fund Medical Insurance Fund
Unemployment Insurance Fund
A- 14
CITYOF FEDERAL WAY201512016 PROPOSED BUDGET EXECUTIVE SUMMARY
SOURCES & USES - ALL FUNDS
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Pro'
Ado ted
Ad'usted
Pro 'ected
$Ch
%Ch
BEGINNING FUND BALANCE
$ 64,823,810
$ 71,547,865
$ 47,522,435
$ 73,919,800
$ 73,919,799
$ 60,236,119
$ 53,420,425
$ (13,683,680)
-18.5%
REVENUE:
Property Taxes
$ 9,978,143
$ 10,004,862
$ 10,022,000
$ 10,077,000
$ 10,177,000
$ 10,342,770
$ 10,611,198
$ 265,770
2.6%
Sales Tax
10,534,147
11,346,338
10,799,000
11,614,000
11,964,000
11,962,420
12,321,293
348,420
2.9%
Criminal Justice Sales Tax
1,864,991
1,992,667
1,719,000
1,913,000
2,063,000
2,123,430
2,357,007
210,430
10.2%
Utility Tax
13,083,178
12,584,292
12,361,000
12,552,000
12,552,000
12,677,790
12,677,790
125,790
1.0%
Real Estate Excise tax
1,507,315
2,034,033
1,400,000
1,800,000
1,800,000
1,900,000
1,900,000
100,000
5.6%
Other Taxes
1,518,336
1,586,747
1,385,999
1,376,000
1,376,000
1,561,000
1,566,000
185,000
13.4%
Licenses and Permits
2,501,367
2,638,016
2,156,000
2,531,000
3,331,000
2,962,000
2,962,000
431,000
12.9%
Intergovernmental
7,241,040
9,415,268
5,930,736
13,616,914
13,616,914
14,975,699
12,995,465
1,358,785
10.0%
Charges for Services
14,606,547
15,796,187
14,576,468
20,820,104
20,990,104
21,501,973
20,122,673
681,869
3.2%
Fines
3,373,366
3,295,096
1,945,000
2,570,000
2,570,000
3,287,043
3,333,282
717,043
27.9%
Miscellaneous
1,928,146
930,761
686,047
686,047
686,047
848,197
848,197
162,150
23.6%
Proprietary Fund Revenue
-
84,042
-
-
-
-
-
-
n/a
Other Financing Sources
16,887,511
32,529,924
17,895,463
44,335,437
45,338,037
16,641,642
19,110,613
(27,693,795)
-61.1%
Total Revenues
$ 85,024,089
$ 104,238,233
$ 80,876,713
$ 123,891,502
$ 126,464,102
$ 100,783,964
$ 100,805,518
$ (23,107,538)
-18.3%
EXPENDITURE:
City Council
$ 360,461
$ 372,242
$ 388,134
$ 389,913
$ 389,913
$ 367,442
$ 371,587
$ (22,471)
-5.8%
Mayor's Office
1,189,930
1,209,607
1,226,758
1,606,066
1,513,841
1,324,879
1,342,266
(281,188)
-18.6%
Municipal Court
1,421,727
1,480,301
1,608,957
1,707,213
1,707,213
1,529,125
1,557,092
(178,088)
-10.4%
Finance
833,419
854,041
907,201
999,938
999,938
908,534
941,111
(91,404)
-9.1%
City Clerk
317,626
418,556
422,099
525,356
525,356
464,325
557,590
(61,031)
-11.6%
Human Resources
348,721
395,857
452,383
541,185
541,185
400,512
409,106
(140,673)
-26.0%
Information Technology
1,696,385
1,907,034
1,931,707
2,523,946
2,523,946
2,097,458
2,601,615
(426,488)
-16.9%
Law -Civil
1,794,027
2,045,378
1,800,514
6,151,852
6,086,852
1,496,981
1,510,092
(4,654,871)
-76.5%
Law -Criminal
685,428
702,299
719,954
745,094
745,094
800,729
814,139
55,634
7.5%
Conumnity Development
3,050,873
3,583,697
2,785,764
4,042,757
3,809,598
3,604,687
3,680,117
(438,070)
-11.5%
Economic Development
155,165
111,651
130,442
364,864
260,085
208,289
208,478
(156,575)
-60.2%
Human Services
758,311
788,678
759,014
778,640
778,640
690,378
700,051
(88,262)
-11.3%
Jail Contract Costs
2,471,531
3,939,387
3,749,000
4,159,831
4,159,831
4,276,614
4,276,614
116,783
2.8%
911 Dispatch
1,637,541
1,644,106
1,787,000
1,787,000
1,787,000
1,787,000
1,787,000
0.0%
Police
21,003,188
21,606,966
21,634,970
22,966,810
22,966,810
20,036,619
20,639,769
(2,930,191)
-12.8%
Parks, Recr & Cultural Svcs
7,724,027
7,737,326
8,516,355
13,040,033
12,266,569
8,263,847
7,196,905
(4,776,186)
-38.9%
Non -Departmental
17,387,380
33,598,848
19,257,222
50,488,433
1 41,375,802
33,092,307
27,452,596
(17,396,126)
-42.0%
Public Works
15,464,292
19,470,322
18,581,425
38,681,346
37,783,571
26,249,934
30,397,252
(12,431,412)
-32.9%
Total Expenditures
$ 78,300,034
$ 101,866,297
$ 86,658,900
$ 151,500,278
$ 140,221,245
$ 107,599,659
$ 106,443,381
$ (43,900,619)
-31.3%
Changes in Fund Balance
$ 6,724,055
$ 2,371,936
$ (5,782,187)
$ (27,608,776)
$ (13,757,143)
$ (6,815,695)
$ (5,637,863)
$ 20,793,081
-151.1%
ENDING FUND BALANCE:
$ 71,547,865
$ 73,919,801
$ 41,740,249
$ 46,311,024
$ 60,162,656
$ 53,420,424
$ 47,782,562
$ 7,109,400
11.8%
i
CITYOF FEDERAL WAY201512016 PROPOSED BUDGET
OTHER FINANCING SOURCES - ALL FUNDS
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Proj
Adopted
Adjusted
Projected
$ Chg
% Chg
Transfer In - Utility Tax
$ 12,554,760
$ 13,528,772
$ 12,822,187
$ 14,392,462
$ 15,395,062
$ 10,146,533
$ 10,201,547
$ (4,245,929)
-29.5%
Transfer In - Real Estate Exciste tax
1,025,000
1,572,000
1,217,000
13,726,359
13,726,359
2,723,773
2,725,123
(11,002,586)
-80.2%
TranferIn- TrafficSafety
830,000
1,075,040
1,030,000
1,141,725
1,141,725
-
-
(1,141,725)-100.0%
Transfer In - General Fund/Street
1,781,214
2,292,921
2,311,276
4,929,432
4,929,432
2,078,336
4,153,943
(2,851,096)
-57.8%
Transfer In - CIP
235,971
226,476
82,000
6,027,433
6,027,433
100,000
100,000
(5,927,433)
-98.3%
Transfer In - Surface Water Management
230,000
238,000
246,000
246,000
246,000
1,563,000
1,900,000
1,317,000
535.4%
Transfer In - Paths and Trails
155,000
155,000
157,000
157,000
157,000
-
-
(157,000)
-100.0%
Transfer In - Risk
-
40,000
30,000
3,715,026
3,715,026
30,000
30,000
(3,685,026)
-99.2%
Transfer In - Fleet/Equip
-
507,164
-
-
-
-
-
n/a
Transfer In - Grants
22,807
25,374
n/a
Proceeds from Sale of Fixed Assets
52,758
43,517
n/a
Refunding Long Term Debt
12,825,660
n/a
Total Other Financing Sources
$ 16,887,511
$ 32,529,924
$ 17,895,463
$ 44,335,437
$ 45,338,037
$ 16,641,642
$ 19,110,613
$(27,693,795)
-62.5%
i
EXECUTIVE SUMMARY
EXPENDITURE LINE -ITEM SUMMARY - ALL FUNDS
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Prof
Adopted
Adjusted
Projected
$Chg
%Chg
Expenditures:
1XX
Salaries & Wages
$ 23,961,704
$ 23,748,123
$ 23,956,924
$ 25,468,341
$ 25,286,341
$ 27,532,148
$ 28,128,164
$ 2,063,807
8.2%
2XX
Benefits
8,448,888
9,004,776
9,686,698
10,576,155
10,166,496
10,118,280
10,559,791
(457,874)
-4.5%
3XX
Supplies
1,762,279
1,745,568
1,655,050
1,710,532
1,707,373
1,830,489
1,624,189
119,957
7.0%
4XX
Charges and Services
9,292,845
9,466,774
7,432,315
13,788,095
12,982,852
11,886,994
12,145,815
(1,901,100)
-14.6%
5XX
Intergovernmental
4,810,805
7,322,533
6,999,859
7,905,453
7,695,453
7,402,714
7,513,143
(502,739)
-6.5%
6XX
Capital Outlays
5,585,532
10,317,106
10,702,747
37,841,193
28,701,193
24,582,170
19,233,270
(13,259,023)
-46.2%
7XX
Debt Service-Princ
663,119
12,831,507
732,559
807,559
807,559
771,120
566,120
(36,439)
-4.5%
8XX
Debt Service -Interest
1,111,200
2,078,761
1,495,564
1,340,406
1,340,406
369,379
1,255,383
(971,027)
-72.4%
9XX
Internal Services
5,826,459
6,033,327
6,074,722
7,464,689
6,706,117
6,062,537
5,901,236
(1,402,152)
-20.9%
OXX
Other Financing Use
16,837,203
19,317,821
17,922,463
44,597,853
44,827,453
17,043,827
19,516,268
(27,554,026)
-61.5%
Total Expenditures:
$ 78,300,034
$ 101,866,296
$ 86,658,900
$ 151,500,275
$ 140,221,242
$ 107,599,659
$ 106,443,379
$ (43,900,616)
-313%
Salaries and Wages — The increase in salaries and wages is primarily due to adding 1.0 FTE Administrative Assistant in Mayor's
Office, 1.88 FTE to 2.50 FTE Deputy City Clerk in Clerks Office, contracted temporary help in Community Development, 1.0 FTE
Accounting Technician I in Finance, 5.0 FTE Police Officers in Police, 9% labor contract settlement approved in 2014 for 2014 and
2015, 1.0 FTE Street Systems Manager in Streets, 1.0 FTE Development Services Manager (funded by Streets and SWM), 1.0 FTE
SWM Maintenance Worker I and 1.0 FTE SWM Inspector/Technician (funded by SWM).
Charges and Services - The decrease in charges and services is primarily due to one-time items eliminated in departments.
Debt Service — The decrease in debt service is due to not having a SCORE debt service payment for 2015, only in 2016.
Other Financing Use — The decrease in Other Financing Use is primarily due to one-time transfer out for establishing Strategic
Reserve Fund, Unemployment Fund, Performing Arts and Conference Center Fund, and Capital Reserve Fund.
All Funds 2015 Proposed Revenues$100.78M
Property Taxes
other Financing 10%
Miscellaneous 4Mk Sources
1% 16%
Sales Tax
Fines 12%
3%
U Sales Tax
2%
Licenses and Permits
3%
All Funds 2015 Proposed Expenditures $107.59M
City Council
0.35% Mayor's
1.25%
Public W Muni Cour,
24.77% , � 1.44%
Finance
0.39%
Non -Departmental HR
30.48% 0.38%
IT
Law 1.98%
2.20%
Police/Jail/Dispat�
Parks 24.56% Comm Dev
7.12% 4.02%
Econ Dev
0.20%
WM
CITYOF FEDERAL WAY201512016 PROPOSED BUDGET
2015 PROPOSED BUDGET - SUMMARY OF REVENUE AND EXPENDITURES - ALL FUNDS
FUND/DEPARTMENT Beginning
Fund Balance
2015
Revenues
2015
Expenditures
Ending Fund
Balance
General Fund
City General
$ 12,065,000
$ 24,621,799
$ 7,652,304
$ 29,034,495
Council
-
367,442
(367,442)
Mayor's Office
-
1,078,793
(1,078,793)
Municipal Court
1,776,287
1,304,387
471,900
Finance
-
908,534
(908,534)
Hunan Resources
-
864,837
(864,837)
Law
1,141,322
1,158,387
(17,065)
Community Development
3,910,339
2,956,726
953,613
Economic Development
-
208,289
(208,289)
Police/Jail/911
5,271,002
22,287,658
(17,016,657)
Parks and Recreation
4,807,837
3,468,027
1,339,810
Total General Fund
12,065,000
41,528,586
42,255,385
11,338,201
Special Revenue Funds:
Street
650,000
31915,336
41065,336
500,000
Arterial Street
-
1,515,500
1,515,500
-
Utiliry Tax
2,518,148
9,814,966
10,296,533
2,036,581
Solid Waste and Recycling
183,883
474,717
470,101
188,499
Special Studies/Contract
-
-
-
-
Hotel/Motel Lodging Tax
245,300
200,300
200,300
245,300
Community Center
1,636,738
2,198,500
2,288,724
1,546,515
Traffic Safety
2,492,758
2,123,643
2,123,643
2,492,758
Real Estate Excise Tax
3,286,857
1,900,000
2,723,773
2,463,084
Utility Tax Proposition 1
1,002,600
2,868,824
2,841,965
1,029,459
Community Development Block Grant
40,715
1237 072
1237,072
40,715
Paths and Trails
14,439
164,000
178,439
Strategic Reserve
3,000,000
-
-
3,000,000
Total Special Revenue Funds
15,071 439
26 412,858
27,762,947
13,721,351
Debt Service
39,443
1,838,813
1,039,573
838,683
Total Debt Service Fund
39,443
1,838,813
1,039,573
838,683
Capital Project Funds
Downtown Redevelopment
25,459
-
-
25,459
Capital Project - Municipal Facilities
255
-
-
255
Capital Project - Parks
993,081
300,000
1,000,000
293,081
Capital Project - Surface Water Mgt
611326
3,123,000
3,123,400
610,926
Captial Project - Transportation
424,675
12,810,000
8,470,000
4,764,675
Capital Project Reserve
480,000
-
-
480,000
Performing Arts and Conference Center
8,340,000
-
8,340,000
-
Total Capital Project Funds
10,874 796
16,233,000
20,933 400
6,174 396
Enterprise Funds
Surface Water Management
3,968,141
3,850,768
5,254,931
2,563,978
Dumas Bay Centre
302,859
751,251
1,012,071
42,040
Total Enterprise Funds
4,271,001
4,602,019
6,267,001
2,606,018
Internal Service Funds
Risk Management
1949 464
924,443
924,443
1,949 464
Information Systems
3,719,348
1,973,706
1,952 457
3,740 597
Mail and Duplication
216,054
128,482
145,001
199,535
Fleet and Equipment
6,456,498
2,187,598
3,081,275
5,562,821
Building and Furnishings
1,827,872
524,414
398,354
1,953,932
Health Insurance
1,960,179
4,205,220
2,614,999
3,550,400
Unemployment Insurance
1,685,026
224,825
224,825
1,685,026
Total Internal Service Funds
17,814,441
10,168,688
9,341,354
18,641,775
Grand Total
$ 60,136,119
$ 100,783,964
$107,599,659
$ 53,320,425
A
EXECUTIVE SUMMARY
2016 PROPOSED BUDGET - SUMMARY OF REVENUE AND EXPENDITURES - ALL FUNDS
FUND/DEPARTMENT
Beginning
Fund Balance
2016
Revenues
2016
Expenditures
Ending Fund
Balance
General Fund
City General
$ 11,338,201
$ 25,569,613
$ 9,614,264
$ 27,293,550
Council
-
371,587
$ (371,587)
Mayor's Office
-
1,093,102
$ (1,093,102)
Municipal Court
1,781,679
1,326,963
$ 454,716
Finance
-
941,111
$ (941,111)
Human Resources
966,697
$ (966,697)
Law
1,146,869
1,179,363
$ (32,494)
Community Development
3,916,599
3,035,568
$ 881,031
Economic Development
-
208,478
$ (208,478)
Police/JaiV911
5,485,018
22,823,527
$ (17,338,509)
Parks and Recreation
4,810,060
3,480,680
$ 1,329,380
Total General Fund
11,338,201
42,7099838
459041,340
9,006,700
Special Revenue Funds:
Street
500,000
3,990,944
3,990,944
500,000
Arterial Street
100,000
1,515,500
1,515,500
100,000
Utility Tax
2,036,581
9,814,966
10,351,547
1,500,000
Solid Waste and Recycling
188,499
476,717
489,980
175,236
Special Studies/Contract
0
-
0
Hotel/Motel Lodging Tax
245,300
200,300
200,300
245,300
Community Center
1,546,515
2,198,500
2,199,112
1,545,903
Traffic Safety
2,492,758
2,169,882
2,169,882
2,492,758
Real Estate Excise Tax
2,463,084
1,900,000
2,725,123
1,637,961
Utility Tax Proposition 1
1,029,459
2,868,824
2,898,284
1,000,000
Community Development Block Grant
40,715
1,237,103
1,237,103
40,715
Paths and Trails
178,439
169,000
-
347,439
Strategic Reserve
3,000,000
-
-
3,000,000
Total Special Revenue Funds
13 821 351
26,541 736
27,777,775
12,585,311
Debt Service
838,683
1,721,538
1,721,538
838,683
Total Debt Service Fund
838,683
1,721,538
1,721,538
838,683
Capital Project Funds
Downtown Redevelopment
25,459
-
-
25,459
Capital Project - Municipal Facilities
255
-
-
255
Capital Project - Parks
293,081
300,000
300,000
293,081
Capital Project - Surface Water Mgt
610,926
2,110,000
2,110,400
610,526
Captial Project - Transportation
4,764,675
12,733,000
14,585,000
2,912,675
Capital Project Reserve
480,000
-
-
480,000
Performing Arts and Conference Center
-
-
-
-
Total Capital Project Funds
6,174,396
15,143,000
16,995,400
4,321,996
Enterprise Funds
Surface Water Management
2,563,978
3,930,768
5,597,727
897,019
Dumas Bay Centre
42,040
751,251
719,827
73,464
Total Enterprise Funds
2,606,018
4,682,019
6,317,554
970,483
Internal Service Funds
Risk Management
1,949,464
924,443
924,443
1,949,464
Information Systems
3,740,597
1,980,780
2,490,246
3,231,131
Mail and Duplication
199,535
128,482
111,369
216,648
Fleet and Equipment
5,562,821
2,017,798
1,824,075
5,756,545
Building and Furnishings
1,953,932
525,840
399,817
2,079,954
Health Insurance
3,550,400
4,205220
2,614,999
5,140,621
Unemployment Insurance
1,685,026
224,825
224,825
1,685,026
Total Internal Service Funds
18,641,775
10,007,388
8,589,774
20,059,389
Grand Total
$ 53,420,425
$ 100,805,519
$106,443,381
$ 47,782,562
i
CITYOF FEDERAL WAY201512016 PROPOSED BUDGET
2015 PROPOSED BUDGET - SOURCES BY FUND AND CATEGORY
2015
Taxes
Licenses and
Permits
Intergvtl
Charges for
Services
Fines and
Forfeits
Misc.
Total
Operating
Revenues
Other Fiancing
Sources
General
$ 24,589,620
$ 2,847,000
$ 1,600,427
$ 3,559,346
$ 1,163,400
$ 493,300
$ 34,253,093
$ 7,275,493
Street
1,045,000
115,000
-
202,000
-
36,000
1,398,000
2,517,336
Arterial Street
-
-
500,000
-
2,500
502,500
1,013,000
Utility Tax
9,808,966
-
-
6,000
9,814,966
-
Solid Waste and Recycling
-
172,200
302,517
-
474,717
Hotel/Motel Lodging Tax
200,000
-
-
-
300
200,300
-
Community Center
-
-
1,518,500
275,000
1,793,500
405,000
Traffic Safety
-
-
2,123,643
-
-
2,123,643
-
Real Estate Excise Tax
1,900,000
-
-
-
1,900,000
Utility Tax Proposition 1
2,868,824
-
-
-
-
2,868,824
Community Development Block Grant
-
1,237,072
-
-
1,237,072
Paths and Trails
155,000
9,000
-
164,000
-
Debt Service
-
-
-
-
1,838,813
Capital Project - Parks
-
-
-
300,000
Capital Project - Surface Water Mgt
1,560,000
1,560,000
1,563,000
Captial Project - Transportation
9,897,000
1,300,000
-
11,197,000
1,613,000
Surface Water Management
-
3,847,768
3,000
3,850,768
-
Dumas Bay Centre
627,154
8,097
635,251
116,000
Risk Management
924,443
-
924,443
-
Information Systems
1,954,706
19,000
1,973,706
Mail and Duplication
128,482
-
128,482
Fleet and Equipment
2,182,598
5,000
2,187,598
Building and Furnishings
524,414
-
524,414
Health Insurance
4,205,220
4,205,220
Unmeployment Insurance
224,825
-
224,825
-
Total
$ 40,567,410
$ 2,962,000
$17,099,342
$ 21,501,973
$1,163,400
$ 848,197
$84,142,322
$ 16,641,642
M
EXECUTIVE SUMMARY
2016 PROPOSED BUDGET - SOURCES BY FUND AND CATEGORY
2016
Taxes
Licenses and
Permits
Intergvtl
Charges for
Services
Fines and
Forfeits
Misc.
Total
Operating
Revenues
Other Fiancing
Sources
General
$ 25,450,498
$ 2,847,000
$ 1,747,162
$ 3,559,346
$ 1,163,400
$ 493,300
$ 35,260,706
$ 7,449,132
Street
1,045,000
115,000
-
202,000
-
36,000
1,398,000
2,592,943
Arterial Street
-
-
500,000
-
-
2,500
502,500
1,013,000
Utility Tax
9,808,966
-
-
-
-
6,000
9,814,966
-
Solid Waste and Recycling
-
-
172,200
304,517
-
-
476,717
Hotel/Motel Lodging Tax
200,000
-
-
-
-
300
200,300
-
Community Center
-
-
1,518,500
-
275,000
1,793,500
1 405,000
Traffic Safety
-
2,169,882
-
-
2,169,882
-
Real Estate Excise Tax
1,900,000
-
-
1,900,000
Utility Tax Proposition 1
2,868,824
-
-
-
2,868,824
Community Development Block Grant
-
1,237,103
1,237,103
Paths and Trails
160,000
9,000
-
169,000
Debt Service
-
-
-
-
1,721,538
Capital Project - Parks
-
-
-
-
300,000
Capital Project - Surface Water Mgt
-
210,000
210,000
1,900,000
CaptialProject- Transportation
-
9,120,000
9,120,000
3,613,000
Surface Water Management
-
-
3,927,768
3,000
3,930,768
-
Dumas Bay Centre
-
627,154
8,097
635,251
116,000
Risk Management
-
924,443
-
924,443
-
Information Systems
-
1,961,780
19,000
1,980,780
Mail and Duplication
-
-
-
128,482
-
-
128,482
Fleet and Equipment
-
2,012,798
5,000
2,017,798
Building and Furnishings
-
525,840
-
525,840
Health Insurance
-
4,205,220
4,205,220
Unmeployment Insurance
-
224,825
224,825
-
Total
$ 41,433,288
$ 2,962,000
$15,165,347
$ 20,122,673
$1,163,400
$ 848,197
$81,694,905
$ 19,110,613
i A
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
GENERAL AND STREET FUND CONSOLIDATED SUMMARY
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proosed - 14 Ad'
Adopted
Adjusted
Projected
$Ch
%Ch
BEGINNING FUND BALANCE
$ 12,743,853
$ 15,034,799
$ 6,376,447
$ 16,240,294
$ 16,240,294
$ 12,715,000
$ 11,838,202
$ (3,525,295)
-21.7%
REVENUE SUMMARY
Property Tax
9,978,143
10,004,862
10,022,000
10,077,000
10,177,000
10,342,770
10,611,198
265,770
2.6%
Sales Tax
10,534,147
11,346,338
10,799,000
11,614,000
11,964,000
11,962,420
12,321,293
348,420
2.9%
Criminal Justice Sales Tax
1,864,991
1,992,667
1,719,000
1,913,000
2,063,000
2,123,430
2,357,007
210,430
10.2%
Other Taxes
1,156,315
1,228,211
1,190,999
1,181,000
1,181,000
1,206,000
1,206,000
25,000
2.1%
Licenses and Permits
2,501,367
2,638,016
2,156,000
2,531,000
3,331,000
2,962,000
2,962,000
431,000
12.90/.
Intergovernmental
2,516,542
1,836,531
807,000
1,431,977
1,431,977
1,600,427
1,747,162
168,450
11.8%
Charges for Services
3,265,368
3,813,233
2,959,241
3,597,714
3,717,714
3,761,346
3,761,346
163,632
4.4%
Fines
1,112,430
1,167,076
1,115,000
1,115,000
1,115,000
1,163,400
1,163,400
48,400
4.3%
Miscellaneous
558,132
584,317
403,650
403,650
403,650
529,300
529,300
125,650
31.1%
Other Financing Sources
11,507,389
11,640,180
11,590,463
12,479,619
12,479,619
9,792,829
10,042,075
(2,686,790)
-21.5%
Total Revenues
$ 44,994,825
$ 46,251,429
$ 42,762,353
$ 46,343,960
$ 47,863,960
$ 45,443,922
$ 46,700,781
$ (900,038)
-1.9%
EXPENDITURE SUMMARY
City Council
$ 360,461
$ 372,242
$ 388,134
$ 389,913
$ 389,913
$ 367,442
$ 371,587
$ (22,471)
-5.8%
Mayor's Office
1,189,930
1,209,607
1,226,758
1,606,066
1,513,841
1,273,803
1,291,190
$ (332,264)
-21.9%
Municipal Court
1,421,727
1,480,301
1,608,957
1,707,213
1,707,213
1,304,387
1,326,963
$ (402,826)
-23.6%
Finance
833,419
854,041
907,201
999,938
999,938
908,534
941,111
$ (91,404)
-9.1%
City Clerk
317,626
418,556
422,099
525,356
525,356
464,325
557,590
$ (61,031)
-11.6%
Human Resources
348,721
395,857
452,383
541,185
541,185
400,512
409,106
$ (140,673)
-26.0%
Law -Civil
684,041
706,452
761,746
879,214
814,214
572,538
585,649
$ (306,676)
-37.7%
Law -Criminal
685,428
702,299
719,954
745,094
745,094
585,849
593,714
$ (159,245)
-21.4%
Community Development
2,133,022
2,091,550
2,209,764
2,863,861
2,630,702
2,266,348
2,335,518
$ (597,513)
-22.7%
Economic Development
155,165
111,651
130,442
364,864
260,085
208,289
208,478
$ (156,575)
-60.2%
Human Services
758,311
788,678
759,014
778,640
778,640
690,378
700,051
$ (88,262)
-11.3%
Jail Contract Costs
2,471,531
3,939,387
3,749,000
4,159,831
4,159,831
4,276,614
4,276,614
$ 116,783
2.8%
911 Dispatch
1,637,541
1,644,106
1,787,000
1,787,000
1,787,000
1,787,000
1,787,000
$ -
0.01/.
Police
20,163,802
20,304,926
20,604,970
21,200,085
21,200,085
16,224,044
16,759,913
$ (4,976,041)
-23.5%
Parks, Recr & Cultural Svcs
3,684,940
3,969,897
3,846,122
4,213,996
4,213,996
3,468,027
3,480,680
$ (745,969)
-17.7%
Non -Departmental
1,959,000
2,239,675
2,740,585
6,350,896
4,625,665
7,652,304
9,614,264
$ 1,301,408
28.1%
Public Works
3,899,212
3,816,709
4,224,501
4,954,270
4,496,495
3,870,327
3,792,855
$ (1,083,944)
-24.1%
Total Expenditures
$ 42,703,879
$ 45,045,935
$ 46,538,631
$ 54,067,423
$ 51,389,254
$ 46,320,721
$ 49,032,283
$ (7,746,702)
-15.1%
Changes in Fund Balance
$ 2,290,946
$ 1,205,494
$ (3,776,278)
$ (7,723,463)
$ (3,525,294)
$ (876,799)
$ (2,331,502)
$ 6,846,664
-194.2°/u
ENDING FUND BALANCE:
$ 15,034,799
$ 16,240,293
$ 2,600,169
$ 8,516,832
$ 12,715,001
$ 11,838,201
$ 9,506,699
$ 3,321,369
26.1%
EXECUTIVE SUMMARY
EXPENDITURE LINE -ITEM SUMMARY - GENERAL FUND
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted
Adjusted
Projected
$Chg
%Chg
Expenditures:
1XX
Salaries & Wages
$ 20,208,013
$ 20,186,841
$ 20,411,814
$ 21,636,035
$ 21,454,035
$ 20,380,387
$ 20,857,828
$ (1,255,648)
-5.9%
2XX
Benefits
6,475,515
6,750,556
7,601,628
7,966,616
7,556,957
6,877,091
7,212,322
(1,089,525)
-14.4%
3XX
Supplies
726,538
701,359
637,082
692,564
689,405
668,881
660,381
(23,683)
-3.4%
4XX
Charges and Services
3,603,902
3,882,581
3,949,875
4,954,751
4,366,972
3,499,806
3,484,806
(1,454,944)
-33.3%
5XX
Intergovernmental
4,398,738
6,500,508
6,547,416
7,389,115
7,179,115
7,063,252
7,173,681
(325,863)
-4.5%
6XX
Capital Outlays
200,456
48,756
-
44,231
44,231
150,000
-
105,769
239.1%
8XX
Debt Service-hrterest
524,980
-
-
-
-
-
-
-
n/a
9XX
Internal Services
4,782,073
5,054,412
5,052,541
6,402,508
5,643,936
5,220,781
5,103,666
(1,181,727)
-20.9%
OXX
Other Financing Use
1,783,664
1,920,921
2,338,276
4,981,601
4,454,601
2,460,521
4,539,598
(2,521,080)
-56.6%
Total Expenditures:
$ 42,703,879 S 45,045,935
$ 46,538,631
$ 54,067,420
1 $ 51,389,251
1 $ 46,320,719 S 49,032,282
$ (7,746,701)
-15.1'Yo
General and Street Fund 2015 Proposed
Revenues $45.44M
Fines Misc
Charge
Lia
F
General and Street Fund 2015 Proposed
Expenditures $46.32M
F&Ah-
Non -Departmental Public
17% --
Pa rks
8%
P D/J a i lit!
48 %
Council
1%
Mayor
2%
Muni Crt
3%
;_11m
2% lCityClerk
/- -HR 1%
Law 1%
rDeveCommunity
Development
5%
Economic
lopment
0%
Human Services
1%
J
CITYOF FEDERAL WAY201512016 PROPOSED BUDGET
CITY-WIDE POSITION INVENTORY
Department / Division
2012
Actual
2013
Actual
2014
Adopted
2014
Adjusted
2014
Projected
2015
Proposed
2016
Proposed
Subtotal City Council
4.15
4.15
4.15
4.15
4.15
4.20
4.20
Mayor's Office
Administration
3.00
3.00
3.00
5.00
5.00
6.00
6.00
Economic Development
0.50
0.50
0.50
1.00
1.00
1.00
1.00
Subtotal Mayor's Office
3.50
3.50
3.50
6.00
6.00
7.00
7.00
Subtotal Municipal Court
13.00
13.00
13.00
13.00
13.00
13.00
13.00
Human Resources
City Clerk
1.75
1.75
1.75
1.88
1.88
2.50
2.50
Human Resources
2.75
2.75
2.75
3.25
3.25
3.25
3.25
Subtotal Human Resources
4.50
4.50
4.50
5.13
5.13
5.75
5.75
Subtotal Finance
7.00
7.00
7.00
7.00
7.00
8.00
8.00
Subtotal Information Systems
7.00
6.00
6.00
6.00
6.00
7.00
7.00
Law
Civil Legal Services
4.80
4.80
4.80
4.80
4.80
4.80
4.80
Criminal Prosecution Services
6.20
7.20
7.20
7.20
7.20
7.20
7.20
Subtotal Law
11.00
12.00
12.00
12.00
12.00
12.00
12.00
Communitv and Economic Development
Administration
3.50
3.50
3.50
3.90
3.90
3.90
3.90
Planning
6.00
6.00
6.00
7.00
7.00
7.00
7.00
Building
9.00
10.00
10.00
12.00
12.00
12.00
12.00
Human Services
2.65
2.35
2.35
3.35
3.35
3.80
3.80
Subtotal Community Development
21.15
21.85
21.85
26.25
26.25
26.70
26.70
Police
Administration
3.00
3.00
3.00
3.00
3.00
3.00
3.00
Support Services
52.00
55.00
55.00
56.00
56.00
57.00
57.00
Field Operations
77.00
87.00
87.00
87.00
87.00
100.00
100.00
Subtotal Police
132.00
145.00
145.00
146.00
146.00
160.00
160.00
Park. Recreation & Cultural Services
Administration
1.35
1.35
1.35
1.80
1.80
1.80
1.80
General Recreation
5.50
5.50
5.50
5.50
5.50
5.50
5.50
Conumnity Center
13.35
13.35
13.35
13.35
13.35
11.00
11.00
Dumas Bay Centre
2.75
2.75
2.75
2.75
2.75
2.75
2.75
Park Maintenance
13.50
12.50
12.50
12.50
12.50
13.50
13.50
Subtotal Park, Recreation & Cultural Services
36.45
35.45
35.45
3590
3590
34.55
34.55
Public Works
Administration
2.20
2.25
2.25
2.25
2.25
2.75
2.75
Development Services
4.20
3.70
3.70
3.70
3.70
2.20
2.20
Traffic Services
2.35
3.85
3.85
3.85
3.85
4.35
4.35
Street Services
10.60
10.60
10.60
10.60
10.60
11.60
11.60
Emergency Management move to MO 2014
1.00
1.00
1.00
-
-
-
-
Sohd Waste/Recycling
1.70
1.70
1.70
1.70
1.70
2.20
2.20
Surface Water Management
16.40
16.35
16.35
16.35
16.35
20.40
20.40
Fleet & Equipment
0.50
0.50
0.50
0.50
0.50
0.50
0.50
Subtotal Public Works
38.95
39.95
39.95
38.95
38.95
44.00
44.00
Total Ongoing City Staffing
278.70
292.40
292.40
300.38
300.38
322.20
322.20
One -Time
1 24.00
10.501
10.50
11.50
11.50
-
-
Frozen
1 16.001
1.001
1.00
-
-
-
-
Total Authorized City Staffing
1 318.70
1 303.90
1 303.90
311.88
311.88
322.20
322.20
EXECUTIVE SUMMARY
UTILITY TAX AND REAL ESTATE EXCISE TAX ALLOCATION
2015 Utility Tax Allocation
Overlay
8%
nthor
Cts
Utility Tax Allocation 2015 2016
Projected Revenue $ 12,683,790 $ 12,683,790
Uses
General Fund:
GF Baseline Operations
7,245,493
7,419,132
Street Fund:
Street Fund Operations
368,000
368,000
Community Center:
Community Center M&O
380,000
380,000
Dumas Bay Centre
Dumas Bay Centre M&O
112,000
112,000
Capital and Debt Services:
SCORE Debt
-
909,415
Valleycomm Debt
228,800
-
Overlay
1,013,000
1,013,000
Proposition 1
2,841,965
2,898,284
Other Specified Projects / Debt Service
949,240
150,000
Total Uses
$ 13,138,498
$ 13,249,831
Projected Change in Fund Balance $ (454,708) $ (566,041)
2015 Real Estate Excise Tax
Allocation
k
pital
Community
Center Debt
30%
Trans pClP
59%
BEET Allocation 2015 2016
Projected Revenue
$ 1,900,000 $ 1,900,000
Uses
Community Center Debt 810,773 812,123
Transportation CIP 1,613,000 1,613,000
Park Capital 300,000 300,000
Total Uses $ 2,723,773 $ 2,725,123
Projected Change in Fund Balance $ (823,773) $ (825,123)
B-11
CITYOF FEDERAL WAY201512016 PROPOSED BUDGET
PROPERTY TAX LEVY AND DEMOGRAPHIC INFORMATION
$16.00
$16.14
$15.75
$13.63
Property Tax
Levy
2008
2009
2010
2011
2012
2013
2014
Change from 2013
$
City of Federal Way
$ 1.04
$ 0.97
$ 1.13
$ 1.20
$ 1.30
$ 1.42
$ 1.40
$ (0.03)
-1.8%
Federal Way School District
4.15
4.20
5.11
5.36
5.77
7.55
7.28
(0.27)
-3.6%
King County
1.21
1.10
1.29
1.34
1.42
1.54
1.52
(0.02)
-1.6%
Washington State
2.13
1.96
2.22
2.28
2.42
2.57
2.47
(0.10)
-3.8%
Port of Seattle
0.22
0.20
0.22
0.22
0.23
0.23
0.22
(0.02)
-7.7%
South King Fire and Rescue (FD #39)
1.50
1.50
1.50
1.39
1.50
1.82
1.81
(0.01)
-0.5%
Library
0.45
0.42
0.49
0.57
0.57
0.57
0.56
(0.01)
-1.0%
Emergency Medical Svcs
0.30
0.27
0.30
0.30
0.30
0.30
0.34
0.04
11.7%
Flood Zone
0.10
0.09
0.11
0.11
0.12
0.13
0.15
0.02
16.3%
Ferry* 0.06
0.05
0.00
0.00
0.00
0.00
0.00
(0.00)
-7.7%
Total Levy Rate $ 11.16
$ 10.76
$ 12.36
$ 12.77
$ 13.63
$ 16.14
$ 15.75
(0.39)
-2.4%
Federal Way % to Total Levy 9.30%
9.04%
9.15%
9.38%
9.55%
8.81%
8.87%
0.06%
0.7%
Demographic
Information
2008
2009
2010
2011
2012
2013
Change from 2012
$
Assessed Valuation (in 000's)
$ 9,825,189
$ 8,563,965
$ 8,260,355
$ 7,659,570
$ 7,142,832
$ 7,386,016
n/a
n/a
Average Homeowner Assessed Value*
298,900
328,300
271,900
264,400
213,000
187,000
(26,000)
-12.2%
City Tax on an Average Home
310
319
307
317
277
266
(11)
-4.0%
Commercial Bldg Permit Value ($000)
45,810
45,343
31,043
12,724
27,989
22,891
(5,098)
-18.2%
Residential Bldg Permit Value ($000)
17,554
13,057
19,676
19,455
29,115
33,260
4,145
14.2%
Retail Sales ($000)
1,418,316
1,252,340
1,260,915
1,277,457
1,240,333
1,344,513
104,180
8.4%
Real Estate Sales ($000)
523,131
271,176
238,104
314,439
303,819
398,870
95,051
31.3%
Land Area, Sq. Miles
23
23
23
23
23
23
-
0.0%
Population
88,040
88,578
88,760
89,370
89,460
89,718
258
0.3%
Employment
44,324
43,469
44,024
44,460
45,723
46,805
1,082
2.4%
Business License
4,603
4,776
4,659
4,717
2,700
3,277
577
21.4%
School Enrollment
21,364
21,700
21,630
21,608
20,665
21,554
889
4.3%
CPI-W/Seattle, Midyear
0.049
0.005
0.008
0.003
0.029
0.014
n/a
-51.7%
IPD/Implicit Price Deflator
4.5%
-0.8%
1.5%
2.8%
2.8%
2.8%
0.0%
0.0%
B-12
EXECUTIVE SUMMARY
2013 TAXES, FEES AND PER CAPITA REVENUE COMPARSION
(For Selected Cities)
Jurisdiction
Business License
2013
Population
Admissions
Tax
2013 Property
Tax Regular
Levy
2013 Per
Capita
Property Tax
Per Capita
2013 General
Fund Tax
Auburn
$50
64,320
2.0%
$2.10
$217
$664
Bellevue
$30
132,100
3.0%
1.05
101
616
Burien
$35
48,030
5.0%
1.60
131
329
Des Moines
$25-150
29,730
--
1.60
120
306
Federal Way
$75 new/$50 renew
$ 89,720
--
1.42
113
402
Kent
$100 new/$54 renew
120,500
5.0%
1.69
141
487
Kirkland
$50-$100
81,730
5.0%
1.80
74
483
Redmond
$90/employee
55,840
5.0%
1.73
0
536
Renton
$55/employee
95,540
5.0%
3.10
44
446
SeaTac
$35
27,310
--
3.10
146
544
Tukwila
$100-$300
19,160
5.0%
2.99
193
1,335
Average Tax Rates
$38
69,453
4.38%
$2.02
$116
$559
1. Data from the State Auditor's Office - Local Government Financial Reporting System for Selected Cities.
2. Taxes include Property Tax, Sales Tax, Criminal Justice Sales Tax, Utility Tax reported in the General Fund, and excludes
Fire/Library.
B-13
CITYOF FEDERAL WAY201512016 PROPOSED BUDGET
PER CAPITA GENERAL FUND TAX REVENUES FOR KING COUNTY CITIES
City
Population
Per Capita
Rank
Tukwila
19,160
$ 1,335
1
Hunts Point
395
1,117
2
Medina
3,000
1,043
3
Bothell
17,440
956
4
Seattle
626,6001
784
5
Woodinville
10,990
702
6
Snoquahnie
11,700
679
7
Yarrow Point
1,015
666
8
Auburn
64,320
664
9
Skykomish
195
638
10
Beaux Arts Village
2901
627
11
Bellevue
132,100
616
12
North Bend
6,020
579
13
Mercer Island
22,720
552
14
Seatac
27,310
544
15
Redmond
55,840
536
16
Algona
3,075
505
17
Enumclaw
11,100
497
18
Clyde Hill
2,980
488
19
Kent
120,500
487
20
Normandy Park
6,350
485
21
Kirkland
81,730
483
22
Issaquah
32,130
468
23
Black Diamond
4,170
450
24
Renton
95,540
446
25
Covington
18,100
445
26
Carnation
1,785
439
27
Sammamish
48,060
418
28
Shoreline
53,670
414
29
Federal Way
89,720
402
30
Duvall
7,120
382
31
Lake Forest Park
12,680
379
32
Kenmore
21,170
368
33
Pacific
6,675
362
34
Newcastle
10,640
349
35
Burien
1 48,030
329
36
Maple Valley
23,910
324
37
Des Moines
29,730
306
38
Average:
45,473
$ 559
38
Tukwila
Hunts Point
Medina
Bothell
Seattle
Woodinville
Snoquahnie
Yarrow Point
Auburn
Skykomish
Beaux Arts Village
Bellevue
North Bend
Mercer Island
Seatac
Redmond
Algona
Enumclaw
Clyde Hill
Kent
Normandy Park
Kirkland
Issaquah
Black Diamond
Renton
Covington
Carnation
Sammamish
Shoreline
Federal Way
Duvall
Lake Forest Park
Kenmore
Pacific
Newcastle
Burien
Maple Valley
Des Moines
2013 Per Capita General Fund Taxes
$- $400 $800 $1,200
Source: Local Government Financial Reporting System data from the State Auditor's Office.
30th of 38 King County Cities
Taxes include Property Tax, Sales Tax, Criminal Justice Sales Tax, Utility Taxreported in the General Fund, and excludes Fire/Library.
EXECUTIVE SUMMARY
ENDING FUND BALANCE
Composition of Estimated 2014Year-End Fund Balance
($in millions)
Unreserved, $12.1 ,
20%
Reserved for
Operations, $16.3,
27%
Replacement
Reserves, $12.2 ,
21%
Capital Projects,
$19.4,35%
Strategic/lnsurance Debt Service
Reserves, $8.6, Prefunding, $0.0,
14% 0
Fund Balance
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Pro osed - 14 Pro'
Adopted
Adjusted
Projected
$ Ch
% Ch
Unreserved Gen Govt Base
14,934,799
16,140,294
2,500,169
8,416,831
12,065,000
11,338,201
9,006,700
2,921,370
24.2%
General Fund Unreserved
$ 14,934,799
$ 16,140,294
$ 2,500,169
$ 8,416,831
$ 12,065,000
$ 11,338,201
$ 9,006,700
$ 2,921,370
24.2%
Designated/Reserved Fund Balance:
Reserved for Operations
Utility Tax
4,653,686
3,667,541
2,708,300
3,520,748
2,518,148
2,036,581
1,500,000
(1,484,167)
-58.9%
Community Center
1,197,498
1,597,512
1,309,987
1,586,738
1,636,738
1,546,515
1,545,903
(40,224)
-2.5%
Solid Waste
172,002
211,761
111,046
183,884
183,883
188,499
175,236
4,615
2.5%
Snow & Ice Removal
100,000
100,000
100,000
100,000
650,000
500,000
500,000
400,001
61.5 %
Paths & Trails
166,668
162,439
20,808
14,439
14,439
178,439
347,439
164,000
1135.8 %
Hotel / Motel Tax
102,416
227,034
-
195,300
245,300
245,300
245,300
50,000
20.4%
Real Exstate Excise Tax
-
-
3,286,857
3,286,857
2,463,084
1,637,961
(823,773)
-25.1 %
Utility Tax Proposition 1
-
-
-
1,002,600
1,029,459
1,000,000
1,029,459
102.7 %
Traffic Safety
1,975,866
2,804,483
1,055,284
2,492,758
2,492,758
2,492,758
2,492,758
-
0.0%
CDBG Grant
40,715
40,715
-
40,715
40,715
40,715
40,715
0.0%
DBC/KFTheatre
138,698
212,979
117,388
155,931
229,395
42,040
73,464
(113,892)
-49.6%
Surface Water Management
3,240,039
3,941,068
2,758,131
3,628,141
3,968,141
2,563,978
897,019
(1,064,163)
-26.8%
Capital Projects'
Overlay
79,529
159,530
159,530
(0)
100,000
100,000
100,000
100,000
100.0%
Utility Tax
-
-
-
-
-
-
-
-
n/a
Capital Projects
23,276,269
21,676,057
10,422,797
1,834,796
10,874,796
6,174,396
4,321,996
0.0%
Special Projects
502,375
357,019
-
(0)
(0)
(0)
(0)
0.0%
Replacement Reserves
-
Data Processing Equipment
3,617,260
3,792,955
3,376,530
3,719,348
3,719,348
3,740,597
3,231,131
21,249
0.6%
Copier Equipment
285,863
214,523
181,746
216,054
216,054
199,535
216,648
(16,519)
-7.6%
Fleet & Equipment
5,746,831
6,010,333
6,614,105
6,456,498
6,456,498
5,562,821
5,756,545
(893,677)
-13.8%
Building & Furnishings
1,577,132
1,710,731
1,797,408
1,827,872
1,827,872
1,953,932
2,079,954
126,060
6.9%
Debt Service Prefunding
Debt Service
4,182,345
5,248,335
3,615,236
39,443
39,443
838,683
838,683
799,240
2026.3%
Strategic/Insurance Reserves
Self Insurance Reserve
5,557,874
5,644,490
4,891,782
5,594,669
5,594,669
7,184,890
8,775,111
1,590,221
28.4%
Strategic Reserve
-
-
-
3,000,000
3,000,000
3,000,000
3,000,000
-
0.0%
Total Reserved Fund Balance
$ 56,613,066
$ 57,779,507
$ 39,240,079
$ 37,894,192
$ 48,097,655
$ 42,082,223
$ 38,775,862
$ 4,188,031
8.7%
Total Ending Fund Balance
$ 71,547,865
$ 73,919,801
$ 41,740,248
$ 46,311,023
$ 60,162,655
$ 53,420,425
$ 47,782,562
$ 7,109,402
11.8%
B-15
CITYOF FEDERAL WAY201512016 PROPOSED BUDGET
SUMMARY OF DEBT SERVICE OBLIGATIONS
Under RCW 39.36.020(2), the public may vote to approve bond issues for general government in an amount not to exceed 2.5% of the
value of all taxable property within the City. Within the 2.5% limit, the City Council may approve bond issues not to exceed 1.5% of
the City's assessed valuation. Prior to the passage of new legislation in 1994, the statutory limit on councilmanic (non -voted) debt for
general government purposes was 0.75% of assessed valuation. Another 0.75% of councilmanic debt was available only for lease -
purchase contracts (RCW 35.43.200). Now, these two components have been combined and can be used for any municipal purpose,
including using the entire 1.5% for bonds. Therefore the City's remaining debt capacity without voter approval is $85M and an
additional $73M can be accessed with voter approval. The voter approved capacity is generally referred to as unlimited tax general
obligation debt, which requires 60% voter approval and the election must have a voter turnout of at least 40% of those who voted in
the last State general election. With this vote, the voter approves additional property tax be levied above and beyond the constitutional
and statutory caps on property tax.
In addition to these general purpose debt capacity, RCW 39.36.030(4) also allow voter to approve park facilities and utility bond
issues, each limited to 2.5% of the City's assessed valuation. Therefore legally the City can issue up to a total of 7.5% of the City's
assessed valuation in bonds for $525 million. Table 1 shows the availability debt capacity for the City of Federal Way at December
31st 2013.
Table 1: COMPUTATION OF LIMITATION OF INDEBTEDNESS
December 31, 2013
General Purposes
Excess Levy
Excess Levy
Total
Councilmanic Excess Levy
Open Space
Utility
Debt
DESCRIPTION
(Limited GO) (Unlimited GO)
and Park
Purposes
Capacity
AV=
$ 7,333,627,904 (A)
1.50%
$ 110,004,419 $ (110,004,419)
2.50%
183,340,698
183,340,698
183,340,698
$550,022,093
Add:
Cash on hand for
debt redemption (B)
1,952,309 -
-
-
1,952,309
Less:
Bonds outstanding
(27,016,400)
-
-
(27,016,400)
REMAINING DEBT CAPACITY
$ 84,940,327 $ 73,336,279
$ 183,340,698 $
183,340,698
$524,958,001
GENERAL CAPACITY (C)
$ 158,276,606
(A)
Final 2014 Assessed Valuation
(B)
Debt Service Prefimding
(C)
Combined total for Councilmanic, and Excess Levy capacities.
Table 2 summarizes the City's general obligation debts outstanding at December 31 st 2013. Real Estate Excise Tax and Utility Tax
are the two primary sources to meet the City's general obligation debt services. The 2013 Community Center refunding bond is
financed by utility tax revenue. The 2000 Valley Communications are repaid with REET.
The South Correctional Entity (SCORE) consolidated correctional facility was established February 25, 2009, when an Interlocal
Agreement (the "Original Interlocal Agreement") was entered into by seven participating municipal governments, the "Member
Cities" of Auburn, Burien, Des Moines, Federal Way, Renton, SeaTac and Tukwila, under the authority of the "Interlocal Cooperation
Act" (RCW 39.34).
Financing for the acquisition, construction, equipping, and improvement of the SCORE Facility will be provided by bonds issued by
the South Correctional Entity Facility Public Development Authority (the "SCORE PDA"), a public development authority chartered
by the City of Renton pursuant to RCW 35.21.730 through 35.21.755 and secured by the full faith and credit of the Cities of Auburn,
Burien, Federal Way, Renton, SeaTac, and Tukwila (the "Owner Cities"). The SCORE PDA issued $86 million in special obligation
bonds in 2009 to carry out the facility development project.
i
EXECUTIVE SUMMARY
The proposed budget does not anticipate issuing any new debt in 2015 or 2016.
Table 2: SUMMARY OF OUTSTANDING BONDS
Description
Purpose
Date of
Issue
Final
Maturity
Interest
Rates (%)
Net Interest
Cost (NIC)
Amount
Issued
Bond Rating
@ issuance
12/31/13
Balance
Principal Payment
2014
2015
G.O. Bonds
Valley Communications
(911 dispatch) Center
Building and Equipment
03/05/10
12/1/2015
3.0 - 4.0
3.5000%
$ 1,065,000
Al
$ 432,000
$212,000
$ 220,000
G.O. Bonds
Refund
Community Center 2013
12/01/13
12/1/2039
2.67
2.6700%
12,415,000
Aa3
12,250,000
445,000
455,000
G.O. Bonds
SCORE
11/04/09
1/1/2039
3.00-6.62
1 6.3320%
14,659,950
Al/AA
14,334,400
331,500
338,300
TOTAL GENERAL OBLIGATION DEBT
$ 28,139,950
$ 27,016,400
$ 988,500
$ 1,013,300
Public Works Trust Fund Loan: The City borrowed a $1.55 million loan in 1994 and an additional $1.86 million in 2000 at 1% for 20
years from the State's Public Works Trust Fund (PWTF) to finance specific surface water improvement projects. The PWTF is a
revolving loan account managed by the State to provide below market rate financing for health and safety related public works
improvement projects through a competitive application process. These loans are the obligation of the Surface Water Utility and
backed by the rates collected from users thus not considered as the City's general obligation debts nor are they subject to the limitation
of indebtedness calculation. Table 3 shows debt service to maturity for all obligations by type of obligation, including the Public
Works Trust Fund Loans.
Table 3: PROJECTED DEBT SERVICE REQUIREMINTS TO MATURITY
Year
G. O. Bonds Public Works Trust Fun
Total
Principal
Interest
Principal
Interest
Principal
Interest
2014
988,500
963,809
182,359
6,630
1,170,859
970,438
2015
1,013,300
936,160
96,120
4,806
1,109,420
940,966
2016
821,050
900,488
96,120
3,845
917,170
904,333
2017
849,650
871,727
96,120
2,884
945,770
874,610
2018
880,800
842,784
96,120
1,922
976,920
844,707
2019
907,700
815,215
96,120
961
1,003,820
816,176
2020
935,450
786,795
-
-
935,450
786,795
2021
969,050
753,830
969,050
753,830
2022
1,015,300
713,328
1,015,300
713,328
2023
1,056,450
673,852
1,056,450
673,852
2024
1,092,600
642,404
1,092,600
642,404
2025
1,125,450
608,703
1,125,450
608,703
2026
1,160,850
571,949
1,160,850
571,949
2027
1,207,100
533,952
1,207,100
533,952
2028
1,249,200
491,050
1,249,200
491,050
2029
1,292,150
446,609
-
-
1,292,150
446,609
2030
1,345,950
400,202
-
-
1,345,950
400,202
2031
1,397,300
351,443
-
-
1,397,300
351,443
2032
1,448,650
300,030
-
-
1,448,650
300,030
2033
1,506,700
245,877
-
-
1,506,700
245,877
2034
711,450
189,109
-
-
711,450
189,109
2035
742,050
157,856
-
-
742,050
157,856
2036
773,500
125,269
-
-
773,500
125,269
2037
806,650
91,292
-
-
806,650
91,292
2038
841,500
55,854
-
-
-
841,500
878,050
55,854
18,880
2039
878,050
1 18,880
-
Total
$ 27,016,400
1 $13,488,464
1 $ 662,957
$ 21,048
$ 27,679,357
$13,509,512
B-17
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
This page intentionally left blank
EXECUTIVE SUMMARY
Miscellaneous
1%
LONG RANGE FINANCIAL PLAN
2014 Adjusted Revenues $123.89M
Property Taxes
8%
Permits
2%
REET
1%
All Funds 2015 Proposed Revenues $100.78M
Property Taxes
Other Financing 10%
Miscellaneous Sources
1% 16% Sales Ta
Fines 12%
3% �GSalTax
2%%
Charges forservices Utility
21% 13%
REET
Intgvtl 2%
15% Other Taxes
2%
Lice nses a nd Permits
3%
The City's fiscal policy requires the City to prepare long range projections (LRP) for six years beyond current
budget period. The projection extends current operations to the future to see if the services are sustainable and the
magnitude of, if any, future financing gaps. This glimpse into the future allows the City to proactively plan and
implement corrective measures over time to avoid sudden drastic changes in service levels or in revenue/tax
policies. In addition, the City's fiscal policy requires the city to balance its on -going services with on -going
revenues. The City utilizes a five-year trend to project for future sources/uses; however the City also takes into
consideration the current economic climate to adjust these trends accordingly.
The following sections will provide an overview of the government -operating environment, highlights of
significant changes in the 2015/16 budget conditions, and the assumptions used in developing this budget and
future projections.
The current outlook of the national economy has continued to grow but slower in 2013 versus 2012 as measured by
real GDP. With unemployment rates remaining high at 7.4% in 2013; a decrease from 8.1% in 2012; many
Americans' have remained jobless. At the national level, personal consumption expenditure, exports,
manufacturing, and housing starts were an upturn for the 2013 economy. The state's jobless rate tracked closely
with the national averaging during the same period.
During 2013 Ben Bernanke and Federal Reserved held a steady pace of quantitative easing until the end of 2013
when they announced tapering of the asset buyback program from $85 billion per month to $75 billion per month.
Tapering effectively reduces the amount of currency pushed out to the market for banks to lend.
During 2013, U.S. domestic crude oil production reached its highest level in 24 years. U.S. oil and gas production
has contributed to relatively stable global crude prices during 2013. The west coast experienced narrow gasoline
price ranges during 2013 than in previous years, with a high -low spread of 74 cents in Seattle.
Other factors in 2013 that affected the United States economy negatively are the "debt limit crisis" and
"government shut down". According to most experts, the potential negative consequence of a debit -limit debacle
CITY OF FEDERAL WAY201512016 PROPOSED BUDGET
are much greater and far reaching than that of a shutdown — particularly given that risk of a government default that
would jeopardize the full faith and credit of the United States.
Like the rest of the nation, the Washington state economy is still dealing with a severely damaged economy.
However, during 2013, Washington State leads the nation on a real per capital income basis, 1.9% versus 1.5%
respectively.
The Puget Sound region, however, is doing better than the rest of the country, employment growing 2.9% over the
year compared to 1.45% for the nation. The employment growth is reflective of population growth in the Puget
Sound region versus the nation.
Despite the lift from Boeing during past years, the regional economy is poised for a sustained growth rate into
2014. Foreclosures in Washington State experienced a 13% increase from 2012 to 2013 while the U.S. experienced
a decrease of 26% from 2012 to 2013.
Staff will closely monitor and assess economic impacts experienced at the federal, state and local level to anticipate
any negative impact on critical City resources.
Out of the City's $46M General Fund operating budget, taxes accounts for 56% of the revenues. Net overall tax
revenues have increased up over the last several years. Gambling tax and utilities tax revenues have declined
contributing to the net overall tax revenue increase starting in 2014.
Considering all these factors, we continued to approach 2015/16 revenue projection with optimism. The City is
proceeding with caution, so that it is not overly susceptible to any local economy slump, but the City has also seen
an increase in revenue sources sales tax, real estate excise tax, and permit fees; which presumes an upturn in the
local economy. Assumptions and factors impacting major city revenues are discussed below. Staff will closely
monitor and assess economic impacts experienced around our state and within our local economy to anticipate any
negative impact on critical city revenues.
Operating revenues and expenditures projection is an integral part of planning the City's future financial strategy.
Revenues are projected conservatively using a five year trend and adjusted accordingly for current economic
condition, recent activity and anticipated activity. The City's three major tax revenues are projected to increase
minimally: property tax is projected to grow by 1% per year as authorized by state statute; sales tax is activity is
projected to increase by 3.0% in each year of 2015 and 2016; utility tax is projected to increase by 1.0% in 2015
and 2016. Expenditures projections are based on prior year spending with adjustments for projected items such as
increase/decrease in contract costs and salary/benefits.
Overall City operating revenues, including other financing sources and intergovernmental grants, are projected at
$100.78M for 2015 and $100.81 M for 2016.
Operating expenditures, including normal debt services total $107.6M and $106AM for 2015 and 2016,
respectively. This is a $43.9M or 31.3% decrease from 2014 projected estimate. The net decrease is mainly due to
one- time transfer out entries eliminated, capital costs eliminated until carry -forward of capital projects, elimination
of one-time contracts, and addition of new positions within departments.
EXECUTIVE SUMMARY
2014 Adjusted Revenues $46.34M
Misc
1%I
Fines C
2� Fin
Charges for ` So
Services \
8%
Intgvtl--' NEW
3%
Licenses and—/
Permits
5%
2015 Proposed Revenue
$45.44M
Fines Misc
3%1 1%
Charges for
Services _
8%
(ntgvtl
4%
Licenses
and Permits
6%
Other
Financing
Sources
\2%
Taxes
56%
Of all the funds, the General and Street Funds are the two funds accounting for general city services that are
primarily supported by taxes. Taxes is by far the most significant source, accounts for 56% of the General & Street
Fund operating revenues. The major revenue sources that account for taxes are Property Tax, Sales Tax, and
Criminal Justice Sales Tax. Economic development continues to be a priority of the City, and therefore we have
seen an increase in our projected taxes from 2014 to 2015.
Tax revenues provide approximately 56% of the City's General/Street Fund operating revenues. They include
Sales Tax at 26%, Property Tax at 23%, Criminal Justice Sales Tax at 5%, and others at 2%.
SALES TAX (RCW 82.14)
The City of Federal Way has a local sales and use tax rate of up to 1% to fund general government programs. Of
this total 15% is provided to King County per state law. Currently the City imposes both the basic 0.5% and the
optional 0.5% sales and use tax. This tax is imposed on personal and business purchases of tangible property. The
retails sales tax is also assessed on some services such as repairs and construction. Revenues are accounted for in
the General Fund.
Sales tax is the largest single revenue source for the City of Federal Way representing 34% of General Fund
revenue and Street Fund Revenue. It is anticipated to generate $12.OM in 2014 and is projected to grow 3.0% per
year in 2015 and 2016, then grow 3.5% per year in 2017 to 2020.
B-21
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
Year
Sales Tax
Chg Over Prior Year
$
%
2009 Actual
$
10,583,298
$
1,560,978
-12.9%
2010 Actual
$
10,708,951
$
125,653
1.2%
2011 Actual
$
10,858,381
$
149,430
1.4%
2012 Actual
$
10,586,000
$
272,381
-2.5%
2013 Actual
$
11,346,338
$
760,338
7.2%
2014 Pro'
$
11,614,000
$
267,662
2.4%
2015 Pro
$
11,962,420
$
348,420
3.0%
2016 Prop
$
12,321,293
$
358,873
3.0%
2017 Est
$
12,752,538
$
431,245
3.5%
2018Est
$
13,198,877
$
446,339
3.5%
2019 Est
$
13,660,838
$
461,961
3.5%
2020 Est
$
14,138,967
$
478,129
3.5%
Criminal Justice Sales Tax (RCW 82.14.340)
Past & Projected Sales Tax
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
Ng Np~ N Np~ N N N N
Criminal Justice Sales Tax is a local option sales tax of 0.10 percent that is collected in addition to retail sales tax
and use taxes by the Department of Revenue. Ten percent of the money is distributed to the county in which the tax
was collected. The remainder of the moneys (ninety percent) is then distributed to the county (for unincorporated
areas) and cities within the county based on population as last determined by the Office of Financial
Management. Because it employs a more diverse tax base and different distribution formula than regular sales
taxes, this source is more stable and is projected at a rate of 11.0 percent in 2015/2016 and annually through 2020 at
1 %.
Year
Criminal Justice
Sales Tax
Chg Over Prior Year
$
%
2009 Actual
$
1,743,893
$ 307,631
-15.0%
2010 Actual
$
1,701,120
$ (42,773)
-2.5%
2011 Actual
$
1,795,971
$ 94,851
5.6%
2012 Actual
$
1,864,991
$ 69,020
3.8%
2013 Actual
$
1,992,667
$ 127,676
6.8%
2014 Pro'
$
1,913,000
$ 79,66
-4.0%
2015 Prop
$
2,123,430
$ 210,430
11.0%
2016 Pro
$
2,357,007
$ 233,577
11.0%
2017 Est
$
2,380,577
$ 23,570
1.0%
2018 Est
$
2,404,383
$ 23,806
1.0%
2019 Est
$
2,428,427
1 $ 24,044
1.00X
2020 Est
$
2,452,711
1 $ 24,284
1.0%
Legislative History
Past & Projected Criminal Justice Sales Tax
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
ro ro ro ro ro o� ooQ 5
Q C Q Q G '�; b N
g o ti N� o
ti ti
Noo No~ No~ No~ No~ N �V No N N N N
The authority for cities and counties to collect sales tax initially granted in 1970 at 0.5%, applicable to all retail
sales of tangible properties. This statute further provides that counties, in addition to collecting 0.5% sales tax from
the unincorporated areas, receive 15% of the taxes collected from incorporated areas within a county. An
additional 0.5% of local option sales tax was added in 1982, of which counties can receive 15% of this additional
sales tax collected in each city, if it has imposed this optional tax in the unincorporated areas (which King County
does). Therefore, the maximum effective city rate in King County is 0.85%, less an administrative fee that the
Department of Revenue keeps to defray the cost of administering the sales tax program.
B-22
EXECUTIVE SUMMARY
During the 1995, 1996, and 1997 legislative sessions, the legislative passed bills that created new sales tax
exemptions. In 1995, machinery and equipment used by a manufacturer or a processor directly in a manufacturing
operation were made exempt from the sales tax. The labor and services used to install the equipment was also made
exempt. The exemptions were extended in 1996 to charges for maintaining and repairing the machinery and
equipment and replacing equipment. Equipment used in research and development, not just in manufacturing
operations, was included. Legislation in 1997 provided a rebate of the state portion of the sales tax for large
warehouses and grain elevators, but the cities' share of the tax was not affected.
In 1995, the State Legislature granted King County the authority to impose an additional 0.5 percent sales tax
(effective l/1/96) on food and beverages sold by restaurants, taverns, and bars (bringing the current total sales tax
rate for these establishments to 9.5 percent). This additional tax revenue is distributed to a Baseball Stadium Fund
to pay the debt service on a professional baseball stadium. This tax expired on October 1, 2011.
In November 2000, King County voters approved a 0.2 percent increase in the general sales tax rate to partially
restore transit funding lost when the motor vehicle excise tax was repealed by the passage of Initiative 695 (and
then by the state legislature).
As of July 1, 2003, an additional 0.3 percent sales tax was imposed by the state legislature on vehicle sales and
leases to fund transportation improvements.
Effective April 1, 2007 sales and use tax within all of King County increased one -tenth of one percent (.001) to be
used for transportation purposes.
Effective April 1, 2008 sales and use tax within all of King County increased one -tenth of one percent (.001) to be
used for chemical dependency or mental health treatment services.
Effective April 1, 2009, sales and use tax within all of King County increased half of one percent (0.50) to a total of
nine -tenths of one percent (.009) for Regional Transit Authority (RTA) tax.
Currently, most retail activities in the City are subject to a 9.5% sales tax.
For every $1.00 collected for sales tax, the City receives less than 10% or nine cent.
THE Z \ITUD S'I'.YI'E.S 0V
8 H G
H 3607848 4kol ,v,
�i ,
:,
`-�
Agency
Tax Rate
State
6.50%
King County Metro Transit
0.90%
City of Federal Way
0.85%
King County Mental Health
0.10%
King County Sales Tax
0.15%
Criminal Justice Tax
0.10%
Sound Transit
0.40%
Regional Transit Authority
0.50%
Subtotal Sales Tax Rate
9.50%
PROPERTY TAX (RCW 84.52)
Property tax is the second largest revenue source for Federal Way and is deposited into the General Fund for
general governmental operations. The City's property tax levy amount is subject to a number of limitations in the
state statute:
1. The $1.60 Levy Cap:
The state constitution establishes the maximum regular property tax levy for all taxing districts combined at
1 %, or $10 per $1000 market value of the property. This cap is further divided by the RCW to the various
taxing districts, with the maximum regular property tax levy for most cities at $3.375 per thousand dollars
B-23
CITY OF FEDERAL WAY201512016 PROPOSED BUDGET
assessed valuation (AV). Cities with the Firemen's Pension Fund can levy an additional $0.225 per
thousand dollars AV, resulting in a maximum levy of $3.60 per thousand dollars AV.
For cities that have their own fire department and/or library, unlike Federal Way, the combined total levies
for the City and special districts cannot exceed $3.60 per thousand dollars AV. The amount the City could
levy is reduced by what the library district and the fire district are levying. The library and fire districts
each have a maximum allowed rate of $0.50 and $1.50 respectively. If both levy the maximum amount, the
City can only levy up to $1.60. If one or both of the special districts are not levying the maximum amount,
the City's portion could exceed $1.60, but must reduce its levy by the same amount if the library or fire
district raises its levy in the future; so that the combined total is never above $3.60. Currently, the Fire
District 39 and the Library District are both levying at their maximum amount; therefore the City's
maximum levy rate is $1.60.
This levy cap can be exceeded (excess levy) with voter approval. Depending on its purpose, if the levy
were to be used for operational and maintenance purposes (O & M levy), the voters' approval is only good
for a year. If the additional levy is for capital purposes, the approval does not have to have a time limit;
however, one is normally given based on the expected life of the bonds.
2. The 106 percent lid and other limits in property tax growth rates:
Before 1997, a taxing district could increase the property tax levy amount annually by 6% (for a total of
106% of the amount levied in the previous year), up to the applicable levy cap. This growth rate limit was
established in 1973 as the legislature responded to people's concerns that property taxes were rising too fast
with the real estate boom.
Initiative 747 (approved by voters in 2001) further lowered the limit to the lesser of 1% or inflation.
Property tax growth resulted from new construction; changes in value of state -assessed utility property, and
newly annexed property (collectively referred to as new construction") are exempted from the lid/limit
factor and may be added to the tax levy. The growth limit can be "lifted" by voters. A "lid lift" vote
requires a simple majority voter approval, and the amount is added to the levy base for future years.
Most properties in Federal Way are taxed at $15.7471 per $1,000 AV in 2014, of which the City receives
approximately 9% or $1.40 per $1,000 AV.
1I C r �T�Z�Xi 5i
=
U_
.. i,j��.��fi
{{
`School
,..
tL
. . r
" 4'
Therefore, for each $1.00 in property tax paid, only 8.87¢ is available for City services. The remaining goes to the
Federal Way School District (46.240), King County (9.63¢), the State (15.690), the library, port, ferry, and flood
control districts (5.93¢ combined), and local Fire Department/Emergency Medical Services (13.640).
The following tables show the City's past and projected property tax. New construction is also added to the 1%
levy limit, which fluctuates between 0.3% and 1.5%. Another factor affecting the actual property tax collection is
delinquent taxes. Future property tax is projected conservatively at 1.0%.
EXECUTIVE SUMMARY
Year
Property Tax
Chg Over Prior Year
$
%
2009 Actual
$
9,443,649
$ 230,337
2.5%
2010 Actual
$
9,614,187
$ 170,538
1.8%
2011 Actual
$
9,672,887
$ 58,700
0.6%
2012Actual
$
9,978,143
$ 305,256
3.2%
2013 Actual
$
10,004,862
$ 26,719
0.3%
2014Proj
$
10,077,000
$ 72,138
0.7%
2015 Pro
$
10,342,770
$ 265,770
2.6%
2016 Pro
$
10,611,198
$ 268,428
2.6%
2017 Est
$
10,717,310
$ 640,310
1.0%
2018 Est
$
10,824,483
$ 481,713
1.0%
2019 Est
$
10,932,728
$ 321,530
1.0%
2020 Est
$
11,042,055
$ 10%327
1.0%
UTILITY TAXES
Past & Projected Property Tax
$11,500,000
$11,000,000
$10,500,000
$10,000,000
$9,500,000
$9,000,000
$8,500,000
ro ro ro ro roo� oR oQ w� �y Wy W�
ci
q O N N r�) O� O`h pb NOti NOti NOti N
N� Np~ NOS IN N N N
Cities and towns in Washington State are authorized to levy a business and occupation tax (RCW 35.22.280(32)) on
public utility businesses based on revenues they generate within the city or town, known as a utility tax. The rate of
taxes for electric, phone, and natural gas utilities are limited to 6% (RCW 35.21.870) without voter approval. No
limitation on tax rates on other public utilities.
The City first instituted a 1.37% utility tax on telephone, electric, natural gas, cable, surface water, and solid waste
utilities in 1995; raising it to 5% in 1996, 6% in 2003, and 7.75% in 2007. Each time the tax is designated for a
specific capital investment program and its associated maintenance & operations.
Year
Utility Tax
Cbg Over Prior Year
$
%
2009 Actual
$ 14,074,390
$
595,727
4.4%
2010Actual
$ 12,910,763
$
(1,163,627)
-8.3%
2011 Actual
$ 13,095,011
$
184,248
1.4%
2012 Actual
$ 13,083,178
$
11,833
-0.1%
2013 Actual
$ 12,584,292
$
498,886
-3.8%
2014 Pro'
$ 12,552,000
$
32,292
-0.3%
2015 Pro
$ 12,677,790
$
125,790
1.00/0
2016 Pro
$ 12,677,790
$
-
0.00/0
2017 Est
$ 12,804,568
$
126,778
1.00/0
2018 Est
$ 12,932,614
$
128,046
1.0%
2019 Est
$ 13,061,940
1 $
129,326
1.0%
2020 Est
$ 13,192,559
1 $
130,619
1.0%
Past & Projected Utility Tax
$14,500,000
$14,000,000
$13,500,000
$13,000,000
$12,500,000
$12,000,000
$11,500,000
ro ro ro ro ro o� 04 011; 5 5 5
q o ti N ^� p� O�h ob NO~ NO~ NO~ NON
NOO NO'~ Np'1 Np', Np'1 N N N
The 1% utility tax increase in 2003 is for funding Federal Way Community Center Debt Service, Operations and
Capital Reserves. The 1.75% increase in 2007 was approved by Federal way voters at the November 2006 general
election to fund a Police and Community Safety Improvement initiative consisting of 24.5 FTEs police,
prosecution, court, code enforcement, parks maintenance, and related support functions.
B-25
CITY OF FEDERAL WAY201512016 PROPOSED BUDGET
Utility tax is a general purpose revenue source receipted into the special revenue Utility Tax Fund and transferred
into the appropriate capital project, debt service, and/or operating funds as designated. Allocation of the total
7.75% utility tax rate is as follows:
1.00% Dedicate/Project Specific Programs
2.001/o General Fund Baseline Operations
1.001/o Federal Way Community Center Debt Service, Operations and Capital Reserves
1.00% Arterial Streets Overlay
1.00% Tranportation Capital Projects
6.00% Total Non -Voter Approved
1.75% Voter -Approved for Police and Comniunity Safety Improvement Programs
7.75% Total Utility Tax Rate
The table below shows utility tax collections by type for the last two biennium and the 2015/16 proposed..
Year/Type
Flectricity
Gas
Solid Waste
Cable
Phone
Pager
Cellular
Storm Drainage
Total
2009
4,789,077
2,141,172
733,342
1,369,086
1,183,098
561
3,072,933
263,669
13,552,938
%ofTotalUtax
35%
16%
5%
10%
9%
0%
23%
2%
100%
PriorYrChg -$
$ 92,199
$ 100,703
$ (36,013)
$ 104
$ (73,716)
$ 13
$ (11,123)
$ 2,108
$ 74,275
Prior Yr Chg - %
2.0%
4.9%
-4.7%
0.01/0
-5.9%
2.4%
-0.4%
0.8%
0.6%
2010
4,724,423
1,695,800
792,528
1,430,146
1,166,495
1,480
2,835,782
264,109
12,910,763
% ofTotal Utax
37%
13%
6%
11%
9%
0%
22%
2%
100%
Prior Yr Chg - $
$ (64,654)
$ (445,372)
$ 59,186
$ 61,060
$ (16,603)
$ 919
$ (237,151)
$ 440
$ (642,175)
Prior Yr Chg - %
-1.4%
-20.8%
8.1%
4.5%
-1.41/.
163.8%
-7.7%
0.2%
-4.7%
2011
4,904,374
1,960,363
782,974
1,437,075
1,061,756
435
2,685,006
263,028
13,095,011
%ofTotalUtax
37%
15%
6%
11%
8%
0%
21%
2%
1000/0
PriorYrChg -$
$ 179,951
$ 264,563
$ (9,554)
$ 6,929
$ (104,739)
$ (1,045)
$ (150,776)
$ (1,081)
$ 184,248
Prior Yr Chg - %
3.8%
15.6%
-1.2%
0.5%
-9.00/.
-70.6%
-5.3%
-0.4%
1.4%
2012
5,138,171
1,774,917
824,847
1,475,992
1,032,783
435
2,578,894
284,154
13,110,193
% ofTotal Utax
39%
14%
6%
11%
8%
0%
20%
2%
1000/0
PriorYrChg -$
$ 233,797
$ (185,446)
$ 41,873
$ 38,917
$ (28,973)
$ -
$ (106,112)
$ 21,126
$ 15,182
Prior Yr Chg - %
4.8%
-9.5%
5.3%
2.7%
-2.7%
U%
-4.0%
8.0%
0.1%
2013
4,846,244
1,710,484
880,226
1,550,750
935,778
1,216
2,419,752
265,385
12,609,835
%ofTotalUtax
38%
14%
7%
12%
7%
1 01/0
19%
2%
100%
Prior Yr Chg - $
$ (291,927)
$ (64,433)
$ 55,379
$ 74,758
$ (97,005)
$ 781
$ (159,142)
$ (18,769)
$ (500,358)
Prior Yr Chg - %
-5.7%
-3.6%
6.7%
5.1%
-9.41/o
179.5%
-6.2%
-6.6%
-3.8%
2014 Proj.
4,751,000
1 1,734,000
862,000
1,488,000
958,000
-
2,515,000
271,000
12,579,000
% of Total Utax
38%
14%
7%
12%
8%
0%
20%
2%
1001/o
Prior Yr Chg - $
$ (95,244)
$ 23,516
$ (18,226)
$ (62,750)
$ 22,222
$ (1,216)
$ 95,248
$ 5,615
$ (30,835)
Prior Yr Chg - %
-2.0%
1.41%
-2.1%
-4.0%
2.4%
-100.0%
3.9%
2.1%
-0.2%
2015 Prop
4,798,510
1,751,340
870,620
1,502,880
967,580
2,540,150
273,710
12,704,790
% of Total Utax
38%
1 14%
7%
12%
8%
0%
20%
2%
100%
Prior Yr Chg - $
$ 47,510
$ 17,340
$ 8,620
$ 14,880
$ 9,580
$
$ 25,150
$ 2,710
$ 125,790
Prior Yr Chg - %
1.0%
1.0%
1.0%
1.0%
1.0%
n/a
1.0%
1.0%
1.0%
2016 Prop
4,798,510
1,751,340
870,620
1,502,880
967,580
2,540,150
273,710
12,704,790
%ofTotalUtax
38%
14%
7%
12%
1 8%
0%
20%
2%
100%
Prior Yr Chg - $
$ -
$ -
$ -
$ -
$ -
$
$ -
$ -
$ -
Prior Yr Chg - %
1 0.0%
1 0.0%
0.0%
0.0%
0.0%
n/a
0.0%
0.0%
0.0%
* This table is net of utility tax rebate.
Between 2012 actual and 2013 actual we received less revenue primarily to the decrease in Electricity mainly due
to less consumption. The projected increase in 2015/2016 is a 1% increase over 2014.
i
EXECUTIVE SUMMARY
REAL ESTATE EXCISE TAX (REET)
The State of Washington is authorized to levy a real estate excise tax on all sales of real estate (measured by the full
selling price, including the amount of any liens, mortgages and other debts given to secure the purchase) at a rate of
1.28 percent. A locally -imposed tax is also authorized. All cities and counties may levy a quarter percent tax
(described as "the first quarter percent of the real estate excise tax" or "BEET 1" ). Cities and counties planning
under the Growth Management Act (GMA) have the authority to levy a second quarter percent tax (REET 2). The
statute further specifies that if a county is required to plan under GMA or if a city is located in such a county, the
tax may be levied by a vote of the legislative body. If, however, the county chooses to plan under GMA, the tax
must be approved by a majority of the voters.
Year
REET
Chg Over Prior Year
$
%
2009Actual
$ 1,428,985
$ (1,161,325)
-44.8%
2010 Actual
$ 1,403,361
$ 25,624
-1.8%
2011 Actual
$ 1,560,394
$ 157,033
11.2%
2012 Actual
$ 1,507,315
$ (53,079)
-3.4%
2013 Actual
$ 2,034,033
$ 526,718
34.90%
2014Proj
$ 1,800,000
$ (234,033)
-11.5%
2015 Prop
$ 1,900,000
$ 100,000
5.6%
2016 Pro
$ 1,900,000
$ -
0.0%
2017Est
$ 1,919,000
$ 19,000
1.00/0
2018 Est
$ 1,938,190
$ 19,190
1.00%
2019Est
$ 1,957,572
$ 19,382
1.0%
2020 Est
$ 1,977,148
$ 19,576
1.00/0
REET 1 RCW 82.46.010:
Past & Projected Real Estate Excise Tax
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$
ro ro ro ro ro o� Ds, Ds, e 5 h 5
q o ti N ^� p� ptih ob Noti Noti Noti NON
Ng Np~ Nam~ Np^ Np~ N N N
Initially authorized in 1982, cities and counties can use the receipts of REET 1 for all capital purposes. An
amendment in 1992 states that cities and counties with a population of 5,000 or more planning under the GMA
must spend REET 1 receipts solely on capital projects that are listed in the capital facilities plan element of their
comprehensive plan. Capital projects are: public works projects of a local government for planning, acquisition,
construction, reconstruction, repair; replacement, rehabilitation, or improvement of streets; roads; highways;
sidewalks; street and road lighting systems; traffic signals; bridges; domestic water systems; storm and sanitary
sewer systems; parks; recreational facilities; law enforcement facilities; fire protection facilities; trails; libraries;
administrative and judicial facilities.
Receipts pledged to debt retirement prior to April 1992 and/or spent prior to June 1992 are grandfathered from this
restriction.
REET 2 RCW 82.46.035:
The second quarter percent of the real estate excise tax (authorized in 1990) provides funding for cities and counties
to finance capital improvements required to occur concurrently with growth under the Growth Management Act.
An amendment in 1992 defines the "capital project" as:
Public works projects of a local government for planning, acquisition, construction, reconstruction, repair,
replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road lighting
systems, traffic signals, bridges, domestic water systems, storm and sanitary sewer systems, and planning,
construction, reconstruction, repair, rehabilitation, or improvement ofparks.
Because of this amendment, acquisition of park land is no longer a permitted use of REET 2 after March 1 1992.
As a newly incorporated city, Federal Way enacted both quarter percents of the REET in 1990 and pledged both
portions for long term bonds used for the acquisition and improvement of various parks and municipal facility
projects prior to the 1992 amendments.
CITY OF FEDERAL WAY201512016 PROPOSED BUDGET
The super active real estate market, particularly in income property arena, raised REET revenues to new heights in
2005 through 2007. However, the market bottomed out at the end of 2008 and was slow to pick up even through
2012, but the City is seeing an increase in Real Estate Excise Tax revenue in 2013 and 2014.. The projected
revenue of $1.9 million in 2015/2016 is based on actual collections over the last two years.
GAMBLING EXCISE TAX
The City levied gambling taxes at their maximum allowed level on all activities: 5% for bingo and raffles, 2% for
amusement games, 5% for punchboards and pull -tabs, and 20% for card rooms (RCW 9.46.110) prior to 2010.
Gambling taxes were amended from 5% to 3% on June 1, 2010 for punchboards/pull-tabs and from 20% to 10% for
card rooms on August 1, 2010. Revenues from these activities are required to be used primarily for the purpose of
gambling enforcement (RCW 9.46.113). Case law has clarified that "primarily" means "first be used" for gambling
law enforcement purposes to the extent necessary for that city. The remaining funds may be used for any general
government purpose. The City receipts Gambling Tax in the General Fund and identifies the revenue as law
enforcement resources.
Year
Gambling
Tax
Chg Over Prior Year
$
%
2009 Actual
$ 1,127,204
$
(132,579)
-10.5%
2010 Actual
$ 493,485
$
633,719
-56.2%
2011 Actual
$ 511,005
$
17,520
3.6%
2012 Actual
$ 120,239
$
(390,766)
-76.5%
2013 Actual
$ 178,696
$
58,457
48.6%
2014 Pro'
$ 145,000
$
(33,696)
-18.9%
2015 Prop
$ 145,000
$
-
0.0%
2016 Pro
$ 145,000
$
-
0.0%
2017 Est
$ 146,450
$
1,450
1.0%
2018 Est
$ 147,915
$
1,465
1.0%
2019 Est
$ 149,394
$
1,479
1.0%
2020 Est
$ 150,888
1 $
1,494
1.0%
Past & Projected Gambling Tax
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
ro ro m ro rood o� oQ Wh wy Wy w�
q o ti. N M o� p'�h ob Noti Noti N NON
Ng No~ Np~ N�ti Nam~ N N N
The State Legislature began allowing the operation of "enhanced card room" or mini -casinos on non -tribal land on
a pilot basis in 1997; regulations were adopted allowing them on a permanent basis in the spring of 2000. Over the
past five years, mini -casinos have proliferated throughout the state and have become a significant source of tax
revenue in jurisdictions where gambling activities are allowed. The permission of non -tribal casinos has stimulated
a wave of new and/or expansion of tribal casinos as well. The increased competition eliminated some unprofitable
card rooms in the City and gambling tax revenue has declined substantially since its peak in 2001. The smoking -
ban passed by Washington State voters in 2005 prohibits smoking within 25 feet of all public places has had a
negative impact on non -tribal gambling establishments. The new law, effective December 2005, impacted gambling
tax activities in 2006 but affects did not carry on into 2007. Gambling tax decreased starting in 2008 due to the
economic climate. The City's only card room closed mid -year in 2010, re -opened starting in October 2010, and
closed again in January of 2012. The estimates for 2014 year-end and beyond are based on conservative methods
and do not include the re -opening of the card room.
EXECUTIVE SUMMARY
LODGING TAx (RCW 67.28)
Most cities in King County may levy a 1 % Lodging Tax on overnight
stays at hotels, motels, rooming houses, campgrounds, RV parks and
similar facilities for continuous periods of less than one month. The
total tax paid on overnight lodging in King County by visitors at a
facility with 60 or more rooms is 12.4%, and 9.8% for less than 60
rooms, including the 1 % City Lodging Tax.
The City enacted its tax in 1999 to fund tourism promotion programs.
The programs are accounted for in Hotel/Motel Lodging Tax Fund
with projected revenues of $200K per year in 2015 and 2016. Future
tax revenue is projected to at 1%t.
Year
Hotel/Motel
Lodging Tax
Chg Over Prior Year
$
%
2009Actual
$ 154,148
$ 34,685
-18.4%
2010 Actual
$ 149,058
$ 5,090
-3.3%
2011 Actual
$ 185,289
$ 36,232
24.3%
2012 Actual
$ 193,344
$ 8,055
4.3%
2013 Actual
$ 208,839
$ 15,495
8.0%
2014 Proj
$ 195,000
$ 13,839
-6.6%
2015 Pro
$ 200,000
$ 5,000
2.6%
2016 Prop
200,000
$ -
0.0%
2017 Est
$ 202,000
$ 2,000
1.0%
2018 Est
$ 204,020
$ 2,020
1.0%
2019 Est
$ 206,060
$ 2,040
1.0%
2020 Est
$ 208,121
$ 2,061
1.0%
LEASEHOLD TAX (RCW 82.29)
Agency
Tax Rate
State
6.50%
King County Metro Transit
0.90%
City of Federal Way
0.85%
King County Mental Health
0.10%
King County Sales Tax
0.15%
Criminal Justice Tax
0.10%
Sound Transit
0.40%
Regional Transit Authority
0.50%
Subtotal Sales Tax Rate
9.50%
Convention Center Tax
2.80%
Stadium Tax
2.00%
State Sales Tax Credit
-2.00%
City Lodging Tax
1.00%
Total Tax on Lodging
13.30%
Past & Projected Hotel/Motel Lodging Tax
$250,000
$200,000
$150,000
$100,000
$50,000
$-
ro ro ro ro ro of o'Q o'Q wy wy W� Wy
Np Np~ Np� Np� Np� N N N
In addition to the above, the City also receives a minimal amount of revenue from the 4% leasehold tax (RCW
82.29A.) on lease income from private business activities on tax-exempt properties, in -lieu -of property tax. The
total rate on leasehold tax is 12.84%. Cities and counties can collectively levy up to 6% of this total. The
maximum county and city rates are 6% and 4%, respectively, and the county must give a credit for any city tax.
Therefore, if a city is levying its 4%, the county receives only 2%. The City receives approximately $6,000 a year
from this tax and uses it for general operations purposes.
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
FRANCHISE FEE
Franchise fees are charges levied on private utilities for their use of City streets and other public properties to place
utility infrastructure and to recoup City costs of administering franchise agreements. The franchise fees on light,
natural gas, and telephone utilities are limited by statute to the actual administrative expenses incurred by the City
directly related to receiving and approving permits, licenses, or franchisees. Cable TV franchise fees are governed
by the Federal Cable Communications Policy Act of 1994 and are negotiated with cable companies for an amount
not to exceed 5% of gross revenues, which is the primary source of the City's franchise fee revenue. The table
below shows past and projected cable franchise fees. Revenue is proposed at $1M for 2015 and 2016. Thereafter,
revenue is projected at a 1% rate through 2020.
Year
Franchise
Fees
Chg Over Prior Year
$
%
2009 Actual
$
950,213
$ 17,02
-1.8%
2010 Actual
$
980,891
$ 30,678
3.2%
2011 Actual
$
988,948
$ 8,057
0.8%
2012 Actual
$
1,004,026
$ 15,078
1.5%
2013 Actual
$
1,049,177
$ 45,151
4.5%
2014 Pro'
$
1,041,000
$ 8,17
-0.8%
2015 Prop
$
1,050,000
$ 9,000
0.9%
2016 Prop
$
1,050,000
$ -
0.0%
2017 Est
$
1,060,500
$ 10,500
1.0%
2018 Est
$
1,071,105
$ 10,605
1.0%
2019 Est
$
1,081,816
$ 10,711
1.0%
2020 Est
$
1,092,634
$ 10,818
1.0%
Past & Projected Franchise Fees
$1,150,000
$1,100,000
$1,050,000
$1,000,000
$950,000
$900,000
$850,000
ro ro ro RIMM,
W41 VQ
� � Co 40' FU ti h b o~ oti oti oN
Ng Noti Noti Noti Noti ti N No N N N N
State -shared revenues are from taxes and fees collected by the State and disbursed to municipalities based on
population or other criteria. The source of these shared revenues include: fuel tax (tax on gasoline consumption),
liquor sales profit and excise tax, DUI impact and criminal justice distribution.
Past and projected state shared revenue in the General & Street Fund are as follows:
Year
State Shared
Revenue
Chg Over Prior Year
$
%
2009 Actual
$
2,450,957
$
16,226
0.7%
2010 Actual
$
2,538,462
$
87,505
3.6%
2011 Actual
$
2,399,140
$
(139,322)
-5.5%
2012 Actual
$
2,375,024
$
(24,116)
-1.0%
2013 Actual
$
2,153,143
$
(221,881)
-9.3%
2014 Pro'
$
2,171,000
$
17,857
0.8%
2015 Prop
$
2,321,000
$
150,000
6.9%
2016 Prop
2,321,000
$
-
0.0%
2017 Est
$
2,331,450
$
10,450
0.5%
2018 Est
$
2,342,005
$
10,555
0.5%
2019 Est
$
2,352,665
$
10,660
0.5%
2020 Est
$
2,363,431
1 $
10,767
0.5%
Past & Projected State Shared Revenue
$2,600,000
$2,500,000
$2,400,000
$2,300,000
$2,200,000
$2,100,000
$2,0001000
$1,900,000
ro ro ro ro Wy w� Wy 4�
R
Q Q 7 Q' Q ti ti¢ b� �� �� p�q pN
opq 0� o~ otiN oti N NO NO N N N N
N N N N N
EXECUTIVE SUMMARY
Additionally, the City receives state shared revenues (fuel) tax in the Arterial Streets Fund, Paths & Trails Fund and
Transportation CIP Fund. Past and projected revenues are as follows:
Year
State Shared
Revenue
Chg Over Prior Year
$
%
2009 Actual
$ 835,328
$
(30,356)
-3.5%
2010 Actual
$ 835,697
$
369
0.0%
2011 Actual
$ 809,611
$
(26,086)
-3.1%
2012 Actual
$ 802,934
$
6,67
-0.8%
2013 Actual
$ 808,707
$
5,773
0.7%
2014 Pro'
$ 805,000
$
3,70
-0.5%
2015 Prop
$ 829,000
$
24,000
3.0%
2016 Prop
$ 829,000
$
-
0.0%
2017 Est
$ 837,290
$
8,290
1.0%
2018 Est
$ 845,663
$
8,373
1.0%
2019 Est
$ 854,120
$
8,457
1.0%
2020 Est
R 862,661
$
8,541
1.0%
Past & Projected Fuel Tax
Non-General/Street Fund
$870,000
$860,000
$850,000
$840,000
$830,000
$820,000
$810,000
$800,000
$790,000
$780000
$770:000
~ ~ ~ ro CV
u o 0 0 o R n ro g o
pq O ti N ^� o� o�h ob Noti Noti Noti NoN
The charge for services is revenues generated from services provided to the general public (including recreation
fees, building permit, land use fee, and surface water fees).
SURFACE WATER MANAGEMENT FEES
The Surface Water Management (SWM) fund manages surface water run-off accounts for the City's only utility
operation. The fees are based on the impervious surface area, including right-of-way. Single-family households
pay a fixed rate per household amount. The projected SWM fees for 2015/2016 are roughly $3.9M per year.
Current year surface water management fees fund current year operating expenditures, including debt service
payments on public works trust fund loan. The SWM operating fund is estimated to transfer $1.56M and $1.90M
in 2015 and 2016 respectively to support SWM related capital projects.
B-31
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
RECREATION FEES
Recreation fees include revenue from general parks and recreation, community center and the retreat center.
General parks and recreation fees include programs such as youth and adult athletics, aerobics and fitness classes,
aquatic programs, and special interest leisure classes like art, outdoor recreation and dance. Many of these
programs take place at the community center with related program revenue accounted for in the General Fund.
General parks and recreation fees are projected to increase by 1% each year through 2020.
Year
General Parks
& Rec Fees
Chg Over Prior Year
$
%
2009 Actual
$
802,278
$ 27,035
3.5%
2010 Actual
$
913,831
$ 111,553
13.9%
2011 Actual
$
956,607
$ 42,776
4.7%
2012 Actual
$
942,005
$ (14,602)
-1.5%
2013 Actual
$
987,018
$ 45,013
4.8%
2014 Pro'
$
961,465
$ 25,553
-2.6%
2015 Prop
961,465
$ -
0.00/0
2016 Prop
961,465
$ -
0.00/0
2017 Est
$
971,080
$ 9,615
1.00/0
2018 Est
$
980,790
$ 9,711
1.00/0
2019 Est
$
990,598
1 $ 9,808
1.00/0
2020 Est
$
1,000,504
1 $ 29,425
1.00/0
Past & Projected General Parks & Rec Fees
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
ro ro
ti ti O O O O
N�q NOO Noti No~N tio~M Np NO No �V N N �V
The Federal Way Community Center opened in March of 2007 and includes programs such as aquatics, fitness
training, pool rentals, birthday parties, events and wedding rentals. The revenues from these programs are
accounted for in the Federal Way Community Center Fund, a special revenue fund supported by user fees and a
designated utility tax transfer. Community center recreation fees are projected to increase by 1% each year through
2020.
Year
Federal Way
Cornamnity Ctr
Chg Over Prior Year
$
%
2009 Actual
$ 1,485,185
$
103,466
7.5%
2010 Actual
$ 1,582,548
$
97,363
6.6%
2011 Actual
$ 1,602,183
$
19,635
1.2%
2012 Actual
$ 1,738,039
$
135,856
8.5%
2013 Actual
$ 1,796,064
$
58,025
3.3%
2014 Pro'
$ 1,618,500
$
177,564
-9.9%
2015 Pro
$ 1,793,500
$
175,000
10.8%
2016 Pro
$ 1,793,500
$
-
0.0%
2017 Est
$ 1,811,435
$
17,935
1.0%
2018 Est
$ 1,829,549
$
18,114
1.0%
2019 Est
$ 1,847,845
$
18,295
1.0%
2020 Est
$ 1,866,323
$
18,478
1.0%
Past & Projected FWCC Recreation Fees
$2,000,000
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400000
$200:000
ro ro ro ro ro o� o� 04 5 � � 5
4;; o
Oq o ti N ^T o"' p~h pb No~ No~ Not yof V
Np N01 NO~ Np~ Np~ N N nI
The facility rentals at Dumas Bay Centre are proposed at $635K for 2015 and 2016. Program revenues are
estimated to increase by 1 % each year through 2020.
The Dumas Bay Centre Fund will continue to receive $112K in each year in utility tax subsidy for 2015 and 2016
to cover the cost of the management contract for the theatre. The remaining balance of the utility tax transfer is
used to offset any operating deficits of the retreat center as well as providing a source for both regular and deferred
repairs and maintenance. The facility is also used for Parks General Recreation programming.
B-32
EXECUTIVE SUMMARY
PERMITS AND DEVELOPMENT FEE
Community & Economic Development Permits and Fees include building, mechanical, electrical and plumbing
permit fees, zoning fees and plan check fees. The majority of these fees are payable at the time the permit is issued.
The revenues are deposited in the General Fund to offset building and planning service costs. The rates and
policies regarding this fee are detailed in the International Building Code, which is revisited every three years in
order to update all fees and policies.
Year
CED
Permits & Fees
Chg Over Prior Year
$
%
2009Actual
$ 1,191,205
$ 190,011
-13.8%
2010 Actual
$ 1,265,652
$ 74,447
6.2%
2011 Actual
$ 1,066,043
$ (199,609)
-15.8%
2012 Actual
$ 1,020,724
$ 45,319
-4.3%
2013 Actual
$ 1,124,369
$ 103,645
10.2%
2014 Pro j
$ 1,079,000
$ 45,369
-4.0%
2015 Prop
$ 1,439,000
$ 360,000
33.4%
2016 Pro
$ 1,439,000
$ -
0.00/0
2017 Est
$ 1,453,390
$ 14,390
1.00/0
2018 Est
$ 1,467,924
$ 14,534
1.00/0
2019 Est
$ 1,482,603
$ 14,679
1.00/0
2020 Est
$ 1,497,429
$ 14,826
1.0%
Past & Projected CED Permits & Fees
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
q O ti N '� o~ O� 01 no No No No
N N ti N N
Public Works permits and development fees include right-of-way permits, plan review fees, inspection fees,
transportation concurrency fees and traffic impact fees. The revenues are deposited in the Street Fund to offset
service costs.
Year
Pw
Permits & Fees
Cahg Over Prior Year
$
%
2009 Actual
$
355,329
$ 106,323)
-23.0%
2010 Actual
$
328,455
$ (26,874)
-7.6%
2011 Actual
$
359,994
$ 31,539
9.6%
2012 Actual
$
314,830
$ (45,164)
-12.5%
2013 Actual
$
300,537
$ 14,293
-4.5%
2014 Pro'
$
317,000
$ 16,463
5.5%
2015 Pro
$
317,000
$ -
0.0%
2016 Pro
$
317,000
$ -
0.0%
2017 Est
$
320,170
$ 3,170
1.0%
2018 Est
$
323,372
$ 3,202
1.0%
2019 Est
$
326,605
$ 3,234
1.0%
2020 Est
$
329,871
$ 3,266
1.0%
Past & Projected PW Permits & Fees
$370,000
$360,000
$350,000
$340,000
$330,000
$320,000
$310,000
$300,000
$290,000
$280:000
$2705000
q o ti N ^� o� o�� ob� Noti Nora Noq NoNo
B-33
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
FINES AND FORFEITURES
The Municipal Court of the City of Federal Way is an inferior court (a court subject to the jurisdiction of another
court known as the superior court, or a higher court) with exclusive original criminal jurisdiction of all violations of
City laws. It also has the original jurisdiction of all other actions brought to enforce or recover license penalties or
forfeitures declared or given by such city laws or by any state statutes. The Court also exercises all powers granted
by Chapter 6 of said Justice Court and other Inferior Court Reorganization Law (Chapter 299, laws of 1964).
Year
Court Fines
& Forfeitures
Chg Over Prior Year
$
%
2009 Actual
$
1,547,204
$
39,835
2.6%
2010 Actual
$
1,558,931
$
11,727
0.8%
2011 Actual
$
1,484,953
$
(73,978)
-4.7%
2012Actual
$
1,112,430
$
372,523
-25.1%
2013 Actual
$
1,167,076
$
54,646
4.9%
2014 Pro'
$
1,115,000
$
52,076)
-4.5%
2015 Pro
$
1,163,400
$
48,400
4.3%
2016 Pro
$
1,163,400
$
-
0.0%
2017 Est
$
1,175,034
$
11,634
1.0%
2018 Est
$
1,186,784
$
11,750
1.0%
2019 Est
$
1,198,652
$
11,868
1.00/0
2020 Est
$
1,210,639
$
11,987
1.0%
Past & Projected Fines & Forfeitures
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
q o ti N '''� p� O~ ob Noti 'V Noti NON
NOS Np~ NOS Np1 NO~ N N �l
The City began operating its municipal court in January 2000. Fines and forfeitures are accounted for in the
General Fund and do not include red light photo violations which are accounted for in the Traffic Safety Fund.
The 2014 year-end projected fines and forfeitures is $1.11 million and is 4.5% below 2013's actual revenues. The
decrease is due to lower filings for traffic infractions and parking infractions. Revenues are proposed at $1.16M
annually for 2015 and 2016. Thereafter, revenue is projected at 1.0% through 2020..
OTHER MISCELLANEOUS
Miscellaneous revenues include interest income, cellular tower site leases, passport processing fees, etc. Most of
the investment earnings are in reserve accounts, debt service prefunding reserves, and capital project funds.
EXECUTIVE SUMMARY
GENERAL AND STREET FUND LONG RANGE PLAN
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
2017
Projected
2018
Projected
2019
Projected
2020
Projected
Ado ted
Adjusted
Projected
BEGINNING FUND BALANCE
$ 12,743,853
$ 15,034,799
$ 6,376,447
$ 16,240,294
$ 16,240,294
$ 12,715,000
$ 11,838,202
$ 9,506,699
$ 9,518,466
$ 9,551,840
$ 9,607,146
REVENUESUMMARY.
Property Tax
9,978,143
10,004,862
10,022,000
10,077,000
10,177,000
10,342,770
10,611,198
10,717,310
10,824,483
10,932,728
11,042,055
Sales Tax
10,534,147
11,346,338
10,799,000
11,614,000
11,964,000
11,962,420
12,321,293
12,752,538
13,198,877
13,660,838
14,138,967
Criminal Justice Sales Tax
1,864,991
1,992,667
1,719,000
1,913,000
2,063,000
2,123,430
2,357,007
2,380,577
2,404,383
2,428,427
2,452,711
Other Taxes
1,156,315
1,228,211
1,190,999
1,181,000
1,181,000
1,206,000
1,206,000
1,218,060
1,230,241
1,242,543
1,254,968
Licenses and Permits
2,501,367
2,638,016
2,156,000
2,531,000
3,331,000
2,962,000
2,962,000
2,991,620
3,021,536
3,051,752
3,082,269
Intergovernmental
2,516,542
1,836,531
807,000
1,431,977
1,431,977
1,600,427
1,747,162
1,593,335
1,609,268
1,625,361
1,641,614
Charges for Services
3,265,368
3,813,233
2,959,241
3,597,714
3,717,714
3,761,346
3,761,346
3,798,959
3,836,949
3,875,319
3,914,072
Fines
1,112,430
1,167,076
1,115,000
1,115,000
1,115,000
1,163,400
1,163,400
1,175,034
1,186,784
1,198,652
1,210,639
Miscellaneous
558,132
584,317
403,650
403,650
403,650
529,300
529,300
534,593
539,939
545,338
550,792
Other Financing Sources
11,507,389
11,640,180
11,590,463
12,479,619
12,479,619
9,792,829
10,042,075
10,142,496
10,243,921
10,346,360
10,449,824
Total Revenues
$ 44,994,825
$ 46,251,429
$ 42,762,353
$ 46,343,960
$ 47,863,960
$ 45,443,922
$ 46,700,781
$ 46,996,490
$ 47,466,455
$ 47,941,119
$ 48,420,530
EXPENDITURE SUMMARY:
City Council
$ 360,461
$ 372,242
$ 388,134
$ 389,913
$ 389,913
$ 367,442
$ 371,587
$ 375,303
$ 379,056
$ 382,847
$ 386,675
Mayor's Office
1,189,930
1,209,607
1,226,758
1,606,066
1,513,841
1,273,803
1,291,190
1,304,102
1,317,143
1,330,315
1,343,618
Municipal Court
1,421,727
1,480,301
1,608,957
1,707,213
1,707,213
1,304,387
1,326,963
1,340,233
1,353,635
1,367,171
1,380,843
Finance
833,419
854,041
907,201
999,938
999,938
908,534
941,111
950,522
960,027
969,627
979,323
City Clerk
317,626
418,556
422,099
525,356
525,356
464,325
557,590
563,166
568,798
574,486
580,231
Human Resources
348,721
395,857
452,383
541,185
541,185
400,512
409,106
413,197
417,329
421,502
425,718
Law -Civil
684,041
706,452
761,746
879,214
814,214
572,538
585,649
591,506
597,421
603,395
609,429
Law -Criminal
685,428
702,299
719,954
745,094
745,094
585,849
593,714
599,651
605,647
611,704
617,821
Community Development
2,133,022
2,091,550
2,209,764
2,863,861
2,630,702
2,266,348
2,335,518
2,258,873
2,281,462
2,304,276
2,327,319
Economic Development
155,165
111,651
130,442
364,864
260,085
208,289
208,478
210,563
212,668
214,795
216,943
Human Services
758,311
788,678
759,014
778,640
778,640
690,378
700,051
707,051
714,122
721,263
728,476
Jail Contract Costs
2,471,531
3,939,387
3,749,000
4,159,831
4,159,831
4,276,614
4,276,614
4,297,997
4,319,487
4,341,084
4,362,790
911 Dispatch
1,637,541
1,644,106
1,787,000
1,787,000
1,787,000
1,787,000
1,787,000
1,804,870
1,822,919
1,841,148
1,859,559
Police
20,163,802
20,304,926
20,604,970
21,200,085
21,200,085
16,224,044
16,759,913
16,902,512
17,071,537
17,242,253
17,414,675
Parks, Recr & Cultural Svcs
3,684,940
3,969,897
3,846,122
4,213,996
4,213,996
3,468,027
3,480,680
3,511,987
3,547,107
3,582,578
3,618,404
Non -Departmental
1,959,000
2,239,675
2,740,585
6,350,896
4,625,665
7,652,304
9,614,264
7,322,407
7,395,631
7,469,587
7,544,283
Public Works
3,899,212
3,816,709
4,224,501
4,954,270
4,496,495
3,870,327
3,792,855
3,830,784
3,869,092
3,907,783
3,946,861
Total Expenditures
$ 42,703,879
$ 45,045,935
$ 46,538,631
$ 54,067,423
$ 51,389,254
$ 46,320,721
$ 49,032,283
$ 46,984,723
$ 47,433,080
$ 47,885,814
$ 48,342,966
Changes in Fund Balance
$ 2,290,946
$ 1,205,494
$ (3,776,278)
$ (7,723,463)
$ (3,525,294)
$ (876,799)
$ (2,331,502)
$ 11,767
1 $ 33,374
1 $ 55,306
$ 77,564
ENDING FUND BALANCE.:
$ 15,034,799
$ 16,240,293
$ 2,600,169
1 $ 8,516,832
1 $ 12,715,001
$ 11,838,201
1 $ 9,506,699
1 $ 9,518,466
1 $ 9,551,840
1 $ 9,607,146
$ 9,684,710
B-35
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
ALL FUNDS LONG RANGE PLAN
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
2017
Projected
2018
Projected
2019
Projected
2020
Projected
Adopted
Adjusted
Projected
BEGINNING FUND BALANCE
$ 64,823,810
$ 71,547,865
$ 47,522,435
$ 73,919,800
$ 73,919,799
$ 60,236,119
$ 53,420,425
$ 47,782,562
$ 47,089,776
$ 46,323,555
$ 46,516,513
OPERATING REVENUE:
Property Taxes
$ 9,978,143
$ 10,004,862
$ 10,022,000
$ 10,077,000
$ 10,177,000
$ 10,342,770
$ 10,611,198
10,717,310
10,824,483
10,932,728
11,042,055
Sales Tax
10,534,147
11,346,338
10,799,000
11,614,000
11,964,000
11,962,420
12,321,293
12,752,538
13,198,877
13,660,838
14,138,967
Criminal Justice Sales Tax
1,864,991
11992,667
11719,000
1,913,000
2,063,000
2,123,430
2,357,007
2,380,577
2,404,383
2,428,427
2,452,711
Utility Tax
13,083,178
12,584,292
12,361,000
12,552,000
12,552,000
12,677,790
12,677,790
12,804,568
12,932,614
13,061,940
13,192,559
Real Estate Excise tax
1,507,315
2,034,033
1,400,000
1,800,000
11800,000
11900,000
11900,000
11919,000
1,938,190
1,957,572
1,977,148
Other Taxes
1,518,336
1,586,747
1,385,999
1,376,000
1,376,000
1,561,000
1,566,000
1,581,660
1,597,477
1,613,451
1,629,586
Licenses and Permits
2,501,367
2,638,016
2,156,000
2,531,000
3,331,000
2,962,000
2,962,000
2,991,620
3,021,536
3,051,752
3,082,269
Intergovernmental
7,241,040
9,415,268
5,930,736
13,616,914
13,616,914
14,975,699
12,995,465
8,125,420
8,206,674
8,288,741
8,371,628
Charges for Services
14,606,547
15,796,187
14,576,468
20,820,104
20,990,104
21,501,973
20,122,673
20,323,900
20,527,139
20,732,410
20,939,734
Fines
3,373,366
3,295,096
1,945,000
2,570,000
2,570,000
3,287,043
3,333,282
3,366,615
3,400,281
3,434,284
3,468,627
Miscellaneous
1,928,146
930,761
686,047
686,047
686,047
848,197
848,197
856,679
865,246
873,898
882,637
Proprietary Fund Revenue
-
84,042
-
-
-
-
-
-
-
-
-
Other Financing Sources
16,887,511
32,529,924
17,895,463
44,335,437
45,338,037
16,641,642
19,110,613
16,808,058
16,976,139
17,145,900
17,317,359
Total Revenues
$ 85,024,089
$ 104,238,233
$ 80,876,713
$ 123,891,502
$ 126,464,102
$ 100,783,964
$ 100,805,518
$ 94,627,945
$ 95,893,038
$ 97,181,940
$ 98,495,280
OPERATING EXPENDITURE:
City Council
$ 360,461
$ 372,242
$ 388,134
$ 389,913
$ 389,913
$ 367,442
$ 371,587
375,303
379,056
382,847
386,675
Mayor's Office
1,189,930
1,209,607
1,226,758
1,606,066
1,513,841
1,324,879
1,342,266
1,355,689
1,369,246
1,382,938
1,396,768
Municipal Court
1,421,727
1,480,301
1,608,957
1,707,213
1,707,213
1,529,125
1,557,092
1,572,663
1,588,390
1,604,274
1,620,316
Finance
833,419
854,041
907,201
999,938
999,938
908,534
941,111
950,522
960,027
969,627
979,323
City Clerk
317,626
418,556
422,099
525,356
525,356
464,325
557,590
563,166
568,798
574,486
580,231
Human Resources
348,721
395,857
452,383
541,185
541,185
400,512
409,106
413,197
417,329
421,502
425,718
Information Technology
1,696,385
1,907,034
1,931,707
2,523,946
2,523,946
2,097,458
2,601,615
2,084,902
2,105,751
2,126,809
2,148,077
Law -Civil
1,794,027
2,045,378
1,800,514
6,151,852
6,086,852
1,496,981
1,510,092
1,525,193
1,540,445
1,555,850
1,571,408
Law -Criminal
685,428
702,299
719,954
745,094
745,094
800,729
814,139
822,280
830,503
838,808
847,196
Community Development
3,050,873
3,583,697
2,785,764
4,042,757
3,809,598
3,604,687
3,680,117
3,716,919
3,754,088
3,791,629
3,829,545
Economic Development
155,165
111,651
130,442
364,864
260,085
208,289
208,478
210,563
212,668
214,795
216,943
Human Services
758,311
788,678
759,014
778,640
778,640
690,378
700,051
707,051
714,122
721,263
728,476
Jail Contract Costs
2,471,531
3,939,387
3,749,000
4,159,831
4,159,831
4,276,614
4,276,614
4,297,997
4,319,487
4,341,084
4,362,790
911 Dispatch
1,637,541
1,644,106
1,787,000
1,787,000
1,787,000
1,787,000
1,787,000
1,804,870
1,822,919
1,841,148
1,859,559
Police
21,003,188
21,606,966
21,634,970
22,966,810
22,966,810
20,036,619
20,639,769
20,236,985
20,846,166
20,439,355
21,054,628
Parks, Recr & Cultural Svcs
7,724,027
7,737,326
8,516,355
13,040,033
12,266,569
8,263,847
7,196,905
7,243,874
7,316,313
7,389,476
7,463,370
Non -Departmental
17,387,380
33,598,848
19,257,222
50,488,433
41,375,802
33,092,307
27,452,596
27,727,122
28,004,393
28,284,437
28,567,281
Public Works
15,464,292
19,470,322
18,581,425
38,681,346
37,783,571
26,249,934
30,397,252
19,712,434
19,909,558
20,108,654
20,309,740
Total Expenditures
$ 78,300,034
$ 101,866,297
$ 86,658,900
$ 151,500,278
$ 140,221,245
$ 107,599,659
$ 106,443,381
$ 95,320,731
$ 96,659,259
$ 96,988,981
$ 98,348,045
Changes in Fund Balance
$ 6,724,055
$ 2,371,936
$ (5,782,187)
$ (27,608,776)
$ (13,757,143)
$ (6,815,695)
$ (5,637,863)
$ (692,786)
$ (766,222)
$ 192,959
$ 147,235
ENDING FUND BALANCE:
$ 71,547,865
$ 73,919,801
$ 41,740,249
$ 46,311,024
$ 60,162,656
$ 53,420,424
$ 47,782,562
$ 47,089,776
$ 46,323,555
$ 46,516,513
$ 46,663,748
i 0
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
INDEX
DEPARTMENTS
Page
Mayor's Office.............................................................................................................................................C1-C18
CityCouncil................................................................................................................................................C19-C22
CommunityDevelopment...........................................................................................................................
C23-C40
Finance.......................................................................................................................................................
C41-C44
Law.............................................................................................................................................................
C45-054
MunicipalCourt ..........................................................................................................................................
C55-059
NonDepartmental.......................................................................................................................................
C60
Parks...........................................................................................................................................................
C61-C82
Police..........................................................................................................................................................
C83-C94
PublicWorks..............................................................................................................................................
C95-C 117
OPERATING BUDGET
------------------------- Citizens
Municipal Mayor Council
------------------
Court
Chief of Staff
Court
Administrator
F- Economic
Development Public Information
Government Affairs
Police I Law
Department
Civil
Management
Human
Resources
City
Clerk
Information
Technology
Finance Public
Works
Criminal
Executive Assistant
i
to Mayor
Executive Assistant ;
to Council
Administrative
Assistant
Parks Community
Development
Enforcement
C-1
CITY OF FEDERAL WAY201512016 PROPOSED BUDGET
MAYOR'S OFFICE DEPARTMENT OVERVIEW
Responsible Manager: Mayor Jim Ferrell
2013/2014 ACCOMPLISHMENTS
MAYOR'S OFFICE
■ Implemented key downtown development initiatives, including
➢ Performing arts and conference center, groundbreaking, July 2014
➢ Opened the City's first downtown park, Town Square Park, July 2014
➢ Opened downtown Police Department substation May, 2014
■ Prevented closure of local King County Public Health clinic, preserving maternity and nutrition services to 13.700 low-
income women and their children.
■ Organized Mayor's Blue Ribbon Panel analyze and issue findings on financial viability of performing arts and conference
center
■ Secured State funding of $2 million for performing arts and conference center project
■ Established Economic Development Office and named Tim Johnson, Director of Economic Development
■ Represented City on Puget Sound Regional Council, Executive Committee
■ Proposed a balanced biennial budget, and had ongoing savings of $1.3M per year
■ Increased accessibility of municipal government through new community outreach efforts including
➢ Neighborhood connection meetings, reaching more than 500 residents
➢ Produced City newsletter providing information on city initiatives that reached over 34,000 residents
➢ New Day Federal Way, a news and feature show, reporting civic events and public meetings on Comcast channel 21
and the City's YouTube channel
■ Lead role working with SCORE regional jail partners to improve facility marketing & operations
■ Negotiated a donation of the Brooklake Community Center, to preserve one of the city's most important historical sites as a
City park
■ Established a 50-foot flagpole, street flags and Veterans Way in the downtown.
■ Mayor's Day of Concern for the Hungry collected x,xxx pounds of food for MSC Food Bank
2015/2016 ANTICIPATED KEY PROJECTS
MAYOR'S OFFICE
■ Expand economic development downtown using innovative approaches
■ Explore and develop small business development center
■ Implement an economic development project downtown
■ Staff development, training, customer service
C - 2
OPERATING B UDGET
MAYOR'S OFFICE DEPARTMENT OVERVIEW
Responsible Manager: Mayor Jim Ferrell
DEPARTMENT POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
1 2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Mayor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
61
Chief of Staff
1.00
1.00
1.00
1.00
58f
Economic Development Director
0.50
0.50
0.50
1.00
1.00
1.00
1.00
58I
Communications & Govt Affairs Manager
1.00
1.00
1.00
1.00
48
Administrative Assistant
- -
1.00
1.00
18
Emergency Manager
1.00
1.00
1.00
1.00
50
Communications & Grant Coordinator
1.00
1.00
1.00
-
-
-
-
39
Executive Assistant
1.00
1.00
1.00
1.00
1.00
1.00
1.00
28
IT Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
55a
IT Supervisor/Systems & Help Desk
1.00
1.00
1.00
1.00
1.00
1.00
1.00
44
IT Analyst Applications/GIS
3.00
1.00
1.00
1.00
1.00
1.00
1.00
39
IT Analyst Systems
1.00
1.00
1.00
1.00
1.00
1.00
1.00
39
IT Technician II
-
2.00
2.00
2.00
2.00
2.00
2.00
32
IT Technician I
1.00
-
-
-
-
-
-
29
IT Specialist/Web,App, Security
-
-
-
-
-
1.00
1.00
35
Human Resources Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
51 a
Human Resources Technician
1.00
1.00
1.00
1.75
1.75
1.75
1.75
29
Human Resources Assistant
0.75
0.75
0.75
0.50
0.50
0.50
0.50
18
City Clerk
1.00
1.00
1.00
1.00
1.00
1.00
1.00
40
Deputy City Clerk
0.75
0.75
0.75
0.88
0.88
1.50
1.50
26
Total Regular Staffing
15.00
14.00
14.00
17.13
17.13
19.75
19.75
n/a
Change from prior year
9.00
(1.00)
-
3.13
-
2.62
-
n/a
Funded on a One-time Basis:
IT Analyst Applications
1.00
1.00
1.00
1.00
35
Grand Total Staffing
15.00
1 15.00
15.00
18.13
18.13
1 19.75
1 19.75
1 n/a
C - 3
CITY OF FEDERAL WAY201512016 PROPOSED BUDGET
MAYOR'S OFFICE DEPARTMENT OVERVIEW
Responsible Manager: Mayor Jim Ferrell
PURPOSE/DESCRIPTION:
The Mayor's Office is the executive branch of City government and
includes the Mayor, who is elected by and represents the people of
Federal Way. The Mayor's Office provides management direction
and coordination of all City departments and activities, in
accordance with policies and direction of the Mayor/City Council.
2015 Proposed Expenditures by Category
The Federal Way City Council meetings are held the first and third
Tuesday of each month at 7:00 p.m. Public comments are welcome supplies
at the beginning of each meeting. The Council has three working 20%
committees: Finance, Economic Development and Regional
Affairs Committee; Land Use and Transportation Committee; and
the Parks, Recreation, Human Services and Public Safety
Committee. The Deputy Mayor appoints committee chairs
annually. All committee meetings are open to the public.
The Mayor's Office also manages City programs for information
technology, intergovernmental relations, media, and community relations.
GOALS/OBJECTIVES:
• Implement the city's Economic Development initiatives.
• Facilitate Council decision making and policy development by providing unbiased, thorough, and professional analysis.
• Carryout Mayor/City Council policies and directions effectively and efficiently.
• Instill a customer service culture and can -do attitude in the City Government.
• Manage city resources in a responsible and responsive manner.
DEPARTMENT SUMMARY:
Code
Item
2012
Actual
1 2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Proposed - 14 Adj
Adopted Adjusted ectedd
$ Chg I % Chg
Revenue Summary:
31X
Taxes
$ -
$ -
$ -
$ -
$ -
$ 51,076
$ 51,076
$ 51,076
n/a
33X
Intergovernmental
16,167
37,154
-
-
-
-
-
-
n/a
34X
Charges for Services
1,875,908
1,828,595
2,045,015
2,387,145
2,387,145
2,083,188
2,090,262
(303,957)
-12.7%
36X
Miscellaneous
64,928
42,818
48,800
48,800
48,800
48,800
48,800
-
0.0%
39X
Other Financing Sources
246,634
1 389,703
256,695
460,110
460,110
1 167,010
1 170,088
(293,101)
-63.7%
Total Revenues:
$ 2,203,636
1 $ 2,298,270
$ 2,350,510
$ 2,896,055
$ 2,896,055
$ 2,350,074
1 $ 2,360,226
1 $ (545,982)
-18.9%
General Fund Operating Expenditure Summary:
MO
Admin'
990,383
1,022,254
1,045,985
1,267,603
1,267,603
1,078,793
1,093,102
(188,810)
-14.9%
ED
Economic Development
155,165
111,651
130,442
364,864
260,085
208,289
208,478
(156,575)
-42.9%
CK
City Clerk
317,626
418,556
422,099
525,356
525,356
464,325
557,590
(61,031)
-11.6%
HR
Human Resources
348,721
395,857
452,383
541,185
541,185
400,512
409,106
(140,673)
-26.0%
Subtotal Operating Exp.:
$1,811,896
$1,948,318
$ 2,050,909
$ 2,699,008
$ 2,594,229
$ 2,151,919
$ 2,268,277
$ (547,089)
-20.3%
Other Funds Operating Expenditure Summary:
101
Emergency Operations
199,548
187,353
180,773
338,463
338,463
195,010
198,088
(143,454)
-42.4%
114
Proposition 1
-
-
-
-
-
51,076
51,076
51,076
n/a
502/503
Information Technology
1,696,385
1,907,036
1,931,711
2,523,952
2,523,954
2,097,468
2,601,627
(426,484)
-16.9%
Subtotal Operating ExIL:
$1,895,932
$ 2,094,389
$ 2,112,485
$ 2,862,416
$ 2,862,418
$ 2,343,554
$ 2,850,791
$ (518,862)
-18.1%
Total Expenditures:
$3,707,828
$4,042,707
$4,163,393
$5,561,423
$ 5,456,646
$4,495,473
$5,119,068
$(1,065,950)
-19.2%
C - 4
OPERATING B UDGET
MAYOR'S OFFICE DEPARTMENT OVERVIEW
Responsible Manager: Mayor Jim Ferrell
HIGHLIGHTS/CHANGES:
The Mayor's Office's proposed operating budget totals $4,495,463 in 2015 and $5,119,056 in 2016. This is a 19.2% or
$1,065,954 decrease from the 2014 adjusted budget. Major line items changes include:
• Salaries and Wages - Net increase of $67,548 due to addition of 1.0 FTE Administrative Assistant, reclassification of
Communications and Government Affairs Manager, full -year funded 1.0 FTE Chief of Staff, elimination of Community
Development Director out of Economic Development, and having 1.0 FTE Economic Development Director in this
division, elimination of one-time IT Analyst and temporary help, addition of 1.0 FTE GIS Technician, and increasing
.88 FTE Deputy City Clerk to 1.5 FTE Deputy City Clerk.
• Supplies - Decrease of $4,877 due to elimination of CERT program and moving supplies from employee recognition of
incentive pay line item.
• Services and Charges - Decrease of $485,107 due to elimination of one-time Human Resources recruiting services;
elimination of one-time funded branding initiative, highline community college contract, and city center redevelopment
funding, elimination of City share payment for Joint EOC because it does not come out of an expenditure account, not
restoring one-time professional service contract for Microsoft agreement, eliminating one-time portion of labor
negotiations, and moving wellness program to health insurance fund.
• Intergovernmental - Decrease of $124,237 due to elimination of portion of Federal Way Community Center
Membership that was put into one-time and not spent, and due to elimination of a portion of election services for 2015.
• Internal Service - Decrease of $261,326 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Pro osed - 14 Ad'
Adopted
Adjusted
Projected
$ Chg
I % Chg
Revenue Summary:
31X
Taxes
$ -
$ -
$ -
$ -
$ -
$ 51,076
$ 51,076
$ 51,076
n/a
33X
Intergovermnental
16,167
37,154
-
-
-
-
-
-
n/a
34X
Charges for Services
1,875,908
1,828,595
2,045,015
2,387,145
2,387,145
2,083,188
2,090,262
(303,957)
-12.7%
36X
Miscellaneous
64,928
42,818
48,800
48,800
48,800
48,800
48,800
-
0.0%
39X Other Financing Sourc
246,634
389,703
1256,695
1460,110
1460,110
1167,010
1170,088
1 (293,101)
-63.7%
Total Revenues:
$ 2,203,636
$ 2,298,270
1 $ 2,350,510
1 $ 2,896,055
$ 2,896,055
1 $ 2,350,074
1 $ 2,360,226
1 $ (545,982)
-18.9%
Expenditure Summary:
1XX
Salaries and Wages
1,212,007
1,220,196
1,249,814
1,653,026
1,653,026
1,720,574
1,753,102
67,548
4.1%
2XX
Benefits
364,638
385,802
452,242
536,615
536,615
509,692
530,566
(26,923)
-5.0%
3XX
Supplies
54,113
60,711
83,131
87,498
87,498
82,621
82,621
(4,877)
-5.6%
4XX
Services and Charges
1,279,731
1,231,791
1,491,242
1,935,741
1,830,962
1,450,634
1,435,034
(485,107)
-25.1%
5XX
Intergovernmental
245,949
344,115
369,175
468,412
468,412
344,175
434,175
(124,237)
-26.5%
6XX
Capital Outlays
334,554
388,420
269,150
618,799
618,799
387,767
883,558
(231,032)
-37.3%
9XX
Internal Service
216,835
224,431
248,635
261,326
261,326
-
-
(261,326)
-100.0%
OXX
Other Financing Use
-
187,238
-
-
-
-
n/a
Total Ex nc6tures:
$ 3,707,828
$ 4,042,705
$ 4,163,389
$ 5,561,417
$ 5,456,638
$ 4,495,463
$ 5,119,056
$ (1,065,954)
-19.2%
C - 5
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
MAYOR'S OFFICE ADMINISTRATION
Responsible Manager: Mayor Jim Ferrell
PURPOSE/DESCRIPTION:
The Mayor's Office Administration includes the Mayor,
communications, public defender, and government affairs.
The Mayor's Office implements Council's vision and also oversees the
Federal/State Lobbyist and media relations.
2015 Proposed Expenditures by Category
Sul
o.
GOALS/OBJECTIVES:
Personnel
• Lead the organization to implement Councils vision, goals, 52.3%
policies, direction with the SPIRIT (Service, Pride, Integrity,
Respect, Initiative, and Team -work) value
• Ensure effective management and deployment of human, financial lnterfund
and material resources 0.0
• Lead and coordinate City's role in local, regional, state and federal
issues to further and achieve City Council's vision and goals
• Lead and coordinate proactive economic development efforts to create and maintain a dynamic city center and vital
neighborhoods
Lead and coordinate proactive and effective communications with citizens, the news media, and employees
• Coordinate activities of the Sister City Program
• Communicate the City's vision, mission and goals as well as day-to-day service information to constituents and key
stakeholders.
2013 Adopted Employees per 1,000 population
12
10
s
6
4
2
Federal Way Auburn Kcnt Renton Bellevue
PERFORMANCE MEASURES:
Type/Description
2013
2014
2015
2016
Workload Measures:
• Total FTEs managed
303.90
311.88
322.20
322.20
• Total expenditure budget managed (in millions of $)
$129
$152
$107
$106
• Number of Media Releases
20
20
20
20
Outcome Measures:
• Overall Citizen Satisfaction (% rating Satisfied to Very Satisfied)
N/A
N/A
N/A
N/A
• Percent of CIP constructed vs. budget
N/A
N/A
N/A
N/A
Efficiency Measures:
• Employees per 1000 population
3
3
3
3
• General fund budget per capital
$473
$469
$515
$545
1. Includes total authorized Full -Time Equivalents (FTE).
2. Population based on 2014 figures.
3. 2015 Adopted Employees per], 000 Population; Adopted Employees was
used for comparison factor to other cities.
C - 6
OPERATING B UDGET
MAYOR'S OFFICE ADMINISTRATION
Responsible Manager: Mayor Jim Ferrell
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Mayor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
61
Chief of Staff
1.00
1.00
1.00
1.00
58f
Communications & Govt Affairs Manager
-
-
-
1.00
1.00
1.00
1.00
47
Communications & Grant Coordinator
1.00
1.00
1.00
-
-
-
-
39
Executive Assistant
1.00
1.00
1.00
1.00
1.00
1.00
1.00
31
Administrative Assistant
-
-
-
-
-
1.00
1.00
18
Total RegularStaJfing
3.00
3.00
3.00
4.00
4.00
5.00
5.00
n/a
Change from prior year
(1.00)
-
-
1.00
-
1.00
-
n/a
Grand Total Staffing
3.00
3.00
3.00
1 4.00
1 4.00
5.00
1 5.00
1 n/a
HIGHLIGHTS/CHANGES:
The Mayor's Office proposed operating budget totals $1,129,869 in 2015 and $1,144,178 in 2016. This is a 10.9% or $137,734
decrease from the 2014 adjusted budget. Major line items changes include:
• Salaries and Wages - Increase of $96,253 due to addition of 1.0 FTE Administrative Assistant, reclassification for
Communications and Government Affairs Manager, and full -year funded 1.0 FTE Chief of Staff.
• Services and Charges - Decrease of $52,171 due to elimination of one-time Human Resources recruiting services.
• Internal Service - Decrease of $180,541 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
MAYOR'S OFFICE ADMINISTRATION - GENERAL FUND
Code
Item
2012
Actual
2013
I Actual
1 2014
2015
Proposed
2016
I Proposed
15 Proposed - 14 Ad'
I Adopted
Adjusted
I Projected
$ Chg
I % Chg
Revenue Summary:
33X
Intergovernmental
$ 8,552
$ -
$ -
$ -
$ -
$
$
n/a
39X
I Other Financing Source
56,629
58,438
59,336
1 59,336
59,336
(59,336)
-100.0%
Total Revenues:
$ 65,181
$ 58,438
$ 59,336 $ 59,336
$ 59,336
$ -
$ -
$ (59,336)
-100.0%
Expenditure Summary:
1XX
Salaries and Wages
260,233
250,477
234,576
371,315
371,315
467,568
476,218
96,253
25.9%
2XX
Benefits
80,399
78,730
87,448
124,704
124,704
123,429
129,088
(1,276)
-1.0%
3XX
Supplies
5,449
4,309
6,070
6,070
6,070
6,070
6,070
-
0.0%
4XX
Services and Charges
506,403
518,500
547,973
584,973
584,973
481,726
481,726
(103,247)
-17.6%
9XX
Internal Service
1 137,898
1 147,239
1 169,918
1 180,541
1 180,541
(180,541)
-100.0%
OXX
Other Financing Use
23,000
-
n/a
Total Expenditures:
1 $ 990,383
1 $1,022,254
1 $1,045,985
1 $1,267,603
1 $1,267,603
1 $1,078,793
1 $1,093,102
1 $ (188,810)
MAYOR'S OFFICE ADMINISTRATION - PROPOSITION I FUND
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Pro osed -14 Ad•
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
Taxes
$
$
$
$
$
$ 51,076
$ 51,076
$ 51,076
n/a
Total Revenues:
$ -
$ -
$ -
$ -
$ -
$ 51,076
$ 51,076
$ 51,076
n/a
Expenditure Summary:
4XX Services and Charges
51,076
51,076
51,076
n/a
Total Expenditures:
$ -
$ -
$ -
$ -
$ -
$ 51,076
$ 51,076
$ 51,076
n/a
C - 7
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
ECONOMIC DEVELOPMENT
Responsible Manager: Tim Johnson, Director
PURPOSE/DESCRIPTION:
The Department houses the City's Economic Development function.
Economic Development is comprised of three main areas of activity:
business retention and attraction, city center redevelopment, and
tourism. Growth in all of these areas of activity acts to increase the
city's economic base, grow jobs, and enhance stability.
GOALS/OBJECTIVES:
2015 Proposed Expenditures by
Category
Supplies
• Promote and encourage growth of existing businesses through Z_�
a business -friendly regulatory environment; productive
working relationship with businesses, business organizations
and the Chamber of Commerce; and assistance to businesses Personnel
through the City -funded Small Business Development Center, 86.6%
and where applicable, CDBG-funded financial aid.
• Encourage new businesses to locate in Federal Way through
advertising and direct -mail appeals, partnership with the
Chamber on the business incubator, partnership with EnterpriseSeattle on the Cascadia MedTech medical device
business incubator, and quick, friendly and informative response to any and all inquiries by City staff, website, etc.
• Promote City Center redevelopment through continued aggressive pursuit of redevelopment of the former AMC
Theaters site, development of the Performing Arts and Conference Center, assistance and support to private developers
(including potential LIFT assistance for related infrastructure improvements), and continual review and revision of the
applicable regulatory provisions to optimize development opportunities.
• Continue to promote activities that draw visitors and tourists to Federal Way, together with the resultant economic
activity they generate. Using lodging tax revenues, continue to promote events, especially events of
national/international reach that bring the greatest numbers of visitors from the greatest distance; continue advertising in
appropriate media; continue strategic investments, such as event banners, attraction signage, etc.
POSITION INVENTORY:
Positions
2012
Actual
2013
I Actual
1 2014
2015
I Proposed
2016
I Proposed
I Grade
I Adopted I Adjusted I Projected
General Fund:
Director -Economic Development
0.50
0.50
0.50
1.00
1.00
1.00
1.00
58I
Total General Fund:
0.50
0.50
0.50
1.00
1.00
1.00
1.00
n/a
Total Regular Staffing
0.50
0.50
0.50
1.00
1.00
1.00
1.00
n/a
Changefromprforyear
-
-
-
0.50
-
-
-
n/a
Grand Total Staffing
0.50
0.50
0.50
1.00
1.00
1.00
1.00
n/a
i
OPERATING B UDGET
ECONOMIC DEVELOPMENT
Responsible Manager: Tim Johnson, Director
HIGHLIGHTS/CHANGES:
The Economic Development Division proposed operating budget totals $208,289 in 2015 and $208,478 in 2016. This is a 42.9%
or $156,575 decrease from the 2014 adjusted budget. Major line item changes include:
• Salaries and Wages - Decrease of $19,011 due to moving a portion of Community Development Director out of
Economic Development, and having 1.0 FTE Economic Development Director in this division.
• Services and Charges - Decrease of $134,779 due to elimination of one-time funded branding initiative, highline
community college contract, and city center redevelopment funding.
• Internal Service - Decrease of $2,921 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
- 14 Ad'
Adopted Adjusted Projected
�1�5PCroposed
$ h
% Chg
Revenue Summary:
36X
Miscellaneous
I $ 9,850
$
1 $
1 $
1 $
1 $
1 $
$
n/a
Total Revenues:
$ 9,850
$ -
$ -
$ -
$ -
$ -
$ -
I $ -
n/a
Expenditure Summary:
1XX
Salaries and Wages
57,479
57,840
57,840
156,367
156,367
137,356
138,716
(19,011)
-12.2%
2XX
Benefits
12,652
13,751
14,456
42,933
42,933
43,068
41,897
136
0.3%
3XX
Supplies
422
477
475
475
475
475
475
-
0.0%
4XX
Services and Charges
79,976
36,996
54,890
162,169
57,390
27,390
27,390
(134,779)
-83.1%
9XX
I Internal Service
4,637
2,587
1 2,782
1 2,921
1 2,921
(2,921)
-100.0%
Total Expenditures:
$ 155,165
$ 111,651
1 $ 130,442
1 $ 364,864
1 $ 260,085
1 $ 208,289
1 $ 208,478
1 $ (156,575)
-42.9%
14M
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
EMERGENCY MANAGEMENT
Responsible Manager: Ray Gross, CE.M., Emergency Manager
PURPOSE/DESCRIPTION:
The missions of Emergency Management is to prepare the City of
Federal Way and the Greater Federal Way community for natural or
manmade disasters through public education, training, planning and
building interagency cooperation. Ensuring the Emergency
Management program stays compliant with the National Incident
Management System so that the City stays eligible for Department of
Homeland Security grant funding. Emergency Management also
ensures that the City and the Greater Federal Way community can
respond to and recover from disasters via exercises, drills, training and
maintaining the emergency operations center in a state of constant
readiness. Emergency Management also outreaches to the community,
offering training and education materials or presentation on
preparedness.
GOALS/OBJECTIVES:
2015 Proposed Expenditures by
Category
Emergency Management will continue to ensure compliance with the National Incident Management System, via the Emergency
Operations Plan, training and using the Incident Command System.
Continue incident response training and exercises for all staff assigned to the Greater Federal Way Emergency Operations
Center.
Continue to develop relationships with the community, faith based organizations and other community service organizations in
order to better prepare the community for disasters.
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• NIMS ICS Compliance
• Update GFW Emergency Management Plan to be NIMS compliant
• Conduct Emergency Management table top/functional exercises
for staff assigned to the GFW EOC
• Conduct monthly Emergency Management oversight and planning
committee meetings
Outcome Measures:
• Number of people trained in NIMS ICS Training
• Number of table top exercises conducted
Efficiency Measures:
• Training GFW EOC staff in NIMS ICS
• Conducting exercises and EOC activation
• Public Education and Involvement Meetings
POSITION INVENTORY:
2013 2014 2015 2016
12
12
11
11
25
25
30
30
2
2
3
3
100%
100%
100%
100%
2
2
3
3
4
4
12
12
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Emergency Manager
1.00
1.00
1.00
1.00
50
Total Regular Staffing
1.00
1.00
1.00
1.00
n/a
Change from prior year
(1.00)
1.00
-
-
-
n/a
Grand Total Staffing
-
1.00
1.00
1.00
1.00
n/a
C-10
OPERATING B UDGET
EMERGENCY MANAGEMENT
Responsible Manager: Ray Gross, C.E.M., Emergency Manager
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $195,010 in 2015 and $198,088 in 2016. This is a 42.4% or $143,454 decrease from the
2014 adjusted budget.
Major line item changes include:
■ Supplies - Decrease of $2,500 due to elimination of CERT program
■ Services and Charges - Decrease of $128,340 due to elimination of City share payment for Joint EOC because it does
not come out of an expenditure account.
■ Internal Services - Decrease of $11,119 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Pro osed - 14 Ad'
Adopted7
Adjusted
I Projected
$ Chg
% Chg
Revenue Summary:
33X
Intergovernmental
$ 7,615
$ 37,154
$ -
$ -
$ -
$ -
$ -
$
n/a
36X
Miscellaneous
28,000
28,300
28,000
28,000
28,000
28,000
28,000
0.0%
39X
Other Financing Source
163,933
121,899
152,773
310,463
310,463
167,010
170,088
(143,454)
-46.2%
Total Rewnues:
$ 199,548
$ 187,353
$ 180,773
$ 338,463
$ 338,463
$ 195,010
$ 198,088
$ (143,454)
-42.4%
Expenditure Summary:
IXX
Salaries & Wages
104,657
98,985
88,464
113,219
113,219
108,838
109,915
(4,381)
-3.9%
2XX
Benefits
33,149
34,977
35,176
37,225
37,225
40,112
42,113
2,887
7.8%
3XX
Supplies
2,735
3,641
9,900
9,900
9,900
7,400
7,400
(2,500)
-25.3%
4XX
Services and Charges
38,917
38,050
36,160
167,000
167,000
38,660
38,660
(128,340)
-76.9%
5XX
lIntergovernmental
8,343
-
n/a
9XX
I Internal Services
11,747
11,699
11,073
11,119
11,119
(11,119)
-100.00
Total Expenditures:
$ 199,548
$ 187,353
$ 180,773
$ 338,463
$ 338,463
$ 195,010
$ 198,088
$ (143,454)
-42.4%
C-11
CITY OF FEDERAL WAY201512016 PROPOSED BUDGET
INFORMATION TECHNOLOGY
Responsible Manager: Thomas Fichtner, Information Technology Manager
PURPOSE/DESCRIPTION:
The Information Technology Division receives its operating
funds from the Information Technology Fund. The fund also
accumulates money to replace capital equipment and software
as needed. Program costs are recovered via interfund charges.
The fund is designed to account for all costs associated with
city information technology needs and services. This includes
designing, purchasing, configuring, maintaining, supporting
and upgrading all data, voice, and video systems; manage
contracted services, staff training; Geographical Information
Systems (GIS); Government Access Channel (GAC)
broadcasting; cable; Intemet/Intranet (WWW) services; and
mail and duplications.
2015 Proposed Expenditures by Category
Sup
0.1
Information Technology Services include technical services,
support, and enhancements to the city's information
technology systems. These services cover all data processing hardware and software including applications, operating systems,
special systems, networks, LAN/WAN/MAN, staff training, equipment acquisitions, contract/project management, database
administration, programming and all other items related to city's computing needs.
Communication Services include technical services, support, maintenance and enhancements for city telephone systems, cellular
phones, pagers, radio equipment, building wiring and all other communications -related needs.
Geographical Information System GIS) services include developing and maintaining the city's spatial database, producing
maps, analyzing data, generating reports, providing staff training, and developing user-friendly interfaces for staff and public to
the city's GIS. This division provides production and support resources to all city departments.
AN, Government Access Channel (GAC) & Cable Rate Services include local government information broadcasting (live -
broadcast City Council meetings and taped video programs, as well as news, events, and general city information via billboard -
type messages). In addition, the division oversees cable TV franchise agreements and regulations, and is responsible for
coordinating and responding to citizens' complaints regarding cable services.
Internet, Intranet, & Web Services include developing and maintaining the city's web, FTP, SMTP, VPN, and IGN services;
providing training for staff, monitoring system security; developing interfaces; and integrating internal systems with Internet
services. We will continue to enhance our web services, to include more online documents, applications, and forms; online
payments; and e-commerce.
GOALS/OBJECTIVES:
■ Support City goals and department objectives through automation
■ Excellent customer service, staff support and training
■ Understand departments' business processes and needs.
■ Streamline City operations through integration and systems automation.
■ Keep informed of technology trends, enhancements, and capabilities.
■ Seek new technology and apply where it is cost effective.
■ Improve access to City services and information through WWW and other online systems
■ Provide stable and reliable information technology infrastructure.
■ Provide up-to-date hardware and software tools for staff.
■ Be proud and confident in what we do.
C-12
OPERATING B UDGET
INFORMATION TECHNOLOGY
Responsible Manager: Thomas Fichtner, Information Technology Manager
Type/Description
Workload Measures:
Information Systems
• New systems implementation
• Users served
• Personal computers (PCs) maintained
• Number of support calls received annually
• Number of applications maintained
• Number of Servers / LAN / WAN
Communication
• Number of phones operated and maintained
• Number of cellular phones operated and maintained.
• Number of pagers operated and maintained
• WEB site visits
• Number of radios maintained
GIS
• Number of map requests and analyses
• Number of standard data layers
GACfweb
• Number of web pages maintained
• Number of Bulletin pages broadcasted
• Hours of TV broadcasting per day
• Number of Cable customer calls handled
Outcome Measures:
Information Systems
• Percent technical response within 2-4 hours
• Percent IT system up -time during normal business hours
Communication
• Percent communications up -time during normal business hours
GIS
• % of users who rate GIS system as meeting expectations
• Number of map requests by the public
PERFORMANCE MEASURES:
2013
2014
2015
2016
2
1
2
2
400
400
400
400
500
500
500
500
2,700
3,100
3,200
3,200
112
113
114
115
56
57
60
62
380
380
380
380
150
155
150
155
1
1
1
1
480,000
480,000
480,000
480,000
236
236
236
236
260
250
260
250
640
640
640
640
1,050
1,100
1,050
1,100
123
125
123
125
24
24
24
24
40
45
45
45
80.0%
80.0%
80.0%
80.0%
99.5%
99.5%
99.5%
99.5%
99.9%
99.9%
99.9%
99.9%
99.0%
99.0%
99.0%
99.0%
26
25
25
25
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
IT Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
55a
IT Supervisor/Systems & Help Desk
1.00
1.00
1.00
1.00
1.00
1.00
1.00
44
IT Analyst Applications/GIS
3.00
1.00
1.00
1.00
1.00
1.00
1.00
39
IT Analyst Systems
1.00
1.00
1.00
1.00
1.00
1.00
1.00
39
IT Technician II
-
2.00
2.00
2.00
2.00
2.00
2.00
32
IT Technician I
1.00
-
-
-
-
-
-
29
IT Specialist/Web,App, Security
-
-
-
-
-
1.00
1.00
35
Total Regular Staffing
7.00
6.00
6.00
6.00
6.00
7.00
7.00
n/a
Change from prior year
(1.00)
-
-
-
1.00
-
n/a
Funded on a One-time Basis:
IT Analyst Applications
1.00
1.00
1 1.00
1.00
-
35
Grand Total Staffing
7.00
7.00
7.00
1 7.00
7.00
7.00
7.00
n/a
C-13
CITY OF FEDERAL WAY 201 S/2O16 PROPOSED BUDGET
INFORMATION TECHNOLOGY
Responsible Manager: Thomas Fichtner, Information Technology Manager
HIGHLIGHTS/CHANGES:
The overall Information proposed operating budget totals $2,097,468 in 2015 and $2,601,627 in 2016. This is a 16.9% or
$426,484 decrease from the 2014 adjusted budget which accounts for information systems, geographical information systems,
telecommunications, government access channel and web services, mail & duplication, and support for all City departments
including public safety and municipal court. Major line items changes include:
• Salaries and Wages - Net decrease of $66,084 due to elimination of one-time IT Analyst and temporary help, and
addition of 1.0 FTE GIS Technician.
• Services and Charges - Net decrease of $94,919 primarily due to not restoring one-time professional service contract
for Microsoft agreement, and adding various contract increases for IT services.
• Capital Outlay - Decrease of $231,032 due to fewer capital purchases for IT equipment.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Pro osed
2016
Proposed
1 15 Proposed - 14 Ad'
Ado ted Ad'usted Pro'ected
1 $ Ch % Ch
Revenue Summary:
502
Charges for Services
$ 1,733,870
$ 1,706,307
$ 1,895,978
$ 2,238,108
$ 2,238,108
$1,954,706
$1,961,780
$ (283,402)
$ (0)
502
Miscellaneous
26,399
13,836
19,000
19,000
19,000
19,000
19,000
-
0.0%
502
Other Financing Sourc
-
168,645
-
45,725
45,725
-
-
(45,725)
-100.0%
503
Charges for Services
142,038
122,289
149,037
149,037
149,037
128,482
128,482
(20,555)
-13.8%
503
Miscellaneous
267
312
-
-
-
-
-
n/a
Total Revenues:1
$ 1,902,573
$ 2,011,388
1 $ 2,064,015
$ 2,451,870
$ 2,451,870
$2,102,188
$2,109,262
$ (349,682)
-14.3%
Expenditure Summary:
1XX
Salaries and Wages
479,478
501,038
554,684
648,009
648,009
581,925
596,124
(66,084)
-10.2%
2XX
Benefits
155,046
169,951
217,813
222,526
222,526
186,083
195,850
(36,443)
-16.4%
3XX
Supplies
43,434
50,669
64,566
64,566
64,566
66,556
66,556
1,990
3.1%
4XX
Services and Charges
559,955
517,003
700,769
845,321
845,321
750,402
734,802
(94,919)
-11.2%
5XX
Intergovernmental
123,918
115,716
124,725
124,725
124,725
124,725
124,725
-
0.0%
6XX
Capital Outlays
334,554
388,420
269,150
618,799
618,799
387,767
883,558
(231,032)
-37.3%
OXX
Other Financing Use
-
164,238
-
-
-
-
-
n/a
Total Eipenditures:
$ 1,696,385
$ 1,907,036
$ 1,931,711
$ 2,523,952
$ 2,523,954
$2,097,468
$2,601,627
$ (426,484)
-16.9%
C-14
OPERATING B UDGET
PURPOSE/DESCRIPTION:
This program provides management, administration, and
coordination of the City's human resources functions and support of
organizational development. The purpose of the program is to
maintain a fair and equitable human resource management system by
balancing the needs of employees and the City and to ensure
compliance with applicable rules and regulations.
In addition, the division provides the support services of city-wide
purchasing of stationery, coordination of the Safety Committee, and
worker's compensation claims processing.
GOALS/OBJECTIVES:
• Balance fiscal stewardship with employee welfare.
• Attract and retain a highly qualified, diverse workforce.
• Foster amicable employee/labor relations.
• Promote employee wellness, safety, productivity, and high
performance.
• Ensure compliance with laws and regulations.
• Maintain consistency and fairness when implementing policy, decisions, and direction.
HUMAN RESOURCES
Responsible Manager: Jean Stanley, Manager
2015 Proposed Expenditures by
Category
„__E; _ ,_
PERFORMANCE MEASURES:
Type/Description
2013
2014
2015
2016
Workload Measures:
• Number of employee applications processed
2060
2000
2000
2000
• Number of recruitments coordinated
62
65
60
60
• Number of training hours provided
800
600
600
600
Number of Wellness Your Way Accounts Managed
87
353
400
400
Number of Onsite Biometric Participation
86
154
200
200
Outcome Measures:
• % new employee orientations given in 3 days of employment
100%
100%
100%
100%
• Percent exit interviews completed
100%
100%
100%
100%
• Employee turnover rate
9%
5%
10%
10%
• Percent of minority employees in City workforce
17%
17%
17%
17%
• Worker's compensation experience factor
.1.0158
..9533
.7200
.7000
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Human Resources Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
51a
Human Resources Technician
1.00
1.00
1.00
1.75
1.75
1.75
1.75
29
Human Resources Assistant
0.75
0.75
0.75
0.50
0.50
0.50
0.50
18
Total Regular Staffing
2.75
2.75
2.75
3.25
3.25
3.25
3.25
n/a
Changefromprioryear
0.50
-
-
n/a
Grant Total Staffing
1 2.75
1 2.75
1 2.75
1 3.25
3.25
3.25
1 3.25
n/a
C-15
CITYOFFEDERAL WAY201512016 PROPOSED BUDGET
HUMAN RESOURCES
Responsible Manager: Jean Stanley, Manager
HIGHLIGHTS/CHANGES:
The Human Resource Division's proposed operating budget totals $400,512 in 2015 and $409,106 in 2016. This is a 26.0% or
$140,673 decrease from the 2014 adjusted budget. Major line item changes include:
• Supplies - Decrease of $4,367 due to moving supplies for employee recognition to incentive pay line item.
• Services and Charges - Decrease of $74,898 due to eliminating one-time portion of labor negotiations, and moving
wellness program to the health insurance fund.
• Intergovernmental - Decrease of $25,000 due to eliminating a portion of Federal Way Community Center
Membership that was put into one-time and not spent.
• Internal Service - Decrease of $42,532 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
I Proposed
15 Proposed - 14 Adj
I Adopted
Adjusted
I Projected
$ Chg
% Chg
Revenue Summary:
36X
Miscellaneous
$ 412
$ 369
$ 1,800
$ 1,800
$ 1,800
$ 1,800
$ 1,800
-
0.0%
39X
Other Financing Source
26,072
40,721
44,586
44,586
44,586
-
-
(44,586)
-100.0%
Total Revenues:
$ 26,484
$ 41,090
$ 46,386
$ 46,386
$ 46,386
$ 1,800
$ 1,800
$ (44,586)
-96.1%
Expenditure Summary:
1XX
Salaries and Wages
182,911
184,873
187,114
234,099
234,099
239,071
244,225
4,972
2.1%
2XX
Benefits
55,897
58,680
66,096
77,471
77,471
78,622
82,063
1,151
1.5%
3XX
Supplies
1,696
857
1,370
5,737
5,737
1,370
1,370
(4,367)
-76.1%
4XX
Services and Charges
39,777
81,000
103,068
127,896
127,896
52,998
52,998
(74,898)
-58.6%
5XX
Intergovernmental
28,790
1 30,534
1 53,450
1 53,450
53,450
28,450
1 28,450
1 (25,000)
-46.8%
9XX
I Internal Service
39,650
1 39,913
1 41,285
1 42,532
1 42,532
1 -
-
1 (42,532)
-100.0%
Total Expenditures:
$ 348,721
1 $ 395,857
1 $ 452,383
1 $ 541,185
1 $ 541,185
1 $ 400,512
1 $ 409,106
1 $ (140,673)
-26.0%
C-16
OPERATING B UDGET
PURPOSE/DESCRIPTION:
The City Clerk's function is to act as the clerk of the Council for all
City Council Meetings; prepare Council meeting agendas, materials,
and official minutes; maintain an effective records
retention/destruction schedule for all city records per State guidelines;
administer requests for public documents in accordance with the
Public Discloser Act; maintain and update information about the City,
Council, and Council -appointed Commissioners/Committees;
coordination of Commission/Board vacancy and appointment process;
administer Oaths of Office to Elected Officials; Prepare and ensure
timely publication of Public Notices; maintain the official City records
and files, including Ordinances, Resolutions, and
Contacts/Agreements; coordination of the City's Land Use Hearing
Examiner program; Enforce Business Licensing regulations; perform
Notary Public services; and complete all other special projects as
assigned.
GOALS/OBJECTIVES:
CITY CLERK
Responsible Manager: Stephanie Courtney
Svc/Chg
10.4%
Supplies
0.2%
2015 Proposed Expenditures by
Category
• Ensure smooth proceedings of City Council Regular and Special Meetings
• Provide consistent and accountable customer service to citizens, Councilmembers, and city staff by identifying opportunities
to extend and improve services to meet the changing needs of our community.
• Facilitate the disclosure of public records in an open, timely, and transparent manner
• Enable citizens to actively engage through involvement and participation in public meetings
• Revise internal workflow procedures to reduce the need for unnecessary paper duplication of City Council meeting materials
• Increase online subscriptions to council meeting agendas and automatic notifications of public meetings.
PERFORMANCE MEASURES:
Type/Description
2013
2014
2015
2016
Workload Measures:
•
Number of public/legal notices prepared and published annually
25
25
25
25
•
Number of agendas prepared and published annually
48
45
45
45
•
Number of ordinances processed annually
19
26
25
35
•
Number of resolutions processed annually
25
20
20
20
•
Number of City agreements processed annually
237
215
225
225
•
Number of hearing examiner public hearings coordinated and supervised
7
10
10
10
•
Number of public record requests processed
213
260
275
275
•
Boxes destroyed or transferred to State Archivist
200
200
150
150
Outcome Measures:
•
Percent of agenda packets delivered to Council four days prior to meetings
100%
100%
100%
100%
•
Percent of ordinances and resolutions processed within 6 working days.
100%
100%
100%
100%
•
Percent of City agreements processed within 6 working days
100%
100%
100%
100%
•
Percent of Minutes passed without amendments
100%
100%
100%
100%
C-17
CITY OF FEDERAL WAY 2 01512 016 PROPOSED B UDGET
CITY CLERK
Responsible Manager: Stephanie Courtney
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
City Clerk
1.00
1.00
1.00
1.00
1.00
1.00
1.00
40
Deputy City Clerk
0.75
0.75
0.75
0.88
0.88
1.50
1.50
26
Total RegularStaJfing
1.75
1.75
1.75
1.88
1.88
2.50
2.50
n/a
Changefromprioryear
0.13
-
0.62
n/a
Grant Total Staffing
1.75
1.75
1 1.75
1.88
1 1.88
2.50
2.50
1 n/a
The City Clerk's proposed operating budget totals $464,325 in 2015 and $557,590 in 2016. This is a 11.6% or $61,031 decrease
from the 2014 adjusted budget. Major line item changes include:
• Salaries and Wages - Increase of $55,799 due to increasing .88 FTE Deputy City Clerk to 1.5 FTE Deputy City Clerk.
• Intergovernmental - Decrease of $99,237 due to eliminating a portion of election services for 2015.
• Internal Service - Decrease of $24,214 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Ad'
Adopted
Adjusted
Projected
$ Chg
I % Chg
Expenditure Summary:
1XX
Salaries and Wages
127,249
126,983
127,136
130,017
130,017
185,816
187,904
55,799
42.9%
2XX
Benefits
27,494
29,714
31,253
31,756
31,756
38,377
39,555
6,621
20.9%
3XX
Supplies
378
759
750
750
750
750
750
-
0.0%
4XX
Services and Charges
54,702
40,242
48,382
48,382
48,382
48,382
48,382
-
0.0%
5XX
Intergovernmental
1 84,898
197,865
191,000
290,237
290,237
1 191,000
1 281,000
1 (99,237)
-34.2%
9XX
Internal Service
22,905
22,993
23,578
24,214
1 24,214
(24,214)
-100.0%
Total Expentlitures:
$ 317,626
$ 418,556
$ 422,099
$ 525,356
$ 525,356
$ 464,325
$ 557,590
$ (61,031)
-11.6%
C-18
CITYOFFEDERAL WAY201512016 PROPOSED BUDGET OPERA TING B UD GE T
I CITIZENS OF FEDERAL WAY
CITY COUNCIL
Position #1 — Lydia Assefa-Dawson
Position #2 — Kelly Maloney
Position #3 — Susan Honda
Position #4 — Jeanne Burbidge
Position #5 — Bob Celski
Position #6 — Martin A. Moore
Position #7 — Dini Duclos
■ Represent the People of Federal Way
■ Adopt Ordinances and Resolutions
■ Grant Franchises
■ Levy Taxes and Appropriate Funds
■ Establish Policy Guidelines
CITY COUNCIL COMMITTEES
■ Finance, Economic Development, and
Regional Affairs
■ Land Use and Transportation
■ Parks, Recreation, Human Services, and
Public Safety
BOARDS AND COMMISSIONS
■ Arts Commission
■ Diversity Commission
■ Ethics Board
■ Human Services Commission
■ Independent Salary Commission
■ Lodging Tax Advisory Committee
■ Parks and Recreation Commission
■ Planning Commission
■ Youth Commission
■ Steel Lake Management District Advisory
Committee
(Civil Service Commission reports to Mayor)
C-19
CITY OF FEDERAL WAY 2 01512 016 PROPOSED BUDGET
CITY COUNCIL
Responsible Manager: Deputy Mayor Jeanne Burbidge
PURPOSE/DESCRIPTION:
The City Council is the seven -member legislative branch of city
government elected by and representing the people of Federal Way.
Council Members elect one of their members as the Deputy Mayor
and the Mayor is elected by Federal Way residents. The City
Council is the policy determining body of the City and exercises all
legislative powers authorized under the State Constitution which are
not specifically denied by State law, including adoption of
ordinances, levying of taxes, appropriation of funds, and
establishment of compensation levels for City employees.
The Federal Way City Council meetings are held the first and third
Tuesday of each month at 7:00 p.m. Public comments are welcome
at the beginning of each meeting. The Council has three working
committees: Finance, Economic Development and Regional Affairs
Committee; Land Use and Transportation Committee; and the Parks,
Recreation, Human Services and Public Safety Committee. The
committee meetings are open to the public.
Supplies
1.4%
2015 Proposed Expenditures by
Category
Svc/Chgs
39.3
Personnel
59.3%
Interfund
0.0%
Deputy Mayor appoints committee chairs annually. All
GOALS/OBJECTIVES:
• Integrate the public safety strategy into all facets of City operations, building on a strong community -based approach.
• Create a multi -use urban city center that is pedestrian friendly, linked to neighborhoods and parks, and services as the social
and economic hub of the City.
• Establish Federal Way as an economic leader and job center in South King County by attracting a regional market for high
quality office and retail businesses.
• Maintain the capital facilities plan and provide financing options for transportation and surface water improvements, parks,
recreation, cultural arts and public facilities.
• Ensure a responsive service culture within the City organization where employees listen carefully, treat citizens and each
other respectfully and solve problems creatively, efficiently, and proactively.
• Position Federal Way as a regional leader by working collaboratively with other local and regional jurisdictions in order to
leverage resources.
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Council Member*
3.50
3.50
3.50
3.50
3.50
3.50
3.50
n/a
Executive Assistant to Council
0.65
0.65
0.65
0.65
0.65
0.70
0.70
31
Total Regular Staffing
4.15
4.15
4.15
4.15
4.15
4.20
4.20
n/a
Change from prior year
-
-
0.05
n/a
Grand Total Staffing
1 4.15
1 4.15
1 4.15
1 4.15
1 4.15
1 4.20
1 4.20
1 n/a
*7 Council Members at 0.50 FTE each, includes Deputy Mayor.
C-20
OPERATING BUDGET
CITY COUNCIL
Responsible Manager: Deputy Mayor Jeanne Burbidge
HIGHLIGHTS/CHANGES:
The City Council's adopted operating budget totals $367,442 in 2015 and $371,587 in 2016. This is a 5.8% or $22,471 decrease
from the 2014 adjusted budget. Major line item changes include:
• Services and Charges: Increase of $6,200 is due to addition for travel and training.
• Internal Service: Decrease of $39,426 is due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
I Actual
1
1 2014
2015
Proposed
1 2016
Proposed
15 Proposed -14 Ad'
I Adopted
Adjusted Projected
$ Ch % Ch
Revenue Summary:
n/a General Gov't
$ 360,461
$ 372,242
1 $ 388,134
$ 389,913
$ 389,913
$ 367,442
1 $ 371,587
1 $ (22,471)
-5.8%
Total Revenues:
$ 360,461
1 $ 372,242
1 $ 388,134
1 $ 389,913
1 $ 389,913
1 $ 367,442
1 $ 371,587
1 $ (22,471)
-5.8%
Expenditure Summary:
1XX
Salaries & Wages
127,914
126,577
139,375
140,883
140,883
138,505
140,738
(2,378)
-1.7%
2XX
Benefits
59,895
63,720
65,936
66,199
66,199
79,332
81,245
13,134
19.8%
3XX
Supplies
3,196
3,930
5,035
5,035
5,035
5,035
5,035
-
0.0%
4XX
Services and Charges
132,961
137,979
138,370
138,370
138,370
144,570
144,570
6,200
4.5%
9XX
Internal Service
36,495
40,035
39,418
39,426
39,426
-
-
(39,426)
-100.0%
Total Expen(litures:
$ 360,461
$ 372,242
$ 388,134
$ 389,913
$ 389,913
$ 367,442
$ 371,587
$ (22,471)
-5.8%
COUNCIL COMMITTEES ROLES AND RESPONSIBILITIES
FINANCE, ECONOMIC DEVELOPMENT, AND REGIONAL AFFAIRS COMMITTEE:
The Council's Finance, Economic Development, and Regional Affairs Committee (FEDRAC) reviews issues and policies related
to: the City's budget and fiscal affairs; financial operations; economic development activities; and legislative & regional
relations. Items considered by FEDRAC on a regular basis are: county, state, and federal legislative issues; franchise
agreements; equipment purchases; redevelopment efforts; economic development strategies; and financial reports. The City's
Lodging Tax Advisory Committee reports to FEDRAC. Committee Members serving for 2014 are: Councilmember Dini Duclos
(Chair), Councilmember Bob Celski and Councilmember Martin A. Moore
Meetings are held the 4th Tuesday of each month at 4:30 p.m. in the Hylebos Conference Room (2nd Floor, next to Council
Chambers) unless otherwise noted. Although the meetings are not televised, audio recordings can be downloading by visiting
the City's website at www.cityoffederalway.com.
LAND USE AND TRANSPORTATION COMMITTEE:
The Council's Land Use Transportation Committee (LUTC) considers all zoning, planning, and transportation -related policies
and issues. Items typically reviewed by the Committee include: comprehensive plan amendments; zoning designation
changes/variances; design guideline changes; any change in City code governing land use and development; and all surface
water and transportation project related design, construction and funding. The Planning Commission reports to LUTC.
Committee members for 2013 are: Councilmember Bob Celski (Chair), Councilmember Lydia Assefa-Dawson, and
Councilmember Kelly Maloney.
Meetings are held on l't & 3`1 Monday of each month at 5:30 PM in the Council Chambers at City Hall, unless otherwise noted.
PARKS, RECREATION, HUMAN SERVICES, AND PUBLIC SAFETY COMMITTEE:
The Parks, Recreation, Human Services and Public Safety Committee (PRHSPS) reviews issues related to these particular areas:
development and construction of parks and other city facilities; human services; diversity; and public safety issues. The City's
Arts, Diversity, Human Services, Parks & Recreation, and Youth Commissions all report to PRHSPS. Committee members for
2013 are: Councilmember Susan Honda (Chair), Councilmember Dini Duclos and Councilmember Martin A. Moore.
Meetings are held the 2nd Tuesday of each month at 5:30 PM in the Hylebos Conference Room at City Hall, unless otherwise
noted.
C-21
CITY OF FEDERAL WAY 2 01512 016 PROPOSED BUDGET
This page is intentionally left blank
C-22
OPERATING BUDGET
PLANNING
DIVISION
Isaac Conlen
Planning Manager
■ Land Use Review
■ Environmental Review
■ Planning Commission Support
■ Hearing Examiner Support
■ Comprehensive Plan
Management
■ Development Code Revisions
• Rezones
■ Annexations/PAA
■ Special Reports
■ Inter jurisdictional Issues
■ Permit Center and Processing
COMMUNITY DEVELOPMENT
DEPARTMENT
Larry K. Frazier, AICP
Interim Director
■ Overall Department Management/Organization
■ Budget Management
■ Personnel Matters
■ Liaison to Economic Development Department
■ Manage Current Land Use Applications &
Building Permits
• Growth Management — Comprehensive Plan &
Critical Areas
• Shoreline Management
• Regional Land Use & Transportation Issues
BUILDING
DIVISION
Mary Gillis, CBO
Building Official
■ Administration of Building &
Construction Codes
■ Review of Construction Permits
& Inspections of Buildings
■ Enforcement of Washington State
Code, Amendments, & City
Construction Regulations
■ Legislative and National Code
Development & Ordinance
Drafting
■ Administration of Code
Compliance Program, Including
Enforcement of CD Regulations
■ Permit Center & Processing
ADMINISTRATIVE SUPPORT
Tina Piety
Administrative Assistant II
■ Administrative Support to the
Director, Department Divisions,
Lodging Tax Advisory Committee,
and Planning Commission
■ City -Wide Reception
■ Passports
■ Records Management
COMMUNITY SERVICES
DIVISION
Jeffrey Watson, AICP
Community Services Manager
■ Community Development Block
Grant Program
■ Community Services General
Fund Grant Programs
■ Human Services Commission
Support
■ Diversity Commission Support
■ CDBG Small Business Loans &
Loan Review Advisory
Committee Support
■ Housing Repair Program &
Housing Repair Loan Program
■ Local and Regional Community
Service Issues
C-23
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW
Responsible Managers: Larry Frazier, Isaac Conlen, Marty Gillis, Jeff Watson, and Tina Piety
2013/2014 ACCOMPLISHMENTS
■ Completed five comprehensive plan map amendments.
■ Adopted comprehensive plan amendments addressing community gardens and urban agriculture.
■ Made significant progress on major comprehensive plan update (to be completed by June 30, 2015).
■ Made significant progress on critical areas code update (to be completed by June 30, 2015).
■ Completed code amendment addressing the siting of Group Homes Type III.
■ Completed code amendment addressing the siting of recreational marijuana businesses.
■ Completed code amendment to improve and add flexibility to Community Design Guidelines.
■ Completed code amendment to implement zoning regulations for a variety of types of urban agriculture, including
community gardens.
■ Made progress on code amendments relating to extending the Planned Action SEPA and simplifying the comprehensive
plan selection process.
■ Supported Law Department in adoption/extension of three moratoriums.
■ Along with Public Works Department, worked collaboratively with Sound Transit and other agency staff to evaluate and
review the EIS for the project extending light rail to Federal Way.
■ Worked on a number of unusually large land use/subdivision reviews, including PACC land use approval, Park 16 multi-
family housing, Kitts Corner multi -family housing, Highpoint mixed -use project, Celebration Senior Housing, Highpoint
appeal, and Federal Way High School re -build.
■ Worked on a wide variety of significant development projects, including Seattle Children's Hospital re -location, Ross
Plaza expansion, Alta cosmetics store, Dick's Sporting Goods, Kohl's Department Store building permit, new Progressive
Claims Center, new Extreme Clean Car Wash, Super 8/Red Lion Pool addition, new O'Reilly Auto Parts store, new Taco
Time restaurant, Mirror Lake Village Senior Housing, Federal Way Veteran's Center, Palisades stairibulkhead project,
Mirror Lake subdivision, Creekwood subdivision, Steel Lake subdivision, and Soundview Manor subdivision. Also
worked on a wide variety of smaller projects.
■ Updated permit tracking system.
■ Upgraded permitting system to allow electronic plan submittal and review.
■ Successfully managed the Human Services General Fund grant process and administration of the grants for 38 programs;
awarding a total of $1,041,533 over two years.
■ Successfully conducted the Housing Repair Loan Programs, serving 130 persons in 53 households.
■ Awarded and administered $188,360 in CDBG Community Services grants for five agencies.
■ Awarded and administered $405,240 in CDBG CERF grants for four agencies and several city programs.
■ Initiated the CDBG Commercial Loan program's first loan in late 2013.
■ Prepared, submitted, and received approval from the US Department of Housing & Urban Development (HUD) for the
city's Section 108 Loan Guarantee Program.
■ Successfully completed, in partnership with Habitat for Humanity, the Neighborhood Stabilization Program (NSP 3) to
purchase and renovate 10 single family homes in the Westway neighborhood; providing housing and homeownership for
10 low-income families.
■ Completed a Neighborhood Revitalization Strategy Area (NRSA) Plan for the Camelot/Lauralwood area of north Federal
Way.
■ Successfully managed 37 Community Enhancement Grant contracts totaling $40,000.
■ Completed and received approval from HUD for the CDBG Annual Action Plans for 2013 and 2014.
■ Reduced archive storage by 500 boxes by consolidating and destroying records per the Washington State Records
Retention Schedule.
■ Participation in `Neighborhood Connection' meetings.
■ Provided building permit processing, plan review, and inspections of several large projects:
o Commons Mall:
■ Kohl's and new Northeast mall entrance
■ Dick's Sporting Goods and new Northwest mall entrance
o Total Wine (Ross Plaza)
o Relocation of Billy McHale's
o Ulta Cosmetics
o Wild Waves slide replacement and water quality treatment vault
o O'Reilly's Auto Care
o Progressive Claim Center
o Children's Hospital
o Celebration Senior Living East tower and community building.
C-24
OPERATING BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW (CONTINUED)
o Several smaller tenant spaces in the mall
o Tilt — this project was reviewed and ready to issue, however was not permitted as a result of the mall entering
into a lease with Dicks sporting goods.
o Large multifamily projects:
■ Park 16; High Point; Kitt's Corner; Veterans Apartments; Federal Way Town Homes
o Federal Way High School portable classroom and phase 1 review.
o PACC preliminary review
o Starbucks one new store and three stores remodeled (new concept)
o Super 8/Red Lion pool
o Permit processing, and inspection of approximately 100 new single family dwellings in Wynstone East
development.
2015/2016 ANTICIPATED KEY PROJECTS
■ Complete Major Comprehensive Plan Update in 2015.
■ Complete Critical Areas Ordinance Update in 2015.
■ Issue PACC building permit (if not already issued in 2014).
■ Issue Federal Way High School phases permits (if not already issued in 2014).
■ Support economic development projects in the City Center and throughout the City.
■ Make significant progress on long list of code amendments identified in the adopted Planning Commission Work Program.
■ Continue to support the development process with timely land use and subdivision permit review and issuance.
■ Support major redevelopment projects in the City Center and in neighborhoods as the economy strengthens.
■ Continue to process code amendments with a focus on economic development.
■ Continue to support the development process with timely land use and subdivision permit review and issuance.
■ Provide regulatory support to the PACC, redevelopment of the former AMC Theaters site, Toys R Us sites and other
potential City Center developments.
■ Continue implementation of CDBG and Community Services General Fund programs, including monitoring of contracts
of funded human service agencies.
■ Continue to work on local and regional efforts to address housing and human service's needs.
■ Develop and submit to HUD the required 2015 and 2016 CDBG Action Plans.
■ Continue the investment in the stability and expansion of Federal Way Small Businesses through the CDBG Commercial
Loan Programs and the Commercial Exterior Improvement Program.
■ Achieve HUD recognition that the city's program properly administered the federal CDBG rules and regulations.
■ Work with Public Health -Seattle & King County and other agencies to establish a sustainable model for operating a Public
Health Clinic in Federal Way.
■ Transition Community Services grant application processes and management from a paper -based system to an electronic,
on-line system.
■ Evaluate and make changes to the Human Services Grant application and award process, criteria, and management system.
■ Complete, submit to HUD for approval, and close on the Section 108 Loan for the Performing Arts & Conference Center.
■ Begin in late 2015 on the update to the Consolidated Plan for the 2017-2021 CDBG program period.
■ Explore the possibility of establishing a local HOME Consortium with other cities in South King County.
■ Establish in-house administration of the CDBG Home Repair Loan Program operations and bookkeeping.
■ Implement the NRSA Plan for the Camelot/Lauralwood area of north Federal Way.
■ Pursue substantial upgrade to the Amanda permit -tracking system.
■ Expand our on-line permitting capabilities.
■ Manage an increasing plan review and permit inspection workload as development applications rise.
■ Administration and enforcement of land use, environmental, and nuisance codes. Manage an increasing volume of code
compliance complaints, CARS and proactive code enforcement actions.
■ Draft and process an amendment to Title 13, Buildings Codes, in order to update our regulations, adopting the 2015
International and uniform construction codes.
■ Draft amendments needed to update Title 1, Enforcement.
■ Develop, administer and enforce International Codes for plan review, construction, and inspection.
■ Long-range planning and policy work, including comprehensive plan, neighborhood plans, code revisions, housing, and
annexations.
■ Continue to partner with Federal Way Police, using `Safe Cities' software in order to identify and communicate regarding
joint code enforcement cases.
■ Continue to work closely with and partner with South Sound Fire and Rescue in order to provide fire prevention plan
review, inspection of sprinkler systems and fire alarm systems and assessment of fire damaged buildings.
■ Passport acceptance facility.
C-25
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW
Responsible Manager: Larry Frazier, Interim Director
DEPARTMENT POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
Grade
Adopted Adjusted Projected
General Fund:
Director-Comm/Economic Dev.
0.50
0.50
0.50
-
-
-
-
58C
Director -Community Development
-
-
-
1.00
1.00
1.00
1.00
58C
Planning Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
46
Community Services Manager
0.80
0.80
0.80
0.80
0.80
0.72
0.72
46
Building Official
1.00
1.00
1.00
1.00
1.00
1.00
1.00
46
Principal Planner
1.00
1.00
1.00
1.00
1.00
1.00
1.00
41
Senior Planner
1.00
1.00
1.00
2.00
2.00
2.00
2.00
38
Assistant Building Official
-
-
-
1.00
1.00
1.00
1.00
35
Plans Examiner
1.00
1.00
1.00
-
-
-
-
35
Combination Electrical/Bldg Inspector
2.00
2.00
2.00
3.00
3.00
3.00
3.00
35
Inspector/Plans Examiner
1.00
1.00
1.00
1.00
1.00
1.00
1.00
33
Associate Planner
1.00
1.00
1.00
2.00
2.00
2.00
2.00
32
CDBG Coordinator
-
0.30
0.30
0.30
0.30
0.83
0.83
31
Human Services Technician
0.70
-
-
-
-
-
-
31
Code Compliance Officer (1.0 FTE Prop 1 funded)
2.00
2.00
2.00
2.00
2.00
2.00
2.00
30
Permit Center Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30
Assistant Planner
1.00
1.00
1.00
-
-
-
-
27
Administrative Assistant H
1.00
1.00
1.00
1.00
1.00
1.00
1.00
24
Development Specialist
2.00
2.00
2.00
3.00
3.00
3.00
3.00
24
Administrative Assistant I
1.00
1.00
1.00
0.90
0.90
0.90
0.90
18
Office Technician II
1.00
1.00
1.00
1.00
1.00
1.00
1.00
14
Graffiti Technician
-
1.00
1.00
1.00
1.00
1.00
1.00
10
Total General Fund:
20.00
20.60
20.60
24.00
24.00
1 24.45
24.45
n/a
CDBG Fund
Community Services Manager
0.20
0.20
0.20
0.20
0.20
0.28
0.28
46
CDBG Coordinator
0.30
0.70
0.70
0.70
0.70
0.17
0.17
31
Executive Assistant
0.65
0.35
0.35
0.35
0.35
0.30
0.30
29
Code Compliance Officer
-
-
-
1.00
1.00
1.00
1.00
35
Recreation Coordinator
-
-
-
-
-
0.50
0.50
30
Total CDBG:
1.15
1.25
1.25
2.25
2.25
2.25
2.25
n/a
Total Regular Staffing
21.15
21.85
21.85
26.25
26.25
26.70
26.70
n/a
Change from prior year
1.15
0.70
-
4.40
-
0.45
-
n/a
Funded on a One-time Basis:
Graffiti Technician
1.00
-
-
10
Frozen Positions:
Code Compliance Officer (Prop 1 funded) 1.00 1.00 1.00 30
Grand Total Staffing
23.15
22.85
22.85
26.25
26.25 26.70
26.70 n'a
C-26
OPERATING BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW
Responsible Manager: Larry Frazier, InterimDirector
PURPOSE/DESCRIPTION:
The mission of the Community Development Department is to
help maintain and improve the quality of life in Federal Way by
managing and fostering the safe, orderly, and beneficial
development and implementation of land use, building
construction, code enforcement, and community services
programs with the input of Federal Way's citizens and within the
policy framework provided by the City Council.
The Community Development Department is organized into four
divisions. The Administrative Division provides the overall
2015 Proposed Expenditures by Category
supplie
0.5%
management of the department and supports the Lodging Tax
Advisory Committee. The Planning Division administers and
enforces land use, subdivision, and environmental codes and
policies. In addition, the division performs long-range planning Personnel
and policy work, including comprehensive plan updates and 62.6%
amendments, code revisions, and annexations, as well as subarea
and/or special planning projects. The division also supports the
Planning Commission. The Building Division administers and enforces building codes for construction, mechanical, electrical,
plumbing, and signs, including plan review and inspection. In addition, through code compliance, it enforces land use and
building code provisions to abate illegal and/or nuisance conditions throughout the city. The Community Services Division
assists our community with providing funding and support for critical services for low- and moderate income citizens,
including administration and operation of the Home Repair Program and Commercial Loan Program. Additionally, the division
supports the Human Services Commission and Diversity Commission.
GOALS/OBJECTIVES:
• Ensure that planning efforts and the regulatory environment provide for a balance between protection of the
environment and neighborhoods and accommodating new development to house a growing population and jobs.
• Strengthen human service agencies and the social wellbeing and economic health of the community by administering
and monitoring grants as a CDBG direct -entitlement city.
DEPARTMENT SUMMARY:
Code
Item
2012
Actual
1 2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Ad'
I Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X
Taxes
$ -
$ -
$ -
$ -
$ -
$ 101,267
$ 107,496
$ 101,267
n/a
32X
Licenses and Permits
1,023,195
1,126,420
764,000
1,079,000
1,879,000
1,441,000
1,441,000
362,000
33.5%
33X
Intergovernmental
923,356
1,491,740
576,000
1,178,896
1,178,896
1,237,072
1,237,103
58,176
4.9%
34X
Charges for Services
548,346
1,062,146
411,577
1,021,577
1,021,577
1,131,000
1,131,000
109,423
10.7%
35X
Fines and Penalties
65
14,860
-
-
-
-
-
-
n/a
36X
Miscellaneous
5,108
7,675
n/a
39X
Other Financing Sources
4,000
-
n/a
Total Revenues:
$ 2,504,070
$ 3,7029841
$1,7519577
1 $ 3,279,473
$ 4,079,473
$ 3,910,339
$ 3,916,599
$ 6309866
19.2 %
Expenditure Summary
71
Administration
308,994
312,926
330,440
343,706
343,706
380,509
386,578
36,803
10.7%
73
Planning
666,736
642,178
665,645
964,034
914,034
821,826
847,469
(142,208)
-14.8%
74
Building
1,157,292
1,136,446
1,213,679
1,556,121
1,372,962
1,064,013
1,101,470
(492,108)
-31.6%
83
Community Services
758,311
788,678
759,014
778,640
778,640
690,378
700,051
(88,262)
-11.3 %
Subtotal GF Operating Exp.:
$ 2,891,333
$ 2,8809228
$ 2,968,778
$ 3,642,501
$ 3,409,342
$ 2,956,726
$ 3,035,568
$ (6859775)
-18.8 %
Non -General Fund Operating Expenditure Summary:
114
Prop 1 Fund
-
-
-
-
-
101,267
107,496
101,267
n i
119
CommDevBlock Grant
917,851
1,492,148
576,000
1,178,896
1,178,896
1,237,072
1,237,103
58,176
4.9%
Subtotal Non-GF Oper. Exp.:
$ 9179851
$1,4929148
$ 576,000
$1,178,896
$1,178,896
$ 1,338,339
$ 1,344,599
$ 1599443
13.5%
Total Expenditures:
$ 3,809,184
$ 49372,376
$ 3,544,778
$ 4,821,397
$ 4,588,238
$ 4,295,065
$ 4,380,167
$ (526,332)
-10.9%
C-27
CITY OF FEDERAL WAY 201 S/2O16 PROPOSED BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW
Responsible Manager: Larry Frazier, Interim Director
HIGHLIGHTS/CHANGES:
The Department of Community & Economic Development overall proposed operating budget totals $4,295,065 in 2015 and
$4,380,167 in 2016. This is an 10.9% or $526,332 decrease from the 2014 adjusted budget. This overview includes the
General Fund, the Proposition 1 Fund, and the Community Development Block Grant Fund.
Major line item changes include:
Salaries and Wages - Net increase of $198,818 due to addition of 1.0 FTE Director of Community Development and
elimination of 0.50 FTE Director of Community and Economic Development because 1.0 FTE Economic Development
Director was added in the Mayor's budget; full -year funded 1.0 FTE Associate Planner and 1.0 FTE Development
Specialist, reclassification of Assistant Planner to Associate Planner, and Associate Planner to Senior Planner,
elimination of temporary help for planning intern, addition of temporary help for contract planner, elimination of
temporary help for Building Inspector, full -year funded 1.0 FTE Combination Electric/Building Inspector,
reclassification of Lead Plans Examiner to Assistant Building Official, moving .50 FTE Recreation Coordinator from
General Fund Parks to Community Development Block Grant Fund, and full -year funded 1.0 FTE Code Compliance
Officer.
Supplies - Decrease of $7,300 due to decrease of graffiti supplies.
Services and Charges - Decrease of $281,383 due to eliminating of one-time project for the comprehensive plan
update, elimination of building abatement fund, elimination of portion of Community Garden Funding, and elimination
of 20% increase of human services grant program
Internal Service - Decrease of $547,267 due to moving all internal service charges to non -departmental, and
eliminating one-time purchases for software upgrades, and fleet equipment.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Ad'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X
Taxes
$
$ -
$ -
$ -
$ -
$ 101,267
$ 107,496
$ 101,267
n/a
32X
Licenses and Permits
1,023,195
1,126,420
764,000
1,079,000
1,879,000
1,441,000
1,441,000
362,000
33.5%
33X
Intergovernmental
923,356
1,491,740
576,000
1,178,896
1,178,896
1,237,072
1,237,103
58,176
4.9%
34X
Charges for Services
548,346
1,062,146
411,577
1,021,577
1,021,577
1,131,000
1,131,000
109,423
10.7%
35X
Fines and Penalties
65
14,860
-
n/a
36X
Miscellaneous
5,108
7,675
n/a
39X
Other Financing Sources
4,000
-
n/a
Total Revenues:
$ 2,504,070
$ 3,702,841
$1,751,577
$ 3,279,473
$ 4,079,473
$3,910,339
$3,916,599
$ 630,866
19.2%
Expenditure Summary:
1XX
Salaries and Wages
1,492,100
1,417,376
1,490,407
1,798,143
1,728,143
1,996,961
2,056,803
198,818
11.1%
2XX
Benefits
457,162
493,342
517,616
578,956
578,956
689,756
719,818
110,800
19.1%
3XX
Supplies
18,549
14,150
26,455
29,155
25,996
21,855
21,855
(7,300)
-25.0%
4XX
Services and Charges
1,381,402
2,007,104
1,065,958
1,808,930
1,718,930
1,527,547
1,522,746
(281,383)
-15.6%
5XX
Intergovernmental
64,458
57,236
54,446
58,946
58,946
58,946
58,946
-
0.0%
9XX
Internal Service
368,706
357,795
389,896
547,267
477,267
-
-
(547,267)
-100.0%
OXX
Other Financing Use
26,807
25,374
-
-
-
n/a
Total E xpenclitures:
$ 3,809,184
$ 4,372,376
$ 3,544,778
$ 4,821,397
$ 4,588,238
$4,295,065
$4,380,167
$ (526,332)
-10.9%
C-28
OPERATING BUDGET
COMMUNITY DEVELOPMENT ADMINISTRATION
Responsible Manager: Tina Piety, Administrative Assistant II
PURPOSE/DESCRIPTION:
The mission of the Administrative Division work team is to strive
together to provide friendly, courteous, and thorough services to our
internal and external customers in a timely and efficient manner. The
division coordinates staff support throughout the department,
organizes the department's resources, and facilitates communication.
Overall department management is provided by the Director of
Community Development. The division provides office support to
the department in the areas of word processing, records maintenance,
financial management, training, personnel, supplies, and scheduling.
In addition, the division provides the city-wide receptionist and is a
passport acceptance facility. The division also provides support to
the Planning Commission and Lodging Tax Advisory Committee
(LTAC). The primary goal is to provide high -quality customer
service to citizens, businesses, public agencies, other city
departments, and department staff.
GOALS/OBJECTIVES:
2015 Proposed Expenditures by
Category
• Provide a work environment within the department that encourages creativity and longevity.
• Participate in regional and legislative discussions regarding planning, building, and community services.
• Work with division managers to improve quality, efficiency, and effectiveness of customer service.
• Provide quality administrative services to assist department and city staff in providing superior public service.
• Provide quality records management through implementation of the Washington State Records Retention Schedule.
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
Number of documents formatted/edited.
Number of walk-in clients.
• Number of phone calls received.
• Number of Planning Commission & LTAC meetings.
• Number of passport applications processed.
Outcome Measures:
• Percent of documents completed on time.
POSITION INVENTORY:
Chgs
B%
2013
2014
2015
2016
2,000
2,000
2,000
2,000
15,000
15,000
15,000
15,000
20,000
20,000
20,000
20,000
13
20
36
36
2,640
2,650
3,000
3,000
85.0%
85.0%
90.0%
90.0%
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Director-Comm/Economic Dev.
0.50
0.50
0.50
-
-
-
-
58C
Director -Community Development
-
-
-
1.00
1.00
1.00
1.00
58C
Administrative Assistant II
1.00
1.00
1.00
1.00
1.00
1.00
1.00
24
Administrative Assistant I
1.00
1.00
1.00
0.90
0.90
0.90
0.90
18
Office Technician II
1.00
1.00
1.00
1.00
1.00
1.00
1.00
14
Total RegularStaffing
3.50
3.50
3.50
3.90
3.90
3.90
3.90
n/a
Change from prior year
-
-
-
0.40
-
-
-
n/a
Grand Total Staffing
3.50
3.50
3.50
3.90
3.90
3.90
3.90
n/a
C-29
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
COMMUNITY DEVELOPMENT ADMINISTRATION
Responsible Manager: Tina Piety, Administrative Assistant II
HIGHLIGHTS/CHANGES:
The Department of Community & Economic Development Administration Division proposed operating budget totals $380,509
in 2015 and $386,578 in 2016. This is a 10.7% or $36,803 increase from the 2014 adjusted budget.
Major line item changes include:
■ Salaries and Wages - Increase of $68,499 due to addition of 1.0 FTE for Director of Community Development, and
elimination of 0.50 FTE Director of Community and Economic Development because 1.0 FTE Economic Development
Director was added in the Mayor's budget.
■ Internal Service - Decrease of $45,150 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012 2013
Actual Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Adj
I Adopted
Adjusted
I Projected
$ Chg
I % Chg
Expenditure Summary:
1XX
Salaries and Wages
203,921
201,458
205,780
216,994
216,994
285,493
288,304
68,499
31.6%
2XX
Benefits
59,970
65,142
70,257
72,121
72,121
85,574
88,833
13,453
18.7%
3XX
Supplies
1,762
1,472
2,680
2,680
2,680
2,680
2,680
-
0.0%
4XX
Services and Charges
2,602
4,848
6,761
6,761
6,761
6,761
6,761
-
0.0%
9XX
I Internal Service
1 40,739
40,006
1 44,962
45,150
1 45,150
1 -
-
(45,150)
-100.0%
Total Expenditures:1
$ 308,994
1 $ 312,926
1 $ 330,440
1 $ 343,706
1 $ 343,706
1 $ 380,509
1 $ 386,578
1 $ 36,803
1 10.7%
C-30
OPERATING BUDGET
COMMUNITY DEVELOPMENT PLANNING
Responsible Manager: Isaac Conlen, Planning Manager
PURPOSE/DESCRIPTION:
The mission of the Planning Division is to work in partnership
with the citizens and development community in developing plans
and codes which are implemented to improve quality of life; foster
responsible development of the built environment; balance
environmental protection, quality of life, and development
opportunities; seek creative solutions to regional issues; and
provide for adequate infrastructure and local government services.
The division processes land use applications; monitors compliance
with the Federal Way Revised Code; processes code amendments
and comprehensive plan amendments; and manages federal, state,
and local environmental processes and regulations. The division
provides assistance to other departments to formulate policy and
code amendments; provides technical assistance for city projects
and annexations; and coordinates the city's response to land use
appeal issues as directed by the City Council and Mayor.
2015 Proposed Expenditures by
Category
U.M.
The division prepares, maintains and implements the city's comprehensive plan consistent with the Growth Management Act.
The division is responsible for implementing other special projects and mandates required through the Growth Management
Act or other new legislation. The division responds to and prepares special studies and other projects at the direction of the
City Council and Mayor.
Permitting activity has increased over the last two years and is anticipated to continue along a moderate growth trend. One
factor that is not as easily quantifiable is that many of the projects we have dealt with over the last two years have been rather
large (mostly large multi -family housing projects). Additionally, projects are trending towards a higher degree of complication.
This is largely because easy -to -develop lots have already been developed, leaving those with environmental or other
constraints now entering the development process. The trend towards complicated projects means that each project, on
average, requires more staff time to review. A number of code amendments processed over the last several years, however,
have served to make us more efficient by eliminating unnecessary review processes and simplifying others (eliminating the
requirement for land use permits for simple projects that can be reviewed entirely under the building permit application,
eliminating certain SEPA reviews, etc.).
In 2015/2016 staff has a very busy long range planning work program. The highest priority will be completing the major
update to the comprehensive plan and to the critical areas ordinance, both of which are required to be completed by June 30,
2015. Additionally there is a long list of code amendments, which have been prioritized by City Council. In past years, the City
Council has tended to add new code amendment items periodically throughout the year and this pattern may continue.
GOALS/OBJECTIVES:
• Complete Major Comprehensive Plan Update in 2015.
• Complete Critical Areas Ordinance Update in 2015.
• Issue PACC building permit (if not already issued in 2014).
• Support economic development projects in the City Center and throughout the city.
• Make significant progress on long list of code amendments identified in the adopted Planning Commission Work
Program.
• Continue to support the development process with timely land use and subdivision permit review and issuance.
C-31
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
COMMUNITY DEVELOPMENT PLANNING
Responsible Manager: Isaac Conlen, Planning Manager
PERFORMANCE MEASURES:
Type/Description
2013
2014
2015
2016
Workload Measures:
• Pre -application conferences held.
12
14
20
20
• Number of drop -in questions -telephone and front counter.
12,395
12,500
12,750
12,750
• Land use/subdivision applications received.
50
90
110
130
• Administrative Decisions
45
90
110
130
• Planning Commission meetings supported.
5
9
24
24
Efficiency Measures:
• Average number of calendar days to complete pre -applications.
25
24
24
24
• Average turnaround time for Administrative Decision response.
23
12
15
15
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Planning Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
46
Principal Planner
1.00
1.00
1.00
1.00
1.00
1.00
1.00
41
Senior Planner
1.00
1.00
1.00
2.00
2.00
2.00
2.00
38
Associate Planner
1.00
1.00
1.00
2.00
2.00
2.00
2.00
32
Assistant Planner
1.00
1.00
1.00
-
-
-
-
27
Development Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
24
Total Regular Staffing
6.00
6.00
6.00
7.00
7.00
7.00
7.00
n/a
Change from prior year
-
-
-
1.00
-
-
-
in/a
Grand Total Staffing
6.00
1 6.00
1 6.00
7.00
7.00
1 7.00
7.00
1n/a
C-32
OPERATING BUDGET
COMMUNITY DEVELOPMENT PLANNING
Responsible Manager: Isaac Conlen, Planning Manager
HIGHLIGHTS/CHANGES:
The Department of Community & Economic Development Planning Division proposed operating budget totals $821,826 in
2015 and $847,469 in 2016. This is a 14.8% or $142,208 decrease from the 2014 adjusted budget.
Major line item changes include:
■ Salaries and Wages - Net increase of $61,674 due to full year funded 1.0 FTE Associate Planner and 1.0 FTE
Development Specialist, reclassification of Assistant Planner to Associate Planner, and Associate Planner to Senior
Planner, elimination of temporary help for planning intern, and addition of temporary help for contract planner.
■ Services and Charges - Decrease of $77,530 due to elimination of one-time project for the comprehensive plan update.
■ Internal Service - Decrease of $167,232 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Pro osed - 14Ad•
Adopted Adjusted Projected
$Chg %Chg
Revenue Summary:
Licenses and Permits
$ 2,471
$ 2,051
$ -
$
$
$ 2,000
$ 2,000
$ 2,000
n/a
Intergovernmental
14,110
-
-
-
-
n/a
Charges for Services
100,711
104,878
101,577
111,577
111,577
95,000
95,000
(16,577)
-14.9%
Total Revenues:
$ 117,292
$ 106,929
$ 101,577
$ 111,577
$ 111,577
$ 97,000
$ 97,000
$ (14,577)
-13.1%
Expenditure Summary:
1XX
Salaries and Wages
407,947
378,960
382,632
551,214
501,214
612,888
630,862
61,674
11.2%
2XX
Benefits
112,681
113,323
117,311
143,801
143,801
184,782
192,450
40,981
28.5%
3XX
Supplies
2,326
2,232
2,950
2,950
2,950
2,850
2,850
(100)
-3.4%
4XX
Services and Charges
15,419
15,226
21,157
98,787
98,787
21,257
21,257
(77,530)
-78.5%
5XX
Intergovernmental
50
50
50
50
50
0.0 0
9XX
Internal Service
128,363
1 132,437
1 141,545
1 167,232
1 167,232
(167,232)
-100.0%
Total Expenditures:
$ 666,736
1 $ 642,178
1 $ 665,645
1 $ 964,034
1 $ 914,034
1 $ 821,826
1 $ 847,469
1 $ (142,208)
-14.8%
C-33
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
COMMUNITY DEVELOPMENT BUILDING
Responsible Manager: Marty Gillis, Building Of
PURPOSE/DESCRIPTION:
It is the mission of the Building Division Protect the health,
safety, and welfare of people by creating better buildings and
safer communities by providing the highest quality plan review,
inspections and code enforcement, in order to improve the
performance of the built environment. Municipal code
regulations establish minimum standards for safeguarding life,
limb, health, property, public welfare, and quality of life for the
city's citizens.
The division is comprised of three groups: the permit center,
plan review/inspection, and code compliance. All three support
the permit process and compliance with city and state codes. The
division is responsible for the administration of the state building
code as amended by the Federal Way Revised Code, including
the International Building, Residential, Mechanical, Fuel Gas,
and the Uniform Plumbing Codes; the National Electric Code
State Electrical Code; and the Washington State Energy Code.
The division is also responsible for the administration of the International Property Maintenance Code; and assuring
compliance with sign provisions of the Federal Way development code. The division works closely with members of South
King Fire and Rescue in administering the International Fire Code. Graffiti control is also one of the division's responsibilities.
The division conducts reviews and inspections of all buildings and structures located on private parcels; covering residential,
multifamily, industrial and commercial structures and appurtenances. The building division is responsible for the review and
inspection of construction applications, including zoning, surface water, and drainage requirements. In addition, the division
responds to Citizen Action Requests, customer complaints, and Records Requests generated from the community as well as
other departments and agencies.
2015 Proposed Expenditures by Category
Permitting activity and resulting inspection requests have increased over the last two years. Large projects have been proposed
in 2014 resulting in an increase in revenue beyond projections and will result in an increase in the number of inspections
through 2015 and early 2016. Although forecasting future trends can be more art than science, it is believed that the economic
upswing will level and then continue along a moderate growth trend. In 2014 several large projects have submitted permit
applications including several large multifamily projects and the Federal Way High School. These projects are complex due to
their size and challenges presented by the land. As more and more construction occurs there will be more emphasis on
designing buildings to fit the needs of the land. This is largely because easy -to -develop lots have already been developed,
leaving those with environmental or other constraints now entering the development process. The trend towards complicated
projects means that each project, on average, requires more staff time to review. The forming of a more centralized urban city
center will also impact the design of buildings, infrastructures and utilities as densities and increased building heights in the
city's downtown districts are planned and constructed.
C-34
OPERATING BUDGET
COMMUNITY DEVELOPMENT BUILDING
Responsible Manager: Marty Gillis, Building Official
GOALS/OBJECTIVES:
• Support economic development projects in the City Center and throughout the city.
• Continue to make improvements to permit application, permit review and inspection; and code compliance
procedures.
• Install and improve upgrades; and implement streamlining of the automated permit tracking system.
• Identify code compliance issues and work toward prompt compliance; keep staff trained on changes to codes.
• Maintain high volumes of reactive code compliance investigations and violation orders while implementing proactive
code compliance practices and procedures.
• Provide quality construction reviews and inspections meeting established timelines.
• Process large project permits and perform inspections for large permits issued in 2014:
o Federal Way High School
o PACC
o Children's Hospital
o Celebration Senior Living
o Dicks Sporting Goods
o Wild Waves
o Progressive
o Large multifamily projects:
■ Park 16; High Point; Kitt's Corner; Veterans Apartments; Federal Way Town Houses
• Purchase, install, and provide training for paperless review of building permits.
• Develop and upgrade forms, handouts, and customer service brochures.
• Develop policies, procedures, and Best Practice Methods (BMPs).
• Develop user friendly maintainable reports in order to track performance measures.
• Retain institutional knowledge held by trained staff, fill vacated positions with experienced, competent individuals.
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
Total permits issued/reviewed.
Valuation of issued permits.
Outcome Measures:
New Single Family (NSF) permits issued < 30 days.
Tenant Improvement permits (TI) issued < 20 days.
o Average number of permit inspections per year.
o Average number of Citizen Action Request investigations per year
o Average number of Records Requests completed per year.
o Total revenue receipted versus Total revenue forecasted (%).
Efficiency Measures:
P Average staff hours per NSF permit — Review/Inspection.
P Average staff hours per TI permit — Review/Inspection.
2013
2014
2015
2016
3,950
3,700
3,500
3,500
$67.50m
$138.50m
$80.5m
80.5$m
70%
95%
80%
80%
75%
75%
75%
75%
8100
7100
8100
8100
830
1100
1200
1400
85
85
90
90
100.0%
100.0%
100.0%
100.0%
3.5/13.4
3.5/13.4
4/15
4/15
3.5/10
3/11
4/10
4/10
C-35
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
COMMUNITY DEVELOPMENT BUILDING
Responsible Manager: Marty Gillis, Building Official
The Department of Community & Economic Development Building Division proposed operating budget totals $1,165,280 in
2015 and $1,208,966 in 2016. This is a 25.1% or $390,841 decrease from the 2014 adjusted budget. Major line item changes
include:
■ Salaries and Wages - Net decrease of $19,129 due to; moving 1.0 FTE Code Compliance Officer from General Fund
to Proposition 1 Fund, elimination of temporary help for Building Inspector, full -year funded Combination
Electric/Building Inspector, and reclassification of Lead Plans Examiner to Assistant Building Official.
■ Supplies - Decrease of $7,200 due to decrease of graffiti supplies.
■ Services and Charges - Decrease of $110,501 primarily due to elimination of building abatement fund.
■ Internal Service - Decrease of $311,743 due to moving all internal service charges to non -departmental, and
elimination of one-time purchases for software upgrades, and fleet equipment.
REVENUE AND EXPENDITURE SUMMARY:
BUILDING - GENERAL FUND
Code
Item
2012
Actual
2013
Actual
2014
1 2015
I Proposed
2016
Proposed
15 Proposed - 14 Ad'
Adopted I Adjusted Projected
$ Chg % Chg
Revenue Summary:
32X
Licenses and Permits
$ 1,020,724
$ 1,124,369
$ 764,000
$ 1,079,000
$ 1,879,000
$ 1,439,000
$ 1,439,000
$ 360,000
$ 0
34X
Charges for Services
447,635
957,267
310,000
910,000
910,000
1,036,000
1,036,000
126,000
13.8%
35X
Fines and Penalties
65
14,860
-
-
-
-
-
-
n/a
Total Revenues:
$ 1,468,424 $ 2,096,497
$ 1,074,000 $ 1,989,000
$ 2,789,000
$ 2,475,000
$ 2,475,000
$ 486,000
24.4%
Expenditure Summary:
1XX
Salaries & Wages
724,157
674,664
742,140
824,104
804,104
739,666
762,630
(84,438)
-10.2%
2XX
Benefits
233,648
256,563
268,570
285,134
285,134
306,907
321,400
21,774
7.6%
3XX
Supplies
13,136
7,953
13,875
16,575
13,416
9,375
9,375
(7,200)
-43.4%
4XX
Services and Charges
7,997
33,629
8,065
118,566
28,566
8,065
8,065
(110,501)
-93.2%
9XX
Internal Service
178,354
163,637
181,030
311,743
241,743
-
-
(311,743)
-100.0%
Total Fxpenditures:
$ 1,157,292
IT 1,136,446
$ 1,213,679
1 $ 1,556,121
$ 1,372,962
1 $ 7,064,013
$ 1,101,470
1 $ (492,108)
-31.6%
BUILDING - PROPOSITION 1 FUND
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Pro osed - 14 Ad'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X Taxes
$
$
$
$
$
$ 101,267
$ 107,496
$ 101,267
n/a
Total Revenues:
$ -
$
$ -
$ -
$ -
$ 101,267
$ 107,496
$ 101,267
n/a
Expenditure Summary:
1XX
I Salaries & Wages
65,309
68,923
65,309
n%a
2XX
JBenefits
35,958
38,573
35,958
iva
Total Expenditures:
$ -
$
$ -
$ -
$ -
$ 101,267
$ 107,496
$ 101,267
n/a
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Building Official
1.00
1.00
1.00
1.00
1.00
1.00
1.00
46
Assistant Building Official
-
-
-
1.00
1.00
1.00
1.00
38
Plans Examiner
1.00
1.00
1.00
-
-
-
-
35
Combination Electrical/Bldg Inspector
2.00
2.00
2.00
3.00
3.00
3.00
3.00
36
Inspector/Plans Examiner
1.00
1.00
1 1.00
1.00
1.00
1.00
1 1.00
33
Code Compliance Officer (1.0 FTE Prop 1 fu
2.00
2.00
2.00
2.00
2.00
2.00
2.00
35
Permit Center Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30
Development Specialist
1.00
1.00
1.00
2.00
2.00
2.00
2.00
24
Graffiti Technician
-
1.00
1.00
1.00
1.00
1.00
1.00
10
Total Regular Staffing
9.00
10.00
10.00
12.00
12.00
12.00
12.00
n/a
Changefrom prioryear
-
1.00
-
2.00
-
-
-
n/a
Funded on a One-time Basis:
Graffiti Technician 1.00
-
-
- - - - 10
Frozen Positions:
Code Compliance Officer (Prop 1 funded)
1.00
1.00 1 1.00
-
-
-
-
30
Grand Total Staffing
11.00
11.00 1 11.00
12.00
1 12.00
1 12.00
1 12.00
1 n/a
C-36
OPERATING BUDGET
COMMUNITY DEVELOPMENT COMMUNITY SERVICES
Responsible Manager: Jeff Watson, Community Services Manager
PURPOSE/DESCRIPTION:
The mission of the Community Services Division is to ensure that
an effective and collaborative delivery system is in place to: assist 2015 Proposed Expenditures by Category
Federal Way residents to meet their basic needs; increase their
public safety; attain self-sufficiency and independence; and build
strong neighborhoods. To achieve this, the division will: assess
and anticipate community needs; manage an efficient and user- Intergodt
friendly funding application process; oversee and evaluate 3.1 r s
contracts with local service providers; and coordinate with other Interfund
funders, community organizations, and city departments. The 774�gS 0.0
division budget covers the development of programs and services
for community residents, including grant coordination,
Personnel
performance monitoring, and the overall management of all 19.2%
general fund community services contracts and Community
Development Block Grant (CDBG) funds. Community Services
includes programs in the three goals and strategy areas identified supplies
in the city's Consolidated Plan (2012-2016): 1) expand economic 0.4%
opportunities; 2) provide decent affordable housing; and 3)
establish suitable living environments. CDBG supports construction or rehabilitation of community facilities, neighborhood
improvements, and affordable housing, direct community service programs and planning activities that principally benefit low -
and moderate -income individuals. The division staffs the Human Services Commission, the Diversity Commission, and the
CDBG Loan Review Advisory Committee, in addition to representing the city on policy -making bodies and community
organizations.
GOALS/OBJECTIVES:
• Continue implementation of CDBG and Community Services General Fund programs, including monitoring of
contracts of funded human service agencies;
• Continue to work on local and regional efforts to address housing and human service's needs;
• Develop and submit to HUD the required 2015 and 2016 CDBG Annual Action Plans;
• Work with Public Health -Seattle & King County and other agencies to establish a sustainable model for operating a
Public Health Clinic in Federal Way;
• Transition Community Services grant application processes and management from a paper -based system to an
electronic, on-line system;
• Evaluate and make changes to the Human Services Grant application and award process, criteria, and management
system;
• Complete, submit to HUD for approval, and close on the Section 108 Loan for the Performing Arts & Conference
Center;
• Implement the NRSA Plan for the Camelot/Lauralwood area of north Federal Way;
• Continue the investment in the stability and expansion of Federal Way Small Businesses through the CDBG
Commercial Loan Programs and the Commercial Exterior Improvement Program;
• Establish in-house administration of the CDBG Home Repair Loan Program operations and bookkeeping;
• Continue to support low- and moderate -income homeowners through the Home Repair Loan Program; and
• Achieve HUD recognition that the city's program properly administers the Federal CDBG rules and regulations.
C-37
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
COMMUNITY DEVELOPMENT COMMUNITY SERVICES
Responsible Manager: Jeff Watson, Community Services Manager
PERFORMANCE MEASURES:
Type/Description
2013
2014
2015
2016
Workload Measures:
• Number of community services contracts managed.
34
41
34
34
• Amount of community services dollars administered.
$516,000
$516,000
$516,000
$516,000
• Number of community services contract payments processed.
136
164
136
136
• Number of community services applications processed.
0
70
0
70
• Number of CDBG applications processed.
5
4
5
5
• Number of CDBG contracts managed.
5
4
5
5
• Number of CDBG dollars administered.
$990,565
$925,870
$649,054
$649,054
Outcome Measures:
• Percent of contracts fully executed in timely manner.
100.0%
100.0%
100.0%
100.0%
• Number of Human Service Commission meetings supported.
13
13
13
13
• Number of Small Business loans made.
1
1
5
5
• Number of Commercial Exterior projects completed.
0
1
4
5
• Number of Owner occupied housing units stabilized.
25
28
25
25
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted Adjusted Projected
General Fund:
Community Services Manager
0.80
0.80
0.80
0.80
0.80
0.72
0.72
46
Human Services Technician
0.70
-
-
-
-
-
31
CDBG Coordinator
-
0.30
0.30
0.30
0.30
0.83
0.83
31
Total General Fund:
1.50
1.10
1.10
1.10
1.10
1.55
1.55
n/a
CDBG Fund
Community Services Manager
0.20
0.20
0.20
0.20
0.20
0.28
0.28
46
CDBG Coordinator
0.30
0.70
0.70
0.70
0.70
0.17
0.17
31
Executive Assistant
0.65
0.35
0.35
0.35
0.35
0.30
0.30
31
Code Compliance Officer
-
-
-
1.00
1.00
1.00
1.00
35
Recreation Coordinator
-
-
-
-
-
0.50
0.50
30
Total CDBG:
1.15
1.25
1.25
2.25
2.25
2.25
2.25
n/a
Total RegularStafing
2.65
2.35
2.35
3.35
3.35
3.80
3.80
n/a
Change from prior year
1.65
(0.30)
-
1.00
-
0.45
-
n/a
Grand Total Staffing
2.65
2.35
2.35
3.35
3.35
3.80
3.80
n/a
C-38
OPERATING BUDGET
COMMUNITY DEVELOPMENT COMMUNITY SERVICES
Responsible Manager: Jeff Watson, Community Services Manager
HIGHLIGHTS/CHANGES:
The Department of Community & Economic Development Community Services Division proposed operating budget totals
$1,927,450 in 2015 and $1,937,154 in 2016. This is a 1.5% or $30,086 decrease from the 2014 adjusted budget. The table
below includes the General Fund and Community Development Block Grant Fund.
Major line item changes include:
■ Salaries/Wages & Benefits -Net increase of $87,774 is due to moving .50 FTE Recreation Coordinator from General
Fund Parks to Community Development Block Grant Fund, and full -year funded 1.0 FTE Code Compliance Officer.
■ Services and Charges - Decrease of $93,352 due to elimination of a portion of Community Garden funding, and
elimination of 20% increase of human services grant program.
■ Internal Service - Decrease of $23,143 due to moving all internal service charges to non -departmental.
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Proposed -14 Ad'
I Adopted I Adjusted Projected
$ Chg I % Chg
Revenue Summary:
33X
Intergovernmental
$ 909,247
$ 1,491,740
$ 576,000
$ 1,178,896
$ 1,178,896
$ 1,237,072
$ 1,237,103
$ 58,176
$ 0
36X
Miscellaneous
5,108
7,675
-
-
-
n/a
39X
Other Financing Sources
4,000
-
-
-
-
-
-
n/a
Total Revenues:
$ 918,354
$ 1,499,415
$ 576,000
$ 19178,896
$ 1,178,896
$ 1,2379072
$ 1,237,103
$ 58,176
4.9%
Expenditure Summary:
1XX
Salaries and Wages
156,076
162,294
159,855
205,831
205,831
293,605
306,083
87,774
42.6%
2XX
Benefits
50,863
58,314
61,479
77,901
77,901
76,535
78,561
(1,366)
-1.8%
3XX
Supplies
1,325
2,493
6,950
6,950
6,950
6,950
6,950
-
0.0%
4XX
Services and Charges
1,355,385
1,953,402
1,029,975
1,584,816
1,584,816
1,491,464
1,486,663
(93,352)
-5.9%
5XX
Intergovernmental
64,458
57,236
54,396
58,896
58,896
58,896
58,896
-
0.0%
9XX
Internal Service
21,249
21,714
22,360
23,143
23,143
-
-
(23,143)
-100.0%
OXX
Other Financing Use
26,807
25,374
-
-
-
-
-
n/a
Total Expenditures:
$ 1,676,162
$ 2,280,826
$ 1,335,014
1 $ 1,957,536
$ 1,957,536
$ 1,927,450
$ 1,937,154
$ (30,086)
-1.5%
C-39
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
This page was intentionally left blank
C-40
OPERATING BUDGET
FINANCE
Ade Ariwoola
Director
■ Department direction and administration
■ Interdepartmental Coordination
■ Debt Management
■ Budget Management
■ Financial Planning
ACCOUNTING OPERATIONS
■ Payroll
■ Accounts Payable
■ Purchasing
■ Cash Receipting
■ Accounts Receivable
■ Business License
■ Interoffice Mail
FINANCIAL PLANNING
■ General Accounting
■ Budget
■ Banking Services
■ Cash & Investment
Management
■ Monthly Financial Report
■ Year -End Financial Reporting
■ Audit Coordination
■ Internal Controls
■ Financial Analysis
C-41
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
FINANCE
Responsible Manager: Ade Ariwoola, Finance Director
2013/2014 ACCOMPLISHMENTS
■ Received unqualified audit opinion consecutively since 1994.
■ Received the Government Finance Officers Association (GFOA) Award for Excellence in Financial Reporting consecutive
since incorporation. We have submitted the 2013 Comprehensive Annual Financial Report for review.
■ Received the GFOA Award for Distinguished Budget Presentation since incorporation.
■ Implemented GASB Statement 54 Fund Balance Reporting and Governmental Fund Type Definitions, new accounting
standard
■ Completed the process for refunding the 2003 Community Center bonds
■ Enhanced/improved communication and presentation of the City's financial information including the budget document,
monthly financial report, comprehensive annual financial report and ad hoc reports; provided comprehensive yet simplified
overview of City taxes and levies to Council, management and citizens.
■ Streamlined the City's 2015/16 budget development process resulting greater efficiency and collaboration with management
team.
■ Successful completion of tax audits of MCI Verizon resulting in additional $139K in revenue to the City.
2015/2016 ANTICIPATED KEY PROJECTS
■ Continue monitoring for proper controls and procedures to ensure unqualified audit opinion.
■ Submit the City's 2014 and 2015 Comprehensive Annual Financial Reports to the GFOA Excellence in Financial Reporting
award program.
■ Submit the City's 2015/16 Biennial Budget to the GFOA Distinguished Budget Presentation award program.
■ Continue to actively participate on the SCORE Finance Committee; monitor SCORE financials, marketing progress, average
daily population of member cities; potential financial impact; and provide information to Council and management.
C-42
Type/Description
Workload Measures:
• Number of invoices paid annually
• Number of transactions receipted annually at
Finance counter compared to total transactions
receipted City Hall
• Number of passports taken in at Finance counter
compared to total passports
• Number of new business licenses issued / renewed
Outcome Measures:
• GFOA CAFR Awards - # of documents submitted /
awarded
• GFOA Budget Award - # of documents submitted /
awarded
(switched to biennial budget beginning with 1997/1998
document)
• Unqualified Audit Opinion - consecutive years
• Bond Rating per Moody's
• Investment return: total portfolio return compared
to SIP and 6 month T-Bill benchmarks
• # of month Cash reconciled within 15 days of
receiving bank statement
Efficiency Measures:
• FTE Staffing: Finance/City-Wide
• Average working days to compile MFR
• Average number of days to issue a regular business
license
OPERATING BUDGET
FINANCE
Responsible Manager: Ade Ariwoola, Finance Director
PERFORMANCE MEASURES:
2013
2014
2015
2016
10,782
10,782
10,782
10,782
7,424 / 22,805
7,424 / 22,805
7,424 / 22,805
7,424 / 22,805
32.5%
32.5%
32.5%
32.5%
84/2190
84/2190
84/2190
84/2190
3.8%
3.8%
3.8%
3.8%
761 / 3928
761 / 3928
761 / 4686
761 / 4686
23 / 23
24 / 24
25 / 25
26 / 26
15115
15115
16 / 16
16 / 16
20
21
22
23
Aa3
Aa3
Aa3
Aa3
0.17% portfolio /
0.17% portfolio /
0.10% portfolio /
0.10% portfolio /
0.17% SIP &
0.17% SIP &
0.10% SIP &
0.10% SIP &
0.13% T-Bill
0.13% T-Bill
0.05% T-Bill
0.05% T-Bill
12
12
12
12
7.0 / 303.90
3
3
7.0 / 303.90
3
3
8.0 / 320.13
3
3
8.0 / 320.13
3
3
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2015
Proposed
Grade
Adopted
Adjusted
Projected
Director -Finance
1.00
1.00
1.00
1.00
1.00
1.00
1.00
58B
Accounting Supervisor
-
-
-
1.00
1.00
1.00
1.00
44
Financial Analyst
3.00
3.00
3.00
2.00
2.00
2.00
2.00
36
Accounting Technician II
2.00
2.00
2.00
3.00
3.00
3.00
3.00
24
Accounting Technician
1.00
1.00
1.00
-
-
1.00
1.00
21
Total Regular Staffing
7.00
7.00
7.00
7.00
7.00
8.00
8.00
n/a
Change from prior year
-
-
-
1.00
-
n/a
Grand Total Staffing
7.00
7.00
7.00
1 7.00
1 7.00
8.00
8.00
n/a
C-43
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
FINANCE
Responsible Manager: Ade Ariwoola, Finance Director
PURPOSE/DESCRIPTION:
The purpose of the Finance Department is to provide accurate financial
information from which educated judgments can be made on the
financial health of the City and decisions can be made by management
regarding City operations. The Finance Department's responsibilities
include accounts payable, accounts receivable, payroll, general
accounting, financial planning, cash and investment management, cash
receipting, business licensing, internal control monitoring, audit,
monthly, quarterly and annual financial reporting, budget preparation
and financial analyses.
GOAL/OBJECTIVES:
• Provide timely and accurate financial information and services to
citizens, City Council, and city staff.
• Ensure compliance with purchasing laws and regulations.
• Ensure proper internal control in city operations to safeguard city resources.
HIGHLIGHTS/CHANGES:
2015 Proposed Expenditures by
Category
plies
6%
Svc/Chgs
1.8%
fntergov't
6.6%
The Finance proposed operating budget totals $908,534 in 2015 and $941,111 in 2016. This is a 9.1% or $91,404 decrease from
the 2014 adjusted budget. Major line items changes include:
Salaries and Wages - Net increase of $30,451 primarily due to addition of 1.0 Accounting Tech I FTE and the
elimination of one-time temporary help.
Services and Charges - Decrease of $35,961 due to elimination of Finance Director professional services search.
Internal Service - Decrease of $115,160 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Obj
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Pro osed - 14 Ad'
Adopted I Adjusted Projected
$ Chg I % Chg
Expenditure Summary:
1XX
Salaries and Wages
497,518
459,682
530,746
574,885
574,885
605,336
624,444
30,451
5.3%
2XX
Benefits
164,760
174,040
192,003
194,665
194,665
220,722
234,191
26,056
13.4%
3XX
Supplies
4,419
3,478
5,620
5,620
5,620
5,620
5,620
-
0.0%
4XX
Services and Charges
4,809
65,223
10,757
52,757
52,757
16,796
16,796
(35,961)
-68.2%
5XX
Intergovernmental
57,870
50,806
59,850
56,850
56,850
60,060
60,060
3,210
5.6%
9XX
Internal Service
104,043
100,812
108,224
115,160
115,160
-
-
(115,160)
-100.0%
Total Ex enditures:
$ 833,419
$ 854,041
1 $ 907,201
$ 999,938
$ 999,938
$ 908,534
$ 941,111
$ (91,404)
-9.1%
C-44
OPERATING BUDGET
LAW DEPARTMENT
Amy Jo Pearsall
City Attorney
■ Legal advice/opinions to Council, Mayor,
Judges, Commissions, and Staff
■ Management of Law Department and Risk
Management.
DEPARTMENT SUPPORT
Tonia Proctor
Lead Paralega.
• Director support
• Committee/Commission support
• Litigation support
■ Claims / Insurance Coordinator
CIVIL LEGAL CRIMINAL PROSECUTION
SERVICES
Stephanie Arthur
Chief Prosecutor
■ Civil litigation
Prosecute criminal citations
■ Land use hearings and
0 Prosecute traffic infractions
appeals
0 Enforce City's Municipal
■ Legal advice to Council
Code
and City Staff
0 Domestic Violence
■ Contract review and
Enforcement Program
preparation
Litigate Drug/Asset
■ Ordinance preparation
Forfeiture Cases
■ Resolution preparation
Police Training
Interlocal agreements
RISK MANAGEMENT
■ Administration of the City's
comprehensive risk
management/self-insurance
program for property, casualty
and general liability.
C-45
CITYOFFEDERAL WAY201512016 PROPOSED BUDGET
LAw DEPARTMENT OVERVIEW
Responsible Manager: Amy Jo Pearsall, City Attorney
2013/2014 ACCOMPLISHMENTS
LAW
■ Provided legal advice to the Mayor, Council, Municipal Court, and staff
■ Assisted staff in City Center Redevelopment projects, including the PACC
■ Drafted and/or reviewed approximately 375 contracts per year
■ Continued defending all pending litigation against the City
■ Prosecuted and defended the City in code violations
■ Presented and pursued city legislative goals with key state legislators
■ Provided legal advice on City Center Redevelopment and continue effective code enforcement efforts
■ Continued participation in the Health / Wellness Program
■ Continued to advised the Mayor on public defense standards per the Supreme Court Order
■ Provided training to the Records Group on Records Management Policy
■ Provided City-wide records training
■ Supported City Clerk in the creation of PRA on-line tracking system
■ Prevented the establishment of Marijuana type businesses and collective gardens within the City during review of new legislation
■ Implemented code amendments to spur business and limit certain activity within the various areas of the City
■ Oversaw 3 wireless site lease renewals, and the creation of one new lease
■ Prosecuted 3,750 citations (DUI, DWLS, DV, Theft, and other misdemeanors) per year
■ Transition from Insurance Pool to Self -Insured Retention with Reinsurance
■ Reduced storage byl20 boxes
■ Drafted legislative language on several bills
■ Negotiated and finalized 3 labor agreements
■ Collected approximately $67,000 for damage to City property
■ Trained Police
■ Prosecuted asset forfeitures
■ Prosecution transitioned to Sector and Spillman workflow
■ Transition to electronic files for prosecution
OPERATING BUDGET
LAW DEPARTMENT OVERVIEW
Responsible Manager: Amy Jo Pearsall, City Attorney
2015/2016 ANTICIPATED KEY PROJECTS
LAW
■ Continue to assist staff in City Center Redevelopment projects, including the PACC
■ Assist staff and/or represent the City regarding enforcement of business licenses
■ Continue participation in regional work groups that deal with issues affecting the City: NPDES, SWM, Domestic Violence,
PSERN
■ Continue training for departments
■ Continue updating FWRC to stay compliant with State law and Court rulings
■ Continue prosecuting and/or defending business license litigation
■ Assist departments with:
➢ Comprehensive Plan Amendments
➢ Public Records
➢ Training
➢ Code Amendments
➢ Department directed projects
■ Review legal documents and participate in legal proceedings
■ Negotiate 5 labor agreements
■ Continue participating in the Health / Wellness Program for employees
■ Continue to destroy records as authorized by the State Archivist to reduce storage costs
■ Continue to provide training for police officers
■ Continue prosecuting misdemeanors
■ Transition to DAWN electronic record -keeping for prosecution
■ Continue reviewing liability insurance
■ Continue cross -training of administrative personnel
■ Continue collecting monies for damage to City property
■ Continue advising on mandated public defense standards
C-47
CITYOFFEDERAL WAY201512016 PROPOSED BUDGET
LAw DEPARTMENT OVERVIEW
Responsible Manager: Amy Jo Pearsall, City Attorney
PURPOSE/DESCRIPTION:
The City Attorney's office is divided into three divisions: Civil,
Criminal, and Risk Management. The Civil Division provides a full
range of proactive legal services and advice to the Mayor, City Council,
Municipal Court Judges, all City Boards and Commissions, City
management and staff. The Criminal Division assists in providing for
public safety by providing all prosecution, pre -sentencing and
sentencing, and providing assistance and information about safety and
the criminal justice system to victims of domestic violence. The Risk
Management Division administers self-insurance and evaluates the risk
throughout the City.
GOALS/OBJECTIVES:
• Provide quality and cost effective legal advice and services to the
Mayor, City Council, Municipal Court Judges, Boards and
Commissions and City Departments;
• Defend and prosecute all litigation;
• Advise and train City staff to minimize potential litigation.
POSITION INVENTORY:
2015 Proposed Expenditures by Category
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Director -City Attorney
1.00
1.00
1.00
1.00
1.00
1.00
1.00
58E
Assistant City Attorney -
0.50 FT funded by Prop. 1
2.00
2.00
2.00
2.00
2.00
2.00
2.00
49
Chief City Prosecutor
1.00
1.00
1 1.00
1.00
1.00
1.00
1 1.00
43
City Prosecutor - 1.5 fte funded by Prop. 1
3.00
3.00
3.00
3.00
3.00
3.00
3.00
38
Lead Paralegal
1.00
1.00
1.00
1.00
1.00
1.00
1.00
33
Domestic Violence Legal Advocate
1.00
1.00
1.00
1.00
1.00
1.00
1.00
29
Paralegal
1.00
1.00
1.00
1.00
1.00
1.00
1.00
29
Legal Assistant
1.00
2.00
2.00
2.00
2.00
2.00
2.00
24
Total Regular Staffing
11.00
12.00
12.00
12.00
12.00
12.00
12.00
n/a
Change from prior year
-
1.00
-
-
-
-
-
n/a
Funded on a One-time Basis:
Legal Assistant
1.00
24
Grand Total Staffing
12.00
12.00
12.00
12.00
12.00
12.00
12.00
1 n/a
DEPARTMENT SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
I Proposed
15 Proposed - 14 Ad
I Adopted I Adjusted ectedd
$ Chg I % Chg
Revenue Summary:
51
Civil Legal Svcs
$ 208,055
$ 224,118
$ 229,620
$ 229,620
$ 229,620
$ 2,000
$ 2,000
$ (227,620)
-99.1%
114
Proposition 1
-
-
-
-
-
214,879
220,426
$ 214,879
n/a
501
Risk Management
1,236,078
1,425,542
1,028,768
1,577,612
1,577,612
924,443
924,443
(653,169)
-41.4%
Total Revenues:
$ 1,444,132
$1,649,660
$1,258,388
$1,807,232
$1,807,232
$1,141,322
$1,146,869
$ (665,910)
-36.8%
General Fund Operating Expenditure Summary:
51
Civil Legal Svcs
684,041
706,452
761,746
879,214
814,214
572,538
585,649
(306,676)
-34.9%
52
Criminal Prosecution
685,428
702,299
719,954
745,094
745,094
585,849
593,714
(159,245)
-21.4%
114
Proposition 1
-
-
-
-
-
214,879
220,426
214,879
n/a
501
Risk Management
1,109,986
1,338,925
1,038,768
5,272,638
5,272,638
924,443
924,443
(4,348,195)
-82.5%
Total Expenditures:
$ 2,479,455
$ 2,747,676
$ 2,520,468
$ 6,896,946
$ 6,831,946
$ 2,297,709
$ 2,324,232
$ (4,599,237)
-66.7%
OPERATING BUDGET
LAW DEPARTMENT OVERVIEW
Responsible Manager: Amy Jo Pearsall, City Attorney
HIGHLIGHTS/CHANGES:
The Law Department's adopted operating budget totals $2,297,709 in 2015 and $2,324,232 in 2016. This is a 66.7% or $4,599,237
decrease from the 2014 adjusted budget. The table below includes the General Fund, Proposition 1 Fund, and the Risk Management
Fund. Major line item changes include:
• Salaries and Wages - Decrease of $41,648 primarily due reclassification of Deputy City Attorney to Assistant City Attorney
for 2015/16.
• Services and Charges - Decrease of $597,953 primarily due to elimination of one-time claims, broker fees, and insurance
premiums in the Risk Fund, and elimination of one-time professional service search for City Attorney and one-time outside
legal counsel in the General Fund.
• Intergovernmental - Decrease of $156,514 due to elimination of one-time cost for wire theft.
• Internal Service - Decrease of $99,088 due to moving all internal service charges to non -departmental.
• Other Financing Use - Decrease of $3,715,026 due to $3,685,026 one-time transfer out for establishing Strategic Reserve
and Unemployment Funds, and $30,000 one-time transfer for court security.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
i Proposed
2016
Proposed
15 Pro osed - 14 Ad'
Adopted
I Adjusted
Projected
$ Chg
I % Chg
Revenue Summary:
31X
Taxes
$ -
$ -
$
$
$
$ 214,879
$ 220,426
$ 214,879
n/a
34X
Charges for Services
1,325,642
1,008,768
1,557,612
1,557,612
924,443
924,443
(633,169)
-40.6%
35X
Fines and Penalties
2,876
2,143
2,000
2,000
2,000
2,000
2,000
-
0.0%
36X
Miscellaneous
1,236,078
99,900
20,000
20,000
20,000
-
-
(20,000)
-100.0%
39X
Other Financing Sourc
205,179
221,975
227,620
227,620
227,620
-
(227,620)
-100.0%
Total Revenues:
1 $ 1,444,132
$1,649,660
$19258,388
$1,807,232
$ 1,807,232
$1,141,322 $1,146,869
$ (665,910)
-36.8%
Expenditure Summary:
1XX
Salaries & Wages
949,745
958,389
964,033
997,887
997,887
956,239
973,061
(41,648)
-4.2%
2XX
Benefits
381,749
368,285
552,220
333,133
333,133
345,225
354,926
12,092
3.6%
3XX
Supplies
3,436
2,460
4,875
4,875
4,875
3,775
3,775
(1,100)
-22.6%
4XX
Services and Charges
956,661
1,229,263
784,377
1,589,923
1,524,923
991,970
991,970
(597,953)
-37.6%
5XX
lIntergovernmental
51,319
67,212
100,500
157,014
157,014
500
500
(156,514)
-99.7%
9XX
Internal Service
79,754
82,067
84,463
99,088
99,088
-
-
(991,088)
100.0%
OXX
Other Financing Use
56,790
40,000
30,000E3,715,026
3,715,026
(3,715,026)
1000%Total
lipenditures:
$ 2,479,455
$2,747,676
$ 2,520,468
96,946
$ 6,831,946
$ 2,297,704
$ 2,324,232
M
CITYOFFEDERAL WAY201512016 PROPOSED BUDGET
LAW CIVIL LEGAL SERVICES
Responsible Manager: Amy Jo Pearsall, City Attorney
PURPOSE/DESCRIPTION:
The City Attorney, and two Assistant City Attorneys, aided by support
staff, provide legal advice to the Mayor, City Council, Municipal
Court Judges, all City Boards and Commissions, Department Directors
and staff. The most important function of the Civil Division of the
Law Department is to provide proactive legal advice to all City
officials and staff. This ensures every action by the City is legally
defensible, complies with the most current state and federal laws, and
minimizes the potential for litigation.
The Civil Division supports the Council's policy of contracting for
services by drafting, reviewing, and approving all contracts. Other
duties include preparing ordinances, resolutions, orders, interlocal
agreements, and coordinating and supervising the services of outside
legal counsel. The Civil Division also oversees Risk Management of
the City.
2015 Proposed Expenditures by Category
0.1
GOALS/OBJECTIVES:
• Provide timely and thoughtful legal advice to the Mayor, City Council, Municipal Court Judges, and staff on all legal questions;
• Assist and pursue the City's legislative goals;
• Review and provide code revisions in order to keep the Code current with State and Federal laws;
• Draft, negotiate and review franchises, contracts, leases, development agreements, real estate transactions, and labor agreements;
• Provide training for contracts, supervision, police, and public records;
• Provide risk management oversight.
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• Number of contracts drafted/reviewed
• Number of Ordinances/Resolutions Drafted
• Number of Litigation matters (excludes condemnation litigation)
• Number of Labor Agreements
Outcome Measures:
• % drafted documents returned within 24 hours
• % of Ordinances/Resolutions presented to Council
• % of time reviewing / responding to PRA requests
• % of budget spent on outside counsel
Efficiency Measures:
• Contracts reviewed per attorney per year
• Number of projects/files opened - major issues (not including
subfiles)
POSITION INVENTORY:
2013
2014
2015
2016
394
375
375
375
37
27
30
30
12
15
20
20
1
5
5
5
99%
99%
99%
99%
100%
100%
100%
100%
11%
14%
15%
15%
5
5
5
5
131
125
125
125
48
30
40
40
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Director -City Attorney
0.80
0.80
0.80
0.80
0.80
0.80
0.80
58E
Assistant City Attorney -
0.50 FTE funded by Prop. 1
2.00
2.00
2.00
2.00
2.00
2.00
2.00
49
Lead Paralegal
1.00
1.00
1.00
1.00
1.00
1.00
1.00
33
Legal Assistant
1.00
1.00
1.00
1.00
1.00
1.00
1.00
24
Total RegularStaJfing
4.80
4.80
4.80
4.80
4.80
4.80
4.80
n/a
Change from prior year
-
-
-
-
-
-
-
n/a
Grand Total Staffing
4.80
4.80
4.80
4.80
4.80
4.80
4.80
n/a
C-50
OPERATING BUDGET
LAW CIVIL LEGAL SERVICES
Responsible Manager: Amy Jo Pearsall, City Attorney
HIGHLIGHTS/CHANGES:
The Law Department Civil Division's adopted operating budget totals $1,555,034 in 2015 and $1,571,483 in 2016. This is a 74.7% or
$4,596,818 decrease from the 2014 adjusted budget. The table below includes the General Fund, Proposition 1 Fund, and the Risk
Management Fund. Major line item changes include:
• Salaries and Wages - Net decrease of $31,895 due to; 0.50 FTE Assistant City Attorney moved from General Fund to
Proposition 1 Fund, and reclassification of Deputy City Attorney to Assistant City Attorney for 2015/16.
• Services and Charges - Decrease of $598,536 due to elimination of one-time claims, broker fees, and insurance premiums in
the Risk Fund, and due to elimination of one-time professional service search for City Attorney and one-time outside legal
counsel in General Fund Legal Services.
• Intergovernmental - Decrease of $156,514 due to elimination of one-time cost for wire theft.
• Internal Service - Decrease of $87,482 due to moving all internal service charges to non -departmental.
• Other Financing Use - Decrease of $3,715,026 due to $3,685,026 one-time transfer out for establishing Strategic Reserve
and Unemployment Funds, and $30,000 one-time transfer for court security.
REVENUE AND EXPENDITURE SUMMARY:
CIVIL LEGAL SERVICES - GENERAL FUND & RISK FUND
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Pro osed - 14 Ad'
Adopted
I Adjusted
I Projected
$ Chg
% Chg
Revenue Summary:
31X
Taxes
$ -
$ -
$ -
$ -
$
$ 58,053
$ 61,391
$ 58,053
n/a
34X
Charges for Services
1,325,642
1,008,768
1,557,612
1,557,612
924,443
924,443
(633,169)
-40.6%
35X
Fines and Penalties
2,876
2,143
2,000
2,000
2,000
2,000
2,000
-
0.0%
36X
Miscellaneous
1,236,078
99,900
20,000
20,000
20,000
-
-
(20,000)
-100.0%
39X
Other Financing Sourc
205,179
221,975
227,620
227,620
227,620
-
-
(227,620)
-100.0%
Total Revenues:
1 $ 1,652,187
$1,873,778
$1,488,008
$ 2,036,852
$ 2,036,852
$ 986,496
$ 989,834
$ (1,050,356)
-51.6%
Expenditure Summary:
1XX
Salaries and Wages
423,434
427,973
433,293
455,624
455,624
378,985
388,074
(76,639)
-16.8%
2XX
Benefits
229,359
206,659
373,158
152,060
152,060
131,586
135,608
(20,474)
-13.5%
3XX
Supplies
2,127
1,467
2,250
2,250
2,250
2,050
2,050
(200)
-8.9%
4XX
Services and Charges
951,244
1,219,999
776,850
1,582,396
1,517,396
983,860
983,860
(598,536)
-37.8%
5XX
Intergovernmental
51,319
67,212
100,500
157,014
157,014
500
500
(156,514)
-99.7%
9XX
Internal Service
79,754
82,067
84,463
87,482
87,482
-
-
(87,482)
-100.0%
OXX
Other Financing Use
56,790
40,000
30,000
3,715,026
3,715,026
-
(3,715,026)
-100.0%
Total Expenditures:
$ 1,794,027
$ 2,045,378
$1,800,514
$ 6,151,852
$ 6,086,852
$1,496,981
$1,510,092
$ (4,654,871)
CIVIL LEGAL SERVICES - PROPOSITION 1 FUND
Code
Item
2012
ActualActualAdopted
2013
2014
2015
Pd
2016
ProposedChg
K15ro osed - 14 Ad'
Adjusted
Projected
I % Chg
Revenue Summary:
37
Taxes
$
$
$ -
$ -
$
$ 58,053
1 $ 61,391
58,053
n/a
Total Revenues:
$ -
$ -
$ -
$ -
$ -
1 $ 58,053
1 $ 61,391
1 $ 58,053
1 n/a
Expenditure Summary:
1XX
I Salaries and Wages
-
44,744
47,209
44,744
n/a
2XX
Benefits
-
13,309
14,182
13,309
n/a
Total )penditures:
$ -
$ -
$ -
$ -
$ -
$ 58,053
$ 61,391
$ 58,053
n/a
C-51
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
LAW CRIMINAL PROSECUTION SERVICES
Responsible Manager: Stephanie Arthur, Chief Prosecutor
PURPOSE/DESCRIPTION:
Four attorneys act as City Prosecutors in the Federal Way Municipal Court
where non -felony cases are prosecuted. The prosecutors also appear on
appeals from these cases. Legal defense for indigent defendants is provided
through a contract with an outside law firm under the Mayor's budget. The
prosecution staff handles an average of 1,070 infractions and 3,750 criminal
citations per year.
The City Prosecutors and support staff must coordinate all facets associated
with enforcement of the City's Municipal Code: law enforcement, and
municipal court personnel, probation services, jail bookings and transport,
counseling services, citizen/witness coordination, appointed and private
defense counsels, and outside jurisdictions on shared defendants.
In addition, the prosecutors and support staff have a high volume of contact
with citizens, victims, witnesses and defendants, respond to questions about
victim assistance, criminal procedures, and case setting information, and
advise the police regarding criminal and infraction matters.
2015 Proposed Expenditures by
Category
The Criminal Prosecution Division continues to use Proposition 1 Funding for the prosecution of Domestic Violence offenses,
persistent City Code violators and to litigate drug/asset forfeiture cases.
GOALS/OBJECTIVES:
• Protect the safety of the public through effective prosecution of offenders.
• Work with the Police Department for effective prosecution of domestic violence matters, DUI, and drug/asset forfeitures.
• Effectively use resources by working with the Police Department and Municipal Court to use prosecutor and staff time more
efficiently and reduce officer overtime.
• Provide training for police officers.
Type/Description
Workload Measures:
• Infraction Discovery sent
• Cases filed — criminal citations
• Domestic Violence cases filed- (included in above criminal citation
filings)
Outcome Measures:
• Total resolved cases
Efficiency Measures:
• Criminal cases per prosecutor
*The average cases per prosecutor are based on 4 FTE's
PERFORMANCE MEASURES:
2013
2014
2015 2016
1,125
1,075
1,075 1,075
3,604
3,400
3,500 3,500
550
500
500 500
3,946
3,400
3,500 3,500
901*
850*
875* 875*
C-52
OPERATING BUDGET
LAW CRIMINAL PROSECUTION SERVICES
Responsible Manager: Stephanie Arthur, Chief Prosecutor
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Director -City Attorney
0.20
0.20
0.20
0.20
0.20
0.20
0.20
58E
Chief City Prosecutor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
43
City Prosecutor - 1.5 fte funded by Prop. 1
3.00
3.00
3.00
3.00
3.00
3.00
3.00
38
Domestic Violence Legal Advocate
1.00
1.00
1.00
1.00
1.00
1.00
1.00
29
Paralegal
1.00
1.00
1.00
1.00
1.00
1.00
1.00
29
Legal Assistant
-
1.00
1.00
1.00
1.00
1.00
1.00
24
Total Regular Staffing
6.20
7.20
7.20
7.20
7.20
7.20
7.20
n/a
Change from prior year
1.00
-
-
-
n/a
Funded on a One-time Basis:
Legal Assistant 1.00
24
Grand Total Staffing 7.20
1 7.20
1 7.20
7.20
1 7.20 1 7.20
1 7.20
1 n/a
HIGHLIGHT/CHANGES:
The Law Department Criminal Division's adopted operating budget totals $742,675 in 2015 and $752,749 in 2016. This is a 0.3% or
$2,419 decrease from the 2014 adjusted budget. Major line item changes include:
• Salaries and Wages - Net Decrease of 9,753 due to; 1.50 FTE City Prosecutor moved from General Fund to Proposition 1
Fund, and reclassification of Deputy City Attorney to Assistant City Attorney for 2015/16.
• Internal Service - Decrease of $11,606 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
CRIMINAL PROSECUTION SERVICES - GENERAL FUND
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Adj
Adopted
I Adjusted
I Projected
$ Chg
I % Chg
Expenditure Summary:
1XX
Salaries and Wages
526,312
530,416
530,740
542,263
542,263
411,068
415,133
(131,195)
-24.2%
2XX
Benefits
152,391
161,627
179,062
181,073
181,073
164,946
168,746
(16,127)
-8.9%
3XX
Supplies
1,309
993
2,625
2,625
2,625
1,725
1,725
(900)
-34.3%
4XX
Services and Charges
5,417
9,263
7,527
7,527
7,527
8,110
8,110
583
7.7%
9XX
I Internal Service
-
-
11,6061
11,606
-
(11,606)
-100.0%
Total Expenditures:
$ 685,428
$ 702,299
$ 719,954
1 $ 745,094
1 $ 745,094
1 $ 585,849
1 $ 593,714
$ (159,245)
-21.4%
CRIMINAL PROSECUTION SERVICES - PROPOSITION 1 FUND
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Ad'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X
Taxes
$
$
$
$
$
$ 156,826
$ 159,035
$ 156,826
n/a
Total Revenues:
$ -
$ -
$ -
$ -
$ -
$ 156,826
$ 159,035
$ 156,826
n/a
Expenditure Summary:
1XX
I Salaries and Wages
121,442
122,645
121,442
n/a
2XX
Benefits
35,384
36,390
35,384
n/a
Total Expenditures:
$ -
$ -
$ -
$ -
$ -
$ 156,826
$ 159,035
$ 156,826
n/a
C-53
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
This page is intentionally left blank
C-54
OPERATING BUDGET
MUNICIPAL COURT I JUDGE
David Larson I Rebecca Robertson
Presiding Judge Judge
■ Overall Court Management Serves as acting presiding judge in absence
■ Misdemeanors and Gross Misdemeanor Cases of presiding judge
■ Infractions Misdemeanor & Gross Misdemeanor Cases
■ Civil Impounds Infractions
■ Policy Planning ■ Civil Impounds
ADMINISTRATION
Sue White
Administrator
■ Court Management
■ Budget management
■ Case Flow Management
■ Probation/Security Contracts
COURT SERVICES
Tiziana Giazzi
Court Services Supervisor
■ Administrative Support
■ Accounting
■ Case processing
■ Customer Service
■ Staff Supervision
C-55
CITYOFFEDERAL WAY201512016 PROPOSED BUDGET
MUNICIPAL COURT
Responsible Manager: David Larson, Presiding Judge
2013/2014 ACCOMPLISHMENTS
PERSONNEL
■ Maintain and encourage professional development for all staff.
■ Held two successful staff retreats.
■ Staff maintained a high degree of professional competency and customer service.
COMMUNITY OUTREACH
■ Continued regular coordination meetings with Judges, Court Administrator, Court Services Supervisor, Probation,
Prosecutor, and Public Defenders.
■ Hosted the 3rd and 4th Annual South King County District YMCA High School Mock Trial Competition in 2013 and 2014.
■ 5d' and 6th Annual Federal Way School District and the Federal Way Arts Commission Court Art Contest. The theme is
Liberty and Justice for All.
■ Dispute Resolution Center made part of Town Hall Meetings.
■ Mediations held on a frequent basis.
■ Both judges are involved in District and Municipal Court Judges Association activities and committees as well as other
professional and civic organizations.
■ Judge Robertson became a member of the board for the District & Municipal Court Judge's Association.
■ Judge Larson teaches Street Law at Todd Beamer High School and is also involved in training judges and teachers on how to
teach the course.
■ Judge Larson continues to teach new judges at the State Judicial College.
■ Judge Larson is a member of several local community boards.
PROGRAMS/COST REDUCTIONS/EFFICIENCIES
■ Worked with city staff for planning changes to facility for greater security.
■ Increased security presence with budget allowance from city council.
■ Increased security presence also allowed the court to open during lunch hours to better serve the public.
■ Worked with Providence Community Corrections to implement innovative alternatives to jail that had served as models for
other jurisdictions.
■ Worked with IT to research and reach agreement for the development of automated courts order processing and electronic
file management through an integrated system that reduces data input and increases document management efficiencies by
police, prosecutors, defense attorneys, clerks, judges, and SCORE.
■ Updated Court Video/Audio hearing equipment for SCORE video hearings.
■ Changed court forms to reflect changes in legislation and court rules.
■ Expanded the e-ticket traffic citations in conjunction with police.
■ Utilized South King County Multi -Service Center jobs program for temporary staff.
2015/16 ANTICIPATED KEY PROJECTS
■ Implement computer system with automated courts order processing and electronic file management through an integrated
system that reduces data input and increases document management efficiencies by police, prosecutors, defense attorneys,
clerks, judges, and SCORE.
■ Further improve court security with the possibility of adding a X-Ray machine and replacing magnetometer.
■ Create Community Service partnerships to better serve Federal Way and provide a structured means for defendants to
perform community service for fines and punishments.
■ Continue to work with SCORE, police, mayor, Providence and other to develop jail and jail alternative programs that reduce
costs yet assure public safety.
■ Research costs and benefits of using automated notification of court dates and payment due dates to reduce warrants and
increase fine collections.
C-56
OPERATING BUDGET
PURPOSE/DESCRIPTION:
The Municipal Court is a court of limited jurisdiction that
handles traffic infractions, traffic citations, and criminal citations
issued in the City of Federal Way.
GOALS/OBJECTIVES:
• Provide an accessible forum for individuals to resolve issues.
• Provide a forum to settle disputes in a fair, efficient,
courteous and dignified way in accordance with due process
of law.
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• Number of Judicial Officers
• Number of Administrator/Supervisor
• Number of Clerk Staff (Actual FTE)
• Traffic Infraction Filings/Parking
• Non -Traffic Infraction Filings
• DUI Filings
• Criminal Traffic Filings
• Criminal Non -Traffic Filings
• Civil Filings
• Photo Enforcement Filings
• Total Filings
• Infraction Hearings Held/Parking
• DUI Hearings Held
• Criminal Traffic Hearings Held
• Criminal Non -Traffic Hearings Held
• Photo Enforcement Hearings Held
• Total Hearings Held
MUNICIPAL COURT
Responsible Manager: David Larson, Presiding
Judge
2013
2014
2015
2016
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
9.0
9.0
9.0
9.0
12,010
10,000
10,000
10,000
255
270
270
270
199
185
185
185
1,512
1,100
1,100
1,100
1,664
1,800
1,800
1,800
6
6
6
6
24,300
21,000
21,000
21,000
39,946
34,361
34,361
34,361
4,752
4,500
4,500
4,500
1,685
1,800
1,800
1,800
2,736
2,700
2,700
2,700
6,745
6,800
6,800
6,800
6,978
6,500
6,500
6,500
22,896
22,300
22,300
22,300
POSTTTON INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Adopted
2016
Adopted
Grade
Adopted
Adjusted
Year-end
Municipal Court Judge (0.5 FTE funded by Prop 1)
2.00
2.00
2.00
2.00
2.00
2.00
2.00
58g
Court Administrator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
50a
Court Services Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
39
Court Clerk II
5.00
5.00
5.00
5.00
5.00
5.00
5.00
C21
Court Clerk I (1.0 FTE funded by Prop 1)
4.00
4.00
4.00
4.00
4.00
4.00
4.00
C14
Total Regular Staffing
13.00
13.00
13.00
13.00
13.00
13.00
13.00
n/a
Change from prior year
-
-
-
-
-
-
-
n/a
Frozen Positions:
Court Clerk I
1.00
-
-
-
-
-
C14
Grand Total Staffing
14.00
1 13.00
1 13.00
1 13.00
13.00
1 13.00
1 13.00
1 n/a
C-57
CITYOFFEDERAL WAY201512016 PROPOSED BUDGET
MUNICIPAL COURT
Responsible Manager: David Larson, Presiding Judge
HIGHLIGHTS/CHANGES:
The Municipal Court's proposed operating budget totals $1,529,125 in 2015 and $1,557,092 in 2016. This is 10.4% or $178,088
decrease from the 2014 adjusted budget. Major line item changes include:
• Salaries and Wages - Decrease of $30,636 due to 1.5 FTE funded by the Proposition 1 Tax revenues and elimination
of temporary help and pro temp pay.
• Services and Charges - Decrease of $40,002 due to elimination of one time implementation of security system and
court security service that is funded by Traffic Safety Fund.
• Internal Service - Decrease of $153,054 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Adj
Adopted Adjusted Projected
$Chg %Chg
Revenue Summary:
31X
Taxes
$ -
$ -
$ -
$ -
$ -
$ 163,187
$ 168,579
$ 163,187
n/a
33X
Intergovernmental
45,313
45,651
45,000
45,000
45,000
50,000
50,000
5,000
11.1%
34X
Charges for Services
246,540
238,275
247,000
247,000
247,000
258,500
258,500
11,500
4.7%
35X
Fines
1,077,092
1,118,566
1,094,000
1,094,000
1,094,000
1,198,950
1,198,950
104,950
9.6%
36X
Mischellaneous
76,350
109,114
45,000
45,000
45,000
105,650
105,650
60,650
134.8%
39X
Other Financing Sources
1 203,333
218,318
1 225,068
225,068
225,068
-
(225,068)
-100.0%
Total Rewnues:1
$ 1,648,627
1 $ 1,729,924
1 $ 1,656,068
1 $ 1,656,068
1$ 1,656,068
$ 1,776,287
$ 1,781,679
$ 120,219
7.3%
Expenditure Summary:
1XX
Salaries & Wages
$ 889,421
$ 899,151
$ 957,832
$ 998,490
$ 998,490
$ 848,030
$ 853,577
$ (150,460)
-15.1%
2XX
Benefits
277,072
305,570
332,669
339,471
339,471
341,709
358,736
2,238
0.7%
3XX
Supplies
7,458
4,065
10,050
10,050
10,050
10,050
10,050
-
0.0%
4XX
Services and Charges
133,210
150,673
176,148
206,148
206,148
104,596
104,596
(101,552)
-49.3%
6XX
Capital Outlays
-
1,947
-
-
-
-
-
n/a
9XX
1Internal Services
1114,565
1 118,897
1 132,258
11153,054
153,054
1 (153,054)
-100.0%
Subtotal Operating Ekp:l
$ 1,421,727
1 $ 1,480,301
1 $ 1,608,957
1 $ 1,7079213
1 $ 1,707,213
1$ 193049387
1 $ 1,326,963
1 $ (4029826)
-23.6%
Prop I & Traffic Safety Expenditure Summary:
1XX
Salaries &Wages
$
$
$ -
$ -
$ -
$ 119,824
$ 122,737
$ 119,824
n/a
2XX
Benefits
43,363
45,843
43,363
n/a
4XX
Services and Charges
61,550
61,550
61,550
n/a
Prop land Traffic Safety Imp:
$
$ -
$ -
$ -
$ -
$ 224,737
$ 230,129
$ 224,737
n/a
Total Expenditures:
$ 1,421,727
$ 1,480,301
$ 1,608,957
$ 1,707,213
$ 1,707,213
$ 1,529,125
$ 1,557,092
$ (178,088)
-10.4%
C-58
OPERATING BUDGET
This page intentionally left blank
C-59
CITY OF FEDERAL WAY 2015116 PROPOSED BUDGET
NON - DEPARTMENTAL
PURPOSE/DESCRIPTION:
Non - Departmental includes revenues and expenditures that are allocated city-wide. Major revenue sources include Property Tax,
Sales Tax, Real Estate Excise Tax, Liquor Tax, Rent for Land, Administration Fees, and Other Financing Sources such as Transfer in
of Utility tax to subsidize the General Fund.
HIGHLIGHTS/CHANGES:
The Non -Departmental proposed operating budget totals $33,092,307 in 2015 and $27,452,596 in 2016. This is 34.5% or $17,396,126
decrease from the 2014 adjusted budget. Major line item changes include:
• Benefits - Decrease of $509,659 due to including Health Insurance and other benefit increases in the department budget
instead of in non -departmental.
• Capital Outlays - Decrease of $1,777,240 primarily due to one-time capital expenditures in 2014 not in 2015/16.
• Debt Services - Decrease of $919,403 primarily due to not having debt service payment for SCORE in 2015.
• Internal Service - Increase of $4,222,560 due to allocating all internal service charges to General Fund.
• Other Financing Use - Decrease of $18,052,740 primarily due to one-time transfers in 2014 not in 2015/16, and addition
King County Health Facility contribution to keep facility open.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Ad'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X
Takes
$37,335,615
$38,326,716
$36,502,000
$38,157,000
$38,757,000
$36,498,586
$37,364,464
$ (1,658,414)
-4.3%
32X
Licenses and Permits
1,255,690
1,297,884
1,231,000
1,291,000
1,291,000
1,307,000
1,307,000
16,000
1.2%
33X
Intergovernmental
1,361,951
1,860,697
766,000
2,125,000
2,125,000
1,285,000
1,285,000
(840,000)
-39.5%
34X
Charges for Services
580,532
596,315
581,014
5,011,059
5,011,059
4,881,241
4,881,241
(129,818)
-2.6%
35X
Fines and Penalties
-
4,710
2,000
2,000
2,000
2,000
2,000
-
0.0%
36X
Miscellaneous
290,810
271,308
214,300
214,300
214,300
265,800
265,800
51,500
24.0%
39X
I Other Financing SO -I
4,853,892
1 20,429,629
1 6,055,000
1 28,675,067
1 28,675,067
1 9,114,306
1 9,170,670
1 (19,560,761)
-68.2%
Total ReNenues:
1 45,678,490
1 $ 62,787,259
1 $ 45,351,314
$ 75,475,426
$ 76,075,426
$ 53,353,933
1 $ 54,276,175
1 $ (22,121,493)
-29.3 %
Expenditure Summary:
2XX
Benefits
-
-
234,659
509,659
-
-
-
(509,659)
-100.0%
3XX
Supplies
2,291
634
-
-
-
-
-
-
n/a
4XX
Services and Charges
371,808
123,991
195,300
3,399,547
3,349,547
3,039,903
3,039,903
(359,644)
-10.6%
5XX
Intergovernmental
-
-
-
221
221
221
221
-
0.0%
6XX
Capital Outlays
153,188
1,029,299
1,600
10,117,240
1,777,240
8,340,000
-
(1,777,240)
-17.6%
7XX
Debt Service-Princ
480,760
12,649,148
550,200
625,200
625,200
675,000
470,000
49,800
8.0%
8XX
Debt Service -Interest
575,943
2,070,308
1,488,934
1,333,776
1,333,776
364,573
1,251,538
(969,203)
-72.7%
9XX
Internal Service
352,258
455,773
281,066
998,221
309,649
5,220,781
5,103,666
4,222,560
423.0%
OXX
Other Financing Use
15,451,132
17,269,694
1 16,505,463
33,504,569
33,980,169
15,451,829
17,587,268
1 (18,052,740)
-53.9%
Total l+_�. penditures:
$ 17,387,380
$ 33,598,847
I $ 19,257,222
$ 50,488,433
$ 41,375,802
$ 33,092,307
$ 27,452,596
1 $ (17,396,126)
-34.5%
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Proposed - 14 Ad'
Adopted Adjusted Projected
$ Chg % Chg
Expenditure Summary:
001
General Fund
1,959,000
2,239,675
2,740,585
6,350,896
4,625,665
7,652,304
9,614,264
1,301,408
20.5%
103
Utility Tax
12,603,760
13,576,772
12,870,187
14,440,462
15,443,062
10,296,533
10,351,547
(4,143,929)
-28.7%
107
Special Contracts/Studies
54,859
145,998
1,600
357,019
357,019
-
-
(357,019)
-100.0%
109
Hotel/M otel Lodging Tax
304,489
86,396
195,300
227,034
177,034
200,300
200,300
(26,734)
-11.8%
113
Real Estate Excise Tax
-
-
-
6,119,751
6,119,751
2,723,773
2,725,123
(3,395,978)
-55.5%
120
Paths & Trails
155,000
155,000
157,000
157,000
157,000
-
-
(157,000)
-100.0%
188
Strategic Reserve
-
-
-
-
-
-
-
-
n/a
201
Debt Service
2,108,332
16,328,476
3,292,550
5,212,392
5,212,392
1,039,573
1,721,538
(4,172,819)
-80.1%
301
Downtown Redevelopment
52,539
36,915
-
4,212,063
4,212,063
-
-
(4,212,063)
-100.0%
302
City Facilities
149,401
1,029,615
682,187
682,187
(682,187)
-100.0%
307
Capital Project Reserve
-
-
-
-
-
-
n/a
308
Performing Arts Center
9,944,763
1,604,763
8,340,000
-
(1,604,763)
-16.1%
506
Self Health Insurance
2,560,041
2,560,041
2,614,999
2,614,999
54,958
2.1%
507
Unemployment Insurance
224,825
224,825
224,825
224,825
-
0.0%
Total &penditures:l
$17,387,380
1 $ 33,598,847
$19,257,222
$ 50,488,433
$ 41,375,802
$ 33,092,307
$ 27,452,596
$ (17,396,126)
-34.Sa/
Eel WE
OPERATING BUDGET
PARKS DIRECTOR ADMINISTRATIVE
ASSISTANT H
John Hutton Mary Jaenicke
• Council Committee/Commission Support ■ Director Support
■ Department Direction ■ Department Support
■ Implement Parks, Recreation & Open Space ■ Council Committee Support
Comprehensive Plan ■ Commission Support
■ Intradepartmental Coordination ■ Customer Service
• Regional Issues and Involvement ■ Contracts
■ Website Updates
■ Process Invoices
PARKSDEPUTY
DIRECTOR
Steve Ikerd
• Open Space & Trails
■ Park Renovation
■ Contract Admin.
■ City Facilities Mgmt.
■ Security Systems
■ Commission Support
■ Urban Forestry Mgmt.
■ CIP Management
DUMAS BAY CENTRE COMMUNITY CENTER PARK & FACILITIES
MANAGER MANAGER MANAGER
Rob Ettinger Doug Nelson Jason Gerwen
■ Conference & Retreat
■ Overall Management of
■ Neighborhood Parks
Rentals
Division Resources, Programs
■ Community Parks
■ Business Rentals
and Staff
■ Volunteer Programs
■ Theatre Rentals
• Community/Center Recreation
■ Athletic Field Maintenance
■ Cultural Arts Programs
and Physical Plant Operations
■ Grounds Maintenance
■ Facility Management
• Division Operating Budget
■ Rec. & Community Event
■ Grounds Maintenance
and Capital Reserves
Support
■ Contract Admin.
Management
■ Play Structures
■ Marketing & Promotions
• Manage Division
■ Direct Crews
■ Brooklake Community
Marketing/Promotions and
■ Open Space & Trails
Center
Community Outreach
■ Concessions
C-61
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
2013/2014 ACCOMPLISHMENTS
■ Worked with Maintenance and AmeriCorps for our annual Dumas Bay Centre cleanup and restoration.
■ Repaired Dumas Bay Centre roof over main meeting rooms and overnight rooms to extend the life of the roof structure with
a 10 year warranty.
■ Continued to reduce energy usage in the facility by replacing may compact fluorescent bulbs to LED's.
■ Reduced expenditures in operations and increased revenues by using the Cipella marketing plan and continuing our internet
based advertising campaign.
■ Completion of an updated 6 year Park, Recreation & Open Space Comprehensive Plan.
■ Renovated an upgrade of the Family Funland Playground in Steel Lake Park.
■ Developed & constructed a new Downtown Park called "Town Square Park".
■ Upgraded irrigation controls at Celebration Park.
■ Improved the restrooms and two Little League Fields at Lakota Park.
■ Master Planned a new trail and park system in the Panther Lake open space.
■ Continue installing new monument signs at park entries.
■ Resurfaced five outdoor tennis and basketball courts.
■ Resurfaced the rubber running track at Saghalie Park.
■ Operated the FWCC within or better than designated utility tax contributions. In 2013, only $325K of the budgeted $525K
was used, and currently $25K ahead of that pace for 2014.
■ Energy efficiency measures have led to nearly $150K in savings during 2-year budget cycle.
■ Increased marketing efforts for rentals at the FWCC by focusing on special event and business bookings. YTD revenue
earnings are $20K ahead of projected budget.
■ Reached membership goals of 3,000 units and 6,000 total members. Currently at 3,679 units and 6,202 total members.
■ Extended Use Passes (Membership Dues) exceeded budget expectations by $93,000 in 2013 and on target to exceed budget
by $50,000 in 2014.
■ Daily Drop -in Admissions are on target to exceed budget expectations, for the first time since the facility opened, by nearly
$38,000 in 2014.
■ Made a major push to increase participation and sponsorship contributions across the entire Recreation Division; in
particular the Annual Community Health and Safety Fair, two annual 5K Fun Runs, and various special events - additional
details on sponsor acquisition included below.
■ FWCC Youth Athletics program revenues increased by nearly 28.5% during two-year span.
■ Fitness Training Fees/Classes revenues were increased 37% in 2013.
■ Aquatics Program/Lesson Fees increased by 15% during two-year span.
■ Fitness Training Fees/Classes revenues were increased 37% in 2013.
■ Met our goal of serving over 4,000 people each month in our group fitness classes.
■ Continued development, maintenance and management of a first-class fitness instructor team led by five original members.
■ Coordinated two 5k runs and a Family Health & Safety Fair each year in 2013 and 2014. These events have attracted over
1,000 runners and 1,000 health fair participants and have raised over $30,000 for the Mesothelioma Applied Research
Foundation (July 4"' run only). These are fantastic events that attract a wide demographic of participants as well as meeting
our goal with community outreach and collaboration with area businesses such as St. Francis Hospital, Virginia Mason
Hospital, Ball Chiropractic, RJay's Scoreboard Tavern, BUDU Racing and much more.
■ Implemented an Employee of the Month program recognizing outstanding part-time staff working with in the facility.
■ Improved our Social Media presence by hiring a full-time Sales & Retention Technician. Marketing and Community
Outreach has greatly improved, including improved use of Facebook, Twitter, Instagram and Constant Contact.
■ New graphics specialist is now working out of the Community Center full-time. Work is being divided evenly between the
Community Center and the Mayor's Office.
■ FWCC Facility Services Coordinator has effectively managed Brooklake Community rentals since property acquisition in I"
Quarter of 2014.
■ More than 2000 students enrolled in the Learn to Swim Lesson Program in 2013 and currently the facility is on pace to
significantly surpass that number in 2014.
■ We have continued to find new and innovative ways to reduce operating costs. In 2013 the facility entered into an inter -
local agreement with King County for the purpose of purchasing pool disinfecting chemicals through their bid with a
vendor, which has a cost savings of approximately 10% or roughly $4000.00 a year. In 2014 the facility will access a Puget
Sound Energy Grant and will remove the existing lighting in the Aquatics Area and replace it with new energy efficient
C-62
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
■ LED lighting which will save approximately $11,500.00 a year on energy costs alone. It has been projected that the project
will pay for itself in less than 1.9 years.
■ The Aquatics area sponsors an annual Swim-a-thon for Safe Kids which raises money for children to take swimming lessons
at a reduced rate or even for free when there parent qualify for the program. The 2013 and 2014 Swim-a-thons for Safe Kids
raised more than $2800.00 which translates approximately 60 sessions of swim lessons that where funded by the event. The
event is cosponsored by several local businesses that either provides funds or goods to allow prizes to be awarded to the
participants and marketing materials at no cost to the City.
■ In 2013, the Steel Lake Lifeguarding Program tallied more than 10,000 swimmers in the water during the times while the
Lifeguards were on duty. In 2014, with warmer weather registered throughout the summer, the Lifeguards are seeing
considerably higher attendance numbers. In 2013 approximately 1100 lifejackets were borrowed for use in Steel Lake
swimming area through the City's Lifejacket loaner program. Increases in numbers of borrowed lifejackets are keeping
pace with the increased attendance numbers.
■ In 2014 the Community Center started a partnership with the Federal Way Library to promote Water Safety and Aquatic
Programming at the Community Center through quarterly safety presentations at the Library.
■ Significant changes to Facility Coordinator roles and responsibilities have led to increased productivity in the following
areas
o Improved front desk customer service through trainings and various efficiencies
o Improved cash handling procedures that meet or exceed state auditor recommendations
o Greatly increased call answering abilities by adding 16 "live ring" locations
o Implemented the Guest Liability Waiver and Photo ID requirement
o Began running the Splash Caf6 internally, and earned $38K in revenues through July 2014.
o Streamlined facility rental operations, and realized an 18% increase in rental revenues during a two-year span.
o Increased Birthday Party business by 20% from 2013 to 2014.
■
■ Daughters Night Out — Broke into two sessions adding a princess party version with Disney princess appearances for the
first session. Formed a partnership with Menchies Frozen Yogurt, Shari's, and Bread Garden to provide free dessert for
each participant.
■ Touch a Truck — Added a new event that brings trucks of all shapes and sizes including our own police, public works and
parks vehicles so kids can climb on, touch, and see how these vehicles work up close. Over 500 people attended in its first
year.
■ Hooked on Fishing — Purchased a new net in 2013 and have strengthened our relationship with the Puget Sound Anglers.
We have also brought on Sportsman's Warehouse in 2014 as a community sponsor. This event has been sold out and at
capacity the last two years.
■ Kids Day- We have worked hard to bring this back to a community event where kids based sponsors come in to run
activities for the kids. This year was the most successful with 24 community based sponsors and booths. We also had a full
stage of entertainment throughout the day showcasing talent form Federal Way as well as professional singers and artists.
■ K9 Karnival- We have doubled the amount of sponsors since 2012 K9 Karnival. We continue to focus on dog related
sponsors that provide services in and around the Federal Way area and making this a fun family event.
■ Tricks and Treats — In 2013 we broke this into two sessions to make this more friendly to our 2-5 crowd. We lowered the
levels of the games and just made it more younger kid friendly. The older session we moved the games back on to the
tables. This made the event much easier to move around and gave kids more opportunities for games and activities. We
also have brought in more community sponsors who ran activities. We use over 50 ROTC Todd Beamer volunteers for this
event.
■ Jingle Bell Brunch- Sold out in 2013. We are continuing to increase the cost of the event as we continue to raise the
standards, food, and entertainment. Last year included Santa, Frosty, a Nutcracker ballet demo, the TJ Drum line, and
Cookie Decorating.
■ Cookies with Mrs. Claus is a new program we have added for 2014 where kids are able to come and decorate cookies with
Mrs. Claus.
■ Specialty Camps- We added several specialty camps over the last two years during the summer. Camps have included Art
For Kids, Bricks For Kidz Lego Camps, and Prestige Studio Dance Camps. These programs have currently brought in
$10,798 for 2014.
C-63
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
■ Gymnastics (creative movement) we increased revenue by $5,000 from 2012 to 2013 by adding Monday evening classes
here at the FWCC.
■ Event Sponsorships- We have almost tripled our event sponsorships from $2,818 2012 to $8,321 in 2013. This has been a
focus of our events in regards to forming community partnerships and strengthening our relationships with local businesses.
It is evident with the amount of sponsors involved in events and the revenue generated by sponsorship.
■ Private Music Lessons- Since 2012 we have increased our revenue by $6,000 each year in our music program by adding
private music lessons and adding guitar lessons .
■ Picnic Reservations- Picnic reservations have increased by $5,000 from 2012 to 2013. Staff implemented a morning
reservation and afternoon reservation in order to maximize picnic shelter operations and revenue at Steel Lake.
■ Overall revenues for the Inclusion Programs increased by 6% in 2013/14.
■ The Community Development Block Grant awarded the Inclusion Program a 5% increase to its grant from the previous
year.
■ Athletics (Special Olympic Sports) saw an 18% increase in revenues from the past year. This was due to higher participation
of athletes.
■ Overall charges for activity fees were up over 7%. This was also due to an increase rate of participation in Inclusion
Programs.
■ Cubbies Camp for children going into Kindergarten, serving 10 children average each week ($15,000 revenue)
■ Added 2 new preschool classes, 2" d session of Alphabets & Learn with Me
■ Added 2 Preschool trips Fall to pumpkin patch and winter to Tacoma Children's Museum
■ Added 2 sessions of New Parenting class called Worry Monster
■ Recreation Assistant added back the Kid Escape program 5 Events in 2014
■ Recreation Assistant added new Teen Late Night to launch in Fall of 2014
■ Moved Yoga on the Beach to Yoga at Town Square Park
■ Added Monday's Come Play with me at Town Square Park
■ Partnered with Susan at Cafe to offer Sack lunches for Camp made by Dumas Bay
■ Added 2 new activities at RWB festival (sensory area and toss game)
■ RWB Day camp staffed the Info booth and all activity booths plus supported new Parade
■ Added an extensive overnight collaborative travel program, partnering with multiple neighboring cities
■ Added numerous new programs, activities and trips
■ Continued growth and participation in numerous programs, activities and trips which reflected in consecutive revenue
increases over the last five years
C-64
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
2015/2016 KEY PROJECTS ANTICIPATED
■ Complete fire alarm panel upgrade per direction of South King Fire and Rescue.
■ Install carpet throughout main meeting rooms, lobby of theatre and theatre stage area.
■ Purchase new meeting room furniture including chairs and tables.
■ Purchase new bedding and bed in overnight rooms.
■ Continue to work with Centerstage Theatre to maintain a successful operation and partnership.
■ Continue to manage the budget to maximize revenues and reduce expenditures.
■ Construct Phase I of the Panther Lake Open Space Master Plan to include a loop trail around the lake and connect to the
BPA Trail.
■ Replace the synthetic turf on the Karl Grosch soccer field.
■ Develop a revised plan for improvements at Lakota Park.
■ Identify, improve or replace playground structures in the next 2-3 neighborhood parks.
■ Complete the Celebration Park Maintenance Building.
■ Identify and make repairs to asphalt paths throughout the park system.
■ Continue to work with AmeriCorps & EarthCorps on city projects.
■ Identify and develop a plan for Brooklake Community Center.
■ Further develop Community Center/Recreation Marketing Plan; including increased emphasis on Social Media marketing
and community outreach
■ Update and complete revised version of the Federal Way Community Center Operations Manual
■ Implement staff training protocol for professional staff
■ Technology upgrade for sound and projection in community wing
■ New furniture and carpet for Community wing and Alder room
■ Update the Child Care Room
■ Continue to mainstream products, prices and staff at the Splash Caf6 to increase profit and maintain service
■ Work on implementing new registration software
■ Create new rental packages and market a little more toward weddings and high end business meetings once technology is
upgraded.
■ A major project of a scholarship fund is being planned for 2015. Donations are expected to increase significantly through a
relationship with Kiwanis. These funds will create a scholarship program so low-income individuals can participate at a free
or low cost. We expect this fund to help increase participation of an untouched market in Federal Way.
■ A new program called ConnnectAbility Club is being formed. This club will support non -profits in Africa who help people
with disabilities by offering personal communication and fundraising help.
■ Several other new programs are in the works and could generate even more revenue. Programming in Town Square Park
remains a priority as well as launching new programs such as therapeutic gardening and animal therapy.
■ Maintain our Strong revenue programs (Camp, Preschool, Classes)
■ Develop, Create, and grow at Teen program by reaching out to local Middle Schools and starting Late Night programming.
Retain current teen staff to work with our programs.
■ Community Recreation Assistant to Full Time includes working with Teens
■ Re -organized Summer Teen Camps to include Crazy and Fit Camp options to fit the needs of our teen population
■ Plan & organize a Recreation Retreat (Review/Plan/Recreate/Team build)
■ Research and Plan to Fundraise Camp Scholarships.
■ Work with Federal Way School district to develop a bussing arrangement which will allow us to offer before and after
school programs, which would be a great service to families and generate substantial revenue.
■ Revitalize adult softball and volleyball leagues which have been on a downward trend nationally.
C-65
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
ADOPTED CAPITAL PROJECTS AND FUNDING SOURCES (DOLLARS IN THOUSAND):
Responsible Manager: John Hutton, Parks Director
Sources (in thousands)
Mise /
Prior
Total
Consult
Project
Equip
Total
2015 Proposed Projects
REEL
Trsfrs
Years'
Sources
Construct
Svcs
Mgmt
Acquis
Expenses
Sources
Major Maintenance & Improvements to Existing Park Facilities
$ 150
$
$
$ 150
$ $ 150
$
$
$ 150
Annual Playground Repair & Replacement Program
150
150
150
150
Lakota Soccer Field Upgrade
-
700
700
700
700
Total2015
$ 300
$
$ 700
$ 11000
1 $ $ 1,000
$
$
$ 1,000
Sources (in thousands)
Misc / Prior
Total
Consult
Project
Equip
Total
2016 Proposed Projects
REEF Years'
Trsfrs
Sources
Construct
Svcs
Mgmt
Acquis
Expenses
Sources
Major Maintenance & Improvements to Existing Park Facilities
$ 150 $ $
$ 150
$ $ 150
$
$
$ 150
Annual Playground Repair & Replacement Program
150
150
150
150
Total2016
$ 300 $ $
$ 300
1 $ $ 300
$
$
$ 300
weo
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
DEPARTMENT POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted Adjusted Projected
Administration:
Director - PR & PW
0.55
0.55
0.55
-
58a
Director of Parks
-
-
-
1.00
1.00
1.00
1.00
58a
Administrative Assistant II
0.80
0.80
0.80
0.80
0.80
0.80
0.80
24
General Recreation:
Recreation Manager
-
-
-
1.00
1.00
1.00
1.00
43
Recreation Supervisor
1.00
1.00
1.00
-
-
-
-
39
Recreation Coordinator
3.50
3.50
3.50
3.50
3.50
3.50
3.50
30
Administrative Assistant I
1.00
1.00
1.00
1.00
1.00
1.00
1.00
18
Maintenance:
Parks Deputy Director
-
-
-
1.00
1.00
1.00 1.00 58
Parks & Facilities Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
50
Park & Facilities Supervisor
1.00
1.00
1.00
-
-
-
-
36
Maintenance Worker - Lead
2.00
2.00
2.00
2.00
2.00
2.00
2.00
26m
Maintenance Worker I -
1.0 FT funded by Prop. 1
9.50
8.50
8.50
8.50
8.50
8.50
8.50
22m
Facilities Maintenance Worker
1.00
1.00
22m
Total General Fund:
20.35
19.35
19.35
19.80
19.80
20.80
20.80
n/a
Federal Way Community Center:
Community Center Manager
- - - 1.00 1.00 1.00 1.00 43
Recreation Supervisor
1.00
1.00
1.00
-
-
-
-
39
Recreation Coordinator II -Aquatics
1.00
1.00
1.00
1.00
1.00
1.00
1.00
33
Recreation Coordinator -Fitness
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30
Community Center Services Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30
Aquatic Facility Operator
1.00
1.00
1 1.00
1.00
1.00
1 1.00
1.00
26m
Aquatics Assistant Coordinator
1.00
1.00
1.00
1.00
1.00
-
-
23
Lead Lifeguard
-
-
-
-
-
2.00
2.00
08
Custodian -Community Center
2.00
2.00
2.00
2.00
2.00
2.00
2.00
14m
Building Supervisor*
1.15
1.15
1.15
1.15
1.15
-
-
14
Administrative Assistant I
-
-
-
2.00
2.00
18
Office Technician II*
2.20
2.20
2.20
2.20
2.20
-
-
14
Lifeguard*
2.00
2.00
2.00
2.00
2.00
-
-
8
Total Federal Way Comm. Center:
13.35
13.35
13.35
13.35
13.35
11.00
11.00
n/a
Dumas Bay Centre:
Dumas Bay Centre Manager
- - - 1.00
1.00
1.00 1.00 43
Recreation Coordinator -Dumas Bay
1.00
1.00
1.00
-
-
-
-
30
Chef/Kitchen Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
23
Administrative Assistant I
0.75
0.75
0.75
0.75
0.75
0.75
0.75
18
Total Dumas Bay Centre:
2.75
2.75
2.75
2.75
2.75
2.75
2.75
n/a
Total Regular Staffing
36.45
35.45
35.45
35.90
35.90
34.55
34.55
n/a
Changefromprioryear
2.00
(1.00)
-
0.45
1 -
(1.35)
-
n/a
Funded on a One-time Basis:
Recreation Coordinator
0.50
-
-
-
-
30
Maintenance Worker I
-
1.00
1.00
1.00
1.00
-
-
22m
Grand Total Staffing
36.95
36.45
36.45
36.90
36.90
34.55
34.55
n/a
C-67
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
PURPOSE/DESCRIPTION:
The Parks and Recreation Department consists of five divisions:
Parks/Open Space/Facility Maintenance, Recreation & Cultural
Services, Federal Way Community Center, Dumas Bay Centre, and
Park Planning/Capital. The Department's mission is to enrich
community life through the provision and stewardship of parks, leisure
and cultural experiences.
2015 Proposed Expenditures by Category
IntergovI
0.3% Interfund
--------1 I / 0.8%
Supplies
9.4%
Svc/Chgs
24.7%
GOALS/OBJECTIVES:
■ Provide cost-effective quality recreation and cultural programs to Personnel
meet the needs of all ages, interests and abilities. 52.8^i
■ Provide a high quality of maintenance for all park areas and
facilities.
■ Provide a balance of services and programs in parks and facilities
for Federal Way's diverse population
■ Plan and implement ongoing acquisition and development of parks to meet the goals and objectives outlined in the Park Plan
updated in 2013.
■ Promote ongoing public involvement through commissions, volunteers, public outreach and surveys.
• Manage the maintenance and operation of all City buildings and structures.
■ Promote a culture of teamwork and public service in all parks, recreation, and cultural activities.
DEPARTMENT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2015
Proposed
2016
Proposed
15 Proposed - 14 Ad'
[__2014
Ado ted Adjusted Projected
$Ch %Ch
General Fund Operating Expenditure Summary:
310
Administration
190,417
189,862
190,512
194,124
194,124
251,701
253,061
57,577
29.7%
33x
Maintenance
2,129,135
2,409,373
2,301,686
2,585,003
2,585,003
1,916,394
1,915,249
(668,609)
-25.9%
35x
General Recreation
1,365,389
1,370,661
1,353,924
1,434,869
1,434,869
1,299,932
1,312,370
(134,937)
-9.4%
Subtotal GF Operating Exp.:
$ 3,684,940
$ 3,969,897
$ 3,846,122
$ 4,213,996
$ 4,213,996
$ 3,468,027
$ 3,480,680
$ (745,969)
-17.7%
General Fund Operating Expenditure Summary:
III FW Community Center
2,214,485
2,269,968
2,197,775
2,208,549
2,208,549
2,288,724
2,199,112
80,175
3.6%
Subtotal New Comm Center
$ 2,214,485
$ 2,269,968
$ 2,197,775
$ 2,208,549
$ 2,208,549
$ 2,288,724
$ 2,199,112
$ 80,175
3.6%
114 Prop 1 Fund
-
-
-
-
-
96,672
97,469
96,672
n/a
Subtotal Prop 1 Fund
$ -
$ -
$ -
$ -
$ -
$ 96,672
$ 97,469
$ 96,672
n/a
303 Parks CIP
699,092
315,070
1,373,000
5,296,166
4,596,166
1,000,000
300,000
(4,296,166)
-81.1%
Subtotal Parks CIP Fund
$ 699,092
$ 315,070
$ 1,373,000
$ 5,296,166
$ 4,596,166
$ 1,000,000
$ 3009000
$ (4,296,166)
-81.1%
402
Dumas Bay Centre
690,639
664,597
695,065
808,299
734,835
1,012,071
719,827
203,772
25.2%
505
Bldg & Furnishings
434,871
517,794
404,393
513,023
513,023
398,354
399,817
(114,670)
-22.4%
Flaterprise FundOper
$ 1,125,510
$ 1,182,391
$ 1,099,458
$ 1,321,322
$ 1,247,858
$ 1,410,424
$ 1,119,644
$ 89,102
6.7%
Total Expenditures:
$ 7,724,027
$ 7,737,326
$ 8,516,355
$13,040,033
$12,266,569
$ 8,263,847
$ 7,196,905
$ (4,776,186)
-36.6%
161
W41i
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
HIGHLIGHTS/CHANGES:
No changes only growth, improvement and added value through additions of new programs.
The Parks Department's proposed operating budget totals $8,263,847 and $7,196,905 in 2015 and 2016 respectively, and is $4,776,186
or 36.6% below the adjusted 2014 operating budget. The table below includes the General Fund, Federal Way Community Center
Fund, Proposition 1 Fund, Dumas Bay Centre Fund, Parks CIP, and Buildings and Furnishings Fund. Major line item changes include:
• Salaries & Wages - Net increase of $57,418 due to addition of 1.0 FTE Director of Parks added in 2014 fully
funded in 2015/16, reclassification of Recreation Supervisor to Recreation Manager, Recreation Supervisor to
Community Center Manager, Recreation Coordinator to Dumas Bay Centre Manager, Parks & Facilities
Supervisor to Manager, Parks and Facilities Manager to Parks Deputy Director, Office Technician to Admin
Assistant I, addition of temporary help for the Splash Caf6 at Federal Way Community Center, and elimination
of RCM position temp help.
• Supplies - Increase of $237,800 due to Federal Way Community Center addition of supplies for Splash Caf6,
addition of purchase for slide pad replacement, diving board, removal and replacement of pool filter media,
competition pool lane line replacement, climbing equipment, wheelchair treadmill and functional trainer, and
various fitness equipment; addition of Dumas Bay Centre meeting room chairs, meeting room tables,
mattresses for rooms, and bedding and furniture for overnight rooms, and addition of various repair and
maintenance supplies for Parks maintenance.
• Services and Charges - Net decrease of $58,507 due to elimination of Parks Cultural Plan, elimination of
one-time Arts Commission contracts in Parks General Recreation, elimination of one-time deferred
maintenance for Dumas Bay Centre, elimination of Parks Maintenance water and electricity increases,
elimination of monument signs for parks, addition of utility box decoration, elimination of one-time projects in
Buildings and Furnishings, addition of FWCC interior painting, carpet replacement, and common wing furniture
replacement, and addition of DBC interior and exterior painting, courtyard repair and furniture, fire alarm panel
upgrade, and carpeting.
• Intergovernmental Services - Decrease of $5,000 due to reduction of noxious weed line item in Parks
Maintenance.
• Capital Outlay - Decrease of $4,325,397 primarily due to adding only 2015/16 capital projects, and not all
carry -forward projects.
• Internal Service Charges - Decrease of $747,198 due to moving all internal service charges to non -
departmental, and one-time projects and capital purchases in internal service funds in 2014 that are not in
2015/16.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Pro osed - 14 Adj
I Adopted Adjusted Projected
$ Chg I % Chg
Revenue Summary:
31X
Taxes
$ -
$ -
$ -
$ -
$ -
$ 96,672
$ 97,469
$ 96,672
n/a
33X
Intergovernmental
48,737
93,317
5,000
5,000
5,000
5,000
5,000
-
0.0%
34X
Charges for Services
3,783,031
3,980,155
3,669,689
3,780,819
3,830,819
3,850,068
3,851,494
69,249
1.8%
36X
Miscellaneous
57,957
46,283
35,097
35,097
35,097
35,097
35,097
-
0.0%
39X
Other Financing Source
1,797,808
1,894,350
1 1,762,555
4,332,581
4,332,581
1 821,000
821,000
(3,511,581)
-81.1%
Total Revenues:
I S 5,687,532
$ 6,014,105
1 $ 5,472,341
$ 8,153,497
$ 8,203,497
1 $ 4,807,837
1 $ 4,810,060
1 $ (3,345,660)
-41.0%
Expenditure Summary:
1XX
Salaries and Wages
3,073,367
3,028,661
3,184,818
3,313,325
3,313,325
3,370,744
3,396,385
57,418
1.7%
2XX
Benefits
919,336
1,013,291
916,108
924,213
924,213
988,911
1,033,503
64,698
7.0%
3XX
Supplies
523,203
579,989
535,698
535,698
535,698
773,498
567,198
237,800
44.4%
4XX
Services and Charges
2,445,201
2,090,929
1,873,148
2,096,395
2,022,931
2,037,888
1,806,988
(58,507)
-2.8%
5XX
Intergovernmental
28,709
31,911
30,105
30,105
30,105
25,105
25,105
(5,000)
-16.606
6XX
Capital Outlays
97,018
297,481
1,374,000
5,325,397
4,625,397
1,000,000
300,000
1 (4,325,397)
-81.2%
9XX
Internal Service
584,695
666,065
573,477
785,899
785,899
38,701
38,725
(747,198)
-95.1%
OXX
Other Financing Use
52,500
29,000
29,000
29,000
29,000
29,000
29,000
-
0.0%
Total Fkpenditures:
$ 7,724,027
$ 7,737,326
$ 8,516,355
$13,040,033
$12,266,569
$ 8,263,847
$ 7,196,905
$ (4,776,186)
-36.6%
lelffolvt
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES ADMINISTRATION
Responsible Manager: John Hutton, Parks Director
PURPOSE/DESCRIPTION:
The Administration Division is responsible for the overall
coordination of the department and supervision of park
planning, recreation, cultural services, and maintenance
operations. It also provides leadership to meet its mission of
providing quality recreation programs, park development,
acquisition and stewardship of over 1,100 acres of park land
and six major facilities. The Administration Division also
provides support to the Parks, Recreation, and Public Safety
Council Committee, Arts Commission, Parks and Recreation
Commission and Youth Commission. Additionally it acts as
the administrative office for customer inquiries and information
distribution for all parks and recreation programs.
GOALS/OBJECTIVES:
■ Improve and enhance new and existing parks, facilities, and
program opportunities to provide multiple functions
■ Provide a balance of services and programs in parks and facilities for Federal Way's diverse population
■ Protect, retain, and improve open space and educate and promote community awareness of the natural systems
■ Create community gathering spaces and activities including planning and coordination of downtown public
economic development efforts.
• Plan and design trails and pedestrian connections to regional trails and neighboring jurisdictions to increase
planning and implementation of park plans for new annexation areas.
2015 Proposed Expenditures by
Category
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
Number of commissions and committees supported
Number of Capital Projects Managed
Outcome Measures:
Total Acres of Park and Open Space
Total Square Feet of Facilities operated and maintained
Parks and Recreation Capital Investment Budget
POSITION INVENTORY:
upphes
0.8%
c/Chgs
1.6%
space with
Coordinate
2013 2014 2015 2016
1100 1100 1124 1124
243,605 243,605 251,791 251,791
$300,000 $300,000 $300,000 $300,000
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted Adjusted Projected
Administration:
Director - PR & PW
0.55
0.55
0.55
-
58a
Director of Parks
1.00
1.00
1.00
1.00
58a
Administrative Assistant II
0.80
0.80
0.80
0.80
0.80
0.80
0.80
24
TotaIRegular Staffing
1.35
1.35
1.35
1.80
1.80
1.80
1.80
n/a
Changefromprioryear
-
-
-
0.45
-
-
-
n/a
Grand Total Staffing
1.35
1.35
1.35
1.80
1.80
1.80
1.80
n/a
C-70
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES ADMINISTRATION
Responsible Manager: John Hutton, Parks Director
HIGHLIGHTS/CHANGES:
Work to develop and improve working relationships and partnering opportunities with Federal Way School District to enhance
the entire program city wide.
Begin exploring options for interpretive program offerings at our newly acquired Brooklake Community Center.
The Administration Division proposed operating budget for 2015/2016 is $251,701 and $253,061 respectively. This is an
increase of $57,577 or 29.7%. Major line item changes include:
• Salaries and Wages - Increase of $60,019 due to addition of 1.0 FTE Director of Parks in 2014 fully funded in
2015/16.
• Internal Service Charges - Decrease of $16,579 due to moving all internal service charges to non -departmental.
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Pro osed - 14 Ad'
Adopted
Adjusted
Projected
$ Chg
I % Chg
Expenditure Summary:
1XX
Salaries and Wages
122,361
125,192
121,832
124,624
124,624
184,643
186,472
60,019
48.2%
2XX
Benefits
40,660
44,494
46,173
46,660
46,660
60,797
60,328
14,137
30.3%
3XX
Supplies
1,172
993
2,110
2,110
2,110
2,110
2,110
-
0.0%
4XX
Services and Charges
3,301
4,247
4,151
4,151
4,151
4,151
4,151
-
0.0%
9XX
I Internal Service
1 22,922
14,937
1 16,246
16,579
16,579
1 - -
(16,579)
-100.0%
Total Expen(ltures:l
$ 190,417
1 $ 189,862
1 $ 190,512
1 $ 194,124
1 $ 194,124
1 $ 251,701 $ 253,061
$ 57,577
29.7%
C-71
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES GENERAL RECREATION
Responsible Manager: John Hutton, Parks Director
PURPOSE/DESCRIPTION:
The Recreation Division plans and implements a wide variety
of recreation, community center, athletic, and cultural
programs, services and special events that provide activities
that foster community spirit, build individual self-confidence
and enhance the quality of life. Recreation Division's other
program areas include: Federal Way Community Center,
Community Recreation, Recreation Inc., Youth and Adult
Athletics, Community Events, Senior Services, Cultural
Services, Dumas Bay Centre, and Knutzen Family Theatre.
GOALS/OBJECTIVES:
■ Provide accessible recreation and cultural services and
facilities for the community.
■ Coordinate community events and celebrations that
provide opportunities for the community to celebrate and
connect.
■ Provide services to enhance the health and wellbeing of
our citizens.
■ Provide recreation and inclusive services to individuals with disabilities and special needs.
■ Provide spaces for the community to rent for business, performance, to celebrate special occasions.
2015 Proposed Expenditures by Category
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
Total Recreation & Cultural Services classes held
Total senior classes / drop -in services
Total Teen Participants
Outcome Measures:
Recovery ratio
Efficiency Measures:
Number of volunteer hours, Senior Services
Number of Recreation & Cultural Services enrollments
Number of Recreation & Cultural Services participant attendance
POSITION INVENTORY:
2013
2014
2015
2016
1450
1490
1500
1520
1100
1240
1300
1350
300
300
350
350
74.6%
72.1%
71.7%
71.1%
3,300
3,300
3,300
3,300
11,000
11,500
11,700
11,700
132,000
133,000
140,400
141,600
Positions
2012
Actual
1 2013
Actual
2014
1 2015
Proposed
2016
Proposed
Grade
Adopted Adjusted Projected
General Recreation:
Recreation Manager
1.00
1.00
1.00
1.00
43
Recreation Supervisor
1.00
1.00
1.00
-
-
39
Recreation Coordinator
3.50
3.50
3.50
3.50
3.50
3.50
3.50
30
Administrative Assistant I
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Ig
Total General Fund:
5.50
5.50
5.50
5.50
5.50
5.50
5.50
n/a
Total Regular Staffing
5.50
5.50
5.50
5.50
5.50
5.50
5.50
n/a
Changefrom prioryear
n/a
Funded on a One-time Basis:
Recreation Coordinator
0.50
30
Grand Total Staffing
6.00
5.50
5.50
5.50
5.50
5.50
5.50
n/a
C-l2
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES GENERAL RECREATION
Responsible Manager: John Hutton, Recreation Supervisor
HIGHLIGHTS/CHANGES:
Continue to grow and improve programs and opportunities division wide.
The Recreation & Cultural Services Division Budget includes Athletics and Special Services, and Community Recreation and
Cultural Services. The General Recreation proposed operating budget for 2015/2016 is $1,299,932 and $1,312,370 respectively.
This is a decrease of $134,937 or 9.4%. Major line item changes include:
• Salaries and Wages - Increase of $12,308 due to reclassification of Recreation Supervisor to Recreation Manager.
• Services and Charges - Decrease of $84,660 due to elimination of Parks Cultural Plan, and one-time Arts Commission
contracts.
• Internal Service Charges - Decrease of $68,191 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
I Proposed
15 Pro osed -14 Ad'
I Adopted I Adjusted I Projected
$ Chg % Chg
Revenue Summary:
33X
Intergovernmental
$ 16,000
$ 12,000
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$
0.0%
34X
Charges for Services
885,068
932,270
905,000
905,000
905,000
905,000
905,000
0.0%
36X
Miscellaneous
18,131
17,374
27,000
27,000
27,000
27,000
27,000
0.0%
39X
Other Financing Source
$ 346,807
$ 345,374
$ 320,000
$ 320,000
$ 320,000
$ -
$ -
(320,000)
-100.0%
Total Revenues:
$ 1,266,005
1 $ 1,307,018
1 $1,257,000
1 $1,257,000
1 $1,257,000
1 $ 937,000
1 $ 937,000
1 $ (320,000)
-25.5%
Expenditure Summary:
1XX
Salaries and Wages
717,529
714,000
730,845
746,265
746,265
758,573
765,174
12,308
1.6%
2XX
Benefits
173,437
187,075
125,212
127,903
127,903
133,509
139,346
5,607
4.4%
3XX
Supplies
93,125
95,507
98,441
98,441
98,441
98,441
98,441
-
0.0%
4XX
Services and Charges
259,454
285,705
304,944
364,944
364,944
280,284
280,284
(84,660)
-23.2%
5XX
Intergovernmental
-
-
125
125
125
125
125
-
0.0%
9XX
Internal Service
69,344
59,374
65,357
68,191
68,191
-
-
(68,191)
-100.0%
OXX
Other Financing Use
52,500
29,000
29,000
29,000
29,000
29,000
29,000
-
0.0%
Total Expenditures:
$ 1,365,389
$ 1,370,661
$1,353,924
$1,434,869
$1,434,869
$1,299,932
$1,312,370
$ (134,937)
-9.4%
C-73
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES COMMUNITY CENTER
Responsible Manager: Doug Nelson, Manager, Community Center/Recreation
PURPOSE/DESCRIPTION:
The Federal Way Community Center opened in 2007. The facility
features three gyms, two pools, fitness area, climbing wall, senior
lounge, sauna/steam rooms, classroom space and community
rooms for rental use. The facility includes a single — use fee and a
discounted fee for pass holders and serves as a location for many
general recreation classes and some community events.
GOALS/OBJECTIVES:
■ Provide a facility that promotes fitness and health through
dynamic exercise programming and a state of the art fitness
studio.
■ Administer aquatics safety, education and fitness programs for
all ages.
■ Provide contemporary venues and excellent service staff for
rentals for community- wide events, private occasion and
business rentals.
■ Provide opportunities for new athletic programming for young children and events that promote economic development.
■ Serve as a venue for general recreation programs, athletics, and senior services.
2015 Proposed Expenditures by Category
Supplies
11.4
Membership
■ Increase member retention from our current average of approximately 50% by implementing the following strategies:
o Add a $30.00 Enrollment fee that pre -qualifies potential members. This fee will be used to offset the cost of
administration as well as the new "assessor"
o Add a new part-time position called the Fitness Assessor. This person will attempt to meet with every new
member who joins the facility starting in 2015. The goal of this appointment is:
■ Find out what their fitness goals are
■ Do some fitness assessing to gauge where they are now
■ Connect the dots between where they are now and where they want to be by making fitness
recommendations that will help them achieve results
We believe that this simple process will not only lead to a higher retention rate (people stay and pay
longer when they see results), but it will also increase our personal training revenue by at least
$20,000 each year.
Front Desk
• Continue to invest in the education of our young people working at the front desk by implementing the following ideas:
o Develop a semi-annual staff review with more specific success measures. Continue to invest in small pay
increases for team members who are thriving and who show potential for longevity.
o Send the entire team to a customer service seminar at least I per year.
o Continue to cross train staff to work a variety of different departments, especially group fitness.
o Increase the fun factor by having quarterly front desk team builders
Group Fitness
■ Continue to grow our group fitness participation month by month and as a percentage of overall visits. We are currently
seeing over 4,000 participants/month with approximately 26% of people scanning going to group fitness.
Climbing
■ Consider long-term options for the Climbing Pinnacle; everything from tearing it down to make room for expanded
fitness programming, to designing new program uses.
■ We want to try expanding our bouldering routes and add adult climbing classes to increase revenue.
C-74
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES COMMUNITY CENTER
RESPONSIBLE MANAGER: DOUG NELSON, MANAGER, COMMUNITY CENTER/RECREATION
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
Number of operational hours
Number of birthday party rentals
Number of special event rentals
Number of meeting rentals
Number of swim classes
Efficiency Measures:
Operating within or better than designated utility tax
contribution
Efficiency Measures:
Number of active passes
Number of community center class enrollments
Number of pass holder visits
Number of daily admissions
POSITION INVENTORY:
2013
2014
2015
2016
4,980
4,980
4,960
4,960
500
500
500
500
70
80
100
100
400
400
400
400
2,200
2,200
2,200
2,200
Yes
Yes
Yes
Yes
3,000
3,100
3,300
3,300
1,350
1,400
1,400
1,400
168,929
180,000
180,000
180,000
62,938
75,000
75,000
75,000
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted Adjusted Projected
Federal Way Community Center:
Community Center Manager
-
-
-
1.00
1.00
1.00
1.00
43
Recreation Supervisor
1.00
1.00
1.00
-
-
-
39
Recreation Coordinator II -Aquatics
1.00
1.00
1.00
1.00
1.00
1.00
1.00
33
Recreation Coordinator -Fitness
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30
Community Center Services Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30
Aquatic Facility Operator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
26m
Aquatics Assistant Coordinator
1.00
1.00
1.00
1.00
1.00
-
-
23
Lead Lifeguard
-
-
-
-
-
2.00
2.00
08
Custodian -Community Center
2.00
2.00
2.00
2.00
2.00
2.00
2.00
14m
Building Supervisor*
1.15
1.15
1.15
1.15
1.15
-
-
14
Administrative Assistant I
-
-
-
-
-
1.00
1.00
18
Office Technician II*
2.20
2.20
2.20
2.20
2.20
1.00
1.00
14
Lifeguard*
2.00
2.00
2.00
2.00
2.00
-
-
8
Total Federal Way Comm. Center:
13.35
13.35
13.35
13.35
13.35
11.00
11.00
n/a
Total Regular Staffing
13.35
13.35
13.35
13.35
13.35
11.00
11.00
n/a
Change from prior year
-
-
-
-
(2.35)
-
n/a
Grand Total Staffing
13.35
13.35
13.35
13.35
1 13.35
11.00
11.00
n/a
* 1.15 FTE Building Supervisor, 0.2 FTE Office Tech I, and 1.0 FTE Lifeguard that was authorized in 2013/14 but unfunded, is not shown as
authorized in 2015/16.
C-75
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES COMMUNITY CENTER
RESPONSIBLE MANAGER: DOUG NELSON, MANAGER, COMMUNITY CENTER/RECREATION
HIGHLIGHTS/CHANGES:
• Reduction in operation hours for 2015/16 due to two additional days added to Annual Maintenance Closure.
• Special event rental business dropped significantly in 2013 and some of 2014. Revenue was made up be an increase in
Meeting Rental bookings.
The proposed operating budget is $2,288,724 in 2015 and $2,199,112 in 2016. This is an increase of $80,175 or 3.6% when
compared to the 2014 adjusted budget. Major line item changes include:
• Salaries and Wages - Increase of $23,460 due to reclassifying Recreation Supervisor to Community Center Manager,
addition of temporary help for the Splash Cafe, and reclassifying Office Technician II to Administrative Assistant I.
• Supplies - Increase of $117,700 due to addition of supplies for the Splash Caf6, and addition of purchase for slide pad
replacement, diving board, removal and replacement of pool filter media, competition pool lane line replacement,
climbing equipment, wheelchair treadmill and functional trainer, and various fitness equipment.
• Services and Charges - Increase of $46,000 due to addition of interior painting, carpet replacement, and common wing
furniture replacement.
• Internal Service Charges - Decrease of $115,669 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE:
Code
Item
2012
Actual
2013
ActualI
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 A d'
Adopted I Adjusted I Projected
$ Chg % Chg
Revenue Summary:
33X
Intergovernmental
$ -
$ 79,469
$ -
$
$
$
$
$
n/a
34X
Charges for Services
1,711,553
1,769,661
1,618,500
1,618,500
1,668,500
1,793,500
1,793,500
175,000
10.8%
36X
Miscellaneous
1,487
1,403
-
-
-
-
-
-
n/a
39X
Other Financing Source
731,000
819,449
708,000
579,275
579,275
405,000
405,000
(174,275)
-30.1%
Total Revenues:
$ 2,444,039
$ 2,669,981
$ 2,326,500
$ 2,1979775
$ 292479775
$ 29198,500
$ 29198,500
$ 725
0.0%
Expenditure Summary:
1XX
Salaries and Wages
1,033,101
1,020,617
1,080,464
1,086,657
1,086,657
1,110,117
1,117,914
23,460
2.2%
2XX
Benefits
297,934
330,932
281,142
282,223
282,223
294,407
310,698
12,184
4.3%
3XX
Supplies
147,447
169,714
142,500
142,500
142,500
260,200
167,500
117,700
82.6%
4XX
Services and Charges
555,270
468,126
557,500
557,500
557,500
603,500
582,500
46,000
8.3%
5XX
Intergovernmental
26,153
28,612
20,500
20,500
20,500
20,500
20,500
-
0.0%
6XX
Capital Outlays
51,563
146,440
-
3,500
3,500
-
-
(3,500)
-100.0%
9XX
Internal Service
103,016
105,526
115,669
115,669
115,669
-
-
(115,669)
-100.0%
Total Expenditures :
$ 2,214,485
$ 2,2699968
$ 2,1979775
$ 2,2089549
$ 292089549
$ 29288,724
$ 29199,112
$ 809175
3.6%
C-76
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DUMAS BAY CENTRE
Responsible Manager: Rob Ettinger, Recreation Manager
PURPOSE/DESCRIPTION:
Dumas Bay Centre is operated as an enterprise fund. The
multi -use facility offers business and retreat overnight and day
use accommodations, rentals for events such as weddings and
family celebrations. A 12 acre passive use park and beach is
located on the site and is managed by Dumas Bay Centre staff.
The Knutzen Family Theatre offers performance space for local
artists and art organizations, production assistance for local arts
organizations, performance and cultural arts events, cultural arts
classes, technical theater classes, business and special events
rentals.
The facility also provides space to Recreation and Cultural
Services classes on the lower level of the building.
GOALS/OBJECTIVES:
2015 Proposed Expenditures by
Category
Supplies
22.4%
Svc/Chgs loter0.4 g0 It
39.4% Interfund
3.8%
Capital
0.0%
■ Provide a regional conference and retreat center that enhances economic development.
■ Provide high quality rental space for private events & occasions.
■ Manage the Dumas Bay Park property as a passive use park.
■ Manage food service operation and increase awareness and revenue.
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
Number of use days
Number of overnight stays
Number of non -charged users
Outcome Measures:
Revenue generated
Recovery ratio
Efficiency Measures:
Number of contracts managed
Number of retreats
POSITION INVENTORY:
Personnel
33.9%
2013
2014
2015
2016
256
243
250
250
230
230
230
230
10
10
10
10
$622,879
$625,000
$628,000
$630,000
98.0%
98.0%
98.0%
98.0%
2
2
2
2
121
112
115
115
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted Adjusted Projected
Dumas Bay Centre:
Dumas Bay Centre Manager
1.00
1.00
1.00
1.00
43
Recreation Coordinator -Dumas Bay
1.00
1.00
1.00
-
-
-
-
30
Chef/Kitchen Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
23
Administrative Assistant I
0.75
0.75
0.75
0.75
0.75
0.75
0.75
lg
Total Dumas Bay Centre:
2.75
2.75
2.75
2.75
2.75
2.75
2.75
n/a
Change from prior year
-
-
-
-
-
-
-
n/a
Grand Total Staffing
2.75
2.75
1 2.75
2.75
2.75
2.75
2.75
r n/a
C-77
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DUMAS BAY CENTRE
Responsible Manager: Rob Ettinger, Recreation Manager
HIGHLIGHTS/CHANGES:
The Dumas Bay Centre proposed operating budget totals $1,012,071 in 2015 and $719,827 in 2016. This is a 25.2% or $203,772
increase from the 2014 adjusted budget. Major line item changes include:
Salaries and Wages - Increase of $23,616 due to reclassification of Recreation Coordinator to Dumas Bay Centre
Manager.
Supplies - Increase of $105,100 due to addition of meeting room chairs, meeting room tables, mattresses for rooms,
and bedding and furniture for overnight rooms.
Services and Charges - Net increase of $85,747 due to addition for interior and exterior painting, courtyard repair and
furniture, fire alarm panel upgrade, and carpeting and elimination of one-time deferred maintenance for Dumas Bay
Centre.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Adj
I Adopted
I Adjusted
I Projected
$ Chg
% Chg
Revenue Summary:
34X
Charges for Services
$ 577,438
$ 612,595
$ 627,154
$ 627,154
$ 627,154
$ 627,154
$ 627,154
0.0%
36X
Miscellaneous
10,067
10,284
8,097
8,097
8,097
8,097
8,097
0.0%
39X
Other Financing Source
140,500
116,000
116,000
116,000
116,000
116,000
116,000
0.0%
Total Rewnues:
$ 728,006
$ 738,879
$ 751,251
$ 751,251
$ 751,251
$ 751,251
$ 751,251
$ -
0.0%
Expenditure Summary:
1XX
Salaries and Wages
228,466
228,804
244,134
247,608
247,608
271,224
275,263
23,616
9.5%
2XX
Benefits
72,849
82,561
77,339
77,946
77,946
71,651
75,344
(6,295)
-8.1%
3XX
Supplies
123,295
109,474
122,036
122,036
122,036
227,136
122,036
105,100
86.1%
4XX
Services and Charges
220,286
200,907
204,259
313,412
239,948
399,159
204,259
85,747
27.4%
5XX
Intergovernmental
1,928
380
4,200
1 4,200
4,200
4,200
4,200
-
0.0%
6XX
Capital Outlays
8,318
3,826
1,000
1,000
1,000
-
-
(1,000)
-100.0%
9XX
Internal Service
35,497
38,644
42,097
42,097
42,097
38,701
38,725
(3,396)
-8.1%
Total Expend<tures:
$ 690,639
$ 664,597
$ 695,065
$ 808,299
$ 734,835
$ 1,012,071
$ 719,827
$ 203,772
25.2%
C-78
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE
Responsible Manager: Steve Ikerd, Parks Deputy Director
PURPOSE/DESCRIPTION:
The City of Federal Way maintains 10 community parks, 19
neighborhood parks, and 6 major facilities. The City also maintains 32
undeveloped open spaces, and three trail systems for use by its citizens,
defining a park system that exceeds 1,100 acres. The Park Maintenance
Division is responsible for facility maintenance and operations at City
Hall, Police Storage, Steel Lake Annex, Steel Lake Maintenance
Facility, the landscape at the Community/Senior Center, Dumas Bay
Centre, and other misc. buildings. In addition they are responsible for
grounds and landscape maintenance on all city parks, trails, and open
space areas. Rental of park facilities and picnic sites is also administered
by this division. An increasing level of public use requires substantial
maintenance effort coordinating City personnel, contract services and
community resources.
GOALS/OBJECTIVES:
■ Complete a Park Maintenance Management Plan.
■ Complete construction of a new maintenance building at Celebration Park.
■ Follow maintenance plan to enhance maintenance of park system.
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
Number of parks with athletic fields
Number of sites requiring routine safety inspections
Number of park acres routinely maintained
Number of developed parks that require litter control
Number of restroom facilities
Number of city owned major facilities maintained
Number of other city owned buildings maintained
Outcome Measures:
% of work orders completed Win requested time frame
% acres of athletic fields maintained in good condition
% of park land mowed on schedule
% of trash removed on schedule
% of restrooms cleaned and sanitized daily
POSITION INVENTORY:
2015 Proposed Expenditures by Category
2013
2014
2015
2016
5
5
5
5
39
39
35
35
550
550
580
580
39
39
29
29
10
10
9
9
6
6
6
6
19
19
19
19
90%
90%
85%
85%
100%
100%
95%
95%
90%
90%
85%
85%
100%
100%
90%
90%
100%
100%
100%
100%
Positions
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
Grade
Adopted Adjusted Projected
Maintenance:
Parks Deputy Director
1.00
1.00
1.00
1.00
58
Parks & Facilities Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
50
Park & Facilities Supervisor
1.00
1.00
1.00
-
-
-
-
36
Maintenance Worker - Lead
2.00
2.00
2.00
2.00
2.00
2.00
2.00
26m
Maintenance Worker I -
1.0 FTE funded by Prop. 1
9.00
8.00
8.00
8.00
8.00
8.00
8.00
22m
Facilities Maintenance Worker
-
-
-
-
-
1.00
1.00
22m
Total Regular Staffing
13.00
12.00
12.00
12.00
12.00
13.00
13.00
n/a
Changefromprioryear
1.00
(1.00)
-
-
1.00
-
n/a
Funded on a One-time Basis:
Maintenance Worker I
1.00
1.00
1.00
1.00
22m
Grand Total Staffing
13.00
13.00
13.00
13.00
13.00
13.00
13.00
n/a
C-79
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE
Responsible Manager: Steve Ikerd, Parks Deputy Director
HIGHLIGHTS/CHANGES:
■ Added Brooklake Community Center.
■ Developed Town Square Park.
■ Applied for RCO Grant to replace turf at Steel Lake Park - Karl Grosch Field.
The Park Maintenance proposed operating budget totals $2,013,066 in 2015 and $2,012,718 in 2016. This is a 22.1% or
$571,937 decrease from the 2014 adjusted budget. Major line item changes include:
• Salaries & Wages - Increase of $16,953 due to 1.0 FTE Parks Maintenance Worker moved from the General
Fund to the Proposition 1 Fund, and reclassification of Parks & Facilities Supervisor to Manager, and Parks
and Facilities Manager to Deputy Director.
• Supplies - Increase of $15,000 due to addition of various repair and maintenance supplies for Parks
maintenance.
Services and Charges - Net decrease of $95,965 due to elimination of one-time water and electricity
increases, elimination of monument signs for parks, addition of utility box decoration, and Park Security
Services moved to Proposition 1 Fund.
Intergovernmental Services - Decrease of $5,000 due to reduction of noxious weed line item.
Internal Service Charges - Decrease of $543,364 due to moving all internal service charges to non -
departmental, and one-time projects and capital purchases in internal service funds in 2014 that are not in
2015/16.
REVENUE AND EXPENDITURE SUMMARY:
PARKS MAINTENANCE - GENERAL FUND
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Pro osed - 14 Ad'
aiiAdjusted I Projected
1 $ Chg I % Chg
Revenue Summary:
39X I Other Financing Sources
$ 149,501
1 $ 158,528
1 $ 161,555
1 $ 161,555
1 $ 161,555
1 $
(161,555)
-100.0%
Total Revenues:
1 $ 149,501
$ 158,528
$ 161,555
$ 161,555
$ 161,555
$ -
I $
$ (161,555)
-100.0%
Expenditure Summary:
1XX
Salaries and Wages
897,030
903,024
984,413
1,002,971
1,002,971
962,714
966,862
(40,257)
-4.0%
2XX
Benefits
319,913
358,017
380,015
383,254
383,254
399,230
417,438
15,977
4.2%
3XX
Supplies
126,358
149,712
141,802
141,802
141,802
156,802
148,302
15,000
10.6%
4XX
Services and Charges
431,292
548,319
456,067
493,332
493,332
397,367
382,367
(95,965)
-19.5%
5XX
Intergovernmental
627
2,719
5,280
5,280
5,280
280
280
(5,000)
-94.7%
6XX
Capital Outlays
-
-
-
15,000
-
-
(15,000)
-100.0%
9XX
Internal Service
353,915
447,583
334,109E$2,58#5,003$
543,364
(543,364)
-100.0%
Total Expenditures:
$ 2,129,135
$ 2,409,373
$ 2,301,686
585,003
$1,916,394
$1.915.249
-25.9%
PARKS MAINTENANCE - PROPOSITION 1 FUND
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Ad'
Adopted Adjusted Projected
$Chg %Chg
Revenue Summary:
31X Taxes
$
$
$
$
$
$ 96,672
$ 97,469
96,672
n/a
Total Revenues:
$ -
$ -
$ -
$
$ -
$ 96,672
$ 97,469
$ 96,672
n/a
Expenditure Summary:
1XX
Salaries and Wages
-
57,210
57,210
57,210
n/a
2XX
Benefits
22,262
23,059
22,262
n/a
4XX
Services and Charges
17,200
17,200
17,200
n/a
Total Expenditures:
$ -
$ -
$ -
$
$ -
$ 96,672
$ 97,469
$ 96,672
n/a
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES BUILDINGS & FURNISHINGS
Responsible Manager: Steve Ikerd, Parks Deputy Director
PURPOSE/DESCRIPTION:
The Park Maintenance Division is also responsible for facility
maintenance and operations at City Hall Police, Storage
Building, Steel Lake Annex, Steel Lake Maintenance Facility,
the exterior of the Community Center, the Dumas Bay Centre,
and the Brooklake Community Center. Staff performs repairs
and maintenance, manage contract services, coordinate annual
facility and safety inspections and provide physical facilities
support to all departments and public meetings.
GOALS/OBJECTIVES:
■ Research and implement an energy savings plan
■ Develop a preventative maintenance and operations plan
■ Develop an operations manual for City Hall
■ Provide ongoing maintenance and repairs
■ Provide customer service to all departments & the public
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
Number of square feet maintained
Number of major buildings maintained
Number of other buildings maintained
Number of departments serviced
Number of service contractors used
Outcome Measures:
• of work orders completed w/in requested time frame
• of trash removed on schedule
• of restrooms cleaned and sanitized daily
POSITION INVF.NTORV:
2015 Proposed Expenditures by
Category
2013
2014
2015
2016
243,605
243,605
251,791
251,791
6
6
7
7
19
19
19
19
10
10
10
10
25
25
28
28
90%
90%
85%
85%
100%
100%
100%
100%
100%
100%
100%
100%
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Facility Maintenance Worker
0.50
0.50
0.50
0.50
0.50
0.50
0.50
22m
Total Regular Staffing
0.50
0.50
0.50
0.50
0.50
0.50
0.50
n/a
Change from prior year
-
-
-
-
-
-
-
n/a
Grand Total Staffing
1 0.50
1 0.50
1 0.50
0.50
0.50
1 0.50
1 0.50
1 n/a
C-81
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES BUILDINGS & FURNISHINGS
Responsible Manager: Steve Ikerd, Parks Deputy Director
HIGHLIGHTS/CHANGES:
■ Added Brooklake Community Center in 2014.
The Buildings and Furnishings proposed operating budget in 2015/2016 is $398,354 and $399,817 respectively. The operating
budget for 2015 reflects a decrease of $114,670 or 22.4% compared to the 2014 adjusted budget. Major line item changes
include:
■ Salaries and Wages - Decrease of $78,937 due to elimination of RCM position temp help.
■ Services and Charges - Decrease of $26,829 due to elimination of one-time project for the City hall building.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Ad'
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
33X
Intergovernmental
$ 32,737
$ 1,848
$ -
$ -
$ -
$ -
$ -
$ -
n/a
34X
Charges for Services
494,095
647,490
519,035
630,165
630,165
524,414
525,840
(105,751)
-16.8%
36X
Miscellaneous
22,681
2,055
-
-
-
-
-
-
n/a
Total Revenues:
$ 549,513
$ 651,393
$ 5199035
$ 630,165
$ 630,165
$ 524,414
$ 525,840
$ (105,751)
-16.8%
Expenditure Summary:
1XX
Salaries and Wages
74,880
37,024
23,130
105,200
105,200
26,263
27,491
(78,937)
-75.0%
2XX
Benefits
14,543
10,212
6,227
6,227
6,227
7,055
7,290
828
13.3%
3XX
Supplies
26,676
37,775
28,809
28,809
28,809
28,809
28,809
-
0.0%
4XX
Services and Charges
317,611
410,315
346,227
363,056
363,056
336,227
336,227
(26,829)
-7.4%
5XX
lIntergovernmental
-
200
-
-
-
-
-
n/a
6XX
I Capital Outlays
1,160
22,269
-
9,731
9,731
-
(9,731)
-100.0%
Total Expenditures:
$ 434,871
$ 517,794
$ 4049393
$ 513,023
$ 513,023
$ 398,354
$ 399,817
$ (114,670)
-22.4%
C-82
OPERATING BUDGET
POLICE DEPARTMENT
Andy J. Hwang
Chief of Police
■ Executive Management of the Department
■ Planning and Development of Effective
Police Services
■ Regional issues and services coordination
PROFESSIONAL STANDARDS
Stan McCall
Administrative Commander
■ Professional Standards
■ Internal Audit
■ Incident Review
FIELD OPERATIONS
Kyle Sumpter
Deputy Chief
■ Patrol Services
o Patrol
o Emergency Response
o General Delivery of Police
Services
■ Traffic
o Traffic Safety Education
o Traffic Law Enforcement
o Traffic Accident Investigation.
o Red Light Photo Enforcement
■ Special Operation Unit (SOU)
■ Contracted Police Services
o School Resource Officers
o The Commons Mall Officers
■ Specialty Teams
o BDU, CCU, CDU, SWAT &
VIT
■ Neighborhood Resource Centers
■ Safe Cities Program
ADMINISTRATIVE SUPPORT
Lynette Allen
Executive Assistant
■ Department Support
■ Extra Duty Program
■ Reports
SUPPORT SERVICES
Kyle Sumpter
Deputy Chief
• Criminal Investigation (CIS)
o Persons Crimes
o Property Crimes
o Special Investigations Unit
(SIU)
o Gangs
o Criminal Intel.
■ Administration
o Budget
o Training
o Recruiting & Hiring
o Internal Investigations
o CALEA
o Quartermaster
o Fleet & Equipment
o Jail
o Volunteers
CIVILIAN OPERATIONS
Cathy Schrock
Civilian Operations Mgr.
■ Records Unit
■ Animal Services Unit
■ Property / Evidence
■ Crime Analysis / Prevention
■ False Alarm Program
■ Technology
■ Public Relations and Media
C-83
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
PO L I C E DEPARTMENT OVERVIEW
Responsible Manager: Andy J. Hwang, Police Chief
2013-2014 ACCOMPLISHMENTS
■ Achieved the Commission on Accreditation of Law Enforcement Agencies (CALEA) re -accreditation in August 2014.
■ Established new substation in downtown core to provide higher police patrol visibility.
■ Implementation of new patrol fleet graphical design to Black & White vehicles.
■ Crime data reporting - migration from UCR (Uniform Crime Reporting) to NIBRS (National Incident Based Reporting)
in compliance with State and National requirements.
■ Created a new Department Mission statement through strategic planning workshop.
■ Enhanced efficiency by implementing the CopLogic system for Loss Prevention Reporting (LPR).
■ Managed technological advancements, School Zone Photo and Red Light Photo Enforcement programs.
■ Expanded Safe Cities Program enhancing public safety in partnership with the neighborhood and business community.
■ Expansion of Automatic License Plate Reader (ALPR) vehicle mounted camera technology.
■ Records Management System software/platform upgrade providing sustainable technology into the future.
■ Implementation of `SECTOR' (electronic e-ticketing) interface data into the Police RMS.
■ Implemented a new in-house electronic field reporting (Workflow) system.
■ Completed replacement of CAD Software/Hardware, Windows -based dispatching interface.
■ Equipped police motorcycles with wireless laptops enabling wireless dispatch and provide necessary hardware to use
the SECTOR (e-ticket/e-collision) software.
■ Established a new Vehicle Advisory Committee (VAC) for patrol vehicle continuity.
■ Enhanced monthly supervisory meetings with crime analysis information/presentations.
■ City-wide shopping cart recovery efforts through the volunteer -managed Cart Recovery Team (CRT).
2015-2016 AGENCY GOALS:
■ Impact Crime.
■ Provide for a safer community by having a positive impact on the Index and Quality of Life crimes.
■ Increase uniformed police presence, downtown and in neighborhoods to impact auto theft, burglary, and vehicle prowls.
■ Enhance traffic safety by reducing vehicle speed in neighborhood and school zones.
■ Enhance traffic enforcement with focus on DUI and distracted driving — the Nick & Derek Project.
■ Monthly crime analysis information distribution and implementation of directed patrol and operational plans.
■ Continue regional collaboration to address crimes such as drugs, gangs, and human trafficking.
■ Enhance Citizen Safety:
■ Participation in the Mayor's Neighborhood Connection Community Meetings.
■ Expand upon the Sector Base Safe City Neighborhood Partnership with web -based information sharing.
■ Explore expansion of school cameras into the Safe City program.
■ Maintain the RSO verification program to enhance public safety and provide better registration compliance.
■ Continue to provide resources in partnership with other agencies to address drugs, gangs and youth violence in schools.
■ Continue with regional efforts in auto theft by participating in PATROL (auto -theft task force).
■ Expand Crime Analysis and Prevention Specialists (CAPS) outreach into the community, providing education and
enhanced services.
■ Trainine:
■ Conduct Reality Based Training (RBT) combining multiple disciplines.
■ Provide ongoing patrol tactics and officer safety training.
■ Provide field trauma tourniquet training.
■ Professional development leadership training opportunities.
■ Technoloay/Initiatives:
■ Selection and integration of a new electronic timekeeping/scheduling system that will interface with EDEN payroll.
■ Automated Vehicle Locator (AVL) and geographical database enhanced mapping capabilities.
■ Implementation of new `non -rotational' specialty positions.
M.
OPERATING BUDGET
PO L I C E DEPARTMENT OVERVIEW
Responsible Manager: Andy J. Hwang, Police Chief
DEPARTMENT POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Director -Police Chief
1.00
1.00
1.00
1.00
1.00
1.00
1.00
58D
Deputy Chief
1.00
1.00
1.00
1.00
1.00
1.00
1.00
55D
Commander
5.00
5.00
5.00
5.00
5.00
5.00
5.00
51C
Lieutenant (2.0 FTE-Prop 1 & 1.0 FTE-Traffic Safety)
12.00
14.00
14.00
14.00
14.00
14.00
14.00
45I
Civilian Operations Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
46
Crime Analyst Program Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
32A
Police Officer (16.0 FTE-Prop 1 & 5.0 FTE-Traffic Safety)
86.00
97.00
97.00
97.00
97.00
110.00
110.00
32G
Executive Assistant
1.00
1.00
1.00
1.00
1.00
1.00
1.00
31
Caleallolunteer Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30A
Crime Analyst/Prevention Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30A
Records Supervisor
3.00
3.00
3.00
2.00
2.00
2.00
2.00
29
Property/Evidence Custodian
1.00
1.00
1.00
1.00
1.00
1.00
1.00
28
Animal Services Officer
2.00
2.00
2.00
2.00
2.00
2.00
2.00
24A
Quartermaster
1.00
1.00
1.00
1.00
1.00
1.00
1.00
21A
Property/Evidence Technician
1.00
-
-
-
1.00
1.00
20A
Administrative Assistant I
3.00
3.00
3.00
4.00
4.00
4.00
4.00
18A
Records Specialist (1.0 FTE-Prop 1)
10.00
11.00
11.00
11.00
11.00
11.00
11.00
18A
Customer Service Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
18A
Police Record Administrator
-
-
-
1.00
1.00
1.00
1.00
Total Regular Staging
132.00
145.00
145.00
146.00
146.00
160.00
160.00
n/a
Change from prior year
(2.00)
13.00
-
1.00
-
14.00
-
n/a
Funded on a One-time Basis:
Commander
1.00
51 C
Lieutenant
1.00
45I
Police Officers
16.00
7.00
7.00
8.00
8.00
32G
Property/Evidence Technician
-
1.00
1.00
1.00
1.00
20A
Records Specialist
1.00
-
-
-
-
18A
Frozen Positions:
Lieutenant 1.00
45I
Police Officer (2.0 FTE Prop 1)
12.00
32G
Records Specialist
1.00
18A
Grant Total Staffing
165.00
153.00
153.00
155.00
155.00
160.00
160.00
n/a
C-85
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
PO L I C E DEPARTMENT OVERVIEW
Responsible Manager: Andy J. Hwang, Police Chief
THE DEPARTMENT'S VISION AND VALUES:
The Federal Way Police Department is a community -based police department that represents the special qualities and features of
the City of Federal Way. The mission of the Federal Way Police Department is for every member to consistently earn the
public's trust while enhancing the quality of life for residents, visitors, and businesses within our City. We accomplish our
mission by providing the highest quality law enforcement, community education, and support services possible while making the
best use of the resources entrusted to us. We are recognized as professional, innovative, progressive, ethical, and as a valued
partner in building economic viability in our area.
GOALS/OBJECTIVES:
The Federal Way Police Department strives to:
• Provide a safe environment through community involvement, innovation, and education.
• Be familiar with and practice current and modern law enforcement techniques and tactics.
• Maintain a dedicated, well trained, equipped force function with integrity, accountability, and team work.
OPERATING BUDGET
PO L I C E DEPARTMENT OVERVIEW
Responsible Manager: Andy J. Hwang, Police Chief
PURPOSE/DESCRIPTION:
The police department utilizes a community based problem
oriented approach in providing law enforcement services to its
citizens. Innovative methods and advanced technology have
allowed the department to enhance its overall efficiency and
operational effectiveness, to provide an increased level of
safety to the Community. The agency contracts with South
Correctional Entity (SCORE) jail facility in a collaborative
effort with other South County Cities for housing misdemeanor
prisoners. The police department works cooperatively with
local law enforcement agencies in a regional approach when
providing specialty services such as the Valley Special
Weapons and Tactics Team (SWAT); Valley Investigative
Team (VIT) as well as police dispatch services through Valley
Communications. The police department has achieved a level
of success that is well recognized by both the local community
as well as other law enforcement agencies. 2015/2016 will
provide new opportunities for the department to continue with
its primary goal of delivering the highest quality law
enforcement services to the community. Through teamwork
and dedication, the agency will remain committed to its new
mission of providing the highest quality law enforcement, community education, and support services possible while making the
best use of the resources entrusted to us.
DEPARTMENT SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
I Proposed
1 15 Proposed - 14 Adj
I Adopted Adjusted Projected
$ Chg I % Chg
Revenue Summary:
31X
Taxes
$ 114,443
$ 178,696
$ 145,000
$ 145,000
$ 145,000
$ 2,369,883
$ 2,408,238
$ 2,224,883
1534.4%
32X
License and Permits
123,237
108,388
46,000
46,000
46,000
99,000
99,000
53,000
115.2%
33X
Intergovernmental
783,088
643,253
-
166,675
166,675
269,427
416,162
102,752
61.6%
34X
Charges for Services
858,711
865,886
657,000
685,473
805,473
858,000
858,000
172,527
25.2%
35X
Fines
32,397
26,797
17,000
17,000
17,000
1,619,692
1,648,618
1,602,692
9427.6%
36X
Miscellaneous
63,835
84,701
45,000
45,000
45,000
55,000
55,000
10,000
22.2%
39X
Other Financing Sources
4,160,497
3,579,160
3,617,022
3,683,022
4,685,622
-
-
(3,683,022)
-100.0%
Total Revenues:
$ 6,136,209
$ 5,486,880
$ 4,527,022
$ 4,788,170
$ 5,910,770
$ 5,271,002
$ 5,485,018
$ 482,832
10.1%
Expenditure Summary:
91
Office of theChief
3,292,104
3,188,737
3,334,987
3,736,144
3,736,144
467,504
471,969
(3,268,640)
-87.5%
92-97
Support Services
5,536,532
5,065,308
5,336,877
5,453,600
5,453,600
5,124,076
5,230,917
(329,524)
-6.0%
11X
Field Operations
11,335,166
12,050,881
11,933,106
12,010,341
12,010,341
10,632,464
11,057,027
(1,377,877)
-11.5%
Subtotal Exp W/O contract
$ 20,163,802
$ 20,304,926
$ 20,604,970
$ 21,200,085
$ 21,200,085
$16,224,044
$16,759,913
$ (4,976,041)
-23.5%
98
JJail Services
2,471,531
3,940,143
3,749,000
4,159,831
4,159,831
4,276,614
4,276,614
116,783
2.8%
98
lValley Communications
1,637,541
1,643,351
1,787,000
1,787,000
1,787,000
1,787,000
1,787,000
-
0.0%
Subtotal&pContract
$ 4,109,072
$ 5,583,494
$ 5,536,000
$ 5,946,831
$ 5,946,831
$ 6,063,614
$ 6,063,614
$ 116,783
1 2.0%
Non -General Fund Expenditure Summary:
112
ITraffic Safety
-
-
-
-
1,597,692
1,626,618
1,597,692
n/a
114
JProp 1 Fund
2,214,883
2,253,238
2,214,883
n/a
$
$ -
$
$ -
$
$ 3,812,575
$ 3,879,856
$ 3,812,575
n/a
TotalEpenditures:
$24,272,874
$25,888,420
$26,140,970
$27,146,916
$27,146,916
$26,100,233
$26,703,383
$(1,046,683)
-3.9%
i A
CITY OF FEDERAL WAY 201 S/2O16 PROPOSED BUDGET
PO L I C E DEPARTMENT OVERVIEW
Responsible Manager: Andy J. Hwang, Police Chief
HIGHLIGHTS/CHANGES:
The Federal Way Police Department's primary objective will be to actively address crimes that impact the quality of life for our
residents. The police department builds relationships with both private and public sector partners and the community itself, to
bring every possible resource to bear. The police department will maintain its focus of continuing to identify quality individuals
to fill anticipated vacancies. The agency will focus on its formal training programs in an effort to keep up with ever changing
trends and legal issues. The department will also focus on continued improvement of service delivery, as it conducts a continual
review of policies and procedures, as required by CALEA for National Accreditation.
The Police Department's adopted operating budget is - $26,100,233 in 2015 and $26,703,383 in 2016. This is a 3.9% or
$1,046,683 decrease from the 2014 adjusted budget. The table below includes General Fund, Traffic Safety Fund, and
Proposition Fund. The Major line item changes include:
• Salaries and Wages - Increase of $1,003,329 is partially due to 9% increase in labor contract settlements in 2014, 4
new officers that are partially funded by grants, 1 new officer funded by the City, and addition of corporal rank
structure and Nick & Derek Distracted Driving.
• Services and Charges - Increase of $713,215 is partly due to contract payment for Red Light Photo program fees
accounted in the Traffic Safety Fund during 2014, increased training and other miscellaneous services.
• Intergovernmental Services - Increase of $100,366 is mostly due to increase in the SCORE jail services.
• Internal Services - Decrease of $2,918,705 is due to moving all internal service charges to non -departmental and
elimination of onetime capital contribution to data processing.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Ad'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X
Taxes
$ 114,443
$ 178,696
$ 145,000
$ 145,000
$ 145,000
$ 2,369,883
$ 2,408,238
$ 2,224,883
1534.4%
32X
License and Permits
123,237
108,388
46,000
46,000
46,000
99,000
99,000
53,000
115.2%
33X
Intergovernmental
783,088
643,253
-
166,675
166,675
269,427
416,162
102,752
61.6%
34X
Charges for Services
858,711
865,886
657,000
685,473
905,473
858,000
958,000
172,527
25.2%
35X
Fines
32,397
26,797
17,000
17,000
17,000
1,619,692
1,648,618
1,602,692
9427.6%
36X
Miscellaneous
63,835
84,701
45,000
45,000
45,000
55,000
55,000
10,000
22.2%
39X
Other Financing Sources
4,160,497
3,579,160
3,617,022
3,683,022
4,685,622
-
-
(3,683,022)
-100.0%
Total Rerxnues:
$ 6,136,209
$ 5,486,880
$ 4,527,022
$ 4,788,170
$ 5,9109770
$ 5,271,002
$ 5,4859018
$ 482,832
10.1%
Expenditure Summary:
1XX
Salaries & Wages
12,761,899
12,817,715
12,743,478
13,010,713
13,010,713
14,014,042
14,374,799
1,003,329
7.7%
2XX
Benefits
3,995,563
4,103,468
4,550,424
4,574,690
4,574,690
4,707,618
4,950,011
132,928
2.9%
3XX
Supplies
356,981
335,275
233,281
281,696
281,696
258,280
258,280
(23,416)
-8.3%
4XX
Services and Charges
429,119
451,146
308,841
343,464
343,464
1,056,679
1,056,679
713,215
207.7%
5XX
Intergovernmental
3,508,242
5,529,957
5,552,417
5,963,248
5,963,248
6,063,614
6,063,614
100,366
1.7%
6XX
Capital Outlays
200,457
46,809
-
29,231
29,231
-
-
(29,231)
-100.0%
7XX
Debt Service-Princ
524,980
-
-
-
-
n/a
9XX
Internal Services
2,495,633
2,604,050
2,752,529
2,918,705
2,918,705
(2,918,705)
-100.0%
OXX Other Financing Use
-
-
-
25,169
25,169
(25,169)
-100.0%
Total Expenditures:
$ 24,272,874 $ 25,888,420
$ 26,140,970
$ 27,146,916
$ 27,146,916
$ 26,100,233 $26,703,383
$(1,0469683)
-3.9%
OPERATING BUDGET
PURPOSE/DESCRIPTION:
The Administrative Division consists of the Office of the
Chief. The Office of the Chief is responsible for the
executive management of the department through planning.
Within the Office of the Chief, staffing consists of the Chief
of Police, Deputy Chief of Police, and an Executive
Assistant.
GOALS/OBJECTIVES:
■ Overall Leadership and Management of the Police
Department
■ The establishment of Goals and Objectives
■ Enhance the safety and quality of life for citizens
■ Increase the operational efficiency and effectiveness
of the agency
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• Number of staff hired
• Number of Police Officer applicants
• Total Crime Prevention community contacts
• Number of Orders of Protection processed
• Number of Concealed Pistol Licenses Processed
• Number of Public Disclosure Requests
• Total Animal Services Incidents
Outcome Measures:
• Number of police officer candidate background investigations
• Number of Items received into Property/Evidence
• Number of Orders of Protection served
• Number of Standards Investigations (Internal Investigations.)
• FWPD Animal Licenses sold
• Animal Infractions written
Efficiency Measures:
• Average vacancy rate (sworn)
• % of background investigations resulting in qualified
candidate
• % of Standard Investigations from Calls for Service
* (CALCULATIONS BASED ON 6 moNTH TOTALS X2)
** (PROJECTED ESTIMATES ONLY
POSITION INVENTORY:
POLICE ADMINISTRATION
Responsible Manager: Andy J. Hwang, Police Chief
2015 Proposed Expenditures by Category
Supplies
1.6"�0
Svc/Chgs
2.5%
Personnel
95.9%
2013
2014*
2015**
2016**
5
5
7
7
339
340
340
340
1,619
1706
1877
1970
1,181
1136
1140
1200
954
922
930
940
1,879
1582
1575
1550
1,461
1246
1200
1200
26
26
30
30
2,806
3568
3500
3500
308
188
200
250
13
8
10
12
2,983
2796
2800
2800
119
100
100
100
3.2%
1.5%
3.8%
3.8%
19.2%
19.2%
16.6%
16.6%
.024%
.02%
.02%
.02%
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Director -Police Chief
1.00
1.00
1.00
1.00
1.00
1.00
1.00
58D
Deputy Chief
1.00
1.00
1.00
1.00
1.00
1.00
1.00
55D
Executive Assistant
1.00
1.00
1.00
1.00
1.00
1.00
1.00
31
Total Regular Staffing
3.00
3.00
3.00
3.00
3.00
3.00
3.00
n/a
Change from prior year
-
-
-
-
-
-
-
n/a
Grant Total Staffing
3.00
3.00
3.00
1 3.00
3.00
3.00
3.00
n/a
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
POLICE ADMINISTRATION
Responsible Manager: Andy J. Hwang, Police Chief
HIGHLIGHTS/CHANGES:
The Administration Division will continue to manage and assess the department's current service levels to provide the City of
Federal Way residents a cost effective and proactive police force. Federal Way Police Department members are encouraged to
act as conduits of information from the community to the agency. Members are available to the public throughout the City, in
the high schools and at substations, as well as the City Hall/Police facility. The information gathered by department members
combined with statistical analysis, community surveys, and continuous evaluation of program effectiveness, will be used to best
identify the needs of our community.
The Police Administration Division's adopted operating budget totals $467,504 in 2015 and $471,969 in 2016.
This is 87.5% or $3,268,640 decrease from the 2014 adjusted budget. Major line items changes include:
• Salaries and Wages - Decrease of $251,570 is due to allocating overtime budget to appropriate divisions, and one-
time grants that are not budgeted for 2015/16.
• Services and Charges - Decrease of $37,623 mainly due to elimination of one-time funding for Downtown Police
substation signage for $16,000, and one-time grants that are not budgeted for 2015/16.
• Internal Services - Decrease of $2,918,705 is due to moving all internal service charges to non -departmental and
elimination of onetime capital contribution to data processing.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Ad'
Adopted
Adjusted
Projected
$ Chg
I % Chg
Expenditure Summary:
1XX
Salaries & Wages
481,359
423,908
503,192
625,351
625,351
373,781
375,997
(251,570)
-40.2%
2XX
Benefits
88,206
87,823
61,565
62,370
62,370
74,593
76,842
12,223
19.6%
3XX
Supplies
60,786
31,552
3,202
26,196
26,196
7,630
7,630
(18,566)
-70.9%
4XX
Services and Charges
22,454
23,704
14,500
49,123
49,123
11,500
11,500
(37,623)
-76.6%
6XX
Capital Outlays
143,666
17,700
-
29,231
1 29,231
-
-
(29,231)
-100.0%
9XX
Internal Services
2,495,633
2,604,050
2,752,529
2,918,705
2,918,705
-
(2,918,705)
-100.0%
OXX Other Financing Use
-
-
-
25,169
25,169
-
-
(25,169)
-100.0%
Total EKPenclitures:
$ 3,292,104
$ 3,188,737
$ 3,334,987
$ 3,736,144
$ 3,736,144
$ 467,504
$ 471,969
$ (3,268,640)
-87.5%
C
OPERATING BUDGET
Resp
PURPOSE/DESCRIPTION:
The Support Services Division consists of the department's Civilian
Operations Section, the Administrative Section and the Criminal
Investigations Section (CIS). CIS contains three investigative units that
specialize in crimes committed against persons, crimes committed against
property, and rimes involving narcotics and/or vice. CIS also has a
`Special Investigations' team tasked with identifying crime patterns and
proactive enforcement efforts to address specific criminal problems.
Each section is directed by a Commander or Civilian Manager that
reports to the Deputy Chief or the Chief of Police. The sections provide
the services described below.
Civilian Operations
• Records Unit
• Animal Services
• Property / Evidence
• Crime Analysis /
Prevention
• False Alarm
Program
• Technology
Initiatives
• Public Relations
& Media
Administrative
Section
• Budget
• Training
• Recruiting &
Hiring
• Internal
Investigations
• CALEA
• Quartermaster
• Fleet &
Equipment
• Jail and 911
Service
• Volunteer
Coordination
POSITION INVENTORY:
Criminal
Investigations
• Persons Crimes
• Property Crimes
• Special
Investigations
Unit (SIU)
• Gangs
• Criminal
Intelligence
POLICE SUPPORT SERVICES
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Commander
2.00
2.00
2.00
2.00
2.00
2.00
2.00
51C
Lieutenant (1 FTE - Prop 1)
2.00
3.00
3.00
3.00
3.00
3.00
3.00
45I
Civilian Operations Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
50
Police Officer (9 FTE - Prop 1)
25.00
27.00
1 27.00
27.00
27.00
27.00
27.00
32G
Crime Analyst/Prevention Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30A
Crime Analyst Program Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
32A
Caleallolunteer Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30A
Records Supervisor
3.00
3.00
3.00
2.00
2.00
2.00
2.00
29
Property/Evidence Custodian
1.00
1.00
1.00
1.00
1.00
1.00
1.00
28
Quartermaster
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30A
Property/Evidence Technician
1.00
-
-
-
-
1.00
1.00
20A
Administrative Assistant I
2.00
2.00
2.00
3.00
3.00
3.00
3.00
18A
Records Specialist (1 FTE-Prop 1)
10.00
11.00
11.00
11.00
11.00
11.00
11.00
15A
Customer Service Specialist 1.00
1.00
1.00
1.00
1.00
1.00
1.00
18A
Police Record Administrator
-
-
-
1.00
1.00
1.00
1.00
37
Total RegularStafing
52.00
55.00
55.00
56.00
56.00
57.00
57.00
n/a
Change from prior year
-
3.00
-
1.00
-
1.00
-
n/a
Funded on a One-time Basis:
Lieutenant
1.00
-
-
-
45I
Police Officers
2.00
32G
Records Specialist
1.00
-
-
-
-
18A
Property/Evidence Technician
-
1.00
1.00
1.00
1.00
20A
Frozen Positions:
Lieutenant
1.00
-
-
-
-
45I
Records Specialist
1.00
-
-
-
-
18A
Grant Total Staffing
58.00
56.00
56.00
57.00
57.00
57.00
57.00
n/a
C-91
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
POLICE SUPPORT SERVICES
Responsible Manager: Kyle Sumpter, Deputy Chief
HIGHLIGHTS/CHANGES:
The Administrative Section will continue to evaluate staffing levels and responsibilities as well as oversee the 2014 National Re -
Accreditation. The Civilian Operations Section is managing ongoing changes to its environment as the department moves
through several technological advances. Field laptop report writing; wireless access; automated recording of property and
evidence handling will continue to be focus areas for the agency requiring a great deal of support from Support Services.
The Police Support Services' adopted operating budget totals $12,414,478 in 2015 and $12,542,900 in 2016. This is a 8.9% or
$1,014,047 increase from the 2014 adjusted budget.
• Salaries and Wages -Net increase of $1,021,578 due to; 1.0 FTE Lieutenant, 9.0 police officers and 1.0 records
specialist moved to Proposition 1 Fund, addition of 9% increase in labor contract settlement in 2014, 2.0 FTE that are
transferred in from other divisions, addition of corporal rank structure, and addition of Nick & Derek Distracted
Driving.
• Supplies - Decrease of $48,771 is due to movement of line items.
• Services and Charges - Increase of $41,333 mainly due to budget movement from supplies to services and charges.
• Intergovernmental Services - Increase of $100,366 is largely due to increase in jail services.
REVENUE AND EXPENDITURE SUMMARY:
SUPPORT SERVICES - GENERAL FUND
Code
Item
2012
Actual
2013
I Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Adj
I Adopted I Adjusted Pro'ected I
$ Chg % Chg
Revenue Summary:
32X
License and Permits
$ 123,237
$ 108,388
$ 46,000
$ 46,000
$ 46,000
$ 99,000
$ 99,000
$ 53,000
115.2%
34X
Charges for Services
858,711
865,886
657,000
685,473
805,473
858,000
858,000
172,527
25.2%
35X
Fines
32,397
26,797
17,000
17,000
17,000
22,000
22,000
5,000
29.4%
36X
Mischellaneous
63,835
84,701
45,000
45,000
45,000
55,000
55,000
10,000
22.2%
Total Revenues:
$ 1,078,181
$ 1,085,771
$ 765,000
$ 793,473
$ 913,473
$ 1,034,000
$ 1,034,000
$ 240,527
30.3%
Expenditure Summary:
1XX
Salaries & Wages
3,907,089
3,593,204
3,688,080
3,768,654
3,768,654
3,563,444
3,621,250
(205,210)
-5.4%
2XX
Benefits
1,211,564
1,135,445
1,325,892
1,347,961
1,347,961
1,247,503
1,296,538
(100,459)
-7.5%
3XX
Supplies
169,437
100,700
117,091
131,171
131,171
82,400
82,400
(48,771)
-37.2%
4XX
Services and Charges
267,501
262,965
189,396
189,396
189,396
230,729
230,729
41,333
21.8%
5XX
Intergovernmental
3,508,242
5,529,957
5,552,417
5,963,248
5,963,248
6,063,614
6,063,614
100,366
1.7%
6XX
Capital Outlays
56,791
26,530
-
-
-
-
-
-
n/a
7XX
Debt Service-Princ
524,980
-
-
-
n/a
Total Expenditures:
$ 9,645,604
$10,648,802
$10,872,877
$11,400,431
$11,400,431
$11,1879690
$11,294,531
$ (212,741)
-1.9%
SUPPORT SERVICES - PROP I FUND
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Adj
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X Taxes
I $
I $
I $ $
$
$ 1,226,788
$ 1,248,369
$ 1,226,788
n/a
Total Revenues:
$ -I
$ -I
$ $ -I
$ -
1 $ 1,226,788
1 $ 1,248,369
1 $ 1,226,788
1 n/a
Expenditure Summary:
1XX
I Salaries & Wages
939,079
947,776
939,079
n/a
2XX
JBenefits
287,709
300,593
287,709
n/a
Total Expenditures:
$ -
$ -
$
$ -
$ -
$ 1,226,788
$ 1,248,369
1 $ 1,226,788
n/a
C-92
OPERATING BUDGET
POLICE FIELD OPERATIONS DIVISION
Responsible Manager: Kyle Sumpter, Deputy Chief
PURPOSE/DESCRIPTION:
The Operations Division provides a 24-hour response to calls for service,
investigates crimes, enforce laws, ordinances, and public orders with
uniformed patrol and traffic units. In addition to the delivery of general
police services, the Operations Division also provides special uniformed
police officers in the following capacities: Special Operations Unit (bicycle
team), five high school resource officers, police services at Commons Mall,
two K-9 officers, SWAT (Special Weapons and Tactics Team) and a
Nationally Certified Bomb Unit (BDU).
GOALS/OBJECTIVES:
■ Continue to participate in the overall department goal in the
reduction of Index Crimes
■ Continue to find methods to reduce quality of life crimes and
crimes that impact families
■ Maintain a pro -active approach to overall crime
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• Calls for Service
• Number of referrals from Child Protective Services (CPS)/APS
• CIS Cases assigned
• Total Accidents occurred
• DUI Arrests
Outcome Measures:
• Criminal case numbers drawn
• Number of false alarms with police response
• Total Index Crimes
• Total arrests
• Total Citation/Infractions Issued
Efficiency Measures:
• % of criminal cases filed by CIS
• % of false alarms that are billable
• Response time to Emergency Calls (includes Priority 1 calls)
• Average response time (for all calls for service)
• Annual change to Index Crimes
• % of arrests requiring force
-(CALCULATIONS BASED ON tiMONTH TOTALS X2)
** (PROJECTED ESTIMATES ONLY)
POSITION INVENTORY:
2015 Proposed Expenditures by
Category
Supplies
1.3"/0
Svc/Chgs
6.2
Personnel
92.6%
2013
2014*
2015**
2016**
54,042
61,918
62,000
62,000
516
590
600
600
1,444
1,344
1,300
1,300
1,926
1,978
1,950
1,950
182
182
182
182
18,178
19,070
19,500
19,500
1,587
1,708
1,700
1,700
9,393
9,304
9,300
9,300
3,412
3,476
3,400
3,450
17,558
13,458
15,000
15,000
44.5%
47.6%
48%
48%
14.7%
21.9%
20%
20%
3.74
4.14
3.75
3.75
12.89
16.32
13.00
13.00
0%
-1%
0%
0%
2.1%
1.1%
1.0%
1.0%
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Commander
3.00
3.00
3.00
3.00
3.00
3.00
3.00
51C
Lieutenant (1 FTE-Prop 1 & 1-FTE Traffic Safety)
10.00
11.00
11.00
11.00
11.00
11.00
11.00
45I
Police Officer (7 FTE-Prop 1 & 7 FTE Traffic Safety)
61.00
70.00
70.00
70.00
70.00
83.00
83.00
32G
Animal Services Officer
2.00
2.00
2.00
2.00
2.00
2.00
2.00
24A
Administrative Assistant I
1.00
1.00
1.00
1.00
1.00
1.00
1.00
18A
Total Regular Stafflng
77.00
87.00
87.00
87.00
87.00
100.00
100.00
n/a
Change from prior year
(3.00)
10.00
-
13.00
n/a
Funded on a One-time Basis:
Commander
1.00
51 C
Police Officers
14.00
1 7.00
1 7.00
8.00
1 8.00
1
32G
Frozen Positions:
Police Officer (2.0 FTE Prop 1)
12.00
32G
Grand Total Staffing
104.00
94.00
94.00
95.00
95.00
100.00
100.00
n/a
C-93
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
Police Field Operations Division
Responsible Manager: Kyle Sumpter, Deputy Chief
HIGHLIGHTS/CHANGES:
The Patrol Section staffing model will provide effective and efficient patrol service with the allocated staffing model. Patrol
Officers well be assigned a sector to maintain continuity, reduce response time and will be proactive in finding solutions for
ongoing neighborhood or crime problems. The Special Investigations Unit will be proactive in combating high profile crime
patterns with a focus on gangs, narcotics and vice crimes. The Traffic Unit will increase visibility at school zones and
neighborhoods and provide commercial vehicle enforcement.
The Police Operations Division's adopted operating budget totals $13,218,250 in 2015 and $13,688,514 in 2016. This is a 9.4%
or $1,207,909 increase from the 2014 adjusted budget. Major line item changes include:
• Salaries and Wages - Moved 1.0 FTE Lieutenants, 7.0 police officers to Proposition 1 Fund and 1.0 FTE Lieutenants,
7.0 police officers to Traffic Safety. Increase of $521,029 is mainly due to increase of 9% increase in labor contract
settlement in 2014 and are adding 4.0 FTE police officers that are funded by grants, and 1.0 FTE new Police Officer.
• Supplies - Increase of $43,921 is due to clothing and footwear for $23,000 and minor equipment for $19,000.
• Services and Charges - Increase of $709,505mostly due to adding Red Light Photo service charges of $648,000 in
2015/2016, training and travel for $37,000, and miscellaneous service for $21,505 are mostly due to shifting line items.
REVENUE AND EXPENDITURE SUMMARY:
FIELD OPERATION - GENERAL FUND
Code
Item
2012
Actual
2013
I Actual
1 2014
2015
I Proposed
2016
I Proposed
1 15 Proposed - 14 Ad'
Adopted I Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X
Taxes
$ 114,443
$ 178,696
$ 145,000
$ 145,000
$ 145,000
$ 155,000
$ 155,000
$ 10,000
6.9%
33X
Intergovernmental
783,088
643,253
-
166,675
166,675
269,427
416,162
102,752
61.6%
35X
Fines
-
-
-
-
-
-
-
-
n/a
39X
Other Financing Sourc
4,160,497
3,579,160
3,617,022
3,683,022
3,683,022
-
-
(3,683,022)
-100.0%
Total Rewnues:
$ 5,058,028
$ 4,401,109
$ 3,762,022
$ 3,994,697
$ 3,994,697
$ 424,427
$ 571,162
$ (3,570,270)
-89.4 %
Expenditure Summary:
1XX
Salaries & Wages
$ 8,373,451
$ 8,800,603
$ 8,552,206
$ 8,616,708
$ 8,616,708
$ 7,726,052
$ 7,992,923
$ (890,656)
-10.3%
2XX
Benefits
2,695,793
2,880,200
3,162,967
3,164,359
3,164,359
2,571,712
2,729,404
(592,647)
-18.7%
3XX
Supplies
126,758
203,022
112,988
124,329
124,329
168,250
168,250
43,921
35.3%
4XX
Services and Charges
139,165
164,477
104,945
104,945
104,945
166,450
166,450
61,505
58.6%
6XX
Capital Outlays
-
2,580
-
-
-
-
-
-
n/a
Total I:xWnditures:l
$ 11,335,166
$12,050,881
$11,933,106
$12,010,341
$12,010,341
$10,632,464
$11,057,027
$ (1,377,877)
-11.5%
FIELD OPERATION - PROP 1
Code
Item
2012
Actual
2013
Actual
2014
1 2015
Proposed
2016
Proposed
15 Proposed - 14 Adj
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X
ITaxes
$ -
$
$
$
$ -
$ 988,094
$1,004,869
$ 988,094
n/a
39X
I Other Financing sour
1,002,600
-
-
n/a
Total Revenues:
$ -
$ -
$ -
$ -
$ 1,002,600
$ 988,094
$1,004,869
$ 988,094
n/a
Expenditure Summary:
F1XX
Salaries &Wages
$
$
$
$
$
$ 719,267
$ 726,264
$ 719,267
n/a
2XX
JBenefits
268,828
278,605
268,828
n/a
Total Fkpen(litures:
$ -
$ -
$ -
$ -
$ -
$ 988,094
$1,004,869
$ 988,094
n/a
FIELD OPERATION - TRAFFIC SAFETY
Code Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Pro osed - 14 Ad'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
35X Fines
$
$
$
$
$ -
I $ 1,597,692
$ 1,626,618
$ 1,597,692
n/a
Total Revenues:
$ -
$ -
$ -
$ -
$ -
1 $ 1,597,692
$ 1,626,618
$ 1,597,692
n/a
Expenditure Summary:
1XX
Salaries & Wages
$
$
$
$
$ -
$ 692,418
$ 710,588
$ 692,418
n/a
2XX
Benefits
-
257,274
268,030
257,274
n/a
4XX
Services and Charges
-
-
-
648,000
648,000
648,000
Lila
Total Expen(fitures:
$ -
$ -
$ -
$ -
$ -
$ 1,597,692
$ 1,626,618
$ 1,597,692
n/a
C-94
OPERATING BUDGET
PUBLIC WORKS
ADMINISTRATION
Marwan Salloum, P.E.
Director
■ Regional Issues and Involvement
• Coordinate Interlocal PW Affairs
• Department Direction/Operations
■ Intradepartmental coordination
• Department Budget Management
• Emergency Management Program Coordination
• City Council/Committee/Commission support
INTERIM DEPUTY PUBLIC WORKS
DIRECTOR
Will Appleton, P.E.
Interim Deputy Director
■ Department Budget Preparation
■ Inter -Department Coordination
■ Comprehensive Plan Updates
• Capital Improvement Program
• Contract Management
• City Council/Committee/Commission
Support
DEVELOPMENT
SERVICES
Will Appleton, P.E.
Interim Manager
■ Perform civil
engineering public
works plan review
for residential and
commercial
projects
■ Determine
development
impacts
■ Inspect
construction
projects performed
on private property
and public ROW
■ Administer
development
bonding
requirements
■ Provide assistance
to development
community and
citizens
■ Administer PW
Development
Standards Manual
DEPUTY PUBLIC WORKS
DIRECTOR
Ken Miller, P.E.
Deputy Director
■ Department Budget Preparation
■ Inter -Department Coordination
■ Comprehensive Plan Updates
• Capital Improvement Program
• Contract Management
■ City
Council/Committee/Commission
Support
SURFACE WATER
MANAGEMENT
William Appleton, P.E
Surface Water
Manager
SOLID WASTE
MANAGEMENT
Rob Van Orsow
Solid Waste &
Recycling Coordinator
• Water quality
■ Manage Solid
management
Waste/Recycling
• Long-range capital
Utility and
improvement plan
franchise
agreement
• Manage Surface
Water Facility
■ Coordinate city -
Maintenance
wide waste
reduction program
• After hours callout
& recycling
■ Plan review
programs
interface
■ Coordinate with
■ ESA/NPDES
countyin
Compliance
compliance with
■ Manage Capital
county -wide solid
Improvements
waste & hazardous
waste plans
■ Apply for and
manage solid waste
and recycling
grants
ADMINISTRATIVE SUPPORT
Shawna Upton
Administrative Assistant II
■ Budget assistance
■ Purchasing assistance
• Central filing
■ Phone coverage
■ Public Information Requests
■ Emergency/Disaster response
■ Website Update
• Records Management
■ LUTC Staffine
FLEET
MANAGEMENT
Fred Everett
Fleet Maintenance
Coordinator
TRAFFIC
SERVICES
Rick Perez, P.E.
Traffic Engineer
■ Manage Fleet
• Traffic signal,
Vehicles
signing, street
Maintenance
lighting and
Agreement
pavement marking
■ Manage Fleet
maintenance
Equipment
■ Development
Maintenance
Review and
■ Manage the
Mitigation of
Acquisition of
Transportation
New Fleet
Impacts
Vehicles and
■ Neighborhood
Equipment
Traffic Safety
■ Manage the
Program
Surplus of Old
Vehicles and
■ Transportation
Equipment
Planning
■ Administer City -
Wide Commute
Trip Reduction
Program
■ Manage capital
improvements and
grant applications
■ Traffic Signal
Timing
STREET SYSTEMS
John Mulkey, P.E.
Interim Manager
■ Manage streets
maintenance
■ Manage pavement
conditions and
street overlay
program
■ Manage capital
improvements
• Grant application
and compliance
■ Right-of-way
vegetation
management
■ Street sweeping
■ Litter control
■ Administer right-
of-way permits
■ Manage snow & ice
removal
■ After hours call out
C-95
CITY OF FEDERAL WAY 201512016 ADOPTED BUDGET
PUBLIC WORKS DEPARTMENT OVERVIEW
Responsible Manager: Marwan Salloum, P.E., Public Works Director
2013-2014 ACCOMPLISIIMENTS
• Grants awarded in the total amount of $12,181,800 for transportation projects:
• Pacific Highway South HOV Lanes Phase V (Fed) $9,639,331
• Federal Way High and Sacajawea Middle School Pedestrian connection SRTS (Fed) $ 775,000
• Lakota Middle School 13t' Ave SW SW314th St. to SW316th St. SRTS (Fed) $ 270,119
• 21st Ave S. Sidewalks improvements project (Fed) $ 397,350
• S324th Street Preservation Project (Fed) $ 600,000
• S288th Street Preservation Project (Fed) $ 500,000
• Grants awarded in the total amount of $275,500 for surface water programs in 2013:
• WRIA 10 — Cooperative Watershed Management Grant $ 31,600
• DOE GROSS Grant $ 73,900
• DOE Capacity Grant $ 170,000
• Grants awarded in the total amount of $369,200 for solid waste & recycling projects.
Completed the following multimillion dollar construction projects on time and within the approved budget, by leveraging all
available sources of funding in addition to city funds:
• 21st Ave SW at SW 336th Street Project
• Lakota Middle School Safe Routes to School Project
• SW 312th Street — 14th Ave SW to SR 509 Street Improvements Project
• City Safety Program Improvements Projects (flashing yellow arrows and reflective back plates)
• S 320th Street — 1 Ith Ave S to 1-5 Preservation Project
• S 320th Street at 20th Ave S Intersection Improvements Project
• 2013 Asphalt Overlay Program at $1.5 million
• 2014 Asphalt Overlay Program at $1.5 million
• Lakota Middle School 13t' Ave SW SW314th St. to SW316th St. Safe Routes to School Project
• Federal Way High and Sacajawea Middle School Pedestrian connection SRTS Project
• S 356th Street Regional Water Quality Facility Project
• The first two years of the School Zone Enhancements program
• Completed the SWM Comprehensive Improvement Plan and Rate study
• Met all NPDES Phase II permit requirements
• Implemented 6 NTS projects including Westway conversion into one-way streets
• Provided spring and fall recycling collection events, as well as public outreach including retail compost bin distribution,
participation in community events, and an array of new printed outreach materials.
OPERATING BUDGET
PUBLIC WORKS DEPARTMENT OVERVIEW
Responsible Manager: Marwan Salloum, P.E., Public Works Director
2015-2016 ANTICIPATED KEY PROJECTS
• Construct:
• S 304th Street at 28th Ave S Intersection Improvements Project
• S 328th Street at 1st Ave S Intersection Improvements Project
• 1Oth Ave SW @ SW Campus Drive Southbound Right Turn Lane project
• S324th Street Preservation Project
• S288th Street Preservation Project
• 2015 Asphalt Overlay Program at $1.5 million
• 2016 Asphalt Overlay Program at $1.5 million
• 5352 Street Extension Project
• Start the construction Phase for the Pacific Highway S HOV Lanes Phase V Project
• Start the design and right of way acquisition phase for the 21 st Ave S. Sidewalks improvements project
• Completion of the design and right of way acquisition phase for the S356th Street Improvements Project
• Completion of the Transportation element of the Comprehensive Plan
• Working with Sound Transit to complete the light rail extension study
• Provide spring and fall recycling collection events, and continue to expand public education and outreach to multi -family
complexes and local businesses to start or expand recycling collection programs
• Develop, implement and complete a surface water infrastructure maintenance program for 2015/2016
• 2015 Development Standards Manual Update
• Meet all NPDES Phase II permit requirements
• Complete inspections of commercial Surface water facilities and conveyance systems
• Acquire additional property in the Hylebos with the $300K KCF funding and $300K SWM match
• Complete the SWM asset evaluation/inspection work
C-97
CITY OF FEDERAL WAY 201512016 ADOPTED BUDGET
PUBLIC WORKS DEPARTMENT OVERVIEW
Responsible Manager: Marwan Salloum, P.E., Public Works Director
CIP PROJECTS: PENDING
Sources (in thousands)
Ekpenses
(in thousands)
Fuel
General
NLtig
Nrisc /
Prior
Total
Property
Consult
Const
Conting
Total
2015 Proposed Projects
RFEr
(rants
Year's
Constr
Tax
Fund
Fees
Trsfrs
Sources
Aquis
Svcs
Mgmt
/ Other
Ei-penses
Sources
Annual Transportation System
Safety Improv
- 320
- -
-
-
-
320
-
-
320
-
-
320
10th Ave SW Imp: SW Camp Dr -
SW 344th St
- -
- 900
300
-
62
1,262
62
-
1,000
100
100
1,262
1st Ave S @ S 328th Street
- -
- -
500
313
-
813
-
-
675
70
68
813
S 352nd St: SR-99 to SR-161 * 1
- -
-
200
-
200
200
20
-
-
-
220
S 304th Street @ 28th Ave S
- -
-
-
500
313
813
-
-
675
70
68
813
S 356th St SR 99-SR161
- -
-
-
-
-
300
300
300
-
-
-
-
300
SR99H0VLns Phase V
1,613 -
-
-
7,000
-
-
8,613
2,600
-
-
-
-
2,600
S 314th St: 20th Av S - 23rd Av S -
Install new sidewalks *2
- -
175
175
-
175
-
175
S 288th Street: 19th Avenue S - I-5
397
75
472
322
150
472
S 288th Street: Military Road to
City Limit Preservation Project
- -
-
490
-
147
-
637
-
110
500
27
-
637
S 324th Street - Pacific Highway S
to S 322nd Street Preservation
Project
- -
- 590
-
268
-
858
-
110
720
28
-
858
Total 2015
$1,613 $ 320
$ $2,577
$ 8,300
$1,291
$ 362
$14,463
$ 3,484
$ 390
$ 4,065
$ 295
$ 236
$ 8,470
OPERATING BUDGET
PUBLIC WORKS DEPARTMENT OVERVIEW
Responsible Manager: Marwan Salloum, P.E., Public Works Director
CIP PROJECTS: PENDING
Sources (in thousands)
Expenses (in thousands)
Fuel
General
Nfitig Nfisc /
Prior Total
Property Consult
Const
Conting
Total
2016 Proposed Projects
REEF Tax
Fund
Grants Fees Trsfrs
Years Sources
Aquis Sws Constr
Mgmt
/ Other
Expenses
Sources
Annual Transportation System
Safety Impmv
- 320
-
- - -
- 320
- - 320
-
-
320
loth Ave SW Imp: SW Camp Dr -
SW 344th St
-
-
S 352nd St: SR-99 to SR-161
- -
2,000
3,800 - -
- 5,800
- - 4,700
600
500
5,800
Pacific Highway HOV Lanes
Phases IV- SR-509 to S 312th
Street
SR99 HOVLa1s Phase V
1,613 -
-
5,000 - -
- 6,613
- - 6,300
905
1,260
8,465
Total 2016
$ 1 613 $ 320
$ 2 000
$ 8 800 $ - $ -
$ $12 733
1 $ - $ $11 20
$ 1 505
$ 1 760
$14 85
ugJ
CITY OF FEDERAL WAY 201512016 ADOPTED BUDGET
PUBLIC WORKS DEPARTMENT OVERVIEW
Responsible Manager: Marwan Salloum, P.E., Public Works Director
DEPARTMENT POSITION INVENTORY:
Positions
Street Fund:
Director -PR & PW
Director-PW
Deputy Director-PW
City Traffic Engineer - Funded by Traffic Safety Fund
Street Svstems Manager
Deputy Emergency Manager - Moved to MO
Senior Traffic Engineer - Funded by Traffic Safety Fund
Senior Transportion Planning Engineer - Funded by Traffic
Street Systems Project Engineer
Senior Engineer Plans Reviewer - .50 FTE to SWM 401 Fund
Street Systems Engineer - 0.50 FTE funded by Street Overla}
Street Systems Maint Supervisor
Construction Inspector - 1.00 FTE to SWM 401 Fund
Engineering Plans Reviewer
Engineering Technician - 0.25 FTE funded by Street Overlay
Maintenance Worker II
Fleet Maintenance Coordinator - Funded by 504 Fleet & Equ
Administrative Assistant II
Maintenance Worker I
Administrative Assistant I
Total Street Fund:
Solid Waste & Recycling:
Director -PR& PW
Director-PW
Deputy Director-PW
Solid Waste/Recycling Coordinator
Recycling Project Manager
Administrative Assistant II
Total Solid Waste &Recycling:
Surface Water Management:
Director -PR& PW
Director-PW
Deputy Director-PW
SWM Manager
Development Services Manager
SWM Engineer
SW Quality Program Coord
Senior Engineering Plans Reviewer - .50 FTE from Str
Surface Water Quality Specialist
SWM Maintenance Supervisor
SWM R/D Inspector
Construction Inspector - 1.00 FTE to SWM 401 Fund
Engineering Technician
NPDES Support Technician
Engineering T echnician/Inspector
Maintenance Worker II
Administrative Assistant II
Maintenance Worker I
Administrative Assistant I
Total Surface Water Management:
Total Regular Staffing
on a tine -time tsasis:
Frozen Positions:
Street Systems Manager
Grand Total Staffing
2012
Actual
12013
Actual
1 2014
1 2015
Proposej
2016
Propose
Adopted Adjusted Projecte
0.30
0.30
0.30
0.30
0.30
-
0.80
0.80
1.40
1.45
1.45
1.45
1.45
1.45
1.45
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
-
-
-
-
1.00
1.00
-
-
-
0.50
0.50
1.00
1.00
1.00
-
-
1.0 0
1.00
1.00
1.00
1.00
1.00
1.00
-
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
0.50
0.50
1.00
1.00
1.00
1.00
1.00
1.00
1 1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
3.00
3.00
3.00
3.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.80
0.80
0.80
0.80
0.80
0.80
0.80
3.00
3.00
3.00
3.00
3.00
3.00
3.00
0.85
0.85
0.85
0.85
0.85
0.85
0.85
20.85
21.90
21.90
20.90
20.90
21.40
21.40
0.05
0.05
0.05
0.05
0.05
-
-
0.05
0.05
0.05
0.05
0.05
0.05
0.05
0.05
0.05
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
0.50
0.50
0.50
0.50
1.00
1.00
0.10
1 0.10
0.10
0.10
1 0.10
0.10
1 0.10
1.70
1 1.70
1.70
1.70
1 1.70
1 2.20
1 2.20
0.10
0.10
0.10
0.10
0.10
-
-
-
-
-
-
-
0.15
0.15
0.55
0.50
0.50
0.50
0.50
0.50
0.50
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
-
-
-
-
0.50
0.50
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
-
-
-
-
0.50
0.50
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Grade
58h
58
54
50
50
49
49
49
40
44
38
33
35
28
26m
26
24
22m
18
n/a
58h
58
39
35
24
n/a
2.00
2.00
2.00
2.00
2.00
2.00
2.00
36
-
-
-
-
-
1.00
1.00
33
1.00
1.00
1.00
1.00
1.00
1.00
1.00
28
1.00
1.00
1.00
-
-
-
-
-
-
-
1.00
1.00
2.00
2.00
28
2.00
2.00
2.00
2.00
2.00
2.00
2.00
26m
0.10
0.10
0.10
0.10
0.10
0.10
0.10
24
3.00
3.00
3.00
3.00
3.00
4.00
4.00
22m
0.65
0.65
0.65
0.65
0.65
0.65
0.65
18
16.40
16.35
16.35
16.35
16.35
20.40
20.40
n/a
38.95
39.95
39.95
38.95
38.95
44.00
44.00
n/a
-
1.00
-
(1.00)
-
5.05
-
n/a
1.00
43
0.50
1 0.50
1 0.50
1 0.50
1 0.50
1
24
1.00
-
1
50
41.45
1 40.45
1 40.45
1 39.45
1 39.45
1 44.00
1 44.00
1 n/a
C - 100
OPERATING BUDGET
2015 Proposed Expenditures by Category
Capital
56.6%
Interfund-,-' 1
3.1% Intergov't
3.2%
Debt
0.4% Other
Finance
6.0%
PUBLIC WORKS DEPARTMENT OVERVIEW
Responsible Manager: Marwan Salloum, P.E., Public Works Director
PURPOSE/DESCRIPTION:
The Public Works Department has a mission to: Provide a vehicle for the City
Council to achieve its vision of Federal Way's future, operate a Public Works
organization with sound management that meets Federal Way's needs
responsibly, provide prompt, courteous, quality, helpful services, and assist our
community to achieve its goals to improve its northwest living and business
environment with special emphasis on improving transportation, surface water
systems, and the permit process.
The Public Works Department is organized into seven divisions. The
Administrative Services Division provides the overall management of the
Personnel department. The Development Services Division provides the engineering
19.4% plan reviews and inspections of development projects The Traffic Division
�_rSvc/Chgs
8.9%
Supplies
2.6%
franchise contract. The Fleet Maintenance
equipment.
provides transportation planning, traffic operations, and neighborhood traffic
services. The Street Systems Division provides the street improvements and
maintenance functions. The Surface Water Management Division provides the
surface water systems improvements and maintenance functions. The Solid
Waste and Recycling Division manage the solid waste/recycling utility and
Division provides oversight on maintenance of the City non -police vehicles and
DEPARTMENT SUMMARY:
Dept
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed- 14 Adj
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
32X
Licenses and Permit
$ 99,245
$ 105,325
$ 115,000
$ 115,000
$ 115,000
$ 115,000
$ 115,000
$ -
0.0%
33X
Intergovernmental
5,098,481
6,286,983
5,578,736
11,126,343
11,126,343
13,174,200
11,047,200
2,047,857
18.4%
34X
Charges for Services
6,748,816
6,180,390
6,215,755
6,388,769
6,388,769
7,834,883
6,447,083
1,446,114
22.6%
35X
Fines and Penalties
45,800
8,250
-
-
-
464,401
481,714
464,401
n/a
36X
Miscellaneous
54,706
60,901
18,500
18,500
18,500
18,500
18,500
-
0.0%
39X
Other Financing Sources
5,416,168
5,796,790
5,751,503
6,416,969
6,416,969
1 6,539,326
8,948,855
122,358
1.9%
Total Revenues:
1 $17,463,216
$18,438,638
$ 17,679,494
$ 24,065,581
$ 24,065,581
$ 28,146,310
$ 27,058,352
$ 4,080,730
17.0%
Street Fund Operating Expenditure Summary:
210
Administration
310,701
325,201
356,895
389,001
389,001
434,184
438,734
45,182
11.6%
220
Development Svcs
311,316
270,713
342,050
348,312
348,312
251,987
257,999
(96,325)
-27.7%
230\260
Traffic Services
1,581,906
1,590,540
1,687,334
2,262,748
1,912,748
1,237,523
1,266,612
(1,025,225)
-45.3%
240
Street Services
1,695,289
1,630,255
1,838,222
1,954,206
1,846,431
1,946,633
1,829,509
(7,573)
-0.4%
Subtotal STOperating Exp.:
$ 3,899,212
$ 3,816,709
$ 4,224,501
$ 4,954,267
$ 4,496,492
$ 3,870,327
$ 3,792,854
1 $ (1,083,941)
-21.9%
Non -Street Fund Operating Expenditure Summary:
102
Arterial Street Overlay
1,937,144
1,463,241
1,536,500
1,696,031
1,596,031
1,515,500
1,515,500
(180,531)
-10.6%
106
Solid Waste & Recycling
409,042
468,220
467,261
499,412
499,412
470,101
489,980
(29,311)
-5.9%
112
Traffic Safety Fund
-
-
-
-
-
464,401
481,714
464,401
n/a
306
Transportation CIP
3,330,133
7,856,005
7,169,000
22,432,688
22,432,688
8,470,000
14,585,000
(13,962,688)
-62.2%
304
Surface Wtr Mgmt CIP
1,091,261
1,045,331
246,000
2,938,431
2,938,431
3,123,400
2,110,400
184,969
6.3%
401
Surface Wtr Mgmt
2,994,655
3,072,261
3,400,870
4,186,196
3,846,196
5,254,931
5,597,727
1,068,735
25.5%
504
Fleet & Equipment
1,802,845
1,748,556
1,537,294
1,974,319
1,974,319
3,081,275
1,824,075
1,106,956
56.1%
Subtotal Non-ST 0per. Exp.:
$11,5659080
$15,653,613
$14,356,924
$ 33,727,076
$ 33,287,076
$ 22,3799608
$ 26,604,396
$ (11,347,469)
-33.6%
Total Expenditures:
$15,464,292
$19,470,322
$18,581,425
$ 38,681,343
$ 37,783,568
$ 26,249,934
$ 30,397,251
$ (12,431,409)
-32.1%
C - 101
CITY OF FEDERAL WAY 201512016 ADOPTED BUDGET
PUBLIC WoRKs DEPARTMENT OVERVIEW
Responsible Manager: Marwan Salloum, P.E., Public Works Director
HIGHLIGHTS/CHANGES:
The Public Works baseline proposed operating budget totals $26,249,934 in 2015 and $30,397,251 in 2016. This is a 32.1% or
$12,431,409 decrease from the 2014 adjusted budget. The below table includes the Street Fund, Arterial Street Fund, Traffic
Safety Fund, Fleet and Equipment Fund, and Transportation CIP Fund.
Major line item changes include:
Salaries and Wages — Overall net increase of $880,904 due to increase in Administration from 0.30 FTE Director of
Parks and Public Works changed to 0.80 FTE Director of Public Works. Increase in Development Services due to 0.50
FTE Senior Engineer Plans Reviewer moved to SWM 401 and 0.50 FTE Construction Inspector to SWM 401 Fund and
addition of .50 FTE Development Services Manager (Other .50 FTE in SWM Fund). Decrease in Traffic due to 1.0 FTE
City Traffic Engineer, 1.0 FTE Senior Traffic Engineer and 1.0 FTE Senior Transportation Planning Engineer moved to
Traffic Safety Fund, and 0.50 FTE Construction Inspector moved to SWM 401 Fund. Increase in Street due to moving
0.5 FTE Street Systems Engineer and 0.25 FTE Engineering Technician to Street Overlay, and addition of 1.0 FTE Street
Systems Manager. Increase in Solid Waste & Recycling due to increase in pay for Solid Waste and Recycling employees.
Increase in SWM due to moving 0.50 Sr. Engineering Plans Reviewer, two 0.50 Construction Inspector from 101 Street
Fund, addition of 1.0 Engineer Technician/Inspector in 2014, fully funded in 2015/16, addition of 0.50 FTE (.50 FTE
funded by Streets) Development Services Manager, addition of temporary help, addition of 1.0 FTE SWM Maintenance
Worker I, and addition of 1.0 FTE SWM Inspector/Technician.
• Services and Charges — Overall net decrease of $663,615 due to decrease in Traffic of 277,518 due to $25,000 traffic
counts, $4,000 consulting contracts, and $50,636 for electricity, $197,882 for one time comp plan update. Increase in
Streets of $179,254 due to decrease of $108,471Repairs\Maintenance for fleet and equip, $60,000 in ROW Landscaping,
$14,000 in water and waste disposal billings, $5,000 ROW inspector, and $365K increase in CIP projects for
Transportation. Decrease in Solid Waste & Recycling of $63,497 due to a one-time funding primarily for grants in 2014
not in 2015/16. Decrease in SWM of $501,854 due to Professional Services of NPDES Monitoring, Repairs\Maintenance
DOE grant eliminated, and increase in expenditures for capital projects.
■ Intergovernmental — Overall net decrease of $340,430 due to decrease in Traffic of $290,202 for reduction of one time
King County road markings, thermoplastic, and speed humps of $215,900, and $74,302 for Commute Trip Reduction one
time grant. Decrease of $10,000 in Streets due to elimination of onetime WSDOT contract increase. Decrease in SWM
of $20,362 in SWM due to noxious weed.
■ Capital Outlays — Overall net decrease of $6,896,123 due to elimination of $41,430 for Arterial Street Overlay,
elimination of $8,601,410 in Transportation CIP, addition of $1,358,062 due to increase in fleet and equipment capital
purchases, addition of Street snow and ice equipment and storage, and addition of $238,655 in Surface Water
Management CIP projects.
■ Debt Services — Overall net decrease of $86,239 consisting of principal and interest due to pay down for one of two
Public Loan Trust Funds.
■ Internal Services — Overall net decrease of $743,486 due to moving all internal service charges to non -departmental,
and one-time projects and capital purchases in internal service funds in 2014 that are not in 2015\16.
• Other Financing Uses — Decrease of $4,619,364 primarily due to Transportation CIP transfers that are not needed in
2015/16 and increased transfer for CIP projects in Surface Water Management.
C - 102
OPERATING BUDGET
PUBLIC WORKS DEPARTMENT OVERVIEW
Responsible Manager: Marwan Salloum, P.E., Public Works Director
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Proposed- 14 Adj
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
32X
Licenses and Permit
$ 99,245
$ 105,325
$ 115,000
$ 115,000
$ 115,000
$ 115,000
$ 115,000
$ -
0.0%
33X
Intergovernmental
5,098,481
6,286,983
5,578,736
11,126,343
11,126,343
13,174,200
11,047,200
2,047,857
18.4%
34X
Charges for Services
6,748,816
6,180,390
6,215,755
6,388,769
6,388,769
7,834,883
6,447,083
1,446,114
22.6%
35X
Fines and Penalties
45,800
8,250
-
-
-
464,401
481,714
464,401
n/a
36X
Miscellaneous
54,706
60,901
18,500
18,500
18,500
18,500
18,500
-
0.0%
39X
I Other Financing Sources
5,416,168
5,796,790
5,751,503
6,416,969
6,416,969
6,539,326
8,948,855
122,358
1.9%
Total Revenues:
$ 17,463,216
$18,438,638
$17,679,494
$ 24,065,581
$ 24,065,581
$ 28,146,310
$ 27,058,352
$ 4,080,730
17.0%
Expenditure Summary:
1XX
Salaries and Wages
2,957,732
2,820,376
2,696,420
2,880,988
2,868,988
3,761,892
3,832,517
880,904
30.6 %
2XX
Benefits
991,829
1,030,240
1,190,728
1,219,306
1,219,306
1,319,358
1,378,361
100,052
8.2%
3XX
Supplies
788,632
740,876
750,905
750,905
750,905
669,755
669,755
(81,150)
-10.8%
4XX
Services and Charges
2,997,497
3,045,694
2,070,266
2,991,067
2,661,292
2,327,452
2,837,574
(663,615)
-22.2%
5XX
Intergovernmental
852,994
898,370
833,366
1,170,657
960,657
850,093
870,522
(320,564)
-27.4%
6XX
Capital Outlays
4,801,146
8,553,149
9,057,997
21,750,526
21,650,526
14,854,403
18,049,712
(6,896,123)
-31.7%
7XX
Debt Service-Princ
182,359
182,359
182,359
182,359
182,359
96,120
96,120
(86,239)
-47.3%
8XX
Debt Service -Interest
10,277
8,453
6,630
6,630
6,630
4,806
3,845
(1,824)
-27.5%
9XX
Internal Services
1,472,645
1,383,402
1,464,754
1,546,541
1,546,541
803,055
758,845
(743,486)
-48.1%
OXX
I Other Financing Uses
409,181
807,402
328,000
6,182,364
5,936,364
1,563,000
1,900,000
(4,619,364)
-74.7%
Total Expenditures:
$ 15,464,292
$19,470,322
$18,581,425
$ 38,681,343
$ 37,783,568
$ 26,249,934
$ 30,397,251
$ (12,431,409)
-32.1%
C - 103
CITY OF FEDERAL WAY 201 5/2016 ADOPTED B UDGET
PUBLIC WORDS ADMINISTRATION
RESPONSIBLE MANAGER: MARWANSALLOUM, P.E., PUBLIC WORKSDmECTOR
PURPOSE/DESCRIPTION:
The Administration Division of the Public Works Department provides
the management of department -wide functions, inter -departmental
coordination, participation in regional issues, monitoring and overall
departmental financial control. The administration of the Public Works
Department is provided by the director, deputy director, and two
administrative assistants who provide support to all department staff in the
areas of purchasing, word processing, records management, budget
preparation and scheduling. The Department includes six other divisions:
Development Services, Traffic, Street Systems, Surface Water
Management (SWM), Solid Waste/Recycling and Fleet.
2015 Proposed Expenditures by Category
ivc/Chgs
1.0%
The Director provides administrative and financial management of the
Public Works Department and its divisions. The Director's
responsibilities include: general policy decisions, participating in regional
affairs, monitoring legislation and regulation changes, providing
leadership in emergencies, and preparing and tracking the Department's budget. A key goal of the Administrative Division is
providing excellent customer service to citizens, businesses, Council, public agencies and other City departments, and Public
Works staff.
GOALS/OBJECTIVES:
The Administrative Division provides overall budget control and management of the Public Works Divisions while implementing
the Council's vision for the City.
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• Number of responses for information from constituents
• Number of word processing requests
Outcome Measures:
• Percent of community requests responded to in same day
• Percent of word processing documents completed on time
• Percent of time a "live" person is available to handle constituent calls
POSITION INVENTORY:
2013
2014
2015
2016
1040
1010
1010
1010
2610
1720
1720
1720
95%
95%
95%
95%
99%
99%
99%
99%
99%
99%
99%
99%
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Propsed
Grade
Adopted
Adjusted
Projected
Director -PR& PW
0.30
0.30
0.30
0.30
0.30
-
-
58h
Director-PW
0.80
0.80
58h
Deputy Director-PW
1.40
1.45
1.45
1.45
1.45
1.45
1.45
58
Administrative Assistant II
0.50
0.50
0.50
0.50
0.50
0.50
0.50
24
Total Street Fund:
2.20
2.25
2.25
2.25
2.25
2.75
2.75
n/a
Grand Total Staffing
2.20
2.25
2.25
2.25
2.25
2.75
2.75
n/a
C - 104
OPERATING BUDGET
PUBLIC WORKS ADMINISTRATION
RESPONSIBLE MANAGER: MARWANSALLOUM, P.E., PUBLIC WORKSDIRECTOR
The proposed operating budget totals $434,184 in 2015 and $438,734 in 2016. This is a 11.6% or $45,182 increase from the 2014
adjusted budget.
Major line item changes include:
■ Salaries and Wages- Increase of $65,423 due to 0.30 FTE Director of Parks and Public Works changed to 0.80 FTE
Director of Public Works.
■ Internal Services - Decrease of $32,755 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed- 14 Adj
Adopted
Adjusted
Projected
$ Chg
I % Chg
Expenditure Summary:
1XX
Salaries and Wages
210,353
222,344
231,321
258,678
258,678
324,101
327,256
65,423
25.3%
2XX
Benefits
67,741
71,937
86,450
90,940
90,940
103,454
104,849
12,514
13.8%
3XX
Supplies
1,299
1,440
2,350
2,350
2,350
2,350
2,350
-
0.0%
4XX
Services and Charges
2,686
311
4,279
4,279
4,279
4,279
4,279
0.0%
6XX
I Capital Outlays
334
-
-
n/a
9XX Internal Services
28,288
29,170
32,496
32,755
32,755
(32,755)
-100.0%
Total Expenditures:
$ 310,701
$ 325,201
$ 356,895
$ 389,001
$ 389,001
$ 434,184
$ 438,734
$ 45,182
C - 105
CITY OF FEDERAL WAY 201 S/2016 ADOPTED BUDGET
PUBLIC WORKS DEVELOPMENT SERVICES
Responsible Manager: Will Appleton, P.E., Interim Manager
PURPOSE/DESCRIPTION:
The Development Services Division of the Public Works Department
manages the permit processing and conducts construction inspections for
all adopted developments submitted to the City for approval. Such
developments include: subdivisions, boundary line adjustments and lot
line eliminations, single family, multi -family and commercial permits,
land use modifications, site plan reviews, etc. The Division also screens
applications for completeness; assures and enforces conformance with
approved plans, permits, codes, and City standards; issues code
variances; maintains logs and status reports for all projects related to
public works; provides technical assistance during construction;
coordinates with Community Development and Building departments to
facilitate the permit process; assists in maintenance of subdivision
drawings and records; meets with customers and citizens on -site to
identify development -related issues; and issues decisions regarding
requests for modifications to surface water management and
right-of-way requirements.
2015 Proposed Expenditures by Category
Supplies
1.1%
GOALS/OBJECTIVES:
The Development Services Division of the Public Works Department is committed to upholding the City of Federal Way's codes
and development standards in a fair and consistent manner. Our goal is to accomplish this task by working closely with
developers, contractors and property owners to provide them with a thorough and timely review of their projects and to provide
guidance when needed to help bring projects to fruition..
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• Number of development review committee meetings attended
• Number of Engineering Approval reviews
• Number of Commercial Building Permit reviews
• Number of Plat Applications (Full & Short)
• Number of Single Family Applications
• Number of Final Plats
Outcome Measures:
• Average review time - projects under construction
• Average review time - pre -application
• Average review time - building permits
• Average review time - SEPA
• Average review time - site plan review
• Average review time - Use Process Review 1
• Average review time - outside agency review
• Response time on requests for modifications
• Response time on requests for inspections
Efficiency Measures:
• Cost recovery ratio for the Division
POSITION INVENTORY:
2013
2014
2015
2016
18
20
40
40
10
10
12
12
26
28
30
30
5
6
6
6
250
250
350
350
2
1
4
4
15 days
15 days
15 days
15
days
10 days
10 days
10 days
10
days
30 days
30 days
30 days
30
days
45 days
45 days
45 days
45
days
27 days
27 days
27 days
27
days
25 days
25 days
25 days
25
days
10 days
10 days
10 days
10
days
10 days
10 days
10 days
10
days
2 days
2 days
2 days
2
days
28%
34%
38%
40%
Positions
2012
Actual
2013
Actual
2014
1 2015
Propose
1 2016
Propose
Grade
Adoptedl Adjusted lProjectedl
Street Fund:
Development Services Manager
-
-
-
-
-
0.50
0.50
Senior Engineer Plans Reviewer - .50 FTE to SWM 401
1.00
1.00
1.00
1.00
1.00
0.50
0.50
40
Engineering Plans Reviewer
1.00
1.00
1.00
1.00
1.00
1.00
1.00
35
Construction Inspector - .50 FTE to SWM 401 Fund
2.00
1.50
1.50
1.50
1.50
-
-
33
Administrative Assistant II
0.10
0.10
0.10
0.10
0.10
0.10
0.10
24
Administrative Assistant I
0.10
0.10
0.10
0.10
0.10
0.10
0.10
18
Total Regular Staffing
4.20
3.70
3.70
3.70
3.70
2.20
1 2.20
n/a
Grand Total Staffing
4.20
3.70
3.70
3.70
3.70
2.20
1 2.20
1 n/a
C - 106
OPERATING BUDGET
PUBLIC WORKS DEVELOPMENT SERVICES
Responsible Manager: Will Appleton, P.E., Interim Manager
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $251,987 in 2015 and $257,999 in 2016. This is a 27.7% or $96,325 decrease from the 2014
adjusted budget.
Major line item changes include:
■ Salaries and Wages - Net Increase of $26,971 due to decrease of 0.50 FTE Senior Engineer Plans Reviewer being
moved to SWM 401, 0.50 FTE Construction Inspector to SWM 401 Fund and adding .50 FTE Development Services
Manager (Other .50 FTE in SWM Fund).
■ Internal Services - Decrease of $66,384 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Proposed- 14 Adj
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
32X
I Licenses and Permits
$ 99,245
$105,325
$115,000
$115,000
$115,000
$ 115,000
$ 115,000
$ 0.0%
34X
Charges for Services
198,112
168,723
198,000
198,000
198,000
198,000
198,000
0.0%
Total Revenues:
$ 297,357
$ 274,047
$ 313,000
$ 313,000
$ 313,000
$ 313,000
$ 313,000
$ - 0.0%
Expenditure Summary:
1XX
Salaries and Wages
163,142
139,536
167,712
172,716
172,716
199,686
203,966
26,971
15.6%
2XX
Benefits
91,362
61,760
101,850
102,723
102,723
45,811
47,542
(56,912)
-55.4%
3XX
Supplies
998
1,991
2,770
2,770
2,770
2,770
2,770
0.0%
4XX
Services and Charges
1,325
7,525
3,720
3,720
3,720
3,720
3,720
0.0%
6XX
Capital Outlays
496
-
-
-
-
-
n/a
9XX Internal Services
53,994
59,901
65,999
66,384
1 66,384
1 -
(66,384)
-100.0%
Total Expenditures:
$ 311,316
$ 270,713
$ 342,050
$ 348,312
1 $ 348,312
1 $ 251,987
$ 257,999
1 $ (96,325)
-27.7%
C - 107
CITY OF FEDERAL WAY 2 01512 016 ADOPTED B UDGET
PUBLIC WoRKs TRAFFIC
Responsible Manager: Richard Perez, P.E., Traffic Engineer
PURPOSE/DESCRIPTION:
The Traffic Services Division of Public Works provides the City
of Federal Way's transportation planning, traffic engineering, and
traffic control devices maintenance functions. This includes traffic
signals, traffic signal coordination, signs and pavement markings,
Neighborhood Traffic Safety Program, traffic mitigation analyses
for development, Transportation Demand Management (TDM)
and Commute Trip Reduction (CTR) programs, traffic design
elements of street improvements, development/coordination of the
Transportation Improvement Plan (TIP) and its grant applications,
and transportation planning.
The 2015/2016 operating budget includes contracts for signs,
pavement markings and traffic signal maintenance and operation
services, provided by contract with King County and
supplemented by a private on -call services contract. Arterial street
lighting systems maintenance and operation services are provided
by contract with Puget Sound Energy and King County.
GOALS/OBJECTIVES:
2015 Proposed Expenditures by Category
Svc/Chgs
26.7%
Supplies
0.3%
Intergodt
37.8 %
Personnel
35.1 %
The Traffic Division will continue to maintain and operate traffic control devices, review development for transportation impacts
and identify appropriate mitigation measures, respond to citizen requests, support the Transportation Capital Improvement
Program, and perform all transportation planning functions for the City
PERFORMANCE MEASURES:
Type/Description
2013
2014
2015
2016
Workload Measures:
• Number of traffic signals
85
85
85
87
• Number of citizen action requests processed
300
300
300
300
• Number of development review applications
175
297
250
250
• Number of employees at commute trip reduction sites
5,500
5,500
5,700
5,700
Outcome Measures:
• No. of timing plans developed for traffic signal coordination
15
104
68
64
• No. of traffic control changes implemented
27
43
50
50
• No. of neighborhood projects balloted
1
7
4
4
• Percent of development applications reviewed on time
100%
100%
100%
100%
• No. of City employees changing travel mode to non -single occupancy
30
30
35
40
vehicle (SOV)
• No. of Neighborhood Traffic Safety Projects presented to Council
1
7
4
4
Efficiency Measures:
• Percent reduction in delays at signalized intersections
5%
5%
5%
5%
• Percent change from SOV travel modes
1%
1%
1%
1%
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
City Traffic Engineer - Funded by Traffic Safety Fund
1.00
1.00
1.00
1.00
1.00
1.00
1.00
54
Senior Traffic Engineer - Funded by Traffic Safety Fund
1.00
1.00
1.00
1.00
1.00
1.00
1.00
49
Senior Transport ion Planning Engineer - Funded by Traffic Safe
-
1.00
1.00
1.00
1.00
1.00
1.00
49
Construction Inspector - .50 FTE to SWM 401 Fund
-
0.50
0.50
0.50
0.50
1.00
1.00
33
Administrative Assistant II
0.10
0.10
0.10
1 0.10
0.10
0.10
0.10
24
Administrative Assistant I
0.25
0.25
0.25
0.25
0.25
0.25
0.25
18
Total Street Fund:
2.35
3.85
3.85
3.85
3.85
4.35
4.35
n/a
Changefromprioryear
(1.00)
1.50
-
-
-
0.50
-
n/a
Funded on a One-time Basis:
Senior Traffic Engineer
1.00
49
Grand Total Staffing
3.35
1 3.85
1 3.85
3.85
1 3.85
4.35
1 4.35
1 n/a
C - 108
OPERATING BUDGET
PUBLIC WORKS T R A F F I C
Responsible Manager: Richard Perez, P.E., Traffic Engineer
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $1,701,924 in 2015 and $1,748,326 in 2016. This is a 24.8% or $560,824 decrease from the
2014 adjusted budget. This table includes Traffic and Commute Trip Reduction sections of the Street Funds, and the Traffic
Safety Fund.
Major line item changes include:
■ Salaries and Wages - Decrease of $245,724 due to 1.0 FTE City Traffic Engineer, 1.0 FTE Senior Traffic Engineer, 1.0
FTE Senior Transportation Planning Engineer moved to Traffic Safety Fund, and reduction of $10,000 for Commute Trip
Reduction incentive pay. Includes additional decrease of 0.50 FTE Construction Inspector funded by SWM 401 Fund.
■ Services and Charges - Decrease of $277,518 due $25,000 traffic counts, $4,000 consulting contracts, and $50,636 for
electricity, $197,882 for one time comp plan update,
■ Intergovernmental - Decrease of $290,202 due to reduction of one time King County road markings, thermoplastic, and
speed humps of $215,900, and $74,302 for Commute Trip Reduction one time grant.
■ Internal Services - Decrease of $116,161 due to moving all internal service charges to non -departmental.
REVENUE AND EXPENDITURE SUMMARY:
TRAFFIC - STREET FUND
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Adj
Adopted Adjusted Projected
$ Chg I %Chg
Revenue Summary:
33X
Intergovernmental
$ 69,861
$ 4,131
$ -
$ 74,302
$ 74,302
$ -
$ -
$ (74,302)
-100.0%
34X
Charges for Services
17,473
26,489
4,000
4,000
4,000
4,000
4,000
0.0%
36X
Miscellaneous
3,627
3,167
5,000
5,000
5,000
5,000
5,000
0.0%
39X
Other Financing Sources
330,000
362,000
362,000
362,000
362,000
100,000
100,000
(262,000)
-72.4%
Total Revenues:
$ 420,962
$ 395,787
$ 371,000
$ 445,302
$ 4459302
$ 109,000
$ 109,000
$ (336,302)
-75.5%
Expenditure Summary:
1XX
Salaries and Wages
346,093
294,316
302,084
332,274
332,274
86,550
91,614
(245,724)
-74.0%
2XX
Benefits
119,432
125,271
137,697
142,671
142,671
47,051
50,647
(95,620)
-67.0%
3XX
Supplies
5,168
2,773
5,400
5,400
5,400
5,400
5,400
0.0%
4XX
Services and Charges
419,684
413,177
522,317
731,999
581,999
454,481
454,481
(277,518)
-37.9%
5XX
Intergovernmental
634,223
627,595
604,112
934,243
734,243
644,041
664,470
(290,202)
-31.1%
9XX Internal Services
157,305
127,407
1 115,724
1 116,161
116,161
(116,161)
-100.0%
Total Expenditures:1
$ 1,581,906
1 $ 1,590,540
1 $1,687,334
1 $ 2,262,748
1 $1,912,748
1 $1,237,523
1 $ 1,266,612
1 $ (1,025,225)
-45.3%
TRAFFIC - TRAFFIC SAFETY FUND
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Adj
Adopted
I Adjusted
I Projected
$Chg
% Chg
Revenue Summary:
35X
Fines and Penalties
I $
1 $
1 $
I $
$ - $464,401 $481,714
$ 464,401 n/a
Total Revenues:
I $ -
$ -
$ -
$ -
$ - $ 464,401 $ 481,714
$ 464,401 n/a
Expenditure Summary:
1XX
Salaries and Wages
-
-
324,996
333,826
324,996
n/a
2XX
Benefits
-
-
139,405
147,888
139,405
n/a
Total Expenditures:
$ -
$ -
$ -
$ -
$ -
$464,401
$481,714
$ 464,401
n/a
C - 109
CITY OF FEDERAL WAY 2 01512 016 ADOPTED B UDGET
PUBLIC WORKS STREETS
Responsible Manager: John Mulkey, P.E., Interim Manager
PURPOSE/DESCRIPTION:
The Street Systems Division of Public Works provides
maintenance of the local street system and oversees all capital
street projects. Activities include engineering services, right-of-
way permits, pavement management, sidewalk inventory,
structures maintenance, road surfaces maintenance, road
shoulders maintenance, vegetation and street trees maintenance,
litter control, emergencies, snow and ice removal, and
miscellaneous services. Manage private contractors for street
sweeping, right of way landscape maintenance and WSDOT
maintenance and emergency contract services.
The Division provides administrative and financial control,
coordination and record keeping for the daily operation and
maintenance of the transportation and pedestrian network.
Develops long range and comprehensive planning goals;
prioritizes, and implements maintenance programs and capital
improvement programs. Monitor private sector maintenance contracts and the WSDOT streets maintenance contract.
and constructs the Transportation Improvement Program (TIP) street improvement projects, annual asphalt overlays,
replacement, and minor capital improvement projects. Applies to various sources for street -related grants, loans,
administers these funds.
2015 Proposed Expenditures by Category
Develops
sidewalk
etc. and
GOALS/OBJECTIVES:
The Street Systems Division will continue to implement the council mission and direction on the Transportation Capital
Improvement Program and the City's street systems maintenance programs. Our goal is to maintain the City's Street network
pavement surface area in a good operating condition and to identify and apply for all state and federal grant funding available and
applicable for the city's Transportation Capital Improvement Program and to manage the successful completion of these projects
within the available budget and on schedule.
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• Annual CIP Fund administered
• Number of lane miles repaired/rehabilitated
• ROW permits issued
• Number of street center lane mile within City limit
Outcome Measures:
• Percent of CIP project completed on time and within budget
• Percent of call -out situations responded to w/in 45 minutes (after hour
response time)
Efficiency Measures:
• Value of CIP project managed per engineer
• # of Citizen Action Rpt (CAR) forms responded to per maintenance FTE
2013
2014
2015
2016
$10.1M
$7.6M
$10M
$10M
9.33
16.35
10.00
10.00
423
450
450
450
242.9
242.9
243
243
100%
100%
100%
100%
100%
100%
100%
100%
$3.36M
$2.5M
$3.33M
$3.33M
181
181
181
181
C - 110
OPERATING BUDGET
PUBLIC WORKS S T R E E T S
Responsible Manager: John Mulkey, P.E., Interim Manager
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted Adjusted Projected
Street Fund:
Street Systems Manager
-
-
-
-
-
1.00
1.00
50
Street Systems Project Engineer
2.00
2.00
2.00
2.00
2.00
2.00
2.00
49
Street Systems Engineer - 0.50 FTE funded by Street Overlay
1.00
1.00
1.00
1.00
1.00
1.00
1.00
44
Street Systems Maint Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
38
Construction Inspector
1.00
1.00
1.00
1.00
1.00
1.00
1.00
33
Engineering Technician - 0.25 FTE fundedby Street Overlay
1.00
1.00
1.00
1.00
1.00
1.00
1.00
28
Maintenance Worker II
1.00
1.00
1.00
1.00
1.00
1.00
1.00
26m
Fleet Maintenance Coordinator - Funded by 504 Fleet & Equir
0.50
0.50
0.50
0.50
0.50
0.50
0.50
26
Administrative Assistant II
0.10
0.10
0.10
0.10
0.10
0.10
0.10
24
Maintenance Worker I
3.00
3.00
3.00
3.00
3.00
3.00
3.00
22m
Administrative Assistant I
0.50
0.50
0.50
0.50
0.50
0.50
0.50
18
Total Street Fund:
11.10
11.10
j 11.10
1 11.10
1 11.10
j 12.10
j 12.10
n/a
Total Regular Staffing
11.10
11.10
11.10
11.10
11.10
12.10
12.10
n/a
Change from prior year
-
-
-
-
-
1.00
-
n/a
Frozen Positions:
Street Systems Manager
1.00
-
-
-
-
-
-
50
Grand Total Staffing
12.10
11.10
11.10
11.10
11.10
12.10
12.10
1 n/a
DEPARTMENT SUMMARY:
Dept
Code
Item
2012
Actual
2013
Actual
1 2014
1 2015
Proposed
2016
Proposed
15 Proposed- 14 Adj
I Adopted Adjusted Projected
$ Chg I %Chg
Non -General Fund Operating Expenditure Summary:
240
Streets
1,695,289
1,630,255
1,838,222
1,954,206
1,846,431
1,946,633
1,829,509
(7,573)
-0.4%
102
Overlay Program
1,937,144
1,463,241
1,536,500
1,696,031
1,596,031
1,515,500
1,515,500
(180,531)
-10.6%
306
Transportation CIP
3,330,133
7,856,005
7,169,000
22,432,688
22,432,688
8,470,000
14,585,000
(13,962,688)
-62.2%
504
Fleet - City Hall
617,994
739,621
435,281
632,306
632,306
1,570,746
482,766
938,440
148.4%
504
Fleet - Police
1,184,852
1 1,008,934
1 1,102,013
1,342,013
1,342,013
1 1,510,529
1,341,309
168,516
1 12.6%
Total &penditures:
1 $ 8,765,411
1 $12,698,057
1 $12,081,016
$ 28,057,244
$ 27,849,469
1 $15,013,408
1 $ 19,754,084
1 $(13,043,835)
-46.5%
C - 111
CITY OF FEDERAL WAY 2 01512 016 ADOPTED B UDGET
PUBLIC WORKS STREETS
Responsible Manager: John Mulkey, P.E., Interim Manager
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $15,013,408 in 2015 and $19,754,084 in 2016. This is a 46.5% or $13,043,835 decrease
from the 2014 adjusted budget. The below table includes the Street Fund, the Arterial Street Fund, the Fleet and Equipment Fund,
and the Transportation CIP fund.
Major line item changes include:
• Salaries and Wages - Net Increase of $340,074 due to decrease of moving 0.5 FTE Street Systems Engineer to Street
Overlay, 0.25 FTE Engineering Technician to Street Overlay, and increase due to elimination of contra accounting
charged toTransportation CIP fund, therefore increasing Streets Fund contribution for 0.50 FTE Street Systems Engineer,
1.5 FTE Street Systems Project Engineer and 0.50 FTE Administrative Assistant, and addition of 1.0 FTE Street Systems
Manager.
• Supplies - Decrease of $80,000 due to reducing repair parts in fleet and equipment by $10,000 and reduction of one-time
gasoline by $70,000.
• Services and Charges - Net Increase of $179,254 due to reduction of $108,471repairs\maintenance for fleet and equip,
$60,000 in ROW Landscaping, $14,000 in water and waste disposal billings, $5,000 ROW inspector, and increase of
$365K in CIP projects for Transportation.
• Intergovernmental - Decrease of $10,000 due to elimination of one time WSDOT contract increase.
■ Capital Outlays - Net decrease of $7,134,778 due to $41,430 for Arterial Street Overlay, $8,601,410 in Transportation
CIP, increase of $1,358,062 due to increase in fleet and equipment capital purchases, and addition of Street snow and ice
equipment and storage.
■ Internal Services - Decrease of $635,203 due to moving all internal service charges to non -departmental, and one-time
projects and capital purchases in internal service funds in 2014 that are not in 2015\16.
■ Other Financing Uses - Decrease of $5,726,278 due to transfers in CIP that are not needed in 2015/16.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Adj
Adopted I Adjusted I Projected
$ Chg %Chg
Revenue Summary:
33X
JIntergovernmental
1 $ 4,312,472
$ 5,301,050
$ 5,422,000
$ 9,580,508
$ 9,580,508
$11,442,000
$10,665,000
$ 1,861,492
19.4%
34X
I Charges for Services
21675,378
2,239,055
2,244,702
2,415,484
2,415,484
3,482,598
2,012,798
1,067,114
44.2 %
36X
IMiscellaneous
21,822
25,560
10,500
10,500
10,500
10,500
10,500
-
0.0 %
39X
I Other Financing Sources
4,676,987
5,030,895
5,143,503
5,808,969
5,808,969
4,876,326
6,948,855
(932,642)
-16.1 %
Total Revenues: $ 11,686,659
$12,596,559
$12,820,705
$17,815,461
$17,815,461
$19,811,424
$19,637,153
$ 1,995,964
11.2%
Expenditure Summary:
1XX
Salaries and Wages
844,094
811,643
618,906
679,040
667,040
1,019,114
1,038,256
340,074
50.1 %
2XX
Benefits
275,369
290,053
309,080
317,006
317,006
340,102
357,327
23,096
7.3%
3XX
Supplies
630,526
552,665
661,065
661,065
661,065
581,065
581,065
(80,000)
-12.1%
4XX
Services and Charges
2,107,650
2,107,287
976,884
989,884
904,109
1,169,138
1,709,138
179,254
18.1%
5XX
Intergovernmental
71,741
87,529
26,586
26,586
16,586
16,586
16,586
(10,000)
-37.6%
6XX
Capital Outlays
4,173,404
7,882,652
8,811,997
19,022,181
18,922,181
11,887,403
16,051,712
(7,134,778)
-37.5%
9XX
Internal Services
662,628
541,301
594,497
635,203
635,203
-
-
(635,203)
-100.0%
OXX
Other Financing Uses
-
424,926
82,000
5,726,278
5,726,278
-
-
(5,726,278)
-100.0%
Total Expenditures:
$ 8,765,411
$12,698,057
$12,081,016
$ 28,057,244
$ 27,849,469
$15,013,408
$19,754,084
$ (13,043,835)
-46.5
C - 112
OPERATING BUDGET
PUBLIC WORKS SOLID WASTE & RECYCLING
Responsible Manager: Rob Van Orsow, Solid Waste & Recycling Coordinator
PURPOSE/DESCRIPTION:
Solid Waste and Recycling Division's responsibilities include:
• Procurement and administration of the solid waste and recycling
collection service contract (currently with Waste Management), serving
as customers' advocate.
• Managing grant programs to enhance recycling services in Federal Way.
This includes preparing grant applications, project implementation,
tracking results, preparing reports and completing reimbursement
requests.
• Maintaining litter control operations and supplies in support of ongoing supplies
right-of-way maintenance, and managing contracted services with the 1.0%
City's long-term vendor, Vadis.
• Participating in regional Solid Waste, Recycling, and Hazardous Waste
system planning and implementation.
• A variety of other functions, such as optimizing solid waste and
recycling services for City operations, providing input on major
development plans to allow efficient collection and service access for
customers, and code violation coordination with Code Compliance and Surface Water staff.
2015 Proposed Expenditures by Category
Division revenues accrue in a "special revenue fund" (Fund 106) (distinct from the General Fund). Most 106 Fund revenues come
from two sources: recycling program grants from outside agencies and the administrative fee via the SWR Collection Contract.
GOALS/OBJECTIVES:
The Solid Waste and Recycling Division's main objective is management of the City's solid waste utility, including procurement
and administration of contracted solid waste and recycling collection services for area businesses and residents. Utility
management includes the annual rate modification process, ongoing operational review and corrective input, contract and grant -
related services planning and implementation, and resolution of customer service issues. The Division's goal is to ensure that the
contracted hauler provides the highest level of service achievable through enforcing contract parameters.
The Division also has an overarching goal of promoting and implementing waste reduction, recycling and composting
programming for residents and businesses. This is accomplished through direct assistance, production and distribution of mailers,
and recycling -related events. For example, the Division organizes the spring and fall Special Recycling Events where residents
recycle a wide range of materials not normally collected curbside. The Division assists area businesses and residents with
managing their solid wastes in a cost-effective and environmentally -sound manner.
The Division also participates in ongoing regional planning efforts related to recycling, hazardous waste, and solid waste.
Examples include updating and implementing the Comprehensive Solid Waste Management Plan and the Local Hazardous Waste
Management Plan. The Division has partial administration responsibility over the Local Hazardous Waste Management Program
(LHWMP), emphasizing the importance of service equity for the south county. Additionally, the Division supports the City's
participation in the Metropolitan Solid Waste Advisory Committee (MSWAC).
PERFORMANCE MEASURES:
Type/Description
2013
2014
2015
2016
Workload Measures:
• Number of special recycling collection events held
2
2
2
2
• Number of outreach materials (brochures, newsletters, etc.) produced
8
8
8
8
• Number of grants managed
4
3
3
3
Outcome Measures:
• Quantity of outreach materials printed and distributed
100,000
100,000
100,000
100,000
• Grant revenue obtained
$196,400
$172,800
$172,200
$172,200
• Tons of material diverted per special recycling event
50
50
50
50
C - 113
CITY OF FEDERAL WAY 201512016 ADOPTED BUDGET
PUBLIC WORDS SOLID WASTE & RECYCLING
Responsible Manager: Rob Van Orsow, Solid Waste & Recycling Coordinator
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
Grade
Adopted
Adjusted
Projected
Director -PR& PW
0.05
0.05
0.05
0.05
0.05
-
-
58h
Director-PW
0.05
0.05
58h
Deputy Director-PW
0.05
0.05
0.05
0.05
0.05
0.05
0.05
1 58
Solid Waste/Recycling Coordinator
1.00
1.00
1.00
1 1.00
1.00
1.00
1.00
39
Recycling Project Manager
0.50
0.50
0.50
0.50
0.50
1.00
1.00
35
Administrative Assistant II
0.10
0.10
0.10
0.10
0.10
0.10
0.10
24
Total Solid Waste & Recycling:
1.70
1.70
1.70
1.70
1.70
2.20
2.20
n/a
Funded on a One-time Basis:
Recycling Project Manager
0.50
0.50
0.50
0.50
0.50
35
Grand Total Staffing
2.20
2.20
2.20
2.20
2.20
2.20
1 2.20
1 n/a
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $470,101 in 2015 and $489,980 in 2016. This is a 5.9% or $29,311 decrease from the 2014
adjusted budget.
Major line item changes include:
■ Salaries and Wages - Increase of $23,613 due to increase in pay for Solid Waste and Recycling employees.
■ Supplies - Decrease of $6,000 due to a one-time funding in 2014 not in 2015/16.
■ Services and Charges - Decrease of $63,497 due to a one-time funding, primarily for grants, in 2014 not in 2015/16.
■ Internal Service - Increase of $9,010 due to allocation change for internal service charges, therefore increasing Solid
Waste and Recycling contribution.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Adj
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
33X
Intergovernmental
$ 139,966
$ 207,367
$ 156,736
$ 184,017
$ 184,017
$ 172,200
$ 172,200
$ (11,817)
-6.4%
34X
Charges for Services
282,584
299,337
287,517
287,517
287,517
302,517
304,517
$ 15,000
5.2%
35X
Fines and Penalties
3,700
-
-
-
$ -
n/a
36X
Miscellaneous
814
1,275
-
-
-
$
n/a
Total Revenues:
$ 427,064
$ 507,979
$ 444,253
$ 471,534
$ 471,534 $ 474,717 $ 476,717 $ 3,183 0.7%
Expenditure Summary:
1XX
Salaries and Wages
156,048
156,943
151,142
155,297
155,297
178,910
180,679
$ 23,613
15.2%
2XX
Benefits
56,135
62,811
68,726
69,441
69,441
77,004
80,965
$ 7,563
10.9%
3XX
Supplies
10,573
42,444
10,575
10,575
10,575
4,575
4,575
$ (6,000)
-56.7%
4XX
Services and Charges
141,353
157,917
187,055
214,336
214,336
150,839
164,961
$ (63,497)
-29.6%
9XX
Internal Services
44,932
48,106
49,762
49,762
49,762
58,772
58,800
$ 9,010
18.1%
Total Expenditures:
$ 409,042
$ 468,220
$ 467,261
$ 499,412
$ 499,412
$ 470,101
$ 489,980
$ (29,311)
-5.9%
C - 114
OPERATING BUDGET
PUBLIC WORKS SURFACE WATER MANAGEMENT
Responsible Manager: William Appleton, P.E., Surface Water Manager
PURPOSE/DESCRIPTION:
The Surface Water Management Division (SWM) is responsible for 2015 Proposed Expenditures by Category
the comprehensive management of the City's natural and manmade
surface water systems. This involves protecting developed and
undeveloped properties from flooding, runoff and water quality Debt
problems while continuing to accommodate new residential and 1.9%
Capital
commercial growth. The SWM Division also promotes the 29.7%
preservation of natural drainage systems, protection of fishery Interfund
resources, and wildlife habitat. 14.2%
Intergov't
3.6%
The SWM Division provides all surface water related services within
the City of Federal Way. These services are provided through the vc/Cbgs
followingprograms: Administration/En ineerin Services Water 74 Personnel
p g g� g � 41.8%
Quality, and Maintenance Services. Capital projects are budgeted in supplies
the Surface Water Management Capital Project Fund. 1.4%
Administration/Engineering: The Administration function provides
the overall management and operation of the Surface Water Program including the preparation and management of the
Department's budget; coordination of the billing and collection process; supervision of administrative, engineering, and
maintenance staff; coordination and management of employee training; and management of Capital Improvement studies and
projects. Interfund services include Internal Service Fund charges (telephone, computers, building rent, insurance, equipment and
GIS).
Water Quality: The purpose of the Water Quality program is to protect/improve the quality of the surface water run-off and the
natural receiving waters including streams, creeks, rivers, ponds, lakes, wetlands, and Puget Sound. Beginning in 1994, the Water
Quality related functions of the SWM Division are provided through the following elements: a Water Quality Source Control
Program, a Public Involvement and Education Program, a Retention/Detention Maintenance Inspection Program, and a Water
Quality Monitoring Program. Each program, contributes to the City meeting its' Federal National Pollutant Discharge Elimination
Systems (NPDES) municipal storm -water permits and state storm -water requirements.
Maintenance: The Surface Water Management Division's maintenance program activities associated with the public storm and
surface water system include the following program elements: Catch Basin, Manhole and Pipe Cleaning Maintenance; Catch
Basin, Manhole and Pipe Repair/Construction; Open Channel and Ditch Maintenance, Retention/Detention Ponds Maintenance
and Emergency and Miscellaneous Services Program.
GOALS/OBJECTIVES:
The Surface Water Management Division will continue to implement the Comprehensive Surface Water Management Plan's
mission of protecting public health and safety; prevent property damage; protect, preserve and enhance surface water and
associated habitats; protect groundwater quality and quantity; and protect and enhance surface water and sediment quality by
controlling and reducing harm caused by urban hydrologic changes and storm -water pollutants. This will be accomplished through
inspections of businesses for illicit discharges and poor housekeeping practices; inspection of private storm drainage facilities;
issuance of multiple public education posters, brochures, and trainings; adequate maintenance of public infrastructure; and
continuation of a Capital Improvement Program addressing water quality and quantity problems throughout the City.
C - 115
CITY OF FEDERAL WAY 201512016 ADOPTED BUDGET
PUBLIC WORKS SURFACE WATER MANAGEMENT
Responsible Manager: William Appleton, P.E., Surface Water Manager
PERFORMANCE MEASURES:
Type/Description
2013
2014
2015
2016
Workload Measures:
Admin & Engineering
• Annual SWM revenues administered
$3.4M
$3.4M
$3.8M
$3.9M
Water Quality
• Water quality articles published
12
10
12
12
• Volunteer hours on surface water related projects
600
600
600
600
Maintenance
• Number of Water Quality Vaults Maintained
117
117
120
122
• Number of R/D facilities maintained (Ponds and Vaults)
286
286
298
298
Outcome Measures:
Admin & Engineering
• Percent of planned CIP projects completed
100.0%
100.0%
100.0%
100.0%
Water Quality
• Percent completion of storm monitoring and sampling targets
100.0%
100.0%
100.0%
100.0%
• Percent of planned lake and stream & water quality projects completed on time
100.0%
100.0%
100.0%
100.0%
Maintenance
• Percent of emergency situations responded to within 45 minutes (after-hours response
100.0%
100.0%
100.0%
100.0%
time)
Efficiency Measures:
Maintenance
• Number of SWM infrastructure units* maintained per maintenance FTE (5)
3700
3710
3750
3800
• Percent of emergency situations responded to within 45 minutes (after-hours response
100.0%
100.0%
100.0%
100.0%
time)
* One unit of SWM infrastructure consists of: 25.3 feet of ditch, 65 feet of pipe, 0.65 CB's, 0.008 ponds, 0.006
WQ vaults, 0.1 outfalls
and 0.008 detention tanks.
POSITION INVENTORY:
Positions
2012
Actual
2013
Actual
2014
1 2015
Proposed
2016
Proposed
Grade
Adopted Adjusted Projected
Surface Water Management:
Director -PR & PW
0.10
0.10
0.10
0.10
0.10
-
-
58h
Director-PW
0.15
0.15
58h
Deputy Director-PW
0.55
0.50
0.50
0.50
0.50
0.50
0.50
58
SWM Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
54
Development Services Manager
-
-
-
-
-
0.50
0.50
SWM Project Engineer
1.00
1.00
1.00
1.00
1.00
1.00
1.00
49
SW Quality Program Coord
1.00
1.00
1.00
1.00
1.00
1.00
1.00
40
Senior Engineer Plans Reviewer - .50 FTE from Street 1
-
-
-
-
-
0.50
0.50
40
Construction Inspector - 2 x .50 FTE from Street 101 F
-
-
-
-
-
1.00
1.00
33
SWM Engineer
1.00
1.00
1.00
1.00
1.00
1.00
1.00
44
Surface Water Quality Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
36
SWM Maintenance Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
38
SWM R/D Inspector
2.00
2.00
2.00
2.00
2.00
2.00
2.00
36
Engineering Technician
1.00
1.00
1.00
1.00
1.00
1.00
1.00
28
NPDES Support Technician
1.00
1.00
1.00
-
-
-
Engineering Technician/Inspector
-
-
-
1.00
1.00
2.00
2.00
28
Maintenance Worker II
2.00
2.00
2.00
2.00
2.00
2.00
2.00
26m
Administrative Assistant II
0.10
0.10
0.10
0.10
0.10
0.10
0.10
24
Maintenance Worker I
3.00
3.00
3.00
3.00
3.00
4.00
4.00
22m
Administrative Assistant I
0.65
0.65
0.65
0.65
0.65
0.65
0.65
18
Total Regular Staffing
16.40
16.35
16.35
16.35
16.35
20.40
20.40
n/a
Change from prioryear
-
(0.05)
-
-
-
4.05
-
n/a
Grand Total St.fflg
16.40
16.35
1 16.35
16.35
16.35
1 20.40
1 20.40
n/a
C - 116
OPERATING BUDGET
PUBLIC WORKS SURFACE WATER MANAGEMENT
Responsible Manager: William Appleton, P.E., Surface Water Manager
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $8,378,331 in 2016 and $7,708,127 in 2016. This is a 17.6% or $1,253,704 increase from
the 2014 adjusted budget. The below table includes Surface Water Management operating fund and Surface Water Management
Construction in Progress Fund.
Major line item changes include:
■ Salaries and Wages - Increase of $345,551 due to 0.50 Sr. Engineering Plans Reviewer, two 0.50 FTE Construction
Inspector moved from 101 Street Fund to 401 Surface Water Management Fund, addition of 1.0 Engineer
Technician/Inspector in 2014, fully funded in 2015/16, addition of 0.50 FTE (50 FTE funded by Streets) Development
Services Manager, addition of temporary help, addition of 1.0 FTE SWM Maintenance Worker I, and addition of 1.0 FTE
SWM Inspector/Technician.
■ Services and Charges - Decrease of $501,854 primarily due to elimination of a portion of professional Services for
NPDES Monitoring, elimination of repairs\tnaintenance for DOE grant, and an increase in expenditures for capital
proj ects.
■ Intergovernmental - Decrease in SWM of $20,362 in SWM due to reduction of noxious weed.
■ Debt Services - Decrease of $88,063 in principal and interest due to pay down of Public Loan Trust Fund.
■ Other Financing Uses - Increase due to increased transfer out for CIP Projects.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
1 15 Proposed - 14 Adi
Adopted I Adjusted =EEI
1 $ Chg %Chg
Revenue Summary:
33X
Intergovernmental
$ 169,270
$ 147,882
$ -
$ 386,501
$ 386,501
$ -
$ -
$ (386,501)
-100.0%
34X
Charges for Services
3,570,113
3,454,035
3,481,536
3,483,768
3,483,768
3,847,768
3,927,768
364,000
10.4%
35X
Fines and Penalties
600
1,000
-
-
-
-
-
-
n/a
36X
Miscellaneous
2,633
4,478
3,000
3,000
3,000
3,000
3,000
0.0%
39X
1 Other Financing Sources
1 179,181
1 165,895
-
-
-
-
n/a
Total Revenues:
$ 3,921,797
$ 3,773,290
$ 3,484,536
$ 3,873,269
$ 3,873,269
$ 3,850,768
$ 3,930,768
$ (22,501)
-0.6%
Expenditure Summary:
lXX
Salaries and Wages
1,238,003
1,195,594
1,225,255
1,282,983
1,282,983
1,628,534
1,656,919
345,551
26.9%
2XX
Benefits
381,790
418,408
496,925
496,525
496,525
566,531
589,142
70,006
14.1%
3XX
Supplies
140,068
139,563
68,745
68,745
68,745
73,595
73,595
4,850
7.1%
4XX
Services and Charges
324,798
359,478
376,011
1,046,949
952,849
544,995
500,995
(501,854)
-47.9%
5XX
Intergovernmental
147,030
183,246
202,668
209,829
209,828
189,466
189,466
(20,362)
-9.7%
6XX
Capital Outlays
626,912
670,497
246,000
2,728,345
2,728,345
2,967,000
1,998,000
238,655
8.7%
7XX
Debt Service-Princ
182,359
182,359
182,359
182,359
182,359
96,120
96,120
(86,239)
-47.3%
8XX
Debt Service -Interest
10,277
8,453
6,630
6,630
6,630
4,806
3,845
(1,824)
-27.5%
9XX
Internal Services
625,498
577,516
606,277
646,277
646,277
744,283
700,045
98,006
15.2%
0XX
Other Financing Uses
409,181
382,476
246,000
456,086
210,086
1,563,000
1,900,000
1,106,914
242.7%
Total Expenditures:
$ 4,085,916
$ 4,117,592
$ 3,646,870
$ 7,124,627
$ 6,784,627
IT8,378,331
IT7,708,127
1 $1,253,704
17.6%
C - 117
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
001: GENERAL FUND
PURPOSE/DESCRIPTION:
The General Fund is used to account for all receipts and disbursement transactions associated with ordinary City operations that
are not required to be accounted for in another fund. This fund is both tax and general revenue supported. The fund is divided
into nine primary departments: City Council, Mayor's Office, Municipal Court, Law, Finance, Human Resources, Community
Development, Police Department, and Parks, Recreation and Cultural Services.
The fund's major sources of revenue are property tax, sales tax, state shared & intergovernmental revenue, licenses and permits,
charges for services, interfund service charges. Primary service areas include police protection and jail services, court services,
land use and development services, parks and recreation, human services, general governmental (law, finance, human resources,
etc.), and public works in the form of interfund transfer to Street Fund.
The General Fund established operating cash flow reserve of $9 million for 17 percent of operating expenditure to accommodate
the City's uneven cash flow. Government Finance Officers Association of United States and Canada recommends that a
municipality maintains a minimum of two months operating expenditure in reserves to manage the fluctuation in tax receipts,
grant revenues, and general cash flow management.
The following resent a sources and uses summary of the departmental budgets which comprise the General Fund. Also included
is expenditure by object summary.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
115 Proposed - 14 Pro'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X
Taxes
$ 22,497,545
$ 23,528,551
$ 22,691,000
$ 23,755,000
$ 24,355,000
$ 24,589,620
$ 25,450,498
$ 834,620
3.4%
32X
Licenses and Permits
2,402,123
2,532,692
2,041,000
2,416,000
3,216,000
2,847,000
2,847,000
431,000
13.4%
33X
Intergovernmetal
2,223,210
1,810,519
807,000
1,357,675
1,357,675
1,600,427
1,747,162
242,752
17.9%
34X
Charges for Services
3,049,783
3,618,020
2,757,241
3,395,714
3,515,714
3,559,346
3,559,346
163,632
4.7%
35X
Fines
1,112,430
1,167,076
1,115,000
1,115,000
1,115,000
1,163,400
1,163,400
48,400
4.3%
36X
Miscellaneous
522,957
1 549,252
367,650
367,650
367,650
493,300
493,300
125,650
34.2%
39X
Other Financing Sources
9,088,018
1 9,041,259
8,578,187
8,644,187
8,644,187
7,275,493
7,449,132
(1,368,694)
-15.8%
Total Revenues:
$ 40,896,065
1 $ 42,247,368
1 $ 38,357,078
1 $ 41,051,226
1 $ 42,571,226
1 $ 41,528,586
1$ 42,709,838
$ 477,360
1.1 %
Expenditure Summary:
010
City Council
$ 360,461
$ 372,242
$ 388,134
$ 389,913
$ 389,913
$ 367,442
$ 371,587
$ (22,471)
-5.8%
020
Mayor's Office
990,383
1,022,254
1,045,985
1,267,603
1,267,603
1,078,793
1,093,102
(188,810)
-14.9%
022
Municipal Court
1,421,727
1,480,301
1,608,957
1,707,213
1,707,213
1,304,387
1,326,963
(402,826)
-23.6%
042
Finance
833,419
854,041
907,201
999,938
999,938
908,534
941,111
(91,404)
-9.1%
044
City Clerk
317,626
418,556
422,099
525,356
525,356
464,325
557,590
(61,031)
-11.6%
045
Human Resources
348,721
395,857
452,383
541,185
541,185
400,512
409,106
(140,673)
-26.0%
051
Law -Civil
684,041
706,452
761,746
879,214
814,214
572,538
585,649
(306,676)
-37.7%
052
Law -Criminal
685,428
702,299
719,954
745,094
745,094
585,849
593,714
(159,245)
-21.4%
07X
Community Development
2,133,022
2,091,550
2,209,764
2,863,861
2,630,702
2,266,348
2,335,518
(597,513)
-22.7%
075
Economic Development
155,165
111,651
130,442
364,864
260,085
208,289
208,478
(156,575)
-60.2%
083
Human Services
758,311
788,678
759,014
778,640
1 778,640
690,378
700,051
(88,262)
-11.3%
098
Jail Contract Costs
2,471,531
3,939,387
3,749,000
4,159,831
4,159,831
4,276,614
4,276,614
116,783
2.8%
098
911 Dispatch
1,637,541
1,644,106
1,787,000
1,787,000
1,787,000
1,787,000
1,787,000
-
0.0%
09X/11
Police
20,163,802
20,304,926
20,604,970
21,200,085
21,200,085
16,224,044
16,759,913
(4,976,041)
-23.5%
3XX
Parks, Recr & Cultural Svcs
3,684,940
3,969,897
3,846,122
4,213,996
4,213,996
3,468,027
3,480,680
(745,969)
-17.7%
XXX
Non -Departmental
1 1,959,000
1 2,239,675
1 2,740,585
1 6,350,896
4,625,665
7,652,304
1 9,614,264
1 1,301,408
28.1%
Total Dilvn(litures:1
$ 38,605,119
1 $ 41,041,873
1 $ 42,133,356
1 $ 48,774,689
1 $ 46,646,520
$ 42,255,385
1 $ 45,041,340
1 $(6,519,304)
-14.0%
Rev Over/(Under) Expl
$ 2,290,946
1 $ 1,205,495
1 $ (3,776,278)
$ (7,723,463)
$ (4,075,294)
$ (726,799)
$ (2,331,502)1
$ 6,996,664
-171.7%
Beginning Fund Balance, 1/1
$ 12,643,853
1 $14,934,799
1 $ 6,276,447
1 $16,140,294
1 $16,140,294
1 $12,065,000
1 $11,338,201
1 $ (4,075,294)
-25.2%
En(fing Fund Balance, 12/311
$ 14,934,799
1 $16,140,294
1 $ 2,500,169
1 $ 8,416,831
1 $12,065,000
1 $11,338,201
1 $ 9,006,700
1 $ 2,921,370
1 24.2%
D-1
BUDGET BYFUND
001: GENERAL FUND (continued)
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted Adjusted Projected
$ Ch % Ch
Expenditures:
1XX
Salaries& Wages
$ 19,015,760
$ 18,983,679
$ 19,191,525
$ 20,268,972
$20,098,972
$ 18,731,714
$19,178,542
$(1,537,259)
-7.6%
2XX
Benefits
5,924,805
6,189,996
6,941,152
7,285,944
6,876,285
6,331,928
6,642,595
(954,016)
-13.9%
3XX
Supplies
621,460
615,611
536,334
591,816
588,657
570,633
562,133
(21,183)
-3.6%
4XX
Charges and Services
2,696,014
3,004,757
2,852,288
3,508,642
3,248,863
2,536,830
2,521,830
(971,811)
-29.9%
5XX
Intergovernmental
3,744,886
5,869,117
5,917,068
6,428,636
6,428,636
6,402,975
6,492,975
(25,661)
-0.4%
6XX
Capital Outlays
200,456
48,756
-
44,231
44,231
-
-
(44,231)
-100.0%
8XX
Debt Service -Interest
524,980
-
-
-
-
-
-
n/a
9XX
Internal Services
4,093,095
4,409,036
4,356,713
5,664,847
4,906,275
5,220,781
5,103,666
(444,066)
-9.1%
OXX
Other Financing Use
1,783,664
1,920,921
2,338,276
4,981,601
4,454,601
2,460,521
4,539,598
(2,521,080)
-56.6%
Total Eipenditures:1
$ 38,605,119
1 $ 41,041,873
1 $ 42,133,356
$ 48,774,689
$ 46,646,520
$ 42,255,383
$ 45,041,340
$(6,519,306)
-14.0%
D-2
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
101: STREET FUND
PURPOSE/DESCRIPTION:
The Street Fund was established to account for the receipt and disbursement of State -levied unrestricted motor vehicle fuel taxes,
which must be accounted for in a separate fund. The Street Fund provides public works services including planning,
engineering, construction and maintenance related to city streets, sidewalks and appurtenances, including pedestrian and bicycle
paths, lanes and routes.
The Street Fund is organized into five divisions. The Administrative Services Division provides the overall management of all
public works related activity, including Solid Waste & Recycling, Surface Water Management and Capital Improvement
projects. The Development Services Division provides engineering plan reviews and inspections of developments. The Traffic
Services Division provides transportation planning, traffic operations and neighborhood traffic services. The Street Systems
Division provides the street improvements and maintenance functions, including snow and ice removal. The Emergency
Management Division prepares the City and Greater Federal Way community for natural or manmade disasters through
education, training, planning and building interagency cooperation.
This Fund's major sources of revenue are motor vehicle fuel tax, charges for services, interest earnings, and transfers -in from the
General Fund. Primary areas of service are engineering plan reviews and inspections of developments, transportation planning,
traffic operations and maintenance, neighborhood traffic services, street maintenance, and emergency management.
Per the budget policies, a $500,000 balance shall be maintained for Snow & Ice Removal. This reserve is established for use in
the event a major storm occurs and additional funds, above the annual operating allocation, are needed. At the end of 2014 the
Street Fund is expected to have expenditure savings; therefore the Street Fund should have sufficient fund balance.
The following page present a sources and uses summary of the division budgets which comprise the Street Fund. Also included
is expenditure by object summary.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted Adjusted I Projected
$ Chg % Chg
Revenue Summary:
31X
Taxes
$ 1,036,052
$ 1,043,527
$ 1,039,999
$ 1,030,000
$ 1,030,000
$ 1,045,000
$ 1,045,000
$ 15,000
1.5%
32X
Licenses and Permits
99,245
105,325
115,000
115,000
115,000
115,000
115,000
-
0.0%
33X
Intergovernmental Revenues
293,332
26,012
-
74,302
74,302
-
-
(74,302)
-100.0%
34X
Charges for Goods and Services
215,585
195,212
202,000
202,000
202,000
202,000
202,000
0.0%
36X
Miscellaneous Revenues
35,175
35,065
36,000
36,000
36,000
36,000
36,000
0.0%
39X
Other Financing Sources
2,419,371
2,598,921
3,012,276
3,835,432
3,835,432
2,517,336
2,592,943
(1,318,096)
-34.4%
Total Revenues:
$ 4,098,760
$ 4,004,062
$ 4,405,275
$ 5,292,734
$ 5,292,734
$ 3,915,336
$ 3,990,944
$ (1,377,398)
-26.0%
Expenditure Summary:
210
Administrative Services
$ 310,701
$ 325,201
$ 356,895
$ 389,004
$ 389,004
$ 434,184
$ 438,735
$ 45,179
11.6%
220
Development Services
311,316
270,713
342,050
348,312
348,312
251,987
257,999
(96,325)
-27.7%
230
Traffic Services
1,551,998
1,586,409
1,675,574
2,176,686
1,876,686
1,235,763
1,264,852
(940,923)
-50.1%
240
Street Systems
1,695,289
1,630,255
1,838,222
1,954,206
1,846,431
1,946,633
1,829,509
(7,573)
-0.4%
260
Commute Trip Reduction
29,908
4,131
11,760
86,062
36,062
1,760
1,760
(84,302)
-233.8%
270
Emergency Management (Mayor's)l
199,548
1 187,353
180,773
338,463
246,238
195,010
198,088
(143,454)
-58.3%
Total Expen(fitures:1
$ 4,098,760
1 $ 4,004,062
$ 4,405,275
$ 5,292,734
$ 4,742,734
$ 4,065,336
$ 3,990,944
$ (1,227,397)
-25.9%
Rev Over/(Under) Expl
$ 0
rs 0
$ 0
$ 0
$ 550,000
$ (150,000)
$ 0
$ (150,000)
-27%
Beginning Fund Balance, 1/11
S 100,000
1 $ 100,000
$ 100,000
$ 100,000
$ 100,000
$ 650,000
$ 500,000
$ 550,000
1 550.0%
Ending Fund Balance,12/31
$ 100,000
1 $ 100,000
1 $ 100,000
1 $ 100,000
1 $ 650,000
1 $ 500,000
1 $ 500,000
1 $ 400,000
161.5%
D - 3
BUDGET BYFUND
101: STREET FUND (continued)
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
1 2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
I Adopted Adjusted Projected
$ Chg % Chg
Expenditures:
1XX
Salaries & Wages
$1,192,254
$1,203,162
$1,220,288
$1,367,062
$1,355,062
$ 1,648,673
$1,679,286
$ 281,611
20.8%
2XX
Benefits
550,710
560,560
660,476
680,672
680,672
545,162
569,727
(135,510)
-19.9%
3XX
Supplies
105,078
85,749
100,748
100,748
100,748
98,248
98,248
(2,500)
-2.5%
4XX
Services and Charges
907,888
877,824
1,097,587
1,446,109
1,118,109
962,976
962,976
(483,133)
-43.2%
5XX
Intergovernmental Services
653,852
631,391
630,348
960,479
750,479
660,277
680,706
(300,202)
-40.0%
6XX
Capital Outlays
-
-
-
-
-
150,000
-
150,000
n/a
9XX
Internal Services
688,978
645,377
695,827
737,660
737,660
-
-
(737,660)
-100.0%
TotalExpenditures:
$4,098,760
$ 4,004,062
$4,405,275
$5,2929731
$49742,731
$ 4,0659336
$ 3,990,943
$ (1,227,394)
-25.9%
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
102: ARTERIAL STREET FUND
PURPOSE/DESCRIPTION:
The Arterial Street Fund was established by state law to account for the use of state -shared fuel tax revenues dedicated for this
purpose. It is earmarked for arterial street improvement projects such as construction, street improvements, chip sealing, seal
coating and repair of arterial highways and City streets or for the payment of any municipal indebtedness which may be incurred
for the above noted expenditures related to arterial highways and City streets. The money cannot be used for operating
expenditures.
The City will maintain an emergency reserve fund of not less than $100,000 for unexpected natural disasters that affect our
infrastructure, pending the receipt of available grants or other resources, to restore our road infrastructure. The reserve will be
restored to its original level within three years if used. At the end of 2014 the Arterial Street Fund is expected to have
expenditure savings; therefore the Fund should have sufficient fund balance.
The following tables present a sources and uses summary of the Arterial Street Fund.
SOURCES AND USES:
Code
Item
2012
TActual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Pro'
Adopted I Adjusted I Projected
$ Chg % Chg
Revenue Summary:
33X
Intergovernmental
$ 484,391
$ 487,886
$ 486,000
$ 486,000
$ 486,000
$ 500,000
$ 500,000
$ 14,000
2.9%
34X
Charges for Goods and Services
41,500
7,250
-
-
-
-
-
-
n/a
36X
Miscellaneous
77
106
2,500
2,500
2,500
2,500
2,500
0.0%
39X
Other Financing Sources
1,021,000
1,048,000
1,048,000
1,048,000
1,048,000
1,013,000
1,013,000
(35,000)
-3.3%
Total Revenues:
$1,546,968
$1,543,242
$1,536,500
$ 1,536,500
$1,536,500
$1,515,500
$ 1,515,500
$ (21,000)
-1.4%
Expenditure Summary:
1XX
Salaries and Wages
$ 148,293
$ 45,912
$ 159,135
$ 159,135
$ 159,135
$ 62,751
$ 63,373
(96,384)
-60.6%
2XX
Benefits
2,843
3,315
-
-
-
23,651
24,744
23,651
n/a
4XX
Services and Charges
1,946
51,821
-
-
-
n/a
5XX
Intergovernmental Services
4,314
12,664
-
-
-
-
-
n/a
6XX
Capital Outlays
1,711,527
1,283,019
1,310,997
1,470,528
1,370,528
1,429,098
1,427,383
(41,430)
-3.0%
9XX
Internal Services
68,221
66,509
66,368
66,368
1 66,368
1 -
(66,368)
-100.0%
Total Expenditures:
$1,937,144
$1,463,241
$1,536,500
$ 1,696,031
1 $1,596,031
1 $1,515,500
1 $ 1,515,500
1 $ (180,531)
-11.3%
Rev Over/(Under) Ekpl
$ (390,175)1
$ 80,002
1 $
$ (159,531)
$ (59,531)
$
$
$ 159,531
-268.0%
Be innin Fund Balance,1/1
$ 469,704
1 $ 79,529
1 $ 159,530
1 $ 159,530
1 $ 159,530
1 $ 100,000
1 $ 100,000
1 $ (59,531)
37.3%
EmUng Fund alance, 12/311
$ 79,529
1 $ 159,530
1 $ 159,530
1 $ (0)1
$ 100,000
1 $ 100,000
1 $ 100,000
1 $ 100,000
1100.0%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
1 2013
Actual
1 2014
2015
Proposed
2016
I Proposed
15 Pro osed -14 Pro'
I Adopted
I Adjusted
I Projected
$ Chg
I % Chg
Expenditures:
1XX
Salaries and Wages
$ 148,293
$ 45,912
$ 159,135
$ 159,135
$ 159,135
$ 62,751
$ 63,373
$ (96,384)
-61%
2XX
Benefits
2,843
3,315
-
-
-
23,651
24,744
23,651
n/a
4XX
Services and Charges
1,946
51,821
-
-
-
n/a
5XX
Intergovernmental
4,314
12,664
-
n/a
6XX
Capital Outlays
1,711,527
1,283,019
1,310,997
1,470,528
1,370,528
1,429,098
1,427,383
(41,430)
-3%
9XX
I Internal Service
68,221
66,509
66,368
66,368
66,368
-
-
(66,368)
-100%
Total Expenditures:
$1,937,144
$1,463,241
$1,536,500
$1,696,031
$1,596,031
$ 1,515,500
$ 1,515,500
$ (180,531)
-11%
I
BUDGET BYFUND
103: UTILITY TAX FUND
PURPOSE/DESCRIPTION:
The Utility Tax Fund was established to account for the total 7.75% utility tax receipts, including 1.75% for proposition 1(2015
established Fund 114) and 6% for capital, debt and other maintenance & operations as determined by Council.
The City will maintain a minimum cash flow reserve with the Utility Tax Fund $1.5 million.
The following tables present a sources and uses summary of the Utility Tax Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
I Adopted I Adjusted Projected
$ Chg I % Chg
Revenue Summary:
31X
Taxes
$ 13,083,178
$ 12,584,292
$ 12,361,000
$12,552,000
$12,552,000
$ 9,808,966
$ 9,808,966
$ (2,743,034)
-21.9%
36X
Miscellaneous
3,405
6,334
6,000
6,000
6,000
6,000
6,000
-
0.0%
39X
Other Financing Sources
-
-
-
1,735,670
1,735,670
-
-
(1,735,670)
-100.0%
Total Revenues:
$ 13,086,582
$12,590,627
$12,367,000
$14,293,670
$14,293,670
$ 9,814,966
$ 9,814,966
$ (4,478,704)
-31.3%
Expenditure Summary:
OXX
Other Financing Use
$ 12,554,760
$ 13,528,772
$ 12,822,187
$ 14,392,462
$ 15,395,062
$ 10,296,533
$ 10,351,547
$ (4,095,929)
-26.6%
9XX
Internal Services
49,000
48,000
48,000
48,000
48,000
-
-
(48,000)
-100.0%
Total nditures:
$ 12,603,760
$13,576,772
$12,870,187
$14,440,462
$15,443,062
$10,296,533
$10,351,547
$ (4,143,929)
-26.8%
RevOver/(Under) Exp
$ 482,822
$ (986,145)
$ (503,187)
$ (146,792)
$ (1,149,392)
$ (481,567)
$ (536,581)
$ (334,775)
29.1%
Beginning Fund Balance, 1/1
$ 4,170,864
$ 4,653,686
$ 3,211,487
$ 3,667,540
$ 3,667,540
$ 2,518,148
$ 2,036,581
1 $(1,149,392)
-31.3%
Ending Fund Balance, 12/311
$ 4,653,686
1 $ 3,667,5411
$ 2,708,300
1 $ 3,520,748
1 $ 2,518,148
1 $ 2,036,581
1 $ 1,500,000
1 $(1,484,167)
-58.9%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted
Adjusted
Projected
1 $ Chg
% Chg
Expenditures:
OXX
Other Financing Use
$12,554,760
$13,528,772
$12,822,187
$14,392,462
$ 15,395,062
$10,296,533
$10,351,547
$(4,095,929)
-26.6%
9XX
Internal Services
49,000
48,000
48,000
48,000
48,000
-
-
(48,000)
-100.0%
Total nditures:
$12,603,760
$13,576,772
$12,870,187
$14,440,462
$15,4439062
$10,2969533
$109351,547
$(4,143,929)
-26.8%
e
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
106: SOLID WASTE AND RECYCLING FUND
PURPOSE/DESCRIPTION:
The Solid Waste/Recycling Fund was established to account for the special refuse collection fees used to manage the Solid
Waste and Recycling program. The program provides the services necessary to collect, dispose and/or market solid waste and
recyclables in a convenient, consistent, cost effective and customer responsive manner. Major revenue sources of this fund
include: refuse collection fees; interest earnings; and various Solid Waste/Recycling grants. Major expenditure services include:
litter control; community outreach; commercial outreach; and educate businesses and residents on recycling practices,
composting, yard waste disposal, and waste reduction.
The following tables present sources and uses summary and expenditure by object summary of the Solid Waste & Recycling
Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Proj
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
33X
Intergovernmental
$ 139,966
$ 207,367
$ 156,736
$ 184,017
$ 184,017
$ 172,200
$ 172,200
$ (11,817)
-6.4%
34X
Charges for Goods and Services
282,584
299,337
287,517
287,517
287,517
302,517
304,517
15,000
5.2%
35X
Fines and Penalties
3,700
-
-
-
-
-
-
-
n/a
36X
Miscellaneous
814
1,275
-
-
-
-
-
-
n/a
Total Revenues:
$ 427,064
$ 507,979
$ 444,253
$ 471,534 S 471,534
S 474,717
$ 476,717
$ 3,183
0.7%
Expenditure Summary:
1XX
Salaries& Wages
$ 156,048
$ 156,943
$ 151,142
$ 155,297
$ 155,297
$ 178,910
$ 180,679
$ 23,613
15.2%
2XX
Benefits
56,135
62,811
68,726
69,441
69,441
77,004
80,965
7,563
10.9%
3XX
Supplies
10,573
42,444
10,575
10,575
10,575
4,575
4,575
(6,000)
-56.7%
4XX
Services and Charges
141,353
157,917
187,055
214,336
214,336
150,839
164,961
(63,497)
-29.6%
9XX
Internal Services
44,932
48,106
49,762
49,762
49,762
58,772
58,800
9,010
18.1%
Total nditures:
$ 409,042
$ 468,220
$ 467,261
$ 499,412
$ 499,412
$ 470,101
$ 489,980
$ (29,311)
-5.9%
Rev Over/(Under) Expl
$ 18,022
$ 39,759
1 $ (23,008)
$ (27,878)
$ (27,878)1
$ 4,616
1 $ (13,263)1
$ 32,494
-116.6%
Beginning Fund Balance,1/1
$ 153,980
$ 172,002
1 $ 134,054
1 $ 211,762
1 $ 211,7611
$ 183,883
1 $ 188,499
1 $ (27,879)
-13.2%
En(fing Fund Balance,12/31
$ 172,002
1 $ 211,761
1 $ 111,046
1 $ 183,884
1 $ 183,883
1 $ 188,499
1 $ 175,236
1 $ 4,615
1 2.5%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Proj
Adopted
Adjusted
Year-end
$ Chg
I % Chg
Expenditures:
1XX
Salaries & Wages
$ 156,048
$ 156,943
$ 151,142
$ 155,297
$ 155,297
$ 178,910
$ 180,679
$ 23,613
15.2%
2XX
Benefits
56,135
62,811
68,726
69,441
69,441
77,004
80,965
7,563
10.9%
3XX
Supplies
10,573
42,444
10,575
10,575
10,575
4,575
4,575
(6,000)
-56.7%
4XX
Services and Charges
141,353
157,917
187,055
214,336
214,336
150,839
164,961
(63,497)
-29.6%
9XX
Internal Services
1 44,932
1 48,106
49,762
49,762
49,762
1 58,772
58,800
9,010
18.1%
Total nditures:
$ 409,042
$ 468,220
$ 467,261
$ 499,412
$ 499,412
$ 470,101
$ 489,980
$ (29,3110)
-5.9%
D - 7
BUDGET BYFUND
107: SPECIAL CONTRACTS/STUDIES FUND
PURPOSE/DESCRIPTION:
The Special Contracts/Studies Fund accounts for receipts and disbursements related to special contracts, and special projects
where completion will extend beyond the calendar year and which management places in this Fund. Revenues supporting these
projects will be comprised of transfers from other funds or those specified by the City Council.
This fund currently accounts for capital contributions received from Comcast. Per FCC Regulations §76.1505 these funds must
be used towards public, educational and governmental access services, facilities and equipment and therefore are not available to
fund operations.
The following tables present a sources and uses summary of the Special Contracts/Studies Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Pro osed -14 Pro'
Adopted I Adjusted Projected
$ Chg % Chg
Revenue Summary:
36X
Miscellaneous
480
642
n/a
Total Revenues:
$ 480
$ 642
$ -
$ -
$ -
$
$
$ -
n/a
Expenditure Summary:
102
Government Access Channel
$ 54,859
$ 145,998
$ 1,600
$ 357,019
$ 357,019
$
$
$ (357,019)
-100.0%
Total Esc nditures:
$ 54,859
$ 145,998
$ 1,600
$ 357,019
$ 357,019
$
$
1
$ (357,019)
-100.0 %
RevOwr/(Under) Exp
$ (54,379)
$ (145,356)
$ (1,600)
$ (357,019)
$ (357,019)
$
$
$ 357,019
1 -100.0%
Beginning Fund Balance, 1/1
$ 556,753
1 $ 502,375
1 $ 1,600
$ 357,019
1 $ 357,019
1 $ (0)
$ (0)
$ (357,019)
-100.0%
Eniffing Fund Balance, 12/31
$ 502,375
1 $ 357,019
1 $ -
I $ (0)
$ (0)
$ (0)
$ (0)
$ -
0.0
EXPENDITURES BY PROJECT SUMMARY:
Code
Item
2012
Actual
2013
ActualI
2014
2015
Proposed
2016
I Proposed
15 Proposed - 14 Prof
Adopted I Adjusted I Year-endd
$ Chg % Chg
Expenditures:
3XX
Supplies
196
-
-
n/a
4XX
Services and Charges
-
-
329,419
329,419
(329,419)
-100.0%
6XX
Capital Outlays
20,859
802
1,600
27,600
27,600
(27,600)
-100.0%
9XX
Internal Services
34,000
-
-
-
-
n/a
OXX
Other Financing Uses
-
145,000
-
-
-
n/a
Total Expenditures:Expenditures:1
$ 54,859
1 $ 145,998
1 $ 1,600
1 $ 357,019
1 $ 357,019
1 $
$ 8 (357,019)
-100.0 %
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
109: HOTEL/MOTEL LODGING TAX FUND
PLWOSE/DESCRIPTION:
The Hotel/Motel Lodging Tax Fund was established to account for all lodging tax receipts and disbursements related to tourism
promotion and acquisition and/or operation of tourism -related facilities.
The City will maintain a minimum cash flow reserve of amount equal to prior year's complete revenues in the ending fund
balance.
The following tables present sources and uses summary and expenditure by object summary of the Hotel/Motel Lodging Tax
Fund.
SOURCES AND USES:
Code
It
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted Adjusted Projected
$ Chg % Ch
Revenue Summa
31X
Taxes
$ 193,344
$ 208,839
$ 195,000
$ 195,000
$ 195,000
$ 200,000
$ 200,000
$ 5,000
2.6%
36X
Miscellaneous
78
2,176
300
300
300
300
300
0.0%
Total Revenues:
$ 193,422
$ 211,014
$ 195,300
$ 195,300
$ 195,300
$ 200,300
$ 200,300
$ 5,000
2.6%
Expenditure Summary:
109
Tourism
$ 304,489
$ 86,396
$ 195,300
$ 227,034
$ 177,034
$ 200,300
$ 200,300
$ (26,734)
-15.1%
Total nditures:
$ 304,489
$ 86,396
$ 195,300
$ 227,034
$ 177,034
$ 200,300
$ 200,300
$ (26,734)
-15.1%
RevOver/(Under) Exp
$ (111,067)
$ 124,618
$ -
$ (31,734)1
$ 18,266
$ -
$ -
$ 31,734
173.7%
Beginning Fund Balance, 1/1 $ 213,483
$ 102,416
$ -
$ 227,034
$ 227,034
$ 245,300
$ 245,300
$ 18,266
8.0%
Ending Fund Balance, 12/31 $ 102,416
$ 227,034
$ -
$ 195,300
$ 245,300
$ 245,300
$ 245,300
$ 18,266
7.4%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
I Proposed
2016
Proposed
15 Proposed -14 Pro'
I Adopted
Adjusted
Projected
1 $ Chg
% Chg
Expenditures:
3XX
Supplies
$ -
$ 438
$
$
$
$ -
$ -
n/a
4XX
I Services and Charges
304,489
85,959
195,300
227,034
177,034
200,300
200,300
(26,734)
-15.1%
Total Eipenditures:
$ 304,489
$ 86,396
$ 195,300
$ 227,034
$ 177,034
$ 200,300
$ 200,300
$ (26,734)
-15.1%
e
BUDGET BYFUND
III: COMMUNITY CENTER
PURPOSE/DESCRIPTION:
The Community Center Fund was created to account for the operation of the Community Center. This is special revenue fund
supported by user fees and designated utility tax transfer. The facility opened first quarter of 2007 and includes existing
recreation programs which were previously accounted for in the General Fund. Council directed 1% Utility Tax transfer in for
FWCC operations and debt service beginning in 2003.
The City shall maintain a minimum of $1.5 million in a reserve set aside for equipment replacement, major building upgrades,
and roof replacement of Community Center building.
In prior years the City transferred in Utility tax for capital reserve for the Community Center. The City will no longer be
transferring in this reserve as the Fund has met its reserve fund balance.
The following tables present a sources and uses summary of the Community Center Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
1 2015
I Proposed
2016
Proposed
15 Proposed - 14 Pro'
Adopted I Adjusted I Projected
$ Chg % Chg
Revenue Summary:
33X
Intergovernmental
$ -
$ 79,469
$ -
$ -
$ -
$ -
$ -
n/a
34X
Charges for Services
1,478,210
1,558,066
1,403,500
1,403,500
1,453,500
1,518,500
1,518,500
115,000
7.9%
36X
Miscellaneous
234,829
212,997
215,000
215,000
215,000
275,000
275,000
60,000
27.9%
39X
Other Financing Sources
731,000
819,449
708,000
579,275
579,275
405,000
405,000
(174,275)
-30.1%
Total Revenues:
$ 2,444,039
$ 2,669,981
$ 2,326,500
$ 2,197,775
$ 2,247,775
$ 2,198,500
$ 2,198,500
$ 725
0.0%
Expenditure Summary:
lxX
Salaries and Wages
$ 1,033,101
$ 1,020,617
$ 1,080,464
$ 1,086,657
$ 1,086,657
$ 1,110,117
$ 1,117,914
23,460
2.2%
2XX
Benefits
297,934
330,932
281,142
282,223
282,223
294,407
310,698
12,184
4.3%
3XX
Supplies
147,447
169,714
142,500
142,500
142,500
260,200
167,500
117,700
82.6%
4XX
Services and Charges
555,270
468,126
557,500
557,500
557,500
603,500
582,500
46,000
8.3%
5XX
Intergovernmental
26,153
28,612
20,500
20,500
20,500
20,500
20,500
-
0.0%
6XX
Capital Outlays
51,563
146,440
-
3,500
3,500
-
-
(3,500)
-100.0%
9XX
Internal Services
103,016
1 105,526
1 115,669
1 115,669
1 115,669
(115,669)
-100.0%
Total Expenditures:
$ 2,214,485
$ 2,269,968
1 $ 2,197,775
$ 2,208,549
1 $ 2,208,549
1 $ 2,288,724
$ 2,199,112
$ 80,175
3.6%
Rev Over/(Under) Exp
$ 229,554
$ 400,014
1 $ 128,725
$ (10,774)1
$ 39,226
$ (90,224)
$ (612)
$ (79,450)
-202.5%
Beginning Fund Balance 1/1
$ 967,945
$ 1,197,498
$ 1,181,262
$ 1,597,512
1 $ 1,597,512
$ 1,636,738
$ 1,546,515
$ 39,226
2.5
Ending Fund Balance, 12/311
$ 1,197,498
$ 1,597,512
$ 1,309,987
$ 1,586,738
1 $ 1,636,738
$ 1,546,515
$ 1,545,903
1 $ (40,224)
-2.5%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
ActualI
2014
2015
I Proposed
2016
Proposed
15 Proposed -14 Proj
Adopted Adjusted I Projected
$ Chg I % Chg
Expenditures:
1XX
Salaries and Wages
$ 1,033,101
$ 1,020,617
$1,080,464
$ 1,086,657
$1,086,657
$ 1,110,117
$ 1,117,914
$ 23,460
2.2%
2XX
Benefits
297,934
330,932
281,142
282,223
282,223
294,407
310,698
12,184
4.3%
3XX
Supplies
147,447
169,714
142,500
142,500
142,500
260,200
167,500
117,700
82.6%
4XX
Services and Charges
555,270
468,126
557,500
557,500
557,500
603,500
582,500
46,000
8.3%
5XX
Intergovernmental
26,153
28,612
20,500
20,500
20,500
20,500
20,500
0.0%
6XX
Capital Outlays
51,563
146,440
3,500
3,500
-
(3,500)
-100.0%
9XX
Internal Services
103,016
105,526
115,669
115,669
115,669
-
(115,669)
-100.00,
TotalExpenditures:
$ 2,214,485
$ 2,269,968
$ 2,197,775
$ 2,208,549
$ 2,208,549
$ 2,288,724
$ 2,199,112
$ 80,175
3.6%
D-10
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
112: TRAFFIC SAFETY FUND
PURPOSE/DESCRIPTION:
The Traffic Safety Fund Ordinance 08-584 was established to account for the penalties and fines collected in criminal traffic
violations and those related to the operation of the Red Light Photo Enforcement Program. Funds collected for traffic safety is
used for, but not limited to prevention, education, and enforcement efforts related to traffic safety and compliance with traffic
control devices within the city, including maintenance and operation costs.
The Traffic Safety fund is funding 1 Lieutenant, 7 Police Officers, and 3 City Traffic positions for the 2015/16 budget.
The City shall maintain a minimum of $1.5 million in a reserve for cash flow management and a contingent reserve set aside for
traffic equipment replacement, and to absolve and unplanned revenue decline.
The following tables present a sources and uses summary of the Traffic Safety Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed$
Pro osed -14 Pro'
Adopted Adjusted Projected
r Chg I % Chg
Revenue Summary:
35X
Fines
$ 2,256,636
$ 2,127,021
$ 830,000
$ 1,455,000
$1,455,000
$ 2,123,643
1 $ 2,169,882
$ 668,643
1 46.0%
36X
Miscellaneous
1,540
3,636
n/a
Total Revenues:
$ 2,258,176
$ 2,130,657
$ 830,000
$1,455,000
$1,455,000
$ 2,123,643
1 $ 2,169,882
$ 668,643
1 46.0%
Expenditure Summary:
521
Police Traffic
$ 839,386
$ 1,302,040
$1,030,000
$ 1,766,725
$1,766,725
$1,597,692
$ 1,626,618
$ (169,033)
-9.6%
543
Street Traffic
-
-
-
464,401
481,714
464,401
n/a
512
Court Security
-
-
61,550
61,550
61,550
n/a
Total nditures:
$ 839,386
$ 1,302,040
$1,030,000
$1,766,725
$1,766,725
$ 2,123,643
$ 2,169,882
$ 356,918
20.2%
Rev Over/(Under) Exp
$1,418,790
$ 828,617
$ (200,000)
$ (311,725)
$ (311,725)
$ -
$ -
$ 311,725
-100.0%
Beginning Fund Balance,1/1
$ 557,077
$ 1,975,866
$1,255,284
1 $ 2,804,483
1 $ 2,804,483
1 $ 2,492,758
1 $ 2,492,758
$ (311,725)
11.1
En(fing Fund Balance, 12/311
$1,975,866
1 $ 2,804,483
1 $1,055,284
1 $ 2,492,758
1 $ 2,492,758
1 $ 2,492,758
1 $ 2,492,758
1 $
0.0%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted
Adjusted
Projected
$ Chg
I % Chg
Expenditures:
1XX
Salaries&Wages
$
$
$
$
$
$ 1,017,414
$ 1,044,415
$ 1,017,414
n/a
2XX
Benefits
396,680
415,916
396,680
n/a
4XX
Services and Charges
8,123
625,000
625,000
709,550
709,550
84,550
13.5%
5XX
Intergovernmental
1,263
-
-
-
-
-
n/a
OXX
1 Other Financing Use
1 830,000
1 1,302,040
1 1,030,000
1 1,141,725
1,141,725
(1,141,725)
-100.0%
Total nditures:
1 $ 839,386
1 $1,302,040
1 $1,030,000
1 $1,766,725
$1,766,725
$ 2,123,644
$ 2,169,881
$ 356,919
20.2%
D-11
BUDGET BYFUND
113: REAL ESTATE EXCISE TAX FUND
PURPOSE/DESCRIPTION:
The Real Estate Excise Tax Fund (REET) accounts for the receipt and disbursement of real estate excise tax revenue received.
The City adapted REET Fund to incorporate revised 2014 Budget.
The City will maintain a one year revenue reserve in the fund and may be spent down only upon the Council's approval.
The following tables present a sources and uses summary of the Real Estate Excise Tax Fund.
The transfers out of this fund for 2015/16 include
• $300,000 in 2015/16 for Parks CIP projects
• $1,613,000 in 2015/16 for Transportation CIP projects
• $810,773 in 2015 and $812,123 in 2016 for Federal Way Community Center Debt Service payments.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Pro osed -14 Pro'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary
31X
Taxes
$
$
$
$ 1,800,000
$ 1,800,000
$ 1,900,000
$ 1,900,000
$ 100,000
5.6%
39X
Other Financing Sources
7,606,608
7,606,608
-
(7,606,608)
-100.0%
Total Revenues:
$
$
$
$ 9,406,608
$ 9,406,608
$ 1,900,000
$ 1,900,000
$ (7,506,608)
-79.8%
Expenditure Summary:
113
Real Estate Excise Tax
$
$
$
$ 6,119,751
$ 6,119,751
$ 2,723,773
$ 2,725,123
$ (3,395,978)
-55.5%
Total nditures:
$
$ -
$
$ 6,119,751
$ 6,119,751
$ 2,723,773
$ 2,725,123
$ (3,395,978)
-55.5%
Rev Over/(Under)
$
$ -
$
$ 3,286,857
1 $ 3,286,857
1 $ (823,773)
$ (825,123)
$ (4,110,630)
-125.1 %
Beginning Fund Balance, 1/1
$
$ -
$
$ -
$
$ 3,286,857
1 $ 2,463,084
1 $ 3,286,857
n/a
Ending Fund Balance, 12/31
$ -I
$ -I
$
1 $ 3,286,857
1 $ 3,286,857
1 $ 2,463,084
1 $ 1,637,961
1 $ (823,773)
-25.1 %
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted I Adjusted I Projected
1 $ Chg I % Chg
Ex enditures.•
OXX I Other Financing Use
$
$
$
$ 6,119,751
1 $ 6,119,751
1 $ 2,723,773
$ 2,725,123
1 (3,395,978)
-55%
Total Expenditures:
$
I $
I $ -1
$ 6,119,751
1 $ 6,119,751
1 $ 2,723,773
1 $ 2,725,123
1 $(3,395,978)
-55.5%
D-12
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
114: UTILITY TAX PROPOSITION 1 FUND
PURPOSE/DESCRIPTION:
The Utility Tax Proposition 1(Prop 1) Fund accounts for the receipt and disbursement of Propl tax revenue received. City
adapted Prop 1 Fund to incorporate revised 2014 Budget which funds the Police, Municipal Court, Criminal Law, and other
department operation.
The Proposition 1 fund is funding 1 Code Compliance Officer, 2 Prosecutors, 1 Court Clerk, .50 Judge, 1 Maintenance Worker, 1
Records Specialist, 16 Police Officers, and 2 Lieutenants for the 2015/16 budget.
The City will maintain a minimum cash flow reserve of $1 million.
The following tables present a sources and uses summary of the Utility Tax Proposition 1 Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X
Taxes
$
$ $
$
$ -
$ 2,868,824 $ 2,868,824 $ 2,868,824
n/a
39X
Other Financing Sources
1,002,600
-
n/a
Total Revenues:
$
$ $
$
$ 1,002,600
$ 2,868,824 $ 2,868,824 $ 2,868,824
n/a
Expenditure Summary:
512 Municilpal Courts Prop 1 $ $ $ - $ $ $ 163,187 $ 168,579 $ 163,187 n/a
515
Mayor Prop 1
-
51,076
51,076
51,076
n/a
515
Law Criminal Prop 1
214,879
220,425
214,879
521
Police Prop 1
2,214,883
2,253,238
2,214,883
n/a
558
CD Building Prop
101,268
107,497
101,268
n/a
576
Parks Maintenance Prop 1
96,672
97,469
96,672
n/a
Total nditures:
$
$ $
$
$
$ 2,841,965
$ 2,898,284
$ 2,841,965
n/a
RevOwr/(Under) Exp
$
$ $
$
$ 1,002,600
$ 26,859
$ (29,460)
$ 26,859
n/a
Beginning Fund Balance, 1/1
$
$ $
$
$
$ 1,002,600
$ 1,029,459
$ 1,002,600
n/a
Ending FundBalance,12/31
$
I $ $
I $
$ 1,002,600
1 $ 1,029,459
1 $ 1,000,000
1 $
u/a
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Proposed - 14 Pro'
Adopted Adjusted I Projected
$ Chg % Chg
Expenditures:
1XX
Salaries & Wages
$
$
$
$
$
$ 2,066,875
$ 2,092,763
$ 2,066,875
n/a
2XX
Benefits
706,814
737,244
706,814
n/a
4XX
Services and Charges
68,276
68,276
68,276
n/a
TotalExpenditures:
$
$ -
$ -
$ -
$ -
$ 2,841,965
$ 2,898,284
$ 2,841,965
n/a
D-13
BUDGET BYFUND
119: COMMUNITY DEVELOPMENT BLOCK GRANT FUND
PURPOSE/DESCRIPTION:
The Community Development Block Grant (CDBG) Fund accounts for the receipt and disbursement of federal grant revenue
received through the Department of Housing and Urban Development (HUD), in an entitlement share determined through
agreements between Federal Way and other King County CDBG Consortium members. CDBG projects and programs will be
selected annually or as needed through a public process. Applications are reviewed and prioritized by the Human Services
Commission and the City Council. Per federal regulations, and King County CDBG Consortium agreements, not more than 10%
of the entitlement share plus program income may be allocated to direct service programs of the human service agencies that are
designated directly by Federal Way. Also, not more than 10% of the entitlement share plus program income may be used for
City planning and administrative functions. The goals for use of these grant revenues is to develop viable urban communities by
providing decent housing and a suitable living environment, and by expending economic opportunities, principally for low- and
moderate -income persons.
The following tables present a sources and uses summary of the Community Development Block Grant Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Proj
Adopted Adjusted Projected
$Chg %Chg
Expenditure Summary:
33X
Intergovernmental
$ 905,854
$ 1,491,740
$ 576,000
$ 1,178,896
$ 1,178,896
$ 1,237,072
$ 1,237,103
$ 58,176
4.9%
36X
Miscellaneous
-
410
-
-
-
-
-
n/a
39X
Other Financing Sources
4,000
-
-
-
-
1
-
n/a
Total Revenues:
$ 909,854
$1,492,150
$ 576,000
$ 1,178,896
$ 1,178,896
$1,237,072
$ 1,237,103
$ 58,176
4.9%
Expenditure Summary:
119
Grant Expenditures
$ 917,851
$ 1,492,148
$ 576,000
$ 1,178,896
$ 1,178,896
$ 1,237,072
$ 1,237,103
$ 58,176
4.9%
TotalExpenditures:
$ 917,851
$1,492,148
$ 576,000
$ 1,178,896
$ 1,178,896
$1,237,072
$ 1,237,103
$ 58,176
4.9%
RevOver/ nder Ex
$ (7,997)
$ 2
$ (0)
$ (0)
$ (0)
$ 0
$ (0)
$ 0
-363.6%
Beginning Fund Balance, 1/1
$ 48,712
$ 40,715
$
$ 40,715
1 $ 40,715
1 $ 40,715
$ 40,715
$ -
0.0%
En(fing Fund Balance, 12/311
$ 40,715
1 $ 40,715
1 $
$ 40,715
1 $ 40,715
1 $ 40,715
1 $ 40,715
1 $
0.0%
EXPENDITURES BY OBJECT SUMMARY:
Code
2012 2013
Item Actual Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Proj
Adopted I Adjusted I rojected
$ Chg I % Chg
Expenditures:
1XX
Salaries & Wages
$ 67,629
$ 57,599
$ 78,102
$ 117,687
$ 117,687
$ 180,883
$ 187,046
$ 63,196
53.7%
2XX
Benefits
18,476
20,747
30,202
45,509
45,509
31,004
29,674
(14,505)
-31.9%
3XX
Supplies
62
-
-
-
-
-
-
-
n/a
4XX
Services and Charges
808,877
1,388,428
467,696
1,015,700
1,015,700
1,025,185
1,020,384
9,485
0.9%
OXX
Other Financing Use
1 22,807
25,374
-
-
n/a
Total Expenditures:1
$ 917,851
1 $1,492,148
1 $ 576,000
$ 1,178,896
$ 1,178,896
$ 1,237,072 $ 1,237,103 $ 58,176 4.9%
D-14
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
120: PATH AND TRAILS RESERVE FUND
PURPOSE/DESCRIPTION:
The Path and Trails Reserve Fund was established in compliance with state law. Its purpose is to accumulate unexpended
proceeds of the motor vehicle fuel tax receipts, which are legally restricted to the construction, and maintenance of paths and
trails within City street rights -of -way. One-half percent (0.5%) of these proceeds are restricted for these purposes. This fund
must transfer such accumulated receipts back to a street construction/maintenance-oriented fund when specific projects have
been defined.
The following tables present a sources and uses summary of the Path and Trails Reserve Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Proj
Adopted I Adjusted Projected
$ Chg I % Chg
Revenue Summary:
31X
I Taxes
$ 160,611
$ 141,417
$
$ -
$ 155,000
$ 160,000
$ 155,000
n/a
33X
Intergovernmental
9,195
9,261
9,
9,000
9,000
9,000
-
0.0%
36X
Miscellaneous
54
93
p$9,000
-
-
-
-
n/a
Total Revenues:
$ 169,861
$ 150,772 $ 9,$
9,000
$ 164,000 $ 169,000
$ 155,000
1722.2%
Expenditure Summary:
120 Transfer to Parks CIP $ 155,000 $ 155,000 $ 157,000 $ 157,000 $ 157,000 $ $ $ (157,000)-100.0%
Total Expenditures:
$ 155,000
$ 155,000
$ 157,000
$ 157,000
$ 157,000
$ -
$ -
$ (157,000)
-100.0%
Rev Over/(Under) Ex
$ 14,861
1 $ (4,228)
$ (148,000)
$ (148,000)
$ (148,000)1
$ 164,000
1 $ 169,000
1 $ 312,000
-210.8%
Beginning Fbnd Balance, 1/1
$ 151,807
1 $ 166,668
1 $ 168,808
1 $ 162,439
1 $ 162,439
1 $ 14,439
1 $ 178,439
1 $ (148,000)
-91.1%
Firding Fund Balance,12/31
$ 166,668
1 $ 162,439
1 $ 20,808
1 $ 14,439
1 $ 14,439
1 $ 178,439
1 $ 347,439
1 $ 164,000
1 1135.8%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Pro osed -14 Pro'
Adopted Adjusted Projected
$ Chg I % Chg
Expenditures:
OXX I Other Financing Use
$ 155,000
1 $ 155,000
1 $ 157,000
1 $ 157,000
$ 157,000
$
I $
1 $ (157,000)
-100.0%
Total Ekpen(fitures:1
$ 155,000
1 $ 155,000
1 $ 157,000
1 $ 157,000
1 $ 157,000
1 $ -I
$ -1
$ (157,000)
-100.0%
BUDGET BYFUND
188: STRATEGIC RESERVE FUND
PURPOSE/DESCRIPTION:
The Strategic Reserve Fund accounts for the City's strategic opportunity fund to provide the liquidity to respond to economic
opportunity that is not budgeted for that may provide a long term economic benefit to the City. The City adapted Strategic
Reserve Fund to incorporate revised 2014 Budget. In the event that any of the reserve fund is used, such appropriation shall be
repaid to the fund annually over the next three years.
This fund maintains contingency for unanticipated cost a reserve equal to $1 million and strategic opportunities reserve of $2
million. The fund provide a financial cushion to cover revenue shortfalls resulting from unexpected economic changes or
recessionary periods or to provide funds in the event of major unplanned expenditures the City could face as result of natural
disasters. In the event that any of reserve funds is used in an economic downturn to stabilize the City's finances, such
appropriation shell be repaid to the fund annually over next three years.
The following page presents sources and uses summary of the Strategic Reserve Fund.
SOURCES AND USES:
Code
-1
Item
2012
Actual
2013
Actual
2014
2015
I Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted Adjusted I Projected
$ Ch % Ch
Revenue Summary
39X
Other Financing Sources
$
$
$
$ 3,000,000
1 $ 3,000,000
1 $
I $
1 $ (3,000,000)
-100.0%
Total Revenues:
$ -I
$ -
I $
1 $ 3,000,000
1 $ 3,000,000
1 $
I $
1 $ (3,000,000)
-100.0%
Expenditure Summary:
188
Strategic Reserve
$
$ -
$
$
$
$
$
$
n/a
Total nditures:
$ -
$ -
$
$
$
$
$
$ -
n/a
Rev Over/(Under) Exc
$ -
$ -
$
$ 3,000,000
$ 3,000,000
$
I $
1 $ (3,000,000)
-100.0 %
Beginning Fund Balance, 1/1
$ -
$ -
$
$
$
$ 3,000,000
1 $ 3,000,000
1 $ 3,000,000
1 n/a
Ending Fund Balance, 12/31
$ -I
$ -
I $
1 $ 3,000,000
1 $ 3,000,000
1 $ 3,000,000
1 S 3,000,000
1 $ -1
0.0 %
D-16
CITYOFFEDERAL WAY201512016 PROPOSED BUDGET
201: DEBT SERVICE FUND
PURPOSE/DESCRIPTION:
The Debt Service Fund accounts for the debt service on the City Council approved general obligation (G.O.) debt. Included in
the costs charged to this fund are the scheduled principal and interest payments, debt issue costs, fiscal agent fees, and other debt
related costs. Debt service currently scheduled for payment from this Fund include City's portion of the Valley Communications
debt service, 2013 G.O. bond issue for the community center, and the SCORE facility. Revenue accounted for in this fund in
prior years included real estate excise tax, but in 2014 a separate Real Estate Excise Tax fund was created and all Real Estate
Excise Tax is receipted in this fund. The Debt Service includes transfers in of Utility Tax and Real Estate Excise Tax to pay for
debt service, since the creation of the Real Estate Excise Tax fund.
The City shall maintain adequate reserve in accordance with the bond ordinance or a minimum of one year debt service amount.
Council budget policy calls for the prefunding of debt service, meaning that the next year's debt service is provided for and
transfers are made to the Debt Service Fund in the current year.
The following presents sources and uses summary and expenditure by object summary of the Debt Service Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
1 2016
Proposed
15 Proposed - 14 Proj
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X
I Taxes
$ 1,507,315
$ 2,034,033
$ 1,400,000
$ -
$ -
$
$
$
n/a
36X
Miscellaneous
3,287
4,550
3,500
3,500
3,500
(3,500)
-100.0%
39X
Other Financing Sources
913,892
15,355,884
1,832,000
-
-
1,838,813
1,721,538
1,838,813
n/a
Total Revenues:
$ 2,424,494
$17,394,467
$ 3,235,500
$ 3,500
$ 3,500
$1,838,813
$ 1,721,538
$ 1,835,313
52437.5%
Expenditure Summary:
000
Valley Comm - 911
$ 140,760
$ 174,148
$ 197,480
$ 197,480
$ 197,480
$ 228,800
$
$ 31,320
15.9%
104
Community Center 2003
913,893
12,859,801
915,000
-
-
-
-
n/a
105
SCORE Facility - Jail
-
917,720
916,654
941,823
941,823
-
909,415
(941,823)
-100.0%
106
Community Center 2013
-
436,891
-
809,673
809,673
810,773
812,123
1,100
0.1%
oxX
Other Financing Use
1,025,000
1,572,000
1,217,000
3,217,000
3,217,000
-
-
(3,217,000)
-100.0%
XXX
Other Debt Expenditures
28,680
367,916
46,416
46,416
46,416
-
(46,416)
-100.0%
Total nditures:
1 $ 2,108,332
$16,328,477
$ 3,292,550
$ 5,212,392
$ 5,212,392
$1,039,573
$ 1,721,538
$ (4,172,819)
-80.1%
Rev Over/(Under) Ekpl
$ 316,162
1 $ 1,065,990
1 $ (57,050)
$ (5,208,892)
$ (5,208,892)1
$ 799,240
1 $
$ 6,008,132
-115.3%
Beginning Fund Balance,1/1
$3,866,183
1 $ 4,182,345
1 $ 3,672,286
1 $ 5,248,335
1 $ 5,248,335
1 $ 39,443
1 $ 838,683
1 $(5,208,892)
-99.2%
Ending Fund Balance, 12/311
$4,182,345
1 $ 5,248,335
1 $ 3,615,236
1 $ 39,443
1 $ 39,443
1 $ 838,683
1 $ 838,683
1 $ 799,240
1 2026.3%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2112
Actual
2013 2014
Actual Adopted Adjusted Projected
2015
Adopted
2016
Adopted
15 Adopted -14 Pro'
$ Chg
I % Chg
Expenditures:
7XX
Debt Service-Princ
$ 480,760
$12,649,148
$ 550,200
$ 625,200
$ 625,200
$ 675,000
$ 470,000
$ 49,800
8.0%
8XX
Debt Service -Interest
575,943
2,070,308
1,488,934
1,333,776
1,333,776
364,573
1,251,538
(969,203)
-72.7%
9XX
Internal Service
26,629
37,020
36,416
36,416
36,416
OXX
Other Financing Use
1,025,000
1,572,000
1,217,000
3,217,000
3,217,000
-
(3,217,000)
-100.0%
TotalExpenditures:
$2,108,332
$16,328,476
$3,292,550
$5,212,392
$5,212,392
$1,039,573
1 $1,721,538
1 $(4,172,819)
-80.1%
D-17
BUDGET BYFUND
301: CAPITAL PROJECT FUND - DOWNTOWN REDEVELOPMENT
PURPOSE/DESCRIPTION:
This Capital Project Fund was established to accumulate resources and set aside for downtown projects.
The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund - Downtown
Redevelopment.
SOURCES AND USES:
Code
-1
Item
2012
Actual
2013
Actual
2014
2015
I Proposed
2016
I Proposed
15 Proposed -14 Pro'
Adopted Adjusted I Projected
$ Chg % Chg
Revenue Summary:
31X
Taxes
$ 8,066
$ 8,280
$
$ -
$ -
$
$
$
n/a
33X
Intergovernmetal
-
523,798
975,000
975,000
$ (975,000)
-100.0%
36X
Miscellaneous
2,003
2,778
-
-
$
n/a
39X
Other Financing Sources
-
300,000
300,000
300,000
300,000
$ (300,000)
-100.0%
Total Rewnues:
$ 10,068
$ 834,856
$ 300,000
$ 1,275,000
$ 1,275,000
$
$
$ (1,275,000)
-100.0%
Expenditure Summary:
100
Downtown Redevelopment
1 52,539
36,915
4,212,063
1 4,212,063
1
(4,212,063)
-100.0%
Total Expenditures:
1 $ 52,539
$ 36,915
$
$ 4,212,063
1 $ 4,212,063
1 $
$
$ (4,212,063)
-100.0 %
RevOwr/(Under) Expl
$ (42,471)1
$ 797,941
1 $ 300,000
1 $ (2,937,063)
$ (2,937,063)
$ -
I$
$ 2,937,063
-100.0 %
Beginning Fund Balance, 1/1
$ 2,207,052
1 $ 2,164,581
1 $ 2,445,051
1 $ 2,962,522
1 $ 2,962,522
1 $ 25,459
1 $ 25,459
1 $ (2,937,063)
-99.1%
Ending Fund Balance, 12/311
$ 2,164,581
1 $ 2,962,522
1 $ 2,745,051
1 $ 25,459
1 $ 25,459
1 $ 25,459
1 $ 25,459
1 $ -
1 0.0%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted Adjusted Projected
$ Chg % Chg
Expenditures:
3XX
Supplies
$ 2,291
$ -
$
$ -
$ -
$
$
$
n/a
4XX
Services and Charges
50,248
36,915
2,300
2,300
(2,300)
-100.0°/u
OXX
Other Financing Use
-
-
4,209,763
4,209,763
(4,209,763)
-100.0%
Total 1 nditures:
$ 52,539
$ 36,915
$
$ 4,212,063
$ 4,212,063
$ -
$ -
$ (4,212,063)
-100.0%
MEN
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
302: CAPITAL PROJECT FUND - CITY FACILITIES
PURPOSE/DESCRIPTION:
This Capital Project Fund accounts for the acquisition or construction of capital improvements related to city facilities.
The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund - City
Facilities.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Pro osed
2016
Pro osed
115 Proposed - 14 Pro j
Adopted Adjusted Projected
$ Ch % Ch
Revenue Summary.
33X
Intergovernmental
$ -
$ 218,023
$
$
$
$
$
$
n/a
36X
Miscellaneous
1,645
1,179
n/a
39X
Other Financing Sources
-
355,000
Total Revenues:
$ 1,645 $ 574,202
$
$ -
$ -
$ -
$ -
$ -
n/a
Expenditure Summary:
108
Major Facilty Rehabilitation
453
350
56,149
56,149
-
(56,149)
-100.0%
110
Performing Arts Center
148,948
1,029,264
144,877
144,877
-
(144,877)
-100.0%
103
Transfer to Utility Tax Fund
-
-
481,161
481,161
(481,161)
-100.0%
Total nditures:
$ 149,401
$ 1,029,615
$
$ 682,187
$ 6829187
$ -
$ -
$(6829187)
-100.0%
Rev Over/(Under) Exp
$ (147,755)
$ (455,412)
$
$ (682,187)
$ (682,187)
$
$ -
1 $ 682,187
-100.0%
Beginning FundBalance,1/1
I $ 1,285,609
1 $ 1,137,854
1 $ 291
1 $ 682,442
1 $ 682,442
1 $ 255
1 $ 255
1 $(682,187)
-100.0%
Ending Fund Balance, 12/311
$ 1,137,854
1 $ 682,442
1 $ 291
1 $ 255
1 $ 255
1 $ 255
1 $ 255
1 $ (0)
-0.1%
EXPENDITURES BY OBJECT SUMMARY:
Codc Item
2012
Actual
2013
ActualI
2014
2015
I Proposed
2016
Proposed
15 Pro osed-14 Pro'
Adopted Adjusted I Projected
I $ Chg I % Chg
Expenditures:
4XX
Services and Charges
$ 17,071
$ 1,117
$
$ 56,149
$ 56,149
$
$
$ (56,149)
-100.0%
6XX
Capital Outlays
132,329
1,028,498
144,877
144,877
(144,877)
100.0%
OXX
Other Financing Use
-
-
481,161
481,161
(481,161)
100.0%
Total Fipenditures:
$ 149,401
$ 1,029,615
$ -
$ 682,187
$ 682,187
$ -
$
$ (682,187)
D-19
BUDGET BYFUND
303: CAPITAL PROJECT FUND - PARKS
PURPOSE/DESCRIPTION:
This Capital Project Fund accounts for the acquisition or construction of major park capital facilities with the exception of those
facilities financed by proprietary and trust funds. The major source of revenue for this Fund is general obligation bond proceeds,
grants from other agencies, local taxes and contributions from other funds. All Park costs associated with acquisitions,
improvements, issue of bonds and other costs shall be paid by this Fund. The proposed budgets are $1,000,000 and $300,000 in
2015 and 2016, respectively, and are allocated to the following projects:
Sources (in thousands)
Misc /
Prior
Total
Consult
Project Equip
Total
2015 Proposed Projects
REET
Years'
Construct
Trsfrs
Sources
Svcs
Mgmt Acquis
Expenses
Sources
Major Maintenance & Improvements to Existing Park Facilities
$ 150 $
$
$ 150
$ $ 150
$ $
$ 150
Annual Playground Repair & Replacement Program
150
-
700
150
700
150
700
150
700
Lakota Soccer Field Upgrade
Total 2015
$ 300 S
S 700
$ 1,000
S $ 1,0(I()
$ $ -
$ 1,000
Sources (in thousands)
Misc /
Prior
Total
Consult Project
Equip
Total
2016 Proposed Projects
REET
Years'
Construct
Trsfrs
Sources
Sources
Svcs Mgmt
Acquis
Expenses
Major Maintenance & Improvements to Existing Park Facilities
$ 150 $
$ $ 150
$ i $ 150 1 $
$
$ 150
Annual Playground Repair & Replacement Program
150
150
150
i 150
Total 2016
$ 300 $
$ - $ 300
$ - $ 300 $
$ -
$ 300
The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund - Parks.
SOURCES AND USES:
Code
It
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Proj
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
34X
I Charges for Services
$ 114,878
$ 18,139
$
$
$
$
$
$
n/a
36X
Miscellaneous
5,591
15,168
n/a
39X
Other Financing Sources
430,000
455,000
457,000
3,155,751
3,155,751
300,000
300,000
(2,855,751)
-0.90494
Total Revenues:
$ 550,468
$ 488,306
$ 457,000
$ 3,1559751
$ 3,155,751
$ 300,000
$ 300,000
$ (2,8559751)
-90.5%
Expenditure Summary:
303
Capital
$ 699,092
$ 315,070
$1,373,000
$ 5,296,166
$ 4,596,166
$ 1,000,000
$ 300,000
$(4,296,166)
-81.1%
Total FXpendltures:
$ 699,092
$ 315,070
$1,373,000
$ 5,296,166
$ 4,596,166
$ 1,000,000
$ 300,000
$ (4,296,166)
-81.1%
Rev Owr/(Under) Exp
$ (148,623)
$ 173,236
$ (9169000)
$(2,140,415)
$ (1,440,415)
$ (700,000)
$ -
$ 194409415
-67.3%
Beginning Dtnd Balance, 1/1
$ 2,408,883
1 $ 2,260,260
1 $1,346,119
1 $ 2,433,496
$ 2,433,496
1 $ 993,081
$ 293,081
1 $ (1,440,415)
-59.2%
Emfi.g Etnd Balance, 12/31
$ 29260,260
1 $ 2,433,496
1 $ 4309119
1 $ 293,0811
$ 993,081
1 $ 293,081
1 $ 293,081
1 $ 0
1 0.0%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
I Adopted
Adjusted
I Projected
$ Chg
% Chg
Operating Expenditures:
3XX
Supplies
$ 5,128
$ 16,814
$
$
$
$
$
$
n/a
4XX
Charges and Services
657,987
173,310
n/a
6XX
Capital Outlays
35,977
124,946
1,373,000
5,296,166
4,596,166
1,000,000
300,000
$(4,296,166)
-81.1%
Total nditures:
$ 699,092
$ 315,070
$1,373,000
$ 5,296,166
$ 4,596,166
$1,000,000
$ 300,000
$ (4,296,166)
-81.1%
D-20
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
304: CAPITAL PROJECT FUND — SURFACE WATER MANAGEMENT
PURPOSE/DESCRIPTION:
This Capital Project Fund accounts for major capital facilities associated with managing the existing storm water conveyance
systems, regulating the clearing, grading, and erosion control phases of new land development, constructing, maintaining and
repairing elements of the City's drainage system and controlling water quality within the system. The major sources of revenue
for this Fund include grants from other agencies and storm drainage fees. The City's drainage system includes a network of
streams, lakes, pipelines and storm water detention facilities.
The City will maintain emergency/contingent reserve for unexpected catastrophic events or system failures of not less than
$500,000 based on the comprehensive Surface Water Management Plan.
The proposed budgets are $3,123,000 and $2,110,000 in 2015 and 2016, respectively, and are allocated to the following projects:
Sources (in thousands)
Expenses (in thousands)
User
Prior
Total
Property
Consult
Total
2015 Proposed Projects
Fees
Grants Years' Sources
Acquis
Services
Construct Expenses
Sources
Small CIP-Annual Program
$ 150
$ - $ $
150
$
$ -
$ 150 $
150
Marine Hills Conveyance System Repairs - North of
South 293rd Street
100
-
100
100
-
100
South 373rd Street Stream Crossing Re -Route and
Restoration
20
20
20
20
West Hylebos Conservation Property Acquisition
280
280
280
280
Phase V Highway 99 Project - South 344th Street at
Highway 99
500
500
500
500
Low Impact Development (LID) Retrofit Project
507
1,530
2,037
2,037
2,037
Bridges Property Culvert Removal and Replacement
6
30
36
36
36
Total 2015
$ 1,563
$ 1,560 $ - $
3,123
$ 780
$ 156
$ 2,187 $
35123
2016 Proposed Projects
Sources (in thousands)
Expenses (in thousands)
Prior
User Total
Fees Grants Years' Sources
Sources
Property Consult Total
Acquis Services Construct Expenses
Small CIP-Annual Program
$ 150
$ $ $ 150
$ $ -
$ 150
$ 150
Marine Hills Conveyance System Repairs - North of
885
- 885
885
-
885
South 373rd Street Stream Crossing Re -Route and
81
81
81
81
West Hylebos Conservation Property Acquisition
-
-
Phase V Highway 99 Project - South 344th Street at
Highway 99
715
715
31
684
715
Low Impact Development (LID) Retrofit Project
-
-
Bridges Property Culvert Removal and Replacement
69
210 279
279
279
Total 2016
$ 1,900
$ 210 $ - $ 2,110
$ - $ 997
$ 1,113
$ 2,110
D-21
BUDGET BY FUND
304: CAPITAL PROJECT FUND - SURFACE WATER MANAGEMENT (continued)
The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund - Surface
Water Management.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Proposed - 14 Pro'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
33X
Intergovernmetal
$ 406,911
$ 626,555
$
$ 901,015
$ 901,015
$ 1,560,000
$ 210,000
$ 658,985
73.1 %
34X
Charges for Services
46,656
-
-
-
-
-
-
-
n/a
36X
Miscellaneous
25,809
26,420
-
-
-
-
-
n/a
39X
Other Financing Sources
230,000
238,000
246,000
246,000
246,000
1,563,000
1,900,000
Total Revenues:
$ 709,377
$ 890,975
$ 246,000
$ 1,147,015
$ 1,147,015
$ 3,123,000
$ 2,110,000
$ 1,975,985
172.3%
Expenditure Summary:
Capital
$ 912,080
$ 900,855
$ 246,000
$ 2,728,345
$ 2,728,345
$ 3,123,400
$2,110,400
$ 395,055
14.5%
Transfers Out
179,181
144,476
-
210,086
210,086
-
-
$ (210,086)
-100.0%
TotalExpenditures:
$ 1,091,261
$1,045,331
$ 246,000
$ 2,938,431
$ 2,938,431
$ 3,123,400
$ 2,110,400
$ 184,969
6.3%
RevOwr/(Under) Exp
$ (381,884)
$ (154,356)
$ -
$ (1,791,416)
$ (1,791,416)
$ (400)
$ (400)
$ 1,791,016
-100.0 %
Beginning "nd Balance, 1/1
$ 2,938,982
$ 2,557,098
$ 556,809
$ 2,402,742
1 $ 2,402,742
$ 611,326
$ 610,926
1 $ (1,791,416)
-74.6%
Ending Fund Balance, 12/311
$ 2,557,098
1 $2,402,742
1 $ 556,809
1 $ 611,326
1 $ 611,326
1 $ 610,926
1 $ 610,526
1 $ (400)
-0.1 %
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted Adjusted Projected
$ Chg % Chg
Expenditures:
1XX
Salaries& Wages
$ 176,211
$ 152,667
$
$
$
$
$
$
n/a
2XX
Benefits
18,495
37,045
n/a
3XX
Supplies
49,654
18,194
n/a
4XX
Charges and Services
44,066
43,411
156,400
112,400
156,400
n/a
5XX
Intergovernmental
275
1,872
n/a
6XX
Capital Outlays
1 623,379
1 647,664
246,000
2,728,345
2,728,345
2,967,000
1,998,000
238,655
8.7%
OXX
Other Financing Use
179,181
144,476
-
210,086
210,086
(210,0861)
-100.0%
Total Expenditures:
$ 1,091,261
$ 1,045,331
$ 246,000
$ 2,938,431
$ 2,938,431
$ 3,123,400
$ 2,110,400
$ 184,969
6.3%
D-22
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
306: CAPITAL PROJECT FUND - TRANSPORTATION SYSTEMS
PURPOSE/DESCRIPTION:
This Capital Project Fund represents improvements to existing traffic signals and new signalization, major roadways and arterials
involving the design and construction of new sections of streets, the widening of roadways to provide additional vehicle lanes,
the installation of sidewalks and landscaping. The major source of revenue for this Fund is grants from other agencies and
contributions from other funds. The proposed budgets are $8,470,000 and $14,585,000 in 2015 and 2016, respectively, and are
allocated to the following projects:
Sources in thousandsExpenses
in thousands
Fuel
General
Mitig
Misc /
Prior
Total
Property Consult
Const
Cooling
Total
2015 Proposed Projects
REEF Tax
Fund Grants
Fees
Trsfrs
Year's
Sources
Aquis
Svcs
Constr
Nigmt
/ Other
Expenses
Sources
Annual Transportation System
Safety Improv
- 320
- -
-
-
-
320
-
-
320
-
-
320
loth Ave SW Imp: SW Camp Dr -
SW 344th St
- -
- 900
300
-
62
1,262
62
-
1,000
100
100
1,262
1st Ave S @ S 328th Street
- -
- -
500
313
-
813
-
-
675
70
68
813
S 352nd St: SR-99 to SR-161 * 1
- -
- 200
-
-
-
200
200
20
-
-
-
220
S 304th Street @ 28th Ave S
- -
- -
500
313
-
813
-
-
675
70
68
813
S 356th St SR 99-SR161
- -
- -
-
-
300
300
300
-
-
-
-
300
SR99HOVLns Phase V
1,613 -
- 7,000
-
-
-
8,613
2,600
-
-
-
-
2,600
S 314th St: 20th Av S - 23rd Av S -
Install new sidewalks *2
- -
- -
-
175
-
175
-
-
175
-
-
175
S 288th Street: 19th Avenue S - I-5
- -
- 397
-
75
-
472
322
150
-
-
-
472
S 288th Street: Military Road to
City Limit Preservation Project
490
147
637
-
110
500
27
637
S 324th Street - Pacific Highway S
to S 322nd Street Preservation
Project
590
-
268
858
-
110
720
28
858
Total 2015
$1,613 $ 320
$ $ 9,577
$1,300
$1,291
$ 362
$14,463
$ 3,484
$ 390
$ 4,065
$ 295
$ 236
$ 8,470
Sources in thousands
nses in thousands
Fuel
General
Mitiig Misc /
Prior Total
Property Consult
Const
Conting
Total
2016 Proposed Projects
REEF Tax
Fund
Grants Fees Trsfrs
Year's Sources
Aquis Svcs Constr
Mgmt
/ Other
Expenses
Sources
Annual Transportation System
Safety hnprov
_ 320
-
- - -
- 320
- - 320
-
-
320
loth Ave SW hnp: SW Camp Dr -
SW 344th St
-
-
-
-
S 352nd St: SR 99 to SR-161
- -
2,000
3,800 - -
- 5,800
- - 4,700
600
500
5,800
Pacific Highway HOV Lanes
Phases IV - SR-509 to S 312th
Street
-
-
-
-
-
-
-
SR99 HOV Lns Phase V
1,613 -
-
5,000 - -
- 6,613
- - 6,300
905
1,260
8,465
Total 2016
$1,613 $ 320
$ 2,000
$ 8,800 $ $
$ $12,733
$ $ $11,320
$1,505
$ 1,760
$14,585
D-23
BUDGET BYFUND
306: CAPITAL PROJECT FUND — TRANSPORTATION SYSTEMS (Continued)
The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund —
Transportation Systems.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
I Proposed
15 Pro osed - 14 Proj
I Adopted Adjusted I Projected
$ Chg % Chg
Revenue Summary:
33X
I Intergovernmental
$ 2,539,012
$ 3,784,909
$ 3,896,000
$ 8,064,508
$ 8,064,508
$ 9,897,000
$ 9,120,000
$ 1,832,492
22.7%
34X
Charges for Services
504,422
269,702
-
-
-
1,300,000
-
1,300,000
n/a
36X
Miscellaneous
12,493
14,774
-
-
-
-
-
-
n/a
39X
Other Financing Sources
1,621,000
1,825,000
1,598,000
1,598,000
1,598,000
1,613,000
3,613,000
15,000
0.9%
Total Revenues:
$ 4,676,928
$ 5,894,384
$ 5,494,000
$ 9,662,508
$ 9,662,508
$ 12,810,000
$12,733,000
$ 3,147,492
32.6%
Expenditure Summary:
6XX
Capital
$ 3,330,133
$ 7,774,005
$ 7,087,000
$ 16,706,410
$ 16,706,410
$ 8,470,000
$ 14,585,000
$ (8,236,410)
-49.3%
oxx
Tran sfersOut
-
82,000
82,000
5,726,278
5,726,278
-
-
$ (5,726,278)
-100.0%
Total Eypen(btures:l
$ 3,330,133
$ 7,856,005
$ 7,169,000
$ 22,432,688
$ 22,432,688
$ 8,470,000
$ 14,585,000
$ (13,962,688)
-62.2
Rev Over/(Under) fkpl
$ 1,346,794
$ (1,961,621)
$ (1,675,000)
$ (12,770,180)
$ (12,770,180)
$ 4,340,000
$ (1,852,000)
$ 17,110,180
-134.0%
Beginning Fund Balance, 1/1
$ 13,809,682
$ 15,156,476
$ 8,365,527
$ 13,194,855
1 $ 13,194,855
$ 424,675
$ 4,764,675
$ (12,770,180)
96.8
Ending Fund Balance, 12/311
$15,156,476
1 $13,194,855
1 $ 6,690,527
1 $ 424,675
1 $ 424,675
1 $ 4,764,675
1 $ 2,912,675
1 $ 4,340,000
11022.0%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Pro osed -14 Pro'
Adopted Adjusted Projected
$Chg %Chg
Expenditures:
1XX
Salaries and Wages
$ 298,696
$ 298,986
$
$
$
$
$
$
n/a
2XX
Benefits
25,273
16,662
n/a
3XX
Supplies
198
494
n/a
4XX
Services and Charges
1,344,361
1,319,188
365,000
905,000
365,000
n/a
5XX
Intergovernmental
55,961
70,812
-
-
-
n/a
6XX
Capital Outlays
1,605,644
6,067,864
1 7,087,000
1 16,706,410
1 16,706,410
1 8,105,000
1 13,680,000
1 (8,601,410)
-51.5%
OXX
Other Financing Use
82,000
1 82,000
1 5,726,278
1 5,726,278
(5,726,278)
-100.0%
Total Expenditures:
$ 3,330,133
$ 7,856,005
1 $ 7,169,000
1 $ 22,432,688
1 $ 22,432,688
1 $ 8,470,000
1 $14,585,000
1 $ (13,962,688)
-62.2%
D-24
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
307: CAPITAL PROJECTS RESERVE FUND
PURPOSE/DESCRIPTION:
The Capital Projects Reserve Fund established to adopt a formal Fund Balance Reserve Policy. The City will maintain a reserve
for the future general capital needs of the general buildings or other capital projects. Finance Director Finance Director may
transfer excess revenue over expenditures in the General Fund to this fund for future use of the City.
The following tables present a sources and uses summary of the Capital Projects Reserve Fund.
SOURCES AND USES:
Code
Item
2012
TActual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Pro'
Adopted Adjusted Projected
$ Chg I % Chg
Revenue Summary:
39X
Other Financing Sources
$
$
$
$ 480,000
$ 480,000
$
$
$ (480,000)
-100.0%
Total Revenues:
$ -
$
$
$ 480,000
$ 480,000
$
$
$ (480,000)
-100.0%
Expenditure Summary:
307
Capital Project Reserve
$
$
$
$ -
$ -
$
$
n/a
Total nrlitures:
$ -
$
$
$ -
$ -
$
$
$
n/a
Rev Over/(Under)
$ -
$
$
$ 480,000
$ 480,000
1 $
$
$ (480,000)
-100.0%
Beginning Fund Balance, 1/1
$ -
$
$
$ -
$ -
1 $ 480,000 $ 480,000 $ 48Q000
n/a
Fading Fund Balance, 12/31
$ -
$
I $
1 $ 480,000
1 $ 480,000
1 $ 480,000 $ 480,000 $ -
0.0%
BUDGET BYFUND
308: PACC CAPITAL PROJECTS FUND
PURPOSE/DESCRIPTION:
The Performing Arts and Conference Center Fund accounts for the receipt and disbursement related to capital project revenue
received. City adapted PACC Capital Projects Fund to incorporate revised 2014 Budget.
The following tables present a sources and uses summary of the PACC Capital Projects Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013 2014
Actual Adopted Adjusted I Projected
2015
I Proposed
2016
Proposed
15 Proposed -14 Proj
1 $ Chg I % Chg
Revenue Summary:
39X
Other Financing Sources
$
$
$
$ 9,944,763
$ 9,944,763
1 $
I $
$$ (9,944,763)
-100.0%
Total Revenues:
$
$ -
$
$ 9,944,763
$ 9,944,763
$
I $
1 $ (9,944,763)
-100.0%
Expenditure Summary:
308
Performing Arts & Conference Ctr
$
$
S
$ 9,944,763
$ 1,604,763
$ 8,340,000
$
(1,604,763)
-16.1%
Total Expenditures:
$
$ -
$
$ 9,944,763
$ 1,604,763
$ 8,340,000
$
$ (1,604,763)
-16.1%
Rev Over/(Under) Ekp
$
$ -
$
$
$ 8,340,000
$ (8,340,000)
$
$ (8,340,000)
n/a
Beginning Fund Balance,1/1
$
$ -
$
$
$
$ 8,340,000
1 $
$ 8,340,000
n/a
En(ling Fund Balance,12/31
$
I $ -I
$
I $
1 $ 8,340,000
1 $ -
I $
I $
n/a
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
1 2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Proposed -14 Proj
Adopted Adjusted I Projected
1 $ Chg I % Chg
Expenditures:
6XX Capital Outlays
$
$
$
$ 9,944,763
Is 1,604,763
1 $ 8,340,000
$
1 (1,604,763)
-16%
Total Expenditures:
$
I $
I $
1 $ 9,944,763
1 $ 1,604,763
1 $ 8,340,000
1 $
1 $ (1,604,763)
-16.1 %
D-26
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
401: SURFACE WATER MANAGEMENT FUND
PURPOSE/DESCRIPTION:
The Surface Water Management (SWM) Fund was established to administer and account for all receipts and disbursements
related to the City's surface and storm water management system. All service charges are deposited into this Fund for the
purpose of paying all or any part of the cost and expense of maintaining and operating surface and storm water management
facilities. The SWM Fund is further responsible for the comprehensive management of the City's natural and manmade surface
water systems. This involves protecting developed and undeveloped properties from flooding, runoff and water quality problems
while continuing to accommodate new residential and commercial growth. The SWM Fund also promotes the preservation of
natural drainage systems, protection of fishery resources, and wildlife environment. The SWM Fund is organized into three
supporting divisions: Engineering, Water Quality and Maintenance Services.
The following is a summary of the fund's major sources of revenue and primary areas of service.
PRIMARY REVENUE SOURCES
• Surface Water Management fees
• Interest earnings
• Beginning fund balance
PRIMARY EXPENDITURE SERVICES
• Design, construction and inspection of public surface
water capital improvement projects
• Establish and update City surface water management
codes and regulations
• Water Quality
• Maintenance program for current system
The City shall maintain an operating reserve within the Surface Water Utility Fund in an amount not less than 17 percent of
operating expenses from the prior year. Any excess may transferred to the Capital Project Fund - SWM for future capital
prof ects.
The following tables present a sources and uses summary of the divisions' budgets comprising the SWM Fund. Also included is
expenditure by object summary.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Proposed - 14 Pro'
Adopted I Adjusted I Projected
$ Chg % Chg
Revenue Summary:
33X
I Intergovernmental
$ 169,270
$ 147,882
$ -
$ 386,501
$ 386,501
$ -
$ -
$ (386,501)
-100.0%
34X
Charges for Services
3,570,113
3,454,035
3,481,536
3,483,768
3,483,768
3,847,768
3,927,768
364,000
10.4%
35X
Fines and Penalties
600
1,000
-
-
-
-
-
-
n/a
36X
Miscellaneous
2,633
4,478
3,000
3,000
3,000
3,000
3,000
0.0%
39X
Other Financing Sources
1 179,181
165,895
-
-
-
-
n/a
Total Revenues:
1 $ 3,921,797
$ 3,773,290
$ 3,484,536
$ 3,873,269
$ 3,873,269
$ 3,850,768
1 $ 3,930,768
$ (22,501)
-0.6%
Expenditure Summary:
620
Engineering
$ 1,419,542
$ 1,416,220
$ 1,690,100
$ 1,790,915
$ 1,790,915
$ 2,128,087
$ 2,111,258
$ 337,171
18.8%
630
Water Quality
205,387
226,995
283,345
563,691
563,691
288,707
294,052
(274,984)
-48.8%
640
Maintenance
928,683
981,719
966,900
1,339,336
1,339,336
1,146,443
1,164,684
(192,892)
-14.4%
650
Steel Lake Management
8,251
6,068
13,000
36,540
36,540
15,232
15,232
(21,308)
-58.3%
660
North Lake Management
10,156
12,447
12,536
20,725
20,725
12,536
12,536
(8,189)
-39.5%
680
1 Debt Service
192,636
190,812
188,989
188,989
188,989
100,926
99,965
(88,063)
-46.6%
597
Trsfr Out - CIP Fund
230,000
238,000
246,000
246,000
246,000
1,563,000
1,900,000
1,317,000
535.4%
Total nditures:
$ 2,994,655
$ 3,072,261
$ 3,400,870
$ 4,186,196
$ 4,186,196
$ 5,254,931
$ 5,597,727
$ 1,068,735
25.5%
RevOwr/(Under)EW
$ 927,142
$ 701,029
$ 83,666
$ (312,927)
$ (312,927)
$ (1,404,163)
$ (1,666,959)
$ (1,091,236)
348.7%
Beginning Fund Balance,1/1
$ 2,312,897
$ 3,240,039
$ 2,674,465
$ 3,941,068
$ 3,941,068
$ 3,628,141
$ 2,223,978
1 $ (312,927)
-7.9%
Ending Fund Balance, 12/311
$ 3,240,039
1 $ 3,941,068
1 $ 2,758,131
1 $ 3,628,141
1 $ 3,628,141
1 $ 2,223,978
1 $ 557,019
1 $ (1,404,163)
-38.7%
D-2,7
BUDGET BYFUND
401: SURFACE WATER MANAGEMENT FUND (continued)
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Pro osed -14 Pro'
I Adopted I Adjusted I Projected
$ Chg I % Chg
Expenditures:
1XX
Salaries & Wages
$1,061,792
$1,042,926
$ 1,225,255
$ 1,282,983
$ 1,282,983
$ 1,628,534
$ 1,656,919
$ 345,551
26.9%
2XX
Benefits
363,295
381,363
486,925
496,525
496,525
566,531
589,142
70,006
14.1%
3XX
Supplies
90,414
121,369
68,745
68,745
68,745
73,595
73,595
4,850
7.1%
4XX
Services and Charges
280,733
316,067
376,011
1,046,849
1,046,849
388,595
388,595
(658,254)
-62.9%
5XX
Intergovernmental Services
146,755
181,374
202,668
209,828
209,828
189,466
189,466
(20,362)
-9.7%
6XX
Capital Outlays
3,533
22,833
-
n/a
7XX
Debt Service-Princ
182,359
182,359
182,359
182,359
182,359
96,120
96,120
(86,239)
-47.3%
8XX
Debt Service -Interest
10,277
8,453
6,630
6,630
6,630
4,806
3,845
(1,824)
-27.5%
9XX
Internal Services
625,498
577,516
606,277
646,277
646,277
744,283
700,045
98,006
15.2%
OXX
Other Financing Uses
230,000
238,000
246,000
246,000
246,000
1 1,563,000
1,900,000
1,317,000
535.4%
Total Expenditures:
$ 2,994,655
$ 3,072,261
$ 3,400,870
$ 4,186,196
$ 4,186,196
1 $ 5,254,931
$ 5,597,727
$ 1,068,735
25.5%
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
402: DUMAS BAY CENTRE
PURPOSE/DESCRIPTION:
The Dumas Bay Centre Fund was established as an Enterprise Fund to specifically account for the revenues and expenses related
to the acquisition, capital improvements, maintenance and operations of the City -owned Dumas Bay Centre Facility and Knutzen
Family Theatre. The intent of the fund is to recover, primarily through user charges, the costs (expenses, including depreciation)
of providing services to the general public on a continuing basis. The fund is accounted for in two distinct parts; the facilities,
hotel, conference rooms and the kitchen as one part and the Knutzen Family Theatre as the second part.
The Dumas Bay Centre was purchased by the City during the summer of 1993 and upgrades and construction was completed in
1998. Facilities include approximately 12 acres of landscaped waterfront property, 78 bedrooms, a full -service kitchen and small
to large meeting rooms and classrooms. Facility services include conference and retreat services, community rentals for events
such as weddings and/or wedding receptions, performing arts activities, visual art gallery displays, special events, community
education and recreation classes, and food services.
The Knutzen Family Theatre provides the community of Federal Way with a quality facility that presents accessible and
affordable arts and cultural experiences in a unique and beautiful setting. The Knutzen Family Theatre offers a 234 seat
performing arts facility, performance space for local artists and art organizations, production assistance for local arts
organizations, performance and cultural arts events, cultural arts classes, technical theater classes, business and special events
rentals.
As of July 1, 2009, the Knutzen Family Theatre is managed and operated by Centerstage Theatre Arts. Centerstage has a
management and operations contract with the City of Federal Way until June 30th, 2012. With this change in management, the
City no longer budgets operational expenditures for Knutzen Family Theatre, the only line items budgeted in 2015 and 2016 is
for the management contract and repairs and maintenance. The City still has use of the facility for Parks General Recreation
programming.
The City shall maintain a minimum of $500,000 in a reserve set aside for equipment replacement, major building upgrades, and
roof replacement of the Center.
The following tables present sources and uses summary and expenditure by object summary of the Dumas Bay Centre Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
I Proposed
2016
Proposed
15 Proposed -14 Pro'
I Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
34X
I Charges for Services
$ 577,438
$ 612,595
$ 627,154
$ 627,154
$ 627,154
$ 627,154
$ 627,154
$
0.0%
36X
Miscellaneous
10,067
10,284
8,097
8,097
8,097
8,097
8,097
0.0%
39X
Other Financing Sources
140,500
116,000
116,000
116,000
116,000
116,000
116,000
0.0%
Total Revenues:
$ 728,006
$ 738,879
$ 751,251
$ 751,251
$ 751,251
$ 751,251
$ 751,251
$ -
0.0%
Expenditure Summary:
101/102
Dumas Bay Centre
$ 611,179
$ 586,959
$ 609,985
$ 723,219
$ 649,755
$ 928,671
$ 636,427
$ 205,452
28.4%
352
Knutzen Family Theatre
79,460
77,638
85,080
85,080
85,080
83,400
83,400
(1,680)
-2.0%
Total nditures:
$ 690,639
$ 664,597
$ 695,065
$ 808,299
$ 7349835
$ 19012,071
$ 719,827
$ 203,772
25.2%
Rev Over/(Under) Exp
$ 37,366
$ 749282
$ 569186
$ (579048)
$ 169416
$ (260,820)
$ 31,424
$ (2039772)
357.2%
Beginning Fund Balance, 1/1
$ 101,331
$ 1389698
$ 619202
$ 2129979
$ 2129979
$ 302,859
$ 42,040
$ 899880
42.2%
Ending Fund Balance,12/31
$ 138,698
1 $ 212,979
1 $ 117,388
1 $ 1559931
1 $ 229,395
1 $ 42,040
1 $ 73,464
1 $ (113,892)
-73.0%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted Adjusted Projected
$ Chg % Chg
Expenditures:
1XX
Salaries and Wages
$ 228,466
$ 228,804
$ 244,134
$ 247,608
$ 247,608
$ 271,224
$ 275,263
$ 23,616
9.5%
2XX
Benefits
72,849
82,561
77,339
77,946
77,946
71,651
75,344
(6,295)
-8.1%
3XX
Supplies
123,295
109,474
122,036
122,036
122,036
227,136
122,036
105,100
86.1%
4XX
Services and Charges
220,286
200,907
204,259
313,412
239,948
399,159
204,259
85,747
27.4%
5XX
Intergovernmental
1,928
380
4,200
4,200
4,200
1 4,200
4,200
-
0.0%
6XX
Capital Outlays
8,318
3,826
1,000
1,000
1,000
-
-
(1,000)
-100.0%
9XX
I Internal Services
35,497
38,644
42,097
42,097
42,097
38,701
38,725
(3,396)
-8.1%
Total Fkpenditures.
$ 690,639
$ 664,597
$ 695,065
$ 808,299
$ 734,835
$1,012,071
$ 719,827
$ 203,772
D-29
BUDGET BYFUND
501: RISK MANAGEMENT FUND
PURPOSE/DESCRIPTION:
The Risk Management Fund was established to account for the financial administration of the City's comprehensive risk
management/self-insurance program. This Fund assures that the revenues and assets of the City are protected through an
established risk control and risk finance program including risk management goals and objectives, a formalized risk assessment
process and methodology for reviewing and monitoring of the effectiveness of the risk management program.
Risk management functions include property, casualty and general liability, and similar functions. Risk management also
provides departments with information and assistance about recommended insurance requirements for various City contracts.
Through the safety program, information is provided on how to reduce the risk of injury to employees, the general public and to
City owned and leased property. This Fund is funded primarily through user charges allocated to the operating funds based upon
the number of budgeted staff, and auto and property premiums.
The City will maintain a reserve in an amount of not less than one year's expenditure from prior year or $1.2 million.
The following tables present sources and uses summary and expenditure by object summary of the Risk Management Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
2016
Proposed
15 Pro osed - 14 Pro'
I Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
34X
I Charges for Services
$ 225,920
$ 1,325,642
$ 1,008,768
$ 1,557,612
$ 1,557,612
$ 924,443
$ 924,443
$ (633,169)
-40.6%
36X
Miscellaneous
1,010,158
15,859
20,000
20,000
20,000
(20,000)
-100.0%
37X
Proprietary Fund Revenues
84,042
n/a
Total Revenues:
$ 1,236,078
$ 1,425,542
$ 1,028,768
$ 1,577,612
$ 1,577,612
$ 924,443
$ 924,443
$ (653,169)
-41.4 %
Expenditure Summary:
2XX
Claims - Unemployment
$ 103,373
$ 68,142
$ 224,825
$ -
$ -
$ -
$ -
$
n/a
4XX
Insurance Primium - Police
184,767
-
155,000
155,000
155,000
155,000
155,000
0.0%
4XX
Insurance Primium - Other
302,569
582,877
482,512
555,539
555,539
323,012
323,012
(232,527)
-41.9
4XX
Claims - Parks
9,166
-
-
-
-
-
-
n/a
4XX
Claims - Public Works
113,276
62,283
29,581
29,581
29,581
29,581
29,581
0.0%
4XX
Claims - Police
217,190
330,005
15,000
15,000
15,000
15,000
15,000
0.0%
4XX
Claims - Other
9,917
91,854
-
644,128
644,128
350,000
350,000
(294,128)
-45.7%
5XX
Wire Theft
51,319
67,212
100,000
156,514
156,514
-
-
(156,514)
-100.0%
xxX
Miscellaneous
61,619
96,553
1,850
1,850
1,850
51,850
51,850
50,000
2702.7%
OXX
Other Financing Use
56,790
40,000
30,000
3,715,026
3,715,026
-
-
Total nditures:
$ 1,109,986
$ 1,338,925
$ 1,038,768
$ 5,272,638
$ 5,272,638
$ 924,443
$ 924,443
$ (4,348,195)
82.5%
RevOwr/(Under)
$ 126,092
$ 86,616
$ (10,000)
$ (3,695,026)
$ (3,695,026)
$ -
$ -
$ 3,695,026
-100.0 %
Beginning Fund Balance,1/1
$ 5,431,782
$ 5,557,874
1 $ 4,901,782
1 $ 5,644,490
1 $ 5,644,490
1 $ 1,949,464
1 $ 1,949,464
1 $ (3,695,026)
-65.5 %
En(fing Fund Balance, 12/31
$ 5,557,874
1 $ 5,644,490
1 $ 4,891,782
1 $ 1,949,464
1 $ 1,949,464
1 $ 1,949,464
1 $ 1,949,464
1 $
0.0%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
1 2015
Proposed
1 2016
I Proposed
1 15 Proposed - 14 Por
Adopted Adjusted Projected
1 $ Chg I % Chg
Expenditures:
2XX
Benefit/Claims
$ 940,257
$ 1,135,160
$ 906,918
$ 1,399,248
$ 1,399,248
$ 872,593
$ 872,593
$ (526,655)
-37.6%
3XX
Supplies
1,119
360
-
-
-
-
-
-
n/a
4XX
Services and Charges
60,500
96,193
1,850
1,850
1,850
51,850
51,850
50,000
2702.7%
5XX
Intergovernmental
51,319
67,212
100,000
156,514
156,514
-
-
(156,514)
-100.0%
OXX
Other Financing Use
56,790
40,000
30,000
3,715,026
3,715,026
-
(3,715,026)
-100.0%
Total nditures:
$ 1,109,986
$ 1,338,925
$ 1,038,768
$ 5,2729638
$ 5,2729638
$ 924,443
$ 924,443
1 $ (4,348,195)
-82.5%
D-30
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
502: INFORMATION TECHNOLOGY FUND
PURPOSE/DESCRIPTION:
The Information Technology Fund was established to account for all costs and services (study, design, purchase, implement,
training, support, upgrade and replacement) associated with the City's information technology (PC, WKS, LAN, WAN, phone,
radio, hardware and software). This fund also supports systems and provides services for: the City's Geographical Information
Systems (GIS) needs (data collection and maintenance, map productions, data analysis, and development of user friendly GIS
applications); World Wide Web (WWW) presence and services such as Internet, Intranet, File Transfer Protocol (FTP), and
Simple Mail Transfer Protocol (SMTP); City's electronic Document Management Imaging and Archiving Systems (DMS)
implementation and coordination; City's TV broadcast channel programming, systems maintenance and broadcasting (FWTV
21); and cable franchise agreements monitoring and cable customers complaint and service needs.
Information Technology costs are allocated to departments and/or programs based on usage.
The City will maintain adequate reserves for replacement for capital and shall be funded through department charges and other
revenues sufficient to replace both hardware and software at the end of their useful life.
The following tables present sources and uses summary and expenditure by object summary of the Information Technology
Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
1 15 Proposed - 14 Pro'
Adopted Adjusted Projected
$Ch %Ch
Revenue Summary:
34X
Charges for Services
$ 1,733,870
$ 1,706,307
$ 1,895,978
$ 2,238,108
$ 2,238,108
$ 1,954,706
$ 1,961,780
$ (283,402)
-12.7%
36X
Miscellaneous
26,399
13,836
19,000
19,000
19,000
19,000
19,000
0.0%
39X
Other Financing Sources
168,645
45,725
45,725
(45,725)
-100.0%
Total Revenues:
$ 1,760,268
1 $1,888,788
1 $1,914,978
1 $ 2,302,833
1 $ 2,302,833
1 $ 1,973,706
1 $ 1,980,780
1 $ (329,127)
-14.3%
Expenditure Summary:
512-XX
Court
$ 25,971
$ 27,567
$ 41,639
$ 42,553
$ 42,553
$ 36,399
$ 36,936
$ (6,154)
-14.5%
518-88
Data Processing
427,068
355,031
484,362
947,810
947,810
609,537
1,126,315
(338,273)
-35.7%
518-95
Government Access Channel
77,874
84,083
106,664
108,496
108,496
96,219
98,861
(12,277)
-11.3%
521-XX
Police and Safecity
720,816
829,756
757,561
865,861
865,861
758,857
785,059
(107,004)
-12.4%
518-91
Telecommunications
-
127,347
171,402
173,233
173,233
140,859
142,780
(32,373)
-18.7%
518-93
WiFi
115,022
8,579
8,700
8,700
8,700
8,700
8,700
-
0.0%
518-94
Geographic Information Systems
194,118
193,078
213,873
229,787
229,787
301,886
291,596
72,099
31.4%
597
Other Financing Use
-
87,651
-
-
-
-
-
-
n/a
Total nditures:
$ 1,560,869
$1,713,093
$1,784,201
$ 2,376,440
$ 2,376,440
$ 1,952,457
$ 2,490,246
$ (423,983)
-17.8%
Rev Over/(Under) Exp
$ 199,399
$ 175,695
$ 130,777
$ (73,607)
$ (73,607)
$ 21,249
$ (509,466)
$ 94,856
-128.9 %
Beginning Fund Balance, 1/11
$ 3,417,861
$ 3,617,260
$ 3,245,753
$ 3,792,955
$ 3,792,955
$ 3,719,348
$ 3,740,597
1 $ (73,607)
-1.9 %
Emfing Find Balance, 12/311
$ 3,617,260
1 $ 3,792,955
1 $ 3,376,530
1 $ 3,719,348
1 $ 3,719,348
1 $ 3,740,597
1 $ 3,231,131
1 $ 21,249
1 0.6%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
1 2014
2015
Proposed
1 2016
I Proposed
15 Proposed - 14 Proj
Adopted Adjusted Projected
$ Chg I % Chg
Expenditures:
1XX
Salaries and Wages
$ 479,478
$ 501,038
$ 554,684
$ 648,009
$ 648,009
$ 581,925
$ 596,124
$ (66,084)
-10.2%
2XX
Benefits
155,046
169,951
217,813
222,526
222,526
186,083
195,850
(36,443)
-16.4%
3XX
Supplies
24,548
31,233
46,916
46,916
46,916
44,906
44,906
(2,010)
-4.3%
4XX
Services and Charges
483,916
451,222
602,863
747,415
747,415
677,051
661,451
(70,364)
-9.4%
5XX
Intergovernmental
123,918
115,716
124,725
124,725
124,725
124,725
124,725
-
0.0%
6XX
I Capital Outlays
293,964
356,283
237,200
586,849
586,849
337,767
867,190
(249,082)
-42.4%
OXX
I Other Financing Use
-
87,651
-
-
-
-
n/a
TotalExpenditures:
$ 1,560,869
S 1,713,093
$ 1,784,2014
$ 2,376,440
$ 2,376,440
$1,952,457
$ 2,490,246
$ (423,983)
-17.8°%
D-31
BUDGET BYFUND
503: MAIL AND DUPLICATION SERVICES FUND
PURPOSE/DESCRIPTION:
The Mail and Duplication Fund was established to account for duplication and postage for all City departments. All costs
associated with providing these services, including the accumulation of replacement reserves, shall be a cost of this Fund. Mail
and duplication user charges are allocated to the operating funds based on copier and postage usage.
The City will maintain an adequate reserve fund to replace copy and mailing equipment.
The following tables present sources and uses summary and expenditure by object summary of the Mail and Duplication
Services Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Pro Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summa
34X
Charges for Services
$ 142,038
$ 122,289
$ 149,037
$ 149,037
$ 149,037
$ 128,482
$ 128,482
$ (20,555)
-13.8%
36X
Miscellaneous
267
312
-
-
-
-
n/a
Total Revenues:
$ 142,305
$ 122,601
$ 149,037
$ 149,037
$ 149,037
$ 128,482
$ 128,482
$ (20,555)
-13.8%
Expenditure Summary:
503
Mail and Duplications
$ 135,516
$ 193,941
$ 147,506
$ 147,506
$ 147,506
$ 145,001
$ 111,369
$ (21505)
-1.7%
Total Expenditures:
$ 135,516
$ 193,941
$ 147,506
$ 147,506
$ 147,506
$ 145,001
$ 111,369
$ (2,505)
-1.7%
Rev Over/(Under) F
$ 6,790
$ (71,340)
$ 1,531
$ 1,531
$ 1,531
$ (16,519)
$ 17,113
$ (18,050)
-1179.0%
Beginning Fund Balance, 1/1
$ 279,073
$ 285,863
$ 180,215
$ 214,523
$ 214,523
$ 216,054
$ 199,535
$ 1,531
0.7%
EndingFund Balance, 12/31
$ 285,863
$ 214,523
$ 181,746
$ 216,054
$ 216,054
$ 199,535
$ 216,648
$ (16,519)
-7.6%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2012
Actual
1 2013
Actual
2014
2015
I Proposed
1 2016
Proposed
15 Proposed - 14 Pro'
I Adopted I Adjusted I Projected
$ Chg I % Chg
Expenditures:
3XX
Supplies
$ 18,885
$ 19,436
$ 17,650
$ 17,650
$ 17,650
$ 21,650
$ 21,650
$ 4,000
22.7%
4XX
Services and Charges
76,040
65,781
97,906
97,906
97,906
73,351
73,351
(24,555)
-25.1%
6XX
Capital Outlays
40,591
32,137
31,950
31,950
31,950
50,000
16,368
18,050
56.5%
OXX
Other Financing Uses
-
76,587
-
-
-
-
-
-
n/a
Total nditures:
$ 135,516
$ 193,941
$ 147,506
$ 147,506
$ 1479506
$ 145,001
$ 111,369
$ (2,505)
-1.7%
D-32
CITYOFFEDERAL WAY201512016 PROPOSED BUDGET
504: FLEET AND EQUIPMENT FUND
PURPOSE/DESCRIPTION:
The Fleet and Equipment Fund was established to account for all costs associated with operating, maintaining and replacing the
City's owned vehicles and other motorized equipment. This Fund shall own and depreciate all fund assets of this nature. Fleet
and equipment user charges are allocated to the operating funds based on insurance premiums, gasoline usage, and repairs and
maintenance history.
The City will maintain Fleet and Equipment Fund adequately to fund replacement of vehicles and other equipment at their
scheduled replacement time.
The following tables present sources and uses summary and expenditure by object summary of the Fleet and Equipment Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2011
Actual
2014
2015
I Proposed
2016
Proposed
15 Pro osed -14 Pro'
I Adopted I Adjusted Projected
$ Chg % Chg
Revenue Summary:
33X
Intergovernmental
$ 37,161
$ -
$ -
$ -
$ -
$ -
$ -
$ -
n/a
34X
Charges for Goods and Services
2,129,456
1,962,103
2,244,702
2,415,484
2,415,484
2,182,598
2,012,798
(232,886)
-9.6%
35X
Miscellaneous
5,704
7,083
5,000
5,000
5,000
5,000
5,000
0.0%
39X
Other Financing Sources
109,549
42,872
-
-
-
-
-
n/a
Total Revenues:
$ 2,281,870
$ 2,012,058
$ 2,249,702
$ 2,420,484
$ 2,420,484
$ 2,187,598
$ 2,017,798
$ (232,886)
-9.6%
Ex enditure Summary
548
City Hall
$ 617,994
$ 739,621
$ 435,281
$ 632,306
$ 632,306
$ 1,570,746
$ 482,766
$ 938,440
148.4%
521
Police
1,184,852
1,008,934
1,102,013
1,342,013
1,342,013
1,510,529
1,341,309
$ -
0.0%
Total Expenditures:
$ 1,802,845
$ 1,748,556
$ 1,537,294
$ 1,974,319
$ 1,974,319
$ 3,081,275
$ 1,824,075
$ 1,106,956
56.1%
Rev Over/(Under)
$ 479,024
$ 263,502
$ 712,408
$ 446,165
$ 446,165
$ (893,677)
$ 193,723
$ (1,339,842)
-300.3%
Beginning Fund Balance, 1/1
$ 5,267,807
$ 5,746,831
$ 5,901,697
$ 6,010,333
$ 6,010,333
$ 6,456,498
$ 5,562,821
$ 446,165
7.4%
Ending Fund Balance, 12/311
$ 5,746,831
1 $ 6,010,333
1 $ 6,614,105
1 $ 6,456,498
1 $ 6,456,498
1 $ 5,562,821
1 $ 5,756,545
1 $ (893,677)
-13.8%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Pro'
Adopted Adjusted Projected
$Ch %Ch
Expenditures:
1XX
Salaries & Wages
$ 29,096
$ 18,765
$ 29,064
$ 29,730
$ 29,730
$ 26,865
$ 28,349
$ (2,865)
-9.6%
2XX
Benefits
8,227
3,461
9,777
9,893
9,893
7,716
8,008
(2,177)
-22.0%
3XX
Supplies
535,450
476,268
580,737
580,737
580,737
500,737
500,737
(80,000)
-13.8%
4XX
Services and Charges
316,067
317,516
445,773
450,773
450,773
342,302
342,302
(108,471)
-24.1%
5XX
Intergovernmenal Services
180
343,182
350
350
1 350
350
1 350
-
0.0%
6XX
Capital Outlays
156,233
531,770
414,000
845,243
845,243
2,203,305
944,329
1,358,062
160.7%
9XX
I Internal Service Charges
57,593
57,593
57,593
57,593
57,593
-
-
(57,593)
-100.0%
Total Expenditures:1
$ 1,802,845
1 $1,748,556
$ 1,537,294
$1,974,319
$ 1,974,319
1 $ 3,081,275
$ 1,824,075
$ 1,106,956
56.1%
D-33
BUDGET BYFUND
505: BUILDING AND FURNISHINGS FUND
PURPOSE/DESCRIPTION:
The Building and Furnishings Fund was established to account for all costs associated with the maintenance and operation of
City Hall, Evidence Building, and Steel Lake Maintenance Facility. Maintenance/operation costs and replacement reserves are
charged to this fund which is funded primarily through user fees allocated to the operating funds based upon the number of staff
assigned to the facility.
The City will maintain a reserve of not less than $2 million for replacement of equipment and major upgrades to the city
buildings other than Community Center and Dumas Bay Center.
The following tables present sources and uses summary and expenditure by object summary of the Building and Furnishings
Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2014
Proposed
15 Proposed -14 Pro'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
33X
I Intergovernmental
$ 32,737
$ 1,848
$
$ -
$
$ -
$
$
n/a
34X
Charges for Goods and Services
1 494,095
647,490
519,035
630,165
630,165
1 524,414
525,840
(105,751)
-16.8%
36X
Miscellaneous
22,681
2,055
-
-
n/a
Total Revenues:
$ 549,513
$ 651,393
$ 519,035
$ 630,165 $ 630,165 $ 524,414
$ 525,840
$ (105,751)
-16.8%
Expenditure Summary:
521-99 Police $ 3,827 $ 3,227 $ - $ - $ - $ - $ - $ - n/a
518-30
City Hall
401,528
475,527
364,456
473,086
473,086
358,120
359,474
(114,967)
-24.3%
576-10
Annex
8,029
-
-
-
-
-
-
-
n/a
576-80
Shop
21,487
39,040
39,937
39,937
39,937
40,234
40,344
297
0.7%
Totallgpenditures:
1 $ 434,871
$ 517,794
$ 404,393
$ 513,023
$ 513,023
$ 398,354
$ 399,817
$ (114,670)
-22.4%
v�e RevOr/(Under)
$ 114,642
$ 133,599
$ 114,642
$ 117,142
$ 117,142
$ 126,060
$ 126,023
$ 8,919
7.6%
Beginning I nd Balance, 1/11
$1,462,490
$1,577,132
$1,682,766
1 $1,710,730
$1,710,730
$1,827,872
$1,953,932
$ 117,142
6.8%
En(Ing Fund Balance, 12/311
$1,577,132
1 $1,710,731
1 $1,797,408
1 $1,827,872
1 $1,827,872
1 $1,953,932
1 $ 2,079,954
1 $ 126,060
1 6.9%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Proposed -14 Pro'
Adopted
Adjusted
Projectedl
$ Chg
% Chg
Expenditures:
1XX
Salaries & Wages
$ 74,880
$ 37,024
$ 23,130
$ 105,200
$ 105,200
$ 26,263
$ 27,491
$ (78,937)
-75.0%
2XX
Benefits
14,543
10,212
6,227
6,227
6,227
7,055
7,290
828
13.3%
3XX
Supplies
26,676
37,775
28,809
28,809
28,809
28,809
28,809
-
0.0%
4XX
Services and Charges
317,611
410,315
346,227
363,056
363,056
336,227
336,227
(26,829)
-7.4%
5XX
I Intergovernmental
200
-
-
-
-
n/a
6XX
I Capital Outlays
1,160
1 22,269
9,731
1 9,731
(9,731)
-100.0%
Total Expenditures:
$ 434,871
1 $ 517,794
1 $404,393 $ 513,023
1 S 513,023
1 $ 398,354
1 $ 399,817
1 $ (114,670)
-22.4%
D-34
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
506: HEALTH INSURANCE FUND
PURPOSE/DESCRIPTION:
The Health Insurance Fund was established to account for all costs associated with the self -insured medical and prescription plan
for the City employees and COBRA participants.
The City will maintain a reserve in an amount of not less than 16 weeks of budgeted expenses as recommended by our
consultant.
The following tables present sources and uses summary and expenditure by object summary of the Health Insurance Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Pro'
Adopted Adjusted Projected
$Chg %Chg
Revenue Summary:
34X
Charges for Services
4,205,220
4,205,220
4,205,220
4,205,220
0.0 %
39X
Other Financing Sources
315,000
1 315,000
(315,000)
-100.0 %
Total Operating Revenues:
$
$
$
$ 4,520,220
$ 4,520,220
$ 4,205,220
1 $ 4,205,220
1 $ (315,000)
-7.0%
Expenditure Summary:
550
Self Health Insurance
2,560,041
2,560,041
2,614,999
2,614,999
54,958
2.1 %
Total Operating Fcpenditures:
$
$
$
$ 2,560,041
$ 2,560,041
$ 2,614,999
1 $ 2,614,999
1 $ 54,958
2.1 %
Oper RevOwer/(Under) Expl
$
I $
I $
1 $ 1,960,179
1 $ 1,960,179
1 $ 1,590,221
1 $ 1,590,221
1 $ (369,958)
-18.9 %
Beginning Fund Balance, 1/1
$
I $
I $
I $
$
$ 1,960,179
1 $ 3,550,400
1 $ 1,960,179
n/a
Ending Fund Balance, 12/31
$
I $
I $
1 $ 1,960,179
1 $ 1,960,179
1 $ 3,550,400
1 $ 5,140,621
1 $ 1,590,221
1 81.1 %
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
Proposed
15 Proposed - 14 Proj
Adopted Adjusted I Projected
1 $ Chg % Chg
Expenditures:
4XX
Charges and Services
$
$
$
$ 2,559,820
$ 2,559,820
$ 2,614,778
$ 2,614,778
54,958
2%
5XX
Intergovernmental
221
221
221
221
-
0%
Total Expenditures:
$
$
$ -
$ 2,560,041
$ 2,560,041
$ 2,614,999
$ 2,614,999
$ 549958
2.1%
BUDGET BYFUND
507: UNEMPLOYMENT INSURANCE FUND
PURPOSE/DESCRIPTION:
The Unemployment Insurance Fund was established to account for all costs associated with the self -insured unemployment plan
for the City employees.
The City will maintain a reserve in an amount not less than $250,000 or annual unemployment expenses.
The following tables present sources and uses summary and expenditure by object summary of the Unemployment Insurance
Fund.
SOURCES AND USES:
Code
Item
2012
Actual
2013
Actual
2014
2015
I Proposed
2016
Proposed
15 Proposed -14 Pro'
Adopted Adjusted I Projected
1 $ Ch % Ch
Revenue Summary:
34X
Charges for Services
$
$
$
$ 224,825
$ 224,825
$ 224,825
$ 224,825
$
0.0%
39X
Other Financing Sources
1,685,026
1,685,026
(1,685,026)
-100.0%
Total Revenues:
$ -
$
$
$ 1,909,851
$ 1,909,851
$ 224,825
$ 224,825
$ (1,685,026)
-88.2 %
Expenditure Summary:
507
Unemployment Insurance
$
$
$
$ 224,825
$ 224,825
$ 224,825
$ 224,825
$
0.0%
Total Eipenditures:
$
$
$
$ 224,825
$ 224,825
$ 224,825
$ 224,825
$ -
0.0%
Rev Over/(Under) Ise
$
I $
1
1 $ 1,685,026
1 $ 1,685,026
1 $ -
$ -
$ (1,685,026)
-100.0%
Beginning Fund Balance, 1/1
$
I $
I $
I $
$
$ 1,685,026
$ 1,685,026
S 1,685,026
n/a
En(fing Fund Balance, 12/31
$
I $
I $
1 $ 1,685,026
1 $ 1,685,026
1 $ 1,685,026
1 $ 1,685,026
1 $ -
0.0 %
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2012
Actual
2013
Actual
2014
2015
Proposed
2016
I Proposed
15 Proposed -14 Pro'
Adopted Adjusted I Projected I
$Chg I %Chg
Expenditures:
4XX I Charges and Services
$
$
$
$ 224,825
$ 224,825
$ 224,825
1 $ 224,825
0%
Total nd itures:
$
$
$ -
$ 224,825
$ 224,825
$ 224,825
1 $ 224,825
$
0.0%
D-36
CITY OF FEDERAL WAY 2 01512 016 PROPOSED BUDGET CAPITAL BUDGET
I. Overview
The Capital Investment Plan presents current and planned public improvements that are considered as the most important within
the six -year planning horizon. Project costs are appropriated up to and include 2016. Project costs and the allocation of future
resources beyond the current 2015-2016 biennium are proposed as an integral part of the plan and will be reviewed and updated
during each subsequent biennium.
CIP Programs
The Federal Way CIP projects are organized into four program areas: Parks System; Surface Water Management System;
Transportation System, and Performing Arts and Conference Center.
Definition
The City defines a CIP Project to be any project that possesses all of the following characteristics:
• Exceeds an estimated cost of $25,000;
• Involves new physical construction, reconstruction, replacement of an existing system or acquisition of land or structures;
and
• Is funded by the City, in whole or in part, or involves no City funds but is the City's responsibility for implementation, such
as a 100% grant -funded project.
The project budget is an estimate of the resources required to take a project from beginning to completion. The continuation of
fully funded projects while affects the work load, are not repeated in the Plan document.
Maintenance and Operating Impact
In addition to providing estimated capital costs, staff is also required to assess estimated maintenance and operating
expenditures. It is the City's policy that Capital Projects will not be funded without the funding for ongoing M&O also being
identified. M&O costs are incorporated into operating budget when the construction funding is approved and the
implementation of the project is ascertained.
II. CAPITAL FINANCING SOURCES
Federal Way relies on a variety of sources for financing capital investments.
1. General Fund Savings —The savings occur when revenue collection exceeds budget projection and/or city expenditures are
less than the amount budgeted. Based on the tight operating budget projected over the next six years, we only anticipate
$2M for S 352°d Street; SR-99 to SR-161 in 2016.
2. Voter -Approved Bonds — This is one of the most common methods of financing capital improvements for local municipal
government, also known as Unlimited Tax General Obligation Bonds. Super -majority voter approval is required within the
local government; local government is obligated to levy excess property taxes in order to repay the Voter -Approved Bonds.
Debt capacity is the City's constitutional and statutory debt limit. The City has $85 million in non -voted bond capacity;
$73 million in voter -approved general purpose bond capacity; and $183 million in voter -approved open space and park
bond capacity as of December 31, 2013.
3. Utility Tax — The City levies a 7.75% utility tax to fund the Capital Investment Plan projects and associated M&O, Police
and Community Safety Improvement Voter Package and General Fund ongoing operations.
Utility tax collections projected in 2015/16 is allocated to capital improvement projects as follows:
■ Arterial Streets Overlay— $1,013K/year in 2015/2016.
4. REET — The City receives a 0.5% Real Estate Excise Tax from real estate transactions in the city. This revenue is
restricted by law and can only be used for capital projects that are identified in the city's Capital Investment Plan.
Currently REET revenue is budgeted at $1,900K in each year of 2015 and 2016.
REET collections projected in 2015-2016 is allocated as follows:
E-1
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
■ Federal Way Community Center Debt Service — $811K in 2015 and $812K in 2016;
■ Parks CIP - $300K per year in 2015 and 2016;
■ Transportation CIP - $1.6M per year in 2015 and 2016
5. Grants —Federal Way is actively pursuing grants and has been successful in many. These include grants from federal,
state, county level, and other public/private donations. During 1992 — 2013 grants provided approximately 60% of
Transportation Project funding to improve the capacity or traffic flow of major corridors in the region. To a lesser degree,
grants are also available for parks, facility improvements, and surface water projects.
6. MitigationAmpact Fee —The City currently collects impact fees based on the State Environmental Protection Act (SEPA)
for parks and surface water management systems. This revenue source is collected and restricted for specific areas to
mitigate the cumulative impacts of new growth and development in the City. Beginning July 1, 2010 the impact fee for
transportation changed from SEPA based to Growth Management Act (GMA) based. This change allows for better
predictability to developers in development costs and more flexibility for the City on the location and types of projects that
can be funded by the fees collected.
The mitigation fee has not contributed significantly in past capital investments.
7. User Fee — This revenue source is defined as a payment of a fee for receiving public services by the person benefiting from
those services. Currently only the Surface Water Utility generates sufficient user fees to support its capital program needs.
III. PLANNED INVESTMENTS
The projected investment programs for the next six years total $68.0 million, consists of. $44.1 million in transportation projects,
$2.5 million in Parks Projects, $13.1 million in Surface Water projects, and $8.3 million for Performing Arts and Conference
Center.
Project Prioritization
With limited existing revenue streams, the City Council established the following funding priorities for these projects. The top
priority is given to those projects leveraging local resources with substantial grants.
Under this priority, the transportation projects are further refined by those projects required in the near future to meet the
mandate of the Growth Management Act, or those projects that will be needed to meet the mandate in the future. The last
priority are those local projects that do not compete well for regional and federal grants.
Leveraging local funds is also the top priority for parks/open space projects. Neighborhood parks followed by community -wide
or regional parks are the next priority.
Surface Water projects are prioritized primarily by the importance of the project to insure property and community safety.
IV. 2015/16 FUNDING RECOMMENDATION
The Proposed Capital Funding Plan totals $40.9 million in 2015/16.
a. Implement $1.3M in Parks improvements by providing new funding in 2015/16 totaling $600K REET, and $700K
from prior year REET funds.
b. Implement $5.2M in Surface Water Management improvements by using $3.5M in user fees combined with $1.8M in
grants in 2015/16.
c. Implement $26.1M in Transportation improvements by providing new funding in 2015/16 totaling $29.9M including:
$2,026K in utility tax; $3,226K REET; $1,640K fuel tax; $18,337K grants anticipated; $2,000 General Fund, $1,300K
in Mitigation/Traffic Impact funds, and $1,295K from reallocating projects within the Transportation CIP.
d. Implement $8.3M in Performing Arts and Conference Center by using carry -forward funds from the project for 2015
capital project cost for the construction of the Performing Arts and Conference Center.
E - 2
CAPITAL BUDGET
6-YEAR CAPITAL IMPROVEMENT PLAN -PARKS
Total Project Costs $2.5 Million
Neighborho
od Parks,
Other, $900 $700
Artificial
Turf
Upgrade,
$900
(dollars in thousands)
Total Funding Sources $2.5 Million
Other,
$309, 12%
REET,
$2,191,
88%
Funding Sources By Year
L-T-D Thru
2014
Adopted
Planned
Total
2015
2016
2017
2018
2019
2020
Real Estate Excise Tax
$ 391
$ 300
$ 300
$ 300
$ 300
$ 300
$ 300
$ 2,191
Fuel Tax - Path/Trail
-
-
-
-
-
-
-
-
Utility Tax
-
-
-
General Fund
-
-
-
-
Misc./Transfers
309
-
-
309
Subtotal City Sources
$ 700
$ 300
1 $ 300
1 $ 300
$ 300
$ 300
$ 300
$ 2,500
Grants/Contributions Received
-
-
-
-
-
-
-
-
Grants/Contributions Anticipated
-
-
-
-
-
-
-
-
Total CIP Resources
$ 700
$ 300
$ 300
$ 300
$ 300
$ 300
$ 300
$ 2,500
Project By Year:
Priority
Project Name
L-T-D Thru
2014
2015
2016
20
18
2020
Total
1
Major Maintenance
150
150
100
100
100
100
700
1
Annual Playground Repair & Maint
150
150
100
100
100
100
700
3
Trail & Pedestrian Access Improvements
-
50
50
50
50
200
1
Lakota Soccer Field Upgrade
400
300
50
50
50
50
900
Total Project Costs
$ -
$ 700
$ 600
$ 300
$ 300
$ 300
$ 300
$ 2,500
Project Impact on M&O Costs
$ -
$ 33
$ 33
$ 33
$ 33
$ -
$
$ 132
E - 3
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - PARKS
Project Name: Major Maintenance & Improvements to Existing Park Facilities
Project Number: 1 Priority: 1
Proiect Account Number: 303-7100-129 Plannin¢ Area: All
Project Description:
* Sport lighting repairs.
* Asphalt repairs - parking lots and paths.
* Hard surface court repairs - tennis and basketball courts.
* Roof repair.
* Misellaneous park repairs.
* HVAC and pump upgrade and repairs.
* Security system upgrade and repairs.
* Renovate or replace turf on sports fields.
Note:
Prior Council Review/Approval:
There is no M&O impact on operating funds.
Projected Expenditures ($1,000's)
CIP Funds - Expenses
L-T-D Thru
2014
2015
2016
2017
2018
2019
2020
Project
Total
Construction
$
$ 150
$ 150
$ 100
S 100
S 100
S 100
S 700
Total CIP Expenses
$ -
$ 150
$ 150
$ 100
$ 100
1 $ 100
$ 100
$ 700
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D Thru
2014
2015
2016
2017
2018
2019
2020
Project
Total
Real Estate Excise Tax
$
$ 150
$ 150
$ 100
$ 100
$ 100
$ 100
$ 700
Total CIP Resources
$ -
$ 150
$ 150
$ 100
$ 100
$ 100
$ 100
$ 700
L-T-D Thru
Impact on Operating Funds
2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$
$
$
$
$
$
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E - 4
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - PARKS
Project Name: Annual Playground Repair and Replacement Program
Project Number: 2 Priority: 1
Project Account Number: 303-7100-132 Planning Area: All
Project Description:
* Funland Park renovation and upgrades.
* Mirror Lake Park replacement.
* Adelaide Park replacement.
There is no M&O impact on operating funds.
Prior Council Review/Approval:
Projected Expenditures ($1,000's)
CIP Funds - Expenses
L-T-D Thru
2014
2015
2016
2017
2018
2019
2020
Project
Total
Construction
$ -
$ 150
$ 150
$ 100
$ 100
$ 100
$ 100
$ 700
Total CIP Expenses
$ -
I $ 150
$ 150
$ 100
$ 100
$ 100
$ 100
$ 700
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D Thru
2014
2015
2016
2017
2018
2019
2020
Project
Total
Real Estate Excise Tax
$
$ 150
$ 150
$ 100
$ 100
$ 100
$ 100
$ 700
Total CIP Resources
$ -
$ 150
$ 150
$ 100
$ 100
$ 100
$ 100
$ 700
L-T-D Thru
Impact on Operating Funds
2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$
$
$
$
$
$
S
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$
$ -
$ -
$ -
$
$
E - 5
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
Project Name:
Project Number:
CAPITAL IMPROVEMENT PLAN - PARKS
Trail and Pedestrian Access Improvements
Project Account Number: 303-7100-141
Project Description:
* Paths & Trails Improvement throughout the city.
* Panther Lake Masterplan & Improvement.
* BPA Trail Connections.
Prior Council Revicw/Approval:
Priority: 3
n¢ Area: All
The projected M&O impact on operating funds is $19K/year beginning in 2015.
Projected Expenditures ($1,000's)
CIP Funds - Expenses
L-T-D Thru
2014
2015
2016
2017
2018
2019
2020
Project
Total
Construction
$
$
$
$ 50
$ 50
$ 50
$ 50
$ 200
Total CIP Expenses
$ -
$ -
$ -
$ 50
$ 50
$ 50
$ 50
$ 200
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D Thru
2014
2015
2016
2017
2018
2019
2020
Project
Total
Real Estate Excise Tax
$
$
$ -
$ 50
$ 50
$ 50
$ 50
$ 200
Total CIP Resources
$ -
$ -
$ -
$ 50
$ 50
$ 50
$ 50
$ 200
L-T-D Thru
Impact on Operating Funds
2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$ -
$ -
$ -
$ -
$
$
$ -
Expenditure Increase/(Decrease)
19
19
19
19
76
Net Impact
$ -
$ 19
$ 19
$ 19
$ 19
$ -
$
$ 76
E - 6
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - PARKS
Project Name: Lakota Soccer Field Upgrade
Project Number: 8 Priority: 1
Project Account Number: 303-7100-149 Planning Area: All
Project Description:
* Convert the all weather soccer field to synthetic turf.
* Other associated park improvements
Note: Transfer balance of Sacajawea project 138 in 2013
The projected M&O impact onoperating funds is $14K/ ear beginning in 2015.
Prior Council Review/Approval:
Projected Expenditures ($1, 000's)
CIP Funds- Expenses
L-T-D Thru
2014
2015
2016
2017
2018
2019
2020
Project
Total
Construction
$ -
$ 400
$ 300
$ 50
$ 50
$ 50
$ 50
$ 900
Total CIP Expenses
$ -
$ 400
1 $ 300
$ 50
$ 50
1 $ 50
$ 50
$ 900
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D Thru
Project
CIP Funds- Resources
2014
2015
2016
2017
2018
2019
2020
Total
Real Estate Excise Tax
$ 391
$
$
S 50
$ 50
S 50
S 50
$ 591
Misc./Transfer
309
-
-
-
-
309
Total CIP Resources
$ 700
$ -
$
$ 50
$ 50
$ 50
$ 50
$ 900
L-T-D Thru
Impact on Operating Funds
2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$ -
$ -
$ -
$ -
$
S
$ -
Expenditure Increase/(Decrease
14
14
14
14
56
Net Impact
$
$ 14
$ 14
$ 14
$ 14
$ -
$ -
$ 56
E - 7
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
6-YEAR CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
(dollars in thousands)
Total Project Costs $13.5 Million
Small CIP, $900
Channel Stream
Restoration,
Other, $11,136 $1,489
Total Funding Sources $13.5 Million
General Fund,
$- User Fees/Prior
Grants, $5,760 Year Funding,
$7,765
Sources and Uses
L-T-D
thru 2014
Adopted
Planned
Total
2015
2016
2017
2018
2019
2020
User Fee (pay-as-you-go)/Prior year Funding
280
1,563
1,900
1,044
1,242
1,138
597
$ 7,765
Grants/Contributions Received
160
-
-
-
-
-
-
160
Grants/Contributions Anticipated
-
1,560
210
80
1,030
2,670
50
5,600
Total CIP Resources
$ 440
$ 3,123
$
2,110
$ 1,124
$ 2,27
$ 1 808
$ 647
$ 13,525
No. Project Name
0
Small CIP -- Annual Program
$
$ 150
$
150
$ 150
$ 150
$ 150
$ 150
$ 900
1
Marine Hills Conveyance System Repairs - North of South 293rd Street
100
885
-
-
-
-
985
2
Marine Hills Conveyance System Repairs - South of South 293rd Street
-
-
-
103
747
-
-
850
3
South 373rd Street Stream Crossing Re -Route and Restoration
20
81
763
-
865
4
West Hylebos Conservation Property Acquisition
280
280
-
-
-
-
560
5
South 356th Street Culvert Replacement
-
-
-
53
172
225
6
Phase V Highway 99 Project - South 344th Street at Highway 99
500
715
-
-
1,215
7
South 359th Street Weir Repair
-
-
48
261
309
8
Low Impact Development (LID) Retrofit Project
160
2,037
-
-
-
2,197
9
Bridges Property Culvert Removal and Replacement
-
36
279
-
-
-
-
315
10
West Hylebos Educational Center and Trail
-
-
108
1,288
-
1,396
11
West Hylebos Trail (Spring Valley)
87
2,884
2,971
12
South 336th Street Water Quality Facility
-
673
64
737
Total Projects
$ 440
$ 3,123
$
2,110
$ 1,124
$ 2,272
$ 3,808
$ 647
$ 13,525
Unfunded Needs
Is -
1 $ -
$
-
1 $ -
1 $ -
1 $ -
1 $ -
1 $ -
Project Impact on M&O Costs
Is -
1 $ -
$
-
1 $ -
1 $ -
1 $ -
1 $ -
1 $ -
1:9M.
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Name: Small CIP -- Annual Program
Number: 0
Description: Includes miscellaneous small capital projects and major maintenance work to be completed by
a combination of contractors and city maintenance forces.
Council Review/Approval:
There is no M&O impact on oneratine funds.
Projected Expenditures ($1,000's)
CIP Funds - Expenses
L-T-D
thru 2014
2015
1 2016
1 2017
1 2018
1 2019
1 2020
1 Total
Contingencies
$
$ 150
$ 150
$ 150
$ 150
$ 150
$ 150
$ 900
Total CIP Expenses
$ -
$ 150
$ 150
$ 150
$ 150
$ 150
$ 150
$ 900
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee a -as- ou- o /Prior year Funding
$
150
150
150
150
150
150
$ 900
Total CIP Resources
$ -
$ 150
$ 150
$ 150
$ 150
$ 150
$ 150
$ 900
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$
$
S
S
$
S
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$ -
$
$
$
$
$
E - 9
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Marine Hills Conveyance System Repairs - North of South 293rd Street
Project Number: 1
Proiect Account: 304-3100-268
ect Description: Capacity analysis of existing system and design of repair or replacement projects
identified during SWM video inspections. The project will line/replace/upsize failing
storm drain conveyance assets and repair or replace catch basins and manholes as
needed in the Marine Hills Neighborhood north of S 293rd Street.
Council Review/Approval: June 17, 2014
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
-
100
-
-
100
Construction
-
885
-
885
Total CIP Expense
$ -
$ 100
$ 885
$ -
$
S -
S -
S 985
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee a -as- ou- o /Prior year Funding
-
100
885
985
Total CIP Resources
$ -
$ 100
$ 885
$
$ -
$ -
$ -
$ 985
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
-
Expenditure Increase/(Decrease)-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E- 10
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Marine Hills Conveyance System Repairs - South of South 293rd Street
Project Number: 2
Proiect Account: 304-3100-269
ect Description: Capacity analysis of existing system and design of repair or replacement projects
identified during SWM video inspections. The project will line/replace/upsize failing
storm drain conveyance assets and repair or replace catch basins and manholes as
needed in the Marine Hills Neighborhood south of S 293rd Street.
Council Review/Approval: June 17, 2014
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
-
103
-
103
Construction
-
-
747
747
Total CIP Expenses
$ -
$ -
$ -
$ 103
$ 747
$ -
$ -
$ 850
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee a -as- ou- o /Prior year Funding
-
-
103
747
850
Total CIP Resources
$ -
S -
$ -
$ 103
$ 747
S
S -
$ 850
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$ -
$
$
$ -
$ -
E-11
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: South 373rd Street Stream Crossing Re -Route and Restoration
Project Number: 3
Proiect Account: 304-3100-270
ect Description: Re-route of a tributary stream to the Hylebos that crosses S 373rd Street via a
substandard culvert crossing. The re-routed stream would join West Hylebos Creek
north of S 373rd Street. The project will include replacing the failing outlet control
structure at the outlet of hidden Lake with a meandering open channel.
Council Review/Approval: June 17, 2014
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
-
20
81
-
102
Construction
-
-
763
763
Total CIP Expenses
$ -
$ 20
$ 81
$ 763
$ -
$ -
$ -
$ 865
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee a -as- ou- o /Prior year Funding
-
20
81
763
-
865
Total CIP Resources
$ -
$ 20
$ 81
$ 763
$ -
$ -
$
$ 865
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
Expenditure Increase/(Decrease)
Net Impact
$ -
$
S
S
$
$
S
E-12
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Name: West Hylebos Conservation Property Acquisition
Number: 4
304-3100-271
Description: Matching funds for King County Conservation Futures Grant property acquisition. The
project will acquire high value riparian corridor properties and protect high value habitat
and wildlife areas within the City.
Council Review/Approval: June 17, 2014
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
280
280
560
Total CIP Expenses
$ 280
$ 280
$ -
$ -
$
$ -
$
$ 560
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds - Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee a -as- ou- o /Prior year Funding
280
280
560
Total CIP Resources
$ 280
$ 280
$ -
$
$
$
$
$ 560
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
Expenditure Increase/(Decrease)
Net Impact
$ -
$
$
$
$
$
E-13
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: South 356th Street Culvert Replacement
Project Number: 5
Proiect Account: 304-3100-272
ect Description: Replacement of existing twin 57"x38" arch culverts conveying West Hylebos Creek
under S 356th Street. The existing culverts will be removed and replaced with a
concrete box culvert.
Council Review/Approval: June 17, 2014
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
-
-
53
172
225
Total CIP Expenses
$ -
$ -
$ -
$
$ -
$ 53
$ 172
$ 225
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee a -as- ou- o /Prior year Funding
-
-
53
172
225
Total CIP Resources
$ -
$ -
$ -
$
$ -
$ 53
$ 172
$ 225
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
Expenditure Increase/(Decrease)
Net Impact
$ -
S
S
$ -
$ -
$ -
$
E-14
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Phase V Highway 99 Project - South 344th Street at Highway 99
Project Number: 6
Proiect Account: 304-3100-273
Description: Property Acquisition of an undeveloped parcel along S 344th Street west of Pacific
Highway 99 and construction of a bioretention water quality facility. The project will
provide water quality treatment to runoff from Pacific Highway 99 and incorporate
detention capacity if feasible
The projected M&O impact on operating funds is $5K/year beginning in 2017.
Council Review/Approval: June 17, 2014
Projected Expenditures ($1,000's)
CIP Funds - Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
-
500
-
500
Consultant Services
-
-
31
31
Construction
-
-
684
684
Total CIP Expenses
$ -
1 $ 500
1 $ 715
$ -
$
$ -
$ -
$ 1,215
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds - Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee a -as- ou- o /Prior year Funding
-
500
715
1,215
Total CIP Resources
$ -
$ 500
$ 715
$ -
$
$
$ -
$ 1,215
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
-
-
-
-
-
Expenditure Increase/(Decrease
-
5
5
5
5
20
Net Impact
$ -
$
$ 5
$ 5
$ 5
$ 5
$ 20
E-15
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: South 359th Street Weir Repair
Project Number: 7
Proiect Account: 304-3100-274
ect Description: Repair or replacement of a series of log weirs downstream of the culvert crossing under
S 359th Street.
Council Review/Approval: June 17, 2014
Projected Expenditures ($1, 000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
-
-
48
-
48
Construction
-
-
261
261
Total CIP Expenses
$ -
$ -
$ -
$ -
$ -
$ 48
$ 261
$ 309
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee a -as- ou- o /Prior year Funding
-
48
261
309
Total CIP Resources
$ -
$ -
$ -
$ -
$ -
$ 48
$ 261
$ 309
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
-
Expenditure Increase/(Decrease)-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E- 16
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Low Impact Development (LID) Retrofit Project
Project Number: 8
Proiect Account: 304-3100-275
ect Description: Construction of low impact development (LID) projects within and/or adjacent to the
developed right-of-way to provide flow control and water quality treatment. The LID
projects will better treat non -point source pollutants associated with the "first flush" or
stormwater runoff after dry periods.
The projected M&O impact on operating funds is $IOK/year beginning in 2016.
Council Review/Approval: June 17, 2014
Projected Expenditures ($I,000's)
L-T-D
CIP Funds - Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
160
-
160
Construction
-
2,037
2,037
Total CIP Expenses
$ 160
$ 2,037
$ -
$ -
$ -
$ -
$
$ 2,197
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee (pay-as-you-go)/Prior year Funding
-
507
-
507
Grants/Contributions Received
160
-
-
160
Grants/Contributions Anticipated
-
1,530
-
1,530
Total CIP Resources
$ 160
1 $ 2,037
1 $ -
$
$ -
$ -
$ -
I $ 2,197
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
-
-
-
-
-
-
Expenditure Increase/(Decrease
10
10
10
10
10
50
Net Impact
$
$ 10
$ 10
$ 10
$ 10
S 10
$ 50
E-17
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Bridges Property Culvert Removal and Replacement
Project Number: 9
Proiect Account: 304-3100-276
ect Description: Removal of multiple 12" diameter culverts of the main branch of the North Fork of West
Hylebos Creek and a 48" culvert underneath 8th Ave S. A single footbridge will be
constructed to maintain access to the existing and proposed future trail systems.
Council Review/Approval: June 17, 2014
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
-
36
-
36
Construction
-
279
-
279
Total CIP Expenses
$ -
$ 36
$ 279
$ -
$ -
$ -
$ -
$ 315
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee (pay-as-you-go)/Prior year Funding
-
6
69
75
Grants/Contributions Anticipated
30
210
240
Total CIP Resources
$ -
$ 36
$ 279
$
S
S -
$
$ 315
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
Expenditure Increase/(Decrease)Net
Impact
$ -
$ -
$ -
$
E- 18
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: West Hylebos Educational Center and Trail
Project Number: 10
Proiect Account: 304-3100-277
Description: Conversion of a portion of the Brook Lake Community center site into an education and
outreach center. Retrofit of the existing building and parking lot into a trailhead for an
expansion of the Hylebos Wetlands Park Trail to the south.
The projected M&O impact on operating funds is $5K/year beginning in 2019.
Council Review/Approval: June 17, 2014
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
-
108
-
108
Construction
-
1,288
1,288
Total CIP Expenses
$ -
$ -
$
$ 108
$ 1,288
$ -
$ -
$ 1,396
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds - Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee (pay-as-you-go)/Prior year Funding
-
28
318
346
Grants/Contributions Anticipated
80
970
1,050
Total CIP Resources
$
$
$
$ 108
$ 1,288
$
$ -
$ 1,396
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
-
-
-
Expenditure Increase/(Decrease
5
5
10
Net Impact
$ -
$
$
$ -
$ 5
$ 5
$ 10
E-19
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: West Hylebos Trail (Spring Valley)
Project Number: 11
Proiect Account: 304-3100-278
Description: Construction of a nature trail system within the Spring Valley and Lower West Hylebos
conservation areas to expand on the existing West Hylebos Wetland Park trails.
The projected M&O impact on operating funds is $5K/year beginning in 2020.
Council Review/Approval: June 17, 2014
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
-
87
-
87
Construction
-
-
2,884
2,884
Total CIP Expenses
$ -
$ -
$ -
$
$ 87
$ 2,884
$ -
$ 2,971
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee (pay-as-you-go)/Prior year Funding
-
27
714
741
Grants/Contributions Anticipated
60
2,170
2,230
Total CIP Resources
$ -
$ -
$ -
$
$ 87
$ 2,884
$ -
$ 2,971
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
-
-
Expenditure Increase/(Decrease
5
5
Net Impact
$ -
$ -
$
$
$ -
$ 5
$ 5
E-20
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: South 336th Street Water Quality Facility
Project Number: 12
Proiect Account: 304-3100-279
ect Description: Acquisition of area encumbered by stream setbacks on three undeveloped parcels along
Pacific Highway 99 north of South 336th Street and west of Pacific Highway 99 to
construct a bioretention water quality facility. The facility will treat runoff from Pacific
Highway and the downtown core area and incorporate detention capacity if feasible.
Council Review/Approval: June 17, 2014
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
-
-
-
673
-
673
Consultant Services
-
-
-
-
-
-
64
64
Total CIP Expenses
$ -
$ -
$ -
$ -
$ -
$ 673
$ 64
$ 737
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds - Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
User Fee (pay-as-you-go)/Prior year Funding
-
-
-
-
-
173
14
187
Grants/Contributions Anticipated
-
-
-
-
500
50
550
Total CIP Resources
$
$ -
$ -
$ -
$ -
$ 673
$ 64
$ 737
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
-
-
-
-
-
-
-
Expenditure Increase/(Decrease)-
-
-
-
-
-
Net Impact
$
$ -
$ -
$ -
$ -
$ -
$ -
E-21
CITY OF FEDERAL WAY 201 S/2016 PROPOSED BUDGET
6-YEAR CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Total Project Costs $205.3 Million
Traffic
Flow/Safety,
$8,814 ,
Overlay, $9,184,
5%
11%
thousands
Total Funding Sources $54.2 Million
Misc & Transfers, REET, $3,819 , Fuel Tax ,
$3,820,7% 7% $5,984,11%
Mitigation/TIF,
2,388 , 4%
Utility Tax ,
$8,521 , 16%
Grants, $27,712,
51%
Financin Sources
L-T-D
thru 2014
Adopted
Planned
Total
2015 2016
2017
2018
2019
2020
User Fee
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$
Real Estate Excise Tax
593
1,613
1,613
3,819
Fuel Tax
1,064
820
820
820
820
820
820
5,984
Utility Tax
2,349
1,013
1,013
1,029
1,029
1,044
1,044
8,521
Bond Proceeds
General Fund
2,000
2,000
Misc./Transfers
2 397
1 293
2
122
2
2
2
3,820
Subtotal CitySources
$ 6 403
$ 4 739
$ 5 448
$ 1 971
$ 1 851
$ 1 866
$ 1 866
$ 24,144
Grants/Contributions Received
2,639
-
-
-
-
-
-
2,639
Mitigation/Traffic Impact Funds Received
788
1,300
2,088
Grants/Contributions Anticipated
9,577
8,800
762
5,934
25,073
Mitigation/Traffic Impact Funds -Anticipated
300
300
Total CIP Resources
$ 10 330
$ 15 616
$ 14 248
1 $ 2,733
$ 7,78
$ 1 866
$ 1,866
$ 54,244
Proiect By Year:
Project Name
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
102 Annual Overlay Program
$ -
$ 1,515
$ 1,515
$ 1,531
$ 1,531
$ 1,546
$ 1,546
$ 9,184
001 Annual Transportation System Safety Improvements
400
320
320
320
320
320
320
2,320
131 S 320th St @ 1st Ave South
425
-
-
-
9,891
-
-
10,316
146 loth Ave SW Impv: SW Campus Dr - SW344th St
145
1,262
-
1,407
148 1st Ave S @ S 328th Street
200
813
-
1,013
149 S 336th Street SR99 - 20th
-
-
-
475
475
151 S 352nd Street; SR-99 to SR-161
534
220
5,800
-
6,554
152 SW 320th Street @ 21st Avenue SW
-
-
-
1,740
2,180
3,920
154 S 304th Street @ 28th Ave S
416
813
-
-
1,229
157 S 356th Street SR 99-SR161
500
300
5,557
6,357
158 1st Av S: S292 - 312
2,810
2,810
161 S 312th Street @ 28th Avenue S
-
-
221
-
221
165 Pacific Highway HOV Lanes Phases V - SR-509 to S 312th Street
2,000
2,600
8,465
7,100
20,165
167 SW 320th Street @ 47th Avenue SW
-
-
-
569
569
168 SW 336th Way/SW 340th Street: 26th Place SW -Hoyt Road
-
2,034
7,097
7,097
16,228
169 S 314th St: 20th Av S - 23rd Av S - Install new sidewalks
175
-
1,485
1,510
3,170
173 SR 99 @ S 312th St
-
1,500
605
4,603
6,708
175 SW 344th St: 12th Ave SW - 21st Ave SW
-
756
5,502
6,258
177 S320th Street at I - 5 Bridge Widening
5,000
5,600
2,122
44,570
44,570
101,862
180 S 344th Way @ Weyerhaeuser Way S
270
-
-
1,460
-
-
-
1,730
193 21st Ave S Sidewalks
-
472
882
1,354
196 S 288th Street: Military Road to City Limit Preservation Project
637
-
637
197 S 324th Street - Pacific Highway S to S 322nd Street Preservation Project
858
-
858
Total Projects
$ 4,890
$ 9,985
$ 21,100
$ 27,014
$ 26,601
$ 56,404
$ 59,351
$ 205,345
Unfunded Needs
$
$ -
$ 5,000
$ 16,110
$ 18,774
$ 54,538
$ 57,485
$ 151,907
Project Impact on M&O Costs
$
$ -
$ 3
$ 13
$ 61
$ 67
$ 67
$ 211
E-22
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: Annual Asphalt Overlay Program I
Protect Account: 102-4400-517-595-30-XXX
Project Description & Justification: Asphalt Overlay projects are based upon the Pavement Management System ratings.
Council Review/Approval:
Funds for this program consist of Arterial Street Fuel Tax and Utility Tax.
The resurfacing program is necessary to preserve the integrity of the existing street
infrastructure and must be done prior to other capital improvements.
Projected Expenditures ($1, 000's)
CIP Funds -Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services/ Design
$ -
$ 101
$ 101
$ 101
$ 101
$ 101
$ 101
$ 606
Construction
-
1,226
1,226
1,212
1,211
1,226
1,226
7,327
Inspection
-
55
55
55
55
55
55
330
Construction Management
-
65
65
65
65
65
65
390
Administrative Fee
-
68
68
98
99
1 99
1 99
531
Total CIP Expenses
$ -
i $ 1,515
$ 1,515
$ 1,531
$ 1,531
1 $ 1,546
1 $ 1,546
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1, 000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Fuel Tax
$ -
$ 500
$ 500
$ 500
$ 500
$ 500
$ 500
$ 3,000
Utility Tax
-
1,013
1,013
1,029
1,029
1,044
1,044
6,172
Misc./Transfers
-
2
2
2
2
2
2
12
Total CIP Resources
$ -
$ 1,515
1 $ 1,515
1 $ 1,531
1 $ 1,531
1 $ 1,546
1 $ 1,546
1 $ 9,184
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$ -
$ -
$
S
S
S
S
S
Expenditure Increase/(Decrease)-
Net Impact
$ -
$ -
$ -
S -
S -
S -
S -
S -
E-23
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS
Project Name: Annual Transportation System Safety Improvements
Project Account: 306-4400-001
Project Description & Justification:
Annual transportation improvement projects funded with the new 0.5 cent gas tax authorized by 2005 legislation. Projects
include general street and pedestrian safety improvements such as sidewalks, signals, and removal of hazards in the
rights -of -way.
Maintenance costs would depend on the actual project components.
Prior Council Review/Approval:
Projected Expenditures ($1,000's)
CIP Funds - Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Construction
$ 400
$ 320
$ 320
$ 320
$ 320
$ 320
$ 320
$ 2,320
Total CIP Expenses
$ 400
$ 320
$ 320
$ 320
$ 320
$ 320
$ 320
$ 2,320
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Fuel Tax
$ 1,064
$ 320
$ 320
$ 320
$ 320
$ 320
$ 320
$ 2,984
Total CIP Resources
$ 1,064
$ 320
$ 320
$ 320
$ 320
$ 320
$ 320
$ 2,984
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$
S
$
$ -
$ -
$
$
Expenditure Increase/(Decrease)-
-
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-24
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
City of Federal Way
Capital Improvement Plan
Transportation Systems
Project Name: S 320th St @ 1st Ave South
Proiect Account: 306-4400-131
Project Description & Justification: Add 2nd NB, WB left turn lanes, WB right turn lanes, widen 1st Ave S to 5 lanes to 316th
The M&O is for ROW maintenance based on scope of the project.
Council Review/Approval: Reprioritization of Funds January 16, 2009
Projected Expenditures ($1,000's)
CIP Funds - Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$ -
$ -
$ -
$ 800
$ -
$ -
$ 800
Consultant Services
425
-
-
-
600
-
-
1,025
Construction
-
-
-
-
7,491
-
-
7,491
Construction Management
-
-
-
-
1,000
-
-
1,000
Total CIP Expenses
$ 425
1 $ -
$ -
$ -
1 $ 9,891
1 $ -
1 $ -
$ 10,316
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Mitigation/Traffic Impact Funds Receive
230
-
-
230
Grants/Contributions Anticipated
-
-
5,934
5,934
Misc./Transfers
195
-
-
195
Unfunded Needs
-
-
3,957
3,957
Total CIP Resources
$ 425
1 $ -
$ -
$ -
$ 9,891
$ -1
$ -1
$ 10,316
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
S
$ -
$ -
$
$
$
$
S
Expenditure Increase/(Decrease)
-
Net Impact
$
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-25
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: loth Ave SW Impv: SW Campus Dr - SW344th St I
Proiect Account: 306-4400-146
Project Description & Justification: This project constructs portions of and widens 12th Avenue SW to three lanes,
sidewalks, street lights. To improve traffic flow, safety, and reduce accidents and delay.
The M&O is for ROW maintenance based on scope of the project
and is projected at $3K/year beginning in 2016.
Council Review/Approval: 100% Design Status Report July 17,2012. Project was placed on hold.
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$ 62
$ -
$ -
$
$
$ -
$ 62
Consultant Services
145
-
-
-
-
145
Construction
-
1,000
-
-
1,000
Construction Management
-
100
-
-
-
100
Contingencies
-
100
1-
100
Total CIP Expenses
$ 145
$ 1,262
1 $ -
$ -
$ -
$ -
$ -
$ 1,407
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Mitigation/Traffic Impact Funds Receive4
207
300
-
507
Grants/Contributions Anticipated
-
900
-
900
Total CIP Resources
$ 207
$ 1,200
$ -
$ -
$ -
$ -
$ -
$ 1,407
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$ -
$ -
$ -
$ -
$ -
S -
S -
$ -
Expenditure Increase/(Decrease)
-
-
3
3
3
3
3
15
Net Impact
$ -
$ -
$ 3
$ 3
S 3
$ 3
$ 3
$ 15
E-26
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: 1st Ave S @ S 328th Street I
Proiect Account: 306-4400-148
Project Description & Justification: Improve access at 328th with a traffic signal and left -turn lanes or roundabout
Pedestrian safety
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project
and is projected at $6K/vear beginning in 2018.
Projected Expenditures ($1,000's)
CIP Funds -Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$ -
$ -
$ -
$
$
$
S -
Consultant Services
$ 200
$ -
$ -
$ -
$
$
$
$ 200
Construction
-
675
-
675
Construction Management
70
-
-
70
Contingencies
Total CIP Expenses
$ 200
$ 813
$ -
$ -
$ -
$ -
$ -
$ 1,013
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Mitigation/Traffic Impact Funds Receivei
30
500
-
-
530
Misc./Transfers
200
313
-
-
513
Total CIP Resources
$ 230
$ 813
$ -
$ -
$ -
$ -
$ -
$ 1,043
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
S
$
$
S -
$ -
$ -
$ -
$
Expenditure Increase/(Decrease)
-
6
6
6
18
Net Impact
$ -
$ -
$ -
$ -
$ 6
$ 6
$ 6
$ 18
E-27
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: S 336th Street SR99 - 20th I
Protect Account: 306-4400-149
Project Description & Justification: Install sidewalk on northside.
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project.
Projected Expenditures ($1, 000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$ -
$ -
$
S 50
$
S
$ 50
Consultant Services
-
-
75
75
Construction
-
-
-
-
350
350
Total CIP Expenses
$ -
$ -
$ -
$ -
$ 475
1 $ -
$ -
$ 475
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1, 000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Mitigation/Traffic hnpact Funds Receiv
42
-
-
-
-
42
Unfunded Needs
-
-
-
-
433
-
433
Total CIP Resources
$ 42
$ -
$ -
$ -
$ 433
$ -
$ -
$ 475
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue hicrease/(Decrease)
$ -
$ -
$ -
$
$
$ -
$
$
Expenditure Increase/(Decrease)
-
-
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-28
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: S 352nd Street; SR-99 to SR-161
Proiect Account: 306-4400-151
Project Description & Justification: Extend 3-lanes collector with bike lanes, sidewalks and street lights. New Traffic Signal
at SR99. Improve retail access
The M&O is for ROW maintenance based on scope of the project
and is projected at $1OK/year beginning in 2017.
Council Review/Approval: 100% Design Status Report April 2011, Project was placed on hold.
Projected Expenditures ($1,000's)
CIP Funds - Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$ 200
$ -
$
S
S -
$ 200
Consultant Services
534
20
-
-
554
Construction
-
-
4,700
-
4,700
Construction Management
-
-
600
-
-
600
Contingencies
I-
-
1 500
11
1
-
500
Total CIP Expenses
$ 534
$ 220
1 $ 5,800
1 $ -
$ -
$
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Real Estate Excise Tax
500
-
500
General Fund
-
2,000
2,000
Mitigation/Traffic Impact Funds Receive
54
-
-
54
Grants/Contributions Anticipated
-
200
3,800
-
4,000
Total CIP Resources
1 $ 554
1 $ 200
1 $ 5,800
1 $ -
$ -
$ -1
$ -1
$ 6,554
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$ -
S
$
$ -
$ -
$ -
$ -
$ -
Expenditure Increase/(Decrease)
-
10
10
10
10
40
Net Impact
$ -
$ -
$ -
$ 10
$ 10
$ 10
$ 10
$ 40
E-29
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: SW 320th Street @ 21st Avenue SW I
Project Account: 306-4400-152
Project Description & Justification: Construct 2nd WB left -turn lane, install interconnect to signal at 26th Avenue SW
Concurrency requirement
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project.
Projected Expenditures ($I,000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$
$ -
$
$ 432
$
$ -
$
$ 432
Consultant Services
-
432
-
432
Construction
-
876
2,180
-
3,056
Total CIP Expenses
$ -
$ -
$ -
$ 1,740
1 $ 2,180
1 $ -I
$ -
$ 3,920
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($l, 000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Mitigation/Traffic Impact Funds Receive
25
-
-
-
25
Unfunded Needs
-
1,740
2,180
3,920
Total CIP Resources
$ 25
$ -
$ -
$ 1,740
$ 2,180
$ -
$ -
$ 3,945
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$ -
$
$
$
$
$
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$ -
$ -
$
$ -
$
$ -
E-30
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: S 304th Street @ 28th Ave S I
Project Account: 306-4400-154
Project Description & Justification: Add NB, R-turn lane, Signal
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project
and is projected at $6K/year beginning in 2019.
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ 200
$ -
$
$
$ -
$ -
$ -
$ 200
Consultant Services
216
-
-
-
216
Construction
-
675
-
-
675
Construction Management
70
-
-
-
70
Contingencies
68
1
-
i 68
Total CIP Expenses
$ 416
$ 813
1 $ -
I $ -
$ -
$ -
$ -
1 $ 1,229
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Mitigation/Traffic Impact Funds Receive
16
500
-
516
Misc./Transfers
400
313
-
713
Total CIP Resources
$ 416
$ 813
$ -
$ -
S -
$ -
$ -
$ 1,229
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$ -
$ -
$ -
$
$
S -
S -
$ -
Expenditure Increase/(Decrease)
-
-
-
6
6
12
Net Impact
$ -
$ -
$ -
$ -
$ -
$ 6
$ 6
$ 12
E-31
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: S 356th Street SR 99-SR161
Project Account: 306-4400-157
Project Description & Justification: Widen to 5 lanes, bike lanes, sidewalks, illumination
The M&O is for ROW maintenance based on scope of the project
and is projected at $6K/year beginning in 2018.
Prior Council Review/Approval:
Projected Expenditures ($1,000's)
CIP Funds - Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$ 300
$
$ -
S -
S
$
$ 300
Consultant Services
500
-
-
4,500
-
5,000
Construction Management
-
-
-
607
-
607
Contingencies
-
I -
1
450
-
-
450
Total CIP Expenses
$ 500
1 $ 300
1 $ -
$ 5,557
1 $ -
1 $ -
$ -
$ 6,357
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Real Estate Excise Tax
93
-
-
-
-
93
Utility Tax
917
-
-
-
-
917
Mitigation/Traffic Impact Funds Receive
97
-
-
-
-
-
97
Unfunded Needs
-
-
-
5,250
-
5,250
Total CIP Resources
$ 1,107
$ -
$ -
$ 5,250
$ -
$ -
$ -
$ 6,357
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
S -
$ -
$
$
S -
S -
$ -
$ -
Expenditure hicrease/(Decrease)
-
-
6
6
6
18
Net Impact
$ -
$ -
$ -
$ -
$ 6
$ 6
$ 6
$ 18
E-32
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: 1st Av S: 5292 -@312 I
Proiect Account: 306-4400-158
Project Description & Justification: Pave shoulders
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project.
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$
$
$ -
$ -
$
$ 260
$ 260
Consultant Services
-
-
-
-
260
260
Construction
-
-
-
-
2,290
2,290
Total CIP Expenses
1 $ -1
$ -1
$ -1
$ -1
$ -
$ -
$ 2,810
1 $ 1810
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Unfunded Needs
-
-
-
1
2,810
2,810
Total CIP Resources
$ -
$ -
$
$ -
I $ -
$ -
$ 2,810
$ 2,810
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
S
S
$
S
$
$
S
Expenditure hicrease/(Decrease)
Net Impact
$ -
$
$ -
$ -
$ -
$
$ -
$ -
E-33
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: S 312th Street @ 28th Avenue S I
Proiect Account: 306-4400-161
Project Description & Justification: Construct SB right turn lane
Council Review/Approval:
There is no M&O impact on operating funds.
Projected Expenditures ($1,000Is)
L-T-D
CIP Funds - Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
$ -
$ -
$
$ 50
$ -
$
$
$ 50
Construction
-
-
171
-
171
Total CIP Expenses
$ -
$ -
$ -
$ 221
$ -
$ -
$ -
$ 221
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Mitigation/Traffic Impact Funds Receive
7
-
-
7
Unfunded Needs
-
221
-
221
Total CIP Resources
$ 7
$ -
$ -
$ 221
$ -
S -
$ -
$ 228
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$ -
$
$ -
$ -
$ -
$
$ -
$
Expenditure Increase/(Decrease)-
-
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-34
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: SR99 HOV Lanes PH V I
Proiect Account: 306-4400-165
Project Description & Justification: This project reconstructs portions of and widen above mentioned street to provide for HOV lanes
curb and gutter, sidewalk, and provisions for bicycles. Modifies existing traffic signal systems,
channelization, street lighting systems, and drainage system improvements.
Council Review/Approval:
To improve traffic flow, safety, and reduce accidents and delay.
The M&O is for ROW maintenance based on scope of the project
and is projected at $30K/year beginning in 2018.
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$ 2,600
$ -
$
$
$
$ -
$ 2,600
Consultant Services
2,000
-
-
-
2,000
Construction
-
6,300
6,300
-
12,600
Construction Management
905
800
-
1,705
Contingencies
1,260
1 -
-
I 1,260
Total CIP Expenses
$ 2,000
$ 2,600
$ 8,465
1 $ 7,100
$ -
$ -
S -
1 $ 20,165
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1, 000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Real Estate Excise Tax
-
1,613
1,613
-
3,226
Utility Tax
598
-
-
-
598
Grants/Contributions Received
2,639
-
-
-
2,639
Grants/Contributions Anticipated
-
7,000
5,000
-
12,000
Mitigation/Traffic Impact Funds-Anticip
300
-
-
-
300
Misc./Transfers
1,402
-
I -
-
1 1,402
Total CIP Resources
$ 4,939
1 $ 8,613
1 $ 6,613
1 $ -
1 $ -
1 $ -
1 $ -
1 $ 20,165
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$
$
S
$ -
$ -
$ -
S -
Expenditure Increase/(Decrease)
30
30
30
90
Net Impact
$ -
S -
$ -
S -
S 30
S 30
S 30
S 90
E-35
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: SW 320th Street @ 47th Avenue SW I
Proiect Account: 306-4400-167
Project Description & Justification: Install traffic signal
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project
and is projected at $6K/year beginning in 2018.
Projected Expenditures ($1,000's)
L-T-D
CIP Funds -Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
$ -
$
$ -
$ 100
$
$ -
$ -
$ 100
Construction
-
-
-
469
-
-
-
469
Total CIP Expenses
$ -
$ -
$ -
$ 569
$ -
$ -
$ -
$ 569
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Unfunded Needs
-
-
-
569
569
Total CIP Resources
$ -
$ -
$ -
$ 569
$ -
$ -
$ -
S 569
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$ -
$
$ -
$
$
$ -
$ -
$ -
Expenditure Increase/(Decrease)
-
-
-
6
6
6
18
Net Impact
$ -
$ -
$ -
$ -
$ 6
$ 6
$ 6
$ 18
E-36
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: SW 336th Way/SW 340th Street: 26th Place SW -Hoyt Road I
Project Account: 306-4400-168
Project Description & Justification: Widen to 5 lanes
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$
$ -
$
$ -
$ 1,200
$ -
$ -
$ 1,200
Consultant Services
-
-
2,034
5,897
7,097
-
15,028
Total CIP Expenses
$ -
$ -
$ -
$ 2,034
$ 7,097
$ 7,097
$ -
$ 16,228
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Mitigation/Traffic Impact Funds Receive
61
-
-
-
-
-
61
Unfunded Needs
-
-
2,034
7,097
7,097
-
16,228
Total CIP Resources
$ 61
$ -
$ -
$ 2,034
$ 7,097
$ 7,097
$ -
$ 16,289
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$ -
$
$
$
$
$
$
Expenditure Increase/(Decrease)
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$
E-37
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: S 314th St: 20th Av S - 23rd Av S - Install new sidewalks I
Proiect Account: 306-4400-169
Project Description & Justification: Install sidewalks on both sides of South 314th Street (Private Rd) for connectivity between 20th
Ave S and 23rd Ave S for pedestrian access to the shopping centers. Signal Modification at S314th
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project
Projected Expenditures ($1,000's)
L-T-D
CIP Funds -Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
$
$ -
$ -
$
$ 300
$ -
$
$ 300
Construction
175
-
1,185
1,510
2,870
Total CIP Expenses
$ -
$ 175
$ -
$ -
$ 1,485
$ 1,510
$ -
$ 3,170
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Misc./Transfers
175
-
-
-
175
Unfunded Needs
-
-
1,485
1,510
2,995
Total CIP Resources
$ -
$ 175
$ -
$ -
$ 1,485
$ 1,510
$ -
$ 3,170
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$ -
$ -
$
$
$
$
$
Expenditure Increase/(Decrease)-
Net Impact
$ -
$ -
$ -
$
$ -
$ -
$ -
$ -
E-38
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: SR 99 @ S 312th St I
Project Account: 306-4400-173
Project Description & Justification: Add 2nd Northbound left -turn lane
Accommodate City Center Planned Action
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project.
Projected Expenditures ($1,0001s)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$ -
$
$ 900
$
$ -
$ 900
Consultant Services
-
-
-
600
-
600
Construction
-
-
-
-
-
605
4,603
5,208
Total CIP Expenses
$ -
I $ -
I $ -
$ -
$ 1,500
1 $ 605
1 $ 4,603
1 $ 6,708
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Mitigation/Traffic Impact Funds Receive
19
-
-
-
-
19
Unfunded Needs
-
-
1,500
605
4,603
6,708
Total CIP Resources
$ 19
$ -
$ -
$ -
$ 1,500
$ 605
$ 4,603
$ 6,727
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$ -
$ -
$
$ -
$
S
$
$
Expenditure Increase/(Decrease)
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$
E-39
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: SW 344th St: 12th Ave SW - 21st Ave SW
Project Account: 306-4400-175
Project Description & Justification: Extend 3-lane principal collector with bike lanes, sidewalks, illumination
Complete alternate route to bypass 21st Ave SW @ SW 336th Street
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$ -
$ -
$
S -
$ 151
$
$ 151
Consultant Services
-
-
-
-
605
-
605
Construction
-
-
-
-
-
5,502
5,502
Total CIP Expenses
$ -
I $ -
I $ -
I $ -
$ -
$ 756
1 $ 5,502
$ 6,258
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Unfunded Needs
-
756
5,502
6,258
Total CIP Resources
$ -
$ -
$ -
$ -
$ -
$ 756
$ 5,502
$ 6,258
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue hicrease/(Decrease)
$
$ -
$ -
$ -
$
S
$
S
Expenditure hicrease/(Decrease)
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-40
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
(Project Name: S320th Street at I - 5 Bridge Widening
Project Account: 306-4400-177
Project Description & Justification: Widen S 320th Street bridge over I-5 to 7 lanes with sidewalks. Re -align loop ramp and NB off -ramp.
This phase of the project is for final engineering and right of way acquisition and is listed as Phase 4A in the PSRC 2030 Regional Plan. This is one of multiple
phases modifying the existing S 320th St/1-5 Interchange. This phase will add HOVlanes and sidewalks in each direction of the bridge structure, replace the loop
ramp and modify ramps sections south of the interchange, and provide a Collector Distributor (CD) lane.
Benefits:
• HOV lanes promote transit ridership alleviating increased congestion and poor air quality. Additionally, the HOV lanes support the new service routes to the
regional Park & Ride enhancing on time reliability to commuters.
• Loop ramp replacement removes current safety issues of the non-standard radius of the existing ramp reducing collision incidences.
• The CD lane addition removes vehicles from the interchange intersections as well as the freeway increasing free flow operations and time savings to a person's day.
• Economic development is promoted through reduced travel times and livability to the City Center.
Prior Council Review/Approval:
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
$
$
$ 5,000
$ 5,600
$ 2,122
$ -
$ -
$ 12,722
Construction
-
-
-
44,570
44,570
89,140
Total CIP Expenses
$ -
$ -
$ 5,000
$ 5,600
$ 2,122
$ 44,570
$ 44,570
$ 101,862
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Unfunded Needs
-
5,000
5,600
2,122
44,570
44,570
101,862
Total CIP Resources
$ -
$ -
$ 5,000
$ 5,600
$ 2,122
$ 44,570
$ 44,570
$ 101,862
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$
$
S
S
$
$
$
Expenditure hicrease/(Decrease)
Net Impact
$ -
$ -
$
$
$ -
$ -
$ -
$ -
E-41
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS
I Project Name: S 344th Way @ Weyerhaeuser Way S I
Proiect Account: 306-4400-180
Project Description & Justification: Construct roundabout
Addresses forecast concurrency failure to accommodate planned World Vision expansion
The M&O is for ROW maintenance based on scope of the project
Council Review/Approval: 100% Design Report July 17, 2012. Project was placed on hold.
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$ -
$
$ 45
$
$
$
$ 45
Consultant Services
270
-
-
270
Construction
-
-
1,175
1,175
Construction Management
-
-
120
-
120
Contingencies
I -
-
120
1
1
11
120
Total CIP Expenses
1 $ 270
$ -
$ -
$ 1,460
1 $ -I
$ -1
$ -1
$ 1,730
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds - Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Utility Tax
834
834
Misc./Transfers
200
-
200
Unfunded Needs
-
696
696
Total CIP Resources
$ 1,034
1 $ -
$ -
$ 696
1 $ -I
$ -
$ -
$ 1,730
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$ -
$ -
$ -
$
$
$
$
Expenditure Increase/(Decrease)
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$
E-42
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: 21st Ave S Sidewalks
Pro iect Account: 306-4400-193
Project Description & Justification: Install sidewal improvements on west side.
The M&O is for ROW maintenance based on scope of the project
Council Review/Approval: Grant Funding approved July 17th, 2014.
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2014
2015
2016
2017
2018
2019
2020
Total
Property Acquisition
$ -
$ 322
$
$
$
$
$
$ 322
Consultant Services
-
150
-
-
150
Construction
-
-
-
720
720
Construction Management
-
-
-
90
90
Contingencies
-
-
-
72
72
Total CIP Expenses
$ -
$ 472
$ -
$ 882
$ -
$ -
$ -
$ 1,354
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Grants/Contributions Anticipated
-
397
-
762
1,159
Misc./Transfers
-
75
-
120
195
Total CIP Resources
$ -
$ 472
$ -
$ 882
$ -
$ -
$ -
$ 1,354
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$ -
$ -
$
$
$
$
$
$
Expenditure Increase/(Decrease)-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-43
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: S 288th Street: Military Road to City Limit Preservation Project I
Proiect Account: 306-4400-196
Project Description & Justification: Under a Federally funded Preservation Grant this project will upgrade Facilities to and reduce
delays and queuing by installing flashing yellow arrow displays.
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
$ -
$ 110
$ -
$ -
$ -
$ -
$
$ 110
Construction
500
-
-
-
-
-
500
Construction Management
27
-
-
-
-
-
27
Total CIP Expenses
I $ -
$ 637
1 $ -
I $ -
I $ -
I $ -
I $ -
$ 637
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Grants/Contributions Anticipated
490
-
490
Misc./Transfers
147
-
147
Total CIP Resources
$ -
$ 637
$ -
$ -
$ -
$ -
$ -
$ 637
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
S
$ -
S
S
$
S
S
Expenditure Increase/(Decrease)Net
Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-44
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: S 324th Street - Pacific Highway S to S 322nd Street Preservation Project I
Proiect Account: 306-4400-197
Project Description & Justification: Under a Federally funded Preservation Grant this project will upgrade Facilities to and reduce
delays and queuing by installing flashing yellow arrow displays.
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2014
2015
2016
2017
2018
2019
2020
Total
Consultant Services
$ -
$ 110
$ -
$
$
S
$
$ 110
Construction
-
720
-
-
-
720
Construction Management
-
28
-
-
-
28
Total CIP Expenses
1 $ -
$ 858
1 $ -
I $ -
$ -
$ -
$ -
$ 858
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
L-T-D
CIP Funds- Resources
thru 2014
2015
2016
2017
2018
2019
2020
Total
Grants/Contributions Anticipated
590
-
-
590
Misc./Transfers
-
268
-
-
268
Total CIP Resources
$ -
$ 858
$ -
$ -
$ -
$ -
$ -
$ 858
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$ -
$ -
$
$ -
$ -
$ -
$
Expenditure Increase/(Decrease)
-
-
-
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-45
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - PERFORMING ARTS AND CONFERENCE CENTER
IProject Name: Performing Arts and Conference Center I
Project Account: 308-5800-110
Project Description & Justification:
This project is established for the construction of Performing Arts and Conference Center being built in the
downtown of Federal Way.
Maintenance costs would depend on the actual project components.
Council Review/Approval:
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2014
1 2015
1 2016
2017
2018
2019
2020
Total
Construction
$ 1,605
$ 8,340
$
$
$
S
S
$ 9,945
Total CIP Expenses
$ 1,605
$ 8,340
$ -
$ -
$ -
$
$ -
$ 9,945
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($1,000's)
CIP Funds- Resources
L-T-D
thru 2014
1 2015
2016
2017
2018
2019
2020
Total
Misc./Transfers
$ 9,945
$
$
S
S
$
$ -
$ 9,945
Total CIP Resources
$ 9,945
$ -
$
$ -
$ -
$ -
$ -
$ 9,945
L-T-D
Impact on Operating Funds
thru 2014
2015
2016
2017
2018
2019
2020
Total
Revenue Increase/(Decrease)
$
$
$
$
$
$
$ -
$
Expenditure Increase/(Decrease)Net
Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-46
CITY OF FEDERAL WAY 201512016 PROPOSED B UDGET APPENDIX
PROPOSITION 1- BUDGET DETAIL
At the November 2006 general election, Federal Way voters approved a 1.75% tax rate increase (for a total rate of
7.75%) on all utilities. This additional utility tax is projected to raise $2.8 in 2015 and 2016 to fund the qualifying
Proposition 1 positions consisting of 24.5 FTEs in public defender, police, prosecution, court, code enforcement,
parks maintenance and related support functions.
The enhancement of police and community safety focused first on improving the core functions of policing: patrol,
traffic, and investigations. The proposition added 18 sworn police officers and one record clerk in the Police
Department. It also provided more funds for municipal court, city criminal prosecution, and jail and support
services, whose workload will increase with an increased number of police officers. Finally the proposition added
one additional code compliance officer, related legal support, one maintenance worker, and funding for City park
security.
The proposition is an integrated strategy designed to make a substantial impact on the most essential public and
community safety needs and supplements existing services.
The table below provides the ongoing cost funding these positions and related costs.
Proposed Budget $
2015
2016
FTE Program Description
Public Defender
Increase Public Defender
51,076
51,076
-
TOTAL MAYOR'S OFFICE
51,076
51,076
1.00
Code Compliance Officer
Salary
65,309
68,923
Benefits
35,958
38,573
1.00
TOTAL COMMUNITY & ECONOMIC DEVELOPMENT
101,267
107,496
1.50
Prosecutor
Salary
121,443
122,645
Benefits
35,384
36,390
0.50
Prosecutor (code compliance)
Salary
44,744
47,209
Benefits
13,309
14,182
2.00
TOTAL LAW
214,879
220,426
0.50
Judge
Salary
69,345
70,032
Benefits
25,719
26,950
1.00
Court Clerk 1
Salary
42,479
44,705
Benefits
17,644
18,893
Prop 1 Pro Tern
8,000
8,000
1.50
TOTAL MUNICIPAL COURT
163,187
168,579
1.00
Maintenance Worker 1
Salary
57,210
57,210
Benefits
22,262
23,059
Pierce County Security Contract
17,200
17,200
1.001
TOTAL PARKS & RECREATION
96,672
97,469
1.00
Records Specialist
Records Specialist (1) - Salary
52,854
52,854
Records Specialist (1) - Benefits
19,706
20,510
8.00
8 Patrol Officers
Patrol Officers (8) -Salary
675,398
682,086
Patrol Officers (8) -Benefits
228,936
239,745
4.00
Detectives
Detective (4) - Salary
349,582
352,974
Detective (4) - Benefits
111,273
116,099
2.00
Lieutenant
Lieutenant (2) - Salary
236,439
238,671
Lieutenant (2) - Benefits
65,002
66,168
4.00
4 Traffic Officers
Traffic Officers (4) - Salary
344,072
347,456
Traffic Officers (4) - Benefits
131,620
136,676
19.00
ITOTAL POLICE
2,214,883
1 2,253,238
24.50
1
1 2,841,965
1 2,898,283
F-1
APPENDIX
NON-CIP CAPITAL OUTLAY SUMMARY
Fund Dept Description 2015 2016
Public Works:
Street Snow and Ice Brine Production and Storage Facilities $ 150,000 $
Subtotal Public Works Fund 150,000 -
Way Community Center:
FWCC
Replacement of Diving Board Standard
9,300
FWCC
Climbing Equipment Purchase
8,500
FWCC
Fitness equipment purchase
29,000
FWCC
Fitness equipment replacement
34,000
FWCC
Community Room A Carpet Replacement
11,000
FWCC
Community Wing Furniture Replacement
20,000
Subtotal Federal Way Community Center Fund
111,800 -
Bay Center:
DBC
Meeting room chairs
18,000
DBC
Meeting room tables
12,000
DBC
Mattresses
45,100
DBC
Bedding, and furniture for overnight rooms
30,000
DBC
Courtyard repair & furniture
10,000
DBC
Fire alarm panel upgrade
30,000
DBC
Carpeting
114,900
Subtotal Dumbas Bay Center Fund
260,000 -
ation Systems:
EOC
EOC Improvements
49,600
-
FWCC
Recreation Software System
-
94,533
FWCC
Tyler Cashiering
37,931
City -Wide
GP Survey Equipment
13,000
City -Wide
RR Servers (3 in 2015) (4 in 2016)
25,278
59,723
PD
RR Police MDCs (9 in 2015) (14 in 2016)
47,480
72,488
City -Wide
RR Desktop PCs (48 in 2015) (47 in 2016)
47,954
49,401
City -Wide
RR Laptop (7 in 2015) (10 in 2016)
11,401
28,320
City -Wide
RR Printers (3 in 2015) (3 in 2016)
25,278
13,203
PD
RR Police Radios Mobile (5 in 2015) (5 in 2016)
17,000
17,000
PD
RR Police Radios Portable (5 in 2015) (5 in 2016)
14,245
14,245
PD
RR Motorcycle Radios (2 in 2015) (1 in 2016)
6,000
3,000
City -Wide
RR Network
-
11,751
City -Wide
RR Miscellaneous Hardware
-
8,184
City -Wide
RR Phone system
-
448,196
City -Wide
RR LG GIS Plotter
-
12,627
City -Wide
RR FWCC Video Surveillance System
-
24,519
City -Wide
RR Spare MDC's
9,600
-
City -Wide
RR GIS Software Upgrade
33,000
-
Subtotal information Systems Fund
337,767
857,190
F - 2
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
NON-CIP CAPITAL OUTLAY SUMMARY
(Excluding Capital Improvement Projects)
Fund Dept
Description
2015
2016
Mail & Distribution:
CD
CD Permit Center Printer/Scanner
6,400
City -Wide
Replace copier and folding machinewhich reached life cycle
43,600
6,368
PK-SL
Replace copier reaching life cycle
-
10,000
Subtotal Mail & Distribution Fund
50,000
16,368
Fleet & Equipment:
PW
Replace Trailer #463
4,661
-
PW
Replace 1-Ton flatbed trust
54,063
-
PW
Replace Harper Deweze mower
-
73,756
PW
Replace Truck #246, a GMC Sonoma
45,054
-
PW
Replace John Deere BackHoe (#461)
116,525
PW
Replace truck (#235) purchased in 1993, due to replacement in 2007
288,263
PW
Replace five varialbe message boards
154,521
PW
Replace Truck #232-1, a Ford 250
36,569
PW
Replace Trailer #E452
22,757
PW
Replace air compressor (#450A)
17,418
PW
Replace Vehicle #243 (GMC Safari Van)
48,134
-
PK
Replace Truck # 1181 past its reserve life
-
26,755
PK
Replace Truck # 124 past its life span
67,265
-
PK
Replace E426 has reached its life span
38,400
-
PK
Replace vehicle El110 past its life span
-
13,000
PK
Replace truck#103
-
36,818
CD
Replace two fleet vehicles #301 and #302
33,924
-
PD
Replace 23 marked vehicles, 10 unmarked vehicles, and motorcycles
805,000
794,000
PD
Purchase 3 New Police Vehicles and 3 carryforward vehicles
158,220
-
Subtotal Fleet & Equipment Fund
1,890,774
944,329
Building and Furnishings:
City -Wide
Replace badge station, including computer, badging printer, and camera,
8,500
-
Subtotal Building and Furnishings Fund
8, 500
-
Grand Total Non-CIP Capital Outlay
$ 2,808,841 $
1,817,887
F - 3
APPENDIX
2015 Salary Schedule
City Council
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
n/a
Deputy Mayor
$13 800
n/a
Council Member
$13 800
31
Executive Asst.to Council
$4,437
$4,637[��$5,064
$5,292
$5,620
$53,244
$55,644
$58,152
$60,768
$63,504
$67,440
Mayes Office
Monthly
Annual
Grade
Position Title
A
B
C
D
I E
A
B
C
D
E
F
61
Mayor
$9,635
$115,620
58f
ChiefofStaff
$12142
$145 704
58'
Project Manager (PACC)
$12040
$144474
47
Comm. & Gov. Affairs Coordinator
$6,586
$6,882
$7,192
$7,516
$7,854
$8,341
$79,032
$82,584
$86,304
$90,192
$94,248
$100,092
31
Executive Asst. to the Mayor
$4 437
$4 637
$4 846
$5 064
$5 292
$5 620
$53 244
$55 644
$58 152
$60 768
$63 504
$67 440
Economic Development
Monthl
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58i
Director
Emergency Management
Monthl
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
I D
E
F
50
Emner enc Manager
$7,092
1$7,411
1 $7,744
1$8,092
1 $8,456
1 $8,980
$85,104
$88,932
$92,928
1 $97,104
1$101,472
1$107,760
Information Technology
Monthly
Annual
Gradel
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
55a
Manager
$10,303
$123,636
32
IT Tech. 2 - User Support
$4 548
$4 753
$4 967
$5 191
$5 425
$5 761
$54 576
$57 036
$59 604
$62 292
$65 100
$69 132
35
ITSpecialist - WEB Apps., & Securi
$4 898
$5 118
$5 348
$5 589
$5 841
$6 203
$58 776
$61 416
$64 176
$67 068
$70 092
$74 436
35
ITSpecialist - Network & Security
$4,898
$5,118
$5,348
$5,589
$5,841
$6,203
$58,776
$61,416
$64,176
$67,068
$70,092
$74,436
39
IT Analyst - GIS
$5 404
$5 647
$5 901
$6 167
$6 445
$6 845
$64 848
$67 764
$70 812
$74 004
$77 340
$82 140
39
IT Analyst - Systems
$5 404
1$5 647
$5 901
$6 167
$6 445
$6 845
$64 848
$67 764
$70 812
$74 004
$77 340
$82 140
44
ITSupervisor - S ts./Hel Desk
$6 115
$6 390
$6 678
$6 979
$7 293
$7 745
$73 380
$76 680
$80 136
$83 748
$87 516
$92 940
Clerks Office
Monthly
Annual
Grade
Position Title
A
B
C
I D
I E
F
A
B
C
I D
E
F
45
City Clerk/Records Administrator
$6 267
1$6,549
1 $6 844
1$7,152
1 $7 474
1 $7 937
$75 204
$78 588
$82 128
$85 824
$89 688
$95 244
26
Deputy City Clerk
$3,920
1$4,096
1 $4,280
1$4,473
1 $4,674
1 $4,964
$47,040
$49,152
$51,360
$53,676
$56,088
$59,568
Human Resources
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
51a
Manager
407
$112,884
29
Human Resources Technician
$4 224
$4 414613
�$4
�$4 821
$5038
$5 350
$50 688
$52968
$55356
2
�$4�4052
$60456
$64 20018
Admin Assistant I
$3 217
$3 362513
671
$3 836
$4 074
$38 604
$40 344
$42 156
$46 032
$48 888
Corarrmarity Development
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58c
Director
$11 333
$135 996
10
Graffiti Technician
$2 639
$2 758
$2 882
$3 012
$3 148
$3 343
$31 668
$33 096
$34 584
$36 144
$37 776
$40 116
24
Development Secialist
$3,732
$3,900
$4,076
$4,259
$4,451
$4,727
$44,784
$46,800
$48,912
$51,108
$53,412
$56,724
30
Permit Center Supervisor
$4 329
$4 524
$4 728
$4 941
$5 163
$5 483
$51 948
$54 288
$56 736
$59 292
$61 956
$65 796
31
CDBG Coordinator
$4 437
$4 637
$4 846
$5 064
$5 292
$5 620
$53 244
$55 644
$58 152
$60 768
$63 504
$67 440
32
Associate Planner
$4,548
$4,753
$4,967
$5,191
$5 425
$5 761
$54 576
$57,036
$59 604
$62 292
$65 100
$69,132
34
Inspector/Plans Examiner
$4 778
$4 993
$5 218
$5 453
$5 698
$6 051
$57 336
$59 916
$62 616
$65 436
$68 376
$72 612
35
Code Compliance Officer
$4 898
$5 118
$5 348
$5 589
$5 841
$6 203
$58 776
$61 416
$64 176
$67 068
$70 092
$74 436
36
Comb. Elect./Bldg. Inspector
$5,019
$5,245
$5,481
$5 728
$5 986
$6 357
$60,228
$62,940
$65,772
$68,736
$71,832
$76,284
38
Assistant Building Official
$5 275
$5 512
$5 760
$6 019
$6 290
$6 680
$63 300
$66 144
$69 120
$72 228
$75 480
$80 160
38
Senior Planner
$5 275
$5 512
$5 760
$6 019
$6 290
$6 680
$63 300
$66 144
$69 120
$72 228
$75 480
$80 160
41
Principal Planner
$5 680
$5 936
$6 203
$6 482
$6 774
$7 194
$68 160
$71 232
$74 436
$77 784
$81 288
$86 328
46
Building Official
$6,425
$6,714
$7,016
$7,332
$7,662
$8,137
$77,100
$80,568
$84,192
$87,984
$91,944
$97,644
46
Conurintity Services Manager
$6 425
$6 714
$7 016
$7 332
$7 662
$8 137
$77 100
$80 568
$84 192
$87 984
$91 944
$97 644
46
Planning Manager
$6 425
$6 714
$7 016
$7 332
$7 662
$8 137
$77 100
$80 568
$84 192
$87 984
$91 944
$97 644
24
Admin Assistant
$3,732
$3,900
$4,076
$4,259
$4,451
$4,727
$44,784
$46,800
$48,912
$51,108
$53,412
$56,724
18
Admin Assistant I
$3 217
$3 362
$3 513
$3 671
$3 836
$4 074
$38 604
$40 344
$42 156
$44 052
$46 032
$48 888
14
Office Technician II
$2 915
$3 046
$3 183
$3 326
$3 476
$3 692
$34 980
$36 552
$38 196
$39 912
$41 712
$44 304
F - 4
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
2015 Salary Schedule
Court
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58g
Jude
$11 786
$141 437
50a
Court Administrator
$8 896
$106 752
39
Court Services Supervisor
$5 404
$5 647
$5 901
$6,1671
$6 445
$6 845
$64 848
$67 764
$70 812
$74 004
$77 340
$82 140
Monthly
Annual
Teamsters - Clerks
A
B
C
I D
I E
I F
A
B
C
D
E
F
04
Court Clerk
$3,033
$3,161
$3,294
1$3,434
1 $3,577
1 $3,836
$36,396
$37,932
$39,528
$41,208
$42,924
$46,032
c21
Court Clerk 2
$3 606
1$3,758
$3 918
1$4,084
1 $4 255
1 $4 590
$43 272
$45 096
$47 016
$49 008
$51 060
$55 080
Finance
Monthly
Annual
Gradel
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58b
Director
$11,333
$135,996
21
Accounting Tech. I
$3 466
$3 622
$3 785
$3 955
$4 133
$4 389
$41 592
$43 464
$45 420
$47 460
$49 596
$52 668
24
Accounting Tech II
$3 732
$3 900
$4 076
$4 259
$4 451
$4 727
$44 784
$46,800
$48 912
$51 108
$53 412
$56 724
36
Financial Analyst
$5 019
$5 245
$5 481
$5 728
$5 986
$6 357
$60 228
$62 940
$65 772
$68 736
$71 832
$76 284
44
Accountin Supervisor
$6 115
$6 390
$6 678
$6 979
$7 293
$7 745
$73 380
$76 680
$80 136
$83 748
$87 516
$92 940
Law
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58e
City Attorney
$11,333
$135,996
58
Deputy City Attorney
$8 642
$9 031
$9 437
$9 862
$10 306
$10 945
$103 704
$108 372
$113 244
$118 344
$123 672
$131 340
24
Legal Assistant
$3,732
$3 900
$4 076
$4,259
$4 451
$4 727
$44 784
$46,800
$48 912
$51 108
$53 412
$56 724
29
Paralegal
$4 224
$4 414
$4 613
$4 821
$5 038
$5 350
$50 688
$52 968
$55 356
$57 852
$60 456
$64 200
29
Domestic Violence Legal Liaison
$4,224
$4,414
$4,613
$4,821
$5,038
$5,350
$50,688
$52,968
$55,356
$57,852
$60,456
$64,200
33
1 Lead Paralegal
$4 662
1 $4 872
$5 091
$5 320
$5 559
$5 904
$55 944
$58 464
$61 092
$63 840
$66 708
$70 848
38
Prosecutor
$5 275
$5 512
15 760
$6 019
$6 290
$6 680
$63 300
$66 144
$69 120
$72 228
$75 480
$80 160
43
Chief Prosecutor
$5 967
$6 236
$6 517
$6 816
$7 116
$7 557
$71 604
$74 832
$78 204
$81 726
$85 392
$90 684
49
Assistant CityAttorney$6
922
$7 233
$7 558
$7 898
$8 253
$8 765
$83 064
$86 796
$90 696
$94 776
$99 036
$105 180
Parks
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58a
Director
$11,333
$135,996
08
Lead Lifeguard
$2 512
$2 625
$2 743
$2 866
$2 995
$3 181
$30 144
$31 500
$32 916
$34 392
$35 940
$38 172
23
Aquatics Asst. Coordinator
$3 642
$3 806
$3 977
$4,156
$4 343
$4 612
$43 704
$45,672
$47 724
$49 872
$52 116
$55 344
23
Chef/Kitchen Supervisor
$3 642
$3 806
$3 977
$4 156
$4 343
$4 612
$43 704
$45 672
$47 724
$49 872
$52 116
$55 344
30
Athletics/Fitness Coordinator
$4,329
$4,524
$4,728
$4,941
$5,163
$5,483
$51,948
$54,288
$56,736
$59,292
$61,956
$65,796
30
1 Facility Services Coordinator
$4 329
1 $4 524
$4 728
$4 941
$5 163
$5 483
$51 948
$54 288
$56 736
$59 292
$61 956
$65 796
30
Recreation Coordinator
$4 329
$4 524
$4 728
1$4,941
$5 163
$5 483
288
$56 736
$59 292
$61 956
$65 796
33
Recreation Coord. 2/A uatics
$4 662
$4 872
$5 091
$5 320
$5 559
$5 904
$58 464
$61 092
$63 840
$66 708
$70 848
38
Park& Facilities S ervisor
$5275
$5512
$5760
$6019
$6290
$6680
$66 144
$69 120
$72228
$75480
$80160
43
Communi Center Mana r
$5 967
$6 236
$6 517
$6 810
$7 116
$7 557
V$51,948$54
$74 832
$78 204
$81720
$85 392
$90 684
43
Dumas Ba Mana er
$5967
$6236
$6517
$6810
$7116
$7557
$74 832
$78 204
$81720
$85392
$90684
43
Recreation Mana er
$5 967
$6 236
$6 517
$6 810
$7 116
$7 557
$74 832
$78 204
$81720
$85 392
$90 684
43
Parks & Facilities Mana r
$5967
$6236
$6517
$6810
$7116
$7557
$74 832
$78 204
$81 720
$85 392
$90 684
24
Admin Assistant If
$3 732
$3 900
$4 076
$4 259
$4 451
$4 727
$44 784
$46,800
$48 912
$51 108
$53 412
$56 724
18
Admin Assistant I
$3 217
$3 362
$3 513
$3 671
$3 836
$4 074
$38 604
$40 344
$42 156
$44 052
$46 032
$48 888
14
1 Office Technician II
1$2,915
1$3,046
1 $3 183
1$3,326
1 $3 476
1 $3 692
1 $34 980
1 $36 552
1 $38196
1 $39 912
1 $41 712
1 $44 304
F - 5
APPENDIX
2015 Salary Schedule
Public Works
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58h
Director
$12333
$147996
58
Deputy Public Works Director
$8 642
$9 031
$9 437
$9 862
$10 306
$10 945
$103 704
$108 372
$113 244
$118 344
$123 672
$131 340
26
Fleet Maintenance Coord.
$3,920
$4,096
$4,280
$4,473
$4 674
$4,964
$47,040
$49,152
$51,360
$53 676
$56 088
$59,568
28
Engineerin Technician
$4 121
$4,306
$4,500
$4 703
$4 915
$5 220
$49,452
$51 672
$54 000
$56 436
$58 980
$62,640
28
SWM Engineering Technician
$4,121
$4,306
$4,500
$4,703
$4,915
$5,220
$49,452
$51,672
$54,000
$56,436
$58,980
$62,640
33
Construction Inspector
$4 662
$4 872
$5 091
$5 320
$5 559
$5 904
$55 944
$58 464
$61 092
$63 840
$66 708
$70 848
33
SWM Inspector
$4 662
$4 872
$5 091
$5 320
$5 559
$5 904
$55 944
$58 464
$61 092
$63 840
$66 708
$70 848
35
Engineering Plans Reviewer
$4 898
$5 118
$5 348
$5 589
$5 841
$6 203
$58 776
$61 416
$64 176
$67 068
$70 092
$74 436
35
Recycling Project Manager
$4,898
$5 118
$5,348
$5,589
$5 841
$6 203
$58 776
$61 416
$64,176
$67 068
$70 092
$74 436
36
SWM Water Quality Specialist
$5,019
$5,245
$5,481
$5,728
$5,986
$6,357
$60,228
$62,940
$65,772
$68,736
$71,832
$76,284
38
Street Systems Supervisor
$5 275
$5 512
$5 760
$6 019
$6 290
$6 680
$63 300
$66 144
$69 120
$72 228
$75 480
$80 160
38
SWM Maintenance Supervisor
$5 275
1$5,512
1 $5 760
$6 019
$6 290
$6 680
1 $63 300
$66 144
$69 120
$72 228
$75 480
$80 160
39
Solid Waste & Recycling Coord
$5 404
$5 647
$5 901
$6 167
$6 445
$67 764
$70 812
7 340
$82 140
40
SW QualityProgram Coord.
$5 539
$5 788
$6 048
$6,320
$6 604
$69 456
$72576
79 248
$84,156
40
Sr.E ineeri Plans Reviewer
$5,539
$5,788
$6,048
$6,320
$6,604
$69,456
$72,576
79,248
$84,156
44
Street S term En ineer
$6115
$6390
$6678
$6979
$7 293
;$6,845
k$66468
$76680
$80136
W$75840$79248
87 516
$92940
44
SWM E ineer
$6 115
$6390
$6678
$6 979
$7293
$76680
$80136
87 516
$92940
49
Senior Traffic En neer
$6 922
$7 233
$7 558
$7 898
$8 253
$86 796
$90 696
99 036
$105 180
49
Sr. Trans ortation Plannin E .
$6 922
$7 233
$7 558
$7 898
$8 253
$86,796
$90,696
99 036
$105,180
49
SS Project Engineer
$6,922
$7,233
$7,558
$7,898
$8,253
$8,765
$83,064
$86,796
$90,696
$94,776
$99,036
$105,180
49
SWM Project Engineer
$6,922
$7,233
$7,558
$7,898
$8,253
$8,765
$83,064
$86,796
$90,696
$94,776
$99,036
$105,180
54
City Traffic Engineer
$7 828
1$8,180
1 $8 548
1$8,933
1 $9 335
$9 914
$93 936
1 $98 160
1$102,576
1$107,196
1$112,020
$118 968
54
Surface Water Manager
$7 828
$8 180�$4
548
$8 933
$9 335
36
$98 160
$102 576
$107 196
$112 020
$118 968
24
Admin Assistant II
$3,732
$3 900076
$4,259
$4451
84
$46,800
$48 912
$51 108
$53412
$56724
18
Admin Assistant I
$3,217
$3,362513
$3,671
$3 836
04
$40,344
$42,156
$44052
$46 032
$48,888
Monthl
1$4,074$38
Annual
Teamsters - Maintenance
A
B
C
D
E
B
C
D
E
F
m14
Custodian - Comnnmi Center
$2 961
$3 094
$3 234
$3 379
$3 531
32
$37 128
$38 808
$42 372
$44 988
m22
Maintenance Worker I
$3 744
$3 914
$4 089
$4 272
$4 466
28
$46 968
$49 068
264
$53 592
$56 364
m26
Maintenance Worker II
$4135
$4320
$4515
$4 718
$4 929
$5 236
$49 620
$51840
$54180
�$40,548
616
$59 148
$62832
rn26
A uatic Facili erator
$4,135
$4,320
$4,515
$4,718
$4,929
$5,236
$49,620
$51,840
$54,180
,616
$59,148
$62,832
Police De ar[ment
Monthly 0
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58d
Police Chief
$12 654
$151 848
28
Police Property/Evidence Cost.
$4 121
$4,306
$4,500
$4 703
$4 915
$5 220
$49,452
$51 672
$54 000
$56 436
$58 980
$62,640
29
Records Supervisor
$4,224
$4,414
$4,613
$4,821
$5,038
$5,350
$50,688
$52,968
$55,356
$57,852
$60,456
$64,200
31
Executive Assistant
$4 437
$4 637
$4 846
$5 064
$5 292
$5 620
$53 244
$55 644
$58 152
$60 768
$63 504
$67 440
37
Records Administrator
$5 144
$5 375
$5 617
$5 870
$6 134
$6 514
$61 728
$64 500
$67 404
$70 440
$73 608
$78 168
50
Civilian Operations Manager
$7 092
$7 411
$7 744
$8 092
$8 456
$8 980
$85 104
$88 932
$92 928
$97 104
$101 472
$107 760
51c
Police Commander
$8 013
$8 374
1 $8 751
1$9,145
1 $9 557
$10 150
$96 156
$100 488
$105 012
$109 740
$114 684
$121 800
55d
De Police Chief
1$3,362
$11670
$140040
18
AdminAssistant I
$3,217
$3,513
$3,671
$3,836
$4,074
$38,604
$40,344
$421156
$44,052
$46,032
$48,888
Monthl
Annual
Lieutenant's
A
B
C
D I E
F
A
B
C
D E F
145
Police Lieutenant
$7 974 1$8,548 $9 163
Monthly
$95 688
$102 576
$109 956
Annual
Police Support Services Assoc
A
B
C
D
E
F
A
B
C
D
E
F
a18
Customer Service Specialist
$3 372
$3 513
$3 661
$3 815
$3 977
$4 265
$40 464
$42 156
$43 932
$45 780
$47 724
$4 265
a18
Records S ecialist
$3 372
$3 513
$3 661
$3 815
$3 977
$4 265
$40 464
$42 156
$43 932
$45 780
$47 724
$4 265
a18
Administrative Assistant I
$3 372
$3 513
$3 661
$3 815
$3 977
$4 265
$40 464
$42 156
$43 932
$45 780
$47 724
$4 265
a20
Property/Evidence Tech
$3 538
$3 689
$3 847
$4 008
$4 176
$4 476
$42 456
$44 268
$46 164
$48 096
$50 112
$4 476
a24
Animal Services Officer
$3,928
$4,096
$4,269
$4,449
$4,638
$4,970
$47,136
$49,152
$51,228
$53,388
$55,656
$4,970
a30
CALEANolunteer Coordinator
$4 510
$4 703
$4 901
$5 108
$5 323
$5 705
$54 120
$56 436
$58 812
$61 296
$63 876
$5 705
a30
Crime Analyst /Prevention Specialist
$4 510
$4 703
$4 901
$5 108
$5 323
$5 705
$54 120
$56 436
$58 812
$61 296
$63 876
$5 705
a30
Quartermaster
$4 510
$4 703
$4 901
$5 108
$5 323
$5 705
$54 120
$56 436
$58 812
$61 296
$63 876
$5 705
a32
Crime Analyst /Prevention Pr . Coord.
$4 739
$4 937
$5 144
$5 361
$5 585
$5,988
$56 868
$59 244
$61 728
$64 332
$67 020
$5 988
Monthl
Annual
Police Guild
A
B
C
D
E
P3 Step
A
B
C
I D
E
F
2
Police Officer
1$4,872
1$5,115
1 $5 555
1$6,022
1 $6 536
$6 947
$58 464
$61 380
$66 660
1 $72 264
$78 432
$83 364
F - 6
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
2015 Fee Schedule
2015
TYPE OF FEE Fee
SECTION ONE ANIMAL LICENSE AND OTHER FEES.
Unaltered Cat license per year
Unaltered Dog license per year
$60.00
$60.00
Altered Cat:
Altered Cat license for one year
$20.00
Altered Cat license for two year
$35.00
Altered Cat license for three year
$50.00
Altered Dog:
Altered Dog license for one year
$25.00
Altered Dog license for two year
$45.00
Altered Dog license for three year
$65.00
Permanent License (owners 65 years of age and older) - ifAltered
No Fee
Permanent License (disabled) - if Altered
No Fee
Other Fees:
Replacement Tag
$2.00
Impound Redemption:
First Impound
$25.00
Second Impound (mandatory spay/neuter)
$50.00
Third Impound
$75.00
24 Hour Retention
$10/day
Additional license Fee (forunlicensed dogs/cats impounded)
$50.00
Hobby KenneYHobby Cattery (Plus each individual animal must be licensed)
$50.00
SECTION TWO. ADULT ENTERTAINMENT.
Operator License (in addition to business license)
If the original application for license is made subsequent to June 30, the license fee for the remainder of that year shall be one-halfof the annual license fee.
$525.00
Manager or Entertainer License
$75.00
Late Penalty:
A late penalty shall be charged on all applications forrenewal ofa license received laterthan seven (7) days afterthe expiration date (being
December 31 of each year) of such license. The amount ofpenalty is calculated as a percentage ofthe license:
8 - 30 days past due
25%
31- 60 days past due
50%
61 and over days past due
100.001/0
F - 7
APPENDIX
2015 Fee Schedule
2015
TYPE OF FEE Fee
SECTION THREE BUSINESS REGISTRATION.
General Business License:
New Business, all categories unless otherwise identified herein
$75.00
Business Renewal
$50.00
Temporary Business License
$50.00
Duplicate Registration (replacement)
$15.00
1
Gambling:
Business Establishments Authorized by the State Gambling Commission to Operate Social Card Games and/or expanded card reomactivities:
New Business, Expansion, or Change of Ownership
$525.00
Renewal
$125.00
Restaurants & Tawrns:
Restaurants per RCW 66.24.400 and Taverns per RCW 66.24.330 authorized to sell spirits, beer, and wine or beer and wine only, by the drink for
on -premises consumption with less than 50% in dedicated dining areas:
New Busines s, Expansion, or Change of Ownership
$525.00
Renewal
$50.00
Adult Entertainment Establishments:
New Busines s, Expansion, or Change of Ownership
$525.00
Renewal
$125.00
Late Penalty:
Failure to pay any registration fee due within thirty (30) days after the day it is due shall result in a penalty of 5% on the amount of the registration fee
but not less than $5, and an additional penalty of 5% or $5 whichever is higher for each succeeding month of delinquency or part thereof, not to
-[e�eed 25% ofthe registration fee or $25 dollars.
i
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
2015 Fee Schedule
2015 2015
TYPE OF FEE Base Fee
SECTION FOUR. CONSTRUCTION PERMITS
PERMIT FEES
A. BUILDING
The Building, Mechanical, Plumbing, Electrical and Sign Permit fees are calculated by applying Valuation Table A to the value ofthe work proposed.
The value of the work shall be detennined by using Building Value Data as published and further updated by the International Building Code or by
submission of a written project bid subject to approval by the Building Official.
VALUATION TABLEA
$1 to $500
$36.00
For each additional $100 or fraction thereofup to and including $2,000
$36, Plus
$4.50
For each additional $1,000 or fraction thereofup to and including $25,000
$103.5, Plus
$21.50
For each additional $1,000 or fraction thereofup to and including $50,000
$598, Plus
$15.50
For each additional $1,000 or fraction thereofup to and including $100,000
$985.5, Plus
$10.50
For each additional $1,000 or fraction thereofup to and including $500,000
$1510.5, Plus
$8.50
For each additional $1,000 or fraction thereofup to and including $1,000,000
$4910.5, Plus
$7.00
For each additional $1,000 or fraction thereof over $1,000,000
$8410.5, Plus
$5.50
Note: Additional fees will apply to a permit, as noted here:
All development permits are charged an automation fee. See Section Four, I for details.
All building permits are charged an SBCC surcharge. See Section Four, I for details.
Some building permits require plan review. See Section Four, G for details.
Some building permits require plumbing fees. See Section Four, Wor details.
Some building permits require mechanical fees. See Section Four, C for details.
Some building permits require a digitizing fee. See Section Four, I for details.
Some building permits require an impact fee. See Section Sixteen for details.
Some building permits require zoning review. See Section Eight, B for details.
Some building permits require a South King Fire fee. See Section Six for details.
B. DEMOLITION
Permit Fee is based total project demolition valuation. See Section Four, A, Valuation Table A to calculate fees.
C. MECHANICAL
General permit fees are based on total installation valuation. See Section Four, A, Valuation Table A to calculate fees.
Permit and plan review fees for a New Single -Family Residence is a flat fee of
$350.00
D. PLUMBING
General permit fees are based on total installation valuation. See Section Four, A, Valuation Table A to calculate fees.
Permit and plan review fees for a New Single -Family Residence is a flat fee of $350.00
E ELECTRICAL
Permit fee is based on total installation valuation. See Section Four, A, Valuation Table A to calculate fees
F - 9
APPENDIX
2015 Fee Schedule
2015
TYPEOFFFE Base
2015
Fee
SECTION FOUR CONSTRUCTION PERMITS (continued)
F. SIGN
(1) Permanent sign.
Permit fee is based on total construction installation valuation. See Section Four, A, Valuation Table A
to calculate fee.
The total permit fee for electrical signs includes an electrical connection fee, as follows:
First sign $60.50
Each additional sign on same application
$28.50
The totalpemrit feel includes a per sign planning surcharge, as follows:
First sign $42.50
Each additional sign on same application
$17.00
Note 1. Fee is based on actual hourly personnel costs.
(2) Temporary sign. Note: temporary signs are by separate permit.
Permit fee
$42.50
G. PLAN REVIEW FEES
The specified plan review fees are separate from and in addition to the permit fees and are collected at application submittal.
Building permit: 65% ofthe building permit fee
Mechanical permit: 65% ofthe mechanical permit fee
Plumbing permit: 65% ofthe plumbing permit fee
Sign permit: 65% ofthe sign permit fee
Electrical permit: 65% ofthe electrical permit
Commercial building permits ONLY: 15% ofpermit fee goes to South King Fire & Rescue plan review
Additional plan review required by changes / additions / revisions to plans, per hour or portion thereof
$58.00
Outside consultant plan review
Actual Costs
Note 1. Fee is based on actual hourly personnel costs.
Note: Fire prevention systemplan review fees are found in Section Six. Fire Code -Annual Permits fee section.
IL ADDITIONAL OR SPECIAL INSPECTIONS
The following fees are separate from and in addition to thepermit fees and are collected in advance ofwork performed.
1. Reinspection4—(second and subsequent reinspections) (Hourly Rate)
$58.00
2. Inspections for which no fee is specifically indicated (1-hour minimum) (Hourly Rate]
$58.00
3. Inspections outside ofnormalbusiness hours (2-hourminim rnr(Hourly Rate]
$86.50
4. Weekend, holiday, and emergency call -out inspections (4hourminimum)4(Hourly Rated
$86.50
5. Inspections performed by outside consultants
Actual Costs
Note 1. Fee is based on actual hourly personnel costs.
F-10
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
2015 Fee Schedule
2015
TYPE OF FEE Fee
SECTION FOUR CONSTRUCTION PERMITS (continued)
L MISCELLANEOUS PERMIT -RELATED FEES
Adult family home facility inspection (3 hour minimum, Hourly Rate)
$58.00
Automation (applies to all land use and development permits)
$20.00
Digitizing, for single-family plans not submitted in digitized form
$39.50
Digitizing, for commercial and multi -family plans not submitted in digitized form
$118.50
Over -The -Counter (OTC) pemrit and review'
$58.00
Permits expired up to 360 days past expiration date or past date of last inspections are subject to Building Official's discretion. The
renewal fee is one-half the original permit fee.
State Building Code Council (SBCC) surcharge
$4.50
For each additional multi -family housing unit on the same permit
$2.00
Single-family solar panel/sytempemrit fee
$250.00
Note 1. Fee is based on actual hourlypersonnel costs.
J. REFUNDS
Permit applications: The Building Official may authorize the refunding of not more than 80°/u of the pemrit plan review fees paid, provided the applicant
presents a written request to withdraw the application prior to the commencement of staffreview. The automation fees are non-refundable. [NOTE
The Building Official does not have purview over another department's orjurisdiction's fees. Please apply for other potential refunds separately, if apphcable.]
Issued permits: The Building Official may authorize the refunding of not more than 80% of other, non -plan review -related building permit fees paid,
provided the applicant presents a written request to cancel the permit prior to the commencement of any construction work covered by the pemrit
and/or prior to the completion of any inspections by City staff. The automation fees are non-refundable. [NOTE The Building Official does not have
purview over another department's or jurisdiction's fees. Please apply for other potential refunds separately, if apphcable.]
K PENALTIES
Any person who shall commence anwy ork for which a permit is required by this Code without first having obtained a permit may be required to pay
double the permit fee fixed by this section for such work. Such double permit fee shall be in additional to any penalty for a violation of the provisions
ofthis Code.
F-11
APPENDIX
2015 Fee Schedule
TYPE OF FEE
2015
Fee
SECTIONFIVE. FALSEALARMS.
False Alarm Fee
Burglary
1st and 2nd false alarx in a registration year (July 1 - June 30)
Free
3rd false alarms in a registration year (July 1 - June 30), each alarm
$50.00
4th false alarms in a registration year (July 1 - June 30), each alarm
$100.00
5th false alarms in a registration year (July 1 - June 30), each alarm
$150.00
6th and successive false alarms in a registration year (July 1 - June 30), each alarm
$200.00
Robbery
1st and 2nd false alarms in a registration year (July 1 - June 30)
Free
3rd false alarms in a registration year (July 1 - June 30), each alarm
$75.00
4th false alarms in a registration year (July 1 - June 30), each alarm
$150.00
5th false alarms in a registration year (July 1 - June 30), each alarm
$225.00
6th and successive false alarms in a registration year (July 1 - June 30), each alarm
$300.00
Registration Fee
$25.00
Late Registration Fee Penalty
$50.00
Late False Alarm Payment Penalty
$25.00
Appeal Hearing Cancellation Fee
$10.00
SECTIONSIX. FIRE CODE -ANNUAL PERMITS.
Initial Appl.
Fire Department Review and Inspection of Building Permits
15% of Building
Perrot Fee, min $74.50
Fire Prevention System Permits
Permit Fee (based on valuation)
Per IBC Section 108.2
Plan Review Fee
65 % of FPS Permit Fee
Note: City retains $30.00 oftotal fee forprocessing
SECTION SEVEN. FIREWORKS.
Public Display Permit (togetherwith $100.00 cash bond)
$100.00
F-12
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
2015 Fee Schedule
2015
TYPE OF FEE Fee
SECTION EIGHT_ LAND USE
A. PRINCIPAL LAND USEAND SUBDIVISION -RELATED FEES:
A: Boundary Line Adjustment, Plus:
Fire Review @ 5%
$882.50
$44.50
Public Works Review
$478.50
Binding Site Plan, Plus:
$1,340.00
Fire Review @ 5%
$64.50
Public Works Review
Lot Line I]imination
$847.00
$172.50
Plat, Preliminary, Plus:
$3,977.00
Per Acre Fee
$79.50
Fire Review @ 5%
$198.50
Public Works Review
$3,261.00
Plat, Final, Plus:
$1,680.00
Public Works Review
$1,232.50
Plat, Short, Plus:
$1,340.00
Fire Review @ 5%
$64.50
Public Works Review
$847.00
Pre -Application Meeting
$458.00
Process I -Director's Approval for interpretations
no charge
Process I- Other minor site review, per hour
$62.00
Process 2 - Site Plan Review [Base Land Use Fee], Plus:
$1,083.00
over 25,000sq.ft
$344.50
over 50,000sq.ft
$603.00
over 100,000 sq.ft
$862.50
Fire Review @ 5%
$54.50
Public Works Review
$916.00
Process 3 - Project Approval [Base Land Use Fee], Plus:
$1,277.50
over 25,000sq.ft
$344.50
over 50,000sq.ft.
$603.00
over 100,000sq.ft.
$861.00
Fire Review @ 5%
$64.00
Public Works Review
$911.50
Process 3 - Applications (for radio tower & antenna structures for use by amateur radio operators
required by Federal Way City Code, Section 22-1047(3)), Plus:
$172.50
Fire Review @ 5%
$9.00
F-13
APPENDIX
2015 Fee Schedule
TYPE OF FEE
2015
Fee
SECTTON ETGHT, LAND USE (continued)
Process 4 - Hearing Examiner's Decision, including variances [Base Land Use Fee], Plus:
$2,306.00
Fire Review @ 5%
$115.50
Public Works Review
$1,244.00
Process 4 -Residential Variance [Base Land Use Fee], Plus:
$861.00
Fire Review @ 5%
$43.00
Process 5 - QuasiJudicial Rezones [Base Land Use Fee], Plus:
From one RS designation to another RS designation
$775.50
Per Acre
$430.50
Maximum
$18,955.00
From one RM designation to another RM designation
$1,120.00
Per Acre
$1,378.50
Maximum
$29,984.00
Process 5 - Comprehensive Plan Amendments [Base Land Use Fee], Plus:
$861.00
Per Acre
$85.50
Process 6 - Comprehensive Plan Amendments, Plus:
$861.00
Per Acre
$85.50
Public Notice Fee (for each required published notice)
$145.00
SEPA City Center PlannedAction, Plus:
$147.50
Fire Review Fee @ 5%
$7.00
Public Works Review
$147.50
SEPA Environmental Checklist Only, Plus:
$1,043.00
Fire Review Fee @ 5%
$49.50
Public Works Review
$507.00
SEPA Checklist as Part ofPro'ect, Plus:
$522.00
Fire Review Fee @ 5%
$25.00
Public Works Review
$253.50
Shoreline Permit, [Base Land Use Fee], Plus:
$1,537.50
over $15,000 value
$690.00
over $50,000 value
$2,068.00
over $100,000 value
$3,791.00
over $500,000 value
$7,582.50
over $1,000,000 value $11,372.00
Public Works Review $909.00
F-14
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
2015 Fee Schedule
2015
TYPE OF FEE Fee
SECTION EIGHT LAND USE (continued)
Shoreline Conditional Use Permit, Plus: $3,652.00
Public Works Review $2,205.50
Shoreline (Exemption Determination) $85.50
Shoreline Variance, Plus: $2,634.50
Public Works Review $1,242.50
Zoning Compliance Review— C-O-U $148.00
I
B. MISCELLANEOUS LAND USE FEES:
Accessory Dwelling Units $172.50
Appeals $120.50
Appeal of Administrative Decision $182.50
Appeal of Hearing Examiner Decision $172.50
Appeal ofNotice of Violation $100.00
Appeal of SEPA Determination $120.50
Automation fee (Applies to all Land Use and Development permits) $20.00
In -Home Day Care Facilities:
12 or fewer attendees $51.00
Miscellaneous Zoning/Subdivision Fees
Edens ion requests and general caning/subdivision review not otherwise covered by this schedule4 (1-hour minimum) $62.00/ hr
Zoning inquiries and determinations $100.00
Notes:
1. Appeal Fee shall be reimbursed in the event the reviewing authority determines that the appellant has substantially prevailed in the appeal action.
2. The fire district administrative review fee in an amount equal to 5% of the land use fee imposed is charged and collected by the City and paid to the
fire district.
3. Additional fees will be required to pay for any time spent on Land Use Applications by the Department of Pubhc Works above the number of hours
covered by the base amount allocated to Public Works for each application.
4. Fee is based on estimated hourly staff costs.
C. REFUNDS OF LAND USE FEES.
The Filing Fees asset forth in the Fee Schedule for the City are established to defray the cost ofposting and processing and the proceedings in
connection with a land use application. The Director of Community and Economic Development may authorize the refunding of not more than 80% of the
I total application fees paid provided the applicant presents a written request to withdraw or cancel the application. The refund amount shall
be determined at the Director's discretion and be based on the amount of staffresourees utilized at the time of the request.
D. MULTIPLE FEES
When multiple land use fees are required for the same project, the highest fee shall be charged at full cost and
each additional fee shall be charged at 25% of listed cost. Exceptions: 1) If a land use permit is required in
conjunction with a subdivision application (preliminary plat, short subdivision or binding site plan), full fees for
(both types ofpermit shall be charged. 2) SEPA fees shall be charged at the full rate shown.
F-15
APPENDIX
2015 Fee Schedule
2015
TYPE OF FEE Fee
SECTION NINE MISCELLANEOUS.
Miscellaneous Review, Inspection or other Actiiti (Land Use, Public Works & Building Permit Services):
Any public works, land use or building permit -related review, inspection or other activity not covered by the fee
schedule, ifperfonned by a City employee, is based on actual hourly cost, plus benefits of 30%, plus overhead
of25%. Any private or public professional services contract needed will be billed 100%, plus 10%billing and
administrative charges.
Maps, Plats, Miscellaneous
Cost+ 100/
Photocopies, Black and White Per Page
$0.15
Photocopies, Color Per Page
$0.25
Scanning Per Page
$0.15
D Size Rolled Plan Copies, Per Sheet
$5.00
E Size Rolled Plan Copies, Per Sheet
$7.00
Audio Duplication, Per CD
$10.00
Video Duplication, Per DVD
$25.00
ri—L'.
$5.00
Facsimile Usage (incoming/outgoing) 1st Page $3.00
each additional page $1.00
Bound Printed Documents Actual Cost
GIS Map and Data Requests *:
8 1/2 by 11 -Paper -Color $4.00
8 1/2 by I I - Paper - Black & White $3.00
8 1/2 by I I - Mylar - Color $5.00
8 1/2 by 11 - Mylar - Black & White $4.00
11 by 17 - Paper - Color $5.00
11 by 17 - Paper - Black & White $4.00
11 by 17 - Mylar - Color
$6.00
11 by 17 - Mylar - Black & White
$5.00
Up to 34 by 44 - Paper - Color
$10.00
Up to 34 by 44 - Paper - Black & White
$7.00
Up to 34 by 44 - Mylar - Color $37.00
Up to 34 by 44 - Mylar - Black & White $31.00
3V/ Floppy Disk or CD ROM (per disk/CD) $1.50
* Maps that require extensity; processing time or require additional ink and plotting supplies will be charged at a higher rate.
Applicable sales tax will be added to the costs
Staff Time to Complete Request, Per Hour $35.00
Computer Usage, Per Hour $15.00
Note: Stafftime and computer usage will only be charged on requests for customproducts.
F-16
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
2015 Fee Schedule
2015
TYPE OF FEE Fee
SECTION TEN. PARK AND CITY FACILITY USE FEES
Steel Lake Picnic Rentals & Special Events
Picnic Rentals
For Residents
Reservations are from 10:00 am- 4 pm- Additions hours charged after 4 pm
# 1 Steel lake Park Covered Area - Tables 12/Capacity 120/1313Q 2
Croups 1-80/Season Rate
$60.00
Groups 1-80/Off- Season Rate
S45.00
After 4 P.M. - add $15/hr for both Season and Off -Season
Groups 81-120/Season Rate
$90.00
Groups 81-120/Off- Season Rate
$68.00
After 4 P.M. - add $25/hr for both Season and Off -Season
#2 Steel Lake Park - Tables 8/Capacity 80/1313Q 2
Season Rate
$60.00
Off -Season Rate
$45.00
After 4 P.M. - add $15/hr for both Season and Off -Season
#3
Steel Lake Park -Tables 8/Capacity 80/1313Q 2
Season Rate
$60.00
Off -Season Rate
$45.00
After 4 P.M. - add $15/hr for both Season and Off -Season
#4
Steel Lake Park - Tables 8/Capacity 80/BBQ 1
Season Rate
$60.00
Off -Season Rate
$45.00
After 4 P.M. - add $15/hr for both Season and Off -Season
#5 Steel LakePark- Tables 12/Capacity 120/BBQ 1/smallballpark
Groups 1-80/Season Rate $60.00
Groups 1-80/Off- Season Rate S45.00
After 4 P.M. - add $15/hr for both Season and Off -Season
Groups 81-120/Season Rate $90.00
Groups 81-120/Off -Season Rate $68.00
After 4 P.M. - add $25/hr for both Season and Off -Season
*Season rates applies May -Oct and Off-season rate applies Nov -April
For Non -Residents ALL year round
Reservations are from 10:00 am- 4 pm- Additions hours charged after 4 pm
# 1 I Steel Lake Park Covered Area - Tables 12/Capacity 120/BBQ 2
Groups 1-80 $90.00
After 4 P.M. - add $22/hr
Groups 81-120/
$135.00
After 4 P.M. - add $27hr
#2 Steel lake Park -Tables 8/Capacity 80/1313Q 2
$90.00
After 4 P.M. - add $20/hr
#3 Steel Lake Park -Tables 8/Capacity 80/BBQ 2 $90.00
After 4 P.M. - add $20/hr
#4 Steel Lake Park -Tables 8/Capacity 80/BBQ 1 $90.00
After 4 P.M. - add $20/hr
#5 Steel LakePark- Tables 12/Capacity 120/BBQ1/small ballpark
Groups 1-80 $90.00
After 4 P.M. - add $22/hr
Groups 81-120/ $135.00
After 4 P.M. - add $27/hr
*Note: Groups over 120 require a Special Events Permits and subject to a different tee schedule and requirements.
F-17
APPENDIX
2015 Fee Schedule
TYPE OF FEE
2015
Fee
SEC'nONTEN. PARK AND CIrYFACUMYUSE FEES.
Special Events
For Residents
Group Size:
50 or less
Season Penn it
Off -Season Permit
$50.00
$38.00
51-150
Season Pennit
$100.00
Off -Season Permit
$75.00
151-250
Season Permit
$150.00
Off -Season Pemut
$113.00
*Season rates applies May -Oct and Off-season rate applies Nov -April
For Non -Residents ALL year round
Gaup Size:
50 or less
Permit
$75.00
51-150
Permit
$150.00
For Non -Residents ALL year round- continued
Gaup Size:
151-250
Permit
$225.00
Damage Deposit
Grout) Size:
1-250 $100.00
251-500 $200.00
501-800 $300.00
8 1000 S400.00
Refundable ifno damage on -site
Additional charges on ALLpermits/reservations:
City -supplied additional tables/ $10 ea
City -supplied additional trash cans/$5 ea
Electricity (if on-site)/$20 for 4 hours or $50 for day (10 hr max)
City Hall Room Rentals
Council Chambers (per hour) $60.00
Non -Council Chamber Meeting Room (per hour) $30.00
F-18
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
2015 Fee Schedule
TYPE OF FEE
zols
SECTION ELEVEN. PAWNBROKER.
Pawnbroker License
$325.00
Secondhand Dealer License
$50.00
Late Penalty:
A late penalty shall be charged on all applications for renewal of a license received later than seven (7) days after the expiration
date (being December 31 of each year) of such license. The amount ofpenalty is calculated as a percentage of the license:
Late Penalty: - Continued
8 - 30 days past due
25%
31- 60 days past due
50%
61 and over days past due
$1.00
SECTIONTWELVE. PUBLIC DANCE AND DANCE HALL.
Annual Fee $175.00
Annual fee after July 1 $100.00
Per Event or Limited Permit, per day $50.00
Renewal late charge fee $75.00
Processing fee for applications received less than 30 days from the event $75.00
Litter control security deposit - cash or bond $1,000.00
Appeal fee $75.00
F-19
APPENDIX
2015 Fee Schedule
2015
TYPE OF FEE Fee
SECTION THIRTEEN. PUBLIC WORKS.
A. Building Moving and Oversize/Overweight vehicle Permit.
1. Building moving through City
$85.50
2. Building moving into or within City
$85.50
Pre -move inspection, the higher of actual cost or
$203.00
3. Oversize/overweight vehicle permit
$85.50
B.
Street and/or Easement Vacation Application
1-300lineal feet
$833.50
every 100 lineal feet thereafter, per 100 IF
$85.50
C. Right -of -Way Use Permit, includes 1 inspection
1. Individual single family homeowner applications
$189.00
2. All other applications
$262.50
3. Supplement plan review fee for any and all permits, per hour
$68.50
4. Supplement construction inspection for any and all permits, per hour
$61.00
5. Inspection outside of normal business hours (at standard Inspection rate times 1.5)
$110.50
6. Weekend, holiday, and emergency call out inspection
(4 hours minimmu)
7. Re -inspection
$110.50
8. Job start penalty fee
$120.00
D. Right -of --Way Code Variance Request, plus recording fee *
$85.50
E Development Review Fee.
1. Single Family $68.50
2. Short Subdivisions Construction Plans (Up to 8 hours ofreview time) $549.50
a. Supplemental plan review/construction service fee, per hour $68.50
b Construction Inspection Fee per hour $6100
3. Subdivisions and ComrrereiaVindustrialDeveloprrients
$824.50
Construction Plans (up to 12hours ofreview time)
a. Supplemental plan review/construction service fee, per hour
$68.50
b. Construction Inspection Fee, per hour
$61.00
F. Concurrency
Trips generated:
If less than 10 times (4 hours)
$344.50
If between 10 and 50 times (16 hours)
$1,594.50
If between 50 and 500 times (32 hours)
$3,374.50
-If greater than 500 times (48 hours)
$5,576.50
G. Miscellaneous Public Works Permits and Services (Same fee structure under Section
Nine/Miscellaneous Fees)
* Recording Fee per chapter 36.198.010 RCW andas amendedandKC. Code 1.12.120 andas amended
SECTION FOURTEEN. RIGHT-OF-WAYACTIVITY.
Right of Way Activity Permit Fee $42.50
F-20
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
2015 Fee Schedule
2015
TYPE OF FEE Fee
SECTION FI THN. TAXICABS.
Pursuant to Mug County Fee Schedule
SECTION SIXTEEN. PUBLIC BATHHOUSE BUSINESSES.
PUBLIC BATHHOUSE BUSINESSES:
1. Public Bathhouse Business (in addition to business license)
$75.00
2. Bathhouse Attendant
$75.00
3. Bathhouse Manager
$75.00
4. Late Penalty:
A late penalty shallbe charged on all applications for renewal of a license received later than seven (7) days after the expiration
date (being December 31 of each year) of such hcense. The amount of penalty is calculated as a percentage of the license:
8 - 30 days past due
25%
31- 60 days past due
50%
61 and over days past due
$1.00
Proration: The entire annual license fee shall be paid for the applicable calendar year regardless ofwhen the application for
license is made and shall not be prorated for any part ofthe year except that ithe original application for license is made subsequent to June 30,
the license fee for the remainder ofthat yearshall be one-halfofthe annual license fee. Annual license renewals shall be required to be obtained
and paid in full by January 31 ofeach respective year.
F-21
APPENDIX
2015 Fee Schedule
2015
TYPE OF FFE Fee
SECTION S EVFINT Y N. IMPACT MITIGATION.
School impact Fee:
Single -Family Residences, per dwelling unit
$4,464.00
Plus City Administrative Fee @ 5%
Multi -Family Residences, per dwelling unit
Plus City Administrative Fee @ 5%
$223.00
$1,562.00
$78.00
Traffic Impact Fee
Land Use
A. Residential
Single Family (Detached) per dwelling
$3,111.94
Multi -Family per dwelling
$2,019.46
Senior Housing per dwelling
$764.12
Mobile Home in MH Park per dwelling
$1,454.29
B. Commerical - Services
Drive-in Bank per s f/GFA
$20.46
Hotel per room
$2,077.56
Motel per room
$1,655.01
Day Care Center per sf/CFA
$16.45
ea io
' Post Officeper sf/GFA
$12.48
I I Service Station per VFP
$8,302.85
Service Station with Minimart per sf/GFA
$43.59
Auto Care Center per sf/GLA
$4.58
Movie Theater perseat
$120.47
Health Club per sf/GFA
$7.23
C• Commercial - Institutional
Elementary School per st/GFA
$1.45
Middle/Jr High School per st/GFA
$226
High School per st/GFA
$2.53
Assisted Living, Nursin Home perbed
$542.28
Church per sf/GFA
$1.79
Hospital persf/GFA
$3.21
D. Commercial - Restaurant
Restaurant per sf/GFA
$13.45
High Turnover Restaurant persVCFA
$13.55
Fast Food Restaurant per sf/GFA $29.79
Espresso with Drive-Throueh Der sf/GFA $26.41
F-22
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
2015 Fee Schedule
SECTION SEVENTEEN _IMPACT MITIGATION. (continued)
E
Commercial -Retail Shopping
Shopping CenterpersFGLA
$5.01
Supermarket per sf/GFA
$14.56
Convenience Market per sf/GFA
$26.99
Free Standing Discount Store per sf/CFA
$6.04
Hardware/Paint Store per sFCFA
$2.90
Specialty Retail Center per sf/GFA
$2.03
Furniture Store per sf/GFA
$0.40
Home Improvement Superstore per sf/GFA
$3.07
Pharmacy with Drive -Through per sf/GFA
$7.74
Car Sales -New/ Used per sFCFA
$7.30
F.
Commercial - Office
IGeneral Office per sf/GFA
$4.72
Medical Office per sf/GFA
$9.14
G.
Industrial
Light Industry/Manufacturing per sf/GFA
$3.42
Heavy Industry per sf/GFA
$2.39
Industrial Park per sf/GFA
$3.03
Mini-Warehouse/Storage per sf/GFA
$0.92
Warehousing per sf/GFA
$1.13
City Center hnpact Fee Rates
A.
Residential
Multi -Family (CC) per dwelling
$1,453.68
Senior Housing (CC) per dwelling
$550.08
B.
Commercial - Services
Drive-in Bank (CC) per af/GFA
$14.32
Day Care Center (CC) per sf/GFA
$11.52
Library (CC) per aVGFA
$5.73
Post Office (CC) per sf/GFA
$8.74
Movie Theater (CC) per seat
$84.00
Health Club (CC) per af/GFA
$5.06
C.
Commercial - Restaurant
Restaurant (CC) per sf/GFA
$9.42
High Turnover Restaurant (CC) per sf/GFA
$9.49
Fast Food Restaurant (CC) oer sf/GFA
$20.85
F-23
APPENDIX
2015 Fee Schedule
SECTION SEVENTEEN. IMPACT MITIGATION. (continued)
D. Commercial -Retail Shopping
Shopping Center (CC) per sFC1A
$3.51
Supemrarket (CC) per sf/GFA
$10.19
Pharmacy with Drive -Through (CC) per sf/GFA
$5.42
E Commercial -Office
General Office (CC) per sf/GFA
$2.83
Medical Office (CC) per sf/GFA
$5.48
GFA = Gross Floor Area
GLA = Gross Leasable Area
CC =City Center
For uses with Unit of Measure in sF, trip rate is given as trips per 1,000 sF
VFP = Vehicle Fueling Positions (Maximum number ofvehicles that can be fueled simultaneously)
Note. City Administrative fee of 3% will be added to the total Traffic Impact Fees charged
SECTION EIGHTEEN. PUBLIC SAFETY.
i Case Report, 1st 10 pages
$10.00
Traffic Accident Report, 1st 10 pages
$10.00
Reports exceeding ten (10) pages, per page
$0.15
Photograph Duplication (from film)
$2 per photo/$10 min
Videotapes, per DVD
$25.00
Digital audio and image files, on CD, per disk
$10.00
Fingerprint Card
$10 1st/ $3 ea add'1
Photo ID Card
$10.00
Concealed Pistol license
Fees may change pursuant to State of Washington Firearms fee schedule
Concealed Pistol License -New
$52.50
Concealed Pistol License -Renewal
$32.00
Concealed Pistol License - Duplicate/Reissuance
$10.00
Lamination
$5.00
Concealed Pistol License Late Fee (if applicable)
$10.00
Traffic School (including Police and Court costs)
$175.00
F-24
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
DEMOGRAPHIC STATISTICS
Fiscal
Year
Per Capital Median
Population Income [C] Age [C]
Education Level in
Years of Formal School Enrollment
Schooling [A]
Unemployment
Rate [B]
2002
83,850 22,451 32.5
13.0
22,194
7.3%
2003
83,500 22,451 32.5
13.0
22,265
7.4%
2004
85,800 22,451 32.5
13.0
22,395
6.2%
2005
85,800 22,451 32.5
13.0
22,383
5.1%
2006
86,530 22,451 32.5
13.0
22,184
4.5%
2007
87,390 26,137 37.2
13.0
21,775
3.9%
2008
88,040 27,730 37.0
13.0
21,622
4.9%
2009
88,578 27,638 36.6
13.0
21,700
9.5%
2010
88,760 27,307 35.1
13.0
21,630
10.3%
2011
89,370 26,668 35.2
13.0
21,608
9.1%
2012
89,460 26,514 34.9
13.0
20,665
8.1 %
2013
89,718 26,740 34.9
13.0
21,554
7.4%
(A)
Includes public school enrollment. Kindergarten is included though not State mandated.
(B)
Unemployment rates came from the US Department
of Labor, Bureau of Labor Statistics.
(C)
2013 info for Federal Way is based on 2008-2012 American Community Survey five-year Estimates.
Sources:
Data was obtained fromU. S. Census Bureau
US Department of labor, Bureau of Labor Statistics
US Department of Commerce, Bureau of Economic Analysis
School data was provided by the Federal Way
School District.
F-25
APPENDIX
PRINCIPAL TAXPAYERS
DECEMBER 31, 2013
Taxpayer
Type of Business
2013
Assessed
Valuation
Percentage of
Total Assessed
Valuation (A)
Weyerhaeuser
Lumber Products
$77,816,485
1.06%
Puget Sound Energy-Elec4Gas
Electric/Gas
62,837,701
0.86%
Steadfast Commons LLC
Real Estate Management
57,009,300
0.78%
HarschlnvestmentProperties
Real Estate Management
51,809,500
0.71%
LBARealty
Real Estate Management
31,273,200
0.43%
Forest Cove LLC
Real Estate Management
28,724,000
0.39%
KNL Vision WA LLC (formerly BRE Properties)
Real Estate Management
27,378,000
0.37%
QwestCorp oration Inc.
Communications/Telephone
23,223,659
0.32%
Fred Meyer
Retailer
21,640,700
0.30%
VirgmiaMason
Medical Services
17,91023
0.24 o
$399,623,868
5.45%
(A) 2013 assessed valuations for taxes collected in 2014. Total2013 taxable assessed valuation forth City is $7,333,627,904
Source: King County Assessor-PrincipalTaxpayers.
PRINCIPAL EMPLOYERS
DECEMBER 31, 2013
Number of
Taxpayer
Type of Business
Employees
Federal Way Public Schools
Educational Services
L951
Xerox Commerical Services LLC
Business Services
L263
Weyerhaeuser Company
Lumber Products
L210
St Francis Hospital
Medical Services
875
Wild Waves
Amusement Center
632
World Vision Inc
Christian RehefAgency-Nonprofit
632
Us Postal Service - Bulk Mail
Postal Service
616
City Of Federal Way
Government Services
476
Wal-Mart Supercenter #3794
Retail
386
Davita
Health Services
235
Virginia Mason Federal Way
Medical Services
220
Costco Wholesale Corporation
Wholesale
214
BergerABAM Inc
Engineering/Architectural
183
Fred Meyer
Retail
178
Wal-Mart Store #2571
Retail
167
City of Federal Way Business Licenses - Principal Employers - includes both full-time and part-time employees.
F-26
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
MISCELLANEOUS STATISTICAL INFORMATION
DECEMBER 31, 2013
TYPE OF GOVERNMENT
Council - Mayor
ORGANIZATION STRUCTURE
Legislative Administrative
Mayor 6 Department Directors
7 Councilmembers
CORPORATE INFORMATION
The City of Federal Way is a noncharter optional code City. It was incorporated as an optional code City on February 28, 1990,
and is governed under the provisions of the Optional Municipal Code of the Revised Code of Washington. Optional Code City
status increases the City's operating authority by extending it to the powers of all four city classifications which exist in
Washington law.
LOCATION AND AREA
Federal Way, the eighth largest city in the State of Washington, encompasses an area of 22.5 square miles including annexation.
It is located in South King county approximately 25 miles south of Downtown Seattle and 8 miles north of Downtown Tacoma.
The community is residential commercial, with the populace employed locally in neighboring cities such as SeaTac, Kent, Tacoma,
Bellevue and Seattle. The City has approximately 35,464 housingunits. It is 6 miles from the Port of Tacoma and 9 miles south of
SeaTac International Airport. The City is served by Interstate 5 and state highways 18, 99 and 509. Frequent Metro public bus service
is available to both Seattle and Tacoma throughout Federal Way. Three express park -and -ride lots are provided.
POPULATION, REGISTERED VOTERS AND EMPLOYMENT WITHIN CITY LIMITS
The population of Federal Way is presently 89,718, of which 39,724 are registered voters. A total of 27,060 (est.) people are
employed within the City limits.
NUMBER OF CITY EMPLOYEES
During the year 2013, the City employed 293 full-time salaried, 12 part-time salaried, and 288 temporary employees. There were
102 commissioned police officers and 13 union lieutenants, and no uniformed firefighters. The Teamsters Union #763 represented
22 employees of Public Works Maintenance and Parks Maintenance and 8 employees of the Municipal Court, 34 employees were
represented by the PSSA (Police Support Services Association), and the Police Guild represented 102 Police Officers during 2013.
RECREATIONAL FACILITIES
32 Developed park sites covering 543 acres
23 Undeveloped park sites covering 551 acres (including open space)
33 Public tennis courts, 11 of which are owned by the City
2 Public swimming pools, one owned by the City and one owned by King County
3 Trails covering 6 miles
OTHER CITY OWNED FACILITIES
1 City Hall
1 Community Center
1 Dumas Bay Centre
1 Parks Maintenance Facility
PUBLIC EDUCATION
ENROLLMENT COUNT
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
23
Elementary Schools
9,916
9,806
9,733
9,612
9,594
9,594
9,560
9,673
9,229
9,777
9
Middle Schools (incl. Public Academy)
5,476
5,271
5,183
5,139
5,234
5,203
5,235
5,205
5,041
5,050
5
High Schools
6,650
7,004
6,954
6,720
6,531
6,637
6,547
6,409
6,018
6,341
1
Internet Academy (K-12)
353
302
314
304
263
266
288
321
377
386
22,395
22,383
22,184
21,775
21,622
21,700
21,630
21,608
20,665
21,554
3,209 Staff members (including substitutes)
F-27
APPENDIX
MISCELLANEOUS STATISTICAL INFORMATION
(Continued)
DECEMBER 31, 2013
MILES OF STREET
Streets (Center Line Miles) ................................ 243.42 miles
SIGNALS/STREET LIGHTS
Signals WSDOT-owned and maintained .................
6
Signals City -owned and King County -maintained...
77
Street fights City -owned and maintained ...............
1,705
Street lights City -owned and PSE-maintained.........
644
Street lights PSE-owned and maintained ................
1,975
LOCAL TAXES ON BUSINESSES
Franchise Tax- Cable TV .................................
5.00%
Gambling Taxes:
Bingo/Raffles..................................
5.00%
Amusement/Games ...........................
2.00%
Punchboard/Pull Tabs* .......................
3.00%
Cardrooms * *..................................
10.00%
Local Sales Tax (Collected by the State) ................
9.50%
*Rate effective 8/1/2010
**Rate effective 6/6/2010
POLICE INFORMATION
Dispatched Call for Services
Offenses:
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Forcible Rape (including attempts)
50
55
64
48
30
51
50
38
48
35
Robbery
121
153
146
129
170
198
152
119
107
107
Criminal Homicide
7
1
3
10
5
5
4
3
6
Aggravated Assault
109
101
120
107
115
115
118
99
150
133
Vehicle Theft
1,118
1,573
1,199
939
816
561
741
694
800
778
Burglary (commercial & residential)
759
800
753
739
800
741
828
752
931
801
Larceny
3,257
3,786
3,230
3,159
2,933
3,231
3,141
3,067
3,409
3,571
Arson
23
25
26
18
13
13
11
11
9
7
Citations:
Traffic
13,219
11,402
11,931
14,043
19,339
20,678
18,094
17,226
13,023
17,558
Red Light Photo
-
-
-
-
3,813
13,002
25,691
15,340
13,455
13,455
FUZE AND EMERGENCY MEDICAL
RESPONSE INFORMATION
Fire and Emergency Medical Response
information reflects the greater Federal Way area, which
is served
by Fire District #39.
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Fire and Other Responses
2,896
3,210
865
639
1,083
1,147
1,041
934
1,363
968
Emergency Medical
8,263
8,636
11,164
11,350
12,058
11,077
11,460
11,914
12,571
12,950
BUILDING RELATED PERMITS & VALUES
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Building Permits
624
880
788
791
605
483
545
482
598
0
Estimated Value (In M illions $)
147.2
$236.5
$151.1
$126.5
$ 89.4
$ 79.2
$ 53.4
$ 33.0
$58.1
$61.6
Other Building Related Permits
1958
2705
2550
2690
2370
2209
2423
2385
2960
3827
Estimated Value (In Millions $)
$2.5
$ 3.9
$ 4.2
$ 5.5
$ 7.0
$ 5.6
$ 5.9
$ 6.2
$ 5.4
$ 5.5
TAXABLE SALES (in millions)
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Retail Sales
$1,239
$1,331
$1,471
$1,540
$1,458
$1,257
$1,261
$1,277
$1,239
$0
Real Estate Sales
$616
$939
$988
$963
$536
$208
$238
$315
$303
$399
F-28
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
GLOSSARY OF BUDGET TERMS
The following are definitions for common terms found in budget summary statements, as well as an explanation of
financial terms, found in this budget document.
Accounting System The total set of records and procedures, which are used to record, classify, and report
information on the financial status and operations of an entity.
Accrual Basis Accrual basis of accounting is used in proprietary (enterprise and internal service) funds.
Under it, transactions are recognized when they occur. Revenues are recognized when
earned and expenses are recognized when incurred. "When" cash is received or
disbursed is not a determining factor.
Adjusted Budget The budget as revised through supplemental appropriations approved by Council during
the year.
Allocation To set aside or designate funds for specific purposes. An allocation does not authorize
the expenditure of funds.
Appropriation An authorization made by the City Council which permits officials to incur obligations
against and to make expenditures of governmental resources.
Arbitrage The excess of the yield on investments acquired with gross proceeds of a bond issue over
the bond yield of the issue. This excess must be rebated to the United States Treasury,
and is called arbitrage rebate.
Assessed Valuation The estimated value placed upon real and personal property by the King County
Assessor as the basis for levying property taxes.
Audit A systematic examination of resource utilization concluded in a written report. It is a
test of management's internal accounting controls and is intended to:
• ascertain whether financial statement fairly present financial positions and
results of operations;
• test whether transactions have been legally performed;
• identify areas for possible improvements in accounting practices and
procedures;
• ascertain whether transactions have been recorded accurately and consistently;
• and ascertain the stewardship of officials responsible for governmental
resources
BARS The State of Washington prescribed Budgeting, Accounting, Reporting _S, s� Manual
for which compliance is required for all governmental entities in the State of
Washington.
Balanced Budget State law prescribes a balanced budget is total expenditures and other uses no to exceed
total resources (current revenue plus beginning fund balance). The City of Federal
Way's policy further requires that ongoing expenditures do not exceed ongoing
revenues. A balanced budget for Federal Way must meet both conditions.
Base Budget Ongoing expense for personnel, contractual services, and the replacement of supplies and
minor equipment required to maintain service levels previously authorized by City
Council.
Beginning Fund The resources that are unspent from the previous year and are available in the subsequent
Balance fiscal year for expenditures. Since these resources are typically available due to under
expenditures in the previous year or unexpected revenues, it is prudent to not utilize
these resources for ongoing operational expenditures.
F-29
APPENDIX
Benefits Employer contributions paid by the City as part of the conditions of employment.
Examples include: health/dental insurance, state public employees retirement system,
city retirement system, and employment security.
Biennial Budget A budget applicable to a two-year fiscal period.
Bond(Debt Instrument) A written promise to pay (debt) a specified sum of money (called principal or face value)
at a specified future date (called the maturity date) along with periodic interest paid at a
specified percentage of the principal (interest rate). Bonds are typically used for long-
term debt to pay for specific capital expenditures.
Budget A plan of financial operation embodying an estimate of expenditures for a given period
and the proposed means of financing them (revenue estimates). The term is also
sometimes used to denote the officially approved expenditure ceilings under which the
City and its departments operate.
Budget Amendment A change to a budget adopted in accordance with State law. A budget may be amended
to increase expenditures/expenses at the fund level by ordinance without public notice or
public hearing requirements, when unanticipated revenues occur or emergencies exist
(RCW 35A.33.080 and 35A.33.120). The Mayor is authorized to make budget
amendments between organizations of the same fund, as long as there is no change in the
total budget for that fund.
Budget Calendar The schedule of key dates or milestones which the City follows in the preparation and
adoption of the budget.
Budgets and Budgetary The City of Federal Way budgets its funds in accordance with Revised Code of
Accounting Washington (RCW) 35A.33. In compliance with the Code, annual appropriations are
adopted for the General, Special Revenue, Debt Service and Capital Projects Fund. Any
unexpended appropriations lapse at the end of the fiscal year. For Governmental Funds,
there is no substantial difference between budgetary basis and generally accepted
accounting principles. Annual appropriated budgets are adopted at the fund level.
Budgetary Control The control or management of a government in accordance with the approved budget for
the purpose of keeping expenditures within the limitations of available appropriations
and resources.
Budget Document The official written statement prepared by the budget office and supporting staff, which
presents the proposed budget to the City Council.
Community Funding provided for the purpose of carrying out eligible community development and
Development Block housing activities.
Grant (CDBG)
Capital Expenditures made to acquire, reconstruct, or construct major fixed or capital assets. A
fixed asset is a tangible object of a long-term character which will continue to be held or
used, such as land, buildings, machinery, furniture, and other equipment. A capital asset
must exceed $1000 in cost and have an expected useful life expectancy of 12 months.
For purposes of this definition, a "fixed asset" includes a group of items purchased
together that will be used "for a single purpose" and which could not be used effectively
by themselves.
Capital Facilities Plan A capital facilities plan includes an inventory of existing facilities, a forecast of future
(CFP) needs, proposed locations, capacities for new or expanded facilities, and a financing
plan. The financing plan outlines the costs, revenues and time schedules for each capital
improvement project. In compliance with the Growth Management Act legislation
within the State of Washington, the City is preparing such a plan.
F-30
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
Capital Improvement A plan for capital expenditures to be incurred each year over a period of five or more
Program (CIP) future years setting forth each capital project, identifying the expected beginning and
ending date for each project, the amount to be expended in each year, and the method of
financing those expenditures.
Certificates of A certificate of participation represents a divided share of a lease that is assigned or
Participation marketed to investors. These debt instruments typically represent general obligation debt
but can also be issued by enterprises.
Certificate of Deposit A negotiable or non-negotiable receipt for monies deposited in a bank or other financial
institution for a specified period at a specified interest rate.
Comprehensive Plan A general plan that outlines growth and land use for residential, commercial, industrial,
and open space areas.
Consumer Price Index A statistical description of price levels provided by the United States Department of
(CPI) Labor. The index is used as a measure of change in the cost of living.
Contingency A budgetary reserve set aside for emergencies or unforeseen expenditures for which no
other budget exists.
Cost of Living An increase in salaries to offset the adverse effect of inflation on compensation.
Adjustment (COLA)
Councilmanic Bonds Councilmanic bonds refer to bonds issued with the approval of the Council as opposed to
voted bonds which must be approved by vote of the public. Councilmanic bonds must
not exceed .75% of the assessed valuation.
Debt Service Payment of interest and repayment of principal to holders of the City's debt instruments.
Deficit (1) The excess of an entity's liabilities over its assets (see Fund Balance)
(2) The excess of expenditures or expenses over revenues during a single
accounting period.
Department Basic organizational unit of City government responsible for carrying out a specific
function.
Depreciation (1) Expiration in the service life of capital assets attributable to wear and tear,
deterioration, action of the physical elements, inadequacy or obsolescence.
(2) That portion of the cost of a capital asset which is charged as an expense during a
particular period.
Division A group of homogenous cost centers within a department.
Designated Fund Fund balance that is not legally restricted to a specific use, but is nonetheless planned to
Balance be used for a particular purpose. For example, the General Fund has a fund balance that
is designated for contingency. There is no legal restriction on the use of this fund
balance, but it is budgeted to provide financial stability.
Enterprise Fund A fund type used to account for operations that are financed or operated in a manner
similar to private business enterprise where the intent of the governing body is that costs
or providing goods and services be recovered primarily through user charges.
Expendituresl Where accounts are kept on the modified accrual basis (expenditures) or accrual basis
Expenses (expenses) of accounting, the cost of goods received or services rendered whether cash
payments have been made or not. Where accounts are kept on a cash basis, expenditures
are recognized only when the cash payments for the above purposes are made.
F-31
APPENDIX
Fees A general term used for any charge for services levied by government associated with
providing a service, permitting an activity, or imposing a penalty. Major types of fees
include business and non -business licenses and user charges.
Fiscal Year A twelve (12) month period designated as the operating year by an entity. For Federal
Way, the fiscal year is the same as the calendar year.
Full -Time Equivalent FTE is a measure of a position by its budgeted hours. For example, 1 FTE equals 2,080
Position (FTE) hours and .75 FTE equals 1,566 hours.
Fund An independent fiscal and accounting entity with a self -balancing set of accounts
recording cash and/or other resources together with all related liabilities, obligations,
reserves, and equities which are segregated for the purpose of carrying on specific
activities or attaining certain objectives.
(See the fund divider pages for specific fund category definitions.)
Fund Balance Difference between assets and liabilities (the equity) reported in governmental funds.
Fund balances are classified as reserved or unreserved/undesignated.
Reserved funds: an account used to indicate that a portion of fund equity is
legally restricted for a specific purpose.
Unreserved or undesignated funds: the funds remaining after reduction for
reserved balances.
In addition, many of the special funds are themselves restricted as to use, depending on
legal restrictions governing the levy of the funds they contain.
General Fund This fund is supported by taxes, fees, and other revenues that may be used to pay the
expense and liabilities of the City's general services and programs for citizens that are
not separately accounted for in a special purpose fund.
General Obligation Bonds for which the full faith and credit of the insuring government are pledged for
Bonds payment.
Goal A long-range statement of broad direction, purpose, or intent, based on the needs of the
community.
Grant A contribution of assets (usually cash) by one governmental unit or other organization to
another. Typically, these contributions are made to local governments from state and
federal governments. Grants are typically made for specified purposes.
Growth Management Legislation enacted in 1990 by the State Legislature requiring that all jurisdictions in the
Act (GMA) larger counties adopt new comprehensive plans by the end of 1993. This was enacted
due to the enormous growth experienced in the State and the lack of uniform guidance
for related development. This Act further specified that all plans conform to a broad set
of guidelines set out by the State and that they be compatible with the guidelines of both
the parent county and neighboring jurisdictions. Eight specific elements, including
concurrency, are required to be included in every Comprehensive plan. Concurrency
requires that infrastructure be available at the same time as new development.
Infrastructure The underlying foundation, especially the basic installations and facilities, on which the
continuance and growth of a jurisdiction depends (e.g. streets, roads, water systems)
Indebtedness The state of owing financial resources to other financial institutions and investors.
Interfund Services Payments for services rendered made by one City department or fund to another.
Internal Service Fund billings are included in the category. These billings, however, also
include equity transfers to internal service funds in support of "first time" asset
acquisitions.
F-32
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
Interfund Transfers Contributions from one City fund to another in support of activities of the receiving fund.
Loans are not included.
Intergovernment Services purchased from other government agencies and normally include types of
Services services that only government agencies provide.
Internal Control A plan of organization for purchasing, accounting, and other financial activities, which,
among other things, provides that:
• The duties of employees are subdivided so that no single employee handles a
financial action from beginning to end.
• Proper authorizations from specific responsible officials are obtained before key
steps in the processing of a transaction are completed.
• Records and procedures are arranged appropriately to facilitate effective
control.
Internal Service Fund Funds used to account for the financing of goods or services provided by one department
or agency to other departments or agencies of a government, or to other governments, on
a cost reimbursement basis.
Investment Securities and real estate purchased and held for the production of income in the form of
interest, dividends, rentals or base payments.
Level of Service Used generally to define the existing services, programs, and facilities provided by the
government for its citizens. Level of service in any given activity may be increased,
decreased, or remain the same, depending on the needs, alternatives, and available
resources.
Levy To impose a tax, special assessment or service charge for the support of government
activities. The term most commonly refers to the real and personal property tax levy.
Levy Rate The rate at which taxes, special assessments or service charges are imposed. For
example, the real and personal property tax levy is the rate at which property is taxed per
$1,000 of assessed valuation. The rate is determined by calculating the ratio of the
maximum amount of property tax revenue allowable under state law and the total
assessed valuation within the taxing district.
Liability Debt or other legal obligations arising out of transactions in the past which must be
liquidated renewed or refunded at some future date.
Long -Term Debt Debt with a maturity of more than one year after the date of issuance.
Mitigation Fees Fees paid by developers toward the cost of future improvements to City infrastructure,
which improvements are required due to the additional demands generated by new
development.
Modified Accrual Basis Modified Accrual Basis of accounting is used in governmental fund types (general,
special revenue, debt service, and capital project funds). Under it, revenues and other
financial resource increments are recognized when they become both measurable and
available to finance expenditures of the current period. Expenditures are generally
recognized when they are incurred (bring forth a liability).
F-33
APPENDIX
Net Interest Cost This is the traditional method of calculating bids for new issues of municipal (NIC)
securities. It is computed as either: (a) Dollar Cost: total scheduled coupon payments +
bid discount (- bid premium), or (b) Interest Rate: total scheduled coupon payments + bid
discount (- bid premium) divided by bond year dollars. Bond year dollars is the sum of
the number of years each bond in an issue is scheduled to be outstanding multiplied by
its par value.
Object As used in expenditure classification, this term applies to the type of item purchased or
the service obtained (as distinguished from the results obtained from expenditures).
Examples are personnel services, contractual services, and materials and supplies.
Objective A specific measurable achievement that may be accomplished within a specific time
frame.
Operating Budget An operations plan, expressed in financial terms, whereby an operating program is
funded for a single year. Per state law, operating budgets lapse at year-end.
Performance A performance measure is an indicator of the attainment of an objective. It is a specific
Measures quantitative measure of work performed or services provided within an activity or
program, or it may be a quantitative measure of results obtained through a program or
activity.
Personnel Services Includes total wages and benefits.
Program Activity A broad function or a group of similar or related services/activities having a common
purpose.
Proposed Budget The Mayor's recommended budget submitted to the City Council and Public in October
of each year.
Proprietary Funds Recipients of goods or services pay directly to these funds. Revenues are recorded at the
time services are provided, and all expenses incurred in earning and revenues are
recorded in the same period. As a result, there is a direct cause and effect relationship
between revenues and expenses in these funds.
Public Works Trust A state revolving loan fund that provides low interest loans to help local governments
Fund Loans (PWTFL) maintain or improve essential public works systems.
Rainy Day Reserve The Rainy Day Reserves was established during the 2007/08 mid -biennium budget
adjustment where Council authorized setting aside $2 million of the General fund
unallocated balance to be used to offset temporary declines in General Fund revenues
due to an economic downturn.
Real Estate Excise Tax A tax levied on real estate sales and used for payment of debt and capital purposes.
(REST)
Replacement Reserves A portion of fund equity built up for specific assets for the purpose of purchasing the
replacement of those assets.
Reserve An account used to indicate that a portion of fund equity is legally restricted for a
specific purpose.
Residual Equity Nonrecurring or nonroutine interfund transfers of equity between funds.
Transfer
Resources Total dollars available for appropriations including estimated revenues, fund transfers,
and beginning fund balances.
F-34
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
Retained Earnings An equity account reflecting the accumulated earnings of a proprietary (internal service
or enterprise) fund. In this budget document, the balance derived excludes asset
depreciation expenditures. When depreciation is charged to user organizations, as in
internal service funds, the cash balance remaining (ending retained earnings), therefore,
represents the asset replacement reserve being accumulated.
Revenue Income received by the City in support of a program of services to the community. It
includes such items as property taxes, fees, user charges, grants, fines and forfeits,
interest income and miscellaneous revenue.
Revenue Estimate A formal estimate of how much revenue will be earned from a specific revenue source
for some future period; typically a future fiscal year.
Salaries and Wages Amounts paid for personal services rendered by employees in accordance with rates,
hours, terms and conditions authorized by law or stated in employment contracts. This
category also includes overtime, temporary help, and car allowances.
Services and Charges Services acquired from and fees/payments made to vendors. These include printing,
publications, auditing, police protection, street maintenance, public health programs,
office rent, telecommunications, and social welfare programs.
Special Revenue Funds Funds that are dedicated for a specific purpose requiring an additional level of
accountability and are collected in a separate account outside of the General Fund.
Standard Work Year 2,080 hours or 260 days is equivalent of one work year.
Strategic Plan A plan outlining the goals and strategies the City will focus on over the next six years.
Subsidy Financial assistance provided by one fund to another fund (e.g. General Fund subsidy of
the Street Fund and Utility Tax Fund to Knutzen Family Theatre)
Supplemental An appropriation approved by Council after the initial budget adoption. Supplemental
Appropriation appropriations are approved by Council during the year.
Supplies Items used to deliver services, such as office supplies, short-lived minor equipment with
no material value, periodicals and books, and generic computer software.
Taxes Compulsory charges levied by a government for the purpose of financing services
performed for the common benefit. This term does not include special assessments, fees,
or charges for services.
Tax Rate The amount of tax stated in terms of units per $1,000 of assessed value of taxable
property. The tax rate is the result of dividing the tax levied by the assessed value of the
taxing district.
Transportation A comprehensive program used to identify specific transportation projects for
Improvement Program improvement to enhance local, regional, state, and federal transportation systems.
(TIP)
Unreserved Fund The difference between fund assets and fund liabilities of governmental or similar trust
Balance funds that is available for general expenditures.
User Fees The payment of a fee for direct receipt of a public service by the person benefiting from
the service.
Yield The rate earned on an investment based on the price paid for the investment, the interest
earned during the period held, and the selling price or redemption value of the
investment.
F-35
APPENDIX
ACRONYM LIST
AA
Affirmative Action
AAMA
American Architectural Manufacturers Association
AARP
American Association of Retired Persons
AASHTO
American Association of State Highway and Transportation Officials
ACAD
Association of Coral Artists and Designers
ACLU
American Civil Liberties Union
ADA
Americans with Disability Act
A & E
Architecture and Engineering
AFIS
Automated Fingerprint Information System
AFSCME
American Federal, State, County, and Municipal Employees
AICP
American Institute of Certified Planners
AICPA
American Institute of Certified Public Accountants
ALEA
Aquatic Land Enhancement Account (a WA State grant fund)
AOR
Association of Oregon Recyclers
A/P
Accounts Payable
APA
American Payroll Association
APA
American Planning Association
APWA
American Public Works Association
A/R
Accounts Receivable
ARMA
Association of Records Managers and Administrators
ASCAP
American Society of Composers, Authors, and Publishers
ASCE
American Society of Civil Engineers
ASHRAE
American Society of Heating, Refrigerating and Air Conditioning Engineers
ASPA
American Society for Public Administration
ASTM
American Society for Testing & Materials
ATTUG
AT&T Users Group
AV
Assessed Valuation
AWC
Association of Washington Cities
AWRA
American Water Resource Association
BALD
Building and Land Development (King County)
BARS
Budgeting, Accounting, and Reporting System (State)
BPA
Bonneville Power Administration
BFOQ
Bona Fide Occupational Qualifications
BN/BC
Neighborhood Business and Business Community zone
CAC
Citizens Advisory Committee
CAFR
Comprehensive Annual Financial Report
CALEA
Commission on Accreditation for Law Enforcement Agencies
CAR
Citizen Action Report
CARES
Children Active in Recreation and Education Services
CBD
Central Business District (Downtown)
CCMA
City -County Communications and Marketing Association
CDBG
Community Development Block Grant
CEAW
City Engineers Association of Washington
CED
Community & Economic Development
CFN
Community Food & Nutrition Program
CFP
Capital Facilities Plan / City Facilities Preferred Plan
CFW
City of Federal Way
CHAS
Comprehensive Housing Affordability Strategy
CIAC
Civic Investment Advisory Committee
CIP
Capital Improvement Program/City Improvement Plan
CLRP
Comprehensive Long Range Plan
CLUP
Comprehensive Land Use Plan
CMA
Certified Management Accountant
CMC
Certified Municipal Clerk
COE
Corps of Engineers, U.S. Army
COG
Council of Governments
COP
Certificate of Participation
F-36
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
COPP
Community Outreach & Policy Planning Department
CP
Citizen Participation
CPA
Certified Public Accountant
CPI
Consumer Price Index
CPG
Coordinated Prevention Grant
CTR
Commute Trip Reduction
CUP
Conditional Use Permit
DARE
Drug Awareness Resistance Education (Police Department)
DART
Dial -A -Ride Transit (Service)
DBC
Dumas Bay Centre
DCD
Department of Community Development (State)
DHHS
Department of Health & Human Services
DNS
Determination of Non -Significance
DOE
Department of Energy (U.S.)
DOL
Department of Labor (U.S.)
DP
Data Processing
DRS
Department of Retirement Systems
DS
Determination of Significance
DV
Domestic Violence
EDC
Economic Development Council
EEO
Equal Employment Opportunity
EEOC
Equal Employment Opportunity Commission
EIS
Environmental Impact Statement
EMD
Emergency Management Division (State)
EOC
Emergency Operations Center
EPA
Environmental Protection Agency
ERP
Expert Review Panel
ESA
Endangered Species Act
ESG
Emergency Shelter Grant
ESUG
Eden Systems Users Group
ETC
Eastside Transportation Committee
ETP
Eastside Transportation Program
FAA
Federal Aviation Administration
FAUS
Federal Aid to Urban Systems
FCC
Federal Communication Commission
FEMA
Federal Emergency Management Act
FHWA
Federal Highway Administration
FIRE
Finance, Insurance and Real Estate
FLSA
Fair Labor Standards Act
FTA
Federal Transit Administration
FTE
Full Time Equivalent Employee
FWCC
Federal Way City Code
FWRSF
Federal Way Retirement System Fund
FWSD
Federal Way School District
FWZC
Federal Way Zoning Code
GAAP
Generally Accepted Accounting Principles
GAC
Government Access Channel
GASB
Government Accounting Standards Board
GFOA
Government Finance Officers Association (of US & Canada)
GIS
Geographical Information System
GMA
Growth Management Act (of 1990)
GMPC
Growth Management Planning Council
GO
General Obligation - as in - "GO Bond"
GRIP
Graffiti Removal Incentive Program
GRVTAP
Green River Valley Transportation Action Plan
GSPA
Graduate School of Public Affairs (University of Washington)
HCT
High Capacity Transit
HEW
Health, Education & Welfare (U.S.)
F-37
APPENDIX
HOA
Home Owners Association
HOV
High Occupancy Vehicle
HRIS
Human Resource Information System
HUD
Department of Housing & Urban Development (Federal)
IAC
Interagency Committee (Grant for Outdoor Recreation)
IAPMO
International Association of Plumbing & Mechanical Officials
ICBO
International Conference of Building Officials
ICMA
Institute of Certified Management Accountants
ICMA
International City Management Association
IIMC
International Institute of Municipal Clerks
IFTE
Institute for Transportation and the Environment
INPRA
International Northwest Parks and Recreation Association
INS
Immigration and Naturalization Service
IPD
Implicit Price Deflator
IPMA
International Personnel Management Association
IRS
Internal Revenue Service
ISTEA
Intermodal Surface Transportation Efficiency Act (12/91)
ITE
Institute of Transportation Engineers
JRPC
Joint Regional Policy Committee
KCC
King County Code
KCSWDM
King County Surface Water Design Manual
KCUC
King County Utility Council
KSAR
King County Sexual Assault Resource Center
LEOFF
Law Enforcement Officers and Firefighters Retirement System
LERN
Learning Resources Network
LID
Local Improvement District
LIFT
Local Infrastructure Financing Tool
LLE
Lot Line Elimination
LOS
Level of Service
LPG
Liquefied Petroleum Gas
LRHA
Low Rent Housing Authority
LTGO
Limited Tax General Obligation
M&O
Maintenance and Operations
MAB
Modified Accrual Basis
MBE
Minority Business Enterprise (Federal)
MDERT
Multi District Emergency Response Team
MDNS
Mitigated Determination of Non -Significance
METRO
Municipality of Metropolitan Seattle
MFR
Monthly Financial Report
MIS
Management Information Service - ICMA
MP
Manufacturing Park
MPS
Mitigation Payment System
MRSC
Municipal Research and Services Center (of Washington)
MVET
Motor Vehicle Excise Tax
NAES
National Association of Executive Secretaries
NAGA
National Association of Government Archivists
NAHRO
National Association of Housing and Redevelopment Officials
NCL
National Civic League
NEPA
National Environmental Policy Act
NET
Neighborhood Emergency Team
NFIP
National Flood Insurance Program
NHRMA
National Human Resources Managers Association
NIC
Net Interest Cost
NIGP
National Institute of Government Purchasing
NIMS
National Incident Management Systems
NLAAWS
Network of Local Arts Agencies of Washington State
NLC
National League of Cities
NNA
National Notary Association
F-38
CITY OF FEDERAL WAY 201512016 PROPOSED BUDGET
NPDES
National Pollutant Discharge Elimination System
NRPA
National Recreation Park Association
NSPE
National Society of Professional Engineers
NTSP
Neighborhood Traffic Safety Program
NWCAMA
Northwest Computer Aided Mapping Association
NWOUG
Northwest Oracle Users Group
O & M
Operations and Maintenance
OMB
Office of Management & Budget (Federal)
PAA
Potential Annexation Area.
PALS
Pedestrian Accident Locations
PAS
Planning Advisory Service
PAW
Planning Association of Washington
PDA
Personal Data Assistant
PERS
Public Employees Retirement System
PHA
Public Housing Authority
PMS
Pavement Management System
PNBOA
Pacific Northwest Basketball Officials Association
PO
Purchase Order
PRCS
The Federal Way Department of Parks Recreation and Culture Services
PRIMA
Public Risk/Insurance Management Association
PSFOA
Puget Sound Finance Officers Association
PSI
Professional Secretaries International
PSLRTS
Puget Sound Light Rail Transit Society
PSNUG
Puget Sound Novell Users Group
PSRC
Puget Sound Regional Council
PTSA
Parent -Teacher -Student -Association
PWTFL
Public Works Trust Fund Loan
QFR
Quarterly Financial Report
R & D
Research & Development
RAP
Regional Arterial Plan
RAS
Road Adequacy Standard
RCW
Revised Code of Washington
R/D
Retention/Detention
REET
Real Estate Excise Tax
RFB
Request for Bid
RFP
Request for Proposal
RFQ
Request for Qualifications
RJC
Regional Justice Center
ROW
Right -of -Way
RTA
Regional Transit Authority
RTP
Regional Transit Project
RV
Recreational Vehicle
SCA
Sound Cities Association
SCATBD
South County Area Transportation Board
SEPA
State Environment Policy Act
SKCBA
Seattle -King County Bar Association
SKCHSC
South King County Human Services Council
SKCMSC
South King County Multi -Service Center
SKCRA
South King County Referees Association
SLA
Society of Landscape Architects
SOP
Standard Operating Procedure
SOV
Single Occupancy Vehicle
SOW
Statement of Work
SPIRIT
Service, Pride, Integrity, Responsibility, Innovation, Teamwork
SPRP
Site Plan Review Process
SPS
State Public Service (property)
SR99
State Route 99
SSOW
Social Services Of Washington
F-39
APPENDIX
SST
Streamlined Sales Tax
STP
Surface Transportation Program
SWKC
South West King County
SWM
Surface Water Management
SWMM
Storm Water Management Model
TAC
Technical Advisory Committee
TAM
Transportation Adequacy Measure
TBD
Transportation Benefit District
TCU
Transportation, Communications, Utilities
TDM
Transportation Demand Management/Traffic Demand Management
TIA
Transportation Improvement Account
TIB
Transportation Improvement Board
TIC
True Interest Cost
TIP
Transportation Improvement Plan
TMA
Transportation Management Association
TNR
Transportation Needs Report
TSM
Transportation System Management
UATA
Urban Arterial Trust Account
UAB
Urban Arterial Board
UBC
Uniform Building Code
UCADB
Uniform Code for Abatement of Dangerous Buildings
UEC
Uniform Electrical Code
UFC
Uniform Fire Code
UGB
Urban Growth Boundary
UHC
Uniform Housing Code
ULI
Urban Land Institute
UMC
Uniform Mechanical Code
UPC
Uniform Plumbing Code
URISA
Urban and Regional Information Systems Association
USDA
United States Department of Agriculture
USDOT
United States Department of Transportation
USSSA
United States Slow -Pitch Softball Association
VA
Veterans Administration
VMT
Vehicle Miles Traveled
VRM
Vehicle Radio Modem
W-2
Earnings Statement (IRS)
W-4
Withholding Statement (IRS)
W-9
Request for Taxpayer Federal Identification Number (IRS)
WABO
Washington Association of Building Officials
WAC
Washington Administrative Code
WACE
Washington Association of Code Enforcement
WCFR
Washington Citizens For Recycling
WCMA
Washington Cities Managers Association
WCPDA
Washington Cities Planning Directors Association
WCPPA
Washington Council of Public Personnel Administrators
WFOA
Washington Finance Officers Association
WLPA
Washington Lakes Protection Association
W/MBE
Woman/Minority Business Enterprise
WMCA
Washington Municipal Clerks Association
WMTA
Washington Municipal Treasurers Association
WRPA
Washington Recreation and Parks Association
WSAMA
Washington State Association of Municipal Attorneys
WSBA
Washington State Bar Association
WSCPA
Washington Society of Certified Public Accountants
WSDOE
Washington State Department of Ecology
WSDOT
Washington State Department of Transportation
WSLAA
Washington State Local Arts Agencies
WSRA
Washington State Recycling Association
F-40