2021-2022 Proposed BudgetCITY F
Federal Way
WASHINGTON
2021/2022 PROPOSED BIENNIUM
BUDGET
CITY OF
� Federal Way
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CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
READERS GUIDE
Organization of this Document
This budget document is organized into six sections to facilitate the reader's understanding of the City's 2021/2022
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 202112022 PROPOSED BUDGET
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget .Presentation
Award
PRESIFNTED TO
City of Federal Way
Washington
For the Biennium Beginning
January 1, 2019
Cam' .�:�-�. P- '7A�
Fxccutive Director
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,
2019. 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 202112022 PROPOSED BUDGET
TABLE OF CONTENTS
Page
LETTER OF TRANSMITTAL...................................................................................................................... I
GraphShowing Fund Relation................................................................................................................... 5
Chart Showing Department and Fund Relation.......................................................................................... 6
CityMap..................................................................................................................................................... 7
City Officials and Legislative Body........................................................................................................... 10
INTRODUCTORY
Vision, Mission, and Goals........................................................................................................................
A-1
CityValues - SPIRIT.................................................................................................................................
A-2
City -Wide Organization Chart ....................................................................................................................
A-3
Boards and Commissions...........................................................................................................................
A-4
BudgetProcess...........................................................................................................................................
A-7
BudgetPolicies...........................................................................................................................................
A-8
Basis of Accounting and Budgeting...........................................................................................................
A-15
EXECUTIVE SUMMARY
Sources and Uses — All Funds....................................................................................................................
B-1
Expenditure Line -Item Summary — All Funds...........................................................................................
B-2
2021 Proposed Budget — Summary of Revenues and Expenditures — All Funds .......................................
B-3
2022 Proposed Budget — Summary of Revenues and Expenditures — All Funds .......................................
B-4
Explanation of Changes in Fund Balance...................................................................................................
B-5
2021 Proposed Budget — Sources by Funds and Category .........................................................................
B-6
2022 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-18
OPERATING BUDGET
Mayor's Office...........................................................................................................................................
C-1
CityCouncil...............................................................................................................................................
C-18
CommunityDevelopment Services............................................................................................................
C-22
Finance.......................................................................................................................................................
C-38
InformationTechnology.............................................................................................................................
C-42
Law.............................................................................................................................................................
C-47
MunicipalCourt .........................................................................................................................................
C-55
Non- Departmental....................................................................................................................................
C-59
Parks, Recreation and Cultural Services.....................................................................................................
C-61
Police..........................................................................................................................................................
C-80
PublicWorks..............................................................................................................................................
C-91
BUDGET BY FUND
001 - General Fund..................................................................................................................................... D-1
101 - Street Fund........................................................................................................................................ D-3
CITY OF FEDERAL WAY 202112022 PROPOSED B UDGET
TABLE OF CONTENTS (continued)
Page
102 - Arterial Street Fund...........................................................................................................................
D-5
103 - Utility Tax Fund................................................................................................................................
D-6
104 — Affordable & Supportive Housing Sales & Use Tax Fund...............................................................
D-7
106 - Solid Waste and Recycling Fund......................................................................................................
D-8
107 - Special Contracts/Studies Fund.........................................................................................................
D-9
109 - Hotel/Motel Lodging Tax Fund........................................................................................................
D-10
111 - Community Center............................................................................................................................
D-11
112 - Traffic Safety Fund...........................................................................................................................
D-12
113 - Real Estate Excise Tax Fund.............................................................................................................
D-13
114 - Utility Tax Proposition 1Fund...........................................................................................................
D-14
115 — Performing Arts & Event Center Operations Fund...........................................................................
D-15
119 - Community Development Block Grant Fund....................................................................................
D-16
120 - Path and Trails Fund.........................................................................................................................
D-17
121 - Technology Fund..............................................................................................................................
D-18
188 - Strategic Reserve Fund......................................................................................................................
D-19
189 - Parks Reserve Fund...........................................................................................................................
D-20
201 - Debt Service Fund.............................................................................................................................
D-21
301 - Downtown Redevelopment...............................................................................................................
D-22
302 - Capital Project Fund - City-Facilities................................................................................................
D-23
303 - Capital Project Fund - Parks..............................................................................................................
D-24
304 - Capital Project Fund - Surface Water Management..........................................................................
D-25
306 - Capital Project Fund - Transportation Systems.................................................................................
D-27
307 - Capital Project Reserve Fund............................................................................................................
D-29
308 — PAEC Capital Projects Fund............................................................................................................
D-30
401 - Surface Water Management Fund.....................................................................................................
D-31
402 - Dumas Bay Centre Fund...................................................................................................................
D-33
501 - Risk Management Fund....................................................................................................................
D-34
502 - Information Systems Fund................................................................................................................
D-35
503 - Mail and Duplication Services Fund.................................................................................................
D-36
504 - Fleet and Equipment Fund................................................................................................................
D-37
505 - Buildings and Furnishings Fund........................................................................................................
D-38
506 - Health Insurance Fund......................................................................................................................
D-39
507 - Unemployment Insurance Fund........................................................................................................
D-40
CAPITAL BUDGET
Proposed Capital Improvement Projects.................................................................................................... E-1
Capital Improvement Plan - Parks.............................................................................................................. E-3
Capital Improvement Plan - Surface Water Management.......................................................................... E-8
Capital Improvement Plan - Transportation Systems................................................................................. E-23
APPENDIX
Proposition1- Budget Detail......................................................................................................................
F-1
Non-CIP Capital Outlay Summary.............................................................................................................
F-2
2021 Salary Schedule................................................................................................................................
F-3
DemographicStatistics...............................................................................................................................
F-6
Principal Taxpayers & Employers..............................................................................................................
F-6
Miscellaneous Statistical Information........................................................................................................
F-6
Glossaryof Budget Terms..........................................................................................................................
F-7
AcronymList..............................................................................................................................................
F-14
CWT OF 4A
Federal Way
September 15, 2020
Dear Citizens of the City of Federal Way and Members of the City Council:
With this transmittal letter, I am pleased to present the proposed fiscal Year (FY) 2021-2022 Biennial 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. At the same time we are continuing the
course for our community that we started with the 2015-2016 Biennial Budget. The FY 2021-2022 Proposed
Biennial Budget is noteworthy in several key respects:
• V wstb,w.Th& buAget reflects- cts- ottr ' y'k vws ,4 - to- creatPi
safe haoa a't& vawa vet Uws� ce yWe - , to S-wppo-vt
caUiwaV diversity, anclr to- ma.,yWa 6w attractwel park- for
rels,�tk "wIl the4Lr fa�m
• Security of citizens and properties
• Maintaining current level of service
• Avoid layoff of current staff
• Avoid loss of key staff with institutional knowledge
• Ensure Non -represented employees do not fall too far behind
• Clean community
The Economic Backdrop
The 2021-2022 Biennial Budget is presented in the context of a U.S. economy and regional economy that
are struggling due to the COVID-19 pandemic and resulting social distancing. The following observations are
directly from the Washington State Economic and Revenue Council Forecast of August 17, 2020,
and significantly impacts our thinking for 2021 and beyond.
The U.S. economy is now in recession. The unemployment rate declined to 10.2% in July from 13.3% in
June. The Real U.S. GDP in the second quarter declined by 32.9% at an annual rate, 9.5% below the first
quarter GDP. The national economy continues to improve this month, but most indicators remain below
their year-ago values. Residential construction activity improved again in July but continues to lag year-
ago levels. Housing units authorized by building permits in June were 2.1% (SA) above their May level
but 2.5% below their year-ago level. June housing starts increased by 17.3% (SA) compared to May but
were 4.0%below their year June 2019 level. Existing home sales in June increased by 20.7% (SA)
compared to May but were down 11.3% compared to June 2019. Two key measures of consumer
confidence both declined in July. The University of Michigan (UM) consumer sentiment survey
decreased by 5.6 points to 72.5, reflecting the continued resurgence of COVID-19. The Conference
Board index of consumer confidence decreased 5.7 points to 92.6. The Conference Board noted that
consumers were less optimistic about business conditions, the labor market and income prospects over
the next six months.
The Washington economy has entered a severe recession because of extreme social distancing in
response to COVID-19. Washington's unemployment rate inched up to 10.3% in July from 10.0% in
June. The July rate is still down significantly from the 16.3% rate reached in April, which was an all-
time high in the series that dates back to 1976. Washington housing construction declined in the second
quarter but exceeded the June forecast. Washington housing units authorized by building permits
averaged 40,300 (SAAR) in the second quarter of 2020, down from 49,800 in the first quarter. Second
quarter permits consisted of 17,800 single-family units and 22,600 multifamily units. The June forecast
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predicted 12,300 single-family units and 16,700 multi -family units for a total of 28,900 units in the
second quarter. Seattle -area home prices declined for a second consecutive month in May but continued
to increase over the year. According to the S&P/Case-Shiller Home Price Indices, seasonally adjusted
Seattle home prices decreased 0.2% in both April and May. The previous monthly decline in the Seattle
index was in April 2019. The composite-20 index was unchanged in May. May Seattle home prices were
still up 6.8% over the year. In comparison, the composite-20 index was up 3.7% over the year. May
Seattle home prices were up 101% since the December 2011 and exceeded the May 2007 peak by 40%.
The reported May figure is for the three months ending in May.
It appears that the Federal Way and Washington state economy are i n a r e c e s s i o n, but that is what
presents challenges to the city government. The local economy is falling behind last year. The number
and value of building permits have decreased significantly, the Sales tax revenue will be lower, and we will
see significant increase in Utility tax over previous years due to court decisions and new Utility tax on waste
and recycling services. We are expecting a decrease in revenue from Permit fees of about $1 million a year in
this budget. As a result, we are forecasting a small growth in revenue in 2021. It is not expected that many
of our general fund revenue sources will see high growth in 2021 or current biennium without business
recruitment and major taxable construction within the city limits. The labor cost will stabilize as the
unemployment stays high but the City is already behind on its salaries compared to other comparable cities
based on our recent salary study. The cost of borrowing is unusually low and in this budget the city tries to
hold on to its cash and use borrowed money while keeping an eye on its ability to service the debt.
We must, therefore, explore additional sources of revenues, and be cautious as we move ahead. Some of
the curtailed spending w i 11 n o t be absorbed through staff reduction since most of our employees are
already at their peak in order to maintain current service levels, but our focus over the long term must be on
revenue sustainability. 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 ollowinz are some of the challenges:
Improved Labor Market and Labor Cost. As reported in the Washington State Economic &
Revenue Update of August 16, 2018, Washington State Construction employment decreased by 500
jobs while government payrolls expanded by 1,600 jobs. Also, Seattle home prices are up 91% since
the December 2011 and now exceed the May 2007 peak by 33%. About two years ago, public sector payroll
increased 1,400 new jobs and construction employment increased by 1,100 while the private sector added
10,800 jobs in July and August of 2016. In 2016, we predicted that cost of labor would be one of our
challenges, it has been and it will continue to be for the next two years. Unfortunately, there are more jobs,
less employable and qualified people and more demand for higher wages, and we have to pay more to retain
good employees or attract good employees. In Federal Way, as it is in most of the cities in the western part of
the state, our job market is wide and there are more employers looking for the same good employee in the
same market.
• 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 were few
major construction projects in 2019 and much less in 2020. Therefore, there will be less
increase in property value compared to the previous two years. Even though local property values
will still grow a little, the City's total property tax revenues can only increase 1% above
prior year excluding new construction and annexation. This budget there will be
little new construction.
• Substantial Net Growth in Utility Tax. As a result of a supreme court decision in
2020, the City's Utility tax will increase by the extension of tax on Water and
Sewer utilities. The City also increased the Utility tax on solid waste and
-2-
recycling activities to fund overlay projects by additional 10% over the 7.75%
bringing the total Utility tax on solid waste and recycling to 17.75%.
Maintaining 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 workforce
from 353.35 full-time equivalent positions (FTEs) to a low of 278.40 FTEs in 2012. The City has
made an effort to prudently add more staff to lessen the pressure on the existing staff. We are
increasing our police force to 137 members in 2021 with COPS grant. We added 3 transportation
officers in 2020 to accommodate transportation of prisoners. We are also increasing our staff in
public works to accommodate the Sound Transit project needs and garbage pickup.
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) increased from 60 beds at inception to a high of 120 in April of 2015 and 73 in July of 2016.
We still plan to make safety of our citizens a number one issue but we need to do it efficiently, and
paying $260 per day to incarcerate a prisoner is not an efficient way. We have contracted with other
jurisdictions and saved more than $2.1 million from what we are paying in 2018 starting in 2020. We are
using this money to absolve the loss of revenue due to COVID-19.
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 Budzet
As the economy enters recession due to COVID-19, 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 fully funded for 134 officers and up by three in 2021 to 137
to hire 3 more officers with COPS grant. In 2020 we increased our civilian staff in Police
department to 33 including 3 transportation officers to transport inmates to the respective
contract facilities.
• Current levels of service will be maintained across all departments.
• The Performing Arts and Event Center (PAEC) opened in 2017 and we are expecting to
support it with more than $1 million due to COVID-19 in 2021.
• The City will continue to enhance and operate the popular Town Square Park, Federal
Way's first downtown park.
• We will continue to fund Economic Development Department, which focuses resources
on a community economic development strategy, finding appropriate tenants and businesses for
the Weyerhaeuser property, and recruiting new businesses.
• The City is following through on the recommendation of the consultants on the system
security by funding a new backup system, and technical consultants to work on our
security infrastructures. The City also intends to adjust pay of some employees in IT
department to avoid loss of institutional knowledge and fund contract work to improve our
network securities.
• The City will be investing in our Dumas Bay Center by upgrading the heating system and
in our Community Center by replacing the Water Slide. The City also plans to increase the
hours of some workers and add additional staff to Parks to be able to better respond to the
citizens' needs.
• All employees will maintain the same hours in 2021 and 2022 as 2020 except few
employees that are moved from part-time to full time. They will maintain wages
according to their bargaining agreement.
• To reduce further decline in our employee's wages compared to neighboring cities we will
-3-
pay our non -union employees a 3% market adjustment in 2021 and 2022 and employees
will receive any step increase they may have earned.
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 continue
to explore alternative funding for these items with the Council next year after we finalize our fund
balances for 2020.
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 5 0 % of the total 2021 G e n e r a 1 fu n d budget (excluding
interfund charges), It accounts for 24% of the entire 2021 City's budget of $127.8 million.
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 2021 p r o p o s e d G e n e r a l
F u n d 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, the community center swimming pool, cultural
program and maintenance of historical assets for generations to come.
Community Development programs account for about 7% of 2021 General Fund budget and
2.2% of the total proposed 2021 budget.
Available Resources
Overall, there is a net increase in total revenue from 2020 adopted budget versus 2021 proposed 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 2021
due to the 1%property tax increase, and modest growth in utility tax due to increase in tax rate on
solid waste and recycling utilities.
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
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. 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,
Jim Ferrell,
Mayor
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CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
Graph showing Fund relation
Governmental Funds
Debt Service
General Fund Special Revenue Funds Funds Capital Project Funds
Non - Debt Service Downtown
De artmental Street Fund Redevelopment
P
City Council Arterial Street Municipal
F ili '
Mayor's Office
Utility Tax
Solid Waste &
Municipal Court
Recycling
Finance
Special
Studies/Contract
Hotel
Law
Motel/Lodging Tax
Commnity
Development
Community Center
Police/Jail/911
Traffic Safety
Parks and
Recreation
Utility Tax- Prop 1
Performing Arts &
Event Center Oper.
4 Comnwnity Devel.
Block Grant
Paths & Trails
Strategic Reserve
Technology
Afford. & Support.
Housing Sales Tax
Parks Reserve
ac ties
Parks
Surface Water
Management
Transportation
Capital Project
Reserve
Performing Arts
& Event Center
Real Estate
Excise Tax
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
Chart showing Department and Fund relation
Departments
Non- City Mayor's Muni Community Police/Jaill Parks & Public
Funds Dept Council Office IT Court Finance Law Dev 911 Rec Works
General Fund
X
X
X
X
X
X
X
X
X
Special Revenue Funds:
Street
X
X
Arterial Street
X
Utility Tax
X
Affordable & Support. Housing Sales/Use Tax
X
Solid Waste and Recycling
X
Special Studies/Contract
X
Hotel/Motel Lodging Tax
X
Community Center
X
Traffic Safety
X
X
X
Utility Tax Proposition 1
X
X
X
X
X
X
Performing Arts and Event Center
X
Community Development Block Grant
X
X
X
Paths and Trails
X
Technology
X
Strategic Reserve
X
Parks Reserve
X
Debt Service Funds:
Debt Service Fund
X
Capital Project Funds:
Real Estate Excise Tax
X
Downtown Redevelopment
X
Capital Project - Municipal Facilities
X
Capital Project - Parks
X
Capital Project - Surface Water Mgt
X
Capital Project - Transportation
X
Capital Project Reserve
X
Performing Arts and Event Center
X
Enterprise Funds:
Surface Water Management Fund
X
Dumas Bay Centre Fund
X
Internal Service Funds:
Risk Management
X
Information Systems
X
Mail and Duplication
X
Fleet and Equipment
X
X
X
X
Buildings and Furnishings
X
Health Insurance
X
Unemployment Insurance
X
101
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
CITY MAP
Key to Facilities:
City Facilities
City Parks
0 Fishers Pond Park
0 Panther Lake Park
O Brooklake Community Canter
m Adelaide Park
m French Lake Park
0 Sacajawea Park
O City Hall
A Alderbrook Park
0 Heritage Woods Park
m Saghalie Park
O Dumas Bay Centre
0 Alderdale Park
&r Hylabos Blueberry Farm 0 Steel Lake Park
O Federal Way Community Center
0 BPA Trail
0 Lake Grove Park
m SW 312th Sports Courts
0 Steel Lake Annex
0 Cedar Grove Park
0 Lake Kilarney Park
m Town Square Park
m Celebration Park
0 Lakota Park
m Wedgwood Park
0 Coronado Park
0 Laurelwood Park
0 West Campus Trail
0 Dash Point Highlands Park m Madrona Park
m West Hylebos Wetlands Park
0 Dumas Bay Centre Park
0 Mirror Lake Park
0 Wildwood Park
0 Dumas Bay Sanctuary Park 0 Olympic View Park
0 Winco Park
® English Gardens Park
0 Palisades Park
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.
rl
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
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.cityoffederalway.com
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
i
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
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.
Aerial View of Federal Way, July 2007
9
2020
CITY OFFICIALS
EXECUTIVE & LEGISLATIVE BODY
SUSAN HONDA
Council President
HOANG V. TRAN
Councilmember #4
JIM FERRELL
Mayor
LYDIA ASSEFA-DAWSON GREGORY A. BARUSO
Councilmember #1 Councilmember #2*
VACANT
Councilmember #5
MARTIN A. MOORE
Councilmember #6
LINDA KOCHMAR
Councilmember #7
Elected/
Position
Elected/Appointed*
Term
Appointed
Email
Phone
Mayor
Jim Ferrell
1/l/18-12/31/21
11/28/17
Jim.Ferrell&cityoffederalway.com
(253) 835-2402
Position#1
Lydia Assefa-Dawson
1/l/20-12/31/23
11/26/19
Lydia.Assefa-Dawson(a),cityoffederalway.com
(253)835-2401
Position #2
Gregory A. Baruso
3/7/20-12/31/21
3/7/20
Gree.Baruso(&cityoffederalwU.co
(253) 835-2401
Position #3
Susan Honda
1/l/20-12/31/23
11/26/19
Susan.Honda(q
cityoffederalway.com
(253) 835-2401
Position #4
Hoang V. Tran
1/l/18-12/31/21
11/28/17
Hoan .Tran -,cityoffederalway.com
(253) 835-2401
Position #5
Vacant
1/l/20-12/31/23
Vacant
Vacant
(253) 835-2401
Position #6
Martin A. Moore
1/l/18-12/31/21
11/28/17
Martin.Moore(i�cityoffederalway.com
(253) 835-2401
Position #7
Linda Kochmar
1/l/20-12/31/23
11/26/19
Dini.Ducloskcityoffederalway.com
(253) 835-2401
*Councilmember Gregory Baruo was elected to fill appointed position #2 that was filled by Councilmember Jesse Johnson
on 31712020.
10
JUDICIAL BRANCH
Elected/
Office
Position
Employee
Appointed
Term �
Contact Information
Presiding
David Larson
Elected
N/A 3/3/2008
David.Larson@cityoffederalway.com
Judge
(253)835-3012
Judge
Rebecca
Elected
N/A 1/l/2010
Rebecca. Robertson@cityoffederalway.com
Robertson
(253) 835-3025
Court
Susanne White
Appointed
N/A 2/22/2010
Susanne.White@cityoffederalway.com
Administrator
(253) 835-3000
CITY ADMINISTRATION (In alphabetical order)
Emp t Contact information
City Attorney
City Clerk
Community Development
Director
Economic Development
Director
Finance Director
Human Resources Manager
IT Director
Parks Director
Police Chief
Ryan Call
3/9/2017 Ryan.Call@cityoffederalway.com
(253) 835-2572
Stephanie
10/7/2014 Stephanie.Courtney@cityoffederalway.com
Courtney
(253) 835-2540
Brian Davis
11/1/2016 Brian.Davis@cityoffederalway.com
(253) 835-2612
Tim Johnson
9/15/2014 Tim.Johnson@cityoffederalway.com
(253) 835-2412
Ade Ariwoola 4/1/2014
Jean Stanley
Thomas
Fichtner
John Hutton
Andy Hwang
Public Works Director EJ Walsh
1/1/2011
3/23/2020
7/23/2014
Ade.Ariwoola@cityoffederalway.com
(253) 835-2520
Jean.Stanley@cityoffederalway.com
(253) 835-2532
Thomas.Fichtner@cityoffederalway.com
(253) 835-2547
John.Hutton@cityoffederalway.com
(253) 835-6910
3/18/2014 Andy.Hwang@cityoffederalway.com
(253) 835-6716
8/18/2018 EJ.Walsh@cityoffederalway.com
(253)835-2713
CITY OF
� Federal Way
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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
FTW
CITY OF FEDERAL WAY 202112022 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.
FTIMM
INTROD UCTOR Y
CITY OF FEDERAL WAY ORGANIZATION CHART AND OPERATION SUMMARY
Municipal Court
* Misdemeanors & Gross Misdemeanors
* Traffic & Non -traffic Infractions
* Probation Services
* Civil Impounds
* Code Compliance
19 Actual/20 Projected FM- 16.00/16.00
21/22 Proposed FIE-16.00/16.00
Community Development
* Land Use Management
--Permit process
* Building Permits & Inspection
* Code Compliance
* Health & Human Services
* Comm. Dev. Block Gmt
* Neighborhood Development
* Passport Services
19 Actual/20 Projected FIE- 25.18/26.18
21/22 Proposed FIE- 25.18/25.18
Economic Development
* Business Recruitment
19 Actual/20 Projected FIE - 1.00/1.00
21/22 Proposed FIE -1.00/1.00
CITIZENS OF FEDERAL WAY
MAYOR'S OFFICE
* Administer City-wide Operations and Budget
* Coordinate Regional Affairs
* Emergency Management
*Human Resources
*City Clerk
19 Actual/20 Projected PIE-12.34/12.34
21/22 Proposed FIE - 12.34/12.34
Finance
* Payroll
* Accounts Payable
* Purchasing
* Accounts Receivable
* Business License
* General Accounting
* Budget
* Banking and Investments
* Monthly Financial Report
* Audit Coordination
* Internal Controls
* Financial Planning/Analysis
19 Actual/20 Projected FIE- 8.00/10.00
21/22 Proposed FIE-10.00/10.00
Law
* Civil Legal Services
and Litigation
* Legislative Support
* Prosecution
* Provide Legal Counsel
* Draft Contracts
and Ordinances
* Negotiate Contracts
and Real Estate
Transactions
* Risk Management
19 Actual/20 Projected FIE - 12.50/12.50
21/22 Proposed FIE - 12.50/12.50
Police
* Crime Analysis/Prevention
* Traffic Safety Educ. & Enfrc.
* Investigation
* Patrol
* Community Safety and
Education Programs
* Field Operation
* Support Services
* Animal Control Services
* Civilian Operation
City Council
Represents the People of FW
Adopt Ordinances and Resolutions
Grant Franchises
Levy Taxes and Appropriate Funds
Establish Policies & Guidelines
19 Actual/20 Projected PIE- 4.20/4.20
21/22 Proposed FIE- 4.20/4.20
Public Works
* Development Services
--Permitting
--Inspection
* Maint, Operating, &
Development of
--Public Right -of -Way
--Traffic Systems
--Surface Water Mgmt.
* Solid Waste/Recycling
* Fleet Management
19 Actual/20 Projected FIE-163.00/167.00 19 Actl./20 Proj. FIE- 52.00/56.00
21/22 Proposed FIE-170.00/170.00 1 21/22 Proposed FIE- 60.00/60.00
Parks, Recreation & Cultural SeNces
* Recr & Athletic Progs
* Park maint/operation
& Development
* Comm Events & Arts
* Public Facility Mgt
& Development
* Open Space Mgmt
* Performing Arts and Event Center
19 Actual/20 Projected FIE- 38.46/39.21
21/22 Proposed FIE- 39.96/39.96
Citywide Proposed FIE
19 ActL/20 Proj. FIE- 339.68/352.43
21/22 Proposed FIE- 359.18/359.18
Information Technology
* Recr & Athletic Progs
* Park maint/operation
& Development
* Comm Events & Arts
* Public Facility Mgt
& Development
* Open Space Mgmt
* Performing Arts and Event Center
I19 Actual/20 Projected FIE- 7.00/8.00
21/22 Proposed FIE- 8.00/8.00
A - 3
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
BOARDS AND COMMISSIONS
The Boards and Commissions are appointed by the Mayor and City Council. The City of Federal Way has numerous boards and
commissions as listed below. The board and commission make recommendations to the Mayor and City Council on certain decisions and
policy matters. Board and Commission applications are on the City's website and at City Clerk's Office, 2"d Floor of City of Federal
Way, 33325 8d' Avenue, Federal Way, WA 98003 or call 253-835-2540.
Purpose:
Number of Members:
Current Members:
Meeting Information:
Purpose:
Number of Members:
Current Members:
Meeting Information:
Purpose:
Number of Members:
Current Members:
Meeting Information:
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 — 2 alternates Appointed by:
City Council
Daniel Hershman, Mary Blacker, Karen Brugato, Cory Young, Vickie Chynoweth, Alyson Soma, Iveta
Felzenberg, Kimberly Bowman, and Kenny Byrne
1 st 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.
6 members Appointed by: Mayor
Julia Diaz, David Baine, Stephanie Suprius, Linda Purlee, Kennedy Conder and Sofia Mayo
I't Wednesday of each month as needed at 7:00 p.m. - Hylebos Conference Room
The CDBG Loan Review Advisory Committee advises the Mayor and City Council on economic
development loan products and applications for loan funding.
4 members Appointed by: City Council
(not currently active)
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 and 1 alternate member Appointed by: City Council
Current Members: Ali Hajheidari, ShaQuina Davis, Julian Franco, Nichelle Curtis -McQueen, Larissa Lincoln, Trenise Rogers,
Stephanie Suprius, Brandon Bruan, Judo Garcia-Lata alternate, and 1 Vacant.
Meeting Information: 2nd Wednesday of January, March, May, July, September, November at 5:30 p.m. — Hylebos Conf. Room
nt & Region (FED
Purpose: The FEDRAC is a City Council Committee that reviews issues and policies related to the City's budget and
fiscal affairs, financial operations, economic development activities and legislative and regional relations.
The Lodging Tax Advisory Committee reports to FEDRAC.
Number of Members: 2 members - 1 vacant of the elected City Council
Current Members: Linda Kochmar and Hoang Tran.
Meeting Information: 4d' Tuesday of each month at 5:00 pm. — Hylebos Conference Room
INTROD UCTOR Y
Purpose: The Ethics Board reviews complaints regarding alleged violations of the Federal Way Code of Ethics.
Number of Members: 3 members and 1 alternate member Appointed by: City Council
Current Members: Kathryn Hancock and Karen Kirkpatrick
Meeting Information: As necessary
Purpose: The Human Services Commission makes reports and recommendations to the City Council and Mayor
concerning human services issues.
Number of Members: 9 members and 2 alternate member Appointed by: City Council
Current Members: Jack Stanford, Jamila Taylor, Jack Walsh, Cynthia Ricks-Maccotan, Ken Stark, Mary Schultz, Julie Hiller
Kathryn Scanlon, Annette Cummings, Anthony Pagliocco-Alternate, and Betty Taylor -Alternate
Meeting Information: 3rd Monday of each month at 5:30 pm — Hylebos Conference Room
Purpose: The Independent Salary Commission studies the relationship of benefits to the duties of the Mayor and City
Council members and adjusts them, if appropriate. They are to review and file their salary schedules and
benefits no later than May 31 of every even -numbered year.
Number of Members: 5 members and 2 alternate Appointed by: Mayor & Approved by City Council
Current Members: Brian Sandler, Kenny Byrne, Michael Christner, and 2 Vacant.
Meeting Information: Even Years — Meeting dates vary — Time and location to be announced
Purpose: The LUTC is a City Council Committee that reviews issues regarding land use, streets and traffic. The
Planning Commission reports to the LUTC.
Number of Members: 3 members of the elected City Council
Current Members: Greg Baruso, Hoang Tran and Martin Moore.
Meeting Information: 1 S` Monday of each month at 5:00 pm — Council Chambers
Purpose: The membership of the Lodging Tax Advisory Committee consists of an elected official of the city who
serves as chair, thee representatives of businesses required to collect the tax, and three people involved in
activities that are funded by revenue received from the tax.
Number of Members: 6 members — 1 pending Appointed by: City Council
Current Members: Lydia Assefa-Dawson, Mike Dunwiddie, Madalena Miller, Joann Piquette, Vickie Holzer, Brian Hoffman
and one pending hotel representative appointment.
Meeting Information: 2nd Wednesday of each month at 10:00 am — Hylebos Conference Room
Purpose: The Parks and Recreation Commission advises the City Council on policy matters involving acquisition,
development and significant operational impacts of Parks and Recreation Department facilities and
programs.
Number of Members: 6 members and 2 vacant Appointed by: City Council
Current Members: Dawn Coggins, David Berger, Michael Campsmith, George Pfeiffer, Thomas George, George Vadino
Meeting Information: 1 st Thursday of each month at 6:30 p.m. — Hylebos Conference Room
fa�+J
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
Public Safety Committee
Purpose: The PRHSPSC reviews issues related to these particular areas. The Arts Commission, Diversity
Commission, Human Services Commission, Parks and Recreation Commission, and Youth Commission
report to the PRHSPSC.
Number of Members:
Current Members:
Meeting Information:
annzng
Purpose:
Number of Members:
Current Members:
Meeting Information:
3 members of the elected City Council
Linda Kochmar, Lydia Assefa-Dawson and Greg Baruso.
2nd Tuesday of each month at 5:00 pm. — Hylebos Conference Room.
The Planning Commission conducts public hearings and makes recommendations to the City Council on
amendments or revisions to the Comprehensive Plan, Zoning Code and Zoning Map.
7 members and 2 alternate Appointed by:
City Council
Wayne Carlson, Diana Noble-Guilliford, Hope Elder, Tim O-Neil, Tom Medhurst, Dawn Meader
McCausland, Lawson Bronson, Dale Couture — alternate, Eric olson - alternate.
1 st & 3rd Wednesday of each month at 6:30 p.m. — Council Chambers
Purpose: The Senior Advisory Commission advises the city council on policies, community engagement, and
delivery of senior citizen programs and to provide outreach to the community. The commission shall
identify issues related to senior citizens in the community by working with the residents, service providers,
the mayor's office, and city staff.
Number of Members: 9 members and 2 alternates Appointed by: City Council
Current Members: Catherine North, Cheryl Volheim, Debbie Harvey, Hope Elder, Kevin King, Lana Bostic, Lynette Karasuda,
Sue Ellenbrech, Dora Leonard —Alternate, Frank Field - Alternate
Meeting Information: 3rd Wednesday of each month at 2:00 p.m — Hylebos Conference Room
Purpose:
Number of Members:
Current Members:
Meeting Information:
The Youth Commission advises the City Council and other City boards and commissions on issues such as
youth programs, recreational activities, dance clubs and other issues of importance to youth.
12 members and 3 alternates Appointed by:
City Council
Amy Ojeaburu, Nic Pagliocco, Emily Odom, Nede Obviebo, Ainsley Yoshizumi, Daniel Chung, Iris
Hamilton, Ankita Sharma, Samuel Lee, Shi-Hyun "Shawn" Yu, 2 Vacant — voting, 3 Vacant - alternate
3rd Wednesday of each month at 5:00 p.m. — Federal Way Community Center
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 2020:
Process Description
Jun
Jul
Aug
Sep
Oct
Nov Dec
Mayor Presents Proposed Biennial Budget to Council
Budget Overview - Revenue & Expenditure Projections
Department Presentations Start
Council Deliberations & Continued Department Presentations
Public Hearing (required by RCW 35A.34)
2021-2022 Biennial Budget/Property Tax Levy
Continue Council Deliberations/Budget Workshop
Public Hearing Continue from November 04, 2020 (required by RCW
35A.34)
hitroduction Ordinance/2021-2022 Biennial Budget & 2021 Property
Tax Levy
Enactment Ordinance 2021-2022 Biennial Budget & 2021 Property
Tax Rate
;
Resolution 2021 Fee Schedule
Mid -Biennium Review and Modification - The biennial budget statute referenced above requires jurisdictions electing a biennium
budget to perform a mid -biennium review and modification of the adopted budget per RCW 35.34.130. The review and
modification shall occur no sooner than eight months after the start nor later than conclusion of the first year of the fiscal biennium.
Amending the Budget - When the Mayor/City Council determines that it is in the best interest of the City to increase or decrease
the appropriation for a particular fund, it may do so by ordinance approved by a simple majority. The Mayor is authorized to
transfer budgeted amounts between departments within any fund. The Department Directors are authorized to transfer budgeted
amounts between accounts within a department.
I.VWI
CITY OF FEDERAL WAY 202112022 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
1. 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.
3. Cash balances in excess of the amount required to maintain reserve policy will be used to fund
one-time or non -recurring costs.
4. Transportation impact fees shall be used only for the projects or purpose for which they were
intended.
C. CONTINGENT ACCOUNTS
The City shall maintain a 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 maintain an 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 maintain 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 shall maintain a Parks Reserve of $1.13 million for the equipment replacement, turf
replacement, and other major upgrades to the City's Park System.
5. The City will maintain an emergency reserve fund for snow and ice removal of not less than
$0.5 million in Street Fund.
6. The City will maintain an emergency reserve fund of not less than $0.1 million for unexpected
natural disaster that affects our infrastructure, pending the receipt of available grants or other
resources, to restore our road to its original condition in Arterial Street Fund.
7. The City will maintain a minimum cash flow reserve with the Utility Tax Fund in amount equal
to $2.5 million ($1.0 million Proposition 1 and $1.5 million Utility tax).
8. 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.
9. The City will maintain a minimum 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.
10. 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.
it. The City shall maintain a minimum of $1.2 million in a reserve for cash flow management and a
contingent reserve in Traffic Safety Fund to fund traffic equipment replacement, and to absolve
an unplanned revenue decline.
12. 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.
13. 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.
14. The City shall maintain a minimum of $1.5 million in a reserve for the general capital needs of
the building and equipment in Dumas Bay Centre Fund.
15. 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.
16. 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.
17. 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.
18. 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.
19. 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.
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
20. 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.
21. The City will maintain an adequate reserve to replace copy and mailing equipment in the Mail
and Duplication Fund.
22. 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.
23. 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.
A-10
INTRODUCTORY
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.
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 Six -Year City Capital Improvement Plan will vary in
reliability depending on whether they are to be undertaken in the first, fifth or sixth 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.
FM§
CITY OF FEDERAL WAY 202112022 PROPOSED B UDGET
7. The City Administration shall seek ways of ensuring that administrative costs of carrying out
the Capital Improvement Plan are kept at appropriate levels.
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.
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 Six -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-13
CITY OF FEDERAL WAY 202112022 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.
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.
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
position 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.
Scone 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-15
CITY OF FEDERAL WAY202112022 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
Arterial Street Fund
Utility Tax Fund
Utility Tax Proposition 1 Fund
Community Development Block Grant Fund
Paths and Trails Reserve Fund
Technology Fund
Community Center Fund
Traffic Safety Fund
Solid Waste/Recycling Fund
Special Contract/Studies Fund
Hotel/Motel Lodging Tax Fund
Performing Arts & Event Center Fund
Affordable & Supprt. Housing Sales/Use Tax 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
Parks 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 Event Center Fund
Real Estate Excise Tax 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 Health Self Insurance Fund
Unemployment Insurance Fund
A-16
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET EXECUTIVE SUMMARY
SOURCES & USES - ALL FUNDS
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
I Adjusted
Projected
$ Chg
% Chg
BEGINNING FUND BALANCE
$ 63,383,382
$ 62,121,983
$ 50,396,151
$ 69,236,802
$ 69,236,802
$ 62,605,393
$ 60,648,231
$ (6,631,409)
-9.6%
REVENUE:
Property Taxes
$ 10,799,658
$ 10,917,428
$ 11,077,213
$ 11,275,838
$ 11,275,838
$ 11,385,965
$ 11,357,280
$ 110,127
1.0°/a
Sales Tax
14,731,810
15,908,863
15,849,755
14,457,381
14,457,381
15,949,755
15,949,755
1,492,374
10.3%
Criminal Justice Sales Tax
2,927,406
3,056,010
2,818,399
3,027,361
3,027,361
3,027,361
3,027,361
-
0.00/0
Utility Tax
11,719,589
11,102,083
12,352,891
14,297,547
14,297,547
15,177,606
15,177,606
880,059
6.2%
Real Estate Excise tax
4,240,825
5,171,643
3,640,000
3,640,000
3,640,000
3,640,000
3,640,000
-
0.01/0
Other Taxes
1,578,750
1,577,336
1,309,336
1,508,513
1,508,513
727,513
762,513
(781,000)
-51.8%
Licenses and Permits
4,690,928
5,785,610
4,492,914
4,540,011
4,540,011
3,767,560
3,800,552
(772,451)
-17.0%
Intergovernmental
11,701,965
11,360,417
9,448,970
13,979,015
13,979,015
10,511,580
8,691,893
(3,467,435)
-24.8%
Charges for Services
23,906,863
25,282,614
23,092,630
23,705,959
23,705,959
29,581,424
25,181,793
5,875,464
24.8%
Fines and Penalties
4,250,327
4,553,593
4,747,401
3,689,631
3,689,631
3,699,426
3,699,428
9,795
0.3%
Miscellaneous
3,504,554
4,191,883
2,519,700
2,344,515
2,344,515
3,927,429
4,152,312
1,582,914
67.5%
Proprietary Fund Revenue
595,106
393,461
458,000
458,000
458,000
488,000
488,000
30,000
6.6%
Other Financing Sources
19,040,344
37,468,544
17,586,503
23,597,778
23,597,778
38,230,790
20,672,813
14,633,011
62.01/0
Total Revenues
$ 113,688,125
$ 136,769,486
$ 109,393,712
$ 120,521,549
$ 120,521,549
$ 140,114,409
$ 116,601,305
$ 19,592,859
16.3%
EXPENDITURE:
City Council
$ 405,140
$ 422,165
$ 446,163
$ 508,211
$ 508,212
$ 525,655
$ 530,695
$ 17,444
3.4%
Mayor's Office
1,415,322
1,497,281
1,380,561
1,623,623
1,623,623
1,562,957
1,574,923
(60,666)
-3.7%
Performing Arts & Event Center
1,628,150
2,589,541
1,874,323
1,331,690
1,331,690
2,299,757
2,299,757
968,067
72.7%
Municipal Court
1,847,925
1,920,563
2,014,046
2,076,046
2,076,046
2,048,798
2,074,615
(27,248)
-1.3%
Finance
962,052
1,045,012
1,088,521
1,269,595
1,269,595
1,260,163
1,287,736
(9,432)
-0.7%
City Clerk
499,915
592,263
513,984
513,984
513,984
558,912
560,410
44,928
8.7%
Human Resources
478,791
521,715
514,881
554,881
554,881
527,932
536,319
(26,949)
-4.9%
Information Technology
2,444,079
2,460,033
2,301,282
2,676,752
2,676,752
2,922,544
2,892,615
245,792
9.20/.
Law -Civil
2,235,733
2,424,692
2,519,401
3,477,930
3,477,930
2,713,738
2,740,068
(764,191)
-22.01/o
Law -Criminal
717,523
750,449
764,733
765,483
765,483
774,742
776,142
9,259
1.2%
Conmmnity Development
2,375,956
2,642,460
2,629,295
2,868,265
2,868,265
2,755,852
2,792,217
(112,413)
-3.9%
Economic Development
279,486
340,503
415,973
495,973
495,973
284,756
284,756
(211,217)
-42.6%
Comm pity Services
1,541,263
1,667,589
1,530,068
3,004,187
3,004,187
2,124,222
1,564,225
(879,965)
-29.3%
Jail Contract Costs
6,417,479
5,932,095
4,341,950
4,048,950
4,048,950
3,303,463
3,319,584
(745,487)
-18.40/.
911 Dispatch
2,724,139
2,679,436
2,748,692
2,748,692
2,748,692
2,748,692
2,748,692
-
0.01/0
Police
24,184,656
24,785,658
25,056,183
25,625,641
25,625,641
24,766,286
25,343,757
(859,355)
-3.4%
Parks, Recr & Cultural Svcs
9,000,438
8,635,870
7,979,621
8,027,531
8,027,531
8,745,916
8,954,169
718,385
8.90/.
Public Works
25,036,214
25,236,629
18,817,490
24,793,344
24,793,344
31,119,467
26,436,182
6,326,123
25.5%
Non -Departmental
30,755,262
43,510,717
33,531,339
40,742,180
40,742,180
51,027,722
34,473,397
10,285,541
25.2%
Total Expenditures
$ 114,949,523
$ 129,654,671
$ 110,468,506
$ 127,152,958
$ 127,152,958
$ 142,071,572
$ 121,190,258
$ 14,918,614
11.7%
Changes in And Balance
$ (1,261,399)
$ 7,114,815
$ (1,074,794)
$ (6,631,408)
$ (6,631,409)
$ (1,957,164)
$ (4,588,953)
$ 4,674,245
-70.5%
ENDING FUND BALANCE:
$ 62,121,983
$ 69,236,798
$ 49,321,357
$ 62,605,393
$ 62,605,393
$ 60,648,229
$ 56,059,278
$ (1,957,164)
-3.1%
IM-MI
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
EXPENDITURE LINE —ITEM SUMMARY — ALL FUNDS
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$Chg
%Chg
Expenditures:
1XX
Salaries & Wages
$ 30,553,459
$ 32,087,522
$ 32,977,825
$ 34,600,825
$ 34,600,825
$ 36,729,513
$ 37,275,332
$ 2,128,688
6.2%
2XX
Benefits*
10,721,301
11,120,068
11,714,894
11,800,517
11,800,517
11,742,744
12,003,324
(57,772)
-0.5%
3XX
Supplies
2,081,819
2,383,044
1,879,310
2,194,292
2,194,292
2,055,674
2,026,274
(138,618)
-6.3%
4XX
Services and Charges
19,512,138
20,501,894
21,396,182
25,689,081
25,689,081
23,130,529
20,242,642
(2,558,552)
-10.0%
5XX
Intergovernmental
10,796,740
10,298,300
8,615,875
6,929,717
6,929,717
7,500,983
7,324,283
571,266
8.2%
6XX
Capital Outlay
14,778,208
12,570,459
6,908,563
12,326,723
12,326,723
12,808,174
11,579,083
481,451
3.9%
7XX
Debt Service -Principal
755,120
13,137,967
1,500,001
2,028,881
2,028,881
16,215,088
2,003,716
14,186,207
699.2%
8XX
Debt Service -Interest
594,484
1,129,944
1,142,998
1,140,668
1,140,668
1,021,466
954,096
(119,202)
-10.5%
9XX
Internal Services/Other
6,137,467
6,510,353
7,146,355
7,347,476
7,347,476
7,102,981
7,124,488
(244,495)
-3.3%
OXX
Other FinancingUse
19,018,788
19,915,119
17,186,503
23,094,778
23,094,778
23,764,418
20,657,019
669,640
2.9%
Total Expenditures:
$114,949,523
$129,654,670
$110,468,506
1 $ 127,152,958
$ 127,152,958
$142,071,570
$121,190,257
$ 14,918,613
11.7%
1. Salaries & Wages increase is primarily due to Sound transit funded salaries, 3 COPS grant officers, 4 new Surface Water Management positions, and scheduled step increases.
2. Benefits decrease is primarily due to changes of employees in positions with lowerbenefit costs.
3. Supplies decrease is primarily due to the elimination of one-time Covid-19 supplies.
4. Services and Charges decrease is primarily due to the elimination one-time Covid-19 services and one-time grants given to businesses for support during Covid-19.
5. Intergovernmental increase is primarily due to restoring the jail services budget.
6. Capital Outlay increase is due to having more Tranportation and Surface Water Management capital projects.
7. Debt Service - Principal & Interest increased due to payoff of principal for Target Property and FWCC due to refunding of the bonds.
8. Internal Services/Other is also relatively stable due to the desire to control cost.
9. Other Financing Use increase is primarily due to increased transfers related to the operation of the General Fund, Arterial Street Overlay, and Performing Arts & Event Center.
All Funds 2021 Revenues $140.11M
Other, 11.88, 8%—
Chargesfor
Services, 29.5
21%
Int
Other Financing
Sources, 38.23,
3.75, 3%
Taxes,
I, 8%
Tax,15.95,
11%
K,15.18,
%
All Funds 2021 Expenditures $142.07M
Non -Departmental,,
51.03, 3E
Other, 10.08, 7%—
Public
31 1)
Parks, 8.75, 6%
,OVA
)urt, 2.05 ,
2%
1.26,1%
ev, 4.88,
Ia-M
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
2021 PROPOSED BUDGET - SUMMARY OF REVENUE AND EXPENDITURES - ALL FUNDS
FUND/DEPARTMENT
Beginning
Fund Balance
2021
Revenues
2021
Expenditures
Ending Fund
Balance
General Fund
Non -Departmental
$ 9,021,927
$ 46,516,693
$ 10,788,392
$ 44,750229
City Council
-
-
525,655
(525,655)
Mayor's Office
-
-
703,201
(703,201)
Municipal Court
-
222,793
1,797,146
(1,574,352)
Finance
-
-
1,260,163
(1,260,163)
City Clerk
-
-
558,912
(558,912)
Human Resources
-
-
527,932
(527,932)
Law
-
2,500
1,745,073
(1,742,573)
Community Development
-
2,514,363
3,619,412
(1,105,049)
Economic Development
-
-
284,756
(284,756)
Police/Jail/911
-
2,465,586
26,046,286
(23,580,700)
Parks and Recreation
-
1,045,000
4,154,492
(3,109,492)
Total General Fund
9,021,927
52,766,936
52,011,420
9,777,443
Special Revenue Funds:
Street
500,000
5,154,613
4,927,382
727231
Arterial Street
502,618
3,018,000
3,047,184
473,435
Affordable &c Support. Housing Sales/Use Tax
Utility Tax
1,506,932
12,104,294
12,058,633
1,552,593
Solid Waste and Recycling
166,146
556,330
545,844
176,632
Special Studies/Contract
341,927
341,927
Hotel/Motel Lodging Tax
1,335,006
155,000
155,000
1,335,006
Community Center
1,500,000
2,252,875
2,245,642
1,507233
Traffic Safety
270,442
2 885 942
2,736,856
419,528
Utility Tax Proposition 1
1,027,013
4,070,141
4 097 154
1 000 000
Performin Arts &s Event Center
O
2,299,757
2,299,757
O
Transportation Benefit District
Community Development Block Grant
21,251
1,183,010
1,156,850
47,411
Paths and Trails
1,360,437
169,000
200,000
1,329,437
Technology
91,136
146,716
181,000
56,852
Strategic Reserve
3,599,800
2,000
601,800
3,000,000
Parks Reserve
1,130,793
5,000
-
1,135,793
Total Special Revenue Funds
13,353,501
34,002,678
34,253,102
13,103,078
Debt Service
3,322,342
16,906,390
17,203,153
3,025,579
Total Debt Service Fund
3,322,342
16,906,390
17,203,153
3,025,579
Capital Project Funds
Real Estate Excise Tax
2,070,443
3,670,000
3,973,018
1,767,426
Downtown Redevelopment
3,426,754
600,000
2,826,754
Capital Project - Municipal Facilities
289,595
1,000
290,595
Capital Project - Parks
1,641,591
190,000
1,451,591
Capital Project - Surface Water Mgt
1,869,432
447,568
2,317,000
Captial Project - Transportation
4,199,189
12,988,000
11,176,972
6,010,217
Capital Project Reserve
367,936
367,936
Performing Arts &i Event Center
Total Capital Project Funds
13,864,939
17,1069568
189256,989
12,7149518
Enterprise Funds
Surface Water Management
2,592,114
5,941,201
5,502,041
3,031,274
Dumas Bay Centre
1,500,000
900,871
900,872
1,500,000
Total Enterprise Funds
4,092,114
6,842,072
6,402,913
4,531,274
Internal Service Funds
Risk Management
1,200,000
1,196,040
1,475,512
920,528
Information Systems
3,640,480
2,849,180
2,795,652
3,694,008
Mail and Duplication
205,164
135,947
126,892
214,219
Fleet and Equipment
7,515,027
2,846,144
3,129,104
7,232,067
Building and Furnishings
2,763,525
490,355
1,150,108
2,103,772
Health Insurance
3,367,672
4,966 800
5,256,726
3,077,746
Unemployment Insurance
258,701
5,299
10,000
254,000
Total Internal Service Funds
18,950,569
12,489,765
13,943,994
17,496,340
Grand Total
$ 62,605,393
$ 140,114,409
$142,071,570
$ 60,648,231
i
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
2022 PROPOSED BUDGET - SUMMARY OF REVENUE AND EXPENDITURES - ALL FUNDS
FUND/DEPARTMENT
Beginning
Fund Balance
2022
Revenues
2022
Expenditures
Ending Fund
Balance
Ge ne ral Fund
Non -Departmental
$ 9,777,443
$ 45,146,719
$ 10,361,569
$ 44,562,593
Council
-
-
530,695
$ (530,695)
Mayor's Office
-
-
715,168
$ (715,168)
Municipal Court
-
222,793
1,818,905
$ (1,596,112)
Finance
-
-
1,287,736
$ (1287,736)
City Clerk
-
-
560,410
$ (560,410)
Human Resources
-
-
536,319
$ (536,319)
Law
-
2,500
1,750,938
$ (1,748,438)
Community Development
-
2,564,111
3,658,283
$ (1,094,172)
Economic Development
-
-
284,756
$ (284,756)
Police/Jail/911
-
2,500,586
26,560,678
$ (24,060,092)
Parks and Recreation
-
1,045,000
4,193,695
$ (3,148,695)
Total General Fund
9,777,443
51,481,709
52,259,152
9,000,001
Special Re venue Funds:
Street
727,231
4,549,437
4,776,669
500,000
Arterial Street
473,435
3,018,000
3,051,111
440,324
Affordable 8z Support. Housing Sales/Use Tax
Utility Tax
1,552,593
12,104,294
12,034,394
1,622,493
Solid Waste and Recycling
176,632
556,330
545,844
187,119
Special Studies/Contract
341,927
341,927
Hotel/Motel Lodging Tax
1,335,006
155,000
155,000
1,335,006
Community Center
1,507,233
2,749,102
2,756,334
1,500,000
Traffic Safety
419,528
2,885,942
2,775,519
529,951
Utility Tax Proposition 1
1,000,000
4,170,276
4,170,276
1,000,000
Performing Arts & Event Center
2,299,757
2,299,757
Community Development Block Grant
47,411
758,323
589,046
216,688
Paths and Trails
1,329,437
169,000
1,498,437
Technology
56,852
149,250
14,300
191,802
Strategic Reserve
3,000,000
2,000
2,000
3,000,000
Parks Reserve
1,135,793
5,000
15,793
1,125,000
Total Special Revenue Funds
13,103,078
33,571,711
339186,041
139488,747
Debt Service
3,025,579
2,569,426
2,866,189
2,728,815
Total Debt Service Fund
3,025,579
2,569,426
2,866,189
2,728,815
Capital Project Funds
Real Estate Excise Tax
1,767,426
3,670,000
3,437,426
2,000,000
Downtown Redevelopment
2,826,754
205,000
2,621,754
Capital Project - Municipal Facilities
290,595
1,000
115,000
176,595
Capital Project - Parks
1,451,591
375,000
1,076,591
Capital Project - Surface Water Mgt
2,060,000
1,767,000
293,000
Captial Project - Transportation
6,010,217
5,570,000
7,773,566
3,806,651
Capital Project Reserve
367,936
367,936
Performing Arts 8& Event Center
-
-
-
-
Total Capital Project Funds
12,714,518
11,301,000
13,672,991
10,342,527
Enterprise Funds
Surface Water Management
3,031,274
4,930,775
6,116,029
1,846,020
Dumas Bay Centre
1,500,000
930,211
930,210
1,500,000
Total Enterprise Funds
4,531,274
5,860,986
7,046,239
3,346,020
Internal Service Funds
Risk Management
920,528
1,196,040
1,486,275
630,293
Information Systems
3,694,008
2,720,687
2,707,608
3,707,088
Mail and Duplication
214,219
135,947
185,007
165,159
Fleet and Equipment
7,232,067
2,300,644
1,919,901
7,612,809
Building and Furnishings
2,103,772
490,355
594,127
2,000,000
Health Insurance
3,077,746
4,966,800
5,2256,726
2,787,820
Unemployment Insurance
254,000
6,000
10,000
250,000
Total Internal Service Funds
17,496,340
11,816,473
12,159,644
17,1539169
Grand Total
$ 60,648,231
$ 116,601,304
$121,190,257
$ 56,059,279
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
Explanation of Changes in Fund Balance
(Greater than 10%)
In 2014 the City of Federal Way established a formal reserve and fund balance policy with resolution #14-664
and updated with resolution 18-732 in 2018. Based on the current policy the most fund balances remain within
the required amounts.
Street Fund - The 31.25% decrease in fund balance from $727.23K to $500.00K is primarily due to increased
labor costs due to adding 2 landscape maintenance workers, and one-time repair services needed on the Steel
Lake Maintenance Facility.
Traffic Safety Fund - The 26.32% increase in fund balance from $419.53K to $529.95K is primarily due to
the City's attempt to bring the fund back to the reserve policy of $1.2M.
Paths & Trails Fund - The 12.71 % increase in fund balance from $1.33M to $1.50M is primarily due to the
City's attempt to save up for future paths & trails projects.
Technology Fund - The 237.37% increase in fund balance from $56.85K to $191.80K is primarily due to
collecting automation fee revenue for future replacement of IT systems.
Real Estate Excise Tax Fund - The 13.16% increase in fund balance from $1.77M to $2.00M is primarily due
to building the fund balance back to the reserve policy of $2.OM.
Capital Project - Municipal Facilities CIP Fund - The 39.23% decrease in fund balance from $290.60K to
$176.60K is primarily due to transferring out funds for other future capital projects.
Capital Project - Parks Fund - The 25.83% decrease in fund balance from $1.45M to $1.08M is primarily
due to funding of playground replacements, and major maintenance on existing parks.
Capital Project - Transportation Fund - The 36.66% decrease in fund balance from $6.01M to $3.81M is
primarily due to funding street and traffic related transportation capital projects.
Surface Water Management Fund - The 39.10% decrease in fund balance from $3.03M to $1.85M is due to
transferring out funding for surface water management capital projects.
Risk Management Fund - The 31.53% decrease in fund balance from $0.92M to $0.63M is primarily due to
increased costs for insurance and claims.
Mail and Duplication Fund - The 22.90% decrease in fund balance from $0.21M to $0.17M is due to the one-
time purchase of copiers.
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
2021 PROPOSED BUDGET - SOURCES BY FUND AND CATEGORY
2021
Taxes
Licenses and
Pemvks
Intergvtl
Charges for
Services
Fines and
Penalties
Proprietary
Fund
Revenues
Misc.
Total Operating
Revenues
Other Financing
Sources
General
$ 30,780,594
$ 3,567560
$ 2,004,000
$ 4,221,584
$ 824,984
$
$ 817,540
$ 42216262
$ 10,550,674
Street
200,000
1,300,000
736,572
360216
2,596,788
2,557,825
Arterial Street
450,000
5,000
455,000
2563,000
UtiI4 Tax
12,092294
12,000
12,104,294
Solid Waste and Recycling
115,570
437,560
2,000
1200
556,330
Special Studies/Contract
HotellMotel Lo#g Tax
150,000
5,000
155,000
Comm ' Center
1,590,875
382,693
1,973,568
279,307
Traffic Safe
2,872,442
13,500
2,885,942
Real Estate Excise Tax
3,640,000
30,000
3,670,000
Utik Tax Proposition 1
3,085,312
8,000
3,093,312
976,829
Perforning Arts & Event Center Operations
344,470
935,310
1279,780
1,019,977
Comunily Development Block Grant
1,183,010
1,183,010
-
Paths and Trails
160,000
9,000
169,000
Technology
146,716
146,716
Strategic Reserve
2,000
2,000
Parks Reserve
5,000
5,000
Debt Service
30,000
30,000
16,876,390
Downtown Redevelopment
Capital Project - Municoal Facilities
1,000
1,000
Capital Project - Parks
Capital Project - Surface Water Mg
447,568
Ca tial Project - Transportation
5,450,000
4,990,000
250,000
10,690,000
2,298,000
Capital ProjctReserve
Capital Project - Performing Arts & Event Center
Surface Water Management
5,938201
3,000
5,941201
Dumas Bay Centre
254
784,897
785,151
115,720
Risk Management
1,103,040
88,000
5,000
1,196,040
Information Systems
2,670,180
179,000
2,849,180
Mad and Duplication
135,941
135,947
Fleet and Egoment
2220,329
80,315
2,300,644
545,500
Building and Furnishings
489,696
659
490,355
Health Insurance
4,556,000
400,000
10,800
4,966,800
Unemployment Insurance
-
5,299
5299
Total 2021 Revenues
$ 49,908,200
$3,767,560
$10,511,580
$ 29,581,424
$3,699,426
$ 488,000
$ 3,927,429
$101,883,619
$ 38,230,790
•
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
2022 PROPOSED BUDGET - SOURCES BY FUND AND CATEGORY
2022
Taxes
Licenses and
Permits
Intergvtl
Charges for
Services
Fines and
PenaltiesRevenues
Proprietary
Fund
Revenues
Misc.
Total Operating
Other Financing
Sources
General
$ 30,786,909
$ 3,600,552
$ 2,004,000
$ 4,238,338
$ 824,986
$
$ 817,614
$ 42,272,399
$ 9209,310
Street
200,000
1,300,000
736572
217,016
2,453,588
2,095,849
Arterial Street
450,000
5,000
455,000
2563,000
Ufik Tax
12,092294
12,000
12,104294
Solid Waste and RecyclingRecycEng
115,570
437560
2,000
1200
556,330
Special Studies/Contract
HotelMMotelLodging Tax
150,000
5,000
155,000
Comwk Center
1,590,875
850,000
2,440,875
308,227
Traffic Safety
2,872,442
13,500
2,885,942
Real Estate Excise Tax
3,640,000
30,000
3,670,000
Utiky Tax Proposition 1
3,085,312
8,000
3,093,312
1,076,964
Performing Arts & Event Center Operations
344,470
935,310
1,279,780
1,019,977
Community Development Block Grant
758,323
758,323
Paths and Trai
160,000
9,000
169,000
Technology
149250
149250
Strategic Reserve
2,000
2,000
Parks Reserve
5,000
5,000
Debt Service
30,000
30,000
2539,426
Downtown Redevelopment
Capital Project - Munic' l Facilities
1,000
1,000
Capital Project - Parks
Capital Project - Surface Water Mg
500,000
500,000
1560,000
Ca tial Project - Transportation
3,555,000
1,560,000
250,000
5,365,000
205,000
Capital Project Reserve
Capital Project - Performing Arts & Event Center
Surface Water Management
4,927,775
3,000
4,930,775
Dumas Bay Centre
254
834,897
835,151
95,060
Risk Management
1,103,0401
88,000
5,000
1,196,040
Information Systems
2,691,687
29,000
2,720,687
Mad and Du heation
135,947
135,947
Fleet and u' ment
2220,329
80,315
2,300,644
Bd&g and Furnish
489,696
659
490,355
Health Insurance
4,556,000
400,000
10,800
4,966,800
Unemployment Insurance
6,000
6,000
Total 2022 Revenues
$49,914,515
$3,800,552
$ 8,691,893
$25,181,793
$3,699,428
$ 488,000
$4,152,311
$ 95,928,492
$20,672,812
�Qm
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
GENERAL AND STREET FUND CONSOLIDATED SUMMARY
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21Pro osed-20Adj
Adopted
Adjusted
Projected
$Chg
I %Chg
BEGINNING FUND BALANCE
$ 11,290,682
$ 11,662,052
$ 9,644,733
$ 11,604,046
$ 11,604,046
$ 9,521,927
$ 10,504,674
$ (2,082,120)
-17.9%
REVENUE SUMMARD
Property Tax
10,799,658
10,917,428
11,077,213
11,275,838
11,275,838
11,385,965
11,357,280
110,127
1.0%
Sales Tax
14,731,810
15,908,863
15,849,755
14,457,381
14,457,381
15,949,755
15,949,755
1,492,374
10.3%
Criminal Justice Sales Tax
2,927,406
3,056,010
2,818,399
3,027,361
3,027,361
3,027,361
3,027,361
-
0.01/0
Other Taxes
1,100,962
1,066,377
849,336
1,007,513
1,007,513
417,513
452,513
(590,000)
-58.6%
Licenses and Permits
4,615,508
5,709,234
4,492,914
4,540,011
4,540,011
3,767,560
3,800,552
(772,451)
-17.0%
Intergovernmental
3,740,152
3,982,791
3,309,500
6,678,001
6,678,001
3,304,000
3,304,000
(3,374,001)
-50.5%
Charges for Services
4,549,623
5,414,306
4,335,266
4,730,971
4,730,971
4,958,156
4,974,910
227,184
4.8%
Fines and Penalties
785,588
899,864
943,401
815,189
815,189
824,984
824,986
9,795
1.20%
Miscellaneous
1,152,655
1,086,628
840,878
1,054,778
1,054,778
1,177,756
1,034,630
122,978
11.7%
Other Financing Sources*
9,058,384
9,251,819
12,207,581
12,652,229
12,652,229
13,108,499
11,305,159
456,270
3.6%
Total Revenues
$ 53,461,746
$ 57,293,322
$ 56,724,242
$ 60,239,272
$ 60,239,272
$ 57,921,549
$ 56,031,146
$ (2,317,723)
-3.8%
EXPENDITURE SUMMARD
City Council
$ 405,140
$ 422,165
$ 446,163
$ 508,211
$ 508,211
$ 525,655
$ 530,695
$ 17,443
3.4%
Mayor's Office
$ 1,415,322
1,497,281
1,329,485
972,547
972,547
911,881
923,847
$ (60,666)
-6.2%
Municipal Court
1,686,923
1,752,439
1,767,149
1,829,149
1,829,149
1,797,146
1,818,905
$ (32,003)
-1.7%
Finance
962,052
1,045,012
1,088,521
1,269,595
1,269,595
1,260,163
1,287,736
$ (9,432)
-0.7%
City Clerk
499,915
592,263
513,984
513,984
513,984
558,912
560,410
$ 44,928
8.7%
Human Resources
478,791
521,715
514,881
554,881
554,881
527,932
536,319
$ (26,949)
-4.9%
Law -Civil
851,969
856,841
789,720
919,920
919,920
970,331
974,797
$ 50,411
5.5%
Law -Criminal
717,523
750,449
764,733
765,483
765,483
774,742
776,142
$ 9,259
1.2%
Community Development
2,285,955
2,546,372
2,534,077
2,773,047
2,773,047
2,652,041
2,683,103
$ (121,000)
4.4%
Economic Development
279,486
340,503
415,973
495,973
495,973
284,756
284,756
$ (211,217)1
42.6%
Connrnmity Services
760,398
871,103
844,805
1,153,524
1,153,524
967,372
975,180
$ (186,152)
-16.1%
Jail Contract Costs
6,417,479
5,932,095
4,341,950
4,048,950
4,048,950
3,303,463
3,319,584
$ (745,487)
-18.4%
911 Dispatch
2,724,139
2,679,436
2,748,692
2,748,692
2,748,692
2,748,692
2,748,692
$ -
0.01/0
Police
17,939,354
18,546,501
18,843,813
19,413,271
19,413,271
19,994,132
20,492,402
$ 580,861
3.00/6
Parks, Recr & Cultural Svcs
4,036,022
4,231,231
4,076,474
4,313,304
4,313,304
4,154,492
4,193,695
$ (158,812)
-3.7%
Public Works
4,030,418
4,420,754
4,111,347
4,509,364
4,509,364
4,718,703
4,567,989
$ 209,339
4.6%
Non -Departmental
7,599,489
10,345,167
11,736,389
15,531,497
15,531,497
10,788,392
10,361,569
$ (4,743,105)
-30.5%
Total Expenditures
$ 53,090,376
$ 57,351,328
$ 56,868,155
$ 62,321,391
$ 62,321,391
$ 56,938,803
$ 57,035,821
$ (5,382,588)
-8.6%
Changes in Fund Balance
$ 371,370
$ (58,006)
$ (143,913)
$ (2,082,119)
$ (2,082,120)1
$ 982,746
$ (1,004,674)
$ 3,064,865
-147.2%
ENDING FUND BALANCE:
$ 11,662,052
$ 11,604,046
$ 9,500,821
$ 9,521,927
$ 9,521,927
$ 10,504,673
$ 9,500,000
$ 982,745
10.3%
*See pages D-2 and D-4 for detail of Other Financing Sources.
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
EXPENDITURE LINE —ITEM SUMMARY — GENERAL FUND
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$Chg
%Chg
Expenditures:
1XX
Salaries &Wages
$ 22,067,202
$ 23,371,717
$ 24,221,884
$ 25,678,568
$ 25,678,568
$ 25,951,180
$ 26,496,500
$ 272,612
1.1%
2XX
Benefits
7,678,400
8,024,487
8,755,739
8,891,362
8,891,362
8,647,001
8,837,368
(244,362)
-2.71/o
3XX
Supplies
861,200
1,098,685
840,392
1,165,447
1,165,447
875,006
875,006
(290,441)
-24.9%
4XX
Services and Charges
5,530,357
5,585,733
7,360,873
8,951,552
8,951,552
5,269,660
5,081,460
(3,681,892)
-41.1%
5XX
Intergovernmental
10,221,577
9,850,738
8,149,125
6,364,911
6,364,911
6,821,506
6,811,505
456,594
7.21/o
6XX
Capital Outla
67,999
22,544
520,965
520,965
(520,965)
-100.0%
9XX
Internal Services
5,148,235
5,493,599
5,844,292
6,080>1
6,080,261
6,196,648
6218,155
116,387
1.9%
OXX
Other Financing Use
1,515,406
3,903,824
1,695,849
4,668,324
4,668,324
3,177,802
2,715,826
(1,490,522)
-31.9%
Total Expenditures:
$ 53,090,376
1 $ 57,351,328
1 $ 56,868,155
1 $ 62,32091
1 $ 62,321,391
1 $ 56,938,803
1 $ 57,035,821
1 $ (5,382,588)
8.6%
1. Salaries & Wages decrease is primarily due to the addition of 3 COPS grant Police Officers.
2. Benefits decrease is primarily due to changes of employees in positions with lower benefit costs, and a Facility Maintenance Worker being moved to the 505 Building & Furnishings Fund.
3. Supplies decrease is primarily due to one-time Covid-19 supplies.
4. Services and Charges decrease is primarily due to the elimination of one-time Covid-19 services and one-time grants given to businesses dor support during Covid-19.
5. Intergovernmental increase is primarily due to restoring the jail services budget.
7. Internal Services increase is primarily due to increased IT services for cybersecurity.
8. Other Financing Use decrease is primarily due to the elimination of one-time transfers to Federal Way Community Center, Perfommng Arts & Event Center, Dumas Bay Centre, and Traffic Safety
Funds for support during Covid-19 closures.
General and Street Fund 2021 Revenues $57.92M
Misc
Chargesl
Service
9%
I ntgvtl
6%
Licenses a
Permit!
6%
_Other Financing
Sources
23%
Taxes
53%
General and Street Fund 2021 Expenditures
$56.94M
Non -
Public Works City Council
0.92%
Departmental_ 8.29%
18.95% Mayor's Office
1.60%
Municipal Court
Parks, Recr & 3.16%
Cultural Svcs Finance
7.30% 2.21% City Clerk
0.98%
Human Resources
� W W 0.87%
3.06%
Community
Development
4.66%
Police/Jail/Dispa
Economic
tch
Community Development
45.74%
Services 0.50%
1.70%
A e
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
CITY-WIDE POSITION INVENTORY
Department / Division
2018
Actual
2019
Actual
2020
Adopted Adjusted Projected
2021
Proposed
2022
Proposed
Subtotal City Council
4.20
4.20
4.20
4.20
4.20
4.20
4.20
Ma or's O cc
Administration
5.34
5.34
5.34
5.34
5.34
5.34
5.34
Economic Development
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Emergency Management
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Human Resources
3.50
3.50
3.50
3.50
3.50
3.50
3.50
City Clerk
2.50
2.50
2.50
2.50
2.50
2.50
2.50
Subtotal Mayor's Office
13.34
1 13.34
13.34
13.34
13.34
13.34
13.34
Subtotal information Technology
7.00
7.00
7.00
8.00
8.00
8.00
8.00
Munici al Court
Court Operations
13.00
13.00
13.00
13.00
13.00
13.00
13.00
Probation Services
3.00
3.00
3.00
3.00
3.00
3.00
3.00
Subtotal Municipal Court
16.00
16.00
16.00
16.00
16.00
16.00
16.00
Subtotal Finance
8.00
8.00
8.00
10.00
10.00
10.00
10.00
Law
Civil Legal Services
4.80
4.80
4.80
4.80
4.80
4.80
4.80
Criminal Prosecution Services
7.70
7.70
8.20
7.70
7.70
7.70
7.70
Subtotal Law
12.50
12.50
13.00
12.50
12.50
12.50
12.50
Community Develo ment
Administration
3.90
3.58
3.90
4.58
4.58
4.58
4.58
Planning
6.00
6.80
6.80
6.80
6.80
5.80
5.80
Building
11.00
11.00
13.00
11.00
11.00
11.73
11.73
Community Services
3.80
3.80
3.80
3.80
3.80
3.07
3.07
Subtotal Community Development
24.70
25.18
27.50
26.18
26.18
25.18
25.18
Police
Administration
2.00
2.00
2.00
2.00
2.00
2.00
2.00
Support Services
55.00
58.00
58.00
62.00
62.00
76.00
76.00
Field Operations
103.00
103.00
103.00
103.00
103.00
92.00
92.00
Subtotal Police
160.00
163.00
163.00
167.00 1 167.00
170.00
170.00
Park, Recreation & Cultural Services
Administration
1.80
1.80
1.80
1.80
1.80
1.80
1.80
General Recreation
5.83
5.83
5.83
5.83
6.83
6.83
6.83
Community Center
11.33
11.33
11.33
11.33
11.33
11.33
11.33
Dumas Bay Centre
3.00
3.00
3.00
3.00
3.00
3.00
3.00
Park Maintenance
16.00
15.50
15.50
16.25
16.25
17.00
17.00
Performing Arts & Event Center
8.00
1.00
1.00
1.00
-
-
-
Subtotal Park, Recreation & Cultural Services
45.96
38.46
1 38.46
39.21
39.21
39.96
1 39.96
Public Works
Administration
2.75
1.61
1.61
1.61
1.61
1.61
1.61
Development Services
2.20
1.85
1.85
2.85
2.85
2.85
2.85
Traffic Services
5.35
5.28
5.28
5.28
5.28
5.28
5.28
Street Services
11.60
19.10
16.60
22.00
22.00
22.00
22.00
Solid Waste/Rec chn
2.20
2.41
2.41
2.41
2.41
2.41
2.41
Surface Water Management
20.40
20.75
20.75
20.85
20.85
24.85
24.85
Fleet & Equipment
0.50
1.00
1.00
1.00
1.00
1.00
1.00
Subtotal Public Works
45.00
52.00
49.50
56.00
56.00
60.00
60.00
Total Ongoing City Staffing
336.70
339.68
340.00
352.43
352.43
359.18
359.18
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
UTILITY TAX AND REAL ESTATE EXCISE TAX ALLOCATION
[-2021 Utility Tax Allocation 2021 Real Estate Excise Tax
Propositio
(103 & 114) Allocation (113)
n 1 � Transp.ClP�
Community
27% 9%
� Center Debt
21%
Dumas Bay
Centre
1%
Communit
y Center
2%
Arteri�
Stree
10%
GF Oper
60%
Arter i a I St.
Overl.
25%
SCORE Dbt.— l
13%
Target Prop.
Dbt.
18%
PAEC Dbt.
14%
Utility Tax Allocation
2021
2022
REET Allocation
2021
2022
Proposed Revenue
$ 15,197,606
$ 15,197,606
Proposed Revenue
$ 3,670,000
$ 3,670,000
Other Financing Sources
976,829
1,076,964
Uses
Uses
GF Baseline Operations
9,186,777
9,054,143
Community Center Debt
817,123
820,123
Arterial Street Overlay Fund
1,500,000
1,500,000
Target Property Debt
714,778
524,686
Community Center (FWCC) Oper.
279,307
308,227
PAEC Debt
552,955
553,955
Dumas Bay Centre (DBC) Oper.
115,720
95,060
SCORE Debt
525,162
525,662
Subtotal Other Financing Uses
11,081,804
10,957,430
Arterial Street Overlay
1,013,000
1,013,000
Proposition 1
Transportation CIP
350,000
-
Muncipal Court
190,102
194,159
Total Uses
$ 3,973,018
$ 3,437,426
Parks
104,802
104,802
Proposed Change in Fund Balance
$ (303,018)
$ 232,574
Mayor's
651,076
651,076
Law
267,895
278,996
Police
2,779,468
2,832,128
Community Development
103,811
109,114
Subtotal Proposition 1 Expenditures
4,097,154
4,170,276
Total Uses & Expenditures
$ 15,178,958
$ 15,127,706
Proposed Change in Fund Balance $ 18,648 $ 69,900
*Utility tax allocation includes Utility tax fund and Proposition 1 fund.
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
PROPERTY TAX LEVY AND DEMOGRAPHIC INFORMATION (6-YEAR HISTORY)
16.50
14.50
12.50
10.50
8.50
6.50
4.50
2.50
0.50
$16.14
$15.75
$14.20
$14.55
$13.93
S 13.94
-
■ City of Federal Way
■ Port of Seattle
■ Sound Transit
■ Flood Zone
■ Emergency Medical Svcs
■ Library
■ South King Fire and Rescue
(FD #39)
0 Washington State
■ King County
❑ Federal Way School District
2017 2018
2013
2014
2015
2016
(1.50)
Property Tax
Levy
2013
2014
2015
2016
2017
2018
Change from 2017
$
%
City of Federal Way
$ 1.42
$ 1.40
$ 1.25
$ 1.19
$ 1.13
$ 1.06
$ (0.07)
-6.2%
Federal Way School District
7.55
7.28
6.42
6.75
6.32
5.77
(0.55)
-8.7%
King County
1.54
1.52
1.35
1.48
1.39
1.33
(0.06)
-4.3%
Washington State
2.57
2.47
2.29
2.17
2.03
2.92
0.89
43.8%
Port of Seattle
0.23
0.22
0.19
0.17
0.15
0.14
(0.01)
-6.7%
South King Fire and Rescue (FD #39)
1.82
1.81
1.77
1.91
1.83
1.73
(0.10)
-5.5%
Library
0.57
0.56
0.50
0.48
0.45
0.41
(0.04)
-8.9%
Emergency Medical Svcs
0.30
0.34
0.30
0.28
0.26
0.24
(0.02)
-7.7%
Flood Zone
0.13
0.15
0.14
0.13
0.12
0.11
(0.01)
-8.3%
Sound Transit
Total Levy Rate
-
-
-
0.25
0.23
(0.02)
-8.0%
$ 16.14
$ 15.75
$ 14.20
$ 14.55
$ 13.93
$ 13.94
$ 0.03
$ 0.00
Federal Way % to Total Levy
1 8.81%
8.87%
8.79%
8.14%
8.11%
7.60%
-233.33%
N/A
Demographic
Information
2013
2014
2015
2016
2017
2018
Change from 2017
$ %
Assessed Valuation (in 000's)
$7,386,016
$ 8,375,702
$ 8,905,294
$ 9,489,437
$ 10,298,806
$ 10,298,806
-
0.0%
Median Residence Homeowner Value
187,000
196,000
236,000
252,000
270,000
301,000
31,000
11.5%
City Tax on an Average Home
261
245
280
285
286
319
33
11.5%
Commercial Bldg Permit Value ($000)
22,891
35,923
73,654
18,547
26,817
54,027
27,210
101.5
Residential Bldg Permit Value ($000)
33,260
1 30,923
20,341
19,804
24,455
29,612
5,157
21.1%
Retail Sales ($000)
1,344,513
1,442,504
1,575,671
1,685,330
1,682,600
1,733,096
50,496
3.0%
Real Estate Sales ($000)
398,870
418,054
599,779
1,061,942
819,316
841,000
21,684
2.6 %
Land Area, Sq. Miles
23
23
23
23
23
23
-
0.0%
Population
89,718
90,147
90,764
93,670
96,350
96,690
340
0.4%
Employment
44,239
44,791
45,548
47,121
48,470
47,290
(1,180)
-2.4%
Business License
3,277
2,424
2,874
3,990
4,950
5,198
248
5.0%
School Enrollment
1 21,554
1 21,772
21,979
21,673
22,522
22,522
-
0.0%
CPI-W/Seattle, Midyear
1 1.4%1
2.2%
0.5%
2.3%
3.2%
3.4%
n/a
6.3%
IPD/Implicit Price Deflator
1 1.3%
1.6%
0.3%
1.0%
1.6%
2.2%
n/a
39.7%
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
TAXES, FEES AND PER CAPITA REVENUE COMPARSION
(For Selected Cities)
PER CAPITA GENERAL FUND TAXES
$1,
800
$1, 500
$1, 200
$900
$600
$692
$669
$647
$708
Jurisdiction
Business License Registration
2017
Population
Admissions
Tax
2017 Property
Tax Regular
Levy
2017 Per
Capita
Property Tax
Per Capita
2017 General
Fund Tax
Auburn
$50 - $100
78,960
5.0%
$2.03
$264
$692
Bellevue
$95 + B&0
140,700
3.0%
1.03
278
669
Burien
$75-$150 + B&O
50,680
5.0%
1.23
137
372
Des Moines
$75-$750 + B&O
30,860
--
1.31
155
433
Federal Way
$50 - $9,500
96,350
5.0%
1.06
109
406
Kent
$50-$714 + B&O
127,100
5.0%
1.63
181
576
Kirkland
$100+$100/per FTE
86,080
5.0%
1.19
284
482
Redmond
$109/per FTE
62,110
5.0%
1.25
407
522
Renton
$150 + $.0352 X hours worked
in year or B&O
102,700
5.0%
1.15
197
647
SeaTac
$50 - $9,500
28,850
--
2.75
538
708
Tukwila
$.034896 X hours worked in year
19,660
5.0%
2.92
756
1,439
Average
74,914
$1.60
$300
$631
B-13
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
2018 PER CAPITA GENERAL FUND TAX REVENUES FOR KING COUNTY CITIES
City
Population
Per Capita
Rank
Tukwila
19,800
1,509
1
Hunts Point
420
999
2
Woodinville
11,830
986
3
SeaTac
29,130
814
4
Snoqualmie
13,450
798
5
Auburn
70,650
783
6
Bothell
27,4401
774
7
YarrowPoint
1,065
758
8
Seattle
730,400
714
9
Bellevue
142,400
676
10
Redmond
64,050
666
11
Beaux Arts
300
658
12
Mercer Island
24,270
648
13
Kent
128,900
641
14
Enumclaw
11,660
639
15
North Bend
6,825
632
16
Renton
104,100
626
17
Issaquah
37,110
615
18
Normandy Park
6,595
609
19
Carnation
2,155
553
20
Black Diamond
4,360
544
21
Covington
20,080
533
22
Clyde Hill
3,045
524
23
Shoreline
55,730
511
24
Duvall
7,655
504
25
Kirkland
87,240
492
26
Algona
3,180
486
27
Sammamish
63,470
465
28
Pacific
6,875
457
29
Lake Forest Park
13,090
441
30
Des Moines
31,140
441
31
Federal Way
97,440
412
32
Newcastle
12,410
400
33
Maple Valley
25,280
399
34
Kenmore
22,920
396
35
Burien*
51,850
363
36
Average:
53,842
$ 624
36
$150
Tukwila
Hunts Point
Woodinville
SeaTac
Snoqualmie
Auburn
Bothell
Yarrow Point
Seattle
Bellevue
Redmond
Beaux Arts
Mercer Island
Kent
Enumclaw
North Bend
Renton
Issaquah
Normandy Park
Carnation
Black Diamond
Covington
Clyde Hill
Shoreline
Duvall
Kirkland
Algona
Sammamish
Pacific
Lake Forest Park
Des Moines
Federal Way
Newcastle
Maple Valley
Kenmore
Burien*
2018Per Capita GeneralFundTaxes
$350 $550 $750 $950
$1,150
$1,350
$1,550
King County
Cities
of 36
32nd
Source: Local Government Financial Reporting System data from the State Auditor's Office and Office of Financial Management.
Taxes include Property Tax, Sales Tax, Criminal Justice Sales Tax, Utility Tax reported in the General Fund, and excludes Fire/Library.
1--ME1
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
ENDING FUND BALANCE
Composition of Proposed 2021 Ending
Fund Balance ($in millions) Strategi c/l ns u ra
nce Reserves
Debt Service`
715
3.03
12%
5%
Repl .
Reserves/Sp
I Proj.
13.59
22%
pital Projects
12.56
21%
General Fund
Reserves
9.78
16%
served for
perations
14.45
24%
Fund Balance
2018
Actual
2019
Actual
2020
2020
2021
Proposed
2022
Proposed
2021 Proposed
Adopted
Adjusted
Projected
vs Reserve Policy
General Fund Operating Cash Flow
Reserve
$11,144,459
$11,0939337
$ 9,000,227
$ 990219927
$ 9,021,927
$ 997779443
$ 9,000,001
$ 9,000,000
$ 1
Reserved for Operations
Street Fund- Snow& Ice Removal
517,592
510,709
500,594
500,000
500,000
727,231
500,000
500,000
(0)
Utility Tax
1,600,471
1,569,984
1,500,000
1,506,932
1,506,932
1,552,593
1,622,493
1,500,000
122,493
Affordable & Sapp House Sales & Use Tax
-
-
-
-
-
-
-
-
SolidWaste
154,581
194,472
17,731
166,146
166,146
176,632
187,119
-
187,119
Hotel/Motel Lodging Tax
1,177,880
1,329,006
1,140,846
1,335,006
1,335,006
1,335,006
1,335,006
200,000
1,135,006
Community Center
1,566,460
1,208,267
1,500,651
1,500,000
1,500,000
1,507,233
1,500,000
1,500,000
0
Traffic Safety
1,909,111
1,389,468
1,200,775
270,442
270,442
419,528
529,951
1,200,000
(670,049)
Real Estate Excise Tax
3,303,937
3,219,083
2,325,683
2,070,443
2,070,443
1,767,426
2,000,000
1 2,000,000
Utility Tax Proposition 1
1,002,101
1,144,643
1,000,001
1,027,013
1,027,013
1,000,000
1,000,000
1,000,000
0
Performing Arts & Event Center
Operations
(447,382)
(110,546)
(0)
(0)
(0)
(0)
(0)
-
(0)
CDBG Grant
37,544
35,284
0
21,251
21,251
47,411
216,688
216,688
Paths & Trails
962,997
1,191,436
1,268,546
1,360,437
1,360,437
1,329,437
1,498,437
1,498,437
Information Technology
-
3,013
40,000
91,136
91,136
56,852
191,802
191,802
Dumas Bay Centre
1,585,695
1,601,056
1,705,557
1,500,000
1 1,500,000
1,500,000
1,500,000
1,500,000
0
Surface Water Management
2,373,543
3,009,977
1,046,732
2,592,114
1 2,592,114
3,031,274
1,846,020
690,000
1,156,020
Capital Projects/Reserves
Overlay
94,682
621,583
165,872
502,618
502,618
473,435
440,324
100,000
340,324
Capital Projects
7,796,488
11,368,585
5,294,963
11,426,561
11,426,561
10,579,157
7,974,591
-
7,974,591
Parks Reserve
1,265,796
1,080,794
1,263,635
1,130,793
1,130,793
1,135,793
1,125,000
1,125,000
0
Capital Project Reserve
360,520
367,936
355,610
367,936
367,936
367,936
367,936
1 -
367,936
Replacement Reserves
Information Technology Equipment
3,753,608
3,718,972
3,603,302
3,640,480
3,640,480
3,694,008
3,707,088
3,707,088
Special Projects - Govt. Access Channel
686,209
748,927
120,729
341,927
341,927
341,927
341,927
341,927
Copier Equipment
199,068
217,369
150,783
205,164
205,164
214,219
165,159
165,159
Fleet & Equipment
7,628,193
7,808,824
9,417,920
7,515,027
7,515,027
7,232,067
7,612,809
7,612,809
Building & Furnishings
3,019,790
2,973,258
2,511,731
2,763,525
2,763,525
2,103,772
2,000,000
2,000,000
-
Debt Service
Debt Service
2,956,848
3,933,731
1,539,985
3,322,342
3,322,342
3,025,579
2,728,815
2,500,000
228,815
Strategic/Insurance Reserves
Self Insurance Reserve
(Risk/Health/Unemp)
4,814,825
5,433,828
1,776,505
4,826,373
4,826,373
4,252,274
3,668,113
-
3,668,113
Strategic Reserve
2,656,969
3,573,800
872,979
3,599,800
3,599,800
3,000,000
3,000,000
3,000,000
-
Total Reserved Fund Balance
$ 62,121,982
$ 69,236,797
$ 49,321,357
$ 62,605,393
$ 62,605,393
$ 60,648,231
$ 56,059,279
$ 27,815,000
28,244,279
Total Ending Fund Balance
$ 62,121,982
$ 69,236,797
$ 49,321,357
$ 62,605,393
$ 62,605,393
$ 60,648,231
$ 56,059,279
$ 27,815,000
28,244,279
B-15
CITYOF FEDERAL WAY202112022 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 $150M and an
additional $120M 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 $868 million. Table 1 shows the availability debt capacity for the City of Federal Way at December
31st 2019.
Table 1: COMPUTATION OF LIMITATION OF INDEBTEDNESS
December 31, 2019
General Purposes
Excess Levy
Excess Levy
Total
Limited
(Unlimited)
Open Space
Utility
Debt
DESCRIPTION
Councilmanic
Excess Levy
and Park
Purposes
Capacity
AV=
$ 11,972,409,244 (A)
1.50%
$ 179,586,139
$ (179,586,139)
2.50%
299,310,231
299,310,231
299,310,231
$897,930,693
Add:
Cash on hand for
debt redemption (B)
3,698,800
-
-
-
3,698,800
Less:
Bonds outstanding
(33,525,553)
-
-
-
(33,525,553)
REMAINING DEBT CAPACITY
$ 149,759,386
$ 119,724,092
$ 2999310,231 $
299,310,231
$868,103,940
Total Remaining
GENERAL
CAPACITY
$ 269,483,478
(A)
Final 2019 Taxable Assessed Valuation
(B)
Reflects debt service fund balance as of 12/31/2019.
Table 2 summarizes the City's general obligation debts outstanding at December 31 st 2019. Real Estate Excise Tax and Utility Tax
are the two primary sources to meet the City's general obligation debt services.
The City has the ability to service its debt, and the City does not issue new debt until an additional source of revenue is identified.
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 total bond in 2009 was $86.325 million the City of
Federal Way's portion at that time was $15.522 million.
AMC*
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
The City Council decided to withdraw from the SCORE interlocal agreement on September 4th, 2018 effective on the year following
the date of notice. At the April 16, 2019 council meeting the City Council decided to bond the City portion of the SCORE debt
separately from the SCORE entity. On December 11, 2019, the City issued a $10,945,000 of general obligation bond and used the
proceeds to pay off the outstanding 2009 SCORE bond of $12,891,600.
Table 2: SUMMARY OF OUTSTANDING LOANS/BONDS
Description
Purpose
Date of
Issue
Final
Maturity
Interest
Rates (%)
Amount
Issued
Bond Rating
@ issuance
12/31/20
Balance
Principal Payment
2021
2022
G.O. Bonds
Refund
Community Center 2013
12/01/13
12/l/2033
2.67
12,415,000
Aa3
8,850,000
8,850,000
G.O. BAN
Target 2017
11/17/17
11/27/2037
2.17
6,000,000
na
5,416,372
5,416,372
-
G.O. Bonds
SCORE
12/11/19
12/1/2038
2.75-5.00
10,945,000
A1/AA
10,565,000
390,000
410,000
G.O. Bonds
PAEC
12/11/19
12/1/2029
1.95-2.65
4,840,000
Aa2
4,410,000
450,000
460,000
G.O. Bonds
New 2021 Bond (Est.)
01/01/21
na
na
14,266,372
na
-
949,716
974,716
HUD Loan
Section 108 HUD Loan
03/28/19
8/1/2035
2.54-3.49
2,712,000
na
2,394,000
159,000
159,000
$ 51,178,372
$ 31,635,372
$ 16,215,088
$ 2,003,716
*The New 2021 bond of $14,266,372 is due to refunding of Community Center 2013 bond of $8,850,000 and Target 2017 bond of
$5,416,372.
Public Works Trust Fund Loan: 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. This was paid off in 2019.
Table 3: PROJECTED DEBT SERVICE REQUIRENIINTS TO MATURITY
Year
G. O. Bonds Public Works Trust Fund
Total
Principal
Interest
Principal
Interest
Principal
Interest
2020
1,890,181
1,058,965
1,890,181
1,058,965
2021
16,215,088
1,019,543
16,215,088
1,019,543
2022
2,003,716
952,173
2,003,716
952,173
2023
1,654,000
792,368
1,654,000
792,368
2024
1,704,000
742,458
1,704,000
742,458
2025
1,754,000
690,541
1,754,000
690,541
2026
1,804,000
635,542
1,804,000
635,542
2027
1,860,000
577,995
1,860,000
577,995
2028
1,920,000
514,653
1,920,000
514,653
2029
1,980,000
448,377
1,980,000
448,377
2030
1,500,000
379,154
1,500,000
379,154
2031
1,550,000
327,828
1,550,000
327,828
2032
1,595,000
273,902
1,595,000
273,902
2033
1,655,000
217,526
1,655,000
217,526
2034
855,000
158,497
855,000
158,497
2035
880,000
125,201
880,000
125,201
2036
755,000
83,625
755,000
83,625
2037
790,000
45,875
790,000
45,875
2038
810,000
23,250
810,000
23,250
Total
$ 43,174,985
$ 9,067,471
$
$
$ 43,174,985
$ 9,067,471
2021/2022 Bonded Items
Fund
Department
2021Amount
2022Amount
Disaster Recover Backup Data Storage
502IT Fund
Information Technology
$ 150,000
$ -
ITSecurity Contracted Services & Managed Detection & Rsponse
502IT Fund
Information Technology
$ 25,000
$ 25,000
Steel Lake Maintenance Facility
101Street Fund
Public Works
$ 143,200
$ -
Joint Operations and Maintenance Facility
306Transp. CIP Fund
Public Works
$ 250,000
$ 250,000
Water Heater Array
111 FWCC Fund
Parks
$ 32,693
$ -
HVAC mini -split units and windows in Heron, Osprey, & Eagleview Rooms
402 DBC Fund
I Parks
I $ 19,900
1 $ 69,900
Total
1 $ 620,793
1 $ M4,9W
EXECUTIVE SUMMARY
LONG RANGE FINANCIAL PLAN
2020 Projected Revenues $120.52M
Property Taxes
Other Financing y%
Sources
20%
Sales Tax
Miscellaneous) 12%
2%1
C1 Sales Tax
Fines` 2%
3%
Utility Tax
12%
Charges for Services REET
20% 3%
Other Taxes
Intgvtl Licensesand Permits 1%
12% 4%
All Funds 2021 Revenues $140.11M
Other Financing
Sources, 38.23,
27%
Property Taxes,
11.39, 8%
Other, 11.88, 8%J
Sa I es Tax, 15.95,
11%
Chargesfor
Services, 29.58, Uti I i ty Tax, 15.18,
21% 11%
I ntgvtl, 10.51, 8% Other Taxes, REET, 3.64, 3%
3.75, 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 2021/22 budget conditions, and the assumptions used in developing this budget and
future projections.
According to Washington Economic and Revenue Forecast Council's Economic Update of August 17tt', 2020,
economic data general continued to improve, but most indicators remain below their year-ago values. However,
U.S. employment is still 12.9 million jobs below its pre -pandemic level in February. Second quarter GDP declined
sharply (-32.9% at an annual rate), although not quite as severely as expected in the June forecast (-35.8% at an
annual rate). Consumer confidence also fell in July. Even though things are getting better, we are still far below
where we were this same time last year.
The food index increased 1.8 percent in 2019, a slightly larger increase than the 2018 rise of 1.6 percent. The index
for food at home rose 0.7 percent in 2019, continuing a trend of modest increases; it rose 0.6 percent in 2018 and
0.9 percent in 2017. Five of the six major grocery store food group indexes increased in 2019. The index for dairy
and related products rose 2.4 percent after falling 0.1 percent in 2018. Similarly, the index for meats, poultry, fish,
and eggs rose 2.3 percent in 2019 after falling in 2018. The index for nonalcoholic beverages increased 1.0 percent
in 2019 after a 1.4 percent increase in 2018. The indexes for cereals and bakery products and for other food at home
both rose 0.3 percent in 2019. The index for fruits and vegetables declined in 2019, falling 1.3 percent after rising
in 2018 and 2017. The indexes for fresh fruits and for fresh vegetables both declined over the year. The index for
food away from home rose 3.1 percent in 2019. This was larger than the 2.8 percent increase in 2018 and the largest
December -to -December rise since 2008.
The energy index rose 3.4 percent in 2019 after falling slightly in 2018. The gasoline index rose 7.9 percent over
the year after falling 2.1 percent in 2018. The index for fuel oil rose 4.6 percent in 2019. These increases more than
offset declines in the other major energy component indexes. The index for natural gas fell 3.5 percent in 2019 after
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
rising in each of the prior 3 years. The electricity index declined 0.4 percent under the prior year, its first decline
since 2015. The medical care index rose 4.6 percent in 2019, well above its 2.0 percent rise in 2018 and the largest
December -to -December advance since 2007. The index for prescription drugs rose 3.0 percent after falling 0.6
percent in 2018.
The Seattle -Tacoma -Bellevue, WA's CPI for Urban Wage Earners and Clerical Workers (CPI-W) increased 2.8%
in December 2019 compared to increase of 2.7% in 2018. The national CPI-W increased 2.6% for 2019. The
Seattle -Tacoma -Bellevue, WA annual unemployment rate for 2019 was 3.6% compared to 3.9% in 2018. The last
time Seattle -Tacoma -Bellevue annual unemployment rate was below 4.0% was 2007 which was at 3.7% just before
the "mortgage market" crash in 2008.
On March 9, 2020 Mayor Ferrell issued a Proclamation of Emergency in order to prevent the spread of coronavirus
disease (COVID-19). Then, on March 23, 2020, Governor Jay Inslee issued a statewide two week stay at home
order and closed all businesses except essential services. On April 3, 2020 the stay at home order was extended
through May 4th.
This coronavirus shock could be more severe than the Great Financial Crisis of 2007-08, as it will hit households,
businesses, financial institutions, and markets all at the same time locally, nationally and globally. In this historical
widespread pandemic, the city is carefully considering all the options to adjust its budget as sales tax revenue and
economic activity decline.
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 $56.9M General & Street Fund 2021 operating budget, taxes accounts for 53% of the revenues.
Net overall tax revenues have increased up over the last several years, due to new utility tax on water and sewer,
and solid waste & recycling.
Considering all these factors, we approach 2021/22 revenue projection with caution. The City is proceeding with
caution, so that it is not overly susceptible to any local economy slump. 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 and in some cases decrease as compared to the 2020 projected amount: property tax is projected to
increase by 1% in 2021 and primarily stay static in 2022; sales tax activity is projected to increase by 10.3% back to
2020 adopted levels in 2021 and increase again in 2022/23 due to Sound Transit construction; utility tax is
projected to increase by 6.2% in 2021 due to new water/sewer utility tax and 10% increase in solid waste utility tax
and stay static in 2022. 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
$140.11 M for 2021 and $116.60M for 2022.
Overall operating expenditures, including normal debt services and capital, but excluding other financing uses or
transfers total of $118.3M and $100.5M for 2021 and 2022, respectively. Compared to 2021, this is a $14.2M
increase from 2020 projected estimate. The net increase is mainly due to the payoff of Federal Way Community
Center and Target Property bonds due to refunding of these bonds in 2021.
•
EXECUTIVE SUMMARY
2020 Projected Revenues $60.24M
Other
Financing
Misc
2%
Fin
1`,
Charg
Sery
8!
Permits
8%
Taxes
49%
General and Street Fund 2021 Revenues $57.92M
Charged
Service
9%
I ntgvtl
6%
Licensesz
Permits
6%
Misc Other Financing
Taxes
53%
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 are by far the most significant source, accounts for 53% 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 a modest increase in some our projected taxes from 2020 to 2021.
Tax revenues provide approximately 53% of the City's General/Street Fund operating revenues. They include
Sales Tax at 27%, Property Tax at 20%, Criminal Justice Sales Tax at 5%, and other Taxes of 1%.
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 27% of General Fund
revenue and Street Fund Revenue. It is anticipated to generate $15.8M in 2020 and is projected to grow 0.6% in
2021 and remain static in 2022, then grow 1.0% per year in 2023 to 2026, due to Sound Transit construction
increase.
Year
Sales Tax
Chg Over Prior Year
$
%
2015 Actual
$ 13,297,086
$ 1,123,798
9.2%
2016 Actual
$ 14,222,497
$ 925,411
7.0%
2017 Actual
$ 14,199,460
$ (23,037)
-0.2%
2018 Actual
$ 14,731,810
$ 532,350
3.7%
2019 Actual
$ 15,908,863
$ 1,177,054
8.0%
2020 Adopted
$ 15,849,755
$ (59,108)
-0.4%
2021 Proposed
$ 15,949,755
$ 100,000
0.6%
2022 Proposed
$ 15,949,755
$ -
0.0%
2023 Est
$ 16,109,253
1 $ 159,498
1.0%
2024 Est
2025 Est
$ 16,270,345
$ 16,433,049
$ 161,093
$ 162,703
1.0%
1.0%
2026 Est
$ 16,597,379
$ 164,330
1.0%
Past & Projected Sales Tax
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
�ro �ro wyro wyro wyro 4 0$' 04' Wi � Wi W
o; N NN N NN
ti ti o 0 0 0
ti ti ti ti ti o '� 4
No No No No No N NONti NONN
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
Criminal Justice Sales Tax (RCW 82.14.340)
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 projected to stay the same from 2021 to 2022 by, and increase 1.0% per year in 2023 to 2026.
Year
Criminal Justice
Sales Tax
Chg Over Prior Year
$
%
2015 Actual
$
2,319,124
$
180,718
8.5%
2016 Actual
$
2,499,527
$
180,403
7.8%
2017 Actual
$
2,616,306
$
116,779
4.7%
2018 Actual
$
2,927,406
$
311,100
11.9%
2019 Actual
$
3,056,010
$
128,604
4.4%
2020 Adopted
$
2,818,399
$
(237,611)
-7.8%
2021 Proposed
$
3,027,361
$
208,962
7.4%
2022 Proposed
$
3,027,361
$
-
0.0%
2023 Est
$
3,057,635
$
30,274
1.0%
2024 Est
2025 Est
$
3,088,211
$
30,576
1.0%
$ 3,119,093
$ 30,882
1.0%
2026 Est
$
3,150,284
$
31,191
1.0%
Legislative History
Past & Projected Criminal Justice Sales Tax
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
N�ti� Nib V��cc
NNON NON
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.
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 1/l/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.
EXECUTIVE SUMMARY
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.
Effective November 1, 2016 the RTA portion of the sales and use tax paid on purchases made within Federal Way
increased from 0.9% to 1.4%, or 14 cents on a $10.00 purchase.
Currently, most retail activities in the City are subject to a 10.0% sales tax.
For every $1.00 collected for sales tax, the City receives less than 9% or nine cents.
'i'iii; I'![TE1) KENTU'.S OF
PROPERTY TAX (RCW 84.52)
Agency
Tax Rate
State
6.50%
Sound Transit
1.40%
King County Metro Transit
0.90%
City of Federal Way
0.85%
King County Sales tax
0.15%
King County Mental Health
0.10%
Criminal Justice Sales Tax
0.10%
Total Sales Tax Rate
10.00%
Property tax is the third largest revenue source starting in 2020 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
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.
QWQQl
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
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 $11.6598 per $1,000 AV in 2020, of which the City receives
approximately 8.04% or $0.9374 per $1,000 AV.
Therefore, for each $1.00 in property tax paid, only 8.04¢ is available for City services. The remaining goes to the
Federal Way School District (31.380), King County (10.630), the State (25.970), the library, port, ferry, and flood
control districts (4.90¢ combined), Sound Transit (1.71¢), and local Fire Department/Emergency Medical Services
(17.370).
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%.
Year
Property Tax
Chg Over Prior Year
$
%
2015 Actual
$ 10,305,144
$ 71,728
0.7%
2016 Actual
$ 10,358,895
$ 53,751
0.5%
2017 Actual
$ 10,507,571
$ 148,675
1.4%
2018 Actual
$ 10,799,658
$ 292,088
2.8%
2019 Actual
$ 10,917,428
$ 117,770
1.1%
2020 Adopted
$ 11,077,213
$ 159,785
1.5%
2021 Proposed
11,385,965
$ 308,752
2.8%
2022 Proposed
$ 11,357,280
$ (28,685)
-0.3%
2023 Est
$ 11,470,853
$ 113,573
1.0%
2024 Est
2025 Est
$ 11,585,561
$ 11,701,417
$ 114,709
$ 115,856
1.0%
1.0%
2026 Est
$ 11,818,431
$ 117,014
1.0%
$12,000,000
$11,500,000
$11,000,000
$10,500,000
$10,000,000
$9,500,000
Past & Projected Property Tax
~ ~ ~ J
No Nobs Notice No No o R�� N�� �V �V A �V
B-23
EXECUTIVE SUMMARY
UTILITY TAXES
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. In 2018 the city imposed the same
7.75% tax on water and sewer utilities, and in 2019 the solid waste rate changed from 7.75% to 17.75%. The
additional 10% collected will be used to maintain, repair, and preserve residential streets.
Year
Utility Tax
Chg Over Prior Year
$
%
2015 Actual
$ 11,796,549
$
(226,830)
-1.9%
2016 Actual
$ 11,902,865
$
106,316
0.9%
2017 Actual
$ 12,425,975
$
523,110
4.4%
2018 Actual
$ 11,719,589
$
(706,386)
-5.7%
2019 Actual
$ 11,102,083
$
(617,506)
-5.3%
2020 Adopted
$ 12,352,891
$ 1,250,808
11.3%
2021 Proposed
$ 15,177,606
$ 2,824,715
22.9%
2022 Proposed
$ 15,177,606
$
-
0.0%
2023 Est
$ 15,329,382
$
151,776
1.0%
2024 Est
$ 15,482,676
$
153,294
1.0%
2025 Est
$ 15,637,503
$
154,827
1.0%
2026 Est
$ 15,793,878
$
156,375
1.0%
Past & Projected Utility Tax
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000000
$6,000:000
$4,000,000
$2,000,000
ro ro ro ro ro 4 °� 04 'Q� 4V 'Q� 4'
NON N NON
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 25.5 FTEs police,
prosecution, court, code enforcement, parks maintenance, and related support functions.
Starting in 2020, utility tax will move into second place from third place due to new utility tax on Water and Sewer,
and Solid Waste and Recycling.
CITY OF FEDERAL WAY202112022 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:
6.00% Total Non -Voter Approved
1.75% Voter -Approved Proposition 1 for Police and Comm Safety Impr Progr.
7.75 % Total Utility Tax Rate
The table below shows utility tax collections by type for the last two biennium and the 2021/22 proposed budget.
Year/Type
Electricity
Gas
Water Sewer
Solid Waste
Cable
Phone
Pager
Cellular
Storm Drainage
2015
4,599,364
1,487,743
916,726
1,658,023
891,543
682
1,941,783
300,686
% of Total Utax
39%
13%
n/a
8%
14%
8%
0%
16%
3%
Prior Yr Chg- $
$ 93,958
$
(120,038)
$
$ 33,715
$ 80,389
$ (1,983)
$ (153)
$ (341,198)
$ 28,481
Prior Yr Chg- %
2.1%
-7.5%
n/a
3.8%
5.1%
-0.2%
-18.3%
-14.9%
10.5%
2016
4,885,249
1,388,414
938,745
1,720,335
870,621
380
1,794,419
304,704
%of Total Utax
41%
12%
n/a
8%
14%
7%
0%
15%
3%
Prior Yr Chg - $
$ 285,885
$
(99,329)
$
$ 22,019
$ 62,312
$ (20,922)
$ (302)
$ (147,364)
$ 4,018
Prior Yr Chg - %
6.2%
-6.7%
n/a
2.4%
3.8%
-2.3%
-44.3 %
-7.6%
1.3%
2017
5,259,965
1,666,440
1,010,817
1,788,266
813,934
231
1,575,420
310,904
% of Total Utax
42%
13%
n/a
8%
14%
7%
0%
13%
3%
Prior Yr Chg - $
$ 374,716
$
278,026
$
$ 72,072
$ 67,931
$ (56,687)
$ (149)
$ (218,999)
$ 6,200
Prior Yr Chg - %
7.7%
20.0%
n/a
7.7%
3.9%
-6.5%
-39.2%
-12.2%
2.0%
2018
5,050,236
1,438,997
1,083,951
1,764,278
741,811
111
1,295,778
344,428
%of Total Utax
43%
12%
n/a
9%
15%
6%
0%
11%
3%
PriorYrChg -$
$ (209,729)
$
(227,443)
$
$ 73,134
$ (23,988)
$ (72,123)
$ (120)
$ (279,642)
$ 33,524
Prior Yr Chg - %
-4.0%
-13.6%
n/a
7.2%
-1.3%
-8.9%
-51.9%
-17.8%
10.8%
2019
4,842,990
1,425,124
1,177,080
1,716,154
703,938
85
920,666
316,044
%of Total Utax
44%
13%
n/a
11%
15%
6%
0%
8%
3%
Prior Yr Chg - $
$ (207,246)
$
(13,873)
$
$ 93,129
$ (48,124)
$ (37,873)
$ (26)
$ (375,112)
$ (28,384)
PriorYrChg -%
-4.1%
-1.0%
n/a
8.6%
-2.7%
-5.1%
-23.4%
-28.9%
-8.2%
2020 Adopted
5,201,383
1,661,875
1,003,620
1,796,823
811,114
-
1,574,366
303,710
% of Total Utax
42%
13%
n/a
8%
15%
7%
0%
13%
2%
Prior Yr Chg - $
$ 602,019
$
174,132
$
$ 86,894
$ 138,800
$ (80,429)
$ (682)
$ (367,417)
$ 3,024
Prior Yr Chg- %
13.1%
11.7%
n/a
9.5%
8.4%
-9.0%
-100.0%
-18.9%
1.0%
2021 Proposed
$ 5,020,383
$
1,531,875
$ 1,848,580
$ 2,576,620
$ 1,831,823
$ 811,114
$
$ 1,253,501
$ 303,710
%of Total Utax
33%
10%
n/a
17%
12%
5%
0%
8%
2%
Prior Yr Chg - $
$ (181,000)
$
(130,000)
$ 1,848,580
$ 1,573,000
$ 35,000
$ -
$
$ (320,865)
$ -
Prior Yr Chg - %
-3.5%
-7.8%
n/a
156.7%
1.9%
0.0%
n/a
-20.4%
0.0%
2022 Proposed
$ 5,020,383
$
1,531,875
$ 1,848,580
$ 2,576,620
$ 1,831,823
$ 811,114
$
$ 1,253,501
$ 303,710
% of Total Utax
33%
10%
n/a
17%
12%
5%
0%
8%
2%
Prior Yr Chg - $
$ -
$
$ -
$ -
$
$ -
$
$ -
$ -
Prior Yr Chg - %
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
n/a
0.0%
0.0%
* Solid Waste utility tax is 17.75%.
The proposed budget reflects increase in 2021 budget of 22.9% over 2020, and 1 % increase each year between
2023-2026.
Utility tax rate for Solid Waste & Recycling services will increase to 17.75% in October 2020 from 7.75%. The
increase will be used to fund Overlay.
B-25
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
$
%
2015 Actual
$ 3,031,159
$ 968,437
46.9%
2016 Actual
$ 5,265,138
$ 2,233,979
73.7%
2017 Actual
$ 4,226,335
$(1,038,803)
-19.7%
2018 Actual
$ 4,240,825
$ 14,490
0.3%
2019 Actual
$ 5,171,643
$ 930,818
21.9%
2020 Adopted
$ 3,640,000
$(1,531,643)
-29.6%
2021 Proposed
$ 3,640,000
$ -
0.0%
2022 Proposed
$ 3,640,000
$ -
0.0%
2023 Est
$ 2,500,000
$(1,140,000)
-31.3%
2024 Est
$ 2,500,000
$ -
0.0%
2025 Est
$ 2,500,000
$ -
0.0%
2026 Est
$ 2,500,000
$ -
0.0%
REET 1 RCW 82.46.010:
Past & Projected Real Estate Excise Tax
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
�
ti b ti ti`b q o Qti gti N N N N
No No No No No NON NON~ 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 of parks.
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 percent 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.
ANK16
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
The 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 saw an increase in Real Estate Excise Tax revenue in 2013 - 2019. The projected revenue of $3.6
million in 2021/22 is based on projecting a slowdown in the amount of real estate sales.
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
$
%
2015 Actual
$ 177,807
$ 1,746
1.0%
2016 Actual
$ 190,046
$ 12,239
6.9%
2017 Actual
$ 210,029
$ 19,983
10.5%
2018 Actual
$ 229,524
$ 19,495
9.3%
2019 Actual
$ 232,942
$ 3,418
1.5%
2020 Adopted
$ 155,000
$ (77,942)
-33.5%
2021 Proposed
$ 105,000
$ (50,000)
-32.3%
2022 Proposed
$ 140,000
$ 35,000
33.3%
2023 Est
$ 141,400
$ 1,400
1.0%
2024 Est
2025 Est
$ 142,814
$ 1,414
1.0%
$ 144,242
$ 1,428
1.0%
2026 Est
$ 145,685
$ 1,442
1 1.0%
Past & Projected Gambling Tax
$250,000
$200,000
$150,000
$100,000
$50,000
_Na pN o^b
^o`v NON NON
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. Gambling tax is projected to increase by 1% between 2023-2026.
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 $150K per year in 2021 and 2022. Future annual tax revenue is
projected to grow at 1%.
Year
Hotel/Motel
Lodging Tax
Chg Over Prior Year
$
%
2015 Actual
$
266,053
$
34,225
14.8%
2016 Actual
$
283,220
$
17,167
6.5%
2017 Actual
$
301,603
$
18,383
6.5%
2018 Actual
$
285,725
$
(15,878)
-5.3%
2019 Actual
$
292,986
$
7,260
2.5%
2020 Adopted
$
300,000
$
7,014
2.4%
2021 Proposed
$
150,000
$
(150,000)
-50.0%
2022 Proposed
$
150,000
$
-
0.0%
2023 Est
$
151,500
$
1,500
1.0%
2024 Est
$
153,015
$
1,515
1.0%
2025 Est
$
154,545
$
1,530
1.0%
2026 Est
$
156,091
$
1,545
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
0.90%
Regional Transit Authority
0.50%
Subtotal Sales Tax Rate
10.00%
Convention Center Tax
2.80%
Stadium Tax
2.00%
State Sales Tax Credit _
-2.00%
City Lodging Tax
1.00%
Total Tax on Lodging
13.80%
Past & Projected Hotel/Motel Lodging Tax
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$-
%-) ko �� q r °� °R NON NON NON NON
NON NON NONN
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. Leasehold tax is projected to increase by 1% between
2023 - 2026.
ADMISSIONS TAx (RCW 36.38)
Starting in 2017, the City is adding an admissions tax upon any person who is charged an admissions fee to any
place, including persons who are admitted free of charge, or at reduced rates to any place in the amount of five
percent of the admission charge. The admissions tax shall not exceed sixty cents ($0.60) per ticket of admission
sold. Exemptions include anyone paying an admission charge 1) in the amount of $1.50 or less 2) any activity of an
elementary or secondary school as contemplated by RCW 35.21.280 3) any activity of Parent-Teacher Association,
or similar organization, provided that the proceeds of the activity are used to benefit an elementary or secondary
school 4) an organized athletic event such as tournaments, leagues, and other competitions intended for youth less
than 19 years of age, sponsored and held by non-profit organizations 5) the admission of spectators to an athletic
event, including, but not limited to, football games, basketball games, or baseball games 6) the admission for
recreational activities, including, but not limited to golf, skating, or swimming. The City is projecting to receive
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
$306,513 in 2021 and $306,513 in 2022, down from $688,336 in the 2020 adopted budget. Admissions tax is
projected to increase by 1% between 2023-2026.
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 projected in 2021 and 2022. Lakehaven franchise fees were
reduced by $848,580 as part of the 2021 budget, due to the newly imposed water and sewer 7.75% utility tax.
Revenue is proposed at $1.2M for 2021 and 2022. Thereafter, revenue is projected at a 1% rate through 2026.
Year
Franchise
Fees
Chg Over Prior Year
$
%
2015 Actual
$
1,113,436
$
42,453
4.0%
2016 Actual
$
1,591,559
$
478,123
42.9%
2017 Actual
1 $
2,080,201
$
488,642
30.7%
2018 Actual
$
2,327,610
$
247,409
11.9%
2019 Actual
$
1,992,803
$
(334,807)
-14.4%
2020 Adopted
$
2,047,024
$
54,221
2.7%
2021 Proposed
$
1,198,444
$
(848,580)
-41.5%
2022 Proposed
$
1,198,444
$
-
0.0%
2023 Est
$
1,210,428
$
11,984
1.0%
2024 Est
2025 Est
$
1,222,533
$
12,104
1.0%
$ 1,234,758
$ 12,225
1.0%
2026 Est
$
1,247,106
$
12,348
1.0%
Past & Projected Franchise Fees
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
ro ro ro m ro
u u u u u 4 0 o ry y. h b
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
$
%
2015 Actual
$
2,559,940
$ 203,961
8.7%
2016 Actual
$
2,926,022
$ 366,082
14.3%
2017 Actual
$
3,037,214
$ 111,192
3.8%
2018 Actual
$
3,178,041
$ 140,828
4.6%
2019 Actual
$
3,217,443
$ 39,401
1.2%
2020 Adopted
$
2,922,000
$ (295,443)
-9.2%
2021 Proposed
$
3,054,000
$ 132,000
4.5%
2022 Proposed
$
3,054,000
$ -
0.0%
2023 Est
$
3,084,540
$ 30,540
1.0%
2024 Est
$
3,115,385
$ 30,845
1.0%
2025 Est
$
3,146,539
$ 31,154
1.0%
2026 Est
$
3,178,005
$ 31,465
1.0%
Past & Projected State Shared Revenue
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
�,
`ti Nary N
i 9
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
Fuel Tax
Revenue
Chg Over Prior Year
$
%
2015 Actual
$ 830,708
$
23,082
2.9%
2016 Actual
$ 856,717
$
26,009
3.1%
2017 Actual
I $ 887,776
$
31,059
3.6%
2018 Actual
$ 918,706
$
30,930
3.5%
2019 Actual
$ 899,577
$
(19,129)
-2.1%
2020 Adopted
$ 859,000
$
(40,577)
-4.5%
2021 Proposed
$ 741,000
$
(118,000)
-13.7%
2022 Proposed
$ 979,000
$
238,000
32.1%
2023 Est
$ 988,790
$
9,790
1.0%
2024 Est
$ 998,678
$
9,888
1.0%
2025 Est
$ 1,008,665
$
9,987
1.0%
2026 Est
$ 1,018,751
$
10,087
1.0%
Past & Projected Fuel Tax
Non-General/Street Fund
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
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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 proposed SWM fees for 2021/2022 are roughly $5.9M and $4.9M
respectively. Current year surface water management fees fund current year operating expenditures, and are also
used on surface water management capital projects.
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 2026.
Year
General Parks
& Rec Fees
Chg Over Prior Year
$
%
2015 Actual
$
1,000,820
$
46,283
4.8%
2016 Actual
$
1,041,297
$
40,477
4.0%
2017 Actual
$
1,051,409
$
10,112
1.0%
2018 Actual
$
1,153,264
$
101,855
9.7%
2019 Actual
$
1,091,288
$
(61,976)
-5.4%
2020 Adopted
$
1,045,000
$
(46,288)
-4.2%
2021 Proposed
$
1,045,000
$
-
0.0%
2022 Proposed
$
1,045,000
$
-
0.0%
2023 Est
$
1,055,450
$
10,450
1.0%
2024 Est
$
1,066,005
$
10,555
1.0%
2025 Est
$
1,076,665
$
10,660
1.0%
2026 Est
$
1,087,431
$
10,767
1.0%
Past & Projected General Parks & Rec Fees
$1,200,000
$1,150,000
$1,100,000
$1,050,000
$1,000,000
$950,000
$900,000
6c,' c°v 04,
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0
No No N� No N NON NbN~ N
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
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
2026. The $500,000 in 2022 proposed is a one-time amount for a projected levy for water slide replacement.
Year
Federal Way
Community Ctr
Chg Over Prior Year
$
%
2015 Actual
$ 1,841,924
$
15,664
0.9%
2016 Actual
$ 1,828,862
$
(13,062)
-0.7%
2017 Actual
$ 1,881,888
$
53,026
2.9%
2018 Actual
$ 1,904,293
$
22,405
1.2%
2019 Actual
$ 1,718,193
$
(186,100)
-9.8%
2020 Adopted
$ 1,940,875
$
222,682
13.0%
2021 Proposed
$ 1,940,875
$
-
0.0%
2022 Proposed
$ 2,440,875
$
500,000
25.8%
2023 Est
$ 1,960,284
$
(480,591)
-19.7%
2024 Est
$ 1,979,887
$
19,603
1.0%
2025 Est
$ 1,999,685
$
19,799
1.0%
2026 Est
$ 2,019,682
$
19,997
1.0%
Past & Projected FWCC Recreation Fees
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
e ce
C b 6R 61;
No No No No No N NoNti NoNN
The facility rentals at Dumas Bay Centre are projected at $765K for 2021 and 2022. Program revenues are
estimated to increase by 1 % each year through 2026.
The Dumas Bay Centre Fund will receive $135K and $165K respectively in utility tax subsidy for 2021 and 2022 to
be used to offset any operating deficits of the retreat center as well as providing a source for both regular and
deferred repairs and maintenance.
PERMITS AND DEVELOPMENT FEE
Community 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
CD
Permits & Fees
Chg Over Prior Year
$
%
2015 Actual
$
2,698,841
$
(360,931)
-11.8%
2016 Actual
$
1,766,106
$
(932,735)
-34.6%
2017 Actual
$
2,019,477
$
253,371
14.3%
2018 Actual
$
2,595,395
$
575,917
28.5%
2019 Actual
$
4,546,432
$
1,951,038
75.2%
2020 Adopted
$
2,376,762
$ (2,169,670)
-47.7%
2021 Proposed
2,514,363
$
137,601
5.8%
2022 Proposed
$
2,564,111
$
49,748
2.0%
2023 Est
$
2,589,752
$
25,641
1.0%
2024 Est
$
2,615,650
$
25,898
1.0%
2025 Est
$
2,641,806
$
26,156
1.0%
2026 Est
$
2,668,224
$
78,472
1.0%
Past & Projected CD Permits & Fees
$5,000,000
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
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roro A,rororo g
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B-31
EXECUTIVE SUMMARY
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
P W
Permits & Fees
Chg Over Prior Year
$
%
2015 Actual
$ 520,249
$
151,452
41.1%
2016 Actual
$ 487,489
$
(32,760)
-6.3%
2017 Actual
1 $ 713,274
$
225,785
46.3%
2018 Actual
$ 612,714
$
(100,560)
-14.1%
2019 Actual
$ 1,125,969
$
513,255
83.8%
2020 Adopted
$ 700,752
$
(425,217)
-37.8%
2021 Proposed
$ 936,572
$
235,819
33.7%
2022 Proposed
$ 936,572
$
-
0.0%
2023 Est
$ 945,937
$
9,366
1.0%
2024 Est
$ 955,397
$
9,459
1.0%
2025 Est
$ 964,951
$
9,554
1.0%
2026 Est
$ 974,600
$
9,650
1 1.0%
FINES AND FORFEITURES
Past & Projected PW Permits & Fees
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
1 �, �, 'ice 'o
" ro A A 4 °4 04 w�
F' C' b° oQ o'4 N N� N Nb
N� N q� N`' N N N� N
N NON NON
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
& Penalties
Chg Over Prior Year
$
%
2015 Actual
$
1,441,207
$ 71,100
5.2%
2016 Actual
$
1,284,479
$ (156,728)
-10.9%
2017 Actual
$
1,170,292
$ (114,187)
-8.9%
2018 Actual
$
993,309
$ (176,982)
-15.1%
2019 Actual
$
1,015,193
$ 21,883
2.2%
2020 Adopted
$
1,174,742
$ 159,549
15.7%
2021 Proposedl
$
1,012,671
$ (162,070)
-13.8%
2022 Proposed
$
1,012,671
$ -
0.0%
2023 Est
$
1,022,798
$ 10,127
1.0%
2024 Est
$
1,033,026
$ 10,228
1.0%
2025 Est
$
1,043,356
$ 10,330
1.0%
2026 Est
$
1,053,790
$ 10,434
1.0%
Past & Projected Fines & Forfeitures
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
NON NON N
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
City also started a Probation service in the Court in 2015. Revenue is projected at 1.0% through 2026.
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.
B-32
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
GENERAL & STREET FUND LONG RANGE PLAN
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
2023
Projected
2024
Projected
2025
Projected
2026
Projected
Adopted
Adjusted
Projected
BEGINNINGFUNDBALANCE
$ 11,290,682
$ 11,662,052
$ 9,644,733
$ 11,604,046
$ 11,604,046
$ 9,521,927
$ 10,504,674
$ 9,500,000
$ 8,301,588
$ 6,907,407
$ 5,315,403
REVENUE SUMMARY
Property Tax
10,799,658
10,917,428
11,077213
11,275,838
11,275,838
11,385,965
11,357,280
11,470,853
11,585,561
11,701,417
11,818,431
Sales Tax
14,731,810
15,908,863
15,849,755
14,457,381
14,457,381
15,949,755
15,949,755
16,109,253
16,270,345
16,433,049
16,597,379
Criminal Justice Sales Tax
2,927,406
3,056,010
2,818,399
3,027,361
3,027,361
3,027,361
3,027,361
3,057,635
3,088,211
3,119,093
3,150,284
Other Taxes
1,100,962
1,066,377
949,336
1,007,513
1,007,513
417,513
452,513
457,038
461,609
466,225
470,887
Licenses and Permits
4,615,508
5,709,234
4,492,914
4,540,011
4,540,011
3,767,560
3,800,552
3,819,555
3,838,653
3,857,846
3,877,135
Intergovernmental
3,740,152
3,982,791
3,309,500
6,678,001
6,678,001
3,304,000
3,304,000
3,304,000
3,304,000
3,304,000
3,304,000
Charges for Services
4,549,623
5,414,306
4,335,266
4,730,971
4,730,971
4,958,156
4,974,910
5,024,659
5,074,905
5,125,654
5,176,911
Fines and Penalties
785,588
899,864
943,401
815,189
815,189
824,984
824,986
824,986
824,986
824,986
824,986
Miscellaneous
1,152,655
1,086,628
940,878
1,054,778
1,054,778
1,177,756
1,034,630
1,034,630
1,034,630
1,034,630
1,034,630
Other Financing Sources
9,058,384
9,251,819
12,207,581
12,652,229
12,652,229
13,108,499
11,305,159
11,305,159
11,305,159
11,305,159
11,305,159
Total Revenues
$ 53,461,746
$ 57293,322
$ 56,724,242
$ 60,239,272
$ 60,239,272
$ 57,921,549
$ 56,031,146
$ 56,407,767
$ 56,788,059
$ 57,172,059
$ 57,559,803
EXPENDITURE SUMMARY
City Council
$ 405,140
$ 422,165
$ 446,163
$ 508,211
$ 508,211
$ 525,655
$ 530,695
$ 536,002
$ 541,362
$ 546,775
$ 552,243
Mayor's Office
1,415,322
1,497,281
1,329,485
972,547
972,547
911,881
923,847
933,085
942,416
951,840
%1,359
Municipal Court
1,686,923
1,752,439
1,767,149
1,829,149
1,829,149
1,797,146
1,818,905
1,837,094
1,855,465
1,874,020
1,892,760
Finance
%2,052
1,045,012
1,088,521
1,469,595
1,469,595
1,460,163
1287,736
1,300,613
1,313,619
1,326,755
1,340,023
City Clerk
499,915
592263
513,984
513,984
513,984
558,912
560,410
566,014
571,675
577,391
583,165
Human Resources
478,791
521,715
514,881
554,881
554,881
527,932
536,319
541,683
547,099
552,570
558,096
Law - Civil
851,969
856,841
789,720
919,920
919,920
970,331
974,797
984,545
994,390
1,004,334
1,014,377
Law -Criminal
717,523
750,449
764,733
765,483
765,483
774,742
776,142
783,903
791,742
799,660
807,656
CorrnityDevelopment
2,285,955
2,546,372
2,534,077
2,773,047
2,773,047
2,652,041
2,683,103
2,709,934
2,737,033
2,764,404
2,792,048
Economic Development
279,486
340,503
415,973
495,973
495,973
284,756
284,756
287,604
290,480
293,385
2%,319
Cominunity Services
760,398
871,103
844,805
1,153,524
1,153,524
%7,372
975,180
984,931
994,781
1,004,728
1,014,776
Jail Contract Costs
6,417,479
5,932,095
4,341,950
4,048,950
4,048,950
3,303,463
3,319,584
3,352,780
3,386,308
3,420,171
3,454,372
911Dispatch
2,724,139
2,679,436
2,748,692
2,748,692
2,748,692
2,748,692
2,748,692
2,776,179
2,803,941
2,831,980
2,860,300
Police
17,939,354
18,546,501
18,843,813
19,413271
19,413271
19,994,132
20,492,402
20,697,326
20,904,299
21,113,342
21,324,475
Parks, Recr & Cultural Svcs
4,036,022
4,231,231
4,076,474
4,313,304
4,313,304
4,154,492
4,193,695
4,235,632
4,277,988
4,320,768
4,363,976
Public Works
4,030,418
4,420,754
4,111,347
4,509,364
4,509,364
4,718,703
4,567,989
4,613,669
4,659,806
4,706,404
4,753,468
Non -Departmental
7,599,489
10,345,167
11,736,389
15,531,497
15,531,497
10,788,392
10,361,569
10,465,185
10,569,837
10,675,535
10,782,290
Total Expenditures
$ 53,090,376
$ 57,351,328
$ 56,868,155
$ 62,321,391
$ 62,321,391
$ 56,938,803
$ 57,035,821
$ 57,606,179
$ 58,182241
$ 58,764,063
$ 59,351,704
Changes in Fund Balance
$ 371,370
$ (58,006)
$ (143,913)
$ (2,082,119)
$ (2,082,120)
$ 982,746
$ (1,004,674)
$ (1,198,412)
$ (1,394,181)
$ (11592,004)
$ (1,791,901)
ENDINGFUNDBALANCE:
$ 11,662,052
$ 11,604,046
$ 9,500,921
$ 9,521,927
$ 9,521,927
$ 10,504,673
$ 9,500,000
$ 8,301,588
$ 6,907,407
$ 5,315,403
$ 3,523,502
EXECUTIVE SUMMARY
ALL FUNDS LONG RANGE PLAN
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
2023
Projected
2024
Projected
2025
Projected
2026
Projected
Adopted
Adjusted
Projected
BEGINNING FUND BALANCE
$ 63,383,382
$ 62,121,983
$ 50,396,151
$ 69,236,802
$ 69,236,802
$ 62,605,393
$ 60,648,231
$ 56,059,278
$ 51,239,997
$ 46,187,989
$ 40,900,832
OPERATINGREVENIE:
Property Taxes
$ 10,799,658
$ 10,917,428
$ 11,077,213
$ 11,275,838
$ 11,275,838
$ 11,385,965
$ 11,357,280
11,470,853
11,585,561
11,701,417
11,818,431
Sales Tax
14,731,810
15,908,863
15,849,755
14,457,381
14,457,381
15,949,755
15,949,755
16,109,253
16,270,345
16,433,049
16,597,379
Criminal Justice Sales Tax
2,927,406
3,056,010
2,818,399
3,027,361
3,027,361
3,027,361
3,027,361
3,057,635
3,088,211
3,119,093
3,150,284
Utility Tax
11,719,589
11,102,083
12,352,891
14,297,547
14,297,547
15,177,606
15,177,606
15,329,382
15,482,676
15,637,503
15,793,878
Real Estate Excise tax
4,240,825
5,171,643
3,640,000
3,640,000
3,640,000
3,640,000
3,640,000
3,676,400
3,713,164
3,750,296
3,787,799
Other Taxes
1,578,750
1,577,336
1,309,336
1,508,513
1,508,513
727,513
762,513
770,138
777,840
785,618
793,474
Licenses and Permits
4,690,928
5,785,610
4,492,914
4,540,011
4,540,011
3,767,560
3,800,552
3,819,555
3,838,653
3,857,846
3,877,135
Intergovernmental
11,701,965
11,360,417
9,448,970
13,979,015
13,979,015
10,511,580
8,691,893
8,691,893
8,691,893
8,691,893
8,691,893
Charges for Services
23,906,863
25,282,614
23,092,630
23,705,959
23,705,959
29,581,424
25,181,793
25,433,611
25,687,947
25,944,826
26,204,274
Fines and Penalties
4,250,327
4,553,593
4,747,401
3,689,631
3,689,631
3,699,426
3,699,428
3,699,428
3,699,428
3,699,428
3,699,428
Miscellaneous
3,504,554
4,191,883
2,519,700
2,344,515
2,344,515
3,927,429
4,152,312
4,152,312
4,152,312
4,152,312
4,152,312
Proprietary Fund Revenue
595,106
393,461
458,000
458,000
458,000
488,000
488,000
492,880
497,809
502,787
507,815
Other Financing Sources
19,040,344
37,468,544
17,586,503
23,597,778
23,597,778
38,230,790
20,672,813
20,879,541
21,088,336
21,299,219
21,512,212
Total Revenues
$ 113,688,125
$ 136,769,486
$ 109,393,712
$ 120,521,549
$ 120,521,549
$ 140,114,409
j 116,601,305
$ 117,582,879
j 118,574,174
$ 119,575,286
$ 120,586,314
OPERATING EXPENDIT LIRE:
City Council
$ 405,140
$ 422,165
$ 446,163
$ 508,211
$ 508,212
$ 525,655
$ 530,695
536,002
541,362
546,776
552,244
Mayor's Office
1,415,322
1,497,281
1,380,561
1,623,623
1,623,623
1,562,957
1,574,923
1,590,672
1,606,579
1,622,645
1,638,871
Perfomring Arts & Event Center
1,628,150
2,589,541
1,874,323
1,331,690
1,331,690
2299,757
2,299,757
2,322,755
2,345,982
2,369,442
2,393,136
Municipal Court
1,847,925
1,920,563
2,014,046
2,076,046
2,076,046
2,048,798
2,074,615
2,095,361
2,116,314
2,137,478
2,158,852
Finance
962,052
1,045,012
1,088,521
1,269,595
1,269,595
1,460,163
1,287,736
1,300,613
1,313,619
1,326,755
1,340,023
City Clerk
499,915
592,263
513,984
513,984
513,984
558,912
560,410
566,014
571,675
577,391
583,165
Human Resources
478,791
521,715
514,881
554,881
554,881
527,932
536,319
541,683
547,099
552,570
558,096
Information Technology
2,444,079
2,460,033
2,301,282
2,676,752
2,676,752
2,922,544
2,892,615
2,921,541
2,950,757
2,980,264
3,010,067
Law -Civil
2,235,733
2,424,692
2,519,401
3,477,930
3,477,930
2,713,738
2,740,068
2,767,468
2,795,143
2,823,095
2,851,326
Law -Criminal
717,523
750,449
764,733
765,483
765,483
774,742
776,142
783,903
791,742
799,660
807,656
Community Development
2,375,956
2,642,460
2,629,295
2,868,465
2,868,265
2,755,852
2,792,217
2,820,139
2,848,340
2,876,824
2,905,592
Economic Development
279,486
340,503
415,973
495,973
495,973
284,756
284,756
287,604
290,480
293,385
296,319
ComnamityServices
1,541,263
j 1,667,589
1,530,068
3,004,187
3,004,187
2,124,222
1,564,225
1,579,868
1,595,666
1,611,623
1,627,739
Jail Contract Costs
6,417,479
5,932,095
4,341,950
4,048,950
4,048,950
3,303,463
3,319,594
3,352,780
3,386,308
3,420,171
3,454,372
911Dispatch
2,724,139
2,679,436
2,748,692
2,748,692
2,748,692
2,748,692
2,748,692
2,776,179
2,803,941
2,831,980
2,860,300
Police
24,184,656
24,785,658
25,056,183
25,625,641
25,625,641
24,766,286
25,343,757
25,597,195
25,853,167
26,111,698
26,372,815
Parks, Recr & Cultural Svcs
9,000,438
8,635,870
7,979,621
8,027,531
8,027,531
8,745,916
8,954,169
9,043,711
9,134,148
9,225,489
9,317,744
Pubhc Works
25,036,214
25236,629
18,817,490
24,793,344
24,793,344
31,119,467
26,436,182
26,700,543
26,967,549
27,237,224
27,509,597
Non -Departmental
30,755,262
43,510,717
33,531,339
40,742,180
40,742,180
51,027,722
34,473,397
34,818,131
35,166,312
35,517,975
35,873,155
TotalFxpenditures
$ 114,949,523
$ 129,654,671
$ 110,468,506
$ 127,152,958
$ 127,152,958
$ 142,071,572
$ 121,190,258
$ 122,402,161
$ 123,626,182
$ 124,862,444
$ 126,111,068
Changes in Fund Balance
$ (1,261,399)
$ 7,114,815
$ (1,074,794)
$ (6,631,408)
$ (6,631,409)
$ (1,957,164)
$ (4,588,953)
$ (4,819,281)
$ (5,052,008)
$ (5,287,158)
$ (5,524,755)
ENDING FUND BALANCE.
$ 62,121,983
$ 69236,798
$ 49,321,357
$ 62,605,393
$ 62,605,393
$ 60,648229
$ 56,059,278
$ 51,239,997
$ 46,187,989
$ 40,900,832
$ 35,376,077
. A
OPERATING BUDGET
City of Federal Way Organization Chart
Citizens
--------------------------
Municipal Mayor Council
------------------
Court
Parks I I I Police I I I Law I I I Finance
Information Public Community
Technology Works Development
C - 1
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
MAYOR'S OFFICE DEPARTMENT OVERVIEW
Responsible Manager: Mayor Jim Ferrell
Municipal
------------------
Court
Court
Economic
Administrator
Development
Emergency
Management
Human
Resources
City
Clerk
Mayor
Departments
Communications
Coordinator
Office Manager to
Mayor
Executive Assistant
to Council
Administrative
Assistant 1
Council
OPERATING BUDGET
MAYOR'S OFFICE DEPARTMENT OVERVIEW
Responsible Manager: Mayor Jim Ferrell
2019/2020 ACCOMPLISHMENTS
MAYOR'S OFFICE
2021/2022 ANTICIPATED KEY PROJECTS
MAYOR'S OFFICE
C - 3
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
MAYOR'S OFFICE DEPARTMENT OVERVIEW
Responsible Manager: Mayor Jim Ferrell
DEPARTMENT POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Mayor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
61
Communications & Govt Relations Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
37
Office Manger
1.00
1.00
1.00
-
-
-
-
36
Graphics Coordinator
0.34
0.34
0.34
0.34
0.34
0.34
0.34
33
Policy Advisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
33
Executive Assistant to Mayor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
31
Administrative Assistant
-
-
-
1.00
1.00
1.00
1.00
18
Director -Economic Development
1.00
1.00
1.00
1.00
1.00
1.00
1.00
58i
Emergency Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
50
Human Resources Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
54a
Human Resources Analyst
2.00
2.00
2.00
2.00
2.00
2.00
2.00
37
Administrative Assistant I
0.50
0.50
0.50
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
50
Deputy City Clerk
1.00
1.00
1.00
1.00
1.00
1.00
1.00
36a
Administrative Assistant I
0.50
0.50
0.50
0.50
0.50
0.50
0.50
18
Total Regular Staffing
13.34
13.34
13.34
13.34
13.34
13.34
13.34
n/a
Change from prior year
-
n/a
Grand Total Staffing
13.34
13.34
13.34
13.34
13.34
13.34
13.34
n/a
C - 4
OPERATING 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. supplies
°
The Mayor's Office includes the following divisions; . °
Administration, Economic Development, Performing Arts & Event
Center, Emergency Management, Information Technology, Human
Resources, City Clerk, and Public Information Government Affairs.
GOALS/OBJECTIVES:
2021 Proposed Expenditures by Category
• 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.
• Lead and coordinate the City's role in local, regional, and federal issues.
• Lead and coordinate proactive and effective communications with citizens, the news media, and employees.
• Communicate the City's vision, mission, and goals as well as day-to-day service information to constituents and key
stakeholders.
DEPARTMENT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
FAdjusted
I Projected
$Chg
%Chg
Revenue Summary:
31X
Taxes
$ -
$ -
$ 51,076
$ 651,076
$ 651,076
$ 651,076
$ 651,076
$
0.0%
33X
Intergovernmental
37,500
37,500
n/a
36X
Miscellaneous
28,000
3,476
28,000
28,000
28,000
28,000
28,000
0.0%
Total Revenues:
$ 65,500
$ 40,976
$ 79,076
$ 679,076
$ 679,076
$ 679,076
$ 679,076
$
0.0%
General Fund Operating Expenditure Summary:
MO
Admin
1,217,717
1,296,641
1,127,132
770,194
770,194
703,201
715,168
(66,992)
-8.7%
ED
Economic Development
279,486
340,503
415,973
495,973
495,973
284,756
284,756
(211,217)
-42.6%
CK
City Clerk
499,915
592,263
513,984
513,984
513,984
558,912
560,410
44,928
8.7%
HR
Human Resources
478,791
521,715
514,881
554,881
554,881
527,932
536,319
(26,949)
-4.9%
Subtotal Operating FW:
$ 2,475,909
1 $ 2,751,122
$ 2,571,969
$ 2,3359031
$ 2,335,031
$ 2,074,801
$ 2,096,654
$ (260,230)
-11.1%
Other Funds Operating Expenditure Summary:
101
Emergency Operations
197,605
200,641
202,353
202,353
202,353
208,679
208,679
6,326
3.1%
114
jProposition 1
51,076
651,076
651,076
651,076
651,076
-
0.0%
Subtotal Operating Exp.:
$ 197,605
$ 200,641
$ 253,429
$ 853,429
$ 853,429
$ 859,755
$ 859,755
$ 6,326
0.7%
Total E*nditures:
$ 2,673,514
$ 2,951,763
$ 2,825,398
$ 3,188,460
$ 3,188,460
$ 2,934,556
$ 2,956,409
$ (253,904)
-8.0%
C - 5
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
MAYOR'S OFFICE DEPARTMENT OVERVIEW
Responsible Manager: Mayor Jim Ferrell
HIGHLIGHTS/CHANGES:
The Mayor's Office's proposed operating budget totals $2,934,556 in 2021 and $2,956,409 in 2022. This is a 8.0% or $253,904
decrease to the 2021 proposed budget from the 2020 adjusted budget. Major line items changes include:
Salaries & Wages - Net decrease of $66,144 primarily due to elimination of one-time salaries for Covid-19
administration and processing.
Benefits - Net decrease of $7,760 primarily due to changes of benefits for employees within the department, and
elimination of one-time benefits for Covid-19.
Services and Charges - Decrease of $180,121 is due to elimination of airport noise study, SAMP, university initiative
and salary study one-time services.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$Chg
%Chg
Revenue Summary:
31X
Taxes
$ -
$
$ 51,076
$ 651,076
$ 651,076
$ 651,076
$ 651,076
$
0.0%
33X
Intergovernmental
37,500
37,500
-
-
-
-
-
n/a
36X
Miscellaneous
28,000
3,475.61
28,000
28,000
28,000
28,000
28,000
0.0%
Total Revenues:
$ 65,500
$ 40,976
$ 79,076
$ 679,076
$ 679,076
$ 679,076
$ 679,076
$
0.0%
Expenditure Summary:
1XX
Salaries & Wages
1,229,814
1,253,338
1,209,559
1,336,225
1,336,225
1,270,081
1,285,916
(66,144)
-5.0%
2XX
Benefits
436,079
457,232
489,440
489,440
489,440
481,681
487,698
(7,760)
-1.6%
3XX
Supplies
16,968
30,054
18,590
18,590
18,590
18,711
18,711
121
0.7%
4XX
Services and Charges
766,709
966,891
879,359
1,115,755
1,115,755
935,634
935,634
(180,121)
-16.1%
5XX
Intergovernmental
223,945
244,249
228,450
228,450
228,450
228,450
228,450
0.0%
Total Fxpenditures:1
$ 2,673,514
1 $ 2,951,763
1 $ 2,825,398
1 $ 3,188,460
1 $ 3,188,460
1 $ 2,934,556
1 $ 2,956,409
1 $ (253,904)
-8.0%
C - 6
OPERATING BUDGET
MAYOR'S OFFICE DEPARTMENT OVERVIEW
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.
GOALS/OBJECTIVES:
202t Proposed Expenditures by Category
Supplies
0.4%
:hgs
i%
• Lead the organization to implement Councils vision,
goals, policies, direction with the SPIRIT (Service, Pride,
Integrity, Respect, Initiative, and Team -work) value
• Ensure effective management and deployment of human, Personnel
financial and material resources 46.1%
• 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.
PERFORMANCE MEASURES:
Type/Description 2019 2020
Workload Measures:
• Total FTEs managed 339.68
• Total expenditure budget managed (in millions of $) $127.15
• Number of Media Releases
54
Efficiency Measures:
• Employees per 1000 population 3
• General fund budget per capital $648
1. Includes total authorized Full -Time Equivalents (FTE).
2. Population based on 2018 figures 96,120.
2021 2022
C - 7
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
MAYOR'S OFFICE ADMINISTRATION
Responsible Manager: Mayor Jim Ferrell
POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Mayor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
61
Communications & Govt Relations Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
37
Office Manger
1.00
1.00
1 1.00
-
-
-
-
36
Graphics Coordinator
0.34
0.34
0.34
0.34
0.34
0.34
0.34
33
Policy Advisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
33
Executive Assistant to Mayor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
31
Administrative Assistant
-
-
-
1.00
1.00
1.00
1.00
18
Total Regular Staffing
5.34
5.34
5.34
5.34
5.34
5.34
5.34
n/a
Change from prior year
-
-
n/a
Grand Total Staffing
5.34
5.34
5.34
5.34
5.34
5.34
5.34
n/a
HIGHLIGHTS/CHANGES:
The Mayor's Office Administration proposed operating budget totals $1,354,277 in 2021 and $1,366,244 in 2022. This is a
8.7% or $66,992 decrease to the 2021 proposed budget from the 2020 adjusted budget. Major line items changes include:
Salaries & Wages - Decrease of $53,737 primarily due to restructuring of position office manager to executive
assistant, and reduction of Covid-19 one-time help.
Benefits - Decrease of $13,235 primarily due to restructuring of position office manager to executive assistant.
REVENUE AND EXPENDITURE SUMMARY:
MAYOR'S OFFICE ADMINISTRATION - GENERAL FUND
Code
Item
2011
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$Chg
%Chg
Revenue Summary:
36X IMiscellaneous I $ $ $ $ $ $ $ $ n/a
Total Revenues:
1 $ -
$ -
$ -
$ -
$ -
$ -
$ -
$
n/a
Expenditure Summary:
1XX
Salaries & Wages
452,849
445,871
454,252
505,918
505,918
452,181
460,852
(53,737)
-10.6%
2XX
Benefits
167,684
172,874
185,084
185,084
185,084
171,829
175,124
(13,255)
-7.2%
3XX
Supplies
12,097
16,448
6,070
6,070
6,070
6,070
6,070
0.0%
4XX
Services and Charges*
585,086
661,447
481,726
73,122
73,122
73,122
73,122
0.0%
Total nditures:
1 $ 1,217,717
$ 1,296,641
$ 1,127,132
$ 770,194
$ 770,194
$ 703,201
$ 715,168
$ (66,992)
-8.7%
MAYOR'S OFFICE ADMINISTRATION - PROPOSITION 1 FUND
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
31X JTaxes
$
$
$ 51,076
1 $ 651,076
1 $ 651,076
1 $ 651,076
1 $ 651,076
1 $ -
1 0.0%
Total Revenues:
$ -
$ -
$ 51,076
$ 651,076
$ 651,076
$ 651,076
$ 651,076
$ -
0.0%
Expenditure Summary:
4XX
Services and Charges
51,076
651,076
651,076
651,076
651,076
-
0.0%
Total Espenditures:
$ -
$ -
$ 51,076
$ 651,076
$ 651,076
$ 651,076
$ 651,076
$ -
0.0%
OPERATING BUDGET
ECONOMIC DEVELOPMENT
Responsible Manager: Tim Johnson, Director
PURPOSE/DESCRIPTION:
The Department houses the City's Economic Development
function. Economic Development's mission is to produce
solutions to attract and retain businesses, jobs, and investments
along with improving the tax base and enhancing the quality of
life in Federal Way.
GOALS/OBJECTIVES:
• Promote and create a sustainable, diversified and
globally focused economy.
• Help attract, expand & retain businesses, jobs and
investments (new development & redevelopment) that
provide employment opportunities for Federal Way
residents
• Alignment of reuse of former Weyerhaeuser corporate
campus to next Generation Jobs
• Build a brand to promote and enhance the image of Federal Way
• Ensure educational opportunities align with future job growth
• Formulate tools and systems to encourage entrepreneurship
2019/2020 ACCOMPLISHMENTS
• Recruitment /Retention of Businesses
0
• Branding Initiative
0
• University Initiative
0
• Downtown & Town Center Project
0
• Other
0
2021 Proposed Expenditures by Category
Supplies
n'7u/_
Svc/Chgs
25.1%
C - 9
CITYOFFEDERAL WAY202112022 PROPOSED BUDGET
ECONOMIC DEVELOPMENT
Responsible Manager: Tim Johnson, Director
HIGHLIGHTS/CHANGES:
• Stakeholder Relations:
0
2021/2022 Goals
• Recruitment /Retention of Businesses
0
• Branding Initiative
0
• University Initiative
0
• Downtown & Town Center Project
0
• Other
0
C-10
OPERATING BUDGET
ECONOMIC DEVELOPMENT
Responsible Manager: Tim Johnson, Director
HIGHLIGHTS/CHANGES:
The Economic Development Division proposed operating budget totals $284,756 in 2021 and $284,756 in 2022. This is a 42.6%
or $211,217 decrease to the 2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
Salaries & Wages - Decrease of $69,060 primarily due to elimination of one-time salaries for Covid-19.
Benefits - Decrease of $2,157 primarily due to elimination of one-time benefits for Covid-19.
Services and Charges - Decrease of $140,000 due to elimination of airport noise study, SAMP, and university
initiative one-time services.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
I Proposed
21 Proposed - 20 Ad'
I Adopted I Adjusted I Projected
$ Chg I % Chg
Expenditure Summary:
1XX
Salaries & Wages
177,272
181,831
147,132
222,132
222,132
153,072
153,072
(69,060)
-31.1%
2XX
Benefits
41,638
42,799
60,324
60,324
60,324
58,167
58,167
(2,157)
-3.6%
3XX
Supplies
1,233
6,254
2,100
2,100
2,100
2,100
2,100
0.0%
4XX
Services and Charges*
59,343
109,620
206,417
211,417
211,417
71,417
71,417
(140,000)
-66.2%
Total nditures:
$ 279,486
$ 340,503
1 $ 415,973
1 $ 495,973
$495,973
$ 284,756
1 $ 284,756
1 $ (211,217)
-42.6%
POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
Grade
I Adopted Adjusted Projected
General Fund:
Director -Economic Development
1.00
1.00
1.00
1.00
1.00
1.00
1.00
58i
Total General Fund:
1.00
1.00
1.00
1.00
1.00
1.00
1.00
n/a
Total Regular Staffing
1.00
1.00
1.00
1.00
1.00
1.00
1.00
n/a
Change from prior year
-
-
-
-
-
-
-
n/a
Grand Total Staffing
1.00
1.00
1.00
1.00
1.00
1 1.00
1.00
n/a
C-11
CITY OF FEDERAL WAY 202112022 PROPOSED B UDGET
EMERGENCY MANAGEMENT
Responsible Manager: Ray Gross, C.E.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:
2021 Proposed Expenditures by Category
Snnnliea
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:
2019 2020 2021 2022
1
3
11
30
3
100%
3
12
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Emergency Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
50
Total Regular Staffing
1.00
1.00
1.00
1.00
1.00
1.00
1.00
n/a
Change from prior year
-
-
-
-
-
-
-
n/a
Grand Total Staffing
1.00
1 1.00
1 1.00
1.00
1.00
1.00
1.00
n/a
C-12
OPERATING BUDGET
EMERGENCY MANAGEMENT
Responsible Manager: Ray Gross, CE.M., Emergency Manager
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $208,679 in 2021 and $208,679 in 2022. This is a 3.1% or $6,326 increase to the 2021
proposed budget from the 2020 adjusted budget.
Major line item changes include:
■ Salaries & Wages- Increase of $4,584 due to scheduled step increases.
■ Services and Charges - Increase of $1,742 due to increases in health insurance premiums.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
33X
lIntergwernmental
$ 37,500
$ 37,500
$
$ -
$ -
$ -
$
$
n/a
36X
IMiscellaneous
28,000
3,476
28,000
28,000
28,000
28,000
28,000
0.0%
Total Revenues:
$ 65,500
$ 40,976
$ 28,000
$ 28,000
$ 28,000
$ 28,000
$ 28,000
$ -
0.0%
Expenditure Summary:
1XX
Salaries & Wages
113,256
115,524
113,256
113,256
113,256
117,840
117,840
4,584
4.0%
2XX
Benefits
46,129
46,557
43,037
43,037
43,037
44,779
44,779
1,742
4.0%
3XX
Supplies
720
1,060
7,300
7,300
7,300
7,300
7,300
-
0.0%
4XX
Services and Charges
37,500
37J00
38,760
38,760
38,760
38,760
38,760
-
0.0%
Total nditures:
$ 197,605
$ 200,641
$ 202,353 $ 202,353
$ 202,353
$ 208,679
$ 208,679
$ 6,326
3.1%
C-13
CITYOFFEDERAL WAY202112022 PROPOSED BUDGET
HUMAN RESOURCES
Responsible Manager: Jean Stanley, Manager
2021 Proposed Expenditures by
Category
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 business cards and stationery, coordination of the Safety
Committee, Federal Way Retirement System Board, Civil Service 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.
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• Number of employee applications processed
• Number of Public Safety Testing applications processed
• Number of recruitments coordinated
• Number of training hours provided
• Number of Wellness Your Way Accounts Managed
• Number of Onsite Biometric Participants
Outcome Measures:
• % new employee orientations given in 3 days of employment
• Percent exit interviews completed
• Employee turnover rate
• Percent of minority employees in City workforce
• Worker's compensation experience factor
*2020 Numbers lower due to COVID-19
POSITION INVENTORY:
2019 2020*
1,451
528
78
714
432
277
100%
100%
14%
25%
.9057
odt
Vo
2021 2022
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Human Resources Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
54a
Human Resources Analyst
2.00
2.00
2.00
2.00
2.00
2.00
2.00
37
Administrative Assistant I
0.50
0.50
0.50
0.50
0.50
0.50
0.50
18
Total Regular Staffing
3.50
3.50
3.50
3.50
3.50
3.50
3.50
n/a
Change from prior year
-
-
-
-
-
-
n/a
Grand Total Staffing
3.50
3.50
3.50
3.50
3.50
3.50
3.50
n/a
C-14
OPERATING BUDGET
HUMAN RESOURCES
Responsible Manager: Jean Stanley, Manager
HIGHLIGHTS/CHANGES:
The Human Resource Division's proposed operating budget totals $527,932 in 2021 and $536,319 in 2022. This is a 4.9% or
$26,949 decrease to the 2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
• Salaries & Wages - Increase of $15,574 primarily due to scheduled step increases.
• Benefits - Decrease of $2,523 primarily due to a change of benefits for employees in the division.
• Services and Charges - Decrease of $40,000 primarily due to elimination of one-time salary study services.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Pro osed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary
36X IMiscellaneous
$ -
$ -
$ -
$ -
$ -
$ -
$ -
I
n/a
Total Revenues:
I $ -
$ -
$ -
$ -
$ -
$ -
$ -
I $ -
n/a
Expenditure Summary:
1XX
Salaries & Wages
295,082
303,091
306,936
306,936
306,936
322,510
328,588
15,574
5.1%
2XX
Benefits
108,851
115,292
124,127
124,127
124,127
121,604
123,913
(2,523)
-2.0%
3XX
Supplies
1,922
5,613
2,370
2,370
2,370
2,370
2,370
-
0.0%
4XX
Services and Charges
51,856
83,421
52,998
92,998
92,998
52,998
52,998
(40,000)
-43.0%
5XX
Intergovernmental
21,079
14,298
28,450
28,450
28,450
28,450
28,450
-
0.0%
TotalExpenditures:
1 $ 478,791
$ 521,715
$ 514,881
$ 554,881
$ 554,881
$ 527,932
$ 536,319
1 $ (26,949)
4.9%
C-15
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
CITY CLERK
Responsible Manager: Stephanie Courtney
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 Disclosure 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 Contracts/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:
Svc/(
8.6
Supplies
0.2%
2021 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
Workload Measures:
• Number of Agenda Bills submitted to City Council
• Number of Legal Notices prepared and published annually
• Number of Council Agendas prepared and published annually
• Number of Ordinances processed annually
• Number of Resolutions processed annually
• Number of City Agreements processed annually
• Number of City Meetings noticed per the Open Public Meetings Act
• Number of Appointments made to Citizen Commissions/Committees
• Number of Hearing Examiner Public Hearings coordinated and supervised
• Number of Public Record Requests processed
• Number of Notarial Acts performed
• Number of Boxes of Records which met retention that are destroyed or
transferred to State Archivist
Outcome Measures:
• Percent of agenda packets delivered to Council four days prior to meetings
• Percent of meeting agendas published more than 24 hours prior to meetings
• Percent of Public Records Requests acknowledged and processed within
the 5 day requirement per RCW
• Percent of ordinances and resolutions processed within 6 working days.
• Percent of City agreements processed within 6 working days
2019 2020
250
25
45
25
15
235
250
35
10
350
135
125
100%
100%
100%
100%
100%
2021 2022
C-16
OPERATING BUDGET
CITY CLERK
Responsible Manager: Stephanie Courtney
POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
City Clerk
1.00
1.00
1.00
1.00
1.00
1.00
1.00
50
Deputy City Clerk
1.00
1.00
1.00
1.00
1.00
1.00
1.00
36a
Administrative Assistant I
0.50
0.50
0.50
0.50
0.50
0.50
0.50
18
Total Regular Staffing
2.50
2.50
2.50
2.50
2.50
2.50
2.50
1 n/a
Change from prior year
-
-
-
-
n/a
Grand Total Staffing
2.50
2.50
2.50
2.50
2.50
2.50
2.50
n/a
The City Clerk's proposed operating budget totals $558,912 in 2021 and $560,410 in 2022. This is a 8.7% or $44,928 increase
to the 2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
• Salaries & Wages - Increase of $36,495 primarily due to scheduled step increases.
• Benefits - Increase of $8,433 due to increased health insurance premiums.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
I % Chg
Expenditure Summary.
1XX
Salaries & Wages
191,354
207,020
187,983
187,983
187,983
224,478
225,564
36,495
19.4%
2XX
Benefits
71,776
79,710
76,869
76,869
76,869
85,302
85,714
8,433
11.0%
3XX
Supplies
995
679
750
750
750
871
871
121
16.1%
4XX
Services and Charges
32,924
74,903
48,382
48,382
48,382
48,261
48,261
(121)
-0.3%
SXX
Intergovernmental
1 202,865
1 229,951
200,000
200,000
200,000
200,000
1 200,000
0.0%
Total nditures:
1 $ 499,915
1 $ 592,263
$ 513,984
$ 513,984
$ 513,984
$ 558,912
1 $ 560,410
$ 44,928
8.7%
C-17
CITYOFFEDERAL WAY202112022 PROPOSED BUDGET OPERA TING B UD GE T
CITIZENS OF FEDERAL WAY
CITY COUNCIL
Susan Honda, Council President
Position #1 — Lydia Assefa-Dawson
Position #2 — Greg Baruso
Position #4 — Hoang V. Tran
Position #5 — Vacant
Position #6 — Martin A. Moore
Position 47 — Linda Kochmar
■ 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 (FEDRAC)
■ Land Use and Transportation (LUTC)
■ Parks, Recreation, Human Services, and
Public Safety (PRHSP)
Executive Assistant to
the Council
Jeri -Lynn Clark
■ Support for Council
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
■ CDBG Loan Review Committee
(Civil Service Commission reports to Mayor)
CITY OF FEDERAL WAY 2 02112 022 PROPOSED BUDGET
CITY COUNCIL
Responsible Manager: Deputy Mayor Susan Honda
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, and appropriation of funds.
The Federal Way City Council meetings are held the first and
third Tuesday of each month at 6:30 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 Deputy Mayor
appoints committee chairs annually. All committee meetings
are open to the public.
Supplies
1.2%
2021 Proposed Expenditures by
Category
Svc/Ches
nel
54.0%
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
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Council President
-
-
-
0.50
0.50
0.50
0.50
Ole
Deputy Mayor
0.50
0.50
0.50
-
-
-
-
Ole
Council Member*
3.00
3.00
3.00
3.00
3.00
3.00
3.00
O1 a
Executive Assistant to Council
0.70
0.70
0.70
0.70
0.70
0.70
0.70
31a
Total Regular Staffing
4.20
4.20
4.20
4.20
4.20
4.20
4.20
n/a
Change from prior year
-
-
-
-
-
-
n/a
Grand Total Staffing
4.20
4.20
4.20
4.20
4.20
4.20
4.20
n/a
C-19
OPERATING B UDGET
CITY COUNCIL
Responsible Manager: Council President Susan Honda
HIGHLIGHTS/CHANGES:
The City Council's proposed operating budget totals $525,655 in 2021 and $530,695 in 2022. This is a 3.4% or $17,443 increase
to the 2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
Salaries & Wages: Decrease of $12,918 due to allocating a portion of salaries of Executive Assistant to Community
Services.
Benefits: Increase of $30,361 due to increased health insurance premiums.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
I Projected
$ Chg
I % Chg
Expenditure Summary:
1XX
Salaries & Wages
150,022
155,613
173,502
178,070
178,070
165,152
168,512
(12,918)
-7.3%
2XX
Benefits
89,123
91,709
88,486
88,486
88,486
118,847
120,527
30,361
34.3%
3XX
Supplies
6,798
5,947
6,537
6,537
6,537
6,537
6,537
-
0.0%
4XX
Services and Charges
159,198
168,896
177,638
235,118
235,118
235,118
235,118
-
0.0%
Total Expen(fitures:1
$ 405,140
1 $ 422,165
1 $ 4469163
1 $ 508,211
1 $ 508,211
1 $ 525,655
1 $ 530,695
1 $ 17,443
1 3.4%
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 2020 are: Councilmember Hoang Tran
(Chair), Councilmember Mark Koppang and Councilmember Linda Kochmar.
Meetings are held the 4th Tuesday of each month at 5:00 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.cityoffederalwU.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 2020 are: Councilmember Mark Koppang (Chair), Councilmember Hoang Tran, and Councilmember
Martin Moore.
Meetings are held on l't Monday of each month at 5:00 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
2020 are: Councilmember Linda Kochmar (Chair), Councilmember Lydia Assefa-Dawson and Councilmember Greg Baruso.
C-20
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
Meetings are held the 2nd Tuesday of each month at 5:00 PM in the Hylebos Conference Room at City Hall, unless otherwise
noted.
LODGING TAX ADVISORY COMMITTEE:
The Lodging Tax Advisory Committee (LTAC) advises the City Council on the allocation of lodging tax revenue for programs
and activities that will encourage tourism in Federal Way.
The membership of the LTAC is appointed by the City Council and consists of up to seven members: one member is an elected
official of the city who serves as the chair; three members are representatives of businesses required to collect the tax; and three
members are persons involved in activities authorized to be funded by revenue received from the tax. Committee members for
2020 are: Lydia Assefa-Dawson Councilmember, Chair, Mike Dunwiddie, King County Aquatic Center, Madalena Miller,
Courtyard by Marriott, Joann Piquette, Federal Way Coalition of the Performing Arts, Vickie Molzer, Hampton Inn, Brian
Hoffman, General Manager PAEC, Pending hotel representative appointment.
Meetings are held the 2nd Wednesday of each month at 10:00 AM in the Hylebos Conference Room at City Hall, unless
otherwise noted.
C-21
OPERATING BUDGET
PLANNING
DIVISION
Doc Hansen
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
Brian Davis
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
Scott Sproul
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,
Planning Commission
■ City -Wide Reception
■ Passports
■ Records Management
COMMUNITY SERVICES
DIVISION
Sarah Bridgeford
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-22
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW
Responsible Manager: Brian Davis
2019/2020 ACCOMPLISHMENTS
C-23
OPERATING BUDGET
2021/2022 ANTICIPATED KEY PROJECTS
C-24
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW
Responsible Manager: Brian Davis, Director
DEPARTMENT POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted Adjusted Projected
General Fund:
Director -Community Development
1.00
1.00
1.00
1.00
1.00
1.00
1.00
58C
Building Official
1.00
1.00
1.00
1.00
1.00
1.00
1.00
52
Planning Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
49
Community Services Manager
0.72
0.72
0.72
0.72
0.72
0.72
0.72
47
Principal Planner
1.00
1.00
1.00
1.00
1.00
1.00
1.00
44
Plans Examiner
1.00
1.00
1.00
1.00
1.00
1.00
1.00
42
Senior Planner
2.00
2.80
2.80
1.80
1.80
1.80
1.80
41
Combination Electrical/Bldg Inspector/Plans Examiner
1.00
1.00
3.00
1.00
1.00
1.00
1.00
40
Inspector/Plans Examiner
2.00
2.00
1.00
2.00
2.00
2.00
2.00
39
Code Compliance Officer (1.0 FTE Prop 1 funded)
2.00
2.00
2.00
2.00
2.00
2.73
2.73
36
Associate Planner
2.00
1 2.00
2.00
3.00
3.00
2.00
2.00
35
CDBGCoordinator
0.83
0.83
0.83
0.83
0.83
0.83
0.83
35
Permit Center Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
32
Executive Assistant to Council
-
-
-
-
-
0.15
0.15
30
Lead Development Specialist
1.00
1.00
-
1.00
1.00
1.00
1.00
29
Administrative Assistant II
1.00
1.00
1.00
1.00
1.00
1.00
1.00
25
Development Specialist
1.00
1 1.00
3.00
1.00
1 1.00
1.00
1.00
24
Permit Center Technician
0.90
0.90
-
0.90
0.90
0.90
0.90
23
Administrative Assistant I
-
-
0.90
1.00
1.00
1.00
1.00
18
Office Technician II
1.00
0.68
1.00
0.68
0.68
0.68
0.68
14
Graffiti Technician
1.00
1.00
1 1.00
1.00
1.00
1.00
1 1.00
12
Total General Fund:
22.45
22.93
25.25
1 23.93
23.93
23.81
1 23.81
n/a
CDBG Fund
Community Services Manager
0.28
0.28
0.28
0.28
0.28
0.28
0.28
47
Code Compliance Officer
1.00
1.00
1.00
1.00
1.00
0.27
0.27
36
Recreation Coordinator
0.50
0.50
0.50
0.50
0.50
0.50
0.50
33
CDBGCoordinator
0.17
0.17
0.17
0.17
0.17
0.17
0.17
31
Executive Assistant to Council
0.30
0.30
0.30
0.30
0.30
0.15
0.15
31a
Total CDBG:
2.25
2.25
2.25
2.25
2.25
1.37
1.37
1 n/a
Total Regular Staffing
24.70
25.18
27.50
26.18
26.18
25.18
25.18
n/a
Changefromprioryear
-
0.48
2.32
(1.33)
0.00
(1.00)
-
n/a
Grand Total Staffing
24.70
25.18
27.50
26.18
26.18
25.18
25.18
n/a
C-25
OPERATING BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW
Responsible Manager: Brian Davis, Director
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 from Federal Way's citizens and within
the policy framework provided by the City Council.
2021 Proposed Expenditures by Category
Interfund
The Community Development Department is organized into four 0.0%
divisions. 1 The Administrative Division provides the overall
management of the department and supports the Planning
Commission. 2 The Planning Division administers and enforces Debt
land use, subdivision, and environmental codes and policies. In 4.7%
addition, the division performs long-range planning and policy Personnel
work, including comprehensive plan updates and amendments, 59.5%
code revisions, and annexations, as well as subarea and/or
special planning projects. The division also supports the Planning Commission. 3 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. 4 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
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Ado ted
Adjusted
Projected
$Ch
%Ch
Revenue Summary:
31X
Tastes
$ 90,001
$ 96,088
$ 95,218
$ 95,218
$ 95,218
$ 103,811
$ 109,114
$ 8,593
9.0%
32X
Licenses and Permits
1,443,595
2,956,511
1,526,890
1,573,987
1,573,987
1,650,116
1,683,108
76,129
4.8%
33X
Intergovernmental
782,478
815,082
668,900
1,836,630
1,836,630
1,183,010
758,323
(653,620)
-35.6%
34X
Charges for Services
1,151,730
1,525,921
849,873
623,480
623,480
850,664
867,418
227,184
36.4%
35X
I Fines and Penalties
170
1 64,000
3,788
3,788
1 13,583
13,585
9,795
258.6%
36X
Miscellaneous
8,584
1 107,892
106,875
1 106,875
1 3,678
1 3,752
1 (103,197)
-96.6%
Total Revenues:
$ 3,476,458
1 $ 5,565,494
1 $ 3,140,880
1 $ 4,239,977
1 $ 4,239,977
1 $ 3,804,862
1 $ 3,435,299
1 $ (435,116)
-10.3%
Expenditure Summary
71
Administration
427,196
482,748
431,001
498,543
498,543
498,102
503,605
(441)
-0.1%
73
Planning
782,788
907,030
867,628
766,844
766,844
791,329
804,333
24,484
3.2%
74
Building
1,075,971
1,156,594
1,235,448
1,507,660
1,507,660
1,362,610
1,375,165
(145,049)
-9.6%
83
Community Services
760,398
871,103
844,805
1,153,524
1,153,524
967,372
975,180
(186,152)
-16.1%
Subtotal GF Operating Exp.:
$ 3,046,354
1 $ 3,4179475
1 $ 3,378,882
1 $ 3,926,571
1 $ 39926,571
1 $ 3,619,412
1 $ 3,658,283
1 $ (307,159)
-7.8%
Non -General Fund Operating Expenditure Summary:
114
Prop 1 Fund
90,001
96,088
95,218
95,218
95,218
103,811
109,114
8,593
9.0%
119
Comm Dev Block Grant
780,865
796,486
685,263
1,850,663
1,850,663
1,156,850
589,046
(693,813)
-37.5%
Subtotal Non-GF Oper. Exp.:
$ 870,866
$ 892,574
$ 780,481
$1,945,881
$1,945,881
$1,260,661
$ 698,159
$ (685,220)
-35.2%
Total Expenditures:
$ 3,917,219
$ 4,310,048
$ 4,159,363
$ 5,872,452
$ 5,872,452
$ 4,880,073
$ 4,356,442
$ (992,378)
-16.9%
C-26
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW
Responsible Manager: Brian Davis, Director
HIGHLIGHTS/CHANGES:
The Department of Community Development overall proposed operating budget totals $4,880,073 in 2021 and $4,356,442 in
2022. This is a 16.9% or $992,378 decrease to the 2021 proposed budget from the 2020 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 & Wages/Benefits - Net Decrease of $86,113 due to the reduction of 1.0 FTE vacant Associate Planner, offset
by increases in Associate Planner, Senior Planner, Principal Planner, and Planning Manager positions in 2020.
■ Services and Charges - Decrease of $930,403 due to reduced CDBG grant funded services, and one-time building
nuisance abatement services.
■ Debt - Increase of $33,492 due to increased Section 108 loan payments.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
I % Chg
Revenue Summary:
31X
Taxes
$ 90,001
$ 96,088
$ 95,218
$ 95,218
$ 95,218
$ 103,811
$ 109,114
$ 8,593
9.0%
32X
Licenses and Permits
1,443,595
2,956,511
1,526,890
1,573,987
1,573,987
1,650,116
1,683,108
76,129
4.8%
33X
Intergovernmental
782,478
815,082
668,900
1,836,630
1,836,630
1,183,010
758,323
(653,620)
-35.6%
34X
Charges for Services*
1,151,730
1,525,921
849,873
623,480
623,480
850,664
867,418
227,184
36.4%
35X
Fines and Penalties
70
64,000
3,788
3,788
13,583
13,585
9,795
258.6%
36X
Miscellaneous
8,584
107,892
106,875
106,875
3,678
3,752
(103,197)
-96.6%
Total Revenues:
$ 3,476,458
$ 5,565,494
$ 3,140,880
$ 4,239,977
$ 4,239,977
$ 3,804,862
$ 3,435,299
$ (435,116)
-10.3%
Expenditure Summary:
1XX
Salaries and Wages
1,915,099
2,098,647
2,090,915
2,097,337
2,097,337
2,107,427
2,141,779
10,090
0.5%
2XX
Benefits
748,740
778,344
848,949
892,124
892,124
795,920
807,974
(96,203)
-10.8%
3XX
Supplies
10,430
20,215
21,800
21,800
21,800
21,800
21,800
0.0%
4XX
Services and Charges
936,797
1,092,264
900,995
2,566,817
2,566,817
1,636,414
1,070,464
(930,403)
-36.2%
5XX
Intergovernmental
80,064
88,591
87,350
87,350
87,350
87,350
87,350
-
0.0%
7XX
Debt Service Principal
159,000
159,000
150,000
150,000
150,000
159,000
159,000
9,000
6.0%
8XX
Debt Service -Interest
67,090
72,988
50,000
47,670
47,670
72,162
68,075
24,492
51.4%
9XX
Internal Service/Other
-
-
9,354
9,354
9,354
-
(9,354)
-100.0%
Total nrlitures:
$ 3,917,219
1 $ 4,310,048
$ 4,159,363
$ 5,872,452
$ 5,872,452
$ 4,880,073
$ 4,356,442
$ (992,378)
-16.9%
*Sound Transit fees account for a portion of the increase in charges for services.
C-27
OPERATING BUDGET
COMMUNITY DEVELOPMENT ADMINISTRATION
Responsible Manager: Brian Davis, Director
PURPOSE/DESCRIPTION:
The mission of the Administrative Division work team is to
strive together to provide friendly, courteous, and thorough
services to our external and internal 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, 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.
The primary goal is to provide high -quality customer
service to citizens, businesses, public agencies, other city
departments, and departmental staff.
GOALS/OBJECTIVES:
Personm
98.1%
2021 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 meetings.
• Number of passport applications processed.
Outcome Measures:
• Percent of documents completed on time.
POSITION INVENTORY:
2019 2020
648
1450
1150
15
2216
95.0%
2021 2022
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Director -Community Development
1.00
1.00
1.00
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
25
Permit Center Technician
0.90
0.90
-
0.90
0.90
0.90
0.90
23
Administrative Assistant I
-
-
0.90
1.00
1.00
1.00
1.00
18
Office Technician II
1.00
0.68
1.00
0.68
0.68
0.68
0.68
14
Total RegularStaJfing
3.90
3.58
3.90
4.58
4.58
4.58
4.58
n/a
Changefromprioryear
-
(0.32)
0.32
1.00
1.00
-
-
n/a
Grand Total Staffing
3.90
3.58
3.90
4.58
4.58
4.58
4.58
n/a
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
COMMUNITY DEVELOPMENT ADMINISTRATION
Responsible Manager: Brian Davis, Director
HIGHLIGHTS/CHANGES:
The Department of Community Development Administration Division proposed operating budget totals $498,102 in 2021 and
$503,605 in 2022. This is a 0.1 % or $441 decrease to the 2021 proposed budget from the 2020 adjusted budget.
Major line item changes include:
■ Salaries & Wages - Decrease of $12,419 due to changes of employees in positions.
■ Benefits - Increase of $11,977 due to increased health insurance premiums.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
I Adopted
I Adjusted
I Projected
1 $ Chg
I % Chg
Expenditure Summary:
1XX
Salaries & Wages
299,748
340,331
298,979
366,521
366,521
354,102
358,090
(12,419)
-3.4%
2XX
Benefits
116,829
131,895
122,581
122,581
122,581
134,559
136,074
11,977
9.8%
3XX
Supplies
3,115
2,930
2,625
2,625
2,625
2,625
2,625
-
0.0%
4XX
Services and Charges
7,504
7,592
6,816
6,816
6,816
6,816
6,816
-
0.0%
TotalExpenditures:
1 $ 427,196
$ 482,748
$ 431,001
1 $ 498,543
1 $ 498,543
1 $ 498,102
1 $ 503,605
1 $ (441)
-0.1%
C-29
OPERATING BUDGET
COMMUNITY DEVELOPMENT PLANNING
Responsible Manager: Doc Hansen, 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; promote responsible development; balance environmental
protection, 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.
Pe
2021 Proposed Expenditures by
Category
upplies
0.4%
vc/Chgs
5.8%
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. 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. 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 by
eliminating the requirement for land use permits for simple projects.
GOALS/OBJECTIVES:
• Support economic development projects in the City Center and throughout the city.
• Complete the 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.
• Continue to provide excellent customer service.
C-30
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
COMMUNITY DEVELOPMENT PLANNING
Responsible Manager: Doc Hansen, Planning Manager
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• Pre -application conferences held.
• Number of drop -in questions -telephone and front counter.
• Land use/subdivision applications received.
• Administrative Decisions
• Planning Commission meetings supported.
Efficiency Measures:
• Average number of calendar days to complete pre -applications.
• Average turnaround time for Administrative Decision response
POSITION INVENTORY:
2019 2020
40
11,500
100
160
15
25
15
2021 2022
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Planning Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
49
Principal Planner
1.00
1.00
1.00
1.00
1.00
1.00
1.00
44
Senior Planner
2.00
2.80
2.80
1.80
1.80
1.80
1.80
41
Associate Planner
2.00
2.00
2.00
3.00
3.00
2.00
2.00
35
Total Regular Staffing
6.00
6.80
6.80
6.80
6.80
5.80
5.80
n/a
Change from prioryear
-
0.80
-
-
-
(1.00)
-
n/a
Grand Total Staffing
6.00
6.80
6.80
6.80
6.80
5.80
5.80
1 n/a
C-31
OPERATING BUDGET
COMMUNITY DEVELOPMENT PLANNING
Responsible Manager: Doc Hansen, Planning Manager
HIGHLIGHTS/CHANGES:
The Department of Community Development Planning Division proposed operating budget totals $791,329 in 2021 and
$804,333 in 2022. This is a 3.2% or $24,484 increase to the 2021 proposed budget from the 2020 adjusted budget.
Major line item changes include:
■ Salaries & Wages - Increase of $60,674 due to increases for Associate Planner, Senior Planner, Principal Planner, and
Planning Manager positions, and reallocation of positions in the department. This is offset by a reduction of 1.0 FTE
Associate Planner that is vacant within the department.
■ Benefits - Decrease of $36,190 primarily due to a change of benefits due to a change of employees in positions.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
32X
Licenses and Permits
$ -
$ 202
$ 2,000
$ 500
$ 500
$ 500
$ 500
$ -
0.0%
33X
Intergovernmental
3,943
20,855
-
-
-
-
-
-
n/a
34X
Charges for Services
125,091
245,511
99,750
130,679
130,679
148,511
151,221
17,832
13.6%
Total Revenues:
$ 129,034
$ 266,568
$ 101,750
$ 131,179
$ 131,179
$ 149,011
$ 151,721
$ 17,832
13.6%
Expenditure Summary:
1XX
Salaries & Wages
543,497
626,816
580,476
479,692
479,692
540,366
550,514
60,674
12.6%
2XX
Benefits
185,754
201,380
237,995
237,995
237,995
201,805
204,662
(36,190)
-15.2%
3XX
Supplies
2,547
3,346
2,850
2,850
2,850
2,850
2,850
0.0%
4XX
Services and Charges
50,991
75,487
46,257
46,257
46,257
46,257
46,257
-
0.0%
5XX
Intergovernmental
I -
50
1 50
1 50
1 50
1 50
0.0%
Total &pencitures:1
$ 782,788
1 $ 907,030
1 $ 867,628
1 $ 766,844
1 $ 766,844
1 $ 791,329
1 $ 804,333
1 $ 24,484
1 3.2%
C-32
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
COMMUNITY DEVELOPMENT BUILDING
Responsible Manager: Scott Sproul, Building Official
PURPOSE/DESCRIPTION:
It is the mission of the Building Division to 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.
Municipal code regulations establish minimum standards
for safeguarding life, limb, health, property, public welfare,
and quality of life for the city's citizens.
2021 Proposed Expenditures by Category
Supplies
rc/Chgs
10.2%
The division is comprised of three groups: the permit Personnel
center, plan review/inspection, and code compliance. All 89.1%
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 revised 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 reviews permits and applications and conducts inspections of
all newly built buildings and structures; covering residential, multifamily, industrial and commercial structures and
appurtenances. The building division is responsible for the review and inspection of construction applications, including
zoning 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.
C-33
OPERATING BUDGET
COMMUNITY DEVELOPMENT BUILDING
Responsible Manager: Scott Sproul, Building Official
GOALS/OBJECTIVES:
• Support economic development projects in the City Center and throughout the city.
PERFORMANCE MEASURES:
Type/Description
2019 2020 2021 2022
Workload Measures:
• Total permits issued/reviewed.
4,500
• Valuation of issued permits.
$76.8m
Outcome Measures:
• New Single Family (NSF) permits issued < 30 days.
80%
NSF review timelines run 7 to 233 days; average of 61 days per project.
Project review timelines where staff waits on applicant to respond run 3 to 176
days; average of 20 days per project.
Net review time averages 40.7 days.
• Tenant Improvement permits (TI) issued < 30 days.
75%
• Total number of permit inspections per year.
8100
• Total number of Citizen Action Request investigations per year.
1800
• Total number of Records Requests completed per year.
150
• Total revenue receipted versus Total revenue forecasted (%).
100.0%
Efficiency Measures:
• Average staff hours per NSF permit — Review/Inspection.
4/15
• Average staff hours per TI permit — Review/Inspection.
4/10
• Inspection Hours
7500
C-34
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
COMMUNITY DEVELOPMENT BUILDING
Responsible Manager: Scott Sproul, Building Official
The Department of Community Development Building Division proposed operating budget totals $1,466,421 in 2021 and
$1,484,279 in 2022. This is a 8.5% or $136,456 decrease to the 2021 proposed budget from the 2020 adjusted budget. Major
line item changes include:
■ Salaries & Wages - Net decrease of $25,324 due to elimination of General Fund adjustment for CDBG code
compliance in 2020, and reallocation of positions within the department.
■ Benefits - Net decrease of $63,132 due to elimination of General Fund adjustment for CDBG code compliance in 2020,
and reallocation of positions within the department.
■ Services and Charges - Net decrease of $48,000 due to elimination of one-time nuisance abatement services.
REVENUE AND EXPENDITURE SUMMARY:
BUILDING - GENERAL FUND
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
I Proposed
21 Pro osed - 20 Adj
I Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
32X
Licenses and Permits
$ 1,443,595
$ 2,956,309
1 $ 1,524,890
$ 1,573,487
$ 1,573,487
$ 1,649,616
1 $ 1,682,608
$ 76,129
4.8%
34X
Charges for Services
1,026,639
1,280,410
750,123
492,801
492,801
702,153
716,197
209,352
42.5%
35X
Fines and Penalties
70
64,000
-
3,788
3,788
13,583
13,585
9,795
258.6%
Total Revenues:
$ 2,470,304
$ 4,300,720
$ 2,275,012
$ 2,070,076
$ 2,070,076
$ 29365,352
$ 2,412,390
$ 295,276
14.3%
Expenditure Summary:
1XX
Salaries & Wages
748,071
797,346
863,835
902,872
902,872
872,854
881,952
(30,018)
-3.3%
2XX
Benefits
319,645
324,879
354,172
397,347
397,347
330,317
333,774
(67,031)
-16.9%
3XX
Supplies
2,626
9,298
9,375
9,375
9,375
9,375
9,375
-
0.0%
4XX
Services and Charges
5,630
25,070
8,065
198,065
198,065
150,065
150,065
(48,000)
-24.2%
Total nditures:
$ 1,075,971
$ 1,156,594
$ 1,235,448
$ 1,507,660
$ 1,507,660
$ 1,362,610
$ 1,375,165
$ (145,049)
-9.6%
BUILDING - PROPOSITION 1 FUND
Code
Item
2018
Actual
2019
Actual
[_2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
31X ITaxes
$ 90,001
1 $ 96,088
$ 95,218
$ 95,218
$ 95,218
$ 103,811
$ 109,114
$ 8,593
9.0%
Total Revenues:
$ 90,001
$ 96,088
$ 95,218
$ 959218
$ 959218
$ 103,811
$ 1099114
S 8,593
9.0%
Expenditure Summary:
1XX
I Salaries & Wages
62,222
68,191
70,532
70,532
70,532
75,225
79,068 4,694 1 6.7%
2XX
JBenefits
27,779
27,897
24,686
24,686
24,686
28,586
30,046 3,899 15.8%
Total nditures:
$ 90,001
$ 96,088
$ 95,218
$ 95,218
$ 95,218
$ 103,811
$ 109,114 $ 8,593 9.0%
POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
Grade
Adopted Adjusted Projected
General Fund:
Building Official
1.00
1.00
1.00
1.00
1.00
1.00
1.00
52
Plans Examiner
1.00
1.00
1.00
1.00
1.00
1.00
1.00
42
Inspector/Plans Examiner
2.00
2.00
1.00
2.00
2.00
2.00
2.00
39
Combination Electrical/Bldg Inspector/Plans Examiner
1.00
1.00
3.00
1.00
1.00
1.00
1.00
39
Code Compliance Officer (1.0 FTE Prop 1 funded)
2.00
2.00
2.00
2.00
2.00
2.73
2.73
36
Permit Center Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
32
Lead Development Specialist
1.00
1.00
-
1.00
1.00
1.00
1.00
29
Development Specialist
1.00
1.00
3.00
1.00
1.00
1.00
1.00
26
Graffiti Technician
1.00
1.00
1.00
1.00
1.00
1.00
1.00
12
Total Regular Staffing
11.00
IL 0
13.00
11.00
11.00
11.73
11.73
n/a
Change from prior year
2.00
(2.00)
0.73
-
n/a
Grand Total Staffing
11.00
11.00
13.00
11.00
11.00
11.73
11.73
n/a
C-35
OPERATING BUDGET
COMMUNITY DEVELOPMENT COMMUNITY SERVICES
Responsible Manager: Sarah Bridgeford, Community Services Manager
PURPOSE/DESCRIPTION:
2021 Proposed Expenditures by Category
The mission of the Community Services Division is to Intergodt
ensure that an effective and collaborative delivery system is 4.1%
in place to: assist Federal Way residents to meet their basic
needs; increase their public safety; attain self-sufficiency Debt
and independence; and build strong neighborhoods. To 10.9°i
achieve this, the division will: assess and anticipate
community needs; manage an efficient and user-friendly svc/Chgs
funding application process; oversee and evaluate contracts 67.5%
with local service providers; and coordinate with other
Personnelfunders community organizations, and cityde departments.
17.2%
The division budget covers the development of programs
and services for community residents, including grant
coordination, performance monitoring, and the overall
management of all general fund community services supplie
contracts and Community Development Block Grant 0.3%
(CDBG) funds. Community Services includes programs in
the three goals and strategy areas identified in the city's
Consolidated Plan (2015-2019): 1) expand economic 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 Human Services General Fund programs, including monitoring of contracts
of funded human service agencies;
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• Number of community services contracts managed.
• Amount of community services dollars administered.
• Number of community services contract payments processed.
• Number of community services applications processed.
• Number of CDBG applications processed.
• Number of CDBG contracts managed.
• Number of CDBG dollars administered.
Outcome Measures:
• Percent of contracts fully executed in timely manner.
• Number of Human Service Commission meetings supported.
• Number of Owner occupied housing units stabilized.
2019 2020
46
$536,000
184
0
10
12
$ 829,000
100.0%
12
100.0%
2021 2022
C-36
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
COMMUNITY DEVELOPMENT COMMUNITY SERVICES
Responsible Manager: Sarah Bridgeford, Community Services Manager
POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
General Fund:
Community Services Manager
0.72
0.72
0.72
0.72
0.72
0.72 0.72
47
CDBG Coordinator
0.83
0.83
0.83
0.83
0.83
0.83 0.83
35
Executive Assistant to Council
-
-
-
-
-
0.15 0.15
31a
Total General Fund:
1.55
1.55
1.55
1.55
1.55
1.70 1.70
n/a
CDBG Fund
Community Services Manager
0.28
0.28
0.28
0.28
0.28
0.28
0.28
47
Code Compliance Officer
1.00
1.00
1.00
1.00
1.00
0.27
0.27
36
Recreation Coordinator
0.50
0.50
0.50
0.50
0.50
0.50
0.50
33
CDBG Coordinator
0.17
0.17
0.17
0.17
0.17
0.17
0.17
31
Executive Assistant to Council
0.30
0.30
0.30
0.30
0.30
0.15
1 0.15
31 a
Total CDBG:
2.25
2.25
2.25
2.25
2.25
1.37
1.37
n/a
Total Regular Staging
3.80
3.80
3.80
3.80
3.80
3.07
3.07
n/a
Change from prior year
-
-
-
-
(0.73)
-
n/a
Grand Total Staffing
3.80
3.80
3.80
3.80
3.80
1 3.07
3.07
1 n/a
HIGHLIGHTS/CHANGES:
The Department of Community Development Community Services Division proposed operating budget totals $2,124,222 in
2021 and $1,564,225 in 2022. This is a 29.3% or $879,965 decrease to the 2021 proposed budget from the 2020 adjusted
budget. The table below includes the General Fund and Community Development Block Grant Fund.
Major line item changes include:
■ Salaries & Wages - Decrease of $12,841 is primarily due to allocating a smaller portion of Code Compliance Officers
to CDBG grants.
■ Services and Charges - Decrease of $882,403 due to reduced CDBG grant funded services.
■ Debt - Increase of $33,492 due to increased Section 108 loan payments.
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
I Adopted
Adjusted
Projected
$Chg
%Chg
Revenue Summary:
33X
Intergovernmental
$ 778,535
$ 794,226
$ 668,900
$ 1,836,630
$1,836,630
$1,183,010
$ 758,323
$ (653,620)
-35.6%
36X
Miscellaneous
8,584
107,892
106,875
106,875
3,678
3,752
(103,197)
-96.6%
Total Rewnues:
$ 787,119
$ 902,118
$ 668,900
$ 1,943,505
$1,943,505
$1,186,688
$ 762,075
$ (756,817)
-38.9%
Expenditure Summary:
1XX
Salaries & Wages
261,561
265,962
277,093
277,720
277,720
264,879
272,155
(12,841)
-4.6%
2XX
Benefits
98,734
92,292
109,514
109,514
109,514
100,654
103,419
(8,859)
-8.1%
3XX
Supplies
2,142
4,641
6,950
6,950
6,950
6,950
6,950
-
0.0%
4XX
Services and Charges
872,672
984,115
839,857
2,315,679
2,315,679
1,433,276
867,326
(882,403)
-38.1%
5XX
Intergovernmental
80,064
88,591
87,300
87,300
87,300
87,300
87,300
-
0.0%
7XX
Debt Service-Princ
159,000
159,000
150,000
150,000
150,000
159,000
159,000
9,000
6.0%
8XX
Debt Service -Interest
67,090
72,988
50,000
47,670
47,670
72,162
68,075
24,492
51.4%
9XX
Internal Services/Other
-
-
9,354
9,354
9,354
-
-
(9,354)
-100.0%
Total Expenditures:
$ 1,541,263
$1,667,589
$ 1,530,068
$ 3,004,187
$ 3,004,187
$ 2,124,222
$ 1,564,225
$ (879,965)
-29.3%
Section 108 loan has reduced the amount available for the use of other CDBG grant funded services.
C-37
OPERATING BUDGET
ACCOUNTING OPERATIONS
Division
Accounting Manager
■ Year -End Financial Report
■ Payroll
■ Accounts Payable
■ CAFR Coordinator
■ Cash Receipting
■ Accounts Receivable
■ Audit Coordinator
■ Internal Control
■ Utility Tax Rebate
■ Monthly Financial Report
A/P PAYROLL I
ACCOUNTS
RECEIVABLE
FINANCE
Ade Ariwoola
Director
■ Department direction and administration
■ Interdepartmental Coordination
• Debt Management
■ Budget Management
■ Financial Planning
ADMINISTRATION
Vacant
Administrative Asst. II
■ Support to Finance
Director/Office
■ FEDRAC
■ Business License
■ Utility Tax Rebate
FINANCIAL PLANNING
■ General Accounting
■ Cash & Investment Management
■ Budget
■ Year -End Financial Reporting
■ Financial Analysis
■ Department Support
CASH & INVESTMENT
MANAGEMENT
■ Banking Services
■ Cash & Investment Management
■ Finance
■ Year -End Financial Report
■ Department Support
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
FINANCE
Responsible Manager: Ade Ariwoola, Finance Director
2019/2020 ACCOMPLISHMENTS
2021/2022 ANTICIPATED KEY PROJECTS
C-39
OPERATING BUDGET
FINANCE
Responsible Manager: Ade Ariwoola, Finance Director
PERFORMANCE MEASURES:
Type/Description
2019
Workload Measures:
• Number of invoices paid annually
11,540
• Number of transactions receipted annually at
6,982 / 21,605
Finance counter compared to total transactions
32.3%
receipted City Hall
• Number of new business licenses issued / renewed
800/4576
• Outcome Measures:
GFOA CAFR Awards - # of documents submitted /
30 / 30
awarded
• GFOA Budget Award - # of documents submitted /
18 / 18
awarded
• (switched to biennial budget beginning with 1997/1998
document)
Unqualified Audit Opinion - consecutive years
30
• Bond Rating per Moody's
Aa3
• Investment return: total SIP and 6 month T-Bill 0.49% SIP &
benchmarks 0.47% T-Bill
• # of month Cash reconciled within 15 days of 12
receiving bank statement
• Efficiency Measures:
FTE Staffing: Finance/City-Wide 8 / 339.68
• Average working days to compile MFR 3
• Average number of weeks to issue a regular 2-3 weeks
business license
POSITION INVENTORY:
2020 2021 2022
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Director -Finance
1.00
1.00
1.00
1.00
1.00
1.00
1.00
58B
Accounting Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
52
Financial Analyst
2.00
2.00
2.00
3.00
3.00
3.00
3.00
37
Payroll Analyst
1.00
1.00
1.00
1.00
1.00
1.00
1.00
31
Accounting Specialist
-
-
-
1.00
1.00
1.00
1.00
27
Administrative Assistant II
1.00
1.00
1.00
1.00
1.00
1.00
1.00
25
Accounting Technician II
2.00
2.00
2.00
2.00
2.00
2.00
2.00
24
Total Regular Staffing
8.00
8.00
8.00
10.00
10.00
10.00
10.00
n/a
Change from prior year
-
-
-
2.00
-
-
-
n/a
Grand Total Staffing
8.00
8.00
8.00
10.00
10.00
10.00
10.00
n/a
r
CITY OF FEDERAL WAY 202112022 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
rsonn
made on the financial health of the City 93.0% and decisions can be Pe %
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 analysis.
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.
• Pay employees and vendors accurately and in a timely
manner.
• Process business licenses within 2 to 3 weeks.
HIGHLIGHTS/CHANGES:
2021 Proposed Expenditures by
Category
plies
NO
The Finance proposed operating budget totals $1,260,163 in 2021 and $1,287,736 in 2022. This is a 0.7% or $9,432 decrease to
the 2021 proposed budget from the 2020 adjusted budget. Major line items changes include:
• Salaries & Wages - Decrease of $33,654 due to changes of employees in positions.
• Benefits - Increase of $24,222 due to changes of benefits due to changes of employees in positions
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2011
Actual
2020
2021
Proposed
2022
Proposed$
PI Pro osed - 20 Ad'
Adopted
Adjusted
Projected
Chg
% Chg
Expenditure Summary:
1XX
Salaries & Wages
611,646
705,351
723,680
904,754
904,754
871,100
891,080
(33,654)
-3.7%
2XX
Benefits
222,887
251,491
276,209
276,209
276,209
300,431
308,023
24,222
8.8%
3XX
Supplies
6,962
2,947
5,620
5,620
5,620
5,620
5,620
-
0.0%
4XX
Services and Charges
50,680
9,277
16,796
16,796
16,796
16,796
16,796
-
0.0%
5XX
I Intergovernmental
69,877
75,946
66,216
66,216
66,216
66,216
66,216
-
0.0%
Total Expenditures:
$ 962,052
$ 1,045,012
$1,088,521
$19269,595
$1,269,595
$1,260,163
$1,287,736
$ (9,432)
-0.7%
C-41
OPERATING BUDGET
Systems
C-42
CITYOFFEDERAL WAY202112022 PROPOSED BUDGET
INFORMATION TECHNOLOGY
Responsible Manager: Thomas Fichtner, Information Technology Manager
PURPOSE/DESCRIPTION:
2021 Proposed Expenditures by Category
sve/Ch as
The Information Technology Department 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 supplies
charges. The fund is designed to account for all costs 2.3%
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; Internet/Intranet services;
and mail and duplications.
itergov't
5.4%
ipital
0%
Information Technology Services include technical services, 36.5%
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, information security, 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 site, secure fire sharing, email, remote
access, and intergovernmental 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 online systems.
■ Provide a secure and reliable information technology infrastructure.
■ Provide up-to-date hardware and software tools for staff.
■ Be proud and confident in what we do.
C-43
OPERATING BUDGET
2019/2020 ACCOMPLISHMENTS
• Assisted the City Clerk's office in securing a grant for and implementing a public records tracking software, GovQA.
• Converted the City's online permitting portal to the regional MyBuildingPermit.com service.
• Implemented a new Storage Area Network (SAN) and backup software to support the City's growing data storage and
performance needs.
• Added one new FTE to the IT Helpdesk.
• Contracted Cl Security to perform a Cybersecurity Assessment.
• Worked with all departments to implement a 311 system, SeeClickFix, for the Eyes on Federal Way program.
• Underwent the triennial Criminal Justice Information Services (CJIS) Audit.
• Upgraded all equipment in three courtrooms in response to the COVID-19 pandemic.
• Scaled a City-wide remote access system for staff to work remotely during the COVID-19 pandemic.
• Implemented Zoom video conferencing for City staff to use to facilitate City Council Meetings, and other staff meetings
during the COVID-19 pandemic.
• Replaced all in -vehicle modems in each Police patrol car.
• Assisted the Public Works department in implementing the Adaptive Traffic Signal system.
• Upgraded to the latest version of ESRI's ArcGIS 10.7.1 software to enable the City to provide state-of-the-art dynamic
online maps.
• Built several dashboards using GIS such as a New Projects and Shopping Cart Recovery dashboard for Community
Development.
• Rebuilt the Police "Atlas" using new GIS technologies.
• Completed the deployment of the cameras for the $250,000 Safe City grant from Washington State.
• Upgraded over half of the City's computers to Windows 10 and Office 2019.
• Assisted Police with the technology for two new substations within the City.
• Annual replacement of major hardware including desktop PCs, printers, copiers, servers, radios, etc.
• Assisted with searching emails and files for numerous Public Records Requests.
2021/2022 ANTICIPATED KEY PROJECTS
• Follow-through on recommendations from the City's Cybersecurity Assessment as budget is approved.
• Implement an information technology and security governance structure.
• Gain Information Technology Infrastructure Library (ITIL) Certification for all IT staff.
• Complete Windows 10 and Office 2019 migration.
• Begin transitioning to Microsoft 365.
• Continue mapping the City's fiber optic infrastructure.
• Continue to support the Safe City network.
• Annual replacement of major hardware including desktop PCs, printers, copiers, servers, radios, etc.
CITYOFFEDERAL WAY202112022 PROPOSED BUDGET
INFORMATION TECHNOLOGY
Responsible Manager: Thomas Fichtner, Information Technology Manager
PERFORMANCE MEASURES:
Type/Description
2019
Workload Measures:
Information Systems
• New systems implementation
2
• Users served
400
• Personal computers (PCs) maintained
500
• Number of support calls received annually
3,000
• Number of applications maintained
120
• Number of Servers / LAN / WAN
95
Communication
• Number of phones operated and maintained
460
• Number of cellular phones operated and maintained.
220
• Number of cellular data cards operated and maintained.
115
• WEB site visits
664,000
• Number of radios maintained
263
GIS
• Number of map requests and analyses
150
• Number of standard data layers
150
GAClweb
• Number of web pages maintained
250
• Number of Bulletin pages broadcasted
50
• Hours of TV broadcasting per day
24
• Number of Cable customer calls handled
25
Outcome Measures:
Information Systems
• Percent technical response within 2-4 hours
80.0%
• Percent IT system up -time during normal business hours
99.5%
Communication
• Percent communications up -time during normal business hours
99.9%
GIS
• % of users who rate GIS system as meeting expectations
99.0%
• Number of map requests by the public
15
POSITION INVENTORY:
2020 2021 2022
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
IT Manager
1.00
1.00
1.00
-
-
-
-
55a
IT Director
-
-
-
1.00
1.00
1.00
1.00
58f
IT Architect Web, App, Security
1.00
1.00
1.00
1.00
1.00
1.00
1.00
46
IT Supervisor/Systems & Help Desk
1.00
1.00
1.00
1.00
1.00
1.00
1.00
44
IT Analyst Applications/GIS
1.00
1.00
1.00
2.00
2.00
2.00
2.00
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
2.00
32
Total Regular Staffing
7.00
7.00
7.00
8.00
8.00
8.00
8.00
n/a
Change from prior year
-
1.00
-
-
n/a
Grand Total Staffing
1 7.00
1 7.00
1 7.00
1 8.00
1 8.00
1 8.00
1 8.00
1 n/a
C-45
OPERATING BUDGET
INFORMATION TECHNOLOGY
Responsible Manager: Thomas Fichtner, Information Technology Manager
HIGHLIGHTS/CHANGES:
The overall Information Technology proposed operating budget totals $2,922,544 in 2021 and $2,892,615 in 2022. This is a
9.2% or $245,792 increase to the 2021 proposed budget from the 2020 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 & Wages - Net increase of $33,424 is primarily due to scheduled step increases and IT department staff re-
organization.
• Benefits - Increase of $46,221 primarily due to IT department staff re -organization resulting in increased benefits, and
increased health insurance premiums.
• Services and Charges - Increase of $276,725 due to increased cost of IT services, and purchase of software and
services for cyber security.
• Capital Outlay - Decrease of $102,466 due to less equipment scheduled for replacement.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2111
Actual
2020
2021
I Proposed
2022
Proposed
21Pro osed-20Ad'
I Adopted
I Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
502/5031
Charges for Services
$ 2,319,321
$ 2,374,766
$ 2,382,000
$2,567,055
$2,567,055
$2,806,127
$2,827,634
$ 239,072
9.3%
502/503
1 Miscellaneous
44,909
48,030
19,000
19,000
19,000
179,000
29,000
160,000
842.1%
TotalRewnues:
$ 2,364,231
$ 2,422,797
$ 2,401,000
$2,586,055
$2,586,055
$2,985,127
$2,856,634
$ 399,072
15.4%
Expenditure Summary:
1XX
Salaries & Wages
661,830
667,071
653,612
754,167
754,167
787,591
813,886
33,424
4.4%
2XX
Benefits
240,776
243,884
233,955
233,955
233,955
280,176
282,565
46,221
19.8%
3XX
Supplies
58,646
37,865
66,056
74,168
74,168
66,056
66,056
(8,112)
-10.9%
4XX
Services and Charges
743,352
834,292
837,530
919,530
919,530
1,196,255
1,197,755
276,725
30.1%
5XX
Intergovernmental
135,213
142,109
134,278
156,778
156,778
156,778
156,778
0.0%
6XX
Capital Outlay
604,262
534,812
375,851
538,154
538,154
435,688
375,575
(102,466)
-19.0%
Total nditures:
$ 2,444,079
$ 2,460,033
$ 2,301,282
$2,676,752
$2,676,752
$2,922,544
$2,892,615
$ 245,792
9.2%
Initiative's in this Budget
1) Disaster Recovery Back-up data storage - $150,000 (2021)
2) Eyes on FW 311 Program - $47,000/$48,500 (2021/22)
3) IT Security Contracted Services & Managed Detection & Response - $50,000/$50,000 (2021/22)
4) IT Department Staff Re -Organization - $29,787/$49,794 (2021/22)
5) City -Wide Security Awareness Training - $10,000/$10,000 (2021/22)
6) Microsoft Enterprise Agreement Increase - $12,500/$12,500 (2021/22)
7) Duo Multi -Factor Authentication Services - $30,000/$30,000 (2021/22)
8) IT Helpdesk software - $20,000/$20,000 (2021/22)
9) Zoom Video Conferencing Licensing - $5,000/$5,000 (2021/22)
10) Darktrace Network Protection - $45,000/$45,000 (2021/22)
11) IT cellular services increase - $15,000/$15,000 (2021/22)
12) GovQA Public Records System - $24,785/$24,785 (2021/22)
Other items are included in capital outlay for replacement of computers and equipment that are funded by replacement reserves
r �s
OPERATING B UDGET
LAW DEPARTMENT
Ryan Call
City Attorney
■ Legal advice/opinions to Council, Mayor,
Judges, Commissions, and Staff
• Management of Law Department and Risk
Management
DEPARTMENT SUPPORT
Tonia Proctor
Lead Paralegal
■ Director support
■ Committee/Commission support
■ Litigation support
■ Claims / Insurance Coordinator
CIVIL LEGAL CRIMINAL PROSECUTION
SERVICES
Jennifer S. Castleton
Chief Prosecutor
■ Civil litigation
0 Prosecute criminal citations
■ Land use hearings and
0 Prosecute traffic infractions
appeals
0 Enforce City's Municipal
■ Asset Forfeiture Cases
Code
• Legal advice to Council
Domestic Violence
and City Staff
Enforcement Program
■ Contract review and
Police Training
preparation
Community Court
■ Ordinance preparation
■ Resolution preparation
■ Interlocal agreements
RISK MANAGEMENT
■ Administration of the City's
comprehensive risk
management/self-insurance
program for property, casualty
and general liability
■ Liaison and delegate for WCIA
insurance pool.
C-47
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
LAw DEPARTMENT OVERVIEW
Responsible Manager: Ryan Call, City Attorney
2019/2020 ACCOMPLISHMENTS
LAW
■ Provide legal advice to the Mayor, Council, Municipal Court, and staff
■ Drafted or reviewed approximately 1,144 contracts
■ Continued defending all pending litigation against the City
■ Represented the city in code violations cases
■ Provided legal advice and assisted staff regarding the City Center Redevelopment, including the Downtown Staircase
■ Continued participation in the Health / Wellness Program
■ Supported city staff in processing PRA requests
■ Negotiated and finalized 7 labor agreements.
■ Provided legal advice and support for SR 99 Phase V Construction and Claim
■ Reviewed and revised multiple city-wide forms
■ Collected approximately $176,000 for damage to City property
■ Transitioned the City to an insurance pool
■ Trained Police
■ Prosecuted asset forfeitures, including real property
■ Drafted multiple ordinances and resolutions
■ Begin consultation and selection of software to replace Justware
2021/2022 ANTICIPATED KEY PROJECTS
LAW
■ Continue to assist staff in City Center Redevelopment projects
■ 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 remain compliant with state and federal law
■ Continue to enforce the FWRC and maintain code compliance
■ Assist departments with:
➢ Comprehensive Plan Amendments
➢ Public Records
➢ Training
➢ Code Amendments
➢ Department directed projects
➢ Prosecuting and Defending drug asset seizures
■ Review legal documents and participate in legal proceedings
■ Review and revise public contracting processes and forms
■ Continue negotiating 5 labor agreements
■ Continue participating in the Health / Wellness Program for employees
■ Continue to maintain records as authorized by the State Archivist to reduce storage costs
■ Continue to provide training for police officers
■ Continue prosecuting misdemeanors
■ Continue reviewing insured property
■ Continue collection efforts for damage to City property
■ Continue advising on mandated public safety standards
■ Assist in selection and implementation of software to replace Justware
OPERATING BUDGET
LAw DEPARTMENT OVERVIEW
Responsible Manager: Ryan Call, 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 legal services and advice to the Mayor, City Council,
Municipal Court, all City Boards and Commissions, City management
and staff. The Criminal Division assists in providing 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 auto and liability
insurance through an insurance pool and evaluates the risk throughout
the City.
GOALS/OBJECTIVES: supplies
• Provide quality and cost-effective legal advice and services to the 0.2%
Mayor, City Council, Municipal Court, Boards and Commissions and
City Departments;
• Defend or prosecute all litigation involving the City;
• Advise and train City staff to minimize potential litigation.
POSITION INVENTORY:
2021 Proposed Expenditures by Category
qv /Ch-
Intergov't
0.0
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Director -City Attorney
1.00
1.00
1.00
1.00
1.00
1.00
1.00
58E
Deputy City Attorney
1.00
1.00
1.00
-
-
-
-
56
Assistant City Attorney -
0.50 FT funded by Prop. 1
1.00
1.00
1.00
2.00
2.00
2.00
2.00
53
Chief City Prosecutor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
54
City Prosecutor - 1.5 fte funded by Prop. 1
3.00
3.00
3.00
3.00
3.00
3.00
3.00
45
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
2.50
2.50
3.00
12.50
2.50
2.50
2.50
125
Total Regular Staffrng
12.50
12.50
13.00
12.50
12.50
12.50
12.50
n/a
Change from prior year
-
-
0.50
-
-
-
-
n/a
Grand Total Staffing
12.50
12.50
13.00
12.50
12.50
12.50
12.50
n/a
DEPARTMENT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
FAdiusted
I Projc te�d
$Chg
%Chg
Revenue Summary:
51
Civil Legal Svcs
$ -
$ -
$ 2,500
$ 2,500
$ 2,500
$ 2,500
$ 2,500
$ -
0.0%
114
Proposition 1
240,520
236,916
275,749
275,749
275,749
267,895
278,996
(7,854)
-2.8%
501
Risk Management
1,165,133
1,237,986
1,166,040
1,166,040
1,166,040
1,196,040
1,196,040
30,000
2.6%
Total Revenues:
$ 1,405,653
$1,474,902
$1,444,289
$1,444,289
$1,444,289
$1,466,435
$1,477,536
$ 22,146
1.5%
General Fund Operating Ex enditure Summa :
51
Civil Legal Svcs
851,969
856,841
789,720
919,920
919,920
970,331
974,797
50,411
5.5%
52
Criminal Prosecution
717,523
750,449
764,733
765,483
765,483
774,742
776,142
9,259
1.2%
Subtotal Operating Exp.:
$ 1,569,492
$1,607,290
$1,554,453
$1,685,403
$1,685,403
$1,745,073
$1,750,938
$ 59,671
3.5%
Non -General Fund Operating Ex enditure Summa :
114
1 Proposition 1
240,520
236,916
275,749
275,749
275,749
267,895
278,996
(7,854)
-2.8%
501
Risk Management
1,143,244
1,330,934
1,453,932
2,282,261
2,282,261
1,475,512
1,486,275
(806,749)
-35.3%
Subtotal Non-GF O r. :
$ 1,383,764
$1,567,851
$1,729,681
$ 2,558,010
$ 2,558,010
$1,743,407
$1,765,271
$ (814,603)
-31.8%
Total Expendituresd
$ 2,953,256
$ 3,175,141
$ 3,284,134
$ 4,243,413
$ 4,243,413
$ 3,488,481
$ 3,516,209
$ (754,931)
-17.8%
C-49
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
LAw DEPARTMENT OVERVIEW
Responsible Manager: Ryan Call, City Attorney
HIGHLIGHTS/CHANGES:
The Law Department's proposed operating budget totals $3,488,481 in 2021 and $3,516,209 in 2022. This is a 14.8% or $604,932
increase to the 2021 proposed budget from the 2020 adjusted budget. The table below includes the General Fund, Proposition 1 Fund,
and the Risk Management Fund. Major line item changes include:
• Salaries & Wages - Increase of $57,543 primarily due to scheduled step increases, reclassifying of Chief City Prosecutor, and
changes of employees in positions.
• Benefits - Decrease of $6,471 primarily due to employee changes resulting in changes of benefits.
• Services and Charges - Net decrease of $656,342 primarily due to elimination of one-time legal settlements.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
31X
Taxes
$ 240,520
$ 236,916
$ 275,749
$ 275,749
$ 275,749
$ 267,895
$ 278,996
$ (7,854)
-2.8%
34X
Charges for Services
1,035,343
1,103,040
1,103,040
1,103,040
1,103,040
1,103,040
1,103,040
0.0%
35X
Fines and Penalties
-
-
2,500
2,500
2,500
2,500
2,500
0.0%
36X
Miscellaneous
129,790
134,946
63,000
63,000
63,000
93,000
93,000
30,000
47.6%
Total Revenues:
$ 1,405,653
$1,474,902
$1,444,289
$1,444,289 $ 1,444,289
$1,466,435
$1,477,536
$ 22,146
1.5%
Expenditure Summary:
1XX
Salaries & Wages
1,118,546
1,153,370
1,144,393
1,144,393
1,144,393
1,201,936
1,214,230
57,543
5.0%
2XX
Benefits
368,348
376,343
463,207
463,207
463,207
456,736
461,407
(6,471)
-1.4%
3XX
Supplies
3,794
2,595
4,575
5,525
5,525
5,525
5,525
-
0.0%
4XX
Services and Charges
1,462,567
1,642,833
1,671,459
2,479,788
2,479,788
1,823,784
1,834,547
(656,004)
-26.5%
5XX
Intergovernmental
-
-
500
500
500
500
500
-
0.0%
OXX
I Other Financing Use
-
150,000
1 150,000
(150,000)
100.0%
Total nditures :
$ 2,953,256
$ 3,175,141
1 $ 3,284,134
$ 4,243,413
1 $ 4,243,413
1 $ 3,488,481
1 $ 3,516,209
1 $ (754,932)
C-50
OPERATING BUDGET
LAW CIVIL LEGAL SERVICES
Responsible Manager: Ryan Call, 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,
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 the actions of the City are legally defensible, complies with the
most current state and federal laws, and minimizes the risk of 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 for
the City.
2021 Proposed Expenditures by Category
0.1%
A portion of Proposition 1 Funding is used by the Civil Division to litigate asset forfeiture cases and code enforcement matters.
GOALS/OBJECTIVES:
• Provide timely and accurate legal advice to the Mayor, City Council, Municipal Court, 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/Reviewed
• Number of Litigation matters (excludes condemnation litigation)
• Number of Labor Agreements
• Asset Forfeitures
Efficiency Measures:
• Contracts reviewed per attorney per year
• Number of projects/files opened - major issues (not including
subfiles)
POSITION INVENTORY:
2019 2020
614
63
17
4
6
204
20
2021 2022
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Director -City Attorney
0.80
0.80
0.80
0.80
0.80
0.80
0.80
58E
Deputy City Attorney
1.00
1.00
1.00
-
-
-
-
56
Assistant City Attorney -
0.50 FT funded by Prop. 1
1.00
1.00
1.00
2.00
2.00
2.00
2.00
53
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
25
Total Regular Staffing
4.80
4.80
4.80
4.80
4.80
4.80
4.80
n/a
Change from prloryear
-
-
-
-
-
-
n/a
Grand Total Staffing
4.80
4.80
4.80
4.80
4.80
4.80
4.80
n/a
C-51
CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
LAW CIVIL LEGAL SERVICES
Responsible Manager: Ryan Call, City Attorney
HIGHLIGHTS/CHANGES:
The Law Department Civil Division's proposed operating budget totals $2,445,843 in 2021 and $2,461,072 in 2022. This is a 19.9% or
$606,338 decrease to the 2021 proposed budget from the 2020 adjusted budget. The table below includes the General Fund, and the
Risk Management Fund. Major line item changes include:
• Salaries & Wages - Net increase of $45,140 primarily due to scheduled step increases and changes of employees in positions.
• Benefits - Net increase of $4,864 primarily due to increased health insurance premiums.
• Services and Charges - Net decrease of $656,342 primarily due to elimination of one-time legal settlements.
REVENUE AND EXPENDITURE SUMMARY:
CIVIL LEGAL SERVICES - GENERAL FUND & RISK FUND
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022 21 Proposed - 20 Ad'
Proposed $ Chg I % Chg
Adopted
I Adjusted
I Projected
Revenue Summary:
34X
Charges for Services
$ 1,035,343
$1,103,040
$1,103,040
$1,103,040
$1,103,040
$1,103,040
$1,103,040
$
0.0%
35X
Fines and Penalties
-
-
2,500
2,500
2,500
2,500
2,500
0.0%
36X
Miscellaneous
129,790
134,946
63,000
63,000
63,000
93,000
93,000
30,000
47.6%
Total Revenues:
$ 1,165,133
$1,237,986
$1,168,540
$1,168,540
$1,168,540
$1,198,540
$1,198,540
$ 30,000
2.6%
Expenditure Summary:
1XX
Salaries and Wages
404,068
417,690
409,651
409,651
409,651
454,791
458,027
45,140
11.0%
2XX
Benefits
131,816
135,727
167,957
167,957
167,957
172,821
174,050
4,864
2.9%
3XX
Supplies
2,198
2,132
2,750
2,950
2,950
2,950
2,950
-
0.0%
4XX
Services and Charges
1,457,131
1,632,227
1,662,794
2,471,123
2,471,123
1,814,781
1,825,544
(656,342)
-26.6%
5XX
Intergovernmental
-
-
500
500
500
1 500
500
0.0%
OXX
Other Financing Use
-
-
-
150,000
150,000
1 -
-
(150,000)
Total F nditures :
$ 1,995,213
$ 2,187,776
$ 2,243,652
$ 3,202,181
$ 3,202,181
1 $ 2,445,843
$ 2,461,072
$ (756,338)
C-52
OPERATING BUDGET
LAW CRIMINAL PROSECUTION SERVICES
Responsible Manager: Jennifer Castleton, 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 1,000 infractions and 3,050 criminal citations per year.
The City Prosecutors and support staff coordinate all facets of
enforcement of the City's Municipal Code: law enforcement,
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 frequent 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.
Pers
9s,
2021 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 prosecution of drug/asset forfeitures.
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 the prosecutor and staff time more
efficiently and reduce officer overtime.
• Provide training for police officers.
Type/Description
Workload Measures:
• Cases filed — criminal citations
• Domestic Violence cases received in System*- (included in above
criminal citation filings)
Outcome Measures:
• Total resolved cases
Efficiency Measures:
• Criminal cases per prosecutor**
*Doesn't include cases reviewed unit not charged
**The average cases per prosecutor are based on 4 FTE's
2019 2020
3035
494
2741
759*
PERFORMANCE MEASURES:
2021 2022
C-53
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
LAW CRIMINAL PROSECUTION SERVICES
Responsible Manager: Jennifer Castleton, Chief Prosecutor
POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
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
54
City Prosecutor - 1.5 fte funded by Prop. 1
3.00
3.00
3.00
3.00
3.00
3.00
3.00
45
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
1.50
1.50
2.00
1.50
1.50
1.50
1.50
25
Total Regular Staffing
7.70
7.70
8.20
7.70
7.70
7.70
7.70
n/a
Change from prior year
-
-
0.50
-
-
n/a
Grand Total Staffing
7.70
7.70
8.20
7.70
1 7.70
7.70
7.70
1 n/a
HIGHLIGHT/CHANGES:
The Law Department Criminal Division's proposed operating budget totals $1,042,637 in 2021 and $1,055,138 in 2022. This is a 0.1%
or $1,405 increase to the 2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
• Salaries & Wages - Net increase of $12,403 due to scheduled step increases.
• Benefits - Net decrease of $11,335 due to employee changes resulting in changes of benefits.
REVENUE AND EXPENDITURE SUMMARY:
CRIMINAL PROSECUTION SERVICES - GENERAL FUND
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
�21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
% Chg
Expenditure Summary:
1XX
Salaries & Wages
531,235
555,838
534,924
534,924
534,924
553,018
554,032
18,094
3.4%
2XX
Benefits
179,256
183,542
219,319
219,319
219,319
210,147
210,532
(9,172)
-4.2%
3XX
Supplies
1,596
463
1,825
2,575
2,575
2,575
2,575
-
0.0%
4XX
Services and Charges
5,436
10,605
8,665
8,665
8,665
9,003
9,003
338
3.9%
Total Fxpenditures:1
$ 717,523
$ 750,449
$ 764,733
$ 765,483
$ 765,483
1 $ 774,742
$ 776,142
$ 9,259
1.2%
CRIMINAL PROSECUTION SERVICES - PROPOSITION 1 FUND
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted Adjusted Projected
$ Chg I % Chg
Revenue Summary:
31X Taxes
$ 240,520
$ 236,916
$ 275,749
$ 275,749
$ 275,749
$ 267,895
$ 278,996
1 $ (7,854)
-2.8%
Total Revenues:
1 $ 240,520
$ 236,916
$ 275,749
$ 275,749
$ 275,749
$ 267,895
$ 278,996
1 $ (7,854)
-2.8%
Expenditure Summary:
1XX
I Salaries & Wages
1 183,244
179,842
199,818
199,818
199,818
194,127
202,171
(5,691)
-2.8%
2XX
lBenefits 57,276
57,074
75,931
75,931
75,931
73,768
76,825
(2,163)
-2.8%
Total nditures: $ 240,520
$ 236,916
$ 275,749
$ 275,749
$ 275,749
$ 267,895
$ 278,996
$ (7,854)
-2.8%
C-54
OPERATING BUDGET
MUNICIPAL COURT
Judge David Larson
Presiding Judge
JUDGE
Judge Rebecca Robertson
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
PROBATION SERVICES
Stacie Scarpaci
Probation Supervisor
■ Administrative Support 0 Administrative Support
■ Accounting 0 Probation Accounting
■ Case processing 0 Staff Supervision
■ Customer Service 0 Probation Compliance
■ Staff Supervision
C-55
CITYOFFEDERAL WAY202112022 PROPOSED BUDGET
MUNICIPAL COURT
Responsible Manager: David Larson, Presiding Judge
2019/2020 ACCOMPLISHMENTS
PERSONNEL
■ Maintain and encourage professional development for all staff.
■ Ongoing development and maintenance of case management system.
■ Staff continues to maintain a high degree of professional competency and customer service.
COMMUNITY OUTREACH
■ Created a Community Court with little taxpayer expense by partnering with Valley Cities and New Connections.
o Note: COVID-19 has resulted in the loss of Valley Cities as a partner
■ Helped host a televised Teen Domestic Violence In Their Shoes demonstration and discussion in conjunction with the
Federal Way Domestic Violence Task Force.
■ Partnered with South Seattle College on Justice Involved Solutions education and training program.
■ Annual Federal Way School District and the Federal Way Arts Commission Court Art Contest. The theme is Liberty and
Justice for All.
o COVID-19 interfered with the ability to have the 2020 contest
■ Continued regular coordination meetings with Judges, Court Administrator, Court Services Supervisor, Probation,
Prosecutor, and Public Defenders.
■ Mediations through Dispute Resolution Center of King County continue to be held.
■ Both judges are involved in District and Municipal Court Judges Association activities and committees as well as other
professional and civic organizations.
■ Judge Larson and Judge Robertson continue to teach new judges at the State Judicial College.
■ Partnered with the Diversity Commission and the Supreme Court Minority and Justice Commission for a booth at the Flavor
of Federal Way to promote jury service for people of color.
■ Holding a series of listening sessions with the Black and Brown community leaders to develop strategies for reform.
PROGRAMS/COST REDUCTIONS/EFFICIENCIES
■ Remodel of all three courtrooms and added equipment to allow for ZOOM hearings due to COVID 19.
■ Replacing twenty -year -old audio equipment in Court Room 3.
■ Court recording system upgraded to newer technology in Courtrooms 1 and 2.
■ New audio equipment for interpreters to allow remote interpreting.
■ New Jury software created internally by our IT department to replace an antiquated Jury Master system.
■ Increased accounting measures due to counterfeit checks being created to have the same routing number and appearance of
our key Bank account.
■ Electronic docket system for court lobby.
■ Ongoing utilization of South King County Multi -Service Center jobs program for temporary staff.
■ Remodel of Courtroom 3 to provide additional security due to SCORE replacement contract with new jails requiring
transports of defendants.
■ Create local rule allowing defendants to receive court orders and notices/summons via email to save postage costs, reduce
failures to appear, and reduce arrest warrants. Reducing arrest warrants will save jail costs and keep people out of jail.
2021/22 ANTICIPATED KEY PROJECTS
■ Rebuild Community Court with increased services and the need to pay for onsite evaluations.
■ The provider will no longer service our JustWare system so we need to develop a new case management system.
■ 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 the police, mayor, prosecutor, defense counsel, probation and other agencies 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.
■ Implement therapeutic programs for first time offenders.
C-56
OPERATING BUDGET
MUNICIPAL COURT
Responsible Manager: David Larson, Presiding Judge
PURPOSE/DESCRIPTION:
The Municipal Court of the City of Federal Way is organized under RCW
3.50 with jurisdiction over violations of the Federal Way Revised Code and
Revised Code of Washington provisions adopted by the City that occur
within the boundaries of the City of Federal Way. Penonn
86.4
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 Case Filings
• Infraction Hearings Held/Parking
• DUI Hearings Held
• Criminal Traffic Hearings Held
• Criminal Non -Traffic Hearings Held
• Photo Enforcement Hearings Held
• Total Hearings Held
POSITION INVENTORY:
2021 Proposed Expenditures by Category
2019 2020 2021 2022
2.0
2.0
9.0
6,649
246
179
1,380
1,476
7
36,754
46,691
2,879
1,566
3,049
7,742
8,010
23,226
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
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 Clerk II
5.00
5.00
5.00
4.00
4.00
4.00
4.00
21 c
Probation Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
41
Court Services Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
39
Probation Officer
1.00
1.00
1.00
1.00
1.00
1.00
1.00
34
Probation Clerk
1.00
1.00
1.00
1.00
1.00
1.00
1.00
14
Court Clerk I (1.0 FTE funded by Prop 1)
4.00
4.00
4.00
5.00
5.00
5.00
5.00
14c
Total Regular Staffing
16.00
16.00
16.00
16.00
16.00
16.00
16.00
n/a
Change from prior year
-
-
I -
-
I -
-
n/a
Grand Total Staffing
1 16.00
1 16.00
1 16.00
1 16.00
1 16.00
1 16.00
1 16.00
n/a
C-57
CITYOFFEDERAL WAY202112022 PROPOSED BUDGET
MUNICIPAL COURT
Responsible Manager: David Larson, Presiding Judge
HIGHLIGHTS/CHANGES:
The Municipal Court's proposed operating budget totals $2,048,798 in 2021 and $2,074,615 in 2022. This is 1.3% or $27,248
decrease to the 2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
• Salaries & Wages/Benefits - Net Increase of $54,273 primarily due to scheduled step increases, and changes of
employees in positions.
• Capital Outlay - Net Decrease of $62,000 due to elimination of one-time purchase of computers and cameras for the
court.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
TAdiusted
Projected
$ Chg
% Chg
Revenue Summary:
31X
Taxes
161,002
168,124
185,347
185,347
185,347
190,102
194,159
$ 4,755
2.6%
33X
Intergovernmental
58,649
55,602
50,000
32,000
32,000
32,000
32,000
0.0%
34X
Charges for Services
313,507
244,980
357,529
272,988
272,988
272,988
272,988
0.0%
35X
Fines and Penalties
748,944
786,176
916,901
784,901
784,901
784,901
784,901
0.0%
36X
Miscellaneous
1 96,775
1 89,017
111,241
1 111,241
1 111,241
1 111,241
1 111,241
1
1 0.0%
Total Revenues:
I $ 1,378,914
1 $ 1,343,938
1 $ 1,621,089
$ 1,386,548
$ 1,386,548
$ 1,391,303
$ 1,395,360
$ 4,755
0.3%
Municipal Court General Fund Operations Expenditure Summary:
1XX
Salaries & Wages
890,912
905,195
902,860
902,860
902,860
951,017
963,701
$ 48,157
5.3%
2XX
Benefits
351,371
346,386
370,173
370,173
370,173
338,397
343,216
(31,776)
-8.6%
3XX
Supplies
12,790
6,582
10,050
10,050
10,050
10,050
10,050
0.0%
4XX
Services and Charges
112,574
145,776
116,598
116,598
116,598
116,598
116,598
0.0%
6XX
Capital Outlay
-
62,000
62,000
(62,000)
-100.0%
Subtotal Operating Exp:
I $ 1,367,647
$ 1,403,939
$ 1,399,681
$ 1,461,681
$ 1,461,681
$ 1,416,062
$ 1,433,566
$ (45,619)
-3.1%
Probation Office General Fund Expenditure Summary:
1XX
Salaries & Wages
181,512
187,183
194,352
194,352
194,352
211,260
214,344
16,908
8.7%
2XX
Benefits
84,073
83,699
83,571
83,571
83,571
80,279
81,451
(3,293)
-3.9%
3XX
Supplies
-
238
6,900
6,900
6,900
6,900
6,900
0.0%
4XX
Services and Charges
53,690
77,379
82,645
82,645
82,645
82,645
82,645
0.0%
6XX
Capital Outlay
-
-
-
n/a
Subtotal Probation Fxp:
1 $ 319,276
$ 348,500
$ 367,468
$ 367,468
$ 367,468
$ 381,084
$ 385,340
$ 13,615
3.7%
Prop 1 Fund Expenditure Summary:
IXX
Salaries &Wages
117,868
125,751
120,163
120,163
120,163
137,755
140,695
$ 17,592
14.6%
2XX
Benefits
43,134
42,373
-
45,662
45,662
45,662
52,347
53,464
6,685
14.6%
9XX
Internal Services/Other
-
19,522
19,522
19,522
-
-
(19,522)
-100.0%
Subtotal Prop 1 Exr.,
$ 161,002
$ 168,124
$ 185,347
$ 185,347
$ 185,347
$ 190,102
$ 194,159
$ 4,755
2.6%
Traffic Safety Fund Expenditure Summary:
4XX I Services and Charges - - 61,550 61,550 61,550 61,550 61,550 0.0%
Subtotal Traffic Safety E x1r
$ -
$ -
$ 61,550
$ 61,550
$ 61,550
$ 61,550
$ 61,550
$
0.0%
Total Rpenditures:
$ 1,847,925
$ 1,920,563
$ 2,014,046
$ 2,076,046
$ 2,076,046
$ 2,048,798
$ 2,074,615
$ (27,248)
1.3%
CITY OF FEDERAL WAY 2021122 PROPOSED B UDGET
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 $51,027,721 in 2021 and $34,473,396 in 2022. This is 25.2% or $10,285,541
increase to the 2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
• Salaries & Wages - Decrease of $734,077 primarily due negotiated increases in salaries being allocated in the department
budgets.
• Supplies - Decrease of $99,300 due to elimination of one-time Covid-19 supplies.
• Services and Charges - Decrease of $3,529,733 primarily due to the elimination of one-time grants given to businesses for
Covid-19, and one-time legal settlements.
• Capital Outlays - Decrease of $617,665 primarily due to elimination of one-time Covid-19 capital purchases of equipment
and vehicles, and one-time Council Chambers AV upgrades.
• Debt Services - Increase of $14,033,513 primarily due to payoff of principal for Federal Way Community Center and Target
Property Bonds due to refunding of the bonds.
• Internal Service - Increase of $239,072 due to increased cost of IT services, and purchase of software and services for cyber
security.
• Other Financing Use - Net Increase of $993,731 primarily due to an increase in transfer out from 103 utility tax fund to 102
arterial street overlay fund due to new solid waste utility tax for overlay projects.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Ch
% Ch
Revenue Summary:
31X
Taxes
43,057,303
44,991,807
44,214,703
44,869,280
44,869,280
46,717,888
46,689,203
1,848,608
4.1%
32X
Licenses and Permits
2,913,659
2,471,520
2,667,024
2,667,024
2,667,024
1,818,444
1,818,444
(848,580)
-31.8%
33X
Intergovernmental
2,802,959
3,674,594
2,534,000
5,788,626
5,788,626
1,549,000
1,549,000
(4,239,626)
-73.2%
34X
Charges for Services
4,979,558
5,125,389
5,030,696
5,165,919
5,165,919
5,157,412
5,159,946
(8,507)
-0.2%
35X
Fines and Penalties
4,258
7,500
2,000
2,000
2,000
2,000
2,000
-
0.0%
36X
Miscellaneous
739,182
1,098,510
395,000
619,020
619,020
594,299
595,000
(24,721)
-4.0%
37X
Proprietary Fund Revenues
482,308
281,299
400,000
400,000
400,000
400,000
400,000
-
0.0%
39X
Other Financing Sources
10,548,094
29,679,266
11,440,299
12,807,276
12,807,276
27,427,064
11,748,736
14,619,787
114.2%
Total Revenues:
$ 65,527,319
$ 87,329,884
$ 66,683,722
$ 72,319,145
$ 72,319,145
$ 83,666,106
$ 67,962,329
$ 11,346,961
15.7%
Expenditure Summary:
1XX
Salaries & Wages
13,943
10,472
1,188,929
1,188,929
1,188,929
454,852
468,498
(734,077)
-61.7%
2XX
Benefits
1,205
910
-
-
-
n/a
3XX
Supplies
92,915
20,939
1,000
101,300
101,300
2,000
2,000
(99,300)
-98.0%
4XX
Services and Charges
5,753,960
5,275,761
8,521,373
9,895,406
9,895,406
6,365,673
6,379,973
(3,529,733)
-35.7%
5XX
Intergovernmental
22,292
1,611
30,000
30,000
30,000
30,000
30,000
0.0%
6XX
Capital Outlay
2,397,811
799,713
52,000
798,665
798,665
181,000
(617,665)
-77.3%
7XX
Debt Service -Principal
500,000
12,882,847
1,253,881
1,878,881
1,878,881
16,056,088
1,844,716
14,177,207
754.6%
8XX
Debt Service -Interest
524,490
1,045,384
1,091,076
1,091,076
1,091,076
947,382
884,099
(143,694)
-13.2%
9XX
Internal Service
5,148,235
5,493,599
5,755,664
5,940,719
5,940,719
6,179,791
6,201,298
239,072
4.0 0
OXX
Other Financing Use
16,300,411
17,979,479
15,637,416
19,817,204
19,817,204
20,810,935
18,662,812
993,731
5.0%
Total nditures:
$ 30,755,262
$ 43,510,716
$ 33,531,339
$ 40,742,180
$ 40,742,180
$ 51,027,721
$ 34,473,396
$ 10,285,541
1 25.2%
C-59
OPERATING BUDGET
EXPENDITURE BY FUND:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
AdoptedAdjusted Projected
$Ch %Ch
Expenditure Summary:
001
General Fund
7,599,489
10,345,167
11,736,389
15,531,497
15,531,497
10,788,392
10,361,569
(4,743,105)
-30.5%
103
Utility Tax
9,142,916
8,661,285
9,687,000
11,230,239
11,230,239
12,058,633
12,034,394
828,394
7.4%
104
Sales/Use Tax- Affrd. & Supprt.
-
-
-
41,020
41,020
-
-
(41,020)
-100.0%
107
Special Contracts/Studies
6,056
28,003
7,000
407,000
407,000
(407,000)
-100.0%
109
HotcVM otel Lodging Tax
90,047
167,984
224,700
300,000
300,000
155,000
155,000
(145,000)
-48.3%
113
Real Estate Excise Tax
4,142,129
5,314,370
4,254,567
4,818,641
4,818,641
3,973,018
3,437,426
(845,624)
-17.5%
120
Paths & Trails
200,000
200,000
n/a
121
Technology Fund
-
67,100
67,100
181,000
14,300
113,900
169.7%
188
Strategic Reserve
2,213,331
-
-
-
601,800
2,000
601,800
n/a
189
Parks Reserve
719,409
15,793
-
n/a
201
Debt Service
2,024,490
13,928,233
2,344,957
2,969,957
2,969,957
17,203,153
2,866,189
14,233,196
j 479.2%
301
Downtown Redevelopment
505,393
100,000
100,000
600,000
205,000
500,000
500.0%
302
City Facilities
618
-
-
-
115,000
-
n/a
307
Capital Project Reserve
-
-
-
n/a
308
Performing Arts Center
307,046
71,989
-
n/a
506
Self Health Insurance 4,639,743
1 Unemployment Insurance 84,004
4,264,644
5,256,726
5,256,726
5,256,726
5,256,726
5,256,726
0.0%
507
9,634
20,000
20,000
20,000
10,000
10,000
(10,000)
-50.0%
Total nditures: S 30,755,262 S 43,510,717
$ 33,531,339
$ 40,742,180
$ 40,742,180
$ 51,027,721
$ 34,473,396
$ 10,285,541
25.2%
OPERATING BUDGET
DUMAS BAY
CENTRE
MANAGER
Rob Ettinger
■ Conference &
Retreat Rentals
■ Business Rentals
■ Theatre Rentals
■ Cultural Arts
Programs
■ Facility
Management
■ Grounds
Maintenance
■ Contract Admin.
■ Marketing &
Promotions
■ Brooklake
Community
Center
■ Concessions
PARKS, RECREATION AND I ADMINISTRATIVE
CULTURAL SERVICES DIRECTOR ASSISTANT II
Mary Jaenicke
John Hutton
■ 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
COMMUNITY
CENTER
MANAGER
Leif Ellsworth
■ Overall
Management of
Resources,
Programs and Staff
■ Community/Center
Recreation and
Physical Plant
Operations
■ Operating Budget
and Capital
Reserves
Management
■ Manage
Marketing/Promoti
ons and
Community
Outreach
PARKS DEPUTY
DIRECTOR
Jason Gerwen
• Open Space & Trails
■ Park Renovation
■ Contract Admin.
■ City Facilities Mgmt.
■ Security Systems
■ Commission Support
■ Urban Forestry Mgmt.
■ CIP Management
PARKS
MAINTENANCE &
FACILITIES
MANAGER
Derreck Presnell
■ Neighborhood
Parks
■ Community Parks
■ Volunteer
Programs
■ Athletic Field
Maintenance
■ Grounds
Maintenance
■ Rec. & Community
Event Support
■ Play Structures
■ Direct Crews
■ Open Space &
Trails
RECREATION
MANAGER
Cody Geddes
■ Youth and adult
athletics
■ Overall
Management of
Division and Staff
■ Operating Budget
■ Manage
Marketing/Promoti
ons and
Community
Outreach
■ Scheduling of
Athletic Facilities
COMMUNITY
RELATIONS
LIASON/CONTRACT
ADMINSTRATION
Autumn Gressett
■ Serves as Liaison for
the PAEC
■ Arrange all aspects
of Resident Arts
Organizations at
PAEC
■ Manage Contracts
for Entire
Department
C-61
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
2019/2020 ACCOMPLISHMENTS
• Installed energy efficient LED lighting in all meeting rooms, staff areas and entrance at the Dumas Bay Centre and Knutzen
Family Theatre.
• Installed USB outlets throughout parts of the facility to assist with guests adjusting charging needs.
• Installed new window coverings in Eagleview, Osprey and Heron rooms.
• Installed ultraviolet light purification systems in our mini -splits and HVAC for the Knutzen Family Theatre to help insure
guest safety from spreading virus.
• Created a new suite for guest rentals. This is the only overnight room to include a full bath, climate controlled environment
with a lounge/office area included.
• Created new overnight room on north 1st floor wing for guest usage.
• Continued to book operational rentals increasing revenue each year until March 12, 2020 when the pandemic required the
temporary closure of both the Dumas Bay Centre and the Knutzen Family Theatre.
• Software Upgrade — Recreation and Community Center successfully moved to a new software system. With RecTrac we
have seen an increase in online registration and have seen many efficiencies improve with installment billing and reporting.
• COVID Programming - Our staff has had to be flexible and able to change based on the scenarios we are given. We
successfully ran a socially distant camp this summer with an average of 48 participants. We have done virtual programs with
our inclusion program as well as equipment pick up for our Special Olympics athletes for virtual training.
• After School Program 19-20 for Mirror Lake, Sherwood Forest and Twin Lakes Elementary (September 2017) in
partnership with FWPS providing transportation to the Community Center.
• Special Olympics — Introduced two new health and fitness programs in 2019 — Zumba and Sports Conditioning. These two
new programs were added bringing the total number of health & fitness related programs to fourteen including Special
Olympic sports. A total 221 people participated in health & fitness or sporting activities since 2019.
• Arc of King County — Partnered with Arc of King County to offer monthly workshops and advocacy programs. These were
free programs that provided participants, parents, and caregivers crucial information related to the disability community.
• Hyde Shuttle — Added a third shuttle for seniors in the community to aid in mobility around Federal Way.
• Partnership with Celebration Shag — Provide programs and opportunities for SHAG residents at FWCC.
• Youth Commission Scholarship — Youth Commission made their goal of $10,000 for the FirStep Scholarship, created an
application and process for awarding monies.
• Partnership with KCLS — Providing a story walk at Panther Lake Park. A socially distant activity where families can read
a story as they make a lap around Panther Lake Trail.
• RWB and Miles for Meso of 2019 were some of the best we have ever done; operations were seamless and fluid among all
city staff and departments.
• Virtual Miles for Meso in 2020 was a success raising $15,000.
• Virtual and Outdoor Fitness Classes (2020) have been going well and seeing consistent attendance between 10-15
participants
• 2019 closure project list was completed on time.
• Successfully negotiated new contracts for Fireworks at RWB due to closure of previous business and landscaping company
utilized at the Federal Way Community Center.
• Facility Improvements:
o Grouting of locker rooms and cabanas
o City logo addition to entryway of FWCC
o Interior wall painting
o Gym floor refinishing
o Pool play feature slide replacement
o Steamer generator replacement
• Building positive relationships with PAEC Resident Artists Organizations.
• PAEC signage completed.
• Contract with DOC for cleaning of PAEC/Staircase.
• Waste Management contract for rental.
• Capital purchases able to be made (Staging, Risers & Advertising Monitors in lobby).
• Completed the PROS plan update.
• Opened the Panther Lake Trailhead and completed renovation of trail.
• Replaced artificial turf at Steel Lake Annex — Karl Grosch Field.
• Replace/expanded Wedgewood Park Playground.
• Replace/expanded Mirror Lake Playground.
C-62
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
2019/2020 ACCOMPLISHMENTS
• Installed mini -split units in DBC meeting rooms.
• Facility adjustments to comply with Covid-19 requirements.
2021/2022 KEY PROJECTS ANTICIPATED
• Continue to rebook cancelled contracts to improve outlook for 21 & 22.
• Build improvements to ensure guest and staff safety as new normal operations resume.
• Design operations to continue to capture necessary revenue from clients and reducing expenditure where possible.
• Install additional mini -split units in overnight rooms to improve guest comfort.
• Replace windows in meeting spaces.
• Create innovative and safe programming to return to pre-COVID revenue levels.
• Distribute Youth Commission scholarship funds for free or very low cost opportunities.
• Explore mobile recreation vans to underserved areas of Federal Way.
• Recovery from Covid-19 losses:
o Membership unit increases
o Program/Group fitness participation
o General individual fitness/recreation participation
• Ensuring public trust and safety after Covid-19.
• Leisure pool slide replacement and play structure through grant funding.
• Water heater array replacement.
• Increase youth sport league opportunities through partnerships with existing community groups.
• Explore offering swim lessons to FWPS second graders as a PE course to further drowning prevention education.
• Regional Marketing Campaign.
• Website revision.
• Replacement of playgrounds (next up: Alderbrook, Celebration Park and Heritage Woods).
• Replacement of Lakota Parking Lot.
• Implementation of SDS management system.
• Brooklake Dam assessment.
PROPOSED CAPITAL PROJECTS AND FUNDING SOURCES (DOLLARS IN THOUSAND):
Sources (in thousands)
Misc / Prior Total
REEr Trsfrs Years' Sources
Sources
Total
Construct Expenses
2021 Proposed Projects
Major Maint & Impr - Existing Park Fa
$ - $ - $ 90 $ 90
$ 90 $ 90
Annual Playground Rep& Repl Prog
- - 100 100
100 100
Total2021
$ - $ - $ 190 $ 190
1 $ 190 $ 190
Sources (in thousands)
Misc / Prior Total
REEL' Trsfrs Years' Sources
Sources
Total
Construct Ekpenses
2022 Proposed Projects
Major Maint & Impr - Existing Park Fa
75 75
300 300
75 75
Annual Playground Rep& Repl Prog
300 300
Total2022
$ - $ - $ 375 $ 375
$ 375 $ 375
C-63
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
DEPARTMENT POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted Adjusted Projected
Administration:
Director of Parks, Rec. & Cultural Svcs.
1.00
1.00
1.00
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
25
General Recreation:
Recreation Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
43
CR Liaison/Contract Admin
-
-
-
-
1.00
1.00
1.00
43
Recreation Coordinator
3.50
3.50
3.50
3.50
3.50
3.50
3.50
33
Graphics Coordinator
0.33
0.33
0.33
0.33
0.33
0.33
0.33
33
Administrative Assistant I
1.00
1-00-F
1.00
1.00
1.00
1.00
1.00
1 18
Maintenance:
i
Parks Deputy Director
1.00 1.00 1.00 1.00 1.00
1.00 1.00 58
Parks Maintenance & Facilities Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
43
Park & Facilities Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
38
Maintenance Worker - Lead
3.00
3.00
3.00
3.00
3.00
3.00
3.00
26m
Maintenance Worker I -
1.0 FTE funded by Prop. 1
8.00
8.00
8.00
8.75
8.75
9.00
9.00
22m
Facilities Maintenance Worker
2.00
1.50
1.50
1.50
1.50
2.00
2.00
22m
Total General Fund:
23.63
23.13
23.13
23.88
24.88
25.63
25.63
n/a
Federal Way Community Center:
Community Center Manager
1.00 1.00 1.00 1.00
1.00
1.00 1.00 43
Recreation/CC Supervisor
1.00
-
-
-
-
-
-
39
Office Technician ll*
1.00
1.00
1.00
-
-
-
-
14
Recreation Coordinator II -Aquatics
1.00
1.00
1.00
1.00
1.00
1.00
1.00
36
Fitness Coordinator
-
1.00
1.00
1.00
1.00
1.00
1.00
33
Community Center Services Coordinator
1.00
1.00
1.00
-
-
-
-
33
Rental Services Coordinator
-
-
-
1.00
1.00
1.00
1.00
33
Graphics Coordinator
0.33
0.33
0.33
0.33
0.33
0.33
0.33
33
Customer Service Coordinator
-
1.00
1.00
1.00
1.00
1.00
1.00
33
Aquatic Facility Operator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
26m
Administrative Assistant I
1.00
-
-
1.00
1.00
1.00
1.00
18
Custodian -Community Center
2.00
2.00
2.00
2.00
2.00
2.00
2.00
14m
Lead Lifeguard
2.00
2.00
2.00
2.00
2.00
2.00
2.00
13
Total Federal Way Comm. Center:
11.33
11.33
11.33
11.33
11.33
11.33
11.33
n/a
Dumas Bay Centre:
Diunas Bay Centre Manager
1.00
1.00 1.00
1.00
1.00 1.00
1 1.00
43
Chef/Kitchen Coordinator
-
1.00
1.00
1.00
1.00
1.00
1.00
33
Chef/Kitchen Supervisor
1.00
-
-
-
-
-
-
23
Administrative Assistant I
1.00
1.00
1.00
1.00
1.00
1.00
1.00
18
Total Dumas Bay Centre:
3.00
3.00
3.00
3.00
3.00
3.00
3.00
n/a
Performing Arts & Event Center:
Community Relations Liason/Contract Admin
1.00
1.00
1.00
1.00
-
-
-
43
PAEC Director
1.00
-
-
-
58j
Operations Manager
1.00
43
Development Supervisor
1.00
38
Marketing Coordinator
1.00
30
Patron Services Coordinator
1.00
30
Technical Supervisor
1.00
37
Administrative Assistant II
1.00
24
Performing Arts Event Center:
8.00
1.00
1.00
1.00
-
-
-
n/a
Total Regular Stafflng
45.96
38.46
38.46
39.21
39.21
39.96
39.96
n/a
Change from prior year
(7.50)
-
0.75
-
0.75
-
n/a
Grand Total Staffing
45.96
1 38.46
1 38.46
39.21
1 39.21
39.96
39.96
n/a
C-64
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
PURPOSE/DESCRIPTION:
The Parks, Recreation, and Cultural Services Department consists
of five divisions: Parks Administration, Parks General Recreation,
Federal Way Community Center, Dumas Bay Centre, and Parks
Maintenance. The Department's mission is to enrich community
life through the provision and stewardship of parks, leisure and
cultural experiences.
2021 Proposed Expenditures by Category
GOALS/OBJECTIVES:
■ Provide cost-efficient quality recreation and cultural programs
to meet the needs of all ages, interests and abilities.
■ Provide a high quality of maintenance for all park areas and
facilities.
■ Provide a balance of services and programs in parks and Persor
facilities for Federal Way's diverse population 48.4
• 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 and maintain all City buildings and structures.
■ Promote a culture of teamwork and public service in all parks, recreation, and cultural activities.
DEPARTMENT SUMMARY:
Svc/Chgs
tergov't
0.5 %
.1 Service
3%
vital
No
inancing
se
1%
Code
Item
2111
Actual
2111
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
I Adopted
I Adjusted
I Projected
$ Ch
% Ch
General Fund Operating Expenditure Summary:
310
Administration
274,015
272,113
275,015
275,015
275,015
281,647
281,647
6,632
2.4%
33x
Maintenance
2,271,593
2,397,621
2,394,125
2,628,602
2,628,602
2,376,688
2,391,575
(251,914)
-9.6%
35x
General Recreation
1,490,414
1,561,497
1,407,334
1,409,687
1,409,687
1,496,157
1,520,473
86,470
6.1%
Subtotal GFOperating Ex :
$ 4,036,022
$ 4,231,231
$ 4,076,474
$ 4,313,304
$ 4,313,304
$ 4,154,492
$ 4,193,695
$ (158,812)
-3.7%
Non -General Fund Operating Expenditure Summary:
III I FW Community Center
2,474,036
2,493,844
2,331,150
1,766,615
1,766,615
2,245,642
2,756,334
479,027
27.1%
Subtotal New Comm Center
$ 2,474,036
$ 2,493,844
$ 2,331,150
$ 1,766,615
$ 1,766,615
$ 2,245,642
$ 2,756,334
$ 479,027
27.1%
114
Prop 1 Fund
115,147
116,328
103,437
103,437
103,437
104,802
104,802
1,365
1.3%
Subtotal Prop 1 Fund
$ 115,147
$ 116,328
$ 103,437
$ 103,437
$ 103,437
$ 104,802
$ 104,802
$ 1,365
1.3%
115
PAEC Operating Fund
1,628,150
2,589,541
1,874,323
1,331,690
1,331,690
2,299,757
2,299,757
968,067
72.7%
Subtotal 115 PAEC Oper. Fund
$ 1,628,150
$ 2,589,541
$ 1,874,323
$ 1,331,690
$ 1,331,690
$ 2,299,757
$ 2,299,757
$ 968,067
72.7%
303 1 Parks CIP
917,149
276,358
300,000
400,000
400,000
190,000
375,000
(210,000)
-52.5%
Subtotal Parks CIP Fund
$ 917,149
$ 276,358
$ 300,000
$ 400,000
$ 400,000
$ 190,000
$ 375,000
$ (210,000)
-52.5%
402
Dumas Bay Centre
933,442
910,556
685,472
744,087
744,087
900,872
930,210
156,784
21.1%
505
Bldg & Furnishings
524,642
607,554
483,088
700,088
700,088
1,150,108
594,127
450,020
64.3%
Enterprise Fund Or
$ 1,458,084
$ 1,518,110
$ 1,168,560
$ 1,444,175
$ 1,444,175
$ 2,050,980
$ 1,524,337
$ 606,804
42.0%
Total nditures:
$10,628,588
$ 11,225,411
$ 9,853,945
$ 9,359,222
$ 9,359,222
$11,045,673
$11,253,926
$ 1,686,452
18.0%
C-65
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW
Responsible Manager: John Hutton, Parks Director
HIGHLIGHTS/CHANGES:
The Parks Department's proposed operating budget totals $11,045,673 and $11,253,926 in 2021 and 2022 respectively. This is an
increase of $1,686,452 or 18.0% to the 2021 proposed budget from the 2020 adjusted operating budget.. The table below includes
the General Fund, Federal Way Community Center Fund, Proposition 1 Fund, Performing Arts & Event Center, Dumas Bay Centre
Fund, Parks CIP, and Buildings and Furnishings Fund. Major line item changes include:
■ Salaries & Wages/Benefits - Net Increase of $309,024 due to scheduled step increases, restoring full-time staff at
the Federal Way Community Center (FWCC), and increasing temporary help back to the amounts needed to
operate FWCC and Dumas Bay Centre (DBC).
■ Supplies - Increase of $25,035 due to increasing supplies back to the amount needed when the FWCC & DBC are
operating.
■ Services and Charges - Increase of $1,002,689 due to increasing services and utilities back to the amount needed
when the FWCC, DBC, and Performing Arts & Event Center are operating.
■ Intergovernmental - Increase of $25,000 due to an increase in SWM fees.
■ Capital Outlays - Decrease of $218,307 due to less Parks CIP projects.
■ Other Financing Uses - Increase of $562,414 due to a one-time transfer out to the General Fund for operations.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
31X
Taxes
$ 115,147
$ 116,328
$ 103,437
$ 103,437
$ 103,437
$ 104,802
$ 104,802
$ 1,365
1.3%
33X
Intergovernmental
4,000
14,000
5,000
5,000
5,000
-
-
(5,000)
-100.0%
34X
Charges for Services
3,295,589
3,317,781
4,509,447
2,373,001
2,373,001
3,315,945
3,315,945
942,944
39.7%
36X
Miscellaneous
1,910,919
2,344,515
1,606,357
1,183,252
1,183,252
2,257,909
2,775,216
1,074,657
90.8%
39X
I Other Financing Source
21129,738
2,328,000
635,000
2,422,717
2,422,717
1,415,004
1,423,264
1 (1,007,713)
-41.6%
Total Revenues:
$ 7,455,393
$ 8,120,623
$6,859,241
$ 6,087,407
$ 6,087,407
$ 7,093,660
$ 7,619,227
$ 1,006,253
16.5%
Expenditure Summary:
1XX
Salaries and Wages
4,146,453
4,167,332
4,008,140
3,722,470
3,722,470
4,271,660
4,340,413
549,189
14.8%
2XX
Benefits
1,491,071
1,466,482
1,360,597
1,310,597
1,310,597
1,070,432
1,095,039
(240,165)
-18.3%
3XX
Supplies
779,483
837,375
670,662
720,627
720,627
745,662
745,662
25,035
3.5%
4XX
Services and Charges
3,094,844
4,223,569
3,246,035
2,973,865
2,973,865
3,976,554
4,001,554
1,002,689
33.7%
5XX
Intergovernmental
6,483
9,457
25,105
25,105
25,105
50,105
50,105
25,000
99.6%
6XX
Capital Outlays
1,000,793
370,508
300,000
441,000
441,000
222,693
875,000
(218,307)
-49.5%
8XX
Debt Service -Interest
981
10,611
-
-
-
-
-
-
n/a
9XX
Internal Services/Othei
108,479
140,077
243,405
165,557
165,557
146,153
146,153
(19,404)
-11.7%
OXX
Other Financing Use
562,414
562,414
n/a
Total nrbtures:
$ 10,628,588
1 $11,225,411
$ 9,853,945
$ 9,359,222
$ 9,359,222
$11,045,673
$ 11,253,926
$ 1,686,452
18.0%
r ��
OPERATING 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 coordinating or central
office for customer inquiries and information distribution for all
parks and recreation programs.
GOALS/OBJECTIVES:
2021 Proposed Expenditures by
Category
pplies
l.%
Svc/Chgs
1.5%
■ Improve and enhance new and existing parks, tacihties, 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 space with
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.
PERFORMANCE MEASURES:
Type/Description 2019 2020 2021 2022
Workload Measures:
Number of commissions and committees supported 4
Number of Capital Projects Managed 3
Outcome Measures:
Total Acres of Park and Open Space 1124
Total Square Feet of Facilities operated and maintained 251,791
Parks and Recreation Projected New Funding for Capital Budget $300,000
POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
I Proposed
Grade
Adopted Adjusted Projected
Administration:
Director of Parks, Rec. & Cultural Svcs.
1.00
1.00
1.00
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
25
Total Regular Staffing
1.80
1.80
1.80
1.80
1.80
1.80
1.80
n/a
Change from prior year
-
-
-
-
-
-
-
n/a
Grand Total Staffing
1.80
1.80
1.80
1.80
1.80
11.80
11.80
1 n/a
C-67
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES ADMINISTRATION
Responsible Manager: John Hutton, Parks Director
HIGHLIGHTS/CHANGES:
The Administration Division proposed operating budget for 2021/2022 is $281,647 and $281,647 respectively. This is an
increase of $6,632 or 2.4% to the 2021 proposed budget from the 2020 adjusted operating budget. Major line item changes
include:
■ Salaries & Wages/Benefits -Net Increase of $6,632 due to schedule step increases,
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adi
I Adopted
I Adjusted
I Projected
$ Chg
I % Chg
Expenditure Summary:
1XX
Salaries & Wages
195,240
200,329
190,606
190,606
190,606
199,555
199,555
8,950
4.7%
2XX
Benefits
63,090
64,623
78,148
78,148
78,148
75,831
75,831
(2,317)
-3.0%
3XX
Supplies
5,355
1,993
2,110
2,110
2,110
2,110
2,110
-
0.0%
4XX
Services and Charges
10,330
5,168
4,151
4,151
4,151
4,151
4,151
-
0.0%
Total nditures:
$ 274,015
$ 272,113
1 $ 275,015
1 $ 275,015
1 $ 275,015
$ 281,647
1 $ 281,647
$ 6,632
2.4%
New Town Square Park in Federal Way
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES GENERAL RECREATION
Responsible Manager: Cody Geddes, Recreation Manager
PURPOSE/DESCRIPTION:
The General Recreation Division plans and manages 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.
2021 Proposed Expenditures by Category
L.,
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:
2019 2020
1520
1350
350
71.7%
3,300
11,700
141,600
2021 2022
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
General Recreation:
Recreation Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
43
CR Liaison/Contract Admin
-
-
-
-
1.00
1.00
1.00
43
Recreation Coordinator
3.50
3.50
3.50
3.50
3.50
3.50
3.50
33
Graphics Coordinator
0.33
0.33
0.33
0.33
0.33
0.33
0.33
33
Administrative Assistant I
1.00
1.00
1.00
1.00
1.00
1.00
1.00
18
Total General Fund:
5.83
5.83
5.83
5.83
6.83
6.83
6.83
n/a
Total Regular Staffing
5.83
5.83
5.83
5.83
6.83
6.83
6.83
n/a
Change from prior year
-
-
-
-
1.00
-
-
n/a
Grand Total Staffing
5.83
5.83
5.83
5.83
6.83
6.83
6.83
n/a
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES GENERAL RECREATION
Responsible Manager: Cody Geddes, Recreation Manager
HIGHLIGHTS/CHANGES:
The General Recreation Division Budget includes Athletics and Special Services, and Community Recreation and Cultural
Services. The General Recreation proposed operating budget for 2021/2022 is $1,496,157 and $1,520,473 respectively. This is
an increase of $86,470 or 6.1% to the 2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
■ Salaries & Wages/Benefits - Net Increase of $86,470 due to moving 1.0 FTE CR Liaison/Contract Admin to
General Recreation from Performing Arts & Event Center.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
kAdoptedTAdjusted
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Projected
$ Chg
% Chg
Revenue Summary:
33X
Intergovernmental
$ 4,000
$ 14,000
$ 5,000
$ 5,000
$ 5,000
$ -
$ -
$ (5,000)
-100.0%
34X
Charges for Services
954,654
859,765
890,650
890,650
890,650
890,650
890,650
0.0%
36X
Miscellaneous
198,610
231,523
154,350
154,350
154,350
154,350
154,350
0.0%
Total Revenues:
$ 1,157,264
$ 1,105,288
$1,050,000
$1,050,000
$1,050,000
$1,045,000
$1,045,000
$ (5,000)
-0.5%
Expenditure Summary:
1XX
Salaries and Wages
786,654
861,037
799,545
801,898
801,898
918,659
936,279
116,761
14.6%
2XX
Benefits
216,762
225,296
229,839
229,839
229,839
199,549
206,244
(30,291)
-13.2%
3XX
Supplies
84,083
113,169
97,541
97,541
97,541
97,541
97,541
0.0%
4XX
Services and Charges
401,976
361,029
280,284
280,284
280,284
280,284
280,284
0.0%
5XX
Intergovernmental
939
966
125
125
125
125
125
0.0%
Total Expenditures:1
$ 1,490,414
1 $ 1,561,497
1 $1,407,334
1 $1,409,687
1 $1,409,687
1 $1,496,157
1 $1,520,473
1 $ 86,470
6.1%
C-70
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES COMMUNITY CENTER
Responsible Manager: Leif Ellsworth, Manager, Community Center
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 charges a single —
use fee and a discounted membership fee for pass holders, and
also serves as a location for many general recreation classes
and 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 a contemporary venue and excellent service staff
for community- wide event, private occasion, and business
rentals.
■ Provide opportunities for new athletic programs for young children that promote economic development.
■ Serve as a venue for general recreation programs, athletics, and senior services.
2021 Proposed Expenditures by Category
Urr""M
Yergov't
0.9%
Membership
■ Increase member retention from our current average of approximately 50% by implementing the following strategies:
■ Continue using the fitness assessment for new members by using the following measures:
■ 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 Ix 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-71
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES COMMUNITY CENTER
Responsible Manager: Leif Ellsworth, Manager, Community Center
PERFORMANCE MEASURES:
Type/Description
2019 2020
Workload Measures:
Number of operational hours
4,910
Number of birthday party rentals
500
Number of special event rentals
100
Number of meeting rentals
400
Number of swim classes
2,200
Efficiency Measures:
Operating within or better than designated utility tax
Yes
contribution
Efficiency Measures:
Number of active passes
3,300
Number of community center class enrollments
1,400
Number of pass holder visits
180,000
Number of daily admissions
75,000
POSITION INVENTORY:
2021 2022
Positions
2018
Actual
2019
I Actual
2020
2021
Proposed
2022
I Proposed
Grade
Adopted
Adjusted
Projected
Federal Way Community Center:
Community Center Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
43
Recreation/CC Supervisor
1.00
-
-
-
-
-
-
39
Recreation Coordinator II -Aquatics
1.00
1.00
1.00
1.00
1.00
1.00
1.00
33
Fitness Coordinator
-
1.00
1.00
1.00
1.00
1.00
1.00
33
Graphics Coordinator
0.33
0.33
0.33
0.33
0.33
0.33
0.33
33
Community Center Services Coordinator
1.00
1.00
1.00
-
-
-
-
33
Rental Services Coordinator
-
-
-
1.00
1.00
1.00
1.00
33
Customer Service Coordinator
-
1.00
1.00
1.00
1.00
1.00
1.00
33
Aquatic Facility Operator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
26m
Administrative Assistant I
1.00
-
-
1.00
1.00
1.00
1.00
18
Office Technician II
1.00
1.00
1.00
-
-
-
-
14
Custodian -Community Center
2.00
2.00
2.00
2.00
2.00
2.00
2.00
14m
Lead Lifeguard
2.00
2.00
2.00
2.00
2.00
2.00
2.00
13
Total Federal Way Comm. Center:
11.33
11.33
11.33
11.33
11.33
11.33
11.33
n/a
Total Regular Staffing
11.33
11.33
11.33
11.33
11.33
11.33
11.33
n/a
Change from prior year
-
-
-
-
-
-
-
n/a
Grand Total Staffing
11.33
11.33
11.33
11.33
11.33
11.33
11.33
n/a
C-72
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES COMMUNITY CENTER
Responsible Manager: Leif Ellsworth, Manager, Community Center
The proposed operating budget is $2,245,642 in 2021 and $2,756,334 in 2022. This is an increase of $479,027 or 27.1% to the
2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
■ Salaries & Wages/Benefits - Net Increase of $269,800 due to scheduled step increases, restoring full-time staff
and increasing temporary help back to the amount needed when the facility is operating. The staff reduction in
2020 was due to Covid-19 closures and the City is planning to bring them back in 2021.
■ Supplies - Increase of $11,535 due to increasing supplies back to the amount needed when the facility is operating.
■ Services and Charges - Increase of $165,000 due to increasing services and utilities back to the amount needed
when the facility is operating.
■ Capital Outlay - Increase of $32,693 due to one-time purchase of water heater array.
REVENUE AND EXPENDITURE:
Code
Item
2011
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
I Projected
$ Chg
% Chg
Revenue Summary:
34X
Charges for Services
$ 1,587,291
$1,338,501
$1,590,875
$ 928,875
$ 928,875
$1,590,875
$1,590,875
$ 662,000
71.3%
36X
Miscellaneous
317,003
379,449
350,000
245,485
245,485
382,693
850,000
137,208
55.9%
39X
Other Financing Source
579,474
387,000
312,000
883,987
883,987
279,307
308,227
(604,680)
-68.4%
Total Revenues:
$ 2,483,768
$ 2,104,951
$ 2,252,875
$ 2,058,347
$ 2,058,347
$ 2,252,875
$ 2,749,102
$ 194,528
9.5%
Expenditure Summary:
1XX
Salaries & Wages
1,228,498
1,264,265
1,201,250
871,250
871,250
1,223,094
1,255,634
351,844
40.4%
2XX
Benefits
428,706
396,537
384,400
334,400
334,400
252,356
263,201
(82,044)
-24.5%
3XX
Supplies
195,133
231,375
194,000
182,465
182,465
194,000
194,000
11,535
6.3%
4XX
Services and Charges
478,593
564,561
511,000
358,000
358,000
523,000
523,000
165,000
46.1%
5XX
Intergovernmental
3,700
3,679
20,500
20,500
20,500
20,500
20,500
0.0%
6XX
Capital Outlay
139,408
33,427
-
-
-
32,693
500,000
32,693
n/a
9XX
Internal Services/Othe
-
-
20,000
-
-
-
-
100.0%
Total nditures:
$ 2,474,036
$ 2,493,844
$ 2,331,150
$1,766,615
$1,766,615
$ 2,245,642
$ 2,756,334
$ 479,027
27.1%
Federal Way Community Center at night
C-73
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DUMAS BAY CENTRE
Responsible Manager: Rob Ettinger, DBC Manager
PURPOSE/DESCRIPTION:
Dumas Bay Centre is operated as an enterprise fund. The multi-
use facility offers business retreat and overnight and day use
accommodations, rentals for events such as weddings and family
celebrations. A 12 acre passive use park 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 supplies
classes, technical theater classes, business and special events rentals. 21.9%
The facility also provides space for Recreation and Cultural
Services classes on the lower level of the building.
GOALS/OBJECTIVES:
2021 Proposed Expenditures by Category
Intergov't Interfund
n au/_
■ 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 revenue while raising awareness of the facility and services offered.
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
50.7%
2019 2020 2021 2022
250
215
8
$628,000
98.0%
2
115
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Dumas Bay Centre:
Dumas Bay Centre Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
43
Chef/Kitchen Coordinator
-
1.00
1.00
1.00
1.00
1.00
1.00
33
Chef/Kitchen Supervisor
1.00
-
-
-
-
-
-
23
Administrative Assistant I
1.00
1.00
1.00
1.00
1.00
1.00
1.00
18
Total Dumas Bay Centre:
3.00
3.00
3.00
3.00
3.00
3.00
3.00
n/a
Change from prior year
-
-
-
-
-
-
-
n/a
Grand Total Staffing
3.00
3.00
3.00
3.00
3.00
3.00
3.00
n/a
C-74
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES DUMAS BAY CENTRE
Responsible Manager: Rob Ettinger, DBC Manager
HIGHLIGHTS/CHANGES:
The Dumas Bay Centre proposed operating budget totals $900,872 in 2021 and $930,210 in 2022. This is a 21.1% or $156,784
increase to the 2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
■ Salaries & Wages/Benefits - Net Increase of $72,776 due to scheduled step increases, and increasing temporary
help back to the amount needed when the facility is operating. The staff reduction in 2020 was due to Covid-19
closures and the City is planning to bring them back in 2021.
■ Supplies - Increase of $103,000 due to increasing food and supplies back to the amount needed when the facility is
operating.
■ Services and Charges - Decrease of $7,715 due to reducing one-time maintenance projects within the facility.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
I Proposed
21 Proposed - 20 Ad'
Ado ted
Adjusted
Projected
$ Chg
Ch
Revenue Summary:
34X
Charges for Services
$ 254
$ 197
$ 254
$ 254
$ 254
$ 254
$ 254
0.0%
36X
Miscellaneous
886,139
925,720
764,997
359,407
359,407
784,897
834,897
425,490
118.4%
39X
Other Financing Source
123,501
-
23,000
283,371
283,371
115,720
95,060
(167,651)
-59.2%
TotalRewnues:
$ 1,009,894
$ 925,917
$ 788,251
$ 643,032
$643,032
$ 900,871
$ 930,211
$ 257,839
40.1%
Expenditure Summary:
1XX
Salaries & Wages
348,340
347,239
298,278
302,278
302,278
372,570
375,714
70,292
23.3%
2XX
Benefits
121,664
116,870
82,035
82,035
82,035
84,520
85,714
2,484
3.0%
3XX
Supplies
189,355
230,553
122,036
94,036
94,036
197,036
197,036
103,000
109.5%
4XX
Services and Charges
228,975
181,862
128,459
211,074
211,074
203,359
228,359
(7,715)
-3.7%
SXX
Intergovernmental
895
921
4,200
4,200
4,200
4,200
4,200
-
0.0%
9XX
Internal Services/Othe
44,213
33,111
50,464
50,464
50,464
39,187
39,187
(11,277)
22.30/,
Total nditures:l
$ 933,442
1 $ 910,556
1 $ 685,472
1 $ 744,087
1 $744,087
1 $ 900,872
1 $ 930,210
1 $ 156,784
121.1%
C-75
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE
Responsible Manager: Jason Gerwen, 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, three trail systems for use by its
citizens, and a park system that exceeds 1,100 acres. The Park
Maintenance Division is responsible for facility maintenance and
operations of City Hall, Police Storage, Steel Lake Annex, Steel Lake
Maintenance Facility, the landscape at the Community/Senior Center,
Dumas Bay Centre, and other City 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.
2021 Proposed Expenditures by Category
M
Personnel
72.3
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
2019
Workload Measures:
Number of parks with athletic fields
5
Number of sites requiring routine safety inspections
35
Number of park acres routinely maintained
657
Number of developed parks that require litter control
32
Number of restroom facilities
10
Number of city owned major facilities maintained
8
Number of other city owned buildings maintained
10
Outcome Measures:
% of work orders completed Win requested time frame
70%
% acres of athletic fields maintained in good condition
75%
% of park land mowed on schedule
85%
% of trash removed on schedule
90%
% of restrooms cleaned and sanitized daily
90%
POSITION INVENTORY:
2020 2021
2022
Intergov't
1.0%
Positions
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Maintenance:
Parks Deputy Director
1.00
1.00
1.00
1.00
1.00
1.00
1.00
58
Parks Maintenance & Facilities Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
43
Park & Facilities Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
38
Maintenance Worker - Lead
3.00
3.00
3.00
2.00
2.00
2.00
2.00
26m
Maintenance Worker I -
1.0 FT funded by Prop. 1
8.00
8.00
8.00
8.75
8.75
9.00
I
9.00
22m
Total Regular Staging
14.00
14.00
14.00
13.75
13.75
14.00
14.00
n/a
Change from prior year
-
-
-
(0.25)
-
0.25
-
n/a
Grand Total Staffing
14.00
14.00
14.00
13.75
13.75
14.00
14.00
n/a
C-76
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE
Responsible Manager: Jason Gerwen, Parks Deputy Director
HIGHLIGHTS/CHANGES:
The Park Maintenance proposed operating budget totals $2,481,490 in 2021 and $2,496,377 in 2022. This is a 9.2% or
$250,549 decrease to the 2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
■ Salaries & Wages/Benefits - Net Decrease of $111,778 due to moving a facilities maintenance worker into the
505 Buildings & Furnishings Fund from the General Fund, and changes of benefits due to different employees
within the department division.
■ Supplies - Decrease of $89,500 due to the elimination of a one-time Covid-19 cleaning supplies.
■ Services and Charges - Decrease of $30,000 due to the elimination of a one-time Covid-19 services.
■ Intergovernmental - Increase of $25,000 due to an increase in SWM fees.
■ Capital Outlay - Decrease of $41,000 due to elimination of one-time capital purchases of equipment.
REVENUE AND EXPENDITURE SUMMARY:
PARKS MAINTENANCE - GENERAL FUND
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
39X I Other Financing Sources
$
$ -
$ -
$
$ -
$ -
$
n/a
Total Revenues:
$ -
$
$ -
$ -
$ -
$ -
$ -
$ -
n/a
Expenditure Summary:
1XX
Salaries & Wages
1,098,220
1,247,919
1,276,316
1,330,293
1,330,293
1,332,956
1,343,744
2,663
0.2%
2XX
Benefits
500,553
560,216
491,821
491,821
491,821
372,744
376,843
(119,077)
-24.2%
3XX
Supplies
183,577
178,815
226,166
315,666
315,666
226,166
226,166
(89,500)
-28.4%
4XX
Services and Charges
488,293
406,923
399,542
449,542
449,542
419,542
419,542
(30,000)
-6.7%
5XX
Intergovernmental
950
3,748
280
280
280
25,280
25,280
25,000
8928.6%
6XX
I Capital Outlay
41MO
41,000
1 - -
(41,000)
-100.0%
Total &penditures:1
$ 2,271,593
1 $ 2,397,621
1 $ 2,394,125
1 $ 2,628,602 $ 2,628,602
1 $ 2,376,688 $ 2,391,575
1 $ (251,914)
-9.6%
PARKS MAINTENANCE - PROPOSITION I FUND
Code
2018
Item Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
I Adjusted
I Projected
1 $ Chg
I % Chg
Revenue Summary:
31X
Taxes
$ 115,147
1 $ 116,328
1 $ 103,437
1 $ 103,437
1 $ 103,437
1 $ 104,802
1 $ 104,802
1 1,365
1 1.3%
Total Revenues:
$ 115,147
1 $ 116,328
1 $ 103,437
1 $ 103,437
$ 103,437
1 $ 104,802
$ 104,802
1 $ 1,365
1.3%
Expenditure Summary:
1XX
Salaries & Wages
66,157
65,979
60,120
60,120
60,120
63,480
63,480
3,360
5.6%
2XX
Benefits
24,476
24,397
22,846
22,846
22,846
24,122
24,122
1,276
5.6%
4XX
Services and Charges
24,515
25,952
17,200
17,200
17,200
17,200
17,200
-
0.0%
9XX
Internal Services/Othe
-
-
3,271
3,271
3,271
-
-
(3,271)
-100.0%
Total nditures:
1 $ 115,147
$ 116,328
i $ 103,437
LLL03,437
$ 103,437
i $ 104,802
$ 104,802
$ 1,365
1.3%
C-77
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE FACILITIES
Responsible Manager: Jason Gerwen, 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 INVENTORY:
2021 Proposed Expenditures by
Category
Svc/Chgs
Personnel
Supplies 37.9%
4.9%
2019 2020 2021 2022
251,791
8
10
10
28
85%
100%
100%
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Maintenance Worker II
-
-
-
1.00
1.00
1.00
1.00
26m
Facility Maintenance Worker
2.00
1.50
1.50
1.50
1.50
2.00
2.00
22m
Total Regular Staffing
2.00
1.50
1.50
2.50
2.50
3.00
3.00
n/a
Change from prior year
-
(0.50)
-
1.00
-
0.50
-
n/a
Grand Total Staffing
1 2.00
1.50
1.50
2.50
2.50
3.00
3.00
n/a
r
OPERATING BUDGET
PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE FACILITIES
Responsible Manager: Jason Gerwen, Parks Deputy Director
HIGHLIGHTS/CHANGES:
The Park Maintenance Facilities (Building & Furnishings Fund) proposed operating budget in 2021/2022 is $1,150,108 and
$594,127 respectively. This is a 64.3% or $450,020 increase to the 2021 proposed budget from the 2020 adjusted budget. Major
line item changes include:
■ Salaries & Wages - Increase of $79,320 due to moving a facilities maintenance worker into the 505 Buildings &
Furnishings Fund from the General Fund, and adding 0.5 FTE facilities maintenance worker.
■ Benefits - Increase of $30,141 due to moving a facilities maintenance worker into the 505 Buildings & Furnishings
Fund from the General Fund.
■ Services and Charges - Decrease of $217,000 due to a one-time court upgrades, elevator repairs, and city hall
building maintenance.
■ Other Financing Uses - Increase of $562,414 due to a one-time transfer out to the General Fund for operations.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed -20 Ad'
Adopted
Adjusted
Projected
$ Ch
% Ch
Revenue Summary:
34X
I Charges for Services
$ 489,696
$ 507,696
$ 489,696
$ 489,696
$ 489,696 $ 489,696
$ 489,696
$
0.0%
36X
IMiscellaneous
62,406
53,325
659
659
659 659
659
0.0%
39X Other Financing Sources
500,000
-
-
-
- -
-
n/a
Total Revenues:
$1,052,102
$ 561,021
$ 490,355 $ 490,355 $ 490,355 $ 490,355 $ 490,355
$ -
0.0%
Expenditure Summary:
1XX
Salaries & Wages
85,112
98,936
82,026
82,026
82,026
161,346
166,008
79,320
96.7%
2XX
Benefits
52,913
51,677
31,170
31,170
31,170
61,311
63,083
30,141
96.7%
3XX
Supplies
36,697
51,386
28,809
28,809
28,809
28,809
28,809
-
0.0%
4XX
Services and Charges
349,920
405,410
336,227
553,227
553,227
336,227
336,227
(217,000)
-39.2%
SXX
Intergovernmental
144
-
-
-
n/a
9XX
Internal Services/Other
-
4,856
4,856
4,856
-
-
(4,856)
-100.0%
OXX
Other Financing Uses
-
-
-
562,414
-
562,414
100.0%
Total Expenditures:
$ 524,642
$ 607,554
$ 483,088
$ 700,088
1 $ 700,088
$ 1,150,108
$ 594,127
$ 450,020
64.3%
C-79
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
Kurt Schwan
Administrative Commander
■ Professional Standards
■ Internal Audit
■ Incident Review
■ Public Relations and Media
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
■ Supervise Animal Services Licensing
■ Program Administrator of Extra Duty
■ Department Support
■ Reports
SUPPORT SERVICES
Steve Neal
Deputy Chief
• Criminal Investigation (CIS)
o Persons Crimes
o Property Crimes
o Special Investigations Unit
(SIU)
o Gangs
o Criminal Intel.
■ Administration
o Civilian Operations/Records
o Budget
o Training
o Recruiting & Hiring
o Internal Investigations
o CALEANolunteers
o Quartermaster
o Fleet & Equipment
o Jail/Transport Officers
r i�
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PO L I C E DEPARTMENT OVERVIEW
Responsible Manager: Andy J. Hwang, Police Chief
2019-2020 ACCOMPLISHMENTS
■ Reduced overall Index and Quality of Life Crimes.
■ Patrol maintained continuity and response time, proactive in finding solutions for neighborhood crime problems.
■ Built relationships with private and public partners and the community itself by positive engagement in our daily
work and through various programs.
■ Conducted continual review of policies and procedures as required by CALEA for National Accreditation.
■ Successfully completed CALEA re -accreditation, 1 of 8 Nationally Accredited Agencies in the state of
Washington.
■ Successful transition of jail services to bring substantial cost savings, $2.1M.
■ Maintained the Registered Sex Offender verification program to enhance public safety and registration
compliance.
■ Distribution of monthly crime analysis information, and implementation of directed patrol and operational plans.
■ Provided all state and CALEA mandated training, including fair and impartial policing, crisis intervention
training, de-escalation training, and reality -based training.
■ Criminal Investigation Section conducted complex investigations with positive dispositions.
■ Successful recruitment and hiring of quality police officers and civilian staff.
■ Special Investigations Unit drug seizures, reduction of marijuana grow in neighborhoods.
■ Successfully met Washington State mandates on sexual assault kits, 638 kits processed and 3,000 files submitted.
■ Expansion of the Safe City Camera Program to enhance public safety.
■ Use of the Automated License Plate Reader (ALPR) Technology.
2021-2022 AGENCY GOALS:
■ Protect People and Property — Primary Goals
■ Provide for a safer community by having a positive impact on the Index and Quality of Life Crimes.
■ Maintain National CALEA re -accreditation, successfully undergo an on -site best practice audit.
■ Meet all CALEA mandatory annual and bi-annual training requirements, to include fair and impartial policing,
crisis intervention training, de-escalation training, and reality -based training.
■ Partner with stakeholders in the community, particularly people of color to foster a stronger relationship.
■ Maintain the Registered Sex Offender verification program to enhance public safety and registration compliance.
■ Distribute monthly crime analysis information, and implementation of directed patrol and operational plans.
■ Increase uniformed police presence on highway 99. Downtown, 2 1 " SW, and Campus Drive to impact crime.
■ Focus on key indicator crimes: Robbery, aggravated assaults, gun violence, commercial burglary, and auto theft.
■ Seek proactive measures to impact massage businesses and human trafficking.
■ Traffic enforcement with focus on DUI, reducing speed, and distracted driving.
■ Work closely with multi -family property management to quality of life and solve ongoing problems.
■ Successful management of jail services and contracts, bringing continual savings.
■ Coordinate emphasis with Puget Sound Auto Theft Task Force (PSATT) to combat auto thefts.
■ Increase presence of bicycle patrol officers in the downtown area.
■ Conduct emphasis patrols utilizing Special Investigations Unit (SIU), Special Operations Unit (SOU), and Gang
Officers to conduct specific emphasis in known problem areas.
■ Expansion of the Safe City Camera Program to enhance public safety.
■ Deployment of Automated License Plate Reader (ALPR) Technology.
r
OPERATING BUDGET
PO L I C E DEPARTMENT OVERVIEW
Responsible Manager: Andy J. Hwang, Police Chief
DEPARTMENT POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
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
2.00
2.00
2.00
2.00
2.00
2.00
2.00
55D
Commander
5.00
1 5.00
5.00
5.00
5.00
5.00
1 5.00
51C
Civilian Operations Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
46
Lieutenant (2 FTE - Prop 1 & 1-FTE Traffic Safety)
13.00
13.00
13.00
13.00
13.00
13.00
13.00
45I
Police Record Administrator
1.00
1.00
1.00
-
-
-
-
37
Office Manager
-
-
-
1.00
1.00
1.00
1.00
36
Police Officer* (17 FTE - Prop 1 & 8 FTE Traffic Safety)
110.00
113.00
113.00
113.00
113.00
116.00
116.00
32G
Crime Analyst Program Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1 1.00
32A
Jail Coordinator
-
-
-
1.00
1.00
1.00
1.00
32A
Property/Evidence Custodian
1.00
1.00
1.00
1.00
1.00
1.00
1.00
32
Executive Assistant
1.00
1.00
1.00
-
-
-
-
31
Crime Analyst/Prevention Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30A
Calea/volunteer Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30A
Transport Officer
-
-
-
3.00
1 3.00
3.00
3.00
30A
Quartermaster
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30A
Public Records Coordinator
-
-
-
1.00
1.00
1.00
1.00
27A
Animal Services Officer
2.00
2.00
2.00
2.00
2.00
2.00
2.00
24A
Property/Evidence Technician
1.00
1.00
1.00
1.00
1.00
1.00
1.00
20A
Administrative Assistant I
4.00
4.00
4.00
4.00
4.00
4.00
4.00
18A
Records Specialist (1 FTE-Prop 1)
11.00
11.00
11.00
11.00
11.00
11.00
1 11.00
18A
Customer Service Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
18A
Records Supervisor
2.00
2.00
2.00
2.00
2.00
2.00
2.00
29
Total RegularStaffing
160.00
163.00
163.00
167.00
167.00
170.00
170.00
1 n/a
Change from prior year
3.00
-
4.00
-
3.00
-
n/a
Funded on a One-time Basis:
Grant Total Staffing
160.00
163.00
163.00
167.00
167.00
170.00
1 170.00
n/a
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.
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PO L I C E DEPARTMENT OVERVIEW
Responsible Manager: Andy J. Hwang, Police Chief
2021 Proposed Expenditures by Category
PURPOSE/DESCRIPTION:
The Police Department utilizes a community based oriented
approach in providing law enforcement services to its citizens.
Innovative methods and advanced technology have allowed the Personnel
department to enhance its overall efficiency and operational 76.6%
effectiveness, to provide an increased level of safety to the
Community. The Police Department works cooperatively with
agencies in a regional approach when lnt Svc/Other
local law enforcement a
g g PP 0.1 io
providing specialty services such as the Valley Special Weapons
and Tactics Team (SWAT); Valley Independent Investigative
Team (VIIT) as well as police dispatch services through Valley Intergov't
Communications. The Police Department has achieved a level of 18.4%
success that is well recognized by both the local community, as
well as, other law enforcement agencies. 2021/2022 will provide
new opportunities for the department to continue with its primary sv%gs
3.8
goal of delivering the highest quality law enforcement services to 3'8��° Supplies
the community. Through teamwork and dedication, the agency 1.1%
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
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
31X
Taxes
$ 2,334,065
$ 2,124,101
$ 2,122,065
$ 2,026,534
$ 2,026,534
$ 2,472,625
$ 2,487,165
$ 446,092
22.0%
32X
License and Permits
89,118
84,880
99,000
99,000
99,000
99,000
99,000
0.0%
33X
Intergovernmental
583,301
824,773
429,500
449,500
449,500
432,000
432,000
(17,500)
-3.9%
34X
Charges for Services
1,297,588
1,457,931
1,281,766
1,752,586
1,752,586
1,752,586
1,752,586
-
0.0%
35X
Fines and Penalties
3,029,240
3,174,216
3,143,776
2,214,218
2,214,218
2,211,822
2,199,701
1 (2,396)
-0.1%
36X
Miscellaneous
359,587
119,076
68,500
68,500
68,500
68,500
68,500
0.0%
39X
Other Financing Sources
-
-
-
-
-
-
-
n/a
Total Revenues:
$ 7,692,898
$ 7,784,977
$ 7,144,607
$ 6,610,338
$ 6,610,338
$ 7,036,534
$ 7,038,951
$ 426,196
6.4%
Expenditure Summary:
91
Office of the Chief
344,909
353,578
378,884
378,884
378,884
402,109
402,109
23,225
6.1%
92-97
Support Services
6,003,464
6,262,464
6,705,008
6,712,751
6,712,751
7,689,393
7,939,370
976,642
14.5%
11X
Field Operations
11,590,982
11,930,460
11,759,921
12,321,636
12,321,636
11,902,630
12,150,923
(419,006)
-3.4%
Subtotal W/O contract
$ 17,939,354
$18,546,501
$18,843,813
$19,413,271
$19,413,271
$19,994,131
$ 20,492,402
$ 580,860
3.0%
98
1 Jail Services
6,417,479
5,932,095
4,341,950
4,048,950
4,048,950
3,303,463
3,319,584
(745,487)
-18.4%
98
Valley Communications
2,724,139
2,679,436
2,748,692
2,748,692
2,748,692
2,748,692L
2,748,692
0.0%
Subtotal Exp Contract
$ 9,141,618
$ 8,611,531
$ 7,090,642
$ 6,797,642
$ 6,797,642
$ 6,052,155
1 $ 6,068,276
1 $ (745,487)
-11.0%
Non -General Fund Ex enditure Summa :
112
Traffic Safety
3,695,192
3,686,211
3,447,952
3,447,952
3,447,952
1,992,687
2,019,227
(1,455,265)
42.2%
114
1 Prop 1 Fund
2,550,110
2,552,946
2,764,419
2,764,419
2,764,419
2,779,468
2,832,128
15,049
0.5%
$ 6,245,302
$ 6,239,157
$ 6,212,370
$ 6,212,370
$ 6,212,370
$ 4,772,154
$ 4,851,356
$ (1,440,216)
-23.2%
Totallypenditures:
$ 33,326,274
$33,397,189
$32,146,825
$32,423,283
$32,423,283
$30,818,440
$31,412,033
$ (1,604,843)
-4.9%
OPERATING 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 proposed operating budget is $30,818,440 in 2021 and $31,412,033 in 2022. This is a 4.9% or
$1,604,843 decrease to the 2021 proposed budget from the 2020 adjusted budget. The table below includes General Fund,
Traffic Safety Fund, and Proposition Fund. The Major line item changes include:
• Salaries & Wages - Increase of $825,125 primarily due to adding three new COPS grant Police Officer FTE's, and
cost of living increases
• Benefits - Increase of $90,172 primarily due to adding benefits for three new Police Officer FTE's.
• Intergovernmental Services - Increase of $380,000 due to restoring the budget for jail services.
• Capital Outlay - Decrease of $87,000 due to the elimination of one-time equipment and vehicle purchases.
• Other Financing Use - Decrease of $2,549,087 due to eliminating a $1,000,000 one-time transfer out to debt service
fund for SCORE debt service, and eliminating $1,549,087 transfer out from Traffic Safety to the General Fund for
operations.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
31X
Taxes
$ 2,334,065
$ 2,124,101
$ 2,122,065
$ 2,026,534
$ 2,026,534
$ 2,472,625
$ 2,487,165
$ 446,092
22.0%
32X
License and Permits
89,118
84,880
99,000
99,000
99,000
99,000
99,000
-
0.0%
33X
Intergovernmental
583,301
824,773
429,500
449,500
449,500
432,000
432,000
(17,500)
-3.9%
34X
Charges for Services
1,297,588
1,457,931
1,281,766
1,752,586
1,752,586
1,752,586
1,752,586
0.0%
35X
Fines and Penalties
3,029,240
3,174,216
3,143,776
2,214,218
2,214,218
2,211,822
2,199,701
(2,396)
-0.1%
36X
Miscellaneous
359,587
119,076
68,500
68,500
-
68,500
68,500
68,500
0.0%
39X
Other Financing Sources
-
-
-
-
-
-
n/a
Total Revenues:1
$ 7,692,898 $ 7,784,977
$ 7,144,607
$ 6,610,338 $ 6,610,338 $ 7,036,534
$ 7,038,951
$ 426,196
6.4%
Expenditure Summary:
1XX
Salaries & Wages
15,458,839
16,176,889
15,987,261
16,794,112
16,794,112
17,619,236
18,057,400
825,125
4.9%
2XX
Benefits
5,104,804
5,298,122
5,813,356
5,905,804
5,905,804
5,995,976
6,151,406
90,172
1.5%
3XX
Supplies
434,336
434,638
346,655
346,655
346,655
336,655
336,655
(10,000)
-2.9%
4XX
Services and Charges
1,181,172
1,248,536
1,243,829
1,249,724
1,249,724
1,180,724
1,180,724
(69,000)
-5.5%
5XX
Intergovernmental
9,127,256
8,604,411
7,055,642
5,288,992
5,288,992
5,668,992
5,668,992
380,000
7.2%
6XX
Capital Outlay
16,320
11,582
-
87,000
87,000
-
-
(87,000)
-100.0%
9XX
Internal Services/Other
456,508
62,678
150,996
201,910
201,910
16,857
16,857
(185,053)
-91.7%
OXX Other Financing Use
1,547,039
1,560,333
1,549,087
2,549,087
2,549,087
-
-
(2,549,087)
-100.0%
Total nditares:
I $ 33,326,274
1 $33,397,189
1 $32,146,825
$32,423,283
$32,423,283
$30,818,440
$31,412,033
$ (1,604,843)
-4.9%
r OA
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
POLICE ADMINISTRATION DIVISION
Responsible Manager: Andy J. Hwang, Police Chief
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, 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:
2021 Proposed Expenditures by Category
Supplies
1 Qo/
Persol
90.3
2019 2020* 2021**
• Number of staff hired
30
• Number of Police Officer applicants
528
• Total Crime Prevention community contacts
1,333
• Number of Orders of Protection processed
1,293
• Number of Concealed Pistol Licenses Processed
1,128
• Number of Public Disclosure Requests
2,895
• Total Animal Services Incidents
1,444
Outcome Measures:
• Number of police officer candidate background investigations
133
• Number of Items received into Property/Evidence
2,461
• Number of Orders of Protection served
437
• Number of Standards Investigations (Internal Investigations.)
3
• FWPD Animal Licenses sold
1,286
• Animal Infractions written
79
Efficiency Measures:
• Average vacancy rate (sworn)
3.74%
• % of background investigations resulting in qualified
22.5%
candidate
* (CALCULATIONS BASED ON 6 MONTH TOTALS X2)
* * (PROJECTED ESTIMATES ONLY
POSITION INVENTORY:
gs
2022**
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Director -Police Chief
1.00
1.00
1.00
1.00
1.00
1.00
1.00
58D
Office Manager
-
-
-
1.00
1.00
1.00
1.00
36
Executive Assistant
1.00
1.00
1.00
-
-
-
-
31
Total Regular Staffing
2.00
2.00
2.00
2.00
2.00
2.00
2.00
n/a
Change from prior year
-
-
-
-
-
-
n/a
Grant Total Staffing
2.00
2.00
2.00
2.00
2.00
2.00
2.00
n/a
OPERATING BUDGET
POLICE ADMINISTRATION DIVISION
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 proposed operating budget totals $402,109 in 2021 and $402,109 in 2022.
This is a 6.1% or $23,225 increase to the 2021 proposed budget from the 2020 adjusted budget. Major line items changes
include:
• Salaries & Wages - Increase of $22,068 primarily due to step increases and minor adjustments in position costs.
• Benefits - Increase of $1,157 primarily due to an increase in health insurance premiums.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
I Proposed
21 Proposed - 20 Adj
Adopted Adjusted I Projected
$ Chg % Chg
Expenditure Summary:
1XX
Salaries & Wages
245,201
261,231
240,960
240,960
240,960
263,028
263,028
22,068
9.2%
2XX
Benefits
80,138
83,110
98,794
98,794
98,794
99,951
99,951
1,157
1.2%
3XX
Supplies
4,159
2,081
7,630
7,630
7,630
7,630
7,630
-
0.0%
4XX
Services and Charges
15,411
7,156
31,500
31,500
31,500
31,500
31,500
-
0.0%
Total nclitures:
$ 344,909
1 $ 353,578
1 $ 378,884
1 $ 378,884
$ 378,884
1 $ 402,109
1 $ 402,109
$ 23,225
6.1%
New Federal Way Police vehicles
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
POLICE SUPPORT SERVICES DIVISION
Responsible Manager: Steve Neal, Deputy Chief
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 crimes 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
• Property / Evidence
• Crime Analysis / Prevention
• False Alarm Program
• Technology Initiatives
• Public Relations & Media
POSITION INVENTORY:
Administrative Section
• Department Budget
• Training
• Recruiting & Hiring
• Internal Investigations
• CALEA
• Quartermaster
• Fleet & Equipment
• Jail /Transport Officers
• Volunteer Coordination
2021 Proposed Expenditures by
C'ntpunry
Criminal Investigations
• Persons Crimes
• Property Crimes
• Special Investigations Unit (SIU)
• Gangs
• Criminal Intelligence
tal
Yo
Internal
vcs/Other
0.1%
,el
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Deputy Chief
1.00
1.00
1.00
1.00
1.00
1.00
1.00
55D
Commander
2.00
2.00
2.00
2.00
2.00
1.00
1.00
51C
Civilian Operations Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
46
Lieutenant (1 FTE - Prop 1)
4.00
4.00
4.00
4.00
4.00
4.00
4.00
45I
Police Record Administrator
1.00
1.00
1.00
-
-
-
-
37
Property/Evidence Custodian
1.00
1.00
1.00
1.00
1.00
1.00
1.00
32
Police Officer* (9 FTE - Prop 1)
23.00
26.00
26.00
26.00
26.00
41.00
41.00
32G
Crime Analyst Program Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
32A
Jail Coordinator
-
-
-
1.00
1.00
1.00
1.00
32A
Crime Analyst/Prevention Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30A
Caleallolunteer Coordinator
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30A
Transport Officer
-
-
-
3.00
3.00
3.00
3.00
30A
Quartermaster
1.00
1.00
1.00
1.00
1.00
1.00
1.00
30A
Records Supervisor
2.00
2.00
2.00
2.00
2.00
2.00
2.00
29
Public Records Coordinator
-
-
-
1.00
1.00
1.00
1.00
27A
Property/Evidence Technician
1.00
1.00
1.00
1.00
1.00
1.00
1.00
20A
Administrative Assistant I
3.00
3.00
3.00
3.00
3.00
3.00
3.00
18A
Records Specialist (1 FTE-Prop 1)
11.00
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
Total Regular Staffing
55.00
58.00
58.00
62.00
62.00
76.00
76.00
n/a
Change from prior year
-
3.00
1 -
4.00
-
14.00
-
n/a
Grant Total Staffing
55.00
58.00
1 58.00
62.00
62.00
76.00
76.00
n/a
OPERATING BUDGET
POLICE SUPPORT SERVICES DIVISION
Responsible Manager: Steve Neal, Deputy Chief
HIGHLIGHTS/CHANGES:
The Administrative Section will continue to evaluate staffing levels and responsibilities. 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' proposed operating budget totals $13,741,548 in 2021 and $14,007,646 in 2022. This is a 1.7% or
$231,154 increase to the 2021 proposed budget from the 2020 adjusted budget.
• Salaries & Wages - Net increase of $871,195 due to adding three new COPS grant Police Officer FTE's, reallocation
of Police Officers into different division within the Department, and cost of living increases.
• Benefits - Net increase of $136,016 primarily due to adding benefits for three new Police Officer FTE's.
• Intergovernmental Services - Increase of $380,000 due to restoring the budget for jail services.
• Capital Outlay - Decrease of $87,000 due to the elimination of one-time equipment and vehicle purchases.
• Other Financing Use - Decrease of $1,000,000 due to eliminating one-time transfer out to debt service fund for
SCORE debt service.
REVENUE AND EXPENDITURE SUMMARY:
SUPPORT SERVICES - GENERAL FUND
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
32X
Licenses and Permits
$ 89,118
$ 84,880
$ 99,000
$ 99,000
$ 99,000
$ 99,000
$ 99,000
$
0.0%
34X
Charges for Services
1,297,588
1,457,931
1,281,766
1,752,586
1,752,586
1,752,586
1,752,586
0.0%
35X
Fines and Penalties
32,316
42,187
22,000
22,000
22,000
22,000
22,000
0.0%
36X
Miscellaneous
330,361
84,536
55,000
55,000
55,000
55,000
55,000
0.0%
Total Revenues:
$ 1,749,382
$ 1,669,535
$ 1,457,766
S 1,928,586
$ 1,928,586
$ 1,928,586
$ 1,928,586
$ -
0.0%
Expenditure Summary:
1XX
Salaries & Wages
4,259,940
4,402,163
4,505,397
4,756,428
4,756,428
5,627,623
5,820,448
871,195
18.3%
2XX
Benefits
1,419,102
1,496,940
1,828,332
1,920,780
1,920,780
2,056,797
2,130,070
136,016
7.1%
3XX
Supplies
72,679
59,952
84,400
84,400
84,400
84,400
84,400
-
0.0%
4XX
Services and Charges
266,105
310,529
321,879
321,879
321,879
286,879
286,879
(35,000)
-10.9%
5XX
Intergovernmental
9,127,256
8,604,411
7,055,642
5,288,992
5,288,992
5,668,992
5,668,992
380,000
7.2%
6XX
Capital Outlay
87,000
87,000
-
(87,000)
-100.0%
9XX
Internal Services/Othei
50,914
50,914
16,857
16,857
(34,057)
-66.9%
OXX
Other Financing Use
1,000,000
1,000,000
-
-
(1,000,000)
-100.0%
Total nclitures:
$ 15,145,082
$14,873,995
$13,795,650
$13,510,393
$13,510,393
$13,741,548
$14,007,646
$ 231,154
1.7%
CITY OF FEDERAL WAY 202112022 PROPOSED 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, enforces 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
* (CALCULATIONS BASED ON 6 MONTATOTALS X2)
** (PROJECTED ESTIMATES ONLY)
POSITION INVENTORY:
2021 Proposed Expenditures by
Category
Supplies
2019 2020* 2021** 2022**
75,952
311
891
1,603
170
17,354
2,024
7611
3,916
10,045
43.8%
19.6%
6.55
17.41
-9%
se
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Deputy Chief
1.00
1.00
1.00
1.00
1.00
1.00
1.00
55D
Commander
3.00
3.00
3.00
3.00
3.00
4.00
4.00
51 C
Lieutenant* (1 FTE-Prop 1 & 1-FTE Traffic Safety)
9.00
9.00
9.00
9.00
9.00
9.00
9.00
45I
Police Officer** (8 FTE-Prop 1 & 8 FTE Traffic Safety)
87.00
87.00
87.00
87.00
87.00
75.00
75.00
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 Staffing
103.00
103.00
103.00
103.00
103.00
92.00
92.00
n/a
Change from prior year
-
-
-
-
-
(11.00)
-
n/a
Grand Total Staffing
103.00
103.00
103.00
103.00
1 103.00
92.00
92.00
n/a
OPERATING 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 will 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 proposed operating budget totals $16,674,785 in 2021 and 17,002,278 in 2022. This is a
10.0% or $1,859,222 decrease to the 2021 proposed budget from the 2020 adjusted budget. Major line item changes include:
Salaries & Wages - Net decrease of $68,139 due to reallocation of Police Officers into different division within the
Department, offset by cost of living increases.
Benefits - Net decrease of $47,001 primarily due to reallocation of Police Officers into different division within the
Department.
Other Financing Use - Net decrease of $1,549,087 due to eliminating transfer out from Traffic Safety to the General
Fund for operations.
REVENUE AND EXPENDITURE SUMMARY:
FIELD OPERATION - GENERAL FUND
Code
Item
2018
Actual
2019
I Actual
1 2020
2021
Proposed
1 2022
Proposed
1 21 Proposed - 20 Ad'
Adopted Adjusted Projected
$ Chg %Chg
Revenue Summary:
31X
Taxes
$ 229,524
$ 232,942
$ 155,000
$ 195,000
$ 195,000
$ 105,000
$ 140,000
$ (90,000)
-46.2%
33X
lIntergovernmental
583,301
824,773
429,500
449,500
449,500
432,000
432,000
(17,500)
-3.9%
39X
Other Financing Sour
-
-
-
-
-
-
-
-
n/a
Total Revenues:
1 $ 812,825
$ 1,057,715
$ 584,500
$ 644,500
$ 644,500
$ 537,000
$ 572,000
$ (107,500)
-16.7%
Expenditure Summary:
1XX
Salaries & Wages
$ 8,293,434
$ 8,588,626
$ 8,366,350
$ 8,922,170
$ 8,922,170
$ 8,733,184
$ 8,921,130
$ (188,986)
-2.1 %
2XX
Benefits
2,701,719
2,730,070
2,896,496
2,896,496
2,896,496
2,710,476
2,770,823
(186,020)
-6.4%
3XX
Supplies
357,498
372,605
254,625
254,625
254,625
244,625
244,625
(10,000)
-3.9%
4XX
Services and Charges
222,010
227,577
242,450
248,345
248,345
214,345
214,345
(34,000)
-13.7%
6XX
Capital Outlay
16,320
11,582
-
-
-
-
-
-
n/a
Total nditures :
$ 11,590,982
$11,930,460
$11,759,921
$12,321,636
$ 12,321,636
$11,902,630
$12,150,923
$ (419,006)
-3.4%
FIELD OPERATION - PROP 1
Code
Item
2018
Actual
2019
I Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
I Adopted I Adjusted I Projected
$Chg %Chg
Revenue Summary:
31X
I Takes
$ 2,104,541
1 $1,891,159
1 $ 1,967,065
1 $ 1,831,534
1 $ 1,831,534
1 $ 2,367,625
1 $2,347,165
1 $ 536,092
29.3 %
36X
JMiscellaneoux
16,485
1 23,846
1 8,000
1 8,000
1 8,000
1 8,000
1 8,000
1 $ -
0.01
39X
Other Financing Source
150,076
1 780,484
1 789,355
1 807,254
1 807,254
1 376,829
1 476,964
1 (430,425)
-53.3 %
Total Revenues:
$ 2,271,102
1 $2,695,489
1 $ 2,764,420
$ 2,646,788
1 $ 2,646,788
1 $ 2,752,455
1 $ 2,832,128
$ 105,667
4.0%
Ex enditure Summary:
1XX
Salaries & Wages
$ 1,718,451
$1,883,018
$ 1,947,969
$ 1,947,969
$ 1,947,969
$ 2,014,107
$2,052,267
$ 66,138 3.4%
2XX
lBeriefits
607,638
669,927
711,758
711,758
711,758
765,361
779,861
53,603 7.5%
9XX
I Internal Services/Other
224,021
-
104,692
104,692
104,692
-
-
(104,692)-100.0%
Total nditures:
$ 2,550,110
$2,552,946
$ 2,764,419
$ 2,764,419
$ 2,764,419
$ 2,779,468
$ 2,832,128
$ 15,049 0.5%
FIELD OPERATION - TRAFFIC SAFETY
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 A d'
Adopted Adjusted Projected
$ Chg I % Chg
Revenue Summary:
35X
I Fines and Penalties
$ 2,996,924
$3,132,029
$ 3,121,776
$ 2,192,218
$2,192,218
$ 2,189,822
$ 2,177,701
$ (2,396)
-0.1 %
36X
IMiscellaneous
29,226
34,539
13,500
13,500
13,500
13,500
13,500
$ -
0.0%
39X
I Other Financing Sour
-
-
-
184,758
184,758
-
-
0.0%
Total Revenues:
$ 3,026,150
$ 3,166,568
$ 3,135,276
$ 2,390,476
$ 2,390,476
$ 2,203,322
$ 2,191,201
$ (187,154)
-7.8
Expenditure Summary:
1XX
Salaries & Wages
$ 941,812
$ 1,041,851
$ 926,585
$ 926,585
$ 926,585
$ 981,295
$ 1,000,527
$ 54,709
5.9%
2XX
Benefits
296,207
318,075
277,976
277,976
277,976
363,392
370,700
85,416
30.7 %
4XX
Services and Charges
677,646
703,274
648,000
648,000
648,000
648,000
648,000
-
0.0%
9XX
Internal Services/Ott
232,487
62,678
46,304
46,304
46,304
-
-
(46,304)
-100.0%
OXX
Other Financing Use
1,547,039
1,560,333
1,549,087
1,549,087
1,549,087
-
-
(1,549,087)
-100.0%
Total Expenditures:
$ 3,695,192
$3,686,211
$ 3,447,952
$ 3,447,952
$ 3,447,952
$ 1,992,687
$ 2,019,227
$(1,455,265)
-42.2 %
OPERATING BUDGET
SOUND TRANSIT
Ryan Medlen
Sound Transit Liaison
• Coordination of FWLE and TDLE
projects on behalf of the City
• Oversight of ST permitting
• Oversight of City's responsibilities for
environmental process
• City Council/Mayor briefings and
guidance
PUBLIC WORKS ADMINISTRATION
EJ Walsh, P.E.
Director
Regional Issues and Involvement
Coordinate Interlocal PW Affairs
Department Direction/Operations
Intradepartmental coordination
Department Budget Management / Preparation
Emergency Management Program Coordination
City Council/Committee/Commission support
PUBLIC WORKS
Desiree Winkler, P.E.
Deputy Public Works Director
• Department Budget Preparation
• Inter -Department Coordination
• Manage Emergency Operations
• Manage Maintenance Operations
• City Council/Committee/
Commission Support
ADMINISTRATIVE SUPPORT
Sara Gilchrist, Administrative Assistant II
Rebecca Kovar, Administrative Assistant II
Shelley Springer, Administrative Assitant I
Director Support
Council Committeee Support
Department Support
Customer Service
Phone Coverage
Website Update
Purchasing Assistant
Contract Assistant
DEVELOPMENT
SERVICES
Cole Elliott, P.E.
Manager
SURFACEWATER
MANAGEMENT
Theresa Thurlow, P.E.
Manager
SOLIDWASTE&
RECYCLING
Rob Van Orsow
Coordinator
FLEET &EQUIPMENT
David Nelson Fleet Maintenance
Coordinator
TRAFFIC SERVICES
Rick Perez, P.E.
City Traffic Engineer
CAPITAL ENGINEERING
Sarah Hamel, P.E.
Capital Engineering
Manager
• Perform civil engineering
• Water quality
• Manage Solid
• Manage Fleet Vehicles
• Traffic signal, signing, street
• Manage pavement
public works plan review for
management
Waste/Recycling Utility and
Maintenance Agreement
lighting and pavement marking
conditions and street
residential and commercial
franchise agreement
maintenance
overlay program
projects
• Develop and oversee long
• Manage Fleet Equipment
range surface water capital
• Coordinate city-wide waste
Maintenance
• Development Review and
Manage capital projects
• Determine development
improvement plan
reduction program &
Mitigation of Transportation
feasibility
impacts
recycling programs
• Manage the Acquisition of
Impacts
• Manage Surface Water
New Fleet Vehicles and
Manage capital projects
• Inspect construction
Facility Maintenance
• Coordinate with county in
Equipment
• Neighborhood Traffic Safety
design
projects performed on
compliance with county -wide
Program
private property and public
• Public education
solid waste & hazardous waste
• Manage the Surplus of Old
• Oversee bidding for
ROW
plans
Vehicles and Equipment
• Transportation Planning
construction
ESA/NPDES Compliance
• Administer development
• Apply for and manage solid
Administer City -Wide
• Capital project
bonding requirements
waste and recycling grants
Commute Trip Reduction
construction oversight
Program
• Provide assistance to
• Grant application and
development community
• Manage capital improvements
compliance
and citizens
and grant applications
• Administer right-of-way
• Traffic Signal Timing
permits
• Develop and oversee long -
Administer PW
range traffic capital
Development Standards
improvement plan
Manual
C-91
CITY OF FEDERAL WAY 202112022 PROPOSED B UDGET
PUBLIC WORKS DEPARTMENT
RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR
2019/2020 ACCOMPLISHMENTS
Grants awarded in the total amount of $9,858,720 for transportation projects:
•
WA State Transportation Improvement Board Complete Streets Grant
$100,000
•
Sound Transit Access Fund Grant
$730,000
•
SW 320th Preservation Project
$518,020
•
Downtown Staircase
$500,000
•
Citywide Adaptive Traffic Control Project
$1,275,000
•
Lakota Middle School Safety Improvements
$1,350,000
•
LED Street Light Conversion Project
$350,000
•
SW Campus Preservation Project
$1,267,000
•
16th Ave S Preservation Project
$877,000
•
Military Rd / S 298th Street Compact Roundabout
$723,093
•
Sacajawea Middle School Safe Routes to School
$400,000
•
Citywide Variable Lane Use Control
$602,000
•
SW 356th St preservation Project
$810,000
•
Citywide Adaptive Traffic Control System
$680,000
•
Citywide Adaptive Phase 3
$170,000
•
47th Ave SW & SR 509 Compact Roundabout
$815,000
•
Citywide safety: Horizontal Curve Warning Signs
$519,700
•
16`h Ave Trail Project S 308`h St to S 288th St
$550,000
•
Design of S 314th St (PVR to 23rd)
$300,000
Grants awarded in the total amount of $50,000 for surface water programs:
• DOE Capacity Grant $50,000
Grants awarded in the total amount of $232,298 for Solid Waste & Recycling projects:
• Solid Waste Financial Assistance Grant $34,868
• Local Hazardous Waste Program Funding $80,973
• Waste Reduction and Recycling Grant $116,457
Completed the following construction projects on time and within the approved budget, by leveraging all available sources of
funding in addition to city funds:
• Completed LED Street Light Conversion project of city owned street lights
• Completed Downtown Staircase project
• Completed Brook Lake Connector
• Completed S Dash Point Road sidewalk project
• Completed 2019 storm pipe repair project Phase I and II
• Completed 296th SW Slide mitigation
• Completed S 348th Street Entrance Sign
• Completed Pacific Highway S HOV phase 5 project
• Completed 2019 Asphalt Overlay Program
• Completed Adaptive Traffic Control System Phase I and II
• Completed S 314th St and Lakota Middle School safe route to school project
• Completed Military Road S Pavement Repair project
• Completed S 317th St Safe Walking Route project
• Completed Phase 1 of the Citywide Greenway Plan
• Completed Horizontal Curve Warning Sign Project
• Completed Variable Lane Use Control project
• Completed selection of the Preferred Alternative for the City Center Access project
• Completed Military Road and S 298th St Compact Roundabout project
• Completed SW Dash Point Rd and 471h Ave SW Compact Roundabout project
C-92
OPERATING BUDGET
PUBLIC WORKS DEPARTMENT
RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR
2019/2020 ACCOMPLISHMENTS
• Completed SW 356th Street Preservation
• Completed 2020 Asphalt Overlay Program
• Updated Federal Way Revised Code chapters 4.40 and 8.60 related to snow and ice removal
• Updated Federal Way Revised Code chapters 4.20 and 19.135 related to road vacations
• Updated Federal Way Revised Code chapter 3.10 related to excise tax on solid waste to fund repairs to failing residential
streets
• Updated Federal Way Revised Code to incorporate small cell wireless facilities
• Updated City's master franchise agreement (use for all franchise utilities) and developed master lease agreement for small
wireless facilities
• Developed and implemented an interlocal agreement with Lakehaven Water and Sewer District for implementation of
joint capital projects
• Re -organized the department under the new Public Works Director and Deputy Director to strategically align staff to their
strengths. This has led to increased efficiencies, productivity, and project cost savings.
• Implemented a departmental Communications Committee to work on public messaging and improve communications
with the public
• Implemented a departmental Good Ideas Committee to encourage innovations that save City resources. This has led to
lower cost of operations and better service to the public
• Updated the 2020-2025 Transportation Improvement Plan
• Developed and adopted City of Federal Way ADA Transition Plan
• Worked with and accepted dedication of private roads within The Ridge
• Met all Surface Water NPDES Phase II permit requirements
• Completed work on the updated Stormwater Comprehensive Plan update
• Updated the Surface Water rate structure to be based on impervious area to provide increased equity City wide
• Completed renewal of North Lake Management District
• Implemented seven (7) neighborhood traffic safety projects
• Developed and implemented a Transportation Demand Management Agreement with WSDOT
• Updated the Commute Trip Reduction Program with King County
• Completed a Solid Waste Request For Proposal process and implemented a new Solid Waste Contract
• 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
• Provided input to support development of the King County Comprehensive Solid Waste Management Plan update,
including comments and revisions for draft Plan chapters
• Due to the increase in prevailing wage rates, took on Right of Way Landscape Maintenance at an increased service level
• Successfully mitigated the largest snow storm since 1910
• Began feasibility work on a new Joint Use Operations Facility to replace the aging Steel Lake Maintenance Yard
• Worked with Sound Transit, SeaTac, Des Moines and Kent to finalize the alignment and stations for the Federal Way
Link Light Rail alignment
• Developed and implemented an interlocal agreement with Sound Transit for the Federal Way Link Light Rail Extension
• Developed and implemented a Development Agreement with Sound Transit for the Federal Way Link Light Rail
Extension
• Worked with Sound Transit, Fife, and Tacoma on the Tacoma Dome Light Rail extension preliminary feasibility
Adaptive Traffic Control Project
C-93
CITY OF FEDERAL WAY 202112022 PROPOSED B UDGET
PUBLIC WORKS DEPARTMENT
RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR
2021-2022 ANTICIPATED KEY PROJECTS
Construction:
• 2021 / 2022 Asphalt Overlay Projects
• Adaptive Traffic Control System
• Citywide Greenway Project
• 16th Ave Trail — S 308' St to S 288th St
• SW 320th Street Preservation project
• SW 356th Street Preservation project
• SR 509: SW 312th St — 21" Ave SW Safe Routes to School project
• SWM Pipe Rehabilitation project
• Cold Creek Culvert Replacement
Departmental:
• Continue the City Center Access Environmental and Preliminary work
• Continue Spring and Fall Recycling Events or develop alternative low contact events / solutions
• Update the Public Works Development Standards manual to reflect Code Updates, Changes in regulations and evolution
of technologies for infrastructure
• Citywide Water Quality Monitoring Program
• Implement Neighborhood Drainage Program
• Complete the engineering design for the new Joint Use Operations Facility
• Develop departmental efficiencies to optimize use of City resources
City Right of Way Landscape Crew
Pacific Highway Phase V
ME
OPERATING BUDGET
PUBLIC WORKS DEPARTMENT
RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR
CIP PROJECTS:
Sources (in thousands)
Expens, es (in thousands)
Prior
2021 Proposed Projects
11EET Fuel
Grants
Mifig/Tr LIFT
year's Total
Constr
Total Expenses
Tax
Imp Fees
Trsc/
Trsfrs
Sources Sources
Prj.
SR 99 HOV Lanes PH V
112 -
-
- -
-
- 112
112
112
SR 509: SW 312th St - 21st Ave SW SRTS Project
- -
1,660
- -
200
- 1,860
1,800
1,800
City Center Access Phase I - Environmental process update
- -
-
- 500
-
- 500
500
500
Street Light LID Conversion
- -
-
- -
-
160 160
160
160
Variable Lane Use Control Signs
- -
202
- -
-
- 202
202
202
SW 320th - I lth Ave SW to 3rd Place SW Preservation Project
- -
518
- -
407
- 925
925
925
SW 356th - 15th Ave SW to 4th Ave SW Preservation Project
33 -
810
- -
491
- 1,334
1,334
1,334
47th Ave SW and SW Dash Point Road Compact Roundabout
- -
sso
- -
-
- sso
sso
sso
City Wide Safety - Horizontal Curve Improvements
- -
400
- -
-
- 400
400
400
16th Ave Trail - S 308th Street to S 288th Street
115 -
750
- -
-
- 865
865
865
Citywide Caeenway Plan Pedestrian and Bicycle Improvements
- 200
-
- -
-
- 200
200
200
Sound Transit
- -
-
1,450 -
-
- 1,450
1,450
1,450
S 314th St Improvement
- -
125
- -
-
- 125
125
125
SR 99 @ S 373rd St Roundabout w/Median Control
- -
-
340 -
-
- 340
340
340
21st Ave S @ 320th St Traffic Signal
- -
-
- loo
-
- 100
too
loo
Citywide ADA Retrofit
- -
-
200 200
-
- aoo
aoo
aoo
S 356th St. - 1st Ave S - SR 99
- -
-
200 -
-
- 200
200
200
SW 344th St. @ 27th Ave SW Compact Roundabout
15 -
35
- -
-
- 50
50
50
Adaptive Traffice Signal Control System- City Center Stage 2-
Detection Upgrade
75 -
-
- -
-
- 75
75
75
Citywide Pedestrian Safety System Improvements
- 32
28
- -
-
- 60
60
60
Citywide RRFB Upgrades
- 50
90
- -
-
- 140
140
140
Military Rd S: S 320th St - SR 18 Preservation Project
- -
-
- -
50
- 50
-
-
S 288th St - Pac Hwy S. to 34th Ave S Bike & Ped Improvements
- -
-
200 -
-
- 200
200
200
Fiber Optic Network Loop - 317th to S 272nd
- -
-
2,600 -
-
- 2,600
loo
loo
Joint Operations & Maintenance Facility
- -
-
- -
250
- 250
250
250
Total 2021
$ 350 $ 282
$ 5,168
$ 4,990 $ 800
$ 1,398
$ 160 $ 13,148
$ 10,538
$ 10,538
Sources (in thousands)
ns es (in thousands)
Fuel
Mitig/Tr Misc /
Prior Total
Cons tr
2022 Proposed Projects
REET Tax
Grants
Imp Fees LIFT Trsfrs
Year's Sources
Prj,
Total Expenses
Sources
16th Ave Trail - S 308th Street to S 288th Street
- -
1,385
- - -
- 1,385
1,385
1,385
Citywide Greenway Plan Pedestrian and Bicycle Improvements
- 200
-
- - -
- 200
200
200
Sound Transit
- -
-
1,230 - -
- 1,230
1,230
1,230
SR 99 @ S 373rd St Roundabout w/Median Control
- -
300
30 - -
- 330
330
330
21st Ave S @ 320th St Traffic Signal
- -
730
- 205 -
- 935
935
935
S 356th St. - 1st Ave S - SR 99
- -
-
100 - -
- 100
100
100
SW 344th St. @ 27th Ave SW Compact Roundabout
- -
100
- - -
- loo
ioo
100
Adaptive Traffice Signal Control System- City Center Stage 2-
Detection Upgrade
- -
-
- - -
- -
600
600
Citywide Pedestrian Safety System Improvements
- -
100
- - -
- 100
100
100
Citywide RRFB Upgrades
- 270
420
- - -
- 690
690
690
Military Rd S: S 320th St - SR 18 Preservation Project
- -
-
- - -
- -
50
50
SW King County Regional Trail Plan
- 50
-
- - -
- 50
50
50
S 288th St - Pac Hwy S. to 34th Ave S Bike & Ped Improvements
- -
-
200 - -
- 200
200
200
Fiber Optic Network Loop - 317th to S 272nd
- -
-
- - -
- -
900
900
Joint Operations & Maintenance Facility
- -
-
- - 250
- 250
250
250
Total 2022
$ - $ 520
$ 3,035
$ 1,560 $ 205 $ 250
$ - $ 5,570
$ 7,120
$ 7,120
C-95
CITY OF FEDERAL WAY 2 02112 022 PROPOSED B UDGET
PUBLIC WORKS DEPARTMENT
RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR
CIP PROJECTS:
2021 Proposed Projects
Sources (in thousands)
Expenses (in
thousands)
User Prior Total
Fees Grants YearsSources
Sources
Constr Total
Prj. Expenses
Small CIP - Annual Program
$ 150
$ - $ - $ 150
$ 150
$ 150
South 356th Street Culvert Replacement
100
- - 100
100
100
2018 Storm Drain CCTV Inspection and
Assessment
100
- - 100
100
100
Pipe Rehabilitation Project
317
- - 317
317
317
Cold Creek Culvert Replacement
1,000
- - 1,000
1,000
1,000
Neighborhood Drainage Program
25
- - 25
25
25
Annual C13 Rehab
75
- - 75
75
75
Redondo Creek Culvert Replacement
300
- - 300
300
300
Total 2021
$ 2,067
$ - $ - $ 2,067
$ 2,067
$ 2,067
2022 Proposed Projects
Sources (in thousands)
Prior
User Total
Grants Years'
Fees Sources
Sources
Constr
Prj.
Total
Expenses
Small CIP - Annual Program
$ 150
$ - $ - $ 150
$ 150
$ 150
South 356th Street Culvert Replacement
250
- - 250
250
250
2018 Storm Drain CCTV Inspection and
Assessment
100
- - 100
100
100
Pipe Rehabilitation Project
317
- - 317
317
317
Cold Creek Culvert Replacement
-
500 - 500
500
500
Neighborhood Drainage Program
25
- - 25
25
25
Annual CB Rehab
75
- - 75
75
75
Citywide WQ Program
100
- - 100
100
100
Total 2022
$ 1,017
$ 500 $ - $ 1,517
$ 1,517
$ 1,517
r � �
OPERATING BUDGET
PUBLIC WORKS DEPARTMENT
RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR
DEPARTMENT POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted Adjusted Projected
Street Fund:
Director-PW
0.80
0.73
0.73
0.73
0.73
0.73
0.73
58h
Deputy Director-PW
1.45
0.38
0.38
0.38
0.38
0.38
0.38
58
Development Services Manager
0.50
0.50
0.50
0.50
0.50
0.50
0.50
54
City Traffic Engineer - Traffic Safety Fund
1.00
1.00
1.00
1.00
1.00
1.00
1.00
54
Street Systems Manager - .05 FTE Overlay
-
1.00
1.00
-
-
-
-
54
Capital Engineering Manager - .05 FTE Overlay & .10 FTE Transp CIP
-
-
-
1.00
1.00
1.00
1.00
54
Sound Transit Liaison - 1.00 FTE Transp CIP
1.00
1 1.00
1.00
1.00
1 1.00
1.00
54
Senior Traffic Engineer - Traffic Safety Fund
1.00
1.00
1.00
1.00
1.00
1.00
1.00
49
Senior Transportion Planning Engineer - Traffic Safety Fund
1.00
1.00
1.00
1.00
1.00
1.00
1.00
49
Street Systems Project Engineer
3.00
3.00
3.00
-
-
-
-
49
Senior Capital Engineer - 0.75 FTE Transp CIP
-
-
-
3.00
3.00
3.00
3.00
49
Traffic Engineer - Traffic Safety Fund
1.00
1.00
1.00
1.00
1.00
1.00
1.00
44
Capital Engineer - 0.50 FTE Overlay
-
-
-
1.00
1.00
1.00
1.00
1 44
Street Systems Engineer - 0.50 FTE Overlay
1.00
1.00
1.00
-
-
-
-
44
Senior Engineer Plans Reviewer
0.50
0.50
0.50
1.15
1.15
1.15
1.15
43
Engineering Plans Reviewer
1.00
0.65
0.65
1.00
1.00
1.00
1.00
38
Street Systems Maint Supervisor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
38
Construction Inspector - 0.50 FTE Overlay & 1.00 FTE Transp CIP
2.00
3.00
3.00
4.00
4.00
4.00
4.00
37
Engineering Technician - 0.25 FTE Overlay
1.00
2.00
2.00
2.00
2.00
2.00
2.00
32
Maintenance Worker II
1.00
2.00
1.00
2.00
1 2.00
2.00
2.00
26m
Fleet Maintenance Coordinator - 504 Fleet & Equipment
0.50
1.00
1.00
1.00
1.00
1.00
1.00
26
Administrative Assistant II - 0.50 FTE Transp. CIP
0.80
1.70
0.80
1.70
1.70
1.70
1.70
25
Maintenance Worker I
3.00
5.00
4.00
7.00
7.00
7.00
7.00
22m
Administrative Assistant I
0.85
0.28
0.78
0.28
0.28
0.28
0.28
18
Total Street Fund:
1 22.40
28.74
26.34
32.74
32.74
32.74
32.74
n/a
Solid Waste & Recycling:
Director-PW
0.05
0.12
0.12
0.12
0.12
0.12
0.12
58h
Deputy Director-PW
0.05
0.12
0.12
0.12
0.12
0.12
0.12
58
Solid Waste/Recycling Manager
-
-
-
-
-
1.00
1.00
na
Solid Waste/Recycling Coordinator
1.00
1.00
1.00
1.00
1.00
-
-
39
Recycling Project Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
35
Administrative Assistant 11
0.10
0.10
0.10
0.10
0.10
0.10
0.10
25
Administrative Assistant I
-
0.07
0.07
1 0.07
0.07
0.07
0.07
18
Total Solid Waste & Recycling:
2.20
2.41
2.41
1 2.41
2.41
2.41
2.41
n/a
Surface Water Management:
Director-PW
0.15
0.15
0.15
0.15
0.15
0.15
0.15
58h
Deputy Director-PW
0.50
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
0.50
0.50
0.50
0.50
0.50
54
SWM Project Engineer
2.00
2.00
2.00
-
-
-
-
49
Senior Capital Engineer
-
-
-
1.00
1.00
1.00
1.00
49
SWM Asset Engineer
-
-
1.00
1.00
na
Capital Engineer
-
-
-
1.00
1.00
1.00
1.00
44
Senior Engineer Plans Reviewer
0.50
0.50
0.50
0.85
0.85
0.85
0.85
43
SW Quality Program Coord
1.00
1.00
1.00
1.00
1.00
1.00
1.00
40
SWM Maintenance 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
37
SWM R/D Inspector
1.00
1.00
1 1.00
1.00
1.00
1.00
1.00
37
Engineering Plans Reviewer
-
0.35
0.35
-
-
-
-
35
Surface Water Quality Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
35
SWM Pollution Control Specialist
-
-
-
-
-
1.00
1.00
na
Public Education & Outreach Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
34
Engineering Technician
1.00
1.00
1.00
1.00
1.00
1.00
1.00
32
Engineering Technician/Inspector
2.00
1 2.00
2.00
2.00
2.00
2.00
2.00
32
Maintenance Worker II
2.00
2.00
2.00
2.00
2.00
2.00
2.00
26m
Administrative Assistant II
0.10
0.20
0.10
0.20
0.20
0.20
0.20
25
Maintenance Worker I
4.00
4.00
4.00
4.00
4.00
6.00
6.00
22m
Administrative Assistant I
0.65
0.65
0.65
0.65
0.65
0.65
0.65
18
Total Surface Water Management:
20.40
20.85
20.75
20.85
20.85
24.85
24.85
n/a
Total RegularStaJfing
45.00
52.00
49.50
56.00
56.00
1 60.00
60.00
n/a
Change from prior year
7.00
(2.50)
4.00
-
4.00
-
n/a
Grand Total Staffing
45.00
52.00
49.50
56.00
56.00
1 60.00
60.00
1n/a
C-97
CITY OF FEDERAL WAY 2 02112 022 PROPOSED B UDGET
PUBLIC WORKS DEPARTMENT
RESPONSIBLE MANAGER: EJ WALSH, P.E., PUBLIC WORKS DIRECTOR
PURPOSE/DESCRIPTION:
The Public Works Department's mission is 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.
2021 Proposed Expenditures by Category
Debt
nW
nance
o
The Public Works Department is organized into seven divisions. 1 The
Administrative Division provides the overall management of the
department. 2 The Development Services Division provides the Intergovt Personnel
engineering plan reviews, permitting, and inspections of private 33% 272%
development and Right of Way projects. 3 The Traffic Division
provides transportation planning, traffic operations, and neighborhood 7Svc/Chgs_>�.snp %
p P p g, p g t7.ai z.7r
traffic services. a The Capital Engineering Division provides the
feasibility analysis, engineering design, bidding and construction oversight for all capital projects. 5 The Surface Water
Management Division manages the Surface Water Utility by providing improvements, enforcement, maintenance and education
functions. 6 The Solid Waste and Recycling Division manages the solid waste/recycling utility and franchise contract. The Fleet
Maintenance Division provides oversight on maintenance of all City non -police vehicles and equipment.
DEPARTMENT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021 2022
Proposed Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$Chg
%Chg
Revenue Summary:
32X
Licenses and Permit
$ 244,556
$ 272,699
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$
0.0%
33X
Intergovernmental
7,119,632
5,436,304
5,761,570
5,755,384
5,755,384
7,315,570
5,920,570
1,560,186
27.1%
34X
Charges for Services
9,513,542
10,126,754
7,578,279
9,847,890
9,847,890
14,322,662
9,882,236
4,474,771
45.4%
35X
Fines and Penalties
467,815
521,700
682,224
682,224
682,224
684,620
696,741
2,396
0.4%
36X
Miscellaneous
289,970
444,661
278,531
302,431
302,431
421,731
278,531
119,300
39.4%
39X
Other Financing Sources
6,206,236
1 4,986,347
4,721,849
6,454,081
6,454,081
8,263,893
6,423,849
1,809,812
28.0%
Total Revenues:
$ 23,841,751
$ 21,788,465
$19,222,454
$ 23,242,011
$ 23,242,011
$ 31,208,476
$ 23,401,928
$ 7,966,465
34.3%
Street Fund Operating Expenditure Summary:
210
Administration
460,268
381,959
370,660
370,660
370,660
284,931
284,931
(85,729)
-23.1%
220
Development Svcs
274,804
224,194
250,429
250,429
250,429
369,561
374,048
119,132
47.6%
230\260
Traffic Services
1,539,954
1,674,082
1,337,707
1,370,676
1,370,676
1,450,793
1,400,364
80,118
5.8%
240
Street Services
1,755,392
2,140,519
2,152,551
2,517,599
2,517,599
2,613,418
2,508,646
95,819
3.8%
Subtotal STOperating Exp.:
$ 4,030,418
$ 4,420,754
$ 4,111,347
$ 4,509,364
$ 4,509,364
$ 4,718,703
$ 4,567,989
$ 209,339
4.6%
Non -Street Fund Operating Expenditure Summary:
102
Arterial Street Overlay
1,870,129
1,646,342
1,515,064
2,692,120
2,692,120
3,047,184
3,051,111
355,063
13.2%
106
Solid Waste & Recycling
486,418
515,766
494,800
596,800
596,800
545,844
545,844
(50,956)
-8.5%
112
Traffic Safety Fund
466,515
445,219
680,224
680,224
680,224
682,620
694,741
2,396
0.4%
306
Transportation CIP
11,801,190
11,163,217
4,666,000
7,360,149
7,360,149
11,176,972
7,773,566
3,816,823
51.9%
304
Surface Wtr Mgmt CIP
922,610
1,015,766
1,400,000
1,405,000
1,405,000
2,317,000
1,767,000
912,000
64.9%
401
Surface Wtr Mgmt
3,975,750
3,909,935
4,224,061
4,850,245
4,850,245
5,502,041
6,116,029
651,796
13.4%
504
Fleet & Equipment
1,483,183
2,119,629
1,725,993
2,699,441
2,699,441
3,129,104
1,919,901
429,663
15.9%
Subtotal Non-STOper. Exp.:
$ 21,005,796
$ 20,815,875
$14,706,143
$ 20,283,980
$ 20,283,980
$ 26,400,764
$ 21,868,192
$ 6,116,784
30.2%
Total Expenditures:
$ 25,036,214
j $ 25,236,629
j $18,817,490
j $ 24,793,344
$ 24,793,344
j $ 31,119,467
j $ 26,436,182
j $ 6,326,122
25.5%
OPERATING BUDGET
PUBLIC WORKS DEPARTMENT
RESPONSIBLE MANAGER: EJ WALSH, P.E., PUBLIC WORKS DIRECTOR
HIGHLIGHTS/CHANGES:
The Public Works proposed operating budget totals $31,119,467 in 2021 and $26,436,182 in 2022. This is a 25.5% or $6,326,122
increase to the 2021 proposed budget from the 2020 adjusted budget. The below table includes the Street Fund, Arterial Street
Fund, Solid Waste & Recycling Fund, Traffic Safety Fund, Surface Water Management CIP and Operations Fund, Fleet and
Equipment Fund, and Transportation CIP Fund.
Major line item changes include:
• Salaries & Wages - Net increase of $1,417,453 due to the addition of 4.0 FTE in Surface Water Management, addition of
Sound Transit funded staff salaries, and adding the full year cost of positions within the department that were added in
2020.
• Benefits - Net increase of $130,234 due to the addition of benefits for new positions.
• Services and Charges - Net increase of $1,499,795 due to increased services for repairs on the Steel Lake Maintenance
Facility, 306 Transportation capital expenditures categorized under services and charges instead of capital outlay, and a
study for removing S 376"' Street from the City Comprehensive Plan.
• Capital Outlays - Net increase of $1,710,289 due to the addition of capital projects proposed in 2021 for transportation and
overlay projects.
• Other Financing Uses - Net increase of $1,710,289 due to one-time transfer for Arterial Street Overlay, Transportation CIP,
and Surface Water Management CIP projects.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg % Chg
Revenue Summary:
32X
Licenses and Permit
$ 244,556
$ 272,699
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$
0.0%
33X
Intergovernmental
7,119,632
5,436,304
5,761,570
5,755,384
5,755,384
7,315,570
5,920,570
1,560,186
27.1%
34X
Charges for Services
9,513,542
10,126,754
7,578,279
9,847,890
9,847,890
14,322,662
9,882,236
4,474,771
45.4%
35X
Fines and Penalties
467,815
521,700
682,224
682,224
682,224
684,620
696,741
2,396
0.4%
36X
Miscellaneous
289,970
444,661
278,531
302,431
302,431
421,731
278,531
119,300
39.4%
39X
I Other Financing Sources
6,206,236
4,986,347
4,721,849
6,454,081
6,454,081
8,263,893
6,423,849
1,809,812
28.0%
Total Revenues:
$ 23,841,751
$ 21,788,465
$19,222,454
$ 23,242,011
$ 23,242,011
$ 31,208,476
$ 23,401,928
$ 7,966,465
34.3%
Expenditure Summary:
1XX
Salaries and Wages
4,056,976
4,480,651
4,580,459
5,262,993
5,262,993
6,680,446
6,574,878
1,417,453
26.9%
2XX
Benefits
1,539,690
1,683,753
1,641,289
1,641,289
1,641,289
1,771,524
1,810,553
130,234
7.9%
3XX
Supplies
688,666
965,105
720,865
876,520
876,520
830,158
800,758
(46,362)
-5.3%
4XX
Services and Charges
5,204,953
4,836,377
3,565,375
3,927,989
3,927,989
5,427,784
3,068,584
1,499,795
38.2%
5XX
Intergovernmental
1,130,388
1,131,925
988,334
979,226
979,226
1,031,592
1,021,592
52,366
5.3%
6XX
Capital Outlay
10,489,468
10,789,752
6,180,712
10,439,504
10,439,504
12,149,793
10,312,715
1,710,289
16.4%
8XX
Debt Service -Interest
1,922
961
1,922
1,922
1,922
1,922
1,922
-
0.0%
9XX
Internal Services/Other
880,752
876,677
1,042,414
1,042,414
1,042,414
835,180
835,180
(207,234)
-19.9%
OXX
I Other Financing Uses
947,277
375,307
-
621,487
621,487
2,391,068
2,010,000
1,769,581
284.7%
Total Erpenditures:
$ 25,036,214
1 $ 25,236,629
1 $18,817,490
$ 24,793,344
$ 24,793,344
$ 31,119,467
$ 26,436,182
$ 6,326,122
25.5%
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PUBLIC WORDS ADMINISTRATION
Responsible Manager. EJ Walsh, P.E., Public Works Director
PURPOSE/DESCRIPTION:
The Administration Division of the Public Works Department provides the
management of department -wide functions, inter -departmental coordination,
participation in regional issues, maintenance of City Right of Ways, monitoring
and overall departmental financial control. The administration of the Public
Works Department is provided by the director, deputy director, and
administrative assistants who provide support to the public and all department
staff in the areas of purchasing, records management, budget preparation,
scheduling and more.
2021 Proposed Expenditures by Category
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.
The Administrative Division of Public Works provides maintenance of the local street system, including 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, coordination and record keeping for the daily operation and maintenance of the
transportation and pedestrian network. The Division also develops long range and comprehensive planning goals; prioritizes, and
implements maintenance programs and capital improvement programs. The Division also monitors private sector maintenance
contracts and the WSDOT streets maintenance contract
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.
The Administrative Division is also responsible for the maintenance of the City's Right of Way and street systems. Our goal is to
maintain the City's Street network pavement surface area in a good operating condition and promptly repair and maintain all right
of ways within the limits of provided resources.
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
2019 2020 2021 2022
• Number of responses for information from constituents
2169
• Number of street center lane mile within city limits
244
• Number of curb miles of sidewalk within city limits
272
• Number of acres of right-of-way landscaping maintained within city limits
31.8
• Number of curb miles mowed within city limits
61
Outcome Measures:
• Percent of community requests responded to in same day 95%
• Percent of time a "live" person is available to handle constituent calls 99%
POSITION INVENTORY:
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Director-PW
0.80
0.73
0.73
0.73
0.73
0.73
0.73
58h
Deputy Director-PW
1.45
0.38
0.38
0.38
0.38
0.38
0.38
58
Administrative Assistant Ix
0.50
0.50
0.50
0.50
0.50
0.50
0.50
25
Total Street Nnd:
2.75
1.61
1.61
1.61
1.61
1.61
1.61
n/a
Grand Total Staffing
2.75
1.61
1.61
1.61
1.61
1.61
1.61
n/a
C - 100
OPERATING BUDGET
PUBLIC WORKS ADMINISTRATION
Responsible Manager: Edward Walsh, P.E., Public Works Director
The proposed operating budget totals $284,931 in 2021 and $284,931 in 2022. This is a 23.1% or $85,729 decrease to the 2021
proposed budget from the 2020 adjusted budget.
Major line item changes include:
■ Salaries & Wages - Increase of $6,347 due to step increases in positions.
■ Benefits - Decrease of $3,448 due to due to lower cost of healthcare benefits of positions in the administration division.
■ Internal Services/Other - Decrease of $88,628 due to cost of living increases being accounted for in the General Fund.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
FActual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted Adjusted I Projected
1 $ Chg I % Chg
Expenditure Summary:
1XX
Salaries & Wages
335,542
273,330
195,321
195,321
195,321
201,668
201,668
6,347
3.2%
2XX
Benefits
121,507
100,074
80,082
80,082
80,082
76,634
76,634
(3,448)
-4.3%
3XX
Supplies
2,533
5,139
2,350
2,350
2,350
2,350
2,350
0.0%
4XX
Services and Charges
686
3,416
4,279
4,279
4,279
4,279
4,279
0.0%
9XX
Internal Services/Other
-
-
88,628
88,628
1 88,628
1 -
(88,628)
-100.0%
Total Expen(fitures:1
$ 460,268
i $ 381,959
$ 370,660
$ 370,660
1 $ 370,660
1 $ 284,931
$ 284,931
1 $ (85,729)
-23.1%
Public Works Department
C - 101
CITY OF FEDERAL WAY 2 02112 022 PROPOSED BUDGET
PUBLIC WORKS DEVELOPMENT SERVICES
Responsible Manager: Cole Elliott, P.E., Manager
PURPOSE/DESCRIPTION:
2021 Proposed Expenditures by Category
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, right of way 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 Supplies
status reports for all projects related to public works; provides technical 07
assistance during construction; coordinates with Community Development sv1.0%
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.
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
2019 2020
Workload Measures:
•
Number of development review committee meetings attended
78
•
Number of Engineering Approval reviews
6
•
Number of Commercial Building Permit reviews
72
•
Number of Plat Applications (Full & Short)
20
•
Number of Single Family Applications
314
•
Number of Final Plats
1
•
Franchise ROW Permits
452
•
Non -Franchise ROW Permits
51
Outcome
Measures:
•
Average review time - projects under construction
5 days
•
Average review time - pre -application
10 days
•
Average review time - building permits
30 days
•
Average review time - SEPA
30 days
•
Average review time - site plan review
30 days
•
Average review time - Use Process Review 1
25 days
•
Average review time - outside agency review
20 days
•
Response time on requests for modifications
20 days
•
Response time on requests for inspections
2 days
•
Average review time - Franchise ROW permit
2 days
•
Average review time - Non -Franchise ROW permit
5 days
Efficiency Measures:
•
Cost recovery ratio for the Division
48%
POSITION INVENTORY:
2021 2022
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
Development Services Manager
0.50
0.50
0.50
0.50
0.50
0.50
0.50
54
Senior Engineer Plans Reviewer
0.50
0.50
0.50
1.15
1.15
1.15
1.15
43
Engineering Plans Reviewer
1.00
0.65
0.65
1.00
1.00
1.00
1.00
38
Administrative Assistant II
0.10
0.10
0.10
0.10
0.10
0.10
0.10
25
Administrative Assistant I
0.10
1 0.10
0.10
0.10
0.10
0.10
0.10
1 18
Total Regular Staffing
2.20
1 1.85
1.85
2.85
2.85
2.85
2.85
n/a
Changefromprioryear
-
(0.35)
-
1.00
Grand Total Staffing
2.20
1 1.85
1.85
2.85
1 2.85
2.85
2.85
1 n/a
C - 102
OPERATING BUDGET
PUBLIC WORKS DEVELOPMENT SERVICES
Responsible Manager: Cole Elliott, P.E., Manager
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $369,561 in 2021 and $374,048 in 2022. This is a 47.6% or $119,132 increase to the 2021
proposed budget from the 2020 adjusted budget.
Major line item changes include:
■ Salaries & Wages - Net Increase of $90,088 due to the Development Services Manager salary range increase, and
adding the full year cost of an Engineering Plans Reviewer added in 2020.
■ Benefits - Net Increase of $29,043 due to adding the full year cost of benefits for salary range increases, and new
positions.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
32X
Licenses and Permits
$ 244,556
$ 272,699
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$
0.0%
34X
Charges for Services
295,398
827,237
386,572
736,572
736,572
736,572
736,572
0.0%
Total Revenues:
$ 539,954
$1,099,936
$ 586,572
$ 936,572
$ 936,572
$ 936,572
$ 936,572
$ -
0.0%
Expenditure Summary:
1XX
Salaries&Wages
188,711
162,895
173,006
173,006
173,006
263,095
266,347
90,088
52.1%
2XX
Benefits
61,161
50,833
70,933
70,933
70,933
99,976
101,212
29,043
40.9%
3XX
Supplies
1,488
4,331
2,770
2,770
2,770
2,770
2,770
-
0.0%
4XX
Services and Charges
23,444
6,136
3,720
3,720
3,720
3,720
3,720
-
0.0%
Total Expenditures:
$ 274,804
$ 224,194
$ 250,429
$ 250,429
$ 250,429
$ 369,561
$ 374,048
$ 119,132
47.6%
�r -
Inspection of Private Development
C - 103
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
PUBLIC WoRKs TRAFFIC
Responsible Manager: Richard Perez, P.E., Traffic Engineer
PURPOSE/DESCRIPTION:
The Traffic Services Division 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 sVei
Improvement Plan (TIP) and its grant applications, and transportation 26.
planning.
The 2021/2022 operating budget includes contracts for signs,
pavement markings and traffic signal maintenance and operation
services, provided by contract with King County and supplemented „a
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.
2021 Proposed Expenditures by Category
GOALS/OBJECTIVES:
Interfund
3.5 %
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
Workload Measures:
• Number of traffic signals
• Number of citizen action requests processed
• Number of development review applications
• Number of employees at commute trip reduction sites
Outcome Measures:
• No. of timing plans developed for traffic signal coordination
• No. of traffic control changes implemented
• No. of neighborhood projects balloted
• Percent of development applications reviewed on time
• No. of City employees changing travel mode to non -single occupancy
vehicle (SOV)
• No. of Neighborhood Traffic Safety Projects presented to Council
Efficiency Measures:
• Percent reduction in delays at signalized intersections
• Percent change from SOV travel modes
POSITION INVENTORY:
2019 2020
82
526
168
4300
100
59
4
100%
48
2021 2022
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted
Adjusted
Projected
City Traffic Engineer - Traffic Safety Fund
1.00
1.00
1.00
1.00
1.00
1.00
1.00
54
Senior Traffic Engineer - Traffic Safety Fund
1.00
1.00
1.00
1.00
1.00
1.00
1.00
49
Senior Transportion Planning Engineer - Traffic Safety Fund
1.00
1.00
1.00
1.00
1.00
1.00
1.00
49
Traffic Engineer - Traffic Safety Fund
1.00
1.00
1.00
1.00
1.00
1.00
1.00
44
Construction Inspector
1.00
1.00
1.00
1.00
1.00
1.00
1.00
37
Administrative Assistant II
0.10
0.10
0.10
0.10
0.10
0.10
0.10
25
Administrative Assistant I
0.25
0.18
0.18
0.18
0.18
0.18
0.18
18
Total Street Fund:
5.35
5.28
5.28
5.28
5.28
5.28
5.28
n/a
Change ftom prior year
(0.07)
n/a
Grand Total Staffing
5.35
1 5.28
1 5.28
1 5.28
1 5.28
1 5.28
1 5.28
1 n/a
C - 104
OPERATING BUDGET
PUBLIC WORKS TRAFFIC
Responsible Manager: Richard Perez, P.E., Traffic Engineer
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $2,133,413 in 2021 and $2,095,105 in 2022. This is a 4.0% or $82,514 increase to the 2021
proposed budget from the 2020 adjusted budget. This table includes Traffic and Commute Trip Reduction sections of the Street
Fund, and the Traffic Safety Fund.
Major line item changes include:
■ Salaries & Wages - Net Decrease of $1,497 primarily due to changes of employees in positions.
■ Benefits - Net Increase of $3,892 primarily due to changes of employees and health insurance plans.
■ Services and Charges - Increase of $47,714 due to services added for study of removing S 376th Street from the City
Comprehensive Plan.
■ Intergovernmental - Increase of $51,594 due to traffic signal and control maintenance cost increases, and adding
parking signage along S 341" Place.
REVENUE AND EXPENDITURE SUMMARY:
TRAFFIC - STREET FUND
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
I Proposed
21 Proposed - 20 Adj
I Adopted Adjusted I Projected
$ Chg % Chg
Revenue Summary:
33X
Intergovernmental
$ 16,823
$ 29,648
$ -
$ -
$
$
$
$ -
n/a
34X
Charges for Services
72,760
26,033
114,181
(0)
(0)
-
-
0
-100.0%
36X
Miscellaneous
23,730
50,445
186,016
209,916
209,916
329,216
186,016
119,300
56.8%
39X
Other Financing Sources
-
40,000
400,000
400,000
400,000
400,000
400,000
0.0%
Total Revenues:
$ 113,313
$ 146,127
$ 700,197
$ 609,916
$ 609,916
$ 729,216
$ 586,016
$ 119,300
19.6%
Expenditure Summary:
1XX
Salaries & Wages
177,554
185,648
111,130
111,130
111,130
103,429
106,741
(7,701)
6.9%
2XX
Benefits
64,356
61,447
45,563
45,563
45,563
34,074
35,333
(11,489)
-25.2%
3XX
Supplies
4,244
3,724
5,400
5,400
5,400
5,400
5,400
-
0.0%
4XX
Services and Charges
575,492
592,227
481,287
515,584
515,584
563,298
518,298
47,714
9.3%
5XX
Intergovernmental
718,308
831,035
694,326
692,998
692,998
744,592
7134,592
51,594
7.4%
9XX
I Internal Services/Other
I
-
-
-
-
n/a
Total TXpenditures:
I $ 1,539,954
$ 1,674,082
$1,337,707
$1,370,676
1 $1,370,676
1 $1,450,793
1 $1,400,364
$ 80,118
5.8%
TRAFFIC - TRAFFIC SAFETY FUND
Code
Item
2018
Actual
1 2019
Actual
2020
2021
Proposed
2022
Proposed
21 Pro osed - 20 Ad
Adopted Adjusted Projected
S Chg % Chg
Revenue Summary:
35X I Fines and Penalties
$ 466,515
$ 445,219
$ 680,224
$ 680,224
$ 680,224
$ 682,620
$ 694,741
$ 2,396
0.41G,
Total Revenues:
$ 466,515
$ 445,219
$ 680,224
$ 680,224
$ 680,224
$ 682,620
$ 694,741
$ 2,396
0.4%
Expenditure Summary:
1XX
Salaries &Wages
324,885
317,153
434,100
434,100
434,100
440,304
449,088
6,204
1.4%
2XX
Benefits
141,630
128,066
151,935
151,935
151,935
167,316
170,653
15,381
10.1%
9XX
Internal Services/Other
-
-
94,189
94,189
94,189
75,000
75,000
(19,189)
-20.4%
Total Fkpenditures:
$ 466,515
$ 445,219
$ 680,224
$ 680,224
$ 680,224
$ 682,620
$ 694,741
$ 2,396
0.4%
C - 105
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
PUBLICWORKS CAPITAL ENGINEERING
Responsible Manager: Sarah Hamel, P.E., Manager
PURPOSE/DESCRIPTION:
The Capital Engineering Division of Public Works provides
engineering services specific to the execution of the capital
program. Activities include planning, design and inspection of
construction of projects.
2021 Proposed Expenditures by Category
Other Fii
Us,
5.7
supplies
The Division provides administrative and managerial functions 3.3%
in overseeing the development of infrastructure projects,
construction management and the capital projects. The V17.5%
hgs
Division also is responsible to develop and revise Capital J4h:
comprehensive capital improvement projects; Develop and 53.0%
implement short- and long-range programs; Coordinate work
projects with other City departments, contractors, government
agencies, organizations and the public as required; inspect work in progress; Assure projects are completed in compliance with
codes, specifications, and standards. The Division also applies to various sources for related grants and administers these funds.
GOALS/OBJECTIVES:
The Capital Engineering Division implements the Council's mission and direction on the Capital Improvement Program. Our goal
is to identify and apply for all state and federal grant funding available and applicable for the City's Capital Improvement Program
and to manage the successful completion of these projects within the available budget and on schedule.
PERFORMANCE MEASURES:
Type/Description 2019 2020 2021 2022
Workload Measures:
• Annual CIP Fund administered $21.7M
• Grant dollars administered $15.1M
• Number of lane miles repaired/rehabilitated 7.0
Outcome Measures:
• Percent of CIP project completed on time and within budget 100%
2019 Overlay Project
C - 106
OPERATING BUDGET
PUBLICWORKS CAPITAL ENGINEERING
Responsible Manager: Sarah Hamel, P.E., Manager
POSITION INVENTORY:
Positions
2018
Actual
1 2019
Actual
2020
2021
Proposed
2022
Proposed
Grade
Adopted Adjusted I Projected
Street Fund:
Street Systems Manager - .05 FTE Overlay
1.00
1.00
-
-
-
-
54
Capital Engineering Manager - .05 FTE Overlay & .10 FTE Transp CIP
-
-
1.00
1.00
1.00
1.00
54
Sound Transit Liaison - 1.00 FTE Transp CIP
-
1.00
1.00
1.00
1.00
1.00
1.00
54
Street Systems Project Engineer
3.00
3.00
3.00
-
-
-
-
49
Senior Capital Engineer - 0.75 FTE Transp CIP
-
-
-
3.00
3.00
3.00
3.00
49
Capital Engineer - 0.50 FTE Overlay
-
-
-
1.00
1.00
1.00
1.00
44
Street Systems Engineer - 0.50 FTE Overlay
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 - 0.50 FTE Overlay & 1.00 FTE Transp CIP
1.00
2.00
2.00
3.00
3.00
3.00
3.00
37
Engineering Technician - 0.25 FTE Overlay
1.00
2.00
2.00
2.00
2.00
2.00
2.00
32
Fleet Maintenance Coordinator - 504 Fleet & Equipment
0.50
1.00
1.00
1.00
1.00
1.00
1.00
26
Maintenance Worker II
1.00
2.00
1.00
2.00
2.00
2.00
2.00
26m
Administrative Assistant II - 0.50 FTE Transp. CIP
0.10
1.00
0.10
1.00
1.00
1.00
1.00
25
Maintenance Worker
3.00
5.00
4.00
7.00
7.00
7.00
7.00
22m
Administrative Assistant I
0.50
-
0.50
-
-
-
-
18
Total Street Fund:
12.10
20.00
17.60
23.00
23.00
23.00
23.00
n/a
Total Regular Staffing
12.10
20.00
17.60
23.00
23.00
23.00
23.00
n/a
Change from prior year
7.90
(2.40)
3.00
n/a
Grand Total Staffing
12.10
1 20.00
1 17.60
23.00
23.00
1 23.00
1 23.00
n/a
DEPARTMENT SUMMARY:
Code
Item
2018
I Actual
1 2019
Actual
2020
2021
Proposed
2022
I d
21 Proposed - 20 Adj
I Adopted I Adjusted I Projected
$ Chg I % Chg
Non -General Fund Operating Expenditure Summary:
240
Streets
1,755,392
2,140,519
2,152,551
2,517,599
2,517,599
2,613,418
2,508,646
95,819
3.8%
102
Overlay Program*
1,870,129
1,646,342
1,515,064
2,692,120
2,692,120
3,047,184
3,051,111
355,063
13.2%
306
Transportation CIP**
11,801,190
11,163,217
4,666,000
7,360,149
7,360,149
11,176,972
7,773,566
3,816,823
51.9%
504
Fleet - City Hall/Police***
1,483,183
2,119,629
1,725,993
2,699,441
2,699,441
3,129,104
1,919,901
429,663
15.9u/,
Total Expenditures:
$16,909,894
$17,069,707
$10,059,609
$ 15,269,310
$ 15,269,310
$19,966,677
$ 15,253,224
$ 4,697,367
30.8%
*The overlay on roads in the city is funded each year by $1,013,000 in BEET, $1,500,000 in solid waste utility tax, and $450,000 in motor vehicle fuel tax.
**The joint operations facility proposed budget of $250,000 per year is included in the 306 Transportation CIP Fund.
***Fleet replacement is funded by replacement reserves collected on vehicles over the useful life of the vehicle in the 504 fleet fund.
Dash Point Road Sidewalk Project
C - 107
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET
PUBLICWORKS CAPITAL ENGINEERING
Responsible Manager: Sarah Hamel, P.E., Manager
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $19,966,677 in 2021 and $15,253,224 in 2022. This is a 30.8% or $4,697,367 increase to the
2021 proposed budget from the 2020 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 & Wages -Increase of $1,043,321 primarily due to the addition of Sound Transit funded staff salaries, and
adding the full year cost of two landscape maintenance workers added in 2020.
■ Benefits - Increase of $92,792 primarily due to the addition of Sound Transit funded staff benefits, and adding the full
year cost of two landscape maintenance workers benefits.
■ Supplies - Decrease of $90,762 due to eliminating a 1-time bulk purchase of salt and snow melt supplies.
■ Services and Charges - Increase of $1,011,200 due to increased services for repairs on the Steel Lake Maintenance
Facility of $143,200, and 306 Transportation capital expenditures categorized under services and charges instead of
capital outlay.
■ Capital Outlays - Increase of $1,543,289 due to the addition of capital projects proposed in 2021 for transportation and
overlay projects.
■ Other Financing Uses - Increase of $1,103,000 primarily due to one-time transfer out from Arterial Street Overlay to the
Transportation CIP fund of $948,000, and $200,000 one-time transfer out from 306 Transportation CIP Fud not the 101
Street Operations Fund.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
121 Proposed - 20 Adj
I Adopted I Adjusted I Projected
$ Chg % Chg
Revenue Summary:
33X
Intergovernmental
$ 6,723,303
$ 5,259,606
$ 4,483,000
$ 4,483,000
$ 4,483,000
$ 7,200,000
$ 5,305,000
$ 2,717,000
60.6%
34X
Charges for Services
4,654,862
4,482,333
2,720,329
4,384,047
4,384,047
7,210,329
3,780,329
2,826,282
64.5%
36X
Miscellaneous
172,624
251,233
88,315
88,315
88,315
88,315
88,315
-
0.0%
39X
Other Financing Sources
6,206,236
4,946,347
4,321,849
5,710,594
5,710,594
7,416,325
4,463,849
1,705,731
29.9%
Total Revenues:
$ 17,757,025
$14,939,520
$11,613,493
$14,665,956
$14,665,956
$ 21,914,969
$13,637,493
$ 7,249,013
49.4%
Expenditure Summary:
1XX
Salaries and Wages
1,222,693
1,781,609
1,692,296
2,356,830
2,356,830
3,400,151
3,224,227
1,043,321
44.3%
2XX
Benefits
453,707
652,074
588,386
588,386
588,386
681,177
697,926
92,792
15.8%
3XX
Supplies
540,626
765,254
607,925
742,230
742,230
651,468
651,468
(90,762)
-12.2%
4XX
Services and Charges
3,946,685
3,444,011
2,368,232
2,491,538
2,491,538
3,502,738
1,333,538
1,011,200
40.6%
5XX
Intergovernmental
83,039
62,697
16,586
350
350
350
350
-
0.0%
6XX
Capital Outlays
1 9,715,867
10,214,063
4,780,712
1 9,039,504
1 9,039,504
10,582,793
9,145,715
1 1,543,289
17.1%
9XX
Internal Services/Other
-
-
5,472
5,472
5,472
-
-
(5,472)
-100.0%
OXX
Other Financing Uses
947,277
150,000
-
45,000
45,000
1,148,000
200,000
1,103,000
2451.1%
Total Expenditures:
$ 16,909,894
$17,069,707
$10,059,609
$15,269,310
1 $15,269,310
$19,966,677
$15,253,224
$ 4,697,367
30.8%
Downtown Staircase Construction
C - 108
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 serving as ratepayers' advocate.
• Grant programs to enhance solid waste & recycling services in Federal
Way. This includes preparing grant applications, project implementation,
tracking results, preparing reports and completing reimbursement
requests.
• Litter control and ongoing right-of-way maintenance funding.
• 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
Management staff.
GOALS/OBJECTIVES:
2021 Proposed Expenditures by Category
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. The Division
recently completed a multi -year procurement process which resulted in selection of Waste Management as the contract hauler
through mid-2030. Implementation of this contract's new services will be ongoing through this biennium. The Division's utility
management includes the annual rate modification process, operational review and corrective input, contract and grant -related
services planning and implementation, and resolution of customer service issues. The Division ensures the contracted hauler
provides the highest level of service achievable through enforcing parameters set by the new agreement.
The Division implements and promotes waste reduction, recycling, composting and moderate risk waste programming for
residents and businesses through direct assistance, production and distribution of outreach materials, and events focused on
education or material collection. 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 wastes in a cost-effective and environmentally -sound manner.
The Division also participates in ongoing regional planning efforts related to solid waste, hazardous waste, and recycling. This
includes implementation of the recently adopted 2019 King County Comprehensive Solid Waste Management Plan (COSWMP),
as well as the 2021 update to the Hazardous Waste Management Plan (HWMP). The Division staffs the Hazardous Waste
Management Program's workgroup to coordinate regional collection services.
The Division participates in the Design Advisory Group focused on the Algona Transfer Station replacement project (South King
Recycling and Transfer Station). The new facility will feature a permanent drop-off site for residents and businesses to safely
dispose of hazardous wastes, as well as comprehensive recycling and yard debris services. Construction is scheduled through this
biennium, with full operations slated for 2023. Additionally, the Division participates in the Metropolitan Solid Waste Advisory
Committee (MSWAC), which provides a forum for officials to coordinate with King County on regional solid waste system
elements (recycling, disposal options, green building/construction plus demolition debris management, rate setting, and transfer
system services).
PERFORMANCE MEASURES:
Type/Description 2019 2020 2021 2022
Workload Measures:
• Number of large special recycling collection events held 2
• Number of outreach materials (brochures, newsletters, etc.) produced 8
• Number of grants managed 3
Outcome Measures:
• Quantity of outreach materials printed and distributed 100,000
• Grant revenue obtained $126,600
• Tons of material diverted per special recycling event 80
C - 109
CITY OF FEDERAL WAY 2 02112 022 PROPOSED BUDGET
PUBLIC WORDS SOLID WASTE & RECYCLING
Responsible Manager: Rob Van Orsow, Solid Waste & Recycling Coordinator
POSITION INVENTORY:
Positions
2018
Actual
2019
I Actual
2020
1 2021
I Proposed
2022
Proposed
Grade
Adopted Adjusted I Projected
Solid Waste & Recycling:
Director-PW
0.05
0.12
0.12
0.12
0.12
0.12
0.12
58h
Deputy Director-PW
0.05
0.12
0.12
0.12
0.12
0.12
0.12
58
Solid Waste/Recycling Manager
-
-
-
-
-
1.00
1.00
na
Solid Waste/Recycling Coordinator
1.00
1.00
1.00
1.00
1.00
-
-
39
Recycling Project Manager
1.00
1.00
1.00
1.00
1.00
1.00
1.00
35
Administrative Assistant II
0.10
0.10
0.10
0.10
0.10
0.10
0.10
25
Administrative Assistant I
-
0.07
0.07
0.07
0.07
0.07
0.07
18
Total Regular Staffing
2.20
2.41
2.41
2.41
2.41
2.41
2.41
n/a
Change from prioryear
-
0.21
-
-
-
-
-
n/a
Grand Total Staffing
2.20
2.41
2.41
2.41
2.41
2.41
2.41
1 n/a
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $545,844 in 2021 and $545,844 in 2022. This is a 8.5% or $50,956 decrease to the 2021
proposed budget from the 2020 adjusted budget.
Major line item changes include:
■ Salaries & Wages - Increase of $7,349 due to reclassifying SWR coordinator to SWR Manager.
■ Benefits - Decrease of $19,504 due to lower cost of healthcare benefits of positions in the SWR division.
■ Services and Charges - Increase of $15,000 due to the addition of litter pickup services.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
33X
Intergovernmental
$ 123,675
$ 115,332
$ 138,900
$ 127,714
$ 127,714
$ 115,570
$ 115,570
$ (12,144)
-9.5%
34X
Charges for Services
318,180
421,101
310,000
437,560
437,560
437,560
437,560
-
0.0%
35X
Fines and Penalties
1,300
10,800
2,000
2,000
2,000
2,000
2,000
-
0.0%
36X
Miscellaneous
2,263
8,424
1,200
1,200
1,200
1,200
1,200
-
0.0%
Total Revenues:
$ 445,418
1 $ 555,657
$ 452,100
$ 568,474
$ 568,474
$ 556,330
$ 556,330
$ (12,144)
-2.1%
Expenditure Summary:
1XX
I Salaries & Wages
185,303
182,682
212,794
230,794
230,794
238,143
238,143
7,349
3.2%
2XX
Benefits
88,667
86,827
102,141
102,141
102,141
82,637
82,637
(19,504)
-19.1%
3XX
Supplies
7,492
20,047
3,575
3,575
3,575
3,575
3,575
-
0.0%
4XX
Services and Charges
139,294
164,519
106,761
147,761
147,761
162,761
162,761
15,000
10.2%
9XX
Internal Services/Othei
65,663
1 61,691
69,529
69,529
69,529
58,727
58,727
(10,802)
-15.5%
OXX
Other Financing Uses
-
I -
-
43,000
43,000
-
(43,000)
-100.0%
Total Expenditures:
$ 486,418
1 $ 515,766
$ 494,800
$ 596,800
$ 596,800 $ 545,844
$ 545,844
$ (50,956)
-8.5%
C - 110
OPERATING BUDGET
PUBLIC WORKS SURFACE WATER MANAGEMENT
Responsible Manager: Theresa Thurlow, P.E., Surface Water Manager
PURPOSE/DESCRIPTION:
The Surface Water Management Division (SWM) is 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 Division also promotes the preservation of natural drainage
systems, protection of fishery resources, and wildlife habitat.
The SWM Division provides all surface water related services within
the City of Federal Way. These services are provided through the
following programs: Administration/Engineering Services, Water
Quality, Asset Management, and Maintenance Services. Capital
projects are budgeted in the Surface Water Management Capital
Project Fund.
2021 Proposed Expenditures by Category
Capital
in not
2.1
Administration/Engineering: The Administration function provides the overall management and operation of the Surface Water
Program including the preparation and management of the Division's budget; coordination of the billing and collection process;
supervision of administrative, engineering, water quality, and maintenance staff, coordination and management of employee
training; management of Capital Improvement studies and projects; and strategic planning to anticipate future state and federal
Clean Water Act and NPDES requirements. 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 Education and Outreach Program, a Retention/Detention Private Facilities 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.
Asset Management: The purpose of the Asset Management program is to ensure the stormwater system remains in good working
order by assessing asset condition, proactively planning maintenance repairs, and identifying capital needs within available
funding.
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, Vaults, and Pipe Cleaning/Maintenance;
Catch Basin, Manhole and Pipe Repair/Construction; Open Channel and Ditch Maintenance, Retention/Detention Ponds
Maintenance, LID Infrastructure Maintenance, as well as 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 which will also contribute to groundwater quality; 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; outreach to the community through education posters, brochures, newsletters, and trainings; adequate maintenance of
public infrastructure; and continuation of a Capital Improvement Program addressing water quality and quantity problems
throughout the City.
CITY OF FEDERAL WAY 2 02112 022 PROPOSED BUDGET
PUBLIC WORKS SURFACE WATER MANAGEMENT
Responsible Manager: Theresa Thurlow, P.E., Surface Water Manager
PERFORMANCE MEASURES:
Type/Description
Workload Measures:
• Annual SWM revenues administered
• Grant funding administered
• Number of exposure events
• Volunteer hours on surface water related projects
• Number of Commercial Business Inspections (Private Drainage Facilities)
• Number of Illicit Discharge Responses
• Number of Retention/Detention Pond Facilities Maintained
• Number of Water Quality Vaults and Detention Tanks Maintained
• Number of LID Facilities Maintained (Filtera, Modular Wetland, Rain Garden)
• Number of catchbasin Structures Inspected and Maintained
• Linear feet of ditches maintained
Outcome measures:
• Percent of planned CIP projects completed
• Percent completion of storm monitoring and sampling targets
• Percent of planned lake and stream & water quality projects completed on time
Efficiency Measures:
• Number of Service Requests Received/Responded to
• Number of Work Orders Created/Completed
POSITION INVENTORY:
2019 2020
$3.9M
$50,000
18
743
792
193
237
424
23
8,025
5,750
100.0%
100.0%
100.0%
308/308
158/152
2021 2022
Positions
2018
Actual
2019
Actual
2020
2021
Proposed
2022
I Proposed
Grade
Adopted Adjusted Projected
Surface Water Management:
Director-PW
0.15
0.15
0.15
0.15
0.15
0.15
0.15
58h
Deputy Director-PW
0.50
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
0.50
0.50
0.50
0.50
0.50
54
SWM Project Engineer
2.00
2.00
2.00
-
-
-
-
49
Senior Capital Engineer
-
-
1.00
1.00
1.00
1.00
49
SWM Asset Engineer
-
-
1.00
1.00
na
Capital Engineer
-
-
-
1.00
1.00
1.00
1.00
44
Senior Engineer Plans Reviewer
0.50
0.50
0.50
0.85
0.85
0.85
0.85
43
SW Quality Program Coord
1.00
1.00
1.00
1.00
1.00
1.00
1.00
40
SWM Maintenance 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
37
SWM R/D Inspector
1.00
1.00
1.00
1.00
1.00
1.00
1.00
37
Engineering Plans Reviewer
-
0.35
0.35
-
-
-
-
35
Surface Water Quality Specialist
1.00
1.00
1.00
1.00
1.00
1.00
1.00
35
SWM Pollution Control Specialist
-
-
-
-
-
1.00
1.00
na
Public Education & Outreach Specialist
1.00
1.00
1 1.00
1.00
1.00
1.00
1.00
34
Engineering Technician
1.00
1.00
1.00
1.00
1.00
1.00
1.00
32
Engineering Technician/Inspector
2.00
2.00
2.00
2.00
2.00
2.00
2.00
32
Maintenance Worker II
2.00
2.00
2.00
2.00
2.00
2.00
2.00
26m
Administrative Assistant II
0.10
0.20
0.10
0.20
0.20
0.20
0.20
25
Maintenance Worker I
4.00
4.00
4.00
4.00
4.00
6.00
6.00
22m
Administrative Assistant I
0.65
0.65
0.65
0.65
0.65
0.65
0.65
18
Total RegularStaffrng
20.40
20.85
20.75
20.85
20.85
24.85
24.85
1 n/a
Change from prior year
-
0.45
(0.10)
-
-
4.00
-
n/a
Grand Total Staffing
20.40
20.85
20.75
20.85
1 20.85
1 24.85
24.85
n/a
C - 112
OPERATING BUDGET
PUBLIC WORKS SURFACE WATER MANAGEMENT
Responsible Manager: Theresa Thurlow, P.E., Surface Water Manager
HIGHLIGHTS/CHANGES:
The proposed operating budget totals $7,819,041 in 2021 and $7,883,029 in 2022. This is a 25.0% or $1,563,796 increase to the
2021 proposed budget from the 2020 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 & Wages - Net increase of $271,845 due to adding 1.0 FTE SWM Asset Engineer, 1.0 FTE SWM Pollution
Control Specialist, and 2.0 FTE SWM Maintenance positions
■ Benefits - Net increase of $27,460 primarily due to adding benefits for new positions.
■ Capital Outlay - Increase of $167,000 due to increased SWM capital projects.
■ Other Financing Uses - Increase of $709,581 due to the addition of transfers to surface water management capital
projects.
REVENUE AND EXPENDITURE SUMMARY:
Code
Item
2018
I Actual
2019
I Actual
2020
2021
Proposed
1 2022
Proposed
21 Proposed - 20 Adj
Adopted Adjusted Projected I
$ Chg % Chg
Revenue Summary:
33X
Intergovernmental
$ 255,831
$ 31,718
$1,139,670
$ 1,144,670
$ 1,144,670
$
$ 500,000
$(1,144,670)
-100.0%
34X
Charges for Services
4,172,341
4,370,049
4,047,198
4,289,712
4,289,712
5,938,201
4,927,775
1,648,489
38.4%
36X
Miscellaneous
91,353
134,558
3,000
3,000
3,000
3,000
3,000
-
0.0%
39X
Other Financing Sources
-
-
-
343,487
343,487
447,568
1,560,000
104,081
30.3%
Total Revenues:
$ 4,519,525
$ 4,602,006
$ 5,189,868
$ 5,780,869
$ 5,780,869
$ 693889769
$ 69990,775
$ 6079900
10.5%
Expenditure Summary:
1XX
Salaries & Wages
1,622,288
1,577,334
1,761,811
1,761,811
1,761,811
2,033,656
2,088,664
271,845
15.4%
2XX
Benefits
608,663
604,432
602,250
602,250
602,250
629,709
646,157
27,460
4.6%
3XX
Supplies
132,283
166,610
98,845
120,195
120,195
164,595
135,195
44,400
36.9%
4XX
Services and Charges
519,353
626,068
601,096
765,107
765,107
1,190,988
1,045,988
425,881
55.7%
5XX
Intergovernmental
329,042
238,193
277,422
285,878
285,878
286,650
286,650
772
0.3%
6XX
Capital Outlay
773,601
575,689
1,400,000
1,400,000
1,400,000
1,567,000
1,167,000
167,000
11.9%
7XX
Debt Service -Principal
96,120
96,120
96,120
-
-
-
-
-
n/a
8XX
Debt Service -Interest
1,922
961
1,922
1,922
1,922
1,922
1,922
0.0%
9XX
Internal Services/Other
815,090
814,987
784,596
784,596
784,596
701,453
701,453
(83,143)
-10.6%
OXX
Other Financing Use
-
225,307
-
533,487
533,487
1,243,068
1,810,000
709,581
133.0%
Total Expenditures:
$ 4,898,360
$ 4,925,702
$ 5,624,061
$ 6,255,245
$ 6,255,245
$ 7,819,041
$ 7,883,029
$ 1,563,796
25.0%
ELK
Surface Water Structure Repair
C - 113
CITY OF
� Federal Way
This page was intentionally left blank.
CITY OF FEDERAL WAY 202112022 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 ten primary departments: City Council, Mayor's Office, Municipal Court, Law, Finance, Human Resources, City Clerk,
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 or 17 percent of operating expenditures is 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 presents 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
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
I Projected
$Chg
%Chg
Revenue Summary:
31X
Taxes
$ 29,559,836
$ 30,948,679
$ 30,594,703
$ 29,768,093
$ 29,768,093
$ 30,780,594
$ 30,786,909
$ 1,012,501
3.4%
32X
Licenses and Permits
4,370,952
5,436,535
4,292,914
4,340,011
4,340,011
3,567,560
3,600,552
(772,451)
-17.8%
33X
Intergovernmental
2,364,813
2,619,996
2,009,500
5,373,001
5,373,001
2,004,000
2,004,000
(3,369,001)
-62.7%
34X
Charges for Services
4,181,465
4,561,036
3,834,514
3,994,400
3,994,400
4,221,584
4,238,338
227,184
5.7%
35X
Fines and Penalties
785,588
899,864
943,401
815,189
815,189
824,984
824,986
9,795
1.2%
36X
Miscellaneous
1,100,925
1,028,567
623,862
813,862
813,862
817,540
817,614
3,678
0.5%
39X
Other Financing Sources
6,940,821
7,184,134
10,111,732
10,433,709
10,433,709
10,550,674
9,209,310
116,965
1.1%
Total Revenues:
$ 49,304,400
$ 52,678,810
$ 52,410,625
$ 55,538.264
$ 55,538,264
$ 52,766,936
$ 51,481,709
$(2,771,328)
-5.0%
Expenditure Summa:
010
City Council
$ 405,140
$ 422,165
$ 446,163
$ 508,211
$ 508,211
$ 525,655
$ 530,695
$ 17,443
3.4%
020
Mayor's Office
1,217,717
1,296,641
1,127,132
770,194
770,194
703,201
715,168
(66,992)
-8.7%
022
Municipal Court
1,686,923
1,752,439
1,767,149
1,829,149
1,829,149
1,797,146
1,818,905
(32,003)
-1.7%
042
Finance
962,052
1,045,012
1,088,521
1,269,595
1,269,595
1,260,163
1,287,736
(9,432)
-0.7%
044
City Clerk
499,915
592,263
513,984
513,984
1 513,984
558,912
560,410
44,928
8.7%
045
Human Resources
478,791
521,715
514,881
554,881
554,881
527,932
536,319
(26,949)
-4.9%
051
Law -Civil
851,969
856,841
789,720
919,920
919,920
970,331
974,797
50,411
5.5%
052
Law -Criminal
717,523
750,449
764,733
765,483
765,483
774,742
776,142
9,259
1.2%
07X
Community Development
2,285,955
2,546,372
2,534,077
2,773,047
2,773,047
2,652,041
2,683,103
(121,006)
-4.4%
075
Economic Development
279,486
340,503
415,973
495,973
1 495,973
284,756
284,756
(211,217)
-42.6%
083
Community Services
760,398
871,103
844,805
1,153,524
1,153,524
967,372
975,180
(186,152)
-16.1%
098
Jail Contract Costs
6,417,479
5,932,095
4,341,950
4,048,950
4,048,950
3,303,463
3,319,584
(745,487)
-18.4%
098
911 Dispatch
2,724,139
2,679,436
2,748,692
2,748,692
2,748,692
2,748,692
2,748,692
0.0%
09XI11X
Police
17,939,354
18,546,501
18,843,813
19,413,271
19,413,271
19,994,131
20,492,402
580,860
3.0%
3XX
Parks, Recr & Cultural Svcs
4,036,022
4,231,231
4,076,474
4,313,304
1 4,313,304
4,154,492
4,193,695
(158,812)
-3.7%
XXX
Non -Departmental
7,599,489
10,345,167
11,736,389
15,531,497
15,531,497
10,788,392
10,361,569
(4,743,105)
-30.5%
Total Eq)enditures:
$ 48,862,353
$ 52,729,933
$ 52,554,455
$ 57,609,674
$ 57,609,674
$ 52,011,420
$ 52,259,152
$(5,598,254)
-9.7%
RevOverl(Nder)l%p
$ 442,047
$ (51,123)
$ (143,830)
$ (2,071,410)
$ (2,071,410)
$ 755,516
$ (777,442)
$ 2,826,926
-136.5%
Beginning Fund Balance,1/1
$ 10,702,413
$ 11,144,460
$ 9,144,057
$ 11,093,337
$ 11,093,337
$ 9,021,927
$ 9,777,443
$(2,071,410)
-18.7%
Wing Fund Balance,12/31
$ 11,144,459
$ 11,093,337
1 $ 9,000,227
$ 9,021,927
1 $ 9,021,927
$ 9,777,443
$ 9,000,001
$ 755,516
!
D - 1
BUDGET BYFUND
001: GENERAL FUND (continued)
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
1 $Chg
I %Chg
Expenditures:
1XX
Salaries & Wages
$ 20,468,987
$ 21,502,951
$ 22,487,286
$ 23,669,197
$ 23,669,197
$ 23,807,184
$ 24,318,093
$ 137,987
0.6%
2XX
Benefits
7,090,970
7,357,755
8,047,952
8,183,575
8,183,575
7,897,391
8,074,683
(286,184)
-3.5%
3XX
Supplies
771,069
835,436
739,244
929,994
929,994
730,315
730,315
(199,679)
-21.5%
4XX
Services and Charges
4,347,935
4,605,462
6,389,897
7,997,973
7,997,973
4,125,167
4,125,167
(3,872,806)
-48.4%
5XX
Intergovernmental
9,503,031
9,017,911
7,438,563
5,671,913
5,671,913
6,076,913
6,076,913
405,000
7.1%
6XX
Capital Outlay
16,720
12,995
497,065
497,065
(497,065)
-100.0%
9XX
Internal Services/Other
5,148,235
5,493,599
5,755,664
5,991,633
5,991,633
6,196,648
6,218,155
205,015
3.4%
Other Financing Use
1,515,406
3,903,824
1,695,849
4,668,324
4,668,324
3,177,802
1 2,715,826
1 (1,490,522)
-31.9%
FOX�AX
Total a-pen&tures:1
$ 48,862,353
1 $ 52,729,933
1 $ 52,554,455
$ 57,609,674
$ 57,609,674
$ 52,011,420
1 $ 52,259,152
1 $(5,598,254)
-9.7%
OTHER FINANCING SOURCES
Item
2021 2022
Proposed Proposed
Other Financing Sources
9,054,143
Transfer in from Utility Tax Fund
9,186,777
Transfer in from Debt Service Fund
199,683
137,374
Transfer in from Strategic Reserve Fund
601,800
2,000
Transfer in from Parks Reserve Fund
-
15,793
Transfer in from Building & Furnishings Fund
562,414
-
Total Other Financing Sources
10,550,674
9,209,310
OTHER FINANCING USES
Item
2021
Proposed
2022
Proposed
Other Financing Uses
Transfer out to Street Fund
2,157,825
1,695,849
Transfer out to PAEC Operating Fund
1,019,977
1,019,977
Total Other Financing Uses
3,177,802
2,715,826
Owu
CITY OF FEDERAL WAY 202112022 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.
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
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summa :
32X
Licenses and Permits
$ 244,556
$ 272,699
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$
0.0%
33X
Intergovernmental
1,375,339
1,362,796
1,300,000
1,305,000
1,305,000
1,300,000
1,300,000
(5,000)
-0.4%
34X
Charges for Services
368,158
853,270
500,752
736,571
736,571
736,572
736,572
0
0.0%
36X
Miscellaneous
51,730
58,062
217,016
240,916
240,916
360,216
217,016
119,300
49.5%
39X
Other Financing Sources
2,117,563
2,067,685
2,095,849
2,218,520
2,218,520
2,557,825
2,095,849
339,305
15.3%
Total Revenues:
$ 4,157,347
$ 4,614,511
$ 4,313,618
$ 4,701,008
$ 4,701,008
$ 5,154,613
$ 4,549,437
$ 453,605
9.6%
Expenditure Summary:
210
Administrative Services
$ 460,268
$ 381,959
$ 370,660
$ 370,660
$ 370,660
$ 284,931
$ 284,931
$ (85,729)
-23.1%
220
Development Services
274,804
224,194
250,429
250,429
250,429
369,561
374,048
119,132
47.6%
230
Traffic Services/Commute Trip Red.
1,539,954
1,674,082
1,337,707
1,370,676
1,370,676
1,450,793
1,400,364
80,118
5.8%
240
Street Systems
1,755,392
2,140,519
2,152,551
2,517,599
2,517,599
2,613,418
2,508,646
95,819
3.8%
270
Emergency Management (Mayor's)
197,605
200,641
202,353
202,353
202,353
208,679
208,679
6,326
3.1%
Total F*nditures:
$ 4,228,023
$ 4,621,394
$ 4,313,700
$ 4,711,717
$ 4,711,717
$ 4,927,382
$ 4,776,669
$ 215,665
4.6%
RevOver/(Under)
$ (70,677)
$ (6,883)
$ (82)
$ (10,709)
$ (10,709)
$ 227,231
$ (227,231)
$ 237,941
-2222%
Be innin Fund Balance,1/1
$ 588,269
$ 517,592
$ 500,676
$ 510,709
$ 510,709
$ 500,000
$ 727,231
$ (10,709)
-2.10/(
Ending Fund Balance, 12 1-1
$ 517,592
$ 510,709
$ 500,594
$ 500,000
$ 500,000
$ 727,231
$ 500,000
$ 227,231
D - 3
BUDGET BYFUND
101: STREET FUND (continued)
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
I Adopted
Adjusted
Projected
$ Chg
% Chg
Expenditures:
1XX
Salaries & Wages
$ 1,598,215
$ 1,868,766
$ 1,734,599
$ 2,009,372
$ 2,009,372
$ 2,143,996
$ 2,178,407
$ 134,625
6.7%
2XX
Benefits
587,430
666,732
707,787
707,787
707,787
749,610
762,686
41,822
5.9%
3XX
Supplies
90,131
263,249
101,148
235,453
235,453
144,691
144,691
(90,762)
-38.5%
4XX
Services and Charges
1,182,421
980,271
970,976
953,579
953,579
1,144,493
956,293
190,914
20.0%
5XX
Intergovernmental
718,547
832,827
710,562
692,998
692,998
744,592
734,592
51,594
7.4%
6XX
Capital Outlay
51,280
9,549
-
23,900
23,900
-
-
(23,900)
400.0%
9XX
Internal Services/Other
-
-
88,628
88,628
88,628
-
-
(88,628)
-100.0%
Total Expenditures:
$ 4,228,023
$ 4,621,394
$ 4,313,700
$ 4,711,717
$ 4,711,717
$ 4,927,382
$ 4,776,669
$ 215,665
4.6%
OTHER FINANCING SOURCES
Item
2021
Proposed
2022
Proposed
Transfer in from General Fund
2,157,825
1,695,849
Transfer in from SWM CIP Fund
200,000
200,000
Transfer in from Transportation CIP Fund
200,000
200,000
Total Other Financing Sources
2,557,825
2,095,849
9a!
CITY OF FEDERAL WAY 202112022 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.
The following tables present a sources and uses summary of the Arterial Street Fund.
$2,563,000 in 2021 Other Financing Sources is $1,013,000 from Real Estate Excise Tax, $50,000 from 304 SWM CIP, and
$1.5M from Solid Waste utility tax.
$2,563,000 in 2022 Other Financing Sources is $1,013,000 from Real Estate Excise Tax, $50,000 from 304 SWM CIP, and
$1.5M from Solid Waste utility tax.
SOURCES AND USES:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
I Adjusted
I Projected
$ Chg
% Chg
Revenue Summa :
33X
I Intergovernmental
$ 554,234
$ 542,694
$ 530,000
$ 530,000
$ 530,000
$ 450,000
$ 450,000
$ (80,000)
-15.1%
34X
Charges for Services
16,432
768,883
-
381,081
381,081
-
-
(381,081)
-100.0%
36X
Miscellaneous
8,423
7,741
5,000
5,000
5,000
5,000
5,000
-
0.0%
39X
Other Financing Sources
1,013,000
853,926
1,013,000
1,657,074
1,657,074
2,563,000
2,563,000
905,926
54.7%
Total Revenues:
$ 1,592,089
1 $ 2,173,244
1$ 1,548,000
$ 2,573,155
$ 2,573,155
1 $ 3,018,000
$ 3,018,000
$ 444,845
17.3%
Expenditure Summary:
1XX
Salaries & Wages
$ 78,175
$ 118,012
$ 72,622
$ 72,622
$ 72,622
$ 111,727
$ 114,573
39,105
53.8%
2XX
Benefits
24,046
46,376
29,775
29,775
29,775
42,456
43,538
12,681
42.6%
3XX
Supplies
351
7,620
-
-
n/a
4XX
Services and Charges
3,500
95,257
120,000
120,000
120,000
(120,000)
-100.0%
5XX
I Intergovernmental
5,446
-
n/a
6XX
Capital Outlay
1,213,990
1,379,077
1,289,000
2,466,056
2,466,056
1,945,000
2,893,000
(521,056)
-21.1%
9XX
Internal Services/Other
-
-
3,667
3,667
3,667
-
-
(3,667)
-100.0%
0XX
Other Financing Use
544,621
-
-
-
-
948,000
-
948,000
n/a
Total Expenditures:
$ 1,870,129
$ 1,646,342
$ 1,515,064
$ 2,692,120
$ 2,692,120
$ 3,047,184
$ 3,051,111
$ 355,063
13.2%
RevOver/(Under)Exp
$ (278,040)
$ 526,902
$ 32,936
$ (118,965)
$ (118,965)
$ (29,184)
$ (33,111)
$ 89,782
-75.5%
Beginning Fund Balance,1/1
$ 372,721
$ 94,682
$ 132,937
$ 621,584
$ 621,584
$ 502,618
$ 473,435
$ (118,965)
-19.1%
Ending Fund Balance,12/31
$ 94,682
$ 621,583
$ 165,872
$ 502,618
$ 502,618
$ 473,435
$ 440,324
$ (29,184)
-5.8%
D - 5
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 passed
ordinance 18-847 imposing a 7.75% utility tax on water and sewer utilities. The city also passed ordinance 19-875 imposing an
additional 10% on solid waste and recycling activities to be used on arterial street overlay projects.
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
2018
Actual
2019
Actual
2020
2021
I Proposed
2022
Proposed
21 Proposed - 20 Adj
I Adopted
Adjusted
Projected
$ Chg
I % Chg
Revenue Summary:
31X
Taxes
$ 9,008,378
$ 8,593,468
$ 9,675,000
$ 11,155,187
$11,155,187
$12,092,294
$12,092,294
$ 937,107
8.4%
36X
Miscellaneous
31,650
37,330
12,000
12,000
12,000
12,000
12,000
-
0.0%
Total Revenues:
$ 9,040,028
$ 8,630,799
$ 9,687,000
$ 11,167,187
$11,167,187
$12,104,294
$12,104,294
$ 937,107
8.4%
Expenditure Summary:
OXX
Other Financing Use
$ 9,142,916
$ 8,661,285
$ 9,687,000
$ 11,230,239
$11,230,239
$12,058,633
$12,034,394
$ 828,394
7.4%
Total nditures:
$ 9,142,916
$ 8,661,285
$ 9,687,000
$ 11,230,239
$11,230,239
$12,058,633
$12,034,394
$ 828,394
7.4%
RevOwr/(Under) Expl
$ (102,888)
$ (30,486)
$ -
$ (63,052)
$ (63,052)
$ 45,661
$ 69,900
$ 108,713
-172.4%
Beginning Fund Balance, I/1
$ 1,703,359
$ 1,600,4711
$ 1,500,000
$ 1,569,984
1 $ 1,569,984
1 $ 1,506,932
$ 1,552,593
1 $ (63,052)
-4.0%
&(Ing Fund Balance, 12/311
$ 1,600,471
1 $ 1,569,984
1 $ 1,500,000
1 $ 1,506,932
1 $ 1,506,932
1 $ 1,552,593
1 $ 1,622,493
$ 456611
3.0%
OTHER FINANCING USES
Item
2021
Proposed
2022
Proposed
Transfer out to General Fund
9,186,777
9,054,143
Transfer out to FWCC Fund
279,307
308,227
Transfer out to Arterial Street Overlay Fund
1,500,000
1,500,000
Transfer out to Utility Tax - Prop 1 Fund
976,829
1,076,964
Transfer out to DBC Fund
115,720
95,060
Total Other Financing Uses
12,058,633
12,034,394
•
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
104: AFFORDABLE & SUPPORTIVE HOUSING SALES & USE TAX FUND
PURPOSE/DESCRIPTION:
The Affordable & Supportive Housing Sales & Use Tax Fund per Substitute House Bill 1406 (SHB 1406) will add a revenue
source dedicated to addressing affordable and supportive housing needs in the City. SHB 1406 was enacted in 2019 to
encourage investments in affordable housing and/or supportive housing. The revenue sharing program does not increase sales
tax, but instead allows for the City of Federal way to recapture a portion of the existing sales tax to use it in the following ways:
• Acquiring, rehabilitating, or constructing affordable housing;
• Funding operations and maintenance costs of new units; or
• For cities with populations fewer than 100,000, provide rental assistance.
Code
Item
2018
Actual
2019
Actual
2020
1 2021
I Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted Adjusted Projected
$ Chg I % Chg
Revenue Summary:
31X
Taxes
$
$
$
$ 41,000
$ 41,000
$
$
$ (41,000)
-100.0%
36X
Miscellaneous
20
20
(20)
-100.0%
Total Revenues:
$
$
$
$ 41,020
$ 41,020
$
$
$ (41,020)
-100.0%
Expenditure Summary:
4XX
Services and Charges
$
$
$
$ 41,020
$ 41,020
$
S
$ (41,020)
-100.0%
Total nditures:
$
I $
I $
1 $ 41,020
1 $ 419020
1 $
$
$ (419020)
-100.0%
Rev Over/(Under)
$
$
I $
I $ -
$ -
$
$
$
n/a
Beginning Fund Balance,1/1
$
$
I $
I $
$
$
$
$
n/a
I}►din liundBalance,12/31
$
I $
I $
I $
I $
I $
I
I $
n/a
D - 7
BUDGET BYFUND
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
2018
Actual
2019
Actual
2020
2021
Proposed
1 2022
Proposed
21 Proposed - 20 Adj
Adopted Adjusted Projected
$ Ch % Ch
Revenue Summary:
33X
Intergovernmental
$ 123,675
$ 115,332
$ 138,900
$ 127,714
$ 127,714
$ 115,570
$ 115,570
$ (12,144)
-9.5%
34X
Charges for Services
318,180
421,101
310,000
437,560
437,560
437,560
437,560
0.0%
35X
Fines and Penalties
1,300
10,800
2,000
2,000
2,000
2,000
2,000
0.0%
36X
Miscellaneous
2,263
8,424
1,200
1,200
1,200
1,200
1,200
0.0%
Total Revenues:
1 $ 445,418
$ 555,657
$ 452,100
$ 568,474
$ 568,474
1 $ 556,330
$ 556,330
1 $ (12,144)
-2.1%
Expenditure Summa :
1XX
Salaries & Wages
$ 185,303
$ 182,682
$ 212,794
$ 230,794
$ 230,794
$ 238,143
$ 238,143
$ 7,349
3.2%
2XX
Benefits
88,667
86,827
102,141
102,141
102,141
82,637
82,637
(19,504)
-19.1%
3XX
Supplies
7,492
20,047
3,575
3,575
3,575
3,575
3,575
-
0.0%
4XX
Services and Charges
139,294
164,519
106,761
147,761
147,761
162,761
162,761
15,000
10.2%
9XX
Internal Services/Other
65,663
61,691
69,529
112,529
112,529
58,727
58,727
(53,802)
-47.8%
Total nditures:
$ 486,418
$ 515,766
$ 494,800
$ 5969800
$ 596,800
$ 545,844
$ 545,844
$ (509956)
-8.5%
Rev Over/(Under) Exp
$ (41,001)
$ 39,891
$ (42,700)
$ (289326)
$ (28,326)
$ 10,486
$ 109486
$ 38,812
-137.0%
Beginning Fund Balance, 1/1
$ 195,581
$ 154,581
$ 60,431
$ 194,472
$ 194,472
$ 166,146
$ 176,632
$ (28,326)
-14.6%
En(fing FundBalance, 12/31
$ 154,581
$ 194,472
$ 17,731
$ 166,146
$ 166,146
$ 176,632
$ 187,119
$ 10,486
6.3%
ee
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
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
2018
Actual
2019
Actual
2020
1 2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
I Projected
$ Chg
% Chg
Revenue Summary:
32X
Licenses and Permits
$ 75,420
$ 76,376
$
$
$
$
$
$
n/a
36X
Miscellaneous
8,843
14,345
n/a
Total Revenues:
$ 84,263
$ 90,721
$
$
$
$
$
$
n/a
Expenditure Summary:
6XX
Capital Outlay
$ 6,056
$ 28,003
$ 7,000
$ 407,000
$ 407,000
$
$
$ (407,000)
-100.0%
Total Expenditures:
$ 6,056
$ 28,003
$ 7,000
$ 407,000
$ 407,000
$ -
$
$ (407,000)
-100.0%
RevOver/(Under)
$ 78,207
$ 62,718
$ (7,000)
$ (407,000)
$ (407,000)
$
$
$ 407,000
-100.0%
Beginning Fund Balance,1/1
$ 608,002
$ 686,209
$ 127,729
$ 748,927
$ 748,927
$ 341,927
$ 341,927
$ (407,000)
-54.3%
Ending Fund Balance, 12/31
$ 686,209
$ 748,927
$ 120,729
$ 341,927
$ 341,927
$ 341,927
$ 341,927
$ -
1 0.0%
O
BUDGET BYFUND
109: HOTEL/MOTEL LODGING TAX FUND
PURPOSE/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 ($0.20 million) 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
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg
I % Chg
Revenue Summa :
31X
Taxes
$ 285,725
$ 292,986
$ 300,000
$ 300,000
$ 300,000
$ 150,000
$ 150,000
$ (150,000)1
50.0%
36X
Miscellaneous
14,457
26,125
6,000
6,000
6,000
5,000
5,000
(1,000)
-16.7%
Total Rewenues:
$ 300,182
$ 319,110
$ 306,000
$ 306,000
$ 306,000
$ 155,000
$ 155,000
$ (151,000)
-49.3%
Expenditure Summary:
1XX
Salaries & Wages
$ 13,943
$ 10,472
$ -
$ -
$ -
$ -
$ -
$
n/a
2XX
Benefits
1,205
910
$
100.0%
3XX
Supplies
674
180
1,000
1,000
1,000
2,000
2,000
$ 1,000
100.0%
4XX
Services and Charges
56,123
56,423
178,700
254,000
254,000
153,000
153,000
$ (101,000)
-39.8%
6XX
Capital Outlay
18,103
-
45,000
45,000
45,000
-
-
$ (45,000)
-100.0%
OXX
Other Financing Use
-
100,000
-
-
-
-
-
$
100.0%
Total Expenditures:
$ 90,047
$ 167,984
$ 224,700
$ 300,000
$ 300,000
$ 155,000
$ 155,000
$ (145,000)
-48.3%
RevOwer/(Under) apl
$ 210,134
$ 151,126
$ 81,300
$ 6,000
$ 6,000
$ -
$ -
$ (6,000)
100.0%
Beginning Fund Balance,1/1 $ 967,746
$1,177,880
$1,059,546
$ 1,329,006
$1,329,006
$1,335,006
$1,335,006
$ 6,000
0.5%
FAng Fund Balance,12/31 $1,177,880
$1,329,006
$1,140,846
$ 1,335,006
$1,335,006
$1,335,006
$1,335,006
$
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
I Proposed
21 Proposed - 20 Adj
I Adopted I Adjusted I Projected
$ Chg % Chg
Expenditures:
1XX
Salaries& Wages
$ 13,943
$ 10,472
$
$
$
$
$
$
n/a
2XX
Benefits
1,205
910
n/a
3XX
Supplies
674
180
1,000
1,000
1,000
2,000
2,000
1,000
100.0%
4XX
Services and Charges
56,123
56,423
178,700
254,000
254,000
153,000
153,000
(101,000)
-39.8%
6XX
Capital Outlay
18,103
-
45,000
45,000
45,000
-
-
(45,000)
-100.0%
OXX
I Other Financing Use
-
100,000
-
-
-
-
-
n/a
Total Expenditures:
$ 90,047
$ 167,984
$ 224,700
$ 300,000
$ 300,000
$ 155,000
$ 155,000
$ (145,000)
-48.3%
D-10
CITYOFFEDERAL WAY202112022 PROPOSED BUDGET
111: 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.
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 Other Financing Sources is comprised of transfers
in from the Utility Tax Fund.
The following tables present a sources and uses summary of the Community Center Fund.
SOURCES AND USES:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Pro osed
2022
Pro osed
21 Proposed - 20 Ad'
Adopted I Adjusted Projected
$ Ch % Ch
Revenue Summary:
33X
Intergovernmental
$ 59,643
$ 30,458
$ -
$
$ -
$
$
n/a
34X
Charges for Services
1,587,291
1,338,501
1,590,875
928,875
928,875
1,590,875
1,590,875
662,000
71.3%
36X
Miscellaneous
317,003
379,692
350,000
245,485
245,485
382,693
850,000
137,208
55.9%
39X
Other Financing Sources
579,474
387,000
312,000
883,987
883,987
279,307
308,227
(604,680)
-68.4%
Total Revenues:
$ 2,543,411
$ 2,135,651
$ 2,252,875
$ 2,058,347
$ 2,058,347
$ 2,252,875
$ 2,749,102
$ 194,528
9.5%
Expenditure Summary:
1XX
Salaries& Wages
$ 1,228,498
$ 1,264,265
$ 1,201,250
$ 871,250
$ 871,250
$ 1,223,094
$ 1,255,634
351,844
40.4%
2XX
Benefits
428,706
396,537
384,400
334,400
334,400
252,356
263,201
(82,044)
-24.5%
3XX
Supplies
195,133
231,375
194,000
182,465
182,465
194,000
194,000
11,535
6.3%
4XX
Services and Charges
478,593
564,561
511,000
358,000
358,000
523,000
523,000
165,000
46.1%
5XX
Intergovernmental
3,700
3,679
20,500
20,500
20,500
20,500
20,500
-
0.0%
6XX
Capital Outlay
139,408
33,427
-
-
-
32,693
500,000
32,693
n/a
9XX
Internal Services/Other
-
-
20,000
-
-
-
-
-
100.0%
TotalExpenditures:
$ 2,474,036
$ 2,493,844
$ 2,331,150
$ 1,766,615
$ 1,766,615
$ 2,245,642
$ 2,756,334
$ 479,027
27.1%
Rev Over/(Under) Exp
$ 69,374
$ (358,193)
$ (78,275)
$ 291,732
$ 291,732
$ 7,233
$ (7,232)
$ (284,499)
-97.5%
Beginning Fund Balance,1/1
$ 1,497,086
$ 1,566,460
$ 1,578,926
$ 1,208,268
$ 1,208,268
$1,500,000
$1,507,233
$ 291,732
24.1%
Ending Fund Balance, 12/311
$ 1,566,460
1 $ 1,208,267
1 S 1,500,651
1 $ 1,500,000
1 $ 1,500,000
1 $1,507,233
1 $1,500,000
1 $ 7,233
0.5%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
1 2022
I Proposed
21 Pro osed - 20 Ad'
Adopted
Adjusted
Projected
$ Gig
I % Gig
Expenditures:
1XX
Salaries & Wages
1,228,498
1,264,265
1,201,250
871,250
871,250
1,223,094
1,255,634
$ 351,844
40.4%
2XX
Benefits
428,706
396,537
384,400
334,400
334,400
252,356
263,201
(82,044)
-24.5%
3XX
Supplies
195,133
231,375
194,000
182,465
182,465
194,000
194,000
11,535
6.3%
4XX
Services and Charges
478,593
564,561
511,000
358,000
358,000
523,000
523,000
165,000
46.1%
5XX
Intergovernmental
1 3,700
3,679
20,500
20,500
20,500
20,500
20,500
-
0.0%
6XX
Capital Outlay
139,408
33,427
32,693
500,000
32,693
n/a
9XX
Internal Services/Other
-
20,000
-
100.0%
Total Expenditures: $2,474,036 $ 2,493,844
$2,331,150 $ 1,766,615 $1,766,615
$2,245,642
$2,756,334
$ 479,027
27.1'%
D-11
BUDGET BYFUND
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, 8 Police Officers, and 4 City Traffic positions for the 2021/22 budget.
The City shall maintain a minimum of $1.2 million in a reserve for cash flow management and a contingent reserve set aside for
traffic equipment replacement, and to absolve an unplanned revenue decline.
The following tables present a sources and uses summary of the Traffic Safety Fund.
SOURCES AND USES:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
1 2022
Proposed
21 Proposed - 20 Adj
I Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
35X
Fines and Penalties
Miscellaneous
$ 3,463,439
$ 3,577,248
$ 3,802,000
$ 2,872,442
$ 2,872,442
$ 2,872,442
$ 2,872,442
$
0.0%
36X
29,226
34,539
13,500
13,500
13,500
13,500
13,500
0.0%
39X
Operating Transfer In - GF
184,758
184,758
(184,758)
-100.0%
Total Revenues:
$ 3,492,665
$ 3,611,788
$ 3,815,500
$ 3,070,700
$ 3,070,700 S 2,885,942
$ 2,885,942
$ (184,758)
-6.0%
Expenditure Summary:
521
Police Traffic
$ 2,148,153
$ 2,125,878
$1,898,865
$ 1,898,865
$ 1,898,865
$1,992,687
$ 2,019,227
$ 93,822
4.9%
543
Street Traffic
466,515
445,219
680,224
680,224
680,224
682,620
694,741
2,396
0.4%
512
Court Security
61,550
61,550
61,550
61,550
61,550
0.0%
597
Other Financing Uses
1,547,039
1,560,333
1,549,087
1,549,087
1,549,087
-
-
(1,549,087)
-100.0%
TotalExpenditures:
$ 4,161,707
$ 4,131,430
$4,189,726
$ 4,189,726
$ 4,189,726
$2,736,856
$2,775,519
$(1,452,870)
-34.7%
RevOver/(Under) Fkp
$ (669,042)
$ (519,643)
$ (374,226)
$ (1,119,026)
$(1,119,026)1
$ 149,086
1 $ 110,423
1 $ 1,268,112
-113.3%
Beginning Fund Balance,1/1
$ 2,578,153
1 $ 1,909,111
1 $1,575,001
1 $ 1,389,468
1 $ 1,389,468
1 $ 270,442
1 $ 419,528
1 $(1,119,026)
-80.5%
Fliding FundBalance, 12/311
$ 1,909,1111
$ 1,389,468
1 $1,200,775
1 $ 270,442
1 $ 270,442
1 $ 419,528
1 $ 529,951
1 $ 149,086
1 55.1%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg
% Chg
Expenditures:
1XX
Salaries & Wages
$1,266,697
$1,359,004
$1,360,685
$1,360,685
$1,360,685
$ 1,421,599
$ 1,449,615
$ 60,913
4%
2XX
Benefits
437,837
446,141
429,911
429,911
429,911
530,707
541,354
100,797
23%
4XX
Services and Charges
677,646
703,274
784,550
784,550
784,550
784,550
784,550
-
0.0%
6XX
Capital Outlay
232,487
62,678
-
n/a
9XX
I Internal Services/Othe
65,493
1 65,493
1 65,493
1
1
1 (65,493)
-100.0%
OXX
I Other Financing Use
1 1,547,039
1,560,333
1,549,087
1,549,087
1 1,549,087
1
1
1 (1,549,087)
-100.0%
Total FKpenditures:
1 $ 4,161,707
$ 4,131,430
$ 4,189,726
$ 4,189,726
1 $ 4,189,726
1 $ 2,736,856
1 $ 2,775,519
1 $ (1,452,870)
-34.7%
I0MK
CITYOFFEDERAL WAY202112022 PROPOSED BUDGET
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 adopted the REET Fund to incorporate in the revised 2014 Budget.
The City will maintain a $2M 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 2021/22 include:
• $350,000 in 2021 for Transportation CIP projects.
• $1,013,000 & $1,013,000 in 2021/22 for Arterial Street Overlay respectively.
• $2,610,018 & $2,424,426 in 2021/22 for Federal Way Community Center, Target Property, Performing Arts & Event
Center, and SCORE Jail debt service payments.
SOURCES AND USES:
Code
2018
Item Actual
2019
Actual
2020
2021
Proposed
2022
Pro osed
21 Proposed - 20 Ad'
I Adopted
I Adjusted
Projected
$ Chg
%EIL
Revenue Summa :
31X
Taxes
$ 4,240,825
$ 5,171,643
$ 3,640,000
$ 3,640,000
$ 3,640,000
$ 3,640,000
$ 3,640,000
$
0.0%
36X
Miscellaneous
43,389
57,874
20,000
30,000
30,000
30,000
30,000
0.0%
39X
Other Financing Sources
-
-
-
-
-
-
-
n/a
Total Rewnues:
$ 4,284,214
$ 5,229,517
$ 3,660,000
$ 3,670,000
$ 3,670,000
$ 3,670,000
$ 3,670,000
$
0.0%
Expenditure Summary:
597
Other Financing Uses
$ 4,142,129
$ 5,314,370
$4,254,567
$ 4,818,641
$ 4,818,641
$ 3,973,018
$ 3,437,426
$ (845,624)
-17.5%
Total nditures:
$ 4,142,129
$ 5,314,370
$ 4,254,567
$ 4,818,641
$ 4,818,641
$ 3,973,018
$ 3,437,426
$ (845,624)
-17.5%
RevOwr/(Under)
$ 142,085
$ (84,853)
$ (594,567)
$ (1,148,641)
$ (1,148,641)
$ (303,018)
$ 232,575
$ 845,624
-73.6%
Beginning FbndBalance,1/1
$ 3,161,852
$ 3,303,937
$ 2,920,250
$ 3,219,084
$ 3,219,084
$ 2,070,443
$ 1,767,426
$ (1,148,641)
-35.7%
Ending Fund Balance, 12/311
$ 3,303,937
1 $ 3,219,083
1 $2,325,683
1 $ 2,070,443
1 $ 2,070,443
1 $ 1,767,426
1 $ 2,000,000
1 $ (303,018)
-14.6%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
ActualI
2020
2021.
Proposed
2022
I Proposed
21 Proposed - 20 Ad'
Adopted I Adjusted I Projected
1 $ Chg I % Chg
Expenditures:
OXX I Other Financing Use
$4,142,129
1 $5,314,370
1 $4,254,567
1 $ 4,818,641
1 $ 4,818,641
1 $ 3,973,018
1 $ 3,437,426
1 (845,624)
-18%
Total Expen(fitures:1
$ 4,142,129
1 $ 5,314,370
1 $ 4,254,567
1 $ 4,818,641
1 $ 4,818,641
1 $ 3,973,018
1 $ 3,437,426
1 $ (845,624)
-17.5%
OTHER FINANCING USES
Item
2021
Proposed
2022
Proposed
Transfer out to Arterial Street Fund
1,013,000
1,013,000
Transfer out to Debt Service Fund - FWCC, TARGET PROP., PAEC, SCORE
2,610,018
2,424,426
Transfer out to Transportation CIP Fund
350,000
-
Total Other Financing Uses
3,973,018
3,437,426
D-13
BUDGET BYFUND
114: UTILITY TAX PROPOSITION 1 FUND
PURPOSE/DESCRIPTION:
The Utility Tax Proposition 1 (Prop 1) Fund accounts for the receipt and disbursement of Prop tax revenue received. The City
adopted the Prop 1 Fund to incorporate in the revised 2014 Budget which funds the Police, Municipal Court, Criminal Law,
Parks Maintenance, Community Development, and Mayor's Office.
The Proposition 1 Fund is funding 1 Code Compliance Officer, 2 Prosecutors, 1 Court Clerk, .50 Judge, 1 Maintenance Worker,
1 Records Specialist, 17 Police Officers, and 2 Lieutenants for the 2021/22 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
2018
Actual
2019
ActualI
2020
2021
Proposed
2022
I Proposed
21 Proposed - 20 Ad'
Adopted Adjusted I Projected
$ Ch % Ch
Revenue Summary:
31X
Taxes
$2,711,211
$ 2,508,615
$2,677,891
$ 3,142,360
$3,142,360
$ 3,085,312
$ 3,085,312
$ (57,048)
-1.8%
36X
Miscellaneous
16,485
23,846
8,000
8,000
8,000
8,000
8,000
-
0.0%
39X
Other Financing Sources - Util. Tax
150,076
780,484
789,355
807,254
807,254
976,829
1,076,964
169,575
21.0%
Total Revenues:
$ 2,877,772
$ 3,312,945
$ 3,475,246
$ 3,957,614
$ 3,957,614
$ 4,070,141
$ 4,170,276
$ 112,527
2.8%
Expenditure Summary:
512
Municipal Courts Prop 1
$ 161,002
$ 168,124
$ 185,347
$ 185,347
$ 185,347
$ 190,102
$ 194,159
$ 4,755
2.6%
576
Parks Maintenance Prop 1
115,147
116,328
103,437
103,437
103,437
104,802
104,802
1,365
1.3%
515
Mayor's Office Prop 1
-
-
51,076
651,076
651,076
651,076
651,076
-
0.0%
515
Law Criminal Prop 1
240,520
236,916
275,749
275,749
275,749
267,895
278,996
(7,854)
-2.8%
521
Police Prop 1
2,326,089
2,552,946
2,764,419
2,764,419
2,764,419
2,779,468
1 2,832,128
15,049
0.5%
558
CD Building Prop 1
90,001
96,088
95,218
95,218
95,218
103,811
109,114
8,593
9.0%
597
Other Financing Uses
224,021
-
-
-
-
-
-
-
n/a
Total nditures:
$ 3,156,781
$ 3,170,402
$ 3,475,245
$ 4,075,245
$ 4,075,245
$ 4,097,154
$ 4,170,276
$ 21,909
0.5%
RevOver/(Under)
$ (279,008)
$ 142,543
$ 1
$ (117,631)
$ (117,631)
$ (27,013)
$ 0
$ 90,618
-77.0%
Beginning Fund Balance, 1/1
$1,281,109
$ 1,002,101
$1,000,000
$ 1,144,644
$ 1,144,644
$ 1,027,013
$ 1,000,000
$ (117,631)
-10.3%
En(fing Fund Balance, 12/31
$1,002,101
$ 1,144,643
$1,000,001
$ 1,027,013
$ 1,027,013
$ 1,000,000
$ 1,000,000
1 $ (27,013)
-2.6%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Pro osed
21 Proposed - 20 Ad'
Adopted Adjusted Projected
$ Ch % Ch
Expenditures:
1XX
Salaries & Wages
$ 2,147,942
$ 2,322,781
$ 2,398,601
$ 2,398,601
$ 2,398,601
$ 2,484,694
$ 2,537,681
$ 86,093
4%
2XX
Benefits
760,302
821,669
880,883
880,883
880,883
944,184
964,319
63,301
7%
4XX
Services and Charges
24,515
25,952
68,276
668,276
668,276
668,276
668,276
-
0.0%
9XX
Internal Services/Other
-
-
127,485
127,485
127,485
-
-
(127,485)
.0%
OXX
Other Financing Use
224,021
-
-
-n/a
40.5
Total nditures:
$ 3,156,781
$ 3,170,402
$ 3,475,245
$ 4,075,245
$ 4,075,245
$ 4,097,154
$ 4,170,276
$ 21,909%
10ME1
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
115: PERFORMING ARTS & EVENT CENTER OPERATIONS FUND
PURPOSE/DESCRIPTION:
The Performing Arts & Event Center Operations Fund accounts for the operations of the Performing Arts & Event Center
revenue and expenditures.
SOURCES AND USES:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted Adjusted Projected
$ Ch % Ch
Revenue Summary:
33X
Intergovernmental
$ -
$ 100,000
$
$
$ -
$
$
$
100.0%
34X
Ticketing Sales & fees
136,465
597,072
1,537,972
63,526
63,526
344,470
344,470
280,944
442.3%
361
NMTC Interest Income
45,611
50,722
45,605
45,605
45,605
45,605
45,605
-
0.0%
362
Theatre\Event Fees
75,123
242,223
-
80,000
80,000
421,010
421,010
341,010
426.3%
362
Concessions
13,230
38,614
7,000
7,000
175,949
175,949
168,949
2413.6%
367
Advertising
-
-
-
-
2,000
2,000
2,000
100.0%
367
Contributions
-
100,000
-
-
-
100.0%
367
Contributions
970
-
-
-
-
-
-
100.0%
367
NMTC Contributions
282,130
281,746
290,746
290,746
290,746
290,746
290,746
0.0%
39X
Transfer in from General Fund
453,855
1,516,000
955,359
955,359
j 1,019,977
1 1,019,977
1 64,618
j 6.8%
39X
Transfer in from Utility Tax Fund
172,907
-
-
-
n/a
Total Rewnues:
$ 1,180,291
$ 2,926,377
$1,874,323
$ 1,442,236
$1,442,236
$ 2,299,757
$ 2,299,757
$ 857,521
59.5%
Expenditure Summary:
1XX
Salaries & Wages
$ 338,233
$ 81,628
$ 100,000
$ 84,000
$ 84,000
$ -
$ -
$ (84,000)
-100.0%
2XX
Benefits
82,907
26,865
40,337
40,337
40,337
0
(40,337)
-100.0%
3XX
Supplies
24,539
n/a
4XX
Services and Charges
1,079,203
2,259,567
1,569,172
1,100,387
1,100,387
2,192,791
2,192,791
1,092,404
99.3%
SXX
Intergovernmental
1,221
-
-
-
-
-
-
-
n/a
6XX
Capital Outlay
36,799
103,905
n/a
8XX
Debt Service -Interest
981
10,611
-
-
-
-
-
n/a
9XX
Internal Services/Other
64,266
106,966
164,814
106,966
106,966
106,966
106,966
0.0%
Total E*nditures:
$ 1,628,150
$ 2,589,541
$1,874,323
$ 1,331,690
$1,331,690
$ 2,299,757
$ 2,299,757
$ (84,000)
-6.3%
RevOwr/(Under)
$ (447,859)
$ 336,836
$ (0)
$ 110,546
$ 110,546
$ 0
$ -
$ (110,546)
-100.0%
Beginning Fbnd Balance, 1/1
$ 477
$ (447,382)
$
$ (110,546)
$ (110,546)
$ (0)
$ (0)
$ 110,546
-100.0%
En(fing Fund Balance,12/31
$ (447,382)
$ (110,546)
$ (0)
$ (0)
$ (0)
$ (0)
$ (0)
$ 0
-100.0E
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
= 2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
I Adopted
I Adjusted Projected
$Chg
I %Chg
Ex enditures:
1XX
Salaries & Wages
$ 338,233
$ 81,628
$ 100,000
$ 84,000
$ 84,000
$ -
$
$ (84,000)
-100%
2XX
Benefits
82,907
26,865
40,337
40,337
40,337
0
(40,337)
-100%
3XX
Supplies
24,539
-
-
-
-
-
-
n/a
4XX
Services and Charges
1,079,203
2,259,567
1,569,172
1,100,387
1,100,387
2,192,791
2,192,791
1,092,404
99.3%
SXX
Intergovernmental
1,221
-
-
-
-
-
-
-
n/a
6XX
Capital Outlays
36,799
103,905
n/a
8XX
Debt Service -Interest
981
10,611
-
-
-
-
-
n/a
9XX
Internal Services/Other
64,266
106,966
164,814
106,966
106,966
106,966
106,966
-
0.0%
Total nditures:
$ 1,628,150
$ 2,589,541
$ 1,874,323
$1,331,690
$1,331,690
$ 2,299,757
$ 2,299,757
$ 968,067
72.7%
D-15
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
2018
FActual
2011
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
I Adopted
I Adjusted
I Projected
$ Chg
I % Chg
Expenditure Summary:
33X
I Intergovernmental*
$ 778,535
1 $ 794,226
1 $ 668,900
1 $ 1,836,630
1 $ 1,836,630
1 $1,183,010
1 $ 758,323
$ (653,620)
-35.6%
Total Revenues:
$ 778,535
1 $ 794,226
1 $ 668,900
1 $ 1,836,6301
$ 1,836,630
1 $1,183,010
1 $ 758,323
$ (653,620)
-35.6%
Expenditure Summary:
119
Grant Expenditures
$ 780,865
$ 796,486
$ 685,263
$ 1,850,663
$ 1,850,663
$1,156,850
$ 589,046
$ (693,813)
-37.5%
TotalExpenditures:
$ 780,865
$ 796,486
$ 685,263
$ 1,850,663
1 $ 1,850,663
$1,156,850
$ 589,046
$ (693,813)
-37.5%
RevOwr/(Under) Exp
$ (2,330)
$ (2,259)
$ (16,363)
$ (14,033)
$ (14,033)
$ 269160
$ 169,277
$ 40,192
na
Beginning Fund Balance,1/1
$ 39,874
1 $ 37,544
1 $ 16,363
1 $ 35,284
1 $ 35,284
1 $ 219251
1 $ 479411
1 $ (149033)
-39.8%
En(fing Fund Balance, 12/311
$ 37,544
1 $ 35,284
1 $ 0
1 $ 21,2511
$ 21,251
1 $ 47,411
1 $ 2169688
1 $ 269160
1 123.1%
*Intergovernmental revenue and grant expenditures will be increased once the CDBG grant annual contract is awarded.
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Pro osed
2022
Pro osed
1 21 Proposed - 20 Ad'
I Adopted I Adjusted Projected
$ Chg % Chg
Expenditures:
1XX
Salaries & Wages
$ 148,531
$ 154,153
$ 136,472
$ 136,472
$ 136,472
$ 113,454
$ 115,072
$ (23,018)
-16.9%
2XX
Benefits
59,832
55,517
51,859
51,859
51,859
43,113
43,727
(8,746)
-16.9%
4XX
Services and Charges**
346,412
354,829
287,578
1,455,308
1,455,308
769,122
203,172
(686,186)
-47.2%
7XX
Debt Service -Principal*
159,000
159,000
150,000
150,000
150,000
159,000
159,000
9,000
6.0%
8XX
Debt Service -Interest*
67,090
72,988
50,000
47,670
47,670
72,162
68,075
24,492
51.4%
9XX
I Internal Services/Other
9,354
9,354
9,354
1 -
(9,354)
-100.0%
Total n(Utures:
$ 780,865
1 $ 796,486
1 $ 685,263
$ 1,850,663
$ 1,850,663
1 $ 1,156,850
$ 589,046
1 $ (693,813)
-37.5%
*The Section 108 loan is for $318,000 in principal for two years.
**The Services and Charges is an estimated amount and a budget adjustment will occur once there is a funding agreement in
place that identifies how much each agency will be funded by the CDBG grant.
D-16
CITY OF FEDERAL WAY 202112022 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 construction/maintenance-oriented fund when specific projects have been
defined.
Also this fund receipts open space and trails levy funds from park levies that were passed in 2007 and 2013:
On August 21, 2007, the voters of King County approved Proposition 2, the Open Space and Trails Levy, a new $0.05, six -year,
inflation adjusted property tax lid lift to expand park and recreation opportunities. One cent of the five -cent levy proceeds is
distributed to cities in King County for the acquisition of open space and natural lands, and the acquisition and development of
city trails that are regional in nature, and may specifically include local trails in underserved areas linking to city trails that
connect to regional trails.
On August 6, 2013, King County voters approved Proposition No. 1 Parks Levy that authorized an additional six year property
tax levy with 7% of proceeds, net an administrative fee, to be used for repairing, replacing, and improving local parks and trails
in King County's cities.
The following tables present a sources and uses summary of the Path and Trails Reserve Fund.
SOURCES AND USES:
Code
Item
2018
Actual
2019
I Actual
2020
2021
Proposed
2022 21 Proposed - 20 Ad'
Proposed $Chg %Chg
Adopted Adjusted Projected
Revenue Summary:
31X
Taxes
$ 179,387
$ 196,176
$ 160,000
$ 160,000
$ 160,000
$ 160,000
$ 160,000
$
0.0%
33X
Intergovernmental
10,521
10,302
9,000
9,000
9,000
9,000
9,000
0.0%
36X
Miscellaneous
11,542
21,963
-
-
-
-
-
n/a
Total Revenues:
$ 201,450
$ 228,440
$ 169,000
$ 169,000
$ 169,000
$ 169,000
$ 169,000
$
0.0%u
Expenditure Summary:
120
Transfer to Transportation CIP
$ -
$
$ -
$ -
$ -
$ 200,000
$
$ 200,000
n/a
Totallxpenditures:
$
$ -
$ -
$ -
$ -
$ 200,000
$ -
$ 200,000
n/a
RevOwr/(Under) Fxp
$ 201,450
$ 228,440
$ 169,000
$ 169,000
$ 169,000
$ (31,000)
$ 169,000
$ (200,000)
-118.3%
Beginning FundBalance, 1/1
$ 761,546
$ 962,997
$1,099,546
$1,191,437
$ 1,191,437
$ 1,360,437
$ 1,329,437
$ 169,000
14.2%
Fhding Fund Balance,12/31
$ 962,997
7 1,191,436
$1,268,546
$1,360,437
$ 1,360,437
$ 1,329,437
$ 1,498,437
$ (31,000)
-2.3%
D-17
BUDGET BYFUND
121: TECHNOLOGY FUND
PUR.POSE/DESCRIPTION:
The Technology Fund was established in 2019. The fund was established in order to accommodate the high need to continually
replace telecommunications, data, network, hardware, and software systems caused by a continuous and rapidly changing
technology environment. The technology fees will be applied to the following transactions:
A. Business license fees: a fee of one dollar ($1) per business license transaction unless the business is exempt from
payment of the business license fee.
B. Parks and recreation fees: a fee of one dollar ($1) per transaction for each registration for any parks and recreation
program. For the purposes of this subsection, "transaction" shall mean the process of collection and receipting fees and
charges in the form of cash, check, or credit card payment for programs, services, or miscellaneous resale items offered
by the parks and recreation department. The fee shall not apply to the following:
a. The fee shall not apply to registrations or transactions with a total cost less than ten dollars ($10);
b. The fee shall not apply to drop -in transactions (such as, for example and without limitation (1) time payment
for use of the weight room at Community Center).
C. For all other applications, permits, inspections, registrations, transactions, and approvals established under the Federal
Way Revised City Code, the fee shall be established by council resolution.
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg
I % Chg
Revenue Summary:
34X
Charges for Services
$
$ 2,991
$ 20,000
$ 155,223
$ 155,223
$ 146,716
$ 149,250
$ (8,507)
-5.5%
36X
Miscellaneous
22
-
-
-
-
-
20,000
r 100.0%
Total Revenues:
$ -
$ 3,013
$ 20,000
$ 155,223
$ 155,223
$ 146,716
$ 149,250
$ (8,507)
-5.5%
Expenditure Summary:
SXX
Intergovernmental
$
$ -
$ -
$ 67,100
$ 67,100
$ 181,000
$ 14,300
$ 113,900
169.7%
Total Fxpenditures:
$ -
$ -
$ -
$ 67,100
$ 67,100
$ 181,000
$ 14,300
$ 113,900
169.7%
RevOwr/(Under) Ap
$
$ 3,013
$ 20,000
$ 88,123
$ 88,123
$ (34,284)
$ 134,950
$ (122,407)
-138.9%
Beginning Fund Balance,1/1
$
$ -
$ 20,000
$ 3,013
$ 3,013
$ 91,136
$ 56,852
$ 88,123
2924.8%
Fndin Fund Balance,12/31
$
$ 3,013
$ 40,000
$ 91,136
$ 91,136
$ 56,852
$ 191,802
$ (34,284)
-37.6%
i
CITYOFFEDERAL WAY202112022 PROPOSED BUDGET
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 Strategic Reserve Fund
was incorporated into the 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 shall 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
Item
2018
Actual
2019
ActualI
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
I % Chg
Revenue Summary:
36X
Miscellaneous
$ 26,321
$ 77,800
$ 2,000
$ 26,000
$ 26,000
$ 2,000
$ 2,000
1 $ (24,000)
-92.3%
39X
Other Financing Sources
1 1,800,000
839,031
n/a
Total Revenues:
$ 1,826,321
1 $ 916,831
1 $ 2,000
1 $ 26,000
1 $ 26,000
1$ 2,000
1 $ 2,000
1 $ (24,000)
-92.3%
Expenditure Summary:
188
Strategic Reserve
$ 2,213,331
$ -
$
$
$
$ 601,800
$ 2,000
$ 601,800
nia
Total nditures:
$ 2,213,331
$ -
$ -
$ -
$ -
$ 601,800
$ 2,000
$ 601,800
n/a
RevOver/(Under) F
$ (387,010)
$ 916,831
$ 2,000
$ 26,000
$ 26,000
$ (599,800)
$ -
$ (625,800)
-2406.9%
Beginning Fund Balance,1/1
$ 3,043,979
$ 2,656,969
$ 870,979
$ 39573,800
$ 39573,800
$ 39599,800
$ 3,000,000
$ 26,000
0.7%
Ending Fund Balance,12/31
$ 2,656,969
$ 3,573,800
$ 872,979
$ 3,599,800
$ 3,599,800
$ 3,000,000
$ 3,000,000
$ (599,800)
-16.7%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
1 2022
Proposed
21 Proposed - 20 Ad'
Adopted Adjusted Projected
$ Chg % Chg
Expenditures:
5XX
lIntergovernmental
$ 20,672
$
$
$
$
$
$
n/a
6XX
ICapitaloutlay
$ 2,192,659
$
$
$
$
$ -
$
n/a
OXX Other Financing Use
$ -
$
$
$
$
$ 601,800
$ 2,000
601,800
n/a
Total ntiitures:
$ 2,213,331
$
$
$
$
$ 601,800
$ 2,000
$ 601,800
n/a
The Other Financing Use is a transfer of $601,800 and $2,000 are for the support of the General Fund.
D-19
BUDGET BYFUND
189: PARKS RESERVE FUND
PURPOSE/DESCRIPTION:
The City will maintain a reserve of not less than $1. 12 million for equipment replacement, turf replacement, and other major
upgrades to the City's Park System.
SOURCES AND USES:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022 21 Proposed - 20 Adj
Proposed $ Chg % Chg
Adopted
Adjusted
Projected
Revenue Summary:
33X
Intergovernmental
$ -
$ 459,704
$ -
$ -
$ -
$ -
$ -
$
n/a
36X
Miscellaneous
17,149
74,702
5,000
5,000
5,000
5,000
5,000
0.0%
39X
Other Financing Sources
-
-
-
45,000
45,000
-
-
(45,000)
-100.0%
Total Revenues:
$ 17,149
$ 534,407
$ 5,000
$ 50,000
$ 50,000
$ 5,000
$ 5,000
$ (45,000)
-90.0%
Expenditure Summary:
189
Parks Reserve
$ -
$ 719,409
$ -
$ -
$ -
$ -
$ 15,793
$
n/a
Totallxpenditures:
$ -
$ 719,409
$ -
$ -
$ -
$ -
$ 15,793
$ -
n/a
Rev Over/(Under) Exp
$ 17,149
$ (185,002)
$ 5,000
$ 50,000
$ 50,000
$ 5,000
$ (10,793)
$ (45,000)
-90.0%
Beginning Fund Balance,1/1
$1,248,647
$ 1,265,796
$1,258,635
$1,080,793
$1,080,793
$1,130,793
$1,135,793
$ 50,000
4.6%
Wing Fund Balance, 12/311
$1,265,796
$ 1,080,794
$1,263,635
$1,130,793
$1,130,793
$1,135,793
$1,125,000
$ 5,000
0.4%
D-20
CITYOFFEDERAL WAY202112022 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 7
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
36X
Miscellaneous
$ 61,643
$ 67,690
$ 30,000
$ 30,000
$ 30,000
$ 30,000
$ 30,000
$
0.0%
39X
Other Financing Sources
813,473
14,837,425
1,328,567
2,328,567
2,328,567
16,876,390
2,539,426
14,547,822
624.8%
Total Revenues:
$ 875,116
$ 14,905,115
$ 1,358,567
$ 2,358,567
$ 2,358,567
$ 16,906,390
$ 2,569,426
$ 14,547,822
616.8%
Expenditure Summary:
000
Other Debt Expenditures
$ 80,818
$ 59,822
$ -
$ 75,000
$ 75,000
$ -
$ -
$ (75,000)
-100.0%
105
SCORE Facility - Jail
12,659,668
934,390
934,390
934,390
851,925
852,425
(82,465)
-8.8%
106
Community Center 2013
813,473
813,773
813,473
813,473
813,473
8,850,000
-
8,036,527
987.9%
107
Target Property
130,200
322,647
515,094
515,094
515,094
5,416,372
-
4,901,278
951.5%
109
Performing Arts Center
-
72,322
82,000
632,000
632,000
552,955
553,955
(79,045)
-12.5%
110
New 2021 Bond
1,332,218
1,322,435
1,332,218
n/a
597
Transfer Out
1,000,000
199,683
137,374
199,683
n/a
Total Expenditures:
S 2,024,490
$ 13,928,233
$ 2,344,957
$ 2,969,957
$ 2,969,957
$ 17,203,153
$ 2,866,189,
$ 14,233,196
479.2%
Rev Over/(Under) Exp
$ (1,149,374)
$ 976,883
$ (986,390)
$ (611,390)
$ (611,390)
$ (296,764)
$ (296,764)1
$ 314,627
-51.5%
Beginning Fund Balance, 1/1
$ 4,106,222
1 $ 2,956,848
$ 2,526,375
1 $ 3,933,732
$ 3,933,732
$ 3,322,342
$ 3,025,579
1 $ (611,390)
-15.5%
Ending Fund Balance 12/311
$ 2,956,848
1 $ 3,933,731
1 $ 1,539,985
1 $ 3,322,342
$ 3,322,342
$ 3,025,579
$ 2,728,815
1 $ (296,764)
-8.9%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
I Adopted I Adjusted I Projected
$ Chg % Chg
Expenditures:
7XX
Debt Service -Principal
$ 500,000
$ 12,882,847
$ 1,253,881
$ 1,878,881
$ 1,878,881
$ 16,056,088
$ 1,844,716
$ 14,177,207
754.6%
8XX
Debt Service -Interest
524,490
1,045,384
1,091,076
1,091,076
1,091,076
947,382
884,099
(143,694)
-13.2%
OXX
Other Financing Use
1,000,000
-
-
-
-
199,683
137,374
199,683
n/a
Total Expenditures:
$ 2,024,490
$ 13,928,232
$ 2,344,957
$ 2,969,957
$ 2,969,957
$ 17,203,153
$ 2,866,189
$ 14,233,196
479.2%
- If the City is not able to use CDBG grant funds to pay the HUD Section 108 loan, City funds will be used.
- Other Financing Sources in 2021/2022 includes $2.61M and $2.54M respectively from the REET Fund, and bond
proceeds of $14.27M due to refunding of 2013 Community Center, and Target property bonds.
- Other Financing Use in 2021/2022 of $199,683and $137,374 are transfers to the General Fund.
D-21
BUDGET BYFUND
201: DEBT SERVICE FUND (continued)
Table of Debt
2021
Proposed
2022
Proposed
Debt Payments
SCORE
Principal
390,000
410,000
Interest
461,925
442,425
FW Community Center 2013
Principal - Payoff
8,850,000
-
Interest
-
-
Target Property
Principal - Payoff
5,416,372
-
Interest
-
-
New 2021 Bond
Principal
949,716
974,716
Interest
382,502
347,719
Performing Arts & Event Center
Principal
450,000
460,000
Interest
102,955
93,955
Total
$ 17,003,470 $ 2,728,815
301: CAPITAL PROJECT FUND - DOWNTOWN REDEVELOPMENT
PURPOSE/DESCRIPTION:
This Capital Project Fund was established to accumulate resources to 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
Item
2018
Actual
2019
I Actual
2020
1 2021
I Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted Adjusted I Projected
$ Chg % Chg
Revenue Summary:
31X
I Taxes
$ 12,675
$ 21,798
$ -
$ -
$ -
$
$
$ -
n/a
33X
Intergovernmental
1,015,410
1,037,236
1,000,000
1,000,000
1,000,000
(1,000,000)
-100.0%
36X
Miscellaneous
7,104
36,109
-
-
-
n/a
Total Rewenues:
$ 1,035,189
$ 1,095,144
$ 1,000,000
$ 1,000,000
$ 1,000,000
$
$
$ (1,0009000)
-100.0%
Ex enditure Summary
100
Transfer out to Transportation CIP
$ -
$ -
$
$ 100,000
$ 100,000
$ 350,000
$ 205,000
250,000
250.0%
107
Target Property
5,393
-
-
-
-
-
n/a
108
Transfer Out for Grand Staircase
500,000
-
-
250,000
-
250,000
n/a
Total nditures:
$ 505,393
$
$
$ 100,000
$ 100,000
$ 600,000
$ 205,000
$ 500,000
500.0%
Rev0wr/(Under)Exp1
$ 529,797
$ 1,095J44
$19000,000
$ 900,000
$ 900,000
$ (600,000)
$ (205,000)
$(1,500,000)
-166.7%
Beginning FundBalance, 1/1
$ 901,814
$ 1,431,611
$ 2,401,814
$ 2,526,754
$ 2,526,754
$ 3,4269754
$2,826,754
$ 900,000
35.6%
Fhdin FtindBalance, l2/31
$ 1,431,610
$ 2,526,754
$ 39401,814
$ 3,426,754
$ 3,426,754
$ 2,8269754
$2,621,754
$ (600,000)
-17.5%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021 2022
Proposed Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg % Chg
Expenditures:
4XX Services and Charges 5,393 - - $ n/a
OXX
Other Financing Use
500,000
100,000 100,000
600,000
205,000
500,000
500 0
Total Dcpenditures:
$ 505,393
$
$ S 100,000 $ 100,000 $ 600,000
$ 205,000
$ 500,000
500.0%
CITY OF FEDERAL WAY 202112022 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
2018
Actual
2019
I Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
I Adopted
I Adjusted
I Projected
$ Chg
I % Chg
Revenue Summary:
36X
Miscellaneous
$ 3,666
1 $ 5,8t6
1 $ t,000
1$ 1,000
$ t,000
1 $ 1,000
1 $ 1,000
1 $
1 0.0%
Total Revenues:
$ 3,666
1 $ 5,816
1 $ 1,000
$ 1,000
$ 1,0001
$ 1,000
1 $ 1,000
1 $
1 0.0%
Expenditure Summary:
108
Major Facilty Rehabilitation
$ 618
$ -
$ -
$ -
$ -
$ -
$ -
$
n/a
597
Transfer Out
-
-
-
-
-
-
115,000
n/a
TotalExpenditures:
$ 618
$ -
$ -
$ -
$ -
$ -
$ 115,000
$
n/a
RevOver/(Under)
$ 3,048
$ 5,816
$ 1,000
$ 1,000
$ 1,000
$ 1,000
$ (114,000)
$
0.0%
Beginning Fund Balance,1/1
$ 279,730
$ 282,779
$ 280,730
1 $ 288,595
11 $ 288,595
$ 289,595
1 $ 290,595
1 $ 1,000
1 0.3%
Ending Fbnd Balance, 12/311$
282,779
1 $ 288,595
1 $ 281,730
1 $ 289,595
1 $ 289,595
1 $ 290,595
1 $ 176,595
1 $ 1,000
1 0.3%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
I Proposed
21 Proposed - 20 Ad'
Adopted Adjusted Projected
$ Chg % Chg
Expenditures:
4XX
Services and Charges
618
-
n/a
OXX
Other Financing Use
-
115,000
n/a
Subtotal Operating Ekp:
$ 618
$ -
$ -
$ -
$
$
$ 115,000
$ -
n/a
Total Ex-penditures:
$ 618
$ -
$ -
$ -
$ -
$
$ 115,000
D-23
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 $190K and $375K in 2021
and 2022, respectively, and are allocated to the following projects:
Sources (in thousands)
Misc / Prior Total
REEr Years'
Trsfrs Sources Sources
Total
Construct
Fxpcnses
2021 Proposed Projects
Major Maint & Impr - Existing Park Fa
$ $ - $ 90 $ 90
$ 90 $ 90
Annual Playground Rep& Repl Prog
- 100 100
100 100
Total 2021
$ $ - $ 190 $ 190
$ 190 $ 190
Sources (in thousands)
Misc / Prior Total
REST Years'
Trsfrs Sources Sources
Total
Construct
Expenses
2022 Proposed Projects
Major Maint & Impr - Existing Park Fa
75 75
75 75
Annual Playground Rep& Repl Prog
300 300
300 300
Total2022
$ - $ - $ 375 $ 375
$ 375 $ 375
The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund- Parks.
SOURCES AND USES:
Code
Item
2018
Actual
2019
Actual
1 2020
1 2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
I Adopted Adjusted Projected
$ Chg % Chg
Revenue Summary:
34X
Charges for Services
$ 127,229
$ 14,550
$
$ -
$
$
pr $
$
n/a
36X
Miscellaneous
29,698
41,192
Pr
n/a
39X
Other Financing Sources
300,000
325,000
300,000
300,000
300,000
(300,000)
-100%
Total Revenues:
$ 456,927
$ 380,742
$ 300,000 $ 300,000
$ 300,000 1 $
$
$ (300,000)
-100.0%
Expenditure Summary:
303
Capital
$ 917,149
$ 276,358
$ 300,000
$ 400,000
$ 400,000
$ 190,000
$ 375,000
$ (210,000)
-52.5%
Total Eq)enditures:
$ 917,149
$ 276,358
$ 300,000
$ 400,000
$ 400,000
$ 190,000
$ 375,000
$ (210,000)
-52.5%
Rev Over/(Under)
$ (460,222)
$ 104,385
$ -
$ (100,000)
$ (100,000)
$ (190,000)
$ (375,000)
$ (90,000)
90.0%
Beginning FundBalance,1/1
$ 2,097,428
$ 1,637,206
$
$ 1,741,591
$ 1,741,591
$ 1,641,591
$1,451,591
$ (100,000)
-5.7%
En(ling Fund Balance,12/31
$ 1,637,206
$ 1,741,591
$
$ 1,641,591
$ 1,641,591
$ 1,451,591
$1,076,591
$ (190,000)
-11.6%
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2011
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
I irojectedd
I $ Chg
% Chg
Operating Expenditures:
3XX
Supplies
$ 24,078
$ 30,085
$
$
$
$
$
$
n/a
4XX
Services and Charges
31,818
13,096
n/a
6XX
Capital Outlay
861,252
233,177
300,000
400,000
400,000
190,000
375,000
$ (210,000)
-52.5%
Total Expenditures:
$ 917,149
$ 276,358
$ 300,000
$ 400,000
$ 400,000
$ 190,000
$ 375,000
$ (210,000)
-52.5%
I91M�1
CITY OF FEDERAL WAY 202112022 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 $2.07M and $1.52M in 2021 and 2022, respectively, and are allocated to the following projects:
2021 Proposed Projects
Sources (in thousands)
Expenses (in
thousands)
User Prior Total
Fees Grants Years' Sources
Sources
Total
Construct Expenses
Small CIP - Annual Program
$ 150
$ - $ - $ 150
$ ISO
$ 150
South 356th Street Culvert Replacement
100
- - 100
100
100
2018 Storm Drain CCTV Inspection and
Assessment
100
- - 100
100
100
Pipe Rehabilitation Project
317
- - 317
317
317
Cold Creek Culvert Replacement
1,000
- - 1,000
1,000
1,000
Neighborhood Drainage Program
25
- - 25
25
25
Annual CI3 Rehab
75
- - 75
75
75
Redondo Creek Culvert Replacement
300
- - 300
300
300
Total 2021
$ 2,067
$ $ $ 2,067
$ 2,067
$ 2,067
2022 Proposed Projects
Sources (in thousands)
User Prior Total
Grants Years'
Fees Sources Sources
Construct
Total
Ebcpenses
Small CIP - Annual Program
$ 150
$ - $ - $ 150
$
150
$ 150
South 356th Street Culvert Replacement
250
- - 250
250
250
2018 Storm Drain CCTV Inspection and
Assessment
100
- - 100
100
100
Pipe Rehabilitation Project
317
- - 317
317
317
Cold Creek Culvert Replacement
-
500 - 500
Soo
500
Neighborhood Drainage Program
25
- - 25
25
25
Annual C13 Rehab
75
- - 75
75
75
Citywide WQ Program
100
- - 100
100
100
Total 2022
$ 1,017
$ 500 $ $ 1,517
$
1,517
$ 1,517
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
2018
Actual
2019
ActualI
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted Adjusted Projected
$ Chg I % Chg
Revenue Summa .
33X
Intergovernmental
$ 207,327
$ -
$ 1,000,000
$ 1,005,000
$ 1,005,000
$
$ 500,000
$(1,005,000)
-100.0%
36X
Miscellaneous
45,446
55,636
-
-
-
-
n/a
39X
Other Financing Sources
-
-
343,487
343,487
447,568
1,560,000
104,081
30.3%
Total Rewnues:
$ 252,774
$ 55,636
$1,000,000
$ 1,3489487
$ 1,348,487
$ 447,568
$ 2,060,000
$ (900,919)
-66.8%
Expenditure Summary:
Capital
$ 922,610
$ 790,459
$ 1,400,000
$ 1,405,000
$ 1,405,000
$ 2,067,000
$1,517,000
$ 662,000
47.1%
Transfers Out
-
225,307
-
-
250,000
250,000
$ 250,000
n/a
Total nditures:
$ 922,610
$1,015,766
$1,400,000
$ 1,405,000
$ 1,405,000
$ 2,317,000
$1,767,000
$ 912,000
64.9%
RevOwr/(Under) Exp
$ (669,837)
$ (960,130)
$ (400,000)
$ (56,513)
$ (56,513)
$ (1,869,432)
$ 293,000
$(1,812,919)
3208.0%
Beginning Fund Balance,1/1
$ 3,555,912
$2,886,075
$ 518,612
$ 1,925,945
$ 1,925,945
$ 1,869,432
$ -
$ (562513)
-2.9%
Ending Fiend Balance, 12/311
$ 2,886,075
1 $1,925,945
1 $ 1189612
1 $ 1,8699432
1 $ 1,869,432
1 $ -
$ 293,000
1 $ (19869,432)
-100.0%
D-25
BUDGET BYFUND
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
I
2021
Proposed
2022
Proposed
1 21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
% Chg
Expenditures:
1XX
Salaries & Wages
$ 29,791
$ 9,523
$
$
$
$
$
$
n/a
2XX
Benefits
9,140
4,800
n/a
3XX
Supplies
4,336
6,818
5,000
5,000
-
(5,000)
-100.0%
4XX
Services and Charges
105,742
193,630
500,000
350,000
500,000
n/a
6XX
Capital Outlay
773,601
575,689
11400,000
1 1,400,000
1,400,000
1,567,000
1,167,000
167,000
11.9%
OXX
I Other Financing Use
225,307
250,000
250,000
250,000
1 n/a
Total nditures:
$ 922,610
$1,015,766
$1,400,000
1 $1,405,000
$ 1,405,000
$ 2,317,000
$1,767,000
$ 912,000
164.9%
Other Financing Use is comprised of $200,000 in 2021/2022 to Street Fund, and $50,000 & $50,000 in 2021/2022 respectively
to the Arterial Street Fund.
D-26
CITY OF FEDERAL WAY 202112022 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 $11,176,972 and $7,773,566 in 2021 and 2022, respectively, and are
allocated to the following projects:
Sources (in thousands)
Expenses (in thousands)
Fuel
11Titig/Tr
11Tisc / PriorTotal
Constr
2021 Proposed Projects
REEF Tax
Grants
hnpFees
1'EFr Trsfrs Year's
Sources
Prj,
Total Expenses
Sources
SR 99 HOV Lanes PH V
112 -
-
-
- - -
112
112
112
SR 509: SW 312th St - 21st Ave SW SRTS Project
- -
1,660
-
- 200 -
1,860
1,800
1,800
City Center Access Phase I- Environmental process update
- -
-
-
500 - -
500
500
500
Street Light LID Conversion
- -
-
-
- - 160
160
160
160
Variable Lane Use Control Signs
- -
zoz
-
- - -
202
zoz
zoz
SW 320th - l lth Ave SW to 3rd Place SW Preservation Project
- -
518
-
- 407 -
925
925
925
SW 356th - 15th Ave SW to 4th Ave SW Preservation Project
33 -
810
-
- 491 -
1,334
1,334
1,334
47th Ave SW and SW Dash Point Road Compact Roundabout
- -
550
-
- - -
550
550
550
City Wide Safety - Horizontal Curve Improvements
- -
400
-
- - -
400
400
400
16th Ave Trail - S 308th Street to S 288th Street
115
750
865
865
865
Citywide Greenway Plan Pedestrian and Bicycle hWrovements
- 200
-
-
- - -
200
200
200
Sound Transit
-
1,450
1,450
1,450
1,450
S 314th St hnprovement
- -
125
-
- - -
125
125
125
SR 99 @ S 373rd St Roundabout w/Median Control
- -
-
340
- - -
340
340
340
21st Ave S @ 320th St Traffic Signal
- -
-
-
l00 - -
100
too
loo
Citywide ADA Retrofit
- -
-
200
200 - -
400
400
400
S 356th St. - 1st Ave S - SR 99
200
-
200
200
200
SW 344th St. @ 27th Ave SW Compact Roundabout
15
35
-
50
50
50
Adaptive Traffice Signal Control System- City Center Stage 2-
Detection Upgrade
75 -
-
-
- - -
75
75
75
Citywide Pedestrian Safety System Improvements
- 32
28
-
- - -
60
60
60
Citywide RRFB Upgrades
- 50
90
-
- - -
140
140
140
Military Rd S: S 320tb St - SR 18 Preservation Project
- -
-
-
- 50 -
50
-
-
S 288th St - Pac Hwy S. to 34th Ave S Bike & Ped Improvements
- -
-
200
- - -
200
200
200
Fiber Optic Network Loop - 317th to S 272nd
- -
-
2,600
- - -
2,600
100
100
Joint Operations & Maintenance Facility
- -
-
-
- 250 -
250
250
250
Total 2021
$ 350 $ 282
S 5,168
$ 4,990
$ 800 $1,398 $ 160
$13,148
$10,538
$ 10,538
D-27
BUDGET BYFUND
306: CAPITAL PROJECT FUND — TRANSPORTATION SYSTEMS (Continued)
Sources (in thousands)
Expenses (in thousands)
Fuel
Mitig/Tr Nliisc /
Prior Total
Constr
2022 Proposed Projects
RFEr Tax
Grants
LINT
Imp Fees Trsfrs
Year's
Sources
Prj.
Total Fipenses
Sources
16th Ave Trail - S 308th Street to S 288th Street
-
1,385
1,385
1,385
1,385
Citywide Creenway Plan Pedestrian and Bicycle Improvements
- 200
-
- - -
- 200
200
200
Sound Transit
- -
-
1,230 - -
- 1,230
1,230
1,230
SR 99 @ S 373rd St Roundabout w/Median Control
- -
300
30 - -
- 330
330
330
21st Ave S @ 320th St Traffic Signal
- -
730
- 205 -
- 935
935
935
S 356th St. -1st Ave S - SR 99
-
100 -
100
100
100
SW 344th St. @ 27th Ave SW Compact Roundabout
- -
100
- - -
- 100
100
100
Adaptive Traffice Signal Control System- City Center Stage 2-
Detection Upgrade
-
-
600
600
Citywide Pedestrian Safety System Improvements
- -
100
- - -
- 100
100
100
Citywide RRFB Upgrades
- 270
420
- - -
- 690
690
690
Military Rd S: S 320th St - SR 18 Preservation Project
- -
-
- - -
- -
50
50
SW King County Regional Trail Plan
- 50
-
- - -
- 50
50
50
S 288th St - Pac Hwy S. to 34th Ave S Bike & Ped Improvements
-
200
200
200
200
Fiber Optic Network Loop - 317th to S 272nd
- -
-
- - -
- -
900
900
Joint Operations & Maintenance Facility
- -
-
- - 250
- 250
250
250
Total 2022
$ $ 520
$ 3,035
$1,560 $ 205 $ 250
$ $ 5,570
1 $ 7,120
$ 7,120
*I he remammg ditterence of 1439K & $454K in 2U21/2U22 respectively is due to salaries and Wages of employees charged directly to the 3U6 I ransportation CIF fund
The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund —
Transportation Systems.
SOURCES AND USES:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
I Adopted Adjusted I Projected
$ Chg I % Chg
Revenue Summary:
33X
Intergovernmental
$ 4,848,053
$ 3,421,265
$ 2,653,000
$ 2,653,000
$ 2,653,000
$ 5,450,000
$ 3,555,000
$ 2,797,000
105.4%
34X
Charges for Services
2,693,210
1,545,744
500,000
1,782,637
1,782,637
4,990,000
1,560,000
3,207,363
179.9%
36X
Miscellaneous
84,907
139,075
-
-
-
250,000
250,000
250,000
n/a
39X
Other Financing Sources
3,060,277
2,032,459
1,613,000
2,238,000
2,238,000
2,298,000
205,000
60,000
2.7%
Total Revenues:
$10,686,447
$ 7,138,543
$ 4,766,000
$ 6,673,637
$ 6,673,637
$ 12,988,000
$ 5,570,000
$ 6,314,363
94.6%
Expenditure Summary:
6XX
Capital
$ 11,398,534
$ 11,013,217
$ 4,666,000
$ 7,315,149
$ 7,315,149
$ 10,976,972
$ 7,573,566
$ 3,661,823
50.1%
OXX
Transfers Out
402,656
150,000
-
45,000
45,000
200,000
200,000
$ 155,000
344.4%
TotalExpenditures:
$11,801,190
$11,163,217
$ 4,666,000
$ 7,360,149
$ 7,360,149
$ 11,176,972
$ 7,773,566
$ 3,816,823
51.9%
RevOver/(Under)
$ (1,114,744)
$ (4,024,674)
$ 100,000
$ (6869512)
$ (686,512)
$ 1,811,028
$ (2,203,566)
$ 2,497,540
-363.8%
Beginning Fund Balance,1/1
$10,025,118
$ 8,910,374
$ 1,392,807
$ 4,885,701
$ 4,885,701
$ 4,199,189
$ 6,010,217
$ (686,512)
-14.1%
Ending Fund Balance, 12/311
$ 8,910,374
$ 4,885,700
1 $ 1,492,807
1 $ 4,199,189
1 $ 4,199,189
1 $ 6,010,217
1 $ 3,806,6511
$ 1,811,028
1 43.1%
i
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
306: CAPITAL PROJECT FUND - TRANSPORTATION SYSTEMS (Continued)
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed -20 Ad'
I Adopted
Adjusted
Projected
$Chg
%Chg
Expenditures:
1XX
Salaries & Wages
$ 327,588
$ 474,635
$ 428,349
$ 818,110
$ 818,110
$ 1,768,095
$ 1,558,671
$ 949,985
116.1%
2XX
Benefits
117,017
161,593
71,651
71,651
71,651
120,876
124,895
49,226
68.7%
3XX
Supplies
4,444
31,204
-
-
-
-
-
-
n/a
4XX
Services and Charges
3,023,008
2,526,941
1,463,000
1,638,000
1,638,000
2,626,000
600,000
988,000
60.3%
5XX
Intergovernmental
76,789
60,618
-
-
-
-
-
n/a
6XX
Capital Outlay
7,849,689
7,758,225
2,703,000
4,787,388
4,787,388
6,462,000
5,290,000
1,674,612
35.0%
OXX
Other Financing Use
402,656
150,000
-
45,000
45,000
200,000
200,000
155,000
344.4%
Total Expenditures:
$11,801,190
$ 11,163,217
$ 4,666,000
$ 7,360,149
$ 7,360,149
$ 11,176,972
$ 7,773,566
$ 3,816,823
51.9%
Other Financing Use is comprised of $200,000 in 2021/2022 to Street Fund.
307: CAPITAL PROJECTS RESERVE FUND
PURPOSE/DESCRIPTION:
The Capital Projects Reserve Fund was 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 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
T2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
36X
Miscellaneous
$ 4,911
$ 7,416
1 $
$
$
$
$
$
n/a
Total Rewnues:1
$ 4,911
1 $ 7,416
1 $ -
$ -
$ -
$ -
$ -
$
n/a
Expenditure Summary:
307
Transfer Out to General Fund
$ -
$ -
$
$
$
$
$
100.01
TotalExpenditures:
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$
n/a
RevOwr/(Under)
$ 4,911
$ 7,416
$ -
$ -
$ -
$ -
$ -
$
n/a
Beginning Fund Balance,1/1
$ 355,610
$ 360,520
$ 355,610
$ 367,936
$ 367,936
$ 367,936
$ 367,936
$ -
0.01%
Ending Fund Balance,12/31
$ 360,520
1 $ 367,936
1 $ 3559610
1 $ 367,936
1 $ 3679936
1 $ 367,936
1 $ 367,936
$ -
0.01%
D-29
BUDGET BYFUND
308: PAEC CAPITAL PROJECTS FUND
PURPOSE/DESCRIPTION:
The Performing Arts and Event Center Fund accounts for the receipt and disbursement related to capital project revenue
received. The City adopted PAEC Capital Projects Fund to incorporate in the revised 2014 Budget.
The following tables present a sources and uses summary of the PAEC Capital Projects Fund. The project was substantially
completed in 2018.
SOURCES AND USES:
Code
Item
2018
Actual
2019
I Actual
2020
2021
Proposed
2022
Proposed
1 21 Proposed - 20 Ad'
I Adopted Adjusted Projected
$ Ch % Ch
Revenue Summary:
33X
I Intergovernmental
$ 80,440
$ 813,789
$
$
$
$
$
$
n/a
36X
Miscellaneous
785
n/a
39X
Other Financing Sources
1 1,000,000
6,608,971
n/a
Total Revenues:
1 $ 1,080,440
$ 7,423,546
$
$
$
$
$
$
u/a
Expenditure Summary:
308
Performing Art s&Event Ctr
$ 307,046
$ 71,989
$
$
$
$
$
n/a
Total nditures:
$ 307,046
$ 71,989
$
$
$
$
$
$
n/a
Rev Over/(Under)
$ 773,394
$ 79351,556
$
$
$
$
$
$
n/a
Beginning Fund Balance, 1/1
$ (8,124,951)
$ (79351,556)
$
$
$
$
$
$
n/a
Ending Fund Balance,12/31
$ (7,3519556)
$ (0)
$
1 $
1 $
$
1 $
1 $
n/a
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
I Adopted
Adjusted
Projected
$ Ch
°/o Ch
Expenditures:
3XX
Supplies
92,241
-
n/a
4XX
Services and Charges
33,811
19,687
n/a
6XX
Capital Outlay
180,994
52,302
n/a
Total Expenditures:
$ 307,046
$ 71,989
$
$ -
$ -
$ -
$
D-30
CITY OF FEDERAL WAY 202112022 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
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
2018
Actual
2019
I Actual
2020
1 2021
I Proposed
2022
I Proposed
21 Proposed - 20 Ad'
Adopted Adjusted Projected
$ Chg I % Chg
Revenue Summa :
33X
Intergovernmental
$ 48,504
$ 31,718
$ 139,670
$ 139,670
$ 139,670
$ -
$ -
$ (139,670)
-100.0%
34X
Charges for Services
4,172,341
4,370,049
4,047,198
4,289,712
4,289,712
5,938,201
4,927,775
1,648,489
38.4%
35X
Fines and Penalties
-
65,680
-
-
-
-
-
-
n/a
36X
Miscellaneous
45,906
78,923
3,000
3,000
3,000
3,000
3,000
0.0%
Total Revenues:
S 4,266,752
$ 4,546,370
$ 4,189,868
$ 4,432,382
$ 4,432,382
$ 5,941,201
$ 4,930,775
$ 1,508,819
34.0%
Expenditure Summa :
620
Engineering
$ 2,330,340
$ 2,315,757
$ 2,477,978
$ 2,552,234
$ 2,552,234
$ 2,540,002
$ 2,562,454
$ (12,232)
-0.5%
630
Water Quality
340,016
330,212
430,588
407,061
407,061
491,122
495,260
84,060
20.7%
640
Maintenance
1,184,930
1,128,949
1,184,437
1,322,525
1,322,525
1,442,912
1,463,377
120,387
9.1%
650
Steel Lake Management
13,974
15,163
18,928
18,928
18,928
18,928
18,928
-
0.0%
660
North Lake Management
8,448
22,774
14,088
14,088
14,088
14,088
14,088
0.0%
680
Debt Service
98,042
97,081
98,042
1,922
1,922
1,922
1,922
-
0.0%
597
Trsfr Out - CIP Fund
533,487
533,487
993,068
1,560,000
459,581
86.1%
Total nditures:
$ 3,975,750
$ 3,909,935
$ 4,224,061
$ 4,850,245
$ 4,850,245
$ 5,502,041
$ 6,116,029
$ 651,796
13.4%
RevOver/(Under) Exp
$ 291,002
$ 636,435
$ (34,193)
$ (417,863)
$ (417,863)
$ 439,160
$(1,185,254)
$ 857,023
-205.1%
Beginning nnd Balance, 1/1
$ 2,082,541
$ 2,373,543
$ 1,080,925
$ 3,009,977
$ 3,009,977
$ 2,592,114
$ 3,031,274
$ (417,863)
-13.9%
EndingftndBalance,12/31
$ 2,373,543
$ 3,009,977
$ 1,046,732
$ 2,592,114
$ 2,592,114
$ 3,031,274
$ 1,846,020
$ 439,160
D-31
BUDGET BYFUND
401: SURFACE WATER MANAGEMENT FUND (continued)
EXPENDITURES BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
I % Chg
Expenditures:
1XX
Salaries & Wages
$1,592,497
$ 1,567,811
$ 1,761,811
$1,761,811
$ 1,761,811
$ 2,033,656
$ 2,088,664
$ 271,845
15.4%
2XX
Benefits
599,523
599,632
602,250
602,250
602,250
629,709
646,157
27,460
4.6%
3XX
Supplies
127,946
159,793
98,845
115,195
115,195
164,595
135,195
49,400
42.9%
4XX
Services and Charges
413,610
432,438
601,096
765,107
765,107
690,988
695,988
(74,119)
-9.7%
5XX
Intergovernmental
329,042
238,193
277,422
285,878
285,878
286,650
286,650
772
0.3%
7XX
Debt Service -Principal
96,120
96,120
96,120
-
-
-
-
-
n/a
8XX
Debt Service -Interest
1,922
961
1,922
1,922
1,922
1,922
1,922
-
0.0%
9XX
Internal Services/Other
815,090
814,987
784,596
784,596
784,596
701,453
701,453
(83,143)
-10.6%
OXX
Other Financing Use
-
-
533,487
533,487
993,068
1 1,560,000
459,581
86.1%
Total Fxpen&tures:
$ 3,975,750
$ 3,909,935
$ 4,224,061
$ 4,850,245
$ 4,850,245
$ 5,502,041
1 $ 6,116,029
$ 651.796
13.4%
D-32
CITY OF FEDERAL WAY 202112022 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.
The City shall maintain a minimum of $1,500,000 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
2018
Actual
2019
Actual
2020
I
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
I Projected
$ Chg
I % Chg
Revenue Summary:
34X
Charges for Services
$ 940
$ 6,249
$ 254
$ 254
$ 254
$ 254
$ 254
$ -
0.0%
36X
Miscellaneous
885,453
919,668
764,997
359,407
359,407
784,897
834,897
425,490
118.4%
39X
Other Financing Sources
123,501
23,000
283,371
283,371
115,720
95,060
(167,651)
-59.2%
Total Revenues:
$ 1,009,894
$ 925,917
$ 788,251
$ 643,032
$ 643,032
$ 900,871
$ 930,211
$ 257,839
40.1%
Expenditure Summary:
101/102 Dumas Bay Centre $ 856,097 $ 906,668 $ 677,872 $ 736,487 $ 736,487 $ 893,272 $ 922,610 $ 156,784 21.3%
352
Knutzen Family Theatre
77,345
3,888
7,600
7,600
7,600
7,600
7,600
0.0%
Total nditures:
$ 933,442
$ 910,556
$ 685,472
$ 744,087
$ 744,087
$ 900,872
$ 930,210
$ 156,784
21.1%
RevOwr/(Under)Exp
$ 76,452
$ 15,361
$ 102,779
$ (101,055)
$ (1019055)
$ (1)
$ 1
$ 101,055
-100.0%
Beginning Fund Balance,1/1
$ 19509,243
$19585,695
$19602,779
$ 1,6019056
$1,6019056
$ 1,500,000
$1,500,000
$ (101,055)1
6.301,
Endng Fund Balance, 12/311
$ 1,585,695
1 $1,601,056
1 $1,705,557
1 $ 1,500,000
1 $1,500,000
1 $ 1,500,000
1 $1,500,000
1 $ (1)
1
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
ActualI
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
I Adjusted
Projected
1 $ Chg
I % Chg
Expenditures:
1XX
Salaries & Wages
$ 348,340
$ 347,239
$ 298,278
$ 302,278
$ 302,278
$ 372,570
$ 375,714
$ 70,292
23.3%
2XX
Benefits
121,664
116,870
82,035
82,035
82,035
84,520
85,714
2,484
3.0%
3XX
Supplies
189,355
230,553
122,036
94,036
94,036
197,036
197,036
103,000
109.5%
4XX
Services and Charges
228,975
181,862
128,459
211,074
211,074
203,359
228,359
(7,715)
-3.7%
5XX
Intergovernmental
895
921
4,200
4,200
4,200
1 41200
4,200
0.0%
9XX
Internal Services/Other
44,213
33,111
50,464
50,464
50,464
1 39,187
39,187
(11,277)
-22.3%
Total Expenditures:
$ 933,442
$ 910,556
$ 685,472
$ 744,087
$ 744,087
1 $ 900,872
$ 930,210
$ 1561784 21.1 °/,
D-33
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, department claims 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
2011
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected I
$ Chg
% Chg
Revenue Summary:
34X
Charges for Services
$ 1,035,343
$ 1,103,040
$ 1,103,040
$ 1,103,040
$ 1,103,040
$ 1,103,040
$ 1,103,040
$
0.0%
36X
Miscellaneous
16,992
22,783
5,000
5,000
5,000
5,000
5,000
0.0%
37X
Proprietary Fund Revenues
112,798
112,162
58,000
58,000
58,000
88,000
88,000
30,000
51.7%
39X
Other Financing Sources
-
-
-
813,692
813,692
-
-
-
0.0%
Total Revenues:
$ 1,165,133
$1,237,986
$ 1,166,040
$ 1,979,732
$ 1,979,732
$1,196,040
$ 1,1969040
$ 30,000
1.5%
Expenditure Summary:
4XX
Insurance Premiums
$ 502,280
$ 505,945
$ 554,049
$ 846,538
$ 846,538
$ 907,334
$ 940,794
60,796
7.2%
4XX
Claims
571,554
747,969
797,033
1,233,023
1,233,023
515,928
493,231
(717,095)
-58.2%
4XX
Services and Charges
69,410
77,021
102,850
52,700
52,700
52,250
52,250
(450)
-0.9%
OXX
Other Financing Use
-
-
-
150,000
150,000
-
-
-
0.0%
Total nditures:
$ 1,143,244
$ 1,330,934
$ 1,453,932
$ 2,282,261
$ 2,282,261
$ 1,475,512
$ 1,486,275
$ (806,749)
-35.3%
Rev Over/(Under) Expl
$ 21,889
1 $ (92,949)
$ (287,892)
$ (302,529)
$ (302,529)
$ (279,472)
$ (290,235)1
$ 23,057
1 -7.6%
Beginning ftnd Balance, 1/11$
1,573,589
1 $1,595,478
1 $ 912,108
1 $ 1,502,529
1 $ 1,502,529
1 $1,200,000
1 $ 920,528
1 $ (302,529)
-20.1%
En(fing Fund Balance, 12/311
$ 1,595,478
1 $1,502,529
1 $ 624,216
1 $ 1,200,000
1 $ 1,200,000
1 $ 920,528
1 $ 630,293
1 $ (279,472)
-23.3%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
I Adopted
Adjusted
I Projected
$Chg
I %Chg
Expenditures:
4XX
Services and Charges
1,143,244
1,330,934
1,453,932
2,132,261
2,132,261
1,475,512
1,486,275
(656,749)
-30.8%
OXX
Other Financing Use
-
-
-
150,000
150,000
-
-
(150,000)
-100.0%
Total Expenditures:
$ 1,143,244
$1,330,934
$1,453,932
$ 2,282,261
$ 2,282,261
$ 1,475,512
$ 1,486,275
$ (806,749)
-35.3%
D-34
CITY OF FEDERAL WAY 202112022 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 by department and through a per
FTE employee basis.
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
2018
Actual
2019
Actual
2020
2021
Proposed
2022
I Proposed
21 Proposed - 20 Ad'
I Adopted Adjusted I Projected
$Chg I %Chg
Revenue Summa
33X
Intergovernmental
$ 235,471
$ 20,901
$
$ -
$
$ -
$ -
$ -
n/a
34X
Charges for Services
2,147,817
2,231,803
2,246,053
2,431,108
2,431,108
2,670,180
2,691,687
239,072
9.8%
36X
Miscellaneous
42,696
44,821
19,000
19,000
19,000
179,000
29,000
160,000
842.1%
39X
Other Financing Sources
-
-
-
-
-
-
-
-
n/a
Total Rewnues:1
$ 2,425,984
$ 2,297,525
$ 2,265,053
$ 2,450,108
$ 2,450,108
$ 2,849,180
$ 2,720,687
$ 399,072
16.3%
Expenditure Summary:
512-XX
Cowl
$ 82,067
$ 86,449
$ 92,936
$ 92,936
$ 92,936
$ 94,111
$ 94,111
$ 1,176
1.3%
518-88
Data Processing
747,009
807,233
624,946
823,613
823,613
1,269,078
1,170,142
445,466
54.1%
518-95
Government Access Channel
137,519
91,920
128,992
128,992
128,992
127,571
127,571
(1,420)
-1.1%
521-XX
Police and Safecity
917,469
884,780
883,441
1,010,244
1,010,244
806,374
812,465
(203,870)
-20.2%
518-91
Telecommunications
132,963
140,427
147,573
197,573
197,573
202,461
202,461
4,888
2.5%
518-93
WiFi
9,532
5,472
8,700
8,700
8,700
8,700
8,700
-
0.0%
518-94
Geographic Information Systems
266,166
315,881
266,543
266,543
266,543
287,355
292,158
20,813
7.8%
Total nditures:
$ 2,292,725
$ 2,332,162
$ 2,153,130
$ 2,528,600
$ 2,528,600
$ 2,795,652
$ 2,707,608
$ 267,052
10.6%
RevOwer/(Under)
$ 133,259
$ (34,636)
$ 111,923
$ (78,492)
$ (78,492)
$ 53,528
$ 13,079
$ 132,020
-168.2%
Beginning FundBalance,1/1
$3,620,350
$3,7539608
$3,491,379
$3,718,972
$3,718,972
$3,640,480
$3,694,008
$ (78,492)
-2.1%
En(fing Fund Balance,12/31
$ 3,753,608
$ 3,718,972
$ 3,603,302
$ 3,640,480
$ 3,640,480
$ 3,694,008
$ 3,707,088
$ 53,528
1.5%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted I Adjusted Projected
$ Ch % Ch
Expenditures:
1XX
Salaries & Wages
$ 661,830
$ 667,071
$ 653,612
$ 754,167
$ 754,167
$ 787,591
$ 813,886
$ 33,424
4.4%
2XX
Benefits
240,776
243,884
233,955
233,955
233,955
280,176
282,565
46,221
19.8%
3XX
Supplies
41,075
19,107
44,406
52,518
52,518
44,406
44,406
(8,112)
-15.4%
4XX
Services and Charges
646,194
754,076
747,679
829,679
829,679
1,106,404
1,107,904
276,725
33.4%
5XX
Intergovernmental
135,213
142,109
134,278
156,778
156,778
156,778
156,778
-
0.0%
6XX
Capital Outlay
567,637
505,914
339,200
501,503
501,503
420,297
302,069
(81,206)
-16.2%
Total Expenditures:Expenclitures:1
$ 2,292,725
1 $ 2,332,162
1 $ 2,153,130
1 $ 2,528,600
1 $ 2,528,600
1 $2,795,652
1 $2,707,608
1 $ 267,052
10.6 %
D-35
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 and through a per FTE
employee basis.
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
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
34X
Charges for Services
$ 171,505
$ 142,963 $ 135,947
$ 135,947 $ 135,947
$ 135,947
$ 135,947
$ 0.0%
36X
Miscellaneous
2,213
3,210 -
-
n/a
Total Revenues:
$ 173,718
$ 146,173 $ 135,947 $ 135,947 $ 135,947
$ 135,947
$ 135,947 0.0%
Expenditure Summary:
503 Mail and Duplications $ 151,353 $ 127,872 $ 148,152 $ 148,152 $ 148,152 $ 126,892 $ 185,007 $ (21,260) -14.4%
Total Expenditures:
$ 151,353
$ 127,872
$ 148,152
$ 148,152
$ 148,152
$ 126,892
$ 185,007
$ (21,260)
-14.4%
RevOver/(Under) Exp
$ 22,365
$ 18,301
$ (12,205)
$ (12,205)
$ (12,205)
$ 9,055
$ (49,060)
$ 21,260
-174.2%
Beginning Fund Balance,1/1
$ 176,703
$ 199,068
$ 162,988
$ 217,369
1 $ 217,369
$ 205,164
$ 214,219
$ (12,205)
-5.6%
Ending Fund Balance,12/31
$ 199,068
1 $ 217,369
1 $ 150,783
1 $ 205,164
1 $ 205,164
1 $ 214,219
1 $ 165,159
1 $ 9,055
4.4%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
ActualI
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
I Adjusted
I Projected
1 $ Chg
% Chg
Expenditures:
3XX
Supplies
$ 17,571
$ 18,758
$ 21,650
$ 21,650
$ 21,650
$ 21,650
$ 21,650
$
0.0%
4XX
Services and Charges
97,158
80,216
89,851
89,851
89,851
89,851
89,851
0.0%
6XX
Capital Outlay
36,625
28,898
36,651
36,651
36,651
15,391
73,506
(21,260)
-58.0%
Total Expenditures:
$ 151,353
$ 127,872
$ 148,152
$ 148,152
$ 148,152
$ 126,892
$ 185,007
$ (21,260)
-14.4%
D-36
CITYOFFEDERAL WAY202112022 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 amount of equipment in a given department.
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
2011
Actual
2011
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted I Adjusted I Projected
$ Chg I % Chg
Revenue Summary:
34X
I Charges for Services
$ 1,945,220
$ 2,167,706
$ 2,220,329
$ 2,220,329
$ 2,220,329
$ 2,220,329
$ 2,220,329
$ -
0.0%
36X
Miscellaneous
79,294
96,124
80,315
80,315
80,315
80,315
80,315
-
0.0%
39X
Other Financing Sources
15,396
36,429
105,000
105,000
545,500
440,500
419.5%
Total Revenues:
$ 2,039,910
$ 2,300,260
$ 2,300,644
$ 2,405,644
$ 2,405,644
$ 2,846,144
$ 2,300,644
$ 440,500
18.3%
Ex enditure Summary:
548
1 City Hall
$ 362,551
$ 843,775
$ 904,824
$ 1,551,976
$ 1,551,976
$ 1,612,984
$ 562,732
$ 61,008
3.9%
521
Police
1,120,632
1,275,854
821,169
1,147,465
1,147,465
1,516,120
1,357,169
368,655
32.1%
TotalExpenditures:
$ 1,483,183
$ 2,119,629
$ 1,725,993
$ 2,699,441
$ 2,699,441
$ 3,129,104
$ 1,919,901
$ 429,663
15.9%
RevOwr/(Under)Fxp
$ 556,727
$ 180,631
$ 574,651
$ (293,797)
$ (293,797)
$ (282,960)
$ 380,743
$ 10,837
-3.7%
Beginning Fund Balance,1/1
$ 7,071,466
$ 7,628,193
$ 8,843,269
$ 7,808,824
$ 7,808,824
$ 7,515,027
$ 7,232,067
$ (293,797)
-3.8%
En(Ang Fund Balance, 12/311
$ 7,628,193
1 $ 7,808,824
1 $ 9,417,920
1 $ 7,515,027
1 $ 7,515,027
1 $ 7,232,067
1 $ 7,612,809
1 $ (282,960)
-3.8%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Ad'
Adopted Adjusted Projected
$Chg %Chg
Expenditures:
1XX
Salaries & Wages
$ 33,779
$ 57,593
$ 49,440
$ 49,440
$ 49,440
$ 62,364
$ 65,172
$ 12,924
26.1 %
2XX
Benefits
18,367
36,283
18,787
18,787
18,787
23,698
24,765
4,911
26.1%
3XX
Supplies
454,686
477,434
524,597
524,597
524,597
524,597
524,597
-
0.0%
4XX
Services and Charges
374,878
480,820
342,302
342,302
342,302
342,302
342,302
0.0%
5XX
Intergovernmental
565
287
350
350
350
350
350
0.0%
6XX
Capital Outlay
600,910
1,067,211
788,712
1,762,160
1,762,160
2,175,793
962,715
413,633
23.5%
9XX
lInternalServices/Other
-
1,805
1,805
1,805
(1,805)
-100.0%
Total Expenditures:
$1,483,183
$ 2,119,629
$1,725,993
$ 2,699,441
$ 2,699,441
$ 3,129,104
$ 1,919,901
$ 429,663
15.9 %
See page F-2 for a listing of funded equipment.
D-37
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 square footage
of departments using 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
2018
Actual
2019
I Actual
2020
2021
Proposed
2022
Proposed
21 Proposed 20 Ad'
Adopted
I Adjusted
Projectedd
$ Chg
% Chg
Revenue Summary:
34X
Charges for Services
$ 489,696
$ 507,696
$ 489,696
$ 489,696
$ 489,696
$ 489,696
$ 489,696
$
0.0%
36X
Miscellaneous
62,406
53,325
659
659
659
659
659
0.0%
39X
Other Financing Sources
500,000
-
-
-
-
-
-
n/a
Total Revenues:
$1,052,102
$ 561,021
$ 490,355
$ 490,355
$ 490,355
$ 490,355
$ 490,355
$
0.0%
Expenditure Summary:
521-XX
Police
$ 2,615
$ 661
$ -
$ -
$ -
$ -
$ -
$
n/a
518-3X
City Hall
385,272
444,270
367,059
584,059
584,059
463,521
465,505
(120,538)
-20.6%
576-80
Shop
133,785
159,077
110,699
110,699
110,699
118,548
122,837
7,849
7.1%
576-81
Annex
2,970
3,545
5,330
5,330
5,330
5,624
5,785
295
5.5%
597-80
Transfer Out
-
-
-
-
-
562,414
-
562,414
n/a
TotalExpenditures:
$ 524,642
$ 607,554
$ 483,088
$ 700,088
$ 700,088
$1,150,108
$ 594,127
$ 450,020
64.3%
RevOwr/(Under)
$ 527,460
$ (46,532)
$ 7,267
$ (209,733)
$ (209,733)
$ (659,753)
$ (103,772)
$ (450,020)
214.6%
Beginning Fund Balance,1/1
$ 2,492,330
$ 3,019,790
$ 2,504,464
$ 2,973,258
$ 2,973,258
$ 2,763,525
$ 2,103,772
$ (209,733)
-7.1 %
Fliding Fund Balance,12/31
$ 3,019,790
$ 2,973,258
$ 2,511,731
$ 2,763,525
$ 2,763,525
$ 2,103,772
$ 2,000,000
$ (659,753)
-23.90%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
1 2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
I Adopted
Adjusted
Projected
$ Chg
I % Chg
Expenditures:
1XX
Salaries & Wages
$ 85,112
$ 98,936
$ 82,026
$ 82,026
$ 82,026
$ 161,346
$ 166,008
$ 79,320
96.7%
2XX
Benefits
52,913
51,677
31,170
31,170
31,170
61,311
63,083
30,141
96.7%
3XX
Supplies
36,697
51,386
28,809
28,809
28,809
28,809
28,809
-
0.0%
4XX
Services and Charges
349,920
405,410
336,227
553,227
553,227
336,227
336,227
(217,000)
-39.2%
5XX
I Intergovernmental
-
144
-
-
-
-
-
n/a
9XX
Internal Services/Other
-
4,856
4,856
41856
-
(4,856)
-100.0%
OXX
1 Other Financing Use
-
-
-
-
-
562,414
-
562,414
100.0%
Total nditures:
$ 524,642
$ 607,554
$ 483,088
$ 700,088
$ 700,088
$1,150,108
$ 594,127
$ 450,020
64.3%
i
CITYOFFEDERAL WAY202112022 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
2018
Actual
2019
I Actual
2020
2021
Proposed
2022
Proposed
1 21 Proposed - 20 Ad'
Adopted
I Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
34X
Charges for Services
$ 4,515,537
$ 4,649,959
$ 4,556,000
$ 4,556,000
$ 4,556,000
$ 4,556,000
$ 4,556,000
$
0.0%
36X
Miscellaneous
31,992
50,753
10,800
10,800
10,800
10,800
10,800
0.0%
37X
Proprietary Fund Revenues
482,308
281,299
400,000
400,000
400,000
400,000
400,000
0.0%
Total Operating Retinues:
$ 5,029,837
$ 4,982,011
$ 4,966,800
$ 4,966,800
$ 4,966,800
$ 4,966,800
$ 4,966,800
$
0.0%
Expenditure Summary:
550
If Health Insurance
$ 4,639,743
$ 4,264,644
$ 5,256,726
$ 5,256,726
$ 5,256,726
$ 5,256,726
$ 5,256,726
$
0.0%
Total Operating F*nditures:
$ 4,639,743
$ 4,264,644
$ 5,256,726
$ 5,256,726
$ 5,256,726
$ 5,256,726
$ 5,256,726
$
0.0%
Oper RevOwr/(Under) Fxp
$ 390,094
$ 717,367
$ (289,926)
$ (289,926)
$ (2899926)
$ (289,926)
$ (2899926)
$
0.0%
Beginning Fund Balance,1/1
$ 2,550,138
$ 2,940,231
$15191,887
$ 3,6579598
$ 3,657,598
$ 3,367,672
$ 3,0779746
$ (289,926)
-7.9%
En(fing Fbnd Balance, 12/311$
2,940,231
1 $ 3,657,598
1 $ 901,961
1 $ 3,367,672
1 $ 3,367,672
1 $ 3,077,746
1 $ 2,787,820
1 $ (289,926)
-8.6%
EXPENDITURE BY OBJECT SUMMARY:
Code
Item
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Pro osed - 20 Ad'
Adopted
I Adjusted
I Projected
$ Chg
% Chg
Expenditures:
4XX
Services and Charges
$ 4,638,124
$ 4,263,033
$ 5,226,726
$ 5,226,726
$ 5,226,726
$ 5,226,726
$ 5,226,726
0%
5XX
Intergovernmental
1,620
1,611
30,000
30,000
30,000
30,000
30,000
0%
Total Fxpenditures:
$ 4,639,743
$ 4,264,644
1 $ 5,256,726
$ 5,256,726
$ 5,256,726
$ 5,256,726
$ 5,256,726
$
0.0%
D-39
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
2018
Actual
2019
Actual
2020
2021
Proposed
2022
Proposed
21 Proposed - 20 Adj
Adopted
Adjusted
Projected
$ Chg
% Chg
Revenue Summary:
34X
Charges for Services
$ 34
$
$ -
$ -
$ -
$ -
$ -
$
n/a
36X
Miscellaneous
3,757
4,219
5,000
5,000
5,000
5,299
6,000
299
6.0%
Total Revenues:
$ 3,792
$ 4,219
$ 5,000
$ 5,000
$ 5,000
$ 5,299
$ 6,000
$ 299
6.0%
Expenditure Summary:
507
Unemployment Insurance
$ 84,004
$ 9,634
$ 20,000
$ 20,000
$ 20,000
$ 10,000
$ 10,000
$ (10,000)
-50.0%
Total nditures:
$ 84,004
$ 9,634
$ 20,000
$ 20,000
$ 20,000
$ 10,000
$ 10,000
$ (10,000)
-50.0%
RevOwr/(Under)
$ (80,212)
$ (5,415)
$ (15,000)
$ (15,000)
$ (15,000)
$ (4,701)
$ (4,000)
$ 10,299
-68.7%
Beginning Fund Balance,1/1
$ 359,328
$ 279,116
$ 265,328
$ 273,701
$ 273,701
$ 258,701
$ 254,000
$ (15,000)
-5.5%
En(fing Fund Balance,12/31
$ 279,116
$ 273,701
$ 250,328
$ 258,701
$ 258,701
$ 254,000
$ 250,000
$ (4,701)
.1.8%
EXPENDITURE BY OBJECT SUMMARY:
2018 2019 2020 2021 2022 21 Proposed - 20 Ad'
Code Item Actual Actual Adopted Adjusted Projected Proposed Proposed $ Chg % Chg
4XX I Services and Charges 1 $ 84,004 1 $ 9,634 1 $ 20,000 1 $ 20,000 1 $ 20,000 1 $ 101000 $ 10,000 1 (10,000)1 -50%
Total Expenditures: $ 84,004 $ 9,634 $ 20,000 1 $ 20,000 1 $ 20,000 1 $ 10,000 $ 10,000 $ (10,000) -50.0%
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET CAPITAL BUDGET
I. Overview
The Capital Investment Plan (CIP) 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 2020. Project costs and the allocation of
future resources beyond the current 2021-2022 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 three program areas: Parks System; Surface Water Management System; and
Transportation System.
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 (M&O)
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 the City does not anticipate using this source to fund
capital projects.
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 $150 million in non -voted bond capacity;
$120 million in voter -approved general purpose bond capacity; and $299 million in voter -approved open space and park
bond capacity as of December 31, 2019.
3. Utility Tax — The City levies a 7.75% utility tax to fund the CIP projects and associated M&O, Police and Community
Safety Improvement projects and General Fund ongoing operations. The City does not plan on using this source in
2021/2022 for capital projects.
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 $3.6 million per year.
REET collections projected in 2021-2022 is allocated as follows:
■ Federal Way Community Center Debt Service — $817K in 2021 and $820K in 2022;
E - 1
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
■ Target Property Debt Service — $715K in 2021 and $640K in 2022;
■ PAEC Debt Service — $553K in 2021 and $554K in 2022;
■ SCORE Debt Service — $525K in 2021 and $526K in 2022;
■ Transportation CIP - $0.35M in 2021.
■ Arterial Street Overlay - $ LOM per year in 2021 and 2022.
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 — 2020 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. Mitipation/Tra ffiic Impact 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 SERA 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 $237.3 million, consists of: $214.2 million in transportation/street
overlay projects (of which $115.3 million is unfunded), $0.6 million in Parks Projects, and $22.5 million in Surface Water
projects (of which $8.2 million is unfunded).
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 Management projects are prioritized primarily by the importance of the project to insure property and community
safety.
IV. 2021/22 FUNDING RECOMMENDATION
The Proposed Capital Funding Plan totals $27.5 million in 2021/22.
a. Implement $0.56M in Parks improvements by using funding already within the Parks CIP fund to fund the 2021/2022
projects.
b. Implement $3.IM in Surface Water Management improvements by using $2.6M in user fees from prior years
combined with $0.5M in grants in 2019/20.
c. Implement $23.8M in Transportation improvements & Arterial Street Overlay by providing funding in 2021/22
totaling $23.8M including $2.4 million REET; $1.7 million fuel tax; $10.9 million in grants anticipated/received, $3.9
million in Mitigation/Traffic Impact funds anticipated/received, and $3.1 million from utility solid waste utility tax,
$0.9 million from arterial street overlay fuel tax, $1.0 million in LIFT sales tax.
E - 2
CAPITAL BUDGET
6-YEAR CAPITAL IMPROVEMENT PLAN - PARKS
Total Project Costs $0.6 Million
Other
$165
29%
Neighborhood
Parks
$400
52%
(dollars in thousands)
Total Funding Sources $1.0 Million
$1,000
100%
Funding Sources By Year
L-T-D Thru
2020
Proposed
Planned
Total
2021
1 2022
2023 2024 2025
1 2026
Real Estate Excise Tax
$ 500
$
$
$ 150 $ 150 $ 100
$ 100
$ 1,000
Subtotal City Sources
$ 500
$ -
$
$ 150 $ 150 $ 100
$ 100
$ 1,000
Project BY Year:
Priority
Proj.
#
Project Name
L-T-D Thru
2020
2021
2022
2023
2024
2025
2026
Total
1
129
Major Maint & Im r - Existing Park Fac
90
75
-
165
1
132
Annual Playground Re & Re I Prog
100
300
400
Total Project Costs
$
$ 190
$ 375
$ -
$
$
$
$ 565
Project Impact on M&O Costs
$
$ -
I $
$
$
$
$
$
Priority 1 = Projects addressing Safety and Service
Priority 2 = Projects addressing Park Plan Core Values
Priority 3 = Long Range Planning Projects
E - 3
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - PARKS
Project Name: Major Maintenance & Improvements to Existing Park Facilities
Project Number: 129 Priority: 1
Proiect Account Number: 303-7100-129 Planning 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.
*Re-lamping
*Asphalt trail repairs
*Demo of Brooklake out buildings
There is no M&O impact on operating funds.
Note: This account is used for major repairs or improvement projects that would not be able to be absorbed by our operations budget.
Additionally, we are requesting carrying forward the acount balance at the end of 2020 into 2021-2022 budget cycle
Prior Council Review/Approval:
projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D Thru
2020
2021
2022
2023
2024
2025
2026
Project
Total
Construction
$ -
$ 90
$ 75
$
$
$ -
$ -
$ 165
Total CIP Expenses
$ -
$ 90
1 $ 75
$
$
$ -
I $ -
$ 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
2020
2021
2022
2023
2024
2025
2026
Project
Total
Real Estate Excise Tax
$ 100
$
$
$ 50
$ 50
$ 50
$ 50
$ 300
Total CIP Resources
$ 100
$ -
$ -
$ 50
$ 50
$ 50
$ 50
$ 300
L-T-D Thru
Impact on Operating Funds
2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$
$
$
$
$
$
Expenditure hicrease/ Decrease
Net Impact
$ -
$ -
$
$
$
$
$ -
$ -
E - 4
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - PARKS
Project Name: Annual Playground Repair and Replacement Program
Project Number: 132 Priority: 1
Project Account Number: 303-7100-132 Planning Area: All
Project Description:
This is our playground repair and replacement account and we would like to carry forward the balance at the end of 2020 into the 2021-2022 budget cycle.
1. Alderbrook Park, Celebration Park, and Heritage Woods are the next three playground slated for replacement that are in fair condition and current funding
will not be adequate. 2. With increased use of parks we are having increased wear, tear and vandalism which have had a sharp increase on maintenance costs
to keep them safety compliant.
Prior Council Review/Approval:
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D Thru
2020
2021
2022
2023
2024
2025
2026
Project
Total
Construction
$ -
$ 100
$ 300
$
$
$
$
$ 400
Total CIP Expenses
$ -
1 $ 100
$ 300
$ -
$ -
$ -
$ -
$ 400
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
2020
2021
2022
2023
2024
2025
2026
Project
Total
Real Estate Excise Tax
$ 400
$
$
$
$
$
$
$ 400
Total CIP Resources
$ 400
1 $ -
$ -
$ -
$ -
$ -
$ -
$ 400
L-T-D Thru
Impact on Operating Funds
2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
$
$
$
$
$
Increase/(Decrease
$
$
—Expenditure
Net Impact
$ -
$ -
$ -
$ -
$ -
$
$ -
$ -
E - 5
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - PARKS
Project Name: Trail and Pedestrian Access Improvements
Project Number: 141 Priority: 1
Project Account Number: 303-7100-141 Planning Area: All
Project Description:
This is the our account to for trail & pedestrian improvements with asphalt repairs being needed at multiple locations.
We are putting money into the account to build up and be prepared when the time comes.
Prior Council Review/Approval:
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D Thru
2020
2021
2022
2023
2024
2025
2026
Project
Total
Construction
$
$
$
$
$
S
$
S
Total CIP Expenses
$
$
$
$
$ -
$
$
$
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
2020
2021
2022
2023
2024
2025
2026
Project
Total
Real Estate Excise Tax
$
$
$
S 50
$ 50
$ 50
$ 50
S 200
Total CIP Resources
$
$
$
$ 50
$ 50
$ 50
$ 50
$ 200
L-T-D Thru
Impact on Operating Funds
2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
$
$
$
$
S
Expenditure Increase/(Decrease)
Net Impact
$
$
S
S
$
$
$
$
=09
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - PARKS
Project Name: Lakota Soccer Field Upgrade
Project Number: 149 Priority: 1
Project Account Number: 303-7100-149 Plannine Area: All
Project Description & Justification:
This is our fund to renovate Lakota Park when the FWSD is ready to partner. We are putting money into the account to be
prepared when the time comes.
was moved from this Droi ect in 2015 to fund the Karl Grosch Field
Council Review/Approval:
Projected Expenditures ($1,000's)
ect.
CIP Funds - Expenses
L-T-D Thru
2020
2021
2022
2023
2024
2025
2026
Project Total
Construction
$ -
$ -
$ -
$ -
$ -
$
$
$
Total CIP Expenses
$ -
$ -
I $ -
$ -
$ -
$
$ -
$ -
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
2020
2021
2022
2023
2024 1
2026
Project Total
Real Estate Excise Tax
$
$
$
$ 50
$ 100
Total CIP Resources
$ -
$ -
$ -
$ 50
E$EEE50]jf
$
$ 100
L-T-D Thru
Impact on Operating Funds
2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
S
$
$
$
$
Expenditure Increase/(Decrease)
Net Impact
$
$
$ -
$
$
$
S
$ -
E - 7
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
6-YEAR CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
(dollars in thousands)
Total Project Costs $22.5 Million
Small CIP
$900
Other
$21,648
Total Funding Sources $14.8 Million
Grants, $6,060
■ User Fees/Prior Year Funding User Fees/Prior
Year Funding,
■Grants $g 788
■General Fund
Sources and Uses
L-T-D
thru 2020
Proposed
Planned
Total
2021
2022
2023
2024
2025
2026
User Fee a -as- ou- o /Prior year Funding
$ 3,080
$ 2,117
$
967
$ 1,207
$ 817
$
450
$ 150
$ 8,788
Grants/Contributions Received
1,000
-
500
-
-
-
-
1,500
Grants/Contributions Anticipated
-
-
-
660
450
3,450
-
4,560
Total CIP Resources
$ 4,080
$ 2,117
$
1,467
$ 1,867
$ 1,267
$
3,900
$ 150
S 14,848
No.
Project Name
111
Small CIP -- Annual Program
$ 300
$ 150
$
150
$ 150
$ 150
$
$
$ 900
271
H lebos Conservation Property Acquisition
2,280
-
-
-
-
2,280
272
South 356th Street Culvert Replacement
-
100
250
1,150
-
1,500
274
South 359th Street Weir Repair
-
-
-
100
200
300
278
West H lebos Educational Center and Trail
-
-
1,700
1,700
281
West H lebos Trail (Spring Valle
-
900
6,900
-
7,800
284
W Hylebos Wetlands Trail (Brook Lake Connection)
225
-
-
-
-
-
225
286
2018 Storm Drain CCTV Inspection and Assessment
400
100
100
100
100
100
900
288
Pipe Rehabilitation Project
250
317
317
317
1 317
-
1,518
292
Cold Creek Culvert Replacement
500
1,000
1,800
-
-
-
3,300
xxx
Neighborhood Drains a Program
-
25
25
25
25
25
25
150
xxx
Annual CB Rehab
75
75
75
75
75
75
75
525
xxx
Citywide WQ Program
-
-
100
100
50
50
50
350
xxx
Redondo Creek Culvert Replacement
300
-
800
-
-
1,100
Total
Projects
$ 4 030
$ 2067
$
2 817
$ 2,717
$ 1 717
$
7 350
$ 1850
$ 22 548
Unfunded Needs
Is
$
$
1,800
$ 800
1 $ 450
$
3,450
$ 1,700
1 $ 8,200
Project Impact on M&O Costs
$ 4
$ 4
$
14
$ 14
$ 14
$
14
$ 29
$ 93
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Name: Small CIP -- Annual Program
Number: 0
304-3100-111
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:
Projected Expenditures ($1,000's)
CIP Funds - Expenses
L-T-D
thru 2020
1 2021
1 2022
1 2023
1 2024
1 2025
2026
Total
Construction
$ 300
$ 150
$ 150
$ 150
$ 150
$
$
$ 900
Total CIP Expenses
$ 300
$ 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 2020
2021
2022
2023
2024
2025
2026
Total
User Fee a -as- ou- o /Prior year Funding
$ 300
150
150
150
150
$ 900
Total CIP Resources
$ 300
$ 150
$ 150
$ 150
$ 150
$ -
$ -
$ 900
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
$
$
$
$
$
Expenditure Increase/(Decrease)
Net Impact
$
$ -
$ -
$ -
$ -
$ -
$ -
$
E - 9
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Hylebos Conservation Property Acquisition
Project Number: 4
Project Account: 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:
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Property Acquisition
$ 2,280
$
$
$
S
$
$
$ 2,280
Total CIP Expenses
$ 2,280
$ -
$
$
$
$
$
$ 2,280
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 2020
2021
2022
2023
2024
2025
2026
Total
User Fee (pay-as-you-go)/Prior year Funding
$ 1,280
$
$
$
S
$
$
$ 1,280
Grants/Contributions Received
1,000
1,000
Total CIP Resources
$ 2,280
$ -
$
$
$
$ -
$ -
$ 2,280
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$
$ -
S -
S -
$ -
$ -
S -
Expenditure Increase/(Decrease
10
10
10
10
10
50
Net Impact
$ -
$ 10
$ 10
$ 10
$ 10
$ 10
$ 50
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: South 356th Street Culvert Replacement
Project Number: 5
Proiect Account: 304-3100-272
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: Sep 17, 2019 and move up of project at My 19, 2020 Council meeting
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$
$ 100
$ 250
-
$
$
$ 350
Construction
-
-
1,150
1,150
Total CIP Expenses
$ -
$ 100
$ 250
$ 1,150
$ -
$
$ -
$ 1,500
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 2020
2021
2022
2023
2024
2025
2026
Total
User Fee (pay-as-you-go)/Prior year Funding
$ -
$ 100
$ 250
$ 490
$
$
$
$ 840
Grants/Contributions Anticipated
-
-
660
660
Total CIP Resources
$ -
$ 100
$ 250
$ 1,150
$ -
$
$ -
$ 1,500
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$
$
$
$
$
$
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$
$
$
$
$
$
E-11
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: South 359th Street Weir Repair
Project Number: 7
Proiect Account: 304-3100-274
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 updated schedule and estimated cost at Sep 17, 2019
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2020
2021
2022
2023
2024
1 2025
1 2026
Total
Consultant Services
$ -
-
$
$ 100
$ 200
$
$ 300
Total CIP Expenses
$ -
$ -
$ -
$ -
$ 100
$ 200
-
$ 300
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 2020
2021
2022
2023
2024
1 2025
2026
Total
User Fee a -as- ou- o /Prior year Funding
$
$
$
$
S 100
$ 200
$ 300
Total CIP Resources
$ -
$ -
$ -
$
$ 100
$ 200
$
$ 300
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
S -
$
$
$
$
$ -
$
$
Expenditure Increase/ Decrease
Net Impact
$
$
$ -
$ -
$ -
$ -
$
$ -
E-12
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: West Hylebos Educational Center and Trail
Project Number: 10
Proiect Account: 304-3100-278
ect 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.
Council Review/Approval: June 17, 2014 schedule and estimate udate approved Sep 17, 2019
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Construction
$
$
S
$ 1,700
$ 1,700
Total CIP Expenses
$
$ -
$ -
$ -
$
$
$ 1,700
$ 1,700
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 2020
2021
2022
2023
2024
2025
2026
Total
Unfimded Needs
$ -
$
$
$
$
$
$ 1,700
$ 1,700
Total CIP Resources
$ -
$ -
$ -
$
$
$
$ 1,700
$ 1,700
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$
$
$
$
$
$ -
$ -
Expenditure Increase/(Decrease
5
5
Net Impact
$
$ -
$ -
$ -
$
$ 5
$ 5
E-13
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: West Hylebos Trail (Spring Valley)
Project Number: 11
Proiect Account: 304-3100-281
ect 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.
Council Review/Approval: June 17, 2014 updated schedule and estimate approved Sep 17, 2019
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
S -
$
$
$ 900
$ -
$
$ 900
Construction
6,900
6,900
Total CIP Expenses
S -
$ -
$ -
$ -
$ 900
$ 6,900
$ -
$ 7,800
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 2020
2021
2022
2023
2024
2025
2026
Total
Grants/Contributions Anticipated
S -
$
$
$
$ 450
$ 3,450
$
$ 3,900
Unfunded Needs
450
3,450
3,900
Total CIP Resources
$
$
$ -
$
$ 900
$ 6,900
$ -
$ 7,800
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$
$
$
$
S
$ -
$ -
Expenditure Increase/(Decrease
10
10
Net Impact
$ -
$ -
$ -
$ -
$ 10
$ 10
E-14
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: W Hylebos Wetlands Trail (Brook Lake Connection)
Project Number: 14
Project Account: 304-3100-284
Description: This Project will connect the terminus of the West Hylebos Wetlands Park Boardwalk
Trail to the Brook Lake Center property on the east side of Brook Lake.
Council Review/Approval: 30% design status Report 5/15/18
closed out, Council acceptance XXXX, 201?
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 50
$
$
$
$
$
$
$ 50
Construction
175
175
Total CIP Expenses
$ 225
$ -
$
$ -
$ -
$ -
$ -
$ 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 2020
2021
2022
2023
2024
2025
2026
Total
User Fee a -as- ou- o /Prior year Funding
$ 225
$
$
S
$
$
$
$ 225
Total CIP Resources
$ 225
$ -
$ -
$
$ -
S
$
S 225
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$ -
S -
$ -
$ -
S -
$ -
Expenditure Increase/(Decrease
4
4
4
4
4
4
4
28
Net Impact
$ 4
$ 4
$ 4
$ 4
$ 4
$ 4
$ 4
$ 28
E-15
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: 2018 Storm Drain CCTV Inspection and Assessment
Project Number: 16
Proiect Account: 304-3100-286
Description: 2018 Storm Drain CCTV Inspection and Assessment Project
Council Review/Approval: 17-Sep-19
Projected Expenditures ($1, 000's)
CIP Funds- Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 400
$ 100
$ 100
$ 100
$ 100
$ 100
$
$ 900
Total CIP Expenses
$ 400
$ 100
$ 100
$ 100
$ 100
$ 100
$ -
$ 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 2020
2021
2022
2023
2024
2025
2026
Total
User Fee a -as- ou- o /Prior year Funding
$ 400
$ 100
$ 100
$ 100
$ 100
$ 100
S 900
Total CIP Resources
$ 400
$ 100
$ 100
$ 100
$ 100
$ 100
$ -
$ 900
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
$
S
$
$
S
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$ -
$
$
$
$
$
E-16
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Pipe Rehabilitation Project
Project Number: 18
Project Account: 304-3100-288
Project Description: Pipe Rehabilitation Project City wide
Prior Council Review/Approval: 17-Sep-19
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Construction
$ 250
$ 317
$ 317
$ 317
$ 317
$ -
$ -
$ 1,518
Total CIP Expenses
$ 250
$ 317
$ 317
$ 317
$ 317
$ -
$ -
$ 1,518
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 2020
2021
2022
2023
2024
2025
2026
Total
User Fee a -as- ou- o /Prior year Funding
$ 250
$ 317
$ 317
$ 317
$ 317
$
$
$ 1,518
Total CIP Resources
$ 250
$ 317
$ 317
$ 317
$ 317
$
S
$ 1,518
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
S
$
$
$
S
$
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$
S
$ -
$
$
$ -
E-17
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Cold Creek Culvert Replacement
Project Number: 0
Project Account: 304-3100-292
Project Description & Justification: Replacement of failing culvert
Prior Council Review/Approval: 17-Sep-19
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 500
$ -
$ -
S
$
$
S
$ 500
Construction
-
1,000
1,800
2,800
Total CIP Expenses
$ 500
$ 1,000
$ 1,800
$
$
$
$
$ 3,300
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 2020
2021
2022
2023
2024
2025
2026
Total
User Fee (pay-as-you-go)/Prior year Funding
$ 500
$ 1,000
$ -
$
$
$
$
$ 1,500
Grants/Contributions Received
-
-
500
500
Unfunded Needs
-
-
1,800
1,800
Total CIP Resources
$ 500
1 $ 1,000
1 $ 2,300
$
$
$
$
$ 3,800
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
S
$
$
S
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$
$
$
$
$
$
E-18
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Neighborhood Drainage Program
Project Number: 0
Project Account: 304-3100-XXX
Project Description & Justification:
Prior Council Review/Approval: 17-Sep-19
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Property Acquisition
$
$ -
$ -
$ -
$ -
$ -
S -
$ -
Construction
25
25
25
25
25
25
150
Total CIP Expenses
$ -
$ 25
$ 25
$ 25
$ 25
$ 25
$ 25
$ 150
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 2020
2021
2022
2023
2024
2025
2026
Total
User Fee a -as ou o /Prior year Funding
$
$ 25
$ 25
$ 25
$ 25
$ 25
$ 25
$ 150
Total CIP Resources
$ -
$ 25
$ 25
$ 25
$ 25
$ 25
$ 25
$ 150
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
$
S
$
S
$
Expenditure Increase/(Decrease)
Net Impact
$ -1
$ -1
$
I S
1 $
$
$
$ -
E-19
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Annual CB Repair
Project Number: 0
Project Account: 304-3100-XXX
Project Description & Justification:
Prior Council Review/Approval: 17-Sep-19
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Construction
$ 75
$ 75
$ 75
$ 75
$ 75
$ 75
$ 75
$ 525
Total CIP Expenses
$ 75
$ 75
$ 75
$ 75
$ 75
$ 75
$ 75
$ 525
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 2020
1 2021
1 2022
1 2023
2024
2025
2026
1 Total
User Fee a -as- ou- o /Prior year Funding
$ 75
$ 75
$ 75
S 75
$ 75
$ 75
$ 75
$ 525
Total CIP Resources
$ 75
$ 75
$ 75
$ 75
$ 75
$ 75
$ 75
$ 525
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
S
$
$
S
$
Expenditure Increase/(Decrease)
Net Impact
$
$ -
$ -
$
$
$
$
$
E-20
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Citywide Water Quality Monitoring
Project Number: 0
Project Account: 304-3100-XXX
Project Description & Justification:
Prior Council Review/Approval: 17-Sep-19
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$
$ -
$ 50
$ 50
$ 50
$ 50
$ 50
$ 250
Equipment Acquisition
-
50
50
-
-
-
100
Total CIP Expenses
$ -
$ -
$ 100
$ 100
$ 50
$ 50
$ 50
$ 350
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 2020
2021
2022
2023
2024
2025
2026
Total
User Fee a -as ou o /Prior year Funding
$ 50
$ 50
$ 50
$ 50
$ 50
$ 50
$ 50
$ 350
Total CIP Resources
$ 50
$ 50
$ 50
$ 50
$ 50
$ 50
$ 50
$ 350
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$ -
$
$
$
$
$
$
Expenditure Increase/(Decrease),Net
Impact
$ -
$ -
$ -
$ -
$
$
$
$
E-21
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT
Project Name: Redondo Creek Culvert Replacement at 16th Ave
Project Number: 0
Proiect Account: 304-3100-XXX
Description & Justification: Replacement of failing culvert
Council Review/Approval: 17-Sep-19
Projected Expenditures (S1,000's)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$
$ 300
$
$ -
S
$
$
$ 300
Construction
-
800
800
Total CIP Expenses
$
$ 300
$ -
$ 800
$ -
$ -
$
$ 1,100
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 2020
2021
2022
2023
2024
2025
2026
Total
User Fee (pay-as-you-go)/Prior year Funding
$
$ 300
$
$ -
$
$
$
$ 300
Unfunded Needs
-
800
800
Total CIP Resources
$
$ 300
$ -
$ 800
$ -
$ -
$
$ 1,100
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
S
S
$
$
$
Expenditure hicrease/ Decrease
Net Impact
$
$ -
$
$
$
$
$
$
E-22
CAPITAL BUDGET
6-YEAR CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Total Project Costs $214.2 Million
Overlay
$20,580
10%
Traffic Flow/Safety
$70,488
-ft1w
33
Capacity
$123,108
57
Financing Sources
L-T-D
thru 2020
Proposed
Planned
Total
Unallocated
2021 2022
2023
2024
2025
2026
User Fee
$ 1,465
$ -
$ -
$ -
$ -
$ -
$ -
$ 1,465
$
Real Estate Excise Tax
9,696
1,363
1,013
2,798
1,033
1,013
1,013
17,929
Fuel Tax
2,931
732
970
898
820
820
820
7,991
Utility Tax
598
598
LIFT Sales Tax
800
205
1,005
SWM Transfer
50
50
50
150
Misc./Transfers
3,365
410
250
4,025
Misc./Transfers - Overlay
948
600
1,548
Misc./Transfers - Xfr 120 Paths and Trails
200
200
Misc./Transfers - General Fund
403
100
100
603
Misc./Transfers-Utili Tax
1,422
1,500
1,500
1,500
1,500
1,500
1,500
10,422
Misc./Transfers - Real Estate Excise Tax
2,3N
2,328
Misc./Transfers - Mitigation/Traffic Impact Fee
484
484
Subtotal City Sources
$ 22,692
$ 6,003
$ 3,988
1 $ 5,846
1 $ 3,353
$ 3,433
$ 3,433
$ 48,748
$
Grants/Contributions Received
19,922
-
-
-
-
19,922
Mitigation/Traffic Impact Fees Received
940
600
300
1,840
Mitigation/Sound Transit Mitigation
2,600
2,600
Grants/Contributions Anticipated
2,515
6,618
4,265
8,049
388
1,500
2,050
25,385
Mitigation/Traffic Impact Fees -Anticipated
340
30
370
Total CIP Resources
$ 46,069
$ 16 161
$ 8 583
$ 13,895
$ 3,741
$ 4,933
$ 5,483
$ 98,865
$
Project By Year:
Project Name
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Unfunded
102
Annual Asphalt Overlay Program
3,030
3,047
3,051
2,413
3,013
3,013
3,013
20,580
131
S 320th St @ 1st Ave South
425
100
935
1,460
1,035
165
SR 99 HOV Lanes PH V
30,464
112
30,576
168
SW 336th Way/SW 340th Street: 26th Place SW -Hoyt Road
310
400
500
2,200
3,410
3,100
177
S 320th Street at I - 5 Bride Widening
10,957
2,111
35,336
35,336
83,740
83,740
178
Citywide Pedestrian Crossing Improvements
1,551
320
160
160
320
320
320
3,151
480
204
SR 509: SW 312th St - 21st Ave SW SRTS Project
250
1,800
2,050
205
S 312th St: Steel Lake Park - 28th Ave S (Pedestrian and Bicycle Safety Project)
100
650
750
207
City Center Access Phase I - Environmental process update
3,422
500
3,922
208
Street Light LED Conversion
3,350
160
3,510
213
Variable Lane Use Control Signs
550
202
752
214
SW 320th - 11th Ave SW to 3rd Place SW Preservation Project
925
925
215
SW 356th - 15th Ave SW to 4th Ave SW Preservation Project
41
1,334
1,375
217
47th Ave SW and SW Dash Point Road Compact Roundabout
150
550
700
218
City Wide Safety - Horizontal Curve Improvements
125
400
525
219
16th Ave Trail - S 308th Street to S 288th Street
550
865
1,385
885
220
1,500
1,500
6,905
220
Citywide Greenway Plan Pedestrian and Bicycle Improvements
320
200
200
720
0
Sound Transit
1,050
1,450
1230
897
188
4,815
223
S 314th St Improvement
225
125
1,600
1,300
3,250
2,900
224
SR 99 P S 373rd St Roundabout w/Median Control
340
330
2,830
3,500
225
21st Ave S P 320th St Traffic Signal
100
935
1,035
228
Citywide ADA Retrofit
400
400
400
400
400
400
2,400
2,000
229
S 356th St. - 1st Ave S - SR 99
200
100
3,000
3,000
6,300
6,000
230
SR 509 4th Ave. S Compact Roundabout
200
800
1,000
1,000
231
Federal Transit Center
100
900
1,000
1,000
232
SW 344th St. 27th Ave SW Compact Roundabout
50
100
560
710
233
Adaptive Traffice Signal Control System - CityCenter Stage 2-Detection Upgrade
75
600
700
1,375
234
Citywide Pedestrian Safety System Improvements
60
100
1,400
1,560
235
Citywide RRFB Upgrades
140
690
830
236
Military Rd S: S 320th St - SR 18 Preservation Project
50
1,200
1,250
237
SW King CountyRe ional Trail Plan
50
200
250
238
S 288th St - Pac Hwy S. to 34th Ave S Bike & Ped Improvements
200
200
1 2,100
2,500
239
Fiber Optic Network Loop - 317th to S 272nd
100
900
1,600
2,600
240
SW 340th St - 31 at Ave SW - 37th Ave SW
500
1,500
4,000
6,000
6,000
610
Joint erations &Maintenance Facility250
250
250
8 000
8,750
8,000
Total Projects
$ 46,063
$ 14,705
$ 13,866
$ 39,502
$ 11,352
$ 43,469
$ 45,219
$ 214,176
$ 115,255
Unfunded Needs
$ 1,120
$ 3,695
$ 24,557
$ 7,611
$ 38,536
$ 39,736
$ 115,255
$ 115,255
Project Impact on M&O Costs
$ 71
$ 47
$ 49
$ 59
$ 123
$ 126
$ 127
$ 602
1 $ 602
E-23
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: Annual Asphalt Overlay Program I
Proiect 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 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services/ Design
$ 240
$ 154
$ 158
$ 120
$ 120
$ 120
$ 120
$ 1,032
Construction
2,578
1,841
2,789
2,189
2,789
2,789
2,789
17,764
Construction Management
212
104
104
104
104
104
104
836
Xfer to 306 Fund Preservation Projects
948
1 -
I -
I -
948
Total CIP Expenses
$ 3,030
1 $ 3,047
1 $ 3,051
1 $ 2,413
1 $ 3,013
1 $ 3,013
1 $ 3,013
1$ 20,580
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 2020
2021
2022
2023
2024
2025
2026
Total
Fuel Tax
$ 1,060
$ 450
$ 450
$ 450
$ 500
$ 500
$ 500
$ 3,910
Real Estate Excise Tax
2,026
1,013
1,013
913
1,013
1,013
1,013
8,004
SWM Transfer
-
50
50
50
-
-
-
150
Misc./Transfers - Utility Tax
1 10
1,500
1,500
1,500
1 1,500
1 1,500
1 1,500
91010
Total CIP Resources
I $ 3,096
$ 3,013
$ 3,013
$ 2,913
1 $ 3,013
1 $ 3,013
1 $ 3,013
$ 21,074
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
$
S
$
$
$
Expenditure Increase/(Decrease)
-
Net Impact
$ -
$ -
$ -
$ -
$
E-24
CAPITAL BUDGET
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 tam 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; 6-year TIP July 2020;
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 425
$ 100
$ -
$
S
S
$
$ 525
Construction
-
-
835
835
Construction Management
100
100
Total CIP Expenses
$ 425
1 $ 100
1 $ 935
$ -
$
$
$ -
$ 1,460
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 2020
2021
2022
2023
2024
2025
2026
Total
Mitigation/Traffic hnpact Fees Received
$ 230
$
$
$
$
$ -
$ 230
Misc./Transfers - Real Estate Excise Tax
195
-
195
Unfunded Needs
-
100
935
-
1,035
Total CIP Resources
$ 425
$ 100
$ 935
$ -
$ -
$ -
$ -
$ 1,460
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue hicrease/(Decrease)
$
$
$
$ -
S -
S -
$ -
$ -
Expenditure Increase/(Decrease)
-
6
6
6
6
24
Net Impact
$ -
$ -
$ -
$ 6
$ 6
$ 6
$ 6
$ 24
E-25
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: SR99 HOV Lanes PH V
Protect 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.
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.
Council Review/Approval: Final Acceptance July 17, 2020. Outstanding claim.
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Property Acquisition
$ 3,420
$ -
$ -
$
$
$
$
$ 3,420
Consultant Services
2,376
112
-
2,488
Construction
19,543
-
-
19,543
Construction Management
3,455
-
-
3,455
Contingencies
1,670
1 -
-
I'670
Total CIP Expenses
$ 30,464
1 $ 112
$ -
$ -
$ -
$ -
$ -
$ 30,576
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 2020
2021
2022
2023
2024
2025
2026
Total
User Fee (pay-as-you-go)
$ 1,465
$ -
S
$
$
$
S
$ 1,465
Real Estate Excise Tax
4,694
112
4,806
Utility Tax
598
-
-
598
Grants/Contributions Received
19,922
-
-
19,922
Mitigation/Traffic Impact Fees Received
250
-
-
250
Misc./Transfers - Utility Tax
1,402
-
-
1,402
Misc./Transfers - Real Estate Excise Tax
2,133
1 -
1
2,133
Total CIP Resources
1 $ 30,464
1 $ 112
1 $ -
$ -
$ -
$ -
$ -
$ 30,576
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$ -
$ -
$ -
$ -
S -
$ -
Expenditure Increase/(Decrease)
60
30
30
30
30
30
30
240
Net Impact
$ 60
$ 30
$ 30
$ 30
$ 30
$ 30
$ 30
$ 240
E-26
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: SW 336th Way/SW 340th Street: 26th Place SW -Hoyt Road
Proiect Account: 306-4400-168
Project Description & Justification: Widen to 5 lanes
The M&O is for ROW maintenance based on scope of the project
Council Review/Approval: 6-Year TIP July 2020;
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Property Acquisition
$ -
$ -
$ 500
$ -
$
$
$
$ 500
Consultant Services
310
400
-
-
-
710
Construction
-
-
-
2,200
-
-
2,200
Total CIP Expenses
I $ 310
1 $ 400
1 $ 500
$ 2,200
1 $ -I
$ -I
$ -
$ 3,410
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 2020
2021
2022
2023
2024
2025
2026
Total
Mitigation/Traffic Impact Fees Received
$ 310
$ -
$ -
$ -
$
$
$ -
$ 310
Unfunded Needs
-
400
500
2,200
-
3,100
Total CIP Resources
$ 310
$ 400
$ 500
$ 2,200
$ -
$ -
$ -
$ 3,410
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$
$
S -
$ -
$ -
$ -
Expenditure Increase/(Decrease
-
-
8
8
8
24
Net Impact
$ -
$ -
$ -
$ -
$ 8
$ 8
$ 8
$ 24
E-27
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
IProject Name: City Center Access - Stage 1 Implementation (formerly S320th Street at I - 5)
Project Account: 306-4400-177
ect Description & Justification: Construct all SB I-5 ramps, secondary exit to S 324th; extend S 324th Street from 23rd Ave S to I-5
Improves access to city center by distributing traffic demand to/from I-5 between S 320th and S 324th.
Council Review/Approval: November 2019 Preferred Alternative Adpoted by City Council.
Projected Expenditures ($1, 000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Property Acquisition
$ -
$ -
$ -
$ -
$ 2,111
$
$
$ 2,111
Consultant Services
-
-
10,957
-
-
-
10,957
Construction
-
-
-
-
-
35,336
35,336
70,672
Total CIP Expenses
$ -
$ -
$ -
$ 10,957
$ 2,111
1 $ 35,336
1 $ 353336
1 $ 833740
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 2020
2021
2022
2023
1 2024
1 2025
1 2026
1 Total
Unfunded Needs
$
$ -
$ -
$ 10,957
$ 2,111
$ 35,336
$ 35,336
$ 83,740
Total CIP Resources
$
$ -
$ -
$ 10,957
$ 2,111
$ 35,336
$ 35,336
$ 83,740
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue hicrease/(Decrease)
$
$ -
$
$
$ -
$
$
$
Expenditure Increase/(Decrease)
-
-
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$
$ -
$
E-28
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
(Project Name: Citywide Pedestrian Safety Program
Proiect Account: 306-4400-178
ect Description & Justification: The intention of the Citywide Pedestrian Safety Improvements
Program is to improve safety for pedestrians crossing roadways.
This Program is funded by gas tax revenue dedicated to transportation safety improvements
Benefits:
Prior Council Review/Approval: Grant application authorization June 2020 - apply 2021-2022 funds to pedestrial grant projects.
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Construction
$ 1,551
$ 320
$ 160
$ 160
$ 320
$ 320
$ 320
$ 3,151
Total CIP Expenses
$ 1,551
$ 320
$ 160
$ 160
$ 320
$ 320
$ 320
$ 3,151
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 2020
2021
2022
2023
2024
2025
2026
Total
Fuel Tax
$ 1,551
$ -
$ -
$ 160
$ 320
$ 320
$ 320
$ 2,671
Unfunded Needs
-
320
160
-
-
-
-
$ 480
Total CIP Resources
$ 1,551
$ 320
$ 160
$ 160
$ 320
$ 320
$ 320
$ 3,151
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
$
S
$
$
S
Expenditure Increase/(Decrease)
Net Impact
$ -
$
$ -
$ -
$
$
$ -
$
E - 29
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: SR509: SW 312th St - 21st Ave SW SRTS Project I
Proiect Account: 306-4400-204
Project Description & Justification: This project provides an 8 ft. sidewalk and bicycle lane on the south side of Dash Point Rd from
the SW 312th Street to 21st Ave SW
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project
Projected Expenditures ($1,000's)
CIP Funds- Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 250
$ -
$ -
$
$
$
$
$ 250
Construction
-
1,500
-
1,500
Construction Management
-
170
-
170
Contingencies
130I
-
1
130
Total CIP Expenses
$ 250
$ 1,800
1 $ -
1 $ -
$ -
$ -
$
$ 2,050
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 2020
2021
2022
2023
2024
2025
2026
Total
Grants/Contributions Anticipated
$ 190
$ 1,660
$
S
$
$
$
$ 1,850
Misc./Transfers - Xfer 120 Paths and Trails
-
200
-
200
Total CIP Resources
$ 190
$ 1,860
$ -
$
$ -
$ -
$ -
$ 2,050
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$ -
S -
S -
$ -
$
$
$ -
Expenditure Increase/(Decrease
6
6
6
6
24
Net Impact
$
$ 6
$ 6
$ 6
$ 6
$ -
$
$ 24
ACT♦1
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: S 312th St: Steel Lake Park - 28th Ave S (Pedestrian and Bicycle Safety Project)
Prolect Account: 306-4400-205
Project Description & Justification: This project provides an 8 ft. sidewalk on the north side of S312th Street from the entrance to
Steel Lake Park to 28th Ave S
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 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$
$ -
$ -
$ -
$ 100
$ -
$ 100
Construction
-
-
-
550
550
Construction Management
-
-
100
100
Total CIP Expenses
$ -
$ -
$ -
$ -
$ -
$ 100
1 $ 650
1 $ 750
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 2020
2021
2022
2023
2024
2025
2026
Total
Grants/Contributions Anticipated
$ -
$ -
$ -
$
$
$ -
$ 550
$ 550
Misc./Transfers - General Fund
-
-
100
100
200
Total CIP Resources
$ -
$ -
$ -
$ -
$ -
S 100
$ 650
$ 750
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$ -
$ -
$
$
$ -
$ -
$ -
Expenditure Increase/(Decrease)
-
-
6
6
12
Net Impact
$ -
$ -
$ -
$ -
$ -
$ 6
$ 6
$ 12
E-31
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: City Center Access Phase I - Environmental process update I
Proiect Account: 306-4400-207
Project Description & Justification: Updating the Environmental process for the City Center Access Improvements
Council Review/Approval:
The M&O is for ROW maintenance based on scope of the project
Projected Expenditures ($1,000's)
CIP Funds -Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 3,422
$ 500
$
$
$
$
$
$ 3,922
Total CIP Expenses
$ 3,422
$ 500
$ -
$ -
$ -
$
$ -
$ 3,922
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 2020
2021
2022
2023
2024
2025
2026
Total
Real Estate Excise Tax
$ 2,535
$
$
$
$
$
$
$ 2,535
Misc./Transfers - General Fund
403
-
403
Misc./Transfers - Mitigation/Traffic Impa
484
484
LIFT Funding
-
500
500
Total CIP Resources
$ 3,422
$ 500
$
$ -
$
$
$ -
S 3,922
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$ -
$
$
$
$
$
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$ -
$ -
$
$
$ -
$ -
E-32
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: Street Light LED Conversion I
Project Account: 306-4400-208
Project Description & Justification: Street Light conversion to LED
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 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 150
$ -
$ -
$ -
$ -
$ -
$ -
$ 150
Construction
3,200
160
-
-
-
-
-
3,360
Total CIP Expenses
$ 3,350
$ 160
$ -
$ -
$ -
$ -
$ -
$ 3,510
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 2020
2021
2022
2023
2024
2025
2026
Total
Misc./Transfers
$ 3,350
$ 160
$ -
$ -
$ -
$ -
$ -
$ 3,510
Total CIP Resources
$ 3,350
$ 160
$ -
$ -
$ -
$ -
$ -
$ 3,510
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$ -
$
$
S
$
S
Expenditure Increase/(Decrease)
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-33
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: Variable Lane Use Control Signs I
Proiect Account: 306-4400-213
Project Description & Justification: This project will allow the utilization of variable lane use control signs to optimize the efficiency
of selected intersections around the City.
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 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 150
$ -
$ -
$
$
$
S
$ 150
Construction
400
202
-
602
Total CIP Expenses
$ 550
$ 202
$ -
$ -
S -
S -
$ -
$ 752
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 2020
2021
2022
2023
2024
2025
2026
Total
Mitigation/Traffic Impact Fees Received
$ 150
$ -
$
$
S
S
S
$ 150
Grants/Contributions Anticipated
400
202
602
Total CIP Resources
$ 550
$ 202
$ -
$ -
S -
S -
S -
$ 752
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$
$
$
$
$
S
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$ -
$
$ -
$ -
S -
$
E-34
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS
Project Name: SW320th - 1 lth Ave SW to 3rd Place SW Preservation Project
Proiect Account: 306-4400-214
Project Description & Justification: Under the Federally funded preservation program Grant this project will modify facilities to meet
to meet ADA standard, pavement repair and HMA overlay and pavement markings
The M&O is for ROW maintenance based on scope of the project
Council Review/Approval: Authorization to submitt for grant funding 3/20/18
Projected Expenditures ($1,000Is)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ -
$ 100
$ -
$ -
$
$
$
$ 100
Construction
-
825
-
-
825
Total CIP Expenses
$ -
$ 925
$ -
$ -
$ -
$ -
$ -
$ 925
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 2020
2021
2022
2023
2024
2025
2026
Total
Grants/Contributions Anticipated
-
518
-
-
518
Misc./Transfers - Overlay
-
407
-
-
407
Total CIP Resources
$ -
$ 925
$ -
$ -
$ -
$ -
$ -
$ 925
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$
S
S
$
$
$
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$ -
$ -
$ -
$
E-35
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: SW356th - 15th Ave SW to 4th Ave SW Preservation Project I
Project Account: 306-4400-215
Project Description & Justification: Under the Federally funded preservation program Grant this project will modify facilities to meet
to meet ADA standard, pavement repair and HMA overlay and pavement markings
The M&O is for ROW maintenance based on scope of the project
Council Review/Approval: Authorization to submitt for grant funding 3/20/18
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 41
$ 59
$
$
$ -
$ -
$ 100
Construction
-
1,275
-
-
-
1,275
Total CIP Expenses
$ 41
$ 1,334
$ -
$ -
$ -
$ -
$ -
$ 1,375
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 2020
2021
2022
2023
2024
2025
2026
Total
Real Estate Excise Tax
$ 41
$ 33
$
$
$
$
$
$ 74
Grants/Contributions Anticipated
-
810
810
Misc./Transfers - Overlay
-
491
491
Total CIP Resources
$ 41
1 $ 1,334
1 $ -I
$ -
$ -
$ -I
$ -
$ 1,375
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$
$
$
$ -
$ -
$ -
Expenditure Increase/(Decrease)
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$
E-36
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS
I Project Name: 47th Ave SW and SW Dash Point Road Compact Roundabout I
Project Account: 306-4400-217
Project Description & Justification: This project will construct a compact roundabout at the intersection of 47th Ave SW and
SW Dash Point Road.
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 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 150
$ -
$
$
$
S
$
$ 150
Construction
-
550
-
550
Total CIP Expenses
$ 150
$ 550
$ -
$ -
$ -
$
$ -
$ 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)
L-T-D
CIP Funds- Resources
thru 2020
2021
2022
2023
2024
2025
2026
Total
Grants/Contributions Anticipated
$ 135
$ 550
$
$
$
S
$
$ 685
Misc./Transfers
15
-
15
Total CIP Resources
$ 150
$ 550
$ -
$ -
$ -
$
$ -
$ 700
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$ -
$ -
S -
$ -
$ -
$ -
$ -
Expenditure Increase/(Decrease)
-
2
2
2
2
2
10
Net Impact
$ -
$ -
$ 2
$ 2
$ 2
$ 2
$ 2
$ 10
E-37
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: City Wide Safety - Horizontal Curve Improvements
Proiect Account: 306-4400-218
Project Description & Justification: Providing Citywide Horizontal Curve Safety Improvements with additional signage
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 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 92
$ -
$ -
$ -
$
$
$ -
$ 92
Construction
33
400
-
-
-
433
Total CIP Expenses
$ 125
$ 400
$ -
$ -
$ -
$ -
$ -
$ 525
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 2020
2021
2022
2023
2024
2025
2026
Total
Grants/Contributions Anticipated
$ 115
$ 400
$ -
$ -
$ -
$ -
$ -
$ 515
Misc./Transfers - Utility Tax
10
-
-
-
-
-
-
10
Total CIP Resources
$ 125
$ 400
$ -
$ -
$ -
$ -
$ -
$ 525
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$ -
$
$
$
$ -
$
Expenditure Increase/(Decrease)-
-
-
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-38
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS
Project Name: 16th Ave Trail - S 308th Street to S 288th Street
Proiect Account: 306-4400-219
Project Description & Justification: The project involves construction of a non -motorized shared -use path along the Pacific Highway
South between S 308th Street and S 288th Street
The M&O is for ROW maintenance based on scope of the project
Council Review/Approval: Authorization to submit for grant funding 6/21/2020
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Property Acquisition
$ -
$ -
$ 35
$ 585
$ 220
$ -
$
$840
Consultant Services
550
$ 415
-
-
-
-
965
Construction
-
450
1,350
300
-
1,500
1,500
5,100
Total CIP Expenses
$ 550
$ 865
1 $ 1,385
1 $ 885
$ 220
$ 1,500
1 $ 1,500
1 $6,905
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 2020
2021
2022
2023
2024
2025
2026
Total
Real Estate Excise Tax
$ 150
$ 115
$ -
$ 385
$ 20
$ -
$ -
$ 670
Grants/Contributions Anticipated
400
750
1,385
500
200
1,500
1,500
6,235
Total CIP Resources
$ 550
$ 865
$ 1,385
$ 885
$ 220
$ 1,500
$ 1,500
$6,905
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$
$
$ -
$ -
$ -
$
Expenditure Increase/(Decrease)
3
3
4
10
Net Impact
$ -
$ -
$ -
$ -
$ 3
1 $ 3
$ 4
$ 10
AMR
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
(Project Name: Citywide Greenway Plan Pedestrian and Bicycle Improvements
Proiect Account: 306-4400-220
Project Description & Justification: The intention of the Citywide Greenway Plan Pedestrian and Bicycle Improvements
Program is to improve safety for pedestrians crossing roadways.
This Program is funded by gas tax revenue dedicated to transportation safety improvements
Benefits:
Prior Council Review/Approval:
Projected Expenditures ($1,000's)
CIP Funds -Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Construction
$ 320
$ 200
$ 200
$
$
$ -
$ -
$ 720
Total CIP Expenses
$ 320
$ 200
$ 200
$ -
$ -
$ -
$ -
$ 720
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 2020
1 2021
1 2022
1 2023
2024
2025
2026
Total
Fuel Tax
$ 320
$ 200
$ 200
$
$
$
S -
$ 720
7ota1CIP Resources
$ 320
$ 200
$ 200
$ -
$ -
$ -
$ -
$ 720
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$ -
$
$
$
S
$
Expenditure Increase/(Decrease)-
Net Impact
$ -
$ -
$ -
$ -
$
$ -
$ -
$ -
E-40
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: Sound Transit
Proiect Account: 306-4400-000
Project Description & Justification: This Program is for the planning, permitting, design, and construction of Sound Transit Projects in
Federal Way including: Federal Way Link Extension and Tacoma Dome Link Extension.
This Program is funded through Sound Transit.
Benefits:
Prior Council Review/Approval:
Projected Expenditures ($1,000's)
CIP Funds -Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Staff Salaries and Benefits
$ 1,050
$ 1,450
$ 1,230
$ 897
$ 188
$
S
$ 4,815
Total CIP Expenses
$ 1,050
$ 1,450
$ 1,230
$ 897
$ 188
$
$
$ 4,815
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 2020
2021
2022
2023
2024
2025
2026
Total
Grants/Contributions Anticipated
$ 1,050
$ 1,450
$ 1,230
$ 897
$ 188
$
S
S 4,815
Total CIP Resources
$ 1,050
$ 1,450
$ 1,230
$ 897
$ 188
$
$
$ 4,815
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$
$
S
S
S
S
Expenditure Increase/(Decrease)
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$
$
$ -
E-41
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS
IProject Name: S 314th Street Improvements I
Proiect Account: 306-4400-223
Project Description & Justification: Add sidewalks and street lights.
Council Review/Approval: Resolution (#19-770) to accept grant funding 8/13/19.
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 225
$ 125
$ -
$ -
$ -
$ -
$ -
$ 350
Construction
-
-
-
-
1,600
1,300
-
2,900
Total CIP Expenses
S 225
$ 125
$ -
$ -
$ 1,600
$ 1,300
$ -
$ 3,250
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 2020
2021
2022
2023
2024
2025
2026
Total
Grants/Contributions Anticipated
$ 225
$ 125
$ -
$ -
$ -
$ -
$ -
$ 350
Unfunded Needs
-
-
-
1,600
1,300
-
2,900
Total CIP Resources
$ 225
$ 125
$ -
$ -
$ 1,600
$ 1,300
$ -
$ 3,250
1.-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
S -
$ -
$
S
$
$
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
AN
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
IProject Name: SR99 at S 373rd Street Roundabout with Median Control I
Proiect Account: 306-4400-224
Project Description & Justification: Establish median control throughout the length of the project and construct a roundabout
at the intersection of S 373rd Street.
The M&O is for ROW maintenance based on scope of the project
Council Review/Approval: Authorization to apply for grant 2/4/2020.
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Property Acquisition
$
$ -
$ 330
$
$
$
$
$ 330
Consultant Services
340
-
-
340
Construction
-
-
-
2,830
2,830
Total CIP Expenses
$ -
$ 340
$ 330
$ 2,830
1 $ -
$
$ -
$ 3,500
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 2020
2021
2022
2023
2024
2025
2026
Total
Real Estate Excise Tax
$
$ -
$ -
$ 1,000
$
$
$
$ 1,000
Grants/Contributions Anticipated
300
1,830
2,130
Mitigation/Traffic Impact Fees-Anticipat
340
30
370
Total CIP Resources
1 $ -
$ 340
$ 330
$ 2,830
1 $
$
$
$ 3,500
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
S
S
$ -
$
$
$
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$
$ -
E - 43
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS
IProject Name: 21st Ave S @ S 320th St Traffic Signal I
Proiect Account: 306-4400-225
Project Description & Justification: Install a traffic signal and signalized pedestrian crosswalk.
The M&O is for ROW maintenance based on scope of the project
Council Review/Approval: Authorization to apply for grant 4/l/2019.
Projected Expenditures ($1,000Is)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$
$ 100
$ -
$
S
S
S
$ 100
Construction
$
$ -
$ 935
$
$
S
S
$ 935
Total CIP Expenses
$ -
$ 100
$ 935
1 $ -
$ -
$ -
$ -
$ 1,035
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 2020
2021
2022
2023
2024
2025
2026
Total
LIFT Sales Tax
$
$ 100
$ 205
$
S
S
$ -
$ 305
Grants/Contributions Anticipated
-
730
-
730
Total CIP Resources
$ -
$ 100
$ 935
1 $ -
$ -
$ -1
$ -
$ 1,035
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$ -
$
S
S
S -
$ -
Expenditure hicrease/(Decrease)
-
-
-
-
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$
AEI
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Account: 306-4400-228
Project Description & Justification: Upgrade specific intersections, streets, and sidwalks in order to meet minimum ADA
requirements.
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 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ -
$ 50
$ 50
$ 50
$ 50
$ 50
$ 50
$ 300
Construction
-
350
350
350
350
350
350
2,100
Total CIP Expenses
$ -
$ 400
$ 400
$ 400
$ 400
$ 400
$ 400
$ 2,400
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 2020
2021
2022
2023
2024
2025
2026
Total
LIFT
$
$ 200
$ -
$
S
$
$ -
$ 200
Mitigation/Traffic Impact Fees Received
200
-
200
Unfunded Needs
-
400
400
400
400
400
2,000
Total CIP Resources
$ -
$ 400
1 $ 400
1 $ 400
1 $ 400
1 $ 400
$ 400
1 $ 2,400
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$
$
$
S
$
$
$
Expenditure Increase/(Decrease)
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E - 45
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: S 356th St: 1st Ave S - SR 99
Proiect Account: 306-4400-229
Project Description & Justification: Widen to 5 lanes with bike lanes, sidewalks and street lighting.
Joint project with SWM to provide widened culvert.
The M&O is for ROW maintenance based on scope of the project
Council Review/Approval: Grant application authorization June 2020
Projected Expenditures ($1,000's)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ -
$ 200
$ 100
S -
$ -
$
$
$ 300
Construction
-
-
-
3,000
3,000
-
6,000
Total CIP Expenses
$ -
$ 200
$ 100
$ 3,000
$ 3,000
$ -
S -
$ 6,300
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 2020
2021
2022
2023
2024
2025
2026
Total
Mitigation/Traffic Impact Fees Received
$ -
$ 200
$ 100
$ -
$ -
$
$
$ 300
Unfunded Needs
-
-
-
3,000
3,000
6,000
Total CIP Resources
$ -
$ 200
$ 100
$ 3,000
$ 3,000
$ -
$ -
$ 6,300
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$
$
S
$
$
$
$ -
Expenditure Increase/(Decrease)
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E - 46
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
IProject Name: SR 509 @ 4th Ave S Compact Roundabout I
Project Account: 306-4400-230
Project Description & Justification: This project will construct a compact roundabout at the intersection of SR 509 and 4th Ave S.
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 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ -
$ 200
$ -
$ -
$ -
$ -
$ -
$ 200
Construction
-
-
800
-
-
-
-
800
Total CIP Expenses
$ -
$ 200
$ 800
$ -
$ -
$ -
$ -
$ 1,000
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 2020
2021
2022
2023
2024
2025
2026
Total
Unfunded Needs
S
$ 200
$ 800
$ -
$ -
$ -
$ -
$ 1,000
Total CIP Resources
$ -
$ 200
$ 800
$ -
$ -
$ -
$ -
$ 1,000
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$
S
S
S
S
$ -
$
Expenditure Increase/(Decrease)
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E - 47
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: Federal Way Transit Center
Proiect Account: 306-4400-231
Project Description & Justification: Construct dedicated sidewalks in four specific areas and preserve pedestrian access between
large blocks within the City Center.
Prior 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 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ -
$ 100
$ -
$
S -
$
$ -
$ 100
Construction
-
-
900
900
Total CIP Expenses
$ -
$ 100
$ 900
$ -
$ -
$ -
$ -
$ 1,000
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 2020
2021
2022
2023
2024
2025
2026
Total
Unfunded Needs
$ -
$ 100
$ 900
$ -
$ -
$ -
$ -
$ 1,000
Total CIP Resources
$ -
$ 100
$ 900
$ -
$ -
$ -
$ -
$ 1,000
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$ -
$
S
$
$
$
Expenditure Increase/(Decrease)
-
-
-
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
IProject Name: SW 344th St @ 27th Ave SW Compact roundabout I
Proiect Account: 306-4400-232
Project Description & Justification: This project will construct a compact roundabout at the intersection of SW 344th St
and 27th Ave SW.
The M&O is for ROW maintenance based on scope of the project
Council Review/Approval: Authorization to apply for grant 2/3/2020.
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$
$ 50
$ 100
$ -
$
$
$
$ 150
Construction
-
-
560
560
Total CIP Expenses
$ -
$ 50
$ 100
$ 560
$ -
$ -
$ -
S 710
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 2020
2021
2022
2023
2024
2025
2026
Total
Real Estate Excise Tax
$ -
$ 15
$ -
$ -
$
$
$ -
$ 15
Grants/Contributions Anticipated
-
35
100
560
-
695
Total CIP Resources
$ -
$ 50
$ 100
$ 560
$ -
$ -
$ -
$ 710
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue hicrease/(Decrease)
$ -
$
S
$ -
$
S
$
$ -
Expenditure Increase/(Decrease)
4
4
Net Impact
$ -
$ -
$ -
$ 4
$ -
$ -
$ -
$ 4
E - 49
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS
IProject Name: Adaptive Traffic Signal control System - City Center Stage 2 - Detection Upgrades I
Project Account: 306-4400-233
Project Description & Justiliication: Provide equipment to fully optimize the remaining 9 intersections in the City Center area
not completed in Phase 1.
Council Review/Approval: Authorization to apply for grant 3/17/2020.
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ -
$ 75
$ -
$ -
$
$
$
$ 75
Construction
-
-
600
700
-
-
1,300
Total CIP Expenses
$ -
$ 75
$ 600
$ 700
$ -
$ -
$ -
$ 1,375
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 2020
2021
2022
2023
2024
2025
2026
Total
Real Estate Excise Tax
$ -
$ 75
$ -
$ 100
$ -
$ -
$
$ 175
Grants/Contributions Anticipated
-
-
-
600
-
-
600
Total CIP Resources
$ -
$ 75
$ -
$ 700
$ -
$ -
$ -
$ 775
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
S -
$ -
$ -
$
$
$
$
$
Expenditure Increase/(Decrease)
-
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-50
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
IProject Name: Citywide Pedestrian Safety System Improvements I
Project Account: 306-4400-234
Project Description & Justification:
Council Review/Approval:
Install mid -block pedestiran crossing treatments.
Authorization to apply for grant 2/3/2020.
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ -
$ 60
$ 100
$ -
S
$
$ -
$ 160
Construction
-
-
-
1,400
-
1,400
Total CIP Expenses
$ -
$ 60
$ 100
$ 1,400
$ -
S -
S -
$ 1,560
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)
L-T-D
CIP Funds- Resources
thru 2020
2021
2022
2023
2024
2025
2026
Total
Fuel Tax
$ -
$ 32
$ -
$ 288
$ -
$ -
$ -
$ 320
Grants/Contributions Anticipated
-
28
100
1,112
-
-
-
1,240
Total CIP Resources
$ -
$ 60
$ 100
$ 1,400
$ -
$ -
$ -
$ 1,560
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$
$ -
$
S
$
S
$
Expenditure Increase/(Decrease)
Net Impact
$ -
$ -
$ -
$ -
$ -
$
E-51
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
IProject Name: Citywide RRFB Upgrades I
Proiect Account: 306-4400-235
Project Description & Justification: Upgrade median -mounted rectangular rapid flasing beacons with overhead mountings.
Council Review/Approval: Authorization to apply for grant 2/3/2020.
Projected Expenditures ($1, 000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ -
$ 140
$ -
$ -
$ -
$
S
S 140
Construction
-
-
690
-
-
690
Total CIP Expenses
$ -
$ 140
$ 690
$ -
$ -
$ -
$ -
$ 830
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 2020
2021
2022
2023
2024
2025
2026
Total
Fuel Tax
$
$ 50
$ 270
$
S
$
S -
$ 320
Grants/Contributions Anticipated
90
420
-
510
Total CIP Resources
$ -
$ 140
$ 690
$ -
$ -
$ -
$ -
$ 830
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$
$
$
S
$
S
$ -
Expenditure hicrease/(Decrease)
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-52
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
IProject Name: Military Rd S: S 320th St - SR 18 Preservation Project I
Proiect Account: 306-4400-236
Project Description & Justification: Repave Military Rd S between S 320th St and SR 18, upgrade pavement markers and
improve ADA ramps.
Council Review/Approval: Authorization to apply for grant 3/17/2020.
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$
$
$ 50
$ -
$ -
$ -
$ -
$ 50
Construction
-
-
1,200
-
-
-
1,200
Total CIP Expenses
$ -
$ -
$ 50
$ 1,200
$ -
$ -
$ -
$ 1,250
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 2020
2021
2022
2023
2024
2025
2026
Total
Grants/Contributions Anticipated
-
-
600
-
-
-
600
Misc./Transfers - Overlay
-
50
-
600
-
-
-
650
Total CIP Resources
$ -
$ 50
$ -
$ 1,200
$ -
$ -
$ -
$ 1,250
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$
S
$ -
$ -
$ -
$ -
$
Expenditure Increase/ Decrease
-
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-53
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS
IProject Name: SW King County Regional Trail Plan I
Proiect Account: 306-4400-237
Project Description & Justification: Develop a plan defining potential routes to connect trails within the City to other regional trails.
Council Review/Approval: Authorization to apply for grant 2/4/2020.
Projected Expenditures ($1,000's)
CIP Funds - Expenses
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$
S 50
$ 200
$
$
$ -
$ 250
Total CIP Expenses
$ -
$ -
$ 50
$ 200
$ -
$ -
$ -
$ 250
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 2020
2021
2022
2023
2024
2025
2026
Total
Fuel Tax
$
$
S 50
$ -
$
$
$ -
$ 50
Grants/Contributions Anticipated
-
-
250
-
250
Total CIP Resources
$ -
$ -
$ 50
$ 250
$ -
$ -
$ -
$ 300
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$ -
$
$
$
$
S
Expenditure Increase/(Decrease)
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-54
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
IProject Name: S288th Street: Pacific Hwy S to 34th Ave S Bike and Pedestian Improvements I
Proiect Account: 306-4400-238
Project Description & Justification:
rior Council Review/Approval:
Modify the pavement markings to provide bike lanes and center turn lane and add two
RRFB's for pedestian crossing.
Authorization to apply for grant 7/21/2020.
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ -
$ 200
$ 100
$ -
$ -
$
$ -
$ 300
Construction
-
-
100
2,100
-
-
2,200
Total CIP Expenses
$ -
$ 200
$ 200
$ 2,100
$ -
$ -
$ -
$ 2,500
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 2020
2021
2022
2023
2024
2025
2026
Total
Real Estate Excise Tax
$ -
$ -
$ -
$ 400
$
$
$
$ 400
Mitigation/Traffic hnpact Fees Received
-
200
200
-
-
400
Grants/Contributions Anticipated
-
1,700
-
1,700
Total CIP Resources
I $ -
1 $ 200
1 $ 200
1 $ 2,100
1 $ -
$ -I
$ -
$ 2,500
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$
$ -
$ -
$
$
$
$
$
Expenditure Increase/(Decrease)
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
E-55
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
Project Name: Fiber Optic Network Loop - 317th to S 272nd
Proiect Account: 306-4400-239
Project Description & Justification: Provide a fiber optic network loop for redundancy. Telecom network between city facilities,
traffic signal network, safe city network, etc.
Council Review/Approval:
Included as part of Sound Transit FWLE Development Agreement.
Projected Expenditures ($1, 000's)
L-T-D
CIP Funds- Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ -
$ 100
$ 100
$ -
$ -
$ -
$ -
$ 200
Construction
-
-
800
1,600
-
-
-
2,400
Total CIP Expenses
$ -
$ 100
$ 900
$ 1,600
$ -
$ -
$ -
$ 2,600
L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year.
Required Resources ($I,000's)
CIP Funds- Resources
L-T-D
thru 2020
2021
2022
2023
2024
2025
2026
Total
Mitigation/Sound Transit Mitigation
2,600
-
-
-
$ 2,600
Total CIP Resources
$ -
$ 2,600
$ -
$ -
S -
$ -
$ -
$ 2,600
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$
$
$ -
$ -
$ -
$ -
Expenditure Increase/(Decrease)
-
-
2
2
2
6
Net Impact
$ -
$ -
$ -
$ -
$ 2
S 2
S 2
$ 6
E-56
CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
I Project Name: SW 340th St: 31st Ave SW - 37th Ave SW I
Proiect Account: 306-4400-240
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 2020
2021
2022
2023
2024
2025
2026
Total
Property Acquisition
$ -
$ -
$
$
S -
$ 1,500
$ -
$ 1,500
Consultant Services
-
-
-
500
-
-
500
Construction
-
-
-
-
-
4,000
4,000
Total CIP Expenses
$ -
I $ -
I $ -
$ -
$ 500
1 $ 1,500
1 $ 4,000
1 $ 6,000
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 2020
2021
2022
2023
2024
2025
2026
Total
Unfunded Needs
$
$ -
$
$ -
$ 500
$ 1,500
$ 4,000
$ 6,000
Total CIP Resources
$ -
$ -
$
$ -
$ 500
$ 1,500
$ 4,000
$ 6,000
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$ -
$
S
$ -
S -
$ -
Expenditure Increase/ Decrease
-
-
-
8
8
16
Net Impact
$ -
$ -
$ -
$ -
$ -
$ 8
$ 8
$ 16
E-57
CITY OF FEDERAL WAY 202012021 PROPOSED BUDGET
CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS
IProject Name: Joint Operations and Maintenance Facility I
Project Account: 306-4400-610
Project Description & Justification: Joint operation and maintenance facility for Public Works, Parks, CD, Police
Council Review/Approval: May 2020 council approval for planning.
Projected Expenditures ($1,000's)
L-T-D
CIP Funds - Expenses
thru 2020
2021
2022
2023
2024
2025
2026
Total
Consultant Services
$ 250
$ 250
$ -
$ -
S
$ -
$ 500
Construction
-
-
250
8,000
-
-
8,250
Total CIP Expenses
$ 250
$ 250
$ 250
$ 8,000
$ -
$ -
$ -
$ 8,750
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 2020
2021
2022
2023
2024
2025
2026
Total
Real Estate Excise Tax
$ 250
$ -
$ -
$ -
$ -
$ -
$ -
$ 250
Misc./Transfers
-
250
250
-
-
-
-
500
Unfunded Needs
-
-
-
8,000
-
-
-
8,000
Total CIP Resources
$ 250
$ 250
1 $ 250
$ 8,000
1 $ -
$ -
$ -
1 $ 8,750
L-T-D
Impact on Operating Funds
thru 2020
2021
2022
2023
2024
2025
2026
Total
Revenue Increase/(Decrease)
$ -
$ -
$
$
S
S
$
$ -
Expenditure Increase/(Decrease)
-
-
Net Impact
$ -
$ -
$ -
$ -
$ -
$
E-58
CITY OF FEDERAL WAY202112022 PROPOSED BUDGET 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. In addition the city passed a water and sewer utility tax in 2018 imposing 7.75% on all
water/sewer utilities. This 1.75% additional utility tax is projected to raise $3.1M in 2021 and 2022 to fund the
qualifying Proposition 1 positions consisting of 25.5 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 19 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 $
2021
2022
FTE Program Description
Public Defender
Increase Public Defender
651,076
651,076
-
TOTAL MAYOR'S OFFICE
651,076
651,076
1.00
Code Compliance Officer
Salary
75,225
79,068
Benefits
28,586
30,046
1.00
TOTAL COMMUNITY & ECONOMIC DEVELOPM ENT
103,811
109,114
1.50
Prosecutor
Salary
135,434
140,242
Benefits
51,465
53,292
0.50
Assistant City Attorney
Salary
58,693
61,929
(code compliance)
Benefits
22,303
23,533
2.00
TOTAL LAW
267,895
278,996
0.50
Judge
Salary
90,307
90,307
Benefits
34,317
34,317
1.00
Court Clerk 1
Salary
47,448
50,388
Benefits
18,030
19,147
1.50
TOTAL MUNICIPAL COURT
190,102
194,159
1.00
Maintenance Worker 1
Salary
63,480
63,480
Benefits
24,122
24,122
Pierce County Security Contract
17,200
17,200
1.00
TOTAL PARKS & RECREATION
104,802
104,802
1.00
Records Specialist
Records Specialist (1) - Salary
57,276
57,276
Records Specialist (1) - Benefits
21,765
21,765
17.00
17 Police Officers
Police Officers (17) -Salary
1,682,176
1,717,614
Police Officers (17) -Benefits
639,227
652,693
2.00
Lieutenant
Lieutenant (2) - Salary
274,655
277,377
Lieutenant (2) - Benefits
104,369
1051403
20.00
TOTAL POLICE
2,779,468
2,832,128
25.50
1
1 4,097,155
4,170,275
F-1
APPENDIX
NON-CIP CAPITAL OUTLAY SUMMARY
(Excluding Capital Improvement Projects)
Fund Dept
Description
2021
2022
Information Systems:
City -Wide
RR Disaster Recover Backup Data Storage
150,000
-
City -Wide
RR Desktop PCs (52 in 2021) (53 in 2022)
57,160
56,719
City -Wide
RR Laptop (6 in 2021) (10 in 2022)
12,200
17,085
City -Wide
RR Printers (3 in 2021) (3 in 2022)
3,468
3,978
City -Wide
RR Misc. Networks
10,000
10,000
City -Wide
RR Misc. Hardware
10,000
10,000
City -Wide
RR GIS Large Plotter
22,500
-
City -Wide
RR Oce Large Formant Printer
30,000
30,000
City -Wide
RR Servers (0 in 2021) (5 in 2022)
-
50,000
EOC
RR Laptop EOC (13 in 2021) (0 in 2022)
11,659
-
EOC
RR PC EOC (2 in 2021) (Oin 2022)
7,080
-
PAEC
RR Desktop PCs (2 in 2021) (11 in 2022)
2,587
12,951
PAEC
RR Laptops (0 in 2021) (2 in 2022)
-
3,540
Subtotal Information Systems Fund
316,654
194,273
Mail & Distribution:
City -Wide
Replace copiers
15,391
73,506
Subtotal Mail & Distribution Fund
15,391
73,506
Fleet & Equipment.
CD
Replace 1995 1995 Ford E-350 Graff. Abatement Vehicle
38,084
-
PK
Replace 2008 F450 117-1
62,555
-
PK
Replace 2008 Snowdog Plow 117-1
9,005
-
PK
Replace 2008 Henderson Sander 117-1
10,676
-
PK
Replace 2008 Ranger 119-1
34,511
-
PK
Replace 2004 F150 119-1
34,511
-
PK
Replace Plow Trk 257B
17,000
-
PK
Replace 2005 Sand Pro Infield Groomer
-
28,000
PK
Replace 2004 F150 120-1
-
34,511
PK
Replace 2008 Ranger
-
34,511
PK
Replace 2007 F250 1100
-
38,013
PK
Replace 2006 Vermeer Chipper
-
41,680
PW
Replace 2003 Sterling 5 Yd Dump Trk 253
203,000
-
PW
Replace Sander for Trk 253B
37,000
-
PW
Replace Plow for Trk 253C
17,000
-
PW
Replace 2008 Peterbilt 10 Yd Dump Trk 2570
185,000
-
PW
Replace Sander Trk 257A
37,000
-
SWM
New WQ Vehicle
40,000
-
SWM
New Arrow Board
5,500
-
SWM
New Vactor Truck
500,000
-
PD
Replace 14 Vehicles in 2021
776,700
-
PD
Replace 13 Vehicles & 4 motorcycles in 2022
-
786,000
PD
Refurbish 9041 Explosives Disposal Unit Vehicle in 2021
60,000
-
PD
Replace EVOC cone trailer in 2021
5,900
-
PD
Replace Traffic trailer in 2021
17,000
-
PD
New Utility vehicle (pickup truck) in 2021
65,000
-
PD
Replace 7 patrol bicycles in 2021
20,351
-
Subtotal Fleet & Equipment Fund
2,175,793
962,715
Grand Total Non-CIP Capital Outlay
$ 2,507,838
$ 1,230,494
F - 2
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
2021 SALARY SCHEDULE
As of 09/05/2020
City Council
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
O1C
Counc> President
$1,269
$15,225
OIA
COmcC Member
$1,269
$15,225
31a
Executive Asst. to Council
$4,998
$5,223
$5,458
$5,704
$5,961
$6,331
$59,976
$62,676
$65,496
$68,448
$71,532
$75,972
Mayor's Office
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
61
Mayor
$12,478
$149,732
33
Policy Advisor
$5,098
$5,327
$5,567
$5,818
$6,080
$6,457
$61,176
$63,924
$66,804
$69,816
$72,960
$77,484
36
Office Manager
$5,487
$5,734
$5,992
$6,262
$6,544
$6,950
$65,844
$68,808
$71,904
$75,144
$78,528
$83,400
37
ConutnmicationsCoordmator
$5,624
$5,877
$6,141
$6,417
$6,706
$7,122
$67,488
$70,524
$73,692
$77,004
$80,472
$85,464
Economic Development
Monthly
Annual
Grade
Position Title
A
B
I C
D
E
F
A
B
I C
I D
I E
F
58i
Director
1$12,756
1$153,072
Emergency Management
Monthly
Annual
Grade
Position Title
A
I B
I C
I D
E
F
A
B
C
D
E
F
50
Emergency Manager
$7,754
$8,103
$8,468
$8,849
$9,247
$9,820
$93,048
1 $97,236
1$101,616
1$106,188
1$110,964
1$117,840
Information Technology
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
55a
Manager
$10,833
$129,996
32
ITTech 2
$4,973
$5,197
$5,431
$5,675
$5,930
$6,298
$59,676
$62,364
$65,172
$68,100
$71,160
$75,576
39
IT Analyst
$5,909
$6,175
$6,453
$6,743
$7,046
$7,483
$70,908
$74,100
$77,436
$80,916
$84,552
$89,796
44
IT Supervisor - Systs./Hel Desk
$6,687
$6,988
$7,302
$7,631
$7,974
$8,468
$80,244
$83,856
$87,624
$91,572
$95,688
$101,616
46
IT Architect - WEB, Apps.,&See*
$7,025
$7,341
$7,671
$8,016
$8,377
$8,896
$84,300
$88,092
$92,052
$96,192
1$100,524
$106,752
Ckrk's Office
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
SO
City Clerk/Records Admleistrator
$7,754
$8,103
$8,468
$8,849
$9,247
$9,820
$93,048
$97,236
$101,616
$106,188
$11Q964
$117,840
36a
Deputy City Clerk
$5,433
$5,677
$5,932
$6,199
$6,478
$6,880
$65,196
$68,124
$71,184
$74,388
$77,736
$82,560
Human Resources
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
55a
Manager
$10,833
$129,996
37
Hunan Resources Technician
$5,624
$5,877
$6,141
$6,417
$6,706
$7,122
$67,488
$70,524
$73,692
$77,004
$80,472
$85,464
18
AdminAssistantl
$3,517
$3,675
$3,840
$4,013
$4,194
$4,454
$42,204
$44,100
$46,080
$48,156
$50,328
$53,448
Commmn» ty Development
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58c
Director
$13,266
$159,192
12
Graffiti Technician
$3,032
$3,168
$3,311
$3,460
$3,616
$3,840
$36,384
$38,016
$39,732
$41,520
$43,392
$46,080
23
PerritTechnician
$3,983
$4,162
$4,349
$4,545
$4,750
$5,045
$47,796
$49,944
$52,188
$54,540
$57,000
$60,540
26
Development Specialist
$4,286
$4,479
$4,681
$4,892
$5,112
$5,429
$51,432
$53,748
$56,172
$58,704
$61,344
$65,148
29
Development Specialist
$4,619
$4,827
$5,044
$5,271
$5,508
$5,849
$55,428
$57,924
$60,528
$63,252
$66,096
$70,188
32
Permit Center Supervisor
$4,973
$5,197
$5,431
$5,675
$5,930
$6,298
$59,676
$62,364
$65,172
$68,100
$71,160
$75,576
32
CDBGCoordinator
$55355
$5,596
$5,848
$6,111
$6,386
$6,782
$64,260
$67,152
$70,176
$73,332
$76,632
$81,384
35
AssociatePbmner
$5,355
$5,596
$5,848
$6,111
$6,386
$6,782
$64,260
$67,152
$70,176
$73,332
$76,632
$81,384
39
Inspector/PlansExaminer
$5,909
$6,175
$6,453
$6,743
$7,046
$7,483
$70,908
$74,100
$77,436
$80,916
$84,552
$89,796
36
Code Compliance Officer
$5,487
$5,734
$5,992
$6,262
$6,544
$6,950
$65,844
$68,808
$71,904
$75,144
$78,528
$83,400
42
P]an F miner
1$6,365
1 $6,651
1 $6,950
1 $7,263
1 $7,590
1 $8,061
1 $76,380
1 $79,812
$83,400
$87,156
$91,080
$96,732
F - 3
APPENDIX
2021 SALARY SCHEDULE
As of 09/05/2020
Comm* Development
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
41
Senior Planner
$6,210
$6,489
$6,781
$7,086
$7,405
$7,864
$74,520
$77,868
$81,372
$85,032
$88,860
$94,368
44
Principal Planner
$6,687
$6,988
$7,302
$7,631
$7,974
$8,468
$80,244
$83,856
$87,624
$91,572
$95,688
$101,616
52
Buckling Official
$8,148
$8,515
$8,898
$9,298
$9,716
$10,318
$97,776
$102,180
$106,776
$111,576
$116,592
$123,816
47
Commaity Services Manager
$7,201
$7,525
$7,864
$8,218
$8,588
$9,120
$86,412
$90,300
$94,368
$98,616
$103,056
$109,440
49
Planning Manager
$7,567
$7,908
$8,264
$8,636
$9,025
$9,585
$90,804
$94,896
$99,168
$103,632
$108,300
$115,020
25
Admin Assistant II
$4,182
$4,370
$4,567
$4,773
$4,988
$5,297
$50,184
$52,440
$54,804
$57,276
$59,856
$63,564
18
Adnm Assistant
$3,517
$3,675
$3,840
$4,013
$4,194
$4,454
$42,204
$44,100
$46,080
$48,156
$50,328
$53,448
14
Office TechnicianlI
$3,186
$3,329
$3,479
$3,636
$3,800
$4,036
$38,232
$39,948
$41,748
$43,632
$45,600
$48,432
Corot
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58g
Judge
$15,051
$180,614
50a
Court Administrator
$9,727
$116,724
39
Court Services Supervisor
$5,909
$6,175
$6,453
$6,743
$7,046
$7,483
$70,908
$74,100
$77,436
$80,916
$84,552
$89,796
c14
Court Clerk 1
$3,316
$3,465
$3,621
$3,784
$3,954
$4,199
$39,792
$41,580
$43,452
$45,408
$47,448
$50,388
c21
Court Clerk 2
$3,943
$4,120
$4,305
$4,499
$4,701
$4,992
$47,316
$49,440
$51,660
$53,988
$56,412
$59,904
41
Probation Supervisor
$6,210
$6,489
$6,781
$7,086
$7,405
$7,864
$74520
$77868
$81,372
$85,032
$88,860
$94,368
34
Probation Officer
$5,224
$5,459
$5,705
$5,962
$6,230
$6,616
$62:688
$65:508
$68,460
$71,544
$74,760
$79,392
Finance
Monthly
Annual
58b
Director
$13,344
$160,128
24
Accounting Tech Il
$4,080
$4,264
$4,456
$4,657
$4,867
$5,169
$48,960
$51,168
$53,472
$55,884
$58,404
$62,028
31
Payroll Analyst
$4,852
$5,070
$5,298
$5,536
$5,785
$6,144
$58,224
$60,840
$63,576
$66,432
$69,420
$73,728
37
Financial Analyst
$5,624
$5,877
$6,141
$6,417
$6,706
$7,122
$67,488
$70,524
$73,692
$77,004
$80,472
$85,464
52
Accounting Manager
$8,148
$8,515
$8,898
$9,298
$9,716
$10,318
1 $97,776
$102,180
$106,776
$111,576
1$116,592
1$123,816
Law
Monthly
I Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58e
City Attorney
$13,344
$160,128
56
Deputy City Attorney
$8,992
$9,397
$9,820
$10,262
$10,724
$11,389
$107,904
$112,764
$117,840
$123,144
$128,688
$136,668
25
Legal Assistant
$4,182
$4,370
$4,567
$4,773
$4,988
$5,297
$50,184
$52,440
$54,804
$57,276
$59,856
$63,564
29
Paralegal
$4,619
$4,827
$5,044
$5,271
$5,508
$5,849
$55,428
$57,924
$60,528
$63,252
$66,096
$70,188
29
Domestic Violence Legal Liaison
$4,619
$4,827
$5,044
$5,271
$5,508
$5,849
$55,428
$57,924
$60,528
$63,252
$66,096
$70,188
33
Lead Paralegal
$5,098
$5,327
$5,567
$5,818
$6,080
$6,457
$61,176
$63,924
$66,804
$69,816
$72,960
$77,484
45
Prosecutor
$6,852
$7,160
$7,482
$7,819
$8,171
$8,678
$82,224
$85,920
$89,784
$93,828
$98,052
$104,136
48
Chief Prosecutor
$7,382
$7,714
$8,061
$8,424
$8,803
$9,349
$88,584
$92,568
$96,732
$101,088
$105,636
$112,188
53
Assistant City Attorney
$8,353
$8,729
$9,122
$9,532
$9,961
$10,579
$100,236
$104,748
$109,464
$114,384
$119,532
$126,948
Parks
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58a
Director
$12,392
$148,704
58
Deputy Director
$9,450
$9,875
$10,319
$10,783
$11,268
$11,967
$113,400
$118,500
$123,828
$129,396
$135,216
$143,604
13
Lead Lifeguard
$3,109
$3,249
$3,395
$3,548
$3,708
$3,938
$37,308
$38,988
$40,740
$42,576
$44,496
$47,256
33
Graphics Coordinator
$5,098
$5,327
$5,567
$5,818
$6,080
$6,457
$61,176
$63,924
$66,804
$69,816
$72,960
$77,484
33
CheflKitcchen Coordinator
$5,098
$5,327
$5,567
$5,818
$6,080
$6,457
$61,176
$63,924
$66,804
$69,816
$72,960
$77,484
33
Facility Services Coordinator
$5,098
$5,327
$5,567
$5,818
$6,080
$6,457
$61,176
$63,924
$66,804
$69,816
$72,960
$77,484
33
Recreation Coordinator
$5,098
$5,327
$5,567
$5,818
$6,080
$6,457
$61,176
$63,924
$66,804
$69,816
$72,960
$77,484
38
Parks & Facilities Supervisor
$5,767
$6,027
$6,298
$6,581
$6,877
$7,303
$69,204
$72,324
$75,576
$78,972
$82,524
$87,636
43
Comm Relations Liaisor�Contract Adrainist
$6,524
$6,818
$7,125
$7,446
$7,781
$8,263
$78,288
$81,816
$85,500
$89,352
$93,372
$99,156
43
Recreation Manager
$6,524
$6,818
$7,125
$7,446
$7,781
$8,263
$78,288
$81,816
$85,500
$89,352
$93,372
$99,156
43
Community Center Manager
$6,524
1 $6,818
1 $7,125
$7,446
$7,781
$8,263
$78,288
$81,816
$85,500
$89,352
$93,372
$99,156
43
Dumas Bay Manager
$6,524
$6,818
$7,125
$7,446
$7,781
$8,263
$78,288
$81,816
$85,500
$89,352
$93,372
$99,156
43
Parks & Facilities Manager
$6,524
$6,818
$7,125
$7,446
$7,781
$8,263
$78,288
$81,816
$85,500
$89,352
$93,372
$99,156
25
Adnin AssistantlI
$4,182
$4,370
$4,567
$4,773
$4,988
$5,297
$50,184
$52,440
$54,804
$57,276
$59,856
$63,564
18
AdrrmiAssistant I
$3,517
$3,675
$3,840
$4,013
$4,194
$4,454
$42,204
$44,100
$46,080
$48,156
$50,328
$53,448
14
Office Technician 11
$3,186
$3,329
$3,479
$3,636
$3,800
$4,036
$38,232
$39,948
$41,748
$43,632
$45,600
$48,432
m14
Custodian- Comnnity Center
$3,335
$3,485
$3,642
$3,807
$3,977
$4,224
$40,020
$41,820
$43,704
$45,684
$47,724
$50,688
m26
Aquatic Facility Operator
$4,659
$4,867
$5,086
$5,316
$5,552
$5,899
$55,908
$58,404
$63,792
$66,624
$70,788
m22
Maintenance Worker
$4,218
$4,409
$4,605
$4,812
$5,031
$5,290
$50,616
$52,908
im$63,792
$57,744
$60,372
$63,480
m26
Maintenance Worker11
$4,659
$4,867
$5,086
$5,316
$5,552
$5,899
$55,908
$58,404
$66,624
$70,788
F - 4
CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
2021 SALARY SCHEDULE
As of 09/05/2020
Public Works
Monthly
Annual
Grade
Position Title
A
B
C
D
E
F
A
B
C
D
E
F
58h
Director
$13,164
$157,968
58
Deputy Public Works Director
$9,450
$9,875
$10,319
$10,783
$11,268
$11,967
$113,400
$118,500
$123,828
$129,396
$135,216
$143,604
26
Fleet MaintenanceCoord.
$4,973
$5,197
$5,431
$5,675
$5,930
$6,298
$59,676
$62,364
$65,172
$68,100
$71,160
$75,576
30
Engineering Technician
$4,973
$5,197
$5,431
$5,675
$5,930
$6,298
$59,676
$62,364
$65,172
$68,100
$71,160
$75,576
30
SWM Engineering Technician
$4,973
$5,197
$5,431
$5,675
$5,930
$6,298
$59,676
$62,364
$65,172
$68,100
$71,160
$75,576
34
SWM Public Education & Outreach Coord.
$5,224
$5,459
$5,705
$5,962
$6,230
$6,616
$62,688
$65,508
$68,460
$71,544
$74,760
$79,392
37
Construction Inspector
$5,624
$5,877
$6,141
$6,417
$6,706
$7,122
$67,488
$70,524
$73,692
$77,004
$80,472
$85,464
37
SWM Inspector
$5,624
$5,877
$6,141
$6,417
$6,706
$7,122
$67,488
$70,524
$73,692
$77,004
$80,472
$85,464
35
Recychg Project Manager
$5,355
$5,596
$5,848
$6,111
$6,386
$6,782
$64,260
$67,152
$70,176
$73,332
$76,632
$81,384
35
SWM Water Quality Specialist
$5,355
$5,596
$5,848
$6,111
$6,386
$6,782
$64,260
$67,152
$70,176
$73,332
$76,632
$81,384
38
Street Systerm Supervisor
$5,767
$6,027
$6,298
$6,581
$6,877
$7,303
$69,204
$72,324
$75,576
$78,972
$82,524
$87,636
38
SWM Maintenance Supervisor
$5,767
$6,027
$6,298
$6,581
$6,877
$7,303
$69,204
$72,324
$75,576
$78,972
$82,524
$87,636
39
Solid Waste &RecyclingCoord
$5,909
$6,175
$6,453
$6,743
$7,046
$7,483
$70,908
$74,100
$77,436
$80,916
$84,552
$89,796
40
SW Quality Program Coord.
$6,056
$6,329
$6,614
$6,912
$7,223
$7,671
$72,672
$75,948
$79,368
$82,944
$86,676
$92,052
43
Sr. Engineering Plans Reviewer
$6,524
$6,818
$7,125
$7,446
$7,781
$8,263
$78,288
$81,816
$85,500
$89,352
$93,372
$99,156
49
Senior Traffic Engineer
$7,567
$7,908
$8,264
$8,636
$9,025
$9,585
$90,804
$94,896
$99,168
$103,632
$108,300
$115,020
44
Traffic Operations Engineer
$6,687
$6,988
$7,302
$7,631
$7,974
$8,468
$80,244
$83,856
$87,624
$91,572
$95,688
$101,616
49
Sr. Transportation Planning Eng.
$7,567
$7,908
$8,264
$8,636
$9,025
$9,585
$90,804
$94,896
$99,168
$103,632
$108,300
$115,020
49
SS Project Engineer
$7,567
$7,908
$8,264
$8,636
$9,025
$9,585
$90,804
$94,896
$99,168
$103,632
$108,300
$115,020
54
Development Services Manager
$8,559
$8,944
$9,346
$9,767
$10,207
$10,840
$102,708
$107,328
$112,152
$117,204
$122,484
$130,080
54
City Traffic Engineer
$8,559
$8,944
$9,346
$9,767
$10,207
$10,840
$102,708
$107,328
$112,152
$117,204
$122,484
$130,080
54
Capital Projects Eng. Manager
$8,559
$8,944
$9,346
$9,767
$10,207
$10,840
$102,708
$107,328
$112,152
$117,204
$122,484
$130,080
54
Surface Water Manager
$8,559
$8,944
$9,346
$9,767
$10,207
$10,840
$102,708
$107,328
$112,152
$117,204
$122,484
$130,080
25
AdminAssistant Il
$4,182
$4,370
$4,567
$4,773
$4,988
$5,297
$50,184
$52,440
$54,804
$57,276
$59,856
$63,564
18
AdminAssistant I
$3,517
$3,675
$3,840
$4,013
$4,194
$4,454
$42,204
$44,100
$46,080
$48,156
$50,328
$53,448
m22
Maintenance Worker
$4,218
$4,409
$4,605
$4,812
$5,031
$5,290
$50,616
$52,908
$55,260
$57,744
$60,372
$63,480
m26
Maintenance Worker II
$4,659
$4,867
$5,086
$5,316
$5,552
$5,899
$55,908
$58,404
$61,032
$63,792
$66,624
$70,788
Police Department
Monthly
Annual
Grade
Position Tile
A
B
C
D
E
F
A
B
C
D
E
F
58d
PoliceChief
$14,969
$179,628
32
Police Property/EvidenceCust.
$4,973
$5,197
$5,431
$5,675
$5,930
$6,298
$59,676
$62,364
$65,172
$68,100
$71,160
$75,576
29
Records Supervisor
$4,619
$4,827
$5,044
$5,271
$5,508
$5,849
$55,428
$57,924
$60,528
$63,252
$66,096
$70,188
36
Office Manager
$5,487
$5,734
$5,992
$6,262
$6,544
$6,950
$65,844
$68,808
$71,904
$75,144
$78,528
$83,400
46
Civilian Operations Manager
$7,025
$7,341
$7,671
$8,016
$8,377
$8,896
$84,300
$88,092
$92,052
$96,192
$100,524
$106,752
51c
Police Comnander
$9,671
$10,105
$10,560
$11,035
$11,532
$12,247
$116,052
$121,260
$126,720
$132,420
$138,384
$146,964
55d
Deputy Police Chief
1
$13,806
1
1
$165,672
18
AdminAssistant I
$3,517
$3,675
$3,840
$4,013
$4,194
$4,454
$42,204
$44,100
$46,080
$48,156
$50,328
$53,448
145
Police Lieutenant
$9,390
$10,066
$10,791
$112,680
$120,792
$129,492
A
Customer Service Specialist
$3,741
$3,898
$4,063
$4,233
$4,414
$4,733
$44,892
$46,776
$48,756
$50,796
$52,968
$56,796
a18
Records Specialist
$3,741
$3,898
$4,063
$4,233
$4,414
$4,733
$44,892
$46,776
$48,756
$50,796
$52,968
$56,796
a18
Administrative Assistant
$3,741
$3,898
$4,063
$4,233
$4,414
$4,733
$44,892
$46,776
$48,756
$50,796
$52,968
$56,796
a20
Property/Evidence Tech
$3,926
$4,094
$4,269
$4,447
$4,635
$4,967
$47,112
$49,128
$51,228
$53,364
$55,620
$59,604
a24
Animal Services Officer
$4,358
$4,545
$4,739
$4,937
$5,146
$5,515
$52,296
$54,540
$56,868
$59,244
$61,752
$66,180
a27
Public Records Coordinator
$4,696
$4,893
$5,098
$5,312
$5,536
$5,934
$56,352
$58,716
$61,176
$63,744
$66,432
$71,208
a30
CALEANohmteer Coordinator
$5,005
$5,219
$5,439
$5,668
$5,907
$6,331
$60,060
$62,628
$65,268
$68,016
$70,884
$75,972
a30
Crime Analyst /Prevention Specialist
$5,005
$5,219
$5,439
$5,668
$5,907
$6,331
$60,060
$62,628
$65,268
$68,016
$70,884
$75,972
a30
Quartermaster
$5,005
$5,219
$5,439
$5,668
$5,907
$6,331
$60,060
$62,628
$65,268
$68,016
$70,884
$75,972
a32
Crime Analyst /Prevention Prg Coord.
$5,259
$5,478
$5,708
$5,950
$6,199
$6,646
$63,108
$65,736
$68,496
$71,400
$74,388
$79,752
g32
Police Officer
$5,738
$6,026
$6,542
$7,092
$7,697
$68,856
$72,312
$78,504
$85,104
$92,364
F - 5
APPENDIX
ITEMS PROVIDED AT THE 2021/2022 ADOPTED BUDGET
DEMOGRAPHIC STATISTICS - 2020
PRINCIPAL TAXPAYERS - 2020
PRINCIPAL EMPLOYERS - 2020
MISCELLANEOUS STATISTICAL INFORMATION
DECEMBER 31, 2020
F - 6
CITY OF FEDERAL WAY 202112022 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_ Systems 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 - 7
APPENDIX
Employer contributions paid by the City as part of the conditions of employment.
Benefits 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 $5000 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.
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CITY OF FEDERAL WAY 202112022 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 - 9
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.
Interfund Transfers Contributions from one City fund to another in support of activities of the receiving fund.
Loans are not included.
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CITYOF FEDERAL WAY202112022 PROPOSED BUDGET
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).
Net Interest Cost This is the traditional method of calculating bids for new issues of municipal (NIQ
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.
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APPENDIX
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.
(BEET)
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.
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.
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CITY OF FEDERAL WAY 202112022 PROPOSED BUDGET
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-13
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
BNBC
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
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CITY OF FEDERAL WAY 202112022 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.)
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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
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CITY OF FEDERAL WAY 202112022 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-17
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
AIML061