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Council PKT 01-28-2006 Strategic Planning Retreat A Federal Way AGE:NDA THE CITY COUNCIL'S STRATEGIC PLANNING RETREAT Saturday, January 28,2006 8:30 a.m. to 3:00 p.m. Dumas Bay Center RETREAT GOALS: 1. Review the Council's vision and strategic direction to determine if they continue to provide the direction we want for the City's future. 2. Discuss and determine how to address issues that are of interest to all Council members, including downtown development, the 2007 budget forecasts, annexation and public safety. ~_. ~. -. .. 'm,~,"m.._,"""_" "m. _n 8:00 Breakfast & Coffee Coffee and breakfast will be provided beginning at 8 a.m. Please come early to enjoy them and then be prepared to start the meeting promptly at 8:30. Thanks! =..'~ I. 8:30 Welcome, Introductions, Review Retreat's Purpose Mayor Park -- ._~ .._~-_..... II. 8:35 Review Goals, Agenda & Ground Rules Jim Reid, Facilitator -_.~~.""~~.~" ~.. III. 8:40 Warm Up: Council/Derek Review the Past & Define the Future ... -- - IV. 9:10 Review & Discuss Our Vision and Goals Everyone . For this discussion we will refer to the vision and goals in the budget document, the summaries of the Council's strategic direction from the 2004 and 2005 retreats, and a synthesis of these documents produced by staff. . Do these documents clearly and accurately reflect our vision for the City's future? . If not, what process should we us to revise them? V. 9:40 City Center Redevelopment: Implementing Our Vision in 2006 & Beyond Everyone . What is the current status of implementing our vision for the redevelopment of the City Center? . Besides actions we have taken or are taking to implement our vision, should we consider any other tactics? ___.._.._.~~"m". mw .__.___...._~.._._~._.",'"~~"..".....M.""..=.,~"."~',,"~"n~~ ,~. _._ __._.__....~...."=M mm,"~u ._.~_.....__.__._~"=,"~...~M.MM~=~,.~.',=,."Nmmu","=,Um.,mmNm~"m 10:20 Break ~_________~~~~~w"'Mmm..~~.'.n_. ~ -.-. --"'~.~.__._,..~.....".._........._----- - -.-..----.---...-..-.-...........,-....-...-..-.-,........,'."."''''''.''.',........- . ~'n_."..."..~'~"..,."',.."..........,..._...._....._..........__..._._.. _..__.__.__ VI. 10:30 The 2007 Budget Forecast & Its Implications Everyone . At this time, what is the forecast for the 2007 budget? . What might this mean for establishing and adhering to our priorities? . What are our options for funding operations and capital in the long.term? . What information does the Council need to make decisions about these options? ~'W"...~'" __ ~= _w..' .--.-.. -, . -- ...-. ..- . NOON Lunch We will take twenty minutes to get lunch and then resume our discussions over a working lunch ._____._.___.__.._._ ...,._,._.........__... ......,...'""=",.._,.y,.._............_..._._......._._._____,y_.,~.._.__.______.._._~...~,..,JO,.,,"'_,~~ ""''''',''''.'''~U~~~' ","':,""" ............._..._......_....___..._..._.___._...____._.._._._.__._._~___~~~._~_~_~.~.~"""_"._...~" _.__...____...____ ........ _.. ,..,... "....,..".,..,.._...._...._._..._._.________.._...._._.__.._.____~_.~w~..___._..__._..____________.__,._..~_.._.."."''''m.,"" "'"'' ,..""",.", ,.,. ,..,'_ ................. ......_....__..____"__.__._.__,_.......____....______..__._~_,~...._,__.___"~.m.~~"w.~.~...._ -- VII. 12:20 Annexations Everyone . Is there sufficient interest among the Council to obtain the information we would need to identify the potential impacts on the City of annexing additional neighborhoods? . If so, when would we expect to decide whether or not to bring the issue to the voters? VIII. 1:00 Public Safety Everyone . What issues and concerns are most important to the Council? . What are the key facts, trends and challenges related to providing for the publiC safety? . How might we address our common interests and the long-term use of resources? IX. 2:15 Future Issues to be Aware of Everyone . Are there other issues that should be discussed because they could become Council priorities or demand the City's attention during 200B-on . The following are two examples that were raised by two or three members in discussions with Jim Reid, but because they were not mentioned by four or more members, they were not separate discussion items on today's agenda: · Housing and homelessness; . Pedestrian safety. . If any additional issues are of interest to the entire Council, what are the Council's expectations for addressing them? _. -,_.._._..~._~.~'''""""~.~ ........"".~m..'.~".~_u._......_ X. 2:55 What Are We Taking Away from this Year's Retreat? Everyone CITY OF FEDERAL WAY MEMORANDUM Date: January 23,2006 To: Federal Way City Council ~ Via: Derek Matheson, Interim City Manage \ From: Iwen Wang, Management Services Director ~ Subject: Retreat Agenda Item IV - ('Review & Discuss Our Vision & Goals" POLICY QUESTIONS: 1. Do these documents clearly and accurately reflect our vision for the City's future? 2. Does the updated draft successfully sununarize these various statements? 3. lfnot, what process should we use to revise them? HISTORy/BACKGROUND: In general, a mission is a statement of what we are about, and vision is a clear picture of what we want to be. Effective vision and mission statements can help an organization stay on course under changing leadership and uncertain environments; thus, eventually realizing the desired results. To achieve that, everyone in the organization must be able to know what they are and see how their individual and collective actions or tasks contribute to, or detract from, the organization achieving its vision and mission. The City's mission statement was adopted at the City's incorporation. At the 1996 retreat Council modified the third bullet from "To consolidate our many local governing bodies as small, locally-based, and accessible", to "To maintain our many local governing bodies as small, locally-based, and accessible" . The City's "Future Vision" was initially adopted in January of 1995 to provide guidance for the City's Comprehensive Plan development in 1995. To serve that particular purpose, the Future Vision, under the "Federal Way - A great place to live, learn, work, and play!" statement, provided a set of detailed descriptions to assist in the development of comp plan policies/goals. This expanded version served well as a guideline for the comp plan, but is difficult to remember and eonununicate effectively. Attached is an updated draft prepared by staff based on review of past documents, Council/community discussions, and the collection of several examples of vision/mission statements from area communities. ATTACHMENTS: 1. The City's "Future Vision", (page 2) 2. Mission and Values (page 3) 3. 2004 and 2005 Economic Development strategic directions (page 3) 4. Examples from area communities (page 4) 5. Updated draft Vision/Mission/Goals (page 5) CURRENT FUTURE VISION Federal Way is great place to live, learn, work, and play because of its: Government for and by the people . Can-do attitude . Partnership with citizens often through volunteerism . Provide quality services . Value diversity, innovation, participation and unity . Sense of identity and ownership by neighborhoods . Fiscally conservative and innovative (contracting) with growth . Moderate tax rate and bonds for major projects . Maintain defined vision and continuity for staff and resources Responsible growth . Some growth in all segments of community inevitable . Channel growth into specific development goals . Preserve quality of life by developing infrastructure with growth . Preserve a primarily residential community and open natural areas with concentrated urban development in the City Center and other business districts . Increase corporate headquarters and some annexation . Modest population growth (build out available single family, multi-family) in City Center/SR~99 corridor . Multi-use, pedestrian-friendly City Center with plazas and structured parking . Preserve property rights balanced by community health, safety, and welfare Economic vitality . International and regional trade and employment center . COIporate headquarters and small business support services . Redevelop retail warehouse for office, retail, and light manufacturing consistent with market trends . Quality jobs to enhance tax base and quality oflife Efficient traffic system . Link neighborhoods with City Center and other communities . Mass transit to connect corporate campus and City Center with economic and leisure hubs of other communities . New infrastructure mostly in City Center by concentrating growth there . Easy and safe transportation for youth to school Caring for our own . Government and social service agencies work in concert to build a sense of community . Provide caring and safe environment through community-based policing . Support strong student achievement, educational institutions, and leadership . Coordinate human service systems . Require greater participation from clients in improving their individual situations Ouality culture, environment and plav . Parks, trails, sports, and cultural arts cater to active life styles . Partner with schools to develop facilities, parks, and services . Build performing and cultural arts center . Preserve our natural resources, scenery, vistas, lakes, streams, wetlands, and Spring VaHey pastoral setting Regional plaver . Participating regional partner in Puget Sound economic, political and cultural life . Participate regionally to yield funding opportunities . Safeguard against outside impacts that reduce quality of life . Support sister cities (cultural, educational and economic benefits) This vision will not be easily achieved. It will require diIficult choices. Cooperation will be required between the public sector, neighborhood groups, business, schools and citizens to maintain the high quality of life, grow gracefully, remain a healthy and desirable community and improve urban life amenities with higher density. Page 2 Current MISSION STATEMENT It is the mission of the government of the City of Federal Way to seek to achieve the purpose of the people of Federal Way, as declared at the time of the City's incorporation, February 28, 1990, affirmed and revised January 26, 1996: ::::> To take upon ourselves the governing of our own destiny; ::::> To create a more habitable living environment to enhance both our work and recreation; ::::> To maintain our many local governing bodies as small, locally-based, and accessible; ::::> To ensure that the special needs of Federal Way are addressed in a responsive and responsible manner. Economic Development Vision/Goals (2005 Retreat) The Council's Economic Development Vision During the next 15-20 years, expand the "economic pie" so the City can provide the services Federal Way residents expect of City government. Council Members' Mutual Interests in Economic Development 1. A vibrant, active and more "identifiable" downtown. 2. A mix of jobs, housing, recreational and cultural amenities within downtown and neighborhood business districts, and more of them than exist today. 3. City government is more open and receptive to business interests. 4. The City relies upon a greater variety of tools and resources to strengthen the economic vitality of the community and, particularly, downtown. 5. The City plays a role in helping to retain existing businesses and recruit new ones. Economic Development Strate1!ies/Goals (or 2004-06 Increase sales tax revenues to provide services that the citizens of Federal Way expect from their City government. Strategies Identified for 2004-06 at 2004 Retreat 1. Recruit new businesses to the City. 2. Help the City's existing businesses grow and expand. 3. Attract revenue from non-residents. 4. Reduce "leakage," i.e., sales tax revenues generated by purchases of goods and services by Federal Way residents from sources outside the City. 5. Stimulate partnerships between the City, key interest groups and citizens to educate everyone that expenditures of public funds for economic development and City Center redevelopment are investments in the community's quality of life, and to achieve the Council's economic development goals. Page :\ EXAMPLE OF VISION/MISSION STATEMENTS VISION STATEMENTS: Tacoma: Tacoma is recognized as a livable and progressive international city, regarded for the richness of its multi-cultural population and its natural setting. Snohomish County: Enhancing the quality oflife for present and future generations. Auburn: As a city of regional significance, proud of its small town heritage as well as the diversity of its people and neighborhoods, Auburn offers an opportunity for people of all ages to enjoy life. Renton: A world class city where people choose to live, work, and play. MISSION STATEMENTS: Tacoma: We provide high-quality, innovative and cost-effective municipal services that enhance the lives of our citizens and the vitality of our neighborhoods and business districts through teamwork, integrity and continuous improvement. Snohomish County: Snohomish County seeks to make our county the best it can be. Our hallmark is equitable and quality service delivered by creative and caring employees. Each of us is proud of our role on behalf of the citizens of Snohomish County and we continually work hard to earn their respect and confidence. Our valucs are: . Accountability . Service . Integrity . Respect . Partnership. Auburn: To provide a service-oriented government that meets the needs of our citizens and business community through efficient and professional management with responsive and accessible leadership. Renton: In partnership with residents, businesses, and schools is dedicated to: . Providing a healthy atmosphere to live and raise families . Encouraging responsible growth and promoting economic vitality . Creating a positive community work environment . Meeting service demands through innovation and commitment to excellence preserving the freedom each of us needs to satisfy buyers and sellers and find personal satisfaction. Page 4 ----------- UPDATED DRAFT SUMMARY VISION/MISSION AND GOALS Vision: Federal Way is a safe attractive community known for its cultural diversity and vibrant parks, neighborhoods, and business centers. Mission: The City of Federal Way is fiscally responsible in delivering quality services, promoting economic development, improving infrastructure, and managing growth. Goals: 1. Create a multi-use urban city center that is pedestrian friendly, linked to neighborhoods and parks, and servers as the social and economic hub of the city. 2. 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 business. 3. Update the capital facilities plan and provide financing options for transpiration and surface water improvements, parks, reaction, cultural arts and public facilities. 4. Integrate the public safety strategy into all facets of city operations, building on a strong community bascd approach. 5. Ensure a service culture within the city organization where employees listen carefully, treat citizens respectfully and solve problems proactively. Values: . Service . Pride . Integrity . Responsibility . Innovation . Teamwork Page 5 " .. ~ ClTYOf ~~ Federal Way TO: Mayor and City Councilmembers FROM: Patrick DOhert~c Development Director SUBJECT: Status of City Center Redevelopment Efforts DATE: January 28,2006 The year 2005 saw several landmark actions on the part of City Council related to City Center redevelopment and a great deal of momentum generated to carry the City forward into 2006 and beyond. The following is brief summary of the status of the various City Center Redevelopment efforts that have the City has been pursuing over the past year and will continue to work On in 2006: City Center Market Study and Redevelopment Strategy After meeting with several firms and entertaining three specific proposals, the City Council engaged the Leland Consulting Group to conduct a City Center Market Study and Redevelopment Strategy. What set Leland apart from the competition was their commitment to produce not only a market study but also a set of redevelopment strategies for the City, the Chamber of Commerce, local property owners, developers and others to pursue. After conducting dozens of interviews with City leaders, property owners, realtors, developers, et aI, and in-depth market research and field study, Leland presented its final report in late September. Its recommendations are broken down into four categories: 1. Tell a New Story 2. Define the Public Realm 3. Use Regulatory Environment to Encourage Right Development 4. Participate at Multiple Levels On October 4, 2005 the City Council passed a Resolution accepting the "City Center Market Study and Redevelopment Strategies," prepared by the Leland Consulting Group; reiterated its support for the Comprehensive Plan's City Center vision; expressed its , Memo to Council Retreat 1/28/06 ., City Center Redevelopment Efforts Page 2 of 4 intent to pursue implementation of the recommended redevelopment strategies by 2010; and also expressed its intent to consider public-public and/or public-private partnerships. City Center Marketing and Pursuit of Redevelopment Projects In response to Leland's proposed redevelopment strategies, City Council chose to continue to engage these consultants to produce marketing materials about the City Center redevelopment opportunities; disseminate those materials to the local, regional and national developer interests; and work with the City in running an RFQ process for potential redevelopment projects. Work on compiling the marketing materials is under way at this time, with materials expected to be completed within a month and ready for distribution. Coincident with that effort will be a workshop with City Councilmembers in the next few weeks to discuss and explore in more depth the multiple issues surrounding public- private partnerships, with a potential discussion - at a conceptual level - of the kinds of projects and levels of participation the City Council might be most interested in pursuing. This workshop will not only help City Councilmembers explore and flesh out these issues, but will also educate City staff and the Leland consultants to aid them in pursuit of and discussions with potential developers. Parallel to these efforts will be continuing work with staff on outreach to development interests. City Center Redevelopment Fund In tandem with the Council's above-cited Resolution accepting Leland's report and strategies and expressing intent to pursue redevelopment and consider partnerships, on October 18, 2005 the City Council approved the creation of a City Center Redevelopment Fund and allocated up to $5,000,000.00 from unexpected tax revenues as seed funding for the 2006 budget year. In addition, the Council stated its intent to consider augmenting the Fund in future biennial budgets. City Center Public Spaces Visioning Process In parallel to the work that Leland has been doing, the City engaged RTKL & Associates to conduct a public spaces visioning process for the City Center. Starting late last Summer, RTKL facilitated two public workshops where community stakeholders were able to express their preferences for the concept, size, location and character of potential City Center public spaces. With these community preferences in hand, RTKL has been able to compile an illustrated document that is being finalized now and will be presented in the near future at the City Council workshop, mentioned above. The purpose of this process and the resulting document is to provide a community-based source of parameters for the development of public spaces in our City Center. Be that a stand- alone, City-initiated town square, or an urban plaza associated with private development, Memo to Council Retreat 1/28/06 .. City Center Redevelopment Efforts Page 3 of 4 the community preferences and resulting parameters related to concept, size, location and character will ensure that future decisions about City Center public spaces will be informed and grounded. Illustration of Potential City Center Redevelopment Scheme As the above-mentioned projects and programs have been pursued over the past year, property owners in the City Center have begun to express varying degree of interest in the City's vision for the City Center. Recently, representatives ofthe ownership ofthe SeaTac Plaza property approached the City and asked whether we could step forward and illustrate to them what the City's vision could look like for the greater SeaTac Plaza properties. As a result, City staff worked with the RTKL & Associates consultants to produce a redevelopment concept for that location that encapsulates the City's vision: it includes a full mix of uses, grounded in substantial retail, with housing, lodging and/or office, structured and surface parking, and ample public spaces. As a reality check, the proposed redevelopment program was squared against the Leland market study findings. The graphic illustration of this redevelopment concept was shared with the FEDRAC, the SeaTac Plaza ownership representatives, and the public at the Committee's 12/13/05 meeting and was enthusiastically received. Since that meeting, the graphics have been tweaked to exclude reference to the SeaTac Plaza properties in order to produce a more widely usable concept and, in fact, the concept plan has already been shared with other interested parties as a great illustration of the City's vision for new development or redevelopment in the City Center. City Center Code Changes After enacting an Interim Controls Ordinance in June 2005, in response to increasing concern about potential permit applications for uses and/or developments incompatible with the City Center Comprehensive Plan vision, staff and consultants worked for the remainder on 2005 on numerous amendments to the City Center Zoning Code provisions that would both increase development potential, as well as restrict the least-intensive, lowest-density developments. After review by the Planning Commission and LUTC, the City Council considered the amendments at their first reading on January 17,2006, with second reading and enactment scheduled for February 7, 2006. City Center EIS and SEP A Planned Action This project is intended to conduct the environmental review for up to 10 years' worth of City Center development in one Envirorunental Impact Statement and then adopt corresponding code changes that will enable the City to process permit applications for complying City Center projects with even greater speed and efficiency than at present. One additional bonus is that the traffic mitigation (be that in $ or in specific mitigation projects) will be identified up front or will be easily calculable as a result of this work. , Memo to Council Retreat 1/28/06 . City Center Redevelopment Efforts Page 4 of 4 The project is very ambitious and will likely constitute one of the most well modeled and well analyzed traffic impact studies in the State when it's done. This level of modeling and analysis, however, have led to some protracted work-and-review loops that have lead to delay in the project. However, good news is on the horizon as the progress on completing the EIS has picked up steam over the past couple months. We estimate that the Draft EIS will be published this Spring, with the Final EIS to follow a couple months afterwards and final Council adoption of the Planned Action and corresponding code changes in the Summer. Sound Transit TOD sites With Sound Transit's Transit Center nearing completion, over the past few months City staff have been working with Sound Transit staff on their fulfillment of the TOD Agreement requirement that they pursue transit-oriented development on both the western and eastern surplus parcels. Sound Transit and the King County Library have been in negotiation over the eastern parcel and are approaching a deal that could transfer the property to the King County Library for construction of a 15-20,000 square-foot new library as the base of a new mixed-use development (likely with housing on top). Continuing work with all parties will be needed during this year, especially as thorny issues, such as mutually agreeable parking arrangements, are ironed out. The western parcel will be the subject of an RFP in the first part ofthis year. As a result of their negotiations with the King County Library, Sound Transit is seeking an amendment to the TOD Agreement to forestall commencement of the IS-month period during which Sound Transit must find a codeveloper for the TOD sites frornjust after Transit Center occupancy to such time as the negotiations with King County Library are concluded. CITY OF FEDERAL WAY MEMORANDUM Date: January 23, 2006 To: Federal Way City Council ~ Via: Derek Matheson, Interim City Manager ~ From: Iwen Wang, Management Services Director Subject: Retreat Agenda Item VI - "Budget Forecast and Its Implications" SESSION QUESTIONS: 1. At this time, what is the forecast for the 2007 budget? 2. What might this mean for establishing and adhering to our priorities? 3. What are our options for funding operations and capital in the long-term? 4. What information does the Council need to make decisions about these options? BACKGROUND: The purpose of the attached materials is to: . Provide Council with a preliminary look at the 2007/08 operating budget challenges; . Review current funding sources and other funding options; . Review/update the overall budget priorities; . Discuss any specific budget goals Council may wish to incorporate in budget development and future updates. As in the past, we will schedule a special budget study session in March when we have the final 2005 results to update our projections and will provide some preliminary balancing strategies/options [or Council to review. A TT ACHMENTS: I. Operating Estimate (pg. 2-4) II. Capital Funding Estimate (pg. 4) III. Existing Budget Priorities (pg. 6) IV. Budget Process (pg. 7) v. Operating Funding Options (pg 8-9) VI. Capital Funding Options (pg 10) VII. How Some Puget Sound Area Cities Fund Their Capital Needs (2003 Survey) (pg 11-13) VIII. 2004 Triage of City Services by Department (pg 14) K:\FfNANCEICOIJNCI L\"'lreaII070~hlldgel-l doc Page 1 of 14 I. Operating Budget Estimate 1. On-goin!! Revenue/Exvenditures: The following early projections for 2007/2008 were presented to Council during the mid- biennium budget adjustment. At this time, staff believes the estimate is generally valid and will be looking at a starting budget gap around $700k - $800k in 2007 and $1.2 ~ $1.5 million in 2008. 2004 2005 2005 2006 2006 2007 2008 Revenues Actual Budget Estimate Budget Revised Projected Projected Sales Tax $ 10,546 $ lO,638 $ 10,793 $ 11,010 $ 11,120 $11,509 $ 11,912 CJ Sales 1,648 1,681 1,781 1,757 1,877 1,971 2,069 Property Tax 8,121 8,584 8,584 8,692 8,692 8,823 8,955 Gambling Tax 1,443 1,331 1,431 1,265 1,415 1,415 1,415 State Shared Revenues 2,077 2,365 2,213 2,400 2,290 2,315 2,341 Franchise 701 663 723 673 733 759 785 Permits/Development fees 2,077 2,026 3,526 2,053 2,244 2,270 2,296 Fines 1,242 1,281 1,281 1,308 1,308 1,328 1,348 Fees/Fines/Sve Charges 1,633 1,515 1,514 1,524 1,524 1,546 1,570 Inter-fund Admin Charge 542 552 552 560 560 577 594 Utility Tax Transfer 401 1,557 1,557 1,594 1,644 1,635 1,668 Misc. Revenues 579 666 716 671 731 739 753 G/SF On-going Revenue $ 31,183 $ 32,858 $ 34,671 $ 33,506 $ 34,137 $ 34,887 $ 35,707 Expenditure by Department Council $ 272 $ 281 $ 281 $ 282 $ 282 $ 290 $ 299 City Manager 652 577 577 62] 621 639 659 Municipal Court 1,385 1,397 1,397 1,459 1,459 1,503 1,548 Community Development 2,938 2,997 2,997 3,125 3,141 3,207 3,291 Law, Civil & Criminal 1,168 1,269 1,269 1,329 1,329 1,369 1,410 Management Services 1,818 1,613 1,783 1,661 1,661 1,711 1,762 Parks/Reel Arts 3,668 3,774 3,774 3,824 3,874 3,988 4,104 Police 16,406 17,080 17,180 17,679 17,859 18,499 19,162 Public Works (Street) 3,459 3,662 3,662 3,773 3,773 3,868 3,964 City-wide (207) (207) (230) 30 32 35 Pension 125 572 970 G/SF On-going Expenses $31,766 $ 32,443 $32,713 $ 33,523 $ 34,154 $ 35,697 $ 37,224 Net Operating Results $ (583) $ 416 $ 1,959 $ (17) $ (17) $ (826) $ (1,533) In a way, this gap is predictable because the difference between revenue and expenditure growth patterns. The next table below shows the average growth rate of our general fund revenue and expenditures. In a "typically" year, we will see our general revenues to grow by around 2.5% per year. At the same time, the expenditures would typically grow around 4.5%. This is a difference of around 2%, or a gap of nearly $700k on a $34 million budget. Of the 4.5% average expenditure growth, 3.6% is personnel costs. Personnel Are Attributable to Cost Driver: Personnel costs (pay and benefits) currently total around $25 million a year and represent 74% of GenerallStreet Fund operating expenses. Employee pay is typically inflation and market driven. In addition, new hires are started at lower pay levels; as they gain experience they progress in pay through step increases. The 3.5% average cost increase represents the combination of inflationary (COLA) and market- based pay adjustments, and step increases. K:\FINANCE\COIJNCILlretreat\0708l>lIdget-I.doc Page 2 of 14 -. As we have discussed in past budget cycles, the City's medical premium contribution has increased by 140% since 2000. At this point, two-thirds of all City staff has been converted to the A WC Preferred Provider plan, whose premium is 9% lower than the Plan B previously offered by the City. This saving was needed to balance 2005/06 budget. The projected future medical cost increase is still at a 10% range per year. Moving forward into 2007/08, pension contributions will be another major factor that will continue to cause our benefit costs to grow substantially above the rate of inflation. 2006 Average Weighted General Revenues: Amended Growth Growth Sales Tax $ 11.12 32.6% 3.5% 1.14% Utility Tax Transfer 1.70 5.0% 5.0% 0.25% Property 8.69 25.5% 1.5% 0.38% Gambling 1.42 4.1% 0.0% 0.00% Criminal Justice Sales Tax 1.88 5.5% 4.0% 0.22% SSR except Fuel tax 1.10 3.2% 3.5% 0.11% Franchise Fee 0.73 2.1% 3.5% 0.08% Pem-ilts/License 2.24 6.6% 3.0% 0.20% Fuel Tax for street M&O 1.19 3.5% 0.0% 0.00% Inter-fund Service/Admin fee 0.51 1.5% 3.0% 0.04% Service Fees 1.52 4.5% 1.5% 0.07% Miscellaneous Fees, Int. Inc 0.73 2.1% 0.0% 0.00% Fines & Forfeiture 1.31 3.8% 0.0% 0.00% Total $ 34.14 100.0% 2.49% 2006 Historical Weighted Expenses By Line Items Amended Growth Change Wages $ 19.73 57.7% 3.5% 2.02% Benefits 5.42 15.9% 10.0% 1.59% Supplies (maintenance material, gasoline) 0.88 2.6% 3.0% 0.08% Services (utilities, maintenance) 4.98 14.6% 4.0% 0.58% Inter Govt (jaiV911lKC/WSDOT) 3.12 9.1% 3.0% 0.27% Capital outlay 0.02 0.1% 0.0% 0.00% Total $34.14 100.0% 4.55% Annual Gap from different growth rates $ (0.70) -2.06% Service Sustainabilitv: Until the mix of the City's resources can grow at a rate that matches expenditures, any increase on the expenditure side of the ledger will only create larger gaps in future budget cycles; therefore, future budget cuts and/or additional new revenues will be required. Imoact of One Service on Another: City services are frequently interrelated, meaning that increased activity in one department can impact workload in another. The most obvious example would be the increase in police enforcement, which then must be supported by the ability of the Court to hear cases, and the ability of the Law Department to prosecute them. Such enforcement would likely be accompanied by increased jail and other support costs. Therefore, a holistic view must be taken when making significant adjustments in any service area. K :\FIN ^ NCE\COl INCl L \rOlreal\0708hudgel-1 .doe Page 3 of 14 Existinl! Unmet Needs: In 1994 when the City's turnover rate stood at 14%, twice the normal turnover rate for government entities, the City did a staff separation analysis based on exit interviews. One of the consistent comments is that workload is an issue and staff does not see any relief on the horizon. This workload condition did not improve due to the built-in structural gap in our operating budget, the addition of City police and courts, and real revenue losses from initiatives. There are a number of areas where we have less capacity are actually providing less real services than we did 10 years ago. Because the changes are gradual, and have evolved over time, they are not as apparent to the community at large, but the change is noticeable to staff and is reflected in the increased level of service complaints. 2. One-Time Proerams: The preliminary $800k and $1.5 million gap for 2007 and 2008, respectively, are between on- going revenues and on-going expenditures. We still have around $400k programs currently funded on I-time basis, including $160k related to 1.7 staff positions. It is important that we look at provide stable funding for these programs when we consider adding other new programs. II. Capital Funding Estimate Other than grants, SEPA mitigation, Arterial Street Fuel Tax etc, the following are the two largest capital resources in funding the Capital Improvement Plan. 1. Utility Tax Current Utility Tax Budget and Commitments % $ Available Capital Debt Service: . 1997 bonds debt service. Available in 2007, currently designated I % each to parks and transportation projects. 2.00% $2.5m 2007 . 1997 PS facility bonds debt service. Available 2012. 0.50% $625k 2012 . Community Center 0.75% bonds debt service 0.75% $940k 2033 Capital Pay-as-you-go: . Annual street overlay program 0.71% $900k NA . Annual transportation capital (including $265K restored starting 2007) 0.71% $900k NA M&O for New Capital: . Annual Maintenance of 1997 bond capital projects 0.50% $625k NA . Annual Connnunity Center M&O (currently used for KJP) 0.25% $340k NA Tra'l;}fer to Operations: . Annual Police Operations: restore 11 PSG positions 0.50% $625k NA . Annual Connnunity Events/Cultural Arts 0.08% $94k NA Grand Total 6.00% $7.55m - As shown on the table above, the 2% or 2.5 million utility tax that will become available in 2007 is the last major resources that Council has discretion with in the foreseeable future. Once exhausted, the City will lose its flexibility in meeting both capital and operations needs. With voter approval for additional resources less than certain, the City could be put in the position of being forced to make difficult service reductions. K:\F1N^NCE\COllNClI.\rctrcat\070RhIlJgcl.I.Joc Page 4 of J4 2. REET: REET is a highly volatile revenue source and is restricted by state law for those capital projects identified in the City's Capital Facilities Plan. Because of its volatility we are budgeting $2 million per year as predictable REET revenue. When actual collection exceeds budget, the additional funds are typically allocated in the subsequent budget cycle. The table below shows actual collection of REET over the past six years. 1999 2000 2001 2002 2003 2004 2005 Est. $2,481k $2,145k $1,998k $2,555k $2,852k $3,079k $4,500k The planned allocation of the current $2 million per year REET budget plus the $180k in interest income is as follows: Current REET Allocation: $ In thousands New City Hall Mortgage (20 years) $ 550k Valley Corrun. Facilities Bond (final 2012) 230k Transportation CIP pay-as-you-go 700k Park CIP pay-as-you-go 700k Total Allocation (including $180k interest earning) $ 2,180k Actual budget allocations to transportation and parks CIP for any given budget cycle depend on priority of all competing projects. Combined capital resources from utility tax and REET, without considering the 2% utility tax, would provide $3.25 million a year for capital needs in the entire City with about $1 million required for the street overlay program, leaving $2.25 million per year for other improvements. This amount, when compared with the six-year funding gap of $40 million in the adopted TIP and $14 million in Parks projects, is extremely limited. K:IFINANC[lCOlJNCILlretreatI0708budget-1.doc Page 5 of 14 --- III. Existing Budget Priorities 1. Be Responsible and Responsive to the Citizens: . Operate the City in a entrepreneurial and fiscally responsible manner with focus on both revenue generation as well as expenditure control . Make responsible program choices in balancing the budget such that mInimize impact on citizens 2. Enhance Public Safety in the Community: . Recognize that public safety continues to be the top priority of the Council . Look at an integrated public safety strategy that involves all facets of City operations such as licensing, code enforcement, police, prosecution, and the court 3. Invest in our Community's Future: . Actively pursue economic development . Provide sustainable capital funding sources for the Capital Improvement Plan . Recognize the importance of programs for the families and youth 4. Improve Communication and Accessibility of Government Services: . Make government service more accessible and user-friendly through the application of eCommerce and eGovemment . Improve the community's perception ofthe City and its services Anv revision to these budeet oriorities? K:\FINANCEICOUNClI,\rClrCltl\070Hblldgcl" 1 ,doc Page 6 of ] 4 IV. Budget Process ,Events Time . Council Retreat - Budget Direction January . 2005 Year-End Financial Report to Council February . Council Study Session March 1. Review Current Budget Policies 2. Review Updated Projections for 2007/08 3. Review Budget Balancing Options . Conduct Preliminary Budget Public Hearing May - July . Public comment at regular council meetings . Department Develop Budget Proposal CM Review Department Budget August.September Prepare CM Recommendations Present Preliminary CM Recommendations to Council, advisory committees/commissions, and community groups . CM Finalize Proposed Budget . CM Proposed Budget to Council October . Council Study Sessions on Department Budget . Public Hearing on Budget Proposal . Council Deliberation sessions November . Final Budget Public Hearing . Council adopts budget/property tax levy Any changes to the process? K:IFINANCFICOl JNCll.\rctrcatI070Rhudgct-l.doc rage 7 of 14 '" o "'" . . . . . . . . . - . - "0 <-> I 1.8 ~ I i >.. I!) '8- , i >.. ~ ...c: ' ~ ><-> ' ,c<j...... c<j , 0 ..'~..... ,!"""'t : : ,...., ~ - VJ : r- ~ 8........ ,..;..... :::: '>-' 0' 0 .....:l 0 i i:J ' fJl ._ i h' 0.. i .:;; fJl;"::: 0 : t; , ..... 0 i ~ 0.0 .~ 0: t fJl ..... fJl 0 ;.-, E .... i 0 ~ I=: <-> "0'-; ~ ~ I!) ,p <1.);-;;:;; ; . S ;:::: -o.j "'0 i . - c<j . -:::: 8; ...J ... O~fJl-: ;'~c:! I!) "'0 I!) ;t),,::::"O I!) 1=:0' 0 o 1<: I!) 0....... i 0 "" :.............:><: i ..... 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'-' :.G t en <l) U en .~ ~....,......l !.......'!l ,Oo.-;::C=r:;- e<,,/'j 'c<:lU ,-;,o..c<:lc:0 ....... -; ",t-< 2:~ ..o'.f;_______ :..... "'p.. 0"0] :::s ;';:: =~~ iu !<l)[j)' !p..@"O",~...... "@ c.. 0 ~ : e< : 0...... .B : ~ I- = a:l c<:l !=: U ~ '';:: '-' ' ~ ,(/] Cl <1) : r.Fl f--; Cd <.,::. ..D 0 . e Un' ...... r ,. . i. (.) 0...... ,N i.... 1"1" (l) _ _.0 ; G3 > * VII. How Some Puget Sound Area Cities Fund Their Capital Needs (2003 Survey) d_.'.~" ... .'._..".'-'""'- Entity What Sources? How much? What for? Comments Auburn REEl' 1 st Y.i% 100% Non-restricted other than 2 capital funds, one Lee Hall state laws parks and one 253-804-5022 segregated for REEl' 2nd Y.i% 100% many projects. This includes excess sales tax revenues and other general fund revenues. King County Open Space Left over from Bond 1986 Mitigation & Impact fees Transportation Art. St. Fuel Tax 100% Transportation Rec class fees, GF transfers 22K Parks Utility connection charges 100% Utilities Bellevue Sales Tax 2000 - $12,198,000 General CIP (non- 77% of general Jason 2001 - $13.6m (32% of restrictive) CIP Funding Bentosino total sales tax) 425-452-71 05 2002 - 13.1m (31% of total sales tax) B & 0 Tax .03% (2000- 4,190,000) General CIP (non- 20% of general 2001-4.1m restrictive) CIP Funding 2002 - 4.3m B & 0 Tax .00096% Restricted Transportation 2001 - Urn only 2002 - 1.37m Art. St. Fuel Tax restricted 2001 - 748k Restricted Transportation 2002 - 756k only Art. St. Fuel Tax 2001 - 479k Although it is umestricted it unrestricted 2002 - 485k is used for transportation only REET 1st 11% 2001 - 3.7m Transportation 2002 - 3.9m REET 2nd Y.i% 2001 - 3.7m Parks 2002 - 3.9m Impact Fees 1 million per year Transportation Tukwila REET 1 st 11% 100% Parks & Open Space Al DoerscheI proiects - 206-433-1838 REET 2nd '1.% Transportation _.-~ Sales Tax As available and needed General Government funds 85% of City's ~. Capital Projects Street/Arterial Street Transportation Revenues . ~"~-- - ~,_.,,~.' ..,~ ""......~_._- -,. ~"~~r~~~ K :\FINANCF:COl INCILlretreal\070Bblldge'-I.doc Page 11 of 14 Entity What Sources? How much? What for? Comments Des Moines REET 1 and 2 100% Non-restricted other than Kerry Noess state laws 206-870-6538 Haunted House All - approx $25K Non-restricted Used for Conununity Center GF 125K in 2002 to be Non-restricted increased by 25K per year Art. S1. Fuel Tax, Motor 100% Transportation Vehicle Local License Fee Marina Revenues as necessary Marina Improvements Everett REET 1 and GF 100% Parks, Fire Stations, Bill Cushman Contributions Land/Park Acquisitions, 425-257-8601 Business Park purchase (now City Hall) REEf 2"d Y<% .. 100% Street & Park major main1. moL Voter-approved property tax Fire Stations, Fire training excess levies(bond proceeds), facility. grants, GF and space rental Voter-approved property tax $4.5 million Park land acquisitions excess levies(bond proceeds), grants, GF contribution CIP Public Facility District: $18,000,000 available for Public Facility District State sales tax .033% State PPD Credit Bonds rcbate & Hotel Motel tax Kent Sales Tax 25% GG - Non Restrictive Cliff Craig 2000 is 20% due to I~695 253-856-5250 2001 - 5.2 million 2002 - 5.7 million REET 2"0 Y<% 100% Parks Projects REET 1 st Y<% 100% Other Utility Tax 1 % component of 100% (2001 - 2.2m) Transportation Sunsets the 4.8% on utilities other Improvements 12/31/2007 than garbage and of the 6.8% Utility Tax on Garba!?e Motor Vehicle Local Licensc 2001 - 600k Transportation Fee -".~," -- .3% of the Utility Tax to 32% ($240,876) Youth Program CIP Per Council Youth Teen Programs designated to Capital in preference, not 2001 established by ~ ordinance Grant Funding/ Criminal Funds are used prior to use Justicc/ Seizure $' s of GG funds for Police CIP Transfers from Street Fund 2001 - 4.2m Transportation ~,~ ., -.-.....-.--..-. Lodging Tax Rev Restricted by ordinance for tourism not restricted to capital(1/2 to chamber of commerce, portion to retiring debt in golf ... -.- -- ..- ..- course bonds,)- _.'.'''''''.Y'-'--'~_.- K:\fINANCE\COUNC1L\retreal\070Rb,,,lg<.t..I.doc Page 12 of 14 Entity What Sources? How much? What for? Comments Kirkland REET 1st 11.% lOOK Transportation Additional $ Sandy 700K Parks received placed Hendricks into reserves which 425~803-2849 REET 2nd Yo % .8 million Transportation are used for grant matches Impact Fees Roads 600K Transportation Parks 40K Parks Interest Income 500K Gen gov. projects, Public Safety 300K Technology Sales Tax Flat amount 670K Trans Transportation capacity proiects GF Contributions lOOK Parks projects -- Gas Tax 325K Transportation Motor Vehicle Local License 400K Transportation Fee Transportation Grants Transportation Redmond GF Contributions Park, Transportion, Fire, Sherri Wright Police .- ..._........._-~~ 425-556-2745 REET Parks, Transportation Sales Tax (Constmction) -- Transportation, Parks Art St Gas Tax/Veh Lic St Overaly Voter Approved Bonds Fire ..~. Developer contributions Transportation Impact Fees Fire .. Renton Sales Tax 2002 - 400K, (2.5% of Municipal Facilities Sylvia total) - Doerschel Business License fees 80% of collected fees 2002 Transportation 425-430~6914 $2million Imorovements REET I and 2 100% 50% Pay as you go CIP 50% bonded CIP - ---- Mitigations Fees 100% Fire, Parks, TranspOli Gas Tax Street Overlays ~_~'W" _ Grants .~,- Fund Balance Non-restrictive Under exp/Over Revs as determined necessary One time $'s only .^~. ,~~..".~~-~ K :lfINANCElCOllNCI Llrelreatl070Rbudpct. 1 doc Page \J of 14 Optional Services Important Services Basic Services Dept ~ ~ :::;i ::u Z ~ "tl.z::ur- 0 2j tu <Il r- (/l <Il (() "T1 <ii g.O o -'-0 <fl, [T1 fl 5: 0.... '" S ~ ~ :> <Il - '" "tl III '" tu N c..> 1il, )> r,n c.:;~Z 0; i..n 0 ::u co_eo co 0 :> " (() ~ ~ "'" -< 5' )> 0 ID 0 c. - 0 c; '" -, - c. 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Staff prepare report of pros and cons ofthree annexation areas for Council reVIew. 3. Council approve annexations [or the 2006 staff work program. 4. Prepare legal description of the annexation areas. 5. Conduct informational meetings in the three areas. 6. Prepare informational mailers or handouts with basic annexation information for citizens within the three areas. 7. Council procedural requirements i.e. resolution, etc. Costs involved with the annexation process include the following: 1. Staff costs are primarily in the Planning Division but also impact Finance, GIS, Public Works, Legal and Public Safety. a. Based on the time it took to process the last three annexation areas, it was about a half planner FTE to prepare the packet for BRB, prepare information, set up and attend public meetings, field public telephone calls, keep the website updated and hire the census consultant and have the legal descriptions prepared. This proposal is larger and may require 3;4 FTE. b. Isaac Conlen, the planner that completed the last annexations, will not be available for this project because he has been committed to the Shoreline Master Program Update and finishing the cottage housing code amendrnent. In order to work on these annexations, a planner would have to be pulled Cram development review and we can infill ~ .. with temporary staff or hire a consultant. The approximate cost for staff/or consultant is $50-$75,000. c. Meeting a May deadline for filing with the BRB will be difficult to meet unless we are able to find a consultant immediately or are able to infill existing staff by February. d. Preparing an annexation application also requires stafftime from Legal, Public Works, Police and MIS. It is unknown at this time whether this could be accomplished in this year's workload with existing resources. 2. Other costs a. The cost of preparing legal descriptions for three annexations is approximately $5,000. b. The cost of mailing information is approximately $5,000. c. The cost of the census for the last three annexations was approximately $16,000. If these annexations were successful on the ballot, the cost would be higher because there is more ground to cover and more households. b. The cost of the election is based on registered voters in the area. We currently do not have this information but it will he a couple thousand dollars at the most. None of the above costs have been included in the 2006 budget. Options for consideration: 1. Direct staff to prepare a more detailed report to be discussed at an LUTC meeting that will have more detailed information about immediate and long- term costs of annexing these three areas, and timelines . The goal with this option is to include these annexations in the 2006 sta[[work program and place on the November 2006 ballot. 2. Direct sta[[to prepare the report, but phase the annexation areas over a 1-3 year period of time. 3. Direct staffto prepare the report, prepare the groundwork for these annexations this year, but place on the ballot the following year when the costs could be factored into the budget. 4. Choose not to study annexation areas at this time. StafJ Recommendation: Since this is a council-initiated proposal, the statT does not have a recommendation. Preliminary Star Lake, Camelot, and N. Lake Land PM General Govt Operating Estimates Item Updated NE PAA Updated SE PAA Star Lake Camelot N. Lakeland Total Unit $ Unit $ Unit $ Unit $ Unit $ Unit $ Housing Unit/Average AV 4,130 198,185 3,342 146,151 1,134 229,471 2,758 174,672 455 239,746 4,347 214,630 Population 12,300 8,900 3,200 8,500 1,200 12,900 - Facilities in area Parks Acres Es Mnt Hrs Acres Es Mnt Hrs Mnt Hrs Mnt Hrs Mnt Hrs Mnt Hrs Bigaman Pk, passive 16.72 122 hrs 122 122 Camelot Pk, passive 1808 58 hrs 58 58 Lk Geneva Pk, active 18.64 1521 hrs 1521 1,521 PW (GG portion only) Signaled Intersection 12.00 2.00 count 4 count 8 count - 12.00 Street Lights 56100 19000 27% 15400 67% 375.00 15% 29.00 558.00 Road Miles 46.60 28.90 27% 12.80 67% 31.12 15% 434 4825 Operating Impact Uodated NE PAA UOdated SE PAA Star Lake Camelot N. Lakeland . Total or Average GG Operating Revenue Property Tax, Proj. levy rate 1.22 998,573 1.22 595,893 317,468 587,729 133,024 1,038,222 State Shared (w/o Art 5t Fuel) 25.23 310,367 25.23 224,575 80,746 214,481 30,280 325,507 CJ Sales, per capita 2098 258,042 2098 186,713 67,133 178,322 25,175 270,629 Local Sales 107,000 - 173,000 27,837 73,943 23,326 125,106 Utility Tax, 50% 122.73 506,864 122.73 410,155 131,867 350,272 55,302 537,440 Fines & Forefetures 106,000 - 115,000 27,577 73,252 15,506 116,335 Building Permtis 121,000 - 90,000 31,480 83,618 12,135 127,232 Franchise, 60% of HH 2955 218,045 29.55 157,773 56,727 150,682 21,273 228,682 Development Svs 39,000 27,000 10,146 26,951 3,640 40,738 Rec Fees 23,000 33,000 5,984 15,894 4,449 26,327 Zoning 7,000 5,000 1,821 4,837 674 7,333 Gambling Tax - - - - - - BL, number of businesses 140 7,000 113 5,650 1821 4,837 762 7420 Total GG Revenue 2 701 891 2 023 758 760,608 1764819 325 546 2,850 973 GG Operating Exp Council - 27,560 - 27,560 - 7,170 - 19,046 - 3,716 - 29,932 CM 0.30 63,600 0.30 64,660 0.08 16,546 0.21 43,951 0.04 8,718 0.33 69,216 Court 1.40 140,980 1.50 151,580 0.36 36,678 097 97,425 0.20 20,438 1.53 154,541 Community Development 3.00 316,940 2.20 234,260 078 82,456 2.07 219,024 0.30 31,586 3.15 333,065 Law 0.50 66,780 0.50 69,960 0.13 17,374 0.35 46,149 007 9,433 0.54 72,955 Prosecution 0.50 67,840 0.60 73,140 013 17,649 0.35 46,881 0.08 9,862 056 74,392 MS 240 192,920 250 198,220 0.62 50,191 1.66 133,319 0.34 26,726 2.62 210,236 PK 0.50 58,300 3.80 430,360 0.25 29,150 0.25 29,150 077 87,557 1.27 145,857 PS 18.45 2,175,782 13.35 1,574,657 4.80 566,057 1275 1,503,589 1.80 212,313 19.35 2,281,960 PW 430 1,069,540 2.60 625,400 1.12 278 254 2.97 739,113 0.35 84 324 4.44 1 101,691 Total Ooeratina Costs 31.35 4180242 27.35 3 449 797 8.28 1,101,525 21.57 2 877 647 395 494,672 33.79 4473 844 Net Revenue (Loss) (1,478,351) (1,426,038\ (340917) (1112,828' 1169127 (1,622,871\ Per Capita Net Revenue (Loss) (12011 (1601 (107)1 (131) (141) (126)1 UDdate AssumDtlons: 1. Property tax revenue assumes 15% property value increase over the past 3 years and by applying current (2006) levy rate 2. 10% general cost inflation for P5 and 6% for all other GG services over 3 years 3. Change PS total staffing/population ratio to 1.5 FTE/1000 population from 1.25/1000. Current actual" 1.67/1000. 4. N. Lakeland assumed at 40% of Lakeland sub area or 15% of SE PAA 5. Assume 50% of utility tax is available for M&O 6. Assume Arterial Street Fuel Tax not available for M&O 7. PW data excludes SWM and SWR 8. % of PWs asset inventory" area hhltotal subarea hh 2000 annex study.xls GG opr 1 of 1 Estimated Capital Cost by Subarea per Fesibility Study Table F-4. Federal Way Potential Annexation Area Estimated Future Capital Costs Capital Improvements to meet Levels of Service: Potential City Provided Services Redondo Area Wide Northeast Southeast East TOTAL Subarea Subarea Subarea Parks and Recreation $-0- $22,565.346 59,564,412 5584,762 $32,714,520 Roads: Level of Service -0- 7,561.000 3.039.000 282.000 $10.882,000 Surface Water 1,067,000* 1,074,000 2.578,000 -o- 54,719,000 Total $1,067.000 $31.200,346 $15.181,412 5866.762 $48,315,520 'Area wide capital programs include a joint PM stormdraln system inventory and comprehensive plan, and major maintenance of ditches and other stormwater facilities, Discretionary Capital Improvements: Road Cross Section Improvements Redondo Area Wide Northeast Southeast East TOTAL Subarea Subarea Subarea Roads: Cross-section -0- 30,900,000 32,000,000 71.000 $62,971,000 Table H-3. Federal Way Potential Annexation Area Estimated Net Revenues Northeast Southeast Redondo Area Wide Subarea Subarea Subarea TOTAL Capital Revenue $18,910,000 512.636.000 $486,000 $ 32,032,000 Capital Cost 1 067 000 31.200.346 15.181.412 866,762 48,315,520 Net Revenue {1 .067.000) (12290.346) (2.545,412) (380,762) (16,283,520) S'JlIl'Cl'.,.,: E( '( )~ol.th\\[,;..;t. .J/llh:~ & Stnkt.'~. H\.nd"I';':ill1 \'/)lln~ & ('nmpan,\. TI'ti"i'!'C'cb:'j\.( '_\1. I nc.. :.!()():~ 2006 annex study. xis cip summary 1 of 1 Capital Project By PAA Area Table F.7. Federal Way Potential Annexation Area Capital Costs for Parks and Recreation Pr'Ojecl Cost. in 2002 Dolla,.. Y9ar of ConslrucUon and Pr'Ojec:;t COl!iit& In 2Q02 OOllars Project C~pltal P"Ojuct L.lst Oe$Ign Ae;qull!iiition Cona.tr"ctlon Totar .2002-2007 2008-2014 2Q16-2020 10 1.00 Areawide CIP 0 0 0 0 Programs 2.00 Parkway Neighborhood 2.01 Neighbotnood Parks 271.581 810.006 1.081.587 360.529 360.529 360.529 2.02 COfT1m~Jnlty Parks 0 0 0 0 0 0 203 Trails 229.878 1.348.618 1.578.496 526.165 526.165 526.165 2.04 Open Space 1198.152 5.573 1.203.725 401.242 401.242 401.242 2.05 COr'nr'nuflily Center 0 334.368 334.368 111.456 111.456 111.456 Subtotal Parkway 0 1699.611 2.498.565 4.198.116 1 .399.392 1.399.392 1.399.392 Neighborhood 3.00 Jovita Neighborhood 3.01 Nei9hborhood Parks 89.416 266.688 356.104 118.701 118.701 118.701 3.02 Community Parks 147.273 1/4891 922.170 307.390 307.390 307.390 303 Trails 75.686 444 022 519.708 173.236 1 73.236 173.236 3.04 Open Space 394.482 1.835 396.317 132.106 132.106 132.106 3.05 COlllmunlty Center 0 110088 110.088 36.696 36.696 36.696 Subta.al Jovita 0 106 857 1.597.530 2.304.387 768.129 168.129 768129 Neighborhood 4.00 Lakeland Neighborhood 4.01 Neighborhood Parks 198.072 590.761 788.833 262944 262.944 262 944 402 CommUrlIty Parks 0 0 0 0 0 0 4.03 Trails 167.657 983.585 1.151.242 383.747 383.747 383.747 4.04 Ope n Space 873.846 4064 877.910 292.637 292.637 292.637 4.05 Cornmunlty Center 0 243.864 243.864 81288 81.288 81.288 SlIbtotal Lakeland 0 1 239.575 1.822274 3.061.849 1 020.616 1.020.616 1.020.616 Neighborhood SlIbtotal Southeast 0 3.646.043 !l.918.369 9.564.412 3.188.137 3.188.137 3.188.137 Area 5.00 North Lake Neighborhood 5.01 NelghborMod Parks 146.434 436.748 583.182 194.394 194.394 194.394 5.02 Comm~JIlity Parks 241185 1.269027 1.510.212 503.404 503.404 503 404 5.03 Trails 123.948 "/27.162 851.110 283.703 283.703 283. 703 5.04 Open Space 646.032 3.005 649.037 216.346 216.346 216346 5.05 Community Ctmt@r 0 180288 180.288 60.096 60.096 60 096 Sublolsl North Lake 0 I 151.599 2.616.230 3.773.829 1.257.943 1.257.943 1.257943 Nei9hborMod 6.00 Star Lake Neighborhood 6.01 Nei9hborhood Parks 235.557 702.564 938.121 312.701 312.701 312.707 6.02 Community ParkS 387.977 2.041 390 2.429.361 809.789 809.789 809.789 6.03 Traits 199.386 1.169731 1.369.117 456.372 456.372 456372 6.04 Open Space 320.264 1.490 321.754 107.251 107.251 107251 6.05 Community Center 0 290016 290.016 96.672 96.672 96.672 SlIbtotal Star Lake 0 1 143.184 4.205 '191 5.348375 I 782.792 1.782.792 1.782.792 Neiol1borhood 7.00 Camelot Neighborhood 7.01 NeignbOthOOa Parks 551~;'4 1.646 'It6 2.198.110 132.703 732.703 732.703 7.02 Community Parks 909.068 4.783.178 5.692.246 1.697.415 1.897.415 1.897.41 ~ 703 Tf,ailS 467.181 2.740.795 3.207.976 1.069.325 1.069.325 1.069.32!l 7.04 Open Space I 657.564 7710 1.665.274 555.091 555.091 555091 1.05 Community Centet 0 619.536 6/9.!l36 226.512 226.512 226.512 Subtotal Cam~lot 0 3.585.747 9.857395 13.443.142 4481.047 4,481.047 4.461.047 Neighborhood Subtotal Nort:ha,ast 0 5886.530 16.878816 22.565 346 1521 182 1.52" 182 l.521.782 Area 8.00 Redondo East Neighborhood 801 Neighborhood Parks 22.690 61 675 90.365 30.122 30.122 30.122 802 Community Parks 37.372 196.638 234.010 78.003 18.003 78.003 803 Trails 19206 112675 131.881 43.960 43.960 43.960 8.04 Open Space 100.104 466 100 570 33.523 33.523 33.523 8.05 Community Center 0 27936 27 936 9.312 9312 9.312 Subtoral RedondO 0 119.372 405.390 584.762 194.921 194.921 194.921 Area Total 0 9/11.945 23.002.575 32.714 520 10904.840 10.90484 10.904.84 0 0 SI~U"I'I': I h'lldlrl-'-l()J1_ ... 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S .:l.~K,h Stn'~'t II I' I n.....ul't"Ic.lt.'llt inh'I\-<I..'d ion Cull......tl.Ud il !I.ft I> ;j,)"n _\\'el"\lIV S ('np;li'!I.\ l('l- dh' ,\\\'SC tUJ'1l I..n.c fl'lJlll inrt'i'~t.('t'j\lll. \\ ~.:--t hi 'lIlld t.~ (:!,~ ;-''I'~' -';I~uthhound. (L~'hl~' ) 11l!->lilll u tnlllic I> ...il!"lwl. (Ii ,__t'e (kln.\ ) ,-). t'.(ihrnl.'~. I~Hnd ~ F Tnl f'f'il~ dt'ln:II\t'1 un In:-;rnll n rt'"friL' I> ,If .s ;~] ~th ~t I.\.~"t l.:l.....hlllll\il appn~al'h. :-:Ilinill \\ It h ~ ~J1{' t':o..u\l.d~ I hv LOS f(J)' t'l'I,..thilttnd It..f( T\\'S<' irl.l('I....;I'l.' illn..;. tlll'J"1 p()l'kl't :ll'ld 'tilt' .,';I:-.lhjILlI~d I'i~'ht l'lll'n 1:lnv. ( ~. PL':I~h'.\ ClIl1.\'ln I' Tn\llil~ d{'Il"lllIHL Iln I n...tnll n tl"lIt"fl(' C \\':1,\' S ,J S nllrl hh.ltllld :lppnf~H'h !->1~'IIJ11. I\L;l!->h',\ (':1 1"1.\ ~)I) t'xc(,\.d:-. tht. LOS fIll' J~\I;HI T\\'S(' intvl',-.:vdjpl1,";. .. I\lililill'~ l~n;ld S F TndTic dt'ln:lIlll UI1 (lit' In-.;tllll:1 t (-:dfi(. II If I'l'llt.)V.\ l,tl-lI/\\"I....;1 :lppnlilL~hl...... ...;1~1~1I1 al (".In.\ \In \\':I~' S l':o..n't'{h, I hI' LOS fiJl' 1\1..liLII'.' 1~1,):Id S T\\'S(' i I1T("I',".;t'{~r jpl1,,-,r,. n nd S :t 101 h Sln'(" 111111 I'h':-.I' thl' ,..;~llllhhl~lInd 11)(\\ "l1h'I~1 .11\ p(':I...d{~.\ (';Ifl.\ 1111 \\':1.' S fl'p)}) S :llOth In .:\1111(';11-.\ I~oild s. .... !\lilllJlp It(/,'Id S F TI'nftk dt.'lllilnd un In~t;lll a tTaftk II li;-:; SI:1I' 1.:d,,1' \\ {.;-ot h~ )lInd ;t]JP)''1I~I{"h .....1~Jl;d \\ Ith iln H\I;ld c:--.i" -11:t.J 1'~I,(,t.dl'-t [ht. I.()S fill' ;l.ddiripJ'J.;l.1 T\\'S(' inll"r,";"t'1 illn,.... ~1)lIlhhIIUl1d thl'lluc-h Iilnt.. n_ t,l,'-It .\\.'('Ji~H' S'i' I' TI"iltfit~ d{'lllilnd IIn In~tilll :1 tl'id'fi(, II oS .:!~HHh SI\"I'('I \\ {,....I !J()Ulhl ;IPPI'II:lch .....l~J},d \.\ 11 h ~':-'I',('I'd~ Ilu, 1.( ')s rIll' :1~ldili~~O:l1 T\\'S<' il1l('I.....;I'I.! illll,";. .....\)lllhbtIlIIHI :11111 \\{':-i1h(llInd It,n t U I'll 1'1I)('1..I.t;" 1 11_ 1\ lilill1l'~ 1~1l;l(1 S- F T.-:iI'fi~' dl'll1and '111 thl' 111:-;1:111 :I I n,l'fic C "il:-; :umth SII'I.'(" {':I,..:;!/\\'t.:.;t ilppnljl(:h{';~ ~l~njll \\ llh {':\.I.{\I,d:-. Ih,. 1.(lS fIll' ;lddilipJ};11 T\\'S(" iIHt..',..;\"ctitlJ}...:;. I'IIH,thhollnd nnd "'\llltl~bllund lvrt ttU'I~ PI,)CJ...{'.~_ II :;?,>';I h _,\\ 1'l1tH' oS ,/ F I n~uff'il'i\ 'Ilt intl'r.";I'i'l il'll In....I;1I1:1 tnd'fil' C S :HiHrh Stl'~'t't t.np<1cit.\, 1(,., Ih,. :\\\'~c ~..q~n" I \.'\ It h l'llt. iIHt'I'+,,;l'{'rilJn. ~~~uthbllun(l I'i:..:ht . un... IUII.J.,;.('I and /Inv ~~luihb(Jund thl'~lui.::h bull'. I~. ;:':;1: nn ':1 ll~lh I' Tndfit: dt,'n111nd un IIl~rnlJ:l tl"aftk I': .\"I'I)UI'.s.-' ~ t.'il."'Irbound npPl'nad1 ....lC"llil!. :li!t! h Pl:H:~" v ~I:( 'l'd ~ {Ill' LOS fill' T\\"SC int~\I',-i,'di'ln,"'". Sourc(~: ~JOllf:",o..;. & HlOh.p.... 200;3, L\'OH",'-i: A WHC .,\11 WilY ;-I.top ('0111 1'oJ 'rWRC Two ,,,,.a,v ~top {'ontI'ol s(')c: ..ftI,fl('OlUl 2006 liInn~x study.xls CIP project:!; 2014 Capital Project By PAA Area Table F-12. Federal Way Potential Annexation Area Capital Costs for Roadway Improvements Project Costs in 2002 DOllars (000) Year of Construction ana Project Costs in 2002 Dollars (000) Project Capital Project List Design Acquisition Construction Total 2002-2007 2008-2014 2015-2020 tD 1.00 Areawide CIP Programs 0 0 0 0 2.00 Parkway Neighborhood 3.00 Jovita Neighborhood 301 Peasley Canyon Way S & S 41 0 234 275 275 Peasley Canyon Rd Intersection Improvement 302 Peasley Canyon Way S & 158 16 916 1.090 1.090 Military Rd S Intersection Improvement 4.00 Lakeland Neighborhood 4.01 Military Rd S & S 360th St 162 84 942 1,188 1.188 Intersection Improvement 4.02 28th Ave S & S 360th St 65 47 374 486 486 Intersection Improvement Subtotal Southeast Area 426 147 2.466 3,039 1.188 1.576 275 5.00 North Lake Neighborhood 501 S 320th St & Military Rd S 108 165 623 896 896 Intersection Improvement 6.00 Star Lake Neighborhood 6.01 Military Rd S & S 272nd St 91 327 528 946 946 Intersection Improvement 602 Military Rd S & S Star lake Rd 41 0 234 275 275 (N Jct) Intersection Improvement 603 Military Rd S Improvement - S 305 496 1.770 2.571 0 801 1.770 212nd St to S Star Lake Road 6.04 S 277th St & 55th Ave S 92 291 531 914 914 Intersection Improvement 7.00 Camelot Neighborhood 701 S 288th St & 51st Ave S 66 0 385 451 451 Intersection Improvement 7.02 S 296th St & 51st Ave S 206 109 1.193 1.508 1.508 Intersection Improvement 7.03 S 312nd St Improvement 0 Subtotal Northeast Area 909 1,388 5.264 7,561 2,234 1,747 3,580 8.00 Redondo East Neighborhood 8.01 SR-99 & 16th Ave S 41 0 241 282 282 Intersection Improvement Subtotal Redondo Area 41 0 241 282 282 0 0 Subtotal LOS Projects 1,376 1,535 7,489 10.882 3.704 3.323 3.855 9.00 Southeast Areawide 9.01 Paving 19.200 19.200 6.400 6.400 6.400 9.02 Curb and Gutter 5.400 5.400 1.800 1.800 1.800 903 Sidewalk 7.400 7.400 2.400 2.600 2.400 Subtotal Southeast Area 32.000 32.000 10,600 10.800 10,600 10.00 Northeast Areawide 1001 Paving 13.900 13.900 4.600 4.700 4.600 10.02 Curb and Gutter 6.100 6.100 2.000 2.100 2.000 10.03 Sidewalk 10.900 10.900 3.600 3.700 3.600 Subtotal Northeast Area 30,900 30,900 10,200 10,500 10,200 11.00 RedondO East Neighborhood 11.01 Curb and Gutter 32 32 10 12 10 1102 Sidewalk 39 39 13 13 13 Subtotal Redondo Area 71 71 23 25 23 Subtotal Road Cross Section 0 0 62.971 62,971 20,823 21,325 20,823 Improvements Total 1376 1.535 70,460 73 853 24 527 24 648 24 678 2006 annex study.xls CIP projects :3 of 4 Capital Project By PAA Area Table F~16. Federal Way Potential Annexation Area Capital Costs for Surface Water Capital Improvements Proj9Ct Costs in 2002 Dollars (000) Year of Construcllon and 2002 Dollars (000) ProjectlD Capital Project List Design Acquisition Construction Total 2002- 2008-2014 2015-2020 2007 1.00 Area Wide Programs 101 Storm Drain System 300 300 300 Inventory and Comprehensive Plan Major Maintenance 102 Ditch Cleaning 544 544 1.03 Stormwater Facility 223 223 Cleaning Subtotal General 300 1,067 1,067 2.00 Parkway Neighborhood Hy/ebos Executive Proposed Plan 2.01 2442-S 360th Regional 1.565 1.565 Det. Pond 202 2444-SR 161 372 372 Conveyance Upgrades 4.00 Lakeland Neighborhood Hylebos Executive Proposed Plan 401 2446-SR 161 Regional 598 598 Pond King COtmty Road Maintenance Oiv 3 - Identified Problems 402 Crosstile east of 44 Ave 7 35 42 42 S Subtotal Southeast 7 35 2,578 2,578 Area 7.00 Camelot Neighborhood King County Road Main/enance Oiv 3 - Identified Problems 7.01 (1) 2 Catch basins 7 35 42 42 7.02 (2) 2 Catch basins 7 35 42 42 7.03 (5) Water over road signs 165 825 990 990 Subtotal Northeast 179 895 1,074 1.074 Area Subtotal Redondo Area 0 0 0 0 0 0 0 Total 486 0 930 4719 4719 :-;O[IITI': Tpt..aT(lchiJ,,-CI\L 11l1~_. ~on;: 2006 annex stUcly.XIS CIP projects <4of4 ~ Federal Way DATE: January 18, 2006 TO: City Council ~ FROM: Derek Matheson, Interim City Manage \ SUBJECT: Retreat Agenda Item VIII - ~~Puhlic Safety" During negotiations between the City and two of the three Police Department bargaining units last year, Councilmembers expressed interest in beginning a dialogue between the City Council and bargaining units regarding the financial resources necessary to support the public's desired level of police service. To achieve that interest and to ensure vital information is part of the dialogue, the following options are presented for the Council's consideration. The Council may wish to generate other options as well. Staff recommends that Council provide the Interim City Manager with its preferences either at the retreat, as a group, or individually following the retreat. The Interim City Manager will consult with bargaining unit leadership to determine their preferences. With information from all parties staff would most likely be able to organize a process that meets the Council's and bargaining units' needs. Option A . The Council would schedule a special meeting for all seven Councilmembers, Police bargaining unit leadership, bargaining unit members that wish to participate, and staff. . The participants would use an "interest-based process" to identify the interests of both Councilmembers and bargaining units. . The Council may wish to use a neutral facilitator to lead the discussion. . The desired outcome is the parties feel they have a list of mutual interests for the Council to possibly pursue through the budget process and other processes. . At the conclusion of the meeting, the parties will determine the next steps, if additional steps are necessary. Option B . The Mayor and/or Council would appoint three or fewer Councilmembers, the Interim City Manager and the City Attorney to meet with Police bargaining unit leadership and bargaining unit members that wish to participate. . The purpose of the meeting would be fact-finding, i.e. to determine the bargaining units' interests and report back to the full Council. (The state Open Public Meetings Act would apply ifthe participating Councilmembers are assigned to represent the Councilor make recommendations to the Council.) . The participants would use an "interest-based process" to identifY the interests of bargaining unit members. . The desired outcome is the parties feel the Council has a list of bargaining unit interests to possibly pursue through the budget process and other processes. . The parties could hold additional meetings, if necessary. Option C . The Interim City Manager, Human Resources Manager, and presidents of the Police bargaining units would meet as a "labor-management committee". . The committee would use an "interest-based process" to identifY the interests of both the City and bargaining units . The desired outcome is that the parties feel they have a list of mutual interests to present to the Council jointly and for the Council to possibly pursue through the budget process and other processes. . The committee could hold additional meetings and make additional presentations to Council, if necessary. The Stages of Successful Interest-Based Dialogue ASSESS 1. Define and agree upon the problem or issue. CONVENE 2. State and achieve an understanding of each party's interests. 3. Agree upon a structure for the dialogue, including ground rules. DISCUSS 4. Produce the information the group will need to discuss. 5. Develop alternatives. 6. Analyze the alternatives. 7. Prioritize alternatives that meet the parties' interests. 8. Reach agreement. IMPLEMENT 9. Begin implementing the process to accomplish the alternative(s) immediately. CITY OF FEDERAL WAY MEMORANDUM Date: January 24, 2006 ~ To: Derek Matheson, Interim City Manager N From: Iwen Wang, Management Services Directorcr Subject: Retreat Agenda Item VIII - "Public Safety" - Police Vacancy Analysis Last November, the City Council requested that staff provide information regarding the recent Police Department vacancies and staffing shortages and the City's competitiveness in recruitment and retention of officers. This memo attempts to respond to Council's questions by providing the following statistics and comparisons. Summary of Separation: In response to the City's competitiveness in retention, we looked at the whether officers left Federal Way to join other police departments in the area, to which departments, and the reasons they chose another department over ours. The table summarizes the 21 Reasons Given separations that occurred in Retire/Relocate Performance/ Joined other Dept 2004 and 2005 and the Year Total Commute Time Involuntary Where & Reason reasons provided by thc 2004 7 3 2 2 1 to Lakewood, promotion departing officers. Of the 21 1 to ~edmond, workload separations, only three moved 2005 14 6 7 1 Return to Seattle PO to another police department where he came from in 03 in the immediate area (vs. relocation). Of those three, one is a promotional move (to Lakewood); one returncd to Redmond (indicating workload as reason for the change); and one returned to Seattle but did not indicate a reason for this departure. However, Seattle PD provides better compensation as shown in the compensation section. Performance and involuntary terminations includes new recruits who failed the Academy and/or Field Training program. Extended Leave: In addition to separations, extended leave could also impact staffing. The table below summarizes extended leave (more than 40 hours in a month) taken by officers during the past two years. For the year 2005, the combined non~military and military leave totaled 6,974 hours compared to 6,676 hours during 2004. This is a difference of 297 hours, and about half of which is in additional military leave. . Hours by Month --~6-.. ----N-~- D ..- Total Year Leave Type J F M A M J J A S Hrs Sick 70 10 - 80 210 250 170 790 Parentino 180 170 170 270 140 22 952 W >--- . 0 2004 Familv L 160 50 140 ~..,,- 90 440 Subtotal 180 240 180 270 0 0 160 50 360 232 340 170 2182 Military 346 346 346 346 347 347 347 347 347 347 524 524 4514 (2 FTE) (2 FTE) (2 FTE) (2 FTE) (2 FTE) (2 FTE) (2 FTE) (2 FTE) (2 FTE) (2 FTE) (3 FTE) (3 FTE) .Grand Total 526 586 526 616 -347 347 507 397 707 579 864 674 6676 Sick 60 60 40 11.9..._ _..!!.2.._ ~110 822 Parentina 90 220 90 38 21 180 190 829 ._.,~ we 120 50 70 152 76 110 578 2005 .....familv L 60 40 100 - Subtotal.... ^' 0 0 150 220 270 150 110 0 ._J..~L. 273 466 500 ~~.29 ... Military 524 524 524 524 524 524 524 524 173 160 120(75 -0- 4645 n FTF\ n FTF\ I:>' FTF\ 1.1 FTF\ n FTF\ n FTF\ 11 FTF\ n FTF\ 11 FTF\ 11 FTF\ FTF\ Grand Total 524 524 674 744 794 674 634 524 363 433 586 500 6974 - Page 1 of 4 Vacancies: A question was also raised regarding the number of vacant officer # of officer Vacancy positions in comparison to other police departments. The vacancy Agency positions FTE I % Auburn 67 0 0% count for any department is a fluid number because new separations Bellingham ~~.'" ",,~-~",--~,'~'. and hiring occurs constantly. The table shows a snap shot of vacant 68 3 4% Everett 141 7 5% police officer positions m each of our comparable police Kent departments as of November 4,2005. Kirkland 64 2 3% Federal Way had eight vacant officer positions as of November 4, Lakewood 60 4 7% Olvmpia 50 2 4% 2005, not considering the three new hires or the returning officer Redmond from Alaska with start dates of November 16. Furthermore, Renton 84 0 0% potential pending resignations would have a negative effect on our Yakima 96 4 4% vacancy rate. Federal Way 99 8 8% ComDensation: Monthly Federal Council asked staff to provide Pay/Benefit Seattle Port** Kent Way* compensation information for the City Pav: of Seattle, Port of Seattle, and City of 2005 Basc Pay $5,451 $4,952 $5, \32 $5,]40 Kent. The table to the right compares Deferred Comp 3.5%, $192 $199.33 2%, $103 compensation for a "typical" patrol ($1-l5/hr) Education (Ed or Lg, not 3%, $154 4%, $206 officer with 10 years experience and a both-) BA degree. The table shows the Longevity 6%, $372 5%, $248 3%, $154 3%, $154 primary paylbenefits and is intended to Assignment (patrol) 1.5%, $82 provide a general comparison only. Accreditation ]%,$51 There may be other considerations Total Pay $6,097 $5,400 $5,594 $5,500 provided by each jurisdiction not Benefit.~: listed, but may also be factors officers Medical Plan Sclf Insurcd, Self'? Self Insured, AWCB, consider to make their employment blend rale Blend rale? ESD2 ESD2 Medical Premium $651.57 ER $704.8 ER $1,326 ER $937 ER decisions. !.bJOFF 11) $34.85 EE EE unknown $44 EE $65 EE Federal Way's 2005 info is based on Dental 100% ER ($'1) $1041ER Included $123.7ER $1500 max/50% $1500 max $15 EE the final Guild agreement for 2005/06. Ortho Awe Plan F Vision 100% ER $'1 $11.35 Ell Included $1523 Ell Guild Benefit Differences: lOR med benefit $652+DN $824 $1,282 $1,076 There are some differences between Other: Guild members and non-represented Post Employment Voluntary EE paid $45 ER Voluntary L Te planNEBA $45 EE EE paid Der police personnel m benefits. The Compo And Guild retained medical Plan B but also VEBA agreed to contribute $15/mo toward Sickleave cash out 25% normal 50% Hours exceed NA 35% duty dis. at retiremen t 1040, their dental plan; they have a higher at retirement annually. sick leave cap (at 1040 hours vs. 720 * Fedcral Way paylbenetit is based on last offered. FW in-lieu Social Security hours for non-represented). Also, their contribution is 5.2%, with additional I % for LTDlLife/UD premium. 10-year officers currently receive a ** Port is based on 2004 agreement (05 not settled), plus the minimulll CPI for 2005 pel' current agreement. ER paid LTD plus 6.2% SS in-lieu contrihution vacation accrual rate of 128 vs. the 144 hours for non-represented employees. Staffing: Level and Crime Statistics: The most commonly available and compared crime statistics is the part one or indexed crimes per 1000 population. To qualify for the state shared high-crime assistance, a jurisdiction's part one crime rate must be over 125% of the statewide average. Prior to 2000, the City consistently exceeded this threshold and received high-crime revenues. This changed in the past five years. The City did not qualify in 2000 and 2001 (based on crime rate for 1999 and 2000), but received high crime distribution in 2002 and 2003, The 125%-statewide-average of indexed crime for 2003 and 2004 was 64.6 and 65.9 per 1000 Page 2 of 4 respectively, while Federal Way's experiences wcre 63.8 and 65 respectively. Therefore, Federal Way did not qualify for the high crime distribution in 2004 or 2005. 96.05 Chanae Staffing and Crime 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 No. % Total Swom Personnel 73 93 95 101 103 104 109 116 -- 116 119 46 63% , .,~---- - ....- I..' . .,,---- Swom/lOOO Pop 0.97 1.22 1.24 131 1.24 1.24 1_30 1.39 1_39 1.39 0.42 43% Part 1 Crimes; nn .n...'_'''.' ...--.--.--.- ----- Homicide 3 2 2 4 7 4 4 2 - ID f-----.... .. -"-,,.--.-- ..-.'''''' n__.. -- -- --.-.....".. ~b.I~._~_ape (including attempt 73 37 58 53 43 49 34 50 50 >- ~~,.'~ -0 Robbery 188 154 153 115 128 124 108 125 ""...--._~?~ " '" ..,""',"- ,'.'.~-~,._.,--,_.,--- -~-"',.,, ~,,,~','-''''' .~ :0 ~.-"'."''''.~_.,-.'. Aggravated Assault 171 121 159 167 158 141 120 120 109 J'lg! 1'-="-'-.-..". " '" '" Vehicle Theft 807 746 761 808 849 1,179 1,206 1,204 1,118 1ij ~ --- ~'~"-'- - -.". . ".. "' ----.-..- .-.--.---.--- Burglary (commercial & residenti 965 643 648 573 533 521 677 672 759 0 ----"---...........-.. ?;] L~!l::eny 4,086 3,901 __ _3,~93 3,097 3,072 3,516 3.347 3,145 3,257 --- Arson 35 24 39 38 36 17 29 14 23 Total 6,325 5,626 5,211 4,851 4.819 5.547 5,521 5,330 5,437 -888 -14% Population: I 75,240 75,960 76.820 76,910 83,259 I 83,890 83,850 83,500 I 83,590 I 8,350 0.1 crime ratel1000 Population 1"-' 84.1 74.1 '678 I 63.1 I 57.9 I 66.1 65.8 I 63.8 I 65.0 I (19.0) (0.2) We also looked at the City's 2004 crime rate vs. other similar-sized urban centers in the state. As shown in the table below, the City's 65 per 1000 rate is slightly below the other cities' average of 66. Notice that the average of these urban centers is very close to the 125% of statewide average (65.9). One other comparison in the table is the authorized commissioned staffing and calls for services. Federal Way appears to be slightly below average in officers per 1000 in 2004 and also in call for services per 1000 population. Most of the information is taken from the jurisdictions' published annual reports or budget documents. It is important to be aware that each jurisdiction has their own "call for services" definition. For Valley Comm. cities, we are using "dispatched call for service" which only considers those calls for which an officer's response is required; it does not include officer-initiated traffic stops nor those calls transferred to the station. ... 2004 Comparisons with other Comparable Cities , T", ; ..-... ..f---.... ..... ..- ................. Call for Total Commissioned Serllices per Annual Call for Crimes per Commissioned per 1.000 Call for 1,000 Services per Indexed 1,000 Indexed Crime Entity Population officers Population SeflAces population Officer Crimes Population per officer Auburn 46,135 83 1.80 56.895 * 1,233 685 4,282 93 52 .....~L.........~.._..__. 1.51 ."...ww...~".w..n'~w.. .-- Bellevue 116,500 176 -.- 61,750 530 351 5,062 43 29 ~ellingham 71,080 106 1..49 59,630 839 563 6,085 86 57 -~ Everett ..__...?6,84_'2- _---2!~__........ 1.78 147,873 ........._...~.....~?!.._--...... _~..__~6q~ ...._...!Jil.~_. 79 44 __.__..___._m_.__._. ---44;142;-- _n._'................~...~.y~...~ ----.-.--40-.-.-...-- Kennewick 58,970 87 1..48 749 507 3,447 58 Kent 84,560 118 1..40 m..!~:~3~ I . 845 605 5,190 61 44 --_._.............._......__......~.. - -64'. NN~~=~=^' Kirkland 45,800 1..40 .__m_!!'l~ 877 I 1,307 936 1,775 39 28 7""'-_m -. --...--...--.--.-..------." ~wood 59,010__.... 90 1.53 66,601 1,129 740 4,576 78 51 -~ ~~==~ _..._--- .~._.__._.._~...~.~..._~~~ 9..IX~pl~._._....... 43,040 68 ___. _~.. 'm5_~ ___ mmm_ 61,439 1,427 904 2,836 66 42 ~,........~..~"""._,...~._,- __ _ _ _~_ ~ ...... ~.n_n__ ._ ...................._m......._....."'........ ......-.....................-..............- _.__..~_._.._- - n _....._...nn_n....un................... ......~... ........................ .. Redmond 46,900 70 1 49 26,336 562 376 1,888 40 27 Renton 55.360 88 1.59 51,999 . 939 591 ___5_~~~..8..... 91 57 _._---_._---_.__.._.~.... ~~,~~~~ ----...NA-..--;-..- ..........__._m.____..__.___. __._..._____m._._.._.~._~ ~~..~..~ ...........-.......-...- ..... ....-- ..........-....- .......-.-.-.-- Shorline 52.740 44 2,424 46 55 ....__.._.~__...~_..............Mn... ......_...._n..n.___~.,. ._-~~.~---- ____...._.._m___m.._ .. ._._ .._...._._mm._.~.._m.....~...... .............._.__....._......_.......n... _...................".......~......~... ............H~.._.~...._._...m._...mm.~.._ Vancouver 152.900 183 1.20 75,800 496 414 9,097 59 50 Yakima 79,480 116 1.46 55,000 692 474 6,945 87 60 Average 72.094 105 1.51 64,521 944 616 4,735 66 45 Federal Way 83,590 114 1.36 59,313 . 710 520 5,439 65 48 1 I I L I .... . Valley Com counts less calls forwarded to station not dispatched, and officer initiated traffic stops. .. kC;contract, counts arerlot~9riiparable. The reported 2003 DCFS for shoreline is 13,542. Peg. 3 of 4 Public Safety Budeet aud Authorized Positions: The two tables below depict the City's increased resource dedication to public safety over the past 10 years in terms of budget and staffing levels. The City's General Fund operating budget increased from $22.4 million to $32.9 million, or an increase of $10.5 million over the lO-year period; of which $9.1 million or 87% is in public safety areas. The public safety budget grew from $9.6 million to $18.7 million over the same period, a cumulative growth of 94%, or averaging 6.85% per year. In comparison, all other City departments combined budget only grew at 1 % annual rate during the 10-year period. The Police Department's budget grew from $8.9 million to $16.8 million or 89%, or average 6.6% per year. This growth consists of increases in number of sworn personnel and general cost increases. The total number of sworn positions increased from 73 at the Department's formation in 1996 to a total of 119 in 2005, while police officers increased from 56 to 99. Part ofthis increase is accommodated through reduction of civilian positions in the Department. We believe this increase in sworn officer staffing levels contributed directly to the decrease in indexed crimes in the City. During the same period, the total number of indexed crimes, as shown on the previous page, went from 6325 cases to 5437 cases, a decrease of 888 cases or 11 % while the crime rate per 1000 population decreased from the 84.1 per 1000 in 1996 to 65 per 1000, or a decline of 23%. This is a significant accomplislunent by a very young department. Public SatelV BudDet as a Percent of GenerallStreet Budget Change 96-05 Public Safety Budget 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 $ % Police Department 8,920,592 10,088,179 10,582,328 12,244,000 12,577,295 14,232,846 14,877.507 15,907,277 16.588,384 16,830,761 7,910,169 89% Prosecution/Public Defence 401,334 530,514 624,067 638,089 650,998 634,415 672,501 590,329 604,109 582.575 181,241 45% Court 303,000 398,488 471,200 499.472 529,440 963,460 936.483 1,204,570 1,250,828 1,305,022 1,002,022 331% Subtotal Public Safetv 9,624,926 11,017,181 11,677,595 13,381,561 13,757,733 15,830,721 16,486,491 17,702,176 18.443,321 18,718,358 9,093.432 94% GenerallStreet Budget 22,447,919 22,881,326 24,011,450 26.451,765 26,368,837 29,794,421 29,733,980 32,670.496 33,347,270 32,927,613 10.479.694 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Change % Change PS Dept Position Actual Actual Actual Actual Actual Actual Actual Actual Year-end Adjusted' 96-05 96.05 Public Safety Director 1.0 10 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 ... " _.u. ...__.u_ ...._.._n.." .... ........ Interim Police Services Director - - - - - - - - .--."""'....-----------.".-.. .....'. -- peputy Public Safety [2irector 2.0 2.0 2.0 20 20 20 1.0 1.0 1.0 1.0 (1.0) -to -- .. ...-."'.-...- Police Commander - - 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 "."",- ..- ..------ ----...-..--. _...__ u_._, '" Police Lieutenant 14.0 16.0 14.0 14.0 15.0 15.0 13.0 12.0 12.0 12.0 (~:Q) . --.. . .,.__._.___....m__ --.-.. Police Officer 56.0 74.0 72.0 78.0 79.0 800 88.0 96.0 96.0 99.0 43.0 77% Total Sworn Personnel 73.0 93.0 95.0 101.0 103.0 1040 109.0 116.0 116.0 119.0 46.0 63% -..--.-...-.-.. ,...- __ .u_.._ --- ....-... ~~.?r~s.~anager__. 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 ... ...,_. u__.._". Community ResOLJrC":.!-A.",n.agr;r 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 -." ..-.-.- "."'.'. ...-,......--.. -- ~<:.I~~."'-s~istance Ma~ager . - - - 1.0 1.0 - -:..- - -~- .,..-- '..-.. . -= Lead Records Specialist - - 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 -,..-.- ._.u. -.".' -. . .... .--.. t::~i~e. Analy~tm_.. - 1.0 1.0 1.0 1.0 1.0 1.0 1.0 .....~~."'." . ....-... .---- Crime Scene/ID Technician 2.0 2.0 2.0 2.0 . - - (2.0) --.......-.""..-.. .....-. .... .- Properly/Evidence Custodian 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 - .-... .. ... Police Support Oflicer (P~Q!!I" 8.0 - ..... - - - - - (8.0) -.-- __'n -...--- Community Relation.s an91!'forrT - - ........ -. - 1.0 1.0 1.0 1.0 1.0 ..-..-.-- _._.n_ -- -..- .- - ...--- --- Administrative Sp~~ialist.__ - 1.0 1.0 1.0 - - " .. ",..~,,_._. .-.-----..--- . -"..- .. .--~.. Administrative Assistant II 1.0 1.0 1.0 1.0 3.0 3.0 2.0 1.0 1.0 1.0 - - .-.-.-,,---- ______.___ n ...._-. . -..-.... Police Supporl Ollicer 11.0 9.0 9.0 10g .. 10.0 10.0 14.0 14.0 14.0 11.0 - .- ...-- ....... ':'.!:<:>e...J1y/~vidence T...(;~nician 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1..0 1.0 - Administrative Assistant I - 3.0 3.0 3.0 3.0 3.0 3.0 .... .___.. 3.0 3.0 30 3.0 u_.. .--- ..-' .... .. .. .-. RecordS Specialist 8.0 8.0 8.0 8.0 10.5 11.5 11.0 11.0 11.0 11.0 3.0 --.-..- ..--.-.. ._._m.___.__ Receptionist 5.0 2.0 2.0 2.0 I - 1.0 1.0 1.0 1.0 ..-'~:~) -------.....-.-...-. ....._.._.-.._~._-_._.. .._.u n._. .. -- Recreation Leader - - - - - - - Total nonsworn Personnel 39.0 29.0 32.0 33.0 35.5 37.5 42.0 39.0 39.0 36.0 (3.0) Total Department Staffing 112.0 122.0 127.0 134.0 138.5 141.5 151.0 155.0 155.0 155.0 43.0 38% Population l5,240 75,960 76,820 76,910 83,259 83,890 83.850 83.500 83,590 85,800 10,560 14% Sworn/1000 Pop 0.97 1.22 1.24 1.31 1.24 1.24 1.30 1.39 1.39 1.39 0.42 43% K:\FINANCE\COUNCILVetreat\ps staffing analysis 06-l.doc Page 4 of 4