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2013-2014 Proposed Biennial BudgetCrTYCOWPO& Federal Way 2013/2014 PROPOSED BUDGET Presented to Council on October 2, 2012 Budget Overview Wednesday, October 241n Department Presentations: 6:00 p.m. Special Meeting Community & Economic Development City Hall, Council Chambers Public Works Parks, Recreation & Cultural Services Department Presentations: Thursday, October 25tn Police 6:00 p.m. Special Meeting Law (including Human Resources) City Hall, Council Chambers Municipal Court Department Presentations: Tuesday, November 6tn City Council 6:00 p.m. Special Meeting Mayor's Office (including Information City Hall, Council Chambers Technology) Finance Council Deliberation Is' Public Hearing Tuesday, November 6tn 7:00 p.m. Regular Meeting City Hall, Council Chambers Continue Council Deliberation Tuesday, November 201n 6:00 p.m. Special Meeting (if needed) City Hall, Council Chambers Final Public Hearing Tuesday, November 20"' P Reading of Budget Ordinance 7:00 p.m. Regular Meeting Is' Reading of Property Tax Ordinance City Hall, Council Chambers Fee Resolution/Schedule 2"d Reading and Adoption of Budget and Property Tuesday, December 41n Tax Ordinances 7:00 p.m. Regular Meeting City Hall, Council Chambers CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET READERS GUIDE Organization of this Document This budget document is organized into seven sections to facilitate the reader's understanding of the City's 2013/2014 Biennial Budget and to help the reader to find information regarding the City and its budget. Those eight sections are: Introductory, Executive Summary, Operating Budget, Budget by Fund, Capital Budget, Appendix, Ordinances/Resolutions and Other. Tab 1: 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 Tab 2: 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 Tab 3: 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 Proposed Program Changes Accomplishments & Key Projects Performance Measures Purpose and Description Position Inventory Information Highlights and Changes Multi -Year Revenue & Expenditure Comparison Tab 4: 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 Tab 5: Capital Budget - This section identifies the capital project multi -year plan for Parks, Traffic, Streets, and Surface Water Management. The projects Proposed 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 Tab 6: Appendix - The appendix section includes: Proposition 1 Non-CIP Capital Outlay Summary Salary Schedule Statistical Section Glossary of Terms Acronym List Tab 7: Other — This section is reserved for PowerPoint presentations and other additional budget related information. CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET GJ GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award ENW-D M City of Federal Way Washington For the gienninrn Beginning January 1, 2011 Pmjckru Eecwhvc DiTomoi 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, 2011. 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 201312014 PROPOSED BUDGET TABLE OF CONTENTS Page LETTER OF TRANSMITTAL...................................................................................................................... 1 Summary of Proposed Program Changes................................................................................................... 9 CityMap..................................................................................................................................................... 17 Tab 1: INTRODUCTORY City Officials and Legislative Body........................................................................................................... 1 Judicial Branch and City Administration................................................................................................... 2 Vision, Mission, and Goals........................................................................................................................ 3 CityValues - SPIRIT................................................................................................................................. 4 City -Wide Organization Chart .................................................................................................................... 5 Boards and Commissions........................................................................................................................... 6 BudgetProcess........................................................................................................................................... 8 BudgetPolicies........................................................................................................................................... 9 Basisof Accounting and Budgeting........................................................................................................... 17 Tab 2: EXECUTIVE SUMMARY Sources and Uses — All Funds.................................................................................................................... 1 Sources of Funding — All Funds................................................................................................................. 2 Usesof Funding — All Funds...................................................................................................................... 3 2013 Proposed Sources and Uses by Fund and Category ........................................................................... 4 2014 Proposed Sources and Uses by Fund and Category ........................................................................... 6 Expenditure Line -Item Summary — All Funds........................................................................................... 8 General and Street Fund Consolidated Summary ....................................................................................... 9 General and Street Fund Consolidated Sources.......................................................................................... 10 General and Street Fund Consolidated Uses.............................................................................................. 11 City -Wide Position Inventory ..................................................................................................................... 12 Utility Tax and Real Estate Excise Tax Allocation.................................................................................... 13 Property Tax Levy and Demographic Information..................................................................................... 14 TaxComparison......................................................................................................................................... 15 Per Capita General Fund Revenues for King County Cities....................................................................... 16 Ending Fund Balance Comparison............................................................................................................. 17 Summary of Debt Service Obligations....................................................................................................... 18 LongRange Financial Plan........................................................................................................................ 21 Tab 3: OPERATING BUDGET CityCouncil............................................................................................................................................... 1 Mayor's Office........................................................................................................................................... 5 InformationTechnology........................................................................................................................ 14 Community and Economic Development Services.................................................................................... 17 Finance....................................................................................................................................................... 35 Public Works/Parks, Recreation & Cultural Services................................................................................ 41 PublicWorks.............................................................................................................................................. 43 Parks, Recreation and Cultural Services..................................................................................................... 73 Law............................................................................................................................................................. 93 HumanResources.................................................................................................................................. 104 MunicipalCourt ......................................................................................................................................... 109 Police.......................................................................................................................................................... 115 Tab 4: BUDGET BY FUND 001 - General Fund..................................................................................................................................... 1 101 - Street Fund........................................................................................................................................ 4 102 - Arterial Street Fund........................................................................................................................... 6 103 - Utility Tax Fund................................................................................................................................ 7 CITY OF FEDERAL WAY 2 01312 014 PROPOSED B UDGET TABLE OF CONTENTS (continued) Page 106 - Solid Waste and Recycling Fund...................................................................................................... 8 107 - Special Contracts/Studies Fund......................................................................................................... 9 109 - Hotel/Motel Lodging Tax Fund........................................................................................................ 10 110 - 2% for the Arts Fund......................................................................................................................... 11 111 - Community Center............................................................................................................................ 12 112 - Traffic Safety Fund........................................................................................................................... 13 119 - Community Development Block Grant Fund.................................................................................... 14 120 - Path and Trails Fund......................................................................................................................... 15 201 - Debt Service Fund............................................................................................................................. 16 301 - Downtown Redevelopment............................................................................................................... 18 302 - Capital Project Fund - City-wide....................................................................................................... 19 303 - Capital Project Fund - Parks.............................................................................................................. 20 304 - Capital Project Fund - Surface Water Management.......................................................................... 22 306 - Capital Project Fund - Transportation Systems................................................................................. 24 401 - Surface Water Management Fund..................................................................................................... 26 402 - Dumas Bay Centre Fund................................................................................................................... 28 501 - Risk Management Fund.................................................................................................................... 30 502 - Information Systems Fund................................................................................................................ 32 503 - Mail and Duplication Services Fund................................................................................................. 34 504 - Fleet and Equipment Fund................................................................................................................ 35 505 - Buildings and Furnishings Fund........................................................................................................ 36 Tab 5: CAPITAL BUDGET Introduction and Overview......................................................................................................................... 1 Proposed Capital Improvement Projects.................................................................................................... 3 ParkSystems.............................................................................................................................................. 4 Surface Water Management System........................................................................................................... 9 TransportationSystems.............................................................................................................................. 12 Tab 6: APPENDIX Proposition1............................................................................................................................................... 1 Non-CIP Capital Outlay Summary............................................................................................................. 2 2013 Salary Schedule................................................................................................................................. 3 DemographicStatistics............................................................................................................................... 7 PrincipleTaxpayers.................................................................................................................................... 8 PrincipleEmployers................................................................................................................................... 8 MiscellaneousStatistics.............................................................................................................................. 9 Glossaryof Budget Terms.......................................................................................................................... 11 AcronymList.............................................................................................................................................. 18 Tab 7: OTHER Ak CITY OF Federal Way October 1, 2012 Dear City Council, Citizens, and Staff: This letter transmits the City's Operating Budget for 2013/14 and Six -Year Capital Improvement Plan for 2013-2018. BUDGET CHALLENGES As we submit the 2013/14 Proposed Biennial Budget, the City continues to face significant economic challenges as a result of the recent recession. According to the most recent data, unemployment remains high, even though the unemployment rate has decreased at the national, state, and local level. From the beginning of the recession in February 2008 to its official end in February 2010, the state's unemployment rate more than doubled, from 4.6% to 10.2%. By August of 2012, the state unemployment rate had only dropped to 8.6%. Given the lingering high unemployment, along with a weak housing market and a national and global economic uncertainty, we approach this budget with caution. Major revenue sources such as sales tax, property tax, and utility tax remain relatively flat while healthcare, pension, and jail costs are increasing. Concern over state and federal budget cuts and the potential impact to state shared revenues and grant funding, as well as the consequences of citizen initiatives and unfunded mandates to local governments continue to exist. We have worked diligently over the last couple of years to address some very challenging issues. This includes our work on jail alternatives and marketing of the SCORE jail facility in order to reduce future jail costs; switching more than half of our employees to a new healthcare plan both to save on medical premiums as well as taking the first steps to explore healthcare self -funding options (by using a provider that will develop the self -funding risk analysis); developing public defense standards in advance of required timeline; switching general liability insurance carriers in order to gain control over claims and settlements which should help in reducing costs; and converting our Community Development Block Grant program to a direct entitlement, which allowed the City greater control over budget and programming by not going through the County. We will continue to work proactively to address potential budget challenges through controlling costs and assessing alternatives to provide the same service or better at a lower cost. TRANS-1 BUDGET PHILOSOPHY AND PROCESS The budget was developed under the "Pathway to Sustainability" philosophy using a "No Cuts/No Frills" approach. This includes: maintaining high quality service levels; preserving jobs; funding ongoing expenditures with ongoing revenues; controlling costs; and maintaining reserve accounts. Our City is unique in several important aspects. We have significantly fewer financial resources than any other major city in the region. Our tax base is smaller than most other area cities. We are 30th out of 38 King County cities for General Fund per capita tax revenue. Despite the limitation, we have set a high standard for public services. Our record of low crime rates was surpassed in 2011 with the lowest crime rate in City history; we've maintained outstanding parks and recreational facilities and programs; the annual overlay program maintains high -quality roads, while innovations like yellow flashing arrows and improved signal timing reduced congestion; and businesses find an efficient permit and review process. Like many other cities, though, we have faced major financial challenges in the recent economic recession. Major revenue sources are flat or decreasing. The City faced an approximate $8.9M operating gap in the 2011/12 Biennial Budget which was balanced primarily by eliminating 22.0 FTEs, freezing 11.0 vacant FTEs and one-time funding 20.5 FTEs through various one-time revenue sources including $3.8M from capital project savings, and $1.2M from redirecting overlay utility tax. When I took office in November 2010, we immediately began discussing the 2013/14 budget, eighteen months ahead of schedule. The Council and I agreed that the path the City had been on was no longer acceptable, and that we had to begin immediately to put the City on a path to sustainable budgets. We began implementing the "Frugal Innovation" philosophy as early as January 2011, starting with the consolidation of senior management and elimination of line items resulting in nearly $1.OM savings. The frugal innovation practice has resulted in over $2.5M savings in the current biennium, and creates ongoing budget savings each year. These steps improved the City's financial footing heading into the 2013/14 Biennial Budget, and enabled preservation of existing staff, which is essential to maintaining high quality city services, given the 15% reduction in City personnel since 2008. The Management Team collaborated on a thoughtful and thorough approach to close the budget gap without implementing blunt, across-the-board target reductions. The result was a much more efficient budget process that brings the City's closer to long-term sustainable budgets while maintaining quality city services and staffing resources in the near term. The draft budget has been presented to community groups, citizens, staff and Council and included opportunities to obtain feedback for incorporation into this proposed budget. BASELINE BUDGET The basic assumptions in developing the initial budget include: • Maintain current staffing levels • No cost of living adjustments • Allow for performance -based step increases TRANS-2 • No salary or wage reductions • No furlough • Healthcare insurance cost increases of 15% in 2013 and 13% in 2014 • SCORE regional jail cost increase • Pension increases according to State estimates • Workers compensation 19% rate surcharge In addition to these baseline assumptions, programs that were previously one-time funded in the 2011/12 budget that are expected to continue going into the 2013/14 budget were added back as one-time funded. These programs include: • City Council Total $59KIyear: $39K/year for Suburban Cities dues and $20K/year for Association of Washington Cities dues increase. • Community & Economic Development Total $150K/year: $5K/year for Enterprise Seattle voting seat; $23K/year for Highline Small Business Development Center; $10K/year for community garden; $5K/year for Martin Luther King Jr. celebration; $86K/year for Human Services grant program 20% increase; $8K/year for graffiti removal program supplies; and $14K/year for planning intern. • Law Total $22K/year: $22K/year for Risk Management Insurance Premiums. • Mayor's Office Total $10K/year: $10K/year for Public Defender contract increase. • Parks & Recreation Total $143K/year: $7K/year for seasonal help; $43K/year for landscape maintenance; $56K/year for utility cost increases; and $37K/year for arts and community events. • Public Works (Streets) Total $177K/year: $9K/year for small works projects; $8K/year for tree replacement; $36K/year for utility increase; $71K/year for maintenance contracts; $3K/year for CERT program supplies; and $50K/year for non -police fuel cost increase. • Police Total $150K/year: $150K/year for police fuel cost increase. PROJECTED 2012 GENERAL FUND PROJECTED ENDING FUND BALANCE The original adopted 2011/12 Biennial Budget as approved by Council in December 2010 reflected a $2.8M General Fund ending fund balance. The projected ending fund balance increased by $5.8M to $8.6M with the latest 2011/12 Mid -Biennium Budget Adjustment as a result of. $2.5M in frugal innovation savings; $2.4M additional revenue and other sources; and $780K from expenditure and other uses savings. The 2012 year-end ending fund balance is projected at $9.6M, an increase of $1.0M over the adjusted budget, is due primarily to rolling over contingency reserves to year 2013. This $9.6M projected ending fund balance, which includes contingency reserves, represents 26.7% of General Fund 2012 operating expenditures. TRANS-3 HIGHLIGHTS OF GENERAL AND STREET FUND BUDGET CHANGES Balancing the Operating Gap Per budget policy, the City must adopt a balanced budget where ongoing program costs do not exceed ongoing revenues. The General Fund operating gap of $1.3M and $2.2M in 2013 and 2014, respectively, is balanced through a combination of redirecting revenue sources, shifting ongoing line items and then vacant positions to one-time funded; line items reductions and temporary suspension of vehicle and equipment reserve collections. Staffing reductions are not proposed as a balancing measure. General Fund -Balancing the Operating Gap 2013 2014 Revenue $ 37.482.303 $ 37.518.502 Expenditure $ (38,780,740) $ (39,690,185) Operating Gap Before Adjustments $ (1,298,437) $ (2,171,683) Continue Redirecting Overlay Funding $ 600,000 $ 600,000 Move Ongoing to 1-Time Funded 367,714 467,659 Move 4 Police Police Officers Fund by Grant to 1-Time 446.333 454.737 Move 2 Non -Police and 2 Police Position to 1-Time 346,481 371,256 Ongoing Line Item Reductions 187,422 187,422 Temporarily Suspend "Excess" Reserve Collections 88,056 88,056 New Program Additions -Net Ongoing Cost (1,592) (1,592) Accounting Change 6,240 6,240 Gap Closed After Mayor's Recommendations $ 742,217 $ 2,095 Highlights of the balancing measures are below (detailed list is included as an attachment to this letter): • Asphalt overlay continues to be a high priority for the City. The redirection of $600K/year of utility tax funding from overlay to General Fund is made whole via an anticipated $1.0 million Puget Sound Regional Council grant. • Ongoing programs moved to one-time funded to balance the budget were determined based either on prior year spending levels or result of declining revenues. Future funding of these programs will be evaluated during the next budget cycle. • Eight positions that were vacant at the time of initial budget development were moved from ongoing funded to one-time funded. Four of these positions are police officers funded by the COPS Hiring Program grant. All of the eight positions were moved to one-time funded in order to balance the operating gap, and therefore are restored to ongoing funded in 2015 and beyond. • Ongoing line item reductions were determined based on prior year spending levels and where cuts could be made with minimal impact. • Temporary suspension of reserve collections is based on review of each vehicle and equipment's accumulated replacement reserves and whether continued collection is necessary if the asset has accumulated enough reserves at the end of 2012 replacement. The life cycle for each of these TRANS-4 assets will be reviewed as part of the next budget cycle and adjusted accordingly to more accurately reflect useful life. • New program addition increases the current economic development funds to $20K per year. • Accounting change shifts the budget for pollution control services and King County mental health (2% liquor requirement) from City Council to Community & Economic Development department. SCORE Jail The two components of SCORE are maintenance & operations cost (M&O) which is accounted for in the General fund and debt service which is accounted for in the debt service fund. The proposed budget includes an increase of $1.53M in 2013 and $1.4M in 2014, funded on a one-time basis, bringing the total SCORE M&O budget to $3.77M in 2013 and $3.75M in 2014. The increase from the 2012 assessment of $1.78M is due to a combination of higher usage of the facility by the City (share of average daily population increased from 17.5% to 25.1%) and lower contract revenue offset from sale of beds to non- member cities. Containing jail costs remains a high priority for the City. City staff and management, from public safety related departments to those on SCORE's Finance Committee, Operations Board and Administrative Board continue to review and monitor budgets, processes, policies, marketing, and other areas for budget sustainability. New Program Additions New program additions total $342K in 2013 and $364K in 2014. The majority of the ongoing costs associated with these programs are proposed as one-time funded and restored to ongoing funded in 2015 and beyond. These programs include (detailed list and program description is included as an attachment to this letter): vehicle and equipment replacement funded by accumulated reserves and/or dedicated revenue source; lobbyist contract increase due to change in scope to include federal and economic development component; wellness program vendor; risk management insurance cost increase; wire theft; maintenance contract increase; and installation of reflective backplates and replacement of uninterruptible power supply battery funded by transportation system safety capital improvement funds. HIGHLIGHTS OF OTHER FUNDS BUDGET CHANGES The following program changes are recommended using designated revenue sources: Special Studies/Contract Fund: Implement prox card system to be in compliance with Criminal Justice Information System (CJIS) security policies when Police runs background or criminal history checks, funded by Comcast unrestricted technology funds. Federal Way Community Center Fund: Replace carpet, climbing pinnacle supplies, and exercise equipment funded by accumulated capital reserves. Surface Water Management Fund. Temporarily suspend $41K in reserve collections based on review of each vehicle and equipment's accumulated replacement reserves and whether continued TRANS-5 collection is necessary if the asset has accumulated enough reserves at the end of 2012 replacement; replace concrete asphalt saw and asphalt/concrete support trailer funded by replacement reserves, grant and trade-in; replace dump truck funded by replacement reserves and proceeds from sale of vehicle; increase street sweeping and vactoring services contract due to higher costs for fuel, labor and disposal; and add subscription to one -call services to make available a single point of contact for contractors to call regarding underground utilities in areas of planned construction. Internal Service Funds: Return excess accumulated replacement reserves to General Fund and Surface Water Management Fund from vehicle and equipment that have either already been replaced or will not be replaced in the future. CAPITAL IMPROVEMENT PLAN (CIP) The CIP represents current and planned public improvements that are considered as the most important within the 2013 — 2018 planning horizon. Project costs and the allocation of future resources beyond the current biennium (2013/14) are adopted as an integral part of the Plan and will be reviewed and updated during each subsequent biennium. The 2013/14 capital budget totals $20.9M and is comprised of $2.1M in parks system improvements, $2.9M in surface water projects and $15.9M in transportation improvements. The Proposed Capital Funding Plan totals $20.9 million in 2013/14. a. Implement $2.1M in Parks improvements by providing new funding in 2013/14 totaling $1.OM including: $600K from BEET; $312K Paths & Trails Fund ($237K from county -wide park expansion levy proceeds and $75K from fuel tax); and $91K from reallocating projects within the Park CIP. b. Implement $2.9M in Surface Water Management improvements by using $484K in user fees combined with $979K in grants in 2013/14. Proposed projects are fully funded by grants and user fees and do not require any rate increases. c. Implement $15.9M in Transportation improvements by providing new funding in 2013/14 totaling $15.OM including: $3.36M in utility tax; $1,834K REET (Transportation CIP utility tax); $1,592K fuel tax; $4.67M grants anticipated; and $3,508K from reallocating projects within the Transportation CIP. Additionally, invest $600K in Downtown Redevelopment fund by providing new funding in 2013/14 totaling $600K from Utility Tax for potential future LIFT match. CLOSING I am pleased to present a budget that implements our "Pathway to Sustainability" philosophy. The proposed budget enables us to continue providing high quality services by preserving the existing staffing TRANS-6 resources, maintains conservative yet realistic revenue estimates, and clearly distinguishes ongoing versus one-time funding of programs and line items. We are on the pathway to sustainability. Additionally, management and staff continue to practice the frugal innovation philosophy implemented two years ago. I am appreciative of their continued efforts and thoughtful consideration of ways to maintain or improve service levels in a more efficient and less costly way. Finally, I would like to thank everyone involved in the development of this budget, including the citizens who have taken time to provide feedback throughout the budget process, the City Council for their input and support, Management Team for their collaboration, support and hard work, Finance Director Tho Kraus and her staff for their excellent work in producing the budget document, and to our employees for their hard work, dedication, and professionalism during these challenging times. Respectfully submitted, Skip Priest, Mayor TRANS-7 This page left intentionally blank TRANS-8 LETTER OF TRANSMITTAL 2013/2014 Biennial Budget Mayor's Recommended Changes - General Fund Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Continue 2011/12 Programs that were 1-Time Funde& $ 710,335 $ - $ 710,335 $ - Total - City Council: $ 58,845 $ - $ 58,845 $ - Suburban Cities Dues 39,073 39,073 AWC Dues (Increase Portion) 19,772 19,772 Total - Community & Economic Development: $ 149,878 $ - $ 149,878 $ - EnterpriseSeattle Dues (Voting Seat) 5,000 5,000 Highline Small Business Development Center 22,500 22,500 Community Garden 10,000 10,000 Martin Luther King Jr. Celebration 5,000 5,000 Human Services Chant Program Increase 86,000 86,000 Graffiti Removal Supplies 7,500 7,500 Planning Intern 13,878 13,878 Total - Law: $ 21,500 $ - $ 21,500 $ Risk Management Insurance Premiums 21,500 21,500 Total - Mayor's Office: $ 10,000 $ - $ 10,000 $ - Public Defender (Increase Portion) 10,000 10,000 Total - Parks & Recreation: $ 142,692 $ - $ 142,692 $ - Seasonal Help 7,312 7,312 Landscape Maintenance Contract 43,220 43,220 Parks System Electrical Utility Increase 35,000 35,000 Parks System Water Utility Increase 6,000 6,000 Celebration Park Electrical Utility Increase 9,000 9,000 Celebration Park Water Utility Increase 5,500 5,500 Ars Commission Contracts Program 22,160 22,160 Red, Whites & Blues Festival 14,500 14,500 Total -Public Works (Streets): $ 177,420 $ - $ 177,420 $ - Street - Small Works Projects 9,375 9,375 Street - Tree Replacement 8,400 8,400 Traffic - Electricity Utility 36,502 36,502 Traffic - King County Contract 60,643 60,643 Street - W SDOT Contract 10,000 10,000 EOC - CERT Program Supplies 2,500 2,500 Non -Police Fuel Cost Increase (Fleet & Equip) 50,000 50,000 Total - Police: $ 150,000 $ - $ 150,000 $ - Police Fuel Cost Increase (Fleet & Equip) 150,000 150,000 Ongoing Programs Moved to 1-Time to Balance Budget: $ 367,714 $ (367,714) $ 467,659 $ (467,659) Total - Finance: $ 20,000 $ (20,000) $ 20,000 $ (20,000) Postage/Delivery Services (Mail/Duplication) 10,000 (10,000) 10,000 (10,000) Temporary Help 10,000 (10,000) 10,000 (10,000) Total - Human Resources: $ 25,000 $ (25,000) $ 25,000 $ (25,000) FWCC Employee Membership 25,000 (25,000) 25,000 (25,000) Total - Information Technology: $ 20,000 $ (20,000) $ 20,000 $ (20,000) Repairs & Maintenance 10,000 (10,000) 10,000 (10,000) Connminications 10,000 (10,000) 10,000 (10,000) Total - Municipal Court: $ 85,000 $ (85,000) $ 85,000 $ (85,000) ProTemJudge 15,000 (15,000) 15,000 (15,000) Court Security 40,000 (40,000) 40,000 (40,000) Temporary Help 10,000 (10,000) 10,000 (10,000) Interpreter Services 20,000 (20,000) 20,000 (20,000) Total - Parks & Recreation: $ $ 10,000 10,000 25,000 25,000 $ $ 1 (10,000) (10,000) (25,000) (25,000) $ $ 10,000 10,000 25,000 25,000 $ $ (10,000) (10,000) (25,000) (25,000) Repairs & Maintenance (Buildings & Furnishings) Total -Public Works (Streets): Non -Police Tires, Repairs & Maint (Fleet & Equip) TRANS-9 CITY OF FEDERAL WAY 201312014 PROPOSED B UDGET 2013/2014 Biennial Budget Mayor's Recommended Changes - General Fund (continued) Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Ongoing Programs Movedto 1-Time to Balance Budget (continued): Total - Police: $ 62,000 $ (62,000) $ 62,000 $ (62,000) Traffic School Overtime 12,000 (12,000) 12,000 (12,000) Repair Parts & Maintenance (Fleet & Equip) 50,000 (50,000) 50,000 (50,000) Total - Non -Departmental (to be allocated): $ 120,714 $ (120,714) $ 220,659 $ (220,659) Additional Medical Cost Increases 120,714 (120,714) 220,659 (220,659) Ongoing Positions Mowed to 1-Time to Balance Budget (Restored to Ongoing in Future Bienniums) $ 792,814 $ (792,814) $ 825,993 $ (825,993) Total Information Technology: $ 100,779 $ (100,779) $ 107,172 $ (107,172) 1.0 FTE Information Technology Analyst, Vacant 100,779 (100,779) 107,172 (107,172) Total -Parks & Recreation: $ 77,465 $ (77,465) $ 82,649 $ (82,649) 1.0 FTE Maintenance Worker 77,465 (77,465) 82,649 (82,649) Total - Police: $ 614,570 $ (614,570) $ 636,172 $ (636,172) 4.0 FTE Police Officers, Grant Funded 446,333 (446,333) 454,737 (454,737) 1.0 FTE Property/Evidence Tech 71,568 (71,568) 76,213 (76,213) 1.0FTEPolice Officer, Vacant 96,669 (96,669) 105,222 (105,222) Ongoing Budget Reductions: $ - $ (187,422) $ - $ (187,422) Total - City Council: $ - $ (1,000) $ - $ (1,000) Sister City - (1,000) - (1,000) Total - Community & Economic Development: $ - $ (3,368) $ - $ (3,368) Temporary Help (3,368) (3,368) Total -Human Resources: $ - $ (31,578) $ - $ (31,578) E-Gov Class/Compensation Portal (1,500) (1,500) Printing (2,000) (2,000) Supplies (100) (100) StaffDevelopment/Training (250) (250) Conference Registration (228) (228) Overtime (2,500) (2,500) Job Announcements (25,000) (25,000) Total - Information Technology: $ - $ (22,350) $ - $ (22,350) On -Call Pay (22,350) (22,350) Total - Law: $ - $ (38,361) $ - $ (38,361) Rule 9/DVAdvocate Temporary Help (37,061) (37,061) Clerical Services (1,050) (1,050) Advertising (250) (250) Total - Municipal Court: $ - $ (15,000) $ - $ (15,000) Interpreter Services (15,000) (15,000) Total -Parks & Recreation: $ - $ (49,665) $ - $ (49,665) SWM Fee Assessment on Park Properties (15,000) (15,000) Temporary Help (3,051) (3,051) Professional Services (19,614) - (19,614) Repairs & Maintenance (12,000) - (12,000) Total -Public Works (Streets): $ - $ (1,100) $ - $ (1,100) Immunization Charges (1,100) - (1,100) Total -Police: $ - $ (25,000) $ - $ (25,000) Animal Sheltering (25,000) - (25,000) TRANS - 10 LETTER OF TRANSMITTAL 2013/2014 Biennial Budget Mayor's Recommended Changes - General Fund (continued) Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Temporary Suspension of Replacement Reserve Collection: $ - $ (88,056) $ - $ (88,056) Total - Community & Economic Development: $ - $ (9,444) $ - $ (9,444) Fleet & Equipment Reserves (9,444) (9,444) Total -Parks & Recreation: $ - $ (43,547) $ - $ (43,547) Fleet & Equipment Reserves (43,547) (43,547) Total -Public Works (Street): $ - $ (269302) $ - $ (26,302) Fleet & Equipment Reserves (26,302) (26,302) Total - Police: $ - $ (8,763) $ - $ (8,763) Fleet & Equipment Reserves (8,763) (8,763) Change in Accounting: $ - $ (6,240) $ - $ (6,240) Total - City Council: $ - $ (60,636) $ - $ (60,636) 21/o Liquor Requirement (7,400) (7,400) 2% Liquor Requirement (12,440) (12,440) Pollution Control Services, Intergovt'l (40,796) (40,796) Total - Community & Economic Development: $ - $ 549396 $ - $ 54,396 21/o Liquor Requirement 1,160 1,160 2% Liquor Requirement - 12,440 - 12,440 Pollution Control Services, Intergovt'l 40,796 40,796 SCOREJail Cost Increase: $ 1,537,896 $ - $ 1,400,000 $ - Total -Police: $ 1,537,896 $ - $ 1,400,000 $ - Jail Services 1,537,896 - 1,400,000 - New Program Additions: $ 339,931 $ 1,592 $ 362,385 $ 1,592 Total - Community & Economic Development: $ 17,700 $ 1,592 $ 17,700 $ 1,592 Amanda System Upgrade -Upgrade permit systemto the latest, vendor supported version and enhance with additional functions. Total capital cost of $105,000 in 2013 funded by $75,000 replacement reserves and $30,000 permit automation fees. Annual ongoing m&o increases by $7,500 funded by automation fees. - - - - Amanda Interactive Response IVR Upgrade - to allow residents and contractors to call in to an automated system24/7 to schedule inspections. Current IVR is running on outdated hardware/software which needs to be upgraded to enhance functionality, reliability and security. Total capital cost of $36,000 in 2014 funded by $24,000 replacement reserves and $12,000 pemut automation fees. - - - - Mobile Computerfor Code Enforcement - Replace existing desktop computer with ruggedized laptop for field use by code enforcement officer. Total capital cost of $4,986 funded by $1,154 replacement reserves and $2,678 accumulated automation fees. Ongoing costs include $631/year for laptop phone card and S446 additional reserves, funded by automation fees. - - - Temporary Inspector - Increase current $2300 temporary help budget by $17,700 for a total budget of $20,000. The temporary inspector will assist permit activity increase in order to meet department's goal of24 hour turn around time. 17,700 17,700 Economic Development Funds - Increase from $18,408 to $20,000 to pay for city advertising, small consulting or professional services to aid in economic development efforts. 1,592 1,592 TRANS - 11 CITY OF FEDERAL WAY 201312014 PROPOSED B UDGET 2013/2014 Biennial Budget Mayor's Recommended Changes — General Fund (continued) Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing New Program Additions (continued): Total - Information Technology: $ 6,900 $ - $ 6,900 $ - CADAVL Devices - Purchase and installation of73 gateway devices as - - part of ValleyComs Computer Aided Dispatch (CAD) System upgrade, to track location of each patrol car through the use Automated Vehicle Location (AVL) services. Total one-time cost of $84,000 in 2013 funded by replacement reserves collected on VRMs which are no longerused for dispatch. Replace Servers - Replace 4 city-wide servers in 2014 due to aging hardware which is no longer under warranty. Operating City's critical services on hardware not under warranty exposes the City to risk of extended downtime and costly repairs. In addition, newer processor and memory technology are capable ofgreater workloads with less power consumption; coupled with virtualization this makes the City work toward its green energy goals. Total one-time cost of $26,000 funded by replacement reserves. Replace Police Laptops (MDCs) - Due to aging hardware which is no longer covered under warranty. MDCs in Police vehicles are subjected to a substantial amount of abuse which is generally covered under the factory no-fault warranty. These MDCs have a lifecycle of 5 years, while they only come with a 3 year warranty. The MDCs that are being replaced have reached their lifecycle and repairs become more costly. In addition, the new Valley Corn CAD systemwill have greater systemhardware requirements which require these MDCs to be replaced. Qty 16 in 2013 and Qty 14 in 2014. Total one-time cost of $63,900 in 2013 and $55,900 in 2014 funded by replacement reserves. Replace Desktop PCs - Due to aging hardware which is no longer covered under warranty. Desktop PCs have been typically purchased with a 3 year warranty and have a lifecycle of 5 years. These older PCs are more susceptible to hardware failures and are not generally supported on Windows 7 and need to be upgraded. Qty 52 in 2013 and Qty 53 in 2014. Total one-time cost of $65,000 in 2013 and $66,000 in 2014 funded by replacement reserves. Replace Laptops - Due to aging hardware which is no longer covered under warranty. Laptops are exposed to greater wear and tear due to the nature ofbeing transported to and fromvarious places. Laptops are covered by a 3 year factory warranty and have a lifecycle of 5 years. These older PCs are more susceptible to hardware failures, are not generally supported on Windows 7 and have more limited wireless capabilities and thus need to be upgraded. Qty 7 in 2013 and Qty 8 in 2014. Total one-time cost of $9,700 in 2013 and $11,200 in 2014 funded by replacement reserves. Replace Printers - Due to aging hardware which attribute to a higher percentage ofservice calls and staff/workinterruption. Newer printers are faster, more efficient at using consumables such as toner and are more power efficient with sleep and low power modes. Qty 3 in 2013 and Qty 3 in 2014. Total one-time cost of $11,200 in 2013 and $11,200 in 2014 funded by replacement reserves. Replace Police Mobile Radios - Qty 10 in 2013 and Qty 10 in 2014. Total one-time cost of $35,000 in 2013 and $35,000 in 2014 funded by replacement reserves. Replace Police Portable Radios - Due to general wear and tear and the inability to source parts and repair the equipment. Qty 10 in 2013 and Qty 10 in 2014. Total one-time cost of $33,500 in 2013 and $33,500 in 2014 funded by replacement reserves. TRANS - 12 LETTER OF TRANSMITTAL 2013/2014 Biennial Budget Mayor's Recommended Changes — General Fund (continued) Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing New Program Additions (continued): Total - Information Technology (continued): $ - $ - $ - $ - Replace Miscellaneous Software - Upgrade Court FTR Gold recording system to be compatible with Windows 7 and be able to support newer virtualization and storage technologies. Total one-time cost of$10,000 in 2013 and $10,000 in 2014 funded by replacement reserves. Replace Miscellaneous Hardware - Various pieces ofequipment such as the Burster for Court has broken and needs to be replaced in addition, several projectors are being replaced due to higher resolution requirements and overall degradation ofpicture quality. Total one-time cost of $9,805 in 2013 funded by replacement reserves. Replace Miscellaneous Network — As part ofthe 2012 adopted budget, the City's core network switch was to be replaced, due to staffing shortage, this project is being carried -forwarded to 2013. As part ofthis project, various aging network infrastructure ofthe City's backbone need to be upgraded to support newer technologies and higher bandwidth requirements. In addition the City's ISP is upgrading their network to higher speeds, and upgrading this network infrastructure will guarantee the City to be able to utilize these speeds. Total one-time cost of $20,000 in 2013 and $10,000 in 2014 funded by replacement reserves. Replace Backup System — As storage increases in the City, this data needs to be backed up. New technologies allow greater capacities and more efficient backup times. Total one-time cost of $16,616 in 2013 funded by replacement reserves. Replace Document Scanner - Due to City moving towards being more paperless; scanners are a key part ofthe process to digitize hardcopy documents. Aging scanners are more prone to failures which adversely affect staffproductivity. In addition, newer scanners are faster with higher accuracy. Qty 1 in 2013 and Qty 2 in 2014. Total one-time cost of $5,000 in 2013 and $6,500 in 2014 funded by replacement reserves. Replace Copiers- Qty 2 in 2013 and Qty 2 in 2014. Total one-time cost of - - $31,950 in 2013 and $31,950 in 2014 funded by replacement reserves. Microsoft Enterprise Agreement Contract Cost Increase -City purchases 6,900 6,900 via State contract at discounted pricing for all Microsoft software. State has entered into a new contract with a different reseller and the price has increased. Total-Mayor'sOffice: $ 7,171 $ - $ 7,171 $ - Lobbyist Contract Increase - Due to change in scope from state lobbyist to 7,171 7,171 expanded services to include state, federal, and economic development. Total -Human Resources: $ 50,000 $ - $ 50,000 $ - Wellness Program - Contract with wellness program vendor to provide 50,000 50,000 biometric testing, maintain employee health statistics, and provide health promotion programs and wellness coaching for employees. One-time funded in 2013 and 2014, ongoing funded in 2015 and beyond. Total - Law: $ 1389000 $ - $ 138,000 $ - Risk Management Insurance Cost Increase - Increase in insurance 138,000 138,000 premiums for liability, property, auto, inland marine, crime/fidelity, and boiler. Insurance premiums increased by 26% since 2009. One-time funded in 2013/14 biennium, ongoing funded in 2015 and beyond. Total -Parks & Recreation: $ 50,000 $ - $ 50,000 $ - Wire Theft - Establish funds for wire theft in our parks due to frequency of 50,000 50,000 recent activity. TRANS - 13 CITY OF FEDERAL WAY 201312014 PROPOSED B UDGET 2013/2014 Biennial Budget Mayor's Recommended Changes — General Fund (continued) Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing New Program Additions (continued): Total -Public Works (Streets): $ - $ - $ 14,294 $ - King County Traffic Maintenance Contract Cost Increase - Estimated - 14,294 2.75% annual increase for labor and 15% increase for fleet expense. 1-time funded in 2014 and ongoing funded in 2015 and beyond. Wire Theft - Establish funds for wire theft in street lights due to frequency 50,000 50,000 ofrecent activity. Reflective Backplates - Install 25% (Qty 66) reflective backplates per year - - to alert public ofthe potential ofa darktraffic signal. Staffresearch revealed that reflective backplates also reduce intersection collisions undernormal conditions, with benefit cost ratios in the thousands. Total ongoing cost of $16,500 per year funded by Transportation System Safety CIP. Traffic Signal UPS Battery Replacement - Replace 25% (Qty 129) battery backup systems to assure operation ofthe systems when needed. hi 2008, Council authorized the installation ofbattery backup systems at 30 ofthe busiest traffic signals in the City to assure operation during prolonged power outages. The useful life ofthe batteries will be reached in 2013 and need to be replaced. Total ongoing cost of $15,500 per year funded by Transportation System Safety CIP. Total - Police: $ 45,160 $ - $ 53,320 $ - 2013 Vehicle Replacement - Replace 7 Marked & 3 Unmarked vehicles: 25,160 25,297 Veh# 6033, 6153, 6342, 6361, 6381, 6470, 6500, 5200, 5210, 5152. Current vehicles are sedans and of which 4 will be converted to SUVs when replaced. Total capital costs of $402,000 in 2013 funded by $376,840 replacement reserves and $25,160 new funding. The additional capital costs increases annual replacement reserves by $25,297 beginning in 2014, ongoing funded in 2015 and beyond. 2014 Vehicle Replacement - Replace 7 Marked & 3 Unmarked vehicles: Veh# 6322, 6352, 6430, 6450, 6302, 6410, 6262, 531, 525, 5042. Current vehicles are sedans and ofwhich 2 will be converted to SUVs when replaced. Total capital costs of $394,000 in 2014 funded by replacement reserves. The additional capital costs increases annual replacement reserves by $24,536 beginning in 2015. Replace Tasers - Qty 10 in 2013 and Qty 10 in 2014. Current vendor will not 20,000 22,320 repair or support tasers that are in excess of 5 years old. 20 tasers will need to be replaced per year in order to maintain the current supply assigned. Total replacement cost of $20K in 2013 and $20K in 2014 funded by new $. Establish annual replacement reserves of collection $2,320 per year one-time funded in 2013 and 2014, ongoing funded in 2015 and beyond. Replace 2 Radar Units - Due to units cannot be economically repaired. - Total capital cost of $4,500 in 2013 funded by replacement reserves. Replace Total Station Equipment - Used for mapping both crime scenes 5,703 and major traffic collisions. The system is outdated and will soon be unsupported. Replacement is needed to ensure investigations are consistent with industry standards in order to provide the information and data for prosecution. Total 1-time capital costs of $68,000 in 2013 funded by replacement reserves of $22,960 and Traffic Safety Fund of $45,040. Ongoing annual maintenance fee of $990 is one-time funded in 2014 and ongoing funded in 2015 and beyond. Additional annual replacement reserves of $4,713 is one-time funded in 2014 and ongoing funded in 2015 and beyond. TRANS - 14 LETTER OF TRANSMITTAL 2013/2014 Biennial Budget Mayor's Recommended Changes — Other Funds Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Return Excess Reserwes to General Fund: $ 485,746 $ - $ - $ - Total - Information Technology: $ 87,651 $ - $ - $ - City -Wide 87,651 Total -Mail & Duplication Services: $ 769588 $ - $ - $ - City -Wide 76,588 Total - Fleet & Equipment $ 321,507 $ - $ - $ - Commimity & Economic Development 16,263 Parks & Recreation 57,338 Public Works 25,928 Police 147,689 Surplus Proceeds - Police 41,670 Surplus Proceeds-NonPolice 32,619 Return Excess Reserwes to Surface Water Management Fund: $ 109464 $ - $ - $ - Total - Fleet & Equipment: $ 10,464 $ - $ - $ Transfer to Surface Water Management Fund 10,464 Temporary Suspension of ReplacementReserveCollection: $ - $ (40,951) $ - $ (40,951) Total - Surface Water Management: $ - $ (40,951) $ - $ (40,951) Fleet & Equipment Reserves - (40,951) (40,951) New Program Additions: $ - $ 35,250 $ - $ 379432 Total - Special Studies/Contract: - - - - Security -CJIS Two Factor Authentication - ProxCardsystemtobein compliant with all Criminal Justice Information system(CJIS) security policies when Police runs background or criminal history checks via State of Washington ACCESS computer system Total one-time cost is $26,000 in 2013 and $1,600 in 2014 funded by Comcast Unrestricted Technology Fund. Total - Federal Way Community Center: - - - - Replace Carpet - Due to damage and stains in the Forest Lounge (former Senior Lounge). Classroom hosts many private rentals, community center and recreation classes. The room has become a popular rental room for medium -size private rentals, and requires that the room remain in good condition. Staffing efforts to repair tom seams and remove stains have been exhausted. Total one-time cost of $4,000 in 2013 funded by capital reserves. Replace Climbing Pinnacle Supplies - Replace worn out and damaged climbing shoes, climbing harnesses, ropes, and holds to ensure customer service. Total one-time cost of $3,000 in 2013 funded by capital reserves. Replace Exercise Equipment (3 treadmills, 3 adaptive motion trainers, 1 stepmill) - Equipment is beyond its useful life; concerns about equipment reliability, combined with increased demands from increased membership; numerous repairs/replacement ofmajorparts. Membership sales and retention remain primary objectives in meeting facility and budget goals, of which the need to maintain a satisfactory level of equipment offerings plays a significant role. To remain a relevant facility in the local fitness center market, the community center cannot afford to have outdated or out -of - order of equipment. Total one-time cost of $49,557 in 2013 funded by capital reserves. TRANS - 15 CITY OF FEDERAL WAY 2 01312 014 PROPOSED B UDGET 2013/2014 Biennial Budget Mayor's Recommended Changes — Other Funds (continued) Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing New ProgramAddidons (continued): Total - Surface Water Management: $ - $ 35,250 $ - $ 37,432 Replace Concrete Asphalt Saw - The current s aw is undersized for the - 200 work typically being performed by the SWM crew. This creates both a safety issue with respect to the blade riding up out ofthe cut and also requires extra crew time and equipment to perform the work due to not being able to completely cult through the concrete curb sections. The saw has reached its useful life and can be traded in on a new/larger saw. This will improve crew efficiency and safety. Total capital cost of $11,014 is funded by $8,514 replacement reserves, $2,000 capacity grant and $500 trade-in. Equipment is also used by Parks & Streets. Purchase of larger saw increases annual replacement reserves by $200 based on a 10 year life. Replace Asphalt/Concrete Support Trailer - The asphalt/concrete saw 1,982 trailer and associated equipment (suction/vacuum system, water tanks, generator, waste storage tank, etc) purchased in 1994 has exceeded its useful life and repairs are required annually to keep it operable. To provide safe and reliable transportation and operation ofthe saw cutting equipment, it is recommended that the trailer and support equipment be replaced in 2013. Total capital cost of $12,000 funded by $2,441 replacement reserves, $9,559 capacity grant. The annual replacement reserves is expected to increase from $128 to $2,110 due to type oftrailer and equipment necessary to allow concrete saw cutting under the current regulatory environment. Replace Dump Truck - 14,000 GV W cab over flat bed dump truck purchased in 1999 with F-450 diesel crew cab 4X4 flat bed truck. Current vehicle has 44,500 all in -town mileage. Vehicle shows signs of engine trouble and would need costly repairs. While the vehicle is used extensively to pull the mowing equipment and provide construction support, the workload placed upon it and the vehicle does not accommodate enough passengers to avoid crews having to use and additional vehicle during the mowing season. This vehicle is key in mowing operations and any down time impacts crew productivity. Total one-time cost of $52,747 in 2013 funded by $49,747 replacement reserves and $3,000 auction proceeds. Street Sweeping Contract Cost Increase - Estimated 12% due to higher fuel 12,500 12,500 and labor costs. Vactoring Services Contract Increase - Additional costs for vactoring 18,750 18,750 services expected in 2013/2014 due to an increase in labor costs, fuel costs and disposal costs. For the past 6 year, the city has been successful in preventing any cost increases in our vactoring contract thru negotiating and extending the original contract. The contract can no longer be extended and the City must go back out to bid for vactoring services. Since 2007, prevailing wage costs have increased approximately 20% while fuel and disposal costs have increased by approximately 10% each. The vactoring service is a key component to the City's compliance with NPDFS II pemut and the City is obligated to perform system cleaning as described in the City's catch basin cleaning circuit program schedule. One -Call Services - Subscribe to One -Call Services to make available a 4,000 4,000 single point of contact that contractors can call to inform all entities with underground utilities in the area ofplanned digging activities to locate and mark their utilities ahead of construction. Currently contractors working in the ROW are required to performtheir own assessment ofwhere the City's stormwater infrastructure is relative to their project. The current practice is no longer sufficient to be certain that the contractor is responsible for any damage to the City's infrastructure. TRANS - 16 CITY OF FEDERAL WAY 2 01312 014 PROPOSED BUDGET CITY MAP gq Kent Des Moin s s a Star Late Puget Sow?d g _ V J - a aseth sz Federal If ' Dumas Bay nn Way d .�+^ • e Center�3 W a Fasters Dolloi Lake Lal�� Lal� a s J lam sz � � W w a a Community Q I Plorth Center o Lam Nop �tsgaxarxs X m • a • a ° yvz � ity O Tacoma 1 \ w a P �xa sr ♦ w b iJ Geneva — a � Faye Mile Laic t�7 Trout Milton 0 0.5 1 Ed¢ Miles M,p D t 1Oraoo8 City Limits 7iaas reap as accompanied by GS Dax� &' 33325 O@Lke.5. NQ warranties, and is simply PO D_9718 a • City Facilities a graphic representation. {253 $ 000 9�639 18 The City is located 25 miles south of downtown Seattle and just 8 miles north of downtown Tacoma. Federal Way has 8 miles of Puget Sound waterfront and is in the southwestern corner of King County. Federal Way is connected to the region by three exits along Interstate 5, as well as access points to State Highways 18, 509, 161 and Pacific Highway/SR99. This provides easy access to Sea-Tac International Airport (12 miles) and the Ports of Seattle and Tacoma. The climate, which is heavily influenced by its proximity to the Puget Sound, is relatively mild -temperate. The abundance of moist marine air keeps the temperature mild year round. The Federal Way area reaches an average high temperature of 75 degrees in July and an average low temperature of 33 degrees in January. Precipitation ranges from .71 inches in July to 5.7 inches in January. Rapid retail and residential growth created significant changes in the community during the 1970's and 1980's. Desiring controlled, quality growth and community identity, Federal Way citizens organized to form what immediately became Washington's sixth largest city, incorporating in February of 1990. More information is available on our website www.cityoffederalway.com TRANS - 17 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CITY OF FEDERAL WAY HISTORY The earliest recorded accounts of the Federal Way area tell of Native American families who resided in the area of the Muckleshoot Reservation on the east side of the Green River Valley and traveled west to the shores of Puget Sound for the plentiful fisheries resources. Generations of Muckleshoot Indians wore a westward trail across the heavily forested plateau to the area which is now Saltwater State Park. The arrival of the white man in the nineteenth century resulted in a steady decline in the Indian population and by 1890, nearly the entire population had disappeared from the area. Isolated on a triangular shaped plateau rising steeply from Puget Sound, the Federal Way area had little waterfront access or roadways and accordingly, was sparingly developed compared to Tacoma and Seattle. As late as the turn of the century, the original settlers at Dash Point and Dumas Bay had to row to Tacoma for supplies and mail. Old Military Road, constructed around 1856 and extending north from Fort Steilacoom, past Star Lake to Seattle and Fort Lawton, was the first road through the area. Over time, narrow dirt roads were added to provide east/west access and by 1900, a road was constructed between Star Lake and Redondo. The second crossroad, the "Seattle Road," connected old Military Road and Kent. The Seattle -Tacoma Interurban Line, completed in 1901, provided a fast and easy way to reach these urban cities. Improved access brought many visitors to the area and Star Lake became a popular summer recreation site. By the 1920s, Federal Highway 99, the interstate that linked the western states from north to south, was complete. At this time, Federal Way was still primarily forest and farmland. Fred Hoyt had a cabin on Dumas Bay and started a road to Tacoma (still called Hoyt Road). The timber companies, which had a major logging operation going, built an early railroad line and were instrumental in getting Marine View Highway (now Dash Point Road) built in the early 1920s. This roadway spurred development along the coastline. Soon thereafter, Peasley Canyon Road was built to connect Military Road with the Auburn Valley. This road later became known as South 320th Street. In these early days, roadways set the stage for development in the area and they still play an important role in the City today. By the start of World War II, a number of small, thriving communities made up the area that is now Federal Way. Some communities were clustered around lakes, such as Steel Lake, Star Lake, and Lake Geneva. Others were sited to take advantage of the view of Puget Sound, like Adelaide and Buenna. As each of these communities grew, residents built small schoolhouses for their children. By the late 1940s, King County consolidated the many individual red schoolhouses into the Federal Way School District, from which the City gets its name. During this same period, a library was built along the edge of Highway 99, and between 308th Street and 320th Street, a small "downtown" developed with a general store, lumber yard, realty office, beauty parlor, feed store, and gas station. By the end of the 1950s, the ten blocks between 308th and 320th Streets became the first roadside commercial district. One of the more unique developments was Santa Faire, a family oriented theme park. New shopping areas were added around the park, helping to create a "community focus" for the residents of the area. As this commercial area developed, the rest of Federal Way was changing as well. The Boeing Company expanded their operations in Renton and the Kent Valley and began advertising nationally for engineers. Those engineers in turn began roaming the wooded acreage in Federal Way in search of housing. One of the earliest residential developments was Marine Hills, built in 1958 overlooking Puget Sound. Weyerhaeuser, one of the early timber companies, had large land holdings in the area and began to develop their land into high quality housing with amenities like golf courses. Weyerhaeuser's development company also began developing commercial property, creating the West Campus business park. The plan was to integrate offices and businesses with lush landscaping. Though initially the corporate office market was not strong, West Campus has grown almost to capacity, providing space for many civic buildings such as City Hall, the police station, the area's major health care centers, and higher density housing. Another major landmark in the area is SeaTac Mall, built in the mid-1970s on what was farmland south of 320th Street. The Mall is one of the largest in South King County and is the anchor for retail development in the area. The Mall was a result of population growth in the region and its location was determined by the 320th Street intersection with Interstate 5. The Interstate supplanted Highway 99 as the main artery for commuter traffic in the County. By the mid 1980s, South King County was growing quickly. Retail growth occurred along Highway 99, especially at the 320th Street intersection. Roads and office space were developed to accommodate the increased growth. Residential growth was also prominent, following plans developed by King County, with a large number of apartment homes. The changes to the community, with increased housing and traffic, created a movement for greater self-determination. In 1989, the citizens of this area voted for incorporation and the City of Federal Way was born, incorporating on February 28, 1990. TRANS - 18 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET Aerial View of Federal Way, July 2007 TRANS - 19 CITY OF FEDERAL WAY 2 01312 014 PROPOSED BUDGET This page left intentionally blank TRANS - 20 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET INTRODUCTORY 2013/2014 CITY OFFICIALS LEGISLATIVE BODY Position Council Member Term Term Expires Contact Information Elected Mayor, Skip Priest 4 years 12/31/2013 skip.priestgcityoffederalwa, (253) 835-2402 Position 41 Jim Ferrell 4 years 12/31/2015 jim.ferrellgcityoffederalway.com (253) 835-2401 Position #2 Linda Kochmar 4 years 12/31/2013 linda.kochmar(c�r�,cityoffederalwi! (253)835-2401 Position #3 Susan Honda 4 years 12/31/2015 susan.hondakcityoffederalwa. (253)835-2401 Position 44 Jeanne Burbidge 4 years 12/31/2013 jeanne.burbid eg (&cityoffederalway.com (253) 835-2401 Position #5 Bob Celski 4 years 12/31/2015 bob.celskigcityoffederalwa, (253)835-2401 Position #6 Roger Freeman 4 years 12/31/2013 roger.freeman(&cityoffederalwa. (253)835-2401 Position 47 Dini Duclos 4 years 12/31/2015 dini.duclos(iDcityoffederalway.com (253) 835-2401 SKIP PRIEST Mayor JEANNE BURBIDGE Councilmember JIM FERRELL Councilmember BOB CELSKI Councilmember LINDA KOCHMAR Councilmember ROGER FREEMAN Councilmember INTRO - 1 SUSAN HONDA Councilmember DINI DUCLOS Councilmember CITY OF FEDERAL WAY 201312014 PROPOSED B UDGET JUDICIAL BRANCH Elected/ Position Employee Appointed Term Presiding Judge David Larson Elected N/A Judge Rebecca Robertson Elected N/A Court Administrator Susanne White Appointed N/A Office Date Contact Information 03/03/08 david.larson(a)cityoffederalway.com (253)835-3012 01/01/10 rebecca.robertsongcityoffederalway.com (253)835-3025 02/22/10 susanne.whitegcityoffederalway.com (253)835-3000 CITY ADMINISTRATION Position Employ Appointment Contact Information Police Chief Brian J. Wilson 05/05/09 brian.wilsongcityoffederalwa, (253)835-6711 Parks and Public Works Director Cary M. Roe 07/01/09 cary.roe(&cityoffederalway.com (253)835-2414 City Attorney Patricia Richardson 10/07/02 Patricia.richardson(dcityoffederalway.com (253) 835-2570 Community & Economic Patrick Doherty 01/01/11 patrick.doherty_kcityoffederalway.com Development Director (253) 835-2612 Finance Director Tho Kraus 03/10/08 tho.kraus(c�r�,cityoffederalwa, (253)835-2520 INTRO - 2 INTRODUCTORY 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 INTRO - 3 CITY OF FEDERAL WAY 201312014 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. INTRO - 4 x CITY OF FEDERAL WAY ORGANIZATION CHART AND OPERATION SUMMARY Municipal Court * Misdemeanors & Gross Misdemeanors * Traffic & Non -traffic Infractions * Probation Services * Civil Impounds 11 Staffing 13.00 12 Staffing 13.00 FTE Change - 13/14 Proposed 13.00 Frozen FTE - One-time FTE Finance Payroll * Accounts Payable * Purchasing * Accounts Receivable * Business License * General Accounting Budget * Banking and Investments * Monthly Financial Report * Audit Coordination * Internal Controls * Financial Planning/Anslysis 11 Staffing 7.00 12 Staffing 7.00 FTE Change - 13/14 Proposed 7.00 Frozen FTE - OnMimeFTE - Law * Civil Legal Services and Litigation * Legislative support * Prosecution * Provide Legal Counsel * Draft Contracts and Ordinances * Negotiate Contracts and Real Estate Transactions * Risk Management 11 Staffing 11.00 12 Staffing 11.00 FTE Change 1.00 13/14 Proposed 12.00 Frozen FTE - One-time FTE - Human Resources * Records Management * Hearing Examiner Cooed. * Codification Coordination * Licensing Enforcement * Commission & Board appointment process * Recruiting/Training * Benefits Administration * Employw)Labor Relations * Wellness * Retirement System * Civil Service 11 Staffing 4.50 12 Staffing 4.50 FTE Change - 13/14 Proposed 4.50 Frozen FTE - One-time FTE - CITIZENS OF FEDERAL WAY MAYOR'S OFFICE * Administer City-wide Operations and Budget * Coordinate Regional Affairs 11 Staffing 4.00 12 Staffing 3.00 FTE Change - 13/14 Proposed 3.00 Frozen FTE - One thne FTE Information Technology * Data Processing/ GIS * Mail & Copier * Systems Support Technology In&astmcture Network appliances * Customer Support Online, Remote Helpdesk Stafftraining * Applications Support Business Systems Setup/Support Database Administration 11 Staffing 7.00 12 Staining 7.00 FTE Change (1.00) 13/14 Proposed 6.00 Frozen FTE - One-time FTE 1.00 Police * Crime Analysis/Prevention * Traffic Safety Education & Enforcement *Investigation Patrol * Emergency Communication * Community Safety and Education Programs * Fleet Management * Animal Services 11 Staffing 135.00 12 Staffing 132.00 FTE Change 13.00 13/14 Proposed 145.00 Frozen FTE 2.00 One-time FTE 6.00 City Council * Represents the People ofFederal Way * Adopt Ordinances and Resolutions * Grant Franchises * Levy Taxes and Appropriate Funds * Establish Policy Guidelines 11 Staffing 3.50 12 Staffing 4.15 FTE Change - 13/14 Proposed 4.15 Frozen FTE - One-time FTE Community & Economic Development * Economic Development * Land Use Management --Permit process --Legislative * Bldg Permits & Inspections * Code Compliance * Hunan Services * Comm. Dev. Block Grant * Neighborhood Develop 11 Staffing 20.00 12 Staffing 21.00 FTE Change 1.35 13/14 Proposed 22.35 Frozen FTE 1.00 One-time FTE - Position Summary Authorized' Proposed Proposed Year FTE Change Total 2010 Actual 340.08 - - 2011 Actual 320.55 - - 2012 Year-end 318.05 - - 2013 Proposed 303.90 - 303.90 2014 Proposed 303.90 - 303.90 1. Authorized Positions includes one-time & frozen FTEs. Parks & Public Works * Development Services --Permitting --Inspection --Legislation * Maintenance, Operating, & Development of --Public Right -of -Way --Traffic Systems --Surface Water Mgmt * Solid Waste/Recycling * Emergency Management * Fleet Management * Community Center * Recreation & Athletic Progs * Park maintenance/operation & Development * Community Events & Arta * Public Facility Management & Development * Donnas Bay Centre Operations * Knutzen Family Theatre * Open Space Management 11 Staffing 75.40 12 Staffing 75.40 FTE Change - 13/14 Proposed 75.40 Frozen FTE - One-time FTE 1.50 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET BOARDS AND COMMISSIONS Arts Commission Purpose: 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. Number of Members: 9 members Appointed by: City Council Current Members: Lorie Weldon, Bruce Lee, Carrol Clemens, Maureen Hathaway, Keith Livingston, Cynthia Piennett, Frances Tanner, Mary Tynan and Cathy Mason Meeting Information: 1 st Thursday of each month at 7:30 a.m. - Federal Way Community Center Civil Service Commission Purpose: The Civil Service Commission powers and performs the duties established by state law in connection with the selection, appointment, promotion, demotion and employment of commissioned officers below the rank of Director of Police Services. Number of Members: 5 members Appointed by: Mayor Current Members: Kandice Kimberling, John Fairbanks, Michael Moneck, Linda Purlee, and Mark Koppang Meeting Information: Ist Wednesday of each month at 7:00 p.m. - Hylebos Conference Room Diversity Commission Purpose: The Diversity Commission advises the City Council on policy matters involving the community's cultural and ethnic differences, ensuring that these differences are considered in the decision -making process. Number of Members: 9 members Appointed by: City Council Current Members: Bob Danielle, Gregory Baruso, Herman Brewer, Chris Brown, Arlene Gutierrez, Jessicka Rambus, Grace Rawsthorne, Mirya Roach and Troy Smith Meeting Information: Quarterly — January, April, July and October at 6:00 p.m. — Hylebos Conference Roam Ethics Board Purpose: The Ethics Board issues advisory opinions on the provisions of the Federal Way Code of Ethics; they also investigate and report to the City Council on any alleged violations of the Code of Ethics. Number of Members: 3 members Appointed by: City Council Current Members: Tony Aparicio, Byron K. Hiller and Donald Dennis Meeting Information: Meetings are semi-annual and as needed. Human Services Commission Purpose: The Human Services Commission makes reports and recommendations to the City Council and Mayor concerning human services issues. Number of Members: 9 members Appointed by: City Council Current Members: Ronald Secrete, Robyn Richins, Julie Davis, Elizabeth Hughes, Jan Owen, Kathryn Scanlon, Mary Schultz, Bob Wroblewski and Waiyego Pearson Meeting Information: 3rd Monday of each month at 5:30 p.m. — Hylebos Conference Room INTRO - 6 INTROD UCTOR Y Lodging Tax Advisory Commission Purpose: The membership of the Lodging Tax Advisory Committee consists of an elected official of the city who serves as chair, two representatives of businesses required to collect the tax, and two people involved in activities that are funded by revenue received from the tax. Number of Members: 7 members Appointed by: City Council Current Members: Councilmember Jeanne Burbidge, Emma Bulalacao-Brooks, Mike Dunwiddie, Rose Ehl, Ryan Miller, Joann Piquette and Rik Franze Meeting Information: 2nd Tuesday of each month at 8:00 a.m. — Hylebos Conference Room Parks and Recreation Commission 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: 9 members Appointed by: City Council Current Members: Brian Ailinger, Louise Wessel, Martin Moore, Carol Otto, Dwight Otto, George Pfeiffer, Marie Sciaqua, Jack Sharlock and Mike Hoefel Meeting Information: 1 st Thursday of each month at 6:30 p.m. — Hylebos Conference Room Planning Commission Purpose: 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. Number of Members: 7 members Appointed by: City Council Current Members: Merle Pfeifer, Hope Elder, Lawson Bronson, Wayne Carlson, Sarady Long, Tom Medhurst and Tim O'Neil Meeting Information: 1 st & 3rd Wednesday of each month at 7:00 p.m. — Council Chambers Youth Commission Purpose: 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. Number of Members: 13 members Appointed by: City Council Current Members: Sally Son, Edwin Park, Katharina Longman, Alice Kim, Stephanie Stanek, Sylvia Kim, Jina Yi, Ariana Steele, Brianna Lord, Alex Han, James Kim, Tyler Rivera and Vivek Ramanujan Meeting Information: 3rd Wednesday of each month at 5:00 p.m. — Federal Way Community Center Independent Salary Commission 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 Appointed by: Mayor & Approved by City Council Current Members: Ronald Secreto, Donald Dennis, Mark Koppang and two vacancies. Meeting Information: Even Years — Meeting dates vary — Hylebos Conference Room INTRO - 7 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 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 workplan and calendar for 2012: Process Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Council sets 2013/2014 budget priorities Management Team Develops Budget Strategies Mayor gives budget Directions Finance Department distributes budget instructions consistent with Mayor and City Council directions Departments prepare base -line revenue and expenditure estimates and new program requests Finance Department updates revenue estimates and compiles department submittals Mayor meets with Department staff to review their budget proposals Mayor makes specified adjustments to department submittals/establishes preliminary budget Preliminary budget document prepared, printed and filed with City Clerk and presented to the City Council (at least 60 days prior to the ensuing fiscal year) City Council conducts preliminary budget hearings City Clerk publishes notice of the filing of preliminary budget and notice of public hearing to be held during preliminary budget deliberations City Council conducts workshops and public hearings on the preliminary budget recommended by Mayor City Council instructs Mayor to make modifications to the budget City Council adopts an ordinance to establish the amount of k property taxes to be levied in the ensuing year Final budget, as adopted, is published and distributed within the first three months of the following year 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. *Indicates specific dates INTRO - 8 INTRODUCTORY 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 strategic reserves will be used to fund one-time or non -recurring costs. 4. Mitigation fees shall be used only for the project or purpose for which they were intended. INTRO - 9 CITYOFFEDERAL WAY201312014 PROPOSED BUDGET C. CONTINGENT ACCOUNTS 1. The City shall establish an appropriated Contingency Reserve in order to accommodate unexpected operational changes, legislative impacts, or other economic events affecting the City's operations which could not have been reasonably anticipated at the time the budget was prepared. Funding shall be targeted at three (3) percent of the City's General Fund operating expenditures. 2. The City shall establish an ending fund balance target of seven (7) percent of the City's General Fund operating expenditures. The purpose of the ending fund balance is to provide financial stability, cash flow for operations and the assurance that the City will be able to respond to revenue shortfalls with fiscal strength. 3. The City shall establish a Strategic Reserve in the Risk Management Fund which shall neither be appropriated nor spent without Council authorization. The purpose of the fund is to provide some fiscal means for the City to respond to potential adversities such as public emergencies, natural disasters or similarly major, unanticipated projects. Funding shall be targeted at not less than five (5) percent of the City's General Fund operating expenditures. 4. The City shall prefund each subsequent year's debt service (see II.B.7 below). 5. The City shall continue to set aside funding from the Strategic Reserve for the eventual implementation of a self-insurance program (see details in 5. below). 6. The City shall continue to set aside funding from the Strategic Reserve for a self- insurance reserve in the City's Risk Management Fund. As the City's mix and level of liabilities increase, it should have a foundation to implement a cost effective program to mitigate the expense of commercial insurance. The intent is to accumulate investment earnings from the Strategic Reserve and the self-insurance reserve until the self-insurance program is ready to be fully implemented. After that point the required amount will be transferred to appropriately fund the self-insurance reserve. Similar transfers will occur annually after that initial set-up. The City shall fund certain asset replacement reserves through depreciation charges paid to the Internal Service Funds (see 7. below). Replacement reserves based on estimated replacement value will be established for any equipment, furnishings, and computer software when the need will continue beyond the estimated initial useful life, regardless of whether the equipment is acquired via lease, gift—gLant or purchase. An equal annual amount will be included in the service charges paid by City departments to the various Internal Service funds (Information Systems, Mail & Duplication, Fleet and Equipment and Building) during the expected life of the asset. The furnishings reserve may be used for building rehabilitation and will be replenished in accordance with 9 below. This will permit the accumulation of cash to cost-effectively replace these assets and smooth out future budgetary impacts. The strategic reserve and self-insurance reserve should be replenished as soon as possible and always within three years from the time the reserve is used or falls below the target. Sources to replenish these reserves shall be from undesignated fund balances, deferring non -life safety capital, and operating revenues in this order. 10. Furnishing Replacement Reserve (if used for building rehabilitation projects): An amount equal to twice the annual depreciation of the project cost will be charged to each department until cost is fully recovered. INTRO - 10 INTRODUCTORY 11. The City shall maintain a $100,000 reserve for Snow and 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. 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. 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. 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. 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. INTRO - 11 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET K. FEES Involvement shall also be facilitated through City boards, task forces and commissions, which shall serve in advisory capacities to the Mayor and City Council. 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. 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 1. Capital project proposals should include as complete, reliable, and attainable cost estimates as possible. Project cost estimates for the Capital Budget should be based upon a thorough analysis of the project and are expected to be as reliable as the level of detail known about the project. Project cost estimates for the Ten -Year City Capital Improvement Plan will vary in reliability depending on whether they are to be undertaken in the first, fifth or tenth year of the Plan. 2. Capital proposals should include a comprehensive resource plan. This plan should include the amount and type of resources required, and the funding and financing strategies to be employed. The specific fund and timing should be outlined. The plan should indicate resources needed to complete any given phase of a project in addition to the total project. 3. 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. 5. 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. b. Project contingencies may, unless otherwise determined by the City Council, be used only to compensate for unforeseen circumstances requiring additional INTRO - 12 INTRODUCTORY funds to complete the project within the original project scope and identified needs. C. For budgeting purposes, project contingencies are a reasonable estimating tool. At the time of the contract award, the project's budgeted appropriation, including contingency, will be replaced with a new appropriation equal to the approved project contract contingency developed in the manner described above. 7. The City Administration shall seek ways of ensuring that administrative costs of carrying out the Capital Improvement Plan are kept at appropriate levels. 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. II. 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. INTRO - 13 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 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. 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. C. CAPITAL IMPROVEMENT PLAN (CIP) POLICIES Citizen participation in the Capital Improvement Program is a priority for the City. Among the activities which shall be conducted to address this need are the following: a. The Capital Improvement Plan shall be provided to the City Council in a timely manner to allow time for the Council members to review the proposal with constituents before it is considered for adoption. b. Council study sessions on the Capital Improvement Plan shall be open to the public and advertised sufficiently in advance of the meetings to allow for the attendance of interested citizens. C. Prior to the adoption of the Capital Improvement Plan, the City Council shall hold noticed public hearings to provide opportunities for citizens to express their opinions on the proposed plan. d. The City Planning Commission shall review the proposed City Improvement Plan and provide its comments on the Plan's contents before the Council considers the Plan for adoption. 2. All projects included in the Capital Improvement Plan shall be consistent with the City's Comprehensive Plan. The goals and policies for services, facilities, and transportation should be followed in the development of the City Improvement Plan. The Comprehensive Plan service level goals should be called out in the City Improvement Plan. 3. Capital projects shall be financed to the greatest extent possible through user fees and benefit districts when direct benefit to users results from construction of the project. Refer to Debt Policies for further detail. 4. Projects that involve intergovernmental cooperation in planning and funding should be established by an agreement that sets forth the basic responsibilities of the parties involved. 5. The Council will annually review and establish criteria against which capital proposals should be measured. Included among the factors which will be considered for priority - ranking are the following: a. Projects which have a positive impact on the operating budget (reduced expenditures, increased revenues); b. Projects which are programmed in the Ten -Year Operating Budget Forecast; Projects which can be completed or significantly advanced during the Ten -Year Capital Improvement Plan; INTRO - 14 INTRODUCTORY Projects which can be realistically accomplished during the year they are scheduled; Projects which implement previous Council -adopted reports and strategies. A complete list of criteria follows. INTRO - 15 CITYOFFEDERAL WAY201312014 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 (landbanking). 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. INTRO - 16 INTRODUCTORY BASIS OF ACCOUNTING AND BUDGETING Accounting records for the City are maintained in accordance with methods prescribed by the State Auditor under the authority of Washington State law, Chapter 43.09 R.C.W., and in compliance with generally accepted accounting principles as set forth by the Governmental Accounting Standards Board. Basis of Presentation - Fund Accounting The accounts of the City are organized on the basis of funds and account groups. Each fund is a separate accounting entity with a self -balancing group of accounts. There are three broad fund categories, seven generic fund types within those categories and two account groups. A purpose and description of the fund is provided on the fund pages in the Budget by Fund section of this budget document. Basis of Accounting Basis of accounting refers to when revenues, expenditures, expenses, transfers and the related assets and liabilities are recognized and reported in the financial statements. Basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied. The accrual basis of accounting is used by proprietary fund types. Under this method, revenues are recognized when earned, and expenses are recognized when incurred. The modified accrual basis of accounting is used by governmental, expendable trust and agency funds. Revenues and other financial resources are recognized when they become susceptible to accrual, i.e., when the related funds become both measurable and available to finance expenditures of the current period. To be considered "available", revenue must be collected during the current period or soon enough thereafter to pay current liabilities. Basis of Budgeting The City uses the same revenue and expenditure recognition principles for budgeting as for accounting with the exception of depreciation or amortization expenses in proprietary funds are not budgeted. Balanced Budget The state law prescribes a balanced budget where total expenditures and other uses not to exceed total resources (current revenue plus beginning fund balance). The city's budget policy further requires that "on -going expenditures" not to exceed "on -going revenues". Therefore, a balanced budget for Federal Way must meet both conditions. Budgetary Fund Balances Budgetary fund balance is the difference between current liability and current assets of a fund. This is the amount available for appropriations during the budget period. It is different than the fund equity or the net assets reported in the entity -wide financial statements as it does not include capital assets or long-term liabilities that are not available or due within current budget period. INTRO - 17 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET Scope of Budget and Fund Descriptions Budgets are adopted for the general, special revenue, and debt service funds on the modified accrual basis of accounting. Certain special revenue and capital project funds, however, are budgeted on a project -length basis. For governmental funds, there are no differences between the budgetary basis and generally accepted accounting principles. Budgets for project/grant related special revenue funds and capital project funds are adopted at the level of the individual project and for fiscal periods that correspond to the lives of projects. 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 reappropriation until authorized amounts are fully expended or the designated purpose of the fund has been accomplished. 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 2% for the Arts Fund Arterial Street Fund Community Center Fund Utility Tax Fund Traffic Safety Fund Solid Waste/Recycling Fund Community Development Block Grant Fund Special Contract/Studies Fund Paths and Trails Reserve Fund Hotel/Motel Lodging Tax 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 Municipal Facilities Fund Park Project Fund Surface Water Management Projects Fund Transportation Systems 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 INTRO - 18 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET EXECUTIVE SUMMARY SOURCES & USES - ALL FUNDS Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted Year-end $ Ch % Ch BEGINNING FUND BALANCE $ 59,464,165 $ 65,207,618 $ 40,446,847 $ 64,824,112 $ 64,824,118 $ 55,117,784 $ 47,532,912 $ (9,706,328) -15.0% OPERA TING RE VENUE: Property Taxes $ 9,614,197 $ 9,686,220 $ 9,625,000 $ 9,825,000 $ 9,825,000 $ 9,923,000 $ 10,022,000 $ 98,000 1.0% Sales Tax 10,708,951 10,858,381 10,791,000 10,586,000 10,586,000 10,692,000 10,799,000 106,000 1.0% Criminal Justice Sales Tax 1,701,120 1,795,971 1,652,000 1,719,000 1,719,000 1,719,000 1,719,000 - 0.0% Utility Tax 12,890,310 13,068,510 12,546,000 12,420,000 12,420,000 12,361,000 12,361,000 (59,000) -0.5% Real Estate Excise tax 1,403,361 1,560,395 900,000 1,400,000 1,100,000 1 1,400,000 1,400,000 - 0.0% Other Taxes 648,300 702,553 373,000 367,440 297,440 346,000 346,000 (21,440) -5.8% Licenses&Pemtits 2,524,641 2,201,918 2,447,418 2,219,271 2,234,271 2,124,000 2,142,000 (95,271) 4.3% Intergovernmental 3,051,765 2,896,866 2,136,000 2,777,000 2,562,000 2,384,000 2,292,000 (393,000) -14.2% Charges for Services 8,006,869 8,216,143 7,659,845 7,765,431 8,297,572 8,309,922 8,219,768 544,491 7.0% Fines & Forfeits 3,069,223 2,430,480 2,425,500 2,330,500 3,231,000 2,261,000 2,261,000 (69,500) -3.0% Miscellaneous Revenue 1,492,383 1,670,119 1,249,053 1,306,004 1,238,005 1,069,453 918,651 (236,551) -18.1% Total Operating Revenues $ 55,111,121 $ 55,087,555 $ 51,804,816 $ 52,715,646 $ 53,510,288 $ 52,589,375 $ 52,480,419 $ (126,271) -0.2% CAPITAL AND OTHER SOURCES: Capital Crants 14,290,538 7,262,470 5,450,000 8,527,957 6,194,581 2,061,000 3,586,000 (6,466,957) -75.8% Other Mis cellaneous Revenue 2,610,825 3,670,961 1,207,557 4,155,781 4,331,044 1,733,322 1,364,813 (2,422,459) -58.3% Total Other Sources $ 16,901,363 $ 10,933,431 $ 6,657,557 $ 12,683,738 $ 10,525,625 $ 3,794,322 $ 4,950,813 $ (8,889,416) -70.1% SUBTOTAL REVENUES $ 72,012,484 $ 66,020,986 $ 58,462,373 $ 65,399,384 $ 64,035,913 $ 56,383,697 $ 57,431,232 $ (9,015,687) -13.8% INTERFUND TRANSACTIONS: Interfund Charges 5,621,618 5,760,097 5,744,618 6,686,058 6,641,380 5,602,561 5,550,020 (1,083,497) -16.2% Interfund Transfers 23,382,552 22,426,588 16,441,898 17,992,447 17,992,447 18,148,476 17,665,463 156,029 0.9% Total Rev/Other Sources/Interfiind $ 101,016,654 $ 94,207,672 $ 80,648,889 $ 90,077,889 $ 88,669,740 $ 80,134,734 $ 80,646,715 $ (9,943,155) -11.0% TOTAL SOURCES $ 160,480,819 $ 159,415,289 $ 121,095,736 $ 154,902,001 $153,493,858 $135,252,518 $128,1799627 $ (1996499483) -12.7% OPERATING EXPENDITURE: City Council $ 279,241 $ 336,760 $ 411,985 $ 310,547 $ 310,547 $ 327,605 $ 329,289 $ 17,058 5.5% Mayor's Office 1,307,109 917,155 1,278,676 1,014,867 1,014,867 1,012,180 1,028,814 (2,687) -0.3% Municipal Court 1,393,501 1,406,887 1,642,099 1,569,747 1,569,747 1,448,101 1,493,957 (121,646) -7.7% Economic Development 314,730 269,106 336,746 509,834 509,834 297,229 298,242 (212,605) -41.7% Law 1,354,589 1,255,506 1,447,135 1,412,101 1,412,101 1,452,464 1,481,700 40,363 2.9% Finance 870,311 829,847 925,469 891,313 891,313 882,986 897,201 (8,327) -0.9% Human Resources 851,031 732,248 927,111 846,613 946,613 789,275 799,481 (57,338) -6.8% CotnnimityDevelopment 3,398,377 2,686,304 2,963,306 2,844,554 2,844,553 2,774,111 2,820,123 (70,443) -2.5% Police 23,342,433 22,227,468 22,414,779 21,810,664 21,285,683 23,108,549 23,639,479 1, 997,885 6.0% Parks & Recreation 6,490,520 6,234,059 6,411,988 6,499,249 6,496,199 6,351,153 6,434,620 (148,096) -2.3% Public Works 7,027,320 6,800,434 7,497,339 7,509,106 7,524,919 7,553,865 7,646,704 44,759 0.6% Debt Service (Regular) 1,320,256 1,237,395 2,248,676 1,323,676 1,845,376 2,205,300 2,228,123 881,624 66.6% CW - Wage/Benefits/Unalloc IS - (109,636) (131,529) (137,922) (131,529) n/a Total Operating Expenditures $ 47,949,417 $ 44,933,168 $ 48,395,673 $ 46,542,271 $ 46,551,752 $ 48,071,289 $ 48,959,811 $ 1,529,018 3.3% OTHER USES. Operating Grants/One-time Projects 3,903,346 8,244,691 5,123,341 13,495,732 13,473,604 6,255,670 5,711,492 (7,240,062) -53.6% Capital Improvements 16,223,913 15,377,985 13,958,214 26,221,470 16,560,160 10,547,555 10,242,500 (15,673,915) -59.8% Contingency Reserve Fund - - (118,449) 1,111,698 - 1,125,000 27,000 13,302 1.2% Total Other Uses $ 20,127,259 $ 23,622,676 $ 18,963,106 $ 40,828,900 $ 30,033,764 $ 17,928,225 $ 15,980,992 $ (22,900,675) -56.1% SUBTOTAL EXPENDITURES $ 68,076,676 $ 68,555,844 $ 67,358,779 $ 87,371,171 $ 76,585,516 $ 65,999,514 $ 64,940,803 $ (21,371,657) -24.5% INTERFUND TRANSACTIONS. Interfirnd Services 3,813,970 3,608,739 3,962,231 3,798,108 3,798,108 3,571,615 3,592,635 (226,493) -6.0% Interfund Transfers 23,382,555 22,426,588 16,441,898 17,992,447 17,992,447 18,148,476 17,665,463 156,029 0.9% Total Interfund Transactions $ 27,196,525 $ 26,035,327 $ 20,404,129 $ 21,790,555 $ 21,790,555 $ 21,720,091 $ 21,258,098 $ (70,464) -0.3% TotalExp/OtherUses/Interfund $ 95,273,200 $ 94,591,171 $ 87,762,908 $ 109,161,726 $ 98,376,071 $ 87,719,605 $ 86,198,901 $ (21,442,121) -19.6% Changes in Fund Balance $ 5,743,454 $ (383,499) $ (7,114,019) $ (19,083,837) $ (9,706,331) $ (7,584,871) $ (5,552,186) $ 11,498,966 -60.3% ENDING FUND BALANCE: $ 65,207,619 $ 64,824,118 $ 33,332,828 $ 45,740,275 $ 55,117,787 $ 47,532,913 $ 41,980,726 $ 1,792,638 3.9% TOTAL USES $ 160,480,819 $ 159,415,289 $ 121,095,736 $ 154,902,001 $ 153,493,858 $ 135,252,518 $ 128,179,627 $ (19,649,483) -12.7% EXEC - 1 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET SOURCES OF FUNDING - ALL FUNDS 2012 Adjusted Revenues $52.72M Misc Fines & 2.5% Forfeits 4.4% Property Tax Svcs Chrgs 18.6% 14.7% 5.3% I Lic & Permits Sales Tax 4.2% 20.1% Other Taxes 0.7% REST Utility Tams 2.7% 23.6% CJ Sales Tax 3.3% 2013 Proposed Revenues $52.59M Misc Fines & 2.0% Forfeits 4.3% Property Tax Svcs Chrgs 18.9% 15.8% Intergov't 4.5% Sales Tax Lic & Permits 20.3% 4.0% Other Taxes 0.7% Utility Taxes R EET 23.5% 2.7% CJ Sales Tax 3.3% Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $Chg %Chg OPERA TING RE VENUE: Property Taxes $ 9,614,197 $ 9,686,220 $ 9,625,000 $ 9,825,000 $ 9,825,000 $ 9,923,000 $ 10,022,000 $ 98,000 1.0% Sales Tax 10,708,951 10,858,381 10,791,000 10,586,000 10,586,000 10,692,000 10,799,000 106,000 1.0% Criminal Justice Sales Tax 1,701,120 1,795,971 1,652,000 1,719,000 1,719,000 1,719,000 1,719,000 - 0.0% Utility Tax 12,890,310 13,068,510 12,546,000 12,420,000 12,420,000 12,361,000 12,361,000 (59,000) -0.5% Real Estate Excise tax 1,403,361 1,560,395 900,000 1,400,000 1,100,000 1,400,000 1,400,000 - 0.0% Other Taxes 648,300 702,553 373,000 367,440 297,440 346,000 346,000 (21,440) -5.8% Licenses & Permits 2,524,641 2,201,918 2,447,418 2,219,271 2,234,271 2,124,000 2,142,000 (95,271) -4.3% Intergovernmental 3,051,765 2,896,866 2,136,000 2,777,000 2,562,000 2,384,000 2,292,000 (393,000) -14.2% Charges for Services 8,006,869 8,216,143 7,659,845 7,765,431 8,297,572 8,309,922 8,219,768 544,491 7.0% Fines & Forfeits 3,069,223 2,430,480 2,425,500 2,330,500 3231,000 2,261,000 2,261,000 (69,500) -3.0% Miscellaneous Revenue 1,492,383 1,670,119 1,249,053 1,306,004 1,238,005 1,069,453 918,651 (236,551) -18.1% Total Operating Revenues $ 55,111,121 $ 55,087,555 $ 51,804,816 $ 52,715,646 $ 53,510,288 $ 52,589,375 $ 52,480,419 1 $ (126,271) -0.2% CAPITAL AND OTHER SOURCES. Capital Grants 14,290,538 7,262,470 5,450,000 8,527,957 6,194,581 2,061,000 3,586,000 (6,466,957) -75.8% Other Miscellaneous Revenue 2,610,825 3,670,961 1,207,557 4,155,781 4,331,044 1,733,322 1,364,813 (2,422,459) -58.3% Total Other Sources $ 16,901,363 $ 10,933,431 $ 6,657,557 $ 12,683,738 $ 10,525,625 $ 3,794,322 $ 4,950,813 $ (8,889,416) -70.1% SUBTOTAL REVENUES $ 72,012,484 $ 66,020,986 $ 58,462,373 $ 65,399,384 $ 64,035,913 $ 56,383,697 $ 57,431,232 $ (9,015,687) -13.8% INTERFUND TRANSACTIONS: hrterfund Charges 5,621,618 5,760,097 5,744,618 6,686,058 6,641,380 5,602,561 5,550,020 (1,083,497) -16.2% Interfund Transfers 23,382,552 22,426,588 16,441,898 17,992,447 17,992,447 18,148,476 17,665,463 156,029 0.9% Total Rev/Other Sources/Interfund $ 101,016,654 $ 94,207,672 $ 80,648,889 $ 90,077,889 $ 88,669,740 $ 80,134,734 $ 80,646,715 $ (9,943,155) -11.0% Beginning Fund Balance $ 59,464,165 $ 65,207,618 $ 40,446,847 $ 64,824,112 $ 64,824,118 $ 55,117,784 $ 47,532,912 $ (9,706,328) -15.0% TOTALSOURCFS $ 160,480,819 $ 159,415,289 $ 121,095,736 $154,902,001 $ 153,493,858 $ 135,252,518 $ 128,179,627 $ (195649,483) -12.7% 1. Capital grants and capital improvements in 2012 Adjusted Budget includes carry forward of prior year projects whereas 2013/2014 proposed budget includes only projected 2013/2014 expenditures. EXEC - 2 EXECUTIVE SUMMARY USES OF FUNDING - ALL FUNDS 2012 Adjusted Expenditures $46.54M Debt Service (Regular) 2.8% Public Safety (Police, Administrative Prosecution, & Support Svcs Public Defender, 7.2% Court) 52.6% Parks & Recreation 14.0% Public Works 16.1% Community & Economic Development 7.2% 2013 Proposed Expenditures $48.07M Debt Service (Regular) 4.6% Public Safety (Police, Administrative & Prosecution, Support Svcs Public Defender, 6.8% Court) 53.4 % Parks & Recreation 13.2% Public Works 15.7 % Community & Economic Development 6.4% Item 2010 Actual 2011 I Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad Adopted Adjusted Year-end $Ch % Ch OPERATING EXPENDITURE: City Council $ 279,241 $ 336,760 $ 411,985 $ 310,547 $ 310,547 $ 327,605 $ 329,289 $ 17,058 5.5% Mayor's Office 1,307,109 917,155 1,278,676 1,014,867 1,014,867 1,012,180 1,028,814 (2,687) -0.3% Municipal Court 1,393,501 1,406,887 1,642,099 1,569,747 1,569,747 1,448,101 1,493,957 (121,646) -7.7% Economic Development 314,730 269,106 336,746 509,834 509,834 297,229 298,242 (212,605) -41.7% Law 1,354,589 1,255,506 1,447,135 1,412,101 1,412,101 1,452,464 1,481,700 40,363 2.9% Finance 870,311 829,847 925,469 891,313 891,313 882,986 897,201 (8,327) -0.9% Human Resources 851,031 732,248 927,111 846,613 846,613 789,275 799,481 (57,338) -6.8% Community Development 3,398,377 2,686,304 2,963,306 2,844,554 2,844,553 2,774,111 2,820,123 (70,443) -2.5% Police 23,342,433 22,227,468 22,414,779 21,810,664 21,285,683 23,108,549 23,639,479 1,297,885 6.0% Parks & Recreation 6,490,520 6,234,059 6,411,988 6,499,249 6,496,199 6,351,153 6,434,620 (148,096) -2.3% Public Works 7,027,320 6,800,434 7,497,339 7,509,106 7,524,919 7,553,865 7,646,704 44,759 0.6% Debt Service (Regular) 1,320,256 1,237,395 2,248,676 1,323,676 1,845,376 2,205,300 2,228,123 881,624 66.6% CW - Wage/Benefits/Unalloc IS (109,636) (131,529) (137,922) (131,529) n/a Total Operating Expenditures $ 47,949,417 $ 44,933,168 $ 48,395,673 $ 46,542,271 $ 46,551,752 $ 48,071,289 $ 48,959,811 $ 1,529,018 3.3% OTHER USES: Operating Grants/One-time Projects 3,903,346 8,244,691 5,123,341 13,495,732 13,473,604 6,255,670 5,711,492 (7,240,062) -53.6% Capital Improvements` 16,223,913 15,377,985 13,958,214 26,221,470 16,560,160 10,547,555 10,242,500 (15,673,915) -59.8% Contingency Reserve Fund - - (118,449) 1,111,698 - 1,125,000 27,000 13,302 1.2% Total Other Uses $ 20,127,259 $ 23,622,676 $ 18,963,106 $ 40,828,900 $ 30,033,764 $ 17,928,225 $ 15,980,992 $ (22,900,675) -56.1% SUBTOTAL EXPENDITURES $ 68,076,676 $ 68,555,844 $ 67,358,779 $ 87,371,171 $ 76,585,516 $ 65,999,514 $ 64,940,803 $ (21,371,657) -24.5% INTERFUND TRANSACTIONS. Interfund Services 3,813,970 3,608,739 3,962,231 3,798,108 3,798,108 3,571,615 3,592,635 (226,493) -6.0% Interfund Transfers 23,382,555 22,426,588 16,441,898 17,992,447 17,992,447 18,148,476 17,665,463 156,029 0.9% Total Interfund Transactions $ 27,196,525 $ 26,035,327 $ 20,404,129 $ 21,790,555 $ 21,790,555 $ 21,720,091 $ 21,258,098 $ (70,464) -0.3% TotalExp/Other Uses/Interfund $ 95,273,200 $ 94,591,171 $ 87,762,908 $ 109,161,726 $ 98,376,071 $ 87,719,605 $ 86,198,901 $ (21,442,121) -19.6% ENDINGFUNDBALANCE: $ 65,207,619 $ 64,824,118 $ 33,332,828 $ 45,740,275 $ 55,117,787 $ 47,532,913 $ 41,980,726 $ 1,792,638 3.9% TOTAL USES $ 160,480,819 $ 159,415,289 $ 121,095,736 $154,902,001 $ 153,493,858 $ 135,252,518 $ 128,179,627 $ (19,649,483) EXEC - 3 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 2013 PROPOSED BUDGET - SOURCES BY FUND AND CATEGORY General Street Subtotal Gen/Street Arterial Street Federal Way Comm. Center Utility Tax Solid Waste Lodging Tax CDBG Traffic Safety OPERATING REVENUE: Property Tax $ 9,923,000 $ - $ 9,923,000 $ - $ - $ - $ - $ - $ - $ Sales Tax 10,692,000 10,692,000 Utility Tax 12,361,000 Real Estate Excise Tax Criminal Justice Sales Tax 1,719,000 1,719,000 Gambling Tax 145,000 145,000 Other Taxes 6,000 6,000 195,000 Taxes $ 22,485,000 $ - $ 22,485,000 $ - $ - $ 12,361,000 $ - $ 195,000 $ - $ Fuel Tax 1,040,000 1,040,000 486,000 Liquor Excise Tax/Profit 646,000 646,000 Criminal Justice - State Shared 187,000 187,000 Other 16,000 16,000 Intergovernmental $ 849,000 $ 1,040,000 $ 1,889,000 $ 486,000 $ - $ - $ - $ - $ - $ Licenses & Permits 2,009,000 115,000 2,124,000 Charges for Services 2,130,000 200,000 2,330,000 1,611,000 284,671 Fines & Forfeitures 1,431,000 1,431,000 830,000 Miscellaneous 830,117 36,000 866,117 2,500 7,500 6,000 300 Total Oper. Revenues $ 29,734,117 $ 1,391,000 $ 31,125,117 $ 488,500 $ 1,618,500 $ 12,367,000 $ 284,671 $ 195,300 $ - $ 830,000 OTHER SOURCES: Interfund Charges Risk Management $ _ $ _ $ _ $ _ $ _ $ _ $ _ $ _ $ _ $ Information Systems Mail & Duplication Svcs Fleet & Equipment Buildings & Furnishings Other Financing Sources 165,549 576,000 Operating Transfer 8,348,187 2,223,085 10,571,272 1,048,000 683,000 Interfund Transfers 530,785 730,000 1,260,785 25,000 Other Miscellaneous 353,714 2,000 355,714 Total Rev/Other Sources $ 9,232,686 $ 2,955,085 $ 12,187,771 $ 1,048,000 $ 708,000 $ - $ 165,549 $ - $ 576,000 $ Beginning Fund Balances 9,606,273 100,000 9,706,273 0 1,079,675 3,714,674 154,'27 1 1,500,324 TOTAL SOURCES $ 48,573,076 $ 4,446,085 $ 53,019,161 $ 1,536,500 $ 3,406,175 $ 16,081,674 $ 604,347 $ 191,300 $ 576,001 $ 2,330,324 OPERATING EXPEND: City Council $ 327,605 $ - $ 327,605 $ - $ Mayor's Office 1,012,180 1,012,180 Municipal Court 1,448,101 1,448,101 Economic Development 101,929 101,929 195,300 Law 1,452,464 1,452,464 Finance 882,986 882,986 Human Resources 789,275 789,275 Community Development 2,774,111 2,774,111 Police Department 23,108,549 23,108,549 Parks & Recreation 3,499,751 3,499,751 2,168,353 Public Works 4,168,665 4,168,665 470,293 Debt Service (Regular) CW Unallocated 131,529 131,529 Total Oper. Expend. $ 35,265,422 $ 4,168,665 $ 39,434,087 $ - $ 2,168,353 $ - $ 470,293 $ 195,300 $ - $ OTHER USES: Other Financing Uses $ 3,654,119 $ 177,420 $ 3,831,539 $ - $ 56,557 $ - $ - $ - $ 576,000 $ Capital Improvements Downtown Redevelop City Facilities Parks Surface Water Mgmt Transportation 1,536,500 Interfund Services Cash Mgmt/Admin Fees 48,000 Risk Management Information Systems Mail & Duplication Svcs Fleet & Equipment Buildings & Furnishings Interfund Transfer 2,252,085 2,252,085 12,822,187 875,040 Contingency Reserve Fund 1,125,000 1,125,000 Total Other Uses $ 7,031,204 $ 177,420 $ 7,208,624 $ 1,536,500 $ 56,557 $ 12,870,187 $ - $ - $ 576,000 $ 875,040 Ending Fund Balances 6,276,450 100,001 6,376,450 0 1,181,264 3,211,487 134,054 1 1,455,284 TOTAL USES $ 48,573,076 $ 4446,086 $ 53,019,161 $ 1,536,500 $ 3,406,175 $ 16,081,674 $ 604,347 $ 195,300 $ 576,001 $ 2,330,324 EXEC - 4 EXECUTIVE SUMMARY 2013 PROPOSED BUDGET - SOURCES BY FUND AND CATEGORY Path & Trails Subtotal Special Rev Debt Service Surface Water Mgmt. Dumas Bay Centre Subtotal Oper Funds Subtotal Internal Svc. Subtotal CIP Subtotal Non -Annual Total All Funds OPERATING REVENUE: $ - $ - $ - $ - $ - $ 9,923,000 $ - $ - $ - $ 9,923,000 Property Tax 10692000 10692000 Sales Tax 12,361,000 12,361,000 12,361,000 Utility Tax 1,400,000 1,400,000 1,400,000 Real Estate Excise Tax 1,719,000 1,719,000 CrininalJustice Sales Tax 145,000 145,000 Gambling Tax 195,000 201,000 201,000 Other Taxes $ - $ 12,556,000 $1,400,000 $ - $ - $ 36,441,000 $ - $ - $ - $ 36,441,000 Taxes 9,000 495,000 1,535,000 1,535,000 Fuel Tax 646000 646000 Liquor ExciseTax/Profit 187,000 187,000 Crunmal Justice - State Shared 16,000 16,000 Other $ 9,000 $ 495,000 $ - $ - $ - $ 2,384,000 $ - $ - $ - $ 2,384,000 Intergovernmental 2,124,000 2,124000 Licenses & Permits 1,895,671 3,456,000 628,251 8,309,922 8,309,922 Charges for Services 830,000 2,261,000 2,261,000 Fines & Forfeitures 155,000 171,300 3,500 28,536 1,069,453 1,069,453 Miscellaneous $ 164,000 $ 15,947,971 $1,403,500 $ 3,484,536 $ 628,251 $ 52,589,375 $ - $ - $ - $ 52,589,375 Total Oper. Revenues OTHER SOURCES: Interfund Charges $ - $ - $ - $ - $ - $ - $ 769,268 $ - $ - $ 769,268 Risk Management 1944,782 1944 782 Information Systems 151,206 151,206 Mail & Duplication Svcs 2,218,948 2,218,948 Fleet & Equipment 518,357 518,357 Buildings & Furnishings 741549 11,559 753108 259,500 310000 1,322,608 Other Financing Sources 1731000 1832000 116000 14,250,272 2591000 16841 72 Operating Transfer 25,000 21,419 1,307,204 1,307,204 Interfind Transfers 355,714 55,000 2,061,000 2,471,714 Other Miscellaneous $ - $ 2,497,549 $1,832,000 $ 32,978 $ 116,000 $ 16,666.298 $ 5,917,061 $ 4,962,000 S - $ 27,545,359 Total Rev/Other Sources 159,807 6,608,607 3,705,294 2,523,185 2 22,543,357 15,701,975 16,844,852 27,600 55,117,784 Be Fund Balances $ 323,807 $ 25,054,127 $6,940,794 $ 6,040,699 $ 744,249 $ 91,799,030 $ 21,619,036 $ 21,806,852 $ 27,600 $ 135252,518 TOTAL SOURCES OPERATING EXPEND: $ - $ - $ - $ - $ - $ 327,605 $ - $ - $ - $ 327,605 City Council 1,012,180 1,012,180 Mayor's Office 1,448 101 1,448 101 Municipal Court 195,300 297,229 297,229 Economic Development 1,452,464 1,452,464 Law 882,986 882,986 Finance 789.275 789,275 Human Resources 2774111 2774111 Community Development 23,108,549 23,108,549 Police Department 2,168,353 683,049 6,351,153 6,351,153 Parks & Recreation 470,293 2,914,907 7,553 865 7,553,865 Public Works 2,014,488 190,812 2,205,300 2,205,300 Debt Service (Regular) 131,529 131,529 CW Unallocated $ - $ 2,833,946 $2,014,488 $ 3,105,719 $ 683,049 $ 48,071,289 $ - $ - $ - $ 48,071,289 Total Oper. Expend OTHER USES: $ - $ 632,557 $ - $ 22,514 $ - $ 4,486,610 $ 1743 060 $ - $ 26,000 $ 6,255,670 Other Financing Uses Capital Improvements Downtown Redevelop City Facildies 686,000 686,000 Parks 2,664,055 2,664,055 Surface Water Mgmt 1,536,500 1,536,500 5,661,000 7,197,500 Transportation Interfund Services 48,000 37,020 85,020 85,020 Cash Mgmt/Admm Fees 749,268 749,268 Risk Management 1,390,392 1,390,392 Infomtation Systems 105,556 105,556 Mail & Duplication Svcs 847,664 847,664 Fleet & Equipment 393,715 393,715 Buildings & Furnishings 155,000 13,852,227 1,217,000 238,000 17,559,312 507,164 82,000 18,148,476 Interfund Transfer 1,125,000 1,125,000 Contingency Reserve Fund $ 155,000 $ 16,069,294 $1,254,020 $ 260,514 $ - $ 24,792,442 $ 5,736,819 $ 9,093,055 S 26,000 $ 39,648,316 Total Other Uses 168,807 6,150,897 3,672,286 2,674,465 61,200 18,935,298 15,882,218 12,713,797 1,600 47,532,913 EndingFund Balances $ 323,807 $ 25,054,127 $6,940,794 $ 6,040,699 $ 744,249 $ 91,799,030 $ 21,619,036 $ 21,806,852 $ 27,600 $ 135,252,518 TOTAL USES EXEC - 5 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 2014 PROPOSED BUDGET - SOURCES BY FUND AND CATEGORY General Street Subtotal Gen/Street Arterial Street Federal Way Comm. Center Utility Tax Solid Waste Lodging Tax CDBG Traffic Safety OPERATING REVENUE: Property Tax $ 10,022,000 $ - $ 10,022,000 $ - $ - $ - $ - $ Sales Tax 10,799,000 10,799,000 Utility Tax 12,361,000 Real Estate Excise Tax Criminal Justice Sales Tax 1,719,000 1,719,000 Gambling Tax 145,000 145,000 Other Taxes 6,000 6,000 195,000 Taxes $ 22,691,000 $ - $ 22,691,000 $ - $ - $ 12,361,000 $ - $ 195,000 $ - $ Fuel Tax 1,040,000 1,040,000 486,000 Liquor Excise Tax/Profit 646,000 646,000 Crunmal Justice - State Shared 95,000 95,000 Other 16,000 16,000 Intergovernmental $ 757,000 $ 1,040,000 $ 1,797,000 $ 486,000 $ - $ - $ - $ - $ - $ Licenses & Permits 2,027,000 115,000 2,142,000 Charges for Services 2,030,000 200,000 2,230,000 1,611,000 287,517 Fines & Forfeitures 1,431,000 1,431,000 830,000 Miscellaneous 834315 36,000 870315 2,500 7,500 6,000 300 Total Oper. Revenues $ 29,770,315 $ 1,391,000 $ 31,161,315 $ 488,500 $ 1,618,500 $ 12,367,000 $ 287,517 $ 195300 $ - $ 830,000 OTHER SOURCES: Interfund Charges Risk Management $ _ $ _ $ _ $ _ $ _ $ _ $ _ $ _ $ _ g Information Systems Mad & Duplication Svcs Fleet & Equipment Buildings & Furnishings Other Financing Sources 156,736 576,000 Operating Transfer 8,348,187 2,282,276 10,630,463 1,048,000 683,000 Interfund Transfers 730,000 730,000 25,000 Other Miscellaneous 8,577 2,000 10,577 Total Rev/Other Sources $ 8,356,764 $ 3,014,276 $ 11,371,040 ,00 $ 1,0480 $ MI $ - $ 156,736 S - $ 576,000 S Be Fund Balances 6,276,450 100,000 6,376,450(0), 0 1,181,264 3,211,486 134,054 1 1,455,284 TOTAL SOURCES $ 44,403,529 $ 4,505,276 $ 48,908,805 $ 1,536,500 $ 3,507,764 $ 15,578,486 $ 578,307 $ 195,300 $ 576,001 $ 2,285,294 OPERATING EXPEND: City Council $ 329,289 $ - $ 329,289 $ - $ - $ - $ - S - $ - $ Mayor's Office 1,028,814 1,028,814 Municipal Court 1,493,957 1,493,957 Economic Development 102,942 102,942 195,300 Law 1,481,700 1,481,700 Finance 897,201 897,201 Human Resources 799,481 799,481 Community Development 2,820,123 2,820,123 Police Department 23,639,479 23,639,479 Parks & Recreation 3,541,781 3,541,781 2,197,775 Public Works 4,213,562 4,213,562 467,260 Debt Service (Regular) CW Unallocated 137,922 137,922 Total Oper. Expend. $ 35,996,845 $ 4,213,562 $ 40,210,407 $ - $ 2,197,775 $ - $ 467,260 $ 195,300 $ - $ OTHER USES: Other Financing Uses $ 3,568,235 $ 191,714 $ 3,759,949 $ - $ - $ - $ - $ - $ 576,000 $ Capital Improvements Downtown Redevelop City Facilities Parks Surface Water Mgmt Transportation 1,536,500 Interfund Services Cash Mgmt/Admnr Fees 48,000 Risk Management Information Systems Mad & Duplication Svcs Fleet & Equipment Buildings & Furnishings Interfund Transfer 2,311,276 2,311,276 12,822,187 830,000 Contingency Reserve Fund 27,000 27,000 Total Other Uses $ 5,906,511 $ 191,714 $ 6,098,225 $ 1,536,500 $ - 1 $ 12,870,187 $ - $ - $ 576,000 S 830,000 Ending Fund Balances 2,500,173 99,999 2,600,173 0 1,309,990 2,708,299 111,047 1 1,455,294 TOTAL USES $ 44,403,539 $ 4,505,275 1 $ 48,908,805 1 $ 1,536,500 1 $ 3,507,764 1 $ 15,578,486 1 $ 578,307 1 $ 195,300 1 $ 576,001 1 $ 2,285,284 EXEC - 6 EXECUTIVE SUMMARY 2014 PROPOSED BUDGET - SOURCES BY FUND AND CATEGORY Path & Trails Subtotal Special Rev Debt Service Surface Water Mgmt. Dumas Bay Centre Subtotal Oper Funds Subtotal Internal Svc. Subtotal CIP Subtotal Non -Annual Total All Funds OPERATING REVENUE: $ - $ - $ - $ - $ - $ 10,022,000 $ - $ - $ - $ 10,022,000 Property Tax 10,799,000 10,799,000 Sales Tax 12,361,000 12,361,000 12,361,000 Utility Tax 1,400,000 1,400,000 1,400,000 Real Estate Excise Tax 1,719,000 1,719,000 Criminal Justice Sales Tax 145,000 145,000 Gambling Tax 195,000 201,000 201,000 Other Taxes $ - $ 12,556,000 $1,400,000 $ - $ - $ 36,647,000 $ - $ - $ - $ 36,647,000 Taxes 9,000 495,000 1535 000 1,535,000 Fuel Tax 646000 646000 Liquor ExciseTax/Profit 95,000 95,000 Criminal Justice - State Shared 16,000 16,000 Other $ 9,000 $ 495,000 $ - $ - $ - $ 2,292,000 $ - $ - $ - $ 2,292,000 Intergovernmental 2,142,000 2,142,000 Licenses & Permits 1,898,517 3,456,000 635,251 8,219,768 8,219,768 Charges for Services 830000 2,261,000 2,261000 Fines & Forfeitures 16,300 3,500 28,536 918,651 918,651 Miscellaneous $ 9,000 $ 15,795,817 $1,403,500 $ 3,484,536 $ 635,251 $ 52,480,419 $ - $ - $ - $ 52,480,419 Total Oper. Revenues OTHER SOURCES: Interfund Charges $ - $ - $ - $ - $ - $ - $ 769,268 $ - $ - $ 769,268 Risk Management 1,867,978 1,867,978 Information Systems 149,037 149,037 Mail & Duplication Svcs 22U,702 2,244,702 Fleet & Equipment 519,035 519,035 Buildings & Furnishings 732,736 732,736 259,500 310,000 1,302 36 Other Financing Sources 1731000 1832000 116000 14,309,463 2,601,000 16910463 Operating Transfer 25,000 755,000 755,000 Interfund Transfers 10,577 52,000 3,586,000 3,648,577 Other Miscellaneous $ - $ 2,488,736 $1,832,000 $ - $ 116,000 $ 15,807,776 $ 5,861,520 $ 6,497,000 $ - $ 28,166,296 Total Rev/Other Sources 168,807 6,150,896 3,672,286 2,674,465 61,200 18,935,297 15,882,218 12,713,797 1,600 47,532,912 Beginning Fond Balances $ 177,807 $ 24,435,449 $6,907,786 $ 6,159,001 $ 812,451 $ 87,223,492 $ 21,743,738 $ 19,210,797 $ 1,600 $ 128,179,627 TOTAL SOURCES OPERATING EXPEND: $ - $ - $ - $ - $ - $ 329289 $ - $ - $ - $ 329,289 City Council 1028 814 1028 814 Mayor's Office 1493 957 1493 957 Municipal Court 195,300 298,242 298,242 Economic Development 1,481,700 1,481,700 Law 897,201 897,201 Finance 799,481 799,481 Human Resources 2,820,123 2,820,123 Community Development 23 639,479 23,639479 Police Department 2197775 695065 6434,620 6,434620 Parks & Recreation 467,260 2965882 7646704 7646704 Public Works 2,039,134 188,989 2 28,123 2,228,123 Debt Service (Regular) 137,922 137,922 CW Unallocated $ - $ 2,860,335 $2,039,134 $ 3,154,871 $ 695,065 $ 48,959,811 $ - $ - $ - $ 48,959,811 Total Oper. Expend. OTHER USES: $ - $ 576,000 $ - $ - $ - $ 4,335,949 $ 1,373,943 $ - $ 1,600 $ 5,711,492 Other Financing Uses Capital Improvements Downtown Redevelop City Facilities 1,373,000 1,373000 Parks 246000 246000 Surface Water Mgmt 1,536,500 1536 500 7,087,000 8,623,500 Transportation Interfund Services 48,000 36,416 84,416 84,416 Cash Mgmt/Admin Fees 749,268 749,268 Risk Management 1,410,708 1,410,708 Information Systems 105,556 105,556 Mail & Duplication Svcs 948,294 848,294 Fleet & Equipment 394,393 394,393 Buildings & Furnishings 157,000 13 809187 1217,000 246 000 17 583,463 82,000 17,665 463 Interfund Transfer 27,000 27,000 Contingency Reserve Fund $ 157,000 $ 15,969,687 $1,253,416 $ 246,000 $ - $ 23,567,328 $ 4,882,162 $ 8,788,000 $ 11600 $ 37,239,090 Total Other Uses 20,807 5,605,427 3,615,236 2,758,131 117,386 14,696,353 16,861,575 10,422,797 0 4I,98Q726 Endin Fund Balances $ 177,807 $ 24,435,449 $6,907,786 $ 61159,001 $ 812,451 $ 87,223,492 1 $ 21,743,738 $ 19,210,797 $ 1,600 1 $ 128,179,627 TOTAL USES EXEC - 7 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET EXPENDITURE LINE -ITEM SUMMARY - ALL FUNDS Obj Code 1 Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $Ch %Ch Operating Expenditures: 110 Salaries & Wages $ 23,119,785 $ 19,969,972 $ 21,226,784 $ 20,376,870 $ 20,046,643 $ 20,929,770 $ 21,000,786 $ 552,900 2.7% 111/1 Temporary Help 1,237,438 1,240,641 1,268,722 1,422,442 1,422,442 1,309,347 1,313,347 (113,095) -8.0% 120 Overtime 549,101 862,590 835,371 835,371 835,371 819,341 819,341 (16,030) -1.9% 200 Benefits 7,520,306 6,965,016 7,670,755 7,139,528 7,139,528 7,650,505 8,218,353 510,977 7.2% 294 Claims 152,911 248,718 224,825 224,825 224,825 224,825 224,825 - 0.00/0 31X Supplies 716,079 685,423 686,433 713,377 709,127 709,056 709,056 (4,321) -0.6% 36X Mtc Supplies 146,232 154,102 100,020 100,020 105,020 107,020 107,020 7,000 7.0% 3XX Othr Opr Supplies 598,430 523,892 639,565 624,565 619,565 622,974 622,974 (1,591) -0.3% 41X Professional Svcs 3,740,827 3,512,752 2,789,074 5,367,148 5,367,734 2,712,982 2,708,098 (2,654,166) -49.5% 43X Travel & Training 175,351 140,202 253,486 206,188 205,388 203,444 203,444 (2,744) -1.3% 42/47 Utility & Comm 1,520,706 1,486,216 1,605,936 1,567,936 1,571,936 1,539,616 1,539,616 (28,320) -1.8% 48X Repairs & Mtc 1,275,618 1,253,250 1,658,076 1,645,752 1,645,752 1,517,988 1,517,987 (127,764) -7.8% 497 Association Dues 102,823 102,054 107,074 112,604 112,104 107,224 107,224 (5,380) -4.8% 4XX Other MiscExp 1,179,056 1,182,565 959,768 1,177,368 1,176,868 1,107,318 1,107,318 (70,050) -5.9% 5XX IntgvtlSrvs/Taxes 5,651,640 6,077,070 5,002,190 5,304,595 4,779,615 5,118,765 5,389,922 (185,830) -3.5% 552 Interfund Transfers 23,074,828 21,932,288 16,118,925 17,348,831 17,348,831 17,418,852 17,473,749 70,021 0.4% 600 Capital Outlays 14,003,118 13,216,639 13,302,180 25,505,566 16,152,296 10,351,722 10,019,599 (15,153,844) -59.4% 7XX Debt Service-Princ 676,609 639,879 693,209 693,209 693,209 684,109 732,559 (9,100) -1.3% 8XX Debt Service -Interest 643,646 597,515 1,555,467 630,467 1,152,167 1,521,191 1,495,564 890,724 141.3% 9XX IS Charges-M&O 2,961,084 2,890,429 3,673,206 3,423,543 3,423,543 3,395,299 3,423,317 (28,244) -0.8% 9XX IS Charges -Reserves 1,740,350 1,700,374 1,714,998 1,754,764 1,754,764 1,604,503 1,572,546 (150,261) -8.6% 910 Intfund Svc Pints 640,460 493,117 515,602 515,602 515,602 521,117 520,314 5,515 1.1% CW Non -Departmental - - (109,637) - - (131,529) (137,922) (131,529) n/a Subtotal Operating Ecp: $ 91,426,400 $ 85,874,704 $ 82,492,029 $ 96,690,570 $ 87,002,329 $ 80,045,439 $ 80,689,037 $ (16,645,131) -17.2% Capital & One-time Funding: n/a I Capital & One -Time 3,585,721 8,396,423 5,345,831 10,271,241 10,285,526 6,086,274 4,913,635 (4,184,966) -40.7% Subtotal One-time Pip: $ 3,585,721 $ 8,396,423 $ 5,345,831 $ 10,271,241 $10,285,526 $ 6,086,274 $ 4,913,635 $ (4,184,966) 40.7% Non -Departmental One-time: CW Non -Departmental 261,082 320,046 43,497 1,088,216 1,088,216 462,893 569,231 (625,323) -57.5% CW Contingency Resv. Fund - - (118,449) 1,111,698 - 1,125,000 27,000 13,302 1.2% Subtotal Non -Departmental Exp: $ 261,082 $ 320,046 1 $ (74,952)1 $ 2,1999914 $ 190889216 $ 1,587,893 $ 596,231 $ (612,021) -27.8,V Total Dgwnditures: $ 95,273,202 $ 94,591,174 1 $ 87,762,908 1 $ 109,161,725 $ 98,376,071 $ 87,719,606 $ 86,198,903 $ (21,442,119) -19.6% EXEC - 8 EXECUTIVE SUMMARY GENERAL AND STREET FUND CONSOLIDATED SUMMARY Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg I % Chg BEGINNING FUND BALANCE $ 8,538,120 $ 5,181,826 $ 5,181,826 $ 12,743,859 $ 12,743,859 $ 9,706,273 $ 6,376,450 $ (3,037,586) -23.8% OPERATING REVENUE: Property Taxes $ 9,614,187 $ 9,672,887 $ 9,625,000 $ 9,825,000 $ 9,825,000 $ 9,923,000 $ 10,022,000 $ 98,000 1.0% Sales Tax 10,708,951 10,858,381 10,791,000 10,586,000 10,586,000 10,692,000 10,799,000 106,000 1.00/. Criminal Justice Sales Tax 1,701,120 1,795,971 1,652,000 1,719,000 1,719,000 1,719,000 1,719,000 - 0.0% Utility Tax 8,947,544 7,442,553 7,682,296 8,607,187 8,082,207 7,616,187 7,616,187 (991,000) -11.5% Other Taxes 499,242 517,264 218,000 174,000 104,000 151,000 151,000 (23,000) -13.2% Licenses &Permits 2,224,641 2,201,918 2,447,418 2,219,271 2,234,271 2,124,000 2,142,000 (95,271) -4.3% Intergovernmental 2,538,462 2,399,140 1,628,000 2,269,000 2,054,000 1,889,000 1,797,000 (380,000) -16.7% Charges for Services 2,234,646 2,345,326 2,170,402 2,210,988 2,320,988 2,330,000 2,230,000 119,012 5.4% Fines & Forfeits 1,558,931 1,484,953 1,595,500 1,500,500 1,431,000 1,431,000 1,431,000 (69,500) -4.6% Red Light Photo 830,000 830,000 830,000 830,000 830,000 830,000 830,000 - 0.0% Miscellaneous Revenue 1,142,690 908,883 1,101,717 964,717 913,718 1,468,117 1,472,315 503,400 52.2% Total Operating Revenues $ 42,000,413 $ 4Q457,276 $ 39,741,333 $ 40,905,663 $ 40,100,184 $ 40,173,304 $ 40,209,502 $ (732,359) -1.8% OTHER SOURCES Interfund Transfers 1,854,479 1,743,870 2,180,908 2,569,536 2,569,536 2,255,085 2,314,276 (314,451) -12.2% Other Misc Revenue 1,291,071 6,969,999 888,493 1,456,141 1,693,450 894,499 8,577 (571,642) -39.3% Subotal Other Sources $ 3,145,550 $ 8,713,869 $ 3,069,401 $ 4,025,677 $ 4,262,986 $ 3,139,584 $ 2,322,853 $ (886,093) -22.0% Total Rev/Other Sources/Interfund $ 45,145,963 $ 49,171,144 $ 42,810,734 $ 44,931,340 $ 44,363,170 $ 43,312,888 $ 42,532,355 $ (1,618,452) -3.6% OPERATING EXPENDITURE: City Council $ 279,241 $ 336,760 $ 411,985 $ 310,547 $ 310,547 $ 327,605 $ 329,289 $ 17,058 5.5% Mayor's Office 1,307,109 917,155 1,278,676 1,014,867 1,014,867 1,012,180 1,028,814 (2,687) -0.3% Municipal Court 1,393,501 1,406,887 1,642,099 1,569,747 1,569,747 1,448,101 1,493,957 (121,646) -7.7% Economic Development 191,166 81,420 175,446 99,911 99,911 101,929 102,942 2,018 2.0% Law 1,354,589 1,255,506 1,447,135 1,412,101 1,412,101 1,452,464 1,481,700 40,363 2.9% Finance 870,311 829,847 925,469 891,313 891,313 882,986 897,201 (8,327) -0.9% Human Resources 851,031 732,248 927,111 846,613 846,613 789,275 799,481 (57,338) -6.8% Community Development 3,398,377 2,686,304 2,963,306 2,844,554 2,844,553 2,774,111 2,820,123 (70,443) -2.5% Police 23,339,495 22,209,418 22,414,779 21,783,910 21,258,929 23,108,549 23,639,479 1,324,639 6.1% Parks & Recreation 3,805,816 3,478,515 3,634,458 3,689,684 3,689,684 3,524,751 3,595,781 (164,933) -4.5% Public Works 1 3,912,879 3,667,272 4,033,587 4,016,556 4,023,556 1 4,168,667 4,213,562 152,111 3.8% CW - Wage/Benefits/Unalloc IS - - (109,636) - (131,529) (137,922) (131,529) n/a Total Operating Expenditures $ 40,703,515 $ 37,601,332 $ 39,744,415 $ 38,479,803 $ 37,961,821 $ 39,459,089 $ 40,264,407 $ 979,286 2.5% OTHER USES: Other Uses, Incl 1-time items 2,383,142 5,570,204 3,284,254 6,823,065 6,828,537 3,831,539 3,759,949 (2,991,526) -43.8% Interfund Transfers 1,866,380 1,793,870 2,180,908 2,610,401 2,610,401 2,227,085 2,257,276 (383,310) -14.7% Contingency Reserve Fund - - (118,449) 1,111,698 - 1,125,000 27,000 13,302 1.2% Total Other Uses $ 4,249,522 $ 7,364,074 $ 5,346,713 $ 10,545,164 $ 9,438,938 $ 7,183,624 $ 6,044,225 $ (3,361,540) -31.9% TotalExp/Other Uses/Interfund $ 44,953,038 $ 44,965,405 $ 45,091,128 $ 49,024,967 $ 47,400,759 $ 46,642,713 $ 46,308,632 $ (2,382,254) -4.9% Changes in Fund Balance $ 192,925 $ 4,205,739 $ (2,280,394) $ (4,093,627) $ (3,037,589) $ (3,329,825) $ (3,776,277) $ 763,802 1 -18.7% ENDING FUND BALANCE: $ 8,731,045 $ 9,387,565 $ 2,901,432 1 $ 8,650,232 1 $ 9,706,270 1 $ 6,376,448 1 $ 2,600,173 1 $ (2,273,784) EXEC - 9 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET GENERAL AND STREET FUND CONSOLIDATED SOURCES 2012 Adjusted Revenues $40.91M Misc 2.4% Property Tax 24.0% Fines & orfeits Sales Tax 3.7% 25.9% Svcs Chrgs 5.4% Intergov't UtilityTaxes 5.5% 21.0% Lic & Pernrits 5.4% Red Light Photo CJ Sales Tax 2.0% Other Taxes 0.4% 4.2% Item 2010 Actual 2011 Actual 1 2012 1 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' I Adopted Adjusted Year-end $ Chg % Chg OPERA TING RE VENUE: Property Taxes $ 9,614,187 $ 9,672,887 $ 9,625,000 $ 9,825,000 $ 9,825,000 $ 9,923,000 $ 10,022,000 $ 98,000 1.0% Sales Tax 10,708,951 10,858,381 10,791,000 10,586,000 10,586,000 10,692,000 10,799,000 106,000 1.0% Criminal Justice Sales Tax 1,701,120 1,795,971 1,652,000 1,719,000 1,719,000 1,719,000 1,719,000 - 0.0% Utility Tax 8,947,544 7,442,553 7,682,296 8,607,187 8,082,207 7,616,187 7,616,187 (991,000) -11.5% Other Taxes 499,242 517,264 218,000 174,000 104,000 151,000 151,000 (23,000) -13.2% Licenses & Permits 2,224,641 2,201,918 2,447,418 2,219,271 2,234,271 2,124,000 2,142,000 (95,271) -4.3% Intergovernmental 2,538,462 2,399,140 1,628,000 2,269,000 2,054,000 1,889,000 1,797,000 (380,000) -16.7% Charges for Services 2,234,646 2,345,326 2,170,402 2,210,988 2,320,988 2,330,000 2,230,000 119,012 5.4% Fines & Forfeits 1,558,931 1,484,953 1,595,500 1,500,500 1,431,000 1,431,000 1,431,000 (69,500) -4.6% Red Light Photo 830,000 830,0001 830,000 1 830,000 1 830,000 830,000 830,000 - 0.0% Miscellaneous Revenue 1,142,690 908,883 1,101,717 964,717 913,718 1,468,117 1,472,315 503,400 52.2% Total Operating Revenues $ 42,000,413 $ 40,457,276 1 $ 39,741,333 $ 40,905,663 $ 40,100,184 $ 40,173,304 $ 40,209,502 $ (732,359) -1.8% OTHER SOURCES Interfund Transfers 1,854,479 1,743,870 2,180,908 2,569,536 2,569,536 2,255,085 2,314,276 (314,451) -12.2% Other Misc Revenue 1,291,071 6,969,999 888,493 1,456,141 1,693,450 884,499 8,577 (571,642) -39.3% Total Other Sources $ 3,145,550 $ 8,713,869 $ 3,069,401 $ 4,025,677 $ 4,262,986 $ 3,139,584 $ 2,322,853 $ (886,093) -22.0% Total Rev/Other Sources/hnterfund $ 45,145,963 $ 49,171,144 $ 42,810,734 $ 44,931,340 $ 44,363,170 $ 43,312,888 $ 42,532,355 $ (1,618,452) -3.61/o Beginning Fund Balance 8,538,120 5,181,826 5,181,826 12,743,859 12,743,859 9,706,273 6,376,450 (3,037,586) -23.8% TOTAL SOURCES $ 53,684,083 $ 54,352,970 $ 47,992,560 $ 57,675,199 $ 57,107,029 $ 53,019,161 $ 48,908,805 1 $ (4,656,038) -8.1 % EXEC - 10 EXECUTIVE SUMMARY GENERAL AND STREET FUND CONSOLIDATED USES 2012 Adjusted Expenditures $38.48M Community & Economic Development 8.5% Administrative & Support Svcs Public Safety 9.7% (Police, Prosecution, Public Defender, Court) 71.0% Parks & Recreation 10.7 % 2013 Proposed Expenditures $39.46M Community & Economic Development 8.1% Administrative & Public Safety Support Svcs (Police, 9.3% Prosecution, Public Defender, Court) 72.6% Parks & Recreation 10.0% Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted Year-end $ Chg % Chg OPERATING EXPENDITURE: City Council $ 279,241 $ 336,760 $ 411,985 $ 310,547 $ 310,547 $ 327,605 $ 329,289 $ 17,058 5.5% Mayor's Office 1,307,109 917,155 1,278,676 1,014,867 1,014,867 1,012,180 1,028,814 (2,687) -0.3% Municipal Court 1,393,501 1,406,887 1,642,099 1,569,747 1,569,747 1,448,101 1,493,957 (121,646) -7.7% Economic Development 191,166 81,420 175,446 99,911 99,911 101,929 102,942 2,018 2.0% Law 1,354,589 1,255,506 1,447,135 1,412,101 1,412,101 1,452,464 1,481,700 40,363 2.9% Finance 870,311 829,847 925,469 891,313 891,313 882,986 897,201 (8,327) -0.9% Human Resources 851,031 732,248 927,111 846,613 846,613 789,275 799,481 (57,338) -6.8% Community Development 3,398,377 2,686,304 2,963,306 2,844,554 2,844,553 2,774,111 2,820,123 (70,443) -2.5% Police 23,339,495 22,209,418 22,414,779 21,783,910 21,258,929 23,108,549 23,639,479 1,324,639 6.1% Parks & Recreation 3,805,816 3,478,515 3,634,458 3,689,684 3,689,684 3,524,751 3,595,781 (164,933) -4.5% Public Works 3,912,879 3,667,272 4,033,587 4,016,556 1 4,023,556 1 4,168,667 4,213,562 1 152,111 1 3.8% CW - Wage/Benefits/Un alto c IS (109,636) (131,529) (137,922) (131,529) n/a Total Operating Expenditures $ 40,703,515 $ 37,601,332 $ 39,744,415 $ 38,479,803 1 $ 37,961,821 $ 39,459,089 $ 40,264,407 1 $ 979,286 1 2.5% OTHER USES. Other Uses, Incl 1-time items 2,383,142 5,570,204 3,284,254 6,823,065 6,828,537 3,831,539 3,759,949 (2,991,526) -43.8% Interfund Transfers 1,866,380 1,793,870 2,180,908 2,610,401 2,610,401 2,227,085 2,257,276 (383,316) -14.7% Contingency Reserve Fund - - (118,449) 1,111,698 - 1,125,000 27,000 13,302 1.2% Total Other Uses $ 4,249,522 $ 7,364,074 $ 5,346,713 $ 10,545,164 $ 9,438,938 $ 7,183,624 $ 6,044,225 $ (3,361,540) -31.99/6 TotalExp/Other Uses/htterfund $ 44,953,038 $ 44,965,405 $ 45,091,128 $ 49,024,967 $ 47,400,759 $ 46,642,713 $ 46,308,632 $ (2,382,254) -4.9% ENDING FUND BALANCE: 8,731,045 9,387,565 2,901,432 8,650,232 9,706,270 6,376,448 1 2,600,173 1 (2,273,784) -26.3% TOTAL USES $ 53,684,083 $ 54,352,970 $ 47,992,560 $ 57,675,199 $ 57,107,029 $ 53,019,161 1 $ 48,908,805 1 $ (4,656,038) -8.1 % EXEC - 11 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CITY-WIDE POSITION INVENTORY Department / Division 2010 Actual 2011 Actual 2012 Adopted 2012 Adjusted 2012 Year-end 2013 Proposed 2014 Proposed Mayor's Office Administration 11.13 8.15 7.50 7.15 7.15 7.15 7.15 Economic Development 1.00 - 1.00 - - - - Subtotal Mayor's Office 12.13 1 8.15 8.50 7.15 7.15 7.15 7.15 Subtotal Municipal Court 13.00 13.00 13.00 13.00 13.00 13.00 13.00 Human Resources City Clerk 1.75 1.75 1.75 1.75 1.75 1.75 1.75 Human Resources 3.50 2.75 3.50 2.75 2.75 2.75 2.75 Subtotal Human Resources 5.25 4.50 5.25 4.50 4.50 4.50 4.50 Subtotal Finance 7.60 7.00 7.00 7.00 7.00 7.00 7.00 Subtotal Information Systems 9.60 7.00 8.00 7.00 7.00 6.00 6.00 Law Civil Legal Services 4.80 4.80 4.80 4.80 4.80 4.80 4.80 Criminal Prosecution Services 7.20 6.20 6.20 6.20 6.20 7.20 7.20 Subtotal Law 12.00 11.00 11.00 11.00 11.00 12.00 12.00 Community Development Administration 5.00 3.50 4.50 3.50 3.50 3.50 3.50 Economic Development - 0.50 - 0.50 0.50 0.50 0.50 Planning 7.00 6.00 6.00 6.00 6.00 6.00 6.00 Building 13.00 9.00 9.00 9.00 9.00 10.00 10.00 Human Services 3.00 1.00 2.00 2.00 2.00 2.35 2.35 Neighborhood Development 0.90 - - - - - - Subtotal Community Development 28.90 20.00 21.50 21.00 21.00 22.35 22.35 Police Administration 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Support Services 58.00 52.00 52.00 52.00 52.00 55.00 55.00 Field Operations 100.00 80.00 83.00 77.00 77.00 87.00 87.00 Subtotal Police 161.00 135.00 138.00 132.00 132.00 145.00 145.00 Park, Recreation & Cultural Svcs Administration 1.35 1.35 1.35 1.35 1.35 1.35 1.35 General Recreation 4.80 5.50 5.00 5.50 5.50 5.50 5.50 Community Center 13.35 13.35 13.35 13.35 13.35 13.35 13.35 Dumas Bay Centre 2.75 2.75 2.75 2.75 2.75 2.75 2.75 Park Maintenance 17.00 13.00 13.00 13.00 13.00 12.00 12.00 Building 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Subtotal PARCS 39.75 36.45 35.95 36.45 36.45 35.45 35.45 Public Works Administration 2.35 2.20 2.25 2.20 2.20 2.25 2.25 Development Services 4.45 4.20 4.20 4.20 4.20 3.70 3.70 Traffic Services 5.10 2.35 2.35 2.35 2.35 3.85 3.85 Street Services 10.50 10.60 10.60 10.60 10.60 10.60 10.60 Emergency Management 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Solid Waste/Recycling 1.70 1.70 1.70 1.70 1.70 1.70 1.70 Surface Water Management 16.35 16.40 16.35 16.40 16.40 16.35 16.35 Fleet & Equipment 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Subtotal Public Works 41.95 38.95 38.95 38.95 38.95 39.95 39.95 Total Ongoing City Staffing 331.18 281.05 287.15 278.05 278.05 292.40 292.40 One-time 1.90 25.50 21.00 24.00 23.00 8.50 8.50 Frozen 7.00 14.00 11.00 17.00 17.00 3.00 3.00 Total Authorized City Staffing 340.08 320.55 319.15 319.05 318.05 303.90 303.90 EXEC - 12 EXECUTIVE SUMMARY UTILITY TAX AND REAL ESTATE EXCISE TAX ALLOCATION 2013 Utility Tax Allocation ($ in millions) Fund Mgmt $0.05 0% Capital & ProjectM&O Debt $0.75 24% 24% 6% Cover GF Gap $4.00 33% GF Voter Package $2.98 24% Comm.Cente DS+M&O $1.60 13% Utility Tax Allocation 2013 2014 Projected Revenue $ 12,367,000 $ 12,367,000 Uses General Fund Gap: GF Operations Voter Package 2,980,187 2,980,187 GF Operations 3,293,000 3,293,000 GF Operations - Redirect Overlay, 600,000 600,000 One-time Public Safety 2005/06 Gap 607,000 607,000 Arts & Community Events 96,000 96,000 Project M&O: Parks M&O 272,000 272,000 Street M&O 368,000 368,000 Dumas Bay Centre 112,000 112,000 Community Center: Community Center DS+M&O 1,598,000 1,598,000 Capital and Debt Services: Transportation CIP 681,000 681,000 Downtown Redevelopment CIP 300,000 300,000 SCORE Debt 917,000 917,000 Overlay 998,000 998,000 Fund Management 48,000 48,000 Total Uses $ 12,870,187 $ 12,870,187 Projected Change in Fund Balance $ (503,187) $ (503,187) 2013 Real Estate Excise Tax Allocation ($ in millions) Admin $0.05 Debt Service 3% $0.17 12% Capital $1.22 85% BEET Allocation 2013 2014 Projected Revenue $ 1,403,500 $ 1,403,500 Uses Regular Debt Services 172,630 197,480 Transportation CIP (backfill) 917,000 917,000 Park Capital 300,000 300,000 Fund Management 46,878 46,070 Total Uses $ 1,436,508 $ 1,460,550 Projected Change in Fund Balance $ (33,008) $ (57,050) EXEC - 13 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PROPERTY TAX LEVY AND DEMOGRAPHIC INFORMATION $16.00 $14.00 $12.00 $10.00 $8.00 $6.00 $4.00 $2.00 $- ■ Ferry* ■Flood Zone ■ Emergency Medical Svcs ■ Library ■ South King Fire and Rescue (FD #39) ■Port of Seattle ❑ Washington State E3 King County ❑Federal Way School District ■ City of Federal Way $13.63 $11.80 $11.38 $11.16 $12.36 $12.77 $10.76 i- El 2006 2007 2008 2009 2010 2011 2012 Property Tax Levy 2006 2007 2008 2009 2010 2011 2012 Change from 2011 $ % City of Federal Way $ 1.22 $ 1.14 $ 1.04 $ 0.97 $ 1.13 $ 1.20 $ L30 $ 0.10 8.7% Federal Way School District 4.26 4.19 4.15 4.20 5.11 5.36 5.77 0.41 7.6% King County 1.33 1.29 1.21 1.10 1.29 1.34 1.42 0.08 5.8% Washington State 2.50 2.33 2.13 1.96 2.22 2.28 2.42 0.14 6.3% Port of Seattle 0.23 0.23 0.22 0.20 0.22 0.22 0.23 0.01 2.8% South King Fire and Rescue (FD #39) 1.50 1.50 1.50 1.50 1.50 1.39 1.50 0.11 7.9% Library 0.53 0.50 0.45 0.42 0.49 0.57 0.57 0.00 0.7% Emergency Medical Svcs 0.22 0.21 0.30 0.27 0.30 0.30 0.30 - 0.0% Flood Zone - - 0.10 0.09 0.11 0.11 0.12 0.01 5.8% Ferry* - - 0.06 0.05 0.00 0.00 0.00 0.00 3.3% Total Levy Rate $ 11.80 $ 11.38 $ 11.16 $ 10.76 $ 12.36 $ 12.77 $ 13.63 0.86 6.7% Federal Way % to Total Levy 1 10.35% 10.04% 9.30% 9.04% 9.15% 9.38% 9.55% 0.17% 1.8% Demographic Information 2006 2007 2008 2009 2010 2011 Change from 2010 $ % Assessed Valuation (in 000's) $ 8,011,615 $ 9,010,356 $ 9,825,189 $ 8,563,965 $ 8,260,355 $ 7,659,570 n/a n/a Average Homeowner Assessed Value 248,200 267,200 298,900 328,300 271,900 264,400 (7,500) -2.8% City Tax on an Average Home 303 305 310 319 307 317 9 3.1 % Commercial Bldg Permit Value ($000) 78,194 59,666 45,810 45,343 31,043 12,724 (18,319) -59.0% Residential Bldg Permit Value ($000) 70,862 55,321 17,554 13,057 19,676 19,455 (221) -1.1% Retail Sales ($000) 1,469,308 1,540,169 1,418,316 1,252,340 1,260,915 1,277,457 16,542 1.3% Real Estate Sales ($000) 987,888 962,636 523,131 271,176 238,104 314,439 76,335 32.1% Land Area, Sq. Miles 23 23 23 23 23 23 - 0.0% Population 86,530 87,390 88,040 88,578 88,760 89,370 610 0.7% Employment 46,100 43,500 44,324 43,469 44,024 44,460 436 1.0% Business License 5,052 4,539 4,603 4,776 4,659 4,717 58 1.2% School Enrollment 22,184 21,775 1 21,364 1 21,700 1 21,630 21,608 1 (22) -0.1% CPI-W/Seattle, Midyear 0.035 0.038 1 0.049 1 0.005 1 0.008 0.003 1 n/a n/a IPD/Implicit Price Deflator 3.4% 2.1% 4.5% -0.8% 1.5% 2.8% 0 78.7% EXEC - 14 EXECUTIVE SUMMARY 2010 GENERAL FUND TAXES PER CAPITA REVENUE COMPARSION (For Selected Cities) S 1,800 S1,500 S1,200 S900 S600 S300 $0 PER CAPITA 4304ERAL FUND TAXES $1,070 $502 $453 ` $322 $326 $373 Auburn Bellevue Burien Des Moines Federal way Kent Kirkland Redmond Renton SeaTae Tukwila Jurisdiction Business License 2010 Population Admissions Tax 2010 Property Tax Regular Levy 2010 Per Capita Property Tax Per Capita 2010 General Fund Tax Auburn $50 68,270 2.0% $1.82 $208 $507 Bellevue $95 one-time 122,900 3.0% 0.94 260 502 Burien $30-$175 31,730 5.0% 1.52 228 453 Des Moines $30-$150 29,290 -- 1.68 155 322 Federal Way $75 new/$50 renew 88,760 -- 1.13 110 326 Kent $154 new/$100 renew 88,760 5.0% 2.36 329 373 Kirkland $100+$ 1 00/emp loy ee 49,620 5.0% 1.21 277 364 Redmond $91/employee 53,680 5.0% 1.56 385 572 Renton $55/employee 86,230 5.0% 2.71 333 428 SeaTac $35 25,890 -- 2.59 442 482 Tukwila $100-$600 18,190 5.0% 2.66 725 1,070 Average $43 60,3021 4.38% $1.83 1 $314 1$491 1. Data from the State Auditor's Office - Local Government Financial Reporting System for Selected Cities. 2. 2011's data not available at the time of budget document publication. 3. Taxes include Property Tax, Sales Tax, Criminal Justice Sales Tax, Utility Tax reported in the General Fund, and excludes Fire/Library. EXEC - 15 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PER CAPITA GENERAL FUND TAX REVENUES FOR KING COUNTY CITIES City Population Per Capita Rank Tukwila 19,107 $ 1,256 1 Medina 2,969 1,043 2 Hunts Point 394 966 3 Skykomish 198 914 4 Woodinville 10,938 702 5 Redmond 54,144 679 6 Seattle 608,660 653 7 Snoquahnie 10,670 597 8 Kent 92,411 573 9 Kirkland 48,787 560 10 Bellevue 122,363 558 11 Yarrow Point 1,001 548 12 Auburn 70,180 546 13 Beaux Arts Village 299 543 14 Mercer Island 22,699 511 15 North Bend 5,731 503 16 Issaquah 30,434 482 17 Burien 33,313 472 18 Algona 3,014 468 19 Renton 90,927 459 20 Covington 17,575 425 21 Sammamish 45,780 422 22 Normandy Park 6,335 421 23 Bothell 33,505 420 24 Carnation 1,786 410 25 Duvall 6,695 399 26 Shoreline 53,007 395 27 Kenmore 20,460 376 28 Black Diamond 4,153 357 29 Enumclaw 10,669 352 30 Federal Way 89,306 347 31 Clyde Hill 2,984 346 32 Des Moines 29,673 323 33 Newcastle 10,380 315 34 Pacific 6,606 311 35 Maple Valley 22,684 303 36 Lake Forest Park 12,598 297 37 Seatac 26,909 100 38 Average: 42,877 $ 509 38 2011 Per Capita General Fund Taxes $- $400 $800 $1,200 Tukwila Medina Hunts Point Skykomish Woodinville Redmond Seattle Snoquahnie Kent Kirkland Bellevue Yarrow Point Auburn Beaux Arts Village Mercer Island North Bend Issaquah Burien Algona Renton Covington Sammamish Normandy Park Bothell Carnation Duvall Shoreline Kenmore Black Diamond Enumclaw Federal Way 31st of 38 King County Cities Clyde Hill Des Moines Newcastle Pacific Maple Valley Lake Forest Park Seatac Source: Local Government Financial Reporting System data from the State Auditor's Office. Population figures are from 2010. Taxes include Property Tax, Sales Tax, Criminal Justice Sales Tax, Utility Tax reported in the General Fund, and excludes Fire/Library. EXEC - 16 EXECUTIVE SUMMARY ENDING FUND BALANCE Composition of Estimated 2012 Year -End Fund Balance ($ in millions) Unreserved, $8.5 , Reserved for 15% Operations, $10.4, 19% Replacement Reserves, $10.9, 20% Capital Projects, $19.4,35% Strategic/Insurance Reserves, $4.9 , 9 ebt Service Prefunding, $3.7, 7% Fund Balance 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Pro osed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg Unreserved Gen Govt Base 8,428,120 12,633,859 2,791,436 8,540,235 8,484,575 6,266,450 2,490,173 (2,273,785) -26.6% General Fund Unreserved $ 8,428,120 $ 12,633,859 $ 2,791,436 $ 8,540,235 $ 8,484,575 $ 6,266,450 $ 2,490,173 $ (2,273,785) -26.6% Designated/Reserved Fund Balance: Reserved for Operations Interfund Loan (GF*) 10,000 10,000 10,000 10,000 10,000 10,000 10,000 0.0% Next Year's Con't/CarryFwd - - - - 1,111,698 - - - n/a Utility Tax 3,710,184 4,170,867 2,609,799 3,714,674 3,714,679 3,211,486 2,708,298 (503,188) -13.5% Community Center 780,754 967,945 866,179 991,747 1,079,675 1,181,264 1,309,990 189,518 19.1% Solid Waste 135,098 153,980 128,639 150,395 154,127 134,054 111,047 (16,341) -10.9% Snow & Ice Removal 100,000 100,000 100,000 100,000 100,000 100,000 100,000 - 0.0% Paths & Trails 136,361 151,807 148,768 159,807 159,807 168,807 20,807 9,000 5.6% Hotel / Motel Tax 215,657 213,483 - - - - - - n/a Traffic Safety 833,521 557,078 105,288 530,324 1,500,324 1,455,284 1,455,284 - 0.0% CDBG Grant - 48,712 1 - 1 1 1 1 n/a DBC/KFTheatre 146,983 101,333 98,778 (2) (2) 61,200 117,386 61,202 -3238198.9% Surface Water Management 2,274,261 2,312,897 1,573,794 2,195,153 2,523,185 2,674,465 2,758,131 479,312 21.8 % Capital Projects' Overlay 561,374 469,705 - - (0) (0) (0) (0) n/a 2 % for the Arts 293 293 - - - - - - n/a Capital Projects 28,620,684 22,650,210 7,167,523 9,587,778 16,844,852 12,713,797 10,422,797 3,126,019 32.6% Special Projects 557,474 556,753 - 0 27,600 1,600 0 1,600 444444.4% Replacement Reserves - Data Processing Equipment 3,241,810 3,417,861 3,224,541 3,454,057 3,409,379 3,245,755 3,376,532 (208,302) -6.0% Copier Equipment 312,408 279,073 294,695 253,104 253,104 180,217 181,748 (72,887) -28.8% Fleet & Equipment 4,867,454 5,267,807 5,505,247 5,619,586 5,619,586 5,901,697 6,614,105 282,111 5.0% Building & Furnishings 1,463,970 1,462,490 1,600,362 1,568,123 1,568,123 1,682,765 1,797,407 114,642 7.3% Debt Service Prefunding Debt Service 3,379,427 3,866,183 2,310,209 4,013,515 3,705,294 3,672,286 3,615,236 (341,229) -8.5% Strategic/Insurance Reserves Self Insurance Reserve 3,431,782 3,431,782 2,797,573 2,851,782 2,851,782 2,871,782 2,891,782 20,000 0.7% Strategic Reserve 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 - 0.0% Total Reserved Fund Balance $ 56,779,497 $ 52,190,259 $ 30,541,395 $ 37,200,043 $ 46,633,214 $ 41,266,462 $ 39,490,551 $ 4,066,418 10.9% Total Ending Fund Balance $ 65,207,624 $ 64,824,121 $ 33,332,835 1 $ 45,740,273 $ 55,117,785 $ 47,532,912 $ 41,980,725 $ 1,792,639 3.9% 1. Increase of $3.1M in Capital Projects ending fund balance is due to timing of CIP Expenditures. EXEC - 17 CITY OF FEDERAL WAY 201312014 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 $94M and an additional $77M 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 $558 million. Table 1 shows the availability debt capacity for the City of Federal Way at December 31st 2012. DESCRIPTION AV= $ 7,722,983,802` (A) 1.50% 2.50% Add: Cash on hand for debt redemption (B) Less: Table 1: COMPUTATION OF LIMITATION OF INDEBTEDNESS I December 31, 2012 General Purposes Councilmanic Excess Levy (Limited GO) (Unlimited GO) $ 115,844,757 $ (115,844,757) 193,074,595 6,758,828 Excess Levy Excess Levy Total Open Space Utility Debt and Park Purposes Capacity 193,074,595 193,074,595 $ 579,223,785 6,758,828 COPS outstanding - Bonds outstanding (28,157,950) - - - (28,157,950) REMAINING DEBT CAPACITY $ 94,445,635 $ 77,229,838 $ 193,074,595 $ 193,074,595 $ 557,824,663 GENERAL CAPACITY (C) $ 171,675,473 (A) Final 2011 Assessed Valuation (B) Fund balance of $3,705,295 in Debt Service prefunding balance and $3,053,533 in Utility Tax Fund (does not include earmarked Prop 1 voter Package). (C) Combined total for Councilmanic, and Excess Levy capacities. Table 2 summarizes the City's general obligation debts outstanding at December 31 st 2012. Real Estate Excise Tax and Utility Tax are the two primary sources to meet the City's general obligation debt services. The 2003 Community Center bond is financed by utility tax revenue. The 2000 Valley Communications are repaid with REET. The South Correctional Entity (SCORE) consolidated correctional facility was established February 25, 2009, when an Interlocal Agreement (the "Original Interlocal Agreement") was entered into by seven participating municipal governments, the "Member Cities" of Auburn, Burien, Des Moines, Federal Way, Renton, SeaTac and Tukwila, under the authority of the "Interlocal Cooperation Act" (RCW 39.34). Financing for the acquisition, construction, equipping, and improvement of the SCORE Facility will be provided by bonds issued by the South Correctional Entity Facility Public Development Authority (the "SCORE PDA"), a public development authority chartered by the City of Renton pursuant to RCW 35.21.730 through 35.21.755 and secured by the full faith and credit of the Cities of Auburn, Burien, Federal Way, Renton, SeaTac, and Tukwila (the "Owner Cities"). The SCORE PDA issued $86 million in special obligation bonds in 2009 to carry out the facility development project. EXEC - 18 EXECUTIVE SUMMARY The proposed budget does not anticipate issuing any new debt in 2013 or 2014. Table 2: SUMMARY OF OUTSTANDING BONDS Description Purpose Date of Issue Final Maturity Interest Rates (%) Net Interest Cost (NIC) Amount Issued Bond Rating @issuance 12/31/12 Balance Principal Payment 2012 2013 G.O. Bonds Valley Communications (911 dispatch) Center Building and Equipment 09/12/00 12/1/2015 5.31 5.3180% $ 2,551,600 AAA -insured $ 647,000 $ 201,000 $ 215,000 G.O. Bonds Community Center 11/15/03 12/1/2033 4.67 4.6619% 15,000,000 AAA -insured 12,310,000 340,000 355,000 G.O. Bonds SCORE 11/04/09 1/l/2039 3.00-6.62 6.3320% 14,659,950 Al/AA 14,659,950 - 325,550 TOTAL GENERAL OBLIGATION DEBT $32,211,550 N/A $27,616,950 $ 541,000 $ 895,550 Public Works Trust Fund Loan: The City borrowed a $1.55 million loan in 1994 and an additional $1.86 million in 2000 at 1% for 20 years from the State's Public Works Trust Fund (PWTF) to finance specific surface water improvement projects. The PWTF is a revolving loan account managed by the State to provide below market rate financing for health and safety related public works improvement projects through a competitive application process. These loans are the obligation of the Surface Water Utility and backed by the rates collected from users thus not considered as the City's general obligation debts nor are they subject to the limitation of indebtedness calculation. Table 3 shows debt service to maturity for all obligations by type of obligation, including the Public Works Trust Fund Loans. Table 3: PROJECTED DEBT SERVICEREQUIREMENTS TO MATURITY Year G. O. Bonds Public Works Trust Fund Total Principal Interest Principal Interest Principal Interest 2013 895,550 1,176,067 182,359 8,453 1,077,909 1,184,520 2014 913,500 1,147,476 182,359 6,630 1,095,859 1,154,106 2015 943,300 1,114,298 96,120 4,806 1,039,420 1,119,104 2016 756,050 1,076,875 96,120 3,845 852,170 1,080,720 2017 784,650 1,045,508 96,120 2,884 880,770 1,048,392 2018 820,800 1,013,475 96,120 1,922 916,920 1,015,398 2019 852,700 982,206 96,120 961 948,820 983,167 2020 885,450 949,111 - - 885,450 949,111 2021 924,050 910,926 924,050 910,926 2022 970,300 869,699 970,300 869,699 2023 1,011,450 828,844 1,011,450 828,844 2024 1,057,600 785,976 1,057,600 785,976 2025 1,105,450 739,505 1,105,450 739,505 2026 1,155,850 689,414 1,155,850 689,414 2027 1,212,100 637,029 1,212,100 637,029 2028 1,269,200 582,078 1,269,200 582,078 2029 1,327,150 524,524 1,327,150 524,524 2030 1,390,950 463,942 1,390,950 463,942 2031 1,457,300 400,008 1,457,300 400,008 2032 1,528,650 333,040 1,528,650 333,040 2033 1,601,700 262,765 1,601,700 262,765 2034 711,450 189,109 711,450 189,109 2035 742,050 157,856 742,050 157,856 2036 773,500 125,269 773,500 125,269 2037 806,650 91,292 806,650 91,292 2038 841,500 55,854 841,500 55,854 2039 878,050 18,880 - 878,050 18,880 Total $ 27,616,950 $ 17,171,025 $ 845,317 $ 29,501 $ 28,462,267 $ 17,200,525 EXEC - 19 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET This page intentionally left blank EXEC - 20 EXECUTIVE SUMMARY LONG RANGE FINANCIAL PLAN 2012 All Funds Adjusted Revenues $52.72M Misc Fines & 2.5% Forfeits 4.4% Property Tax Svcs Chrgs 18.60/a Intergov't 14.7% 5.3% Lic & Permits Sales Tax 4.2% 20.1% Other Taxes 0.7% REST Utility Taxes 2.7% 23.6% CJ Sales Tax 3.3% 2013 All Funds Proposed Revenues $52.59M Fines & Forfeits 4.3% Svcs Chrgs 15.8% Intergov't 4.5% Lic & Permits 4.0% Other Taxes 0.7% BEET 2.7% CJ Sales Tax 3.3% Misc 2.0% Property Tax 18.9% Utility Taxes 23.5% Sales Tax 20.3% 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. Therefore, the LRP distinguishes between services and revenues that are considered on -going ("operating" revenues/expenditures) vs. one-time ("capital and other" sources/uses). 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 2013/14 budget conditions, and the assumptions used in developing this budget and future projections. The current outlook of the national economy has remained modest in 2012. Modest growth in the second quarter of 2012 is mainly in part due to stronger consumer spending, and greater exports. The positive contributions to growth are broad based from personal consumption, equipment and software spending, and residential construction and structures, but with lower rates of growth continuing it is expected the recovery we are seeing will become the new reality of the American Economy. The reason for the modest growth is that consumers are cutting back on buying big ticket items like automobiles, as well as smaller items like clothing and groceries. Also, government cuts on state and local levels have weighed in on the growth of the US Economy. The modest growth seen in 2012 is not enough to significantly lower the unemployment rate, which was 8.1 % on a national level in August 2012. Many analysts were expecting job growth of 125,000 in August but employers added 96,000 jobs, down from an average of 226,000 in the first quarter of this year. In addition, housing recovery has continued with increases in both new and previously occupied homes to a national median house price now up 9.5% from a year ago in 2011. Also, homes are selling quicker than the previous year. The median amount of time that a home spent on the market was 70 days in August; the median timeframe was 92 days just a year ago. It is expected that the housing market is going to continue to trend upward. EXEC - 21 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET Multiple threats could have spillover effects to the local economy that relies heavily on exports, including a European financial meltdown, slowing Chinese economy, dramatic spending reductions and tax increases on the federal level set to begin in 2013. On a statewide outlook, unemployment has remained steady throughout 2012. The unemployment rate at the start of the recession in February 2008 was 4.6% and grew to 10.2% at the end of the recession in February 2010. Although the unemployment rate has dropped to 8.6% it has remained steady in 2012 with 8.3% in June, 8.5% in July, and 8.6% in August 2012. On a local outlook unemployment in the Puget Sound region has dropped from 7.9% in the first quarter of 2012 to 7.1% in the second quarter of 2012 adding jobs in dynamic technology, aerospace industries, manufacturing and construction. Additionally, annual home values in the Puget Sound area began rising in June 2012, up 0.2 percent, to register a gain for the first time since late 2007, and continued to climb in July 2012, rising 1 percent. In King County unemployment is down to 7.4% in August 2012 from 7.9 percent in July 2012. Pierce County's rate rose to 9.4% in August 2012 from 8.8% in July 2012. At 7.4% King County's unemployment situation is better than that of the state (8.6%) or the nation (8.1%). Boeing, a major contributor to the economy is gaining jobs after securing the Air Force tanker contract, as well as many jobs being created in manufacturing, construction. House prices continue to steadily increase as well. In the second quarter of 2012, sales of existing homes in King County were up 17.2 percent from the same period a year ago. The median sales price was up 6.5 percent, to $370,000, highest in the state, but still well below the $400K peak in 2007. Federal Way's fiscal outlook is similar to that of the Puget Sound region and of the nation. Current and predicted economic conditions will crimp funding sources, making it challenging to maintain city services at current levels over the Long Range Period 2015-2018. Out of the City's nearly $40M General Fund operating budget, sales tax accounts for 27% of the revenues, utility taxes 19% and property taxes 25%. Overall revenues have declined over the last several years. Sales tax, gambling tax, and utilities tax revenues have all declined contributing to the operating loss starting in 2015. Operating revenues remains relatively flat compared to 2012 year-end projections. Two of the city's main revenue generators, sales tax receipts and utility taxes, are expected to show minimal growth through 2018. Projected operating revenues will not be sufficient to cover operating expenditures starting in 2015 and beyond. Considering all these factors, we continued to approach 2013/14 revenue projection with caution. The City is proceeding with caution and restraint, so that it is not overly susceptible to and minimizes the local economy slump without huge fluctuations in services to our citizens. Assumptions and factors impacting major city revenues are discussed below. Staff will closely monitor and assess economic impacts experienced around our state and within our local economy to anticipate any negative impact on critical city revenues. Operating revenues and expenditures projection is an integral part of planning the City's future financial strategy. Revenues are projected conservatively using a five year trend and adjusted accordingly for current economic condition, recent activity and anticipated activity. The City's three major tax revenues are projected to increase minimally: property tax is projected to grow by 1% per year as authorized by state statute; sales tax is activity is projected to increase by 1% in each year of 2013 and 2014; utility tax is projected to decrease by 0.5% in 2013 and remain flat in 2014. Expenditures projections are based on prior year spending with adjustments for known items such as increase/decrease in contract costs and salary/benefits. Overall City operating revenues, excluding inter -fund transactions and capital/operating grants, are projected at $53M for 2013 and $52M for 2014. Operating expenditures, including normal debt services total $48M and $49M for 2013 and 2014, respectively. EXEC - 22 EXECUTIVE SUMMARY This is a $1.5M or 3.3% increase from 2012 year-end estimate. In increase is mainly restoring positions that were previously one-time funded in 2012 to ongoing in 2013 and 2014. 2012 GeneraUStreetAdjusted Revenues $40.91M Misc 2.4 % Fines & orfeits 3.7% Svcs Chrgs 5.4% Intergov't� 5.5 % Lic & Permits 5.4% Red Light Photo 2.0% Property Tax 24.0% Other Taxes 0.4 % Sales Tax 25.9% Utility Taxes 21.0% Sales Tax 4.2% 2013 GeneraUStreet Proposed Revenues $40.17M Misc 3.7%, Fines & Forfeits 3.6% Svcs Chrgs 5.8% Intergov't 4.7% Lic & Permit 5.3% Property Tax 24.7 % Sales Tax 26.6% Utility Taxes 19.0% Red Light Photo 2.1 / Other Taxes CJ Sales Tax 0.4% 4.3% Of all the funds, the General and Street Funds are the two funds accounting for general city services that are primarily supported by taxes. Among the taxes supporting General and Street fund operations, sales tax is by far the most significant source, accounts for 27% of the General & Street Fund operating revenues. Sales tax revenue fluctuates from year to year depending on the local economic condition. With that in mind, economic development continues to be a priority of the City, particularly the redevelopment of the City Center. Tax revenues provide over 76% of the City's General/Street Fund operating revenues. They include Sales Tax 27%, Property Tax 19%, and Utility Taxes 25%. 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 $10.7M in 2012 and is projected to grow 1.0% per year in 2013 and 2014. The decrease from 2011 actual and 2012 year-end estimates is mainly due to amnesty payments received in 2011 for $86K in addition overall construction have decreased from 2011 to 2012. Between 2005 and 2007, the City, like many other cities in King County, saw substantial new construction activity. In 2009, retail trade and construction had a combined decline of $1.1M or 68% of the total decline from 2008 actual. EXEC - 23 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET Year Sales Tax % of Gen/St Oper Rev Chg Over Prior Year $ % 2007 Actual $ 13,048,624 31.1% $ 638,905 5.1% 2008 Actual $ 12,144,276 30.0% $ (904,348) -6.9% 2009 Actuall $ 10,583,298 24.8% $ (1,560,978) -12.9% 2010 Actual $ 10,708,951 25.5% $ 125,653 1.2% 2011 Actual $ 10,858,381 26.8% $ 149,430 1.4% 2012 Est $ 10,586,000 26.4% $ (272,381) -2.5% 2013 Est $ 10,692,000 26.6% $ 106,000 1.0% 2014 Est $ 10,799,000 26.9% $ 107,000 1.0% 2015 Est $ 11,015,000 27.1% $ 216,000 2.0% 2016 Est $ 11,235,000 27.4% $ 220,000 2.0% 2017 Est $ 11,460,000 27.7% $ 225,000 2.0% 2018 Est $ 11,689,000 28.0% $ 229,000 2.0% Criminal Justice Sales Tax (RCW 82.14.340) Past & Projected Sales Tax $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 ti ti ti ti ti w w w w w w ccvro rC rC rC rC rC otiN o'1^i otiDo�h �b o~ �co No No No No No 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 moneys is distributed to the county in which the tax was collected. The remainder of the moneys (ninety percent) is then distributed to the county (for unincorporated areas) and cities within the county based on population as last determined by the Office of Financial Management. Because it employs a more diverse tax base and different distribution formula than regular sales taxes, this source is more stable and is projected remain flat through 2018. Year Criminal Justice Sales Tax % of Gen/St Oper Rev Chg Over Prior Year $ % 2007 Actual $ 2,145,383 5.1% $ 191,561 9.8% 2008 Actual $ 2,051,524 5.1% $ (93,859) -4.4% 2009 Actual $ 1,743,893 4.1% $ (307,631) -15.0% 2010 Actual $ 1,701,120 4.1% $ (42,773) -2.5% 2011 Actual $ 1,795,971 4.4% $ 94,851 5.6% 2012 Est $ 1,719,000 4.3% $ (76,971) -4.3% 2013 Est $ 1,719,000 4.3% $ 0.0% 2014 Est $ 1,719,000 4.3% $ 0.0% 2015 Est $ 1,719,000 4.2% $ 0.0% 2016 Est $ 1,719,000 4.2% $ 0.0% 2017 Est $ 1,719,000 4.2% $ 0.0% 2018 Est $ 1,719,000 4.1% $ 0.0% Legislative Histor. Past & Projected Criminal Justice Sales Tax $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 ti ti ti ti ti w w w w w w cry cry �cry No No No No ^O The authority for cities and counties to collect sales tax was 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 EXEC - 24 EXECUTIVE SUMMARY 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. Effective April 1, 2007 sales and use tax within all of King County increased one -tenth of one percent (.001) to be used for transportation purposes. Effective April 1, 2008 sales and use tax within all of King County increased one -tenth of one percent (.001) to be used for chemical dependency or mental health treatment services. Effective April 1, 2009, sales and use tax within all of King County increased half of one percent (0.50) to a total of nine -tenths of one percent (.009) for Regional Transit Authority (RTA) tax. Currently, most retail activities in the City are subject to a 9.5% sales tax. For every $1.00 collected for sales tax, the City receives less than 10%. T11 E. UN IT1ID S'1'.Vl'Fti OV g-� � r H 363 6 00 : I i 9CA Agency Tax Rate State 6.50% King County Metro Transit 0.90% City of Federal Way 0.85% King County Mental Health 0.10% King County Sales Tax 0.15% Criminal Justice Tax 0.10% Sound Transit 0.40% Regional Transit Authority 0.50% Subtotal Sales Tax Rate 9.50% PROPERTY TAX (RCW 84.52) Property tax is the second largest revenue source for Federal Way and is deposited into the General Fund for general governmental operations. The City's property tax levy amount is subject to a number of limitations in the state statute: 1. The $1.60 Levy Cap: The state constitution establishes the maximum regular property tax levy for all taxing districts combined at 1 %, or $10 per $1000 market value of the property. This cap is further divided by the RCW to the various taxing districts, with the maximum regular property tax levy for most cities at $3.375 per thousand dollars 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. EXEC - 25 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET For cities belonging to a fire district and/or library district, such as Federal Way, the combined total levies for the City and special districts cannot exceed $3.60 per thousand dollars AV. The amount the City could levy is reduced by what the library district and the fire district are levying. The library and fire districts each have a maximum allowed rate of $0.50 and $1.50 respectively. If both levy the maximum amount, the City can only levy up to $1.60. If one or both of the special districts are not levying the maximum amount, the City's portion could exceed $1.60, but must reduce its levy by the same amount if the library or fire district raises its levy in the future; so that the combined total is never above $3.60. Currently, the Fire District 39 and the Library District are both levying at their maximum amount; therefore the City's maximum levy rate is $1.60. This levy cap can be exceeded (excess levy) with voter approval. Depending on its purpose, if the levy were to be used for operational and maintenance purposes (O & M levy), the voters' approval is only good for a year. If the additional levy is for capital purposes, the approval does not have to have a time limit; however, one is normally given based on the expected life of the bonds. 2. The 106 percent lid and other limits in property tax growth rates: Before 1997, a taxing district could increase the property tax levy amount annually by 6% (for a total of 106% of the amount levied in the previous year), up to the applicable levy cap. This growth rate limit was established in 1973 as the legislature responded to people's concerns that property taxes were rising too fast with the real estate boom. Initiative 747 (approved by voters in 2001) further lowered the limit to the lesser of 1% or inflation. Property tax growth resulted from new construction; changes in value of state -assessed utility property, and newly annexed property (collectively referred to as new construction") are exempted from the lid/limit factor and may be added to the tax levy. The growth limit can be "lifted" by voters. A "lid lift" vote requires a simple majority voter approval, and the amount is added to the levy base for future years. Most properties in Federal Way are taxed at $13.6269 per $1000 AV in 2012, of which the City receives approximately 9% or $1.30 per $1000 AV to provide local services. Therefore, for each $1 property tax paid, only 9.55¢ is available for City services. The remaining goes to the Federal Way School District (42.320), King County (10.390) for regional service, the State (17.780), the library, port, ferry, and flood control districts (6.75¢ combined), and local Fire Department/Emergency Medical Services (13.210). L 1 y i r. i 8 L. 3 5 C - r� ri 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%. EXEC - 26 EXECUTIVE SUMMARY Year Property Tax % of Gen/St Oper Rev Chg Over Prior Year $ % 2007 Actual $ 9,006,922 21.5% $ 123,204 1.4% 2008 Actual $ 9,213,312 22.8% $ 206,390 2.3% 2009 Actual $ 9,443,649 22.1% $ 230,337 2.5% 2010 Actual $ 9,614,187 22.9% $ 170,538 1.8% 2011 Actual $ 9,672,887 24.1% $ 58,700 0.6% 2012 Est $ 9,825,000 23.4% $ 152,113 1.6% 2013 Est $ 9,923,000 24.7% $ 98,000 1.0% 2014 Est $ 10,022,000 24.9% $ 99,000 1.0% 2015 Est $ 10,122,000 24.9% $ 100,000 1.0% 2016 Est $ 10,223,000 24.9% $ 101,000 1.0% 2017 Est $ 10,325,000 24.9% $ 102,000 1.0% 2018 Est $ 10,428,000 25.0% $ 103,000 1.0% UTILITY TAXES Past & Projected Property Tax $11,000,000 $10,500,000 $10,000,000 $9,500,000 $9,000,000 $8,500,000 $8,000,000 ro ro ro ro" I 5 5 5 No No No N N Cities and towns in Washington State are authorized to levy a business and occupation tax (RCW 35.22.280(32)) on public utility businesses based on revenues they generate within the city or town, known as a utility tax. The rate of taxes for electric, phone, and natural gas utilities are limited to 6% (RCW 35.21.870) without voter approval. No limitation on tax rates on other public utilities. The City first instituted a 1.37% utility tax on telephone, electric, natural gas, cable, surface water, and solid waste utilities in 1995; raising it to 5% in 1996, 6% in 2003, and 7.75% in 2007. Each time the tax is designed for a specific capital investment program and its associated maintenance & operations. The 1% utility tax increase in 2003 is for the purpose of funding Federal Way Community Center Debt Service, Operations and Capital Reserves. The 1.75% increase in 2007 was approved by Federal way voters at the November 2006 general election to fund a Police and Community Safety Improvement initiative consisting of 24 FTEs police, prosecution, court, code enforcement, parks maintenance, and related support functions. Year Utility Tax Chg Over Prior Year $ % 2007 Actual $ 12,802,048 $ 3,753,245 41.5% 2008 Actual $ 13,478,663 $ 676,615 5.3% 2009 Actual $ 13,562,938 $ 84,275 0.6% 2010 Actual $ 12,910,763 $ (652,175) -4.8% 2011 Actual $ 13,095,011 $ 184,248 1.4% 2012 Est $ 12,447,000 $ (648,011) -4.9% 2013 Est $ 12,388,000 $ (59,000) -0.5% 2014 Est $ 12,388,000 $ - 0.0% 2015 Est $ 12,502,000 $ 114,000 0.9% 2016 Est $ 12,502,000 $ - 0.0% 2017 Est $ 12,623,000 $ 121,000 1.0% 2018 Est 1 $ 12,623,000 $ - 0.0% Past & Projected Utility Tax $13,800,000 $13,600,000 $13,400,000 $13,200,000 $13,000,000 $12,800,000 $12,600,000 $12,400,000 $12,200,000 $12,000,000 $11,800,000 ro ro ro ro ro 5 5 5 5� 5 5 EXEC - 27 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET Utility tax is a general purpose revenue source receipted into the special revenue Utility Tax Fund and transferred into the appropriate capital project, debt service, and/or operating funds as designated. Allocation of the total 7.75% utility tax rate is as follows: 1.00% Dedicate/Project Specific Programs 2.00% General Fund Baseline Operations 1.00% Federal Way Community Center Debt Service, Operations and Capital Reserves 1.00% Arterial Streets Overlay 1.00% Tranportation Capital Projects 6.00% Total Non -Voter Approved 1.75% Voter -Approved for Police and Community Safety Improvement Programs 7.75% Total Utility Tax Rate The table below shows utility tax collections by type for the last two biennium and the 2013/14 estimates. Year/Type Electricity Gas Solid Waste Cable Phone Pager Cellular Storm Drainage Total 2009 4,789,077 2,141,172 733,342 1,369,086 1,183,098 561 3,072,933 263,669 13,552,938 % of Total Utax 35% 16% 5% 10% 9% 0% 23% 2% 100% Prior Yr Chg- $ $ 92,199 $ 100,703 $ (36,013) $ 104 $ (73,716) $ 13 $ (11,123) $ 2,108 $ 74,275 Prior Yr Chg - % 2.0% 4.9% -4.7% 0.0% -5.9% 2.4% -0.4% 0.8% 0.6% 2010 4,724,423 1,695,800 792,528 1,430,146 1,166,495 1,480 2,835,782 264,109 12,910,763 %of Total Utax 37% 13% 6% 11% 9% 0% 22% 2% 100% Prior Yr Chg- $ $ (64,654) $ (445,372) $ 59,186 $ 61,060 $ (16,603) $ 919 $ (237,151) $ 440 $ (642,175) Prior Yr Chg- % -1.4% -20.8% 8.1% 4.5% -1.4% 163.8% -7.7% 0.2% -4.7% 2011 4,904,374 1,960,363 782,974 1,437,075 1,061,756 435 2,685,006 263,028 13,095,011 %of Total Utax 37% 15% 6% 11% 8% 0% 21% 2% 100% Prior Yr Chg - $ $ 179,951 $ 264,563 $ (9,554) $ 6,929 $ (104,739) $ (1,045) $ (150,776) $ (1,081) $ 184,248 Prior Yr Chg - % 3.8% 15.6% -1.2% 0.5% -9.0% -70.6% -5.3% -0.4% 1.4% 2012 Est 4,721,000 1,865,000 812,000 1,430,000 833,000 - 2,515,000 271,000 12,447,000 %of Total Utax 38% 15% 7% 11% 7% 0% 20% 2% 100% Prior Yr Chg- $ $ (183,374) $ (95,363) $ 29,026 $ (7,075) $ (228,756) $ (435) $ (170,006) $ 7,972 $ (648,011) Prior Yr Chg - % -3.7% -4.9% 3.7% -0.5% -21.5% -100.0% -6.3% 3.0% -4.9% 2013 Fst 4,768,000 1,884,000 812,000 1,430,000 708,000 - 2,515,000 271,000 12,388,000 % of Total Utax 38% 15% 7% 12% 6% 0% 20% 2% 100% Prior Yr Chg - $ $ 47,000 $ 19,000 $ - $ - $ (125,000) $ - $ - $ - $ (59,000) Prior Yr Chg - % 1.0% 1.0% 0.0% 0.0% -15.0% n/a 0.0% 0.0% -0.5% 2014 Fst 4,768,000 1,884,000 812,000 1,430,000 708,000 - 2,515,000 271,000 12,388,000 % of Total Utax 38% 15% 7% 12% 6% 0% 20% 2% 100% Prior Yr Chg - $ $ - $ - $ - $ - $ - $ - $ - $ - $ - Prior Yr Chg - % 0.0% 0.0% 0.0% 0.0% 0.0% n/a 0.0% 0.0% 0.0% In 2010, the City received less in utility tax revenues due to a warmer winter which decreased electricity and natural gas. Also, cellular decreased is due to an audit of a major payor for back taxes between 1998-2009 received in 2009 in addition to the recession and bundling of services. In comparison between 2011 actual and 2012 year-end estimates; the decrease is in all utility type with the exception of Solid Waste. The decrease in electricity and gas is mainly due to less consumption; phone decrease is mainly discontinuing services either due to converting to cellular or is already a cellular user, and cellular decrease is mainly due to a decrease from several major payors. EXEC - 28 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 "REET 1" ). Cities and counties planning under the Growth Management Act (GMA) have the authority to levy a second quarter percent tax (REET 2). The statute further specifies that if a county is required to plan under GMA or if a city is located in such a county, the tax may be levied by a vote of the legislative body. If, however, the county chooses to plan under GMA, the tax must be approved by a majority of the voters. Year REET Chg Over Prior Year $ % 2007 Actual $ 4,898,537 $ (601,374) -10.9% 2008 Actual $ 2,590,310 $(2,308,227) -47.1% 2009 Actual $ 1,428,985 $(1,161,325) -44.8% 2010 Actual $ 1,403,361 $ (25,624) -1.8% 2011 Actual $ 1,560,394 $ 157,033 11.2% 2012 Est $ 1,100,000 $ (460,394) -29.5% 2013 Est $ 1,400,000 $ 300,000 27.3% 2014 Est $ 1,400,000 $ - 0.0% 2015 Est $ 1,400,000 $ - 0.0% 2016 Est $ 1,400,000 $ - 0.0% 2017 Est $ 1,400,000 $ - 0.0% 2018 Est 1 $ 1,400,000 $ - 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 �� ro �ro �ro �ro w� wy wy wy wy wy wy N N V V V V V No No No No No Initially authorized in 1982, cities and counties can use the receipts of REET 1 for all capital purposes. An amendment in 1992 states that cities and counties with a population of 5,000 or more planning under the GMA must spend REET 1 receipts solely on capital projects that are listed in the capital facilities plan element of their comprehensive plan. Capital projects are: public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets; roads; highways; sidewalks; street and road lighting systems; traffic signals; bridges; domestic water systems; storm and sanitary sewer systems; parks; recreational facilities; law enforcement facilities; fire protection facilities; trails; libraries; administrative and judicial facilities. Receipts pledged to debt retirement prior to April 1992 and/or spent prior to June 1992 are grandfathered from this restriction. REET 2 RCW 82.46.035: The second quarter percent of the real estate excise tax (authorized in 1990) provides funding for cities and counties to finance capital improvements required to occur concurrently with growth under the Growth Management Act. An amendment in 1992 defines the "capital project" as: Public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road lighting systems, traffic signals, bridges, domestic water systems, storm and sanitary sewer systems, and planning, construction, reconstruction, repair, rehabilitation, or improvement ofparks. Because of this amendment, acquisition of park land is no longer a permitted use of REET 2 after March 1 1992. EXEC - 29 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET As a newly incorporated city, Federal Way enacted both quarter percents of the REET in 1990 and pledged both portions for long term bonds used for the acquisition and improvement of various parks and municipal facility projects prior to the 1992 amendments. The super active real estate market, particularly in income property arena, raised REET revenues to new heights in 2005 through 2007. However, the market bottomed out at the end of 2008 and has been slow to pick up through 2012. The projected revenue of $1.4 million in 2013/2014 is based on actual collections in 2009 through 2011. 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 % of Gen/St Oper Rev Chg Over Prior Year $ % 2007 Actual $ 1,489,952 3.6% $ 125,631 9.2% 2008 Actual $ 1,259,783 3.1% $ (230,169) -15.4% 2009 Actual $ 1,127,204 2.6% $ (132,579) -10.5% 2010 Actual $ 493,485 1.2% $ (633,719) -56.2% 2011 Actual $ 511,005 1.3% $ 17,520 3.6% 2012 Est $ 98,000 0.2% $ (413,005) -80.8% 2013 Est $ 145,000 0.4% $ 47,000 48.0% 2014 Est $ 145,000 0.4% $ - 0.0% 2015 Est $ 145,000 0.4% $ - 0.0% 2016 Est $ 145,000 0.4% $ - 0.0% 2017 Est $ 145,000 0.3% $ - 0.0% 2018 Est $ 145,000 1 0.3% $ - 1 0.0% Past & Projected Gambling Tax $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $- ti ti ti ti ti w w w w w � w �� J 4 W� 4 4 � kl5 kI5 u c, u u u O~N n 4 q 00 00 0o O~ O~ �V rV 1V The State Legislature began allowing the operation of "enhanced card room" or mini -casinos on non -tribal land on a pilot basis in 1997; regulations were adopted allowing them on a permanent basis in the spring of 2000. Over the past five years, mini -casinos have proliferated throughout the state and have become a significant source of tax revenue in jurisdictions where gambling activities are allowed. The permission of non -tribal casinos has stimulated a wave of new and/or expansion of tribal casinos as well. The increased competition eliminated some unprofitable card rooms in the City and gambling tax revenue has declined substantially since its peak in 2001. The smoking - ban passed by Washington State voters in 2005 prohibits smoking within 25 feet of all public places has had a negative impact on non -tribal gambling establishments. The new law, effective December 2005, impacted gambling tax activities in 2006 but affects did not carry on into 2007. Gambling tax decreased starting in 2008 due to the economic climate. The City's only card room closed mid -year in 2010, re -opened starting in October 2010, and closed again in January of 2012. The estimates for 2012 year-end and beyond are based on conservative methods and do not include the re -opening of the card room. EXEC - 30 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 $195K per year in 2013 and 2014. Future tax revenue is projected to stay flat. Year Hotel/Motel Lodging Tax Chg Over Prior Year $ % 2007 Actual $ 191,691 $ 16,472 9.4% 2008 Actual $ 188,833 $ (2,857) -1.5% 2009 Actual $ 154,148 $ (34,685) -18.4% 2010 Actual $ 149,058 $ (5,090) -3.3% 2011 Actual $ 185,289 $ 36,232 24.3% 2012 Est $ 193,440 $ 8,151 4.4% 2013 Est $ 195,000 $ 1,560 0.8% 2014 Est $ 195,000 $ - 0.0% 2015 Est $ 195,000 $ - 0.0% 2016 Est $ 195,000 $ - 0.0% 2017 Est $ 195,000 $ - 0.0% 2018 Est $ 195,000 $ - 0.0% LEASEHOLD TAX (RCW 82.29) Agency Tax Rate State 6.50% King County Metro Transit 0.90% City of Federal Way 0.85% King County Mental Health 0.10% King County Sales Tax 0.15% Criminal Justice Tax 0.10% Sound Transit 0.40% Regional Transit Authority 0.50% Subtotal Sales Tax Rate 9.50% Convention Center Tax 2.80% Stadium Tax 2.00% State Sales Tax Credit -2.00% City Lodging Tax 1.00% Total Tax on Lodging 13.30% Past & Projected Hotel/Motel Lodging Tax $250,000 $200,000 $150,000 $100,000 $50,000 $- ro ro ro ro ro 5 5 5 5 5 5 5 , N� N� N N In addition to the above, the City also receives a minimal amount of revenue from the 4% leasehold tax (RCW 82.29A.) on lease income from private business activities on tax-exempt properties, in -lieu -of property tax. The total rate on leasehold tax is 12.84%. Cities and counties can collectively levy up to 6% of this total. The maximum county and city rates are 6% and 4%, respectively, and the county must give a credit for any city tax. Therefore, if a city is levying its 4%, the county receives only 2%. The City receives approximately $6,000 a year from this tax and uses it for general operations purposes. EXEC - 31 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET FRANCHISE FEE Franchise fees are charges levied on private utilities for their use of City streets and other public properties to place utility infrastructure and to recoup City costs of administering franchise agreements. The franchise fees on light, natural gas, and telephone utilities are limited by statute to the actual administrative expenses incurred by the City directly related to receiving and approving permits, licenses, or franchisees. Cable TV franchise fees are governed by the Federal Cable Communications Policy Act of 1994 and are negotiated with cable companies for an amount not to exceed 5% of gross revenues, which is the primary source of the City's franchise fee revenue. The table below shows past and projected cable franchise fees. Revenue is projected to grow stay flat through 2018. Year Franchise Fees % of Gen/St Oper Rev Chg Over Prior Year Past & Projected Franchise Fees $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $ _ LO vi vj vj vNy "'S 0 ° 00� Q Q O~ O~ O~ O~ O~ O~ O~ O� 00� 00� O, O~ N N N N N N N $ % 2007 Actual $ 982,767 2% $ 111,316 12.8% 2008 Actual $ 967,240 2% $ (15,527) -1.6% 2009 Actuall $ 950,213 2% $ (17,027) -1.8%1 2010 Actual $ 980,891 2% $ 30,678 3.2% 2011 Actual $ 988,948 2% $ 8,057 0.8% 2012 Est $ 981,000 2% $ (7,948) -0.8% 2013 Est $ 981,000 2% $ 0.0% 2014 Est $ 981,000 2% $ 0.0% 2015 Est $ 981,000 2% $ 0.0% 2016 Est $ 981,000 2% $ 0.0% 2017 Est $ 981,000 2% $ 0.0% 2018 E T $ 981,000 2% $ 0.0% 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 % of Gen/St Oper Rev Chg Over Prior Year $ % 2007 Actual $ 2,511,256 6.0% $ 161,758 6.9% 2008 Actual $ 2,434,731 6.0% $ (76,525) -3.0% 2009 Actual $ 2,450,957 5.7% $ 16,226 0.7% 2010 Actual $ 2,538,462 6.0% $ 87,505 3.6% 2011 Actual $ 2,399,140 5.9% $ (139,322) -5.5% 2012 Est $ 2,054,000 5.1% $ (345,140) -14.4% 2013 Est $ 1,889,000 4.7% $ (165,000) -8.0% 2014 Est $ 1,797,000 4.5% $ (92,000) -4.9% 2015 Est $ 1,797,000 4.4% $ - 0.0% 2016 Est $ 1,797,000 4.4% $ - 0.0% 2017 Est $ 1,797,000 4.3% $ - 0.00/c 2018 Est $ 1,797,000 4.3% $ - 0.0% Past & Projected Satate Shared Revenue $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- ro ro ro ro ro 5 5 5 5 5 0 I � ��V ��4 ��V ��4 ��V Op oo°� Op 81 O~ N rV N N N N N 1 N N ^v N EXEC - 32 EXECUTIVE SUMMARY Additionally, the City receives state shared revenues (fuel) tax in the Arterial Streets Fund, Paths & Trails Fund and Transportation CIP Fund. Past and projected revenues are as follows: Year State Shared Revenue Chg Over Prior Year $ % 2007 Actual $ 941,884 $ 127,883 n/a 2008 Actual $ 865,684 $ (76,200) -8.1% 2009 Actual $ 835,328 $ (30,356) -3.5% 2010 Actual $ 835,697 $ 369 0.0% 2011 Actual $ 809,611 $ (26,086) -3.1% 2012 Est $ 828,000 $ 18,389 2.3% 2013 Est $ 805,000 $ (23,000) -2.8% 2014 Est $ 805,000 $ - 0.0% 2015 Est $ 805,000 $ - 0.0% 2016 Est $ 805,000 $ 0.0% 2017 Est $ 805,000 $ 0.0% 2018 Est $ 805,000 $ 0.0% Past & Projected Fuel Tax Non-General/Street Fund $1,000,000 $950,000 $900,000 $850,000 $800,000 $750,000 $700,000 -6 ro ro ro ro ro � � � 5 4 4 �O �O NO N ti The charge for services is revenues generated from services provided to the general public (including recreation fees, building permit, land use fee, and surface water fees). SURFACE WATER MANAGEMENT FEES The Surface Water Management (SWM) fund manages surface water run-off accounts for the City's only utility operation. The fees are based on the impervious surface area, including right-of-way. Single-family households pay a fixed rate per household amount. The projected SWM fees for 2013/2014 are roughly $3.5M per year. Current year surface water management fees fund current year operating expenditures, including debt service payments on public works trust fund loan. The SWM operating fund is estimated to transfer $238K and $246K in 2013 and 2014 respectively to support SWM related capital projects. EXEC - 33 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET RECREATION FEES Recreation fees include revenue from general parks and recreation, community center and the retreat center. General parks and recreation fees include programs such as youth and adult athletics, aerobics and fitness classes, aquatic programs, and special interest leisure classes like art, outdoor recreation and dance. Many of these programs take place at the community center with related program revenue accounted for in the General Fund. General parks and recreation fees are projected to remain flat under current programming. Year General Parks & Rec Fees % of Gen/St Oper Rev Chg Over Prior Year $ % 2007 Actual $ 619,448 1.5% $ (214,375) -25.7% 2008 Actual $ 775,243 1.9% $ 155,795 25.2% 2009 Actuall 802,278 1.9% $ 27,035 3.5% 2010 Actual $ 913,831 2.2% $ 111,553 13.9% 2011 Actual $ 956,607 2.4% $ 42,776 4.7% 2012 Est $ 937,364 2.3% $ (19,243) -2.0% 2013 Est $ 937,000 2.3% $ (364) 0.0% 2014 Est $ 937,000 2.3% $ - 0.0% 2015 Est $ 937,000 2.3% $ - 0.0% 2016 Est $ 937,000 2.3% $ - 0.0% 2017 Est $ 937,000 2.3% $ - 0.0% 2018 Est $ 937,000 2.2% $ - 0.0% Past & Projected General Parks & Rec Fees $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 �ro �ro �ro �" �j�W o10,w�o11)WyoWyowy00 o� oC No N No N No 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 remain flat under current programming. Year Federal Way Community Ctr Chg Over Prior Year $ % 2007 Actual $ 889,779 $ 889,779 n/a 2008 Actual $ 1,381,719 $ 491,940 55.3% 2009 Actual $ 1,485,185 $ 103,466 7.5% 2010 Actual $ 1,582,548 $ 97,363 6.6% 2011 Actual $ 1,602,183 $ 19,635 1.2% 2012 Est $ 1,618,500 $ 16,317 1.0% 2013 Est $ 1,618,500 $ - 0.0% 2014 Est $ 1,618,500 $ - 0.0% 2015 Est $ 1,619,000 $ 500 0.0% 2016 Est $ 1,619,000 $ - 0.0% 2017 Est $ 1,619,000 $ - 0.0% 2018 Est $ 1,619,000 $ - 0.0% Past & Projected FWCC Recreation Fees $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 ro ro ro ro ro 5 5 5 5 5 5 ti ti ti ti ti The facility rentals at Dumas Bay Centre are projected at $629K and $635K for 2013 and 2014, respectively. Program revenues are estimated to stay flat for 2015 and beyond. As of July 1, 2009, the Knutzen Family Theatre is managed and operated by Centerstage Theatre Arts. Centerstage has a management and operations contract with the City of Federal Way until June 30th, 2012. With this change in management, the City no longer budgets program revenues for Knutzen Family Theatre. However, the Dumas Bay Centre Fund will continue to receive $112K in each year in utility tax subsidy for 2013 and 2014 to cover the cost EXEC - 34 EXECUTIVE SUMMARY of the management contract. The remaining balance of the utility tax transfer is used to offset any operating deficits of the retreat center as well as providing a source for both regular and deferred repairs and maintenance. The facility is also used for Parks General Recreation programming. PERMITS AND DEVELOPMENT FEE Community & Economic Development Permits and Fees include building, mechanical, electrical and plumbing permit fees, zoning fees and plan check fees. The majority of these fees are payable at the time the permit is issued. The revenues are deposited in the General Fund to offset building and planning service costs. The rates and policies regarding this fee are detailed in the International Building Code, which is revisited every three years in order to update all fees and policies. Year CED Permits & Fees % of Gen/St Oper Rev Chg Over Prior Year $ % 2007 Actual $ 2,597,496 6.2% $ (150,606) -5.5% 2008 Actual $ 1,381,216 3.4% $ (1,216,280) -46.8% 2009 Actual $ 1,191,205 2.8% $ (190,011) -13.8% 2010 Actual $ 1,265,652 3.0% $ 74,447 6.2% 2011 Actual $ 1,066,043 2.6% $ (199,609) -15.8% 2012 Est $ 1,220,000 3.0% $ 153,957 14.4% 2013 Est $ 1,139,000 2.8% $ (81,000) -6.6% 2014 Est $ 1,167,000 2.9% $ 28,000 2.5% 2015 Est $ 1,196,000 2.9% $ 29,000 2.5% 2016 Est $ 1,225,000 3.0% $ 29,000 2.4% 2017 Est $ 1,255,000 3.0% $ 30,000 2.4% 2018 Est $ 1,282,000 3.1% $ 27,000 2.2% Past & Projected CED Permits & Fees $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 ti ti ti ti w w w w w w w �ro �ro �ro Wy Wy W W W W5 �V5 F c o~N o~N) o~� O~ pb00 p, p',, No No No N ti Public Works permits and development fees include right-of-way permits, plan review fees, inspection fees, transportation concurrency fees and traffic impact fees. The revenues are deposited in the Street Fund to offset service costs. Year Pw Permits & Fees % of Gen/St Oper Rev Chg Over Prior Year $ % 2007 Actual $ 499,391 1.2% $ (41,200) -7.6% 2008 Actual $ 461,652 1.1% $ (37,739) -7.6% 2009 Actuall 355,329 0.8% $ (106,323) -23.0% 2010 Actual $ 328,455 0.8% $ (26,874) -7.6% 2011 Actual $ 359,994 0.9% $ 31,539 9.6% 2012 Est $ 311,895 0.8% $ (48,099) -13.4% 2013 Est $ 317,000 0.8% $ 51105 1.6% 2014 Est $ 317,000 0.8% $ - 0.0% 2015 Est $ 317,000 0.8% $ 0.0% 2016 Est $ 317,000 0.8% $ 0.0% 2017 Est $ 317,000 0.8% $ 0.0% 2018 Est $ 317,000 0.8% $ 0.0% Past & Projected PW Permits & Fees $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $- ti N N N N N EXEC - 35 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET FINES AND FORFEITURES The Municipal Court of the City of Federal Way is an inferior court (a court subject to the jurisdiction of another court known as the superior court, or a higher court) with exclusive original criminal jurisdiction of all violations of City laws. It also has the original jurisdiction of all other actions brought to enforce or recover license penalties or forfeitures declared or given by such city laws or by any state statutes. The Court also exercises all powers granted by Chapter 6 of said Justice Court and other Inferior Court Reorganization Law (Chapter 299, laws of 1964). 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. Year Court Fines & Forfeitures % of Gen/St Oper Rev Chg Over Prior Year $ % 2007 Actual $ 1,217,114 2.9% $ 245,423 25.3% 2008 Actual $ 1,507,369 3.7% $ 290,255 23.8% 2009 Actual $ 1,547,204 3.6% $ 39,835 2.6% 2010 Actual $ 1,558,931 3.7% $ 11,727 0.8% 2011 Actual $ 1,484,953 3.7% $ (73,978) -4.7% 2012 Est $ 1,431,000 3.6% $ (53,953) -3.6% 2013 Est $ 1,431,000 3.6% $ 0.0% 2014 Est $ 1,431,000 3.6% $ 0.0% 2015 Est $ 1,431,000 3.5% $ 0.0% 2016 Est $ 1,431,000 3.5% $ 0.0% 2017 Est $ 1,431,000 3.5% $ 0.0% 2018 Est $ 1,431,000 3.4% $ 0.0% Past & Projected Fines & Forfeitures $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400000 $200:000 ti ti ti ti ti w w w w w w w � w� Noo Noo Noo Noti Noti Noti Noti Noti Noti ti Noti Noti n 0 q o ti The 2012 year-end estimate for fines and forfeitures is $1.43 million and is 3.6% below 2011's actual revenues. The decrease is due to lower filings for traffic infractions and parking infractions. Revenues are projected to remain flat. 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. EXEC - 36 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN General Fund 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Projected 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Projected (001) GENERAL FUND REVENUES: Property Tax $ 9,614,187 $ 9,672,887 $ 9,625,000 $ 9,825,000 $ 9,825,000 $ 9,923,000 $ 10,022,000 $ 10,122,000 $ 10,223,000 $ 10,325,000 $ 10,428,000 Local Sales Tax 10,708,951 10,858,381 10,791,000 10,586,000 10,586,000 10,692,000 10,799,000 11,015,000 11,235,000 11,460,000 11,689,000 Sales Tax Mitigation - - - - - - - - - - - Criminal Justice Sales Tax 1,701,120 1,795,971 1,652,000 1,719,000 1,719,000 1,719,000 1,719,000 1,719,000 1,719,000 1,719,000 1,719,000 Gambling Tax 493,485 511,005 214,000 168,000 98,000 145,000 145,000 145,000 145,000 145,000 145,000 Leasehold Excise Tax 5,757 6,259 4,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 Liquor Excise Tax 438,392 434,957 442,000 448,000 224,000 - - - - - - Liquor Profits 708,559 622,476 - 553,000 472,000 646,000 646,000 646,000 646,000 646,000 646,000 Criminal Justice 294,350 278,186 97,000 187,000 277,000 187,000 95,000 95,000 95,000 95,000 95,000 DUI Impact Cities 16,317 19,061 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 Franchise Fees 980,891 988,948 945,000 981,000 981,000 981,000 981,000 981,000 981,000 981,000 981,000 Business License 251,620 253,992 244,000 252,000 252,000 252,000 252,000 252,000 252,000 252,000 252,000 Building Permits 673,528 559,290 717,147 564,000 682,000 588,000 602,000 617,000 632,000 648,000 661,000 Electrical Permits 168,176 171,678 154,000 154,000 154,000 158,000 162,000 166,000 170,000 174,000 178,000 Zoning Fees 51,856 50,376 89,000 89,000 89,000 91,000 93,000 95,000 97,000 99,000 101,000 Plan Check Fees 372,092 284,699 295,000 295,000 295,000 302,000 310,000 318,000 326,000 334,000 342,000 Court Fines & Forfeits 1,558,931 1,484,953 1,595,500 1,500,500 1,431,000 1,431,000 1,431,000 1,431,000 1,431,000 1,431,000 1,431,000 Security & Protection 688,755 811,922 697,000 690,000 800,000 800,000 690,000 690,000 690,000 690,000 690,000 Traffic School 75,600 48,525 87,000 87,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 Animal Licenses 32,420 95,481 272,000 153,000 50,000 30,000 30,000 30,000 30,000 30,000 30,000 Parks & Recreation Fees 913,831 956,607 849,778 937,364 937,364 937,000 937,000 937,000 937,000 937,000 937,000 Interest Earnings 31,242 19,902 73,000 32,000 16,000 24,000 29,000 41,000 57,000 80,000 112,000 Miscellaneous 319,832 302,596 299,000 299,000 299,000 240,000 240,000 240,000 240,000 240,000 240,000 Trsfr In Red Light Photo - For Court 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Trsfr In Red Light Photo - For Police 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 Admin/Cash Mgmt Fee/Lobbyist 620,891 445,117 566,597 466,597 466,598 473,117 472,315 475,000 475,000 464,000 465,000 Trfr In - Redirect Overlay Utax Funding - - - - - 600,000 600,000 600,000 600,000 600,000 600,000 Trfr In Utility Tax - Admin Fee 64,622 48,000 49,000 49,000 49,000 48,000 48,000 48,000 48,000 49,000 49,000 Trfr In Utility Tax - Celebration & Other Parks 361,620 274,000 276,000 276,000 276,000 272,000 272,000 274,000 274,000 277,000 277,000 Trfr In Utility Tax - Comm/Art Events 119,070 97,000 97,000 97,000 97,000 96,000 96,000 97,000 97,000 98,000 98,000 Trfr In Utility Tax - Police 1,002,862 612,000 616,000 616,000 616,000 607,000 607,000 613,000 613,000 619,000 619,000 Trfr In Utility Tax - Jail Contract Costs - - 925,000 400,020 - - - - - - Trfr In Utility Tax -Voters Package 2,854,878 2,769,553 2,980,296 2,980,187 2,980,187 2,980,187 2,980,187 2,980,187 2,980,187 2,980,187 2,980,187 Trfr In Utility Tax - Baseline Support 4,126,652 3,319,000 3,340,000 3,340,000 3,340,000 3,293,000 3,293,000 3,323,000 3,323,000 3,355,000 3,355,000 Subtotal Operating Revenues $ 39,750,487 $ 38,292,822 $ 37,583,318 $ 38,791,648 $ 37,979,169 $ 38,082,304 $ 38,118,502 $ 38,517,187 $ 38,883,187 $ 39,295,187 $ 39,687,187 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN General Fund 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Projected 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Projected (001) GENERAL FUND - continued EXPENDITURES.• City Council $ 279,241 $ 336,760 $ 411,985 $ 310,547 $ 310,547 327,605 329,289 388,000 388,000 388,000 388,000 Mayor's Office 867,669 506,457 819,000 555,187 555,187 552,500 569,134 569,000 569,000 569,000 569,000 Public Defender 439,440 410,698 459,680 459,680 459,680 459,680 459,680 460,000 460,000 460,000 460,000 Human Services Operations 329,538 235,495 177,539 288,258 288,258 222,139 228,014 228,000 228,000 228,000 228,000 Human Services Organizations 430,000 410,225 430,000 430,000 430,000 430,000 430,000 430,000 430,000 430,000 430,000 Municipal Court 1,393,501 1,406,887 1,642,099 1,569,747 1,569,747 1,448,101 1,493,957 1,494,000 1,494,000 1,494,000 1,494,000 Criminal Prosecution 662,737 577,382 671,580 664,258 664,258 706,256 719,954 720,000 720,000 720,000 720,000 Civil Legal Services 691,852 678,124 775,555 747,843 747,843 746,208 761,746 762,000 762,000 762,000 762,000 Human Resources / City Clerk 851,031 732,248 927,111 846,613 846,613 789,275 799,481 849,000 849,000 849,000 849,000 Finance 870,311 829,847 925,469 891,313 891,313 882,986 897,201 897,000 897,000 897,000 897,000 Community Development 2,638,839 2,040,584 2,355,767 2,126,295 2,126,295 2,121,972 2,162,109 2,179,000 2,179,000 2,179,000 2,179,000 Economic Development 191,166 81,420 175,446 99,911 99,911 101,929 102,942 103,000 103,000 103,000 103,000 Jail Services 2,603,564 2,647,856 1,962,000 2,305,280 1,780,300 2,234,000 2,349,000 3,600,000 3,600,000 3,600,000 3,600,000 911 Dispatch 1,594,760 1,613,390 1,927,000 1,621,000 1,621,000 1,630,843 1,787,000 1,876,000 1,970,000 2,069,000 2,172,000 Police Services 19,103,671 17,910,672 18,488,285 17,820,129 17,820,129 19,206,206 19,465,979 20,169,000 20,169,000 20,169,000 20,169,000 Police-SafeCity 37,500 37,500 37,500 37,500 37,500 37,500 37,500 37,500 37,500 37,500 37,500 Parks, Recr & Cultural Svcs 3,805,813 3,478,516 3,634,459 3,664,684 3,664,684 3,528,751 3,570,781 3,748,000 3,748,000 3,748,000 3,748,000 PW-General/Street Fund Subsidy 1,736,483 1,743,870 1,871,568 2,045,463 2,045,463 2,045,665 2,090,562 2,163,000 2,163,000 2,159,000 2,159,000 Unallocated Internal Service Charges/Reserves - - (109,636) - - (185,529) (191,922) 117,000 117,000 117,000 117,000 Medical Increase - - 612,000 1,101,000 1,649,000 2,262,000 Workers Compensation Surcharge - - - - 54,000 54,000 54,000 54,000 54,000 54,000 Subtotal Operating Expenditures $ 38,527,116 $ 35,677,931 $ 37,582,407 $ 36,483,708 $ 35,958,728 $ 37,340,087 $ 38,116,407 $ 41,455,500 $ 42,038,500 $ 42,681,500 $ 43,397,500 OPERATING INCOME (LOSS) $ 1,223,371 $ 2,614,891 $ 911 $ 2,307,940 $ 2,020,441 $ 742,217 $ 21095 $ (2,938,313) $ (3,155,313) $ (3,386,313) $ (3,710,313) CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN General Fund 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Projected 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Projected (001) GENERAL FUND -continued OTHER FINANCING SOURCES: Trsfr In - Project Specific 150,000 820,000 45,040 Trsfrin - Traffic Safety Fund - 375,000 - TrsfrIn - CIP Project Savings 61,235 3,800,000 - - Trsfr In - Redirect Overlay - 600,000 600,000 600,000 600,000 Human Services Donations, Other 12,029 6,438 - - - Transfer -In CDBG - 22,000 22,000 - - Automation Fees / Pass-Thru / Abatement 38,334 34,645 - 3,147 3,147 8,281 8,577 Police Grants 457,195 746,915 345,432 601,806 601,806 345,432 - Court Grant - 11,106 (35,000) 4,979 4,979 - State & Federal Seizures 176,072 93,043 7,000 7,000 Liquor - Additional Distribution - - - 237,309 - Other/Grants/Contributions 33,389 281,161 (25,939) 96,958 96,958 485,746 Subtotal Other Financing Sources $ 1,253,832 $ 6,768,308 $ 884,493 $ 1,335,890 $ 1,573,199 $ 884,499 $ 8,577 $ $ $ $ OTHER FINANCING USES: City Council (I -Time) $ 79,972 $ 62,773 $ 73,845 $ 73,092 $ 73,092 $ 58,845 $ 58,845 $ $ $ $ Mayor's Office (1-Time) 19,791 249,134 - 103,982 108,982 7,171 7,171 Public Defender (I -Time)- 14,497 60,000 60,000 60,000 10,000 10,000 Human Services/CDBG (1-Time) 61,945 157,577 114,500 147,899 142,899 101,000 101,000 Municipal Court (I-Time)34,747 24,212 3,800 12,946 12,946 85,000 85,000 Economic Development (1-Time) 99,691 34,438 27,500 132,666 132,666 27,500 27,500 Law (1-Time) 64,766 85,240 71,017 229,636 229,636 - - Human Resources/City Clerk (1-Time) 110,592 48,170 12,720 17,031 17,031 75,000 75,000 Finance (I-Time)47,460 59,959 35,479 14,363 14,363 10,000 10,000 Community Development (I -Time) 103,962 243,609 114,511 381,450 336,922 91,887 47,655 Parks (1-Time) 25,181 136,128 142,692 378,240 428,240 270,157 275,341 Police (I-Time)1,182,257 1,993,460 2,275,353 2,712,083 2,712,083 916,770 901,492 Jail Start-Up/Reserves/Increased Costs (I -Time)- 1,656,359 - 631,720 631,720 1,537,896 1,400,000 State & Federal Seizures (1-Time) 74,840 91,859 - 111,160 111,160 - - Public Works (I-Time)117,999 - 309,340 531,270 531,270 177,420 191,714 City -Wide IS Chgs/Pension/Replace Rsys/Medical 261,077 320,046 43,497 1,088,216 1,088,216 462,893 569,231 Contingency Reserve Fund (118,449) 1,111,698 1,125,000 27,000 92,000 17,000 19,000 22,000 Subtotal Other Financing Uses $ 2,284,280 $ 5,177,461 $ 3,165,805 $ 7,737,452 $ 6,631,226 $ 4,956,539 $ 3,786,949 $ 92,000 $ 17,000 $ 19,000 $ 22,000 Total Revenues and Other Sources $ 41,004,319 $ 45,061,130 $ 38,467,811 $ 40,127,538 $ 39,552,368 $ 38,966,803 $ 38,127,079 $ 38,517,187 $ 38,883,187 $ 39,295,187 $ 39,687,187 Total Expenditures and other Uses $ 40,811,396 $ 40,855,392 $ 40,748,212 $ 44,221,161 $ 42,589,954 $ 42,296,626 $ 41,903,356 $ 41,547,500 $ 42,055,500 $ 42,700,500 $ 43,419,500 Beginning Fund Balance: $ 8,245,195 $ 8,438,118 $ 5,081,826 $ 12,643,856 $ 12,643,856 $ 9,606,270 $ 6,276,447 $ 2,500,171 $ (530,143) $ (3,702,457) $ (7,107,771) Ending Fund Balance: $ 8,438,118 $ 12,643,856 $ 2,801,425 $ 8,550,234 $ 9,606,270 $ 6,276,447 $ 2,500,171 $ (530,143) $ (3,702,457) $ (7,107,771) $ (10,840,085) CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Special Revenue Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Projected 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Projected 101 STREET FUND REVENUES. - Motor Fuel Tax $ 1,080,844 1,044,460 $ 1,073,000 $ 1,065,000 $ 1,065,000 $ 1,040,000 $ 1,040,000 1,040,000 1,040,000 1,040,000 1,040,000 ROW Permits 118,006 119,949 115,271 115,271 115,271 115,000 115,000 115,000 115,000 115,000 115,000 Plan Review Fees 34,258 53,034 88,709 48,709 48,709 50,000 50,000 50,000 50,000 50,000 50,000 PW Inspection 159,272 182,809 127,513 127,513 127,513 148,000 148,000 148,000 148,000 148,000 148,000 Misc 5,839 27,408 6,120 6,120 6,120 6,000 6,000 6,000 6,000 6,000 6,000 Transportation Concurrency 16,919 4,202 20,402 20,402 20,402 4,000 4,000 4,000 4,000 4,000 4,000 Traffic Impact Fee Admin Fee - 2,989 5,000 5,000 5,000 - - - - - - Transfer In - Utility Tax Fund 482,462 371,000 373,000 373,000 373,000 368,000 368,000 371,000 371,000 375,000 375,000 Transfer In - Traffic Safety Fund 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 hiterest Earnings 1,326 603 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 EM Contribution 21,000 28,000 21,000 21,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 Subtotal Operating Revenues $ 2,249,926 $ 2,164,454 $ 2,162,015 $ 2,114,015 $ 2,121,015 $ 2,091,000 $ 2,091,000 $ 2,094,000 $ 2,094,000 $ 2,098,000 $ 2,098,000 EXPENDITURES: Administrative Services $ 344,360 $ 322,846 $ 363,817 $ 344,985 $ 344,985 $ 350,797 $ 356,895 357,000 357,000 357,000 357,000 Development Services 319,733 317,086 351,012 340,629 340,629 332,025 $ 342,050 342,000 342,000 342,000 342,000 Emergency Management 129,933 133,771 173,524 169,609 176,609 176,226 $ 178,273 181,000 181,000 181,000 181,000 Traffic Services 1,489,459 1,307,925 1,351,245 1,390,365 1,390,365 1,504,135 $ 1,514,135 1,528,000 1,528,000 1,528,000 1,528,000 Commute Trip Reduction 53 3,600 11,760 11,760 11,760 11,760 $ 11,760 12,000 12,000 12,000 12,000 Street Systems 1,629,342 1,582,043 1,782,226 1,759,208 1,759,208 1,793,722 $ 1,810,449 1,837,000 1,837,000 1,837,000 1,837,000 Subtotal Operating Expenditures $ 3,912,880 $ 3,667,271 $ 4,033,584 $ 4,016,556 $ 4,023,556 $ 4,168,665 $ 4,213,562 $ 4,257,000 $ 4,257,000 $ 4,257,000 $ 4,257,000 OPERATING INCOME (LOSS) $ (1,662,954) $ (1,502,817) $ (1,871,569) $ (1,902,541) $ (1,902,541) $ (2,077,665) $ (2,122,562) $ (2,163,000) $ (2,163,000) $ (2,159,000) $ (2,159,000) OTHER FINANCING SOURCES. Transfer -In General Fund $ 1,855,487 1,743,870 $ 2,180,908 $ 2,569,536 $ 2,569,536 $ 2,223,085 $ 2,282,276 $ 2,163,000 $ 2,163,000 $ 2,159,000 $ 2,159,000 Project Specific Revenues/Grants 36,231 201,690 - 120,253 120,253 32,000 $ 32,000 - - - - Subtotal Other Financing Sources $ 1,891,718 $ 1,945,560 $ 2,180,908 $ 2,689,789 $ 2,689,789 $ 2,255,085 $ 2,314,276 $ 2,163,000 $ 2,163,000 $ 2,159,000 $ 2,159,000 OTHER FINANCING USES: Street 1-time Expenditure $ 12,022 $ 45,005 $ 86,775 $ 127,756 $ 127,756 $ 27,775 $ 27,775 $ - $ - $ - $ Traffic and CTR 1-time Expenditure 105,516 326,877 197,145 543,058 543,058 147,145 $ 161,439 - Admin & Development Svsc 1-Time 1,469 1,321 - 1,321 1,321 - - Emergency Management 1091757 69,541 25,420 115,114 115,114 2,500 2,500 - Subtotal Other Financing Uses $ 228,764 $ 442,744 $ 309,340 $ 787,249 $ 787,249 $ 177,420 $ 191,714 $ - $ - $ - $ Total Revenues and Other Sources $ 4,141,644 $ 4,110,014 $ 4,342,923 $ 4,803,804 $ 4,810,804 $ 4,346,085 $ 4,405,276 $ 4,257,000 $ 4,257,000 $ 4,257,000 $ 4,257,000 Total Expenditures and Other Uses $ 4,141,644 $ 4,110,014 $ 4,342,923 $ 4,803,804 $ 4,810,804 $ 4,346,085 $ 4,405,276 $ 4,257,000 $ 4,257,000 $ 4,257,000 $ 4,257,000 Beginning Fund Balance: $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 Ending Fund Balance: $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Special Revenue Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Projected 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Projected 102 ARTERIAL STREET FUND REVENUES: Motor Fuel Tax $ 505,333 488,322 $ 500,000 $ 500,000 $ 500,000 $ 486,000 $ 486,000 486,000 486,000 486,000 486,000 Migitation/Grant/Other 59,750 344,750 - - - - - - - - - Transfer In - Utility Tax 761,684 1,011,000 1,021,000 1,021,000 1,021,000 998,000 998,000 1,013,000 1,013,000 1,029,000 1,029,000 Traansfer In -Annual Safety Improve Transp CIP - 300,000 - - - 50,000 50,000 - - - - Interest Earnings 1,738 486 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Total Revenues $ 1,828,505 $ 2,144,558 $ 1,523,500 $ 1,523,500 $ 1,523,500 $ 1,536,500 $ 1,536,500 $ 1,501,500 $ 1,501,500 $ 1,517,500 $ 1,517,500 EXPENDITURES: Direct Cost of Personnel $ 153,809 $ 158,810 $ 159,086 $ 159,086 $ 159,086 156,325 159,135 159,000 $ 159,000 $ 159,000 $ 159,000 Admin Fee 80,443 67,904 68,221 68,221 68,221 66,509 66,368 67,000 67,000 68,000 68,000 Street Resurfacing/Emergencies 1,359,575 2,009,514 1,296,193 1,765,897 1,765,897 1,313,666 1,310,997 1,275,500 1,275,500 1,290,500 1,290,500 Transfer Out -REET 306,684 - - - - - - - - - - Subtotal Operating Expenditures $ 1,900,511 $ 2,236,228 $ 1,523,500 $ 1,993,204 $ 1,993,204 $ 1,536,500 $ 1,536,500 $ 1,501,500 $ 1,501,500 $ 1,517,500 $ 1,517,500 OPERA TING INCOME (LOSS) $ (72,006) $ (91,670) $ - $ (469,704) $ (469,704) $ - $ - $ - $ - $ - $ Total Revenues and Other Sources 1,828,505 2,144,558 1,523,500 1,523,500 1,523,500 1,536,500 1,536,500 1,501,500 1,501,500 1,517,500 1,517,500 Total Expenditures and Other Uses 1,900,511 2,236,228 1,523,500 1,993,204 1,993,204 1,536,500 1,536,500 1,501,500 1,501,500 1,517,500 1,517,500 Beginning Fund Balance: $ 633,379 $ 561,373 $ - $ 469,704 $ 469,704 $ - $ - $ - $ - $ - $ - Ending Fund Balance: $ 561,373 $ 469,703 $ $ - $ - $ $ $ $ - $ - $ CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Special Revenue Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Projected 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Projected (103) UTILITY TAX FUND REVENUES: Utility Taxes -all Utility Tax - Electric $ 4,724,423 $ 4,904,374 $ 4,661,000 $ 4,721,000 $ 4,721,000 4,768,000 4,768,000 4,816,000 $ 4,816,000 $ 4,864,000 $ 4,864,000 Utility Tax - Gas 1,695,800 1,960,363 1,765,000 1,865,000 1,865,000 1,884,000 1,884,000 1,903,000 $ 1,903,000 $ 1,922,000 $ 1,922,000 Utility Tax - Solid Waste 792,528 782,974 697,000 812,000 812,000 812,000 812,000 820,000 $ 820,000 $ 828,000 $ 828,000 Utility Tax - Cable 1,430,146 1,437,075 1,417,000 1,430,000 1,430,000 1,430,000 1,430,000 1,444,000 $ 1,444,000 $ 1,458,000 $ 1,458,000 Utility Tax - Phone 1,166,495 1,061,756 1,045,000 833,000 833,000 708,000 708,000 708,000 $ 708,000 $ 715,000 $ 715,000 Utility Tax - Pager 1,480 435 - - - - - - $ - $ - $ - Utility Tax - Cellular 2,835,782 2,685,006 2,710,000 2,515,000 2,515,000 2,515,000 2,515,000 2,540,000 $ 2,540,000 $ 2,565,000 $ 2,565,000 Utility Tax - Storm Drainage 264,109 263,028 271,000 271,000 271,000 271,000 271,000 271,000 $ 271,000 $ 271,000 $ 271,000 Subtotal Operating Revenues $ 12,910,763 $ 13,095,011 $ 12,566,000 $ 12,447,000 $ 12,447,000 $ 12,388,000 $ 12,388,000 $ 12,502,000 $ 12,502,000 $ 12,623,000 $ 12,623,000 Rebate (20,453) (26,500) (20,000) (27,000) (27,000) (27,000) (27,000) (27,000) (27,000) (27,000) (27,000) Interest Earnings 5,910 3,726 30,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 Subtotal Operating Revenues $ 12,896,220 $ 13,072,237 $ 12,576,000 $ 12,426,000 $ 12,426,000 $ 12,367,000 $ 12,367,000 $ 12,481,000 $ 12,481,000 $ 12,602,000 $ 12,602,000 EXPENDITURES: Transfer Out - Community Center Debt Service $ 915,033 $ 915,000 $ 915,000 $ 915,000 $ 915,000 $ 915,000 $ 915,000 $ 915,000 $ 915,000 $ 915,000 $ 915,000 Transfer Out - Downtown Redevelopment CIP 1,255,000 - - - - - - - - - - Transfer Out - Transportation CIP 791,000 1,621,000 696,000 696,000 681,000 681,000 696,000 696,000 712,000 712,000 Transfer Out - Parks CIP 175,000 175,000 175,000 175,000 - - - - - - Transfer Out - Downtown CIP LIFT Match - - - - - 300,000 300,000 - - - - Transfer Out - Arterial Streets Overlay 761,684 1,011,000 1,021,000 1,021,000 1,021,000 998,000 998,000 1,013,000 1,013,000 1,029,000 1,029,000 Transfer Out - Debt Service for SCORE Bond - - - - 524,980 917,000 917,000 917,000 917,000 917,000 917,000 Transfer Out - General Fund for Jail Services - 820,000 925,000 400,020 - - - - - - Transfer Out - Community Center Operations 557,504 590,000 619,000 619,000 619,000 524,853 554,275 $ 571,000 $ 590,000 $ 611,000 $ 634,000 Transfer Out - Community Center Reserves 344,727 106,000 87,000 87,000 87,000 158,147 128,725 127,000 108,000 103,000 80,000 Transfer Out - General Fund Admin Fee 64,622 48,000 49,000 49,000 49,000 48,000 48,000 48,000 48,000 49,000 49,000 Transfer Out - General Fund Police 1,002,862 612,000 616,000 616,000 616,000 607,000 607,000 613,000 613,000 619,000 619,000 Transfer Out - General Fund - Arts/Comm Events 119,070 97,000 97,000 97,000 97,000 96,000 96,000 97,000 97,000 98,000 98,000 Transfer Out - General Fund Celebration Park 293,265 226,000 227,000 227,000 227,000 224,000 224,000 226,000 226,000 228,000 228,000 Transfer Out - Street Fund M&O 482,461 371,000 373,000 373,000 373,000 368,000 368,000 371,000 371,000 375,000 375,000 Transfer Out - DBC/KFP Operations 132,232 113,000 113,000 113,000 113,000 112,000 112,000 113,000 113,000 114,000 114,000 Transfer Out - General Fund Parks M&O 68,355 48,000 49,000 49,000 49,000 48,000 48,000 48,000 48,000 49,000 49,000 Transfer Out- General Fund Prop 2,854,878 2,769,553 2,984,357 2,980,187 2,980,187 2,980,187 2,980,187 2,980,187 2,980,187 2,980,187 2,980,187 Tms to - GF Prop 1 Police Overtime 300,000 - - - - - - - - - - Transfer Out - General Fund Operations 4,126,652 3,319,000 3,340,000 3,340,000 3,340,000 3,293,000 3,293,000 3,323,000 3,323,000 3,355,000 3,355,000 Transfer Out - Gen Fund Oper (Redirect Overlay) - 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 Total Expenditures $ 13,278,345 $ 12,611,553 $ 12,886,357 $ 12,882,187 $ 12,882,187 $ 12,870,187 $ 12,870,187 $ 12,658,187 $ 12,658,187 $ 12,754,187 $ 12,754,187 OPERATING INCOME(LOSS) $ 382,125 $ 460,684 $ 310,357 $ 456,187 $ 456,187 $ 503,187 $ 503,187 $ 177,187 $ (177,187 $ 152,187 $ (152,187 OTHER FINANCING SOURCES: Transfer In - CIP Fund Project Savings 1,061,684 Subtotal Other Financing Sources $ 1,061,684 $ - $ - $ - $ - $ - $ - $ - $ $ - $ - Total Revenues and Other Sources $ 13,957,904 $ 13,072,237 $ 12,576,000 $ 12,426,000 $ 12,426,000 $ 12,367,000 $ 12,367,000 $ 12,481,000 $ 12,481,000 $ 12,602,000 $ 12,602,000 Total Expenditures & Other Uses $ 13,278,345 $ 12,611,553 $ 12,886,357 $ 12,882,187 $ 12,882,187 $ 12,870,187 $ 12,870,187 $ 12,658,187 $ 12,658,187 $ 12,754,187 $ 12,754,187 Beginning Fund Balance: $ 3,030,626 $ 3,710,184 $ 2,920,157 $ 4,170,862 $ 4,170,867 $ 3,714,674 $ 3,211,486 $ 2,708,298 $ 2,531,110 $ 2,353,922 $ 2,201,734 Ending Fund Balance: $ 3,710,184 $ 4,170,867 $ 2,609,799 $ 3,714,674 $ 3,714,679 $ 3,211,486 $ 2,708,298 $ 2,531,110 $ 2,353,922 $ 2,201,734 $ 2,049,546 Reserved for Prop 1 $ 692,918 $ 836,819 $ 77,995 $ 661,148 $ 661,148 $ 472,154 $ 283,161 $ 119,910 $ (43,342) $ (179,271) $ (315,200) FWCC Debt Service $ - $ - $ - $ - $ 915,000 $ 915,000 $ 917,000 $ 917,000 $ 917,000 $ 917,000 $ 917,000 Unallocated Cash Flow) $ 3,017,266 $ 3,334,048 $ 2,531,804 $ 3,053,526 $ 2,138,531 $ 1,824,331 $ 1,508,137 $ 1,494,200 $ 1,480,264 $ 1,464,005 $ 1,447,746 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Special Revenue Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected 106 SOLID WASTE/RECYCLING REVENUES, Refuse Collection Fees $ 154,012 297,130 $ 278,120 $ 278,120 $ 281,852 $ 284,671 $ 287,517 $ 288,000 $ 288,000 $ 288,000 $ 288,000 CPG & Other Grants 276,214 146,460 136,000 156,736 165,549 165,549 156,736 157,000 157,000 157,000 157,000 Interest Earnings/Misc 222 2,607 - - - - - - - - - Miscellaneous 3,983 - - - - - Total Revenues $ 434,431 $ 446,197 $ 414,120 $ 434,856 $ 447,401 $ 450,220 $ 444,253 $ 445,000 $ 445,000 $ 445,000 $ 445,000 EXPENDITURES.• Administrative $ 248,550 257,183 272,882 271,292 $ 271,292 270,935 276,681 281,000 285,000 290,000 296,000 Admin Fee 42,161 31,332 31,491 31,491 31,491 33,484 33,321 33,000 33,000 33,000 33,000 Grants & Other 160,260 138,801 116,201 135,658 144,471 165,875 157,259 159,000 161,000 163,000 165,000 Total Expenditures $ 450,971 $ 427,316 $ 420,574 $ 438,441 $ 447,254 $ 470,294 $ 467,261 $ 473,000 $ 479,000 $ 486,000 $ 494,000 OPERA TING INCOME (LOSS) $ (16,540) $ 18,881 $ (6,454) $ (3,585) $ 147 $ (20,074) $ (23,008) $ (28,000) $ (34,000) $ (41,000) $ (49,000) Total Revenues and Other Sources $ 434,431 $ 446,197 $ 414,120 $ 434,856 $ 447,401 $ 450,220 $ 444,253 $ 445,000 $ 445,000 $ 445,000 $ 445,000 Total Expenditures & Other Uses $ 450,971 $ 427,316 $ 420,574 $ 438,441 $ 447,254 $ 470,294 $ 467,261 $ 473,000 $ 479,000 $ 486,000 $ 494,000 Beginning Fund Balance: $ 151,639 $ 135,099 $ 135,093 $ 153,980 $ 153,980 $ 154,127 $ 134,053 $ 111,045 $ 83,045 $ 49,045 $ 8,045 Ending Fund Balance: $ 135,099 $ 153,980 $ 128,639 $ 150,395 $ 154,127 $ 134,053 $ 111,045 $ 83,045 $ 49,045 $ 8,045 $ (40,955) CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Special Revenue Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Projected 2014 2015 Projected Projected 2016 Projected 2017 Projected 2018 Projected 107 SPECIAL CONTRACTS/STUDIES FUND REVENUES. Interest Earnings $ 923 525 $ $ $ $ PEG Fees 300,000 - Total Revenues $ 300,923 $ 525 $ $ $ - $ - $ $ $ $ EXPENDITURES.• Prof Svc/Capital Outlay/Other $ 14,510 1,247 556,753 529,153 26,000 1,600 $ $ $ $ Total Expenditures $ 14,510 $ 1,247 $ $ 556,753 $ 529,153 $ 26,000 $ 1,600 $ $ $ $ Beginning Fund Balance: $ 271,062 $ 557,475 $ $ 556,753 $ 556,753 $ 27,600 $ 1,600 $ $ $ $ Ending Fund Balance: $ 557,475 $ 556,753 $ $ - $ 27,600 $ 1,600 $ - $ $ $ $ CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Special Revenue Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected (109) HOTEL/MOTEL TAX FUND REVENUES: HoteUMotel Revenue $ 149,058 $ 185,289 $ 155,000 $ 193,440 $ 193,440 $ 195,000 $ 195,000 $ 195,000 $ 195,000 $ 195,000 $ 195,000 Miscellaneous 5,000 - 6,000 2,500 2,500 - - - - - - Interest Earnings 316 223 300 500 500 300 300 300 300 300 300 Total Revenues $ 154,374 $ 185,512 $ 161,300 $ 196,440 $ 196,440 $ 195,300 $ 195,300 $ 195,300 $ 195,300 $ 195,300 $ 195,300 EXPENDITURES.• Special Projects $ 123,564 187,686 161,300 409,923 $ 409,923 195,300 195,300 $ 195,300 $ 195,300 $ 195,300 $ 195,300 Admin Fee 16,500 - - - - - - - - - - Total Expenditures $ 140,064 $ 187,686 $ 161,300 $ 409,923 $ 409,923 $ 195,300 $ 195,300 $ 195,300 $ 195,300 $ 195,300 $ 195,300 Beginning Fund Balance: $ 201,347 $ 215,657 $ - $ 213,483 $ 213,483 $ - $ - $ - $ - $ - $ - Ending Fund Balance: $ 215,657 $ 213,483 $ $ - $ - $ $ - $ $ - $ - $ CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Special Revenue Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Projected 2014 2015 Projected Projected 2016 Projected 2017 Projected 2018 Projected (110) TWO PERCENT FOR THE ARTS FUND REVENUES: Interest Earnings $ $ $ $ $ Total Revenues $ $ $ $ - $ $ $ $ $ $ EXPENDITURES.• Professional Services $ 293 293 $ $ $ $ Total Expenditures $ - $ - $ $ 293 $ 293 $ $ $ $ $ $ Beginning Fund Balance: $ 293 $ 293 $ $ 293 $ 293 $ $ $ $ $ $ Ending Fund Balance: $ 293 $ 293 $ $ - $ - $ $ $ $ $ $ CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Special Revenue Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected (111) FEDERAL WAY COMMUNITY CENTER FUND REVENUES. Operating Revenue $ 1,582,548 $ 1,602,183 $ 1,533,622 $ 1,533,622 $ 1,618,500 $ 1,618,500 $ 1,618,500 $ 1,619,000 $ 1,619,000 $ 1,619,000 $ 1,619,000 Misc & Interest Earnings 5,404 952 - - - - - - - - - Total Revenues $ 1,587,952 $ 1,603,135 $ 1,533,622 $ 1,533,622 $ 1,618,500 $ 1,618,500 $ 1,618,500 $ 1,619,000 $ 1,619,000 $ 1,619,000 $ 1,619,000 EXPENDITURES.• Operatina Expenditures $ 2,051,623 $ 2,130,726 $ 2,177,404 $ 2,142,055 $ 2,139,005 $ 2,168,353 $ 2,197,775 $ 2,215,000 $ 2,234,000 $ 2,255,000 $ 2,278,000 Total Expenditures $ 2,051,623 $ 2,130,726 $ 2,177,404 $ 2,142,055 $ 2,139,005 $ 2,168,353 $ 2,197,775 $ 2,215,000 $ 2,234,000 $ 2,255,000 $ 2,278,000 OPERATING INCOME (LOSS) $ (463,671) $ (527,591) $ (643,782) $ (608,433) S (52M05) $ (549,853) $ (579,275) $ (596,000) $ (615,000) $ (636,000) $ (659,000) OTHER FINANCING SOURCES: Transfer In - Utility Tax Fund 902,231 696,000 706,000 706,000 706,000 683,000 683,000 698,000 698,000 714,000 714,000 Transfer In - General Fund 24,997 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Transfer In - CIP Fund 85,645 - - - - - - - - - - Subtotal Other Financing Sources $ 1,012,873 $ 721,000 $ 731,000 $ 731,000 $ 731,000 $ 708,000 $ 708,000 $ 723,000 $ 723,000 $ 739,000 $ 739,000 OTHER FINANCING USES: Marketing Plan, Bad Debt & Other 1-Time Exp 8,464 6,219 98,765 98,765 56,557 Subtotal Other Financing Uses $ 8,464 $ 6,219 $ - $ 98,765 $ 98,765 $ 56,557 $ - $ - $ $ - $ - Total Revenues and Other Sources $ 2,600,825 $ 2,324,135 $ 2,264,622 $ 2,264,622 $ 2,349,500 $ 2,326,500 $ 2,326,500 $ 2,342,000 $ 2,342,000 $ 2,358,000 $ 2,358,000 Total Expenditures and other Uses $ 2,060,087 $ 2,136,945 $ 2,177,404 $ 2,240,820 $ 2,237,770 $ 2,224,910 $ 2,197,775 $ 2,215,000 $ 2,234,000 $ 2,255,000 $ 2,278,000 Beginning Fund Balance: $ 240,014 $ 780,752 $ 778,961 $ 967,942 $ 967,942 $ 1,079,672 $ 1,181,262 $ 1,309,987 $ 1,436,987 $ 1,544,987 $ 1,647,987 Ending Fund Balance: $ 780,752 $ 967,942 $ 866,179 $ 991,744 $ 1,079,672 $ 1,181,262 $ 1,309,987 $ 1,436,987 $ 1,544,987 $ 1,647,987 $ 1,727,987 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Special Revenue Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Projected 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Projected 112 TRAFFFIC SAFETY FUND REVENUES: Traffic Infractions $ 1,510,292 945,527 $ 830,000 $ 830,000 $ 1,800,000 $ 830,000 $ 830,000 $ 830,000 $ 830,000 $ 830,000 $ 830,000 Interest Earnings 879 1,080 - - - - - - - - Total Revenues $ 1,511,171 $ 946,607 $ 830,000 $ 830,000 $ 1,800,000 $ 830,000 $ 830,000 $ 830,000 $ 830,000 $ 830,000 $ 830,000 EXPENDITURES: Traffic Safety 2,938 18,050 - 26,754 26,754 - - $ - $ - $ - $ Transfer to Gen Fund (One -Time Basis) - 375,000 - - - 45,040 - - - - - Transfer to Gen Fund - Police 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 Transfer to Gen Fund - Court 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Transfer to Street Fund - Traffic 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 Total Expenditures 832,938 1,223,050 830,000 856,754 856,754 875,040 830,000 830,000 830,000 830,000 830,000 Beginning Fund Balance: $ 155,288 $ 833,521 $ 105,288 $ 557,078 $ 557,078 $ 1,500,324 $ 1,455,284 $ 1,455,284 $ 1,455,284 $ 1,455,284 $ 1,455,284 Ending Fund Balance: $ 833,521 $ 557,078 $ 105,288 $ 530,324 $ 1,500,324 $ 1,455,284 $ 1,455,284 $ 1,455,284 $ 1,455,284 $ 1,455,284 $ 1,455,284 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Special Revenue Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Projected 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Projected (119) COMM DEVL. BLOCK GRANT REVENUES: CDBG Grants $ 602,541 $ 207,032 $ 159,546 $ 2,491,848 $ 2,491,848 $ 576,000 $ 576,000 $ 576,000 $ 576,000 $ 576,000 $ 576,000 General Fund Transfer 11,901 50,000 13,633 $ 4,000 4,000 - - - - - - Total Revenues $ 614,442 $ 257,032 $ 173,179 $ 2,495,848 $ 2,495,848 $ 576,000 $ 576,000 $ 576,000 $ 576,000 $ 576,000 $ 576,000 EXPENDITURES: CDBG Programs & Administration $ 517,417 207,032 173,179 $ 2,469,848 2,469,848 576,000 576,000 $ 576,000 $ 576,000 $ 576,000 $ 576,000 NSP3 Environmental Review, Comp Plan $ - 1,288 $ 52,712 52,712 Interfund Transfer - CIP, General Fund 97,025 - $ 22,000 22,000 - - - - - - Total Expenditures 614,442 208,320 173,179 2,544,560 2,544,560 576,000 576,OOLL 576,000 576,000 576,000 576M00 Beginning Fund Balance: $ - $ - $ - $ 48,712 $ 48,712 $ - $ $ - $ - $ - $ Ending Fund Balance: $ 0 $ 48,712 $ $ - $ - $ $ $ $ $ - $ CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Special Revenue Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected (120) PATH & TRAILS FUND REVENUES, Motor Fuel Tax $ 7,971 $ 9,404 $ 8,000 $ 8,000 $ 8,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 Countywide Park/Trail 6year Levy 155,828 159,015 155,000 155,000 155,000 155,000 - - - - - Interest Earnings 51 27 - - - - - - - - Total Revenues $ 163,850 $ 168,446 $ 163,000 $ 163,000 $ 163,000 $ 164,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 EXPENDITURES: Capital Projects- Transfer 161,000 153,000 155,000 155,000 155,000 155,000 157,000 9,000 7,000 7,000 7,000 Total Expenditures $ 161,000 $ 153,000 $ 155,000 $ 155,000 $ 155,000 $ 155,000 $ 157,000 $ 9,000 $ 7,000 $ 7,000 $ 7,000 OPERATING INCOME (LOSS) $ 2,850 $ 15,446 $ 8,000 $ 8,000 $ 8,000 $ 9,000 $ (148,000) $ - $ 2,000 $ 2,000 $ 2,000 Beginning Fund Balance: $ 133,512 $ 136,362 $ 140,770 $ 151,808 $ 151,808 $ 159,808 $ 168,808 $ 20,808 $ 20,808 $ 22,808 $ 24,808 Ending Fund Balance: $ 136,362 $ 151,808 $ 148,770 $ 159,808 $ 159,808 $ 168,808 $ 20,808 $ 20,808 $ 22,808 $ 24,808 $ 26,808 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Debt Service Fund 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Projected 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Projected (201) DEBT SERVICE FUND REVENUES & OTHER SOURCES: 1st 1/4%REET $ 701,681 780,197 $ 450,000 $ 700,000 $ 550,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 2nd 1/4%REET 701,681 780,197 450,000 700,000 550,000 700,000 700,000 700,000 700,000 700,000 700,000 Transfer -in Utility Tax - SCORE Bond - - - - 524,980 917,000 917,000 917,000 917,000 917,000 917,000 Transfer -In Utility Tax - Community Ctr Bond 915,032 915,000 915,000 915,000 915,000 915,000 915,000 915,000 915,000 915,000 915,000 Interest Earnings 6,018 1 3,454 1 15,000 1 15,000 1 3,500 3,500 1 3,500 1 5,000 1 5,000 1 5,000 1 5,000 Total Revenues & Other Sources $ 3,386,095 $ 2,478,848 $ 1,830,000 $ 2,330,000 $ 2,543,480 $ 3,235,500 $ 3,235,500 $ 3,237,000 $ 3,237,000 $ 3,237,000 $ 3,237,000 EXPENDITURES & OTHER USES: Debt Service.• 2000 ValleyCom Bond 208,636 127,520 206,040 206,040 202,760 172,630 197,480 196,000 - - 2003 Community Center Bond $ 915,033 $ 915,113 $ 915,000 $ 915,000 $ 915,000 915,000 915,000 $ 915,000 $ 915,000 $ 915,000 $ 915,000 2009 SCORE Jail Bond - 925,000 - 524,980 916,858 916,654 917,000 917,000 917,000 917,000 Cash Mgmt Fee - General Fund 55,492 29,156 26,629 26,629 26,629 37,020 36,416 36,000 36,000 37,000 38,000 Fiscal Agent Fees/Other 304 303 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Capital: - - - Transfer Out - Parks CIP 330,000 100,000 100,000 100,000 100,000 300,000 300,000 300,000 300,000 300,000 300,000 Transfer Out - Transportaion CIP 2,661,684 820,000 - 925,000 925,000 917,000 917,000 917,000 917,000 917,000 917,000 Total Expenditures & Other Uses $ 4,171,148 $ 1,992,092 $ 2,182,669 $ 2,182,669 $ 2,704,369 $ 3,268,508 $ 3,292,550 $ 3,291,000 $ 3,095,000 $ 3,096,000 $ 3,097,000 Beginning Fund Balance $ 4,164,480 $ 3,379,427 $ 2,662,878 $ 3,866,183 $ 3,866,183 $ 3,705,294 $ 3,672,286 $ 3,615,236 $ 3,561,236 $ 3,703,236 $ 3,844,236 Ending Fund Balance $ 3,379,427 $ 3,866,183 $ 2,310,209 $ 4,013,515 $ 3,705,294 $ 3,672,286 $ 3,615,236 $ 3,561,236 $ 3,703,236 $ 3,844,236 $ 3,984,236 Reserved for ValleyComm Debt Service $ 208,570 $ 206,040 $ 211,000 $ 200,000 $ 172,630 $ 197,480 $ 196,000 $ - $ - $ - $ Reserved for Community Center Debt Service $ - $ - $ 915,000 $ - $ - $ - $ - $ - $ - $ - $ - Reserved for SCORE Debt Service $ 820,000 $ 925,000 $ 925,000 $ 925,000 $ 916,858 $ 916,654 $ 917,000 $ 917,000 $ 917,000 $ 917,000 $ 917,000 Unreserved REET available for Capital $ 2,350,857 $ 2,735,143 $ 259,209 $ 2,888,515 $ 2,615,806 $ 2,558,152 $ 2,502,236 $ 2,644,236 $ 2,786,236 $ 2,927,236 $ 3,067,236 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Capital Project Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected 301 DOWNTOWN REDEVELOPMENT CIP REVENUES: RDA - Ptax $ 10 $ 13,333 $ $ $ $ $ $ $ $ $ Mise/Other 23,836 104,431 State Funding 61,249 25,943 Interest 5,261 2,339 Transfer In - Utility Tax Fund 1,255,000 300,000 300,000 Total Revenues $ 1,345,356 $ 146,046 $ $ $ - $ 300,000 $ 300,000 $ $ $ $ EXPENDITURES: Capital/Utilities 465,648 194,800 62,000 62,000 - - Transfers Out - Various CIP 925,250 750,000 - - Subtotal Ex enses $ 1,390,898 $ 944,800 $ $ 62,000 $ 62,000 $ - $ - $ $ $ $ NETINCOME(LOSS $ 45,542 $ 798,754 $ $ 62,000 $ 62,000 $ 300,000 $ 300,000 $ $ $ $ - Beginning Fund Balance: $ 3,051,346 $ 3,005,804 $ 2,976,204 $ 2,207,050 $ 2,207,050 $ 2,145,050 $ 2,445,050 $ 2,745,050 $ 2,745,050 $ 2,745,050 $ 2,745,050 Ending Fund Balance: $ 3,005,804 $ 2,207,050 $ 2,976,204 $ 2,145,050 $ 2,145,050 $ 2,445,050 $ 2,745,050 $ 2,745,050 $ 2,745,050 $ 2,745,050 $ 2,745,050 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Capital Project Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected (302) MUNICIPAL FACILITIES CIP REVENUES: Grants $ 5,372,671 $ 65,000 $ $ $ $ $ $ $ $ $ Interest 1,405 1,040 Misc/Other 90 41,516 Transfer In - Downtown Redevelopment CIP 156,530 750,000 Total Revenues $ 5,530,696 $ 857,556 $ $ $ $ $ $ $ $ $ EXPENDITURES: Capital Projects $ 5,472,828 $ 249,529 $ $ 1,285,319 $ 1,285,319 $ $ $ $ $ $ Transfer Out - General Fund/Other 296,245 - - - Subtotal Expenses $ 5,769,073 $ 249,529 $ $ 1,285,319 $ 1,285,319 $ $ $ $ $ $ NETINCOME(LOSS) $ 238,377 $ 608,027 $ $ 1,285,319 $ 1,285,319 $ $ $ $ $ $ - Beginning Fund Balance: $ 915,959 $ 677,582 $ $ 1,285,609 $ 1,285,609 $ 290 $ 290 $ 290 $ 290 $ 290 $ 290 Ending Fund Balance: $ 677,582 $ 1,285,609 $ $ 290 $ 290 $ 290 $ 290 $ 290 $ 290 $ 290 $ 290 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Capital Project Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected (303) PARKS CIP REVENUES: Mitigation 12,708 - Interest 132 2,267 Misc/Other - 4,080 - - Transfer In - Utility Tax Fund - 175,000 175,000 175,000 175,000 - - - - - - Transfer In - REET 330,000 100,000 100,000 100,000 100,000 300,000 300,000 300,000 300,000 300,000 300,000 Transfer In - Paths & Trails 161,000 153,000 155,000 155,000 155,000 155,000 157,000 9,000 7,000 7,000 7,000 Total Revenues $ 503,840 $ 434,347 $ 430,000 $ 430,002 $ 430,000 $ 455,000 $ 457,000 $ 309:000 $ 307,000 $ 307,000 $ 307,000 EXPENDITURES: Capital Projects $ 792,288 $ 319,268 $ 375,000 $ 2,507,244 $ 1,261,770 $ 686,000 $ 1,373,000 $ 309,000 $ 307,000 $ 307,000 $ 307,000 Subtotal Expenses $ 792,288 $ 319,268 $ 375,000 $ 2,507,244 $ 1,261,770 $ 686,000 $ 1,373,000 $ 309,000 $ 307,000 $ 307,000 $ 307,000 NETINCOME (LOSS) $ (288,448) $ 115,079 $ 55,000 $ (2,077,244) $ (831,770) $ (231,000) $ (916,000) $ $ - $ - $ - Beginning Fund Balance: $ 2,582,254 $ 2,293,806 $ 904,005 $ 2,408,885 $ 2,408,885 $ 1,577,115 $ 1,346,115 $ 430,115 $ 430,115 $ 430,115 $ 430,115 Ending Fund Balance: $ 2,293,806 $ 2,408,885 $ 959,005 $ 331,641 $ 1,577,115 $ 1,346,115 $ 430,115 $ 430,115 $ 430,115 $ 430,115 $ 430,115 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Capital Project Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected (304) SURFACE WATER MANAGEMENT CIP REVENUES: Grants $ 225,907 $ 20,878 $ 450,000 $ 1,520,464 $ 641,342 $ 979,000 $ $ $ $ $ Interest 5,639 2,363 - - - - Special Assessments 23,420 23,420 - - - - - Transfer In - SWM Operations - 702,067 230,000 230,000 230,000 238,000 246,000 254,000 262,000 271,000 280,000 Total Revenues $ 254,966 $ 748,728 $ 680,000 $ 1,750,464 $ 871,342 $ 1,217,000 $ 246,000 $ 254,000 $ 262,000 $ 271,000 $ 280,000 EXPENDITURES: Capital Projects $ 878,257 207,191 $ 860,714 $ 3,862,152 $ 1,627,280 $ 2,664,055 $ 246,000 $ 254,000 $ 262,000 $ 271,000 $ 280,000 Transfer Out - SWM Operations 600,000 144,798 - 179,181 179,181 - - - - - - Transfer Out - Transportation CIP - - - - - Subtotal Expenses $ 1,478,257 1 $ 351,989 1 $ 860,714 1 $ 4,041,333 1 $ 1,806,461 1 $ 2,664,055 $ 246,000 $ 254,000 $ 262,000 $ 271,000 $ 280,000 NETINCOME (LOSS) $ (1,223,291) $ 396,739 $ (180,714) $ (2,290,869) $ (935,119) $ (1,447,055) $ - $ - $ - $ - $ - Beginning Fund Balance: $ 3,765,537 $ 2,542,246 $ 1,574,234 $ 2,938,985 $ 2,938,985 $ 2,003,866 $ 556,811 $ 556,811 $ 556,811 $ 556,811 $ 556,811 Ending Fund Balance: $ 2,542,246 $ 2,938,985 $ 1,393,520 $ 648,116 $ 2,003,866 $ 556,811 $ 556,811 $ 556,811 $ 556,811 $ 556,811 $ 556,811 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Capital Project Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Revised 2012 YND Estimate 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected (306) TRANSPORTATION CIP REVENUES: Grants/Contributions $ 8,606,786 $ 7,004,703 $ 5,000,000 $ 7,007,493 $ 5,553,239 $ 1,082,000 $ 3,586,000 $ - $ - $ - $ - Fuel Tax 322,394 311,885 320,000 320,000 320,000 310,000 310,000 310,000 310,000 310,000 310,000 Road Charges 274,646 1,081,167 - - - - - - - - - Mitigation/Traffic hnpact Fee 347,202 (103,482) 81,000 81,000 Interest 27,123 (13,159) - - - Misc/Other 18,408 - - 10,141 - - - - - - Transfer In - Utility Tax Fund - 791,000 1,621,000 696,000 696,000 681,000 681,000 696,000 696,000 712,000 712,000 Transfer In - REET 2,661,684 820,000 - 925,000 925,000 917,000 917,000 917,000 917,000 917,000 917,000 Transfer In - CIP 285,000 - - - - - - - - - Transfer In - CDBG 97,025 Total Revenues $ 12,621,860 $ 9,910,522 $ 7,022,000 $ 9,029,493 $ 7,504,380 $ 2,990,000 $ 5,494,000 $ 1,923,000 $ 1,923,000 $ 1,939,000 $ 1,939,000 EXPENDITURES: Capital Projects $ 7,798,672 $ 12,102,087 $ 11,199,000 $ 16,376,495 $ 10,195,530 $ 5,661,000 $ 7,087,000 $ 1,923,000 $ 1,923,000 $ 1,939,000 $ 1,939,000 Transfer Out - Street Fund - - - 32,000 32,000 - - - - Transfer Out - General Fund Lobbyist 45,053 - 70,000 - - Transfer Out - Arterial Streets Overlay - 300,000 50,000 50,000 Transfer Out - Return Unspent to UTax 1,061,684 - - - - Transfer Out - General Fund 3,800,000 Subtotal Expenses $ 8,905,409 $ 16,202,087 $ 11,269,000 $ 16,376,495 $ 10,195,530 $ 5,743,000 $ 7,169,000 $ 1,923,000 $ 1,923,000 $ 1,939,000 $ 1,939,000 NETINCOME(LOSS) $ 3,716,451 $ 6,291,565 $ 4,247,000 $ 7,347,002 $ 2,691,150 $ 2,753,000 $ 1,675,000 $ - $ - $ - $ - Beginning Fund Balance: $ 16,384,793 $ 20,101,244 $ 6,085,792 $ 13,809,679 $ 13,809,679 $ 11,118,529 $ 8,365,529 $ 6,690,529 $ 6,690,529 $ 6,690,529 $ 6,690,529 Ending Fund Balance: $ 20,101,244 $ 13,809,679 $ 1,838,792 $ 6,462,677 $ 11,118,529 $ 8,365,529 $ 6,690,529 $ 6,690,529 $ 6,690,529 $ 6,690,529 $ 6,690,529 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Enterprise Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Budget Revised 2012 YND Estimate 2013 Projected 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Projected (401) SURFACE WATER MGMT REVENUES: User Fees $ 3,419,564 $ 3,416,140 $ 3,164,969 $ 3,164,969 $ 3,496,000 $ 3,456,000 $ 3,456,000 $ 3,456,000 $ 3,456,000 $ 3,456,000 $ 3,456,000 Interest Earnings/Other 2,798 3,537 6,000 6,000 3,000 3,000 3,000 6,000 6,000 6,000 6,000 Misc/Other 804 - - - - - - - - - - Steel Lake Management District 19 12,525 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 North Lake Management District 11,205 11,808 12,536 12,536 12,536 12,536 12,536 12,500 12,500 12,500 12,500 Subtotal Operating Revenues $ 3,434,390 $ 3,444,010 $ 3,196,505 $ 3,196,505 $ 3,524,536 $ 3,484,536 $ 3,484,536 $ 3,487,500 $ 3,487,500 $ 3,487,500 $ 3,487,500 EXPENDITURES: Engineering $ 1,267,089 $ 1,279,805 $ 1,505,558 $ 1,505,549 $ 1,505,549 $ 1,341,662 $ 1,365,101 $ 1,419,000 $ 1,434,000 $ 1,451,000 $ 1,470,000 Admin Fee 365,036 307,285 330,721 330,721 330,721 325,000 325,000 327,000 327,000 314,000 314,000 Water Quality 231,007 235,610 264,042 273,536 273,536 271,700 283,345 288,000 293,000 299,000 306,000 Maintenance 779,628 867,384 917,321 905,273 905,273 951,009 966,900 976,000 986,000 997,000 1,010,000 Steel Lake Maintenance District 11,459 5,340 13,000 23,054 23,054 13,000 13,000 13,000 13,000 13,000 13,000 North Lake Management District 9,250 10,423 12,536 15,975 15,975 12,536 12,536 13,000 13,000 13,000 13,000 Transfer Out: - - Debt Service 196,283 194,459 192,636 192,636 192,636 190,812 188,989 101,000 100,000 99,000 98,000 Transfer Out - CIP/Grant Fund - 702,067 230,000 230,000 230,000 238,000 246,000 254,000 262,000 271,000 280,000 Subtotal Operating Expenditures $ 2,859,752 $ 3,602,373 $ 3,465,814 $ 3,476,744 $ 3,476,744 $ 3,343,719 $ 3,400,871 $ 3,391,000 $ 3,428,000 $ 3,457,000 $ 3,504,000 OPERATING INCOME LOSS $ 574,638 $ 158,363 $ 269,309 $ 280,239 $ 47,792 $ 140,817 $ 83,665 $ 96,500 $ 59,500 $ 30,500 $ 16,500) OTHER FINANCING SOURCES: Transfers & Grant, etc $ 672,828 $ 389,580 $ 106,000 $ 314,254 $ 314,254 $ 32,978 $ - $ - $ - $ - $ Subtotal Other Financing Sources $ 672,828 $ 389,580 $ 106,000 $ 314,254 $ 314,254 $ 32,978 $ $ $ $ $ OTHER FINANCING USES- Grant/Capital/Carry forward $ 87,909 $ 192,584 $ 106,000 $ 151,758 $ 151,758 $ 22,514 $ $ $ $ $ Subtotal Other Financing Uses $ 87,909 $ 192,584 $ 106,000 $ 151,758 $ 151,758 $ 22,514 $ $ $ $ $ - Total Revenues and Other Sources $ 4,107,218 $ 3,833,590 $ 3,302,505 $ 3,510,759 $ 3,838,790 $ 3,517,514 $ 3,484,536 $ 3,487,500 $ 3,487,500 $ 3,487,500 $ 3,487,500 Total Expenditures & Other Uses $ 2,947,661 $ 3,794,957 $ 3,571,814 $ 3,628,502 $ 3,628,502 $ 3,366,233 $ 3,400,871 $ 3,391,000 $ 3,428,000 $ 3,457,000 $ 3,504,000 Beginning Fund Balance: $ 1,114,705 $ 2,274,262 $ 1,843,103 $ 2,312,895 $ 2,312,895 $ 2,523,183 $ 2,674,464 $ 2,758,129 $ 2,854,629 $ 2,914,129 $ 2,944,629 Ending Fund Balance: $ 2,274,262 $ 2,312,895 $ 1,573,794 $ 2,195,152 $ 2,523,183 $ 2,674,464 $ 2,758,129 $ 2,854,629 $ 2,914,129 $ 2,944,629 $ 2,928,129 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Enterprise Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Budget Revised 2012 YND Estimate 2013 Projected 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Projected 402 DUMAS BAY CENTRE REVENUES: In -House Food Service Operations $ 214,945 $ 248,824 $ 221,589 $ 266,589 $ 266,589 $ 272,000 $ 275,000 $ 275,000 $ 275,000 $ 275,000 $ 275,000 DBC Retreat Operations 286,311 313,200 301,143 321,143 321,143 356,251 360,251 360,000 360,000 360,000 360,000 Transfer -In From General Fund - - 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 KFT - Transfer In from Utility Tax 132,232 113,000 113,000 113,000 113,000 112,000 112,000 113,000 113,000 114,000 114,000 Subtotal Operating Revenues $ 633,488 $ 675,024 $ 635,732 $ 704,732 $ 704,732 $ 744,251 $ 751,251 $ 752,000 $ 752,000 $ 753,000 $ 753,000 EXPENDITURES: In -House Food Services Operations $ 212,464 $ 194,681 $ 199,580 $ 245,059 $ 245,059 $ 240,841 $ 247,088 $ 249,000 $ 251,000 $ 253,000 $ 256,000 DBC Retreat Operations 342,897 365,806 332,607 354,512 354,512 347,705 353,367 356,000 360,000 364,000 368,000 DBC Admin Fee 12,550 7,745 7,841 7,841 7,841 9,424 9,529 10,000 10,000 10,000 10,000 KFT Theatre Operations 86,570 79,891 83,400 83,400 83,400 83,400 83,400 83,400 83,400 83,400 83,400 KFT Admin Fee 3,601 1,695 1,695 1,695 1,695 1,680 1,680 2,000 2,000 2,000 2,000 Subtotal Operating Ex enses $ 658,082 $ 649,818 $ 625,123 $ 692,507 $ 692,507 $ 683,050 $ 695,064 $ 700,400 $ 706,400 $ 712,400 $ 719,400 OPERA TING INCOME (LOSS) $ (24,594) $ 25,206 $ 10,609 $ 12,225 $ 12,225 $ 61,201 $ 56,187 $ 51,600 $ 45,600 $ 40,600 $ 33,600 OTHER FINANCING SOURCES. DBC - Transfers In from General Fund $ - $ - $ 23,500 $ 23,500 $ - $ - $ - $ - $ - $ - Subtotal Other Financing Sources $ - $ - $ $ 23,500 $ 23,500 $ $ $ $ $ $ OTHER FINANCING USES: One -Time 8,116 70,856 137,056 137,056 Subtotal Other Financing Uses $ 8,116 $ 70,856 $ $ 137,056 $ 137,056 $ - $ $ $ $ $ - Total Revenues and Other Sources $ 633,488 $ 675,024 $ 635,732 $ 728,232 $ 728,232 $ 744,251 $ 751,251 $ 752,000 $ 752,000 $ 753,000 $ 753,000 Total Expenses & Other Uses $ 666,198 $ 720,674 $ 625,123 $ 829,563 $ 829,563 $ 683,050 $ 695,064 $ 700,400 $ 706,400 $ 712,400 $ 719,400 Beginning Fund Balance: $ 179,692 $ 146,982 $ 88,172 $ 101,332 $ 101,332 $ 1 $ 61,202 $ 117,389 $ 168,989 $ 214,589 $ 255,189 Ending Fund Balance: $ 146,982 $ 101,332 $ 98,781 $ 1 $ 1 $ 61,202 $ 117,389 $ 168,989 $ 214,589 $ 255,189 $ 288,789 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Internal Service Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Budget 2012 YND Est 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected 501 RISK MANAGEMENT REVENUES: M&O $ 703,948 $ 923,892 $ 524,443 $ 524,443 $ 524,443 $ 524,443 $ 524,443 $ 684,000 $ 684,000 $ 684,000 $ 684,000 Unemployment 241,683 228,079 224,825 224,825 224,825 224,825 224,825 225,000 225,000 225,000 225,000 Interest/Misc 18,100 44,851 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Recovery 66,379 106,737 Total Revenues $ 1,030,110 $ 1,303,559 $ 769,268 $ 769,268 $ 769,268 $ 769,268 $ 769,268 $ 929,000 $ 929,000 $ 929,000 $ 929,000 EXPENDITURES.• Broker Misc/Other $ 401 $ 407 $ 1,850 $ 1,850 $ 1,850 $ 1,850 $ 1,850 $ 2,000 $ 2,000 $ 2,000 $ 2,000 Professional Svc 24,747 23,486 - - - - - - - - - Unemployment 152,912 228,079 224,825 224,825 224,825 224,825 224,825 225,000 225,000 225,000 225,000 Insurance 406,820 445,815 476,412 476,412 476,412 476,412 476,412 636,000 636,000 636,000 636,000 Non -Police Claims 155,389 235,167 31,181 31,181 31,181 31,181 31,181 31,000 31,000 31,000 31,000 Police Claims 166,806 16,420 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 Subtotal Overatiruz Expenses $ 907,075 $ 949,374 $ 749,268 $ 749,268 $ 749,268 $ 749,268 $ 749,268 $ 909,000 $ 909,000 $ 909,000 $ 909,000 OPERATING INCOME (LOSS) $ 123,035 $ 354,185 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 OTHER FINANCING SOURCES. Insurance Proceeds - - - 82,678 82,678 - - - - - - M&O - 759,716 759,716 259,500 259,500 Subtotal Other Financing Sources $ - $ $ 842,394 $ 842,394 $ 259,500 $ 259,500 $ $ $ $ OTHER FINANCING USES: Transfer Out - Fleet $ 27,827 $ 13,500 $ $ 82,678 $ 82,678 $ - $ - $ $ $ $ Unemployment Claims - 20,638 100,000 100,000 - - Wire Theft - - - 100,000 100,000 Deductibles/Claims & Insurance 1,000 320,046 300,000 1,259,716 1,259,716 159,500 159,500 Subtotal Other Financing Uses $ 28,827 $ 354,184 $ 300,000 $ 1,442,394 $ 1,442,394 $ 259,500 $ 259,500 $ $ $ $ - Total Revenues and Other Sources $ 1,030,110 $ 1,303,559 $ 769,268 $ 1,611,662 $ 1,611,662 $ 1,028,768 $ 1,028,768 $ 929,000 $ 929,000 $ 929,000 $ 929,000 Total Expenditures & Other Uses $ 935,902 $ 1,303,558 $ 1,049,268 $ 2,191,662 $ 2,191,662 $ 1,008,768 $ 1,008,768 $ 909,000 $ 909,000 $ 909,000 $ 909,000 Beginning Fund Balance: $ 5,337,573 $ 5,431,781 $ 5,077,573 $ 5,431,782 $ 5,431,782 $ 4,851,782 $ 4,871,782 $ 4,891,782 $ 4,911,782 $ 4,931,782 $ 4,951,782 Ending Fund Balance: $ 5,431,781 $ 5,431,782 $ 4,797,573 $ 4,851,782 $ 4,851,782 $ 4,871,782 $ 4,891,782 $ 4,911,782 $ 4,931,782 $ 4,951,782 $ 4,971,782 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Internal Service Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Budget 2012 YND Est 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected (502) INFORMATION SYSTEMS REVENUES: M&O - Data Processing $ 1,010,850 $ 1,025,283 $ 1,223,724 $ 1,090,257 $ 1,090,257 $ 1,101,731 $ 1,121,715 $ 1,104,000 $ 1,104,000 $ 1,104,000 $ 1,104,000 M&O - Telecom 166,422 128,747 188,727 215,925 215,925 167,818 170,272 153,000 153,000 153,000 153,000 M&O - GIS 175,690 171,998 197,871 225,839 225,839 208,203 213,315 209,000 209,000 209,000 209,000 Intergovernmental 14,538 14,179 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 SafeCity 28,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 hiterest/Other Misc 11,863 7,207 10,000 10,000 10,000 4,000 4,000 10,000 10,000 10,000 10,000 Subtotal Operating Revenues $ 1,407,363 $ 1,375,414 $ 1,663,322 $ 1,585,021 $ 1,585,021 $ 1,524,752 $ 1,552,302 $ 1,519,000 $ 1,519,000 $ 1,519,000 $ 1,519,000 EXPENDITURES: Court $ 32,764 $ 30,743 $ 38,488 $ 34,759 $ 34,759 $ 35,877 $ 36,280 $ 36,000 $ 36,000 $ 36,000 $ 36,000 Data Processing 309,526 296,876 389,038 324,019 324,019 296,524 299,268 407,000 407,000 407,000 407,000 Government Access Channel 97,941 84,587 109,753 109,186 109,186 62,444 63,795 64,000 64,000 64,000 64,000 Police 605,264 563,516 704,077 685,473 685,473 621,847 630,737 631,000 631,000 631,000 631,000 SafeCity 14,143 9,109 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Telecommunications 167,933 129,750 185,944 166,247 166,247 151,278 153,412 153,000 153,000 153,000 153,000 WiFi 50 2,380 - 8,700 8,700 8,700 8,700 9,000 9,000 9,000 9,000 Geographical Information Systems 184,452 180,317 197,871 186,287 186,287 203,723 208,515 209,000 209,000 209,000 209,000 Subtotal Operating Expenses $ 1,412,073 1 $ 1,297,278 1 $ 1,635,171 1 $ 1,524,671 1 $ 1,524,671 1 $ 1,390,393 1 $ 1,410,707 1 $ 1,519,000 1 $ 1,519,000 1 $ 1,519,000 1 $ 1,519,000 OPERA TING LE2L LOSS $ 4,710 $ 78,136 $ 28,151 $ 60,350 $ 60,350 $ 134,359 $ 141,595 $ - $ - $ - $ Capital and I -Time Funding. - Replacement Reserves - Data Processing $ 350,116 $ 307,735 $ 339,182 $ 365,924 $ 365,924 $ 310,387 $ 301,277 $ 301,000 $ 301,000 $ 301,000 $ 301,000 Replacement Reserves - Telecom 99,257 112,445 109,527 109,527 109,527 62,702 58,089 58,000 58,000 58,000 58,000 Replacement Reserves - GIS 4,567 4,296 4,567 4,567 4,567 4,223 3,310 3,000 3,000 3,000 3,000 Capital Contribution 18,536 11,378 - 68,409 23,731 89,718 - - - - - Subtotal Other Financing Sources $ 472,476 $ 435,854 $ 453,276 $ 548,427 $ 503,749 $ 467,030 $ 362,676 $ 362,000 $ 362,000 $ 362,000 $ 362,000 OTHER FINANCING USES: Court - 3,646 - - - 5,039 5,359 - - - - Data Processing $ 77,786 $ 174,696 $ 238,088 $ 306,316 $ 306,316 $ 259,748 $ 185,094 $ $ $ $ Government Access Channel - - - 40,311 42,869 Police 163,706 157,114 172,360 248,905 248,905 349,556 116,824 SafeCity - 2,485 - 3,817 3,817 - - Telecommunications - 1,000 1,000 1,000 17,670 17,990 Geographical Information System - 12,543 12,543 5,038 5,358 Transfer to General Fund 87,651 Subtotal Other Financing Uses $ 241,492 $ 337,941 $ 411,448 $ 572,581 $ 572,581 $ 765,013 $ 373,494 $ $ $ $ - Total Revenues and Other Sources $ 1,879,839 $ 1,811,268 $ 2,116,598 $ 2,133,448 $ 2,088,770 $ 1,991,782 $ 1,914,978 $ 1,881,000 $ 1,881,000 $ 1,881,000 $ 1,881,000 Total Expenses & Other Uses $ 1,653,565 $ 1,635,219 $ 2,046,619 $ 2,097,252 $ 2,097,252 $ 2,155,406 $ 1,784,201 $ 1,519,000 $ 1,519,000 $ 1,519,000 $ 1,519,000 Beginning Fund Balance. $ 3,015,536 $ 3,241,810 $ 3,154,560 $ 3,417,859 $ 3,417,859 $ 3,409,377 $ 3,245,753 $ 3,376,530 $ 3,738,530 $ 4,100,530 $ 4,462,530 Ending Fund Balance: $ 3,241,810 $ 3,417,859 $ 3,224,539 $ 3,454,055 $ 3,409,377 $ 3,245,753 $ 3,376,530 $ 3,738,530 $ 4,100,530 $ 4,462,530 $ 4,824,530 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Internal Service Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Budget 2012 YND Est 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected (503) MAIL & DUPLICATION SERVICES REVENUES: M&O $ 126,010 $ 110,974 $ 144,056 $ 124,056 $ 124,056 $ 115,556 $ 115,556 $ 105,000 $ 105,000 $ 105,000 $ 105,000 lnteresUlvlisc/Fire Dept 2,634 2,463 - - - - - - - - - Total Revenues $ 128,644 $ 113,437 $ 144,056 $ 124,056 $ 124,056 $ 115,556 $ 115,556 $ 105,000 $ 105,000 $ 105,000 $ 105,000 EXPENDITURES: Mail Postage $ 52,826 $ 46,912 $ 56,806 $ 56,806 $ 56,806 $ 46,806 $ 46,806 $ 47,000 $ 47,000 $ 47,000 $ 47,000 Mail Courier 23,386 11,707 22,900 2,900 2,900 2,900 2,900 3,000 3,000 3,000 3,000 Copier Equipment 1,209 1,319 1,400 1,400 1,400 1,400 1,400 1,000 1,000 1,000 1,000 Copier Repairs & Maintenance 27,679 35,503 36,800 36,800 36,800 36,800 36,800 37,000 37,000 37,000 37,000 Copier Supplies 22,122 15,504 16,350 16,350 16,350 16,350 16,350 16,000 16,000 16,000 16,000 Meeting Coffee 1,424 963 1,300 1,300 1,300 1,300 1,300 1,000 1,000 1,000 1,000 Subtotal Operating Expenses $ 128,646 $ 111,908 $ 135,556 $ 115,556 $ 115,556 $ 105,556 $ 105,556 $ 105,000 $ 105,000 $ 105,000 $ 105,000 OPERA TING INCOME (LOSS) $ (2) $ 1,529 $ 8,500 $ 8,500 $ 8,500 $ 10,000 $ 10,000 $ - $ - $ - $ - Capital and 1-Time Funding: Replacement Reserves $ 38,031 $ 41,944 $ 38,031 $ 38,031 $ 38,031 $ 35,650 $ 33,481 $ 33,481 $ 33,481 $ 33,481 $ 33,481 Subtotal Other Financing Sources $ 38,031 $ 41,944 $ 38,031 $ 38,031 $ 38,031 $ 35,650 $ 33,481 $ 33,481 $ 33,481 $ 33,481 $ 33,481 OTHER FINANCING USES: Capital / Other $ 19,666 $ 75,280 $ 64,000 $ 64,000 $ 64,000 $ 31,950 $ 31,950 $ - $ - $ - $ - Mail Postage - $ - 4,250 $ 4,250 $ 4,250 $ 10,000 $ 10,000 Copier Repairs & Maintenance, Supplies $ 1,528 4,250 $ 4,250 $ 4,250 $ - $ - Transfer To General Fund $ - - $ - $ - $ 76,588 $ - Subtotal Other Financing Uses $ 19,666 $ 76,808 $ 72,500 $ 72,500 $ 72,500 $ 118,538 $ 41,950 $ - $ - $ - $ - Total Revenues and Other Sources $ 166,675 $ 155,381 $ 182,087 $ 162,087 $ 162,087 $ 151,206 $ 149,037 $ 138,481 $ 138,481 $ 138,481 $ 138,481 Total Expenditures & Other Uses $ 148,312 $ 188,716 $ 208,056 $ 188,056 $ 188,056 $ 224,094 $ 147,506 $ 105,000 $ 105,000 $ 105,000 $ 105,000 Beginning Fund Balance: $ 294,044 $ 312,407 $ 320,664 $ 279,072 $ 279,072 $ 253,103 $ 180,215 $ 181,746 $ 215,227 $ 248,708 $ 282,189 Ending Fund Balance: $ 312,407 $ 279,072 $ 294,695 $ 253,103 $ 253,103 $ 180,215 $ 181,746 $ 215,227 $ 248,708 $ 282,189 $ 315,670 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Internal Service Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Budget 2012 YND Est 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected (504) FLEET & EQUIPMENT REVENUES: M&O $ 815,657 $ 938,800 $ 985,183 $ 1,168,971 $ 1,168,971 $ 1,117,664 $ 1,118,294 $ 839,000 $ 839,000 $ 839,000 $ 839,000 Interest/Misc 8,354 4,631 10,000 10,000 10,000 5,000 5,000 10,000 10,000 10,000 10,000 Total Revenues $ 824,011 $ 943,431 $ 995,183 $ 1,178,971 $ 1,178,971 $ 1,122,664 $ 1,123,294 $ 849,000 $ 849,000 $ 849,000 $ 849,000 EXPENDITURES: PS -Tire $ 23,416 $ 19,793 $ 12,070 $ 27,070 $ 27,070 $ 27,070 $ 27,070 $ 27,000 $ 27,000 $ 27,000 $ 27,000 PS -Gas 272,627 211,787 211,787 211,787 211,787 211,787 211,787 212,000 212,000 212,000 212,000 PS -Repair Parts & Maint 171,751 169,920 278,302 263,302 263,302 213,302 213,302 213,000 213,000 213,000 213,000 PS- Other Charges - 150 150 150 150 150 - - - PS -Auto Insurance 35,104 35,704 35,704 35,704 35,704 35,704 35,704 36,000 36,000 36,000 36,000 GF-Salary/Benefit 36,571 37,791 38,106 38,106 38,106 38,211 38,841 39,000 39,000 39,000 39,000 GF-Tires 9,612 16,802 8,530 8,530 8,530 8,530 8,530 9,000 9,000 9,000 9,000 GF-Gas 115,399 99,100 99,100 99,100 99,100 99,100 99,100 99,000 99,000 99,000 99,000 GF-Repair Parts & Maint 139,269 154,774 215,615 211,991 211,991 189,221 189,221 189,000 189,000 189,000 189,000 GF-Other Charges 1,102 184 4,930 4,930 4,930 2,700 2,700 3,000 3,000 3,000 3,000 GF-Auto Insurance 21,889 21,889 21,889 21,889 21,889 21,889 21,889 22,000 22,000 22,000 22,000 Subtotal Operating Expenses $ 826,740 $ 767,744 $ 926,183 $ 922,559 $ 922,559 $ 847,664 $ 848,294 $ 849,000 $ 849,000 $ 849,000 $ 849,000 OPERATING INCOME(LOSS) $ 2,729 $ 175,687 $ 69,000 $ 256,412 $ 256,412 $ 275,000 $ 275,000 $ - $ - $ - $ - Capital and 1-Time Funding. - Replacement Reserves $ 1,232,306 $ 1,150,477 $ 1,192,423 $ 1,192,151 $ 1,192,151 $ 1,081,283 $ 1,106,406 $ 1,194,000 $ 1,194,000 $ 1,194,000 $ 1,194,000 Capital Contribution 44,512 - - - - 20,000 20,000 - - - - Sale of Fixed Assets 17,104 39,742 4,579 4,579 4,579 3,000 - Grant - 12,336 20,000 43,001 43,001 - Transfer In from Risk Mgmt (Insurance) 27,827 13,500 82,678 82,678 Subtotal Other Financing Sources $ 1,321,749 $ 1,216,055 $ 1,217,002 $ 1,322,409 $ 1,322,409 $ 1,104,283 $ 1,126,406 $ 1,194,000 $ 1,194,000 $ 1,194,000 $ 1,194,000 OTHER FINANCING USES: Vehicle&Equipment- Police 471,186 545,110 562,100 706,149 706,149 426,500 414,000 - - - - Vehicle & Equipment - NonPolice 121,508 214,792 152,494 261,894 261,894 52,747 - Gasoline - Police - 131,662 50,000 200,000 200,000 150,000 150,000 Gasoline - NonPolice 44,024 19,000 59,000 59,000 50,000 50,000 Repairs & Maint - Police - - - - 50,000 50,000 Repairs & Maint - NonPolice - - 25,000 25,000 Transfer Out 150,000 55,800 342,926 Subtotal Other Financing Uses $ 742,694 $ 991,388 $ 783,594 $ 1,227,043 $ 1,227,043 $ 1,097,173 $ 689,000 $ - $ - $ - $ - Total Revenues and Other Sources $ 2,145,760 $ 2,159,486 $ 2,212,185 $ 2,501,380 $ 2,501,380 $ 2,226,947 $ 2,249,700 $ 2,043,000 $ 2,043,000 $ 2,043,000 $ 2,043,000 Total Expenses & Other Uses $ 1,569,434 $ 1,759,132 $ 1,709,777 $ 2,149,602 $ 2,149,602 $ 1,944,837 $ 1,537,294 $ 849,000 $ 849,000 $ 849,000 $ 849,000 Beginning Fund Balance: $ 4,291,127 $ 4,867,454 $ 5,002,839 $ 5,267,808 $ 5,267,808 $ 5,619,586 $ 5,901,696 $ 6,614,102 $ 7,808,102 $ 9,002,102 $ 10,196,102 Ending Fund Balance: $ 4,867,453 $ 5,267,808 $ 5,505,247 $ 5,619,586 $ 5,619,586 $ 5,901,696 $ 6,614,102 $ 7,808,102 $ 9,002,102 $ 10,196,102 $ 11,390,102 CITY OF FEDERAL WAY 2013114 LONG RANGE FINANCIAL PLAN Internal Service Funds 2010 Actual 2011 Actual 2012 Adopted 2012 Budget 2012 YND Est 2013 Proposed 2014 Proposed 2015 Projected 2016 Projected 2017 Projected 2018 Projected (505) BUILDINGS & FURNISHINGS REVENUES: M&O $ 398,680 $ 339,732 $ 446,425 $ 465,105 $ 465,105 $ 403,714 $ 404,393 $ 394,000 $ 394,000 $ 394,000 $ 394,000 Interest/Other Misc 12,212 11,381 - - - - - - - - - Total Revenues $ 410,892 $ 351,113 $ 446,425 $ 465,105 $ 465,105 $ 403,714 $ 404,393 $ 394,000 $ 394,000 $ 394,000 $ 394,000 EXPENDITURES: Police $ 10,928 $ 44 $ - $ - $ - $ - $ - $ - $ - $ - $ City Hall 359,548 301,391 397,632 367,632 367,632 353,828 354,456 354,000 354,000 354,000 354,000 Annex 6,133 3,146 5,154 5,154 5,154 4,651 4,702 5,000 5,000 5,000 5,000 Shop 22,480 24,102 37,639 37,639 37,639 35,235 35,235 35,000 35,000 35,000 35,000 Subtotal Operating Expenses $ 399,089 $ 328,683 $ 440,425 $ 410,425 $ 410,425 $ 393,714 $ 394,393 $ 394,000 $ 394,000 $ 394,000 $ 394,000 OPERATING INCOME (LOSS) $ 11,803 $ 22,430 $ 6,000 $ 54,680 $ 54,680 $ 10,000 $ 10,000 $ - $ - $ - $ - Capital and 1-Time Funding: Replacement Reserves $ 108,239 $ 105,634 $ 105,634 $ 105,634 $ 105,634 $ 114,642 $ 114,642 $ 115,000 $ 115,000 $ 115,000 $ 115,000 Grant/Contributions 29,863 520,173 $ 54,019 $ 54,019 - - - - - - Transfer In CIP - Add'1 Reserves 149,365 - - - - - - - - - - Subtotal Other Financing Sources $ 287,467 $ 625,807 $ 105,634 $ 159,653 $ 159,653 $ 114,642 $ 114,642 $ 115,000 $ 115,000 $ 115,000 $ 115,000 OTHER FINANCING USES: Grants/Project Specific 38,582 537,133 - 92,699 92,699 - - - - - - City Hall 1,481 107,114 - 10,000 10,000 10,000 10,000 Police 5,469 6,000 6,000 6,000 - - Subtotal Other Financing Uses $ 40,063 $ 649,716 $ 6,000 $ 108,699 $ 108,699 $ 10,000 $ 10,000 $ - $ - $ - $ - Total Revenues and Other Sources $ 698,359 $ 976,920 $ 552,059 $ 624,758 $ 624,758 $ 518,356 $ 519,035 $ 509,000 $ 509,000 $ 509,000 $ 509,000 Total Expenses & Other Uses $ 439,152 $ 978,399 $ 446,425 $ 519,124 $ 519,124 $ 403,714 $ 404,393 $ 394,000 $ 394,000 $ 394,000 $ 394,000 Beginning Fund Balance: $ 1,204,762 $ 1,463,969 $ 1,494,728 $ 1,462,490 $ 1,462,490 $ 1,568,124 $ 1,682,766 $ 1,797,408 $ 1,912,408 $ 2,027,408 $ 2,142,408 Ending Fund Balance: $ 1,463,969 $ 1,462,490 $ 1,600,362 $ 1,568,124 $ 1,568,124 $ 1,682,766 $ 1,797,408 $ 1,912,408 $ 2,027,408 $ 2,142,408 $ 2,257,408 CITYOFFEDERAL WAY201312014 PROPOSED BUDGET OPERA TING B UD GE T CITIZENS OF FEDERAL WAY CITY COUNCIL Position #1 —Jim Ferrell Position 42 — Linda Kochmar Position #3 — Susan Honda Position 44 — Jeanne Burbidge Position #5 — Bob Celski Position #6 — Roger Freeman Position #7 — Dini Duclos ■ Represent the People of Federal Way ■ Adopt Ordinances and Resolutions ■ Grant Franchises ■ Levy Taxes and Appropriate Funds ■ Establish Policy Guidelines CITY COUNCIL COMMITTEES ■ Finance, Economic Development, and Regional Affairs ■ Land Use and Transportation ■ Parks, Recreation, Human Services, and Public Safety BOARDS AND COMMISSIONS ■ Arts Commission ■ Diversity Commission ■ Ethics Board ■ Human Services Commission ■ Independent Salary Commission ■ Lodging Tax Advisory Committee ■ Parks and Recreation Commission ■ Planning Commission ■ Youth Commission ■ Steel Lake Management District Advisory Committee (Civil Service Commission reports to Mayor) OPER-1 CITY OF FEDERAL WAY 2 01312 014 PROPOSED BUDGET CITY COUNCIL Responsible Manager: Deputy Mayor Jim Ferrell PURPOSE/DESCRIPTION: The City Council is the seven -member legislative branch of city government elected by and representing the people of Federal Way. Council Members elect one of their members as the Deputy Mayor and the Mayor is elected by Federal Way residents. The City Council is the policy determining body of the City and exercises all legislative powers authorized under the State Constitution which are not specifically denied by State law, including adoption of ordinances, levying of taxes, appropriation of funds, and establishment of compensation levels for City employees. The Federal Way City Council meetings are held the first and third Tuesday of each month at 7:00 p.m. Public comments are welcome at the beginning of each meeting. The Council has three working committees: Finance, Economic Development and Regional Affairs Committee; Land Use and Transportation Committee; and the Parks, Recreation, Human Services and Public Safety Committee. The Deputy Mayor appoints committee chairs annually. All committee meetings are open to the public. 2013 Proposed Expenditures by Category Supplies Svc/Chgs 1.5% 24.3% Interfund 12.0% Personnel 62.2% 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. PROPOSED PROGRAM CHANGES: Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Continue 2011/12 Programs that were 1-Time Funded: $ 58,845 $ - $ 58,845 $ Suburban Cities Dues 39,073 39,073 AWC Dues (Increase Portion) 19,772 19,772 Ongoing Budget Reductions: $ - $ (1,000) $ - $ (1,000) Sister City - (1,000) - (1,000) Change in Accounting: $ - $ (60,636) $ - $ (60,636) 2% Liquor Requirement (7,400) (7,400) 2% Liquor Requirement Pollution Control Services, Intergovt'l (12,440) (12,440) (40,796) (40,796) OPER-2 OPERATING BUDGET CITY COUNCIL Responsible Manager: Deputy Mayor Jim Ferrell POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Council Member* 3.50 3.50 3.50 3.50 3.50 3.50 3.50 n/a Executive Assistant to Council - 0.65 1.00 0.65 0.65 0.65 0.65 31 Senior Financial Analyst - - - - - - - 38 Total RegularStafing 3.50 4.15 4.50 4.15 4.15 4.15 4.15 n/a Change from prior year (1.00) 0.65 0.35 (0.35) - - n/a Grand Total Staffing 3.50 4.15 4.50 4.15 4.15 4.15 4.15 n/a *7 Council Members at 0.50 FTE each, includes Deputy Mayor. HIGHLIGHTS/CHANGES: The City Council's proposed operating budget totals $327,605 in 2013 and $329,289 in 2014. This is a 5.5% or $17,057 increase from the 2012 adjusted budget. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 1 2011 Actual 1 2012 2013 Proposed 2014 Proposed$ 3Pro osed-12 Ad' P Adopted Adjusted Year-end Chg I % Chg Revenue Summary: n/a I General Gov't $ 359,213 1 $ 399,534 1 $ 485,830 $ 383,639 $ 383,639 1 $ 386,450 $ 388,134 1 $ 2,810 0.7% Total Revenues: $ 359,213 1 $ 399,534 1 $ 485,830 1 $ 383,639 1 $ 383,639 1 S 386,450 1 $ 388,134 1 $ 2,810 1 0.7% Expenditure Summary: 110 Salaries & Wages 100,370 157,999 162,768 118,113 118,113 139,375 139,375 21,262 18.0% 120 Overtime - 119 - - - - - - n/a 200 Benefits 50,815 67,572 71,774 64,896 64,896 64,292 65,936 (604) -0.9% 31X Supplies 5,657 2,918 3,035 3,035 3,035 3,035 3,035 - 0.0% 3XX Othr Opr Supplies 1,412 1,303 2,000 2,000 1 2,000 2,000 2,000 0.0% 41X Professional Svcs 4,965 - - - - - - n/a 43X Travel & Training 11,292 3,742 10,800 10,800 10,800 10,050 10,050 (750) -6.9% 42/47 Utility & Comm - - 250 250 250 - - (250) -100.0% 497 Association Dues 66,623 68,064 68,575 68,575 68,575 68,575 68,575 - 0.0% 4XX Other Misc Exp 342 1,828 900 900 900 900 900 0.0% 5XX Imgvtl Srvs/Taxes - - 49,636 - - - - n/a 9XX IS Charges-M&0 35,016 30,298 39,520 39,034 39,034 36,546 36,626 (2,488) -6.4% 9XX IS Charges -Reserves 2,749 1 2,919 1 2,727 1 2,944 2,944 1 2,831 1 2,793 1 (113) -3.8% Subtotal Operating Exp: $ 279,241 1 $ 336,761 1 $ 411,985 $ 310,547 $ 310,547 1 $ 327,605 1 $ 329,289 1 $ 17,057 5.5% Capital & One-time Funding: n/a I Capital & One -Time 79,972 62,773 73,845 73,092 73,092 58,845 58,845 (14,247) -19.5% Subtotal One-time Exp: $ 79,972 $ 62,773 $ 73,845 $ 73,092 $ 73,092 $ 58,845 $ 58,845 $ (14,247) -19.5% Total Expenditures: $ 359,213 $ 399,534 $ 485,830 $ 383,639 $ 383,639 $ 386,450 $ 388,134 $ 2,810 0.7% OPER-3 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 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 2012 are: Councilmember Dini Duclos (Chair), Councilmember Roger Freeman, and Councilmember Bob Celski. Meetings are held the 4th Tuesday of each month at 5:30 p.m. in the Hylebos Conference Room (2nd Floor, next to Council Chambers) unless otherwise noted. Although the meetings are not televised, audio recordings can be downloading by visiting the City's website at www.cityoffederalway.co . 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 2012 are: Councilmember Bob Celski (Chair), Councilmember Jeanne Burbidge, and Councilmember Susan Honda. Meetings are held on 1st & 3rd Monday of each month at 6:00 PM in the Council Chambers at City Hall, unless otherwise noted. These meetings are broadcast live on FW21 and the City's website and re -broadcast on FW21 prior to the next meeting. All video links are posted to the web and can be downloaded/viewed on demand. 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 2012 are: Councilmember Susan Honda (Chair), Councilmember Linda Kochmar and Councilmember Roger Freeman. Meetings are held the 2nd Tuesday of each month at 5:30 PM in the Hylebos Conference Room at City Hall, unless otherwise noted. OPER-4 OPERATING BUDGET CITIZENS OF FEDERAL WAY MUNICIPAL COURT CITY COUNCIL ----------------------- ---------------------- David Larson, 7 Council Positions Presiding Judge MAYOR'S OFFICE Skip Priest PARKS/PUBLIC FINANCE POLICE WORKS Cary M. Roe, Tho Kraus, Brian J. Wilson, Director Director Police Chief COMMUNITY & ECONOMIC DEVELOPMENT Patrick Doherty, Director INFORMATION TECHNOLOGY Thomas Fichtner, Manager (Department accounted for Under the Mayor's Office) LAW Patricia Richardson, City Attorney HUMAN RESOURCES Jean Stanley, Manager OPER-5 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Skip Priest 2011/2012 ACCOMPLISHMENTS MAYOR'S OFFICE ■ New Hampton Inn Hotel built next to I-5 ■ Successful transition of City Leadership ■ Maintained leadership at regional and state levels ■ Secured EB5 designation as a "Regional Center" for the downtown core ■ Five national "Telly" awards total for Federal Way Television ■ Increased quality of original programming for FWTV's "Connections" show ■ Secured $641K to help first-time homebuyers negotiate on foreclosed homes ■ Increased business and economic development marketing both regionally and statewide INFORMATION TECHNOLOGY ■ Deployed SECTOR (E-Ticket) equipment to all Police vehicle laptops ■ Transitioned to Verizon for enhanced cellular phone service ■ Enhanced Police vehicle laptops with faster Verizon 4G data cards ■ Completed transition from 800MHz radio to encrypted IP based CAD dispatch for Police ■ Upgraded the City Hall CCTV system to a new IP based system with more capacity and reliability ■ Implemented enhanced video court for arraignments at the new SCORE jail ■ Assisted in completion of City's website migration to CivicPlus ■ Upgraded City's Storage Area Network for additional capacity and efficiency ■ Upgraded City's E-Mail system to latest Exchange 2010 ■ 80% complete deployment of Windows 7 and Office 2010 ■ Deployed iPads to Council & Mayor for digital packet distribution ■ Assisted in City fiber expansion for the WSDOT Traffic Buster project ■ Implemented an email archiving solution to help manage records retention and public records requests ■ Replace and upgrade all major equipment as needed OPER-6 OPERATING B UDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Skip Priest 2013/2014 ANTICIPATED KEY PROJECTS MAYOR'S OFFICE ■ Expand economic development downtown using innovative approaches ■ Explore and develop small business development center ■ Implement an economic development project downtown ■ Staff development, training, customer service INFORMATION TECHNOLOGY ■ Assist Valley Communications with transition to new CAD system ■ Implement two -factor authentication for Criminal Justice Information System (CJIS) compliance ■ Upgrade City's Permit (AMANDA) system ■ Upgrade City's core network infrastructure to support growing needs and new technologies ■ Upgrade City's backup system to accommodate growth in data. ■ Complete transition to Windows 7 and Office 2010 ■ Continue GIS web portal enhancements ■ City-wide IT security audit ■ Continue replacement and upgrade of all major equipment as needed DEPARTMENT POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Mayor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 61 City Manager 1.00 - - - - - - Negotiated Chief Administrative Officer - 1.00 1.00 Negotiated Administrative Services Director 1.00 - - 58H Economic Development Director 1.00 1.00 58H Information Technology Director 1.00 - - 58F Communications & Govt Affairs Manager 1.00 - - - - - - 48 IT Manager - 1.00 1.00 1.00 1.00 1.00 1.00 48 IT Supervisor/Systems & Help Desk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 44 Communications & Grant Coordinator - - - 1.00 1.00 1.00 1.00 39 IT Analyst Applications/GIS 3.00 3.00 3.00 3.00 3.00 1.00 1.00 39 IT Analyst Systems 2.00 1.00 1.00 1.00 1.00 1.00 1.00 39 IT Technician II 1.60 - 1.00 - - 2.00 2.00 32 Communications Specialist 1.00 - - - 30 Economic Development Assistant 0.50 - - - - 30 IT Technician I 1.00 1.00 1.00 1.00 1.00 29 Video Production 1.00 - - - - - - 29 Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 28 Deputy City Clerk 0.13 - - - - - - 26 Administrative Services Analyst - 1.00 - - - - - 24 Total Regular Staffing 18.23 11.00 12.00 10.00 10.00 9.00 9.00 n/a Change from prioryear 9.60 1 (7.23)1 1.00 1 (2.00) - (1.00) - n/a Funded on a One-time Basis: Administrative Services Director 1.00 1.00 - - 58H IT Analyst Applications - - - - 1.00 1.00 39 Grand Total Staffing 18.23 12.00 12.00 11.00 10.00 10.00 10.00 n/a OPER-7 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Skip Priest PROPOSED PROGRAM CHANGES: MAYOR'S OFFICE Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Continue 2011/12 Programs that were 1-Time Funded: S 10,000 $ - S 10,000 $ - Public Defender (Increase Portion) 10,000 10,000 - New Program Additions: $ 7,171 $ - $ 7,171 $ - Lobbyist Contract Increase - Due to change in scope froms rate lobbyist to expanded services to include state, federal, and economic development. 7,171 7,171 INFORMATION TECHNOLOGY Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Ongoing Programs Mosed to 1-Time to Balance Budget: $ 20,000 $ (20,000) $ 20,000 $ (20,000) Repairs & Maintenance 10,000 (10,000) 10,000 (10,000) Communications 10,000 (10,000) 10,000 (10,000) Ongoing Positions Mowd to 1-Time to Balance Budget $ 100,779 $ (100,779) $ 107,172 $ (107,172) (Restored to Ongoing in Future Bienniums) 1.0 FTE Information Technology Analyst, Vacant 100,779 (100,779) 107,172 (107,172) Ongoing Budget Reductions: $ - $ (22,350) $ - $ (22,350) On -Call Pay - (22,350) - (22,350) New Program Additions: $ 6,900 $ - $ 6,900 $ - CADAVL Devices - Purchase and installation of73 gateway devices as - - part of ValleyComs Computer Aided Dispatch (CAD) System upgrade, to track location ofeach patrol carthrough the use Automated Vehicle Location (AVL) services. Total one-time cost of $84,000 in 2013 funded by replacement reserves collected on VRMs which are no longer used for dispatch. Replace Servers - Replace 4 city-wide servers in 2014 due to aging hardware which is no longer under warranty. Operating City's critical services on hardware not under warranty exposes the City to risk of extended downtime and costly repairs. In addition, newer processor and memory technology are capable ofgreater workloads with less power consumption; coupled with virtualization this makes the City work toward its green energy goals. Total one-time cost of $26,000 funded by replacement reserves. Replace Police Laptops (MDCs) - Due to aging hardware which is no longer covered under warranty. MDCs in Police vehicles are subjected to a substantial amount of abuse which is generally covered under the factory no-fault warranty. These MDCs have a lifecycle of 5 years, while they only come with a 3 year warranty. The MDCs that are being replaced have reached their lifecycle and repairs become more costly. In addition, the new Valley ComCAD systemwill have greater systemhardware requirements which require these MDCs to be replaced. Qty 16 in 2013 and Qty 14 in 2014. Total one-time cost of $63,900 in 2013 and $55,900 in 2014 funded by replacement reserves. Replace Desktop PCs - Due to aging hardware which is no longer covered under warranty. Desktop PCs have been typically purchased with a 3 year warranty and have a lifecycle of 5 years. These older PCs are more susceptible to hardware failures and are not generally supported on Windows 7 and need to be upgraded. Qty 52 in 2013 and Qty 53 in 2014. Total one-time cost of $65,000 in 2013 and $66,000 in 2014 funded by replacement reserves. OPERATING B UDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Skip Priest PROPOSED PROGRAM CHANGES (CONTINUED): INFORMATION TECHNOLOGY Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing New Program Additions: (continued) Replace Laptops - Due to aging hardware which is no longer covered under warranty. Laptops are exposed to greater wear and tear due to the nature ofbeing transported to and fromvarious places. Laptops are covered by a 3 year factory warranty and have a lifecycle of5 years. These older PCs are more susceptible to hardware failures, are not generally supported on Windows 7 and have more limited wireless capabilities and thus need to be upgraded. Qty 7 in 2013 and Qty 8 in 2014. Total one-time cost of $9,700 in 2013 and $11,200 in 2014 funded by replacement reserves. Replace Printers - Due to aging hardware which attribute to a higher percentage ofservice calls and staff/workinterruption. Newer printers are faster, more efficient at using consurnables such as toner and are more power efficient with sleep and low power modes. Qty 3 in 2013 and Qty 3 in 2014. Total one-time cost of $11,200 in 2013 and $11,200 in 2014 funded by replacement reserves. Replace Police Mobile Radios - Qty 10 in 2013 and Qty 10 in 2014. Total one-time cost of $35,000 in 2013 and $35,000 in 2014 funded by replacement reserves. Replace Police Portable Radios - Due to general wear and tear and the inability to source parts and repair the equipment. Qty 10 in 2013 and Qty 10 in 2014. Total one-time cost of $33,500 in 2013 and $33,500 in 2014 funded by replacement reserves. Replace Miscellaneous Software - Upgrade Court FTR Gold recording system to be compatible with Windows 7 and be able to support newer virtualization and storage technologies. Total one-time cost of $10,000 in 2013 and $10,000 in 2014 funded by replacement reserves. Replace Miscellaneous Hardware - Various pieces of equipment such as the Burster for Court has broken and needs to be replaced in addition, several projectors are being replaced due to higher resolution requirements and overall degradation ofpicture quality. Total one-time cost of $9,805 in 2013 funded by replacement reserves. Replace Miscellaneous Network — As part ofthe 2012 adopted budget, the City's core network switch was to be replaced, due to staffing shortage, this project is being carved -forwarded to 2013. As part ofthis project, various aging network infrastructure ofthe City's backbone need to be upgraded to support newer technologies and higher bandwidth requirements. In addition the City's ISP is upgrading their network to higher speeds, and upgrading this network infrastructure will guarantee the City to be able to utilize these speeds. Total one-time cost of $20,000 in 2013 and $10,000 in 2014 funded by replacement reserves. Replace Backup System — As storage increases in the City, this data needs to be backed up. New technologies allow greater capacities and more efficient backup times. Total one-time cost of $16,616 in 2013 funded by replacement reserves. Replace Document Scanner - Due to City moving towards being more paperless; scanners are a key part ofthe process to digitize hardcopy documents. Aging scanners are more prone to failures which adversely affect staffproductivity. In addition, newer scanners are faster with higher accuracy. Qty 1 in 2013 and Qty 2 in 2014. Total one-time cost of $5,000 in 2013 and $6,500 in 2014 funded by replacement reserves. Replace Copiers- Qty 2 in 2013 and Qty 2 in 2014. Total one-time cost of - - $31,950 in 2013 and $31,950 in 2014 funded by replacement reserves. Microsoft Enterprise Agreement Contract Cost Increase - City purchases 6,900 6,900 via State contract at discounted pricing for all Microsoft software. State has entered into a new contract with a different res eller and the price has increased. OPER-9 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Skip Priest PURPOSE/DESCRIPTION: The Mayor's Office includes the Mayor, which is the executive branch 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. The Federal Way City Council meetings are held the first and third Tuesday of each month at 7:00 p.m. Public comments are welcome at the beginning of each meeting. The Council has three working committees: Finance, Economic Development and Regional Affairs Committee; Land Use and Transportation Committee; and the Parks, Recreation, Human Services and Public Safety Committee. The Deputy Mayor appoints committee chairs annually. All committee meetings are open to the public. The Mayor's Office also manages City programs for information technology, intergovernmental relations, media, and community relations. 2013 Proposed Expenditures by Category Intergov't )5.0% Interfund 6.6% Svc/Chgs 47.5% Supplies 2.8% GOALS/OBJECTIVES: • Begin implementation of the city's Economic Development initiatives. • Facilitate Council decision making and policy development by providing unbiased, thorough, and professional analysis. • Carryout Mayor/City Council policies and directions effectively and efficiently. • Instill a customer service culture and can do attitude in the City Government. Manage city resources in a responsible and responsive manner. DEPARTMENT SUMMARY: Dept Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted I Adjusted Year-end $ Ch % Ch n/a General Gov't $1,587,977 $1,500,833 $1,154,088 $3,378,763 $ 2,272,065 $2,485,715 $1,504,294 $ (893,048) -26.4% 502 Internal Service 1,879,840 1,811,269 2,116,598 2,133,447 2,088,769 1,991,782 1,914,978 (141,665) -6.6% 503 Internal Service 166,675 155,381 182,087 162,087 162,087 151,206 149,037 (10,881) -6.7% Total Revenues: $ 3,6349492 $ 3,467,483 $ 394529773 $ 596749297 $ 4,522,921 $ 4,628,703 $ 3,568,309 $ (1,045,594) -18.4% MO Admin' 1,307,109 917,155 1,278,676 1,014,867 1 1,014,867 1,012,180 1,028,814 (2,687) -0.3% 502 Information Systems 1,412,075 1,297,278 1,635,169 1,524,670 1,524,670 1,390,392 1,410,708 - 0.0% 503 Mail & Duplication 128,645 111,908 135,556 115,556 115,556 105,556 105,556 (10,000) -8.7% Subtotal Operating Exp.: $ 2,847,828 $ 2,326,341 $ 3,049,401 $ 2,655,093 $ 2,655,093 $ 2,508,128 $ 2,545,078 $ (146,965) -5.5% MO Admin 19,791 263,631 60,000 163,982 168,982 17,171 17,171 (146,811) -89.5% CW Contingency - - (118,449) 1,111,698 - 1,125,000 27,000 13,302 1.2% CW Unallocated 261,077 320,046 (66,139) 1,088,216 1 1,088,216 331,364 431,309 (756,852) -69.5% 502 Information Systems 241,492 337,940 411,448 572,581 572,581 765,014 373,493 192,433 33.6% 503 Mail & Duplication 19,666 76,807 72,500 72,500 72,500 118,537 41,950 46,037 63.5% Subtotal Other Exp.: $ 542,027 $ 998,425 $ 359,360 $ 3,008,977 $ 1,902,279 $ 2,357,086 $ 8909923 $ (651,892) -21.7% Total Fkpenclitures: $ 3,389,855 $ 3,324,766 $ 3,408,761 $ 5,664,070 $12,6579249 $ 4,8659214 $ 3,436,001 $ (798,856) -14.1% OPER - 10 OPERATING B UDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Skip Priest HIGHLIGHTS/CHANGES: The Mayor's Office's proposed operating budget totals $2,508,128 in 2013 and $2,545,078 in 2014. This is a 5.5% or $146,965 decrease from the 2012 adjusted budget. Major line items changes include: Salaries and Wages - Move 1.0 FTE Vacant IT Analyst from ongoing in 2012 to one-time in 2013/14. Eliminate $22,350 for on -call pay starting in 2013. Utility and Comm. - Reduce by $10,000 in 502 Information Technology fund from moving communications from ongoing in 2012 to one-time in 2013/14 and reduce $10,000 in 503 Mail and Duplication fund from moving first class postage from ongoing in 2012 to one-time in 2013/14. Repairs and Maintenance - Reduce by $10,000 in 502 Information Technology fund from moving repairs and maintenance from ongoing in 2012 to one-time in 2013/14. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad• [_ Adopted Adjusted Year-end $ Chg I % Chg Revenue Summary: n/a General Gov't $ 1,587,977 $1,500,833 $1,154,088 $3,378,763 $2,272,065 $2,485,715 $1,504,294 $ (893,048) -26.4% 502 User Charges - M&0 1,352,962 1,326,029 1,611,162 1,532,020 1,532,020 1,477,752 1,505,302 (54,268) -3.5% 502 User Charges - Rsys 453,940 424,477 452,436 480,018 480,018 377,312 362,676 (102,706) -21.4% 502 Interest Earnings 5,657 3,224 10,000 10,000 10,000 4,000 4,000 (6,000) -60.0% 502 Capital Contributions 18,536 11,378 - 68,409 23,731 89,718 - 21,309 31.1% 502 MiscRevenue 48,744 46,163 43,000 43,000 43,000 43,000 43,000 - 0.0% 503 Revenues 166,675 155,381 182,087 162,087 162,087 151,206 149,037 (10,881) -6.7% Total Revenues: $ 3,634,492 1 $ 3,467,483 1 $ 3,452,773 1 $ 5,674,297 1 $ 4,522,921 1 $ 4,628,703 1 $ 3,568,309 1 $ (1,045,594) -18.4% Expenditure Summary: 110 Salaries & Wages 1,054,330 740,353 972,622 804,789 804,789 705,672 716,568 (99,117) -12.3% 111/1 Temporary Help 12,305 4,038 - - - - - n/a 120 Overtime 79 - 500 500 500 500 500 0.0% 200 Benefits 325,434 244,803 343,501 265,518 265,518 248,172 270,281 (17,347) -6.5% 31X Supplies 45,835 29,855 45,159 45,159 45,159 45,159 45,159 - 0.0% 3XX Othr Opt Supplies 13,976 9,590 23,977 23,977 23,977 25,477 25,477 1,500 6.3% 41X Professional Svcs 810,240 790,879 941,287 875,046 875,046 875,046 875,046 - 0.0% 43X Travel & Training 6,413 1,326 18,397 10,900 10,900 10,900 10,900 - 0.0% 42/47 Utility &Comm 212,255 189,105 248,687 228,687 228,687 208,687 208,687 (20,000) -8.7% 48X Repairs & Mtc 55,100 62,116 98,984 90,284 90,284 80,284 80,284 (10,000) -11.1% 497 Association Dues 2,952 1,935 5,320 4,850 4,850 4,850 4,850 0.0% 4XX Other Misc Exp 29,878 3,772 33,983 12,683 12,683 12,683 12,683 0.0% 5XX Intgvtl Srvs/Taxes 122,601 105,774 124,725 124,725 124,725 124,725 124,725 0.0% 600 Capital Outlays - 3,105 - - - - - n/a 9XX IS Charges-M&0 143,246 126,605 180,340 155,335 155,335 153,904 158,202 (1,431) -0.9% 9XX I IS Charges -Reserves 13,186 13,085 11,919 12,640 12,640 12,069 11,716 (571) -4.5% Subtotal Operating EW.1 $ 2,847,828 1 $ 2,326,341 $ 3,049,401 $ 2,655,093 $ 2,655,093 $ 2,508,128 1 $ 2,545,078 1 $ (146,965) -5.5% Capital & One-time Funding: n/a I Capital & One -Time 1 280,950 1 678,379 1 543,948 1 809,063 814,063 900,722 432,614 91,659 11.3% Subtotal One-time EWp: 1 $ 280,950 1 $ 678,379 1 $ 543,948 1 $ 809,063 $ 814,063 $ 900,722 $ 432,614 $ 91,659 11.3% Citywide/Unallocated: CW I Contingency Resv - - (118,449) 1,111,698 - 1,125,000 27,000 13,302 1.2% CW Unallocated 261,077 320,046 (66,139) 1,088,216 1,088,216 331,364 431,309 (756,852) -69.5% Subtotal CW/Unallocated: $ 261,077 $ 320,046 $ (184,588) $ 2,199,914 $1,088,216 $1,456,364 $ 458,309 $ (743,550) -33.8% Total Ekpenditures: $ 3,389,855 $ 3,324,766 $ 3,408,761 $ 5,664,070 $ 4,557,372 $ 4,865,214 $ 3,436,001 $ (798,856) -14.1% OPER - 11 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET MAYOR'S OFFICE ADMINISTRATION Responsible Manager: Mayor Skip Priest 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: • 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, financial and material resources • 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. • Work with the U.S. Congress, the State Legislature, and regional governments to advance the City's position on priority issues and seek funding for City projects. PERFORMANCE MEASURES: Type/Description 2011 2012 2013 2014 Workload Measures: • Total FTEs managed 320.55 318.05 303.90 303.90 • Total operating budget managed (in millions of S) $45 $47 $48 $49 • Total CIP budget managed (in millions of $) $18 $7 $9 $9 • Number of Media Releases 20 20 20 20 Outcome Measures: • Overall Citizen Satisfaction (% rating Satisfied to Very Satisfied) N/A N/A N/A N/A • Percent of CIP constructed vs. budget N/A N/A N/A N/A Efficiency Measures: • Employees per 1000 population 4 4 3 3 • General fund budget per capital $457 $477 $473 $469 1. Includes total authorized Full -Time Equivalents (FTE). 2. Population based on 2011figures. 3. 2011 Adopted Employees per], 000 Population; Adopted Employees was used for comparison factor to other cities. OPER - 12 OPERATING B UDGET MAYOR'S OFFICE ADMINISTRATION Responsible Manager: Mayor Skip Priest POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Mayor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 61 City Manager 1.00 - - - - - - Negotiated Chief Administrative Officer - 1.00 1.00 Negotiated Administrative Services Director 1.00 - - 58H Economic Development Director 1.00 1.00 58H Communications & Govt Affairs Manager 1.00 - 48 Communications & Grant Coordinator - 1.00 1.00 1.00 1.00 39 Deputy City Clerk 0.13 - - - - 30 Communications Specialist 1.00 30 Economic Development Assistant 0.50 30 Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 28 Video Production 1.00 - - - - - - 29 Administrative Services Analyst - 1.00 - - - - - 24 Total Regular Staffing 18.63 4.00 4.00 3.00 1 3.00 3.00 3.00 n/a Changefromprioryear (4.63) (1.00) - n/a Funded on a One-time Basis: Administrative Services Director 1.00 1.00 58H Grand Total Staffing 8.63 5.00 4.00 4.00 3.00 3.00 3.00 n/a HIGHLIGHTS/CHANGES: The Mayor's Office proposed operating budget totals $1,012,180 in 2013 and $1,028,814 in 2014. This is a 0.3% or $2,687 decrease from the 2012 adjusted budget. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 I Actual 1 2012 1 2013 Proposed 2014 I Proposed 1 13 Proposed - 12 Ad' I Adopted Adjusted Year-end 1 $ Ch % Ch Revenue Summary: n/a General Gov't $ 1,587,977 1 $1,500,833 1 $1,154,088 $3,378,763 $2,272,065 $2,485,715 1 $1,504,294 1 $ (893,048) -26.4% Total Revenues: $ 1,587,977 1 $1,500,833 1 $1,154,088 1 $ 3,378,763 1 $ 2,272,065 1 $ 2,485,715 1 $1,504,294 1 $ (893,048) -26.4% Expenditure Summary: 110 Salaries & Wages 405,045 224,210 334,692 232,922 232,922 229,344 234,576 (3,578) -1.5% 111/1 Temporary Help 2,208 - - - - - - n/a 120 Overtime 79 - - - - - - - n/a 200 Benefits 123,294 75,052 109,818 77,098 77,098 79,991 87,448 2,893 3.8% 31X Supplies 2,752 31248 5,820 5,820 5,820 5,820 5,820 - 0.0% 3XX Othr Opr Supplies - 241 250 250 250 250 250 0.0% 41X Professional Svcs 582,711 471,378 590,009 520,009 520,009 520,009 520,009 0.0% 43X Travel & Training 3,666 1,284 8,625 4,060 4,060 4,060 4,060 0.0% 42/47 Utility & Comm 5 76 50 1 50 50 50 50 0.0% 48X Repairs & Mtc - - 250 250 250 250 250 0.0% 497 Association Dues 2,852 1,935 4,420 3,950 3,950 3,950 3,950 0.0% 4XX Other M isc Exp 28,066 42 32,483 2,483 2,483 2,483 2,483 0.0% 9XX IS Charges-M&0 143,246 126,605 180,340 155,335 155,335 153,904 158,202 (1,431) -0.9% 9XX IS Charges -Reserves 1 13,186 13,085 1 11,919 12,640 12,640 12,069 11,716 (571) -4.5% Subtotal Operating Exp.-IExp.-I $ 1,307,109 1 $ 917,155 $1,278,676 $1,014,867 $1,014,867 $1,012,180 $1,028,814 $ (2,687) -0.3% Capital & One-time Funding: n/a I Capital & One -Time 19,791 263,631 60,000 163,982 168,982 17,171 1 17,171 1 (146,811) -89.5% Subtotal One-time Fxp: $ 19,791 $ 263,631 $ 60,000 $ 163,982 $ 168,982 $ 17,171 1 $ 17,171 1 $ (146,811) -89.5% Citywide/Unallocated: CW Icoti.gency Resv - - (118,449) 1,111,698 - 1,125,000 27,000 13,302 1.2% CW lUnallocated 261,077 320,046 (66,139) 1,088,216 1,088,216 331,364 431,309 (756,852) -69.5% Subtotal CW/Unallocated: $ 261,077 $ 320,046 $ (184,588) $ 2,199,914 $1,088,216 $1,456,364 $ 458,309 $ (743,550) -33.8% Total Fypenditures: $ 1,587,977 $1,500,833 $1,154,088 $ 3,378,763 $ 2,272,065 $ 2,485,715 $1,504,294 1 $ (893,048) -26.4% OPER - 13 CITYOFFEDERAL WAY201312014 PROPOSED BUDGET INFORMATION TECHNOLOGY Responsible Manager: Thomas Fichtner, Information Technology Manager PURPOSE/DESCRIPTION: The Information Systems Division receives its operating funds from the Information Systems Fund. The fund also accumulates money to replace capital equipment and software as needed. Program costs are recovered via interfund charges. The fund is designed to account for all costs associated with city information system 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 (WWW) services; and mail and duplications. Information Systems Services include technical t 2013 Proposed Expenditures by Category Svc/Chgs Supplies 52.4% 0.6% Interfund 16.4% Personnel 30.6% services, support, and enhancements to the city s information systems. These services cover all data processing hardware and software including applications, operating systems, special systems, networks, LAN/WAN/MAN, staff training, equipment acquisitions, contract/project management, data base 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 data base, producing maps, analyzing data, generating reports, providing staff training, and developing user-friendly interfaces for staff and public to the city's GIS. This division provides production and support resources to all city departments. AN, Government Access Channel (GAC) & Cable Rate Services include local government Information broadcasting (live - broadcast City Council meetings and taped video programs, as well as news, events, and general city information via billboard - type messages). In addition, the division oversees cable TV franchise agreements and regulations, and is responsible for coordinating and responding to citizens' complaints regarding cable services. Internet, Intranet, & Web Services include developing and maintaining the city's web, FTP, SMTP, VPN, and IGN services; providing training for staff, monitoring system security; developing interfaces; and integrating internal systems with Internet services. We will continue to enhance our web services, to include more online documents, applications, and forms; online payments; and e-commerce. GOALS/OBJECTIVES: ■ Support City goals and department objectives through automation ■ Excellent customer service, staff support and training ■ Understand departments' business processes and needs. ■ Streamline City operations through integration and systems automation. ■ Keep informed of technology trends, enhancements, and capabilities. ■ Seek new technology and apply where it is cost effective. ■ Improve access to City services and information through WWW and other online systems ■ Provide stable and reliable information technology infrastructure. ■ Provide up-to-date hardware and software tools for staff. ■ Be proud and confident in what we do. OPER - 14 OPERATING B UDGET INFORMATION TECHNOLOGY Responsible Manager: Thomas Fichtner, Information Technology Manager Type/Description Workload Measures: Information Systems • New systems implementation • Users served • Personal computers (PCs) maintained • Number of support calls received annually • Number of applications maintained • Number of Servers / LAN / WAN Communication • Number of phones operated and maintained • Number of cellular phones operated and maintained. • Number of pagers operated and maintained • WEB site visits • Number of radios maintained GIS • Number of map requests and analyses • Number of standard data layers GAC/web • Number of web pages maintained • Number of Bulletin pages broadcasted • Hours of TV broadcasting per day • Number of Cable customer calls handled Outcome Measures: Information Systems • Percent technical response within 2-4 hours • Percent IT system up -time during normal business hours Communication • Percent communications up -time during normal business hours GIS • % of users who rate GIS system as meeting expectations • Number of map requests by the public PERFORMANCE MEASURES: 2011 2012 2013 2014 3 3 2 1 380 380 380 380 500 500 500 500 3,500 3,500 3,700 3,700 110 110 112 113 50 55 56 57 380 380 380 380 170 159 150 155 1 1 1 1 300,000 465,000 480,000 480,000 270 236 236 236 230 250 260 250 620 630 640 640 3,500 1,000 1,050 1,100 119 119 123 125 24 24 24 24 127 60 75 75 80.0% 80.0% 80.0% 80.0% 99.5% 99.5% 99.5% 99.5% 99.9% 99.9% 99.9% 99.9% 99.0% 99.0% 99.0% 99.0% 23 25 26 25 POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Information Technology Director 1.00 - - - - - - 58F IT Manager - 1.00 1.00 1.00 1.00 1.00 1.00 48 IT Supervisor/Systems & Help Desk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 44 IT Analyst Applications/GIS 3.00 3.00 3.00 3.00 3.00 1.00 1.00 39 IT Analyst Systems 2.00 1.00 1.00 1.00 1.00 1.00 1.00 39 IT Technician II 1.60 - 1.00 - - 2.00 2.00 32 IT Technician I 1.00 1.00 1.00 1.00 1.00 - - 29 Total RegularStaJjing 9.60 7.00 8.00 7.00 7.00 6.00 6.00 n/a Change from prioryear 1 (1.40) (2.60) 1.00 1 (1.00) (1.00) n/a Funded on a One-time Basis: IT Analyst Applications 1.00 1.00 39 Grand Total Staffing 9.60 7.00 8.00 7.00 7.00 7.00 7.00 n/a OPER - 15 CITYOFFEDERAL WAY201312014 PROPOSED BUDGET INFORMATION TECHNOLOGY Responsible Manager: Thomas Fichtner, Information Technology Manager HIGHLIGHTS/CHANGES: The overall Information proposed operating budget totals $1,495,948 in 2013 and $1,516,264 in 2014. This is a 8.8% or $144,278 decrease from the 2012 adjusted budget which accounts for information systems, geographical information systems, telecommunications, government access channel and web services, mail & duplication, and support for all City departments including public safety and municipal court. Major line items changes include: Salaries and Wages - Move 1.0 FTE Vacant IT Analyst from ongoing in 2012 to one-time in 2013/14. Eliminate $22,350 for on -call pay starting in 2013. Utility and Comm. - Reduce by $10,000 in 502 Information Technology fund from moving communications from ongoing in 2012 to one-time in 2013/14 and reduce $10,000 in 503 Mail and Duplication fund from moving first class postage from ongoing in 2012 to one-time in 2013/14. Repairs and Maintenance - Reduce by $10,000 in 502 Information Technology fund from moving repairs and maintenance from ongoing in 2012 to one-time in 2013/14. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end 1 $ Chg I % Chg Revenue Summary: 502 User Charges - M&O 1,352,962 1,326,029 1,611,162 1,532,020 1,532,020 1,477,752 1,505,302 (54,268) -3.5% 502 User Charges - Reserv, 453,940 424,477 452,436 480,018 480,018 377,312 362,676 (102,706) -21.4% 502 Interest Earnings 5,657 3,224 10,000 10,000 10,000 4,000 4,000 (6,000) -60.0% 502 Capital Contributions 18,536 11,378 - 68,409 23,731 89,718 - 21,309 31.1% 502 Misc Revenue 48,744 46,163 1 43,000 1 43,000 43,000 43,000 1 43,000 - 0.0% 503 1 Revenues 166,675 155,381 1 182,087 1 162,087 162,087 151,206 1 149,037 1 (10,881) -6.7% TotalRewnues: $ 2,046,515 1 $1,966,651 1 $2,298,685 1 $2,295,534 1 $ 2,250,856 1 $2,142,988 1 $2,064,015 1 $ (152,546) -6.6% Expenditure Summary: 110 Salaries & Wages 649,285 516,143 637,930 571,867 571,867 476,328 481,992 (95,539) -16.7% 111/1 Temporary Help 10,097 4,038 - - - - - - n/a 120 Overtime - - 500 500 500 500 500 - 0.0% 200 Benefits 202,140 169,751 233,683 188,421 188,421 168,181 182,833 (20,240) -10.7% 31X Supplies 43,083 26,607 39,339 39,339 39,339 39,339 39,339 - 0.0% 3XX Othr Opt Supplies 13,976 9,349 23,727 23,727 23,727 25,227 25,227 1,500 6.3% 41X Professional Svcs 227,529 319,501 351,278 355,037 355,037 355,037 355,037 - 0.0% 43X Travel & Training 2,747 43 9,772 6,840 6,840 6,840 6,840 - 0.0% 42/47 Utility & Comm 212,250 189,030 248,637 228,637 228,637 208,637 208,637 (20,000) -8.7% 48X Repairs & Mtc 55,100 62,116 98,734 90,034 90,034 80,034 80,034 (10,000) -11.1% 497 Association Dues 100 - 900 900 900 900 900 0.0% 4XX Other Misc Exp 1,812 3,731 1,500 10,200 10,200 10,200 10,200 0.0% 5XX Intgvtl Srvs/1'axes 122,601 105,774 124,725 124,725 124,725 124,725 124,725 0.0% 600 Capital Outlays - 3,105 - - - - - n/a Subtotal Operating ENV. $ 1,540,720 $1,409,186 $1,770,725 $1,640,226 $ 1,640,226 $1,495,948 $1,516,264 $ (144,278) -8.8% Capital & One-time Funding: n/a I Capital & One -Time 261,159 414,748 483,948 645,081 645,081 883,551 415,443 238,470 37.0% Subtotal One-time EW. $ 261,159 $ 414,748 $ 483,948 S 645,081 $ 645,081 $ 883,551 S 415,443 $ 238,470 37.0% TotalFkpemlitures: $ 1,801,878 $1,823,934 $2,254,673 $2,285,307 $ 2,285,307 $2,379,499 $1,931,707 $ 94,192 4.1% OPER - 16 OPERATING BUDGET PLANNING DIVISION Isaac Conlen Planning Manager ■ Land Use Review ■ Environmental Review ■ Planning Commission Support ■ Hearing Examiner Support ■ Comprehensive Plan Management • Development Code Revisions • Rezones • Annexations/PAA ■ Special Reports ■ Inter jurisdictional Issues ■ Permit Center and Processing COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT Patrick Doherty Director ■ Overall Department Management/Organization ■ Budget Management ■ Personnel Matters ■ Facilitate Economic Development ■ Customer Service ■ Policy Issues ■ Regional Issues ■ Legislative Issues BUILDING DIVISION Lee Bailey Building Official ■ Building Plan Review ■ Electrical Plan Review ■ Construction/Electrical Inspection ■ Code Compliance ■ State Code Issues ■ Online permit/inspection services ■ Permit Center and Processing ADMINISTRATIVE SUPPORT Tina Piety Administrative Assistant II ■ Administrative Support to the Director, Department Divisions, Lodging Tax Advisory Committee, and Planning Commission ■ City -Wide Reception ■ Passports ■ Records Management COMMUNITY SERVICES DIVISION Jay Bennett Community Services Manager ■ Block Grant and Community Services General Fund Grant Programs ■ Human Services Commission Support ■ Diversity Commission Support ■ CDBG Loan Review Advisory Committee Support ■ Local and Regional Community Service Issues OPER - 17 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT OVERVIEW Responsible Manager: Patrick Doherty, Director 2011/2012 ACCOMPLISHMENTS ■ Pursued redevelopment of the former AMC Theaters site through an RFQ process. ■ Began an RFQ/RFP process for a public -private partnership co -development of the former Toys R Us site for the Performing Arts and Conference Center — hotel/restaurant/retail. ■ Revived a regional advertising campaign to attract businesses to Federal Way with the "Think Federal Way" campaign and TV ad. ■ Continued to work with Enterprise Seattle on the Cascadia Med-Tech medical device incubator to grow businesses in Federal Way. ■ Worked with the Chamber to continue and enhance the small business incubator. ■ Successfully used lodging tax revenues to fund major events, such as NCAA Men's Swimming and Diving Championship and US Olympic Dive Trials, among many others. ■ Completed numerous code amendments in support of local business and the economy. ■ Change of use process simplification and streamlining of approval for minor additions. ■ Temporary uses/Temporary Businesses streamlining. ■ Increased signage options for high -profile commercial centers. ■ Increased flexibility for banners. ■ Allowance of certain portable signs in Right of Way. ■ Adoption of more flexible Office Park zoning standards. ■ Amendments to Open Space requirements in city center. ■ Amendments related to parking ratios. ■ Completed comprehensive Bicycle and Pedestrian Master Plan. ■ Completed Twin Lakes Commercial District Subarea Plan. ■ Adopted Healthy food Access policy resolution and began work on Comprehensive Plan policy and code language. ■ Worked on site -specific Comprehensive Plan amendment/rezone requests. ■ Evaluated options to upgrade permit processing software in preparation for 2013 upgrade. ■ Worked on significant development projects including Ross Plaza expansion, FWSD Service Center Building and central kitchen, 3201h Street Library replacement, new Russian SDA church, Triangle project mitigation permitting, Buffalo Wild Wings store, new rides at Wild Waves, revival of several large subdivision projects that had stalled during the economic downturn and a wide variety of smaller redevelopment projects. ■ Made several improvements to SEPA review regulations and rules to eliminate unnecessary SEPA reviews and thereby streamline the permitting process. ■ Completed new Shoreline Master Program as required by state law. ■ The City successfully transitioned from the King County Consortium to a fully staffed and managed CDBG entitlement program in 2012. ■ Through the NSP 3 grant, and in partnership with Habitat for Humanity — Seattle/S. King County, acquired seven homes for rehabilitation in the Greater Westway Neighborhood. ■ Developed and implemented the CDBG Commercial Loan; the Commercial Exterior Improvement and the Emergency Housing Repair programs. ■ Created and successfully completed the 2013/2014 Community Services General Fund and CDBG application processes. ■ Successfully managed 36 Community Enhancement Grant contracts totaling $40,000. ■ Expanded on our unfit structures to include the premises. ■ Revised the unfit structures/premises ordinance to make the Building Official the safety officer, thereby saving thousands of dollars in Hearing Examiner fees. ■ Upgraded our permit system. ■ Installed laptops for the inspectors which has resulted in their being more efficient. ■ Hosted the 2012 Fire Code Technical Advisory Group. ■ Made the graffiti removal team permanent. OPER - 18 OPERATING BUDGET COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT OVERVIEW Responsible Manager: Patrick Doherty, Director 2013/2014 ANTICIPATED KEY PROJECTS ■ Continue to support redevelopment of the former AMC Theaters site, whether with RFQ-generated private development or alternative plans, which could possibly include City investment in a substantial amenity on site to attract development. ■ Continued pursuit of the Performing Arts and Conference Center (PACC). ■ Continue to pursue strategic, valuable marketing opportunities to position Federal Way regionally as a business destination. ■ Support major redevelopment projects in the City Center and neighborhoods as the economy strengthens. ■ Work on major Comprehensive Plan Update (may extend into 2015). ■ Adopt zoning regulations and other measures to implement the Twin Lakes Commercial District Subarea plan adopted in 2012. ■ Continue to process code amendments with a focus on economic development. ■ Implement update to permit processing software including addition of new capabilities to improve system performance and customer experience. ■ Continue to support the development process with timely land use and subdivision permit review and issuance. ■ Provide regulatory support to the PACC, redevelopment of the former AMC Theaters site, Toys R Us sites and other potential City Center developments. ■ Continue implementation of CDBG and Community Services General Fund programs including monitoring of contracts of funded human service agencies. ■ Continue to work on local and regional efforts to address housing and human services. ■ Develop and submit to HUD the required 2013 and 2014 CDBG Action Plans. ■ Continue the investment in the stability and expansion of Federal Way Small Businesses through the CDBG Commercial Loan Programs and the Commercial Exterior Improvement Program. ■ Achieve HUD recognition that the City's program properly administered the federal CDBG rules and regulations. ■ Pursue substantial upgrade to the Amanda permit -tracking system. ■ Expand our on-line permitting capabilities. ■ Finish outfitting the Code Enforcement Officers with laptops. ■ Manage an increasing plan review and permit inspection workload as development applications rise. OPER - 19 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT OVERVIEW Responsible Manager: Patrick Doherty, Director PROPOSED PROGRAM CHANGES: Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Continue 2011/12 Programs that were 1-Time i)unded: $ 149,878 $ - $ 149,878 $ - EnterpriseSeattle Dues (Voting Seat) 5,000 5,000 - Highline Small Business Development Center 22,500 22,500 - Community Garden 10,000 10,000 - Martin Luther King Jr. Celebration 5,000 5,000 - Human Services Grant Program Increase 86,000 86,000 - Graffiti Program - Supplies 7,500 7,500 - Planning Intern 13,878 - 13,878 - Ongoing Budget Reductions: $ - $ (3,368) $ - $ (3,368) Temporary Help - (3,368) - (3,368) Temporary Suspension of Replacement Reserve Collection: Fleet & Equipment Reserves - (9,444) (9,444) Change in Accounting: $ - $ 54,396 $ - $ 54,396 2% Liquor Requirement - 1,160 1,160 2% Liquor Requirement - 12,440 12,440 Pollution Control Services, hitergovt'l - 40,796 - 40,796 New Program Additions: $ 17,700 $ 1,592 $ 17,700 $ 1,592 Amanda System Upgrade -Upgrade permit system to the latest, - - - - vendor supported version and enhance with additional functions. Total capital cost of $105,000 in 2013 funded by $75,000 replacement reserves and $30,000 permit automation fees. Annual ongoing m&o increases by $7,500 funded by automation fees. Amanda Interactive Response IVR Upgrade - to allow residents - - - and contractors to call in to an automated system24/7 to schedule inspections. Current IVR is running on outdated hardware/software which needs to be upgraded to enhance functionality, reliability and security. Total capital cost of $36,000 in 2014 funded by $24,000 replacement reserves and $12,000 permit automation fees. Mobile Computer for Code Enforcement - Replace existing - - - - desktop computer with ruggedized laptop for field use by code enforcement officer. Total capital cost of $4,986 funded by $1,154 replacement reserves and $2,678 accumulated automation fees. Ongoing costs include $631/year for laptop phone card and $446 additional reserves, funded by automation fees. Temporary Inspector -Increase current $2300 temporary help 17,700 - 17,700 - budget by $17,700 for a total budget of $20,000. The temporary inspector will assist permit activity increase in order to meet department's goal of 24 hour turn around time. Economic Development Funds - Increase from $18,408 to $20,000 1,592 1,592 to pay for city advertising, small consulting or professional services to aid in economic development efforts. OPER-20 Positions General Fund: Director-Comm/Economic Dev. Planning Manager Community Services Manager Building Official Human Services Manager Principal Planner Senior Planner Assistant Building Official Plans Examiner Combination Electrical/Bldg Inspector Inspector/Plans Examiner Associate Planner CDBG Coordinator Human Services Technician Code Compliance Officer Permit Center Supervisor Vol & Neighborhood Prg Coordinator Assistant Planner Administrative Assistant II Development Specialist Administrative Assistant I Hispanic Liaison Korean Liaison Office Technician II Graffiti Technician Total General Fund: CDBG Fund Community Services Manager CDBG Coordinator Human Services Technician Total CDBG: Total Regular Staffing Change from prior year Funded on a One-time Basis: Associate Planner Graffiti Technician Frozen Positions: Code Compliance Officer (Prop 1 funded) Grand Total Staffing OPERATING BUDGET COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT OVERVIEW Responsible Manager: Patrick Doherty, Director DEPARTMENT POSITION INVENTORY: 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Adopted Adjusted Year-end 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - - - 0.80 0.80 0.80 0.80 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 - - - - - 1.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 - - - - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 - - - - - 0.30 0.30 - 1.00 - 1.00 1.00 - - 3.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.90 - - - - - - - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 1.50 1.00 1.50 1.00 1.00 1.00 1.00 0.50 - - - - - - 0.50 - - - - - - 1.5 0 1.00 1.00 1.00 1.00 1.00 1.00 - - - - - 1.00 1.00 27.90 20.00 20.50 20.80 20.80 21.10 21.10 - - - 0.20 0.20 0.20 0.20 1.00 1.00 - - 0.70 0.70 - - - - 0.35 0.35 1.00 - 1.00 0.20 0.20 1.25 1.25 28.90 20.00 21.50 21.00 21.00 22.35 22.35 (0.60) (8.90) 1.50 (0.50) - 1.35 - 1.00 - 1.00 1.00 1.00 1.00 1.00 1.00 28.90 1 22.00 1 22.50 1 23.00 23.00 Grade 58C 46 46 46 44 41 38 35 35 35 33 32 31 31 30 30 30 27 24 24 18 15 15 14 10 n/a 46 31 29 n/a n/a n/a 32 10 1.00 1.00 30 23.35 23.35 n/a OPER-21 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT OVERVIEW Responsible Manager: Patrick Doherty, Director PURPOSE/DESCRIPTION: The Department of Community & Economic Development provides: ■ Management of general fund community services allocations and Community Development Block Grant. ■ Administration and enforcement of International Codes for plan review, construction and inspection. ■ Administration and enforcement of land use, environmental and nuisance codes. ■ Long-range planning and policy work including the Comprehensive Plan, neighborhood plans, code revisions, housing and annexations. ■ Passport acceptance facility. ■ Management of the City's economic development and City Center redevelopment efforts. GOALS/OBJECTIVES: • 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. • Pursue initiatives that grow the economic engine of the City and promote redevelopment of the City Center. • 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. DEPARTMENT SUMMARY: Dept Code 1 Item 2010 Actual 1 2011 Actual 2012 2013 Propose 2014 Proposed 13 Proposed - 12 Adj �AdptdAeddjusted Year-end $ Ch % Ch Revenue Summary: n/a General Gov't $2,529,518 $1,913,750 $2,140,127 $2,535,088 $2,530,088 $ 1,949,146 $ 1,923,644 $ (585,942) -23.1% n/a Federal/StateGrants 612,149 336,660 159,546 2,502,984 2,502,984 576,000 576,000 (1,926,984) -77.0% n/a Grants/Contributions 12,029 9,021 - 3,820 3,820 - - (3,820) -100.0% n/a Zoning Fees 51,856 50,376 89,000 89,000 89,000 91,000 93,000 2,000 2.2% n/a Building Permits 673,528 559,290 714,000 564,000 682,000 588,000 602,000 24,000 4.3% n/a Electrical Permits 168,176 171,678 154,000 154,000 154,000 158,000 162,000 4,000 2.6% n/a Plan Review 372,092 284,699 295,000 295,000 295,000 302,000 310,000 7,000 2.4% n/a Misc/Pass-Thru 38,334 36,195 3,147 3,147 3,147 8,281 8,577 5,134 163.1% n/a Transfer In - General Fund 11,901 1 50,000 13,633 1 4,000 4,000 - - (4,000) -100.0% Total Revenues: $ 4,469,583 $ 3,411,669 $ 3,568,453 $ 6,151,039 $ 6,264,039 $ 3,672,427 $ 3,675,221 1 $ (2,478,612) -40.3% Expenditure Summary 71 Administration 471,053 345,362 463,461 324,893 324,893 325,372 330,440 479 0.1% 73 Planning 784,231 606,226 781,793 670,163 670,163 631,212 644,267 (38,951) -5.8% 74 Building 1,383,556 1,088,996 1,110,526 1,131,240 1,131,240 1,165,389 1,187,402 34,149 3.0% 75 Economic Development 191,166 81,420 175,446 99,911 99,911 101,929 102,942 2,017 2.0% 83 Community Services 759,538 645,720 607,539 718,258 718,258 652,139 658,014 (66,119) -9.2% Subtotal GF Operating E xA: $ 3,589,543 $ 2,767,724 $ 3,138,764 $ 2,944,465 $ 2,944,465 $ 2,876,040 $ 2,923,065 1 $ (68,424) -2.3% General Fund One-time Expenditure Summary: 71 Administration 12,595 - 13,633 1,000 1,000 - - (1,000) -100.0% 73 Planning 39,005 169,259 44,878 128,013 128,013 21,378 21,378 (106,635) -83.3% 74 Building 52,362 74,350 56,000 252,438 207,910 70,509 26,277 (181,929) -72.1% 75 Economic Development 99,691 34,438 27,500 132,665 132,665 27,500 27,500 (105,165) -79.3% 83 Community Services 61,945 157,577 114,500 147,899 142,899 101,000 101,000 (46,899) -31.7% Subtotal GFOne-time Exp.: $ 265,598 1 $ 435,624 1 $ 256,511 1 $ 662,015 1 $ 612,487 1 $ 220,387 1 $ 176,155 1 $ (441,628) -66.7% Non -General Fund Operating Expenditure Summary: 119 1 Comm Dev Block Grant 1 614,442 208,321 173,178 2,544,559 2,544,559 576,000 576,000 1 (1,968,559) -77.4°% Subtotal Non-GF Oper. Exp.: $ 614,442 $ 208,321 $ 173,178 $ 2,544,559 $ 2,544,559 $ 576,000 1 $ 576,000 1 $ (1,968,559) -77.4% Total Expenditures: $ 4,469,583 $ 3,411,669 $ 3,568,453 $ 6,151,039 $ 6,101,511 $ 3,672,427 1 $ 3,675,221 1 $ (2,478,612) -40.3% OPER - 22 OPERATING BUDGET COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT OVERVIEW Responsible Manager: Patrick Doherty, Director HIGHLIGHTS/CHANGES: The Department of Community & Economic Development overall proposed operating budget totals $3,452,040 in 2013 and $3,499,066 in 2014. This is a 37.1% or $2,036,983 decrease from the 2012 adjusted budget. Major line item changes include: ■ Salaries and Wages - Reduction in Planning due to 1.0 FTE Assistant Planner replacing a 1.0 FTE Senior Planner. Increase in Building is due to adding two .50 FTE Graffiti Technicians to ongoing in 2013/14 from One -Time in 2012. Reduction in Community Services due to different position allocation for CDBG grants in 2013/14 than what was budgeted in 2012. ■ Temporary Help - Reduction of $52,080 in CDBG due to having a Neighborhood Stabilization Program grant budgeted in 2012, which is not budgeted in 2013/14. ■ Professional Services - Reduction of $1,884,573 in CDBG due to having a Neighborhood Stabilization Program grant budgeted in 2012, which is not budgeted in 2013/14. ■ Interfund Contributions - Reduction of $22,000 in CDBG due to transferring funding for a Recreation Inclusion Program in 2012, which is not budgeted in 2013/14. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg Revenue Summary: General Gov't $2,529,518 $1,913,750 $2,140,127 $2,535,088 $2,530,088 $1,949,146 $1,923,644 $ (585,942) -23.1% Federal/StateGrants 612,149 336,660 159,546 2,502,984 2,502,984 576,000 576,000 (1,926,984) -77.0% Grants/Contributions 12,029 9,021 - 3,820 3,820 - - (3,820) -100.0% Zoning Fees 51,856 50,376 89,000 89,000 89,000 91,000 93,000 2,000 2.2% Building Permits 673,528 559,290 714,000 564,000 682,000 588,000 602,000 24,000 4.3% Electrical Permits 168,176 171,678 154,000 154,000 154,000 158,000 162,000 4,000 2.6% Plan Review 372,092 284,699 295,000 295,000 295,000 302,000 310,000 7,000 2.4% Misc/Pass-Thru 38,334 36,195 3,147 3,147 3,147 8,281 8,577 5,134 163.1% Transfer In - General Fund 11,901 50,000 13,633 4,000 4,000 - - (4,000) -100.0% Total Revenues: $ 4,469,583 $ 3,411,669 $ 3,568,453 $ 6,151,039 $ 6,264,039 $3,672,427 $3,675,221 $ (2,478,612) -40.3% Expenditure Summary: 110 Salaries & Wages 2,095,295 1,442,514 1,656,658 1,541,857 1,541,857 1,501,111 1,511,409 (40,746) -2.6% 111/1 Temporary Help 36,834 8,110 5,668 54,380 54,380 2,300 2,300 (52,080) -95.8% 120 Overtime 4,189 3,506 2,960 2,960 2,960 2,960 2,960 - 0.0% 200 Benefits 602,853 442,750 578,073 518,655 518,655 490,944 532,071 (27,711) -5.3% 31X Supplies 15,884 9,232 17,440 17,180 17,180 17,180 17,180 0.0% 3XX Othr Opr Supplies 913 209 2,250 2,250 2,250 2,250 2,250 0.0% 41X Professional Svcs 834,356 599,250 543,675 2,813,313 2,813,313 928,740 923,856 (1,884,573) -67.0% 43X Travel & Training 20,094 17,165 23,782 14,072 14,072 14,072 14,072 0.0% 42/47 Utility & Comm 2,232 1,913 2,450 2,450 2,450 2,450 2,450 0.0% 497 Association Dues 8,816 9,131 8,675 8,575 8,575 8,575 8,575 0.0% 4XX Other MiscExp 11,163 37,985 17,095 43,395 43,395 43,395 43,395 0.0% 5XX Intgvtl Srvs/Taxes 55,552 62,589 50 60,686 60,686 54,446 54,446 (6,240) -10.3% 552 Interfund Transfers 97,025 - - 22,000 22,000 - - (22,000) -100.0% 9XX IS Charges-M&O 315,877 249,682 356,844 292,377 292,377 298,272 301,650 5,895 2.0% 9XX IS Charges -Reserves 102,902 92,008 96,322 94,874 94,874 85,346 82,452 (9,528) -10.0% Subtotal Operating Exp: $ 4,203,985 $ 2,976,045 $ 3,311,942 $ 5,489,024 $ 5,489,024 $3,452,040 $3,499,066 $ (2,036,983) -37.1 % Capital & One-time Funding: n/a I Capital & One -Time 265,598 435,624 256,511 662,015 612,487 220,387 176,155 (441,628) -66.7% Subtotal One-time Exp: $ 265,598 $ 435,624 $ 256,511 $ 662,015 $ 612,487 $ 220,387 $ 176,155 $ (441,628) -66.7% Total lkpenditures: $ 4,469,583 $ 3,411,669 $ 3,568,453 $ 6,151,039 $ 6,101,511 $3,672,427 $3,675,221 $ (2,478,612) -40.3% OPER-23 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET COMMUNITY & ECONOMIC DEVELOPMENT ADMINISTRATION Responsible Manager: Patrick Doherty, Director PURPOSE/DESCRIPTION: The Administration Division of the Department of Community & Economic Development coordinates staff support throughout the department, organizes the department's resources, and facilitates communication. Overall department management is provided by the Director of Community & Economic Development. The Administration Division provides office support to the department in the areas of purchasing, word processing, records maintenance, training, personnel, supplies, and scheduling. The division also provides support to the Planning Commission and Lodging Tax Advisory Committee. The primary goal is to provide high -quality customer service to citizens, businesses, public agencies, other city departments, and department staff. In addition, this division provides the city receptionist and is a passport acceptance facility. GOALS/OBJECTIVES: 2013 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, community services, and economic development. • Work with division managers to improve quality, efficiency and effectiveness of customer service. • Provide quality administrative services to assist department staff in providing superior public service. PERFORMANCE MEASURES: Type/Description Workload Measures: Number of document edited. Number of walk-in clients annually. Number of phone calls received annually. Number of passport applications processed. Outcome Measures: Percent of documents completed on time. POSITION INVENTORY: 2011 2012 2013 2014 2,000 2,000 2,000 2,000 15,000 15,000 15,000 15,000 20,000 20,000 20,000 20,000 1,744 2,306 2,500 2,500 85.0% 85.0% 85.0% 85.0% Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Community & Econ Development Director 1.00 0.50 1.00 0.50 0.50 0.50 0.50 58C Administrative Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 24 Administrative Assistant I 1.50 1.00 1.50 1.00 1.00 1.00 1.00 18 Office Technician II 1.50 1.00 1 1.00 1.00 1.00 1 1.00 1.00 14 To ta I Regular Staffing 5.00 3.50 4.50 1 3.50 1 3.50 3.50 3.50 n/a Changefromprioryear - (1.50) 1.00 (1.00) - n/a Grand Total Staffing 5.00 3.50 1 4.50 3.50 1 3.50 3.50 3.50 n/a OPER-24 OPERATING BUDGET COMMUNITY & ECONOMIC DEVELOPMENT ADMINISTRATION Responsible Manager: Patrick Doherty, Director HIGHLIGHTS/CHANGES: The Department of Community & Economic Development Administration Division proposed operating budget totals $325,372 in 2013 and $330,440 in 2014. This is a 0.1% or $479 increase from the 2012 adjusted budget. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 1 2014 Proposed 1 13 Proposed - 12Adj I Adopted Adjusted Year-end $ Chg I % Chg Revenue Summary: n/a General Gov't $ 483,648 $ 345,362 1 $ 477,094 $ 325,893 $ 325,893 1 $ 325,372 1 $ 330,440 1 $ (521) -0.2% Total Rewnues: $ 483,648 1 $ 345,362 1 $ 477,094 1 $ 325,893 1 $ 325,893 1 $ 325,372 1 $ 330,440 1 $ (521) -0.2% Expenditure Summary: 110 Salaries & Wages 309,656 227,049 293,784 204,120 204,120 204,120 204,120 - 0.0% 111/1 Temporary Help 5,680 420 - - - - - - n/a 120 Overtime 3,136 2,175 1,660 1,660 1,660 1,660 1,660 - 0.0% 200 Benefits 100,633 68,171 117,993 64,657 64,657 65,130 70,257 473 0.7% 31X Supplies 2,363 911 2,180 2,180 2,180 2,180 2,180 - 0.0% 3XX Othr Opt Supplies 55 - 500 500 500 500 500 - 0.0% 41X Professional Svcs 240 3,910 1,460 1,460 1,460 1,460 1,460 - 0.0% 43X Travel & Training 2,300 730 3,400 2,241 2,241 2,241 2,241 - 0.0% 42/47 Utility &Comm 2,152 1,883 2,200 2,200 2,200 2,200 2,200 - 0.0% 497 Association Dues 582 101 550 550 550 550 550 - 0.0% 4XX Other M isc Exp 102 158 310 310 310 310 310 - 0.0% 9XX IS Charges-M&O 34,575 29,113 29,281 34,217 34,217 34,582 34,914 365 1.1% 9XX IS Charges -Reserves 9,578 10,741 10,143 10,798 10,798 10,439 10,048 (358) -3.3% Subtotal Operating ExF. 1 $ 471,053 $ 345,362 $ 463,461 $ 324,893 $ 324,893 $ 325,372 $ 330,440 $ 479 0.1% Capital & One-time Funding: n/a I Capital & One -Time 12,595 13,633 1,000 1,000 - - (1,000) -100.0% Subtotal One-time EW. $ 12,595 $ - $ 13,633 $ 1,000 $ 1,000 $ - $ - $ (1,000) -100.0% Total Expenclitures: $ 483,648 $ 3459362 $ 477,094 $ 325,893 $ 3259893 $ 3259372 $ 3309440 $ (521) -0.2% OPER-25 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET COMMUNITY & ECONOMIC DEVELOPMENT PLANNING Responsible Manager: Isaac Conlen, Planning Manager PURPOSE/DESCRIPTION: The Planning Division processes land use applications, monitors compliance with the Federal Way city codes, 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. 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. GOALS/OBJECTIVES: 2013 Proposed Expenditures by Category Supplies 0.5% Svc/Chgs 3.4% Intergov't 0.0% Interfund 21.2% Personnel 75.0% • Continue to make progress improving the regulatory processes. • Implement major update/upgrade to permit processing system. • Substantially complete major Comprehensive Plan update. • Complete code amendments with a focus on economic development. • Assist with public and private plans to revitalize the City Center. PERFORMANCE MEASURES: Type/Description Workload Measures: • Pre -application conferences held. • Number of drop -in questions -telephone and front counter annually • Land use/subdivision applications received annually. Efficiency Measures: • Average number of calendar days to complete pre -applications. • Average number of calendar days to complete SEPA review. POSITION INVENTORY: 2011 2012 2013 2014 16 27 30 30 5,500 5,500 5,500 5,500 99 156 175 200 28 28 28 28 60-90 60-90 60-90 60-90 Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Planning Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 46 Principal Planner - 1.00 1.00 1.00 1.00 1.00 1.00 41 Senior Planner 3.00 2.00 2.00 1.00 1.00 1.00 1.00 38 Associate Planner 2.00 1.00 1.00 1.00 1.00 1.00 1.00 32 Assistant Planner - - - 1.00 1.00 1.00 1.00 29 Development Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 24 Total Regular Staffing 7.00 6.00 6.00 6.00 6.00 6.00 6.00 n/a Changefromprioryear (1.00) (1.00) - - - - - n/a Funded on a One-time Basis: Associate Planner - 1.00 - - - 32 Grand Total Staffing 7.00 7.00 6.00 1 6.00 1 6.00 1 6.00 1 6.00 1 n/a OPER-26 OPERATING BUDGET COMMUNITY & ECONOMIC DEVELOPMENT PLANNING Responsible Manager: Isaac Conlen, Planning Manager HIGHLIGHTS/CHANGES: The Department of Community & Economic Development Planning Division proposed operating budget totals $631,212 in 2013 and $644,267 in 2014. This is a 5.8% or $38,951 decrease from the 2012 adjusted budget. Major line item changes include: ■ Salaries and Wages - Reduction due to 1.0 FTE Assistant Planner replacing a 1.0 FTE Senior Planner. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 1 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted ar-endl $ Chg % Chg Revenue Summary: n/a General Gov't $ 732,397 $ 583,171 $ 734,524 $ 694,893 $ 694,893 $ 553,309 $ 564,068 $ (141,584) -20.4% Federal/StateGrants 9,609 129,628 - 11,136 11,136 - - (11,136) -100.0% Zoning Fees 51,856 50,376 89,000 89,000 89,000 91,000 93,000 2,000 2.2% Plan Review 2,758 - - - - - - - n/a Misc/Pass-Thru 26,617 12,311 3,147 3,147 3,147 8,281 8,577 3,304 105.0% Total Revenues: $ 823,236 $ 775,485 $ 826,671 $ 798,176 $ 798,176 $ 652,590 $ 665,645 $ (145,586) -18.2% Expenditure Summary: 110 Salaries & Wages 503,393 363,402 458,676 392,168 392,168 365,295 368,754 (26,873) -6.9% 111/1 Temporary Help - 5,250 - - - - - - n/a 200 Benefits 135,427 106,852 152,928 124,095 124,095 108,245 117,311 (15,850) -12.8% 31X Supplies 2,765 2,185 2,600 2,600 2,600 2,600 2,600 - 0.0% 3XX Othr Opt Supplies - 81 350 350 350 350 350 - 0.0% 41X Professional Svcs - - 2,000 2,000 2,000 2,000 2,000 - 0.0% 43X Travel & Training 2,385 2,122 6,897 4,547 4,547 4,547 4,547 - 0.0% 42/47 Utility & Comm 47 - 100 100 100 100 100 - 0.0% 497 Association Dues 1,730 2,089 1,550 1,550 1,550 1,550 1,550 - 0.0% 4XX Other Misc Exp 9,118 7,307 12,960 12,960 12,960 12,960 12,960 - 0.0% 5XX Intgvtl Srvs/I'axes 32 116 50 50 50 50 50 - 0.0% 9XX IS Charges-M&O 105,863 96,303 123,805 108,674 108,674 113,625 115,283 4,951 4.6% 9XX IS Charges -Reserves 23,471 20,520 19,877 21,069 21,069 19,889 18,762 (1,179) -5.6% Subtotal Operating EWp: $ 784,231 $ 606,226 $ 781,793 $ 670,163 $ 670,163 $ 631,212 $ 644,267 $ (38,951) -5.8% Capital & One-time Funding: n/a I Capital & One -Time 39,005 169,259 44,878 128,013 128,013 21,378 21,378 (106,635) -83.3% Subtotal One-time Exp: $ 39,005 $ 169,259 $ 44,878 $ 128,013 $ 128,013 $ 21,378 $ 21,378 $ (106,635) -83.3% Total Expenrlitures: $ 823,236 $ 7759485 $ 826,671 $ 7989176 $ 798,176 $ 652,590 $ 665,645 $ (145,586) -18.2% OPER-27 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET COMMUNITY & ECONOMIC DEVELOPMENT BUILDING Responsible Manager: Lee Bailey, Building Official PURPOSE/DESCRIPTION: The Building Division is comprised of three groups: counter staff, plan review/inspection, and code compliance. All three support the permit process and compliance with City codes. The Building Division of the Department of Community & Economic Development is responsible for the administration of the State Building Code as amended by the Federal Way City Code (FWCC), including the International Building, Residential, Mechanical, Fuel Gas, and the Uniform Plumbing Codes as well as the Washington State Energy and Ventilation Codes. The division is also responsible for the administration of the State Electrical Code (NEC). By local adoption, the division also administers the Property Maintenance Code. Compliance with the sign code provisions of the Federal Way Revised Code (FWRC) and graffiti control are also the division's responsibility. The division conducts reviews and inspections of both commercial and residential construction projects and is responsible for the review and inspection of all FWRC provisions pertaining to residential applications including zoning, surface water and drainage requirements. In addition, the division responds to Citizen Action Requests and Records Requests generated from the community as well as other departments and agencies. The division also works closely with members of South King Fire and Rescue in administering the International Fire Code within the City of Federal Way. GOALS/OBJECTIVES: • Continue to make improvements to the permit and code compliance procedures • Install and improve upgrades to the permit tracking system • Identify code compliance issues and work toward prompt compliance; keep staff trained on changes to codes; and close higher percentage of cases. • Provide quality reviews and inspections in timely fashion for all residential and commercial projects. PERFORMANCE MEASURES: Type/Description Workload Measures: o Total permits issued/reviewed. o Valuation of issued permits. Outcome Measures: New Single Family (NSF) permits issued < 30 days. Tenant Improvement permits (TI) issued < 20 days. Average number of permit inspections per year. Average number of Citizen Action Request investigations per year Average number of Records Requests completed per year. Total revenue receipted versus Total revenue forecasted (%). Efficiency Measures: o Average staff hours per NSF permit — Review/Inspection. o Average staff hours per TI permit — Review/Inspection. o Average staff hours per Citizen Action Request. 1 Average staff hours per Records Request. 2011 2012 2013 2014 2,780 3,000 3,150 3,200 $39.25m $44.24m $44.50m $45.20m 75% 75% 75% 75% 70% 70% 70% 70% 12,000 13,000 13,700 14,350 700 700 700 700 90 90 90 90 100.0% 100.0% 100.0% 100.0% 4/15 4/15 4/15 4/15 4/10 4/10 4/10 4/10 6 6 5 5 4 4 3 3 OPER-28 OPERATING BUDGET COMMUNITY & ECONOMIC DEVELOPMENT BUILDING Responsible Manager: Lee Bailey, Building Official The Department of Community & Economic Development Building Division proposed operating budget totals $1,165,389 in 2013 and $1,187,402 in 2014. This is a 3.0% or $34,149 increase from the 2012 adjusted budget. Major line item changes include: ■ Salaries/Wages & Benefits - Increase is due to adding two .50 FTE Graffiti Technicians to ongoing in 2013/14 from One -Time in 2012. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Pro osed - 12 Ad• Adopted Adjusted Year-end $ Chg I % Chg Revenue Summary: n/a General Gov't $ 213,163 $ 125,344 $ 3,526 $ 370,678 $ 370,678 $ 187,898 $ 139,679 $ (182,780) -49.3% Building Permits 673,528 559,290 714,000 564,000 682,000 588,000 602,000 24,000 4.3% Electrical Permits 168,176 171,678 154,000 154,000 154,000 158,000 162,000 4,000 2.6% Plan Review 369,335 284,699 295,000 295,000 295,000 302,000 310,000 7,000 2.4% Misc/Pass-Thru 11,716 22,335 - - - - - - n/a Total Revenues: $ 1,435,917 1 $1,163,347 1 $1,166,526 1 $1,383,678 1 $ 1,501,678 1 $ 1,235,898 1 $1,213,679 1 $ (147,780) -10.7% Expenditure Summary: 110 Salaries & Wages 863,733 684,438 630,452 685,796 685,796 719,196 720,840 33,400 4.9% 111/1 Temporary Help 28,523 2,440 2,300 2,300 2,300 2,300 2,300 - 0.0% 120 Overtime 1,053 1,331 1,300 1,300 1,300 1,300 1,300 - 0.0% 200 Benefits 267,125 224,652 230,519 240,132 240,132 248,149 268,570 8,017 3.3% 31X Supplies 6,117 4,569 4,975 4,975 4,975 4,975 4,975 - 0.0% 3XX Othr Opt Supplies 859 128 1,400 1,400 1,400 1,400 1,400 0.0% 41X Professional Svcs 38 - 500 500 500 500 500 0.0% 43X Travel & Training 5,705 4,884 6,925 4,565 4,565 4,565 4,565 0.0% 42/47 Utility & Comm 33 - - - - - - n/a 497 Association Dues 784 1,061 1,000 1,000 1,000 1,000 1,000 0.0% 4XX Other M isc Exp 1,350 2,232 2,000 2,000 2,000 2,000 2,000 0.0% 9XX IS Charges-M&0 143,224 105,903 167,111 127,714 127,714 128,283 129,485 568 0.4% 9XX IS Charges -Reserves 65,013 57,358 62,044 59,558 59,558 51,722 50,468 (7,837) -13.2% Subtotal Operating Fop: $ 1,383,556 $1,088,996 $1,110,526 $1,131,240 $ 1,131,240 $ 1,165,389 $1,187,402 $ 34,149 3.0% Capital & One-time Funding: n/a I Capital & One -Time 52,362 74,350 56,000 252,438 207,910 70,509 26,277 (181,929) -72.1% Subtotal One-time Ekp: $ 52,362 $ 74,350 $ 56,000 $ 252,438 $ 207,910 $ 70,509 $ 269277 $ (181,929) -72.1% Total Expenditures: $ 1,435,917 $1,163,347 $1,166,526 $1,383,678 $ 1,339,150 $ 1,235,898 $1,213,679 $ (147,780) -10.7% POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Building Official 1.00 1.00 1.00 1.00 1.00 1.00 1.00 46 Assistant Building Official 1.00 - - - - - - 35 Plans Examiner 1.00 1.00 1.00 1.00 1.00 1.00 1.00 35 Combination Electrical/Bldg Inspector 2.00 2.00 1 2.00 2.00 2.00 2.00 1 2.00 35 Inspector/Plans Examiner 2.00 1.00 1.00 1.00 1.00 1.00 1.00 33 Code Compliance Officer 3.00 2.00 2.00 2.00 2.00 2.00 2.00 30 Permit Center Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30 Development Specialist 2.00 1.00 1.00 1.00 1.00 1.00 1.00 24 Graffiti Technician - - - 1.00 1.00 10 Total Regular Staffing 13.00 9.00 1 9.00 1 9.00 9.00 10.00 1 10.00 n/a Change from prior year (4.00) - - 1.00 1 - n/a Funded on a One-time Basis: Graffiti Technician 1.00 1.00 10 Rrozen Positions: 1.00 1.00 1.00 30 Code Compliance Officer (Prop 1 funded) 1 .00 1.00 1.00 Grand Total Staffing13.00 10.00 10.00 11.00 11.00 11.00 11.00 n/a OPER-29 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET COMMUNITY & ECONOMIC DEVELOPMENT COMMUNITY SERVICES Responsible Manager: Jay Bennett, Community Services Manager PURPOSE/DESCRIPTION: The Community Services 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 contracts and Community Development Block Grant (CDBG) funds. Community Services includes programs in the five strategy areas identified in the Housing and Human Services Consolidated Plan (2006-2010): 1) basic needs and emergency services, 2) promote individual and community public safety, 3) assistance to special needs groups, 4) supportive environment for low-income families with children, and 5) the development of a comprehensive community service network to more effectively address community service needs of Federal Way's low to moderately low-income and special needs populations. CDBG supports construction or rehabilitation of community facilities, neighborhood improvements and affordable housing, direct community service programs and planning activities that principally benefit low- and moderate -income individuals. The Division staffs the Human Services Commission, the Diversity Commission, and the CDBG Loan Review Advisory Committee, in addition to representing the City on policy - making bodies and community organizations. GOALS/OBJECTIVES: • Continue implementation of CDBG and Community Services General Fund programs including monitoring of contracts of funded human service agencies. • Continue to work on local and regional efforts to address housing and human services. • Develop and submit to HUD the required 2013 and 2014 CDBG Action Plans. • Continue the investment in the stability and expansion of Federal Way Small Businesses through the CDBG Commercial Loan Programs and the Commercial Exterior Improvement Program. • Achieve HUD recognition that the City's program properly administered the federal CDBG rules and regulations. PERFORMANCE MEASURES: Type/Description 2011 2012 2013 2014 Workload Measures: • Number of community services contracts managed. 41 41 34 34 • Amount of community services dollars administered. $516,000 $516,000 $516,000 $516,000 • Number of community services contract payments processed. 163 164 136 136 • Number of community services applications processed. 0 76 0 76 • Number of CDBG applications processed. 5 8 5 8 • Number of CDBG contracts managed. 5 6 5 5 • Number of CDBG dollars administered. $520,464 $925,870 $990,565 $990,565 Outcome Measures: • Percent of contracts fully executed in timely manner. 100.0% 100.0% 100.0% 100.0% • Number of Human Service Commission meetings supported. 13 13 13 13 • Number of Small Business loans made. 0 2 5 5 • Number of Commercial Exterior projects completed. 0 1 4 5 • Number of Owner occupied housing units stabilized. 0 10 25 25 OPER-30 OPERATING BUDGET COMMUNITY & ECONOMIC DEVELOPMENT COMMUNITY SERVICES Responsible Manager: Jay Bennett, Community Services Manager POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end General Fund: Community Services Manager - - 0.80 0.80 0.80 0.80 46 Human Services Manager 1.00 - 1.00 - - - - 44 Human Services Technician - 1.00 - 1.00 1.00 - - 31 CDBG Coordinator - - - - 0.30 0.30 31 Vol & Neighborhood Prg Coordinator 0.90 - - 30 Hispanic Liaison 0.50 15 Korean Liaison 0.50 15 Total General Fund: 2.90 1.00 1.00 1.80 1.80 1.10 1.10 n/a CDBG Fund i Community Services Manager - - - 0.20 0.20 0.20 0.20 46 CDBG Coordinator 1.00 1.00 - - 0.70 0.70 31 Human Services Technician - - - - 0.35 0.35 31 Total CDBG: 1.00 - 1.00 0.20 0.20 1.25 1.25 n/a Total Regular Staffing 3.90 1.00 2.00 2.00 2.00 2.35 2.35 n/a Change from prior year 0.40 1 (2.90) 1.00 1 - 0.35 1 - n/a Grand Total Staffing 3.90 1.00 2.00 2.00 2.00 2.35 2.35 n/a PROGRAM SUMMARY: Dept Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg 83 Community Services 759,538 645,720 607,539 718,258 718,258 652,139 658,014 (66,119) -9.2% 119 CDBG 614,442 208,321 173,178 2,544,559 2,544,559 576,000 576,000 (1,968,559) -77.4% Subtotal Ongoing: $1,373,979 $ 854,040 $ 780,717 $ 3,262,817 $ 3,262,817 $1,228,139 $1,234,014 $ (2,034,678) -62.4% 83 1Community Services 61,945 1 157,577 114,500 147,899 142,899 1 101,000 1 101,000 1 (46,899) -31.7% Subtotal One-time: $ 61,945 $ 157,577 $ 114,500 $ 147,899 $ 142,899 $ 101,000 $ 101,000 $ (46,899) -31.7% Total Expenditures: $1,435,925 $1,011,618 1 $ 895,217 $ 3,410,715 $ 3,405,715 $1,329,139 1 $1,335,014 1 $ (2,081,576) -61.0 % OPER-31 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET COMMUNITY & ECONOMIC DEVELOPMENT COMMUNITY SERVICES Responsible Manager: Jay Bennett, Community Services Manager HIGHLIGHTS/CHANGES: The Department of Community & Economic Development Community Services Division proposed operating budget totals $1,228,139 in 2013 and $1,234,014 in 2014. This is a 62.4% or $2,034,678 decrease from the 2012 adjusted budget. Major line item changes include: ■ Salaries/Wages & Benefits - Reduction due to having a different position allocation for CDBG grants in 2013/14 than what was budgeted in 2012. ■ Temporary Help - Reduction of $52,080 due to having a Neighborhood Stabilization Program grant budgeted in 2012, which is not re -budgeted in 2013/14. ■ Professional Services - Reduction of $1,886,165 due to having a Neighborhood Stabilization Program grant budgeted in 2012, which is not re -budgeted in 2013/14. ■ Interfund Contributions - Reduction of $22,000 due to not transferring CDBG funding to Parks General Fund for the Recreation Inclusion Program in 2013/14. Recreation Inclusion Program is still included in the CDBG budget in 2013/14 in Professional Services. Code Item 2010 Actual 2011 Actual 2012 2013 I Proposed 2014 I Proposed 13 Pro osed - 12 Ad' 1 Adopted I Adjusted Year-end $ Chg % Chg Revenue Summary: n/a General Gov't $ 809,454 $ 745,565 $ 722,038 $ 911,047 $ 906,047 $ 753,139 $ 759,014 $ (157,908) -17.3% Federal/State Grants 602,541 207,032 159,546 2,491,848 2,491,848 576,000 576,000 (1,915,848) -76.9% Grants/Contributions 12,029 9,021 - 3,820 3,820 - - (3,820) -100.0% Transfer In - General Fund 11,901 50,000 13,633 4,000 4,000 - (4,000) -100.0% Total Revenues: $ 1,435,925 $ 1,011,618 $ 895,217 $ 3,410,715 $ 3,405,715 $ 1,329,139 1 $ 11335,014 1 $ (2,081,576) -61.0% Expenditure Summary: 110 Salaries & Wages 269,997 110,843 158,066 201,933 201,933 154,660 159,855 (47,273) -23.4% 111/1 Temporary Help 2,632 - 3,368 52,080 52,080 - - (52,080) -100.0% 200 Benefits 68,092 30,982 47,520 76,673 76,673 55,961 61,479 (20,712) -27.0% 31X Supplies 4,260 874 7,210 6,950 6,950 6,950 6,950 - 0.0% 41X Professional Svcs 832,636 593,072 521,007 2,790,645 2,790,645 904,480 899,596 (1,886,165) -67.6% 43X Travel & Training 9,439 7,904 3,800 879 879 879 879 0.0% 42/47 Utility & Comm - 30 150 150 150 150 150 0.0% 497 Association Dues 300 100 475 375 375 375 375 0.0% 4XX Other Misc Exp 592 28,288 1,675 27,975 27,975 27,975 27,975 0.0% 552 Interfund Transfers 97,025 - - 22,000 22,000 - - (22,000) -100.0% 9XX ISCharges-M&O 29,133 16,087 33,158 19,073 19,073 19,075 19,240 2 0.0% 9XX IS Charges -Reserves 4,352 3,387 4,288 3,448 3,448 3,238 3,120 (210) -6.1% Subtotal Operating Exr. $ 1,373,979 $ 854,040 $ 780,717 $ 3,262,817 $ 3,262,817 $ 1,228,139 1 $ 1,234,014 $ (2,034,678) -62.4% Capital & One-time Funding: n/a I Capital & One -Time 61,945 157,577 114,500 147,899 142,899 101,000 101,000 (46,899) -31.7% Subtotal One-time Exp: $ 61,945 $ 157,577 $ 114,500 $ 147,899 $ 142,899 $ 101,000 $ 101,000 S (46,899) -31.7% Total Expenditures: $ 1,435,925 $ 1,011,618 $ 895,217 $ 3,410,715 $ 3,405,715 $ 1,329,139 $ 1,335,014 $ (2,081,576) -61.0% OPER-32 OPERATING BUDGET COMMUNITY & ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT PURPOSE/DESCRIPTION: The Department houses the City's Economic Development function. Economic Development is comprised of three main areas of activity: business retention and attraction, city center redevelopment, and tourism. Growth in all of these areas of activity acts to increase the city's economic base, grow jobs, and enhance stability. GOALS/OBJECTIVES: Promote and encourage growth of existing businesses through a business -friendly regulatory environment; productive working relationship with businesses, business organizations and the Chamber of Commerce; and assistance to businesses through the City -funded Small Business Development Center, and where applicable, CDBG-funded financial aid. Encourage new businesses to locate in Federal Way through advertising and direct -mail appeals, Responsible Manager: Patrick Doherty, Director 2013 Proposed Expenditures by Category Supplies 0.5% Svc/Chgs 26.9% Interfund 2.7% Personnel 70.0% partnership with the Chamber on the business incubator, partnership with EnterpriseSeattle on the Cascadia MedTech medical device business incubator, and quick, friendly and informative response to any and all inquiries by City staff, website, etc. Promote City Center redevelopment through continued aggressive pursuit of redevelopment of the former AMC Theaters site, development of the Performing Arts and Conference Center, assistance and support to private developers (including potential LIFT assistance for related infrastructure improvements), and continual review and revision of the applicable regulatory provisions to optimize development opportunities. Continue to promote activities that draw visitors and tourists to Federal Way, together with the resultant economic activity they generate. Using lodging tax revenues, continue to promote events, especially events of national/international reach that bring the greatest numbers of visitors from the greatest distance; continue advertising in appropriate media; continue strategic investments, such as event banners, attraction signage, etc. POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Director-Comm/Economic Dev. 0.50 0.50 0.50 0.50 0.50 58C TotaIRegular Staffing 0.50 0.50 0.50 0.50 0.50 n/a Change from prior year 0.50 (0.50) 0.50 - - - n/a Grand Total Staffing 0.50 0.50 0.50 1 0.50 1 0.50 1 n/a OPER-33 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET COMMUNITY & ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT Responsible Manager: Patrick Doherty, Director HIGHLIGHTS/CHANGES: The Department of Community & Economic Development Economic Development Division proposed operating budget totals $101,929 in 2013 and $102,942 in 2014. This is a 2.0% or $2,017 increase from the 2012 adjusted budget. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed$ 3Pro osed - 12 Ad' Adopted Adjusted Year-end PChg I % Chg Revenue Summary: n/a I General Gov't $ 290,857 $ 114,308 1 $ 202,946 $ 232,577 $232,577 $ 129,429 $ 130,442 1 $ (103,148) -44.4% Misc/Pass-Thru - 1,550 - - - - - n/a Total Revenues: $ 290,857 $ 115,858 $ 202,946 $ 232,577 $232,577 $ 129,429 $ 130,442 $ (103,148) -44.4 Expenditure Summary: 110 Salaries & Wages 148,515 56,782 115,680 57,840 57,840 57,840 57,840 - 0.0% 200 Benefits 31,576 12,093 29,114 13,098 13,098 13,459 14,456 361 2.8% 31X Supplies 379 693 475 475 475 475 475 - 0.0% 41X Professional Svcs 1,442 2,267 18,708 18,708 18,708 20,300 20,300 1,592 8.5% 43X Travel & Training 265 1,526 2,760 1,840 1,840 1,840 1,840 - 0.0% 497 Association Dues 5,420 5,780 5,100 5,100 5,100 5,100 5,100 - 0.0% 4XX Other Misc Exp - - 150 150 150 150 150 - 0.0% 9XX IS Charges-M&O 3,082 2,277 3,489 2,699 2,699 2,707 2,729 8 0.3% 9XX IS Charges -Reserves 488 1 (30) 1 1 57 53 56 5647.0% Subtotal Operating Exp: $ 191,166 $ 81,420 $ 175,446 $ 99,911 $ 99,911 $ 101,929 $ 102,942 $ 2,017 2.0 % Capital & One-time Funding: n/a Capital & One -Time 99,691 34,438 27,500 132,665 132,665 27,500 27,500 (105,165) -79.3% Subtotal One-time Exp: $ 99,691 $ 34,438 $ 27,500 $ 132,665 $132,665 $ 27,500 $ 27,500 $ (105,165) -79.3% Total Expenditures: $ 290,857 $ 115,858 $ 202,946 1 $ 232,577 $232,577 $ 129,429 $ 130,442 1 $ (103,148) -44.4% OPER-34 OPERATING BUDGET FINANCE Tho Kraus Director ■ Department direction and administration ■ Interdepartmental Coordination ■ Debt Management ■ Budget Management ACCOUNTING OPERATIONS I I FINANCIAL PLANNING ■ Payroll ■ General Accounting ■ Accounts Payable ■ Budget ■ Banking Services ■ Purchasing ■ Cash & Investment ■ Cash Receipting Management ■ Accounts Receivable ■ Monthly Financial Report ■ Year -End Financial Reporting ■ Business License ■ Audit Coordination ■ Interoffice Mail ■ Internal Controls ■ Financial Planning and Analysis OPER-35 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET FINANCE Responsible Manager: Tho Kraus, Finance Director 2011/2012 ACCOMPLISHMENTS ■ Received unqualified audit opinion for 18th consecutive years. ■ Received GFOA Award for Excellence in Financial Reporting for the 22°d consecutive submittal (since incorporation) for Year Ending 12/31/2011. ■ Received GFOA Distinguished Budget Presentation Award for 141h consecutive submittal (since incorporation) for Biennial Budget 2011/2012. ■ Analyzed and coordinated BARS (Budgeting, Accounting, and Reporting System) account number restructuring effective January 1, 2013 as required by the State Auditor's Office. 2013/2014 ANTICIPATED KEY PROJECTS ■ Continue monitoring for proper controls and procedures to ensure unqualified audit opinion. ■ Submit 2012 and 2013 CAFR to GFOA Award Program for Excellence in Financial Reporting. ■ Submit 2013/14 Biennial Budget to GFOA Award Program for Distinguished Budget Presentation. ■ Implementation of BARS (Budgeting, Accounting, and Reporting System) restructuring project effective January 1, 2013 as required by the State Auditor's Office. PROPOSED PROGRAM CHANGES: Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Ongoing Programs Mowd to 1-Time to Balance Budget: $ 20,000 $ (20,000) S 20,000 $ (20,000) Postage/Delivery Services (Mail/Duplication) 10,000 (10,000) 10,000 (10,000) Temporary Help i10,000 (10,000)1 10,000 (10,000) OPER-36 OPERATING BUDGET FINANCE Responsible Manager: Tho Kraus, Finance Director PERFORMANCE MEASURES: Type/Description 2011 2012 2013 2014 Workload Measures: • Number of invoices paid annually (1) 11,152 11,506 10,811 10,811 • Number of transactions receipted annually at 7,443 / 21,228 7,443 / 21,228 7,443 / 21,228 7,443 / 21,228 Finance counter compared to total transactions 35.1% 35.1% 35.1% 35.1% receipted City Hall • Number of passports taken in at Finance counter 36 / 1744 94 / 2306 94 / 2306 94 / 2306 compared to total passports (2) 2.1% 4.1% 4.1% 4.1% • Number of new business licenses issued / renewed 933 / 3784 984 / 3856 984 / 3856 984 / 3856 Outcome Measures: • GFOA CAFR Awards - # of documents submitted / 21/21 22 / 22 23 / 23 24 / 24 awarded • GFOA Budget Award - # of documents submitted / 14 / 14 14 / 14 15115 15115 awarded (switched to biennial budget beginning with 1997/1998 document) • Unqualified Audit Opinion - consecutive years 18 19 20 21 • Bond Rating per Moody's Aa2 Aa2 Aa2 Aa2 • Investment return: total portfolio return compared 0.17% portfolio / 0.15% portfolio / 0.15% portfolio / 0.15% portfolio / to SIP and 6 month T-Bill benchmarks 0.17% SIP & 0.15% SIP & 0.15% SIP & 0.15% SIP & 0.10% T-Bill 0.13% T-Bill 0.13% T-Bill 0.13% T-Bill • # of month Cash reconciled within 15 days of 12 12 12 12 receiving bank statement Efficiency Measures: • FTE Staffing: Finance/City-Wide 7.5 / 322.40 7.0 / 318.90 7.0 / 303.40 7.0 / 303.40 • Average working days to compile MFR 3 3 3 3 • Average number of days to issue a regular business 3 3 3 3 license (1) Increase in invoices due to one-time refund of mitigation fees and old account balances in 2011 and 2012. (2) Number ofpassports taken in by Finance is down due to reduced coverage in passport acceptance by Finance. Reduction in total number ofpassports in 2011 is due to a temporary reduction in acceptance hours. POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Director -Finance 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58B Accounting Supervisor 1.00 1.00 1.00 1.00 - - - 38 Financial Analyst II 0.60 1.00 1.00 1.00 - - - 36 Financial Analyst - - - - 3.00 3.00 13.00 36 Financial Analyst I 1.00 1.00 1.00 1.00 - - - 32 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 24 Accounting Technician 2.00 1.00 1.00 1.00 1.00 1.00 1.00 21 Total Regular Staffing 7.60 7.00 7.00 7.00 7.00 7.00 7.00 n/a Change from prior year - (0.60) - n/a Funded on a One-time Basis: Financial Analyst II 0.40 36 Accounting TechnicianI 0.50 0.50 21 Grand Total Staffing 8.00 1 7.50 7.50 7.00 7.00 7.00 7.00 n/a OPER-37 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET FINANCE Responsible Manager: Tho Kraus, Finance Director PURPOSE/DESCRIPTION: The purpose of the Finance Department is to provide accurate financial information from which educated judgments can be made on the financial health of the City and decisions can be made by management regarding City operations. The Finance Department's responsibilities include accounts payable, accounts receivable, payroll, general accounting, financial planning, cash and investment management, cash receipting, business licensing, internal control monitoring, audit, monthly, quarterly and annual financial reporting, budget preparation and financial analyses. GOAL/OBJECTIVES: • Provide timely and accurate financial information and services to citizens, City Council, and city staff. • Ensure compliance with purchasing laws and regulations. • Ensure proper internal control in city operations to safeguard city resources. • Maintain reliability and integrity of City's financial data and processes. 2013 Proposed Expenditures by Category Supplies 0.6% Svc/Chgs 1.2% hitergov't 6.8% Personnel 79.1% Interfund 12.3% OPER-38 OPERATING BUDGET FINANCE Responsible Manager: Tho Kraus, Finance Director HIGHLIGHTS/CHANGES: The Finance Department's proposed operating budget totals $882,986 in 2013 and $897,201 in 2014. This is a 0.9% or $8,327 decrease from the 2012 adjusted budget. Major line item change includes: • Temporary Help: Moved $10,000 from ongoing to one-time funded in 2013/2014. REVENUE AND EXPENDITURE SUMMARY: Obj Code Item 2010 Actual 1 2011 Actual 1 2012 2013 Proposed 2014 Proposed 1 13 Proposed - 12 Ad' I Adopted Adjusted Year-end $ Chg I % Chg Revenue Summary: n/a I General Gov't $ 917,771 1 $ 889,806 1 $ 960,949 $ 905,676 $ 905,676 1 $ 892,986 $ 907,201 1 $ (12,689) -1.4% Total Revenues: $ 917,771 1 $ 889,806 1 $ 960,949 1 $ 905,676 1 $ 905,676 1 $ 892,986 1 $ 907,201 1 $ (12,689) -1.4% Expenditure Summary: 110 Salaries & Wages 506,928 487,001 497,316 501,614 501,614 504,000 504,000 2,386 0.5% 111/1 Temporary Help 4,852 10,000 10,000 23,746 23,746 13,746 13,746 (10,000) -42.1% 120 Overtime - 178 3,000 3,000 3,000 3,000 3,000 - 0.0% 200 Benefits 171,171 175,330 201,695 177,128 177,128 177,513 192,003 385 0.2% 31X Supplies 4,840 5,452 5,620 5,620 5,620 5,620 5,620 - 0.0% 41X Professional Svcs 400 800 400 400 400 400 400 - 0.0% 43X Travel & Training 5,533 1,183 5,645 5,207 5,207 5,207 5,207 - 0.0% 42/47 Utility & Comm 19 - 50 50 50 50 50 - 0.0% 497 Association Dues 340 980 530 1,000 1,000 1,000 1,000 - 0.0% 4XX Other MiscExp 1,268 2,416 4,100 4,100 4,100 4,100 4,100 - 0.0% 5XX Intgvtl Srvs/Taxes 50,869 52,252 59,850 59,850 59,850 59,850 59,850 - 0.0% 9XX IS Charges-M&O 103,570 72,006 115,070 86,783 86,783 86,686 87,499 (96) -0.1% 9XX IS Charges -Reserves 20,521 22,249 22,192 22,815 22,815 21,814 1 20,725 (1,001) -4.4% Subtotal Operating Exp: $ 870,311 $ 829,847 $ 925,468 $ 891,313 $ 891,313 $ 882,986 $ 897,201 $ (8,327) -0.9% Capital & One-time Funding: n/a Capital & One -Time 47,460 59,959 35,481 14,363 14,363 10,000 10,000 (4,363) -30.4% Subtotal One-time Exp: $ 47,460 $ 59,959 $ 35,481 $ 14,363 $ 14,363 $ 10,000 $ 10,000 $ (4,363) -30.4% Total Expenditures: $ 917,771 $ 889,806 1 $ 960,949 $ 905,676 $ 905,676 $ 892,986 $ 907,201 $ (12,689) -1.4% OPER-39 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET This page left intentionally blank OPER - 40 OPERATING BUDGET PUBLIC WORKS/PARKS, RECREATION AND CULTURAL SERVICES Cary M. Roe, PE Director ADMINISTRATIVE SUPPORT PUBLIC WORKS PARKS RECREATION & CULTURAL SERVICES ADMINISTRATION PARKS & FACILITY MAINTENANCE DEVELOPMENT GENERAL SERVICES RECREATION TRAFFIC SERVICES FEDERAL WAY COMMUNITY CENTER STREET DU BAY I CENTRE EMERGENCY MANAGEMENT SOLID WASTE & RECYCLING SURFACE WATER MANAGEMENT OPER-41 CITY OF FEDERAL WAY 2 01312 014 PROPOSED BUDGET This page intentionally left blank OPER - 42 OPERATING BUDGET PUBLIC WORKS ADMINISTRATION Cary M. Roe, P.E. Director ■ Regional Issues and Involvement • Coordinate Interlocal PW Affairs ■ Department Direction/Operations ■ Intradepartmental coordination ■ Department Budget Management ■ Emergency Management Program Coordination • City Council/Committee/Commission support DEPUTY PUBLIC WORKS DIRECTOR Ken Miller, P.E. Deputy Director ■ Department Budget Preparation ■ Inter -Department Coordination • Comprehensive Plan Updates • Capital Improvement Program • Contract Management ■ City Council/Committee/Commission Support EMERGENCY MANAGEMENT Ray Gross, C.E.M. Deputy Emergency Manager • GFW Partner Coordination ■ Participation in Zone 3 and Regional Mitigation & Disaster Planning ■ Maintain NIMS Compliance • Grant Application / Admin. ■ Training • GFW Disaster Planning • Conduct GFWEOC Exercises ■ Public Education & Involvement DEPUTY PUBLIC WORKS ADMINISTRATIVE DIRECTOR SUPPORT Marwan Salloum, P.E. Darlene LeMaster. Deputy Director Administrative Assistant II ■ Department Budget Preparation ■ Budget assistance ■ Inter -Department Coordination ■ Purchasing assistance • Comprehensive Plan Updates ■ Central filing • Capital Improvement Program ■ Phone coverage • Contract Management ■ Data input • City Council/Committee/Commission ■ Emergency/Disaster Support response DEVELOPMENT SERVICES Ken Miller, P.E. Deputy Director SURFACE WATER MANAGEMENT William Appleton, RE Surface Water Manager SOLID WASTE MANAGEMENT Rob Van Orsow Solid Waste & Recycling Coordinator FLEET MANAGEMENT Chris Pyle Fleet Maintenance Coordinator TRAFFIC SERVICES Rick Perez, P.E. Traffic Engineer • Perform civil ■ Water quality ■ Manage Solid ■ Manage Fleet ■ Traffic signal, engineering public management Waste/Recycling Vehicles signing, street works plan review . Long-range capital Utility and Maintenance lighting and for residential and improvement plan franchise Agreement pavement marking commercial projects agreement ■ Manage Fleet maintenance ■ Determine ■ Manage Surface Water Facility ■ Coordinate city -Development Equipment ■ development Maintenance wide waste Maintenance Review and impacts reduction program ■ Manage the Mitigation of ■ Inspect construction ■ After hours callout & recycling Acquisition of Transportation projects performed Plan review ro programs New Fleet Impacts on private property interface ■ Coordinate with Vehicles and ■ Neighborhood and public ROW ■ ESA/NPDES county in Equipment Traffic Safety ■ Administer Compliance compliance with ■ Manage the Program development ■ Manage Capital county -wide solid waste & hazardous Surplus of Old Vehicles and ' Transportation bonding Improvements waste plans Equipment Planning requirements ■ Administer City- ■ Provide assistance ■ Apply for and Wide Commute to development manage solid waste Trip Reduction community and and recycling Program citizens grants ■ Manage capital ■ Administer PW improvements and Development grant applications Standards Manual ■ Traffic Signal Timing STREET SYSTEMS Marwan Salloum, P.E. Deputy Director ■ Manage streets maintenance ■ Manage pavement conditions and street overlay program ■ Manage capital improvements ■ Grant application and compliance ■ Right-of-way vegetation management • Street sweeping ■ Litter control ■ Administer right- of-way permits ■ Manage snow & ice removal ■ After hours call out OPER-43 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PUBLIC WoRKs DEPARTMENT OVERVIEW Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works and Emergency Management 2011/2012 ACCOMPLISHMENTS • Grants awarded in the total amount of $6.6M for transportation projects: ■ $386K Mark Twain Elementary School Safe Routes to Schools (Fed). ■ $859K Lakota Middle School Safe Routes to Schools (Fed). ■ $3.4M 21st Ave SW at SW 336th St (TIB). ■ $47K School Zone Flasher Retrofits and one new installation (State). ■ $100K Signal Timing Update (Fed). ■ $783K 2012 City Safety Program (flashing yellow arrow and reflective back plates city-wide) (Fed). ■ $LIM S 320th Street; l lth Ave S to I-5 Preservation Project (Fed). • Completed the following multimillion dollar construction projects on time and within the approved budget, by leveraging all available sources of funding in addition to city funds: ■ S 348th Street at 1" Ave S Intersection Improvements Project. ■ Pacific Highway S Phase IV HOV Lanes Improvements (Dash Point Road to S 312th Street. ■ S 320th Street at I-5 Southbound Off Ramp Channelization Project. ■ Mark Twain Elementary School Safe Routes to School Project. ■ Completion of the 2011 Asphalt Overlay Program at $2.0 million. ■ Completion of the 2012 Asphalt Overlay Program at $1.9 million. • Implemented Flashing Yellow Arrow Signal conversions of ten (10) addition intersections (City funded). • Completed the energy efficiency signal timing updated citywide — ARRA grant funded. • Installed eight (8) Rectangular Rapid Flashing Beacons (RRFB) pedestrian crossing improvements. • Completed ten (10) School Zone flasher retrofits and installed one new school zone flasher at Nautilus Elementary School. • Successful coordination with WSDOT staff on the Triangle project construction ramp closures and signal timing adjustment on Pacific Highway S and the S 348th Street corridors. • Negotiated amendments to the Solid Waste and Recycling contract to establish Call Center performance goals and expedite roll out of compressed natural gas trucks. • Provided spring and fall recycling collection events, as well as public outreach including retail compost bin distribution, participation in community events, and an array of new printed outreach materials. • Met all NPDES Phase II permit requirements. • Acquired the Bridges property, 17.3 acres in the Hylebos using 50% Conservation Futures funds. • Obtained a Conservation Futures Open Space Grant in the amount of $300K and a Stormwater Grant of Regional Significance for "Storming the Sound with Salmon" in the amount of $73K. • Conducted three (3) CERT classes, graduating 140 students. • Held four (4) Community Presentations. • Conducted two (2) Disaster Academies. • Awarded $37K in Emergency Management Performance Grant funds. • Recovered $230K through FEMA for the January Snow/Ice event. OPER-44 OPERATING BUDGET PUBLIC WORKS DEPARTMENT OVERVIEW Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works, and Emergency Management 2013/2014 ANTICIPATED KEY PROJECTS • Construct: ■ Completion of the 21" Ave SW at SW 336th Street Project. ■ Completion of the Lakota Middle School Safe Routes to School Project. ■ Completion of the SW 312th Street — 14th Ave SW to SR 509 Street Improvements Project. ■ Completion of the 2012 City Safety Program Improvement Projects (flashing yellow arrows and reflective back plates). ■ Completion of the S 320'h Street — I Vh Ave S to I-5 Preservation Project. ■ Completion of the S 320"' Street at 201h Ave S Intersection Improvements Project. ■ 2013 Asphalt Overlay Program at $1.5 million. ■ 2014 Asphalt Overlay Program at $1.5 million. • Start the design and right of way acquisition for Pacific Highway S HOV Lanes Phase V Project. • Start the design and right of way acquisition for the S 356th Street — Pacific Highway S to Enchanted Parkway. • Start the design and right of way acquisition for S 304th Street at 28th Ave S Intersection Improvements Project. • Start the design and right of way acquisition for S 328th Street at 1st Ave S Intersection Improvements Project. • Completion of the Transportation element of the Comprehensive Plan. • Working with Sound Transit to complete the light rail extension study. • Provide spring and fall recycling collection events, and continue to expand public education and outreach to multi -family complexes and local businesses to star or expand recycling collection programs. • Develop, implement and complete a surface water infrastructure maintenance program for 2013/14. • 2013 Development Standards Manual Update. • Complete design and construction of the S 356th Street Regional Detention Facility project. • Meet all NPDES Phase II permit requirements. • Complete inspections of commercial stormwater facilities and conveyance systems. • Acquire additional property in the Hylebos with the $300K KCF funding and $300K SWM match. • Complete the SWM Comprehensive Plan and Rate Update. • Complete the SWM asset evaluation/inspection work. • Implement the "Storming the Sound with Salmon" grant with the Federal Way School District. • Apply for Emergency Management Performance Grant. • Apply for Integrated Emergency Management Course. • Conduct 2 CERT classes. • Conduct 2 Disaster Academies. • Develop Recover Plan. OPER-45 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PUBLIC WORKS DEPARTMENT OVERVIEW Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works and Emergency Management PROPOSED PROGRAM CHANGES: STREET FUND Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Continue 2011/12 Programs that were 1-Time Funded: $ 177,420 $ - $ 177,420 $ - Street - Small Works Projects 9,375 9,375 - Street - Tree Replacement 8,400 8,400 - Traffic - Electricity Utility 36,502 36,502 - Traffic - King County Contract 60,643 60,643 - Street - W SDOT Contract 10,000 10,000 - EOC - CERT Program Supplies 2,500 2,500 - Non -Police Fuel Cost Increase (Fleet & Equip) 50,000 50,000 - Ongoing Programs Moved to 1-Time to Balance Budget: $ 25,000 $ (25,000) $ 25,000 $ (25,000) Non -Police Tires, Repairs & Maint (Fleet & Equip) 25,000 (25,000) 25,000 (25,000) Ongoing Budget Reductions: $ - $ (1,100) $ - $ (1,100) Immunization Charges - (1,100) - (1,100) Temporary Suspension of Replacement Reserve Collection: $ - $ (26,302) $ - $ (26,302) Fleet & Equipment Reserves - (26,302) - (26,302) New Program Additions: $ 50,000 $ - $ 64,294 $ - King County Traffic Maintenance Contract Cost Increase - Estimated - 14,294 - 2.75% annual increase for labor and 15% increase for fleet expense. 1-time funded in 2014 and ongoing funded in 2015 and beyond. Wire Theft - Establish funds for wire theft in street lights due to frequency 50,000 50,000 of recent activity. Reflective Backplates - Install 25% (Qty 66) reflective backplates per year - - to alert public of the potential of a dark traffic signal. Staff research revealed that reflective backplates also reduce intersection collisions under normal conditions, with benefit cost ratios in the thousands. Total ongoing cost of $16,500 per year funded by Transportation System Safety CIP. Traffic Signal UPSBattery Replacement - Replace 25% (Qty 129) battery backup systems to assure operation of the systems when needed. In 2008, Council authorized the installation of battery backup systems at 30 of the busiest traffic signals in the City to assure operation during prolonged power outages. The useful life of the batteries will be reached in 2013 and need to be replaced. Total ongoing cost of $15,500 per year funded by Transportation System Safety CIP. OPER-46 OPERATING BUDGET PUBLIC WORKS DEPARTMENT OVERVIEW Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works and Emergency Management PROPOSED PROGRAM CHANGES: ENTERPRISE FUNDS Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Temporary Suspension of Replacement Reserve Collection: $ - $ (40,951) $ - $ (40,951) Fleet & Equipment Reserves - (40,951) (40,951) New Program Additions: $ - $ 35,250 $ - $ 37,432 Replace Concrete Asphalt Saw - The current saw is undersized for the - 200 work typically being performed by the SWM crew. This creates both a safety issue with respect to the blade riding up out ofthe cut and also requires extra crew time and equipment to perform the work due to not being able to completely cust through the concrete curb sections. The saw has reached its useful life and can be traded in on a new/larger saw. This will improve crew efficiency and safety. Total capital cost of $11,014 is funded by $8,514 replacement reserves, $2,000 capacity grant and $500 trade-in. Equipment is also used by Parks & Streets. Purchase oflarger saw increases annual replacement reserves by $200 based on a 10 year life. Replace Asphalt/Concrete Support Trailer - The asphalt/concrete saw 1,982 trailer and associated equipment (suction/vacuum system, water tanks, generator, waste storage tank, etc) purchased in 1994 has exceeded its useful life and repairs are required annually to keep it operable. To provide safe and reliable transportation and operation ofthe saw cutting equipment, it is recommended that the trailer and support equipment be replaced in 2013. Total capital cost of $12,000 funded by $2,441 replacement reserves, $9,559 capacity grant. The annual replacement reserves is expected to increase from$128 to $2,110 due to type oftrailer and equipment necessary to allow concrete saw cutting under the current regulatory environment. Replace Dump Truck - 14,000 GV W cab over flat bed dump truck purchased in 1999 with F-450 diesel crew cab 4X4 flat bed truck. Current vehicle has 44,500 all in -town mileage. Vehicle shows signs ofengine trouble and would need costly repairs. While the vehicle is used extensively to pull the mowing equipment and provide construction support, the workload placed upon it and the vehicle does not accommodate enough passengers to avoid crews having to use and additional vehicle during the mowing season. This vehicle is key in mowing operations and any down time impacts crew productivity. Total one-time cost of $52,747 in 2013 funded by $49,747 replacement reserves and $3,000 auction proceeds. Street Sweeping Contract Cost Increase - Estimated 12% due to higher fuel 12,500 12,500 and labor costs. Vactoring Services Contract Increase - Additional costs for vactoring 18,750 18,750 services expected in 2013/2014 due to an increase in labor costs, fuel costs and disposal costs. For the past 6 year, the city has been successful in preventing any cost increases in our vactoring contract thin negotiating and extending the original contract. The contract can no longer be extended and the City must go back out to bid for vactoring services. Since 2007, prevailing wage costs have increased approximately 20% while fuel and disposal costs have increased by approximately 10% each. The vactoring service is a key component to the City's compliance with NPDES II permit and the City is obligated to perform system cleaning as described in the City's catch basin cleaning circuit program schedule. One -Call Services - Subscribe to One -Call Services to make available a 4,000 4,000 single point of contact that contractors can call to inform all entities with underground utilities in the area ofplanned digging activities to locate and mark their utilities ahead ofconstruction. Currently contractors working in the ROW are required to performtheir own assessment ofwhere the City's stormwater infrastructure is relative to their project. The current practice is no longer sufficient to be certain that the contractor is responsible for any damage to the City's infrastructure. OPER-47 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PUBLIC WORKS DEPARTMENT OVERVIEW Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works and Emergency Management ADOPTED CAPITAL PROJECTS & FUNDING SOURCES: TRANSPORTATION 6-YEAR TIP ($ in thousands) Description Project Total ** External/Prior Sources Pro sed2013-14 Allocations Future Needs Prior Yr Balance Needed RFLT Utility Tax Fuel Tax Other Grants Total Annual Asphalt Overlay Program ** $ 3,072 $ $ 3,072 $ $1,996 $ 972 $ 104 $ $ 3,072 $ Annual Transportation System Safetyhnprovements** 120 120 - 620 - 620 (500) South 320th Street @ 1st Ave South 10,316 425 9,891 - - - 9,891 South 320th Street @ 20th Ave South 4,147 647 3,500 917 681 1,902 3,500 - 10th Ave SW Improvements: SW Campus Drive - SW 344th Street 1,514 319 1,195 - - - - 1,195 1st Ave South @ South 328th Street 1,910 30 1,880 200 200 1,680 South 336th Street SR99 - 20th 475 - 475 - - 475 South 352nd Street: SR99 to SR161 5,509 5,687 (178) (178) SW 320th Street @ 21st Ave SW 4,582 25 4,557 4,557 South 304th Street @ 28th Ave South 2,279 16 2,263 400 400 1,863 South 356th @ St SR99 - SR161 5,897 97 5,800 917 83 - 1,000 4,800 South 312th Street @ 28th Ave South 573 7 566 - - - - 566 Pacific Highway HOVLanes Phase V 20,000 1,000 19,000 598 402 1,000 18,000 SW 320th Street @ 47th Avenue SW 382 - 382 - - - 382 SW 336th Way / SW 340th St: 26th Place SW - Hoyt Road 16,249 82 16,167 16,167 South 314th St: 20th Ave S - 23rd Ave S 2,100 - 2,100 2,100 SR 99 @ South 312th St 9,091 63 9,028 9,028 SW 344th St: 12th Ave SW - 21st Ave SW 7,552 2 7,550 7,550 South 320th St @ I-5 Bridge Widening 101,862 - 101,862 101,862 S 344th Way @ Weyerhauser Way South 1,515 1,034 481 481 City Wide Safety Projects (Flashing Yellow Lights Installation)* 350 - 350 350 350 - Safety Improvement Projects - S 320th Street from SR99 to I-5* 258 258 258 258 Safety Improvement Projects - SR99 from S 320th to S 330th St* 174 174 174 174 S 320th St -1Ith Place So to 1-5 Limited Access Preservation* 1,600 1,600 500 1,100 1,600 16th Ave SW: SW 304th Street to SW 306th Street Safe Route to Schoolhnprovements* 549 549 - 549 549 13th Ave SW: SW 314th Street to SW 316th Street Safe Route to School lrprovements* 287 287 287 287 14th Avenue S: S 308th Street - South 312th Street* 765 765 765 765 S 288th Street: 19th Avenue S -I-5* 1,185 1,185 1,185 1,185 - $ 204,313 $ 9,434 $ 194,879 $1,834 $3,358 $1,592 $3,508 1 $ 4,668 $ 14,960 179,9 99 City Capital Project Impact to M&O Added in 2013/ 14 Operating Budget: $ * Existing resources including grants anticipated but not yet applied for or received. ** Project - Annual Asphalt Overlay & Annual Transportation System Safety hnprovement Programs are 2013-14 amounts only. OPERATING BUDGET PUBLIC WORKS DEPARTMENT OVERVIEW Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works, and Emergency Management ADOPTED CAPITAL PROJECTS & FUNDING SOURCES: SURFACE WATER MANAGEMENT 6-YEAR CIP ($ in thousands) Description External/Prior Sources Project Balance Total ** Prior Yr Needed Pro sed2013-14 Allocations Future Needs REEr Utility Tax Fuel Tax Fees Grants Total Small CIP - Annual Program** $ 484 $ - $ 484 $ $ - $ $ 484 $ - $ 484 $ South 356th Street RDF Retrofit 2,450 1,471 979 - - 979 979 $ 1934, $ 1,471 $ 1,463 $ $ - $ $ 484 $ 979 $ 1,463 City Capital Project Impact to M&O Added in 2013/14 Operating Budget: $ ** Project - Small CIP - Annual Programs are 2013-14 amounts only. OPER-49 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PUBLIC WORKS DEPARTMENT OVERVIEW Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works, and Emergency Management DEPARTMENT POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Street Fund: Director-PW 0.30 0.30 0.30 0.30 0.30 0.30 0.30 58A Deputy Director-PW 1.45 1.40 1.45 1.40 1.40 1.45 1.45 52 City Traffic Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 50 Deputy Emergency Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 Senior Traffic Engineer 3.00 1.00 1.00 1.00 1.00 2.00 2.00 43 Street Systems Project Engineer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 43 Senior Engineer Plans Reviewer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 40 Street Systems Engineer 1.00 1.00 1.00 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 36 Engineering Plans Reviewer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 35 Construction Inspector 3.00 3.00 3.00 3.00 3.00 3.00 3.00 33 Engineering Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 28 Maintenance Worker II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 26m Fleet Maintenance Coordinator 0.50 0.50 0.50 0.50 0.50 0.50 0.50 26 Administrative Assistant II 0.80 0.80 0.80 0.80 0.80 0.80 0.80 24 Maintenance Worker I 3.00 3.00 3.00 3.00 3.00 1 3.00 1 3.00 1 22m Administrative Assistant I 1.85 0.85 0.85 0.85 0.85 0.85 0.85 18 Total Street Fund: 23.90 20.85 20.90 20.85 20.85 21.90 21.90 n/a Solid Waste & Recycling: Director-PW 0.05 0.05 0.05 0.05 0.05 0.05 0.05 58a Deputy Director-PW 0.05 0.05 0.05 0.05 0.05 0.05 0.05 52 Solid Waste/Recycling Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 38 Recycling Project Manager 0.50 0.50 0.50 0.50 0.50 0.50 0.50 24 Administrative Assistant II 0.10 0.10 0.10 0.10 0.10 0.10 0.10 24 Total Solid Waste & Recycling: 1.70 1 1.70 1.70 1.70 1 1.70 1 1.70 1.70 1 n/a Surface Water Management: Director-PW 0.10 0.10 0.10 0.10 0.10 0.10 0.10 58a Deputy Director-PW 0.50 0.55 0.50 0.55 0.55 0.50 0.50 52 SWM Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 50 SWM Project Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 SW Quality Program Coord 1.00 1.00 1.00 1.00 1.00 1.00 1.00 40 SWM Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1 1.00 38 Surface Water Quality Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 36 SWM Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 36 SWM R/D Inspector 2.00 2.00 2.00 2.00 2.00 2.00 2.00 36 Engineering Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 28 NPDES Support Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Worker II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 26m Administrative Assistant II 0.10 0.10 0.10 0.10 0.10 0.10 0.10 24 Maintenance Worker I 3.00 3.00 3.00 3.00 3.00 3.00 3.00 22m Administrative Assistant I 0.65 0.65 0.65 0.65 0.65 0.65 0.65 18 Total Surface Water Management: 16.35 16.40 1 16.35 1 16.40 1 16.40 1 16.35 16.35 n/a To ta I Regular Staffing 41.95 38.95 38.95 38.95 38.95 39.95 39.95 n/a Change from prior year (1.00) (3.00) - 1.00 - n/a Funded on a One-time Basis: Senior Traffic Engineer 2.00 1.00 1.00 43 Recycling Project Manager 0.50 1 0.50 1 0.50 1 0.50 0.50 0.50 1 0.50 1 24 Frozen Positions: Street Systems Manager 1.00 1.00 1.00 1.00 1.00 1 50 Grand Total Staffing 43.45 42.45 40.45 41.45 41.45 40.45 40.45 1 n/a *NPDES Support Technician Authorized in 2013/14 but unfunded OPER-50 OPERATING BUDGET PUBLIC WORKS DEPARTMENT OVERVIEW Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works and Emergency Management 2013 Proposed Expenditures by Category Intergov't 9.2% Interfund 19.1% Debt 2.3% Svc/Chgs 20.4% Personnel Supplies 45.4% 3.6% PURPOSE/DESCRIPTION: The Public Works Department has a mission to: Provide a vehicle for the City Council to achieve its vision of Federal Way's future, operate a Public Works organization with sound management that meets Federal Way's needs responsibly, provide prompt, courteous, quality, helpful services, and assist our community to achieve its goals to improve its northwest living and business environment with special emphasis on improving transportation, surface water systems, and the permit process. The Public Works Department is organized into seven divisions. The Administrative Services Division provides the overall management of the department. The Development Services Division provides the engineering plan reviews and inspections of development projects. The Traffic Division provides transportation planning, traffic operations, and neighborhood traffic services. The Street Systems Division provides the street improvements and maintenance functions. The Surface Water Management Division provides the surface water systems improvements and maintenance functions. The Solid Waste and Recycling Division manage the solid waste/recycling utility and franchise contract. The Emergency Management Division provides services and planning coordination through the Greater Federal Way Emergency Operation Team in conjunction with Lakehaven Utility District, Federal Way School District, South King Fire and Rescue and St. Francis Hospital. DEPARTMENT SUMMARY: Dept Code 1 Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $Chg I %Chg Revenue Summary: n/a General Gov't $ 783,467 $ 1,823,501 $ 2,456,675 $ 3,160,572 $ 2,828,809 $ 2,091,879 $ 2,221,617 $ (1,068,692) -33.8% n/a Grants/Contributions 264,492 547,211 242,000 412,060 420,873 177,108 156,736 (234,952) -57.0% n/a Motor Vehicle Tax 1,586,177 1,532,782 1,573,000 1,565,000 1,565,000 1,526,000 1,526,000 (39,000) -2.5% n/a Refuse/M itig/Other Fees 337,703 654,945 280,620 280,620 284,352 287,171 290,017 6,551 2.3% n/a Plan Review/ROW Permits 328,455 362,983 356,895 316,895 316,895 317,000 317,000 105 0.0% n/a SWM Fee 3,419,564 3,416,140 3,164,969 3,164,969 3,496,000 3,456,000 3,456,000 291,031 9.2% n/a Oper Assessment Distr 11,205 24,327 25,536 25,536 25,536 25,536 25,536 - 0.0% n/a Interest & M isc 43,429 70,182 39,660 39,645 43,645 45,350 42,350 5,705 14.4% n/a Transfer In - Red Light Photo 330,000 330,000 330,000 330,000 330,000 330,000 330,000 - 0.0% n/a Transfer In - Utility Tax 1,244,146 1,382,000 1,394,000 1,394,000 1,394,000 1,366,000 1,366,000 (28,000) -2.0% n/a Transfer In - CIP 1,100,000 444,798 - 179,181 179,181 82,000 82,000 (97,181) -54.2% n/a Transfer In - Internal Service - - - - - 21,419 - 21,419 n/a n/a Fleet & Equip M&O 304,920 371,462 248,390 325,358 325,358 431,301 431,931 105,943 32.6% n/a Fleet & Equip Reserves 515,905 516,953 542,856 539,405 539,405 425,822 423,328 (113,583) -21.1% Total Revenues: $10,269,462 $11,477,283 $10,654,601 $11,733,241 $ 11,749,054 $10,582,586 $10,668,515 $ (1,150,654) -9.8 % Street Fund Operating Expenditure Summary: 210 Administration 344,360 322,846 363,817 344,985 344,985 350,798 356,896 5,813 1.7% 220 Development Svcs 319,733 317,086 351,012 340,629 340,629 332,026 342,051 (8,603) -2.5% 230 Traffic Services 1,489,513 1,311,525 1,363,005 1,402,125 1,402,125 1,515,895 1,525,895 113,769 8.1% 240 Street Services 1,629,341 1,582,043 1,782,229 1,759,208 1,759,208 1,793,723 1,810,447 34,515 2.0% 270 Emergency Operations 129,933 133,771 173,524 169,609 176,609 176,225 178,273 6,616 3.9% Subtotal ST Operating Exp.: 1 $ 3,912,879 1 $ 3,667,272 $ 4,033,587 $ 4,016,556 $ 4,023,556 $ 4,168,667 $ 4,213,562 $ 152,111 3.8% Non -Street Fund Operating Expenditure Summary: 106 Solid Waste & Recycling 290,711 288,515 304,373 302,783 302,783 304,418 310,001 1,635 0.5% 401 SurfaceWtrMgmt 2,859,752 3,602,373 3,465,814 3,476,744 3,476,744 3,343,719 3,400,871 (133,025) -3.8% 504 Fleet & Equipment 327,575 407,135 388,170 384,546 384,546 359,651 360,281 (24,895) -6.5% Subtotal Non-ST Oper. Exp.: $ 3,478,038 $ 4,298,023 $ 4,158,357 $ 4,164,073 $ 4,164,073 $ 4,007,788 $ 4,071,153 $ (156,285) -3.8% Total OP Exp: $ 7,390,917 $ 7,965,295 $ 8,191,944 $ 8,180,630 $ 8,187,630 $ 8,176,455 $ 8,284,714 $ (4,174) -0.1 % Capital & One-time Funding: One time 1 2,495,218 3,192,577 2,226,535 3,388,763 3,397,576 2,183,622 1,960,473 (1,205,141) -35.6% Subtotal ST One-time Exlml $ 2,495,218 $ 3,192,577 $ 2,226,535 $ 3,388,763 $ 3,397,576 $ 2,183,622 $ 1,960,473 $ (1,205,141) -35.6% Total KKpcnditurcs:J $ 9,886,135 $11,157,872 $10,418,479 $11,569,393 $ 11,585,206 $10,360,077 $10,245,187 $ (1,209,315) -10.5 % OPER - 51 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PUBLIC WORKs DEPARTMENT OVERVIEW Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works and Emergency Management HIGHLIGHTS/CHANGES: The Public Works baseline proposed operating budget totals $8,176,455 in 2013 and $8,284,714 in 2014. This is a 0.1% or $4,174 decrease from the 2012 adjusted budget. Major line item changes include: ■ Salaries and Benefits — Increase due to 1.0 FTE Senior Traffic Engineer in Traffic restored to ongoing in 2013/14 from one-time in 2012. Also a reallocation of $11,760 from Intergovernmental was moved to Salaries and Wages — Incentive Pay for the Commute Trip reduction program. Increase due to moving 0.75 FTE Construction Inspector to Streets from Traffic and Development Services. Reduction in SWM due to elimination of 1.0 FTE NPDES Coordinator. ■ Temporary Help — Increase of $11,000 in SWM due to moving repairs and maintenance line item to temporary help line item to correctly reflect work done by temporary employees to maintain the conservation properties. ■ Overtime — Increase of $7,500 in SWM due to moving underspent Professional Services and Capital Outlays to Overtime Pay for employees that are called in during the weekend or night call outs. ■ Other Operating Supplies — Increase of $4,600 in SWM due to moving underspent Professional Services line item to Other Operating Supplies to support education outreach and video inspection purchases. ■ Professional Services — Increase of $7,000 in Emergency Management due to a $7,000 St Francis Hospital Emergency Management contribution for joint expenses in the emergency management program. Reduction of $27,370 in SWM due to reduction of cost for benthic, macro invertebrate services and water quality testing. ■ Repairs and Maintenance — Reduction of $13,000 in Traffic due to reallocation of expenditure line item to Intergovernmental Services/Taxes to reflect a change in task between King County and private contractors providing services for thermoplastic and speed humps. Reduction of $25,000 in Streets due to moving repair parts from ongoing to one-time in the 504 fleet and equipment fund. Increase of $22,750 in SWM primarily due to new program of $12,500 for Street Sweeping Contract and $18,750 for Vactoring Service. New program increase of $4,000 in SWM for one -call services. ■ Intergovernmental — Increase of $32,750 in Traffic due to $16,500 being added as a new program for reflective back - plates, and $15,500 added as a new program for replacement of traffic signal UPS batteries. ■ IS Charges Reserves — Reduction of $34,550 in Streets due to suspension of vehicle and equipment reserves for 2013/14 collected on assets in the 504 fleet and equipment fund. Reduction of $62,152 in SWM due to suspension of vehicle and equipment reserves in 2013/14 collected on assets in the 504 fleet and equipment fund. Replacement of Vehicles and Equipment: ■ Equipment Replacement — In 2013/14, Public Works SWM will be replacing the asphalt saw 4E219, trailer 4E462, and vehicle #201. OPER-52 OPERATING BUDGET PUBLIC WORKS DEPARTMENT OVERVIEW Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works, and Emergency Management REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 1 13 Proposed - 12 Adj I Adopted Adjusted Year-end $ Ch % Ch Revenue Summary: n/a General Gov't $ 783,467 $ 1,823,501 $ 2,456,675 $ 3,160,572 $ 2,828,809 $ 2,091,879 $ 2,221,617 $ (1,068,692) -33.8% Grants/Contributions 264,492 547,211 242,000 412,060 420,873 177,108 156,736 (234,952) -57.0% Motor Vehicle Tax 1,586,177 1,532,782 1,573,000 1,565,000 1,565,000 1,526,000 1,526,000 (39,000) -2.5% Refuse/Mitig/OtherFees 337,703 654,945 280,620 280,620 284,352 287,171 290,017 6,551 2.3% Plan Review/ROW Permits 328,455 362,983 356,895 316,895 316,895 317,000 317,000 105 0.0% SWM Fee 3,419,564 3,416,140 3,164,969 3,164,969 3,496,000 3,456,000 3,456,000 291,031 9.2% Oper Assessment Distr 11,205 24,327 25,536 25,536 25,536 25,536 25,536 - 0.0% Interest &Misc 43,429 70,182 39,660 39,645 43,645 45,350 42,350 5,705 14.4% Tmsfr In -Red Light Photo 330,000 330,000 330,000 330,000 330,000 330,000 330,000 - 0.0% Tmsfr In -Utility Tax 1,244,146 1,382,000 1,394,000 1,394,000 1,394,000 1,366,000 1,366,000 (28,000) -2.0% Tmsfr In-CIP 1,100,000 444,798 - 179,181 179,181 82,000 82,000 (97,181) -54.2% Tmsfr In -Internal Service - - - - - 21,419 - 21,419 n/a Fleet & Equip M&O 304,920 371,462 248,390 325,358 325,358 431,301 431,931 105,943 32.6% Fleet & Equip Reserves 515,905 516,953 542,856 539,405 539,405 425,822 423,328 (113,583) -21.1% Total Revenues: $ 10,269,462 $11,477,283 $10,654,601 $11,733,241 $ 11,749,054 $10,582,586 $ 10,668,515 $ (1,150,654) -9.8 % Expenditure Summary: 110 Salaries & Wages 2,522,729 2,308,162 2,400,063 2,400,063 2,400,063 2,447,154 2,445,980 47,092 2.0% 111/1 Temporary Help 90,482 101,407 110,182 110,182 110,182 121,479 121,479 11,297 10.3% 120 Overtime 18,592 24,786 29,149 29,149 29,149 30,619 30,619 1,470 5.0% 200 Benefits 989,108 996,108 1,135,136 1,084,359 1,084,359 1,110,916 1,215,243 26,556 2.4% 31X Supplies 53,913 72,297 83,047 83,047 83,047 85,147 85,147 2,100 2.5% 36X Mtc Supplies 80,439 94,876 61,950 61,950 61,950 63,950 63,950 2,000 1 3.2% 3XX Othr Opt Supplies 156,882 134,762 145,448 145,448 145,448 148,351 148,351 2,903 2.0% 41X Professional Svcs 59,345 33,800 164,948 157,026 164,026 129,181 129,181 (27,845) -17.7% 43X Travel & Training 10,119 7,280 31,442 27,922 27,922 27,456 27,456 (466) -1.7% 42/47 Utility &Comm 433,964 433,629 461,228 471,228 471,228 472,158 472,158 930 0.2% 48X Repairs &Mtc 808,400 817,469 1,026,616 1,022,992 1,022,992 1,007,743 1,007,742 (15,249) -1.5% 497 Association Dues 4,048 4,005 6,149 6,149 6,149 6,249 6,249 100 1.6% 4XX Other MiscExp 10,488 13,272 30,435 25,435 25,435 24,135 24,135 (1,300) -5.1% 5XX Intgvtl Srvs/Taxes 576,638 664,206 643,724 712,139 712,139 748,279 748,279 36,140 5.1% 552 Interfund Transfers - 702,067 230,000 230,000 230,000 238,000 246,000 8,000 3.5% 600 Capital Outlays 22,536 81,466 3,500 3,500 3,500 - - (3,500) -100.0% 7XX Debt Service-Princ 182,359 182,359 182,359 182,359 182,359 182,359 182,359 - 0.0% 8XX Debt Service -Interest 13,924 12,100 10,277 10,277 10,277 8,453 6,630 (1,824) -17.7% 9XX IS Charges-M&O 527,435 509,814 622,285 600,798 600,798 607,758 612,622 6,960 1.2% 9XX IS Charges -Reserves 422,319 432,811 451,794 454,395 454,395 358,584 352,814 (95,811) -21.1% 910 Intfund Svc Pints 407,197 338,617 362,212 362,212 362,212 358,484 358,321 (3,728) -1.0% Subtotal Operating Exp: S 7,390,917 $ 7,965,295 $ 8,191,944 $ 8,180,630 $ 8,187,630 $ 8,176,455 $ 8,284,714 $ (4,174) -0.1% Capital & One-time Funding: n/a I Capital&One-Time 2,495,218 3,192,577 2,226,535 3,388,763 3,397,576 2,183,622 1,960,473 (1,205,141) -35.6% Subtotal One-timeExp: $ 2,495,218 $ 3,192,577 $ 2,226,535 $ 3,388,763 $ 3,397,576 $ 2,183,622 $ 1,960,473 $ (1,205,141) -35.6% Total Expenrlitures: $ 9,886,135 $11,157,872 $10,418,479 $11,569,393 $ 11,585,206 $10,360,077 $ 10,245,187 $ (1,209,315) -10.5, OPER-53 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PUBLIC WORDS ADMINISTRATION Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works and Emergency Management PURPOSE/DESCRIPTION: The Administration Division of the Public Works Department provides the management of department -wide functions, inter -departmental coordination, participation in regional issues, monitoring and overall departmental financial control. The administration of the Public Works Department is provided by the director, deputy director, and three administrative assistants who provide support to all department staff in the areas of purchasing, word processing, records management, budget preparation and scheduling. The Department includes six other divisions: Development Services, Traffic, Street Systems, Surface Water Management (SWM), Solid Waste/Recycling and Emergency Management. 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 2013 Proposed Expenditures by Category Supplies leadership in emergencies, and preparing and tracking the Department's budget. A key goal of the Administrative Division is providing excellent customer service to citizens, businesses, Council, public agencies and other City departments, and Public Works staff. GOALS/OBJECTIVES: The Administrative Division provides overall budget control and management of the Public Works Divisions while implementing the Council's vision for the City. PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of responses for information from constituents • Number of word processing requests Outcome Measures: • Percent of community requests responded to in same day • Percent of word processing documents completed on time • Percent of time a "live" person is available to handle constituent calls POSITION INVENTORY: 2011 2012 2013 2014 1,250 1,250 1,250 1,250 1,200 1,240 1,250 1,250 95% 95% 95% 95% 99% 99% 99% 99% 99% 99% 99% 99% Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Director-PW 0.30 0.30 0.30 0.30 0.30 0.30 0.30 58A Deputy Director-PW 1.45 1.40 1.45 1.40 1.40 1.45 1.45 52 Administrative Assistant II 0.50 0.50 0.50 0.50 0.50 0.50 0.50 24 Administrative Assistant I 0.10 - - - - - - 18 Total Street Fund: 2.35 2.20 2.25 2.20 2.20 2.25 2.25 n/a Total Regular Staffing 2.35 2.20 2.25 2.20 2.20 2.25 2.25 n/a Change from prior year - (0.15) 0.05 (0.05) - 0.05 - n/a Grand Total Staffing 2.35 2.20 r 2.25 2.20 2.20 2.25 2.25 n/a OPER-54 OPERATING BUDGET PUBLIC WORKS ADMINISTRATION Responsible Manager: Cary M. Roe, P.E., Director of PRCS, Public Works, and Emergency Management HIGHLIGHTS/CHANGES: The proposed operating budget totals $350,798 in 2013 and $356,896 in 2014. This is a 1.7% or $5,813 increase from the 2012 adjusted budget. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 ActualI 2012 2013 Proposed 2014 I Proposed 13 Pro osed-12 Adj Adopted Adjusted Yea;-,,dd $ Chg I % Chg Revenue Summary: n/a I General Gov't $ 344,926 $ 323,535 $ 363,817 $ 345,674 $ 345,674 1 $ 350,798 $ 356,896 1 $ 5,124 1.5% Total Revenues: $ 344,926 1 $ 323,535 1 $ 363,817 1 $ 345,674 1 $ 345,674 1 $ 350,798 1 $ 356,896 1 $ 5,124 1 1.5% Expenditure Summary: 110 Salaries & Wages 235,887 219,962 231,971 226,591 226,591 230,171 230,171 3,580 1.6% 111/1 Temporary Help - - 850 850 850 850 850 - 0.0% 120 Overtime 760 439 300 300 300 300 300 - 0.0% 200 Benefits 73,182 71,548 87,368 77,297 77,297 80,184 86,450 2,887 3.7% 31X Supplies 2,192 1,031 2,150 2,150 2,150 2,150 2,150 - 0.0% 3XX Othr Opr Supplies 83 126 200 200 200 200 200 0.0% 41X Professional Svcs - 230 500 500 500 500 500 0.0% 43X Travel & Training 143 36 3,235 2,679 2,679 2,679 2,679 0.0% 42/47 Utility & Comm - 11 - - - - - n/a 497 Association Dues 494 1,495 1,100 1,100 1,100 1,100 1,100 0.0% 9XX IS Charges-M&0 24,129 19,401 27,856 24,525 24,525 24,601 24,850 76 0.3% 9XX IS Charges -Reserves 7,492 8,566 8,287 8,793 8,793 8,063 7,646 (730) -8.3% Subtotal Operating Exp: $ 344,360 $ 322,846 $ 363,817 $ 344,985 $ 344,985 $ 350,798 $ 356,896 $ 5,813 1.7% Capital & One-time Funding: n/a I Capital & One -Time 566 689 - 689 689 - - (689) -100.0% Subtotal One-time Exp: $ 566 $ 689 $ - $ 689 $ 689 $ - $ - $ (689) -100.0% Total Expenclitures: $ 344,926 $ 323,535 1 $ 363,817 $ 345,674 $ 345,674 $ 350,798 $ 356,896 1 $ 5,124 1.5% OPER-55 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PUBLIC WORKS DEVELOPMENT SERVICES Responsible Manager: Ken Miller, P.E., Deputy Public Works Director PURPOSE/DESCRIPTION: The Development Services Division of the Public Works Department manages the permit processing and conducts construction inspections for all adopted developments submitted to the City for approval. Such developments include: subdivisions, boundary line adjustments and lot line eliminations, single family, multi -family and commercial permits, land use modifications, site plan reviews, etc. The Division also screens applications for completeness; assures and enforces conformance with approved plans, permits, codes, and City standards; issues code variances; maintains logs and status reports for all projects related to public works; provides technical assistance during construction; coordinates with Community Development and Building departments to facilitate the permit process; assists in maintenance of subdivision drawings and records; meets with customers and citizens on -site to identify development -related issues; and issues decisions regarding requests for modifications to surface water management and right-of-way requirements. 2013 Proposed Expenditures by Category 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 Tuition. PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of development review committee meetings attended • Number of EN reviews • Number of CO reviews • Number of Plat Applications (Full & Short) • Number of SF Applications • Number of Final Plats Outcome Measures: • Average review time - projects under construction • Average review time - pre -application • Average review time - building permits • Average review time - SEPA • Average review time - site plan review • Average review time - UPRI • Average review time - outside agency review • Response time on requests for modifications • Response time on requests for inspections Efficiency Measures: • Cost recovery ratio for the Division POSITION INVENTORY: 2011 2012 2013 2014 16 28 30 30 13 10 10 10 13 25 25 25 10 4 5 5 301 290 250 250 0 2 2 1 15 days 15 days 15 days 15 days 10 days 10 days 10 days 10 days 30 days 30 days 30 days 30 days 45 days 45 days 45 days 45 days 27 days 27 days 27 days 27 days 25 days 25 days 25 days 25 days 10 days 10 days 10 days 10 days 10 days 10 days 10 days 10 days 2 days 2 days 2 days 2 days 50% 50% 50% 50% Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Senior Engineer Plans Reviewer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 40 Engineering Plans Reviewer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 35 Construction Inspector 2.25 2.00 2.00 2.00 2.00 1.50 1.50 33 Administrative Assistant II 0.10 0.10 0.10 0.10 0.10 0.10 0.10 1 24 Administrative Assistant 1 0.10 0.10 0.10 0.10 0.10 0.10 0.10 18 Total Regular Staffing 4.45 4.20 4.20 4.20 4.20 3.70 3.70 n/a Change from prior year - (0.25) - - - (0.50) - n/a Grand Total Staffing 4.45 4.20 4.20 4.20 4.20 3.70 3.70 n/a OPER - 56 OPERATING BUDGET PUBLIC WORKS DEVELOPMENT SERVICES Responsible Manager: Ken Miller, RE, Deputy Public Works Director HIGHLIGHTS/CHANGES: The proposed operating budget totals $332,026 in 2013 and $342,051 in 2014. This is a 2.5% or $8,603 decrease from the 2012 adjusted budget. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed -12 Ad' Adopted Adjusted Year-end $ Chg % Chg Revenue Summary: n/a General Gov't $ 9,100 $ (38,074) $ 19,519 $ 49,768 $ 49,768 $ 19,026 $ 29,051 $ (30,742) -61.8% Plan Reviw/ROW Pemrit 311,536 355,792 331,493 291,493 291,493 313,000 313,000 21,507 7.4% Total Revenues: $ 320,636 $ 317,718 $ 351,012 $ 341,261 $ 341,261 $ 332,026 $ 342,051 $ (9,235) -2.7% Expenditure Summary: 110 Salaries & Wages 173,956 167,319 173,889 173,889 173,889 166,129 167,712 (7,760) -4.5% 120 Overtime 297 3,000 - - - - - n/a 200 Benefits 83,187 90,963 104,868 98,158 98,158 93,580 101,850 (4,578) -4.7% 31X Supplies 995 602 1,970 1,970 1,970 1,970 1,970 0.0% 3XX Othr Opr Supplies 76 149 800 800 800 800 800 0.0% 41X Professional Svcs 1,500 1,313 500 500 500 500 500 0.0% 43X Travel & Training 990 - 2,480 2,055 2,055 2,055 2,055 0.0% 497 Association Dues - - 565 565 565 565 565 0.0% 4XX Other Misc Exp 94 222 900 900 900 600 600 (300) -33.3% 9XX IS Charges-M&O 43,661 38,552 50,512 46,603 46,603 46,733 47,161 130 0.3% 9XX IS Charges -Reserves 14,977 14,968 14,528 15,190 15,190 19,095 18,838 3,905 25.7% Subtotal Operating Ecp: $ 319,733 $ 317,086 $ 351,012 $ 340,629 $ 340,629 $ 332,026 $ 342,051 $ (8,603) -2.5% Capital & One-time Funding: n/a I Capital & One -Time 903 632 - 632 632 - - (632) -100.0% Subtotal One-time Exp: $ 903 $ 632 $ - $ 632 $ 632 $ - $ - $ (632) -100.0% Total Expenditures: $ 320,636 $ 317,718 $ 351,012 $ 341,261 $ 341,261 $ 332,026 $ 342,051 $ (9,235) -2.7% OPER-57 CITY OF FEDERAL WAY 201312014 PROPOSED B UDGET PUBLIC WORKS TRAFFIC Responsible Manager: Richard Perez, P.E., Traffic Engineer PURPOSE/DESCRIPTION: The Traffic Services Division of Public Works provides the City of Federal Way's transportation planning, traffic engineering, and traffic control devices maintenance functions. This includes traffic signals, traffic signal coordination, signs and pavement markings, Neighborhood Traffic Safety Program, traffic mitigation analyses for development, Transportation Demand Management (TDM) and Commute Trip Reduction (CTR) programs, traffic design elements of street improvements, development/coordination of the Transportation Improvement Plan (TIP) and its grant applications, and transportation planning. The 2013/2014 operating budget includes contracts for signs, pavement markings and traffic signal maintenance and operation services, provided by contract with King County and supplemented by a private on -call services contract. systems maintenance and operation services are provided by contract with Puget Sound Energy and King County. GOALS/OBJECTIVES: Arterial street lighting 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: 2011 2012 2013 2014 82 83 85 85 300 300 300 300 ill 192 200 200 6,000 6,000 6,000 6,000 50 216 50 50 60 74 60 60 3 0 4 4 100% 100% 100% 100% 25 25 30 30 3 2 4 4 5% 19% 5% 5% 1% 1% 1% 1% Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end City Traffic Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 50 Senior Traffic Engineer 3.00 1.00 1.00 1.00 1.00 2.00 2.00 43 Construction Inspector 0.50 - - - - 0.50 0.50 33 Administrative Assistant II 0.10 0.10 0.10 0.10 0.10 0.10 0.10 24 Administrative Assistant I 0.50 0.25 0.25 0.25 0.25 0.25 0.25 18 Total Street Fund: 5.10 2.35 2.35 2.35 2.35 3.85 3.85 n/a Total Regular Staffing 5.10 2.35 2.35 2.35 2.35 3.85 3.85 n/a Change from prioryear (1.00) (2.75) - - - 1.50 - n/a Fended on a One-time Basis: Senior Traffic Engineer 2.00 1.00 1.00 43 Grand Total Staffing 5.10 4.35 2.35 3.35 3.35 3.85 3.85 n/a OPER - 58 OPERATING BUDGET PUBLIC WORKS TRAFFIC Responsible Manager: Richard Perez, P.E., Traffic Engineer HIGHLIGHTS/CHANGES: The proposed operating budget totals $1,515,895 in 2013 and $1,525,895 in 2014. This is a 8.1% or $113,769 increase from the 2012 adjusted budget. Major line item changes include: Salaries and Benefits - Increase due to 1.0 FTE Senior Traffic Engineer restored to ongoing in 2013/14 from one-time in 2012. Also a reallocation of $11,760 from Intergovernmental was moved to Salaries and Wages - Incentive Pay for the Commute Trip reduction program. Repairs and Maintenance - Reduction of $13,000 due to reallocation of expenditure line item to Intergovernmental Services/Taxes to reflect a change in task between King County and private contractors providing services for thermoplastic and speed humps. Intergovernmental - Increase of $32,750 due to $16,500 being added as a new program for reflective back -plates, and $15,500 added as a new program for replacement of traffic signal UPS batteries. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 I Actual 2011 I Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted I Adjusted I Year-end $ Chg % Chg Revenue Summary: n/a General Gov't $ 1,226,493 $1,193,066 $1,202,748 $1,475,145 $1,475,145 $1,295,040 $1,319,334 $ (180,106) -12.2% Grants 20,291 107,541 - 112,636 112,636 - - (112,636) -100.0% Plan Review/ROW Permits 16,919 7,191 25,402 25,402 25,402 4,000 4,000 (21,402) -84.3% Interest & Misc 1,326 603 2,000 2,000 2,000 2,000 2,000 - 0.0% Trnsfr In - Red Light Photo 330,000 330,000 330,000 330,000 330,000 330,000 1 330,000 - 0.0% Trnsfr In - CIP - 32,000 32,000 32,000 n/a Total Revenues: $ 1,595,029 1 $1,638,401 1 $1,560,150 1 $1,945,183 1 $1,945,183 $1,663,040 $1,687,334 $ (282,144) -14.5% Expenditure Summary: 110 Salaries & Wages 435,960 257,496 245,642 245,642 245,642 300,978 300,084 55,336 22.5% 111/1 Temporary Help - 428 1,000 1,000 1,000 1,000 1,000 - 0.0% 120 Overtime 280 121 1,000 1,000 1,000 1,000 1,000 - 0.0% 200 Benefits 132,268 87,901 102,004 88,740 88,740 127,102 137,697 38,363 43.2% 31X Supplies 1,324 2,606 2,100 2,100 2,100 4,350 4,350 2,250 107.1% 3XX Othr Opr Supplies 571 669 300 300 300 1,050 1,050 750 250.0% 41X Professional Svcs 22,795 6,152 54,415 43,000 43,000 40,000 40,000 (3,000) -7.0% 43X Travel & Training 2,396 599 4,600 3,809 3,809 3,809 3,809 - 0.0% 42/47 Utility & Comm 394,773 392,351 402,681 402,681 402,681 402,681 402,681 - 0.0% 48X Repairs & Mtc 34,626 19,417 51,000 51,000 51,000 38,000 38,000 (13,000) -25.5% 497 Association Dues 1,024 948 1,125 1,125 1,125 1,125 1,125 - 0.0% 4XX Other Misc Exp - 329 500 500 500 200 200 (300) -60.0% 5XX hitgvtl Srvs/Taxes 382,881 480,716 424,520 495,935 495,935 529,175 529,175 33,240 6.7% 600 Capital Outlays 18,803 4,871 - - - - - - n/a 9XX IS Charges-M&O 52,482 44,776 60,255 52,788 52,788 54,645 55,459 1,857 3.5% 9XX I IS Charges -Reserves 9,331 12,143 11,863 12,505 12,505 10,779 10,265 (1,726) -13.8% Subtotal Operating Exly $ 1,489,513 $1,311,525 $1,363,005 $1,402,125 $1,402,125 $1,515,895 $1,525,895 $ 113,769 8.1% Capital & One-time Funding: n/a I Capital & One -Time 105,516 326,876 197,145 543,058 543,058 147,145 1 161,439 1 (395,913) -72.9% Subtotal One-time Fop: $ 105,516 $ 326,876 $ 197,145 $ 543,058 $ 543,058 $ 147,145 1 $ 161,439 1 $ (395,913) -72.9% Total Expenditures: $ 1,595,029 $1,638,401 $1,560,150 $1,945,183 $1,945,183 $1,663,040 1 $1,687,334 1 $ (282,144) -14.5% OPER-59 CITY OF FEDERAL WAY 201312014 PROPOSED B UDGET PUBLIC WORKS STREETS Responsible Manager: Marwan Salloum, P.E., Deputy Public Works Director PURPOSE/DESCRIPTION: The Street Systems Division of Public Works provides maintenance of the local street system and oversees all capital street projects. Activities include engineering services, right-of-way permits, pavement management, sidewalk inventory, structures maintenance, road surfaces maintenance, road shoulders maintenance, vegetation and street trees maintenance, litter control, emergencies, snow and ice removal, and miscellaneous services. Manage private contractors for street sweeping, right of way landscape maintenance and WSDOT maintenance and emergency contract services. The Division provides administrative and financial control, coordination and record keeping for the daily operation and maintenance of the transportation and pedestrian network. Develops long range and comprehensive planning goals; prioritizes, and implements maintenance programs and capital improvement programs. Monitor private sector maintenance contracts and the WSDOT streets 2013 Proposed Expenditures by Category 0.8% Svc/Chgs 31.9% Interfund 22.8% maintenance contract. Develops and constructs the Transportation Improvement Program (TIP) street improvement projects, annual asphalt overlays, sidewalk replacement, and minor capital improvement projects. Applies to various sources for street - related grants, loans, etc. and administers these funds. GOALS/OBJECTIVES: The Street Systems Division will continue to implement the council mission and direction on the Transportation Capital Improvement Program and the City's street systems maintenance programs. Our goal is to maintain the City's Street network pavement surface area in a good operating condition and to identify and apply for all state and federal grant funding available and applicable for the city's Transportation Capital Improvement Program and to manage the successful completion of these projects within the available budget and on schedule. PERFORMANCE MEASURES: Type/Description Workload Measures: • Annual CIP Fund administered • Number of lane miles repaired/rehabilitated • ROW permits issued • Number of street center lane mile within City limit Outcome Measures: • Percent of CIP project completed on time and within budget • Percent of call -out situations responded to w/in 45 minutes (after hour response time) Efficiency Measures: • Value of CIP project managed per engineer • # of Citizen Action Rpt (CAR) forms responded to per maintenance FTE 2011 2012 2013 2014 $15.5M $6.1M $12.9M $7.6M 15.02 10.71 10.00 10.00 400 400 400 400 242.9 242.9 242.9 242.9 100% 100% 100% 100% 100% 100% 100% 100% $5.1M $2.OM $4.3M $2.5M 180 234 180 180 OPER-60 OPERATING BUDGET PUBLIC WORKS S T RE E T S Responsible Manager: Marwan Salloum, P.E., Deputy Public Works Director POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Street Systems Project Engineer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 43 Street Systems Engineer 1.00 1.00 1.00 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 36 Construction Inspector 0.25 1.00 1.00 1.00 1.00 1.00 1.00 33 Engineering Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 28 Maintenance Worker II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 26m Fleet Maintenance Coordinator 0.50 0.50 0.50 0.50 0.50 0.50 0.50 26 Administrative Assistant II 0.10 0.10 0.10 0.10 0.10 0.10 0.10 24 Maintenance Worker I 3.00 3.00 3.00 3.00 3.00 3.00 3.00 22m Administrative Assistant I 1.15 0.50 0.50 0.50 0.50 0.50 0.50 18 Total Regular Staffing 11.00 11.10 11.10 11.10 11.10 11.10 11.10 n/a Change from prior year - 0.10 - - - - - n/a Frozen Positions: Street Systems Manager 1.00 1.00 1.00 1.00 1.00 50 Grand Total Staffing 12.00 12.10 12.10 12.10 12.10 11.10 1 11.10 n/a OPER-61 CITY OF FEDERAL WAY 201312014 PROPOSED B UDGET PUBLIC WORKS STREETS Responsible Manager: Marwan Sallount, P.E., Deputy Public Works Director DEPARTMENT SUMMARY: Dept Code 1 Item 2010 Actual 1 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted Year-end $ Ch % Ch Non -General Fund Operating Expenditure Summary: 240 Streets 1,629,341 1,582,043 1,782,229 1,759,208 1,759,208 1,793,723 1,810,447 34,515 2.0% 504 Fleet 327,575 407,135 388,170 384,546 384,546 359,651 360,281 (24,895) -6.5% Subtotal Non-GF Oper. ExIL: $1,956,9 55 $1,989,179 $ 2,170,399 $ 2,143,754 $ 2,143,754 $ 2,153,374 $ 2,170,728 $ 9,620 0.4% Non -General Fund One-time Expenditure Summary: 102 Overlay Program 1,900,511 2,236,228 1,523,500 1,993,204 1,993,204 1,536,500 1,536,500 (456,704) -22.9% 240 Streets 12,022 45,005 86,775 127,756 127,756 27,775 27,775 (99,981) -78.3% 504 Fleet 117,774 182,221 171,494 320,894 320,894 281,313 75,000 (39,581) -12.3% btotal Non-GF One-time Exp.: $ 2,030,307 $ 2,463,453 $1,781,769 $ 2,441,854 $ 2,441,854 $ 1,845,588 $ 1,639,275 $ (596,266) -24.4% Total Expenditures: $ 3,987,222 $ 49452,632 $ 3,952,168 $ 4,585,608 $ 4,585,608 $ 3,998,962 $ 3,810,003 $ (586,646) -12.8% OPER-62 OPERATING BUDGET PUBLIC WORKS S T RE E T S Responsible Manager: Marwan Salloum, P.E., Deputy Public Works Director HIGHLIGHTS/CHANGES: The proposed operating budget totals $2,153,374 in 2013 and $2,170,728 in 2014. This is a 0.4% or $9,620 increase from the 2012 adjusted budget. Major line item changes include: • Salaries and Benefits - Increase due to moving 0.75 FTE Construction Inspector to Streets from Traffic and Development Services. ■ Repairs and Maintenance - Reduction of $25,000 due to moving repair parts from ongoing to one-time in the 504 fleet and equipment fund. ■ IS Charges Reserves - Reduction of $34,550 due to suspension of vehicle and equipment reserves for 2013/14 collected on assets in the 504 fleet and equipment fund. RF.VF.NIJF AND F.XPF.NDITIJRF, SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' I Adopted Adjusted Year-end S Ch % Ch Revenue Summary: n/a General Gov't $ 154,029 $ 263,271 $ 416,884 $ 912,548 $ 912,548 $ 407,498 $ 424,222 $ (505,050) -55.3% Grants (9,807) 12,336 - - - - - n/a Motor Vehicle Tax 1,586,177 1,532,782 1,573,000 1,565,000 1,565,000 1,526,000 1,526,000 (39,000) -2.5% Refuse/Mitig/OtherFees 61,489 357,816 2,500 2,500 2,500 2,500 2,500 - 0.0% Transfer In - Utility Tax 1,244,146 1,382,000 1,394,000 1,394,000 1,394,000 1,366,000 1,366,000 (28,000) -2.0% Transfer In - CIP 500,000 300,000 - - - 50,000 50,000 50,000 n/a Interest & Misc 13,690 35,424 10,660 10,645 10,645 12,350 9,350 1,705 16.0% Fleeet & Equip - M&O 304,920 371,462 248,390 325,358 325,358 431,301 431,931 105,943 32.6% Fleet & Equip - Reserves 515,905 516,953 542,856 539,405 539,405 425,822 423,328 (113,583) -21.1% Total Revenues: $ 4,370,549 1 $4,772,043 $4,188,290 $4,749,456 $4,749,456 $4,221,471 $4,233,331 $ (527,985) -11.1% Expenditure Summary: 110 Salaries & Wages 413,535 342,859 354,387 354,387 354,387 409,845 402,966 55,458 15.6% 111/1 Temporary Help 24,701 36,453 46,090 46,090 46,090 46,387 46,387 297 0.6% 120 Overtime 12,265 12,646 16,449 16,449 16,449 10,419 10,419 (6,030) -36.7% 200 Benefits 246,344 247,729 269,961 264,481 264,481 285,394 309,080 20,913 7.9% 31X Supplies 19,735 30,077 26,102 26,102 26,102 24,102 24,102 (2,000) -7.7% 36X Mtc Supplies 74,009 82,673 52,300 52,300 52,300 52,300 52,300 - 0.0% 3XX Othr Opt Supplies 146,286 121,803 129,253 129,253 129,253 129,806 129,806 553 0.4% 41X Professional Svcs - - 19,645 9,645 9,645 9,645 9,645 - 0.0% 43X Travel & Training 928 2,986 10,157 8,409 8,409 8,408 8,408 (1) 0.0% 42/47 Utility & Comm 28,598 28,483 42,197 52,197 52,197 52,377 52,377 180 0.3% 48X Repairs &Mtc 475,312 503,130 633,948 630,324 630,324 605,325 605,324 (25,000) -4.0% 497 Association Dues 1,095 248 952 952 952 952 952 - 0.0% 4XX Other Misc Exp 4,685 6,647 15,600 10,600 10,600 10,100 10,100 (500) -4.7% 5XX Intgvtl Srvs/Taxes 24,256 6,322 21,436 16,436 16,436 16,436 16,436 - 0.0% 600 Capital Outlays 3,734 76,595 - - - - - - n/a 9XX ISCharges-M&O 222,585 222,325 263,982 257,387 257,387 257,686 258,678 299 0.1% 9XX I IS Charges -Reserves 258,846 268,202 267,939 268,742 268,742 234,192 233,748 (34,550) -12.9% Subtotal Operating Exp: $ 1,956,915 $1,989,179 $ 2,170,399 $ 2,143,754 $2,143,754 $2,153,374 $2,170,728 $ 9,620 0.4% Capital & One-time Funding: n/a I Capital & One -Time 2,030,307 2,463,453 1,781,769 2,441,854 2,441,854 1,845,588 1,639,275 (596,266) -24.4% Subtotal One-time Exp: $ 2,030,307 $ 2,463,453 $1,781,769 $ 2,441,854 $2,441,854 $1,845,588 $1,639,275 $ (596,266) -24.4% Total ExWnditures: $ 3,987,222 $ 4,452,632 $ 3,952,168 $ 4,585,608 $4,585,608 $3,998,962 $3,810,003 $ (586,646) -12.8% OPER-63 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PUBLIC WORKS EMERGENCY MANAGEMENT Responsible Manager: Ray Gross, C.E.M., Deputy 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: 2013 Proposed Expenditures by Category Supplies 4.2% Svc/Chgs Interfund 20.5% 6.6% Personnel 68.6% 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: 2011 2012 2013 2014 12 12 11 11 25 25 25 25 2 2 1 1 100% 100% 100% 100% 2 2 1 1 4 4 4 4 Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Deputy Emergency Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 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 1.00 1 1.00 1.00 1.00 n/a OPER-64 OPERATING BUDGET PUBLIC WORKS EMERGENCY MANAGEMENT Responsible Manager: Ray Gross, C.E.M., Deputy Emergency Manager HIGHLIGHTS/CHANGES: The proposed operating budget totals $176,225 in 2013 and $178,273 in 2014. This is a 3.9% or $6,616 increase from the 2012 adjusted budget. Major line item changes include: Professional Services - Increase of $7,000 due to the addition of St Francis Hospital Emergency Management contribution for joint expenses in the emergency management program. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 I Actual 2012 I 2013 Proposed 2014 I Proposed 13 Proposed - 12 Adj Adopted I Adjusted I Year-end $ Chg % Chg Revenue Summary: n/a General Gov't $ 191,934 $ 139,220 $ 177,944 $ 256,108 $ 256,108 $ 150,725 $ 152,773 $ (105,383) -41.1% Grants 26,755 36,092 - 7,615 7,615 - - (7,615) -100.0% Interest & Misc 21,000 28,000 21,000 21,000 28,000 28,000 28,000 7,000 33.3% Total Revenues: $ 239,689 $ 203,312 $ 198,944 $ 284,723 $ 291,723 $ 178,725 $ 180,773 $ (105,998) -37.2% Expenditure Summary: 110 Salaries & Wages 85,632 88,464 88,464 88,464 88,464 88,464 88,464 - 0.0% 200 Benefits 29,186 31,657 36,280 32,562 32,562 32,513 35,176 (49) -0.2% 31X Supplies 3,992 2,154 4,400 4,400 4,400 7,400 7,400 3,000 68.2% 3XX Othr Opt Supplies - - 3,000 3,000 3,000 - - (3,000) -100.0% 41X Professional Svcs 599 - 28,000 28,000 35,000 35,000 35,000 7,000 25.0% 43X Travel & Training 823 500 960 960 960 960 960 - 0.0% 497 Association Dues - - 200 200 200 200 200 - 0.0% 9XX IS Charges-M&O 2,634 2,141 2,757 2,572 2,572 2,591 2,614 19 0.7% 9XX I IS Charges -Reserves 7,067 1 8,854 1 9,463 9,451 1 9,451 1 9,097 8,459 (354) -3.7% Subtotal Operating Exp: 1 $ 129,933 1 $ 133,771 $ 173,524 $ 169,609 1 $ 176,609 1 $ 176,225 $ 178,273 $ 6,616 3.9% Capital & One-time Funding: n/a I Capital & One -Time 109,757 69,541 25,420 115,114 115,114 2,500 2,500 (112,614) -97.8% Subtotal One-time Exp: $ 109,757 $ 69,541 $ 25,420 $ 115,114 $ 115,114 $ 2,500 $ 2,500 $ (112,614) -97.8% Total Expenditures: $ 239,689 $ 203,312 $ 198,944 $ 284,723 $ 291,723 $ 178,725 $ 180,773 $ (105,998) -37.2% OPER-65 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PUBLIC WORDS SOLID WASTE & RECYCLING Responsible Manager: Rob Van Orsow, Solid Waste & Recycling Coordinator PURPOSE/DESCRIPTION: Solid Waste and Recycling Division's responsibilities include: • Administering the solid waste and recycling collection service contract with Waste Management, while also serving as an advocate for customers. • Managing grant programs to enhance recycling services in Federal Way. This includes preparing grant applications, project implementation, tracking results, preparing reports and completing reimbursement requests. • Providing funding for litter control operations and supplies for ongoing right-of-way maintenance, and negotiating services with vendors. • Participating in regional Solid Waste, Recycling, and Hazardous Waste planning. GOALS/OBJECTIVES: The Solid Waste and Recycling Division's main objective is management of the City's solid waste utility, including procurement and administration of contracted solid waste and recycling collection services for area businesses and residents. Utility management includes the annual rate modification process, ongoing operational review and corrective input, contract and grant - related services planning and implementation, and resolution of customer service issues. The Division's goal is to ensure that the contracted hauler provides the highest level of service achievable through enforcing contract parameters. The Division also has an overarching goal of promoting and implementing waste reduction, recycling and composting programming for residents and businesses. This is accomplished through direct assistance, production and distribution of mailers, and recycling -related events. For example, the Division organizes the spring and fall Special Recycling Events where residents recycle a wide range of materials not normally collected curbside. The Division assists area businesses and residents with managing their solid wastes in a cost-effective and environmentally -sound manner. The Division also participates in regional and ongoing planning efforts related to recycling, hazardous waste, and solid waste, for example updating and implementing the Comprehensive Solid Waste Management Plan and the Local Hazardous Waste Management Plan. The Division has program administration responsibility over the Local Hazardous Waste Management Program (LHWMP), accenting the importance of service equity for the south county. Plus, the Division provides staff support for Federal Way's active participation in the Metropolitan Solid Waste Management Advisory Committee. PERFORMANCE MEASURES: Type/Description 2011 2012 2013 2014 Workload Measures: • Number of special recycling collection events held 2 2 2 2 • Number of outreach materials (brochures, newsletters, etc.) produced 8 8 8 8 • Number of grants managed 3 4 4 3 Outcome Measures: • Quantity of outreach materials printed and distributed 100,000 75,000 100,000 100,000 • Grant revenue obtained $146,459 $165,549 $165,549 $156,736 • Tons of material diverted per special recycling event 50 50 50 50 POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Director-PW 0.05 0.05 0.05 0.05 0.05 0.05 0.05 58a Deputy Director-PW 0.05 0.05 0.05 0.05 0.05 0.05 0.05 52 Solid Waste/Recycling Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 38 Recycling Project Manager 0.50 1 0.50 0.50 0.50 0.50 0.50 0.50 1 24 Administrative Assistant II 0.10 0.10 0.10 0.10 0.10 0.10 0.10 24 Total Solid Waste & Recycling: 1.70 1.70 1.70 1.70 1.70 1.70 1.70 n/a Total Regular Staffing 1.70 1.70 1.70 1.70 1.70 1.70 1.70 n/a Change from prioryear - - - - - - - n/a Funded on a One-time Basis: Recycling Project Manager 0.50 0.50 0.50 0.50 0.50 0.50 0.50 24 Grand Total Staffing 2.20 2.20 2.20 1 2.20 1 2.20 2.20 2.20 1 n/a OPER-66 OPERATING BUDGET PUBLIC WORKS SOLID WASTE & RECYCLING Responsible Manager: Rob Van Orsow, Solid Waste & Recycling Coordinator HIGHLIGHTS/CHANGES: The proposed operating budget totals $304,418 in 2013 and $310,001 in 2014. This is a 0.5% or $1,635 increase from the 2012 adjusted budget. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 I Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg Revenue Summary: n/a General Gov't $ 16,541 $ (18,882) $ 6,454 $ 3,585 $ (147) $ 20,073 $ 23,007 $ 16,488 459.9% Grants 154,012 146,460 136,000 156,736 165,549 165,549 156,736 8,813 5.6% Refuse Collection 276,214 297,130 278,120 278,120 281,852 284,671 287,517 6,551 2.4% Interest & Misc 4,205 2,607 - - - - - - n/a Total Revenues: $ 450,971 $ 427,315 $ 420,574 $ 438,441 $ 447,254 $ 470,293 $ 467,260 $ 31,852 7.3% Expenditure Summary: 110 Salaries & Wages 123,246 123,450 123,464 123,464 123,464 123,470 123,470 6 0.0% 120 Overtime 152 88 - - - - - - n/a 200 Benefits 41,222 43,884 50,577 48,987 48,987 52,415 58,064 3,428 7.0% 31X Supplies 3,406 4,275 4,200 4,200 4,200 4,575 4,575 375 8.9% 41X Professional Svcs 6,953 5,680 6,475 6,475 6,475 2,000 2,000 (4,475) -69.1% 43X Travel & Training 885 721 3,145 3,145 3,145 2,680 2,680 (465) -14.8% 42/47 Utility & Comm 6,065 7,004 7,650 7,650 7,650 8,600 8,600 950 12.4% 48X Repairs & Mtc 50,587 56,258 58,500 58,500 58,500 58,500 58,500 - 0.0% 497 Association Dues 577 565 500 500 500 600 600 100 20.0% 4XX Other Misc Exp 718 1,765 1,950 1,950 1,950 1,750 1,750 (200) -10.3% 9XX IS Charges-M&O 12,518 11,424 14,317 14,317 14,317 14,444 14,620 127 0.9% 9XX IS Charges -Reserves 2,222 2,070 2,104 2,104 2,104 1,900 1,821 (204) -9.7% 910 1 Intfund Svc Pint 42,161 31,332 31,491 31,491 31,491 33,484 33,321 1,993 6.3% Subtotal Operating Exp: $ 290,711 1 $ 288,515 1 $ 304,373 1 $ 302,783 $ 302,783 $ 304,418 $ 310,001 $ 1,635 0.5% Capital & One-time Funding: n/a I Capital & One -Time 160,260 138,801 116,201 135,658 144,471 165,875 157,259 30,217 22.3% Subtotal One-time Lkp: $ 160,260 $ 138,801 $ 116,201 $ 135,658 $ 144,471 $ 165,875 $ 157,259 $ 30,217 22.31%" Total Enpenclitures: $ 450,971 $ 427,315 $ 420,574 $ 438,441 $ 447,254 $ 470,293 $ 467,260 $ 31,852 OPER-67 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PUBLIC WORKS SURFACE WATER MANAGEMENT Responsible Manager: William Appleton, P.E., Surface Water Manager PURPOSE/DESCRIPTION: The Surface Water Management Division (SWM) is responsible for 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, and Maintenance Services. Capital projects are budgeted in the Surface Water Management Capital Project Fund. Administration/En ine�ering: The Administration function provides the overall management and operation of the Surface Water Program including the preparation and management of the Department's budget; coordination of the billing and collection process; supervision of administrative, engineering, and maintenance staff; coordination and management of employee training; and management of Capital Improvement studies and projects. Interfund services include Internal Service Fund charges (telephone, computers, building rent, insurance, equipment and GIS). Water Quality: The purpose of the Water Quality program is to protect/improve the quality of the surface water run-off and the natural receiving waters including streams, creeks, rivers, ponds, lakes, wetlands, and Puget Sound. Beginning in 1994, the Water Quality related functions of the SWM Division are provided through the following elements: a Water Quality Source Control Program, a Public Involvement and Education Program, a Retention/Detention Maintenance Inspection Program, and a Water Quality Monitoring Program. Each program, contributes to the City meeting its' Federal National Pollutant Discharge Elimination Systems (NPDES) municipal storm -water permits and state storm -water requirements. Maintenance: The Surface Water Management Division's maintenance program activities associated with the public storm and surface water system include the following program elements: Street Cleaning, Catch Basin, Manhole and Pipe Maintenance; Catch Basin, Manhole and Pipe Repair/Construction; Open Channel and Ditch Maintenance, and Emergency and Miscellaneous Services Program. GOALS/OBJECTIVES: The Surface Water Management Division will continue to implement the Comprehensive Surface Water Management Plan's mission of protecting public health and safety; prevent property damage; protect, preserve and enhance surface water and associated habitats; protect groundwater quality and quantity; and protect and enhance surface water and sediment quality by controlling and reducing harm caused by urban hydrologic changes and storm -water pollutants. This will be accomplished through inspections of businesses for illicit discharges and poor housekeeping practices; inspection of private storm drainage facilities; issuance of multiple public education posters, brochures, and trainings; adequate maintenance of public infrastructure; and continuation of a Capital Improvement Program addressing water quality and quantity problems throughout the City. OPERATING BUDGET PUBLIC WORKS SURFACE WATER MANAGEMENT Responsible Manager: William Appleton, P.E., Surface Water Manager Type/Description 2011 Workload Measures: Admin & Engineering • Annual SWM revenues administered $3.4M Water Quality • Water quality articles published 12 • Volunteer hours on surface water related projects 600 Maintenance • Major maintenance projects designed and constructed 12 • Number of R/D facilities maintained 286 Outcome Measures: Admin & Engineering • Percent of planned CIP projects completed 100.0% Water Quality • Percent completion of storm monitoring and sampling targets 100.0% • Percent of planned lake and stream & water quality projects completed on time 100.0% Maintenance • Percent of emergency situations responded to within 45 minutes (after-hours response 100.0% time) Efficiency Measures: Maintenance • Number of citizen action report (CAR) forms responded to per maintenance FTE 143 • Percent of emergency situations responded to within 45 minutes (after-hours response 100.0% time) PERFORMANCE MEASURES: 2012 2013 2014 $3.4M $3.4M $3.4M 12 12 12 600 600 600 12 11 11 286 286 286 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 150 150 150 100.0% 100.0% 100.0% POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Director-PW 0.10 0.10 0.10 0.10 0.10 0.10 0.10 58a Deputy Director-PW 0.50 0.55 0.50 0.55 0.55 0.50 0.50 52 SWM Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 50 SWM Project Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 SW Quality Program Coord 1.00 1.00 1.00 1.00 1.00 1.00 1.00 40 SWM Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 38 Surface Water Quality Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 36 SWM Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 36 SWM R/D Inspector 2.00 2.00 2.00 2.00 2.00 2.00 2.00 36 Engineering Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 28 NPDES Support Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Worker II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 26m Administrative Assistant II 0.10 0.10 0.10 0.10 0.10 0.10 0.10 24 Maintenance Worker I 3.00 3.00 3.00 3.00 3.00 3.00 3.00 22m Administrative Assistant I 0.65 0.65 0.65 0.65 0.65 0.65 0.65 18 Total Regular Staffing 16.35 16.40 16.35 16.40 16.40 16.35 16.35 n/a Change from prior year - 0.05 (0.05) 0.05 - (0.05) - n/a Grand Total Staffing 16.35 16.40 16.35 16.40 16.40 16.35 16.35 n/a *NPDES Support Technician Authorized in 2013/14 but unfunded OPER-69 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PUBLIC WORDS SURFACE WATER MANAGEMENT Responsible Manager: William Appleton, P.E., Surface Water Manager HIGHLIGHTS/CHANGES: The proposed operating budget totals $3,343,719 in 2013 and $3,400,871 in 2014. This is a 3.8% or $133,025 decrease from the 2012 adjusted budget. Major line item changes include: ■ Salaries and Wages — Reduction due to elimination of 1.0 FTE NPDES Coordinator. ■ Temporary Help — Increase of $11,000 due to moving repairs and maintenance line item to temporary help line item to correctly reflect work done by temporary employees to maintain the conservation properties. ■ Overtime — Increase of $7,500 due to moving underspent Professional Services and Capital Outlays to Overtime Pay for employees that are called in during the weekend or night call outs. ■ Other Operating Supplies — Increase of $4,600 due to moving underspent Professional Services line item to Other Operating Supplies to support education outreach and video inspection purchases. ■ Professional Services — Reduction of $27,370 due to reduction of cost for benthic, macro invertebrate services and water quality testing. ■ Repairs and Maintenance — Increase of $22,750 primarily due to new program of $12,500 for Street Sweeping Contract and $18,750 for Vactoring Service. New program increase of $4,000 for one -call services. ■ IS Charges Reserves — Reduction of $62,152 due to suspension of vehicle and equipment reserves in 2013/14 collected on assets in the 504 fleet and equipment fund. Replacement of Vehicles and Equipment: ■ Equipment Replacement — In 2013/14, Public Works SWM will be replacing the asphalt saw #E219, trailer #E462, and vehicle #201. OPER-70 OPERATING BUDGET PUBLIC WORKS SURFACE WATER MANAGEMENT Responsible Manager: William Appleton, P.E., Surface Water Manager REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Pro osed 13 Pro osed - 12 Adj Adopted Adjusted Year-end $ Ch % Ch Revenue Summary: n/a General Gov't $ (1,159,557) $ (38,636) $ 269,309 $ 117,743 $ (210,288) $ (151,281) $ (83,665) $ (269,024) -228.5% Grants/Contributions 73,241 244,782 106,000 135,073 135,073 11,559 - (123,514) -91.4% SWM Fees 3,419,564 3,416,140 3,164,969 3,164,969 3,496,000 3,456,000 3,456,000 291,031 9.2% Op er Assessment Distr 11,205 24,327 25,536 25,536 25,536 25,536 25,536 - 0.0% Interest & Misc 3,208 3,547 6,000 6,000 3,000 3,000 3,000 (3,000) -50.0% Tmsfr In - CIP 600,000 144,798 - 179,181 179,181 - - (179,181) -100.0% Trnsfr In - Internal Svc I- - - - - 21,419 - 21,419 n/a Total Revenues: $ 2,947,661 $ 3,794,958 $ 3,571,814 $ 3,628,502 $ 3,628,502 $ 3,366,233 $ 3,400,871 $ (262,269) -7.2% Expenditure Summary: 110 Salaries & Wages 1,054,512 1,108,614 1,182,245 1,187,625 1,187,625 1,128,097 1,133,113 (59,528) -5.0% 111/1 Temporary Help 65,781 64,526 62,242 62,242 62,242 73,242 73,242 11,000 17.7% 120 Overtime 4,839 8,492 11,400 11,400 11,400 18,900 18,900 7,500 65.8% 200 Benefits 383,719 422,426 484,078 474,135 474,135 439,728 486,926 (34,407) -7.3% 31X Supplies 22,269 31,551 42,125 42,125 42,125 40,600 40,600 (1,525) -3.6% 36X Mtc Supplies 6,430 12,202 9,650 9,650 9,650 11,650 11,650 2,000 20.7% 3XX Othr Opr Supplies 9,866 12,014 11,895 11,895 11,895 16,495 16,495 4,600 38.7% 41X Professional Svcs 27,498 20,426 55,413 68,906 68,906 41,536 41,536 (27,370) -39.7% 43X Travel & Training 3,955 2,438 6,865 6,865 6,865 6,865 6,865 - 0.0% 42/47 Utility & Comm 4,528 5,780 8,700 8,700 8,700 8,500 8,500 (200) -2.3% 48X Repairs & Mtc 247,875 238,664 283,168 283,168 283,168 305,918 305,918 22,750 8.0% 497 Association Dues 858 749 1,707 1,707 1,707 1,707 1,707 - 0.0% 4XX Other Misc Exp 4,991 4,308 11,485 11,485 11,485 11,485 11,485 - 0.0% 5XX Intgvtl Srvs/Taxes 169,501 177,169 197,768 199,768 199,768 202,668 202,668 2,900 1.5% 552 Interfund Transfers - 702,067 230,000 230,000 230,000 238,000 246,000 8,000 3.5% 600 Capital Outlays - - 3,500 3,500 3,500 - - (3,500) -100.0% 7XX Debt Service-Princ 182,359 182,359 182,359 182,359 182,359 182,359 182,359 - 0.0% 8XX Debt Service -Interest 13,924 12,100 10,277 10,277 10,277 8,453 6,630 (1,824) -17.7% 9XX IS Charges-M&O 169,427 171,194 202,606 202,606 202,606 207,058 209,240 4,452 2.2% 9XX IS Charges -Reserves 122,383 118,007 137,610 137,610 137,610 75,458 72,037 (62,152) -45.2% 910 Intfund Svc Pints 365,036 307,285 330,721 330,721 330,721 325,000 325,000 (5,721) -1.7% Subtotal Operating FNV.1 $ 2,859,752 1 $ 3,602,373 1 $ 3,465,814 1 $ 3,476,744 1 $ 3,476,744 $ 3,343,719 $ 3,400,871 $ (133,025) -3.8% Capital & One-time Funding: n/a I Capital & One -Time 87,909 192,585 106,000 151,758 151,758 22,514 - (129,244) 85.2% Subtotal One-time lxp: $ 87,909 $ 192,585 $ 106,000 $ 151,758 $ 151,758 $ 22,514 $ - $ (129,244) -85.2% Total Expenditures: $ 2,947,661 $ 3,794,958 $ 39571,814 $ 3,628,502 $ 3,628,502 $ 39366,233 $ 3,400,871 $ (262,269) -7.2% OPER-71 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET This page left intentionally blank OPER - 72 OPERATING BUDGET PARKS/OPEN SPACE/FACILITY MAINTENANCE Steve Ikerd Parks & Facilities Manager ■ Athletic Field Maintenance ■ Grounds Maint. ■ Open Space & Trails ■ Park Renovation ■ Rec. & Community Event Support ■ Play Structures ■ Neighborhood Parks ■ Community Parks ■ Contract Admin ■ Volunteer Programs ■ Concession Contract,, ■ Celebration Park ■ City Facilities Mgmt ■ Security Systems ■ Commission Support PARKS RECREATION AND DEPARTMENT I CULTURAL SERVICES SUPPORT Cary M Roe, P.E. I Mary Jaenicke Director Administrative Assistant II ■ Council Committee/Commission Support ■ Director Support ■ Department Direction ■ Department Support ■ Implement Parks, Recreation & Open Space ■ Council Committee Comprehensive Plan Support ■ Intradepartmental Coordination ■ Commission Support ■ Regional Issues and Involvement ■ Customer Service RECREATION & CULTURAL SERVICES John Hutton Recreation Supervisor ■ Community Events & Arts ■ Community Recreation ■ Adult/Youth Athletics ■ Senior Services ■ Recreation Inc. ■ Red, White & Blues Festival ■ Health & Fitness ■ Public Art Management ■ Contract Administration FEDERAL WAY COMMUNITY CENTER Doug Nelson Recreation Supervisor ■ Community Center Operations ■ Adult/Youth Athletics ■ Health & Fitness ■ Aquatics Programs ■ Facility Rentals ■ Marketing & Promotions DUMAS BAY CENTRE I PARKS PLANNING/CAPITAL Rob Ettinger Recreation Coordinator ■ Conference & Retreat Rentals ■ Business Rentals ■ Theatre Rentals ■ Cultural Arts Programs ■ Facility Management ■ Grounds Maintenance ■ Contract Administration ■ Marketing & Promotions ■ Project Planning & Management ■ Grant Management ■ Contract Administration OPER-73 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW Responsible Manager: Cary MRoe, P.E., Director, Parks, Public Works & Emergency Management 2011/2012 ACCOMPLISHMENTS ■ Upgraded Dashpoint Highlands Park with a new playground, benches, picnic tables and a monument sign. ■ Upgraded Lake Grove Park with a new playground, benches and picnic tables. ■ Developed and produced a new Park & Trail map that is available to the public. ■ Completed a BPA Trail Connection and Panther Lake Open Space feasibility study. ■ Relocated a large piece of artwork at the Steel Lake beach. ■ Researched and completed a contract to perform load testing to the backup generators at City Hall, Police Storage, FW Community Center and the generators at the Steel Lake Maintenance Facility. ■ Upgraded the drainage and replaced the artificial turf on the Sacajawea Soccer Field. ■ Worked with the WA State Dept. of Ecology on a safety soil program at; Adelaide, Heritage Woods and Lake Grove Parks. ■ Making improvements to Lakota Park baseball fields and the restroom building. ■ Developed plans and built a new Sculpture Park next to the Transit Center. ■ Installed a Parks Pals donated drinking fountain and bench at French Lake Park. ■ Working on the revision of the 6 year Comprehensive Park Plan. ■ Many hours and weeks involved in the cleanup of Parks and street ROW as a result of a significant Ice Storm in January 2012 ■ Installed motion sensors in main hallways and corridors to reduce energy usage at Dumas Bay Centre. ■ Replaced compact fluorescent light bulbs with LED bulbs at the Dumas Bay Centre. We only had to pay the cost of tax and installation. These new bulbs should keep us from having to replace light bulbs in these fixtures for 12-15 years. ■ Reduced Dumas Bay Centre expenditures in operations and increased revenues by using the Cipalla marketing plan and continuing our internet based advertising campaign. ■ The Recreation Division Summer Day Camp program continues to grow and this summer we had a 6% increase of overall campers who registered for the program and 9 of our 11 weeks had waitlists. Our 5/6th grader commotion group did a lock - in and we had six more registrations from last summer. ■ The Recreation Division worked to develop new sponsorship opportunities and partnering with several local businesses to help with several programs and events such as the Red, White & Blues Festival, Fall Carnival, and the K-9 Karnival. ■ The Recreation Division developed a marketing and outreach program that built partnerships with a number of retirement communities in the area. This led to a number of private trip outings as well as increased numbers in our regularly scheduled trips. ■ The Recreation Division helped implement and bring a new program called Silver Sneakers to the Community Center that allowed seniors with qualifying health insurance to join the center for free. Their insurance covers the cost for them which in return will generate more revenue for the center. We will have over 260 Silver Sneakers members through August of 2012. ■ The Recreation Division served as host city for several high profile Athletic competitions including 7 state and National Championships at Celebration Park. ■ The Recreation Division secured the Annual Fallen Officer Tournament for the 6th straight year. This is a tournament that raises money for the families of law enforcement officers and Firefighters killed n the line of duty. ■ Developed long-range business plan for FWCC, with strategies for capital replacements. ■ Continued efforts to sustain and build FWCC passes have resulted in a 30% increase in active passes in years 2011 and 2012. ■ Implemented new Sales and Retention Program in 2011, and have seen 30% increase in membership sales, steady growth in class sizes and group fitness visits. ■ Changes to fitness programming, group exercise, and specialty class offerings result in highest fitness participation since opening; key additions include Group Ride (spinning classes), Silver Sneakers (for Seniors), and Functional Fitness classes. ■ Swimmership Program developed to offer swim lessons to low income households, with funding through our new, annual Swim-a-Thon. In years 2011 and 2012 approximately 150 Federal Way citizens received free swim lessons. ■ New membership enrollment incentive programs for seniors and other participating adults through the Silver Sneakers program has resulted in 300 new Annual Senior memberships. ■ Combined job recruitment and hiring efforts between FWCC and Dumas Bay Centre staff has resulted in better workforce and less turnover. OPER-74 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW Responsible Manager: Cary MRoe, P.E., Director, Parks, Public Works & Emergency Management 2013/2014 KEY PROJECTS ANTICIPATED ■ Master Plan the Panther Lake Open Space for development of a new Park to include; a loop trail that connects to the BPA Trail, parking lot, identify future restroom and playground placement and other Park amenities. ■ Upgrade the Funland playground at Steel Lake Park and include an All Inclusive area, as well as consideration for another potential site(s) ■ Identify and make repairs to asphalt paths throughout park system. ■ Replace monument signs throughout Park system. ■ Develop a new "way finding signage" system to identify trails and connecting walkways. ■ Continue to work with maintenance and AmeriCorps for our annual Dumas Bay Centre cleanup and restoration. ■ Continue to work with Centerstage Theatre to maintain a successful operation and partnership at the Dumas Bay Centre. ■ Continue to manage the Dumas Bay Centre budget to maximize revenues and reduce expenses. ■ Continue to increase class sizes in all areas across the FWCC. ■ Making a major push to increase sponsorship and donations across the entire Recreation Division. ■ Increase participation in Fun Runs hosted by the Recreation Division. ■ Continue to operate the FWCC within or better than designated utility tax contributions. ■ Increase marketing efforts for rentals at the FWCC by focusing on wedding business opportunities. This will be accomplished by attending wedding shows and other marketing efforts that target that clientele. ■ Reach membership goals of 3,000 units and 6,000 total members. PROPOSED CAPITAL PROJECTS AND FUNDING SOURCES (DOLLARS IN THOUSANDS): Description Rdernal/Prior Sources Pro sed2013-14 Allocations Future Needs Project Total ** Prior Yr Balance Needed REEL' Utility Tax Fuel Tax Other Grants Total Major Maintenance & Improvements to Fasting Park Facilities** $ 403 $ 203 $ 200 $ 200 $ $ $ $ $ 200 $ Annual Playground Repair & Replacement Program** 262 262 - - - Trail & Pedestrian Access Improvements 1,725 833 892 100 312 412 480 Lakota Soccer Field Upgrade 391 - 391 300 91 391 - $ 2,781 $ 1,298 $ 1,483 $ 600 $ $ $ 403 $ $ 1,003 480 City Capital Project impact to M&O Added in 2013/14 Operating 1 $ ** Project - Annual Playground Repair and Replacement Program are 2013-14 amounts only. ** Project - Major Maintenance -Parks Facilities are 2013-14 amounts only. OPER-75 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW Responsible Manager: Cary MRoe, P.E., Director, Parks, Public Works & Emergency Management PROPOSED PROGRAM CHANGES: Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Continue 2011/12 Programs that were 1-Time Funded: $ 142,692 $ - $ 142,692 $ - Seasonal Help 7,312 7,312 Landscape Maintenance Contract 43,220 43,220 - Parks System Electrical Utility hicreas e 35,000 35,000 - Parks System Water Utility Increase 6,000 6,000 - Celebration Park Electrical Utility Increase 9,000 9,000 - Celebration Park Water Utility Increase 5,500 5,500 - Arts Commission Contracts Program 22,160 22,160 - Red, Whites & Blues Festival 14,500 14,500 - Ongoing Programs Movedto 1-Time to Balance Budget: $ 10,000 $ (10,000) $ 10,000 $ (10,000) Repairs & Maintenance (Buildings & Furnishings) 10,000 (10,000) 10,000 (10,000) Ongoing Positions Movedto 1-Time to Balance Budget $ 77,465 $ (77,465) $ 82,649 $ (82,649) (Restoredto Ongoing in Future Bienniums) 1.0 FTE Maintenance Worker 77,465 (77,465) 82,649 (82,649) Ongoing Budget Reductions: $ - $ (49,665) $ - $ (49,665) SWM Fee Assessment on Park Properties - (15,000) - (15,000) Temporary Help - (3,051) (3,051) Professional Services - (4,414) (4,414) Repairs & Maintenance - (27,200) (27,200) Temporary Suspension of Replacement Reserve Collection: $ - $ (43,547) $ - $ (43,547) Fleet & Equipment Reserves - (43,547) - (43,547) New Program Additions: $ 50,000 $ - $ 50,000 $ - Wire Theft - Establish funds for wire theft in our parks due to 50,000 50,000 - frequency ofrecent activity. Replace Carpet - Due to damage and stains in the Forest Lounge - - - (former Senior Lounge). Classroomhosts many private rentals, community center and recreation classes. The roomhas become a popular rental room for inediuni-size private rentals, and requires that the room remain in good condition. Staffing efforts to repair torn seams and remove stains have been exhausted. Total one-time cost of $4,000 in 2013 funded by capital reserves. Replace Climbing Pinnacle Supplies - Replace worn out and damaged - climbing shoes, climbing harnesses, ropes, and holds to ensure customer service. Total one-time cost of $3,000 in 2013 funded by capital reserves. Replace Exercise Equipment (3 treadmills, 3 adaptive motion trainers, - 1 stepmill) - Equipment is beyond its useful life; concerns about equipment reliability, combined with increased demands from increased membership; numerous repairs/replacement ofmajor parts. Membership sales and retention remain primary objectives in meeting facility and budget goals, ofwhich the need to maintain a satisfactory level ofequipment offerings plays a significant role. To remain a relevant facility in the local fitness center market, the community center cannot afford to have outdated or out -of -order of equipment. Total one- time cost of $49,557 in 2013 funded by capital reserves. OPER-76 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW Responsible Manager: Cary MRoe, P.E., Director, Parks, Public Works & Emergency Management DEPARTMENT POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed I Grade Adopted Adjusted Year-end Administration: Director - PRCS 0.55 0.55 0.55 0.55 0.55 0.55 0.55 58a Administrative Assistant II 0.80 0.80 0.80 0.80 0.80 1 0.80 1 0.80 r 24 General Recreation: Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 39 Recreation Coordinator 2.80 3.50 3.00 3.50 3.50 3.50 3.50 30 Administrative Assistant 1 1.00 1.00 1.00 1.00 1.00 1.00 1.00 18 Maintenance: Parks & Facilities Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 50 Park & Facilities Supervisor 2.00 1.00 1.00 1.00 1.00 1.00 1.00 36 Maintenance Worker II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 26m Maintenance Worker I 11.50 9.50 9.50 9.50 9.50 8.50 8.50 22m Administrative Assistant I 1.00 - - - - - 18 Total General Fund: 23.65 20.35 19.85 20.35 20.35 19.35 19.35 n/a Federal Way Community Center: i Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 39 Recreation Coordinator II -Aquatics 1.00 1.00 1.00 1.00 1.00 1.00 1.00 33 Recreation Coordinator -Fitness 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30 Community Center Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30 Aquatic Facility Operator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 26m Aquatics Assistant Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 23 Custodian -Community Center 2.00 2.00 2.00 2.00 2.00 2.00 2.00 14m Building Supervisor* 1.15 1.15 1.15 1.15 1.15 1.15 1.15 14 Office Technician II* 2.20 2.20 2.20 2.20 2.20 2.20 2.20 14 Lifeguard* 2.00 2.00 2.00 2.00 2.00 2.00 2.00 8 Total Federal Way Comm. Center: 13.35 13.35 13.35 13.35 13.35 13.35 13.35 n/a Dumas Bay Centre: Recreation Coordinator -Dumas Bay 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30 Chef/Kitchen Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 23 Administrative Assistant I 0.75 0.75 0.75 0.75 0.75 0.75 0.75 18 Total Dumas Bay Centre: 2.75 2.75 2.75 2.75 2.75 2.75 2.75 n/a Total Regular Staffing 39.75 36.45 35.95 36.45 36.45 35.45 35.45 n/a Changefromprioryear - (3.30) (0.50)1 0.50 (1.00) - n/a Funded on a One-time Basis: Recreation Coordinator 0.50 0.50 1 0.50 1 - 30 Maintenance Worker I 1.00 1.00 22m Grand Total Staffing 39.75 36.95 35.95 1 36.95 1 36.95 1 36.45 36.45 n/a * 1.15 FTE Building Supervisor, 0.2 FTE Office Tech I, and 1.0 FTE Lifeguard authorized in 2013/14 but unfunded OPER-77 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW Responsible Manager: Cary MRoe, P.E., Director, Parks, Public Works & Emergency Management PURPOSE/DESCRIPTION: The Parks, Recreation & Cultural Services (PRCS) Department consists of five divisions: Parks/Open Space/Facility Maintenance, Recreation & Cultural Services, Federal Way Community Center, Dumas Bay Centre, and Park Planning/Capital. The Department's mission is to enrich community life through the provision and stewardship of parks, leisure and cultural experiences. GOALS/OBJECTIVES: ■ Provide cost-effective 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 facilities for Federal Way's diverse population ■ Plan and implement ongoing acquisition and develo ment of arks to meet the oals and ob'ectives 2013 Proposed Expenditures by Category Intergov't Svc/Chgs 0.4% 25.5% Interfund Supplies 8.2% 7.9% Personnel 58.0% p p g J outlined in the Park Plan updated in 2006. ■ Promote ongoing public involvement through commissions, volunteers, public outreach and surveys. ■ Manage the maintenance and operation of all City buildings and structures. ■ Promote a culture of teamwork and public service in all parks, recreation, and cultural activities. DEPARTMENT SUMMARY: Dept Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Pro osed -12 Adj Adopted Adjusted Year-end $ Chg % Chg General Fund Operating Expenditure Summary: 310 Administration 178,002 180,757 195,748 189,851 189,851 187,501 190,512 (2,351) -1.2% 33x Maintenance 2,343,243 2,021,663 2,215,384 2,174,142 2,174,142 2,034,829 2,063,005 (139,313) -6.4% 35x General Recreation 1,284,568 1,276,096 1,223,326 1,300,690 1,300,690 1,306,420 1,317,264 5,730 0.4% Suhtotal GF Operating Extm $ 3,805,813 $ 3,478,515 $ 3,634,458 $ 3,664,684 $ 3,664,684 $ 3,528,750 $ 3,570,781 $ (135,933) -3.7% General Fund Operating Expenditure Summary: III FW Community Center 2,051,623 2,130,726 2,177,404 2,142,055 2,139,005 2,168,353 2,197,775 26,298 1.2% Subtotal New Comm Center $ 2,051,623 $ 2,130,726 $ 2,177,404 $ 2,142,055 $ 2,139,005 $ 2,168,353 $ 2,197,775 $ 26,298 1.2% 402 Dumas Bay Centre 658,081 649,818 625,126 692,510 692,510 683,049 695,065 (9,461) -1.4% 505 Bldg & Furnishings 399,090 328,683 440,426 410,426 410,426 393,715 394,393 (16,711) -4.1% Enterprise Fund Oper $ 1,057,171 $ 978,502 $ 1,065,552 $ 1,102,936 $ 1,102,936 $ 1,076,764 $ 1,089,458 $ (26,172) -2.4% Subtotal Operating Exp $ 6,914,606 1 $ 6,587,743 1 $ 6,877,414 1 $ 6,909,675 1 $ 6,906,625 1 $ 6,773,868 1 $ 6,858,013 1 $ (135,807) -2.0% General Fund One-time Expenditure Summary: 310 Administration 234 2,889 - 18,445 18,445 - - (18,445) -100.0% 33x Maintenance 9,136 109,718 106,032 192,633 242,633 233,497 238,681 40,863 21.2% 35x General Recreation 15,811 23,521 36,660 167,161 167,161 36,660 36,660 (130,501) -78.1% Subtotal GF One-time Exp.: $ 25,181 $ 136,128 $ 142,692 $ 378,239 $ 428,239 $ 270,157 $ 275,341 $ (108,083) -28.6% III FW Community Center 8,464 6,219 - 98,765 98,765 56,557 - (42,208) -42.7% 402 Dumas Bay Centre 8,116 70,856 - 137,056 137,056 (137,056) -100.0% 505 Bldg & Furnishings 40,062 649,716 6,000 108,699 108,699 10,000 10,000 (98,699) -90.8% Subtotal One-time Exp.: $ 56,642 $ 726,791 $ 6,000 $ 344,520 $ 344,520 $ 66,557 $ 10,000 $ (277,963) -80.7% Total Expenditures: $ 6,996,430 $ 7,450,661 $ 7,026,106 $ 7,632,434 $ 7,679,384 $ 7,110,581 $ 7,143,354 $ (521,853) -6.8% OPER-78 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW Responsible Manager: Cary MRoe, P.E., Director, Parks, Public Works & Emergency Management HIGHLIGHTS/CHANGES: The Parks Department's proposed operating budget totals $6,773,868 and $6,858,013 in 2013 and 2014 respectively, and is $135,807 or 2.0% below the adjusted 2012 operating budget. Major line item changes include: ■ Salaries & Wages - Decreased primarily due to moving 1.0 FTE Parks Maintenance Worker to one-time ■ Temporary Help - Increase of $16,749 mostly due to shift of work from repairs & maintenance contracted help to on -call pay ■ Professional Services - Reduced by $11,834 in 2013/2014 ■ Repairs & Maintenance - Decreased $42,515 partially offset by increase in on -call pay. Moved $10,000 for repairs and maintenance for City Hall from ongoing to one-time in 2013/2014 ■ Intergovernmental Services - Reduce $15,000 due to elimination of SWM fee assessment on Park properties REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg Revenue Summary: n/a General Gov't $ 2,507,731 $2,338,621 $2,603,372 $2,759,559 $2,809,559 $2,765,907 $2,813,122 $ 6,348 0.2% Gen Recreation Fees 910,928 953,022 849,778 937,364 937,364 937,000 937,000 (364) 0.0% Federal Way CC 1,587,954 1,603,135 1,533,622 1,533,622 1,618,500 1,618,500 1,618,500 84,878 5.5% Transfer in Gen Fund 24,997 25,000 25,000 52,500 52,500 29,000 29,000 (23,500) -44.8% Transfer in Utility Tax 1,446,798 1,132,000 1,143,000 1,143,000 1,143,000 891,000 891,000 (252,000) -22.0% Transfer In Cap Proj 235,010 - - - - - - - n/a Transfer in CDBG - - - 22,000 22,000 - - (22,000) -100.0% Dumas Bay Centre 501,257 562,023 522,732 587,732 587,732 628,251 635,251 40,519 6.9% InterfundSvcChg 440,755 871,285 446,425 519,124 519,124 403,715 404,393 (115,409) -22.2% User Charges-Resv 108,239 105,634 105,634 105,634 105,634 114,642 114,642 9,008 8.5% Total Revenues: $ 7,763,669 1 $ 7,590,721 1 $ 7,229,563 1 $ 7,660,535 $ 7,795,413 $ 7,388,015 $ 7,442,908 $ (272,520) -3.6% Expenditure Summary: 110 Salaries & Wages 2,170,698 1,947,695 1,990,676 2,026,943 2,026,943 1,987,531 1,993,562 (39,412) -1.9% 111/1 Temporary Help 1,002,751 1,022,816 1,004,082 1,095,344 1,095,344 1,112,093 1,116,093 16,749 1.5% 120 Overtime 15,438 17,117 20,835 20,835 20,835 17,835 17,835 (3,000) -14.4% 200 Benefits 925,920 916,227 880,674 808,451 808,451 809,339 883,474 889 0.1% 31X Supplies 411,701 390,984 400,640 412,844 408,594 409,523 409,523 (3,321) -0.8% 36X Mtc Supplies 48,434 40,343 38,070 38,070 43,070 43,070 43,070 5,000 13.1% 3XX Othr Opr Supplies 64,748 74,046 89,099 89,099 84,099 83,105 83,105 (5,994) -6.7% 41X Professional Svcs 540,378 490,788 524,101 530,386 529,386 518,552 518,552 (11,834) -2.2% 43X Travel & Training 10,447 10,197 23,690 17,793 16,993 16,493 16,493 (1,300) -7.3% 42/47 Utility & Comm 856,716 853,791 889,822 859,822 863,822 852,822 852,822 (7,000) -0.8% 48X Repairs &Mtc 193,325 172,468 276,174 276,174 276,174 223,659 223,659 (52,515) -19.0% 497 Association Dues 4,857 4,209 6,860 6,860 6,360 7,010 7,010 150 2.2% 4XX Other Misc Exp 103,646 92,538 103,432 109,032 108,532 109,232 109,232 200 0.2% 5XX Intgvtl Srvs/Taxes 32,905 41,257 43,105 45,105 45,105 30,105 30,105 (15,000) -33.3% 552 Interfund Transfers 24,997 25,000 25,000 29,000 29,000 29,000 29,000 0.0% 600 Capital Outlays - - 1,000 1,000 1,000 1,000 1,000 0.0% 9XX IS Charges-M&0 316,870 302,181 374,437 355,705 355,705 355,339 357,598 (367) -0.1% 9XX IS Charges -Reserves 174,568 176,645 176,176 177,671 177,671 157,055 154,670 (20,616) -11.6% 910 Intfund Stec Pints 16,206 9,440 9,540 9,540 9,540 11,104 11,209 1,564 16.4% Subtotal Operating Exp: $ 6,914,606 $ 6,587,743 $ 6,877,414 $ 6,909,675 $ 61906,625 $ 6,773,868 $ 6,858,013 $ (135,807) -2.0% Capital & One-time Funding: n/a I Capital & One -Time 81,824 862,919 148,692 722,759 772,759 336,714 285,341 (386,046) -53.4% Subtotal One-time Exp: $ 81,824 $ 862,919 $ 148,692 $ 7229759 $ 7729759 $ 3369714 $ 285,341 $ (3869046) -53.4% Total Fkpenditures: $ 6,996,430 $ 7,450,661 $ 7,0269106 $ 7,6329434 $ 7,679,384 $ 7,110,581 $ 7,143,354 $ (521,853) -6.8% OPER-79 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PARKS, RECREATION AND CULTURAL SERVICES ADMINISTRATION Responsible Manager: Cary MRoe, P.E., Director, Parks, Public Works & Emergency Management PURPOSE/DESCRIPTION: The Administration Division is responsible for the overall coordination of the department and supervision of park planning, recreation, cultural services, and maintenance operations. It also provides leadership to meet its mission of providing quality recreation programs, park development, acquisition and stewardship of over 1,100 acres of park land and six major facilities. The Administration Division also provides support to the Parks, Recreation, and Public Safety Council Committee, Arts Commission, Parks and Recreation Commission and Youth Commission. Additionally it acts as the administrative office for customer inquiries and information distribution for all parks and recreation programs. GOALS/OBJECTIVES: ■ Improve and enhance new and existing parks, facilities, and program opportunities to provide multiple functions ■ Provide a balance of services and programs in parks and 2013 Proposed Expenditures by Category Supplies 1.1% Svc/Chgs 2.2% Interfund 8.7% Personnel 87.9% 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 Coordinate planning and implementation of park plans for new annexation areas. PERFORMANCE MEASURES: Type/Description Workload Measures: Number of commissions and committees supported Number of Capital Projects Managed Outcome Measures: Total Acres of Park and Open Space Total Square Feet of Facilities operated and maintained Parks and Recreation Capital Investment Budget POSITION INVENTORY: 2011 2012 2013 2014 1096 1096 1100 1100 243,605 243,605 243,605 243,605 $1,090,000 $375,000 $300,000 $300,000 Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Parks, Rec & Cut Svs Director 0.55 0.55 0.55 0.55 0.55 0.55 0.55 58a Administrative Assistant II 0.80 0.80 0.80 0.80 0.80 0.80 0.80 Pr 24 To toIRegular Staffing 1.35 1.35 1.35 1.35 1.35 1.35 1.35 n/a Change from prior year - - - - n/a Grand Total Staffing 1 1.35 1 1.35 1.35 1.35 1.35 1 1.35 1 1.35 1 n/a OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES ADMINISTRATION Responsible Manager: Cary MRoe, P.E., Director, Parks, Public Works & Emergency Management HIGHLIGHTS/CHANGES: The Administration Division proposed operating budget for 2013/2014 is $187,501 and $190,512 respectively. This is a decrease of $2,351 or 1.2%. Code Item 2010 Actual 2011 Actual [_2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted Year-end $ Chg I % Chg Revenue Summary: n/a General Gov't $ 178,236 $ 183,646 1 $ 195,748 $ 208,297 $ 208,297 1 $ 187,501 1 $ 190,512 1 $ (20,796) -10.0% Total Revenues: $ 178,236 1 $ 183,646 1 $ 195,748 1 $ 208,297 1 $ 208,297 1 $ 187,501 1 $ 190,512 1 $ (20,796) -10.0% Expenditure Summary: 110 Salaries & Wages 122,360 122,381 121,832 121,832 121,832 121,832 121,832 - 0.0% 111/1 Temporary Help - - 3,051 3,051 3,051 - - (3,051) -100.0% 200 Benefits 37,636 41,491 45,793 42,107 42,107 43,041 46,173 935 2.2% 31X Supplies 1,490 478 1,650 1,650 1,650 1,650 1,650 - 0.0% 3XX Othr Op Supplies - - 460 460 460 460 460 - 0.0% 41X Professional Svcs - 2,000 2,000 2,000 2,000 2,000 - 0.0% 43X Travel & Training 225 565 341 341 341 341 - 0.0% 42/47 Utility & Comm - 200 200 200 200 200 - 0.0% 497 Association Dues 1,075 1,100 1,460 1,460 1,460 1,460 1,460 - 0.0% 4XX Other M isc Exp - 419 150 150 150 150 150 - 0.0% 9XX IS Charges-M&0 12,373 10,309 14,267 12,142 12,142 12,111 12,197 (31) -0.3% 9XX IS Charges -Reserves 3,068 4,355 4,320 4,458 4,458 4,255 4,049 (203) -4.6% Subtotal Operating Exp: $ 178,002 $ 180,757 $ 195,748 $ 189,851 $ 189,851 $ 187,501 $ 190,512 $ (2,351) -1.2% Capital & One-time Funding: n/a Capital & One -Time 234 2,889 - 18,445 18,445 - - (18,445) -100.0% Subtotal One-time Exp: $ 234 $ 2,889 $ - $ 18,445 $ 18,445 $ - $ - $ (18,445) -100.0% Total Expenditures: $ 178,236 $ 183,646 $ 195,748 $ 208,297 $ 208,297 $ 187,501 $ 190,512 1 $ (20,796) -10.0% OPER-81 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PARKS, RECREATION AND CULTURAL SERVICES GENERAL RECREATION Responsible Manager: John Hutton, Recreation Supervisor PURPOSE/DESCRIPTION: The Recreation Division plans and implements a wide variety of recreation, community center, athletic, and cultural programs, services and special events that provide activities that foster community spirit, build individual self-confidence and enhance the quality of life. Recreation Division's other program areas include: Federal Way Community Center, Community Recreation, Recreation Inc., Youth and Adult Athletics, Community Events, Senior Services, Cultural Services, Dumas Bay Centre, and Knutzen Family Theatre. GOALS/OBJECTIVES: ■ Provide accessible recreation and cultural services and facilities for the community. ■ Coordinate community events and celebrations that provide opportunities for the community to celebrate and connect. 2013 Proposed Expenditures by Category Svc/Chgs Intergov't 20.5% 0.0% (!! Interfund 7.2% Personnel 64.7% ■ 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. DIVISION SUMMARY: Dept Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 I Proposed B Pro osed -12 Ad' Adopted Adjusted I Year-end $ Chg % Chg General Fund Operating Expenditure Summary: 351 At & Spec Svcs 603,415 633,629 611,950 617,688 617,688 631,566 640,027 13,878 2% 352 Comm & Cult Svcs 681,153 642,467 611,376 683,002 683,002 674,854 677,236 (8,147) -1% Subtotal GF Operating Exp.: $1,284,568 $1,276,096 $1,223,326 $1,300,690 $1,300,690 $ 1,306,420 $ 1,317,264 $ 5,730 0.4% General Fund One-time Expenditure Summary: 351 At & Spec Svcs 1,241 9,021 - 70,501 70,501 - - (70,501) -100% 352 Comm & Cult Svcs 14,570 14,500 36,660 96,660 96,660 36,660 36,660 (60,000) -62% Subtotal GF One-time iyp.: $ 15,811 $ 23,521 $ 36,660 $ 167,161 $ 167,161 $ 36,660 $ 36,660 $ (130,501) -78.1% Total Expenditures: $1,300,379 $1,299,617 $1,259,986 $1,467,850 $1,467,850 $ 1,343,080 $ 1,353,924 $ (124.770) -9% 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: 2011 2012 2013 2014 1450 1490 1500 1520 1100 1240 1300 1350 300 300 350 350 74.6% 72.1% 71.7% 71.1% 3,300 3,300 3,300 3,300 11,000 11,500 11,700 11,700 132,000 133,000 140,400 141,600 Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 39 Recreation Coordinator 2.80 3.50 3.00 3.50 3.50 3.50 3.50 30 Administrative Assistant I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 18 Total Regular Staffing 4.80 5.50 5.00 5.50 5.50 5.50 5.50 n/a Change from prior year - 0.70 (0.50)1 0.50 1 - n/a Funded on a One-time Basis: Recreation Coordinator 0.50 0.50 0.50 30 Grand Total Staffing 4.80 6.00 5.00 1 6.00 6.00 5.50 5.50 n/a OPER-82 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES GENERAL RECREATION Responsible Manager: John Hutton, Recreation Supervisor HIGHLIGHTS/CHANGES: The Recreation & Cultural Services Division Budget includes Athletics and Special Services, and Community Recreation and Cultural Services. The General Recreation proposed operating budget for 2013/2014 is $1,306,420and $1,317,264 respectively. This is an increase of $5,730 or 0.4%. Major line item changes include: • Temporary Help - Increase of $17,800 due to increased program needs • Professional Services - Reduced professional services by $7,735 • Utility & Communications - Reduced postage expense by $10,000 in 2013/2014 REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' I Adopted I Adjusted I Year-end $ Chg I % Chg Revenue Summary: n/a General Gov't $ 270,381 $ 249,595 $ 313,208 $ 411,486 $ 411,486 $ 310,080 $ 320,924 $ (101,406) -24.6% Recreation Fees 910,928 953,022 849,778 937,364 937,364 937,000 937,000 (364) 0.0% Transfer in CDBG 119,070 97,000 97,000 97,000 97,000 96,000 96,000 (1,000) -1.0% Utility Tax - - - 22,000 22,000 - - (22,000) -100.0% Total Revenues: $ 1,300,379 $ 1,299,617 $1,259,986 $1,467,850 $1,467,850 $1,343,080 $1,353,924 $ (124,770) -8.5% Expenditure Summary: 110 Salaries & Wages 319,965 310,441 306,736 343,003 343,003 346,725 348,120 3,722 1.1% 111/1 Temporary Help 357,582 360,790 320,363 363,625 363,625 381,425 381,425 17,800 4.9% 120 Overtime - 1,162 1,300 1,300 1,300 1,300 1,300 - 0.0% 200 Benefits 147,622 156,052 111,975 113,294 113,294 115,682 125,212 2,389 2.1% 31X Supplies 75,938 73,130 80,793 77,997 77,997 78,726 78,726 729 1 0.9% 3XX 10thr Opt Supplies 10,445 12,129 20,709 20,709 20,709 19,715 19,715 (994) -4.8% 41X Professional Svcs 190,844 197,017 189,020 191,305 191,305 183,570 183,570 (7,735) -4.0% 43X Travel & Training 2,527 3,602 10,456 8,039 8,039 7,539 7,539 (500) -6.2% 42/47 Utility & Comm 27,572 20,039 27,550 27,550 27,550 17,550 17,550 (10,000) -36.3% 48X Repairs & Mtc 1,643 1,572 1,600 1,600 1,600 1,600 1,600 0.0% 497 Association Dues 2,231 1,039 2,300 2,300 2,300 2,300 2,300 0.0% 4XX Other Misc Exp 57,837 54,889 49,425 55,025 55,025 55,725 55,725 700 1.3% 5XX Intgvtl Srvs/I'axes 878 - 125 125 125 125 125 - 0.0% 552 Interfund Transfers 24,997 25,000 25,000 29,000 29,000 29,000 29,000 - 0.0% 9XX IS Charges-M&0 46,637 40,100 57,159 46,443 46,443 47,348 47,788 904 1 1.9% 9XX IS Charges -Reserves 17,853 19,135 18,815 19,375 19,375 18,090 17,569 (1,285) -6.6% Subtotal Operating Fkp:J $ 1,284,568 1 $ 1,276,096 1 $1,223,326 $1,300,690 $1,300,690 $1,306,420 $1,317,264 $ 5,730 0.4% Capital & One-time Funding: n/a I Capital&One-Time 15,811 23,521 36,660 167,161 167,161 36,660 36,660 (130,501) -78.1% Subtotal One-time Exp: $ 15,811 $ 23,521 $ 36,660 $ 167,161 $ 167,161 $ 36,660 $ 36,660 $ (130,501) -78.1% Total Ekpenditures: $ 1,300,379 $ 1,299,617 $1,259,986 $1,467,850 $1,467,850 $1,343,080 $1,353,924 $ (124,770) -8.5% OPER-83 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PARKS, RECREATION AND CULTURAL SERVICES COMMUNITY CENTER Responsible Manager: Doug Nelson, Recreation Supervisor PURPOSE/DESCRIPTION: The Federal Way Community Center opened in 2007. The facility features three gyms, two pools, fitness area, climbing wall, senior lounge, sauna/steam rooms, classroom space and community rooms for rental use. The facility includes a single - use fee and a discounted fee for pass holders and serves as a location for many general recreation classes and some community events. GOALS/OBJECTIVES: ■ Provide a facility that promotes fitness and health through dynamic exercise programming and a state of the art fitness Studio. ■ Administer aquatics safety, education and fitness programs for all ages. ■ Provide contemporary venues and excellent service staff for 2013 Proposed Expenditures by Category Intergov't 0.9 % Supplies Svc/Chgs 0 Interfund 5.4 % Personnel 61.4% rentals for community- wide events, private occasion and business rentals. ■ Provide opportunities for new athletic programming for young children and events that promote economic development. ■ Serve as a venue for general recreation programs, athletics, and senior services. PERFORMANCE MEASURES: Type/Description 2011 2012 2013 2014 Workload Measures: Number of operational hours 4,930 4,930 4,980 4,980 Number of birthday party rentals 385 400 400 400 Number of special event rentals 110 115 115 115 Number of meeting rentals 210 220 220 220 Number of swim classes 2,200 2,200 2,200 2,200 Efficiency Measures: Operating within or better than designated utility tax Yes Yes Yes Yes contribution Efficiency Measures: Number of active passes 2,000 2,100 2,600 2,600 Number of community center class enrollments 1,250 1,300 1,350 1,400 Number of pass holder visits 125,000 130,000 135,000 140,000 Number of daily admissions 60,000 60,000 55,000 55,000 POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 39 Recreation Coordinator II -Aquatics 1.00 1.00 1.00 1.00 1.00 1.00 1.00 33 Recreation Coordinator -Fitness 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30 Community Center Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30 Aquatic Facility Operator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 26m Aquatics Assistant Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 23 Custodian -Community Center 2.00 2.00 2.00 2.00 2.00 2.00 2.00 14m Building Supervisor* 1.15 1.15 1.15 1.15 1.15 1.15 1.15 14 Office Technician II* 2.20 2.20 2.20 2.20 2.20 2.20 2.20 14 Lifeguard* 2.00 2.00 2.00 2.00 2.00 2.00 2.00 8 Total Regular Staffing 13.35 13.35 13.35 13.35 13.35 13.35 13.35 n/a Change from prior year - - - - - - - n/a Grand Total Staffing 13.35 13.35 13.35 13.35 13.35 13.35 13.35 n/a * 1.15 FTE Building Supervisor, 0.2 FTE Office Tech I, and 1.0 FTE Lifeguard authorized in 2013/14 but unfunded OPER - 84 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES COMMUNITY CENTER Responsible Manager: Doug Nelson, Recreation Supervisor HIGHLIGHTS/CHANGES: The proposed operating budget is $2,168,353 in 2013 and $2,197,775 in 2014. This is an increase of $26,298 or 1.2% when compared to the 2012 adjusted budget. REVENUE AND EXPENDITURE: Code Item 2010 Actual 2011 I Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg Revenue Summary: Recreation Fees $ 1,357,043 $1,387,750 $1,281,122 $1,281,122 $1,403,500 $1,403,500 $1,403,500 $ 122,378 9.6% Rental Fees 225,505 214,433 252,500 252,500 215,000 215,000 215,000 (37,500) -14.9% Interest Earnings/Misc 5,406 952 - - - - - n/a Utility Tax 902,231 696,000 706,000 706,000 706,000 683,000 683,000 (23,000) -3.3% Capital Projects 85,645 - - - n/a General Fund 24,997 25,000 25,000 25,000 25,000 25,000 25,000 - 0.0% Total Rewnues:1 $ 2,600,827 $ 2,324,135 $ 2,264,622 $ 2,264,622 $ 2,349,500 $ 2,326,500 $ 2,326,500 $ 61,878 2.7% Expenditure Summary: 110 Salaries & Wages 534,609 579,149 589,967 589,967 589,967 602,390 604,464 12,423 2.1% 111/1 Temporary Help 424,703 427,400 475,000 475,000 475,000 475,000 475,000 - 0.0% 120 Overtime 569 242 1,000 1,000 1,000 1,000 1,000 - 0.0% 200 Benefits 269,406 296,107 270,989 235,640 235,640 253,417 281,142 17,777 7.5% 31X I Supplies 113,640 96,899 110,750 110,750 106,500 106,500 106,500 (4,250) -3.8% 36X Mtc Supplies 16,126 8,379 5,000 5,000 10,000 10,000 10,000 5,000 100.0% 3XX Othr Opr Supplies 21,134 34,111 31,000 31,000 26,000 26,000 26,000 (5,000) -16.1% 41X Professional Svcs 101,277 100,875 90,000 90,000 89,000 89,000 89,000 (1,000) -1.1% 43X Travel & Training 3,610 1,106 2,800 2,800 2,000 2,000 2,000 (800) -28.6% 42/47 Utility & Comm 370,832 400,158 391,000 391,000 395,000 395,000 395,000 4,000 1 1.0% 48X Repairs & Mtc 31,363 32,977 40,000 40,000 40,000 40,000 40,000 - 0.0% 497 Association Dues 208 1,102 1,000 1,000 500 500 500 (500) -50.0% 4XX Other Misc Exp 26,505 23,087 31,500 31,500 31,000 31,000 31,000 (500) -1.6% 5XX Intgvtl Srvs/Taxes 26,434 26,427 20,500 20,500 20,500 20,500 20,500 - 0.0% 9XX IS Charges-M&O 89,441 82,722 96,463 96,463 96,463 97,618 98,527 1,155 1.2% 9XX IS Charges -Reserves 21,769 19,985 20,435 20,435 20,435 18,428 17,142 (2,007) -9.8% Subtotal Operating Exp: $ 2,051,623 1 $ 2,130,726 $ 2,177,404 $ 2,142,055 $ 2,139,005 $ 2,168,353 $ 2,197,775 $ 26,298 1.2% Capital & One-time Funding: n/a I Capital & One -Time 8,464 6,219 - 98,765 98,765 56,557 - (42,208) -42.7% Subtotal One-time Exp: $ 8,464 $ 6,219 $ - $ 98,765 $ 98,765 $ 56,557 $ - $ (42,208) 42.7% Total Expenclitures: $ 2,060,087 $ 2,136,945 $ 2,177,404 $ 2,240,820 $ 2,237,770 $ 2,224,910 $ 2,197,775 $ (15,910) -0.7% OPER-85 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PARKS, RECREATION AND CULTURAL SERVICES DUMAS BAY CENTRE Responsible Manager: Rob Ettinger, Recreation Coordinator PURPOSE/DESCRIPTION: Dumas Bay Centre is operated as an enterprise fund. The multi -use facility offers business and retreat overnight and day use accommodations, rentals for events such as weddings and family celebrations. A 12 acre passive use park and beach is located on the site and is managed by Dumas Bay Centre staff. The Knutzen Family Theatre offers performance space for local artists and art organizations, production assistance for local arts organizations, performance and cultural arts events, cultural arts classes, technical theater classes, business and special events rentals. The facility also provides space to Recreation and Cultural Services classes on the lower level of the building. GOALS/OBJECTIVES: ■ Provide a regional conference and retreat center that enhances economic development. ■ Provide high quality rental space for private events & occasions. • Manage the Dumas Bay Park property as a passive use park. • Manage food service operation and increase awareness and revenue. PERFORMANCE MEASURES: Type/Description Workload Measures: Number of use days Number of overnight stays Number of non -charged users Outcome Measures: Revenue generated Recovery ratio Efficiency Measures: Number of contracts managed Number of retreats POSITION INVENTORY: 2013 Proposed Expenditures by Category Svc/Chgs Intergov't 29.9% 0.6/a Interfund 6.1% Capital 0.1% Supplies 17.9% Personnel 45.3% 2011 2012 2013 2014 235 235 235 235 230 230 230 230 10 10 10 10 $562,023 $587,732 $628,251 $635,251 86.5% 84.9% 93.0% 92.7% 2 2 2 2 110 110 110 110 Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Dumas Bay Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30 Chef/Kitchen Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 23 Administrative Assistant I 0.75 0.75 0.75 0.75 0.75 0.75 0.75 18 Grand Total Staffing 2.75 2.75 2.75 2.75 2.75 2.75 2.75 n/a OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES DUMAS BAY CENTRE Responsible Manager: Rob Ettinger, Recreation Coordinator HIGHLIGHTS/CHANGES: The Dumas Bay Centre proposed operating budget totals $683,049 in 2013 and $695,065 in 2014. This is a 1.4% or $9,461 decrease from the 2012 adjusted budget. Major line item changes include: ■ Temporary Help - Reduced temporary help by $15,000 in 2013/2014 REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted I Year-end $ Chg I % Chg Revenue Summary: Lodging/Rental $ 280,663 $ 303,104 $ 292,792 $ 312,792 $ 312,792 $ 347,900 $ 351,900 35,108 11.2% Catering 214,756 248,804 221,306 266,306 266,306 272,000 275,000 5,694 2.1% Other Misc Rev 5,739 10,115 8,634 8,634 8,634 8,351 8,351 (283) -3.3% Theatre 100 - - - - - - - n/a Utility Tax Transfer 132,232 113,000 113,000 113,000 113,000 112,000 112,000 (1,000) -0.9% General Fund 27,500 27,500 4,000 4,000 (23,500) -85.5% Total Revenues: $ 633,489 $ 675,023 $ 635,732 $ 728,232 $ 728,232 $ 744,251 $ 751,251 $ 16,019 2.2% Expenditure Summary: 110 Salaries & Wages 154,683 155,046 153,984 153,984 153,984 153,984 153,984 - 0.0% 111/1 Temporary Help 70,356 76,073 53,000 101,000 101,000 86,000 90,000 (15,000) -14.9% 120 Overtime 45 1,768 150 150 150 150 150 - 0.0% 200 Benefits 70,725 79,374 66,908 65,292 65,292 69,608 77,339 4,316 6.6% 31X Supplies 99,494 115,835 102,886 117,886 117,886 118,086 118,086 200 0.2% 36X Mtc Supplies 216 709 200 200 200 200 200 - 0.0% 3XX Othr Opr Supplies 150 2,000 3,750 3,750 3,750 3,750 3,750 0.0% 41X Professional Svcs 153,346 111,189 128,800 132,800 132,800 132,800 132,800 0.0% 43X Travel & Training 691 854 1,650 1,650 1,650 1,650 1,650 0.0% 42/47 Utility & Comm 35,009 40,461 32,300 32,300 32,300 32,050 32,050 1(250) -0.8% 48X Repairs &Mtc 12,871 15,634 28,109 28,109 28,109 28,109 28,109 - 0.0% 497 Association Dues - - 100 100 100 - - (100) -100.0% 4XX Other Misc Exp 10,646 3,381 9,650 9,650 9,650 9,650 9,650 - 0.0% 5XX Intgvtl Srvs/Taxes 4,708 11,473 2,200 4,200 4,200 4,200 4,200 - 0.0% 600 Capital Outlays - - 1,000 1,000 1,000 1,000 1,000 1- 0.0% 9XX IS Charges-M&O 26,721 24,377 28,639 28,639 28,639 28,914 29,222 275 1.0% 9XX IS Charges -Reserves 2,217 2,204 2,260 2,260 2,260 1,794 1,666 (466) -20.6% 910 Intfund Svc Pints 16,206 9,440 9,540 9,540 9,540 11,104 11,209 1,564 16.4% Subtotal Operating Exp: $ 658,081 $ 649,818 $ 625,126 $ 692,510 $ 692,510 $ 683,049 $ 695,065 $ (9,461) -1.4% Capital & One-time Funding: n/a I Capital & One -Time 8,116 70,856 - 137,056 137,056 - - (137,056) -100.0 o Subtotal One-time Exp: $ 8,116 $ 70,856 $ - $ 137,056 $ 137,056 $ - $ - $ (137,056) -100.0% Total Expenditures: $ 666,197 $ 720,674 $ 625,126 $ 829,566 $ 829,566 $ 683,049 $ 695,065 $ (146,517) -17.7% OPER-87 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE Responsible Manager: Steve Ikerd, Parks and Facilities Manager PURPOSE/DESCRIPTION: The City of Federal Way maintains 10 community parks, 19 neighborhood parks, and 6 major facilities. The City also maintains 32 undeveloped open spaces, and three trail systems for use by its citizens, defining a park system that exceeds 1,100 acres. The Park Maintenance Division is responsible for facility maintenance and operations at City Hall, Police Storage, Steel Lake Annex, Steel Lake Maintenance Facility, the landscape at the Community/Senior Center, Dumas Bay Centre, and other misc buildings. In addition they are responsible for grounds and landscape maintenance on all city parks, trails, and open space areas. Rental of park facilities and picnic sites is also administered by this division. An increasing level of public use requires substantial maintenance effort coordinating City personnel, contract services and community resources. GOALS/OBJECTIVES: ■ Complete a Park Maintenance Management Plan. ■ Complete construction of a new maintenance building 2013 Proposed Expenditures by Category Intergov't Supplies 0.3% 7.0% Svc/Chgs 17.6% Interfund 13.9% Personnel 61.3% at Celebration Park. ■ Follow maintenance plan to enhance maintenance of park system. PERFORMANCE MEASURES: Type/Description Workload Measures: Number of parks with athletic fields Number of sites requiring routine safety inspections Number of park acres routinely maintained Number of developed parks that require litter control Number of restroom facilities Number of city owned major facilities maintained Number of other city owned buildings maintained Outcome Measures: • of work orders completed w/in requested time frame • acres of athletic fields maintained in good condition • of park land mowed on schedule % of trash removed on schedule % of restrooms cleaned and sanitized daily POSITION INVENTORY: 2011 2012 2013 2014 5 5 5 5 39 39 35 35 550 550 580 580 39 39 29 29 10 10 9 9 6 6 6 6 19 19 19 19 90% 90% 85% 85% 100% 100% 95% 95% 90% 90% 85% 85% 100% 100% 90% 90% 100% 100% 100% 100% Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Parks & Facilities Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 50 Park & Facilities Supervisor 2.00 1.00 1.00 1.00 1.00 1.00 1.00 36 Maintenance Worker II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 26m Maintenance Worker I* 11.00 1 9.00 9.00 1 9.00 9.00 1 8.00 1 8.00 1 22m Administrative Assistant I 1.00 1 - - - - - - 18 Total Regular Staffing 17.00 13.00 13.00 13.00 13.00 12.00 12.00 n/a Change from prior year - (4.00) - - - (1.00) - n/a Funded on a One-time Basis: Maintenance Worker I 1.00 1.00 22m Grand Total Staffing 1 17.00 13.00 1 13.00 1 13.00 1 13.00 1 13.00 13.00 n/a OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE Responsible Manager: Steve Ikerd, Parks and Facilities Manager HIGHLIGHTS/CHANGES: The Park Maintenance proposed operating budget totals $2,034,829 in 2013 and $2,063,005 in 2014. This is a 6.4% or $139,313 decrease from the 2012 adjusted budget. Major line item changes include: • Salaries & Wages - Moved 1.0 FTE Parks Maintenance Worker to one-time • Temp Help - Increased on -call pay $17,000 due to shift of work from repairs & maintenance contracted help • Repair & Maintenance - Reduced by $41,200 due to shift of work to on -call pay of $17,000 and a budget reduction of $27,200 • Professional Services - Reduced $4,414 due to budget reductions • Intergovernmental - Reduced $15,000 due to elimination of SWM fee assessment on Park properties DIVISION SUMMARY: Dept Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed -12 Ad' Adopted Adjusted Year-end $ Chg % Chg General Fund Operating Expenditure Summary: 331 Park & Facility Maint 1,962,661 1,625,142 1,822,388 1,784,094 1,784,094 1,653,341 1,675,101 (130,753) -7.3% 335 Urban Forestry 29,739 44,114 38,450 38,450 38,450 38,450 38,450 - 0.0% 336 Celebration Park 350,843 352,406 354,545 351,598 351,598 343,038 349,453 (8,560) -2.4% Subtotal GF Operating Exp.: $ 2,343,243 $ 2,021,663 $ 2,215,384 $ 2,174,142 $ 2,174,142 $ 2,034,829 $ 2,063,005 $ (139,313) -6.4% General Fund One-time Expenditure Summary: 331 Park& Facility M aint 9,100 1 100,718 91,532 178,133 228,133 218,997 224,181 40,863 22.9% 336 Celebration Park 36 9,000 14,500 14,500 14,500 14,500 14,500 0.0% Subtotal GF One-time Exp.: $ 9,136 $ 109,718 $ 106,032 $ 192,633 $ 242,633 $ 233,497 $ 238,681 $ 40,863 21.2% Total Expenditures: $ 2,352,380 $ 2,131,380 $ 2,321,416 $ 2,366,775 $ 2,416,775 $ 2,268,326 $ 2,301,686 $ (98,449) -4.2% REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Pro osed 2014 Pro osed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg Revenue Summary: n/a General Gov't $ 2,059,115 $1,905,380 $2,094,416 $2,139,775 $2,189,775 $2,268,326 $2,301,686 $ 128,551 6.0% Utility Tax $ 293,265 $ 226,000 $ 227,000 $ 227,000 $ 227,000 $ - $ - (227,000) -100.0% Total Revenues: $ 2,352,380 $ 2,131,380 $ 2,321,416 $ 2,366,775 $ 2,416,775 $ 2,268,326 $ 2,3019686 $ (98,449) -4.2% Expenditure Summary: 110 Salaries & Wages 1,013,926 772,612 790,653 790,653 790,653 739,680 742,032 (50,973) -6.4% 111/1 Temporary Help 150,111 158,553 152,668 152,668 152,668 169,668 169,668 17,000 11.1% 120 Overtime 14,825 13,946 18,385 18,385 18,385 15,385 15,385 (3,000) -16.3% 200 Benefits 394,309 340,291 377,123 344,232 344,232 321,831 347,381 (22,401) -6.5% 31X Supplies 90,890 80,914 80,597 80,597 80,597 80,597 80,597 0.0% 36X Mtc Supplies 24,434 28,544 28,545 28,545 28,545 28,545 28,545 0.0% 3XX Othr Op Supplies 30,851 25,593 32,660 32,660 32,660 32,660 32,660 0.0% 41X Professional Svcs 40,260 23,059 49,514 49,514 49,514 45,100 45,100 (4,414) -8.9% 43X Travel & Training 3,620 4,410 8,219 4,963 4,963 4,963 4,963 0.0% 42/47 Utility & Comm 222,059 191,588 209,127 209,127 209,127 209,127 209,127 0.0% 48X Repairs & Mtc 76,031 91,636 124,650 124,650 124,650 83,450 83,450 (41,200) -33.1% 497 Association Dues 1,027 759 2,000 2,000 2,000 2,000 2,000 0.0% 4XX Other Misc Exp 8,658 10,762 12,707 12,707 12,707 12,707 12,707 0.0% 5XX Intgvtl Srvs/Taxes 885 3,357 20,280 20,280 20,280 5,280 5,280 (15,000) -74.0% 9XX IS Charges-M&O 141,698 144,673 177,909 172,018 172,018 169,348 169,864 (2,670) -1.6% 9XX IS Charges -Reserves 129,661 130,966 130,346 131,143 131,143 114,488 114,245 (16,655) -12.7% Subtotal Operating Exp: $ 2,343,243 $ 2,021,663 $ 2,215,384 $ 2,174,142 $ 2,174,142 $ 2,034,829 $ 2,063,005 $ (139,313) -6.4% Capital & One-time Funding: n/a I Capital & One -Time 9,136 109,718 106,032 192,633 242,633 233,497 238,681 40,863 21.2% Subtotal One-time Exp: $ 9,136 $ 109,718 $ 106,032 $ 192,633 $ 242,633 $ 233,497 $ 238,681 $ 40,863 21.2% Total Expenditures: $ 2,352,380 $ 2,131,380 $ 2,321,416 $ 2,366,775 $ 2,4169775 $ 2,268,326 $ 2,3019686 $ (98,449) -4.2% *. ; W• CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PARKS, RECREATION AND CULTURAL SERVICES BUILDINGS & FURNISHINGS Responsible Manager: Steve Ikerd, Parks and Facilities Manager 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 and the Dumas Bay Centre. 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: 2013 Proposed Expenditures by Category 2011 2012 2013 2014 243,605 243,605 243,605 243,605 6 6 6 6 19 19 19 19 10 10 10 10 25 25 28 28 90% 90% 85% 85% 100% 100% 100% 100% 100% 100% 100% 100% Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Maintenance Worker I* 0.50 0.50 0.50 0.50 0.50 0.50 0.50 22m To ta I Regular Stafflug 0.50 0.50 0.50 0.50 0.50 0.50 0.50 n/a Change from prior year - - - n/a Grand Total Staffing 0.50 1 0.50 0.50 0.50 0.50 1 0.50 1 0.50 1n/a OPER-90 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES BUILDINGS & FURNISHINGS Responsible Manager: Steve Ikerd, Parks and Facilities Manager HIGHLIGHTS/CHANGES: The Buildings and Furnishings proposed operating budget in 2013/2014 is $393,715 and $394,393 respectively. The operating budget for 2013 reflects a decrease of $16,711 or 4.1% compared to the 2012 adjusted budget. Major line item changes include: Repairs & Maintenance - Move $10,000 for repairs and maintenance for City Hall from ongoing to one-time in 2013/14. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Ch % Ch Revenue Summary: User Charges - M&O $ 398,680 $ 339,732 $ 446,425 $ 465,105 $ 465,105 $ 403,715 $ 404,393 $ (61,390) -13.2% User Charges - Reserves 108,239 105,634 105,634 105,634 105,634 114,642 114,642 9,008 8.5% Grant s/Contributions 29,547 520,267 - 54,019 54,019 - - (54,019) -100.0% Interest/Other Misc 12,528 11,287 - - n/a Transfer In - CIP 149,365 1 - - - n/a Total Revenues: $ 698,359 $ 976,919 $ 552,059 $ 624,758 $ 624,758 $ 518,357 1 $ 519,035 1 $ (106,401) -17.0% Expenditure Summary: 110 Salaries & Wages 25,156 8,067 27,504 27,504 27,504 22,920 23,130 (4,584) -16.7% 200 Benefits 6,223 2,911 7,886 7,886 7,886 5,759 6,227 (2,127) -27.0% 31X Supplies 30,251 23,727 23,964 23,964 23,964 23,964 23,964 0.0% 36X Mtc Supplies 7,659 2,711 4,325 4,325 4,325 4,325 4,325 0.0% 3XX I Othr Opt Supplies 2,169 214 520 520 520 520 520 0.0% 41X Professional Svcs 54,651 58,648 64,767 64,767 64,767 66,082 66,082 1,315 2.0% 42/47 Utility & Comm 201,245 201,546 229,645 199,645 199,645 198,895 198,895 (750) -0.4% 48X Repairs & Mtc 71,419 30,649 81,815 81,815 81,815 70,500 70,500 (11,315) -13.8% 497 Association Dues 318 209 - - 750 7590 750 n/a Subtotal Operating Exp: $ 399,090 $ 328,683 $ 440,426 $ 410,426 $ 410,426 $ 393,715 $ 394,393 $ (16,711) -4.1% Capital & One-time Funding: n/a Capital & One -Time 40,062 649,716 6,000 108,699 108,699 10,000 10,000 (98,699) -90.8% Subtotal One-time Exp: $ 40,062 $ 649,716 $ 6,000 $ 108,699 $ 108,699 $ 10,000 $ 10,000 $ (98,699) -90.8% Total Expenditures: $ 439,152 $ 978,399 $ 446,426 1 $ 519,125 $ 519,125 $ 403,715 $ 404,393 1 $ (115,410) -22.20/- OPER-91 CITY OF FEDERAL WAY 2 01312 014 PROPOSED BUDGET This page intentionally left blank OPER - 92 OPERATING BUDGET CIVIL LEGAL SERVICES ■ Civil litigation ■ Land use hearings and appeals ■ Legal advice to Council and City Staff ■ Contract review and preparation ■ Ordinance preparation ■ Resolution preparation ■ Interlocal agreements LAW DEPARTMENT Patricia Richardson City Attorney ■ Legal advice/opinions to Council, Mayor, Judges, Commissions, and Staff ■ Management of Law Department; Risk Management, Human Resources, and City Clerk. CRIMINAL PROSECUTION Stephanie Arthur Chief Prosecutor ■ Prosecute criminal citations ■ Prosecute traffic infractions ■ Enforce City's Municipal Code ■ Domestic Violence Enforcement Program ■ Litigate Drug/Asset Forfeiture Cases DEPARTMENT SUPPORT Tonia Proctor Lead Paralegal ■ Director support ■ Committee/Commission support ■ Claims Insurance Coordinator HUMAN RESOURCES Jean Stanley Manager ■ Recruitment ■ Training ■ Benefits Administration ■ Employee/Labor Relations ■ Employee Safety ■ Health & Wellness ■ Retirement System ■ Civil Service ■ Independent Salary Commission CITY CLERK Carol McNeilly City Clerk ■ Records Management ■ Legislative Support ■ Hearing Examiner Coordination ■ Codification Coordination ■ Elections Coordination ■ Public Records Requests ■ Licensing Enforcement ■ Commission and Board Appointment Process RISK MANAGEMENT ■ Administration of the City's comprehensive risk management/self-insurance program ■ Unemployment compensation, property, casualty and general liability. OPER - 93 CITYOFFEDERAL WAY201312014 PROPOSED BUDGET LAw DEPARTMENT OVERVIEW Responsible Manager: Patricia Richardson, City Attorney 2011/2012 ACCOMPLISHMENTS LAW ■ Provided legal advice to the Mayor, Council, Municipal Court, and staff ■ Drafted and/or reviewed approximately 350 contracts per year ■ Continued defending all pending litigation against the City (Tacoma utility, traffic/stormwater mitigation required on development outside the City, flood plain determination, and AT&T, etc.) ■ Advised staff and drafted good neighbor agreements ■ Prosecuted and defended the City in code violations ■ Presented and pursued city legislative goals with key state legislators ■ Provided legal advice on City Center Redevelopment and continue effective code enforcement efforts ■ Drafted a social media policy ■ Participated in initiating the Health / Wellness Program ■ Reviewed and advised the Mayor on public defense standards per the Supreme Court Order ■ Drafted Records Management Policy and initiated Records Group ■ Updated City Code on Unfit Structure process and drafted ordinance for Unfit Premises ■ Prevented the establishment of Marijuana type businesses and collective gardens within the City ■ Implemented code amendments to spur business activity within the City ■ Drafted specialized documents for CDBG and NSP; advised staff ■ Assisted in Negotiating PSE and Tacoma Public Utilities Franchises ■ Oversaw 4 wireless site lease renewals ■ Researched issues, assisted in developing alternatives, documented and tracked the alternatives, and re-evaluated prosecution offers in relation with City's Adult Population at SCORE Facilities ■ Drafted motions to quash 1,298 stale warrants ■ Assisted in the transition to the SCORE facility (transfer of discovery, communication with all parties) ■ Prosecuted 4,175 misdemeanor cases (DUI, DWLS, DV, Theft, and other misdemeanors) ■ Participated in implementing SECTOR for eventual electronic filing in the Municipal Court ■ Participated in the implementation of the SPILLMAN paperless citation review system ■ Reviewed liability insurance and engaged a broker for market comparison ■ Monitored and assured compliance with COMPAC requirements with WCIA ■ Participated in FEMA recovery for winter storm damage ■ Reduced storage by 120 boxes ■ Drafted legislative language on several bills (i.e. secondhand stores and precious metals) ■ Participated in the reorganization of the Safe City nonprofit organization ■ Continued negotiating labor agreements ■ Collected approximately $117,000 for damage to City property ■ Cross -trained Domestic Violence Liaison duties ■ Trained Police ■ Prosecuted asset forfeitures HUMAN RESOURCES ■ Negotiated and implemented rollover labor agreements for bargaining units for three of five groups. ■ Managed the transition of non -represented staff and three represented groups from the AWC Health plans to less expensive City Group health plans ■ Updated EEO Plan and Safety Management Plan ■ Convened and staffed Independent Salary Commission which set salary for Council and Mayor ■ Convened newly formed Health and Wellness Committee to evaluate and implement results based program for health insurance benefit cost savings ■ Restructured workload and cross trained due to the elimination of the Human Resources Director position ■ Centralized volunteer database, provided training and support to City staff on data entry of hours for accurate reporting ■ Researched and implemented low cost training for City staff ■ Assisted with the design and implementation of a new webpage ■ Worked with departments to continue to reduce the number of records in offsite storage by destroying documents that met their retention period and transferring archival records to Washington State Archives ■ Developed the Records Disaster Recovery Plan ■ Implemented the scanning of Recorded Documents into Laserfiche system ■ Processed 250 public records request in 2011 ■ Staffed, prepared agenda's and minutes for 49 Council meetings in 2011 ■ Processed and scanned 312 new agreements in 2011 OPER-94 OPERATING BUDGET LAw DEPARTMENT OVERVIEW Responsible Manager: Patricia Richardson, City Attorney 2013/2014 ANTICIPATED KEY PROJECTS LAW ■ 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 ■ Continue training for departments ■ Continue updating FWRC to stay compliant with State law and Court rulings ■ Continue prosecuting and/or defending business license litigation ■ Assist departments with: ➢ Comprehensive Plan Amendments ➢ Public Records ➢ Training ➢ Code Amendments ➢ Department directed projects ■ Review legal documents and participate in legal proceedings ■ Continue negotiating labor agreements ■ Continue participating in the Health / Wellness Program for employees ■ Complete the policies for public records as required by the State Archivist and continue to destroy records as authorized to reduce storage costs ■ Continue to provide training for police officers ■ Continue prosecuting misdemeanors ■ Continue transitioning and implementing SECTOR for electronic filing in the Municipal Court ■ Continue transitioning and implementing the SPILLMAN paperless police reports ■ Continue reviewing liability insurance ■ Continue evaluating and tracking jail alternatives in relation to the Adult population at SCORE and other jails. ■ Continue cross -training of administrative personnel ■ Continue collecting monies for damage to City property ■ Continue advising on mandated public defense standards HUMAN RESOURCES ■ Continue records storage reduction efforts by destroying documents that have met their retention schedule and transferring historical documents to the state archives ■ Identify essential records and create back up to satisfy state archivist requirement ■ Monitor and implement applicable national health care reform provisions. ■ Negotiate and implement new collective bargaining agreements for those with terms expiring. ■ Update ADA Policy ■ City wide implementation and recruitment of results based health and wellness program ■ Implement the Washington State Scan and Toss procedures ■ Ongoing scanning of Recorded Documents into Laserfiche system ■ Continue monitoring the centralized volunteer database and provide technical support to City staff OPER-95 CITYOFFEDERAL WAY201312014 PROPOSED BUDGET LAw DEPARTMENT OVERVIEW Responsible Manager: Patricia Richardson, City Attorney PROPOSED PROGRAM CHANGES: LAW Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Continue 2011/12 Programs that were 1-Time Funded. $ 21,500 $ $ 21,500 $ Risk Management Insurance Premiums 21,500 21,500 Ongoing Budget Reductions: $ - $ (38,361) $ - $ (38,361) Rule 9/DVAdvocate Temporary Help - (37,061) - (37,061) Advertising (250) (250) Clerical - (1,050) - (1,050) New Program Additions: $ 138,000 $ - $ 138,000 $ - Risk Management Insurance Cost Increase - Increase in insurance premiums for liability, property, auto, inland marine, crime/fidelity, and boiler. Insurance premiums increased by 26% since 2009. One-time funded in 2013/14 biennium, ongoing funded in 2015 and beyond. 138,000 138,000 HUMAN RESOURCES Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Ongoing Programs Movedto 1-Time to Balance Budget: $ 25,000 $ (25,000) $ 25,000 $ (25,000) FWCC Employee Membership 25,000 (25,000) 25,000 (25,000) Ongoing Budget Reductions: $ - $ (31,578) $ - $ (31,578) E-Gov Class/Compensation Portal - (1,500) - (1,500) Printing - (2,000) (2,000) Supplies - (100) (100) Staff Development/Training - (250) (250) Conference Registration - (228) (228) Overtime - (2,500) (2,500) Job Announcements - (25,000) - (25,000) New Program Additions: $ 50,000 $ - $ 50,000 $ - Wellness Program - Contract with wellness pogram vendor to provide biometric testing, maintain employee health statistics, and provide health promotion programs and wellness coaching for employees. One-time funded in 2013 and 2014, ongoing funded in 2015 and beyond. 50,000 50,000 OPER-96 OPERATING BUDGET LAw DEPARTMENT OVERVIEW Responsible Manager: Patricia Richardson, City Attorney DEPARTMENT POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end City Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58E Human Resources Director 1.00 - 1.00 - - - - 58B Assistant City Attorney 2.00 2.00 2.00 2.00 2.00 2.00 2.00 48 Human Resources Manager - 1.00 - 1.00 1.00 1.00 1.00 44 Chief City Prosecutor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 40 City Prosecutor 3.00 3.00 3.00 3.00 3.00 3.00 3.00 38 Senior Human Resources Analyst 1.00 - 1.00 - - - - 36 Lead Paralegal 1.00 1.00 11.00 1.00 1.00 1.00 1.00 33 Dom Violence Liaison 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 Human Resources Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 29 Deputy City Clerk 0.75 0.75 0.75 0.75 0.75 0.75 0.75 26 Legal Assistant 2.00 1.00 1.00 1.00 1.00 2.00 2.00 24 Human Resources Assistant 0.50 0.75 0.50 0.75 0.75 0.75 0.75 18 Total Regular Staffing 17.25 15.50 16.25 15.50 15.50 16.50 16.50 n/a Changefromprioryear 5.25 (1.75) 0.75 (0.75) 1.00 - n/a Funded on a One-time Basis: Legal Assistant 1.00 1.00 1.00 1.00 - 24 Grand Total Staffing 17.25 16.50 17.25 16.50 16.50 16.50 16.50 n/a OPER-97 CITYOFFEDERAL WAY201312014 PROPOSED BUDGET LAw DEPARTMENT OVERVIEW Responsible Manager: Patricia Richardson, City Attorney PURPOSE/DESCRIPTION: The City Attorney's office is divided into four divisions: Civil, Criminal, Risk Management, and Human Resources. The Civil Division provides a full range of proactive legal services and advice to the Mayor, City Council, Municipal Court Judges, all City Boards and Commissions, City management and staff. The Criminal Division assists in providing for public safety by providing all prosecution, sentencing and pre -sentencing legal services, and providing assistance and information about safety and the criminal justice system to victims of domestic violence. The Human Resources division provides management, administration, and coordination of the City's human resources and city clerk function. The Risk Management Division administers self- insurance and evaluates the risk throughout the City. GOALS/OBJECTIVES: • Provide quality and cost effective legal advice and services to the Mayor, City Council, Municipal Court Judges, Boards and Commissions and City Departments; • Defend and prosecute all litigation; • Advise and train City staff to minimize potential litigation. DEPARTMENT SUMMARY: Dept Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Propose - 12 Adj Adopted I Adjusted Year-end $ Ch % Ch 51 Civil Legal Svcs $ 756,618 $ 693,759 $ 775,555 $ 909,547 $ 909,547 $ 746,208 $ 761,746 $ (163,339) -18.0% 52 Criminal Prosecution 662,737 646,987 742,597 732,190 732,190 706,256 719,954 (25,935) -3.5% 44 City Clerk 449,999 444,539 367,860 425,125 425,125 420,196 422,099 (4,929) -1.2% 45 Human Resources 511,624 335,879 571,971 438,519 438,519 444,079 452,383 5,560 1.3% 501 Risk Management 1,030,111 1,303,559 769,268 1,611,662 1,611,662 1,028,768 1,028,768 (582,894) -36.2% Total Revenues : $ 3,411,088 $ 3,424,723 $ 3,227,250 $ 4,117,044 $ 4,117,044 $ 3,345,507 $ 3,384,949 $ (771,537) -18.7% 51 Civil Legal Svcs 691,852 678,124 775,555 747,843 747,843 746,208 761,746 1 (1,636) -0.20o 52 Criminal Prosecution 662,737 577,382 671,580 664,258 664,258 706,256 719,954 41,997 6.3% 44 City Clerk 370,197 409,343 367,860 421,176 421,176 420,196 422,099 (980) -0.2% 45 Human Resources 480,834 322,905 559,251 425,436 425,436 369,079 377,383 (56,357) -13.2% 501 Risk Management 907,075 970,013 749,268 749,268 749,268 749,268 749,268 - 0.0% Subtotal Operating Lkp.: $ 3,112,694 $ 2,957,767 $ 3,123,513 $ 3,007,982 $ 3,007,982 $ 2,991,007 $ 3,030,449 $ (16,976) -0.6% 51 Civil Legal Svcs 64,766 15,635 - 161,704 161,704 (161,704) -100.0% 52 Criminal Prosecution - 69,605 71,017 67,932 67,932 (67,932) -100.0% 44 City Clerk 79,802 35,196 - 3,949 3,949 (3,949) -100.0% 45 Human Resources 30,790 12,975 12,720 13,083 1 13,083 75,000 75,000 61,917 473.3% 501 Risk Management 28,827 333,546 300,000 11442,394 1,442,394 259,500 259,500 (11182,894) -82.0% Subtotal One-time Exp.: $ 204,185 $ 466,956 $ 383,737 $1,689,061 $1,689,061 $ 334,500 $ 334,500 $ (1,354,561) -80.2% Total Expenditures : $ 3,316,879 $ 3,424,723 $ 3,507,250 $ 4,697,044 $ 4,697,044 $ 3,325,507 $ 3,364,949 $ (1,371,537) -29.2 % •' •: OPERATING BUDGET LAw DEPARTMENT OVERVIEW Responsible Manager: Patricia Richardson, City Attorney HIGHLIGHTS/CHANGES: The Law Department's proposed operating budget totals $2,991,007 in 2013 and $3,030,449 in 2014. This is a 0.6% or $16,976 decrease from the 2012 adjusted budget. Major line item changes include: • Salaries/Wages & Benefits: Increase is due to restoring 1.0 FTE Legal Assistant from one-time to ongoing funded in 2013/2014. • Temporary Help: Eliminate $37,061 for Rule 9 Intern and Domestic Violence Advocate temporary help. • Overtime - Eliminate $2,500 overtime line item for non -usage. • Other Miscellaneous Expenses - Reduce job announcement budget from $30,000 to $5,000. • Intergovernmental Svcs/taxes - Move $25,000 for employer contribution for employee passes to the Federal Way Community Center from ongoing to one-time funded in 2013/2014. REVENUE AM) F.XPFNDITURF. SUMMARV: Code Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Ch % Ch Revenue Summary: n/a I General Gov't $ 2,380,977 $1,340,746 $1,518,151 $1,641,737 $ 1,641,737 $1,452,463 $1,481,700 $ (189,274) -11.5% n/a 1504 Revenues 1,030,111 1,303,559 769,268 1,611,662 1,611,662 1,028,768 1,028,768 (582,894) -36.2% Total Revenues: $ 3,411,088 $ 2,644,305 $ 2,287,419 $ 3,253,399 $ 3,253,399 $ 2,481,231 $ 2,510,468 $ (772,168) -23.7% Expenditure Summary: 110 Salaries & Wages 1,280,133 1,106,835 1,290,754 1,207,301 1,207,301 1,267,690 1,275,583 60,389 5.0% 111/1 Temporary Help 27,366 47,234 38,461 38,461 38,461 1,400 1,400 (37,061) -96.4% 120 Overtime 79 - 3,800 3,800 3,800 1,300 1,300 (2,500) -65.8% 200 Benefits 354,442 333,117 432,961 371,609 371,609 392,648 424,744 21,040 5.7% 294 Unemploy. Claims 152,911 248,718 224,825 224,825 224,825 224,825 224,825 - 0.0% 31X Supplies 6,511 2,732 7,895 7,895 7,895 6,295 6,295 (1,600) -20.3% 3XX Othr Op Supplies 269 272 700 700 700 700 700 - 0.0% 41X Professional Svcs 163,324 116,789 130,515 130,515 130,515 129,215 129,215 (1,300) -1.0% 43X Travel & Training 7,525 4,967 14,495 13,542 13,542 13,314 13,314 (228) -1.7% 42/47 Utility & Comm 1,688 1,459 1,750 1,750 1,750 1,750 1,750 - 0.0% 48X Repairs &Mtc - 35 - - - - - n/a 497 Association Dues 5,157 4,773 5,475 5,475 5,475 5,475 5,475 0.0% 4XX Other Misc Exp 784,065 739,827 603,823 603,823 603,823 576,573 576,573 (27,250) -4.5% 5XX Intgvtl Srvs/Taxes 173,028 218,764 191,950 244,950 244,950 219,950 219,950 (25,000) -10.2% 9XX IS Charges-M&O 127,318 99,011 143,908 119,579 119,579 117,956 118,743 (1,623) -1.4% 9XX IS Charges -Reserves 28,879 33,233 32,201 33,758 33,758 31,916 30,582 (1,842) -5.5% Subtotal OperatingExp: $ 3,112,694 $2,957,767 $3,123,513 $3,007,982 $ 3,007,982 $2,991,007 $3,030,449 $ (16,976) -0.6% Capital & One-time Funding: n/a I Capital & One -Time 204,185 466,956 383,737 1,689,061 1,689,061 334,500 334,500 (1,354,561) -80.2% Subtotal One-time Fkp: $ 204,185 $ 466,956 $ 383,737 $1,689,061 $ 1,689,061 $ 334,500 $ 334,500 $ (1,354,561) -80.2% Total E*nditures : $ 3,316,879 $ 3,424,723 $ 3,507,250 $ 4,697,044 $ 4,697,044 $ 3,325,507 $ 3,364,949 $ (1,371,537) -29.2% OPER-99 CITYOF FEDERAL WAY201312014 PROPOSED BUDGET LAW CIVIL LEGAL SERVICES Responsible Manager: Patricia Richardson, City Attorney PURPOSE/DESCRIPTION: The City Attorney, and two Assistant City Attorneys, aided by support staff, provide legal advice to the Mayor, City Council, Municipal Court Judges, all City Boards and Commissions, Department directors and staff. The most important function of the Civil Division of the Law Department is to provide proactive legal advice to all City officials and staff. This ensures every action by the City is legally defensible, complies with the most current state and federal laws, and minimizes the potential for litigation. The Civil Division supports the Council's policy of contracting for services by drafting, reviewing, and approving all contracts. Other duties include preparing ordinances, resolutions, orders, interlocal agreements, and coordinating and supervising the services of outside legal counsel. The Civil division also oversees the Risk Management of the City. GOALS/OBJECTIVES: • Provide timely and thoughtful legal advice to the Mayor, City Council, Municipal Court Judges, and staff on all legal questions; • Assist and pursue the City's legislative goals; • Review and provide code revisions in order to keep the Code current with state and federal laws; • Draft, negotiate and review franchises, contracts, leases, development agreements, real estate transactions, and labor agreements; • Provide training for contracts, supervision, police, and public records; • Provide risk management oversight. PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of contracts drafted/reviewed • Number of Ordinances/Resolutions Drafted • Number of Litigation matters (excludes condemnation litigation) • Number of Labor Agreements Outcome Measures: • % drafted documents returned within 24 hours • % of Ordinances/Resolutions presented to Council • % of time reviewing / responding to PDA requests • % of budget spent on outside counsel Efficiency Measures: • Contracts reviewed per attorney per year • Number of projects/files opened - major issues (not including subfiles) POSITION INVENTORY: 2011 2012 2013 2014 354 350 350 350 54 30 30 30 23 20 20 20 5 5 5 5 99% 99% 99% 99% 100% 100% 100% 100% 11% 11% 15% 15% 5 5 5 5 118 118 118 118 56 56 56 56 Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end City Attorney 0.80 0.80 0.80 0.80 0.80 0.80 0.80 58E Assistant City Attorney 2.00 2.00 2.00 2.00 2.00 2.00 2.00 48 Lead Paralegal 1.00 1.00 1.00 1.00 1.00 1.00 1.00 33 Legal Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 24 Total Regular Staffing 4.80 4.80 4.80 4.80 4.80 4.80 4.80 n/a Change from prior year - - - - - - n/a Grand Total Staffing 4.80 4.80 4.80 4.80 4.80 4.80 4.80 n/a OPER - 100 OPERATING BUDGET LAW CIVIL LEGAL SERVICES Responsible Manager: Patricia Richardson, City Attorney DEPARTMENT SUMMARY: Dept Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg I % Chg 51 Civil Legal Svcs 691,852 678,124 775,555 747,843 747,843 746,208 761,746 (1,636) -0.2% 501 Risk Management 907,075 970,013 749,268 749,268 749,268 749,268 749,268 - 0.0% Subtotal Operating Exp.: $1,598,926 $1,648,137 $1,524,823 $1,497,111 $1,497,111 $1,495,476 $1,511,014 $ (1,636) -0.1% 51 Civil Legal Svcs 64,766 15,635 - 161,704 161,704 - - (161,704) -100.0% 501 Risk Management 28,827 333,546 300,000 1,442,394 1,442,394 259,500 259,500 (1,182,894) -82.0% Subtotal One-time Emu $ 93,593 $ 349,181 $ 300,000 $1,604,098 $1,604,098 $ 259,500 $ 259,500 $ (1,344,598) -83.8% Total E Kppenditures: 1 $1,692,519 $1,997,318 $1,824,823 1 $ 3,101,209 $ 3,101,209 $1,754,976 $1,770,514 $ (1,346,233) -43.4% HIGHLIGHTS/CHANGES: The Law Department Civil Division's proposed operating budget totals $1,495,476 in 2013 and $1,511,014 in 2014. This is a 0.1% or $1,636 decrease from the 2012 adjusted budget. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Pro osed -12 Ad' Adopted Adjusted Year-end $ Chg % Chg Revenue Summary: n/a General Gov't $ 756,618 $ 693,759 $ 775,555 $ 909,547 $ 909,547 $ 746,208 $ 761,746 $ (163,339) -18.0% n/a 1504 Revenues 1,030,111 1,303,559 769,268 1,611,662 1,611,662 1,028,768 1,028,768 (582,894) -36.20 Total Revenues: $ 1,786,728 $1,997,318 $1,544,823 $ 2,521,209 $ 2,521,209 $1,774,976 $1,790,514 $ (746,233) -29.6% Expenditure Summary: 110 Salaries & Wages 401,111 413,422 423,564 423,564 423,564 428,145 432,293 4,581 1.1% 200 Benefits 122,317 127,250 153,973 139,811 139,811 136,707 148,333 (3,104) -2.2% 294 Unemploy. Claims 152,911 248,718 224,825 224,825 224,825 224,825 224,825 0.0% 31X Supplies 2,577 1,169 1,850 1,850 1,850 1,850 1,850 0.0% 3XX Othr Opt Supplies 251 272 400 400 400 400 400 0.0% 41X Professional Svcs 95,190 79,621 84,695 84,695 84,695 83,945 83,945 (750) -0.9% 43X Travel & Training 2,982 3,655 5,987 5,877 5,877 5,877 5,877 - 0.0% 42/47 Utility & Comm 832 728 950 950 950 950 950 0.0% 48X Repairs & Mtc - 35 - - - - - n/a 497 Association Dues 2,008 1,661 2,685 2,685 2,685 2,685 2,685 0.0% 4XX Other Misc Exp 729,131 697,477 524,093 524,093 524,093 523,893 523,893 (200) 0.0% 5XX Intgvtl Srvs/Taxes - - 500 500 500 500 500 - 0.0% 9XX IS Charges-M&O 72,501 1 55,039 1 81,693 1 67,234 67,234 1 66,118 1 66,601 (1,116) -1.7% 9XX IS Charges -Reserves 17,114 19,090 18,608 19,628 19,628 18,581 17,862 (1,047) -5.3% Subtotal Operating Ap: $ 1,598,926 $1,648,137 $1,524,823 $1,497,111 $1,497,111 $1,495,476 $1,511,014 1 $ (1,636) -0.1% Capital & One-time Funding: n/a I Capital & One -Time 93,593 349,181 300,000 1,604,098 1,604,098 259,500 259,500 (1,344,598) -83.8% Subtotal One-time Fkp: $ 93,593 $ 349,181 $ 300,000 $1,604,098 $1,604,098 $ 259,500 $ 259,500 $ (1,344,598) 1 -83.8% Total Expenditures: $ 1,692,519 $1,997,318 $1,824,823 $ 3,101,209 $ 3,101,209 $1,754,976 $1,770,514 $ (1,346,233) -43.4% OPER - 101 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET LAW CRIMINAL PROSECUTION SERVICES Responsible Manager: Stephanie Arthur, Chief Prosecutor PURPOSE/DESCRIPTION: Four attorneys act as City Prosecutors in the Federal Way Municipal Court and the King County District Court - South Division 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 1,075 infractions and 4,300 criminal citations per year. The City Prosecutors and support staff must coordinate all facets associated with enforcement of the City's Municipal Code: law enforcement, district and municipal court personnel, probation services, jail bookings and transport, counseling services, citizen/witness coordination, appointed and private defense counsels, and outside jurisdictions on shared defendants. In addition, the prosecutors and support staff have a high volume of contact with citizens, victims, witnesses and defendants, respond to questions about victim assistance, criminal procedures, and case setting information, and advise the police regarding criminal and infraction matters. 2013 Proposed Expenditures by Category Supplies 0.4% Svc/Chgs Personnel 98.6% Domestic Violence filings have steadily increased since 2008, when Proposition 1 was passed to support 1.5 FTE domestic violence prosecutors. The City has also increased its use of criminal prosecution to resolve persistent City Code violators and litigate drug/asset forfeiture cases. GOALS/OBJECTIVES: • Protect the safety of the public through effective prosecution of offenders. • Work with the Police Department for effective prosecution of domestic violence matters, DUI, and drug/asset forfeitures. • Effectively use resources by working with the Police Department and Municipal Court to use prosecutor and staff time more efficiently and reduce officer overtime. • Provide training for police officers. Type/Description Workload Measures: • Cases appeared on — infractions (est.) • Cases filed — criminal citations • Domestic Violence cases filed- (included in above criminal citation filings) Outcome Measures: • Total resolved cases Efficiency Measures: • Criminal cases per prosecutor *The average cases per prosecutor are based on 4 FTE's PERFORMANCE MEASURES: 2011 2012 2013 2014 1,075 1,075 1,075 1,075 4,300 4,300** 4,300** 4,300** 700 700 700 700 4,500 4,500 4,500 4,500 934* 934* 1,000* 1,000* **As King County Prosecutor's Office continues to decline felony charges, the Criminal Division will prosecute more misdemeanors, which could increase our projected number of cases for 2013 & 2014. OPER - 102 OPERATING BUDGET LAW CRIMINAL PROSECUTION SERVICES Responsible Manager: Stephanie Arthur, Chief Prosecutor POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end City Attorney 0.20 0.20 0.20 0.20 0.20 0.20 0.20 58E Chief City Prosecutor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 City Prosecutor 3.00 3.00 3.00 3.00 3.00 3.00 3.00 38 Dom Violence Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 29 Paralegal 1.00 1.00 1.00 1.00 1.00 1.00 1.00 29 Legal Assistant 1.00 - - - - 1.00 1.00 24 Total Regular Staffing 7.20 6.20 6.20 6.20 6.20 7.20 7.20 n/a Change from prior year - (1.00) - 1.00 n/a Funded on a One-time Basis: Legal Assistant 1.00 1.00 1.00 1.00 24 Grand Total Staffing 7.20 7.20 7.20 7.20 7.20 7.20 7.20 n/a HIGHLIGHT/CHANGES: The Law Department Criminal Division's proposed operating budget totals $706,256 in 2013 and $719,954 in 2014. This is a 6.3% or $41,997 increase from the 2012 adjusted budget. Major line item changes include: • Salaries/Wages & Benefits: Increase is due to restoring 1.0 FTE Legal Assistant from one-time to ongoing funded in 2013/2014. • Temporary Help: Eliminate $37,061 Rule 9 Intern and Domestic Violence Advocate temporary help. REVENUE AND F.XPF,NDITIJRFF, SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12Ad' I Adopted Adjusted Year-end $ Chg I % Chg Revenue Summary: n/a I General Gov't $ 662,737 1 $ 646,987 1 $ 742,597 $ 732,190 $ 732,190 $ 706,256 $ 719,954 1 $ (25,935) -3.5% Total Revenues: $ 662,737 1 $ 646,987 1 $ 742,597 1 $ 732,190 1 $ 706,256 1 $ 706,256 1 $ 719,954 1 $ (25,935) -3.5% Expenditure Summary: 110 Salaries & Wages 498,022 401,371 471,007 475,267 475,267 529,699 530,440 54,432 11.5% 111/1 Temporary Help 22,163 45,375 37,061 37,061 37,061 - - (37,061) -100.0% 120 Overtime - - 300 300 300 300 300 - 0.0% 200 Benefits 135,961 124,051 152,600 141,128 141,128 166,104 179,062 24,976 17.7% 31X Supplies 2,564 1,096 2,325 2,325 2,325 2,325 2,325 - 0.0% 3XX Othr Opr Supplies 19 - 300 300 300 300 300 - 0.0% 41X Professional Svcs 944 1,632 800 800 800 500 500 (300) -37.5% 43X Travel & Training 265 695 4,667 4,557 4,557 4,557 4,557 - 0.0% 42/47 Utility & Comm 856 732 800 800 800 800 800 0.0% 497 Association Dues 1,944 1,942 1,520 1,520 1,520 1,520 1,520 0.0% 4XX Other Misc Exp - 488 200 200 200 150 150 (50) -25.0% Subtotal Operating Exp: $ 662,737 $ 577,382 $ 671,580 $ 664,258 $ 664,258 $ 706,256 $ 719,954 $ 41,997 6.3% Capital & One-time Funding: n/a I Capital&One-Time - 69,605 71,017 67,932 67,932 - - (67,932) -100.0% Subtotal One-time Exp: $ - $ 69,605 $ 71,017 $ 67,932 $ 67,932 $ - $ - $ (67,932) -100.0% Total Expenditures: $ 662,737 $ 646,987 $ 742,597 $ 732,190 $ 732,190 $ 706,256 $ 719,954 $ (25,935) -3.5% OPER - 103 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET HUMAN RESOURCES Responsible Manager: Jean Stanley, Manager PURPOSE/DESCRIPTION: This program provides management, administration, and coordination of the City's human resources functions and support of organizational development. The purpose of the program is to maintain a fair and equitable human resource management system by balancing the needs of employees and the City and to ensure compliance with applicable rules and regulations. In addition, the division provides the support services of city- wide purchasing of stationery, coordination of the Safety Committee, and worker's compensation claims processing. GOALS/OBJECTIVES: • Balance fiscal stewardship with employee welfare. • Attract and retain a highly qualified, diverse workforce. • Foster amicable employee/labor relations. • Promote employee safety, productivity, and high performance. • Ensure co m liance with laws and re lations 2013 Proposed Expenditures by Category Intergov't 7.7% Supplies 0.4% Svc/Chgs 14.4% Interfund 11.2% Personnel 66.3% p � • Maintain consistency and fairness when implementing policy, decisions, and direction. PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of employee applications processed • Number of recruitments coordinated • Number of training hours provided 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 POSITION INVENTORY: 2011 2012 2013 2014 1000 750 750 1,000 25 25 25 30 1150 1,000 1,000 1,000 100% 100% 100% 100% 100% 100% 100% 100% 5% 5% 10% 10% 20% 20% 17% 17% .7773 .8158 .7200 .7000 Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Human Resources Director 1.00 - 1.00 - - - - 58B Human Resources Manager - 1.00 - 1.00 1.00 1.00 1.00 44 Senior Human Resources Analyst 1.00 - 1.00 - - - - 36 Human Resources Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 29 Human Resources Assistant 0.50 0.75 0.50 0.75 0.75 0.75 0.75 18 Total RegularSta,Bing 3.50 2.75 3.50 2.75 2.75 2.75 2.75 n/a Change from prior year - (0.75) 0.75 (0.75) - - n/a Grant Total Staffing 1 3.50 2.75 3.50 2.75 L 2.75 2.75 2.75 1n/a OPER - 104 OPERATING BUDGET HUMAN RESOURCES Responsible Manager: Jean Stanley, Manager HIGHLIGHTS/CHANGES: The Human Resource Division's proposed operating budget totals $369,079 in 2013 and $377,383 in 2014. This is a 13.2% or $56,357 decrease from the 2012 adjusted budget. Major line item changes include: Overtime - Eliminate overtime line item for non -usage. Other Miscellaneous Expenses - Reduce job announcement budget from $30,000 to $5,000. Intergovernmental Svcs/taxes - Move $25,000 for employer contribution for employee passes to the Federal Way Community Center from ongoing to one-time funded in 2013/2014. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12Adj Adopted Adjusted Year-end $ Chg % Chg Revenue Summary: n/a I General Gov't $ 511,624 $ 335,879 $ 571,971 $ 438,519 $ 438,519 $ 444,079 $ 452,383 $ 5,560 1.3% Total Revenues: $ 511,624 $ 335,879 $ 571,971 $ 438,519 $ 444,079 $ 444,079 $ 452,383 $ 5,560 1.3% Expenditure Summary: 110 Salaries & Wages 266,430 169,986 275,250 182,737 182,737 184,110 187,114 1,373 0.8% 120 Overtime - - 2,500 2,500 2,500 - - (2,500) -100.0% 200 Benefits 72,200 55,109 95,741 61,000 61,000 60,693 66,096 (306) -0.5% 31X Supplies 960 119 2,970 2,970 2,970 1,370 1,370 (1,600) -53.9% 41X Professional Svcs 44,832 23,416 28,820 28,820 28,820 28,570 28,570 (250) -0.9% 43X Travel & Training 3,325 450 2,566 2,076 2,076 1,848 1,848 (228) -11.0% 497 Association Dues 760 715 670 670 670 670 670 - 0.0% 4XX Other MiscExp 13,998 8,540 48,980 48,980 48,980 21,980 21,980 (27,000) -55.1% 5XX Intgvtl Srvs/Taxes 32,171 27,765 53,450 53,450 53,450 28,450 28,450 (25,000) -46.8% 9XX IS Charges-M&0 36,325 29,178 41,144 34,738 34,738 34,348 34,537 (391) -1.1% 9XX IS Charges -Reserves 7,739 7,628 7,160 7,495 7,495 7,041 6,747 (454) -6.1% Subtotal Operating Exp: $ 480,834 $ 322,905 $ 559,251 $ 425,436 $ 425,436 $ 369,079 $ 377,383 $ (56,357) -13.2% Capital & One-time Funding: n/a Capital & One -Time 30,790 12,975 12,720 13,083 13,083 75,000 75,000 61,917 473.3% Subtotal One-time Exp: $ 30,790 $ 12,975 $ 12,720 $ 13,083 $ 13,083 $ 75,000 $ 75,000 $ 61,917 473.3% Total Expenditures: $ 511,624 $ 335,879 $ 571,971 $ 438,519 $ 438,519 $ 444,079 $ 452,383 $ 5,560 1.3% OPER - 105 CITY OF FEDERAL WAY 2 01312 014 PROPOSED BUDGET CITY CLERK Responsible Manager: Carol McNeilly, City Clerk PURPOSE/DESCRIPTION: The City Clerk's function is to act as clerk and provide legislative support to the City Council; to coordinate special, primary, and general elections for the City; manage the City- wide records management program, including the implementation and supervision of an effective records retention/destruction schedule, including microfilming and/or document imaging; establish and supervise the City's records storage facility; record and maintain the official City records and files, including ordinances, resolutions and contracts; coordinate the ongoing codification of City ordinances; coordinate and supervise the City's land use hearing examiner program; enforce licensing regulations; coordinate commission and board appointment process and perform all other special projects as assigned. GOALS/OBJECTIVES: • Ensure smooth proceedings of City Council public meetings. 2013 Proposed Expenditures by Category lnterfund 5.7% hitergov't 45.5% Personnel Svc/Chgs 37.2% 11.5% Supplies 0.2% • Ensure broad and fair citizen advisory commission/committee recruitment process. • Provide timely and responsive service to the public, City Council, Mayor, and department customers. • Improve access to public records through good records management and use of technology. • Effectively coordinate hearing examiner process and ensure timely issuance of opinion. PERFORMANCE MEASURES: Type/Description 2011 2012 2013 2014 Workload Measures: • Number of public/legal notices prepared and published annually 31 25 25 25 • Number of agendas prepared and published annually 49 40 40 40 • Number of ordinances processed annually 30 35 35 35 • Number of resolutions processed annually 12 20 20 20 • Number of City agreements processed annually 212 200 200 200 • Number of hearing examiner public hearings coordinated and supervised 6 10 10 10 • Number of public record requests processed 250 225 225 225 • Boxes destroyed or transferred to State Archivist 164 250 250 250 Outcome Measures: • Percent of agenda packets delivered to Council four days prior to meetings 100% 100% 100% 100% • Percent of ordinances and resolutions processed within 6 working days. 100% 100% 100% 100% • Percent of City agreements processed within 6 working days 100% 100% 100% 100% • Percent of Minutes passed without amendments 100% 100% 100% 100% POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end City Clerk Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 40 0.75 0.75 0.75 0.75 0.75 0.75 0.75 26 Total Regular Staffing 1.75 1.75 1.75 1.75 1.75 1.75 1.75 1 n/a Change from prior year - - - n/a Grant Total Staffing 1.75 1 1.75 1.75 1.75 1.75 1 1.75 1 1.75 1 n/a OPER - 106 OPERATING BUDGET CITY CLERK Responsible Manager: Carol McNeilly, City Clerk The City Clerk's proposed operating budget totals $420,196 in 2013 and $422,099 in 2014. This is a 0.2% or $980 decrease from the 2012 adjusted budget. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Ch % Ch Revenue Summary: n/a I General Gov't $ 449,999 $ 444,539 $ 367,860 $ 425,125 $ 425,125 $ 420,196 $ 422,099 1 $ (4,929) -1.2% Total Revenues: $ 449,999 $ 444,539 $ 367,860 $ 425,125 $ 425,125 $ 420,196 $ 422,099 $ (4,929) -1.2% Expenditure Summary: 110 Salaries & Wages 114,570 122,056 120,933 125,733 125,733 125,736 125,736 3 0.0% 111/1 Temporary Help 3,110 1,859 1,400 1,400 1,400 1,400 1,400 - 0.0% 120 Overtime 79 - - - - - - - n/a 200 Benefits 23,963 26,708 30,648 29,670 29,670 29,143 31,253 (527) 1.8% 31X Supplies 409 348 750 750 750 750 750 - 0.0% 41X Professional Svcs 22,358 12,119 16,200 16,200 16,200 16,200 16,200 - 0.0% 43X Travel & Training 953 167 1,275 1,032 1,032 1,032 1,032 - 0.0% 497 Association Dues 445 455 600 600 600 600 600 - 0.0% 4XX Other Misc Exp 40,936 33,322 30,550 30,550 30,550 30,550 30,550 - 0.0% 5XX Intgvtl Srvs/Taxes 140,857 190,999 138,000 191,000 191,000 191,000 191,000 - 0.0% 9XX IS Charges-M&0 18,491 14,794 21,071 17,606 17,606 17,491 17,605 (116) -0.7% 9XX IS Charges -Reserves 4,026 6,516 6,433 6,635 6,635 6,294 5,973 (341) -5.1% Subtotal Operating EWp: $ 370,197 $ 409,343 $ 367,860 $ 421,176 $ 421,176 $ 420,196 $ 422,099 $ (980) -0.2% Capital & One-time Funding: n/a I Capital & One -Time 79,802 35,196 - 3,949 3,949 - - (3,949) -100.0% Subtotal One-time Exp: $ 79,802 $ 35,196 $ - $ 3,949 $ 3,949 $ - $ - $ (3,949) -100.0% Total Expenditures: $ 449,999 $ 444,539 $ 367,860 $ 425,125 $ 425,125 $ 420,196 $ 422,099 $ (4,929) -1.2% OPER - 107 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET This page intentionally left blank OPER - 108 OPERATING BUDGET MUNICIPAL COURT I JUDGE David Larson I Rebecca Robertson Presiding Judge Judge ■ Misdemeanors and Gross Misdemeanor Cases Serves as acting presiding judge in absence ■ Infractions of presiding judge ■ Civil Impounds Misdemeanor & Gross Misdemeanor Cases ■ Overall Department Management Infractions ■ Policy Planning ■ Civil Impounds ADMINISTRATION Sue White Administrator ■ Department Management ■ Budget ■ Case Flow Management ■ Probation/Security Contracts COURT SERVICES Tiziana Morgan Court Services Supervisor ■ Administrative Support ■ Accounting ■ Case processing ■ Customer Service ■ Staff Supervision OPER - 109 CITYOFFEDERAL WAY201312014 PROPOSED BUDGET MUNICIPAL COURT Responsible Manager: David Larson, Presiding Judge 2011/2012 ACCOMPLISHMENTS PERSONNEL ■ Maintain and encourage professional development for all staff ■ Held successful staff retreat on Emotional Intelligence ■ Negotiated 2012-2013 contract with Teamsters Local 763 (New Court Code of Conduct accepted by Local 763) ■ Implemented the new Court Code of Conduct COMMUNITY OUTREACH ■ Continued regular coordination meetings with Judges, Court Administrator, Court Services Supervisor, Probation, Prosecutor, and Public Defenders ■ Hosted the I" and 2nd Annual South King County District YMCA High School Mock Trial Competition in 2011 and 2012 ■ 3Cd and 4d' Annual Federal Way School District and the Federal Way Arts Commission Court Art Contest. The theme is Liberty and Justice for All. ■ Dispute Resolution Center on site at the Municipal Court in cooperation with the Dispute Resolution Center of King County ■ Both judges are involved in District and Municipal Court Judges Association activities and committees as well as other professional and civic organizations ■ Judge Larson teaches Street Law at Todd Beamer High School and is also involved in training judges and teachers on how to teach the course ■ Judge Larson taught Judicial Independence to new judges at the State Judicial College in 2011 and 2012 PROGRAMS/COST REDUCTIONS/EFFICIENCIES ■ Worked with Providence Community Corrections to develop innovative alternatives to jail that have serve as models for other jurisdictions ■ Worked with Public Defenders, Prosecutors, Probation, and Mayor to reduce the Jail ADP and jail costs ■ Started development of programs with SCORE for work release, day detention, and night detention ■ Developed violation and sanction matrix with probation to give an immediate known sanction for minor violations, which should serve to reduce court hearings and increase compliance (Increased compliance can lead to reduced jail time) ■ Renewed Inter -local Agreement with Department of Corrections for Work Crew to reduce jail costs ■ Continued Consumer Awareness Class to increase compliance, reduce warrants, and reduce jail time for revocations ■ Developed an on -site DUI Victim Panel in addition to the existing on -site Domestic Violence Victim's Panel ■ Developed new Local Court Rules in compliance with state rules and to accommodate for gaps in state rules for photo enforcement cases ■ Implemented standardized bail schedule, forms, and orders for SCORE to assure efficiencies and consistency ■ Red Light Photo Enforcement additional calendars to accommodate increased filings ■ Exceeded revenue projections for targeted cost items ■ Updated list and prioritization of conflict attorneys ■ Implemented Video Hearings with the SCORE Jail with document exchange system for court orders ■ Court Administrator worked with Court Administrators from SCORE Courts for standardized SCORE processes ■ Updated Court Video/Audio hearing equipment for SCORE video hearings ■ Changed court forms to reflect changes in legislation and court rules ■ Expanded the e-ticket traffic citations in conjunction with police ■ Conducted a court security drill with police and IT ■ Utilized South King County Multi -Service Center jobs program for temporary staff ■ Assumed Jail Coordinator job duties without additional resources and with no budget impact 2013/14 ANTICIPATED KEY PROJECTS ■ Continue to push for the development of automated courts order processing and electronic file management through an integrated system that reduces data input and increases document management efficiencies by police, prosecutors, defense attorneys, clerks, judges, and SCORE ■ Create Community Service partnerships to better serve Federal Way and provide a structured means for defendants to perform community service for fines and punishments ■ Continue to work with SCORE, police, mayor, Providence and other to develop jail and jail alternative programs that reduce costs yet assure public safety ■ Research costs and benefits of using automated notification of court dates and payment due dates to reduce warrants and increase fine collections OPER - 110 OPERATING BUDGET MUNICIPAL COURT Responsible Manager: David Larson, Presiding Judge PROPOSED PROGRAM CHANGES: Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Ongoing Programs Movedto 1-Time to Balance Budget: $ 85,000 $ (85,000) $ 85,000 $ (85,000) ProTemJudge 15,000 (15,000) 15,000 (15,000) Court Security 40,000 (40,000) 40,000 (40,000) Temporary Help 10,000 (10,000) 10,000 (10,000) Interpreter Services 20,000 (20,000) 20,000 (20,000) Ongoing Budget Reductions: $ - $ (15,000) $ - $ (15,000) Interpreter Services (15,000) - (15,000) OPER - 111 CITYOFFEDERAL WAY201312014 PROPOSED BUDGET MUNICIPAL COURT Responsible Manager: David Larson, Presiding Judge PURPOSE/DESCRIPTION: The Municipal Court is a court of limited jurisdiction that handles traffic infractions, traffic citations, and criminal citations issued in the City of Federal Way. GOALS/OBJECTIVES: • Provide an accessible forum for individuals to resolve issues • Provide a forum to settle disputes in a fair, efficient, courteous and dignified way in accordance with due process of law PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of Judicial Officers • Number of Administrator/Supervisor • Number of Clerk Staff (Actual FTE) • Traffic Infraction Filings/Parking • Non -Traffic Infraction Filings • DUI Filings • Criminal Traffic Filings • Criminal Non -Traffic Filings • Civil Filings • Photo Enforcement Filings • Total Filings • Infraction Hearings Held/Parking • DUI Hearings Held • Criminal Traffic Hearings Held • Criminal Non -Traffic Hearings Held • Photo Enforcement Hearings Held • Total Hearings Held POSITION INVENTORY: 2011 2012 2013 2014 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 9.0 9.0 9.0 9.0 12,442 9,300 9,300 9,300 458 353 353 353 248 302 302 302 1,813 1,714 1,714 1,714 2,033 1,904 1,904 1,904 12 2 2 2 15,340 29,661 29,661 29,661 32,346 43,236 43,236 43,236 5,734 5,332 5,332 5,332 1,801 1,800 1,800 1,800 3,470 2,700 2,700 2,700 7,111 6,828 6,828 6,828 4,181 7,229 7,229 7,229 22,297 23,889 23,889 23,889 Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Court Judge 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 46 Court Services Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 29 Court Clerk II 5.00 5.00 5.00 5.00 5.00 5.00 5.00 C21 Court Clerk I 4.00 4.00 4.00 4.00 4.00 4.00 4.00 C14 Total Regular Staffing 13.00 13.00 13.00 13.00 13.00 13.00 13.00 n/a Change from prior year - - - - - - - n/a Frozen Positions: Court Clerk I 1.00 1.00 1.00 1.00 1.00 C14 Grand Total Staffing 14.00 14.00 14.00 14.00 14.00 13.00 13.00 n/a OPER - 112 OPERATING BUDGET MUNICIPAL COURT Responsible Manager: David Larson, Presiding Judge HIGHLIGHTS/CHANGES: The Municipal Court's proposed operating budget totals $1,448,101 in 2013 and $1,493,957 in 2014. This is a 7.7% or $121,646 decrease from the 2012 adjusted budget. Major line item changes include: • Temporary Help - Move $15,000 pro tem pay from ongoing to one-time funded in 2013/2014 and $10,000 temporary help from ongoing to one-time funded in 2013/2014. • Professional Services - Reduce interpreter services by $15,000 in 2013/2014, move $20,000 interpreter services from ongoing to one-time funded in 2013/2014, move $40,000 court security from ongoing to one-time funded in 2013/2014. REVENUE AND EXPENDITURE SUMMARY: Obj Code 1 Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Pro osed - 12 Ad' I Adopted Adjusted Year-end $ Chg I % Chg Revenue Summary: n/a I General Gov't $ 1,428,247 $1,431,099 1 $1,645,899 $1,582,693 $1,582,693 $1,533,101 $1,578,957 1 $ (49,592) -3.1% Total Revenues: $ 1,428,247 1 $1,431,099 1 $1,645,899 1 $1,582,693 1 $1,582,693 1 $1,533,101 1 $1,578,957 1 $ (49,592) -3.1% Expenditure Summary: 110 Salaries & Wages 827,281 846,999 900,626 879,088 879,088 867,998 886,332 (11,090) -1.3% 111/1 Temporary Help 59,329 41,663 69,000 69,000 69,000 44,000 44,000 (25,000) -36.2% 120 Overtime 413 946 2,500 2,500 2,500 2,500 2,500 - 0.0% 200 Benefits 268,060 285,746 340,505 310,304 310,304 305,092 332,669 (5,212) -1.7% 31X ISupplies 5,085 3,522 7,250 7,250 1 7,250 7,250 7,250 0.0% 3XX Othr Opt Supplies 773 - 2,800 2,800 2,800 2,800 2,800 0.0% 41X Professional Svcs 75,884 87,026 131,398 131,398 131,398 56,398 56,398 (75,000) -57.1% 43X Travel & Training 2,171 3,091 4,150 4,150 4,150 4,150 4,150 0.0% 42/47 Utility &Comm 1,929 1,113 - - - - - n/a 497 Association Dues 1,650 1,750 1,100 1,100 11,100 1,100 1,100 0.0% 4XX Other Misc Exp 19,369 24,750 24,500 24,500 24,500 24,500 24,500 0.0% 9XX IS Charges-M&0 118,898 96,988 144,649 124,037 124,037 119,352 120,070 (4,684) -3.8% 9XX IS Charges -Reserves 12,659 13,294 13,621 13,621 13,621 12,961 12,188 (660) -4.8% Subtotal Operating E xp: 1 $ 1,393,501 1 $1,406,887 1 $1,642,099 1 $1,569,747 $1,569,747 $1,448,101 $1,493,957 $ (121,646) -7.7% Capital & One-time Funding: n/a I Capital & One -Time 34,747 24,212 3,800 12,946 12,946 85,000 85,000 72,054 556.6% Subtotal One-time EWp: $ 34,747 $ 24,212 $ 3,800 $ 12,946 $ 12,946 $ 85,000 $ 85,000 $ 72,054 556.6% Total Expenditures: $ 1,428,247 $1,431,099 $1,645,899 1 $1,582,693 $1,582,693 $1,533,101 $1,578,957 $ (49,592) -3.1% OPER - 113 CITY OF FEDERAL WAY 2 01312 014 PROPOSED BUDGET This page intentionally left blank OPER - 114 OPERATING BUDGET POLICE DEPARTMENT Brian J. Wilson Police Chief ■ Executive Management of the Department ■ Planning and Development of Effective Police Services ■ Regional issue and service coordination PROFESSIONAL STANDARDS Stephan Neal Administrative Commander ■ Professional Standards ■ Internal Audit ■ Incident Review OPERATIONS DIVISION Andy Hwang Deputy Police Chief • Patrol Services Tactical Patrol, Emergency Response, and General Delivery of Police Services. • Traffic Traffic Safety Education, Traffic Law Enforcement, and Traffic Accident Investigation. ■ Investigations Property Crimes Crimes Against Persons Juvenile Crime Drugs -Vice Operations Criminal Intelligence ■ Contracted Police Services School Resource Officers The Commons Mall Officers ■ Neighborhood Resource Centers ■ Safe Cities Program ■ Animal Services ADMINISTRATIVE SUPPORT Lynette Allen Executive Assistant ■ Department Support ■ Word, Data Processing ■ P--ti—/ph-P CHuai SUPPORT SERVICES DIVISION Andy Hwang Deputy Police Chief ■ Support Services Section Records Property / Evidence Crime Analysis Crime Prevention ■ Valley Communications Contract ■ Administrative Section Personnel Training Budget Fleet & Equipment Management • Community Services • Contract Administration ■ Jail Contract OPER - 115 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PO L I C E DEPARTMENT OVERVIEW Responsible Manager: Brian J. Wilson, Police Chief 2011/2012 ACCOMPLISHMENTS ■ Reduced violent crime in downtown and the surrounding area. ■ Formed a Special Operations Unit (SOU) — Bicycle Unit to provide higher police visibility in the downtown area. ■ Regional partnership with Sound Transit Police to improve safety at the Federal Way Transit Center. ■ Implemented the Animal Services Program. ■ Enhanced safety through the Registered Sex Offender Verification Program. ■ Established Crime Analysis and Prevention Specialists (CAPS) Unit as an outreach to the community, providing education and enhanced service. ■ Achieved technological advancements such as Automatic License Plate Reader (ALPR), School Zone Photo and Red Light Photo Enforcement. ■ Expanded Safe Cities Program enhancing public safety in partnership with the neighborhood and business community. ■ Regional participation in PATROL auto theft task force. ■ Implemented the Shopping Cart Recovery Program. ■ Provided resources and enforcement towards the mitigation of youth violence. ■ Achieve the Commission for Accreditation of Law Enforcement Agencies (CALEA) re -accreditation in August 2011 ■ Operational implementation of the South Correctional Entity (SCORE) facility in September of 2011 in a collaborative effort with other South County Cities. ■ Enhanced efficiency by implementing the CopLogic system for loss prevention reporting. 2013/2014 AGENCY GOALS ■ Provide for a safer community by having a positive impact on the Index and Quality of Life crimes. ■ Achieve the Commission for Accreditation of Law Enforcement Agencies (CALEA) re -accreditation in August 2014. ■ Enhance Registered Sex Offender Program (RSO) in order to enhance public safety, and provide better compliance to registration requirements. ■ Enhanced traffic safety by reducing vehicle speed in neighborhood and school zones. ■ Enhance Animal Services Unit by increasing licensing requirements and decreasing sheltering costs. ■ Provide for a safer community by advancing the Safe City Initiative and encouraging business participation. ■ Continue to provide resources in partnership with other agencies on youth violence in schools and in the community. ■ Continue with regional efforts in auto theft by participating in PATROL. OPER - 116 OPERATING BUDGET PO L I C E DEPARTMENT OVERVIEW Responsible Manager: Brian J. Wilson, Police Chief DEPARTMENT POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Director -Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58D Deputy Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 55D Commander 6.00 5.00 5.00 5.00 5.00 6.00 6.00 51C Lieutenant 14.00 12.00 12.00 12.00 12.00 13.00 13.00 45I Civilian Operations Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 46 Crime Analyst Program Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 32A Police Officer 110.00 89.00 92.00 86.00 86.00 97.00 97.00 32G Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 31 CaleaNVolunteer Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30A Crime Analyst/Prevention Specialist 2.00 1.00 1.00 1.00 1.00 1.00 1.00 30A Records Supervisor 2.00 3.00 3.00 3.00 3.00 3.00 3.00 29 Property/Evidence Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 28 Animal Services Officer 1.00 2.00 1.00 2.00 2.00 2.00 2.00 24A Animal Services Coordinator 1.00 - 1.00 - - - - 21A Jail Coordinator 1.00 - - - - - - 21A Quartermaster 1.00 1.00 1.00 1.00 1.00 1.00 1.00 21A Property/Evidence Technician 1.00 1.00 1.00 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 11.00 10.00 10.00 10.00 10.00 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 161.00 135.00 138.00 132.00 132.00 145.00 145.00 n/a Change from prior year (3.00) (26.00) 3.00 (6.00) - 13.00 - n/a Funded on a One-time Basis: Commander 1.00 1.00 1.00 1.00 - 51C Lieutenant 1.00 1.00 1.00 1.00 - - 45I Police Officers - 16.00 16.00 16.00 16.00 5.00 5.00 32G Records Supervisor 1.00 - - - - - - 29 Property/Evidence Technician - - - - - 1.00 1.00 20A Records Specialist 1.00 1 1.00 1.00 1.00 18A Frozen Positions: Lieutenant 1.00 1.00 1.00 1.00 45I Police Officer (2.0 FTE Prop 1)* 4.00 9.00 6.00 12.00 12.00 2.00 2.00 32G Records Specialist 1.00 1.00 1.00 1.00 1.00 - - 18A Grant Total Staffing 167.00 165.00 165.00 165.00 165.00 153.00 153.00 n/a * 2.0 FTE Police Officer is authorized but unfunded in 2013/2014 OPER - 117 CITY OF FEDERAL WAY 2 01312 014 PROPOSED BUDGET PO L I C E DEPARTMENT OVERVIEW Responsible Manager: Brian J. Wilson, Police Chief THE DEPARTMENT'S VISION AND VALUES: The Federal Way Police Department is a community -based police department that represents the special qualities and features of the City of Federal Way. The police department will inspire a sense of confidence and security in our citizens through professionalism, citizen involvement and creative approaches to public safety. The police department will be distinguished as a caring, competent, firm, fair, accessible, and innovative organization that actively seeks opportunities to help citizens. The police department will be a part of rather than apart from the community, fostering an efficient citizen -police partnership to insure a safe and secure city. GOALS/OBJECTIVES: The Federal Way Police Department strives to: • Provide a safe environment through community involvement, innovation, and education. • Be familiar with and practices current and modern law enforcement techniques and tactics. • Maintain a dedicated, well trained, equipped force function with integrity, accountability, and team work. OPER - 118 OPERATING BUDGET PO L I C E DEPARTMENT OVERVIEW Responsible Manager: Brian J. Wilson, Police Chief PROPOSED PROGRAM CHANGES: Year 2013 Year 2014 1-Time Ongoing 1-Time Ongoing Continue 2011/12 Programs that mere 1-Time Funded: $ 150,000 $ - $ 150,000 $ - Police Fuel Cost Increase (Fleet & Equip) 150,000 150,000 - Ongoing Programs Mowed to 1-Time to Balance Budget: $ 629000 $ (62,000) $ 62,000 $ (629000) Traffic School Overtime 12,000 (12,000) 12,000 (12,000) Repair Parts & Maintenance (Fleet & Equip) 50,000 (50,000) 50,000 (50,000) Ongoing Positions Mowed to 1-Time to Balance Budget $ 614,570 $ (614,570) $ 636,172 $ (636,172) (Restored to Ongoing in Future Bienniums) 4.0 FTE Police Officers, Gant Funded 446,333 (446,333) 454,737 (454,737) 1.0 FTE Property/Evidence Tech 71,568 (71,568) 76,213 (76,213) 1.0 FTE Police Officer, Vacant 96,669 (96,669) 105,222 (105,222) Ongoing Budget Reductions: $ - $ (25,000) $ - $ (25,000) Animal Sheltering - (25,000) - (25,000) S CORE Jail Cos t Increas e: $ 1,537,896 $ - $ 1,400,000 $ - Jail Services 1,537,896 1,400,000 - Temporary Suspension ofReplacementReserve Collection: $ - $ (8,763) $ - $ (89763) Fleet & Equipment Reserves - (8,763) - (8,763) New Program Additions: $ 45,160 $ - $ 53,320 $ - 2013 Vehicle Replacement - Replace 7 Marked & 3 Unmarked vehicles: 25,160 25,297 Veh# 6033, 6153, 6342, 6361, 6381, 6470, 6500, 5200, 5210, 5152. Current vehicles are sedans and ofwhich 4 will be converted to SUV's when replaced. Total capital costs of $402,000 in 2013 funded by $376,840 replacement reserves and $25,160 new funding. The additional capital costs increases annual replacement reserves by $25,297 beginning in 2014, ongoing funded in 2015 and beyond. 2014 Vehicle Replacement - Replace 7 Marked & 3 Unmarked vehicles: Veh# 6322, 6352, 6430, 6450, 6302, 6410, 6262, 531, 525, 5042. Current vehicles are sedans and ofwhich 2 will be converted to SUV's when replaced. Total capital costs of $394,000 in 2014 funded by replacement reserves. The additional capital costs increases annual replacement reserves by $24,536 beginning in 2015. Replace Tasers - Qty 10 in 2013 and Qty 10 in 2014. Current vendor will not 20,000 22,320 repair or support tasers that are in excess of 5 years old. 20 tasers will need to be replaced per year in order to maintain the current supply assigned. Total replacement cost of $20K in 2013 and $20K in 2014 funded by new S. Establish annual replacement reserves of collection $2,320 per year one-time funded in 2013 and 2014, ongoing funded in 2015 and beyond. Replace 2 Radar Units - Due to units cannot be economically repaired. - Total capital cost of $4,500 in 2013 funded by replacement reserves. Replace Total Station Equipment - Used for mapping both crime scenes 5,703 and major traffic collisions. The system is outdated and will soon be unsupported. Replacement is needed to ensure investigations are consistent with industry standards in order to provide the information and data for prosecution. Total 1-time capital costs of$68,000 in 2013 funded by replacement reserves of $22,960 and Traffic Safety Fund of $45,040. Ongoing annual maintenance fee of $990 is one-time funded in 2014 and ongoing funded in 2015 and beyond. Additional annual replacement reserves of $4,713 is one-time funded in 2014 and ongoing funded in 2015 and beyond. OPER - 119 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PO L I C E DEPARTMENT OVERVIEW Responsible Manager: Brian J. Wilson, Police Chief PURPOSE/DESCRIPTION: The police department utilizes a community based problem oriented approach in providing law enforcement services to its citizens. Innovative methods and advanced supplies 2.1% technology have allowed the department to enhance its overall efficiency and operational effectiveness. In combining the agencies proactive community based Svc/Chgs approach with its innovative methods, we have been able Personnel 2.1% to provide an increased level of safety to the Community. 68.6/0 The agency contracts with South Correctional Entity (SCORE) facility in a collaborative effort with other Intergov't South County Cities for housing prisoners in an effort to 16.4% maintain reduced jail costs. The police department works cooperatively with local law enforcement agencies in a regional approach when providing specialty services such Interfund as The Valley Special Weapons and Tactics Team 10.8% (SWAT) as well as police dispatch services through Valley Communications. The police department has achieved a level of success that is well recognized by both the local community as well as other law enforcement agencies. 2013/2014 will provide an opportunity for the department to continue with its goal, delivering the highest quality of law enforcement services to the community. Through teamwork and dedication, the agency will remain committed to its mission of, providing protection, education, and service to the community. The agency will continue with its pro -active approach in addressing index crimes, traffic concerns, as well as crimes that impact the quality of life for our residents. DEPARTMENT SUMMARY: Dept Code 1 Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Pro osed - 12 Ad' I Adopted Adjusted Year-end $Ch %Ch Revenue Summary: n/a General Gov't $19,734,768 $21,721,673 $20,974,131 $21,508,872 $20,985,892 $21,797,214 $22,284,970 $ 288,342 1.3% n/a Gambling Tax 493,485 511,005 214,000 168,000 98,000 145,000 145,000 (23,000) -13.7% n/a CJ Sales Tax 1,701,120 1,795,971 1,652,000 1,719,000 1,719,000 1,719,000 1,719,000 - 0.0% n/a Other Revenues 764,355 860,447 784,000 777,000 845,000 845,000 735,000 68,000 8.8% n/a Trfr in Utax 1,002,862 612,000 616,000 616,000 616,000 607,000 607,000 (9,000) -1.5% n/a Trfr in Red Light Photo 450,000 450,000 450,000 450,000 450,000 450,000 450,000 0.0% n/a Trfr in Fleet 150,000 - - - - - - n/a n/a Prop 1 Utax for OT 300,000 - - - - - - n/a n/a 504 Revenues 1,317,084 1,250,718 1,416,399 1,632,093 1,632,093 1,363,474 1,391,091 (268,619) -16.5% Total Rewnues:1 $ 25,913,674 $ 27,201,815 $ 26,106,530 $ 26,870,965 $ 26,345,985 $ 26,926,688 $ 27,332,061 $ 55,723 0.2% Expenditure Summary 91 Office of the Chief 2,561,781 2,676,928 3,165,636 3,115,845 3,115,845 3,085,165 3,081,667 (30,679) -1.0% 92-97 Support Services 5,569,290 5,371,627 5,202,396 5,016,910 5,016,910 5,178,640 5,260,663 161,730 3.2% 11X Field Operations 11,010,100 9,899,617 10,157,747 9,724,875 9,724,875 10,979,901 11,161,147 1,255,026 12.9% Subtotal Fkp W/O contract $19,141,171 $17,948,172 $18,525,779 $17,857,630 $17,857,630 $19,243,706 $19,503,478 $ 1,386,077 7.8% 98 Jail Services 2,603,564 2,647,856 1,962,000 2,305,280 1,780,300 2,234,000 2,349,000 (71,280) -3.1% 98 Valley Communications 1,594,760 1,613,390 1,927,000 1,621,000 1,621,000 1,630,843 1,787,000 9,843 0.6% 504 Fleet 502,898 437,204 538,013 538,013 538,013 488,013 488,013 (50,000) -9.3% Total Opr Exp $ 23,8429392 $ 22,646,622 $ 22,9529792 $ 2293219923 $ 21,796,943 $ 23,596,562 $ 2491279491 $ 1,2749640 5.7% Capital & One-time 0ne-Time 1,878,282 4,474,251 2,887,452 4,361,112 4,361,112 3,270,525 2,915,492 (1,090,587) -25.0% Total One-time &p $ 1,878,282 $ 4,474,251 $ 2,887,452 $ 4,361,112 $ 4,361,112 $ 3,270,525 $ 2,915,492 $ (1,090,587) -25.0% Total Expenditures: $ 25,720,674 $ 27,120,873 $ 25,840,244 $ 26,683,034 $ 26,158,054 $ 26,867,087 $ 27,042,983 $ 184,053 0.7% OPER - 120 OPERATING BUDGET PO L I C E DEPARTMENT OVERVIEW Responsible Manager: Brian J. Wilson, Police Chief HIGHLIGHTS/CHANGES: The Federal Way Police Department's primary objective will be to significantly impact crimes that impact the quality of life for our residents and fracture our families. The police department will continue to build relationships with both private and public sector partners, and the community itself to bring every resource available into our efforts. The police department will maintain its focus on continuing to identify quality individuals to fill anticipated vacancies. The agency will focus on its formal training program in an effort to keep up with ever changing trends and legal issues. The department will also focus on continued improvement of service delivery with anticipated reduced staffing, as it conducts a major review to the policies and procedures required by CALEA for National Accreditation. The Police Department's proposed operating budget totals $23,596,562 in 2013 and $24,127,491 in 2014. This is a 5.7% or $1,274,640 increase from the 2012 adjusted budget. Major line item changes include: • Salaries/Wages & Benefits - Increase is due to restoring the following positions from one-time funded to ongoing in 2013/2014: 11.0 FTE Police Officers, 1.0 FTE Police Commander, 1.0 FTE Police Lieutenant, and 1.0 FTE Records Specialist. • Overtime - Decrease of $12,000 is due to moving traffic school overtime from ongoing to one-time funded in 2013/2014. • Repairs/Maintenance - Decrease of $50,000 is due to moving some repairs/maintenance to one-time funded in 2013/2014 for Fleet/Equipment. • Other Miscellaneous Expenses - Decrease of $25,000 is due to reducing animal sheltering costs. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Pro osed - 12 Adj Adopted Adjusted Year-end $ Chg I % Chg Revenue Summary: n/a General Gov't $ 19,734,768 $21,721,673 $20,974,131 $21,508,872 $20,985,892 $21,797,214 $22,284,970 $ 288,342 1.3% n/a Prop 1 Utax for OT 300,000 - - - - - - - n/a n/a Other Revenues 764,355 860,447 784,000 777,000 845,000 845,000 735,000 68,000 8.8% n/a Gambling Tax 493,485 511,005 214,000 168,000 98,000 145,000 145,000 (23,000) -13.7% n/a CJ Sales Tax 1,701,120 1,795,971 1,652,000 1,719,000 1,719,000 1,719,000 1,719,000 - 0.0% n/a Trfr in Utax 1,002,862 612,000 616,000 616,000 616,000 607,000 607,000 (9,000) -1.5% n/a Trfr in Red Light Photo 450,000 450,000 450,000 450,000 450,000 450,000 450,000 0.0% n/a Trfr in Fleet 150,000 - - - - - - n/a n/a 504 Revenues 1,317,084 1,250,718 1,416,399 1,632,093 1,632,093 1,363,474 1,391,091 (268,619) -16.5% Total Revenues: $ 25,913,674 $ 27,201,815 $ 26,106,530 $ 26,870,965 $ 26,345,985 $ 26,926,688 $ 27,332,061 $ 55,723 0.2% Expenditure Summary: 110 Salaries & Wages 12,111,253 10,442,491 10,907,817 10,436,618 10,436,618 11,364,742 11,380,671 928,124 8.9% 111/1 Temporary Help - - 2,500 2,500 2,500 2,500 2,500 - 0.0% 120 Overtime 502,979 808,709 772,627 772,627 772,627 760,627 760,627 (12,000) -1.6% 200 Benefits 3,824,236 3,488,733 3,686,435 3,538,608 3,538,608 4,051,589 4,301,932 512,981 14.5% 31X Supplies 141,039 150,279 116,347 131,347 131,347 129,847 129,847 (1,500) -1.1% 3XX Othr Opr Supplies 359,082 301,351 373,291 358,291 358,291 358,291 358,291 0.0% 41X Professional Svcs 69,851 161,711 75,450 75,450 75,450 75,450 75,450 0.0% 43X Travel & Training 101,333 91,250 121,085 101,802 101,802 101,802 101,802 0.0% 42/47 Utility &Comm 2,186 4,192 1,699 1,699 1,699 1,699 1,699 0.0% 48X Repairs & Mtc 183,617 185,835 256,302 256,302 256,302 206,302 206,302 (50,000) -19.5% 497 Association Dues 2,749 2,206 4,390 4,390 4,390 4,390 4,390 - 0.0% 4XX Other Misc Exp 108,074 131,451 141,500 141,500 141,500 116,500 116,500 (25,000) -17.7% 5XX Intgvtl Srvs/Taxes 4,199,513 4,559,664 3,889,150 3,942,847 3,417,867 3,881,410 4,152,567 (61,437) -1.6% 600 Capital Outlays 1,057 777 - - - - - - n/a 9XX IS Charges-M&0 1,272,855 1,403,844 1,696,153 1,649,896 1,649,896 1,619,487 1,630,306 (30,410) -1.8% 9XX IS Charges -Reserves 962,567 914,130 908,046 908,046 908,046 921,927 904,607 13,881 1.5% Subtotal Operating Exp. $ 23,842,392 $ 22,646,622 $ 22,952,792 $ 22,321,923 $ 21,796,943 $ 23,596,562 $ 24,127,491 $ 1,274,640 5.7% Capital & One-time Funding: n/a I Capital & One -Time 1,878,282 4,474,251 2,887,452 4,361,112 4,361,112 3,270,525 2,915,492 (1,090,587) -25.0% Subtotal One-time Extr $ 1,878,282 $ 4,474,251 $ 2,887,452 $ 4,361,112 $ 4,361,112 $ 3,270,525 $ 2,915,492 $ (1,090,587) -25.0% Total Expenditures: $ 25,720,674 $ 27,120,873 $ 25,840,244 $ 26,683,034 $ 26,158,054 $ 26,867,087 $ 27,042,983 $ 184,053 0.7% OPER - 121 CITYOFFEDERAL WAY201312014 PROPOSED BUDGET POLICE ADMINISTRATION Responsible Manager: Brian J. Wilson, 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, Deputy Chief of Police, and an Executive Assistant. GOALS/OBJECTIVES: • Overall Leadership and Management of the Police Department • The establishment of Goals and Objectives • Enhance the safety and quality of life for citizens • Increase the operational efficiency and effectiveness of the agency PERFORMANCE MEASURES: 2013 Proposed Expenditures by Category hiterfund Personnel 81.2% 18.2% Supplies 0.1% Svc/Chgs 0.5% Type/Description Workload Measures: • Number of volunteer hours • Number of staff hired • Number of Public Disclosure Requests Outcome Measures: • Total hours of training • Number of Standards Investigations (Internal Investigations.) • Total Index Crimes • Total Jail Costs Efficiency Measures: • Average vacancy rate (sworn) • Annual change to Index Crimes • % of people receiving citations that attend Traffic School • % of Standard Investigations from Calls for Service POSITION INVENTORY: 2011 2012 2013 2014 8,164 8,000 8,000 8,000 0 5 3 4 1,861 1,900 1,900 1,900 17,189 17,000 17,000 17,000 8 10 10 10 4,784 4,800 4,800 4,800 $2,647,856 $2,305,280 $2,234,000 $2,349,000 2% 4% 4% 4% -5.2% -2% -2% -2% 15% 15% 15% 15% .015% .015% .015% .015% Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58D Deputy Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 55D Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 31 Total Regular Staffing 3.00 3.00 3.00 3.00 3.00 3.00 3.00 n/a Change from prior year - - - - - - - n/a Grant Total Staffing 3.00 3.00 3.00 3.00 3.00 3.00 3.00 n/a OPER - 122 OPERATING BUDGET POLICE ADMINISTRATION Responsible Manager: Brian J. Wilson, 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, in substations at the Commons Mall, the Westway community, 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 Department's internal service charges are budgeted in the Office of the Chief of Police. The Police Administration Division's proposed operating budget totals $3,085,165 in 2013 and $3,081,667 in 2014. This is a 1.0% or $30,679 decrease from the 2012 adjusted budget. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 1 2012 I 2013 Proposed 2014 Proposed 13 Proposed -12 Ad' I Adopted Adjusted Year-end $ Chg I % Chg Revenue Summary: n/a General Gov't $ 31170,342 $3,201,849 $3,314,476 $3,773,695 $3,773,695 $3,375,365 $3,334,987 $ (398,330) -10.6% n/a Prop 1 Utax for OT 300,000 n/a Total Revenues: $ 3,470,342 $ 3,201,849 $ 3,314,476 $ 3,773,695 $ 3,773,695 $ 3,375,365 $ 3,334,987 $ (398,330) -10.6% Expenditure Summary: 110 Salaries & Wages 213,588 201,180 214,728 214,728 214,728 201,192 201,192 (13,536) -6.3% 120 Overtime 53,615 122,159 302,000 302,000 302,000 302,000 302,000 - 0.0% 200 Benefits 56,189 57,517 62,711 59,177 59,177 58,562 61,565 (615) -1.0% 31X Supplies 1,165 2,757 2,702 2,702 2,702 2,702 2,702 - 0.0% 3XX Othr Opr Supplies - 66 500 500 500 500 500 - 0.0% 41X Professional Svcs 1,093 343 13,000 13,000 13,000 13,000 13,000 - 0.0% 43X Travel & Training 23,902 12,738 - - - - - - n/a 42/47 Utility & Comm 23 - - - - - - n/a 497 Association Dues 895 500 1,500 1,500 1,500 1,500 1,500 - 0.0% 4XX Other Misc Exp 10,914 (2,603) - - - - - - n/a 5XX Intgvtl Srvs/Taxes 80 - - - - - - - n/a 9XX IS Charges-M&0 1,237,751 1,368,140 1,660,449 1,614,192 1,614,192 1,583,783 1,594,602 (30,410) -1.9% 9XX I IS Charges -Reserves 1 962,567 914,130 908,046 908,046 1 908,046 921,927 904,607 13,881 1.5% Subtotal Operating Exp: 1 $ 2,561,781 $ 2,676,928 $ 3,165,636 $ 3,115,845 1 $ 3,115,845 $ 3,085,165 $ 3,081,667 $ (30,679) -1.0% Capital & One-time Funding: n/a I Capital & One -Time 908,561 524,921 148,840 657,851 657,851 290,200 253,320 (367,651) -55.9% Subtotal One-time Exp: $ 908,561 $ 524,921 $ 148,840 $ 657,851 $ 657,851 $ 290,200 $ 253,320 $ (367,651) -55.9% Total Expenditures: $ 3,470,342 $ 3,201,849 $ 3,314,476 $ 3,773,695 $ 3,773,695 $ 3,375,365 $ 3,334,987 $ (398,330) -10.6% OPER - 123 CITYOFFEDERAL WAY201312014 PROPOSED BUDGET POLICE SUPPORT SERVICES Responsible Manager: Andy Hwang, Deputy Chief PURPOSE/DESCRIPTION: The Support Services Division consists of the department's Records Section, the Property/Evidence Unit, 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 ProAct Team in to identify crime patterns and take proactive enforcement steps to address the pattern. Each section is directed by a Commander or Civilian Manager that reports to the Deputy Police Chief. The sections provide the services described below. Proyertv/Evidence Unit • Catalogue and store evidence/property • Ensure proper return or disposal of evidence/property • Assist in the effective management and processing of evidence Records Section Administrative Section • Maintenance of records • Oversight of professional standards • Provision of public records • Coordination of training • Data entry • Coordination of recruiting/hiring • Management of court orders • Organization of crime prevention • Crime Analysis • Identification of community resources • Management of telephone and on-line • Budget and financial oversight reporting POSITION INVENTORY: Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Commander 2.00 2.00 2.00 2.00 2.00 2.00 2.00 51C Lieutenant 4.00 2.00 2.00 2.00 2.00 3.00 3.00 45I Civilian Operations Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 46 Police Officer 27.00 25.00 25.00 25.00 25.00 27.00 27.00 32G Crime Analyst/Prevention Specialist 2.00 1.00 1.00 1.00 1.00 1.00 1.00 30A Crime Analyst Program Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 32A Calea/Volunteer Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30A Records Supervisor 2.00 3.00 3.00 3.00 3.00 3.00 3.00 29 Property/Evidence Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 28 Jail Coordinator 1.00 - - - - - 21A Quartermaster 1.00 1.00 1.00 1.00 1.00 1.00 1.00 21A Property/Evidence Technician 1.00 1.00 1.00 1.00 1.00 - - 20A Administrative Assistant I 2.00 2.00 2.00 2.00 2.00 2.00 2.00 18A Records Specialist 11.00 10.00 10.00 10.00 10.00 1 11.00 11.00 15A Customer Service Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 14 Total Regular Staffing 58.00 52.00 52.00 52.00 52.00 55.00 55.00 n/a Change from prior year 1 (3.00) (6.00) 3.00 1 - n/a Funded on a One-time Basis: Lieutenant 1.00 1.00 1.00 1.00 - 45I Police Officers - 2.00 2.00 2.00 2.00 32G Records Supervisor 1.00 - - - - 29 Records Specialist - 1.00 1.00 1.00 1.00 - - 18A Property/Evidence Technician - - - - 1.00 1.00 20A Frozen Positions: Lieutenant - 1.00 1.00 1.00 1.00 - - 45I Records Specialist 1.00 1.00 1.00 1.00 1.00 - - 18A Grant Total Staffing 60.00 58.00 58.00 58.00 58.00 56.00 1 56.00 n/a OPER - 124 OPERATING BUDGET POLICE SUPPORT SERVICES Responsible Manager: Andy Hwang, Deputy Chief HIGHLIGHTS/CHANGES: The Administrative Section will continue to evaluate staffing levels and responsibilities as well as the 2014 National Re - Accreditation. The Records Section is managing ongoing changes to its environment as the department moves through its technological advances. Field laptop report writing, the establishment of 802.11 wireless coverage and the move toward automated recording of property and evidence handling will be focus issues for the agency requiring a great deal of support from the records section. The Police Support Services' proposed operating budget totals $9,531,496 in 2013 and $9,884,676 in 2014. This is a 0.5% or $50,293 increase from the 2012 adjusted budget. Major line item changes include: • Salaries/Wages & Benefits - Increase is due to restoring the following positions from one-time funded to ongoing in 2013/2014: 2.0 FTE Police Officers, 1.0 FTE Police Lieutenant, and 1.0 FTE Records Specialist and is offset by moving 1.0 FTE Property/Evidence Technician from ongoing funded to one-time funded in 2013/2014. • Repairs/Maintenance - Decrease of $50,000 is due to moving some repairs/maintenance to one-time funded in 2013/2014 for Fleet/Equipment. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed -12 Adj I Adopted I Adjusted I Year-end $Chg I %Chg Revenue Summary: n/a General Gov't $ 9,230,412 $10,522,770 $ 8,801,802 $ 9,399,596 $ 8,764,616 $ 9,852,947 $10,182,877 $ 453,351 4.8% n/a Other Revenues 688,755 811,922 697,000 690,000 800,000 800,000 690,000 110,000 15.9% n/a 504 Revenues 1,317,084 1,250,718 1,416,399 1,632,093 1,632,093 1,363,474 1,391,091 (268,619) -16.5% Total Revenues: $ 11,236,250 $12,585,411 $10,915,201 $11,721,689 $11,196,709 $12,016,421 $12,263,968 $ 294,732 2.5% Expenditure Summary: 110 Salaries & Wages 4,002,454 3,467,853 3,587,134 3,504,610 3,504,610 3,571,896 3,574,572 67,286 1.9% 111/1 Temporary Help - - 2,500 2,500 2,500 2,500 2,500 - 0.0% 120 Overtime 58,969 136,815 65,000 65,000 65,000 65,000 65,000 0.0% 200 Benefits 1,202,275 1,090,210 1,220,492 1,120,396 1,120,396 1,216,340 1,295,687 95,944 8.6% 31X Supplies 117,847 87,365 69,395 84,395 84,395 82,895 82,895 (1,500) -1.8% 3XX Othr Opr Supplies 319,037 263,343 304,053 289,053 289,053 289,053 289,053 0.0% 41X Professional Svcs 63,832 157,000 60,450 60,450 60,450 60,450 60,450 0.0% 43X Travel & Training 31,993 42,136 121,085 101,802 101,802 101,802 101,802 0.0% 42/47 Utility & Comm 1,411 2,663 104 104 104 104 104 0.0% 48X Repairs &Mtc 170,125 174,902 248,302 248,302 248,302 198,302 198,302 (50,000) -20.1% 497 Association Dues 1,029 927 2,040 2,040 2,040 2,040 2,040 0.0% 4XX Other Misc Exp 67,001 51,603 24,000 24,000 24,000 24,000 24,000 0.0% 5XX Intgvtl Srvs/Taxes 4,199,433 4,559,557 3,889,150 3,942,847 3,417,867 3,881,410 4,152,567 1 (61,437) -1.6% 600 Capital Outlays (0) (0) - - - - - n/a 9XX IS Charges-M&0 35,104E$10,]0770,077 ,704 35,704 35,704 35,704 35,704 35,704 Subtotal Operating Exp: $ 10,270,511 $ 9,629,409 $ 9,481,203 $ 8,956,223 $ 9,531,496 $ 9,884,676 $ 50,293 Capital & One-time Funding: n/a I Capital & One -Time 772,739 2,434,392 1,019,506 2,052,555 2,052,555 2,425,324 2,090,213 372,769 18.2% Subtotal One-time Exp: $ 772,739 $ 2,434,392 $ 1,019,506 $ 2,052,555 $ 2,052,555 $ 2,425,324 $ 2,090,213 $ 372,769 18.2% Total Expenditures: $ 11,043,250 $12,504,469 1 $10,648,915 $11,533,758 $11,008,778 S 11,956,820 $11,974,890 $ 423,062 3.7% OPER - 125 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET POLICE FIELD OPERATIONS DIVISION Responsible Manager: Andy Hwang, Deputy Chief PURPOSE/DESCRIPTION: The Operations Division provides a 24-hour response to calls for service, investigates crimes, enforce laws, ordinances, and public orders with uniformed patrol and traffic units. In addition to the delivery of general police services, the Operations Division also provides special uniformed police officers in the following capacities: Special Operations Unit (bicycle team), four high school resource officers, police services at Commons Mall, three K-9 officers, SWAT (Special Weapons and Tactics Team) and a Nationally Certified Bomb Unit. 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 Outcome Measures: • Criminal case numbers drawn • Field Interview Card completed • Number of Orders of Protection served • % of CPS referrals resulting in police action • Total arrests Efficiency Measures: • % of criminal cases filed by CIS • Response time to Emergency Calls (includes Priority 1 calls) • Average response time (for all calls for service) • % of arrests requiring force POSITION INVENTORY: 2043 Proposed Expenditures by Category Supplies 1.0% Svc/Chgs 1.0% Personnel 98.0% 2011 2012 2013 2014 53,789 55,000 55,000 55,000 679 500 500 500 18,483 18,000 18,000 18,000 5,978 6,000 6,000 6,000 290 300 300 300 70% 70% 70% 70% 6,113 6,000 6,000 6,000 54% 50% 50% 50% 3.98 3.98 3.98 3.98 13.41 13.41 13.41 13.41 .2% .2% .2% .2% Positions 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed Grade Adopted Adjusted Year-end Commander 4.00 3.00 3.00 3.00 3.00 4.00 4.00 51C Lieutenant 10.00 10.00 10.00 10.00 10.00 10.00 10.00 45I Police Officer 83.00 64.00 67.00 61.00 61.00 70.00 70.00 32G Animal Services Officer 1.00 2.00 1.00 2.00 2.00 2.00 2.00 24A Animal Services Coordinator 1.00 - 1.00 - - - - 21A Administrative Assistant I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 18A Total Regular Staffing 100.00 80.00 83.00 77.00 77.00 87.00 87.00 n/a Change from prior year - (20.00) 3.00 (6.00) - 10.00 - n/a Funded on a One-time Basis: Commander 1.00 1.00 1.00 1.00 51 C Police Officers 14.00 14.00 14.00 14.00 5.00 5.00 32G Frozen Positions: Police Officer (2.0 FTE Prop 1)* 4.00 9.00 6.00 12.00 12.00 2.00 2.00 32G Grand Total Staffing 104.00 104.00 104.00 104.00 104.00 94.00 94.00 n/a * 2.0 FTE Police Officer is authorized but unfunded in 2013/2014 OPER - 126 OPERATING BUDGET POLICE FIELD OPERATIONS DIVISION Responsible Manager: Andy Hwang, Deputy Chief HIGHLIGHTS/CHANGES: The Patrol Section staffing model will provide effective and efficient patrol service with the allocated staffing model. Patrol Officers well be assigned a sector to maintain continuity, reduce response time and will be proactive in finding solutions for on- going neighborhood or crime problems. The ProAct 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 $10,979,901 in 2013 and $11,161,147 in 2014. This is a 12.9% or $1,255,026 increase from the 2012 adjusted budget. Major line item changes include: • Salaries/Wages & Benefits - Increase is due to restoring the following positions from one-time funded to ongoing in 2013/2014: 9.0 FTE Police Officers and 1.0 FTE Police Commander. • Overtime - Decrease of $12,000 is due to moving traffic school overtime from ongoing to one-time funded in 2013/2014. • Other Miscellaneous Expenses - Decrease of $25,000 is due to reducing animal sheltering costs. REVENUE AND EXPENDITURE SUMMARY: Code Item 2010 Actual 2011 I Actual 1 2012 2013 Proposed 2014 I Proposed 13 Proposed - 12 Ad' I Adopted I Adjusted Year-end $Ch %Ch Revenue Summary: n/a General Gov't $ 7,334,015 $ 7,997,055 $ 8,857,853 $ 8,335,581 $ 8,447,581 $ 8,568,902 $ 8,767,106 $ 233,321 2.8% n/a Gambling Tax 493,485 511,005 214,000 168,000 98,000 145,000 145,000 (23,000) -13.7% n/a CJ Sales Tax 1,701,120 1,795,971 1,652,000 1,719,000 1,719,000 1,719,000 1,719,000 - 0.0% n/a Other Revenues 75,600 48,525 87,000 87,000 45,000 45,000 45,000 (42,000) -48.3% n/a Trfr in Utax 1,002,862 612,000 616,000 616,000 616,000 607,000 607,000 (9,000) -1.5% n/a Trfr in Red Light Photo 450,000 450,000 450,000 450,000 450,000 450,000 450,000 0.0% n/a Trfr in Fleet 150,000 - - - - - - n/a Total Revenues: $ 11,207,082 $11,414,556 $11,876,853 $11,375,581 $11,375,581 $11,534,902 $11,733,106 $ 159,321 1.4% Expenditure Summary: 110 Salaries & Wages 7,895,211 6,773,458 7,105,955 6,717,280 6,717,280 7,591,654 7,604,907 874,374 13.0% 120 Overtime 390,395 549,735 405,627 405,627 405,627 393,627 393,627 (12,000) -3.0% 200 Benefits 2,565,772 2,341,006 2,403,232 2,359,035 2,359,035 2,776,687 2,944,680 417,652 17.7% 31X Supplies 22,028 60,156 44,250 44,250 44,250 44,250 44,250 - 0.0% 3XX Othr Opr Supplies 40,045 37,942 68,738 1 68,738 68,738 68,738 68,738 0.0% 41X Professional Svcs 4,926 4,368 2,000 2,000 2,000 2,000 2,000 0.0% 43X Travel & Training 45,438 36,376 - - - - - n/a 42/47 Utility & Comm 752 1,529 1,595 1,595 1,595 1,595 1,595 0.0% 48X Repairs &Mtc 13,492 10,933 8,000 8,000 8,000 8,000 8,000 0.0% 497 Association Dues 825 779 850 1 850 850 850 850 0.0% 4XX Other MiscExp 30,160 82,451 117,500 117,500 117,500 92,500 92,500 (25,000) -21.3% 5XX Intgvtl Srvs/Taxes - 107 - - - - - n/a 600 1 Capital Outlays 1,057 777 n/a Subtotal Operating Exp: $ 11,010,100 $ 9,899,617 $10,157,747 $ 9,724,875 $ 9,724,875 $10,979,901 1 $1191619147 1 $ 1,255,026 1 12.9% Capital & One-time Funding: n/a I Capital & One -Time 196,982 1,514,938 1,719,106 1,650,706 1,650,706 555,001 1 571,959 1 (1,095,705) -66.4% Subtotal One-time Exp: $ 196,982 $ 1,514,938 $ 1,719,106 $ 1,650,706 $ 1,650,706 $ 555,001 $ 571,959 1 $ (1,095,705) -66.4% Total Expenditures: $ 11,207,082 $11,414,556 $11,876,853 $11,375,581 $11,375,581 $11,534,902 $11,733,106 1 $ 159,321 1.4% OPER - 127 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET POLICE FIELD OPERATIONS DIVISION Responsible Manager: Andy Hwang, Deputy Chief PERFORMANCE MEASURES: Type/Description 2011 Workload Measures: • Number of neighborhood and community meetings attended 234 • Number of Orders of Protection processed 1,840 • Number of Police Officer applicants 110 Outcome Measures: • Number of false alarms with police response 1,560 • Number of firearms received into Property/Evidence 144 • Number of police officer candidate background investigations 10 • Number of training hours provided internally by FWPD 5,000 Efficiency Measures: • % of false alarms that are billable* 8% • % of background investigations resulting in qualified 50% candidate • % of training hours provided internally by FWPD 40% *Owners of alarmed buildings get three warning each fiscal year prior to being billed 2012 2013 2014 225 225 225 1,850 1,850 1,850 104 104 104 1,500 1,500 1,500 140 140 140 10 10 10 5,000 5,000 5,000 8% 8% 8% 50% 50% 50% 40% 40% 40% OPER - 128 CITYOF FEDERAL WAY201312014 PROPOSED BUDGET BUDGET BYFUND 001: GENERAL FUND PURPOSE/DESCRIPTION: The General Fund is used to account for all receipts and disbursement transactions associated with ordinary City operations that are not required to be accounted for in another fund. This fund is both tax and general revenue supported. The fund is divided into nine primary departments: City Council, Mayor's Office, Municipal Court, Law, Finance, Human Resources, Community Development, Police Department, and Parks, Recreation and Cultural Services. Within the General Fund is the Contingency Reserve Fund. The Contingency Reserve Fund was established per the budget policies which states..."City shall establish an appropriated Contingency Reserve in order to accommodate unexpected operational changes, legislative impacts, or other economic events affecting the City's operations which could not have been reasonably anticipated at the time the budget was prepared. Funding shall be targeted at three (3) percent of the City's operating expenditures." 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, and utility tax transfer. 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. City fiscal policy requires ongoing expenditures be funded with ongoing revenues, therefore, beginning fund balance from prior year are primarily used for one-time and/or capital purposes. The following two pages present a sources and uses summary of the departmental budgets which comprise the General Fund. Also included is expenditure by object summary. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $Chg I %Chg REVENUES Property Tax $ 9,614,187 $ 9,672,887 $ 9,625,000 $ 9,825,000 $ 9,825,000 $ 9,923,000 $ 10,022,000 $ 98,000 1.0% Local Sales Tax 10,708,951 10,858,381 10,791,000 10,586,000 10,586,000 10,692,000 10,799,000 106,000 1.0% Criminal Justice Sales Tax 1,701,120 1,795,971 1,652,000 1,719,000 1,719,000 1,719,000 1,719,000 - 0.0% Gambling Tax 493,485 511,005 214,000 168,000 98,000 145,000 145,000 (23,000) -13.7% Leasehold Excise Tax 5,757 6,259 4,000 6,000 6,000 6,000 6,000 - 0.0% Liquor Excise Tax 438,392 434,957 442,000 448,000 224,000 - - (448,000) -100.0% Liquor Profits Tax 708,559 622,476 - 553,000 472,000 646,000 646,000 93,000 16.8% Criminal Just - State Shared 294,350 278,186 97,000 187,000 277,000 187,000 95,000 - 0.0% DUI Cities 16,317 19,061 16,000 16,000 16,000 16,000 16,000 0.0% Franchise Fees 980,891 988,948 945,000 981,000 981,000 981,000 981,000 0.0% Business Licenses 251,620 253,992 244,000 252,000 252,000 252,000 252,000 0.0% Building Permits 673,528 559,290 717,147 564,000 682,000 588,000 602,000 24,000 4.3% Electrical Permits 168,176 171,678 154,000 154,000 154,000 158,000 162,000 4,000 2.6% Zoning Fees 51,856 50,376 89,000 89,000 89,000 91,000 93,000 2,000 2.2% Plan Check Fees 372,092 284,699 295,000 295,000 295,000 302,000 310,000 7,000 2.4% Fines & Forfeits 1,558,931 1,484,953 1,595,500 1,500,500 1,431,000 1,431,000 1,431,000 (69,500) -4.6% Security & Protection 688,755 811,922 697,000 690,000 800,000 800,000 690,000 110,000 15.9% Traffic School 75,600 48,525 87,000 87,000 45,000 45,000 45,000 (42,000) -48.3% Animal Licenses 32,420 95,481 272,000 153,000 50,000 30,000 30,000 (123,000) -80.4% Recreation Fees 913,831 956,607 849,778 937,364 937,364 937,000 937,000 (364) 0.0% Interest Earnings 31,242 19,902 73,000 32,000 16,000 24,000 29,000 (8,000) -25.0% Miscellaneous 319,832 302,596 299,000 299,000 299,000 240,000 240,000 (59,000) -19.7% Tsfr In Red Light Photo - CT 50,000 50,000 50,000 50,000 50,000 50,000 50,000 0.0% Tsfr In Red Light Photo - PD 450,000 450,000 450,000 450,000 450,000 450,000 450,000 0.0% Admin/Cash Mgmt Fee/Lobbyist 620,891 445,117 566,597 466,597 466,598 473,117 472,315 6,520 1.4% Tsfr In - Redir. Overlay Utax - - - - - 600,000 600,000 600,000 n/a Tsfr In Utax - Admin Fee 64,622 48,000 49,000 49,000 49,000 48,000 48,000 (1,000) -2.0% Tsfr In Utax - Cpark, New Parks 361,620 274,000 276,000 276,000 276,000 272,000 272,000 (4,000) -1.4% Tsfr In Utax - Comm/Arts Events 119,070 97,000 97,000 97,000 97,000 96,000 96,000 (1,000) -1.0% Tsfr In Utax - PD (05/06) position 1,002,862 612,000 616,000 616,000 616,000 607,000 607,000 (9,000) -1.5% Tsfr In Utax - Jail Contract Costs - - - 925,000 400,020 - - (925,000) -100.0% Tsfr In Utax - Voters Package 2,854,878 2,769,553 3,340,000 2,980,187 2,980,187 2,980,187 2,980,187 - 0.0% Tsfr In Utax - Baseline Support 4,126,652 3,319,000 2,980,296 3,340,000 1 3,340,000 3,293,000 3,293,000 (47,000) -1.4% Total Operating Revenues: $ 39,750,487 $ 38,292,822 $ 37,583,318 $ 38,791,648 1 $ 37,979,169 $ 38,082,304 $ 38,118,502 $ (709,344) -1.8% FUND - 1 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 001: GENERAL FUND (continued) SOURCES AND USES: (CONT.) Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 113 Proposed - 12 Adj I Adopted I Adjusted Year-end $ Ch % Ch EXPENDITURES City Council $ 279,241 $ 336,760 $ 411,985 $ 310,547 $ 310,547 $ 327,605 $ 329,289 $ 17,058 5.5% Mayor's Office 867,669 506,457 818,996 555,187 555,187 552,500 569,134 (2,687) -0.5% Public Defender 439,440 410,698 459,680 459,680 459,680 459,680 459,680 - 0.0% Human Services Operations 329,538 235,495 177,539 288,258 288,258 222,139 228,014 (66,119) -22.9% Human Services Organizations 430,000 410,225 430,000 430,000 430,000 430,000 430,000 - 0.0% Municipal Court 1,393,501 1,406,887 1,642,099 1,569,747 1,569,747 1,448,101 1,493,957 (121,646) -7.7% Criminal Legal Services 662,737 577,382 671,580 664,258 664,258 706,256 719,954 41,998 6.3 % Civil Legal Services 691,852 678,124 775,555 747,843 747,843 746,208 761,746 (1,635) -0.2% Human Resources/City Clerk 851,031 732,248 927,111 846,613 846,613 789,275 799,481 (57,338) -6.8% Finance 870,311 829,847 925,469 891,313 891,313 882,986 897,201 (8,327) -0.9% Community Development 2,638,839 2,040,584 2,355,767 2,126,296 2,126,295 2,121,972 2,162,109 (4,324) -0.2% Economic Development 191,166 81,420 175,446 99,911 99,911 101,929 102,942 2,018 2.0% Jail Contract Costs (Ops & Debt) 2,603,564 2,647,856 1,962,000 2,305,280 1,780,300 2,234,000 2,349,000 (71,280) -3.1 % 911 Dispatch 1,594,760 1,613,390 1,927,000 1,621,000 1,621,000 1,630,843 1,787,000 9,843 0.6% Police Department 19,103,671 17,910,672 18,488,279 17,820,130 17,820,129 19,206,206 19,465,979 1,386,076 7.8% Police - Safe City 37,500 37,500 37,500 37,500 37,500 37,500 37,500 - 0.0 Parks, Recr & Cultural Svcs 3,805,813 3,478,515 3,634,458 3,664,684 3,664,684 3,528,751 3,570,781 (135,933) -3.7% CW-Unallocated - - (109,636) - - (185,529) (191,922) (185,529) n/a PW-General/Street Fund Subsidy 1,736,483 1,743,870 1,871,568 2,045,463 2,045,463 2,045,665 2,090,562 202 0.0% Workers Comp - - - - - 54,000 54,000 54,000 n/a Total Operating Expenditures: $ 38,527,116 $ 35,677,930 S 37,582,396 $ 36,483,710 $ 35,958,728 $ 37,340,087 $ 38,116,407 $ 856,377 2.3% Oper RevOvEr/(Under) Eip $ 1,223,371 $ 2,614,892 $ 922 $ 2,307,938 $ 2,020,441 $ 742,217 $ 2,095 $ (1,565,721) -67.8 OTBER FINANCING SOURCES Trfr In - Project Specific $ 150,000 $ 820,000 $ - $ 22,000 $ 22,000 $ - $ - $ (22,000) -100.0% Tsfr In - Traffic Safety Fund - 375,000 - - - 45,040 - 45,040 n/a Tsfr In - CIP Project Savings 61,235 3,800,000 - - - - - - n/a Tsfr In - Redirect Overlay - 600,000 600,000 600,000 600,000 (600,000) -100.0 % Human Services Donation 12,029 6,438 - - - - - - n/a Tsfr In - Downtown CIP For EDC 13,720 - - - - - - - n/a Automation Fees/Pass-Thru/Abate. 38,334 34,645 - 3,147 3,147 8,281 8,577 5,134 163.1% Tsfr In - Prop 1 - - 4,061 - - - - - n/a Tsfr In - Utax Prop 1 PD OT 300,000 - - - - - - - n/a Police Grants 457,195 746,915 345,432 601,806 601,806 345,432 - (256,374) -42.6% Court Fines & Forfeitures - 11,106 (35,000) 4,979 4,979 - (4,979) -100.0% State & Federal Seizures 176,072 93,043 7,000 7,000 (7,000) -100.0% Explorer & Police Donations 11,858 - - - - - - - n/a Other/Grants/Contributions 33,389 281,161 (30,000) 96,958 96,958 485,746 - 388,788 401.0% Liquor Additional - - - - 237,309 - - - n/a Total Other Financing Sources $ 1,253,832 $ 6,768,308 $ 884,493 $ 1,335,890 $ 1,573,199 $ 884,499 $ 8,577 $ (451,391) -33.8% OTBER FINANCING USES City Council $ 79,972 $ 62,773 $ 73,845 $ 73,092 $ 73,092 $ 58,845 $ 58,845 $ (14,247) -19.5% Mayor's Office 19,791 249,134 - 103,982 108,982 7,171 7,171 (96,811) -93.1% Public Defender - 14,497 60,000 60,000 60,000 10,000 10,000 (50,000) -83.3 % Human Svcs/CDBGNSP 3 61,945 157,577 114,500 147,899 142,899 101,000 101,000 (46,899) -31.7% Municipal Court 34,745 24,212 3,800 12,946 12,946 85,000 85,000 72,054 556.6% Economic Develop. 99,691 34,438 27,500 132,666 132,666 27,500 27,500 (105,166) -79.3% Law 64,766 85,240 71,017 1 229,636 229,636 - - (229,636) -100.0% Human Resources 110,592 48,170 12,720 17,031 17,031 75,000 75,000 57,969 340.4% Finance 47,460 59,959 35,479 14,363 14,363 10,000 10,000 (4,363) -30.4% Community Develop. 103,962 243,609 114,511 381,450 336,922 91,887 47,655 (289,563) -75.9% Jail Services - 1,656,359 - 631,720 631,720 1,537,896 1,400,000 906,176 143.4% Police Department 1,182,257 1,993,460 2,275,353 2,712,083 2,712,083 916,770 901,492 (1,795,313) -66.2% Parks & Recreation 25,181 136,128 142,692 378,240 428,240 270,157 275,341 (108,083) -28.6% Seizure Expenses 74,840 91,859 - 111,160 111,160 - - (111,160) -100.0% Public Works 117,999 - 309,340 531,270 531,270 177,420 191,714 (353,850) -66.6% ISUnallocated 261,077 320,046 43,497 1,088,216 1,088,216 462,893 569,231 (625,323) -57.5% Contingency Resery Fund - - (118,449) 1,111,698 - 1,125,000 27,000 13,302 1.2% Total Other Financing Uses $ 2,284,278 $ 5,177,461 $ 3,165,805 $ 7,737,452 $ 6,631,226 $ 4,956,539 $ 3,786,949 $ (2,780,913) -35.9 Total Rev& Other Sources $ 41,004,319 $ 45,061,130 $ 38,467,811 $ 40,127,538 $ 39,552,368 $ 38,966,803 $ 38,127,079 $ (1,160,735) -2.9 % Total Exp & Other Uses $ 40,811,394 $ 40,855,391 $ 40,748,201 $ 44,221,162 $ 42,589,954 $ 42,296,626 $ 41,903,356 1 $ (1,924,536) -4.4 % Beginning Fund Balance, 1/1 $ 8,245,195 $ 8,438,120 $ 5,081,826 $ 12,643,859 $ 12,643,859 $ 9,606,273 $ 6,276,450 1 $ (3,037,586) -24.0 % Encling Fund Balance, 12/311 $ 8,438,120 1 $ 12,643,859 1 $ 2,801,436 1 $ 8,550,235 1 $ 9,606,273 1 $ 6,276,450 1 $ 2,500,173 1 $ (2,273,785) -26.6 FUND-2 BUDGET BYFUND 001: GENERAL FUND (continued) EXPENDITURE BY OBJECT SUMMARY: Obj Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted I Adjusted Year-end $ Chg % Chg Operating Expenditures: 110 1 Salaries & Wages $ 18,713,139 $ 15,916,495 $ 16,902,458 $ 16,080,294 $ 16,080,294 $ 17,023,626 $ 17,082,828 $ 943,331 5.9% 111/1 Temporary Help 622,071 610,106 601,711 658,719 658,719 598,039 598,039 (60,680) -9.2% 120 Overtime 522,563 828,565 804,572 804,572 804,572 787,072 787,072 (17,500) -2.2% 200 Benefits 5,952,390 5,402,303 5,935,286 5,535,535 5,535,535 6,015,076 6,425,368 479,541 8.7% 31X Supplies 326,669 311,567 314,117 311,321 311,321 308,950 308,950 (2,371) -0.8% 36X Mtc Supplies 24,434 28,544 28,545 1 28,545 28,545 28,545 28,545 - 0.0% 3XX Othr Opt Supplies 124,528 128,769 192,333 192,333 192,333 191,339 191,339 (994) -0.5% 41X Professional Svcs 1,536,738 1,450,697 1,630,374 1,555,159 1,555,159 1,468,302 1,468,302 (86,857) -5.6% 43X Travel & Training 149,538 124,144 204,872 165,776 165,776 164,298 164,298 (1,478) -0.9% 42/47 Utility & Comm 257,689 220,379 243,126 243,126 243,126 232,876 232,876 (10,250) -4.2% 48X Repairs & Mtc 95,879 109,393 135,500 135,500 1 135,500 94,300 94,300 (41,200) -30.4% 497 Association Dues 92,195 91,612 98,175 98,175 98,175 98,175 98,175 - 0.0% 4XX Other MiscExp 290,641 305,120 362,890 365,990 365,990 314,440 314,440 (51,550) -14.1% 5XX Intgvtl Srvs/Paxes 4,480,725 4,896,485 4,210,891 4,328,588 3,803,608 4,220,911 4,492,068 (107,677) -2.5% 552 Interfund Transfers 24,997 25,000 25,000 29,000 29,000 29,000 29,000 0.0% 600 Capital Outlays 7 1,696 - - - - - n/a 9XX IS Charges-M&O 2,282,384 2,237,812 2,890,115 2,661,939 1 2,661,939 2,625,305 2,647,242 (36,634) -1.4% 9XX IS Charges -Reserves 1,294,046 1,245,374 1,240,509 1,243,674 1,243,674 1,225,697 1,200,925 (17,977) -1.4% 101 Transfer -Out - Street Fund 1,736,483 1,743,870 1,871,568 2,045,463 2,045,463 2,045,665 2,090,562 202 0.0% CW CW - Unallocated - - (109,637) - - (185,529) (191,922) (185,529) n/a CW Workers Comp - - - - 54,000 54,000 54,000 n/a Subtotal Operating : $ 38,527,115 1 $ 35,677,930 $ 37,582,405 $ 36,483,709 $35,958,729 $379340,087 $38,116,406 $ 8569377 2.3% Ca ital & One-time Funding: n/a I Capital & One -Time $ 2,023,200 1 $ 4,857,417 $ 3,240,748 $ 5,537,538 1 $ 5,543,010 $ 3,368,644 $ 3,190,719 (2,168,894) -39.2% Subtotal One-time $ 2,023,200 1 $ 4,857,417 1 $ 3,240,748 1 $ 5,537,538 1 $ 5,543,010 1 $ 3,368,644 1 $ 3,190,719 1 $ (2,168,894) -39.2% City -Wide Unallocated Expenditures: CW I Contingency Reserve Fund $ - I $ (118,449)1 $ 1,111,698 1 $ $ 1,125,000 1 $ 27,000 1 13,302 1 1.2% CW CW-Unallocated 261,082 320,046 1 43,497 1 1,088,216 1 1,088,216 1 462,893 1 569,231 1 (625,323) -57.5% Subtotal City -Wide: $ 261,082 1 $ 320,046 1 $ (74,952)1 $ 2,199,914 1 $ 1,088,216 1 $ 1,587,893 1 $ 596,231 1 $ (612,021) -27.8 Total nditures: $ 40,8119396 1 $ 40,855,393 1 $ 40,748,2011 $ 449221,161 1 $ 42,589,955 1 $ 429296,624 1 $ 41,903,356 1 $ (1,9249537) -4.4% FUND-3 CITY OF FEDERAL WAY 201312014 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 $100,000 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 two pages present a sources and uses summary of the division budgets which comprise the Street Fund. Also included is an expenditure by object summary. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted I Adjusted Year-end SChg %Chg REVENUES Motor Fuel Tax $ 1,080,844 $ 1,044,460 $ 1,073,000 $ 1,065,000 $ 1,065,000 $ 1,040,000 $ 1,040,000 $ (25,000) -2.3% Grants & Miscellaneous 43,078 216,518 6,120 126,371 126,371 6,000 6,000 (120,371) -95.3% Permits Fees 118,006 132,529 115,271 115,271 115,271 115,000 115,000 (271) -0.2% Plan Review Fees 31,920 51,721 86,709 46,709 46,709 48,000 48,000 1,291 2.8% PW Inspection Fees 159,272 182,809 127,513 127,513 127,513 148,000 148,000 20,487 16.1% Transportation Fee 16,919 7,191 25,402 25,402 25,402 4,000 4,000 (21,402) -84.3 % Interest Earnings/Contrib 1 22,326 28,603 23,000 23,000 30,000 30,000 30,000 7,000 30.4% Total Operating Revenues: $ 1,472,365 $ 1,663,832 $ 1,457,015 $ 1,529,266 $ 1,536,266 $ 1,391,000 $ 1,391,000 $ (138,266) -9.0% EXPFNDITURFS Administrative Services $ 344,360 $ 322,846 $ 363,817 $ 344,985 $ 344,985 $ 350,797 $ 356,896 $ 5,812 1.7% Development Services 319,733 317,086 351,012 340,629 340,629 332,025 342,051 (8,604) -2.5% Traffic Services 1,489,459 1,307,925 1,351,245 1,390,365 1,390,365 1,504,135 1,514,135 113,769 8.2% Street Systems 1,629,341 1,582,043 1,782,229 1,759,208 1,759,208 1,793,723 1,810,447 34,515 2.0% Commute Trip Reduction 53 3,600 11,760 11,760 11,760 11,760 11,760 - 0.0% Emergency Management 129,933 133,771 173,524 169,609 176,609 176,225 178,273 6,616 3.9% Total Operating Fkpenqffitures:l $ 3,912,879 1 $ 3,667,272 1 $ 4,033,587 1 $ 4,016,556 1 $ 4,023,556 1 $ 4,168,665 1 $ 4,213,562 1 $ 152,109 1 3.8% Oper Rev Owr/(Under) Exp $ (2,440,514) $ (2,003,440) $ (2,576,572) $ (2,487,290) $(2,487,290) $ (2,777,665) $ (2,822,562) $ (290,375)1 11.7% OTHER FINANCING SOURCES Transfer In - General Fund $ 1,854,479 $ 1,743,870 $ 2,180,908 $ 2,569,536 $ 2,569,536 $ 2,223,085 $ 2,282,276 $ (346,451) -13.5% Transfer In - Utax 482,462 371,000 373,000 373,000 373,000 368,000 368,000 (5,000) -1.3% Transfer In - CIP - - - - - 32,000 32,000 32,000 n/a Transfer In - Red Light Photo 330,000 330,000 330,000 330,000 330,000 330,000 330,000 - 0.0% Expedited Plan Review Fees 2,338 1,313 2,000 2,000 2,000 2,000 2,000 - 0.0% Total Other Financing Sources 1 $ 2,669,279 $ 2,446,183 $ 2,885,908 $ 3,274,536 $ 3,274,536 $ 2,955,085 $ 3,014,276 $ (319,451) -9.8% FUND-4 BUDGET BYFUND 101: STREET FUND (continued) SOURCES AND USES: (CONT.) Item 2010 Actual 2011 2012 Actual Ado ted Adjusted Year-end 2013 Pro osed 2014 Pro osed 13 Proposed - 12 Adj $ Ch % Ch OTBER FINANCING USES Administrative Services $ 566 $ 689 $ $ 689 $ 689 $ $ $ (689) -100.0% Development Services 903 632 632 632 (632) -100.0% Traffic Services 86,233 317,122 197,145 477,992 477,992 147,145 161,439 (330,847) -69.2% Street Systems 12,022 45,005 86,775 127,756 127,756 27,775 27,775 (99,981) -78.3% Commute Trip Reduction -Grant 19,283 9,754 - 65,066 65,066 - - (65,066) -100.0% Emergency Management 1 109,757 69,541 1 25,420 105,749 105,749 2,500 2,500 (103,249) -97.6% Transfer Out - General Fund I - - 9,365 9,365 (9,365) -100.0% Total Other Financing Uses $ 228,764 $ 442,743 $ 309,340 $ 787,249 $ 787,249 $ 177,420 $ 191,714 $ (609,829) -77.5% Total Rev& Other Sources $ 4,141,644 $ 4,110,014 $ 4,342,923 $ 4,803,802 $ 4,810,802 $ 4,346,085 $ 4,405,276 1 $ (457,717) -9.5 % Total Exp & Other Uses $ 4,141,644 $ 4,110,014 $ 4,342,927 $ 4,803,805 $ 4,810,805 $ 4,346,085 $ 4,405,276 1 $ (457,720) -9.5% Beginning Fund Balance, 1/1 $ 100,000 $ 1011,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 S 1011,000 I $ (0) 0.0 Ending Fund Balance, 12/31 $ 100,000 1 $ 100,000 1 $ 100,000 1 $ 100,000 1 $ 100,000 1 $ 100,000 1 $ 100,000 1 $ 0 1 0.0% EXPENDITURES BY OBJECT SUMMARY: Obi Code 1 Item 2010 Actual 2011 Actual 2012 2013 Proposed 1 2014 Proposed 1 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Ch % Ch Operating Expenditures: 110 Salaries & Wages $ 1,315,881 $ 1,046,674 $ 1,065,289 $ 1,059,909 $ 1,059,909 $ 1,166,523 $ 1,160,333 $ 106,614 10.1% In Temporary Help 24,701 36,881 47,940 47,940 47,940 48,237 48,237 297 0.6% 120 Overtime 13,601 16,206 17,749 17,749 17,749 11,719 11,719 (6,030) -34.0% 200 Benefits 556,686 521,432 591,439 552,195 552,195 609,626 660,476 57,430 10.4% 31X Supplies 17,779 19,653 25,692 25,692 25,692 28,942 28,942 3,250 12.6% 36X Mtc Supplies 74,009 82,673 52,300 52,300 1 52,300 52,300 52,300 - 0.0% 3XX Othr Opt Supplies 14,347 14,350 18,703 18,703 18,703 17,006 17,006 (1,697) -9.1% 41X Professional Svcs 24,894 7,695 103,060 81,645 88,645 85,645 85,645 4,000 4.9% 43X Travel & Training 5,279 4,121 21,432 17,912 17,912 17,911 17,911 (1) 0.0% 42/47 Utility & Comm 423,371 420,845 444,878 454,878 454,878 455,058 455,058 180 0.0% 48X Repairs & Mtc 387,939 377,070 482,853 482,853 482,853 469,854 469,853 (12,999) -2.7% 497 Association Dues 2,613 2,691 3,942 3,942 3,942 3,942 3,942 - 0.0% 4XX Other Misc Exp 4,780 7,198 17,000 12,000 12,000 10,900 10,900 (1,100) -9.2% 5XX Intgvtl SrVs/Taxes 406,883 486,869 445,756 512,171 512,171 545,411 545,411 33,240 6.5% 600 Capital Outlays 18,803 4,871 - - - - - - n/a 9XX IS Charges-M&O 323,601 305,307 383,473 361,986 361,986 364,367 366,873 2,381 0.7% 9XX IS Charges -Reserves 297,714 312,734 312,080 314,681 1 314,681 281,226 278,956 (33,455) -10.6% Subtotal Operating : $ 3,912,879 $ 3,667,272 $ 4,033,587 $ 4,016,556 $ 4,023,556 $ 4,168,667 $ 4,213,562 $ 152,111 3.8% Ca ital & One-time Funding: n/a I Capital & One -Time 228,764 442,743 309,340 787,249 787,249 177,420 1 191,714 1 (609,829) -77.5% Subtotal One-time : $ 228,764 $ 442,743 $ 309,340 $ 787,249 $ 787,249 $ 177,420 $ 191,714 $ (609,829) -77.5% Total nditures: $ 4,141,644 $ 4,110,014 $ 4,342,927 $ 4,803,805 $ 4,810,805 $ 4,346,087 $ 4,405,276 $ (457,718) -9.5% FUND-5 CITY OF FEDERAL WAY 201312014 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. Approximately 26% of the City's fuel tax revenue is allocated in this Fund (the balance is allocated as follow: Street Fund approximately 56%; Paths & Trails Fund less than 1%, and Annual Transportation System Safety Improvements CIP Project approximately 17%). 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 SOURCES AND USES: Item 2010 Actual 2011 I Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj I Adopted Adjusted I Year-end $ Chg I % Chg REVENUES Motor Fuel Tax $ 505,333 $ 488,322 $ 500,000 $ 500,000 $ 500,000 $ 486,000 $ 486,000 $ (14,000) -2.8% Mitigation Fees 59,750 24,750 - - - - - n/a Interest Earnings/Other 1,739 320,486 2,500 2,500 2,500 2,500 2,500 0.0% Grants - - - - - - - n/a Total Operating Revenues: $ 566,822 $ 833,558 $ 502,500 $ 502,500 $ 502,500 $ 488,500 $ 488,500 $ (14,000) -2.8% Oper Rev Over/(Under)Ekpl $ 566,822 1 $ 833,558 $ 502,500 $ 502,500 $ 502,500 $ 488,500 $ 488,500 $ (14,000) -2.8% OTHER FINANCING SOURCES Transfer In - Utility Tax Fund 1 $ 761,684 $ 1,011,000 $ 1,021,000 $ 1,021,000 $ 1,021,000 $ 998,000 $ 998,000 $ (23,000) -2.3% Transfer -In - CIP Funds 500,000 300,000 - - - 50,000 50,000 50,000 n/a Total Other Financing Sources $ 1,261,684 $ 1,311,000 $ 1,021,000 $ 1,021,000 S 1,021,000 $ 1,0489000 $ 1,048,000 $ 27,000 2.6% OTHER FINANCING USES Direct Cost of Personnel $ 153,808 $ 158,810 $ 159,086 $ 159,086 $ 159,087 $ 156,325 $ 159,135 $ (2,761) -1.7% Administrative Fee 80,443 67,904 68,221 68,221 68,221 66,509 66,368 (1,712) -2.5% Street Resurfacing/Emergencies 1,359,575 2,009,514 1,296,193 1,765,897 1,765,897 1,313,666 1,310,997 (452,231) -25.6% Transfer Out - Return REET 306,684 - - - - - - - n/a Total Other Financing Uses S 1,900,511 $ 2,236,228 $ 1,523,500 S 1,993,204 $ 1,993,205 $ 1,536,500 $ 1,536,500 $ (456,704) -22.9 % Total Rev& Other Sources $ 1,828,506 $ 2,144,558 $ 1,523,500 $ 1,523,500 $ 1,523,500 $ 1,536,500 $ 1,536,500 $ 13,000 0.9 % Total Fxp & Other Uses $ 1,900,511 $ 2,236,228 $ 1,523,500 $ 1,993,204 $ 1,993,205 $ 1,536,500 $ 1,536,500 $ (456,704) -22.9 % Beginning Fund Balance, 1/1 $ 633,379 $ 561,374 $ - $ 469,704 $ 469,705 1 $ (0) $ (0) $ (469,704) -100.0 % Ending Fund Balance, 12/31 $ 561,374 1 $ 469,705 1 $ $ $ (0) $ (0) $ (0) $ (0) n/a EXPENDITURES BY OBJECT SUMMARY: Obj Code 1 Item 1 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj I Adopted Adjusted Year-end $ Chg % Chg Operating Expenditures: 110 Salaries & Wages $ 123,214 $ 128,286 $ 130,257 $ 130,257 $ 130,257 $ 127,496 $ 130,306 $ (2,761) -2% 111/1 Temporary Help 19,523 19,050 28,829 28,829 28,829 28,829 28,829 0% 120 Overtime 7,332 7,229 - - - - - n/a 200 Benefits 3,740 4,245 n/a 41X Professional Svcs - 1,899 n/a 4XX Other Misc Exp 42,312 59,459 n/a 5XX llntgvtl $rvs/Taxes 5,284 22,837 n/a 552 InterfundTransfers 306,684 - - - - - - n/a 600 Capital Outlays 1,311,980 1,925,319 1,296,193 1,765,897 1,765,897 1,313,666 1,310,997 (452,231) -26% 910 IntfundSvc Pmts 80,443 67,904 68,221 68,221 68,221 66,509 66,368 (1,712) -3% Subtotal Operating $1,900,511 $ 2,236,228 $1,523,500 $1,993,204 $1,993,204 $ 1,536,500 $ 1,536,500 1 $ (456,704) -22.9%, Total T nditures: 1 $ 1,900,511 $ 2,236,228 $ 1,523,500 $1,993,204 $ 1,993,204 $ 1,536,500 $ 1,536,500 1 $ (456,704) -23 % FUND-6 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 and 6% for capital, debt and other maintenance & operations as determined by Council. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted Year-end $Chg %Chg REVFNUPS Utility Taxes $ 12,910,763 $ 13,095,010 $ 12,566,000 $ 12,447,000 $ 12,447,000 $ 12,388,000 $ 12,388,000 $ (59,000) -0.5 % Rebate (20,453) (26,500) (20,000) (27,000) (27,000) (27,000) (27,000) 0.0% Interest Earnings 5,910 3,726 30,000 6,000 6,000 6,000 6,000 0.0% Total Operating Revenues: $12,896,220 $13,072,237 $12,576,000 $ 12,426,000 $ 12,426,000 $12,367,000 $12,367,000 $ (59,000) -0.5% EXPFNDITURES Transfers Out: Gen Fund- Celebration Park $ 293,265 $ 226,000 $ 227,000 $ 227,000 $ 227,000 $ 224,000 $ 224,000 $ (3,000) -1.3% Gen Fund - Comm Center 902,231 696,000 706,000 706,000 706,000 683,000 683,000 (23,000) -3.3 % Gen Fund- Arts & Comm 119,070 97,000 97,000 97,000 97,000 96,000 96,000 (1,000) -1.0% Gen Fund- Public Safety 1,002,862 1,432,000 616,000 616,000 616,000 607,000 607,000 (9,000) -1.5% GenFund- Operations 4,126,652 3,919,000 3,340,000 3,340,000 3,340,000 3,293,000 3,293,000 (47,000) -1.4% Gen Fund - Addt Operations - - 600,000 600,000 600,000 600,000 600,000 0.0% Gen Fund- Voter Package 2,854,878 2,769,553 2,984,357 2,980,187 2,980,187 2,980,187 2,980,187 0.0% Gen Fund - Prop 1 for PD OT 300,000 - - - - - - n/a Gen Fund - New ParksM&O 68,355 48,000 49,000 49,000 49,000 48,000 48,000 (1,000) -2.0% Gen Fund- Jail Contract - - - 925,000 400,020 - - (925,000) -100.0% Parks CIP - 175,000 175,000 175,000 175,000 - - (175,000) -100.0% Debt Svc Fund - Comm Center 915,033 915,000 915,000 915,000 915,000 915,000 915,000 - 0.0% Debt Svc Fund- SCORE - - - - 524,980 917,000 917,000 917,000 n/a Street Fund- New Street Lights 482,461 371,000 373,000 373,000 373,000 368,000 368,000 (5,000) -1.3 % Arterial Street Overlay 761,684 1,011,000 1,021,000 1,021,000 1,021,000 998,000 998,000 (23,000) -2.3 % Transp. CIP/Pay-as-You-Go - 791,000 1,621,000 696,000 696,000 681,000 681,000 (15,000) -2.2% Downtown Redevelopment CIP 1,255,000 - - - 300,000 300,000 300,000 1 n/a Knutzen Theatre Operations 132,232 113,000 113,000 113,000 113,000 112,000 112,000 (1,000) -0.9 % Cash Administration Fees 64,622 48,000 49,000 49,000 49,000 48,000 48,000 (1,000) -2.0% Total Operating Expenditures: $13,278,345 $12,611,553 $12,886,357 $12,882,187 $ 12,882,187 $12,870,187 $12,870,187 $ (12,000) -0.1 % Oper RevOver/(Under) Fxp, $ (382,125) $ 460,684 S (310,357) $ (456,187) $ (456,187) $ (503,187) $ (503,187) $ (47,000) 10.3 % OTHER FINANCING SOURCES Tsfr In - CIP Fund Proj Savings $ 1,061,684 $ - $ $ $ $ $ $ n/a Total Other Financing Sources $ 1,061,684 $ - S $ $ $ $ S n/a Total Rev& Other Sources $ 13,957,904 $13,072,237 $12,576,000 $12,426,000 $ 12,426,000 $12,367,000 $12,367,000 1 $ (59,000) -0.5 % Total Exp & Other Uses $ 13,278,345 $12,611,553 $12,886,357 $12,882,187 $ 12,882,187 $12,870,187 $12,870,187 1 $ (12,000) -0.1 % Beginning Fund Balance, 1A $ 3,030,626 $ 3,710,184 $ 2,920,156 $ 4,170,862 $ 4,170,867 $ 3,714,674 $ 3,211,486 $ (456,188) -10.9 % Ending Fund Balance, 12/311 $ 3,710,184 1 $ 4,170,867 $ 2,609,799 1 $ 3,714,674 1 $ 3,714,679 1 $ 3,211,486 1 $ 2,708,298 1 $ (503,188) -13.5 % Reserve for Prop 1 692,918 836,819 77,995 661,148 661,148 472,154 1 283,161 1 (188,994) -28.6% FWCC Debt Service 915,000 915,000 1 917,000 1 915,000 1 n/a Unreserve 3,017,266 3,334,048 2,531,804 3,053,526 1 2,138,531 r 1,824,331 1 1,508,137 1 (1,229,195) -40.3% EXPENDITURES BY OBJECT SUMMARY: Obi Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 I Proposed 1 13 Proposed - 12 Adj I Adopted I Ad' sted Year-end $Ch %Ch Operatinz Expenditures: 552 Interfund Transfers $ 13,213,723 $ 12,563,553 $ 12,837,357 $ 12,833,187 $12,833,187 $ 12,822,187 $ 12,822,187 $ (11,000) -0.1% 910 Intfund Svc Puts 64,622 48,000 49,000 49,000 49,000 48,000 48,000 (1,000) -2.0% Subtotal Operating : $13,278,345 $ 12,611,553 $ 12,886,357 $12,882,187 $12,882,187 $ 12,870,187 $ 12,870,187 $ (12,000) -0.1% Total nditures: $13,278,345 $12,611,553 $ 12,886,357 $12,882,187 $12,882,187 $ 12,870,187 $ 12,870,187 $ (12,000) 0.1 FUND-7 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 106: SOLID WASTE AND RECYCLING FUND PURPOSE/DESCRIPTION: The Solid Waste/Recycling Fund was established to account for the special refuse collection fees used to manage the Solid Waste and Recycling program. The program provides the services necessary to collect, dispose and/or market solid waste and recyclables in a convenient, consistent, cost effective and customer responsive manner. Major revenue sources of this fund include: refuse collection fees; interest earnings; and various Solid Waste/Recycling grants. Major expenditure services include: litter control; community outreach; commercial outreach; and educate businesses and residents on recycling practices, composting, yard waste disposal, and waste reduction. The following tables present a sources and uses summary and an expenditure by object summary of the Solid Waste & Recycling Fund. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' I Adopted I Adjusted I Year-end $Chg %Chg REVENUES Refuse Collection Fees Interest Earnings/Misc $ 276,214 $ 297,130 $ 278,120 $ 278,120 $ 281,852 $ 284,671 $ 287,517 $ 6,551 2.4% 4,205 2,607 - - - - - - n/a Total Operating Revenues: S 280,419 $ 299,737 $ 278,120 1 $ 278,120 $ 281,852 $ 284,671 $ 287,517 $ 6,551 2.4% EXPENVDrIVRFS Administration Expenditures $ 290,711 $ 288,515 $ 304,373 $ 302,783 $ 302,783 $ 304,418 $ 310,001 $ 1,635 0.5% Total Operating Expenditures: $ 290,711 $ 288,515 $ 304,373 1 $ 302,783 $ 302,783 $ 304,418 $ 310,001 $ 1,635 0.5% Oper Rev Over/(Under) Expi $ (10,292) $ 11,222 $ (26,253) $ (24,663) $ (20,931) $ (19,747) $ (22,484)1 $ 4,916 1 -19.9% OTHER FINANCING SOURCES CP G and Other Grants $ 154,012 $ 146,460 $ 136,000 $ 156,736 $ 165,549 $ 165,549 $ 156,736 $ 8,813 5.6% Total Other Financing Sources $ 154,012 $ 146,460 $ 136,000 $ 156,736 $ 165,549 $ 165,549 $ 156,736 $ 8,813 5.6% OTHER FINANCING USES CPG and Other Grants Exp $ 160,260 $ 138,801 $ 116,201 $ 135,658 $ 144,471 $ 165,875 $ 157,259 $ 30,217 22.3% Total Other Financing Uses $ 160,260 $ 138,801 $ 116,201 $ 135,658 $ 144,471 $ 165,875 $ 157,259 $ 30,217 22.3% Total Rev& Other Sources $ 434,431 $ 446,197 $ 414,120 $ 434,856 $ 447,401 $ 450,220 $ 444,253 $ 15,364 3.5% Total Exp & Other Uses $ 450,971 $ 427,315 $ 420,574 $ 438,441 $ 447,254 $ 470,293 $ 467,260 $ 31,852 7.3 % Beginning Fund Balance, 1/1 $ 151,639 $ 135,098 $ 135,093 $ 153,980 $ 153,980 $ 154,127 $ 134,054 $ 147 0.1% Ending Fund Balance, 12/311 $ 135,098 1 $ 153,980 1 $ 128,639 1 $ 150,395 1 $ 154,127 1 $ 134,054 1 $ 111,047 1 $ (16,341) -10.9% EXPENDITURES BY OBJECT SUMMARY: Obi Code Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted Year-end $ Chg I % Chg Operatinz Expenditures: 110 Salaries & Wages $ 123,246 $ 123,450 $ 123,464 $ 123,464 $ 123,464 $ 123,470 $ 123,470 $ 6 0.0% 120 Overtime 152 88 - - - - - - n/a 200 Benefits 41,222 43,884 50,577 48,987 48,987 52,415 58,064 3,428 7.0% 31X Supplies 3,406 4,275 4,200 4,200 4,200 4,575 4,575 375 8.9% 41X Professional Svcs 6,953 5,680 6,475 6,475 6,475 2,000 2,000 (4,475) -69.1% 43X Travel & Training 885 721 3,145 3,145 3,145 2,680 2,680 (465) -14.8% 42/47 Utility & Comm 6,065 7,004 7,650 7,650 7,650 8,600 8,600 950 12.4% 48X Repairs & Mtc 50,587 56,258 58,500 58,500 58,500 58,500 58,500 - 0.0% 497 Association Dues 577 565 500 500 500 600 600 100 20.0% 4XX Other Misc Exp 718 1,765 1,950 1,950 1,950 1,750 1,750 (200) -10.3% 9XX ISCharges-M&O 12,518 11,424 14,317 14,317 14,317 14,444 14,620 127 0.9% 9XX IS Charges -Reserves 2,222 2,070 2,104 2,104 2,104 1,900 1,821 (204) -9.7% 910 1 Intfund Svc Pmts 42,161 31,332 31,491 31,491 31,491 33,484 33,321 1,993 1 6.3% Subtotal Operating : $ 290,711 $ 288,515 $ 304,373 $ 302,783 $ 302,783 $ 304,418 $ 310,001 $ 1,635 0.5% Ca ital & One-time Fundin : n/a Capital & One -Time 1 160,260 138,801 116,201 135,658 144,471 165,875 157,259 30,217 22.3% Subtotal One-time : $ 160,260 $ 138,801 $ 116,201 $ 135,658 $ 144,471 $ 165,875 $ 157,259 $ 30,217 22.3°% Total Expenditures: $ 450,971 $ 427,315 $ 420,574 $ 438,441 $ 447,254 $ 470,293 $ 467,260 $ 31,852 7.3°% FUND-8 BUDGET BYFUND 107: SPECIAL CONTRACTS/STUDIES FUND PURPOSE/DESCRIPTION: The Special Contracts/Studies Fund accounts for receipts and disbursements related to special contracts, and special projects where completion will extend beyond the calendar year and which management places in this Fund. Revenues supporting these projects will be comprised of transfers from other funds or those specified by the City Council. This fund currently accounts for capital contributions received from Comcast. Per FCC Regulations §76.1505 these funds must be used towards public, educational and governmental access services, facilities and equipment and therefore are not available to fund operations. SOURCES AND USES: Item 2010 Actual 2011 I Actual 2012 2013 Proposed 1 2014 Proposed 13 Proposed - 12 Adj Adopted I Adjusted I Year-end $ Chg I % Chg REVENUES Interest Earnings $ 923 $ 526 $ Is Is Is I $ I $ I n/a Licences/Permits 1 300,000 1 - I I I I I I I n/a Total Operating Revenues: 1 $ 300,923 $ 526 1 $ -I $ -I $ I $ I $ -I $ I n/a EXPENDITURES Professional Services $ - $ - $ $ 483,153 $ 483,153 $ $ $ (483,153) -100.0% Capital Outlays 14,510 1,247 39,600 12,000 26,000 1,600 (13,600) -34.3% IS Charges -Reserves - - 34,000 34,000 - - (34,000) -100.0% Total Operating Expenditures: $ 14,510 $ 1,247 $ - $ 556,753 $ 529,153 $ 26,000 $ 1,600 $ (5309753) -95.3% Oper Rev Over/(Under $ 286,412 $ (721) $ - $ (556,753) $ (529,153) $ (26,000) $ (1,600) $ 530,753 -95.3 Total Rev& Other Sources $ 300,923 $ 526 $ - $ - $ - $ - S - 1 $ - n/a Total Fip& Other Uses $ 14,510 $ 1,247 $ - $ 556,753 $ 529,153 $ 26,000 $ 1,600 1 $ (530,753) -95.3% Beginning Fund Balance, 1/1 $ 271,062 $ 557,474 $ - $ 5569753 $ 5569753 $ 27,600 $ 1,600 1 $ (5299153) -95.0% Ending Fund Balance, 12/31 $ 557,474 1 $ 556,753 1 $ -I $ o $ 279600 1 $ 1,600 1 $ o $ 19600 1444444.4%1 EXPENDITURES BY PROJECT SUMMARY: Obi Code Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 1 13 Proposed - 12 Adj Adopted Adjusted Year-end $ Chg % Chg Operating Expenditures: 41X Professional Svcs $ - $ - $ $ 483,153 $ 483,153 $ $ - $ (483,153) -100.0% 600 Capital Outlays IIS 14,510 1,247 39,600 12,000 26,000 1,600 (13,600) -34.3% 9XX Charges -Reserves - - 34,000 34,000 - - (34,000) -100.0% Subtotal Operating FWp: $ 14,510 $ 1,247 $ $ 556,753 $ 529,153 $ 26,000 $ 1,600 $ (530,753) -95.3% Total n(litures: $ 14,510 $ 19247 $ $ 5569753 $ 529,153 $ 269000 $ 1,600 $ (530,753) -95.3% FUND-9 CITYOF FEDERAL WAY201312014 PROPOSED BUDGET 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 following tables present a sources and uses summary and an expenditure by object summary of the Hotel/Motel Lodging Tax Fund. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted Year-end $Ch %Ch REVENUES Lodging Tax $ 149,058 $ 185,289 $ 155,000 $ 193,440 $ 193,440 $ 195,000 $ 195,000 $ 1,560 0.8% Interest Earnings/Misc 5,316 223 6,300 3,000 3,000 300 300 (2,700) -90.0% Total Operating Revenues: $ 154,374 $ 185,512 $ 161,300 $ 196,440 $ 196,440 $ 195,300 1 $ 195,300 1 $ (1,140) -0.6 % EXPENDITURES Tourism, Promotion & Marketing $ 123,564 $ 187,686 $ 161,300 $ 409,923 $ 409,923 $ 195,300 $ 195,300 $ (214,623) -52.4% Admin Fee 16,500 - - - - - - n/a Total Operating Expenditures: $ 140,064 $ 187,686 $ 161,300 $ 409,923 $ 409,923 $ 195,300 $ 195,300 $ (214,623) -52.4% Oper Rev Over/(Under) Exp $ 14,310 $ (2,174) $ - $ (213,483) $ (213,483) $ - $ - $ 213,483 -100.0% Total Rev& Other Sources $ 154,374 $ 185,512 $ 161,300 $ 196,440 $ 196,440 $ 195,300 $ 195,300 $ (1,140) -0.6 % Total Fip & Other Uses $ 140,064 $ 187,686 $ 161,300 $ 409,923 $ 409,923 $ 195,300 1 $ 195,300 1 $ (214,623) -52.4% Beginning Fund Balance, 1/1 $ 201,347 $ 215,657 $ - $ 213,483 $ 213,483 1 $ $ $ (213,483) -100.0 % -Ending Fund Balance, 12/31 $ 215,657 1 $ 213,483 1 $ $ - I $ $ $ $ n/a EXPENDITURES BY OBJECT SUMMARY: Obj Code 1 Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 I Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg Operating Expenditures: 111/1 ITemporary Help $ - $ 1,160 $ $ $ $ $ $ n/a 31X Supplies 209 - n/a 41X Professional Svcs 66,274 113,590 161,300 78,000 78,000 (78,000) -100.0% 43X Travel & Training 374 - - - - n/a 42/47 Utility & Comm 1,335 - - - n/a 497 Association Dues 5,630 5,000 5,630 5,630 (5,630) -100.0% 4XX Other Misc Exp 49,742 67,936 212,000 212,000 195,300 195,300 (16,700) -7.9% 5XX IIntgvtl Srvs/Taxes - - 114,293 114,293 - - (114,293) -100.0% 910 1 Intfund Svc Punts 16,500 - - - - - n/a Subtotal Operating : $ 140,064 $ 187,686 $ 161,300 $ 409,923 $ 409,923 $ 195,300 $ 195,300 $ (214,623) -52.4% Total Expenditures: 1 $ 140,064 $ 187,686 $ 161,300 $ 409,923 $ 409,923 $ 195,300 $ 195,300 $ (214,623) -52.4% FUND - 10 BUDGET BYFUND 110: TWO PERCENT FOR ARTS FUND PURPOSE/DESCRIPTION: The 2% for Arts Fund was established for the purpose of providing funding for arts projects. Qualifying capital improvement projects shall include an amount of not less than 2% of the total project cost funded by City monies to be set aside for transfer to the 2% for Arts Fund. The funds are to be used to create a variety of cultural opportunities for its citizens and to enhance the cultural environment in the community by encouraging and promoting the creation and placement of art in public places and the incorporation of art into project design. SOURCES AND USES: Item 2010 Actual 2011 ActualI 2012 2013 I Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted I Adjusted I Year-end $ Chg I % Chg EXPENDITURES Professional Services $ $ $ $ 293 $ 293 1 $ I $ I $ (293) -100.0% Total Operating FXpenditures: $ $ - $ $ 293 $ 293 1 $ I $ 1 $ (293) -100.0 % Oper RevOwr/(Under) Fkp $ I $ - 1 $ (293) $ (293) $ I $ I $ 293 -100.0% Total Rev& Other Sources $ $ - I $ - $ -1 $ I $ $ n/a Total U[p & Other Uses $ $ -I $ $ 293 $ 293 S I $ $ (293) -100.0 % Beginning Fund Balance, 1/1 $ 293 $ 293 1 $ $ 293 $ 293 S I $ 1 $ (293) -100.0% Ending Fund Balance, 12/31 $ 293 1 $ 293 1 $ I $ - $ - $ I $ I $ n/a EXPENDITURES BY OBJECT SUMMARY: Obi Code 1 Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 1 2014 Proposed 13 Proposed - 12 Adj I Adopted I Adjusted I Year-end $ Chg I % Chg Operating Expenditures: 41X I Professional Svcs $ $ $ $ 293 $ 293 $ $ $ (293) -100.0% Subtotal Operating Ex : $ - $ - $ $ 293 $ 293 $ - $ $ (293) -100.0% Total nditures: $ - $ - $ - $ 293 $ 293 $ - $ - $ (293) -100.0% FUND - 11 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET III: COMMUNITY CENTER PURPOSE/DESCRIPTION: The Community Center Fund was created to account for the operation of the Community Center. This is special revenue fund supported by user fees and designated utility tax transfer. The facility opened first quarter of 2007 and includes existing recreation programs which were previously accounted for in the General Fund. Council directed 1% Utility Tax transfer in for FWCC operations and debt service beginning in 2003. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 I Proposed 13 Proposed - 12 Adj Ado ted Adjusted Year-end 1 $ Chg % Chg REVENUES Recreation Fees $ 1,349,684 $ 1,381,091 $ 1,271,122 $ 1,271,122 $ 1,396,000 $ 1,396,000 $ 1,396,000 $ 124,878 9.8% Rental Fees 225,505 214,433 252,500 252,500 215,000 215,000 215,000 (37,500) -14.9% Transfer In -General Fund 24,997 25,000 25,000 25,000 25,000 25,000 25,000 - 0.0% Interest Earnings/Other Misc 12,765 7,610 10,000 10,000 7,500 7,500 7,500 (2,500) -25.0% Total Operating Rewnues: $ 1,612,951 $ 1,628,135 $ 1,558,622 $ 1,558,622 $1,643,500 $1,643,500 $1,643,500 $ 84,878 5.4 % EXPENDITURES Program Expenditures $ 2,051,623 $ 2,130,726 $ 2,177,404 $ 2,142,055 $2,139,005 $2,168,353 $2,197,775 $ 26,298 1.2% Total Operating Expenditures: $ 2,051,623 $ 2,130,726 $ 2,177,404 $ 2,142,055 $ 2,139,005 $ 2,168,353 $ 2,197,775 1 $ 26,298 1.2% Oper Rev Over/(Under) Exp $ (438,672) $ (502,591) $ (618,782) $ (583,433) $ (495,505) $ (524,853) $ (554,275)1 $ 58,580 -10.0 % OT1-IQ2 FINANCING S OURCES Transfer In-Utax for Operations $ 582,504 $ 590,000 $ 619,000 $ 619,000 $ 495,505 $ 524,853 $ 554,275 1 $ (94,147) -15.2% Transfer In-Utax for Capital Rsys 319,727 106,000 87,000 87,000 210,495 158,147 128,725 71,147 81.8% Transfer In -Capital Projects 85,645 - - - - - - n/a Total Other Financing Sources $ 987,876 $ 696,000 $ 706,000 $ 706,000 $ 706,000 $ 683,000 $ 683,000 1 $ (23,000) -3.3 % OT M FINANCING USES Capital & One -Time $ 8,464 $ 6,219 $ - $ 98,765 $ 98,765 $ 56,557 1 $ $ (42,208) -42.7% Total Other Financing Uses 1 $ 8,464 $ 6,219 $ - $ 98,765 $ 98,765 $ 56,557 1 $ $ (42,208) -42.7% Total Rev& Other Sources $ 2,600,827 $ 2,324,135 $ 2,264,622 $ 2,264,622 $ 2,349,500 $ 2,326,500 1 $ 2,326,500 1 $ 61,878 2.7% Total INp & Other Uses $ 2,060,087 $ 2,136,945 $ 2,177,404 $ 2,240,820 $ 2,237,770 $ 2,224,910 1 $ 2,197,775 1 $ (15,910) -0.7 % Beginning Fund Balance, 1/1 $ 240,014 $ 780,754 $ 778,961 $ 967,945 $ 967,945 $ 1,079,675 1 $ 1,181,264 1 $ 111,730 11.5 Ending Fund Balance,12/31 $ 780,754 1 $ 967,945 1 $ 866,179 1 $ 991,747 1 $1,079,675 1 $1,181,264 1 $1,309,990 1 $ 189,518 19.1 % EXPENDITURES BY OBJECT SUMMARY: Obi Code 1 Item 1 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg I % Chg Operating Expenditures: 110 Salaries & Wages $ 534,609 $ 579,149 $ 589,967 $ 589,967 $ 589,967 $ 602,390 $ 604,464 $ 12,423 2.1% 111/1 Temporary Help 424,703 427,400 475,000 475,000 475,000 475,000 475,000 - 0.0% 120 Overtime 569 242 1,000 1,000 1,000 1,000 1,000 - 0.0% 200 Benefits 269,406 296,107 270,989 235,640 235,640 253,417 281,142 17,777 7.5% 31X Supplies 113,640 96,899 110,750 110,750 106,500 106,500 106,500 (4,250) -3.8% 36X Mtc Supplies 16,126 8,379 5,000 5,000 10,000 10,000 10,000 1 5,000 100.0% 3XX 1 Othr Opr Supplies 21,134 34,111 31,000 31,000 26,000 26,000 26,000 (5,000) -16.1% 41X Professional Svcs 101,277 100,875 90,000 90,000 89,000 89,000 89,000 (1,000) -1.1% 43X Travel & Training 3,610 1,106 2,800 2,800 2,000 2,000 2,000 (800) -28.6% 42/47 Utility & Comm 370,832 400,158 391,000 391,000 395,000 395,000 395,000 4,000 1.0% 48X Repairs & Mtc 31,363 32,977 40,000 40,000 40,000 40,000 40,000 - 0.0% 497 Association Dues 208 1,102 1,000 1,000 500 500 500 (500) -50.0% 4XX Other Misc Exp 26,505 23,087 31,500 31,500 31,000 31,000 31,000 (500) -1.6% 5XX Intgvtl Srvs/Taxes 26,434 26,427 20,500 20,500 20,500 20,500 20,500 - 0.0% 9XX IS Charges-M&O 89,441 82,722 96,463 96,463 96,463 97,618 98,527 1,155 1.2% 9XX IS Charges -Reserves 1 21,769 1 19,985 20,435 20,435 20,435 18,428 17,142 (2,007) -9.8% Subtotal Operating $ 2,051,623 1 $ 2,130,726 $ 2,177,404 $ 2,142,055 $ 2,139,005 $ 2,168,353 $ 2,197,775 $ 26,298 1.2% Ca ital & One-time Funding: n/a I Capital & One -Time 8,464 6,219 - 98,765 98,765 56,557 - (42,208) -42.7%, Subtotal One-time : $ 8,464 $ 6,219 $ $ 98,765 $ 98,765 $ 56,557 $ - $ (42,208) -42.7% TotalExpenditures:_ $ 2,060,087 $ 2,136,945 $ 2,177,404 1 $ 2,240,820 $ 2,237,770 $ 2,224,910 $ 2,197,775 $ (15,910) -0.7% FUND - 12 BUDGET BYFUND 112: TRAFFIC SAFETY FUND PURPOSE/DESCRIPTION: The Traffic Safety Fund 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. Ongoing allocations of red light photo proceeds are as follows: $450,000 to Police, $330,000 to Public Works Traffic Services and $50,000 to Municipal Court. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed -12 Ad' Adopted Adjusted Year-end $ Chg % Chg REVENUES Traffic Infractions $ 1,510,292 $ 945,527 $ 830,000 $ 830,000 $ 1,800,000 $ 830,000 $ 830,000 $ 0.0% Interest Earnings 879 1,080 - - - - - - n/a Total Operating Revenues: $ 1,511,171 $ 946,607 $ 830,000 $ 830,000 $1,800,000 $ 830,000 $ 830,000 $ 0.0% EXPENDITURES Traffic Safety $ 2,938 $ 18,050 $ - $ 26,754 $ 26,754 $ - $ - $ (26,754) -100.0% T sfr - General Fund Police 450,000 450,000 450,000 450,000 450,000 450,000 450,000 0.0% T Or - General Fund Court 50,000 50,000 50,000 50,000 50,000 50,000 50,000 0.0% Tsfr - Street Traffic 330,000 330,000 330,000 330,000 330,000 330,000 330,000 0.0% Total Operating Ekpenditures: $ 832,938 $ 848,050 $ 830,000 S 856,754 $ 856,754 $ 830,000 S 830,000 $ (26,754) -3.1% Oper Rev Over/(Under)Expl $ 678,233 1 $ 98,557 1 $ $ (26,754)1 $ 943,246 1 $ - $ $ 26,754 1 -100.0% OT11E12 FINANCING USES T sfr - General Fund One-time $ - $ 375,000 $ $ $ $ 45,040 $ $ 45,040 n/a Total Other Financing Uses $ - $ 375,000 $ $ - $ $ 45,040 $ $ 45,040 n/a Total Rev& Other Sources $ 1,511,171 $ 946,607 $ 830,000 $ 830,000 $1,800,000 $ 830,000 $ 830,000 $ - 0.0% Total Exp & Other Uses $ 832,938 $ 1,223,050 $ 830,000 S 856,754 $ 856,754 $ 875,040 $ 830,000 $ 18,286 2.1 % Beginning Fund Balance, 1/1 $ 155,288 $ 833,521 $ 105,288 $ 557,078 $ 557,078 $ 1,500,324 $ 1,455,284 $ 943,246 169.3 % En(fing Fund Balance, 12/31 $ 833,521 1 $ 557,078 1 $ 105,288 1 $ 530,324 1 $1,500,324 1 $ 1,455,284 1 $ 1,455,284 1 $ 924,960 174.4 EXPENDITURES BY OBJECT SUMMARY: Obi Code 1 Item 2010 Actual 2011 I Actual 1 2012 2013 Proposed 2014 I Proposed 13 Proposed - 12 Adj Adopted Adjusted Year-end $ Ch % Chg Operating Expenditures: 41X I Professional Svcs $ - $ $ $ 26,754 $ 26,754 $ $ $ (26,754) -100.0% 4XX Other Misc Exp 2,938 - - n/a 5XX Intgvtl Srvs/Taxes - 18,050 - - n/a 552 Interfund Transfers 830,000 830,000 830,000 830,000 830,000 830,000 830,000 - 0.0% Subtotal Operating Exp: $ 832,938 $ 848,050 $ 830,000 $ 856,754 $ 856,754 $ 830,000 $ 830,000 $ (26,754) -3.1% Ca ital & One-time Funding: n/a Capital & One -Time - 375,000 - - - 45,040 - 45,040 n/a Subtotal One-time Exp: $ - $ 375,000 $ - S - $ - $ 45,040 $ $ 45,040 n/a TotalExpenditures: $ 832,938 $ 1,223,050 $ 830,000 S 856,754 $ 856,754 $ 875,040 $ 830,000 $ 18,286 2.1% FUND - 13 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 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. Additional percentages of the Federal Way entitlement share plus program income are designated for specified purposes, including 10% for King County planning and administration, 2% for King County capital projects administration, 5% for the King County Housing Stability Program, and 25% for the King County Housing Repair Program. The remaining funds are available to Federal Way to allocate to Capital Projects. 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. SOURCES AND USES: Item 2010 Actual 1 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj 11 Adopted Adjusted Year-end $ Chg 1 % Chg REVENUES Transfer In - General Fund $ 11,901 $ 50,000 $ 13,633 $ 4,000 $ 4,000 $ - $ - $ (4,000) -100.0% Federal Grant CDBG 602,541 207,032 159,546 2,491,848 2,491,848 576,000 576,000 (1,915,848) -76.9% Total Operating Revenues: 1 $ 614,442 $ 257,032 $ 173,179 $ 2,495,848 $ 2,495,848 $ 576,000 $ 576,000 1 $ (1,919,848) -76.9% EXPENDITURES Grant Expenditures $ 517,417 $ 208,321 $ 173,178 $ 2,522,559 $2,522,559 $ 576,000 $ 576,000 $(1,946,559) -77.2% Transfer Out - General Fund - - - 22,000 22,000 - - (22,000) -100.0% Transfer Out - CIP Funds 97,025 - - - - - - n/a Total Operating Expenditures: $ 614,442 $ 208,321 $ 173,178 $ 2,544,559 $ 2,544,559 $ 576,000 $ 576,000 $ (1,968,559) -77.4 % O r RevOver/ nder $ - $ 48,712 $ 1 $ (48,711) $ (48,711) $ 0 $ (0) $ 48,711 -100.0 % Total Rev& Other Sources $ 614,442 $ 257,032 $ 173,179 $ 2,495,848 $ 2,495,848 $ 576,000 $ 576,000 1 $ (1,919,848) -76.9% Total Fkp & Other Uses $ 614,442 $ 208,321 $ 173,178 $ 2,544,559 $ 2,544,559 $ 576,000 $ 576,000 1 $ (1,968,559) -77.4 Beginning Fund Balance, 1/1 $ - $ - $ - $ 48,711 $ 48,712 $ 1 $ 1 $ (48,710) -100.0% EncEng Fund Balance, 12/31 $ $ 48,712 1 $ 1 1 $ - $ 1 $ 1 $ 1 $ 1 1 n/a EXPENDITURES BY OBJECT SUMMARY: Obi Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Ch % Chg Operatinz Expenditures: 110 Salaries & Wages $ 85,624 $ 13,232 $ 67,394 $ 92,707 $ 92,707 $ 75,872 $ 78,102 $ (16,835) -18.2% 111/1 Temporary Help - - - 48,712 48,712 - - (48,712) -100.0% 200 Benefits 22,047 3,831 20,867 22,395 22,395 27,548 30,202 5,153 23.0% 31X Supplies - 543 260 - - - - - n/a 41X Professional Svcs 401,111 182,847 81,607 2,358,745 2,358,745 472,580 467,696 (1,886,165) -80.0% 43X Travel & Training 8,199 6,800 1,750 - - - - n/a 497 Association Dues 200 - 100 n/a 4XX Other Misc Exp 236 1,067 1,200 - - n/a 552 lInterfundTransfers 97,025 - - 22,000 22,000 - - (22,000) -100.0% Subtotal Operating : $ 614,442 $ 208,321 $ 173,178 $ 2,544,559 $ 2,5449559 $ 5769000 $ 5769000 $ (19968,559) -77.4% TotalExpenditures: 1 $ 6149442 $ 2089321 $ 173,178 $ 2,544,559 $ 2,5449559 $ 576,000 $ 576,000 $ (1,9689559) -77.4 % FUND - 14 BUDGET BYFUND 120: PATH AND TRAILS RESERVE FUND PURPOSE/DESCRIPTION: The Path and Trails Reserve Fund was established in compliance with state law. Its purpose is to accumulate unexpended proceeds of the motor vehicle fuel tax receipts, which are legally restricted to the construction, and maintenance of paths and trails within City street rights -of -way. One-half percent (0.5%) of these proceeds are restricted for these purposes. This fund must transfer such accumulated receipts back to a street construction/maintenance-oriented fund when specific projects have been defined. In August 2007, King County voters approved a new $0.05, six -year, inflation adjusted property tax lid lift to expand park and recreation opportunities. One cent of the five -cent acquisition levy proceeds will be distributed to cities for acquisition and development of open space and natural lands and city trail projects that support connections to the regional trail system. The City of Federal Way's 2013 and 2014 allocation is estimated at $155K and $157K respectively and is also accounted for in this fund. The following tables present a sources and uses summary of the Path and Trails Reserve Fund. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 I Proposed 13 Proposed - 12 Ad' Adopted Adjusted I Year-endd $Ch %Ch REVFNIUES Motor Fuel Tax $ 7,971 $ 9,404 $ 8,000 $ 8,000 $ 8,000 $ 9,000 $ 9,000 $ 1,000 12.5% Countywide Park/Trail 6yr Levy 155,828 159,015 155,000 155,000 155,000 155,000 - - 0.0% Interest Earnings 51 27 - - - - - n/a Total Operating Revenues: $ 163,850 $ 168,446 $ 163,000 $ 163,000 $ 163,000 $ 164,000 $ 9,000 $ 1,000 0.6% EXPENDITURES Transfer to Parks CIP $ 161,000 $ 153,000 $ 155,000 $ 155,000 $ 155,000 $ 155,000 $ 157,000 $ - 0.0% Total Operating Expenditures: $ 161,000 $ 153,000 $ 155,000 $ 155,000 $ 155,000 $ 155,000 $ 157,000 $ - 0.0% Oper Rev Over/(Under) Fxp $ 2,850 $ 15,446 $ 8,000 $ 8,000 $ 8,000 $ 9,000 $ (148,000)1 $ 1,000 12.5% Total Rev& Other Sources S 163,850 $ 168,446 $ 163,000 $ 163,000 $ 163,000 $ 164,000 $ 9,000 $ 1,000 0.6% Total Exp & Other Uses $ 161,000 $ 153,000 $ 155,000 $ 155,000 $ 155,000 $ 155,000 $ 157,000 $ - 0.0% Beginning Fund Balance, 1/1 $ 133,511 $ 136,361 $ 140,768 $ 151,807 $ 151,807 $ 159,807 $ 168,807 $ 8,000 5.3% Encling Fund Balance, 12/31 $ 136,361 1 $ 151,807 1 $ 148,768 1 $ 159,807 1 $ 159,807 1 $ 168,807 1 $ 20,807 1 $ 9,000 1 5.6% EXPENDITURE BY OBJECT SUMMARY: Obi Code 1 Item 2010 Actual 2011 I Actual 2012 2013 Proposed 2014 I Proposed 13 Proposed - 12 Ad' I Adopted Adjusted I Year-end $ Chg % Chg Operating Expenditures: 552 linterfundTransfers $ 161,000 $ 153,000 $ 155,000 $ 155,000 $ 155,000 $ 155,000 $ 157,000 $ 0.0% Subtotal Operating : $ 161,000 $ 153,000 $ 155,000 $ 1559000 $ 1559000 $ 1559000 $ 157,000 $ 0.0% TotalExpenditures:_ $ 161,000 $ 153,000 $ 1559000 $ 155,000 $ 155,000 $ 1559000 $ 157,000 $ - 0.0% FUND - 15 CITY OF FEDERAL WAY 201312014 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, 2003 G.O. bond issue for the community center, and the SCORE facility. Revenues accounted for in this fund include real estate excise tax, interest earning and transfers -in from the Utility Tax Fund for the 2003 GO Bond debt service (for the Community Center). As authorized by Council, excess real estate tax is transferred to various capital improvement projects. 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 is the breakdown of sources: Funding Sources 2013 2014 Utility Taxes $ 1,832,000 $ 1,832,000 Real Estate Excise Taxes 1,400,000 1,400,000 Interest Eamings 3,500 3,500 Total Funding Sources $ 3,235,500 $ 3,235,500 The following is 2013 and 2014's scheduled principal & interest payments and other expenditures: Bond Issues & Other nditures 2013 2014 2003 GO Bonds - Conmwnity Center 915,000 915,000 2000 LTGO Valley Communications 172,630 197,480 SCORE Bond 916,858 916,654 Subtotal Principal & Interest Payments $ 2,004,488 $ 2,029,134 Fiscal Agent & Cash Management Fees 47,020 46,416 Transfer to Capital Improvement Projects 1,217,000 1,217,000 Total nditures & Other Uses $ 3,268,508 $ 3,292,550 The following page presents sources and uses summary and expenditure by object summary of the Debt Service Fund. FUND - 16 BUDGET BYFUND 201: DEBT SERVICE FUND (continued) SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg REVENUES 1st %REET $ 701,681 $ 780,197 $ 450,000 $ 700,000 $ 550,000 $ 700,000 $ 700,000 $ 0.0% 2nd%REET 701,681 780,197 450,000 700,000 550,000 700,000 700,000 0.0% Transfer -In Util Taxes 915,032 915,000 915,000 915,000 1,439,980 1,832,000 1,832,000 917,000 100.2% Transfer -In CIP-Unspent REET 755,000 - - - - - - - n/a Interest Earnings 6,018 3,454 15,000 15,000 3,500 3,500 3,500 (11,500) -76.7% Transfer -In Arterial Street Fund 306,684 - - n/a Total Operating Revenues: $ 3,386,095 $ 1,178,848 $1,830,000 S 2,330,000 $ 2,543,480 S 3,235,500 $ 3,235,500 $ 905,500 38.9% EXPINDrFURES Community Center-2003 LTGO $ 915,033 $ 915,113 $ 915,000 $ 915,000 $ 915,000 $ 915,000 $ 915,000 $ - 0.0% Principal -Valley Comm 205,000 157,790 201,000 201,000 201,000 179,000 212,000 (22,000) -10.9% Principal -Valley Comm -Fire Dept Reimb (30,750) (30,270) (30,150) (30,150) (30,150) (32,250) (31,800) (2,100) 7.0% Interest -Valley Comm 34,386 35,190 35,190 31,910 25,880 17,280 (9,310) -26.5% Interest -SCORE 2009 - 925,000 - 524,980 916,858 916,654 916,858 n/a Fiscal Agent Fees/Other 304 1 303 10,000 10,000 10,000 10,000 10,000 - 0.0% Cash Mgmt Fee - General Fund 55,492 29,156 26,629 26,629 26,629 37,020 36,416 10,391 39.0% Transfers -Out: Fund 303 - Parks CIP 330,000 100,000 100,000 100,000 100,000 300,000 300,000 200,000 200.0% Fund 306 - Transportation CIP 2,661,684 820,000 925,000 1 925,000 917,000 917,000 (8,000) -0.9% Total Operating Expenditures: $ 4,171,148 $ 1,992,092 $ 2,182,669 1 $ 2,182,669 1 $ 2,704,369 $ 3,268,508 $ 3,292,550 $ 1,085,839 49.7% Oper RevOver/(Under) Expl $ (785,053)1 $ 486,756 $ (352,669)1 $ 147,331 1 $ (160,889) $ (33,008) $ (57,050) $ (180,339) -122.4% Total Rev& Other Sources $ 3,386,095 $ 2,478,848 $1,830,000 $ 2,330,000 $ 2,543,480 $ 3,235,500 $ 3,235,500 $ 905,500 38.9% Total Exp& Other Uses $ 4,171,148 $ 1,992,092 $ 2,182,669 S 2,182,669 $ 2,704,369 S 3,268,508 $ 3,292,550 $ 1,085,839 49.7% Beginning Fund Balance, 1 $ 4,164,480 $ 3,379,427 $ 2,662,878 $ 3,866,183 $ 3,866,183 $ 3,705,294 $ 3,672,286 1 $ (160,889) -4.2% En(fing FtmdBalance, 12/31 $ 3,379,427 1 $ 3,866,183 1 $ 2,310,209 1 S 4,013,515 1 $ 3,705,294 1 S 3,672,286 1 $ 3,615,236 1 $ (341,229) -8.5% Reserve for ValleyComm 127,520 206,040 211,000 200,000 172,630 197,480 196,000 (2,520) -1.3% Reserved for 2003 GO Prefund 915,113 915,000 915,000 915,000 915,000 915,000 915,000 - 0.0% Reserve for 2009 SCORE Bond - 925,000 925,000 925,000 916,858 916,654 917,000 (8,346) -0.9% Unreserved REET Available for Capital 2,336,794 1,820,143 259,209 1,973,515 1,700,806 1,643,152 1,587,236 (330,363) -16.7% EXPENDITURES BY OBJECT SUMMARY: Obj Code 1 Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Pro osed 13 Proposed - 12 Ad' Ado ted Adjusted Year-end $ Chg % Chg Operating Expenditures: 552 Interfund Transfers $2,991,684 $ 920,000 $ 100,000 $ 1,025,000 $ 1,025,000 $ 1,217,000 $ 1,217,000 $ 192,000 18.7% 7XX Debt Service-Princ 494,250 457,520 510,850 510,850 510,850 501,750 550,200 (9,100) -1.8% 8XX Debt Service -Interest 629,722 585,415 1,545,190 620,190 1,141,890 1,512,738 1,488,934 892,548 143.9% 910 Intfund Svc Pmts 55,492 29,156 26,629 26,629 26,629 37,020 36,416 10,391 39.0 % Subtotal Operating : $ 4,171,148 $1,992,091 $ 2,182,669 $ 2,182,669 $ 2,704,369 $ 3,268,509 $ 3,292,552 $ 1,085,840 49.7% Total nditures: $ 4,171,148 1 $1,992,091 $ 2,182,669 1 $ 2,182,669 1 $ 2,704,369 1 $ 3,268,509 $ 3,292,552 1 $ 1,085,840 49.7% FUND - 17 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 301: CAPITAL PROJECT FUND - DOWNTOWN REDEVELOPMENT PURPOSE/DESCRIPTION: This Capital Project Fund was established to accumulate resources and set aside for downtown projects. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed -12 Adj Adopted Adjusted Year-end $ Chg % Chg REVENUES Interest Earnings $ 5,261 $ 2,339 $ $ $ $ - $ - $ - n/a Transfers In: Utility Tax Fund 1,255,000 - 300,000 300,000 300,000 n/a Grants & Miscellaneous 85,085 130,374 - - - n/a Property Tax -LIFT 10 13,333 - - - n/a Total Operating Revenues: $ 1,345,356 $ 146,046 $ $ - $ $ 300,000 $ 300,000 $ 300,000 n/a EXPENDITURES Capital/Downtovm Redevelopment $ 464,925 $ 192,827 $ $ 60,000 $ 60,000 $ - $ - $ (60,000)-100.0% Transfer Out - Unspent REET 925,250 750,000 - - n/a Utility & Comm 723 1,973 2,000 2,000 (2,000) -100.0% Total Operating Expenditures: $1,390,898 $ 944,800 $ $ 62,000 $ 62,000 $ - $ - $ (62,000) -100.0% Oper RevOwr/(Under) Exp $ (45,542) $ (798,754) $ $ (62,000) $ (62,000) $ 3009000 $ 300,000 $ 3629000 -583.9% Total Rev& Other Sources $15345,356 $ 146,046 $ $ $ $ 300,000 $ 300,000 $ 300,000 n/a Total Exp & Other Uses $1,390,898 $ 944,800 $ $ 62,000 $ 62,000 $ - $ $ (62,000) -100.0% Beginning Fund Balance, 1/1 $ 3,051,348 $ 3,005,805 $ 2,976,204 $ 2,207,052 $ 2,207,051 $ 2,145,051 $ 2,445,051 1 $ (62,001) -2.8% Ending Fund Balance, 12/311 $ 3,005,806 1 $ 2,207,051 1 $ 2,976,204 1 $ 2,145,052 1 $ 2,145,051 1 $ 2,445,051 1 $ 2,745,051 1 $ 299,999 14.0% EXPENDITURES BY OBJECT SUMMARY: Obi Code 1 Item 2010 Actual 2011 ActualI 2012 2013 Proposed 2014 I Proposed 13 Proposed - 12 Ad' Adopted Adjusted I Year-end $ Chg I % Chg Operatinz Expenditures: 41X Professional Svcs $ 464,925 $ 192,827 $ $ 60,000 $ 60,000 $ $ $ (60,000) -100.0% 42/47 Utility & Comm 723 1,973 2,000 2,000 (2,000) -100.0% 552 Interfund Transfers 925,250 750,000 - - n/a Subtotal Operating , $ 1,390,898 $ 944,800 $ $ 62,000 $ 62,000 $ - $ $ (62,000) -100.0% TotalExpenditures: $1,390,898 $ 944,800 1 $ $ 62,000 $ 62,000 1 $ - $ ILL (62,000) -100.0% FUND - 18 BUDGET BYFUND 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. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 I Proposed 13 Proposed - 12 Ad' �Adpted Adjusted Year-end $ Chg % Chg REVENUES Grants/Contributions/Miscellaneous $ 5,372,761 $ 106,516 $ $ $ $ $ $ n/a Interest Earnings 1,406 1,040 n/a Transfers In: CIP Funds 156,530 750,000 n/a Total Operating Revenues: $ 5,530,697 $ 857,556 $ $ $ $ $ $ n/a EXPENDITURES Federal Way Community Center (10 $ 1,430 $ 520 $ $ 478,549 $ 478,549 $ $ $ (478,549) -100.0% Major Facilty Rehabilitation (108) 30,830 39,432 56,702 56,702 (56,702) -100.0% Steel Lake Maint Expansion (109) 36,213 - - - n/a Performing Arts Center (110) 5,388,192 205,941 750,068 750,068 (750,068) -100.0% Emergency Equipment (270) 16,163 3,637 - - n/a Transfer to FWCC Fund 111 85,645 - n/a Transfer to General Fund 001 61,235 n/a Transfer to Building Fund 505 149,365 - - - n/a Total Operating Expenditures: $ 5,769,073 $ 249,529 $ $ 1,285,319 $ 1,285,319 $ $ $ (1,285,319) -100.0% Oper Rev Over/(Under) $ (238,376) $ 608,026 $ $ (1,285,319) $ (1,285,319) $ $ $ 1,285,319 -100.0% Total Rev& Other Sources $ 5,530,697 $ 857,556 $ $ - $ - $ $ $ - n/a Total Exp & Other Uses $ 5,769,073 $ 249,529 $ $ 1,285,319 $ 1,285,319 $ $ $ (1,285,319) -100.0% Beginning Fund Balance, 1/1 $ 915,959 $ 677,584 $ $ 1,285,609 $ 1,285,610 S 291 1 $ 291 $(1,285,318) -100.0% Ending FundBalance, 12/31 $ 677,583 1 $ 1,285,610 1 $ I $ 290 1 $ 291 1 $ 291 1 $ 291 1 $ 1 1 0.4% EXPENDITURES BY OBJECT SUMMARY: Obj Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 1 13 Proposed - 12 Adj Adopted Adjusted Year-end $ Chg % Chg Operatinjz Expenditures: 31X Supplies $ 275 $ - $ $ $ $ $ $ n/a 41X Professional Svcs 9,427 26,048 n/a 42/47 Utility & Comm 2,143 (2,138) n/a 48X Repairs & Mtc 6,372 1,643 n/a 4XX Other Misc Exp - 2,085 n/a 5XX Intgvtl Srvs/Taxes - 38,800 n/a 552 Interfund Transfers 296,245 - n/a 600 Capital Outlays 5,454,610 183,092 1,285,319 1,285,319 (1,285,319) 100.0"/u Subtotal Operating Exp: $ 5,769,073 $ 249,529 $ - $1,285,319 $ 1,285,319 $ - $ $ (1,285,319) -100.0% Total Expenditures: $ 5,769,073 $ 249,529 $ - $1,285,319 $ 1,285,319 $ - $ $ (1,285,319) -100.0% FUND - 19 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 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 $686,000 and $1,373,000 in 2013 and 2014, respectively, and are allocated to the following projects: 2013 Proposed Projects Sources (in thousands) Misc / Prior Total REEr Years' Sources Trsfrs Sources Consult Project Equip Construct Svcs Mgmt Acquis Total Expenses Major Maintenance & Improvements to Existing Park Facilities $ 100 $ - $ 203 $ 303 $ 253 $ - $ - $ - $ 253 Annual Playground Repair & Replacement Program - 262 262 - 262 262 Trail & Pedestrian Access Improvements - 155 - 155 121 - 50 - 121 50 Lakota Soccer Field Upgrade 200 91 - 291 Total 2013 $ 300 $ 246 $ 465 $ 1,011 $ 424 $ 262 $ $ $ 686 Sources (in thousands) Misc / Prior Total Consult Project Equip Total 2014 Proposed Projects REEr Trsfrs Years' Sources Construct Svcs Mgmt Acquis Expenses Sources Major Maintenance & Improvements to Existing Park Facilities $ 100 $ - $ - $ 100 $ - $ 150 $ - $ - $ 150 Trail & Pedestrian Access Improvements 100 157 625 882 882 882 Lakota Soccer Field Upgrade 100 - 241 341 341 341 Total 2014 $ 300 $ 157 $ 866 $ 1,323 $ $ 1,373 S - S $ 1,373 SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted Year-end $ Ch % Ch REVENUES Interest Earnings $ 133 $ 2,267 $ $ $ $ $ $ n/a Donations/Contributions - 4,080 n/a Mitigation Fees/Fee-in-Lieu 12,708 - n/a Transfers In: Paths & Trails Fund 161,000 153,000 155,000 155,000 155,000 155,000 157,000 0.0% Utility Tax 175,000 175,000 1 175,000 1 175,000 1 - (175,000) -100.0% Debt Service Fund - Excess REET 330,000 100,000 100,000 100,000 100,000 300,000 300,000 200,000 200.0% Total Operating Rewenues: $ 503,841 $ 434,347 $ 430,000 $ 430,000 $ 430,000 $ 455,000 $ 457,000 $ 25,000 5.8% EXPINDTITRES Capital $ 292,288 $ 319,268 $ 375,000 $ 2,507,244 $ 1,261,770 $ 686,000 $ 1,373,000 $ (1,821,244) -72.6% Transfer Out - Arterial Street 500,000 - - - - - n/a Total Operating Eipenditures: $ 792,288 $ 319,268 $ 375,000 $ 2,507,244 $ 1,261,770 $ 686,000 $1,373,000 $ (1,821,244) -72.6% Oper Rev Over/(Under) Ex $ (288,447) $ 115,079 $ 55,000 $ (2,077,244) $ (831,770) $ (231,000) $ (916,000) $ 1,846,244 -88.9% Total Rev& Other Sources $ 503,841 $ 434,347 $ 430,000 $ 430,000 $ 430,000 $ 455,000 $ 457,000 $ 25,000 5.8% Total Exp & Other Uses $ 792,288 $ 319,268 $ 375,000 $ 2,507,244 $ 1,261,770 $ 686,000 1 $1,373,000 $ (1,821,244) -72.6% Beginning Fund Balance, 1/1 $ 2,582,254 $ 2,293,810 $ 904,006 $ 2,408,884 $ 2,408,889 $ 1,577,119 1 $1,346,119 $ (831,765) -34.5% Ending Fund Balance, 12/311 $2,293,807 1 $2,408,889 1 $ 959,006 1 $ 331,640 1 $ 1,577,119 1 $ 1,346,119 1 $ 430,119 1 $ 1,014,479 1 305.9% FUND - 20 BUDGET BYFUND 303: CAPITAL PROJECT FUND — PARKS (continued) EXPENDITURES BY OBJECT SUMMARY: Obi Code 1 Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg Operating Expenditures: 31X Supplies $ 3,181 $ 4,255 $ $ $ $ $ $ n/a 36X Mtc Supplies 3,774 9,728 n/a 41X Professional Svcs 26,175 5,414 (5,414) 100.0% 48X Repairs & Mtc 1,114 9,787 n/a 4XX Other Misc Exp 55 n/a SXX Intgvtl Srvs Taxes (1,441) n/a 552 Interfund Transfers 500,000 - - n/a 600 Capital Outlays 285,660 269,269 375,000 2,501,830 1,261,770 686,000 1,373,000 (1,815,830) -72.6% Subtotal Operating : $ 792,288 $ 319,268 $ 375,000 $ 2,507,244 $ 1,261,770 $ 686,000 $1,373,000 $ (1,821,244) -72.6% Total nditures: $ 792,288 $ 319,268 $ 375,000 $ 2,507,244 $ 1,261,770 $ 686,000 $1,373,000 $ (1,821,244) -72.6% FUND - 21 CITY OF FEDERAL WAY 201312014 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 Proposed budgets are $2,664,000 and $246,000 in 2013 and 2014, respectively, and are allocated to the following projects: Sources (in thousands) Expenses (in thousands) User Prior Total Property Consult Total 2013 Proposed Projects Grants Years' Construct Fees Sources Sources Acquis Services Expenses Small CIP-Annual Program $ 238 $ - $ - $ 238 $ $ - $ 238 $ 238 S 356th Street RDF Retrofit - 979 1,447 2,426 2,426 - 2,426 Total 2013 $ 238 $ 979 $ 1,447 $ 2,664 1 $ - $ 2,426 $ 238 $ 2,664 Sources (in thousands) Expenses (in thousands) Prior User Total Property Consult Total 2014 Proposed Projects Grants Years' Fees Sources Construct Acquis Services Expenses Sources Small CIP-Annual Program $ 246 $ $ $ 246 $ $ $ 246 $ 246 Total 2014 $ 246 $ - $ - $ 246 $ - $ - $ 246 $ 246 SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end d $ Chg I % Chg REVENUES Grants $ 225,907 $ 20,878 $ 450,000 $ 1,520,464 $ 641,342 $ 979,000 $ $ (541,464) -35.6% Interest Earnings 13,671 9,053 - - - - n/a Miscellaneous 15,388 16,730 - - - - - n/a Transfers In: SWM Fund - 702,067 230,000 230,000 230,000 238,000 246,000 8,000 3.5% Total Operating Revenues: $ 254,965 $ 748,728 $ 680,000 $ 1,750,464 $ 871,342 $ 1,217,000 $ 246,000 $ (533,464) -30.5% EXPEIVDfrURES Capital $ 593,257 $ 207,191 $ 860,714 $ 3,862,152 $ 1,627,280 $ 2,664,055 $ 246,000 $ (1,198,097) -31.0% Transfers Out: SWM Operations 600,000 144,798 - 179,181 179,181 - - (179,181) -100.0% Total Operating Expenditures: $ 1,478,257 $ 351,989 $ 860,714 $ 4,041,333 $ 1,806,461 $ 2,664,055 $ 246,000 $(1,377,278) -34.1% Oper RevOwr/(Under) Expi $ (1,223,292) $ 396,739 $ (180,714) $ (2,290,869) $ (9359119) $ (11447,055) $ $ 8439814 -36.8% Total Rev& Other Sources $ 254,965 $ 748,728 $ 680,000 $ 1,750,464 $ 871,342 $ 1,217,000 $ 246,000 1 $ (533,464) -30.5% Total Exp & Other Uses $ 1,478,257 $ 351,989 $ 860,714 $ 4,041,333 $ 1,806,461 $ 2,664,055 $ 246,000 1 $ (1,377,278) -34.1% Beginning Fund Balance, 1/1 S 3,765,536 $ 2,542,244 $1,574,233 $ 2,938,981 $ 2,938,983 $ 2,003,864 $ 556,809 1 $ (935,117) -31.8% Ending Fund Balance,12/31 $ 29542,244 1 $2,938,983 1 $1,3939519 1 $ 6489112 1 $ 290039864 1 $ 556,809 1 $ 556,809 1 $ (91,303) -14.1% FUND - 22 BUDGET BYFUND 304: CAPITAL PROJECT FUND - SURFACE WATER MANAGEMENT (continued) EXPENDITURES BY OBJECT SUMMARY: Obj Code 1 Item 2010 Actual 2011 I Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Ch % Ch Operating Expenditures: 110 Salaries & Wages $ 109,683 $ 125,244 $ 114,714 $ 114,714 $ $ $ $ (114,714) -100.0% 200 Benefits - 3,830 - - n/a 31X Supplies 21,408 12,972 n/a 36X Mtc Supplies 13,586 9,156 n/a 3XX Othr Opt Supplies 375 2,359 - n/a 41X Professional Svcs 61,386 22,343 116,000 n/a 42/47 Utility & Comm 5,416 1,178 - n/a 48X Repairs & Mtc 27,689 3,898 n/a 4XX Other Misc Exp 8,765 3,100 n/a 5XX Intgvtl Srvs/Taxes 1,933 - - n/a 552 Interfund Transfers 885,000 144,798 - 179,181 179,181 (179,181) -100.0% 600 Capital Outlays 343,015 23,111 630,000 3,747,438 1,627,280 2,664,055 246,000 (1,083,383) -28.9% Subtotal Operating l -. $ 1,478,257 $ 351,989 $ 860,714 $ 4,041,333 $ 1,806,461 $ 2,664,055 $ 246,000 $ (1,377,278) -34.1% Total nditures: $ 1,478,257 $ 351,989 $ 860,714 $ 4,041,333 $ 1,806,461 $ 2,664,055 $ 246,000 $ (1,377,278) -34.1 FUND - 23 CITY OF FEDERAL WAY 201312014 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 $5,743,000 and $7,169,000 in 2013 and 2014, respectively, and are allocated as follows: Sources (in thousands) Expenses (in thousands) PriorTotal 2013 Proposed Projects REEF Fuel Utility NTitig Grants Nlisc / Year's Property Consult Constr Const Coating Total Tax Tax Fees Trsfrs Sources Sources Aquis Sys N4gmt /Other Expenses Annual Transportation System Safety hvprov 310 - - 310 - 60 - - 60 S 320th St @ 20th Ave S _ 1,902 121 2,023 200 1,500 173 150 2,023 1st Ave S @ S 328th Street - - - - - 200 - 200 - 200 - - - 200 S 304th Street @ 28th Ave S 400 16 416 201 215 416 S 356th St SR 99-SR161 917 83 - - 1,000 - 797 797 SR99 HOVIns Phase V - 598 402 1,000 1,000 1,000 City Wide Safety Proj (Flashing Yellow Lights Installation) - 350 - 350 - 350 350 Safety Improv Proj - S320th St from SR99to1-5 258 258 50 208 258 Safety Improv Proj - SR99 from S320th St to S330th St 174 174 39 135 174 S 320th St - I Ith P1 S to I-5 Limited Access Preservation Pro) 1 00 200 i - 250 - 250 133 too 200 - 133 100 200 32 14th Ave S: S 308th St - S 312th St 100 S 288th Street: 19th Ave S - I-5 200 Trans fer to Street Fund Total 2013 $ 917 $ 310 $ 681 $1,082 $ $3,154 $ 137 $ 6,281 $ 201 $2,934 $ 2,253 $ 173 $ 150 $ 5,743 Sources (in thousands) Expenses (in thousands) Prior Fuel Utility Miitig Msc / Total Property Consult Const Conting Total 2014 Proposed Projects REEL' Grants Year's Constr Tax Tax Fees Trsfrs Sources Aquis Svcs Nlgmt / Other Expenses Sources Annual Transportation System Safety hmprov - 310 - - 310 60 - - 60 S 320th St @ 20th Ave S 917 - 681 226 1,824 1,500 174 150 1,824 S 356th St SR 99-SR161 - 300 300 300 - - - 300 SR99HOVLas Phase V 1,000 1,000 1,000 - - 1,000 S 320th St - I Ith PI S to I-5 Limited Access Preservation Pro) 1,100 250 117 1,467 - 1,333 134 1,467 16th Ave SW: SW 304th St to SW 306th St Safe Rtto School I rov 549 - - 549 100 449 - 549 13th Ave SW: SW 314th St to SW 316th St Safe Rtto School lmprov 287 287 60 227 - 287 14th Ave S: S 308th St - S 312th St 665 665 - 481 40 144 665 S 288th St: 19th Ave S -1-5 985 985 719 50 216 985 Trans fer to Street Fund - - - - - 32 Total 2014 $ 917 $ 310 $ 681 $3,586 $ $ 250 $ 1,643 $ 7,387 1 $ - $1,460 $ 4,769 $ 398 $ 510 $ 7,169 FUND - 24 BUDGET BYFUND 306: CAPITAL PROJECT FUND - TRANSPORTATION SYSTEMS (continued) SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed -12Adj Adopted Adjusted Year-end $ Chg % Chg REVENUES Grants $ 8,606,786 $ 7,004,702 $ 5,000,000 $ 7,007,493 $ 5,553,239 $ 1,082,000 $ 3,586,000 $ (5,925,493) -84.6% Fuel Tax 322,394 311,885 320,000 320,000 320,000 310,000 310,000 (10,000) -3.1% Road/Street Maint Charges 274,646 1,081,167 - - - - - - n/a Mitigation Fees 347,202 (103,481) 81,000 81,000 (81,000) -100.0% Proceeds from Sale of Property - 9,162 - n/a Interest Earnings 27,123 (13,159) - n/a Miscellaneous - 9,246 - - 10,141 n/a Transfers In: General Fund/Utility Tax - 791,000 1,621,000 696,000 696,000 681,000 681,000 (15,000) -2.2% Debt Service Fund - Excess REEI 2,661,684 820,000 - 925,000 925,000 917,000 917,000 (8,000) -0.9% CDBG 97,025 - - - - n/a SWM CIP Fund 285,000 - - - n/a Total Operating Revenues:1 $ 12,621,859 1 S 9,910,522 1 $ 7,022,000 1 $ 9,029,493 1 $ 7,504,380 $ 2,990,000 $ 5,494,000 1 S (6,039,493) -66.9% EXPENDITURES Capital $ 7,798,672 $ 12,102,087 $ 11,199,000 $ 16,376,495 $ 10,195,530 $ 5,661,000 $ 7,087,000 $ (10,715,495) -65.4% Transfers Out: - General Fund 45,053 3,800,000 70,000 - - - - n/a Street Fund - - - 32,000 32,000 32,000 n/a Overlay Fund - 300,000 50,000 50,000 50,000 n/a Utility Tax Fund 1,061,684 - - - - n/a Total Operating Expenditures: $ 8,905,409 $16,202,087 $11,269,000 $16,376,495 $10,195,530 $ 5,743,000 $ 7,169,000 $ (10,633,495) -64.9 Oper RevOwr/(Under) lap $ 3,716,449 S (6,291,565) $ (4,247,000) $ (7,347,002) $ (2,691,150) $ (2,753,000) $ 0,675,000) $ 4,594,002 -62.5 Total Rev& Other Sources $12,621,859 $ 9,910,522 $ 7,022,000 $ 9,029,493 $ 7,504,380 $ 2,990,000 $ 5,494,000 1 $ (6,039,493) -66.9% Total Exp& Other Uses $ 8,905,409 $16,202,087 $11,269,000 $16,376,495 $10,195,530 $ 5,743,000 $ 7,169,000 1 $ (10,633,495) -64.9% Beginning Mind Balance, 1/1 $16,384,794 $ 20,101,242 $ 6,085,794 $13,809,686 $13,809,677 $ 11,118,527 $ 8,365,527 1 $ (2,691,159) -19.5% Knding Fund Balance, 12/311 $ 20,101,243 1 S 13,809,677 1 $ 1,838,794 1 $ 6,462,684 1 $11,118,527 1 $ 8,365,527 1 $ 6,690,527 1 S 1,902,843 1 29.4 EXPENDITURES BY OBJECT SUMMARY: Obi Code 1 Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed -12 Adj Adopted Adjusted Year-end $Chg %Ch Operatinjz Expenditures: 110 1 Salaries & Wages $ 201,869 $ 220,756 $ 202,513 $ 215,513 $ $ $ $ (215,513) -100.0% 111/1 Temporary Help - 800 - - n/a 200 Benefits 4,528 6,554 n/a 31X Supplies 541 926 n/a 41X Professional Svcs 580,071 848,828 n/a 43X Travel & Training 49 - n/a 42/47 Utility & Comm 101 - n/a 4XX Other Misc Exp 5,956 2,869 n/a 5XX Intgvtl Srvs/Taxes 434,758 293,019 - n/a 552 Interfund Transfers 1,106,737 4,100,000 70,000 - 82,000 82,000 82,000 n/a 600 Capital Outlays 6,570,800 10,728,334 10,996,487 16,160,982 10,195,530 5,661,000 7,087,000 (10,499,982) -65.0% Subtotal Operating Fk : $ 8,905,409 $ 16,202,087 $ 11,269,000 $ 16,376,495 $ 10,195,530 $ 5,743,000 $ 7,169,000 $ (10,633,495) -64.9 % Total Fxpenditures:l 8,905,409 1 $ 16,202,087 1 $ 11,269,000 1 $ 16,376,495 1 $ 10,195,530 1 $ 5,743,000 1 $ 7,169,000 1 $ (10,633,495) -64.9°% FUND - 25 CITYOF FEDERAL WAY2O1312014 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 f ind's major sources of revenue and primary areas of service. PRIMARY REVENUE SOURCES • Surface Water Management fees • Interest earnings • Beginning fund balance PRIMARY EXPENDITURE SERVICES • Design, construction and inspection of public surface water capital improvement projects • Establish and update City surface water management codes and regulations • Water Quality • Maintenance program for current system The following tables present a sources and uses summary of the divisions' budgets comprising the SWM Fund. Also included is an expenditure by object summary. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad Adopted Adjusted Year-end $ Chg % Chg REVENUES User Fees $ 3,419,564 $ 3,416,140 $ 3,164,969 $ 3,164,969 $ 3,496,000 $ 3,456,000 $ 3,456,000 $ 291,031 9.2% Operating Assessment District 11,224 24,337 25,536 25,536 25,536 25,536 25,536 - 0.0% Interest Earnings/Other Misc 3,602 3,537 6,000 6,000 3,000 3,000 3,000 1 (3,000) -50.0 % Total Operating Revenues: $ 3,434,390 $ 3,444,014 $ 3,196,505 $ 3,196,505 $ 3,524,536 $ 3,484,536 $ 3,484,536 $ 288,031 9.0% EXPENDITURES Engineering $ 1,632,125 $ 1,587,090 $ 1,832,779 $ 1,836,270 $ 1,836,270 $ 1,666,662 $ 1,690,101 $ (169,608) -9.2% Water Quality 231,007 235,610 264,042 273,536 273,536 271,700 283,345 (1,836) -0.7% Maintenance 779,628 867,384 920,821 905,273 905,273 951,009 966,900 45,736 5.1% Steel Lake Management 11,459 5,340 13,000 23,054 23,054 13,000 13,000 (10,054) -43.6% North Lake Managemetn 9,250 10,423 12,536 15,975 15,975 12,536 12,536 (3,439) -21.5 % Total Operating Expen(litures:1 $ 2,663,469 $ 2,705,847 $ 3,043,178 $ 3,054,108 $ 3,054,108 $ 2,914,907 $ 2,965,882 $ (139,201) -4.6% OperRevOwr/(Under)ExpJ $ 770,921 1 $ 738,167 1 $ 153,327 1 $ 142,397 1 $ 470,428 1 $ 569,629 1 $ 518,654 1 $ 427,232 1 300.0°% OTHER FINANCING SOURCES Transfer in - CIP Funds $ 600,000 $ 144,798 $ - $ 179,181 $ 179,181 $ - $ - $ (179,181) -100.0% Transfer in - Internal Service Funds - - - - - 21,419 21,419 n/a Grants 72,828 244,782 106,000 135,073 135,073 11,559 (123,514) -91.4% Total Other Financing Sources $ 672,828 $ 389,580 $ 106,000 $ 314,254 $ 314,254 $ 32,978 $ $ (281,276) -89.5% OTHER FINANCING USES Grant/Capital/Carry forward/1-Time $ 87,909 $ 192,585 $ 106,000 $ 151,758 $ 151,758 $ 22,514 $ $ (129,244) -85.2% Debt Service 196,283 194,459 192,636 192,636 192,636 190,812 188,989 1 (1,824) -0.9% Trsfr Out - CIP Fund - 702,067 230,000 230,000 1 230,000 238,000 246,000 1 8,000 3.5% Total Other Financing Uses $ 284,192 $ 1,089,112 $ 528,636 $ 574,394 $ 574,394 $ 451,326 $ 434,989 $ (123,068) -21.4 % Total Rev& Other Sources $ 4,107,218 $ 3,833,594 $ 3,302,505 $ 3,510,759 $ 3,838,790 $ 3,517,514 $ 3,484,536 $ 6,755 0.2% Total Exp& Other Uses $ 2,947,661 $ 3,794,958 $ 3,571,814 $ 3,628,502 $ 3,628,502 $ 3,366,233 $ 3,400,871 1 $ (262,269) -7.2% Beginning Fund Balance, 1/1 $ 1,114,704 $ 2,274,261 $ 1,843,103 $ 2,312,896 $ 2,312,897 $ 2,523,185 $ 2,674,465 1 $ 210,289 1 9.1 % Ending Fund Balance, 12/311 $ 2,274,261 1 $ 2,312,897 1 $ 1,573,794 1 $ 2,195,153 1 $ 2,523,185 1 $ 2,674,465 1 $ 2,758,131 1 $ 479,312 1 21.8% FUND - 26 BUDGET BYFUND 401: SURFACE WATER MANAGEMENT FUND (continued) EXPENDITURES BY OBJECT SUMMARY: Obj Code 1 Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Pro osed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $Ch %Ch Operatinjz Expenditures: 110 Salaries & Wages $ 1,054,512 $ 1,108,614 $ 1,182,245 $ 1,187,625 $ 1,187,625 $ 1,128,097 $ 1,133,113 $ (59,528) -5.0% 111/1 Temporary Help 65,781 64,526 62,242 62,242 62,242 73,242 73,242 11,000 17.7% 120 Overtime 4,839 8,492 11,400 11,400 11,400 18,900 18,900 7,500 65.8% 200 Benefits 383,719 422,426 484,078 474,135 474,135 439,728 486,926 (34,407) -7.3% 31X Supplies 22,269 31,551 42,125 42,125 42,125 40,600 40,600 (1,525) -3.6% 36X Mtc Supplies 6,430 12,202 9,650 9,650 9,650 11,650 11,650 2,000 20.7% 3XX Othr Opr Supplies 9,866 12,014 11,895 11,895 11,895 16,495 16,495 4,600 38.7% 41X Professional Svcs 27,498 20,426 55,413 68,906 68,906 41,536 41,536 (27,370) -39.7% 43X Travel & Training 3,955 2,438 6,865 6,865 6,865 6,865 6,865 - 0.0% 42/47 Utility & Comm 4,528 5,780 8,700 8,700 8,700 8,500 8,500 (200) -2.3% 48X Repairs & Mtc 247,875 238,664 283,168 283,168 283,168 305,918 305,918 22,750 8.0% 497 Association Dues 858 749 1,707 1,707 1,707 1,707 1,707 - 0.0% 4XX Other Misc Exp 4,991 4,308 11,485 11,485 11,485 11,485 11,485 - 0.0% 5XX Intgvtl Srvs/Taxes 169,501 177,169 197,768 199,768 199,768 202,668 202,668 2,900 1.5% 552 Interfund Transfers - 702,067 230,000 230,000 230,000 238,000 246,000 8,000 3.5% 600 Capital Outlays - - 3,500 3,500 3,500 - - (3,500) -100.0% 7XX Debt Service-Princ 182,359 182,359 182,359 182,359 182,359 182,359 182,359 - 0.0% 8XX Debt Service -Interest 13,924 12,100 10,277 10,277 10,277 8,453 6,630 (1,824) -17.7% 9XX IS Charges-M&O 169,427 171,194 202,606 202,606 202,606 207,058 209,240 4,452 2.2% 9XX IS Charges -Reserves 122,383 118,007 137,610 137,610 137,610 75,458 1 72,037 (62,152) -45.2% 910 Intfund Svc Ports 365,036 307,285 330,721 330,721 330,721 325,000 325,000 (5,721) -1.7% Subtotal Operating ExIr $ 2,859,752 $ 3,602,373 $ 3,465,814 $ 3,476,744 $ 3,476,744 $ 3,343,719 $ 3,400,871 $ (133,025) -3.8% Ca ital & One-time Funding: n/a I Capital & One -Time 87,909 192,585 106,000 151,758 151,758 22,514 - (129,244) 85.2% Subtotal One-time ExF. $ 87,909 $ 192,585 $ 106,000 $ 151,758 $ 151,758 $ 22,514 $ - $ (129,244) -85.2% Total nditures: $ 2,947,661 $ 3,794,958 $ 3,571,814 $ 3,628,502 $ 3,628,502 $ 3,366,233 $ 3,400,871 $ (262,269) -7.2% FUND - 27 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 402: DUMAS BAY CENTRE PURPOSE/DESCRIPTION: The Dumas Bay Centre Fund was established as an Enterprise Fund to specifically account for the revenues and expenses related to the acquisition, capital improvements, maintenance and operations of the City -owned Dumas Bay Centre Facility and Knutzen Family Theatre. The intent of the fund is to recover, primarily through user charges, the costs (expenses, including depreciation) of providing services to the general public on a continuing basis. The fund is accounted for in two distinct parts; the facilities, hotel, conference rooms and the kitchen as one part and the Knutzen Family Theatre as the second part. The Dumas Bay Centre was purchased by the City during the summer of 1993 and upgrades and construction was completed in 1998. Facilities include approximately 12 acres of landscaped waterfront property, 78 bedrooms, a full -service kitchen and small to large meeting rooms and classrooms. Facility services include conference and retreat services, community rentals for events such as weddings and/or wedding receptions, performing arts activities, visual art gallery displays, special events, community education and recreation classes, and food services. The Knutzen Family Theatre provides the community of Federal Way with a quality facility that presents accessible and affordable arts and cultural experiences in a unique and beautiful setting. The Knutzen Family Theatre offers a 234 seat performing arts facility, performance space for local artists and art organizations, production assistance for local arts organizations, performance and cultural arts events, cultural arts classes, technical theater classes, business and special events rentals. As of July 1, 2009, the Knutzen Family Theatre is managed and operated by Centerstage Theatre Arts. Centerstage has a management and operations contract with the City of Federal Way until June 30th, 2012. With this change in management, the City no longer budgets operational expenditures for Knutzen Family Theatre, the only line items budgeted in 2013 and 2014 is for the management contract and repairs and maintenance. The City still has use of the facility for Parks General Recreation programming. FUND - 28 BUDGET BYFUND 402: DUMAS BAY CENTRE (continued) The following tables present a sources and uses summary and an expenditure by object summary of the Dumas Bay Centre Fund. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted Year-end $ Chg % Chg REVENUES Dumas Bay Centre $ 500,844 $ 561,983 $ 522,732 $ 587,732 $ 587,732 $ 628,251 $ 635,251 $ 40,519 6.9% Knutzen Family Theatre 413 40 - - - - - n/a Total Operating Revenues: $ 501,257 $ 562,023 $ 522,732 1 $ 587,732 $ 587,732 $ 628,251 $ 635,251 $ 40,519 6.9% EXPENDrIVRES Dumas Bay Centre $ 576,027 $ 568,232 $ 540,031 $ 607,415 $ 607,415 $ 597,969 $ 609,985 $ (9,446) -1.6% Knutzen Family Theatre 82,055 81,586 85,095 85,095 85,095 85,080 85,080 (15) 0.0% Total Operating Expenditures: $ 658,081 $ 649,818 $ 625,126 $ 692,510 $ 692,510 $ 683,049 $ 695,065 $ (9,461) -1.4% Oper RevOwr/(Under) Ekp $ (156,825) $ (87,795) $ (102,394) $ (104,778) $ (104,778) $ (54,798) $ (59,814) $ 49,980 -47.7% OTHER FINANCING SOURCES Transfers In: General Fund $ - $ - $ - $ 27,500 $ 27,500 $ 4,000 $ 4,000 $ (23,500) -85.5% Utility tax 132,232 113,000 113,000 113,000 113,000 112,000 112,000 (1,000) -0.9% Total Other Financing Sources $ 132,232 $ 113,000 $ 113,000 $ 140,500 $ 140,500 $ 116,000 $ 116,000 $ (24,500) -17.4% OTHER FINANCING USES Professional Services $ - $ 42,384 $ - $ $ $ - $ $ n/a Repairs & Maintenance 8,116 17,740 137,056 1 137,056 1 1 (137,056) -100.0% Machinery & Equipment - 10,731 - n/a Total Other Financing Uses $ 8,116 $ 70,856 $ - $ 137,056 $ 137,056 $ $ $ (137,056) -100.0% Total Rev& Other Sources $ 633,489 $ 675,023 $ 635,732 $ 728,232 $ 728,232 $ 744,251 $ 751,251 1 $ 16,019 1 2.2% Total Ekp & Other Uses $ 666,197 $ 720,674 $ 625,126 $ 829,566 $ 829,566 $ 683,049 $ 695,065 1 $ (146,517) -17.7% Beginning Fund Balance, 1/1 $ 179,692 $ 146,983 $ 88,172 $ 101,333 $ 101,333 1 $ (2) $ 61,200 1 $ (101,334) -100.00% En(fing Fund Balance, 12/31 $ 146,983 1 $ 101,333 1 $ 98,778 1 $ (2) $ (2) $ 61,200 1 $ 117,386 1 $ 61,202 1 -3238198.9% EXPENDITURE BY OBJECT SUMMARY: Obi Code 1 Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Adj Adopted Adjusted Year-end $ Chg % Chg Operatinjz Expenditures: 110 1 Salaries & Wages $ 154,477 $ 154,438 $ 153,984 $ 153,984 $ 153,984 $ 153,984 $ 153,984 $ - 0.0% 111/1 ITemporary Help 70,562 76,680 53,000 101,000 101,000 86,000 90,000 (15,000) -14.9% 120 Overtime 45 1,768 150 150 150 150 150 - 0.0% 200 Benefits 70,725 79,374 66,908 65,292 65,292 69,608 77,339 4,316 6.6% 31X Supplies 99,494 115,835 102,886 117,886 117,886 118,086 118,086 200 0.2% 36X Mtc Supplies 216 1 709 200 200 200 200 200 - 0.0% 3XX Othr Opr Supplies 150 2,000 3,750 3,750 3,750 3,750 3,750 0.0% 41X Professional Svcs 153,346 111,189 128,800 132,800 132,800 132,800 132,800 0.0% 43X Travel & Training 691 854 1,650 1,650 1,650 1,650 1,650 0.0% 42/47 Utility & Comm 35,009 40,461 32,300 32,300 32,300 32,050 32,050 (250) -0.8% 48X Repairs & Mtc 12,871 15,634 28,109 28,109 28,109 28,109 28,109 - 0.0% 497 Association Dues - - 100 100 too - - (100) -100.0% 4XX Other Misc Exp 10,646 3,381 9,650 9,650 9,650 9,650 9,650 - 0.0% 5XX Intgvtl Srvs/Taxes 4,708 11,473 2,200 4,200 4,200 4,200 4,200 0.0% 600 Capital Outlays - - 1,000 1,000 1,000 1,000 1,000 0.0% 9XX IS Charges-M&O 26,721 24,377 28,639 28,639 28,639 28,914 29,222 275 1.0% 9XX 11SCharges-Reserves 2,217 1 2,204 2,260 2,260 2,260 1,794 1,666 (466) 20.6% 910 Intfund Svc Pmts 16,206 9,440 9,540 9,540 9,540 11,104 11,209 1,564 16.4% Subtotal Operating EW. $ 658,081 $ 649,818 $ 625,126 $ 692,510 $ 692,510 $ 683,049 $ 695,065 $ (9,461) -1.4% Ca ital & One-time Funding: n/a I Capital & One -Time 8,116 70,856 137,056 1 137,056 1 - (137,056) -100.0% Subtotal One-time EW, $ 8,116 $ 70,856 $ - $ 137,056 $ 137,056 $ $ $ (137,056) -100.0% Total nditures: $ 666,197 $ 720,674 $ 625,126 $ 829,566 $ 829,566 $ 683,049 1 $ 695,065 1 $ (146,517) -17.7% FUND - 29 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 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 unemployment compensation; property, casualty and general liability; and similar functions. Risk management also provides departments with information and assistance about recommended insurance requirements for various City contracts. Through the safety program, information is provided on how to reduce the risk of injury to employees, the general public and to City owned and leased property. This Fund is funded primarily through user charges allocated to the operating funds based upon the number of budgeted staff, and auto and property premiums. History of Strategic Reserve Funds At the end of 1991 the General Fund transferred $2M to establish the Strategic Reserve Fund. The purpose of this fund was to set aside financial resources to be used to mitigate adverse situations occurring as the result of severe short-term revenue shortfalls or expenditures resulting from emergencies, or as otherwise designated by the City Council. In 1994, the Strategic Reserve Fund transferred $300K to establish the Airport Strategic Reserve Fund. The purpose of this fund was to set aside financial resources to contest expansion of the SeaTac International Airport. In 2001 Council approved to combine the Airport Strategic Reserve ($300K) and Strategic Reserve Funds ($1.7M) and transfer the balance to the Risk Management Fund. The $2M has been reserved in the Risk Management Fund as Strategic Reserve Balance. Per the budget policies, the City shall establish a Strategic Reserve Fund which shall neither be appropriated nor spent without Council authorization. The purpose of the fund is to provide some fiscal means for the City to respond to potential adversities such as public emergencies, natural disasters or similarly major, unanticipated projects. Funding shall be targeted at not less than five (5) percent of the City's operating expenditures. The strategic reserve and self-insurance reserve should be replenished as soon as possible and always within three years from the time the reserve is used or falls below the target. Sources to replenish these reserves shall be from undesignated fund balances, deferring non -life safety capital, and operating revenues in this order. FUND - 30 BUDGET BYFUND 501: RISK MANAGEMENT FUND (continued) SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 I Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg REVENUES Internal Service $ 703,948 $ 923,892 $ 524,443 $ 1,184,159 $ 1,184,159 $ 524,443 $ 524,443 $ (659,716) -55.7% Unemployment 241,683 228,079 224,825 224,825 224,825 224,825 224,825 0.0% Miscellaneous 18,100 44,851 20,000 20,000 20,000 20,000 20,000 0.0% Recoveries 66,380 106,737 - 82,678 82,678 - - (82,678) -100.0% Total Operating Revenues: $1,030,111 $ 1,303,559 $ 769,268 $ 1,511,662 $1,511,662 $ 769,268 1 $ 769,268 1 $ (742,394) -49.1% EXPENDITURES Misc $ 25,148 $ 23,893 $ 1,850 $ 1,850 $ 1,850 $ 1,850 $ 1,850 $ 0.0% Unemployment 152,911 228,079 224,825 224,825 224,825 224,825 224,825 0.0% Insurance 406,820 445,815 476,412 476,412 476,412 476,412 476,412 0.0% Claims 322,195 251,587 46,181 46,181 46,181 46,181 46,181 0.0% Total Operating Expenditures: $ 907,075 $ 949,374 $ 749,268 $ 749,268 $ 749,268 $ 749,268 $ 749,268 $ 0.0% Oper Rev Over/(Under) Expl $ 123,036 1 $ 354,185 1 $ 20,000 $ 762,394 $ 762,394 $ 20,000 $ 20,000 1 $ (742,394) -97.4%, OTHER FINANCING S OURCES Internal Service $ - $ - $ $ - $ - $ 259,500 $ 259,500 $ 259,500 n/a Unemployment 100,000 100,000 - - (100,000) -100.0% Total Other Financing Sources $ - $ - $ $ 100,000 $ 100,000 $ 259,500 $ 259,500 1 $ 159,500 159.5% OTHER FINANCING USES Transfer Out - Fleet $ 27,827 $ 13,500 $ $ 82,678 $ 82,678 $ - $ - $ (82,678) -100.0% Unemployment - 20,639 100,000 100,000 - - (100,000) -100.0% Insurance - - 21,500 21,500 159,500 159,500 138,000 641.9% Claims 1,000 320,046 300,000 1,238,216 1,238,216 - - (1,238,216) -100.0% Wire Theft - - - - - 100,000 100,000 100,000 n/a Total Other Financing Uses $ 28,827 $ 354,185 $ 300,000 $ 1,442,394 $ 1,442,394 $ 259,500 $ 259,500 1 $ (1,182,894) -82.0% Total Rev& Other Sources $1,030,111 $ 1,303,559 $ 769,268 $ 1,611,662 $1,611,662 $ 1,028,768 $1,028,768 1 $ (582,894) -36.2% Total Exp & Other Uses $ 935,902 $ 1,303,559 $1,049,268 $ 2,191,662 $ 2,191,662 $ 1,008,768 $1,008,768 1 $ (1,182,894) -54.0% Beginning Fund Balance, 1/1 $ 5,337,573 $ 5,431,782 $ 5,077,573 $ 5,431,782 $ 5,431,782 $ 4,851,782 $ 4,871,782 1 $ (580,000) -10.7% Endin Fund Balance, 12/31 $ 5,431,782 1 $ 5,431,782 1 $ 4,797,573 1 $ 4,851,782 1 $ 4,851,782 1 $ 4,871,782 1 $ 4,891,782 $ 20,000 1 0.4% EXPENDITURE BY OBJECT SUMMARY: Obi Code 1 Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 I Proposed 13 Proposed -12 Ad' I Adopted I Adjusted Year-end $ Chg % Chg Operating Expenditures: 294 Claims $ 152,911 $ 248,718 $ 224,825 $ 224,825 $ 224,825 $ 224,825 $ 224,825 $ 0.0% 3XX Othr Opr Supplies 251 272 - - - - - n/a 41X Professional Svcs 24,747 23,486 - - - - - n/a 43X Travel & Training 25 (25) 1,200 1,200 1,200 1,200 1,200 0.0% 48X Repairs & Mtc - 35 n/a 497 Association Dues 125 125 650 1 650 650 650 650 0.0% 4XX Other Misc Exp 729,015 697,402 522,593 522,593 1 522,593 522,593 522,593 0.0% Subtotal Operating Exp: $ 907,075 $ 970,013 $ 749,268 $ 749,268 $ 749,268 $ 749,268 $ 749,268 $ 0.0% Ca ital & One-time Funding: n/a I Capital & One -Time 28,827 333,546 300,000 1,442,394 1,442,394 259,500 1 259,500 1 (1,182,894) -82.0% Subtotal One-time Exp: $ 28,827 $ 333,546 $ 300,000 $1,442,394 $ 1,442,394 $ 259,500 $ 259,500 1 $ (1,182,894) -82.0% Total EKpendtures: $ 935,902 $1,303,559 $1,049,268 $ 2,191,662 $ 2,191,662 $ 1,008,768 $ 1,008,768 1 $ (1,182,894) -54.0% FUND - 31 CITYOF FEDERAL WAY201312014 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. Replacement reserve charges associated with Information Technology are accumulated based on depreciation schedules, with charges effective in the year following acquisition. SOURCES AND USES: Item 2010 Actual 2011 ActualI 2012 2013 Proposed 2014 I Proposed 13 Proposed -12 Adj Adopted I Adjusted I Year-end $Chg I %Chg REVENUES Data ProcessingM&O $ 1,010,850 $ 1,025,283 $ 1,160,492 $ 1,090,257 $ 1,090,257 $ 1,101,731 $ 1,121,715 $ 11,474 1.1% TelecommunicationsM&O 166,422 128,747 237,225 215,925 215,925 167,818 170,272 (48,107) -22.3% Geographic Information Systems M 175,690 171,998 213,445 225,839 225,839 208,203 213,315 (17,636) -7.8% SafeCity 28,000 28,000 28,000 28,000 28,000 28,000 28,000 - 0.0% Interest/Other Misc 26,402 21,386 25,000 25,000 25,000 19,000 19,000 (6,000) -24.0% Total Operating Revenues: $ 1,407,364 $ 1,375,415 $ 1,664,162 $ 1,585,020 $1,585,020 $ 1,524,752 $ 1,552,302 $ (60,268) -3.8% EXPENDITURES Court (512-50) $ 32,764 $ 30,743 $ 38,487 $ 34,759 $ 34,759 $ 35,877 $ 36,280 $ 1,118 3.2% Data Processing (518-88) 309,526 296,876 389,038 324,019 324,019 296,524 299,268 (27,495) -8.5% Government Access Channel (519-1 97,941 84,587 109,753 109,186 109,186 62,444 63,795 (46,742) -42.8% Police (521-99) 605,264 563,516 704,077 685,473 685,473 621,847 630,737 (63,625) -9.3% SafeCity (524-94) 14,143 9,109 10,000 10,000 10,000 10,000 10,000 0.0% T elecommunicat ions (5 2 8) 167,933 129,750 185,944 166,247 166,247 151,278 153,412 (14,969) -9.0% WiFi (528-90) 50 2,380 - 8,700 8,700 8,700 8,700 - 0.0% Geographic Information Sys (532) 184,452 180,317 197,871 186,287 186,287 203,723 208,515 17,435 9.4% Total Operating Expenditures: $ 1,412,075 $ 1,297,278 $ 1,635,169 $ 1,524,670 $19524,670 $1,390,392 $1,410,708 $ (134,278) -8.8% Oper Rev Over/(Under) Expi $ (4,711)1 $ 78,137 $ 28,993 $ 609350 $ 60,350 $ 134,360 $ 141,594 $ 74,010 122.6% OTHER FINANCING S OURCES DP Replacement Reserves $ 350,116 $ 307,735 $ 338,342 $ 365,924 $ 365,924 $ 310,387 $ 301,277 $ (55,537) -15.2% Telecom Replacement Reserves 99,257 112,445 109,527 109,527 109,527 62,702 58,089 (46,825) -42.8% GIs Replacement Reserves 4,567 4,296 4,567 4,567 4,567 4,223 3,310 (344) -7.5% Capital Contribution 18,536 11,378 - 68,409 23,731 89,718 - 21,309 31.1% Total Other Financing Sources $ 472,476 $ 435,855 $ 452,436 $ 548,427 $ 503,749 $ 467,030 $ 362,676 $ (81,397) -14.8% OTHER FINANCING USES Court (512-50) $ - $ 3,646 $ $ $ - $ 5,039 $ 5,359 $ 5,039 n/a Data Processing (518-88) 77,786 174,696 238,088 306,316 306,316 259,748 185,094 (46,568) -15.2% Government Access Channel (519- - - - - - 40,311 42,869 40,311 n/a Police (521-99) 163,706 157,114 172,360 248,905 248,905 349,556 116,824 100,651 40.4% SafeCity (524-94) - 2,485 - 3,817 3,817 - - (3,817) -100.0% Telecommunications (528) 1,000 1,000 1,000 17,670 17,990 1 16,670 1 1667.0% Geographic Information Sys (532) - 12,543 12,543 5,038 5,358 (7,505) -59.8% Transfer Out Excess Reserves - - - 87,651 - 87,651 n/a Total Other Financing Uses $ 241,492 $ 337,940 $ 411,448 $ 572,581 $ 572,581 $ 765,014 $ 373,493 $ 192,433 33.6% Total Rev& Other Sources $ 1,879,840 $ 1,811,269 $ 2,116,598 $ 2,133,447 $ 2,088,769 $1,991,782 1 $ 1,914,978 1 $ (141,665) -6.6% Total Exp & Other Uses $ 1,653,567 $ 1,635,218 $ 2,046,617 $ 2,097,251 $ 2,097,251 $ 2,155,406 1 $ 1,784,201 1 $ 58,155 1 2.8% Beginning Fund Balance, 1/1 $ 3,015,537 $ 3,241,810 $ 3,154,560 $ 3,417,861 $ 3,417,861 $ 3,409,379 1 $ 3,245,755 1 $ (8,482) -0.2% Ending Fund Balance, 12/311 $ 3,241,810 1 $ 3,417,861 1 $ 3,224,541 1 $ 3,454,057 1 $ 3,409,379 1 $ 3,245,755 1 $ 3,376,532 1 $ (208,302) -6.0% FUND - 32 BUDGET BYFUND 502: INFORMATION TECHNOLOGY FUND (continued) EXPENDITURE BY OBJECT SUMMARY: Obi Code 1 Item 2010 Actual 2011 Actual 1 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' I Adopted Adjusted Year-end $ Chg % Chg Operatinz Expenditures: 110 Salaries & Wages $ 649,285 $ 516,143 $ 637,930 $ 571,867 $ 571,867 $ 476,328 $ 481,992 $ (95,539) -16.7% 111/1 Temporary Help 10,097 4,038 - - - - - n/a 120 Overtime - - 500 500 500 500 500 0.0% 200 Benefits 202,140 169,751 233,683 188,421 188,421 168,181 182,833 (20,240) -10.7% 31X Supplies 19,537 10,141 21,689 21,689 21,689 21,689 21,689 - 0.0% 3XX Othr Opr Supplies 13,976 9,349 23,727 23,727 23,727 25,227 25,227 1,500 6.3% 41X Professional Svcs 227,529 319,501 351,278 355,037 355,037 355,037 355,037 - 0.0% 43X Travel & Training 2,747 43 9,772 6,840 6,840 6,840 6,840 0.0% 42/47 Utility & Comm 136,039 130,410 168,931 168,931 168,931 158,931 158,931 (10,000) -5.9% 48X Repairs & Mtc 27,421 26,613 61,934 53,234 53,234 43,234 43,234 (10,000) -18.8% 497 Association Dues 100 - 900 900 900 900 900 0.0% 4XX Other Misc Exp 603 1 2,412 100 8,800 8,800 8,800 8,800 0.0% 5XX IntgvtlSrvs/faxes 122,601 105,774 124,725 124,725 124,725 124,725 124,725 0.0% 600 Capital Outlays - 3,105 - - - - - n/a Subtotal Operating lip: $1,412,075 $1,297,278 $1,635,169 $1,524,670 $1,524,670 $1,390,392 $1,410,708 $ (134,278) -8.8% Capital & One-time Funding: n/a I Capital & One -Time 241,492 337,940 411,448 572,581 572,581 765,014 373,493 192,433 33.6% Subtotal One-time ExF. $ 241,492 $ 337,940 $ 411,448 $ 572,581 $ 572,581 $ 765,014 $ 373,493 $ 192,433 33.6% TotalExpenditures:_ $1,653,567 $1,635,218 $ 2,046,617 $ 2,097,251 $ 2,097,251 $2,155,406 $1,784,201 $ 58,155 2.8% FUND - 33 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 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. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 I Proposed 13 Proposed - 12 Adj Adopted I Adjusted I Year-endd $Chg I %Chg REVENUES M&O $ 126,010 $ 110,974 $ 144,056 $ 124,056 $ 124,056 $ 115,556 $ 115,556 $ (8,500) -6.9% Interest/Misc/Fire Dept 2,634 2,463 - n/a Total Operating Revenues: $ 128,644 $ 113,437 $ 144,056 $ 124,056 $ 124,056 $ 115,556 1 $ 115,556 1 $ (8,500) -6.9 % EXPENDITURES Mail Postage $ 52,826 $ 46,912 $ 56,806 $ 56,806 $ 56,806 $ 46,806 $ 46,806 $ (10,000) -17.6% Mail Courier 23,385 11,707 22,900 2,900 2,900 2,900 2,900 0.0% Duplication Equipment 1,209 1,319 1,400 1,400 1,400 1,400 1,400 0.0% Duplication R&M 27,679 35,503 36,800 36,800 36,800 36,800 36,800 0.0% Duplication Supplies 22,122 15,504 16,350 16,350 16,350 16,350 16,350 0.0% Meeting Coffee 1,424 963 1,300 1,300 1,300 1,300 1,300 0.0% Total Operating Fkpenditures: $ 128,645 $ 111,908 S 135,556 $ 115,556 $ 115,556 $ 105,556 1 $ 105,556 1 $ (10,000) -8.7 % Oper RevOwr/(Under) Expl $ (1) 1 $ 1,529 j $ 8,500 1 $ 8,500 1 $ 8,500 1 $ 10,000 1 $ 10,000 1 $ 1,500 1 17.6% OTHER FINANCING SOURCES Replacement Reserves $ 38,031 $ 41,944 $ 38,031 $ 38,031 $ 38,031 $ 35,650 1 $ 33,481 1 $ (2,381) -6.3% Total Other Financing Sources $ 38,031 $ 41,944 $ 38,031 $ 38,031 $ 38,031 $ 35,650 1 $ 33,481 1 $ (2,381) -6.3% OTHER FINANCING USES Capital/Other $ 19,666 $ 76,807 $ 72,500 $ 72,500 $ 72,500 $ 41,950 $ 41,950 $ (30,550) -42.1% Transfer Out Excess Reserves - - - - - 76,587 - 76,587 n/a Total Other Financing Uses $ 19,666 $ 76,807 $ 72,500 $ 72,500 $ 72,500 $ 118,537 $ 41,950 1 S 46,037 63.5 % Total Rev& Other Sources $ 166,675 S 155,381 $ 182,087 $ 162,087 $ 162,087 $ 151,206 S 149,037 1 S (10,881) -6.7% Total Exp & Other Uses $ 148,311 S 188,716 $ 208,056 $ 188,056 $ 188,056 $ 224,093 S 147,506 1 S 36,037 1 19.2 % Beginning Fund Balance, 1/1 S 294,044 $ 312,408 $ 320,664 $ 279,073 $ 279,073 $ 253,104 S 180,217 1 S (25,969) -9.3 % Ending FundBalance, 12/311 $ 312,408 1 S 279,073 1 $ 294,695 1 $ 253,104 1 $ 253,104 1 $ 180,217 1 $ 181,748 1 $ (72,887) 28.8 EXPENDITURE BY OBJECT SUMMARY: Obi Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg Operating Expenditures: 31X I Supplies $ 23,545 $ 16,466 $ 17,650 $ 17,650 $ 17,650 $ 17,650 $ 17,650 $ - 0.0% 42/47 Utility & Comm 76,211 58,620 79,706 59,706 59,706 49,706 49,706 (10,000) -16.7% 48X Repairs & Mtc 27,679 35,503 36,800 36,800 36,800 36,800 36,800 0.0 4XX Other Misc Exp 1,209 1,319 1,400 1,400 1,400 1,400 1,400 0.0% Subtotal Operating . $ 128,645 $ 111,908 $ 135,556 $ 115,556 $ 115,556 $ 105,556 $ 105,556 $ (10,000) -8.7% Ca ital & One-time Funding: n/a I Capital & One-T ime 19,666 76,807 72,500 72,500 72,500 118,537 41,950 46,037 63.5% Subtotal One-time EW. $ 19,666 $ 76,807 $ 72,500 $ 72,500 $ 72,500 $ 118,537 $ 41,950 $ 46,037 63.5 % Total nclitures: $ 148,311 $ 188,716 $ 208,056 $ 188,056 $ 188,056 $ 224,093 $ 147,506 $ 36,037 19.2% FUND - 34 BUDGET BYFUND 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 non-proprietary owned vehicles and other motorized equipment. This Fund shall own and depreciate all non-proprietary fund assets of this nature. Fleet and equipment user charges are allocated to the operating funds based on insurance premiums, gasoline usage, and repairs and maintenance history. SOURCES AND USES: Item 2010 Actual 2011[__ Actual 2012 2013 Proposed 2014 Proposed 13 Proposed -12 Ad' Adopted Adjusted Year-end $ Chg I % Chg REVENUES M&O $ 815,657 $ 938,800 $ 982,003 $ 1,168,971 $ 1,168,971 1 $ 1,117,664 1 $ 1,118,294 1 $ (51,307) -4.4% Interest/Miscellaneous 1 8,354 4,631 10,000 10,000 10,000 1 5,000 1 5,000 1 (5,000) -50.0% Total Operating Revenues: 1 $ 824,011 $ 943,431 $ 992,003 $ 1,178,971 $1,178,971 $ 1,122,664 1 $ 1,123,294 1 $ (56,307) -4.8 % EXPENDITURES City Hall $ 327,575 $ 407,135 $ 388,170 $ 384,546 $ 384,546 $ 359,651 $ 360,291 $ (24,895) -6.5% Police 502,898 437,204 538,013 538,013 538,013 488,013 488,013 (50,000) -9.3% Total Operating Expenditures: $ 830,472 $ 844,339 $ 926,183 $ 922,559 $ 922,559 S 847,664 $ 848,294 $ (74,895) -8.1% Oper RevOver/(Under) Exp $ (6,462) $ 99,091 $ 65,820 S 256,412 $ 256,412 $ 275,000 $ 275,000 $ 18,588 7.2% OTBM FINANCING SOURCES Replacement Reserves $ 1,232,306 $ 1,150,477 $ 1,195,603 $ 1,192,152 $ 1,192,152 $ 1,081,284 $ 1,106,408 $ (110,868) -9.3% Capital Contribution 44,512 - - - - 20,000 20,000 20,000 n/a Sale of Fixed Assets 17,104 39,742 4,579 4,579 4,579 3,000 - (1,579) -34.5% Grant - 12,336 20,000 43,001 43,001 - (43,001) -100.0% Transfer In from Risk Mgmt (Inst 27,827 13,500 - 82,678 82,678 - (82,678) -100.0% Total Other Financing Sources $ 1,321,748 $ 1,216,055 $1,220,182 $ 1,322,410 $1,322,410 $ 1,104,284 $ 1,126,408 $ (218,126) -16.5% OTHM FINANCING USES City Hall Vehicle/Equipment $ 117,774 $ 138,197 $ 152,494 $ 261,894 $ 261,894 $ 52,747 $ - $ (209,147) -79.9% PD Vehicle/Equipment 471,186 545,110 562,100 706,149 706,149 426,500 414,000 (279,649) -39.6% Transfer Out 150,000 55,800 - - - 342,926 - 342,926 n/a Gasoline - 175,686 69,000 259,000 259,000 200,000 200,000 (59,000) -22.8% City Hall - - - - 50,000 50,000 50,000 n/a Police - - - - 25,000 25,000 25,000 n/a Total Other Financing Uses $ 738,960 $ 914,793 $ 783,594 $ 1,227,043 $1,227,043 $ 1,097,173 $ 689,000 $ (129,870) 10.6 Total Rev & Other Sources $ 2,145,759 $ 2,159,486 $ 2,212,185 $ 2,501,381 $ 2,501,381 $ 2,226,948 $ 2,249,702 $ (274,433) -11.0% Total Exp & Other Uses $ 1,569,432 $ 1,759,133 $1,709,777 $ 2,149,602 $ 2,149,602 $ 1,944,837 1 $ 1,537,294 1 $ (204,765) -9.5% Beginning Fund Balance, 1/1 $ 4,291,127 $ 4,867,454 $ 5,002,839 $ 5,267,807 $ 5,267,807 $ 5,619,586 1 $ 5,901,697 1 $ 351,779 1 6.7% _En(fing Fund Balance, 12/311 $ 4,867,454 1 $ 5,267,807 1 $ 5,505,247 1 $ 5,619,586 1 $ 5,61.9,586 1 $ 5,901,697 1 $ 6,614,105 1 $ 282,111 1 5.0 % EXPENDITURE BY OBJECT SUMMARY: Obi Code Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-end $ Chg % Chg Operating Expenditures: 110 Salaries & Wages $ 29,089 $ 29,425 $ 29,064 $ 29,064 $ 29,064 $ 29,064 $ 29,064 $ - 0.0% 200 Benefits 7,482 8,366 9,042 9,042 9,042 9,147 9,777 105 1.2% 31X Supplies 33,875 36,611 23,100 38,100 38,100 38,100 38,100 - 0.0% 3XX Othr Opr Supplies 411,635 320,455 357,637 342,637 342,637 342,637 342,637 - 0.0% 48X Repairs & Mtc 287,410 315,126 449,397 445,773 445,773 370,773 370,773 (75,000) -16.8% 5XX jIntgvtI Srvs/Taxes 1 254 1 169 1 350 1 350 1 350 350 350 0.0% 600 1 Capital Outlays 3,734 76,595 - - - - - n/a 9XX ISCharges-M&O 56,993 57,593 57,593 57,593 57,593 57,593 57,593 0.0% Subtotal Operating : $ 830,472 $ 844,339 $ 926,183 $ 922,559 $ 922,559 $ 847,664 $ 848,294 $ (74,895) -8.1% Ca ital & One-time Funding: n/a I Capital & One -Time 1 738,960 914,793 783,594 1,227,043 1,227,043 1,097,173 689,000 (129,870) -10.6% Subtotal One-time Ex $ 738,960 $ 914,793 $ 783,594 $1,227,043 $1,227,043 $ 1,097,173 $ 689,000 $ (129,870) -10.6% Total ExWn(litures:1 $1,569,432 $1,759,133 $1,709,777 $ 2,149,602 $ 2,149,602 $ 1,944,837 $ 1,537,294 $ (204,765) -9.5% FUND - 35 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 505: BUILDING AND FURNISHINGS FUND PURPOSE/DESCRIPTION: The Building and Furnishings Fund was established to account for all costs associated with the maintenance and operation of City Hall, Evidence Building, and Steel Lake Maintenance Facility. Maintenance/operation costs and replacement reserves are charged to this fund which is funded primarily through user fees allocated to the operating funds based upon the number of staff assigned to the facility. SOURCES AND USES: Item 2010 Actual 2011 Actual 2012 2013 Proposed 2014 Proposed 13 Proposed - 12 Ad' Ado ted Adjusted Year-end $ Ch % Ch REVS M M&O $ 398,680 $ 339,732 $ 446,425 $ 465,105 $ 465,105 $ 403,715 $ 404,393 $ (61,390) -13.2% Interest/Other Misc 12,528 11,287 - - - - - n/a Grants/Contributions 29,547 520,267 - 54,019 54,019 - - (54,019) -100.0% Total Operating Revenues: $ 440,755 $ 871,285 $ 446,425 $ 519,124 $ 519,124 $ 403,715 $ 404,393 $ (115,409) -22.2% EXPENDITURES Police (521-99) $ 10,928 $ 44 $ - $ - $ - $ - $ - $ n/a City Hall (518-30) 359,548 301,391 397,632 367,632 367,632 353,828 354,456 (13,804) -3.8% Annex (576-10) 6,133 3,146 5,154 5,154 5,154 4,651 4,702 (503) -9.8% Shop (576-80) 22,480 24,102 37,639 37,639 37,639 35,235 35,235 (2,404) -6.4% Total Operating Expenditures: $ 399,090 $ 328,683 $ 440,426 S 410,426 $ 410,426 $ 393,715 $ 394,393 $ (16,711) -4.1 % Oper RevOwr/(Under) Expl $ 41,666 1 $ 542,602 1 $ 5,999 $ 108,698 $ 108,698 $ 10,000 $ 10,000 $ (98,698) -90.8% OTHER FINANCING SOURCES Replacement Reserves 1 $ 108,239 $ 105,634 $ 105,634 $ 105,634 $ 105,634 $ 114,642 $ 114,642 $ 9,008 8.5% Transfer In - CIP 149,365 - n/a Total Other Financing Sources $ 257,604 $ 105,634 $ 105,634 $ 105,634 $ 105,634 $ 114,642 $ 114,642 $ 9,008 8.5% OTHER FINANCING USES Police (521-99) $ - $ 5,469 $ 6,000 $ 6,000 $ 6,000 $ - $ - $ (6,000) -100.0% City Hall (518-30) 40,062 644,247 - 102,699 102,699 10,000 10,000 (92,699) -90.3% Total Other Financing Uses $ 40,062 $ 649,716 $ 6,000 $ 108,699 $ 108,699 $ 10,000 $ 10,000 $ (98,699) -90.8% Total Rev& Other Sources $ 698,359 $ 976,919 $ 552,059 $ 624,758 $ 624,758 $ 518,357 $ 519,035 1 $ (106,401) -17.0% Total Exp& Other Uses $ 439,152 $ 978,399 $ 446,426 $ 519,125 $ 519,125 $ 403,715 $ 404,393 1 $ (115,410) -22.2% Beginning Fund Balance, 1/1 $1,204,763 $ 1,463,970 $1,494,729 $ 1,462,490 $ 1,462,490 $ 1,568,123 $1,682,765 1 $ 105,633 1 7.2% Ending Fund Balance, 12/311 $1,463,970 1 $ 1,462,490 1 $1,600,362 1 $ 1,568,123 1 $1,568,123 1 $ 1,682,765 1 $1,797,407 1 $ 114,642 1 7.3% EXPENDITURE BY OBJECT SUMMARY: Obj Code Item 2010 2011 Actual Actual 2012 2013 2014 Proposed Proposed 13 Proposed - 12 Ad' Adopted Adjusted Year-endd $ Chg % Chg eratin Expenditures: 110 Salaries & Wages $ 25,156 $ 8,067 $ 27,504 $ 27,504 $ 27,504 $ 22,920 $ 23,130 $ (4,584) -16.7% 200 Benefits 6,223 2,911 7,886 7,886 7,886 5,759 6,227 (2,127) -27.0% 31X Supplies 30,251 23,727 23,964 23,964 23,964 23,964 23,964 0.0% 36X Mtc Supplies 7,659 2,711 4,325 4,325 4,325 4,325 4,325 0.0% 3XX Othr Opr Supplies 2,169 214 520 520 520 520 520 0.0% 41X Professional Svcs 54,651 58,648 64,767 64,767 64,767 1 66,082 66,082 1,315 2.0% 42/47 1 Utility & Comm 201,245 201,546 229,645 199,645 199,645 198,895 198,895 (750) -0.4% 48X Repairs & Mtc 71,419 30,649 81,815 81,815 81,815 70,500 70,500 (11,315) -13.8% 497 Association Dues 318 209 - - - 750 750 750 n/a Subtotal Operating , $ 399,090 $ 328,683 $ 440,426 $ 410,426 $ 410,426 $ 393,715 $ 394,393 $ (16,711) -4.1% Ca ital & One-time Funding: n/a I Capital & One -Time 40,062 649,716 6,000 108,699 108,699 10,000 10,000 (98,699) -90.8% Subtotal One-time : $ 40,062 $ 649,716 $ 6,000 $ 108,699 $ 108,699 $ 10,000 $ 10,000 $ (98,699) -90.8% Total Ez ntlitures: $ 439,152 S 978,399 $ 446,426 1 $ 519,125 $ 519,125 $ 403,715 $ 404,393 1 $ (115,410) -22.2% FUND - 36 CITY OF FEDERAL WAY201312014 PROPOSED BUDGET CAPITAL BUDGET I. Overview The Capital Investment Plan presents current and planned public improvements that are considered as the most important within the six -year planning horizon. Project costs are appropriated up to and include 2014. Project costs and the allocation of future resources beyond the current 2013-2014 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 expenditures. It is the City's policy that Capital Projects will not be funded without the funding for ongoing M&O also being identified. M&O costs are incorporated into operating budget when the construction funding is approved and the implementation of the project is ascertained. II. CAPITAL FINANCING SOURCES Federal Way relies on a variety of sources for financing capital investments. 1. General Fund Savings —The savings occur when revenue collection exceeds budget projection and/or city expenditures are less than the amount budgeted. Based on the tight operating budget projected over the next six years, we do not anticipate any amount from this source. 2. Voter -Approved Bonds — This is an important mechanism to finance capital investments for all government entities. With super -majority voter approval, Washington cities could levy additional property tax for capital purposes. The City has $95 million in non -voted bond capacity (which does not provide new revenue to pay for the bonds); $77 million in voter - approved general purpose bond capacity; and $193 million in voter -approved open space and park bond capacity as of December 31, 2012. Because the super -majority voter approval is difficult to obtain, only those projects with high level of community support would have a chance to be funded with this source. 3. Utility Tax — The City levies a 7.75% utility tax to fund the Capital Investment Plan projects and associated M&O, Police and Community Safety Improvement Voter Package and General Fund ongoing operations. Of the 7.75% utility tax rate, Council designated a total of 2.00% to Capital (1.00% to Arterial Streets Overlay and 1.00% to Transportation Projects which may be backfilled with other sources). Utility tax collections projected in 2013/14 is allocated to capital improvement projects as follows: ■ Arterial Streets Overlay — $1,598K/year in 2013/2014 of which $600K/year is redirected to General Fund operations. The overlay project is made whole by an anticipated $1.1M grant from Puget Sound Regional Council for South 320th CAP-1 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET Transportation CIP project) plus an additional $30OK/year from the Transportation System Safety Improvement CIP ($250K/year to South 320' Transportation CIP project and $50K/year to Asphalt Overlay Fund). ■ Transportation CIP — $1,598K/year in 2013/2014 ($917K/year backfilled by REET due to funding SCORE debt service with utility tax). 4. PEET — The City receives a 0.5% Real Estate Excise Tax from real estate transactions in the city. This revenue is restricted by law and can only be used for capital projects that are identified in the city's Capital Investment Plan. Currently REET revenue is budgeted at $1,400K in each year of 2013 and 2014. Approximately $47K is needed annually for cash management and fiscal agent cost, which leaves approximately $1,353K for other capital project needs. REET collections projected in 2013-2014 combined with prior year ending fund balance is allocated as follows: Valley Communications Debt Service — $172K in 2013 and $197K in 2014; Parks CIP - $300K per year in 2013 and 2014; Transportation CIP - $917K per year in 2013 and 2014 (backfill utility tax); and 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 — 2012 grants provided 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. MitizationAmpact Fee —The City currently collects impact fees based on the State Environmental Protection Act (SEPA) for parks and surface water management systems. This revenue source is collected and restricted for specific areas to mitigate the cumulative impacts of new growth and development in the City. Beginning July 1, 2010 the impact fee for transportation changed from SEPA based to Growth Management Act (GMA) based. This change allows for better predictability to developers in development costs and more flexibility for the City on the location and types of projects that can be funded by the fees collected. The mitigation fee has not contributed significantly in past capital investments. 7. User Fee — This revenue source is defined as a payment of a fee for receiving public services by the person benefiting from those services. Currently only the Surface Water Utility generates sufficient user fees to support its capital program needs. III. PLANNED INVESTMENTS The projected investment programs for the next six years total $224.2 million, consists o£ $211.9 million in transportation projects, $4.7 million in Parks Projects, and $7.6 million in Surface Water projects. Project Prioritization With limited existing revenue streams, the City Council established the following funding priorities for these projects. The top priority is given to those projects leveraging local resources with substantial grants. Under this priority, the transportation projects are further refined by those projects required in the near future to meet the mandate of the Growth Management Act, or those projects that will be needed to meet the mandate in the future. The last priority are those local projects that do not compete well for regional and federal grants. Leveraging local funds is also the top priority for parks/open space projects. Neighborhood parks followed by community -wide or regional parks are the next priority. Surface Water projects are prioritized primarily by the importance of the project to insure property and community safety. IV. 2013/14 FUNDING RECOMMENDATION CAP-2 CAPITAL BUDGET The Proposed Capital Funding Plan totals $20.9 million in 2013/14. a. Implement $2.IM in Parks improvements by providing new funding in 2013/14 totaling $1.OM including: $600K from REET; $312K Paths & Trails Fund ($237K from county -wide park expansion levy proceeds and $75K from fuel tax); and $91K from reallocating projects within the Park CIP. b. Implement $2.9M in Surface Water Management improvements by using $484K in user fees combined with $979K in grants in 2013/14. Proposed projects are fully funded by grants and user fees and do not require any rate increases. c. Implement $15.9M in Transportation improvements by providing new funding in 2013/14 totaling $15.OM including: $3,358K in utility tax; $1,834K REET (Transportation CIP utility tax); $1,592K fuel tax; $4,668K grants anticipated; and $3,508K from reallocating projects within the Transportation CIP. Additionally, invest $600K in Downtown Redevelopment fund by providing new funding in 2013/14 totaling $600K from Utility Tax for potential future LIFT match. V. 2013/14 PROPOSED PROJECTS Fund Project 2013 2014 Total 303 - Parks Major Maintenance & Improvements to Existing Park Facilities .................. $ 253,000 $ 150,000 $ 403,000 Annual Playground Reapair and Replacement Program ............................ 262,000 - 262,000 Trail and Pedestrian Access Improvements ........................................... 121,000 882,000 1,003,000 Lakota Soccer Field Upgrade........................................................... 50,000 341,000 391,000 Subtotal 686,000 1,373,000 2,059,000 304 - Surface Water Management Small CIP - Annual Program........................................................... 238,000 246,000 484,000 South 356th Street RDF Retrofit....................................................... 2,426,000 - 2,426,000 Subtotal 2,664,000 246,000 2,910,000 102/306 - Transportation Systems 102 Annual Overlay Program................................................................ $ 1,536,000 $ 1,536,000 $ 3,072,000 001 Annual Transportation System Safety Improvements ............................... 60,000 60,000 120,000 139 South 320th Street @ 20th Avenue South ............................................ 2,023,000 1,824,000 3,847,000 148 1st Avenue South @ South 328th Street .............................................. 200,000 - 200,000 154 South 304th Street @ 28th Avenue South ............................................ 416,000 - 416,000 157 South 356th Street SR99-SR161....................................................... 797,000 300,000 1,097,000 165 Pacific Highway HOV Lanes Phases V - SR-509 to S 312th Street ............... 1,000,000 1,000,000 2,000,000 184 City Wide Safety Projects (Flashing Yellow Lights Installation) .................. 350,000 - 350,000 185 Safety Improvement Projects - S320th Street from SR99 to I-5................... 258,000 - 258,000 186 Safety Improvement Projects - SR99 from S320th Street to S330th Street...... 174,000 - 174,000 187 S 320th Street - 1 lth PI South to I-5 Limited Access Preservation Proj.......... 133,000 1,467,000 1,600,000 188 16th Ave SW: SW 304th St to SW 306th Street Safe Rt to School Improv...... - 549,000 549,000 189 13th Ave SW: SW 314th St to SW 316th Street Safe Rt to School Improv...... - 287,000 287,000 190 14th Avenue S: S 308th St - South 312th Street ..................................... 100,000 665,000 765,000 191 S 288th Street: 19th Avenue S - I-5.................................................... 200,000 985,000 1,185,000 Subtotal 7,247,000 8,673,000 15,920,000 Total $10,597,000 $10,292,000 $20,889,000 6-YEAR CAPITAL IMPROVEMENT PLAN - PARKS CAP-3 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET Total Project Costs $4.6 Million Neighborhood Parks, $1,362, 18% Artificial Turf Upgrade, $1,123, 14% Other, $5,193, 68% (dollars in thousands) Total Funding Sources $4.6 Million Other, $1,222, 16% Mitigation, $76, 1% Grants, $1,885, 24% REET, $4,424, 57% General Fund, $162,2% Funding Sources By Year 1 L-T-D Thru 2012 Proposed Planned Total 2013 2014 2015 2016 2017 2018 Real Estate Excise Tax $ 1,404 $ 300 $ 300 $ 300 $ 300 $ 300 $ 300 $ 3,204 Fuel Tax - Path/Trail - - 75 - - - - 75 Utility Tax 320 - - - 320 General Fund 75 - - - - 75 Misc./Transfers - 91 - - - 91 Subtotal City Sources $ 1,799 $ 391 $ 175 $ 300 $ 300 $ 300 $ 300 $ 3,765 Grants/Contributions Received 693 155 82 1 - - - - 1 930 Total CIP Resources $ 2,492 $ 546 $ 457 1 $ 300 $ 300 $ 300 $ 300 1 $ 4,695 Project By Year: Priority Project Name L-T-D Thru 2012 2013 2014 2015 2016 2017 2018 Total 1 Major Maintenance 614 253 150 100 100 100 100 1,417 1 Annual Playground Repair & Maint 580 262 - 80 80 80 80 1,162 3 Trail & Pedestrian Access Improvements 242 121 882 120 120 120 120 1,725 1 Lakota Soccer Field Upgrade - 50 341 - - - 391 Total Project Costs t $ 1,436 $ 686 $ 1,373 $ 300 $ 300 $ 300 $ 300 $ 4,695 Project Impact on M&O Costs I $ $ - $ - $ 33 $ 33 $ 33 $ 33 $ 132 Priority 1 = Projects addressing Safety and Service Priority 2 = Projects addressing Park Plan Core Values Priority 3 = Long Range Planning Projects CAP-4 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - PARKS Project Name: Major Maintenance & Improvements to Existing Park Facilities Project Number: 1 Priority: 1 Proiect Account Number: 303-7100-129 Plannin¢ Area: All Project Description: * Sport lighting repairs. * Asphalt repairs - parking lots and paths. * Hard surface court repairs - tennis and basketball courts. * Roof repair. * Misellaneous park repairs. * HVAC and pump upgrade and repairs. * Security system upgrade and repairs. * Renovate or replace turf on sports fields. Note: $50k of $300k REET in 2013 -2014 Prior Council Review/Approval: There is no M&O impact on operating funds. Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D Thru 2012 2013 2014 2015 2016 2017 2018 Project Total Property Acquisition $ - $ - $ $ $ $ $ $ - Consultant Services 614 253 867 Construction - - 150 100 100 100 100 550 Inspection - - - Project Management Equipment Acquisition Transfer to General Fund Contin encies Total CIP Expenses $ 614 $ 253 $ 150 $ 100 $ 100 $ 100 $ 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) CIP Funds- Resources L-T-D Thru 2012 2013 2014 2015 2016 2017 2018 Project Total Real Estate Excise Tax $ 532 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 1,132 Fuel Tax - Path/Trail - - - - - - - - Utility Tax 210 210 GO Bond - - General Fund 75 75 Grants/Contributions Received - - Mitigation Funds Received Grants/Contributions Anticipated Mitigation Funds -Anticipated Misc./Transfers Unfunded Needs Total CIP Resources $ 817 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 L-T-D Thru Impact on Operating Funds 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ $ S S $ $ $ Expenditure Increase/(Decrease) Net Impact $ $ - $ $ CAP-5 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - PARKS Project Name: Annual Playground Repair and Replacement Program Project Number: 2 Priority: 1 Project Account Number: 303-7100-132 Planning Area: All Project Description: * Funland Park renovation and upgrades. * Mirror Lake Park replacement. * Adelaide Park replacement. There is no M&O impact on operating funds. Prior Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D Thru 2012 2013 2014 2015 2016 2017 2018 Project Total Property Acquisition $ $ $ $ S $ S S Consultant Services Construction 262 80 80 80 80 582 Inspection - - - - - Project Management 580 580 Equipment Acquisition - - Transfer out Contin encies Total CIP Expenses $ 580 $ 262 $ - $ 80 $ 80 $ 80 $ 80 $ 1,162 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 2012 2013 2014 2015 2016 2017 2018 Project Total Real Estate Excise Tax $ 732 $ $ $ 80 S 80 $ 80 $ 80 S 1,052 Fuel Tax - Path/Trail - - - - - Utility Tax 110 110 GO Bond - General Fund Grants/Contributions Received Mitigation Funds Received Grants/Contributions Anticipated Mitigation Funds -Anticipated Misc./Transfers Unfunded Needs Total CIP Resources $ 842 $ S $ 80 $ 80 $ 80 $ 80 $ 1,162 L-T-D Thru Impact on Operating Funds 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) S $ $ S S $ $ S Expenditure Increase/(Decrease) Net Impact $ $ $ $ $ $ $ $ CAP-6 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - PARKS Project Name: Trail and Pedestrian Access Improvements Project Number: 5 Priority: 3 Project Account Number: 303-7100-141 Planning Area: All Project Description: * Paths & Trails Improvement throughout the city. * Panther Lake Masterplan & Improvement. * BPA Trail Connections. The projected M&O impact on operating funds is $19K/year beginning in 2015. Prior Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D Thru 2012 2013 2014 2015 2016 2017 2018 Project Total Property Acquisition $ - $ - $ $ $ S S $ Consultant Services 121 121 242 Construction 121 - 882 120 120 120 120 1,483 Inspection - - - - - - - Project Management Equipment Acquisition Contingencies Total CIP Expenses $ 242 $ 121 1 S 882 1 $ 120 1 S 120 1 $ 120 1 $ 120 1 S 1,725 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 2012 2013 2014 2015 2016 2017 2018 Project Total Real Estate Excise Tax $ 140 $ $ 100 $ 120 $ 120 $ 120 $ 120 $ 720 Fuel Tax - Path/Trail - 75 - - - - 75 Utility Tax - - GO Bond General Fund - - - Grants/Contrib Received/KC Levy 693 155 82 930 Mitigation Funds Received - - - - Grants/Contributions Anticipated Mitigation Funds -Anticipated Misc./Transfers Unfunded Needs - Total CIP Resources $ 833 $ 155 $ 257 $ 120 $ 120 $ 120 $ 120 $ 1,725 L-T-D Thru Impact on Operating Funds 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ $ $ - S - S - S - $ - Expenditure Increase/(Decrease) 19 19 19 19 76 Net Impact $ - $ - $ - $ 19 $ 19 S 19 $ 19 $ 76 CAP-7 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - PARKS Project Name: Lakota Soccer Field Upgrade Project Number: 8 Priority: 1 Project Account Number: 303-7100-149 Planning Area: All Project Description: * Convert the all weather soccer field to synthetic turf * Other associated park improvements Note: Transfer balance of Sacajawea project 138 in 2013 The nroiected M&O impact on oneratine funds is S14K/vear beeinnine in 2015. Prior Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D Thru 2012 2013 2014 2015 2016 2017 2018 Project Total Property Acquisition $ - $ - $ - $ $ $ $ $ Consultant Services - 50 - 50 Construction - - 341 341 Inspection - - - Project Management - - Equipment Acquisition - - Transfer out - Contingencies - - - - Total CIP Expenses $ - $ 50 1 $ 341 $ - $ - $ - $ - $ 391 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 2012 2013 2014 2015 2016 2017 2018 Project Total Real Estate Excise Tax $ - $ 200 $ 100 $ - $ $ $ $ 300 Fuel Tax - Path/Trail - - - - Utility Tax - GO Bond - General Fund - Grants/Contributions Received - Mitigation Funds Received - Grants/Contributions Anticipated Mitigation Funds -Anticipated - - Misc./Transfer 91 - 91 Unfunded Needs - - - - Total CIP Resources $ - $ 291 $ 100 $ - $ - $ - $ - $ 391 L-T-D Thru Impact on Operating Funds 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ - $ - $ - $ - $ - $ - $ - S - Increase/(Decrease) - 14 14 14 14 56 -Expenditure Net Impact $ - $ - $ - $ 14 $ 14 $ 14 $ 14 $ 56 CAP-8 CAPITAL BUDGET 6-YEAR CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Total Project Costs $7.6 Million Other, $2,450, (dollars in thousands) Small CIP, $5,150 , 68 Sources and Uses L-T-D thru 2012 Proposed Planned Total 2013 2014 2015 2016 2017 2018 User Fee (pay-as-you-go)/Prior year Funding 5,049 238 246 254 262 271 280 S 6,600 Grants/Contributions Anticipated 21 979 - - - - - 1,000 Total CIP Resources $ 5,070 $ 1,217 $ 246 $ 254 $ 262 $ 271 $ 280 $ 7,600 No. Project Name 0 1 Small CIP -- Annual Program $ 3,599 $ 238 $ 246 $ 254 $ 262 $ 271 $ 280 $ 5,150 2 S 356th Street RDF Retrofit 24 2,426 - - - - - 2,450 Total Projects $ 3,623 $ 2,664 $ 246 $ 254 $ 262 $ 271 $ 280 $ 7,600 Unfunded Needs Is $ d $ $ - $ $ $ $ - [Project Impact on M&O Costs Is $ d $ 4 $ 4 $ 4 $ 4 $ 41 20 CAP-9 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: Small CIP -- Annual Program Project Number: 0 Proiect Account: 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: There is no M&O impact on operatin¢ funds. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ $ - $ $ S $ $ $ Consultant Services - Construction 3,599 - 3,599 Inspection - - - Construction Management - Equipment Acquisition - - Contin encies 238 1 246 1 254 1 262 1 271 1 280 1 1,551 Total CIP Expenses $ 3,599 $ 238 1 $ 246 1 $ 254 1 $ 262 1 $ 271 1 $ 280 1 $ 5.150 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go)/Prior year Funding $ 3,599 238 246 254 262 271 280 $ 5,150 Real Estate Excise Tax - - - - - - - - Fuel Tax - Path/Trail Utility Tax Bond Proceeds General Fund Grants/Contributions Received Mitigation Funds Received - Grants/Contributions Anticipated - Mitigation Funds -Anticipated - Misc./Transfers - Unfunded Needs - Total CIP Resources $ 3,599 1 $ 238 1 $ 246 1 $ 254 1 $ 262 1 $ 271 1 $ 280 1$ S,150 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ $ $ S S $ $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ - $ - $ - S $ CAP - 10 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: South 356th Street RDF Retrofit Project Number: 2 Proiect Account: 304-3100-267 ect Description: Expansion of the existing RDF in order to improve both flow control and water quality provided to the wetland complex downstream. The project will provide the following facilities on the property immediately south of the existing facility: Bioretention, engineered wetland/detention area, emergency bypass system, spill containment, and native plantings. Council Review/Approval: The projected M&O impact on operating funds is $4K/year beginning in 2014. Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition - Consultant Services - - Construction 24 2,426 2,450 Inspection - - - Construction Management Equipment Acquisition Contingencies - Total CIP Expenses $ 24 $ 2,426 $ - $ - $ $ - S - S 2,450 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go)/Prior year Funding 1,450 1,450 Real Estate Excise Tax - - Fuel Tax - Path/Trail - Utility Tax - General Fund - Grants/Contributions Received - Mitigation Funds Received - - Grants/Contributions Anticipated 21 979 1,000 Mitigation Funds -Anticipated - - - Misc./Transfers Unfunded Needs Total CIP Resources $ 1,471 $ 979 $ - $ - $ $ - S - $ 2,450 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) - - - - - - - Expenditure Increase/(Decrease) 4 4 4 4 4 20 Net Impact $ - $ 4 $ 4 $ 4 $ 4 $ 4 $ 20 CAP - 11 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 6-YEAR CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Total Project Costs $211.9 Million Overlay, $9,108, Traffic 4 Flow/Safety, 0501 5i 4% thousands Total Funding Sources $85.9 Million REST, $8,464, Fuel Tax , Misc & Transfers, 10% $5 967 7°/ $5,489 , 6% Utility Tax , $13,680, 16% Grants, $52,330, 61% Financing Sources L-T-D thru 2012 Proposed Planned Total 2013 2014 2015 2016 2017 2018 Real Estate Excise Tax $ 2,962 $ 917 $ 917 $ 917 $ 917 $ 917 $ 917 $ 8,464 Fuel Tax 1,191 796 796 796 796 796 796 5,967 Utility Tax 3,422 1,679 1,679 1,709 1,709 1,741 1,741 13,680 Misc./Transfers 1,973 3,206 302 2 2 2 2 5,489 Subtotal City Sources $ 9,548 $ 6,598 $ 3,694 $ 3,424 $ 3,424 $ 3,456 $ 3,456 $ 33,600 Mitigation Funds Received 1,077 - 1,077 Grants/Contributions Anticipated 1,082 1 3,586 1 8,738 1 10,671 18,282 8,894 51,253 Total CIP Resources $ 10,625 1 $ 7,680 1 $ 7,280 1 $ 12,162 $ 14,095 $ 21,738 $ 12,350 $ 85 930 Proiect By Year: Project Name L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total 102 Annual Overlay Program $ - $ 1,536 $ 1,536 $ 1,501 $ 1,501 $ 1,517 $ 1,517 $ 9,108 001 Annual Transportation System Safety Improvements 400 60 60 310 310 310 310 1,760 131 S 320th St @ 1st Ave South 425 - - - - 9,891 - 10,316 139 S 320th St. @ 20th Ave S. 300 2,023 1,824 - - 4,147 146 loth Ave SWImpv:SWCampus Dr-SW344thSt 250 - - 1,264 1,514 148 1st Ave S @ S 328th Street - 200 1,710 1,910 149 S 336th Street SR99 - 20th - - 475 475 151 S 352nd Street; SR-99 to SR-161 469 200 4,840 5,509 152 SW 320th Street @ 21st Avenue SW - - - 4,582 4,582 154 S 304th Street @ 28th Ave S 416 - 1,863 2,279 157 S 356th Street SR 99-SR161 797 300 4,800 - 5,897 161 S 312th Street @ 28th Avenue S - - 573 - 573 165 Pacific Highway HOV Lanes Phases V - SR-509 to S 312th Street 1,000 1,000 4,000 6,800 7,200 20,000 167 SW 320th Street @ 47th Avenue SW - - - - 382 382 168 SW 336th Way/SW 340th Street: 26th Place SW -Hoyt Road 40 2,015 7,097 7,097 16,249 169 S 314th St: 20th Av S - 23rd Av S - Install new sidewalks - - - 2,100 2,100 173 SR 99 @ S 312th St 1,818 7,273 9,091 175 SW 344thSt: 12thAve SW-21stAve SW 756 6,796 7,552 177 S320th Street at - 5 Bridge Widening (Unfunded) - 5,000 5,600 2,122 44,570 44,570 101,862 180 S 344th Way @ Weyerhaeuser Way S 270 - 1,245 - - - 1,515 184 City Wide Safety Projects (Flashing Yellow Lights Installation) - 350 350 185 Safety Improvement Projects - S320th Street from SR99 to I-5 258 258 186 Safety Improvement Projects - SR99 from S320th Street to S330th Street 174 174 187 S 320th Street - 1 lth PI South to I-5 Limited Access Preservation Project 133 1,467 1,600 188 16th Ave SW: SW 304th St to SW 306th St Safe Route to School Improvements - 549 549 189 13th Ave SW: SW 314th St to SW 316th St Safe Route to School Improvements - 287 287 190 14th Avenue S: S 308th Street - South 312th Street 100 665 765 191 S 288th Street: 19th Avenue S - I-5 200 985 - - - - 1,185 Total Projects $ 2,154 $ 7,247 $ 13,673 $ 21,508 $ 29,115 $ 75,641 $ 62,651 $ 211,989 Unfunded Needs $ - $ - $ 5,000 $ 9,030 $ 10,355 $ 53,694 $ 50,261 $ 128,340 Project Impact on M&O Costs $ $ $ - $ 6 $ 20 $ 36 $ 94 $ 156 CAP - 12 CAPITAL 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. There is no M&O impact on operating funds. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - $ - $ - $ - $ - $ Consultant Services/ Design - 101 101 101 101 101 101 606 Construction - 1,249 1,249 1,213 1,213 1,228 1,228 7,380 Inspection - 55 55 55 55 55 55 330 Construction Management - 65 65 65 65 65 65 390 Administrative Fee - 66 66 67 67 68 68 402 Contingencies I - - - - - - - - Total CIP Expenses $ - $ 1,536 $ 1,536 $ 1,501 $ 1,501 $ 1,517 $ 1,517 1 $ 9,108 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ $ - $ $ $ $ $ Real Estate Excise Tax - - - Fuel Tax - 486 486 486 486 486 486 2,916 Utility Tax - 998 998 1,013 1,013 1,029 1,029 6,080 Bond Proceeds - - - - - - - - General Fund - - - - - - Grants/Contributions Received - - - - - - Mitigation Funds Received - - - - - - Grants/Contributions Anticipated - - - - - - Mitigation Funds -Anticipated - - - - - - - - Misc./Transfers - 52 52 2 2 2 2 112 Unfunded Needs - - I - I - - Total CIP Resources $ - $ 1,536 1 $ 1,536 1 $ 1,501 $ 1,501 1 $ 1,517 1 $ 1,517 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ $ - $ $ $ $ $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ CAP - 13 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: Annual Transportation System Safety Improvements Project Account: 306-4400-001 Project Description & Justification: Annual transportation improvement projects funded with the new 0.5 cent gas tax authorized by 2005 legislation. Projects include general street and pedestrian safety improvements such as sidewalks, signals, and removal of hazards in the rights -of -way. Maintenance costs would depend on the actual project components. Prior Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - $ S S S $ Consultant Services - Construction 400 60 60 310 310 310 310 1,760 Inspection - - - - - - - - Construction Management - Equipment Acquisition - - - Contin encies - - Total CIP Expenses $ 400 $ 60 $ 60 $ 310 $ 310 $ 310 $ 310 1 $ 1,760 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ - $ S S S $ Real Estate Excise Tax - - Fuel Tax 1,191 310 310 310 310 310 310 3,051 Utility Tax - - - - - - - - Bond Proceeds General Fund Grants/Contributions Received Mitigation Funds Received Grants/Contributions Anticipated Mitigation Funds -Anticipated - Misc./Transfers - Unfunded Needs - Total CIP Resources $ 1,191 $ 310 $ 310 $ 310 $ 310 $ 310 $ 310 $ 3,051 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue hicrease/(Decrease) $ $ - $ - $ S S S $ Expenditure Increase/(Decrease) - - Net Impact $ - $ - $ - $ - $ - $ - $ CAP - 14 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: S 320th St @ 1st Ave South I Proiect Account: 306-4400-131 Project Description & Justification: Add 2nd NB, WB left turn lanes, WB right turn lanes, widen 1st Ave S to 5 lanes to 316th There is no M&O impact on operating funds. Council Review/Approval: Reprioritization of Funds January 16, 2009 Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ $ $ - $ 800 $ $ 800 Consultant Services 425 - - 600 1,025 Construction - - - - 7,491 7,491 Inspection - - - - - Construction Management - - - 1,000 1,000 Equipment Acquisition - - - - - Contingencies - - - Total CIP Expenses $ 425 $ - $ - $ - $ - $ 9,891 $ - $ 10,316 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ $ - $ - $ - $ $ $ S Real Estate Excise Tax - Fuel Tax Utility Tax Bond Proceeds General Fund Grants/Contributions Received Mitigation Funds Received 230 - - 230 Grants/Contributions Anticipated - - - 5,934 5,934 Mitigation Funds -Anticipated - - - - - Misc./Transfers 195 - - - 195 Unfunded Needs - - - 3,957 3,957 Total CIP Resources S 425 $ - $ - S - $ - $ 9,891 $ L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) S $ S $ $ $ $ $ Expenditure Increase/(Decrease) Net Impact S - $ - S - $ - S - S - $ - S - CAP - 15 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS Project Name: S 320th St. @ 20th Ave S. Project Account: 306-4400-139 Project Description & Justification: Add 2nd EB, WB left turn lanes There is no M&O impact on operating funds. Prior Council Review/Approval: 30% Design Status Report May 2012 Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - $ $ S $ $ - Consultant Services 300 200 - 500 Construction - 1,500 1,500 3,000 Inspection - - - Construction Management 173 174 - - - 347 Equipment Acquisition - - - - - - Contingencies - 1501 150 1 - I Total CIP Expenses $ 300 $ 2,023 1 $ 1,824 1 $ - I $ - $ - $ - $ 4,147 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ S - $ Real Estate Excise Tax - 917 - 917 Fuel Tax - - Utility Tax 500 681 1,181 Bond Proceeds - - - General Fund Grants/Contributions Received - - Mitigation Funds Received 147 147 Grants/Contributions Anticipated - - Mitigation Funds -Anticipated - - Misc./Transfers 1,902 1,902 Unfunded Needs - - - Total CIP Resources $ 647 $ 1,902 $ 1,598 1 $ - $ - $ - $ - $ 4,147 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ - $ - $ - $ $ - $ - $ - $ Expenditure Increase/(Decrease) - - - - - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - CAP - 16 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS Project Name: loth Ave SW Impv: SW Campus Dr - SW344th St Proiect Account: 306-4400-146 Project Description & Justification: This project constructs portions of and widens 12th Avenue SW to three lanes, sidewalks, street lights. To improve traffic flow, safety, and reduce accidents and delay. The M&O is for ROW maintenance based on scope of the project and is projected at $3K/year beginning in 2016. Council Review/Approval: 100% Design Status Report July 17,2012. Project was placed on hold. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2043 2044 2015 2016 2017 2018 Total Property Acquisition $ - $ S $ 64 $ $ - $ - $ 64 Consultant Services 250 - - 250 Construction - 1,000 - 1,000 Inspection - - - Construction Management - 100 100 Equipment Acquisition - - - Contingencies - 1 100 1 1 100 Total CIP Expenses $ 250 1 $ - $ - $ 1,264 1 $ -I $ - $ - $ 1,514 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 2012 2013 2044 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ S $ $ $ $ $ - Real Estate Excise Tax - - Fuel Tax - - Utility Tax - - Bond Proceeds - - - General Fund - - - Grants/Contributions Received - - - - Mitigation Funds Received 319 - 319 Grants/Contributions Anticipated - - - Mitigation Funds -Anticipated - - Misc./Transfers - - Unf ended Needs - 1,202 1 11202 Total CIP Resources $ 319 1 $ - $ - $ 1,202 1 $ - $ - $ - $ 1,521 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ - $ - $ - $ $ - $ - $ - $ - Expenditure Increase/(Decrease) - - - 3 3 3 9 Net Impact $ - $ - $ - $ - $ 3 $ 3 $ 3 $ 9 CAP - 17 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: 1st Ave S @ S 328th Street I Proiect Account: 306-4400-148 Project Description & Justification: Improve access at 328th with a traffic signal and left -turn lanes or roundabout Pedestrian safety Council Review/Approval: The M&O is for ROW maintenance based on scope of the project and is Droiected at $6K/vear beeinnine in 2018. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ $ $ $ - $ 200 $ 200 Consultant Services - 200 - - 200 Construction - - - 1,410 1,410 Inspection - - - - Construction Management - - 100 100 Equipment Acquisition - - - - - Contingencies - I - I - Total CIP Expenses $ - 1 $ 200 1 $ - $ - $ - $ - $ 1,710 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) CIP Funds - Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ $ $ $ - $ $ S - S - Real Estate Excise Tax - - 917 917 Fuel Tax - - - - Utility Tax - 712 712 Bond Proceeds - - - - General Fund - - Grants/Contributions Received - - - - Mitigation Funds Received 30 - - 30 Grants/Contributions Anticipated - - - - Mitigation Funds -Anticipated - - - Misc./Transfers 200 - - 200 Unfunded Needs - 1 51 1 51 Total CIP Resources $ 30 $ 200 1 $ - $ - $ - $ - $ 1,680 1 $ 1,910 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ - $ $ $ $ $ $ - S - Expenditure Increase/(Decrease) - - - 6 6 Net Impact $ - $ - $ - $ - $ - $ - $ 6 $ 6 CAP - 18 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: S 336th Street SR99 - 20th I Project Account: 306-4400-149 Project Description & Justification: Install sidewalk on northside. Council Review/Approval: There is no M&O impact on operating funds. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - $ - $ - $ - $ 50 $ 50 Consultant Services - - - - - - 75 75 Construction - - - - - - 350 350 Inspection - - - - Construction Management - - - - - Equipment Acquisition - - - - Contingencies - - - - - Total CIP Expenses $ - $ - $ - $ - $ - $ - $ 475 1 $ 475 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ - $ - $ - $ $ $ Real Estate Excise Tax - - - - Fuel Tax - - - Utility Tax - - - Bond Proceeds - - - General Fund - - - Grants/Contributions Received - - - Mitigation Funds Received - - - Grants/Contributions Anticipated - - - Mitigation Funds -Anticipated - - - Misc./Transfers - - - Unfunded Needs - 1 475 475 Total CIP Resources $ - I $ - $ - $ - $ - $ - $ 475 $ 475 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ - $ - $ - $ - $ - $ - $ - $ - Expenditure Increase/(Decrease) - - - - - - - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - CAP - 19 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS Project Name: S 352nd Street; SR-99 to SR-161 Proiect Account: 306-4400-151 Project Description & Justification: Extend 3-lanes collector with bike lanes, sidewalks and street lights. New Traffic Signal at SR99. Improve retail access The M&O is for ROW maintenance based on scope of the project and is projected at $1OK/year beginning in 2017. Council Review/Approval: 100% Design Status Report April 2011, Project was placed on hold. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ $ - $ 200 $ - $ S $ 200 Consultant Services 469 - - - 469 Construction - - - 4,000 - 4,000 Inspection - - - - - - Construction Management - - - 440 - 440 Equipment Acquisition - - - - - - Contingencies - - - 400 1 400 Total CIP Expenses $ 469 $ - $ - $ 200 $ 4,840 1 $ -1 $ -1 $ 5,509 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 2012 2013 2014 201.5 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ - $ S $ S $ - Real Estate Excise Tax 2,962 - - 2,962 Fuel Tax - - - - Utility Tax 2,088 - - 2,088 Bond Proceeds - - - - General Fund - - Grants/Contributions Received - - Mitigation Funds Received 59 59 Grants/Contributions Anticipated - - Mitigation Funds -Anticipated - - Misc./Transfers 578 578 Unfunded Needs - I - Total CIP Resources $ 5,687 1 $ - $ - $ - $ - $ - $ - $ 5,687 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue hicrease/(Decrease) $ - S $ - $ S $ S - $ - Expenditure Increase/(Decrease) - 10 10 20 Net Impact $ - $ - $ - $ - $ - $ 10 $ 10 $ 20 CAP - 20 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS I Project Name: SW 320th Street @ 21st Avenue SW I Proiect Account: 306-4400-152 Project Description & Justification: Construct 2nd WB left -turn lane, install interconnect to signal at 26th Avenue SW Concurrency requirement Council Review/Approval: There is no M&O impact on operating funds. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ $ $ $ $ 432 $ S $ 432 Consultant Services 432 432 Construction 3,718 3,718 Inspection - - - Construction Management - Equipment Acquisition Contingencies - - - - Total CIP Expenses $ - $ - $ - $ - $ 4,582 $ -1 $ -1 $ 4,582 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ - $ - $ S S $ Real Estate Excise Tax - - - Fuel Tax - Utility Tax - Bond Proceeds - General Fund - Grants/Contributions Received - Mitigation Funds Received 25 25 Grants/Contributions Anticipated - - Mitigation Funds -Anticipated Misc./Transfers - Unfunded Needs 4,557 4,557 Total CIP Resources $ 25 $ - $ - $ - $ 4,557 $ - $ - $ 4,582 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ $ $ $ S S $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ - $ - $ - $ - $ - CAP - 21 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: S 304th Street @ 28th Ave S I Proiect Account: 306-4400-154 Project Description & Justification: Add NB, R-tum lane, Signal Council Review/Approval: The M&O is for ROW maintenance based on scope of the project and is projected at $6K/year beginning in 2017. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ $ 201 $ - $ $ - $ - $ $ 201 Consultant Services 215 - 215 Construction - - 1,863 1,863 Inspection - - - - Construction Management - - - - Equipment Acquisition - - Contingencies - - - - Total CIP Expenses $ - $ 416 1 $ - $ - $ 1,863 $ - $ - $ 2,279 L-T-D refers to Lye -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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ $ $ - $ - $ - $ - Real Estate Excise Tax 917 - 917 Fuel Tax - - - - Utility Tax - 109 - 109 Bond Proceeds - - - - - General Fund - - - - - Grants/Contributions Received - - - - - - Mitigation Funds Received 16 - - - - - 16 Grants/Contributions Anticipated - - - - - - - Mitigation Funds -Anticipated - - - - - - Misc./Transfers - 400 - - - - 400 Unfunded Needs - - - 837 1 837 Total CIP Resources $ 16 $ 400 $ - $ - $ 1,863 1 $ - $ L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ S S - $ $ - $ - $ - Expenditure Increase/(Decrease) - 6 6 12 Net Impact $ - $ - $ - $ - $ - $ 6 $ 6 $ 12 CAP - 22 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: S 356th Street SR 99-SR161 Project Account: 306-4400-157 Project Description & Justification: Widen to 5 lanes, bike lanes, sidewalks, illumination The M&O is for ROW maintenance based on scope of the project and is projected at $6K/year beginning in 2016. Prior Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ $ - $ - $ 500 $ $ $ $ 500 Consultant Services 797 300 4,300 5,397 Construction - - - - Inspection - - - - - Construction Management - - - - Equipment Acquisition - - - Contingencies - - - Total CIP Expenses $ - $ 797 $ 300 $ 4,800 $ - $ 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) CIP Funds- Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ $ - S $ - S - $ - $ S - Real Estate Excise Tax - 917 700 1,617 Fuel Tax - - - Utility Tax 83 83 Bond Proceeds - - General Fund - Grants/Contributions Received - - Mitigation Funds Received 97 - - 97 Grants/Contributions Anticipated - - 4,100 4,100 Mitigation Funds -Anticipated - - - - Misc./Transfers - Unfunded Needs - Total CIP Resources $ 97 $ 1,000 $ - S 4,800 S - $ - $ - $ 5,897 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ S S S S - $ - $ - S - Expenditure Increase/(Decrease) 6 6 6 18 Net Impact $ - $ - $ - $ - $ 6 $ 6 $ 6 $ 18 CAP - 23 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: S 312th Street @ 28th Avenue S I Proiect Account: 306-4400-161 Project Description & Justification: Construct SB right turn lane Council Review/Approval: There is no M&O impact on operating funds. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - $ - $ - $ - $ $ Consultant Services - - - 73 - - 73 Construction - - - 500 - - 500 Inspection - - - - - - - Construction Management - - - - - - Equipment Acquisition - - - - - - Contingencies - I - I - I - Total CIP Expenses I $ - 1 $ - 1 $ - 1 $ 573 1 $ - 1 $ - L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ S S $ S $ $ Real Estate Excise Tax - Fuel Tax - Utility Tax - Bond Proceeds - General Fund - Grants/Contributions Received - Mitigation Funds Received 7 7 Grants/Contributions Anticipated - 331 331 Mitigation Funds -Anticipated - - Misc./Transfers - - Unfunded Needs - 235 235 Total CIP Resources $ 7 1$ - $ - $ 566 1 $ - $ - $ - $ 573 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ - $ $ $ S $ - $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ - $ - $ - $ - $ - CAP - 24 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: SR99 HOV Lanes PH V Proiect Account: 306-4400-165 Project Description & Justification: This project reconstructs portions of and widen above mentioned street to provide for HOV lanes curb and gutter, sidewalk, and provisions for bicycles. Modifies existing traffic signal systems, channelization, street lighting systems, and drainage system improvements. Council Review/Approval: To improve traffic flow, safety, and reduce accidents and delay. The M&O is for ROW maintenance based on scope of the project and is projected at $30K/year beginning in 2018. Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - $ 4,000 $ - $ $ S 4,000 Consultant Services - 1,000 1,000 - - - 2,000 Construction - - - 6,000 5,300 11,300 Inspection - - - - Construction Management - 800 800 1,600 Equipment Acquisition - - - - Contingencies - - - - 1,100 1,100 Total CIP Expenses $ - $ 1,000 $ 1,000 $ 4,000 $ 6,800 $ 7,200 1 $ - S 20,000 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ $ - $ $ - $ - $ $ S - Real Estate Excise Tax - 217 217 Fuel Tax - - - Utility Tax 598 - 696 587 1,881 Bond Proceeds - - - - - General Fund - - - Grants/Contributions Received - - Mitigation Funds Received - - - Grants/Contributions Anticipated 3,087 6,413 7,000 16,500 Mitigation Funds -Anticipated - - - - - Misc./Transfers 1,000 402 1,402 Unfunded Needs - - - - - Total CIP Resources $ 1,000 S 1,006 S - S 4,006 S 7,006 S 7,000 S - $ 20,000 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ $ $ $ - $ $ - S - Expenditure Increase/(Decrease) - - 30 30 Net Impact $ - $ - $ - $ - $ - $ - $ 30 $ 30 CAP - 25 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: SW 320th Street @ 47th Avenue SW I Proiect Account: 306-4400-167 Project Description & Justification: Install traffic signal Council Review/Approval: The M&O is for ROW maintenance based on scope of the project and is projected at $6K/year beginning in 2018. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ $ $ S - $ $ Consultant Services - - 50 - 50 Construction - - 332 - 332 Inspection - - - - - Construction Management - - - - Equipment Acquisition - - - - Contingencies - - - - Total CIP Expenses $ - $ - $ - $ - $ - $ 382 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ - $ $ S - $ $ Real Estate Excise Tax - - - 198 198 Fuel Tax - - - - - Utility Tax - - - 184 184 Bond Proceeds - - - - - General Fund - - - Grants/Contributions Received - - - Mitigation Funds Received - - - Grants/Contributions Anticipated - - - Mitigation Funds -Anticipated - - - Misc./Transfers - - - Unfunded Needs - I - Total CIP Resources $ - 1 $ - I $ - I $ - $ - $ 382 1 $ - I $ 382 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ - $ - $ $ S $ - $ - Expenditure Increase/(Decrease) - - 6 6 Net Impact $ - $ - $ - $ - $ - $ - $ 6 $ 6 CAP - 26 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: SW 336th Way/SW 340th Street: 26th Place SW -Hoyt Road I Project Account: 306-4400-168 Project Description & Justification: Widen to 5 lanes Council Review/Approval: The M&O is for ROW maintenance based on scope of the project and is projected at $11K/year beginning in 2018. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - $ 1,200 $ - $ - $ $ 1,200 Consultant Services - - - 815 7,097 7,097 15,009 Construction - - - - - - - Inspection - - - - - - Construction Management 40 - - - 40 Equipment Acquisition - - - - Contingencies - I - I - I - Total CIP Expenses $ 40 1 $ - 1 $ - 1 $ 2,015 1 $ 7,097 1 $ 7,097 1 $ L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ $ $ - $ - $ $ $ Real Estate Excise Tax - - - Fuel Tax - - - - Utility Tax - - - - Bond Proceeds - - - - General Fund - - - - Grants/Contributions Received - - - - Mitigation Funds Received 82 - - - 82 Grants/Contributions Anticipated - 1,220 4,258 4,258 9,736 Mitigation Funds -Anticipated - - - - Misc./Transfers - - - - Unfunded Needs 753 1 2,839 1 2,839 6,431 Total CIP Resources $ 82 $ - $ - $ 1,973 1 $ 7,097 1 $ 7,097 $ - $ 16,249 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue hicrease/(Decrease) $ - $ - $ - $ $ $ $ - $ - Expenditure Increase/(Decrease) - - - 11 11 Net Impact $ - $ - $ - $ - $ - $ - $ 11 $ 11 CAP - 27 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: S 314th St: 20th Av S - 23rd Av S - Install new sidewalks Proiect Account: 306-4400-169 Project Description & Justification: Install sidewalks on both sides of South 314th Street (Private Rd) for connectivity between 20th Ave S and 23rd Ave S for pedestrian access to the shopping centers. Council Review/Approval: The M&O is for ROW maintenance based on scope of the project and is projected at $3K/year beginning in 2018. Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - $ $ $ - S S Consultant Services - - - 200 200 Construction - - - 1,900 1,900 Inspection - - - - - - Construction Management - - - - Equipment Acquisition - - - - Contingencies - I - I - - - - Total CIP Expenses $ - I $ - I $ - I S - $ - S 2,100 1 $ - $ 2,100 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) CIP Funds- Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ $ - $ $ S S Real Estate Excise Tax - - - - Fuel Tax - - - Utility Tax - - - Bond Proceeds - - - - General Fund - - - - - Grants/Contributions Received - - - - - Mitigation Funds Received - - - - - - Grants/Contributions Anticipated - - - - - - Mitigation Funds -Anticipated - - - - - - Misc./Transfers - - - - - - - Unfunded Needs - I - I - 2,100 - 2,100 Total CIP Resources $ - I $ - I $ - S - $ - 1 $ 2,100 $ - $ 2,100 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue hicrease/(Decrease) $ $ - $ - $ $ - $ - $ - $ - Expenditure Increase/(Decrease) - - - 3 3 Net Impact $ - $ - $ - $ - $ - $ - $ 3 $ 3 CAP - 28 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS Project Name: SR 99 @ S 312th St Proiect Account: 306-4400-173 Project Description & Justification: Add 2nd Northbound left -turn lane Accommodate City Center Planned Action Council Review/Approval: There is no M&O impact on operating funds. Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ $ $ 909 $ - $ 909 Consultant Services - - 909 - 909 Construction - - - 7,273 7,273 Inspection - - - - Construction Management - - - - - Equipment Acquisition - - - - - Contingencies I- - - - - Total CIP Expenses 1 $ - $ - $ - $ - $ - $ 1,818 $ 7,273 $ 9,091 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ $ $ $ $ - $ $ - Real Estate Excise Tax - 719 719 Fuel Tax - - - Utility Tax - - Bond Proceeds - General Fund - - Grants/Contributions Received - - - - Mitigation Funds Received 63 - - 63 Grants/Contributions Anticipated - 1,090 4,363 5,453 Mitigation Funds -Anticipated - - - Misc./Transfers - - - Unfunded Needs - - 2,900 1 2,900 Total CIP Resources $ 63 1 $ - $ - $ - $ - $ 1,809 $ 7,263 1 $ 9,135 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ - $ - $ - $ - $ - $ - $ - $ Expenditure Increase/(Decrease) - - - - - - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - CAP - 29 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: SW 344th St: 12th Ave SW - 21st Ave SW Project Account: 306-4400-175 Project Description & Justification: Extend 3-lane principal collector with bike lanes, sidewalks, illumination Complete alternate route to bypass 21st Ave SW @ SW 336th Street Council Review/Approval: The M&O is for ROW maintenance based on scope of the project and is projected at $2K/year beginning in 2018. Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ $ $ $ S $ 151 $ $ 151 Consultant Services 605 - 605 Construction - - 6,796 6,796 Inspection - - - Construction Management - - Equipment Acquisition Contingencies - Total CIP Expenses $ - $ - $ - $ - $ - $ 756 $ 6,796 $ 7,552 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ $ $ $ S $ $ $ Real Estate Excise Tax Fuel Tax - Utility Tax 528 528 Bond Proceeds - - General Fund - - Grants/Contributions Received - - - Mitigation Funds Received 2 - - 2 Grants/Contributions Anticipated - - 4,531 4,531 Mitigation Funds -Anticipated - - - Misc./Transfers - - - Unfunded Needs 228 1 2,265 1 2,493 Total CIP Resources $ 2 $ - $ - $ - $ - $ 756 1 $ 6,796 1 $ 7,554 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue hicrease/(Decrease) $ - $ - $ - $ S $ $ - $ - Expenditure Increase/(Decrease) - - - 2 2 Net Impact $ - $ - $ - $ - $ - $ - $ 2 $ 2 CAP - 30 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS (Project Name: S320th Street at I - 5 Bridge Widening (Unfunded) Proiect Account: 306-4400-177 Project Description & Justification: Widen S 320th Street bridge over I-5 to 7 lanes with sidewalks. Re -align loop ramp and NB off -ramp. This phase of the project is for final engineering and right of way acquisition and is listed as Phase 4A in the PSRC 2030 Regional Plan. This is one of multiple phases modifying the existing S 320th St/I-5 Interchange. This phase will add HOVlanes and sidewalks in each direction of the bridge structure, replace the loop ramp and modify ramps sections south of the interchange, and provide a Collector Distributor (CD) lane. Benefits: • HOV lanes promote transit ridership alleviating increased congestion and poor air quality. Additionally, the HOV lanes support the new service routes to the regional Park & Ride enhancing on time reliability to commuters. • Loop ramp replacement removes current safety issues of the non-standard radius of the existing ramp reducing collision incidences. • The CD lane addition removes vehicles from the interchange intersections as well as the freeway increasing free flow operations and time savings to a person's day. • Economic development is promoted through reduced travel times and livability to the City Center. Prior Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ S - $ - $ - $ - $ - $ $ Consultant Services - 5,000 5,600 2,122 - 12,722 Construction - - - - 44,570 44,570 89,140 Inspection - - - - - - - Construction Management - - - - Equipment Acquisition - - - - Contingencies - - - - - - Total CIP Expenses $ - $ - $ 5,000 1 $ 5,600 1 $ 29122 1 $ 44,570 1 $ 44,570 1 $ 101,862 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ S - $ - $ - $ $ $ $ Real Estate Excise Tax - - - Fuel Tax - - - Utility Tax - - - Bond Proceeds - - - General Fund - - - Grants/Contributions Received - - - Mitigation Funds Received - - - Grants/Contributions Anticipated - - - Mitigation Funds -Anticipated - - - - Misc./Transfers - - - - Unfunded Needs - 5,000 5,600 2,122 44,570 44,570 101,862 Total CIP Resources $ - $ - $ 5,000 $ 5,600 $ 2,122 $ 44,570 $ 44,570 $ 101,862 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ S S S S $ $ $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ - $ $ - $ - $ - CAP -31 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: S 344th Way @ Weyerhaeuser Way S I Proiect Account: 306-4400-180 Project Description & Justification: Construct roundabout Addresses forecast concurrency failure to accommodate planned World Vision expansion The M&O is for ROW maintenance based on scope of the project and is projected at $5K/year beginning in 2016. Council Review/Approval: 100% Design Report July 17, 2012. Project was placed on hold. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ $ $ 45 $ $ $ S 45 Consultant Services 270 - 270 Construction - 1,200 1,200 Inspection - - Construction Management - Equipment Acquisition - Contingencies - Total CIP Expenses $ 270 $ - $ - $ 1,245 $ - $ - $ - $ 1,515 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ $ - $ - $ $ $ $ S Real Estate Excise Tax - Fuel Tax - - Utility Tax 834 - 834 Bond Proceeds - - - General Fund - Grants/Contributions Received - Mitigation Funds Received - - Grants/Contributions Anticipated - Mitigation Funds -Anticipated - - - Misc./Transfers 200 - 200 Unfunded Needs - 1,240 1 1,240 Total CIP Resources $ 1,034 $ - $ - S 1,240 $ - $ - $ - $ 2,274 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ - $ - $ $ - $ - $ - S - Expenditure Increase/(Decrease) - 5 5 5 15 Net Impact $ $ - $ - $ - $ 5 $ 5 $ 5 $ 15 CAP - 32 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: City Wide Safety Projects (Flashing Yellow Lights Installation) I Project Account: 306-4400-184 Project Description & Justification: Under a Federally funded safety Grant this project will modify the signal phasing on traffic signals and reduce delays and queuing by installing flashing yellow arrow displays There is no M&O impact on operating funds. Council Review/Approval: Grant Funding approved July 17, 2012 Projected Expenditures ($1,000'5) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ $ S $ $ $ $ Consultant Services - Construction - 350 350 Inspection - - - Construction Management - Equipment Acquisition - Contingencies - I - Total CIP Expenses $ - 1 $ 350 1 $ - $ - $ - $ L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ - $ - $ - $ - $ - $ - Real Estate Excise Tax - - - - - - - Fuel Tax - - - - - Utility Tax - - - - Bond Proceeds - - - - General Fund - - Grants/Contributions Received - - Mitigation Funds Received - - - Grants/Contributions Anticipated - 350 350 Mitigation Funds -Anticipated - - - Misc./Transfers - Unfunded Needs - - - Total CIP Resources S - $ 350 $ - S - $ - $ - S - S 350 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ - $ - S $ $ - $ $ Expenditure Increase/(Decrease) - Net Impact S - $ - $ - S - $ - $ - $ - $ - CAP - 33 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: Safety Improvement Projects - S320th Street from SR99 to I-5 I Proiect Account: 306-4400-185 Project Description & Justification: Under the Federally funded safety Grant this project will modify signal phasing on S320th Street and reduce delays and queuing by installing flashing yellow arrow displays There is no M&O impact on operating funds. Council Review/Approval: Grant Funding approved July 17, 2012 Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ $ - $ - $ $ $ S $ Consultant Services 50 - 50 Construction 208 - 208 Inspection - - - - Construction Management - - - Equipment Acquisition - - Contingencies - - - Total CIP Expenses $ - $ 258 $ - $ - $ - $ - $ L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ - S $ $ S $ Real Estate Excise Tax - - - Fuel Tax - - - Utility Tax - - - Bond Proceeds - - - General Fund - - - Grants/Contributions Received - - - Mitigation Funds Received - - - Grants/Contributions Anticipated - 258 - 258 Mitigation Funds -Anticipated - - - Misc./Transfers - Unfunded Needs - - Total CIP Resources $ - $ 258 $ - $ - $ - $ - $ - $ 258 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ $ S $ $ S $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ - $ - $ CAP - 34 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: Safety hnprovement Projects - SR99 from S320th Street to S330th Street I Project Account: 306-4400-186 Project Description & Justification: Under the Federally funded safety Grant this project will modify signal phasing on SR99 and reduce delays and queuing by installing flashing yellow arrow displays There is no M&O impact on operating funds. Council Review/Approval: Grant Funding approved July 17, 2012 Projected Expenditures ($1,000'5) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - S $ $ $ $ Consultant Services - 39 - 39 Construction - 135 - 135 Inspection - - - Construction Management - - Equipment Acquisition - - Contingencies - I - I - Total CIP Expenses $ - 1 $ 174 1 $ - 1 $ - $ - $ L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ - $ - $ - $ - $ - $ - Real Estate Excise Tax - - - - - - - Fuel Tax - - - - - - Utility Tax - - - Bond Proceeds - - - General Fund - - Grants/Contributions Received - - Mitigation Funds Received - - - Grants/Contributions Anticipated - 174 174 Mitigation Funds -Anticipated - - - Misc./Transfers - Unfunded Needs - - - Total CIP Resources S - $ 174 $ - $ - $ - $ - $ - $ 174 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ - $ - S $ $ - $ $ Expenditure Increase/(Decrease) - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - CAP - 35 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS I Project Name: S 320th Street - 1 lth PI South to I-5 Limited Access Preservation Project I Project Account: 306-4400-187 Project Description & Justification: Under the Federally funded Preservation Grant this project will modify facilities to meet ADA standards, pavement repair, and HMA overlay and pavement markings. There is no M&O impact on operating funds. Council Review/Approval: Grant Funding approved July 17, 2012 Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - S $ $ $ $ Consultant Services - 133 - 133 Construction - - 1,333 1,333 Inspection - - - - - Construction Management - - 134 - 134 Equipment Acquisition - - - - - Contingencies - I - I- - Total CIP Expenses $ - I $ 133 1 $ 1,467 1 $ - $ - $ L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ - $ - $ - $ - $ - $ - Real Estate Excise Tax - - - - - - - Fuel Tax - - - - - Utility Tax - - - - Bond Proceeds - - - - General Fund - - Grants/Contributions Received - - Mitigation Funds Received - - - Grants/Contributions Anticipated - - 1,100 1,100 Mitigation Funds -Anticipated - - - - Misc./Transfers - 250 250 500 Unfunded Needs - I - I - - Total CIP Resources $ - 1 $ 250 1 $ 1,350 $ - $ - $ - $ - $ 1,600 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ $ - $ - S $ $ - $ $ Expenditure Increase/(Decrease) - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - CAP - 36 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS I Project Name: 16th Ave SW: SW 304th St to SW 306th St Safe Route to School hnprovements I Proiect Account: 306-4400-188 Project Description & Justification: This project includes adding sidewalk, flashing school zone signs, illumination, bus pullout, and drainage on 16th Ave SW in front of Adelaide Elementary School. Council Review/Approval: The M&O is for ROW maintenance based on scope of the project and is projected at $2K/year beginning in 2015. Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - $ - $ $ $ S Consultant Services - - 100 100 Construction - - 449 - 449 Inspection - - - - - Construction Management - - - Equipment Acquisition - - - Contingencies - - - Total CIP Expenses $ - 1 $ - 1 $ 549 1 $ - 1 $ - $ - $ - $ 549 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ $ - $ - $ $ $ $ S Real Estate Excise Tax - Fuel Tax - Utility Tax - Bond Proceeds - General Fund - Grants/Contributions Received - Mitigation Funds Received - - Grants/Contributions Anticipated - 549 549 Mitigation Funds -Anticipated - - - Misc./Transfers - Unfunded Needs - Total CIP Resources $ - $ - S 549 S - S - S - $ - S 549 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue lncrease/(Decrease) $ $ $ $ - $ - $ - $ - S - Expenditure Increase/(Decrease) 2 2 2 2 8 Net Impact $ $ - $ - S 2 $ 2 $ 2 $ 2 $ 8 CAP - 37 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: 13th Ave SW: SW 314th St to SW 316th St Safe Route to School Improvements I Proiect Account: 306-4400-189 Project Description & Justification: This project includes adding sidewalk and flashing school zone signs on 13th Ave SW next to Middle School. Council Review/Approval: The M&O is for ROW maintenance based on scope of the project and is projected at $2K/year beginning in 2015. Projected Expenditures ($1, 000's) CIP Funds -Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ $ - $ $ $ $ $ Consultant Services - - 60 60 Construction - - 227 227 Inspection - - - - - Construction Management - - - - Equipment Acquisition - - - - Contingencies - I - I Total CIP Expenses $ - 1 $ - $ 287 1 $ - $ - $ - $ - $ 287 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ S - $ - $ $ $ $ $ Real Estate Excise Tax - - Fuel Tax Utility Tax Bond Proceeds General Fund Grants/Contributions Received Mitigation Funds Received - Grants/Contributions Anticipated 287 287 Mitigation Funds -Anticipated - - - Misc./Transfers - Unfunded Needs - Total CIP Resources $ - S - S 287 $ - $ - $ - $ - $ 287 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ - $ S S - $ - $ - $ - $ - Expenditure Increase/(Decrease) - 2 2 2 2 8 Net Impact $ - $ - S - $ 2 $ 2 $ 2 $ 2 $ 8 CAP - 38 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: 14th Avenue S: S 308th Street - South 312th Street Proiect Account: 306-4400-190 Project Description & Justification: This project will extend sidewalks and street lighting on 14th Ave S. between S308th Street and S312th Street, and on S308 St Between 14th Ave S and Pacific Highway South; construct mini - roundabout with pedestrian crossing treatments at intersection of 14th Ave S and S308th Street The M&O is for ROW maintenance based on scope of the project and is projected at $1K/year beginning in 2015. Council Review/Approval: Grant submittal approved June 19th, 2012 Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - $ $ $ $ $ - Consultant Services - 100 - 100 Construction - - 481 481 Inspection - - - - Construction Management - - 40 40 Equipment Acquisition - - - - Contingencies 144 - 144 Total CIP Expenses $ - I $ 100 1 $ 665 $ - $ 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ - $ $ $ $ $ Real Estate Excise Tax - - - Fuel Tax - - - Utility Tax - Bond Proceeds - General Fund Grants/Contributions Received Mitigation Funds Received - - - Grants/Contributions Anticipated 100 665 765 Mitigation Funds -Anticipated - - - Misc./Transfers - Unfunded Needs - Total CIP Resources $ - $ 100 $ 665 $ - S - S - S - S 765 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue hicrease/(Decrease) $ $ - $ - $ - $ - $ - $ - $ - Expenditure Increase/(Decrease) - - 1 1 1 1 4 Net Impact $ -$ -$ -$ 1 S 1 S 1 S 1 S 4 CAP - 39 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: S 288th Street: 19th Avenue S - I-5 I Project Account: 306-4400-191 Project Description & Justification: This project will restripe S288th Street to 3 lanes with bike lanes; add 2 pedestrian mid -block crossing, illumination, traffic signal modifications, and ADA upgrades. Council Review/Approval: Grant submittal approved June 19th, 2012. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2012 2013 2014 2015 2016 2017 2018 Total Property Acquisition $ - $ - $ - $ $ S $ $ - Consultant Services - 200 - 200 Construction - - 719 719 hispection - - - Construction Management - - 50 50 Equipment Acquisition - - - - Contingencies - - 216 1- 216 Total CIP Expenses $ - $ 200 $ 985 1 $ - $ - $ - $ - $ 1,185 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 2012 2013 2014 2015 2016 2017 2018 Total User Fee (pay-as-you-go) $ - $ - $ - $ - $ - $ $ $ Real Estate Excise Tax - - - - Fuel Tax - - - Utility Tax - - - Bond Proceeds - - - General Fund - - - Grants/Contributions Received - - - - - Mitigation Funds Received - - - - - Grants/Contributions Anticipated - 200 985 - 1,185 Mitigation Funds -Anticipated - - - - - Misc./Transfers - - - - Unfunded Needs - I - I - I - Total CIP Resources $ - 1 $ 200 1 $ 985 1 $ - $ - $ -1 $ -1 $ 1,185 L-T-D Impact on Operating Funds thru 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/(Decrease) $ - $ - $ - $ - $ S $ $ Expenditure Increase/(Decrease) - - - - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - CAP - 40 CITY OF FEDERAL WAY 201312014 PROPOSED B UDGET APPENDIX PROPOSITION 1- POLICE AND COMMUNITY SAFETY IMPROVEMENT At the November 2006 general election, Federal Way voters approved a 1.75% tax rate increase (for a total rate of 7.75%) on all utilities. This additional utility tax is projected to raise $2.98M in 2013 and 2014 to fund the Police and Community Safety improvements initiative consisting of 21.6 FTEs in police, prosecution, court, code enforcement, parks maintenance and also provided related support functions including 2.1 FTEs. The enhancement of police and community safety focused first on improving the core functions of policing: patrol, traffic, and investigations. The proposition added 18 sworn police officers and one record clerk in the Police Department. It also provided more funds for municipal court, city criminal prosecution, and jail and support services, whose workload will increase with an increased number of police officers. Finally the proposition added one additional code compliance officer, related legal support, one maintenance worker, and funding for City park security. The proposition is an integrated strategy designed to make a substantial impact on the most essential public and community safety needs and supplements existing services. The table below provides the ongoing cost funding these positions and related costs. Description Authorized Proposed FIFE Fleet 2013 2014 Patrol Officer Traffic Officer Detective 8.0 4.0 $ 691,526 $ 691,526 4.0 3.0 444,141 444,141 4.0 1 2.0 440,985 440,985 Lieutenant 2.0 - 278,484 278,484 Overtime - - 33,439 33,439 Subtotal Sworn Positions * 18.0 9.0 1,888,575 1,888,575 Records Specialist 1.0 - 65,132 65,132 PSO Conversion (5.0) - - - Jail Services - - 228,540 228,540 SafeCity - - 37,500 37,500 Total - Police 14.0 9.0 2,219,747 2,219,747 Judge 0.5 - 102,810 102,810 Court Clerk H 1.0 - 72,258 72,258 Total - Municipal Court 1.5 - 175,068 175,068 Increase Public Defender Contract - - 59,336 59,336 Total - Mayor's Office - - 59,336 59,336 Application Support Specialist 1.6 - 140,275 140,275 Total - Information Technology 1.6 - 140,275 140,275 Domestic Violence Prosecutor 1.5 - 158,279 158,279 Civil Prosecutor 0.5 - 69,341 69,341 Total - Law 2.0 - 227,620 227,620 Code Compliance Officer 1.0 1.0 - - Total - Community Development * * 1.0 1.0 - - Maintenance Worker 1 1.0 1.0 113,555 1135555 Total - Parks & Recreation 1.0 1.0 113,555 113,555 Human Resources Support 0.5 - 44,586 44,586 Total - Human Resources 0.5 - 44,586 44,586 Total Prop 11 21.6 11.0 1 $ 2,980,187 $ 2,980,187 * Ofthe total 18 sworn positions authorized, 2 Police Offzcerpositions are frozen starting in 2011. ** Code Compliance Officerposition is frozen starting in 2012. APPX - 1 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET NON-CIP CAPITAL OUTLAY SUMMARY (lkcluding Capital Improvement Projects) Fund Dept Description 2013 2014 Surface Water Management. SWM Replace Asphalt/Concrete Saw #E219 - use reserves & grant ................... $ 10,514 $ - SWM Replace Asphalt/Concrete Saw and Trailer #E462 - use reserves & grant...... 12,000 - Subtotal Surface Water Management Fund 22,514 - Information Systems. City -Wide Replace Network Equipment - use reserves ........................................ 20,000 10,000 City -Wide Replace Backup System - use reserves .............................................. 16,616 - City -Wide Replace Servers (0/4) - use reserves ................................................. - 26,000 City -Wide Replace Desktop PC's (52/53) - use reserves ...................................... 65,000 66,000 City -Wide Replace Laptops (7/8) - use reserves ................................................ 9,700 11,200 City -Wide Replace Printers (3/3) - use reserves ................................................. 11,200 11,200 City -Wide Replace Miscellaneous Software - use reserves .................................... 10,000 10,000 City -Wide Replace Miscellaneous Hardware - use reserves ................................... 9,805 - City -Wide Replace Document Scanner (1/2) - use reserves .................................... 5,000 6,500 City -Wide Replace Copiers (2/2) - use reserves ................................................. 31,950 31,950 CED Amanda System Upgrade - use reserves and automation fees ................... 105,000 - CED Amanda IVR Upgrade - use reserves and automation fees ....................... 36,000 - CED Replace Code Enforcement Laptops (1/0) - use reserves & automation fees.. 3,682 - Police Replace Total Station Equipment - use reserves & contribution revenue...... 68,000 - Police CAD AVL Devices (73/0) - use reserves ............................... 84,000 - Police Replace Police MDC's (16/14) - use reserves ...................................... 63,900 55,900 Police Replace Portable Radios (515) - use reserves ....................................... 16,000 16,000 Police Replace Mobile Radios (515) - use reserves ......................................... 17,500 17,500 Subtotal Information Systems Fund 573,353 262,250 Fleet & Equipment: Police Replace 14 Marked Police Vehicles (7/7) - use reserves & contribution reveni 309,000 318,000 Police Replace 6 Unmarked Police Vehicles (3/3) - use reserves ......................... 93,000 76,000 Police Replace Tasers (10/10) - use reserves ............................................. 20,000 20,000 Police Replace Radar Units (2/0) - use reserves ......................................... 4,500 - SWM Replace Dump Truck #201 - use reserves & auction proceeds .................. 52,747 - Subtotal Fleet & Equipment Fund 479,247 414,000 Grand Total Non-CIP Capital Outlay $ 1,075,114 $ 676,250 APPX - 2 APPENDIX 2013 Salary Schedule City Council Monthly Annual Grade Position Title A B C D E F A B C D E F n/a Deputy Mayor $1,150 $13,800 n/a Council Member $1,150 $13,800 31 Executive Asst. to Council $4,329 $4,524 $4,728 $4,941 $5,163 $5,483 $51,948 $54,288 $56,736 $59,292 $61,956 $65,796 Mayor's Office Monthly Annual Grade Position Title A B C D E F A B C D E F 61 Mayor $9,400 $112,800 39 Cormmmication/GrantCoordinator $5,272 $5,509 $5,757 $6,016 $6,287 $6,677 $63,264 $66,108 $69,084 $72,192 $75,444 $80,124 28 Executive Asst. to the Mayor $4,020 $4,201 $4,390 $4,588 $4,794 $5,091 $48,240 $50,412 $52,680 $55,056 $57,528 $61,092 Information Technology Monthly Annual Grade Position Title A B C D E F A B C D E F 48 Manager $6,586 $6,882 $7,192 $7,516 $7,854 $8,341 $79,032 $82,584 $86,304 $90,192 $94,248 $100,092 44 IT Supervisor- Systs./Help Desk $5,966 $6,234 $6,515 $6,808 $7,114 $7,555 $71,592 $74,808 $78,180 $81,696 $85,368 $90,660 39 ITAnalyst- Applications $5,272 $5,509 $5,757 $6,016 $6,287 $6,677 $63,264 $66,108 $69,084 $72,192 $75,444 $80,124 39 ITAnalyst- Network $5,272 $5,509 $5,757 $6,016 $6,287 $6,677 $63,264 $66,108 $69,084 $72,192 $75,444 $80,124 39 IT Analyst -GIS $5,272 $5,509 $5,757 $6,016 $6,287 $6,677 $63,264 $66,108 $69,084 $72,192 $75,444 $80,124 39 ITAnalyst- Systems $5,272 $5,509 $5,757 $6,016 $6,287 $6,677 $63,264 $66,108 $69,084 $72,192 $75,444 $80,124 32 1 IT Tech. 2 - User Support $4,437 $4,637 $4,846 $5,064 $5,292 $5,620 $53,244 $55,644 $58,152 $60,768 $63,504 $67,440 Comm & Economic Development Monthly Annual Grade Position Title A B C D E F A B C D E F 58c Director $9,640 $115,680 46 Building Official $6,268 $6,550 $6,845 $7,153 $7,475 $7,938 $75,216 $78,600 $82,140 $85,836 $89,700 $95,256 46 Planning Manager $6,268 $6,550 $6,845 $7,153 $7,475 $7,938 $75,216 $78,600 $82,140 $85,836 $89,700 $95,256 46 Community Services Manager $6,268 $6,550 $6,845 $7,153 $7,475 $7,938 $75,216 $78,600 $82,140 $85,836 $89,700 $95,256 41 Principal Planner $5,541 $5,790 $6,051 $6,323 $6,608 $7,018 $66,492 $69,480 $72,612 $75,876 $79,296 $84,216 38 Senior Planner $5,146 $5,378 $5,620 $5,873 $6,137 $6,517 $61,752 $64,536 $67,440 $70,476 $73,644 $78,204 35 Comb. Elect./Bldg. Inspector $4,779 $4,994 $5,219 $5,454 $5,699 $6,052 $57,348 $59,928 $62,628 $65,448 $68,388 $72,624 35 Plans Examiner $4,779 $4,994 $5,219 $5,454 $5,699 $6,052 $57,348 $59,928 $62,628 $65,448 $68,388 $72,624 33 Inspector/Plans Examiner $4,5481 $4,753 $4,9671 $5,191 $5,425 $5,761 $54,576 $57,036 $59,604 $62,292 $65,1001 $69,132 32 Associate Planner $4,437 $4,637 $4,846 $5,064 $5,292 $5,620 $53,244 $55,644 $58,152 $60,768 $63,504 $67,440 31 CDBG Coordinator $4,329 $4,524 $4,728 $4,941 $5,163 $5,483 $51,948 $54,288 $56,736 $59,292 $61,956 $65,796 30 Code Compliance Officer $4,223 $4,413 $4,612 $4,820 $5,037 $5,349 $50,676 $52,956 $55,344 $57,840 $60,444 $64,188 30 Permit Center Supervisor $4,223 $4,413 $4,612 $4,820 $5,037 $5,349 $50,676 $52,956 $55,3441 $57,840 $60,444 $64,188 29 Human Services Technician $4,121 $4,306 $4,5001 $4,703 $4,9151 $5,220 $49,4521 $51,672 $54,000 $56,436 $58,980 $62,640 27 lAssistant Planner $3,9221 $4,098 $4,282 $4,475 $4,676 $4,966 $47,064 $49,176 $51,384 $53,700 $56,112 $59,592 24 Development Specialist $3,641 $3,805 $3,976 $4,155 $4,342 $4,611 $43,692 $45,660 $47,712 $49,860 $52,104 $55,332 24 Admin Assistant Il $3,641 $3,805 $3,976 $4,155 $4,342 $4,611 $43,692 $45,660 $47,712 $49,860 $52,104 $55,332 18 AdminAssistant I $3,139 $3,280 $3,428 $3,582 $3,743 $3,975 $37,668 $39,360 $41,1361 $42,984 $44,916 $47,700 14 OfficeTechnicianII $2,844 $2,972 $3,106 $3,- $3,392 $3,602 $34,128 $35,664 $37,272 $38,952 $40,704 $43,224 10 Graffiti Technician $2,575 $2,691 $2,812 $2,939 $3'071 $3,261 $30,900 $32,292 $33,744 $35,268 $36,852 $39,132 APPX-3 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 2013 Salary Schedule Municipal Court Monthly Annual Grade IPosition Title A B C D E F A B C D E F 58g Judge $11,219 $134,623 46 COurtAdrninistrator $6,268 $6,550 $6,845 $7,153 $7,475 $7,938 $75,216 $78,600 $82,140 $85,836 $89,700 $95,256 29 Court Services Supervisor $4,121 $4,306 $4,500 $4,703 $4,915 $5,220 $49,452 $51,672 $54,000 $56,436 $58,980 $62,640 Monthly Annual Court Clerk 2 A $3,518 B $3,666 C $3,822 D $3,984 E $4,151 F $4,478 A $42,216 B $43,992 C $45,864 D $47,808 E $49,812 F $53,736 c21 c14 Court Clerk 1 $2,959 $3,084 $3,214 $3,350 $3,490 $3,742 $35,508 $37,008 $38,568 $40,200 $41,880 $44,904 Finance Monthly Annual Grade Position Title A B C D E F A B C D E F 58b Director $10,154 $121,848 36 Financial Analyst $4,897 $5,117 $5,347 $5,588 $5,839 $6,201 $58,764 $61,404 $64,164 $67,056 $70,068 $74,412 24 Accounting TechnicianIl $3,641 $3,805 $3,976 $4,155 $4,342 $4,611 $43,692 $45,660 $47,712 $49,860 $52,104 $55,332 21 Accounting Technician I $3,381 $3,533 $3,692 $3,858 $4,0321 $4,282 $40,572 $42,396 $44,3041 $46,2961 $48,384 $51,384 Law Monthly Annual Grade Position Title A B C D E F A B C D E F 58e City Attorney $11,057 $132,684 48 Assistant City Attorney $6,586 $6,882 $7,192 $7,516 $7,854 $8,341 $79,032 $82,584 $86,304 $90,192 $94,248 $100,092 43 Chief Prosecutor $5,821 $6,083 $6,357 $6,643 $6,942 $7,372 $69,852 $72,996 $76,284 $79,716 $83,304 $88,464 38 Prosecutor $5,146 $5,378 $5,620 $5,873 $6,137 $6,517 $61,752 $64,536 $67,440 $70,476 $73,644 $78,204 33 Lead Paralegal $4,548 $4,753 $4,967 $5,191 $5,425 $5,761 $54,576 $57,036 $59,604 $62,292 $65,100 $69,132 29 Paralegal $4,121 $4,306 $4,500 $4,703 $4,915 $5,220 $49,452 $51,672 $54,000 $56,436 $58,980 $62,640 29 Domestic Violence Legal Liaison $4,121 $4,306 $4,500 $4,703 $4,915 $5,220 $49,452 $51,672 $54,000 $56,436 $58,980 $62,640 24 Legal Assistant $3,641 $3,805 $3,976 $4,155 $4,342 $4,611 $43,692 $45,660 $47,712 $49,860 $52,104 $55,332 Monthly Annual •i� Manager A $5,966 B $6,234 C $6,515 D $6,808 E $7,114 F $7,555 A $71,592 B $74,808 C $78,180 D $81,696 E $85,368 F $90,660 44 40 City Clerk/Records Administrator $5,404 $5,647 $5,901 $6,167 $6,445 $6,845 $64,848 $67,764 $70,812 $74,004 $77,340 $82,140 29 Human Resources Technician $4,121 $4,306 $4,500 $4,703 $4,915 $5,220 $49,452 $51,672 $54,000 $56,436 $58,980 $62,640 26 Deputy City Clerk 1 $3,824 $3,996 $4,176 $4,364 1 $4,560 $4,843 $45,888 $47,952 $50,112 $52,368 $54,720 $58,116 18 1 Administrative Assistant I 1 $3,139 $3,280 $3,428 $3,582 $3,743 $3,975 $37,668 $39,360 $41,136 $42,984 $44,916 $47,700 APPX-4 APPENDIX 2013 Salary Schedule Parks & Public Works Monthly Annual Grade Position Title A B C D E F n B C I D E F 58a Director $11,453 $137,436 Monthly Annual A B C D E F A B C D E F 50 Parks & Facilities Manager $6,919 $7,230 $7,555 $7,895 $8,250 $8,762 $83,028 $86,760 $90,660 $94,740 $99,000 $105,144 39 Recreation Supervisor $5,272 $5,509 $5,757 $6,016 $6,287 $6,677 $63,264 $66,108 $69,084 $72,192 $75,444 $80,124 36 Park &Facilities Supervisor $4,897 $5,117 $5,347 $5,588 $5,839 $6,201 $58,764 $61,404 $64,164 $67,05 $70,068 $74,412 33 Recreation Coord. 2/Aquatics $4,548 $4,753 $4,967 $5,191 $5,425 $5,761 $54,576 $57,036 $59,604 $62,292 $65,100 $69,132 30 Athletics/FitnessCoordinator $4,223 $4,413 $4,612 $4,820 $5,037 $5,349 $50,676 $52,956 $55,344 $57,840 $60,444 $64,188 30 Facility Services Coordinator $4,223 $4,413 $4,612 $4,820 $5,037 $5,349 $50,676 $52,956 $55,344 $57,840 $60,444 $64,188 23 Aquatics Asst. Coordinator $3,553 $3,713 $3,880 $4,055 $4,237 $4,500 $42,636 $44,556 $46,560 $48,660 $50,844 $54,000 23 Chef/Kitchen Supervisor $3,5531 $3,713 $3,880 $4,055 $4,237 $4,500 $42,6361 $44,556 $46,560 $48,660 $50,844 $54,000 24 AdmmAssistant II $3,641 $3,805 $3,976 $4,155 $4,3421 $4,611 $43,692 $45,660 $47,7121 $49,860 $52,1041 $55,332 18 AdminAssistant I $3,139 $3,280 $3,428 $3,582 $3,743 $3,975 $37,668 $39,360 $41,136 $42,984 $44,916 $47,700 14 Office Technician II $2,844 $2,972 $3,106 $3,246 $3,392 $3,602 $34,128 $35,664 $37,272 $38,952 $40,704 $43,224 08 Lead Lifeguard $2,451 $2,561 $2,676 $2,796 $2,922 $3,103 $29,412 $30,732 $32,112 $33,552 $35,064 $37,236 Monthly Annual A B C D E F A B C D E F 52 Deputy Public Works Director $7,269 $7,596 $7,938 $8,295 $8,668 $9,205 $87,228 $91,152 $95,256 $99,540 $104,016 $110,460 50 City Traffic Engineer $6,919 $7,230 $7,555 $7,895 $8,250 $8,762 $83,028 $86,760 $90,660 $94,740 $99,000 $105,144 50 Surface Water Manager $6,919 $7,230 $7,555 $7,895 $8,250 $8,762 $83,028 $86,760 $90,660 $94,740 $99,000 $105,144 43 Deputy Emergency Manager $5,821 $6,083 $6,357 $6,643 $6,942 $7,372 $69,852 $72,996 $76,284 $79,716 $83,304 $88,464 43 Senior Traffic Engineer $5,821 $6,083 $6,357 $6,643 $6,942 $7,372 $69,852 $72,996 $76,284 $79,716 $83,304 $88,464 43 SS Project Engineer $5,821 $6,083 $6,357 $6,643 $6,942 $7,372 $69,852 $72,996 $76,284 $79,716 $83,304 $88,464 43 SWM Project Engineer $5,821 $6,083 $6,357 $6,643 $6,942 $7,372 $69,852 $72,996 $76,284 $79,716 $83,304 $88,464 40 SW Quality ProgramCoord. $5,404 $5,647 $5,901 $6,167 $6,445 $6,845 $64,848 $67,764 $70,812 $74,004 $77,340 $82,140 40 Sr. Engineering Plans Reviewer $5,4041 $5,647 $5,9011 $6,167 $6,4451 $6,845 $64,848 $67,764 $70,8121 $74,004 $77,3401 $82,140 38 Solid Waste & Recycling Coord $5,146 $5,378 $5,620 $5,873 $6,137 $6,517 $61,752 $64,536 $67,440 $70,476 $73,644 $78,204 38 Street Systems Engineer $5,146 $5,378 $5,620 $5,873 $6,137 $6,517 $61,752 $64,536 $67,440 $70,476 $73,644 $78,204 38 SWM Engineer $5,146 $5,378 $5,620 $5,873 $6,137 $6,517 $61,752 $64,536 $67,440 $70,476 $73,644 $78,204 36 Street Systems Supervisor $4,897 $5,117 $5,347 $5,588 $5,839 $6,201 $58,764 $61,404 $64,164 $67,056 $70,068 $74,412 36 SWM Maintenance Super $4,897 $5,1171 $5,347 $5,588 $5,839 $6,201 $58,764 $61,404 $64,164 $67,056 $70,068 $74,412 36 SWM Inspector $4,897 $5,117 $5,347 $5,588 $5,839 $6,201 $58,764 $61,404 $64,164 $67,056 $70,068 $74,412 36 SWM Water Quality Specialist $4,897 $5,117 $5,347 $5,588 $5,839 $6,201 $58,764 $61,404 $64,164 $67,056 $70,068 $74,412 35 Engineering Plans Reviewer $4,779 $4,994 $5,219 $5,454 $5,699 $6,052 $57,348 $59,928 $62,628 $65,448 $68,388 $72,624 33 Construction Inspector $4,548 $4,753 $4,9671 $5,191 $5,4251 $5,761 $54,5761 $57,036 $59,6041 $62,292 $65,1001 $69,132 28 Engineering Technician $4,0201 $4,201 $4,390 $4,588 $4,794 $5,091 $48,240 $50,412 $52,680 $55,056 $57,528 $61,092 28 SWM Engineering Technician $4,020 $4,201 $4,390 $4,588 $4,794 $5,091 $48,240 $50,412 $52,680 $55,056 $57,528 $61,092 26 Fleet Maintenance Coord. $3,824 $3,996 $4,176 $4,364 $4,560 $4,843 $45,888 $47,952 $50,112 $52,368 $54,720 $58,116 24 Recycling Project Manager $3,641 $3,805 $3,976 $4,155 $4,342 $4,611 $43,692 $45,660 $47,712 $49,860 $52,104 $55,332 24 AdminAssistant II $3,641 $3,8051 $3,9761 $4,155 $4,342 $4,611 $43,6921 $45,660 $47,7121 $49,8601 $52,1041 $55,332 18 AdminAssistant I $3,139 $3,280 $3,428 $3,582 $3,743 $3,975 $37,668 $39,360 $41,136 $42,984 $44,916 $47,700 Monthly Annual Maintenance Worker A $4,034 B $4,215 C $4,405 D $4,603 E $4,809 F A $48,408 B $50,580 C D E F rn26 $5,108 $52,860 $55,236 $57,708 $61,296 rn26 Aquatic Facility Operator $4,034 $4,215 $4,405 $4,603 $4,809 $5,108 $48,408 $50,580 $52,860 $55,236 $57,708 $61,296 n22 Maintenance Worker $3,653 $3,819 $3,989 $4,168 $4,357 $4,582 $43,836 $45,828 $47,868 $50,016 $52,284 $54,984 m14 Custodian- CormrnmityCenter $2,889 $3,019 1 $3,155 $3,297 $3,445 $3,658 $34,668 $36,228 $37,860 $39,564 $41,340 $43,896 APPX - 5 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 2013 Salary Schedule Police Monthly Annual Grade Position Title A B C D E F A B C D E F 58d Police Chief $11,282 $135,384 55d Deputy Police Chief $8,034 $8,396 $8,774 $9,169 $9,582 $10,176 $96,408 $100,752 $105,288 $110,028 $114,984 $122,112 51c Police Connnander $7,410 $7,743 $8,091 $8,455 $8,835 $9,383 $88,920 $92,916 $97,092 $101,460 $106,020 $112,596 46 Civilian Operations Manager $6,268 $6,550 $6,845 $7,153 $7,475 $7,938 $75,216 $78,600 $82,140 $85,836 $89,700 $95,256 31 Executive Assistant $4,329 $4,524 $4,728 $4,941 $5,163 $5,483 $51,948 $54,288 $56,736 $59,292 $61,956 $65,796 29 Records Supervisor $4,121 $4,306 $4,500 $4,703 $4,915 $5,220 $49,452 $51,672 $54,000 $56,436 $58,980 $62,640 28 Police Property/Evidence Cust. $4,020 $4,201 $4,390 $4,588 $4,794 $5,091 $48,240 $50,412 $52,680 $55,056 $57,528 $61,092 Monthly Annual Police Lieutenant A $5,915 B $6,209 C $6,734 I D $7,310 E $7,930 I F $8,501 A $70,980 I B $74,508 I C $80,808 I D $87,720 E $95,160 F $102,012 145 Monthly Annual '. ... . Crime Analyst/Prevent Prog. Coord. A $4,532 B $4,722 C $4,920 D $5,127 E $5,342 F $5,727 A $54,384 B $56,664 C $59,040 D $61,524 E $64,104 F $68,724 a32 a30 CALEA/VohuteerCoordinator $4,313 $4,498 $4,687 $4,885 $5,091 $5,456 $51,756 $53,976 $56,244 $58,620 $61,092 $65,472 a30 Crime Analyst/Prevent Specialist $4,313 $4,498 $4,687 $4,885 $5,091 $5,456 $51,756 $53,976 $56,244 $58,620 $61,092 $65,472 a24 Animal Services Officer $3,756 $3,917 $4,083 $4,254 $4,436 $4,753 $45,072 $47,004 $48,996 $51,048 $53,232 $57,036 a21 Quartermaster $3,575 $3,728 $3,886 $4,049 $4,222 $4,524 $42,900 $44,736 $46,632 $48,588 $50,664 $54,288 a21 Animal Management Coordinator $3,575 $3,728 $3,886 $4,049 $4,222 $4,524 $42,900 $44,736 $46,632 $48,588 $50,664 $54,288 a20 Property/Evidence Tech $3,384 $3,528 $3,679 $3,833 $3,994 $4,281 $40,608 $42,336 $44,148 $45,996 $47,928 $51,372 alb Customer Service Specialist $3,225 $3,359 $3,502 $3,649 $3,804 $4,079 $38,700 $40,308 $42,024 $43,788 $45,648 $48,948 a18 Records Specialist $3,225 $3,359 $3,502 1$3,649 $3,8041 $4,079 $38,7001 $40,308 $42,024 $43,7881 $45,6481 $48,948 a18 Administrative Assistant I $3,225 $3,359 $3,502 $3,649 $3,804 $4,079 $38,700 $40,308 $42,024 $43,788 $45,648 $48,948 Monthly Annual A I B I C I D I E I F A B I C I D E F g32 Police Officer $4,499 $4,725 $5,131 $5,563 $6,036 $6,417 $53,988 $56,700 $61,572 $66,756 $72,432 $77,004 APPX-6 APPENDIX DEMOGRAPHIC STATISTICS EDUCATION LEVEL. IN YEARS FISCAL PER CAPITA MEDIAN OF FORMAL SCHOOL UNEMPLOYNIINT YEAR POPULATION INCOME [C] AGE [C] SCHOOLING ENROLLMENT (A) RATE (B) 2002 83,850 22,451 32.5 13.0 22,194 7.3% 2003 83,500 22,451 32.5 13.0 22,265 7.4% 2004 85,800 22,451 32.5 13.0 22,395 6.2% 2005 85,800 22,451 32.5 13.0 22,383 5.1% 2006 86,530 22,451 32.5 13.0 22,184 4.5% 2007 87,390 26,137 37.2 13.0 21,775 3.9% 2008 88,040 27,730 37.0 13.0 21,622 4.9% 2009 88,578 27,638 _ 36.6 13.0 21,700 9.5% 2010 88,760 27,307 35.1 13.0 21,630 10.3% 2011 89,370 26,668 35.2 13.0 21,608 9.1% (A) Includes public school enrollment. Kindergarten is included though not State mandated. (B) Unemployment rates came from the US Department of Labor, Bureau of Labor Statistics. 2007-2010 rates have been revised since last report (C) Per capita income and Median age information for the years 2002 to 2006 are based on 2000 U.S. Census report since this information is available for individual cities only every ten years when the census is done. 2007 info for Federal Way is based on 2006 US Census American Community Survey. 2008-2010 info for Federal Way is based on 2005-2009 American Community Survey five-year Estimates. 2011 info for Federal Way is based on 2006-2010 American Community Survey five-year Estimates. Sources: Data was obtained from U. S. Census Bureau, US Department of Labor, Bureau of Labor Statistics School data was provided by the Federal Way School District. APPX-7 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET PRINCIPAL TAXPAYERS DECEMBER 31, 2011 Taxpayer Type of Business 2011 Assessed Valuation Pere entage of Total Assessed Valuation (F Weyerhaeuser LumberProducts $120,022,792 1.57% P uget Sound Energy-Elec/Gas Electric/Gas 52,07L616 0.68% Steadfast Commons LLC RealEstate Management 51,489,701 0.67% Hats chInvestment Properties RealEstate Management 50,846,527 0.66% LBA Realty RealEstate Management 33,305,500 0.43% QwestCorporation lnc. Communications/Telephone 27,597,020 0.36% Forest Cove LLC RealEstate Management 25,876,000 0.34% KNI,Vision WA LLC (formerlyBRE Properties) RealEstate Management 24,285,000 0.32% Virginia Mason _ _ MedicalServices 17,414,137 0.23% Fred Meyer Retailer 16,963,100 0.22% _ IA Orchard Hotels Federal Wa_y(formerlyAppleHospitalityFiveInc.) Hospitality 14,641,900 0.19% Campus Business Parks LLC RealEstate Invest/Holding 12,474,100 0.16% Costco Retailer/Wholesaler 12,191,200 0.16% _ AN LLC Retailer 12,002,700 0.16% _ $47L18L293 6.15% PRINCIPAL EMPLOYERS DEC'EMBER 31, 2011 Numberof Taxpayer Type of Business Employees FEDERALWAYPUBLIC SCHOOLS EDUCATION 1,951 WEYERHAEUS ER COMPANY LUMBER P RODUC TS L263 LIVEBRIDGE INC. BUSINESS SERVICES 1,210 ST FRANCIS HOSPITAL MEDICALSERVICES 875 VISION INC RELIEF AGENCY-NONP ROFIr 632 rWORLD I WILD WAVES THEME PARK AMUSEMENT CENTER 632 US P OSTALSERVICE -BULKMAIL _ P OSTALSERVICES 616 CITYOF FEDERALWAY GOVERNMENT SERVICES 476 W� AIrMART SUP ERCENTER #3794 RETAIL 386 VIRGINIAMASON FEDERAL WAY MEDICAL CENTER MEDICALS_ERVICES 235 FRED MEYER RETAIL 220 COSTCO WHOLESALE CORPORATION #61 WHOLESALE 214 WAL-MART STORE #2571 RETAIL 183 TARGET STORE # 1947 RETAIL 178 DEVRYUNIVERSITY EDUCATION 167 GARDEN TERRACE ALZHEIMER'S CENTER NURSING FACILITY 163 HALLMARKMANOR NURSING FACILITY 160 LIFE CARE CENTER OF FEDERAL WAY NURSINGFACILITY 160 RES CARE HOME CARE NURSING FACILITY 156 WINCO FOODS #43 RETAIL 150 BERGER/ABAMENGINEERS ENGINEERING ARCHITECTURAL&SURVEY 149 M AC Y'S RETAIL 145 ORION INDUSTRIES EDUCATION 141 MORP HO TRAKINC BUSINESS SERVICES 137 AVALONCARECENTER-FEDERALWAYLLC NURSINGFACILITY 135 ROLLING FRI TO -LAY SALES LP RETAIL 132 HOME DEPOT #4703, THE RETAIL 129 FINANCIALPACIFIC LEASING BUSINESS SERVICES 128 COLDWELLBANKER DANFORTH &ASSOCIATES INC REALESTATE 126 FOUNDATION HOUSE AT FEDERAL WAY RETIREMENT &ASSISTED LIVING 126 SOUTH KING FIRE &RESCUE PUBLIC SERVICE 122 GROUP HEALTH -FW MEDICAL CENTER MEDICALSERVICES 120 SEARS, ROEBUCK&CO. RETAIL 120 BEST BUY#372 RETAIL 117 LOWE'S HIWINC RETAIL III P J P OCKETS CASINO GAMBLING CASINO 108 ROBERT HALF INTERNATIONAL PERSONNEL SERVICES 107 24 HOUR FITNESS INC #406 RECREATIONALSERVICES 106 COMMUNITYINTERGRATED SERVICES INC IN -HOME HEALTHCARE 103 OLIVE GARDEN ITALIAN REST# 1449 RESTAURANT 103 96 RISTINE ALEXANDER INC RETAIL FEWAY# ]555 RETAIL 96 (A) 2011assessedvaluationsfortaxescollected in2012. Total 2011taxable assessedvaluation fortheCityis$7,659,569,844 Source: King County Assessor- Principal Taxpayers. CityofFederalWayBusiness Licenses - PrincipalEmployers -includes bothfu0-time andpart-time employees. =Ww APPENDIX MISCELLANEOUS STATISTICAL INFORMATION DECEMBER 31, 2011 TYPE OF GOVERNMENT Council - Mayor ORGANIZATION STRUCTURE Legislative Administrative Mayor 6 Department Directors 7 Councilmembers CORPORATE INFORMATION The City of Federal Way is a noncharter optional code City. It was incorporated as an optional code City on and is governed under the provisions of the Optional Municipal Code of the Revised Code of Washington. Op status increases the City's operating authority by extending it to the powers of all four city classifications which exist in Washington law. LOCATION AND AREA I Federal Way, the eighth largest city in the State of Washington, encompasses an area of 22.5 square miles including annexation. It is located in South King county approximately 25 miles south of Downtown Seattle and 8 miles north of Downtown Tacoma. The community is residential commercial, with the populace employed locally in neighboring cities such as SeaTac, Kent, Tacoma, Bellevue and Seattle. The City has approximately 35,464 housing units. It is 6 miles from the Port of Tacoma and 9 miles south of SeaTac International Airport. The City is served by Interstate 5 and state highways 18, 99 and 509. Frequent Metro public bus service is available to both Seattle and Tacoma throughout Federal Way. Three express park -and -ride lots are provided. POPULATION, REGISTERED VOTERS AND EMPLOYMENT WITHIN CITY LIMITS The population of Federal Way is presently 89,370, of which 39,776 are registered voters. A total of 28,939 (est.) people are employed within the City limits. I NUMBER OF CITY EMPLOYEES During the year 2011, the City employed 277 full-time salaried, 18 part-time salaried, and 136 temporary employees. There were 102 commissioned police officers and 13 union lieutenants, and no uniformed firefighters. The Teamsters Union #763 represented 23 employees of Public Works Maintenance and Parks Maintenance and 7 employees ofthe Municipal Court, 23 employees were represented by the PSSA (Police Support Services Association), and the Police Guild represented 102 Police Officers during 2011. RECREATIONAL FACIIITIES 32 Developed park sites covering 524.49 acres 22 Undeveloped park sites covering 551.12 acres (including open space) 33 Public tennis courts, 11 of which are owned by the City 2 Public swimming pools, one owned by the City and one owned by King County 3 Trails covering 6 miles OTHER CITY OWNED FACILITIES 1 City Hall 1 Community Center 1 Dumas Bay Centre 1 Parks Maintenance Facility PUBLIC EDUCATION_ 1 23 Elementary Schools 9 Middle Schools (incl. Public Academy) 5 High Schools 1 Internet Academy (K-12) 2,620 Staff members (including substitutes). ENROLLMENT COUNT 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 11,990 9,854 9,916 9,806 9,733 9,612 9,594 9,594 9,560 9,673 5,509 5,458 5,476 5,271 5,183 5,139 5,234 5,203 5,235 5,205 4,316 6,625 6,650 7,004 6,954 6,720 6,531 6,637 6,547 6,409 379 328 353 302 314 304 263 266 288 321 22,194 " 22,265 " 22,395 " 22,383 " 22,184 " 21,775 . 21,622 . 21,700 " 21,630 " 21,608 APPX-9 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET MISCELLANEOUS STATISTICAL INFORMATION (Continued) MILES OF STREET Streets (Center Line Miles) .............................. SIGNALS/STREET LIGHTS Signals WSDOT-owned and maintained .............. Signals City -owned and King County -maintained.. Street lights City -owned and maintained ............. Street lights City -owned and PSE-maintained....... Street lights PSE-owned and maintained .............. LOCAL TAXES ON BUSINESSES Franchise Tax- Cable TV ........................... Gambling Taxes: Bingo/Raffles ............................. Amusement/Games ..................... Punchboard/Pull Tabs* ................. Cardrooms * * ............................. Local Sales Tax (Collected by the State).......... *Rate effective 8/1/2010 **Rate effective 6/6/2010 POLICE INFORMATION Dispatched Call for Services DECEMBER 31, 2011 248.23 miles 5 76 1,554 644 1,975 5.00% 2.00% 3.00% 10.00% 9.50% Offenses: 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Forcible Rape (including attempts) 34 50 50 55 64 48 30 51 50 38 Robbery 108 125 121 153 146 129 170 198 152 119 Criminal Homicide 4 2- 7 1 3 10 5 5 4 Aggravated Assault 120 120 109 101 120 107 115 115 118 99 Vehicle Theft 1,206 1,204 1,118 1,573 1,199 939 816 561 741 694 Burglary (commercial & residential) 677 672 759 800T-L753 739 741 828 752 Larceny 3,347 3,145 3,257 3,786 3,230 3,159 _800 2,933 3,231 3,141 3,067 Arson 29 14 23 25 26 18 13 13 11 11 Citations: Traffic 13,439 18,411 13,219 11,402 11,931 14,043 19,339 20,678 18,094 17,226 Red Light Photo - - - - - 3,813 13,002 1 25,691 15,340 FIRE AND EMERGENCY MEDICAL RESPONSE INFORMATION i Fire and Emergency Medical Response information reflects the greater _ _ Federal Way area, which is served by Fire District #39. 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Fire and Other Responses 3,055 3,117 2,896 3,210 865 639 1,083 1,147 1,041 934 Emergency Medical 7,422 8,042 8,263 8,636 11,164 11,350 r 12,058 11,077 11,460 11,914 BUILDING RELATED PERMITS & VALUES 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Building Permits 712 531 624 880 788 791 605 483 545 482 Estimated Value (In Millions $) r 97.3 P' $64.5 P' 147.2 $236.5 $151.1 $126.5 $ 89.4 $ 79.2 $ 53.4 $ 33.0 Other Building Related Permits 2024 1779 1958 2705 2550 2690 2370 2209 2423 2385 Estimated Value (In Millions $) $2.5 '" $2.4 $2.5 1 $ 3.9 $ 4.2 $ 5.5 $ 7.0 $ 5.6 T $ 5.9 $ 6.2 TAXABLE SALES (in millions) 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Retail Sales $1,298 $1,237 $1,239 $1,331 $1,471 $1,540 $1,458 $1,257 $1,261 $1,277 Real Estate Sales $503 $ 570 $616 $939 $988 $963 $536 $208 $238 $315 APPX - 10 APPENDIX 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 Balance subsequent 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. APPX - 11 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET Benefits Employer contributions paid by the City as part of the conditions of employment. Examples include: health/dental insurance, state public employees retirement system, city retirement system, and employment security. Biennial Budget A budget applicable to a two-year fiscal period. Bond(Debt Instrument) A written promise to pay (debt) a specified sum of money (called principal or face value) at a specified future date (called the maturity date) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for long- term debt to pay for specific capital expenditures. Budget A plan of financial operation embodying an estimate of expenditures for a given period and the proposed means of financing them (revenue estimates). The term is also sometimes used to denote the officially approved expenditure ceilings under which the City and its departments operate. Budget Amendment A change to a budget adopted in accordance with State law. A budget may be amended to increase expenditures/expenses at the fund level by ordinance without public notice or public hearing requirements, when unanticipated revenues occur or emergencies exist (RCW 35A.33.080 and 35A.33.120). The Mayor is authorized to make budget amendments between organizations of the same fund, as long as there is no change in the total budget for that fund. Budget Calendar The schedule of key dates or milestones which the City follows in the preparation and adoption of the budget. Budgets and Budgetary The City of Federal Way budgets its funds in accordance with Revised Code of Accounting Washington (RCW) 35A.33. In compliance with the Code, annual appropriations are adopted for the General, Special Revenue, Debt Service and Capital Projects Fund. Any unexpended appropriations lapse at the end of the fiscal year. For Governmental Funds, there is no substantial difference between budgetary basis and generally accepted accounting principles. Annual appropriated budgets are adopted at the fund level. Budgetary Control The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. Budget Document The official written statement prepared by the budget office and supporting staff, which presents the proposed budget to the City Council. Community Funding provided for the purpose of carrying out eligible community development and Development Block housing activities. Grant (CDBG) Capital Expenditures made to acquire, reconstruct, or construct major fixed or capital assets. A fixed asset is a tangible object of a long-term character which will continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. A capital asset must exceed $1000 in cost and have an expected useful life expectancy of 12 months. For purposes of this definition, a "fixed asset" includes a group of items purchased together that will be used "for a single purpose" and which could not be used effectively by themselves. Capital Facilities Plan A capital facilities plan includes an inventory of existing facilities, a forecast of future (CFP) needs, proposed locations, capacities for new or expanded facilities, and a financing plan. The financing plan outlines the costs, revenues and time schedules for each capital improvement project. In compliance with the Growth Management Act legislation within the State of Washington, the City is preparing such a plan. APPX - 12 APPENDIX 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. Expenditures/ 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. APPX - 13 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 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. APPX - 14 APPENDIX Interfund Transfers Contributions from one City fund to another in support of activities of the receiving fund. Loans are not included. Intergovernment Services purchased from other government agencies and normally include types of Services services that only government agencies provide. Internal Control A plan of organization for purchasing, accounting, and other financial activities, which, among other things, provides that: • The duties of employees are subdivided so that no single employee handles a financial action from beginning to end. • Proper authorizations from specific responsible officials are obtained before key steps in the processing of a transaction are completed. • Records and procedures are arranged appropriately to facilitate effective control. Internal Service Fund Funds used to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government, or to other governments, on a cost reimbursement basis. Investment Securities and real estate purchased and held for the production of income in the form of interest, dividends, rentals or base payments. Level of Service Used generally to define the existing services, programs, and facilities provided by the government for its citizens. Level of service in any given activity may be increased, decreased, or remain the same, depending on the needs, alternatives, and available resources. Levy To impose a tax, special assessment or service charge for the support of government activities. The term most commonly refers to the real and personal property tax levy. Levy Rate The rate at which taxes, special assessments or service charges are imposed. For example, the real and personal property tax levy is the rate at which property is taxed per $1,000 of assessed valuation. The rate is determined by calculating the ratio of the maximum amount of property tax revenue allowable under state law and the total assessed valuation within the taxing district. Liability Debt or other legal obligations arising out of transactions in the past which must be liquidated renewed or refunded at some future date. Long -Term Debt Debt with a maturity of more than one year after the date of issuance. Mitigation Fees Fees paid by developers toward the cost of future improvements to City infrastructure, which improvements are required due to the additional demands generated by new development. Modified Accrual Basis Modified Accrual Basis of accounting is used in governmental fund types (general, special revenue, debt service, and capital project funds). Under it, revenues and other financial resource increments are recognized when they become both measurable and available to finance expenditures of the current period. Expenditures are generally recognized when they are incurred (bring forth a liability). 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. APPX - 15 CITY OF FEDERAL WAY 201312014 PROPOSED BUDGET 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 Measures specific 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. (REET) 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 interf ind 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. APPX - 16 APPENDIX 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. APPX - 17 CITY OF FEDERAL WAY 2 01312 014 PROPOSED B UDGET ACRONYM LIST AA Affirmative Action AAMA American Architectural Manufacturers Association AARP American Association of Retired Persons AASHTO American Association of State Highway and Transportation Officials ACAD Association of Coral Artists and Designers ACLU American Civil Liberties Union ADA Americans with Disability Act A & E Architecture and Engineering AFIS Automated Fingerprint Information System AFSCME American Federal, State, County, and Municipal Employees AICP American Institute of Certified Planners AICPA American Institute of Certified Public Accountants ALEA Aquatic Land Enhancement Account (a WA State grant fund) AOR Association of Oregon Recyclers A/P Accounts Payable APA American Payroll Association APA American Planning Association APWA American Public Works Association A/R Accounts Receivable ARMA Association of Records Managers and Administrators ASCAP American Society of Composers, Authors, and Publishers ASCE American Society of Civil Engineers ASHRAE American Society of Heating, Refrigerating and Air Conditioning Engineers ASPA American Society for Public Administration ASTM American Society for Testing & Materials ATTUG AT&T Users Group AV Assessed Valuation AWC Association of Washington Cities AWRA American Water Resource Association BALD Building and Land Development (King County) BARS Budgeting, Accounting, and Reporting System (State) BPA Bonneville Power Administration BFOQ Bona Fide Occupational Qualifications BN/BC Neighborhood Business and Business Community zone CAC Citizens Advisory Committee CAFR Comprehensive Annual Financial Report CALEA Commission on Accreditation for Law Enforcement Agencies CAR Citizen Action Report CARES Children Active in Recreation and Education Services CBD Central Business District (Downtown) CCMA City -County Communications and Marketing Association CDBG Community Development Block Grant CEAW City Engineers Association of Washington CED Community & Economic Development CFN Community Food & Nutrition Program CFP Capital Facilities Plan / City Facilities Preferred Plan CFW City of Federal Way CHAS Comprehensive Housing Affordability Strategy CIAC Civic Investment Advisory Committee CIP Capital Improvement Program/City Improvement Plan CLRP Comprehensive Long Range Plan CLUP Comprehensive Land Use Plan CMA Certified Management Accountant CMC Certified Municipal Clerk COE Corps of Engineers, U.S. Army COG Council of Governments COP Certificate of Participation APPX - 18 APPENDIX 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.) APPX - 19 CITY OF FEDERAL WAY 2 01312 014 PROPOSED B UDGET 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 APPX - 20 APPENDIX 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 Suburban 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 APPX - 21 CITY OF FEDERAL WAY 2 01312 014 PROPOSED B UDGET 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 APPX - 22