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2021-2022 Biennial Budget
CITY F Federal Way WASHINGTON 2021/2022 BIENNIUM BUDGET ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK CITY OF FEDERAL WAY202112022 BUDGET READERS GUIDE Organization of this Document This budget document is organized into six sections to facilitate the reader's understanding of the City's 2021/2022 Biennial Budget and to help the reader to find information regarding the City and its budget. Those six sections are: Introductory, Executive Summary, Operating Budget, Budget by Fund, Capital Budget, and Appendix. Introductory Section - The introductory section is designed to introduce the City to the reader and includes the following: City Officials Judicial Branch and City Administration Vision, Mission, and Goals City Values City -Wide Organization Chart Boards and Commissions Budget Process Budget Policies Basis of Accounting and Budgeting Executive Summary - The Executive Summary section follows, which provides an overview of the City's financial condition, comparative statistics, and includes: Summarized Sources & Uses Charts and Graphs Per Capita General Fund Taxes for King County Cities Expenditure Line Item Summary Ending Fund Balance City -Wide Position Inventory Debt Service Obligations Utility Tax and REET Allocation Long -Range Financial Plan Tax Comparisons/Demographic Statistics Operating Budget - The operating budget focuses on accountability and responsibility assigned to each department within the City. This section is organized by function within a department and incorporates all operating funds. Each department is organized as follows by function: Functional Organization Chart Adopted Program Changes Accomplishments & Key Projects Performance Measures Purpose and Description Position Inventory Information Highlights and Changes Multi -Year Revenue & Expenditure Comparison Budget by Fund - The budget by fund section demonstrates the overall financial condition of each fund. This section is organized as follows: Purpose and Description Expenditure Line Item Summary Sources and Uses by Category Capital Budget - This section identifies the capital project multi -year plan for Parks, Traffic, Streets, and Surface Water Management. The projects adopted for the biennium have a detailed explanation, and sources & uses. This section is organized as follows: Overall Summary of all Capital Projects and Funding Sources Capital Project by Project Category: • Overall Multi -Year Summary of Projects and Funding • Detailed Explanation of Funding Sources and M&O Impact Appendix - The appendix section includes: Proposition 1 Statistical Section Non-CIP Capital Outlay Summary Glossary of Terms Salary Schedule Acronym List Fee Schedule CITY OF FEDERAL WA Y 2 02112 022 B UDGET GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Federal Way Washington For the Biennium Beginning January 1, 2019 Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) awarded a Distinguished Budget Presentation Award to the City Of Federal Way for its biennial budget for the biennium beginning January 1, 2019. The City has earned this award since 1990. The award represents a significant achievement. It reflects the commitment of the governing body and staff to meeting the highest principles in governmental budgeting. In order to receive the budget award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of two years only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. CITY OF FEDERAL WAY202112022 BUDGET TABLE OF CONTENTS Page LETTER OF TRANSMITTAL...................................................................................................................... 1 2021/2022 Adopted Budget Ordinance...................................................................................................... 5 GraphShowing Fund Relation................................................................................................................... 9 Chart Showing Department and Fund Relation.......................................................................................... 10 CityMap..................................................................................................................................................... 11 City Officials and Legislative Body........................................................................................................... 14 INTRODUCTORY Vision, Mission, and Goals........................................................................................................................ A-1 CityValues - SPIRIT................................................................................................................................. A-2 City -Wide Organization Chart .................................................................................................................... A-3 Boards and Commissions........................................................................................................................... A-4 BudgetProcess........................................................................................................................................... A-7 BudgetPolicies........................................................................................................................................... A-8 Basis of Accounting and Budgeting........................................................................................................... A-15 EXECUTIVE SUMMARY Sourcesand Uses — All Funds.................................................................................................................... B-1 Expenditure Line -Item Summary — All Funds........................................................................................... B-2 2021 Adopted Budget — Summary of Revenues and Expenditures — All Funds ........................................ B-3 2022 Adopted Budget — Summary of Revenues and Expenditures — All Funds ........................................ B-4 Explanation of Changes in Fund Balance................................................................................................... B-5 2021 Adopted Budget — Sources by Funds and Category.......................................................................... B-6 2022 Adopted Budget — Sources by Funds and Category.......................................................................... B-7 General and Street Fund Consolidated Summary....................................................................................... B-8 Expenditure Line -Item Summary — General Fund..................................................................................... B-9 City -Wide Position Inventory..................................................................................................................... B-10 Utility Tax and Real Estate Excise Tax Allocation.................................................................................... B-11 Property Tax Levy and Demographic Information..................................................................................... B-12 Taxes, Fees and Per Capita Revenue Comparison..................................................................................... B-13 Per Capita General Fund Revenues for King County Cities....................................................................... B-14 EndingFund Balance................................................................................................................................. B-15 Summary of Debt Service Obligations....................................................................................................... B-16 LongRange Financial Plan........................................................................................................................ B-19 OPERATING BUDGET Mayor's Office........................................................................................................................................... C-1 CityCouncil............................................................................................................................................... C-19 Community Development Services............................................................................................................ C-23 Finance....................................................................................................................................................... C-39 InformationTechnology............................................................................................................................. C-43 Law............................................................................................................................................................. C-49 MunicipalCourt ......................................................................................................................................... C-57 Non- Departmental.................................................................................................................................... C-61 Parks, Recreation and Cultural Services..................................................................................................... C-63 Police.......................................................................................................................................................... C-83 PublicWorks.............................................................................................................................................. C-95 BUDGET BY FUND 001 - General Fund..................................................................................................................................... D-1 101 - Street Fund........................................................................................................................................ D-3 CITY OF FEDERAL WA Y 2 02112 022 B UDGET TABLE OF CONTENTS (continued) Page 102 - Arterial Street Fund........................................................................................................................... D-5 103 - Utility Tax Fund................................................................................................................................ D-6 104 — Affordable & Supportive Housing Sales & Use Tax Fund............................................................... D-7 106 - Solid Waste and Recycling Fund...................................................................................................... D-8 107 - Special Contracts/Studies Fund......................................................................................................... D-9 109 - Hotel/Motel Lodging Tax Fund........................................................................................................ D-10 111 - Community Center............................................................................................................................ D-11 112 - Traffic Safety Fund........................................................................................................................... D-12 113 - Real Estate Excise Tax Fund............................................................................................................. D-13 114 - Utility Tax Proposition 1 Fund........................................................................................................... D-14 115 — Performing Arts & Event Center Operations Fund........................................................................... D-15 119 - Community Development Block Grant Fund.................................................................................... D-16 120 - Path and Trails Fund......................................................................................................................... D-17 121 - Technology Fund.............................................................................................................................. D-18 122 - Jail Fund............................................................................................................................................ D-19 188 - Strategic Reserve Fund...................................................................................................................... D-20 189 - Parks Reserve Fund........................................................................................................................... D-21 201 - Debt Service Fund............................................................................................................................. D-22 301 - Downtown Redevelopment............................................................................................................... D-24 302 - Capital Project Fund - City-Facilities................................................................................................ D-25 303 - Capital Project Fund - Parks.............................................................................................................. D-26 304 - Capital Project Fund - Surface Water Management.......................................................................... D-27 306 - Capital Project Fund - Transportation Systems................................................................................. D-29 307 - Capital Project Reserve Fund............................................................................................................ D-32 308 — PAEC Capital Projects Fund............................................................................................................ D-33 401 - Surface Water Management Fund..................................................................................................... D-34 402 - Dumas Bay Centre Fund................................................................................................................... D-36 501 - Risk Management Fund.................................................................................................................... D-37 502 - Information Systems Fund................................................................................................................ D-38 503 - Mail and Duplication Services Fund................................................................................................. D-39 504 - Fleet and Equipment Fund................................................................................................................ D-40 505 - Buildings and Furnishings Fund........................................................................................................ D-41 506 - Health Insurance Fund...................................................................................................................... D-42 507 - Unemployment Insurance Fund........................................................................................................ D-43 CAPITAL BUDGET Adopted Capital Improvement Projects...................................................................................................... E-1 Capital Improvement Plan - Parks.............................................................................................................. E-3 Capital Improvement Plan - Surface Water Management.......................................................................... E-9 Capital Improvement Plan - Transportation Systems................................................................................. E-25 APPENDIX Proposition1- Budget Detail...................................................................................................................... F-1 Non-CIP Capital Outlay Summary............................................................................................................. F-2 2021 Salary Schedule................................................................................................................................ F-3 2021 Fee Schedule..................................................................................................................................... F-7 DemographicStatistics............................................................................................................................... F-17 Principal Taxpayers & Employers.............................................................................................................. F-18 Miscellaneous Statistical Information........................................................................................................ F-19 Glossaryof Budget Terms.......................................................................................................................... F-21 AcronymList.............................................................................................................................................. F-28 CRY OF 4A Federal Way September 15, 2020 Dear Citizens of the City of Federal Way and Members of the City Council: With this transmittal letter, I am pleased to present the 2021-2022 Biennial Budget to Federal Way's residents and the City Council: This budget balances the principle of living within our means, while meeting our mandate to deliver high -quality services. At the same time we are continuing the course for our community that we started with the 2015-2016 Biennial Budget. The FY 2021-2022 Biennial Budget is noteworthy in several key respects: • V l&LorL1 The/ biAzI het re ftectk ov y'k vws o-w to- create safe hao a4ltL v0bra4It btt4vv� ce AteYs; to- support cuUura l cLwe4 swy, a ,t& to- mv. v a wv awract'we parks- far rw,,( � a v & the 4- fic;�� • Security of citizens and properties • Maintaining current level of service • Avoid layoff of current staff • Avoid loss of key staff with institutional knowledge • Ensure Non -represented employees do not fall too far behind • Clean community The Economic Backdrop The 2021-2022 Biennial Budget is presented in the context of a U.S. economy and regional economy that are struggling due to the COVID-19 pandemic and resulting social distancing. The following observations are directly from the Washington State Economic and Revenue Council Forecast of August 17, 2020, and significantly impacts our thinking for 2021 and beyond. The U.S. economy is now in recession. The unemployment rate declined to 10.2% in July from 13.3% in June. The Real U.S. GDP in the second quarter declined by 32.9% at an annual rate, 9.5% below the first quarter GDP. The national economy continues to improve this month, but most indicators remain below their year-ago values. Residential construction activity improved again in July but continues to lag year- ago levels. Housing units authorized by building permits in June were 2.1% (SA) above their May level but 2.5% below their year-ago level. June housing starts increased by 17.3% (SA) compared to May but were 4.0%below their year June 2019 level. Existing home sales in June increased by 20.7% (SA) compared to May but were down 11.3% compared to June 2019. Two key measures of consumer confidence both declined in July. The University of Michigan (UM) consumer sentiment survey decreased by 5.6 points to 72.5, reflecting the continued resurgence of COVID-19. The Conference Board index of consumer confidence decreased 5.7 points to 92.6. The Conference Board noted that consumers were less optimistic about business conditions, the labor market and income prospects over the next six months. The Washington economy has entered a severe recession because of extreme social distancing in response to COVID-19. Washington's unemployment rate inched up to 10.3% in July from 10.0% in June. The July rate is still down significantly from the 16.3% rate reached in April, which was an all- time high in the series that dates back to 1976. Washington housing construction declined in the second quarter but exceeded the June forecast. Washington housing units authorized by building permits averaged 40,300 (SAAR) in the second quarter of 2020, down from 49,800 in the first quarter. Second quarter permits consisted of 17,800 single-family units and 22,600 multifamily units. The June forecast -1- predicted 12,300 single-family units and 16,700 multi -family units for a total of 28,900 units in the second quarter. Seattle -area home prices declined for a second consecutive month in May but continued to increase over the year. According to the S&P/Case-Shiller Home Price Indices, seasonally adjusted Seattle home prices decreased 0.2% in both April and May. The previous monthly decline in the Seattle index was in April 2019. The composite-20 index was unchanged in May. May Seattle home prices were still up 6.8% over the year. In comparison, the composite-20 index was up 3.7% over the year. May Seattle home prices were up 101 % since the December 2011 and exceeded the May 2007 peak by 40%. The reported May figure is for the three months ending in May. It appears that the Federal Way and Washington state economy are i n a r e c e s s i o n, but that is what presents challenges to the city government. The local economy is falling behind last year. The number and value of building permits have decreased significantly, the Sales tax revenue will be lower, and we will see significant increase in Utility tax over previous years due to court decisions and new Utility tax on waste and recycling services. We are expecting a decrease in revenue from Permit fees of about $1 million a year in this budget. As a result, we are forecasting a small growth in revenue in 2021. The labor cost will stabilize as the unemployment stays high but the City is already behind on its salaries compared to other comparable cities based on our recent salary study. The cost of borrowing is unusually low and in this budget the city tries to hold on to its cash and use borrowed money while keeping an eye on its ability to service the debt. We must, therefore, explore additional sources of revenues, and be cautious as we move ahead. Some of the curtailed spending w i 11 n o t be absorbed through staff reduction since most of our employees are already at their peak in order to maintain current service levels, but our focus over the long term must be on revenue sustainability. Instead, we must allocate our resources cautiously and strategically, addressing critical service needs and investing prudently to move the community forward. Federal Way this past year has certainly experienced positive economic growth, and we look to the future with much hope and optimism. However, that optimism is tempered with a conservative approach that recognizes existing budget challenges. The following are some of the challenges: Improved Labor Market and Labor Cost. As reported in the Washington State Economic & Revenue Update of August 16, 2018, Washington State Construction employment decreased by 500 jobs while government payrolls expanded by 1,600 jobs. Also, Seattle home prices are up 91% since the December 2011 and now exceed the May 2007 peak by 33%. About two years ago, public sector payroll increased 1,400 new jobs and construction employment increased by 1,100 while the private sector added 10,800 jobs in July and August of 2016. In 2016, we predicted that cost of labor would be one of our challenges, it has been and it will continue to be for the next two years. Unfortunately, there are more jobs, less employable and qualified people and more demand for higher wages, and we have to pay more to retain good employees or attract good employees. In Federal Way, as it is in most of the cities in the western part of the state, our job market is wide and there are more employers looking for the same good employee in the same market. • Modest Growth in Property Tax Revenue. The City's property tax growth is limited by state law to no more than 1% annual growth, excluding new construction. There were few major construction projects in 2019 and much less in 2020. Therefore, there will be less increase in property value compared to the previous two years. Even though local property values will still grow a little, the City's total property tax revenues can only increase 1% above prior year excluding new construction and annexation. • Substantial Net Growth in Utility Tax. As a result of a supreme court decision in 2020, the City's Utility tax will increase by the extension of tax on Water and Sewer utilities. The City also increased the Utility tax on solid waste and recycling activities to fund overlay projects by additional 10% over the 7.75% bringing the total Utility tax on solid waste and recycling to 17.75%. -2- Maintaining Workforce. The prudent efforts of past years to balance the budget have put significant stress on the remaining staff. Between 2008 and 2012, the city reduced its workforce from 353.35 full-time equivalent positions (FTEs) to a low of 278.40 FTEs in 2012. The City has made an effort to prudently add more staff to lessen the pressure on the existing staff. We are increasing our police force to 137 members in 2021 with COPS grant. We added 3 transportation officers in 2020 to accommodate transportation of prisoners. We are also increasing our staff in public works to accommodate the Sound Transit project needs and garbage pickup. Cost of incarceration and security. During challenging financial times, our police department experienced reduction in force size while still delivering high quality services. With our philosophy of aggressive prosecution as an effective crime deterrent, we're putting more criminals behind bars and this has a budget impact. Our Average Daily Population (ADP) in the South Correctional Entity (SCORE) increased from 60 beds at inception to a high of 120 in April of 2015 and 73 in July of 2016. We still plan to make safety of our citizens a number one issue but we need to do it efficiently, and paying $260 per day to incarcerate a prisoner is not an efficient way. We have contracted with other jurisdictions and saved more than $2.1 million from what we are paying in 2018 starting in 2020. We are using this money to absolve the loss of revenue due to COVID-19, while maintaining adequate budget to fund higher jail beds if needed. • Maintaining our existing parks. The City has invested a lot of money into developing its park inventory for the enjoyment of its citizens and as years go by the city will spend more on repairs, replacements and maintenance. Some of these repairs will be considerable. Maior Items Addressed in This Budget As the economy enters recession due to COVID-19, this budget addresses many of the major issues for the departments and the citizens. The following are some of the issues addressed assuming revenue projections are met: • The police department will be fully funded for 134 officers and up by three in 2021 to 137 to hire 3 more officers with COPS grant. In 2020 we increased our civilian staff in Police department to 33 including 3 transportation officers to transport inmates to the respective contract facilities. • Current levels of service will be maintained across all departments. • The Performing Arts and Event Center (PAEC) opened in 2017 and we are expecting to support it with more than $1 million due to COVID-19 in 2021. • The City will continue to enhance and operate the popular Town Square Park, Federal Way's first downtown park. • We will continue to fund Economic Development Department, which focuses resources on a community economic development strategy, finding appropriate tenants and businesses for the Weyerhaeuser property, and recruiting new businesses. • The City is following through on the recommendation of the consultants on the system security by funding a new backup system, and technical consultants to work on our security infrastructures. The City also intends to adjust pay of some employees in IT department to avoid loss of institutional knowledge and fund contract work to improve our network securities. • The City will be investing in our Dumas Bay Center by upgrading the heating system and in our Community Center by replacing the Water Slide. The City also plans to increase the hours of some workers and add additional staff to Parks to be able to better respond to the citizens' needs. • All employees will maintain the same hours in 2021 and 2022 as 2020, and some will be moved from part-time to full time, by this actually working more hours. They will maintain wages according to their bargaining agreement. • To reduce further decline in our employee's wages compared to neighboring cities we will pay our non -union employees a 2% market adjustment in 2021 and employees will receive any step increase they may have earned. -3- Several unfunded requests for positions, programs and equipment by department directors are not included in this budget. These unfunded requests represent very real service needs and we plan to continue to explore alternative funding for these items with the Council next year after we finalize our fund balances for 2020. Budget Highlights Expenditures Public Safety continues to be the City's number one priority. Police Department operations (Police, and 911 Dispatch) accounts for 4 7 % of the total 2021 G e n e r a 1 fun d budget (excluding interfund charges), It accounts for 21 % (Police, Jail Service, 911 Dispatch) of the entire 2021 City's budget of $144.2 million. Parks and Recreation programs contribute significantly to quality of life and serve all segments of the Federal Way community. These programs account for 8% of the total 2021 G e n e r a 1 F u n d budget. These programs include the afterschool youth programs, adult activity programs, such as guided tours, computer training, social activities for our senior citizens, and the park programs that maintain soccer field, baseball fields, softball fields, trails, the community center swimming pool, cultural program and maintenance of historical assets for generations to come. Community Development programs account for about 7% of 2021 General Fund budget and 4% of the total 2021 budget. Available Resources Overall, there is a net increase in total revenue from 2020 budget versus 2021 budget due to changes in practice of transferring fund from one fund to the other before it is finally disbursed out. There is a slight increase in the property taxes due to the expected growth and total tax revenue in 2021 due to the 1% property tax increase, and modest growth in utility tax due to increase in tax rate on solid waste and recycling utilities. Acknowledzements The City of Federal Way is a service delivery organization guided by the needs and vision of the residents of this community. This budget is the financial plan that brings into being all the individual programs and projects that address those community needs. This budget will serve and benefit our community, and carry us forward through uncertain times, while enabling us to seize opportunities to grow and benefit our community. Our City is fortunate to have dedicated Council members who are leaders with vision and commitment to community. It has been an exciting and rewarding year to collaborate with such dedicated and visionary council and professional staffs who are dedicated to serving our community. In addition, I express my sincere appreciation for the teamwork, creativity, and the time spent by the department directors, their assistants, and Finance Department staff. A special note of thanks is given to Finance Department staff for their hard work and dedication in the production of this document. It is an honor to serve the Federal Way community. Respectfully, Jim Ferrell, Mayor -4- ORDINANCE NO.20-903 AN ORDINANCE of the City of Federal Way, Washington, relating to budgets and finance, adopting the 2021-2022 Biennial Budget. WHEREAS, the tax estimates and budget for the City of Federal Way, Washington, for the 2021-2022 fiscal biennium have been prepared and filed on September 15, 2020 as provided by Titles 35A.34 and 84.55 of the Revised Code of Washington; and WHEREAS, the budget was printed for distribution and notice published in the official paper of the City of Federal Way setting the time and place for hearing on the budget and said notice stating copies of the budget can be obtained on-line and at the Office of the City Clerk; and WHEREAS, the City Council of the City of Federal Way held public meetings on September 23, September 24, October 6, October 20, October 21, and October 27, and public hearings on November 3, and November 17, 2020, and having considered the public comments presented. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. 2021-22 Biennial Budget. That the budget for the 2021-2022 biennium is hereby adopted in the amounts and for the purposes as shown on the attached Exhibit A ("2021- 2022 Budgets"). Section 2. Administration. The Mayor shall administer the Biennial Budget and in doing so may authorize adjustments to the extent that they are consistent with the budget approved herein. Section 3. Severabilitw. Should any section, subsection, paragraph, sentence, clause, or phrase of this ordinance, or its application to any person or situation, be declared unconstitutional or invalid for any reason, such decision shall not affect the validity of the remaining portions of Ordinance No. 20-903 Page 1 of 4 5 this ordinance or its application to any other person or situation. The City Council of the City of Federal Way hereby declares that it would have adopted this ordinance and each section, subsection, sentence, clauses, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions be declared invalid or unconstitutional. Section 4. Corrections. The City Clerk and the codifiers of this ordinance are authorized to make necessary corrections to this ordinance including, but not limited to, the correction of scrivener/clerical errors, references, ordinance numbering, section/subsection numbers and any references thereto. Section 5. Ratification. Any act consistent with the authority and prior to the effective date of this ordinance is hereby ratified and affirmed. Section 6. Effective Date. This ordinance shall take effect and be in force five (5) days from and after its passage and publication, as provided by law. PASSED by the City Council of the City of Federal Way this 1 st day of December, 2020. [Signatures to follow] Ordinance No. 20-903 Page 2 of 4 6 CITY OF FEDERAL WAY: JI �RRELL. MAYOR ATTEST: _n �U : k -Nn ST P ANIE COURTNEY, 'M , CITY CLERK APPROVED AS TO FO :-__i Vic► ,U J. RYAN CALL, CITY ATTORNEY FILED WITH THE CITY CLERK: 11/11/2020 PASSED BY THE CITY COUNCIL: 12/01/2020 PUBLISHED: 12/04/2020 EFFECTIVE DATE: 12/09/2020 ORDINANCE NO.: 20-903 Ordinance No. 20-903 Page 3 of 4 7 EXHIBIT A 2021-2022 Budget 2021 2022 Ending Fund Beginning Fund beginning tund Fund Balance Revenue Expenditure Balance Revenue Expenditure Balance General Fund $ 9,713,168 $ 49,463,473 $ 49,651,198 $ 9,525,443 $ 48,162,125 $ 48,687,568 $ 9,000,001 Special Revenue Funds: Street 500,000 5,154,613 4,927,382 727,231 4,549,437 4,776,669 500,000 Arterial Street 502,618 3,018,000 3,047,184 473,435 3,018,000 3,051,111 440,324 Utility Tax 1,506,932 12,104,294 12,058,633 1,552,593 12,104,294 12,034,394 1,622,493 Sales/Use Tax - Affrd. & Supprt. Housing - - - - - - - Solid Waste/Recycling 166,146 556,330 545,844 176,632 556,330 545,844 187,119 Special Contract/Studies 341,927 - - 341,927 - - 341,927 Hotel/Motel Lodging Tax 1,335,006 155,000 155,000 1,335,006 155,000 155,000 1,335,006 Community Center 1,500,000 2,252,875 2,245,642 1,507,233 2,749,102 2,756,334 1,500,000 Traffic Safety Fund 270,442 2,885,942 2,736,856 419,528 2,885,942 2,775,519 529,951 Utility Tax Proposition 1 1,027,013 4,070,141 4,097,154 1,000,000 4,170,276 4,170,276 1,000,000 Performing Arts & Event Center 0 2,299,757 2,299,757 - 2,299,757 2,299,757 0 Community Development Block Gram 21,251 1,843,010 1,843,010 21,251 758,323 758,323 21,251 Paths and Trails 1,360,437 169,000 200,000 1,329,437 169,000 - 1,498,437 Technology 91,136 146,716 181,000 56,852 149,250 14,300 191,802 Jail Service - 3,303,463 3,303,463 - 3,319,584 3,319,584 - Strategic Reserve 3,599,800 2,000 601,800 3,000,000 2,000 2,000 3,000,000 Parks Reserve 1,130,793 5,000 - 1,135,793 5,000 15,793 1,125,000 Debt Service Fund 3,322,342 17,366,390 17,434,315 3,254,417 2,569,426 3,093,264 2,730,578 Capital Proiect Funds: Real Estate Excise Tax 2,070,443 3,670,000 3,973,018 1,767,426 3,670,000 3,437,426 2,000,000 Downtown Redevelopment 3,426,754 - 600,000 2,826,754 - 205,000 2,621,754 Municipal Facilities 289,595 1,000 - 290,595 1,000 115,000 176,595 Parks 1,641,591 - 190,000 1,451,591 - 375,000 1,076,591 Surface Water Management 1,869,432 447,568 2,317,000 - 2,060,000 1,767,000 293,000 Transportation 4,199,189 12,988,000 11,176,972 6,010,217 5,570,000 7,773,566 3,806,651 Capital Project Reserve 367,936 - - 367,936 - - 367,936 Enterprise Fund: Surface Water Management 2,592,114 5,941,201 5,502,041 3,031,274 4,930,775 6,116,029 1,846,020 Dumas Bay Centre 1,500,000 900,871 900,872 1,500,000 930,211 930,210 1,500,000 Internal Service Funds: Risk Management 1,200,000 1,196,040 1,475,512 920,528 1,196,040 1,486,275 630,293 Information Technology 3,640,480 2,929,180 2,875,652 3,694,008 2,720,687 2,707,608 3,707,088 Mail & Duplication 205,164 135,947 126,892 214,219 135,947 185,007 165,159 Fleet & Equipment 7,515,027 2,846,144 3,129,104 7,232,067 2,300,644 1,919,901 7,612,809 Buildings & Furnishings 2,763,525 490,355 1,150,108 2,103,772 490,355 594,127 2,000,000 Health Insurance 3,367,672 5,138,041 5,427,967 3,077,746 4,966,800 5,256,726 2,787,820 Unemployment Insurance 258,701 5,299 10,000 254,000 6,000 10,000 250,000 Grand Total All Funds $ 63,296,634 $ 141,485,650 $ 144,183,374 $ 60,598,909 $ 116,601,304 $ 121,334,609 $ 55,865,605 i CITY OF FEDERAL WAY202112022 BUDGET Graph showing Fund relation Governmental Funds Debt Service General Fund Special Revenue Funds Funds Non - Debt Service Street TlP„arr,,,P„ra 1 Fund City Council Mayor's Office Municipal Court Finance Law Commmunity Development Police/Jail/911 Parks and Recreation Arterial Street Utility Tax Solid Waste & Recycling Special Studies/Contract Hotel Motel/Lodging Tax Community Center Traffic Safety Utility Tax -Prop 1 Performing Arts & Event Center Oper. Community Devel. Block Grant Paths & Trails Strategic Reserve Technology Afford. & Support. Housing Sales Tax Parks Reserve Jail Fund Capital Project Funds I I Enterpise Funds Downtown Surface Watei Redevelopment Management Municipal Facilities Dumas Bay _Earks::] Surface Water Management Transportation Capital Project Reserve Performing Arts & Event Center Real Estate Excise Tax Funds Service Funds Risk Management Information Systems Mail & Duplication Fleet & Equipment Buildings & Furnishings Health Insurance Unemployment Insurance N1 CITY OF FEDERAL WAY 2 02112 022 BUDGET Chart showing Department and Fund relation 2021-2022 Adopted Budget - Departments by Fund Classification Departments Non- City Mayor's Muni Community Police/Jail/ Parks & Public Funds Dept Council Office IT Court Finance Law Dev 911 Rec Works General Fund X X X X X X X X X Special Revenue Funds: Street x X Arterial Street X Utility Tax X Affordable & Support. Housing Sales/Use Tax x Solid Waste and Recycling X Special Studies/Contract X Hotel/Motel Lodging Tax X Community Center X Traffic Safety X X X Utility Tax Proposition I X X X X X X Performing Arts and Event Center X Community Development Block Grant X X X Paths and Trails X Technology X Jail X Strategic Reserve X Parks Reserve X Debt Service Funds: Debt Service Fund X Capital Project Funds: Real Estate Excise Tax X Downtown Redevelopment X Capital Project - Municipal Facilities X Capital Project - Parks X Capital Project - Surface Water Mgt X Capital Project - Transportation X Capital Project Reserve X Performing Arts and Event Center X Enterprise Funds: Surface Water Management Fund X Dumas Bay Centre Fund X Internal Service Funds: Risk Management X Information Systems X Mail and Duplication X Fleet and Equipment x x X x Buildings and Furnishings X Health Insurance X Unemployment Insurance X 10 CITY OF FEDERAL WAY202112022 BUDGET CITY MAP �s 99 Exit Kent Moi i47 ar P u t e P a Ra tar Lake �/ MAO 1 S o u n d .: ' s =ttll� r r� S 2881h S c y S 288th St 12 i .-11 io Federal S298th t � 82981hS ! t a a P� SW 53Q4lh�St Mrn 308th St Easter Steel Dollof Lake Lake gg Lake 312th St S 308th SW 312th St It ; St Qasy 4 . 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Miie V, Lake �\ \ Trout Lake 99' Milton ife is,-E�v+io�l Key to Facilities: City Facilities City Parks O Fishers Pond Park ® Panther Lake Park O Brooklake Community Center © Adelaide Park ® French Lake Park ® Sacajawea Park © City Hall O Alderbrook Park ® Heritage Woods Park ® Saghalie Park © Dumas Bay Centre 8 Alderdale Park O Hylebos Blueberry Farm 0 Steel Lake Park O Federal Way Community Center O BPA Trail ® Lake Grove Park 40 SW 312th Sports Courts © Steel Lake Annex m Cedar Grove Park ® Lake Kilarney Park ® Town Square Park to Celebration Park m Lakota Park 0 Wedgwood Park ® Coronado Park m Laurelwood Park rD West Campus Trail ® Dash Point Highlands Park ® Madiona Park ® West Hylebos Wetlands Park 40 Dumas Bay Centre Park ® Mirror Lake Park 0 Wildwood Park ® Dumas Bay Sanctuary Park ID Olympic View Park ® Winco Park ® English Gardens Park ® Palisades Park The City is located 25 miles south of downtown Seattle and just 8 miles north of downtown Tacoma. Federal Way has 8 miles of Puget Sound waterfront and is in the southwestern corner of King County. Federal Way is connected to the region by three exits along Interstate 5, as well as access points to State Highways 18, 509, 161 and Pacific Highway/SR99. This provides easy access to Sea-Tac International Airport (12 miles) and the Ports of Seattle and Tacoma. 11 CITY OF FEDERAL WA Y 2 02112 022 B UDGET The climate, which is heavily influenced by its proximity to the Puget Sound, is relatively mild -temperate. The abundance of moist marine air keeps the temperature mild year round. The Federal Way area reaches an average high temperature of 75 degrees in July and an average low temperature of 33 degrees in January. Precipitation ranges from .71 inches in July to 5.7 inches in January. Rapid retail and residential growth created significant changes in the community during the 1970's and 1980's. Desiring controlled, quality growth and community identity, Federal Way citizens organized to form what immediately became Washington's sixth largest city, incorporating in February of 1990. More information is available on our website www.cityoffederalway.com CITY OF FEDERAL WAY HISTORY The earliest recorded accounts of the Federal Way area tell of Native American families who resided in the area of the Muckleshoot Reservation on the east side of the Green River Valley and traveled west to the shores of Puget Sound for the plentiful fisheries resources. Generations of Muckleshoot Indians wore a westward trail across the heavily forested plateau to the area which is now Saltwater State Park. The arrival of the white man in the nineteenth century resulted in a steady decline in the Indian population and by 1890, nearly the entire population had disappeared from the area. Isolated on a triangular shaped plateau rising steeply from Puget Sound, the Federal Way area had little waterfront access or roadways and accordingly, was sparingly developed compared to Tacoma and Seattle. As late as the turn of the century, the original settlers at Dash Point and Dumas Bay had to row to Tacoma for supplies and mail. Old Military Road, constructed around 1856 and extending north from Fort Steilacoom, past Star Lake to Seattle and Fort Lawton, was the first road through the area. Over time, narrow dirt roads were added to provide east/west access and by 1900, a road was constructed between Star Lake and Redondo. The second crossroad, the "Seattle Road," connected old Military Road and Kent. The Seattle -Tacoma Interurban Line, completed in 1901, provided a fast and easy way to reach these urban cities. Improved access brought many visitors to the area and Star Lake became a popular summer recreation site. By the 1920s, Federal Highway 99, the interstate that linked the western states from north to south, was complete. At this time, Federal Way was still primarily forest and farmland. Fred Hoyt had a cabin on Dumas Bay and started a road to Tacoma (still called Hoyt Road). The timber companies, which had a major logging operation going, built an early railroad line and were instrumental in getting Marine View Highway (now Dash Point Road) built in the early 1920s. This roadway spurred development along the coastline. Soon thereafter, Peasley Canyon Road was built to connect Military Road with the Auburn Valley. This road later became known as South 320th Street. In these early days, roadways set the stage for development in the area and they still play an important role in the City today. By the start of World War II, a number of small, thriving communities made up the area that is now Federal Way. Some communities were clustered around lakes, such as Steel Lake, Star Lake, and Lake Geneva. Others were sited to take advantage of the view of Puget Sound, like Adelaide and Buenna. As each of these communities grew, residents built small schoolhouses for their children. By the late 1940s, King County consolidated the many individual red schoolhouses into the Federal Way School District, from which the City gets its name. During this same period, a library was built along the edge of Highway 99, and between 308th Street and 320th Street, a small "downtown" developed with a general store, lumber yard, realty office, beauty parlor, feed store, and gas station. By the end of the 1950s, the ten blocks between 308th and 320th Streets became the first roadside commercial district. One of the more unique developments was Santa Faire, a family oriented theme park. New shopping areas were added around the park, helping to create a "community focus" for the residents of the area. As this commercial area developed, the rest of Federal Way was changing as well. The Boeing Company expanded their operations in Renton and the Kent Valley and began advertising nationally for engineers. Those engineers in turn began roaming the wooded acreage in Federal Way in search of housing. One of the earliest residential developments was Marine Hills, built in 1958 overlooking Puget Sound. Weyerhaeuser, one of the early timber companies, had large land holdings in the area and began to develop their land into high quality housing with amenities like golf courses. Weyerhaeuser's development company also began developing commercial property, creating the West Campus business park. The plan was to integrate offices and businesses with lush landscaping. Though initially the corporate office market was not strong, West Campus has grown almost to capacity, providing space for many civic buildings such as City Hall, the police station, the area's major health care centers, and higher density housing. Another major landmark in the area is SeaTac Mall, built in the mid- 1970s on what was farmland south of 320th Street. The Mall is one of the largest in South King County and is the anchor for retail development in the area. The Mall was a result of 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. 12 CITY OF FEDERAL WAY202112022 BUDGET By the mid 1980s, South King County was growing quickly. Retail growth occurred along Highway 99, especially at the 320th Street intersection. Roads and office space were developed to accommodate the increased growth. Residential growth was also prominent, following plans developed by King County, with a large number of apartment homes. The changes to the community, with increased housing and traffic, created a movement for greater self-determination. In 1989, the citizens of this area voted for incorporation and the City of Federal Way was born, incorporating on February 28, 1990. Aerial View of Federal Way, July 2007 13 2021 CITY OFFICIALS EXECUTIVE & LEGISLATIVE BODY SUSAN HONDA Council President HOANG V. TRAN Councilmember #4 JIM FERRELL Mayor ilk LYDIA ASSEFA-DAWSON GREGORY A. BARUSO Councilmember #1 Councilmember #2* LEANDRA CRAFT Councilmember #5** MARTIN A. MOORE Councilmember #6 LINDA KOCHMAR Councilmember #7 Elected/ Position Elected/Appointed* Term Appointed Email Phone Mayor Jim Ferrell 1/l/18-12/31/21 11/28/17 Jim.Ferrellp_cityoffederalway.com (253) 835-2402 Position #1 Lydia Assefa-Dawson 1/l/20-12/31/23 11/26/19 Lydia.Assefa-Dawsonkcityoffederalway.com (253) 835-2401 Position #2 Gregory A. Baruso 3/7/20-12/31/21 3/7/20 Greg.Baruso(ii)cityoffederalway.com (253) 835-2401 Position #3 Susan Honda 1/l/20-12/31/23 11/26/19 Susan.Honda(a cityoffederalwU.com (253) 835-2401 Position #4 Hoang V. Tran 1/l/18-12/31/21 11/28/17 Hoang Tran&ityoffederalway.com (253) 835-2401 Position #5 Leandra Craft 10/15/20-12/31/23*** 10/15/2020 Leandra.Craft@cityoffederalway.com (253) 835-2401 Position #6 Martin A. Moore 1/l/18-12/31/21 11/28/17 Martin.Moore(&cityoffederalwU.com (253) 835-2401 Position #7 Linda Kochmar 1/1/20-12/31/23 11/26/19 Linda.Kochmar(a cityoffederalwU.co (253) 835-2401 *Councilmember Gregory Baruso was elected to fill appointed position #2 that was filled by Councilmember Jesse Johnson on 31712020. **Councilmember Leandra Craft was appointed on 10115120 to fill unexpired term vacated on 07131120 by Councilmember Koppang. * * * Councilmember position will be added to 2021 general election for unexpired "short-term" through 1213112023. 14 JUDICIAL BRANCH Elected/ Office Position Employee Appointed Term Date Contact Information Presiding David Larson Elected N/A 3/3/2008 David.Larson@cityoffederalway.com Judge (253)835-3012 Judge Rebecca Elected N/A 1/l/2010 Rebecca. Robertson@cityoffederalway.com Robertson (253) 835-3025 Court Susanne White Appointed N/A 2/22/2010 Susanne.White@cityoffederalway.com Administrator (253) 835-3000 CITY ADMINISTRATION (In alphabetical order) Information City Attorney City Clerk Community Development Director Economic Development Director Finance Director Human Resources Manager IT Director Parks Director Police Chief Ryan Call 3/9/2017 Ryan.Call@cityoffederalway.com (253) 835-2572 Stephanie 10/7/2014 Stephanie.Courtney@cityoffederalway.com Courtney (253) 835-2540 Brian Davis 11/1/2016 Brian.Davis@cityoffederalway.com (253) 835-2612 Tim Johnson 9/15/2014 Tim.Johnson@cityoffederalway.com (253) 835-2412 Ade Ariwoola 4/1/2014 Jean Stanley Thomas Fichtner John Hutton Andy Hwang Public Works Director EJ Walsh 1/1/2011 3/23/2020 7/23/2014 Ade.Ariwoola@cityoffederalway.com (253) 835-2520 Jean. Stanley@cityoffederalway.com (253)835-2532 Thomas.Fichtner@cityoffederalway.com (253) 835-2547 John.Hutton@cityoffederalway.com (253)835-6910 3/18/2014 Andy.Hwang@cityoffederalway.com (253) 835-6716 8/18/2018 EJ.Walsh@cityoffederalway.com (253) 835-2713 15 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK 16 INTROD UCTOR Y VISION Federal Way is a community known for its cultural diversity, attractive parks, safe neighborhoods, and vibrant business centers. MISSION The City of Federal Way is responsive, innovative and fiscally responsible in delivering quality services, promoting economic development, improving infrastructure, and managing growth. GOALS ■ Integrate the public safety strategy into all facets of City operations, building on a strong community -based approach. ■ Create a multi -use urban city center that is pedestrian friendly, linked to neighborhoods and parks, and services as the social and economic hub of the City. -Establish Federal Way as an economic leader and job center in South King County by attracting a regional market for high quality office and retail businesses. ■ Maintain the capital facilities plan and provide financing options for transportation and surface water improvements, parks, recreation, cultural arts and public facilities. ■ Ensure a responsive service culture within the City organization where employees listen carefully, treat citizens and each other respectfully and solve problems creatively, efficiently, and proactively. ■ Position Federal Way as a regional leader by working collaboratively with other local and regional jurisdictions in order to leverage resources. Adopted March 7, 2006 A- 1 CITY OF FEDERAL WAY 202112022 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. l . Support the City. Make supporting comments in the community. 2. Take pride in appearance; your office; demeanor; dress. 3. Take pride in quality products; no mistakes; looks good; and communicates proper meaning. 4. Recognize the importance of your job. 5. Be a City Ambassador in the community. 1. Be truthful. 2. Be trustworthy. Do what you say you are going to do. 3. Avoid relationships which may be conflicts of interest. 4. Do not withhold or misrepresent information. 5. Respect confidences. Responsibility 1. Be accountable. Take credit or blame for your own actions. 2. Do not promise more than you can deliver. Know your limits. 3. Keep your word. 4. Be reliable. 5. Develop knowledge and skills. Innovation 1. Take reasonable risks. 2. Keep current on changes in your field. 3. Be open-minded. 4. Try new things. 5. Turn setbacks into opportunities. Learn from failures. Teamwork 1. Keep others informed and alerted. 2. Respect each other. 3. Help each other. 4. Support team success over personal success. There is no "I" in teamwork. 5. Recognize your role may change depending upon the situation. 6. Be loyal. Support the team or organization decision. 7. Involve others in decision -making as appropriate and possible. A - 2 INTROD UCTOR Y CITY OF FEDERAL WAY ORGANIZATION CHART AND OPERATION SUMMARY Municipal Court * Misdemeanors & Gross Misdemeanors * Traffic & Non -traffic Infractions * Probation Services * Civil Impounds * Code Compliance 19 Actual/20 Projected FIE-16.00/16.00 21/22 Adopted FIE - 16.00/16. 00 Community Development * Land Use Management --Permit process * Building Permits & Inspection * Code Compliance * Health & Human Services * Comm. Dev. Block Gmt * Neighborhood Development * Passport Services 19 Actual/20 Projected FIE- 25.18/26.18 21/22 Adopted FIE- 25.18/25.18 Economic Development * Business Recruitment I19 Actual/20 Projected FIE - 1.00/1.00 21/22 Adopted FIE- 2.00/1.00 CITIZENS OF FEDERAL WAY MAYOR'S OFFICE * Administer City-wide Operations and Budget * Coordinate Regional Affairs * Emergency Management *Human Resources *City Clerk 19 Actual/20 Projected FIE-12.34/12.34 21/22 Adopted FIE-12.84/12.34 Finance * Payroll * Accounts Payable * Purchasing * Accounts Receivable * Business License * General Accounting * Budget * Banking and Investments * Monthly Financial Report * Audit Coordination * Internal Controls * Financial Planning/Analysis 19 Actual/20 Projected FIE- 8.00/10.00 21/22 Adopted FIE - 10.00/10.00 Law * Civil Legal Services and Litigation * Legislative Support * Prosecution * Provide Legal Counsel * Draft Contracts and Ordinances * Negotiate Contracts and Real Estate Transactions * Risk Management 19 Actual/20 Projected FIE - 12.50/12.50 21/22 Adopted FIE - 12.50/12.50 Police * Crime Analysis/Prevention * Traffic Safety Educ. & Enfrc. * Investigation * Patrol * Community Safety and Education Programs * Field Operation * Support Services * Animal Control Services * Civilian Operation City Council Represents the People of FW Adopt Ordinances and Resolutions Grant Franchises Levy Taxes and Appropriate Funds Establish Policies & Guidelines 19 Actual/20 Projected FIE- 4.20/4.20 21/22 Adopted FIE- 4.20/4.20 Public Works * Development Services --Permitting --Inspection * Maint, Operating & Development of --Public Right -of -Way --Traffic Systems --Surface Water Mgmt. * Solid Waste/Recycling * Fleet Management 19 Actual/20 Projected FIE-163.00/167.00 19 ActL/20 Proj. FIE- 52.00/56.00 21/22 Adopted FIE -170.00/170.00 21/22 Adopted FIE- 60.00/60.00 Parks, Recreation & Cultural Services * Recr & Athletic Progs * Park maint/operation & Development * Comm Events & Arts * Public Facility Mgt & Development * Open Space Mgmt * Performing Arts and Event Center 19 Actual/20 Projected FIE- 38.46/39.21 21/22 Adopted FIE- 39.96/39.96 Citywide Adopted FTE 19 ActL/20 Proj. FIE- 339.68/352.43 21/22 Adopted FIE- 361.68/359.18 Information Technology * Recr & Athletic Progs * Park maint/operation & Development * Comm Events & Arts * Public Facility Mgt & Development * Open Space Mgmt * Performing Arts and Event Center I19 Actual/20 Projected FIE- 7.00/8.00 21/22 Adopted FIE- 9.00/8.00 &M3 CITY OF FEDERAL WAY 202112022 BUDGET BOARDS AND COMMISSIONS The Boards and Commissions are appointed by the Mayor and City Council. The City of Federal Way has numerous boards and commissions as listed below. The board and commission make recommendations to the Mayor and City Council on certain decisions and policy matters. Board and Commission applications are on the City's website and at City Clerk's Office, 2nd Floor of City of Federal Way, 33325 8t' Avenue, Federal Way, WA 98003 or call 253-835-2540. Purpose: Number of Members: Current Members: Meeting Information: Purpose: Number of Members: Current Members: Meeting Information: Purpose: Number of Members: Current Members: Meeting Information: Purpose: Number of Members: Current Members: Meeting Information: The Arts Commission develops and oversees the City's various arts programs, and makes recommendations to the City Council on all areas of the arts, including the fine arts, literary, performing, visual, and cultural as well as historic preservation. 9 members — 2 alternates Appointed by: City Council Vickie Chynoweth, Kimberly Bowman, Kenny Byrne, Karen Brugato, Cory Young, Alyson Soma, Iveta Felzenberg, Shelley Tsui„ 1 Vacant, 2 Vacant Alternate 1 st Thursday of each month at 7:30 a.m. - Federal Way Community Center The Civil Service Commission powers and performs the duties established by state law in connection with the selection, appointment, promotion, demotion and employment of commissioned officers below the rank of Director of Police Services. 5 members — 2 alternates Appointed by: Mayor David Blain, Linda Purlee, Sofia Mayo, 2 Vacant, 2 Alternate 1" Wednesday of each month as needed at 7:00 p.m. - Hylebos Conference Room The CDBG Loan Review Advisory Committee advises the Mayor and City Council on economic development loan products and applications for loan funding. 4 members (not currently active) Appointed by: City Council 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. 9 members and 1 alternate member Appointed by: City Council Ali Hajheidari, ShaQuina Davis, Julian Franco, Nichelle Curtis -McQueen, Larissa Lincoln, Trenise Rogers, Stephanie Suprius, Brandon Bruan, Jennifer Frederick, Vacant position - alternate. 2nd Wednesday of January, March, May, July, September, November at 5:30 p.m. — Hylebos Conf. Room (FED ncil Com RN Purpose: The FEDRAC is a City Council that reviews issues and policies related to the City's budget and fiscal affairs, financial operations, economic development activities and legislative and regional relations. The Lodging Tax Advisory Committee reports to FEDRAC. Number of Members: 3 members Current Members: Hoang Tran, Leandra Craft, and Linda Kochmar Meeting Information: 4' Tuesday of each month at 5:00 pm. — Hylebos Conference Room INTROD UCTOR Y Purpose: The Ethics Board reviews complaints regarding alleged violations of the Federal Way Code of Ethics. Number of Members: 3 members and 1 alternate member Appointed by: City Council Current Members: Karen Kirkpatrick, Kathryn Hancock, 1 Vacant, 1 Vacant - alternate Meeting Information: As necessary Purpose: The Human Services Commission makes reports and recommendations to the City Council and Mayor concerning human services issues. Number of Members: 9 members and 3 alternate members Appointed by: City Council Current Members: Ken Stark, Cynthia Ricks-Maccotan, Jack Walsh, Katherine Festa, Mary Schultz, Kathryn Scanlon, Vivian Alexander, Sofia Mayo, Betty Taylor, Joseph Franco — alternate, Eric Owen — alternate, Grace Ssebugwawo Namagga - alternate Meeting Information: 3" Monday of each month at 5:30 pm — Hylebos Conference Room Purpose: The Independent Salary Commission studies the relationship of benefits to the duties of the Mayor and City Council members and adjusts them, if appropriate. They are to review and file their salary schedules and benefits no later than May 31 of every even -numbered year. Number of Members: 5 members and 2 alternate Appointed by: Mayor & Approved by City Council Current Members: Roger Flygare, Kenny Byrne, Brian Sandler, 2 Vacant, 2 Vacant - alternate Meeting Information: Even Years — Meeting dates vary — Time and location to be announced Purpose: The LUTC is a City Council Committee that reviews issues regarding land use, streets and traffic. The Planning Commission reports to the LUTC. Number of Members: 3 members of the elected City Council Current Members: Greg Baruso, Hoang Tran and Martin Moore. Meeting Information: 1" Monday of each month at 5:00 pm — Council Chambers Purpose: The membership of the Lodging Tax Advisory Committee consists of an elected official of the city who serves as chair, thee representatives of businesses required to collect the tax, and three people involved in activities that are funded by revenue received from the tax. Number of Members: 7 members Appointed by: City Council Current Members: Lydia Assefa-Dawson, Mike Dunwiddie, Madalena Miller, Paul Ishii, Naomi Tilford, Brian Hoffman and TJ Bal Meeting Information: 2nd Wednesday of each month at 10:00 am — Hylebos Conference Room A - 5 CITY OF FEDERAL WAY202112022 BUDGET 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 and 2 alternate Appointed by: City Council Current Members: Michael Campsmith, Dawn Coggins, David Berger, George Pfeiffer, Thomas George, George Vadino, Carrie BeSerra, Gary Rich, 1 Vacant, 2 Vacant - alternate Meeting Information: 1 st Thursday of each month at 6:30 p.m. — Hylebos Conference Room FrPark , n Services & Public Purpose: The PRHSPSC reviews issues related to these particular areas. The Arts Commission, Diversity Commission, Human Services Commission, Parks and Recreation Commission, and Youth Commission report to the PRHSPSC. Number of Members: 3 members of the elected City Council Current Members: Linda Kochmar, Lydia Assefa-Dawson and Greg Baruso. Meeting Information: 2nd Tuesday of each month at 5:00 pm. — Hylebos Conference Room. 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 and 3 alternate Appointed by: City Council Current Members: Lawson Bronson, Tim O'Neil, Diana Noble-Gulliford, Hope Elder, Tom Medhurst, Wayne Carlson, Dale Couture, Eric Olsen — alternate, Jae So - alternate, Anna Patrick - alternate. Meeting Information: 1st & 3rd Wednesday of each month at 6:30 p.m. — Council Chambers Purpose: The Senior Advisory Commission advises the city council on policies, community engagement, and delivery of senior citizen programs and to provide outreach to the community. The commission shall identify issues related to senior citizens in the community by working with the residents, service providers, the mayor's office, and city staff. Number of Members: 9 members and 2 alternates Appointed by: City Council Current Members: Catherine North, Cheryl Volheim, Debbie Harvey, Hope Elder, Kevin King, Lana Bostic, Kenneth Pratt, Sue Ellenbrecht, Frank Field, Dora "Pal" Leonard —Alternate Meeting Information: 3rd Wednesday of every odd month at 2:00 p.m. (Jan, Mar, May, July, Sept. Nov.) — Hylebos Conference Room 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: 12 members and 3 alternates Appointed by: City Council Current Members: Amy Ojeaburu, Nic Pagliocco, Mary Alison Wood, Ankit Gowda, Daniel Chung, Iris Hamilton, Ankita Sharma, Samuel Lee, Shi-Hyun "Shawn" Yu, 3 Vacant, 3 Vacant - alternate Meeting Information: Second and Fourth Thursday of each month at 5:00 p.m. — Federal Way Community Center o�Ql INTRODUCTORY BUDGET PROCESS Procedures for Adopting the Original Budget - The City's budget process and the time limits under which the biennial budget must be prepared are defined by the Revised Code of Washington (RCW) 35A.34. These elements, with which the City continues to comply, resulted in the following general work plan and calendar for 2020: Process Description Jun Jul Aug Sep Oct Nov Dec Mayor Presents Proposed Biennial Budget to Council Budget Overview- Revenue & Expenditure Projections Department Presentations Start Council Deliberations & Continued Department Presentations Public Hearing (required by RCW 35A.34) 2021-2022 Biennial Budget/Property Tax Levy Continue Council Deliberations/Budget Workshop Public Hearing Continue from November 04, 2020 (required by RCW 35A.34) Introduction Ordinance/2021-2022 Biennial Budget & 2021 Property Tax Levy Enactment Ordinance 2021-2022 Biennial Budget & 2021 Property Tax Rate Resolution 2021 Fee Schedule Mid -Biennium Review and Modification - The biennial budget statute referenced above requires jurisdictions electing a biennium budget to perform a mid -biennium review and modification of the adopted budget per RCW 35.34.130. The review and modification shall occur no sooner than eight months after the start nor later than conclusion of the first year of the fiscal biennium. Amending the Budget - When the Mayor/City Council determines that it is in the best interest of the City to increase or decrease the appropriation for a particular fund, it may do so by ordinance approved by a simple majority. The Mayor is authorized to transfer budgeted amounts between departments within any fund. The Department Directors are authorized to transfer budgeted amounts between accounts within a department. A - 7 CITY OF FEDERAL WAY 202112022 BUDGET BUDGET POLICIES I. OPERATING BUDGET A. OVERALL The budget should be a performance, financing and spending plan agreed to by the Mayor, City Council, and Department Directors. It should contain information and data regarding expected revenues, expected expenditures and expected performance. 2. The City will prepare and annually refine written policies and goals to guide the preparation of performance, financing and spending plans for the City budget. Adopted budgets will comply with the adopted budget policies and Council priorities. 3. As a comprehensive business plan, the budget should provide the following critical elements recommended by the Government Finance Officers Association: public policies, financial plan, operations guide, and communications device. 4. The City's budget presentation should display the City's service delivery/performance plan in a Council/constituent-friendly format. Therefore, the City will use a program budgeting format to convey the policies for and purposes of City operations. The City will also prepare the line -item format materials for those who wish to review that information. 5. Decision making for capital improvements will be coordinated with the operating budget to make effective use of the City's limited resources for operating and maintaining facilities. 6. Under the Mayor's direction, Department Directors have primary responsibility for: a) formulating budget proposals in line with Mayor and City Council priority direction, and b) implementing those proposals once they are approved. B. FISCAL INTEGRITY 1. The City will maintain the fiscal integrity of its operating, debt service, and capital improvement budgets which provide services and maintain certain public facilities, streets and utilities. It is the City's intent to maximize the level of public goods and services while minimizing the level of debt. 2. The City will adopt a balanced budget for all funds. Balanced budget for operating funds means ongoing operating program costs do not exceed the amount of ongoing revenues to finance those costs. The ongoing revenue will be identified along with new program costs including impact from new capital projects. Any available carryover balance will only be used to offset one-time or non -recurring costs. Balanced budget for non -operating funds means total resources equal to or exceed total uses. 3. Cash balances in excess of the amount required to maintain reserve policy will be used to fund one-time or non -recurring costs. 4. Transportation impact fees shall be used only for the projects or purpose for which they were intended. C. CONTINGENT ACCOUNTS The City shall maintain a Contingency Reserve in order to accommodate unexpected operational changes, legislative impacts, or other economic events affecting the City's operations which could not have been reasonably anticipated at the time the budget was prepared. Funding shall be $1 million. 2. The City shall maintain an operating cash flow reserve of $9 million or 17 % of operating expenditures in the General Fund. The purpose of operating cash flow reserve is to maintain a tw—o] INTRODUCTORY minimum of two month's operating expenditure in reserve to manage the fluctuation in tax receipts, grant revenues, and general cash flow management. 3. The City shall maintain a Strategic Opportunity Reserve of $2 million. It provides the liquidity to respond to economic opportunity that is not budgeted for that may provide a long term economic benefit to the City. 4. The City shall maintain a Parks Reserve of $1.13 million for the equipment replacement, turf replacement, and other major upgrades to the City's Park System. 5. The City will maintain an emergency reserve fund for snow and ice removal of not less than $0.5 million in Street Fund. 6. The City will maintain an emergency reserve fund of not less than $0.1 million for unexpected natural disaster that affects our infrastructure, pending the receipt of available grants or other resources, to restore our road to its original condition in Arterial Street Fund. 7. The City will maintain a minimum cash flow reserve with the Utility Tax Fund in amount equal to $2.5 million ($1.0 million Proposition 1 and $1.5 million Utility tax). 8. The City will maintain a one year revenue reserve in the Real Estate Excise Fund and may spend down ONLY upon the Council's approval. 9. The City will maintain a minimum cash flow reserve with the Hotel/Motel Lodging Tax Fund in amount equal to the prior year's complete revenues ($0.2 million) in ending fund balance. 10. The City shall maintain a minimum of $1.5 million in a reserve for the future general capital needs of the building such as major upgrade, roof replacement, and equipment replacement in Community Center Fund. 11. The City shall maintain a minimum of $1.2 million in a reserve for cash flow management and a contingent reserve in Traffic Safety Fund to fund traffic equipment replacement, and to absolve an unplanned revenue decline. 12. The City shall maintain adequate reserve in Debt Service Fund in accordance with the bond ordinance or a minimum of one year debt service amount. 13. The City shall maintain a reserve for the future general capital needs for the city buildings or other capital projects in Capital Project Reserve Fund. The Finance Director may transfer excess revenue over expenditure in the General fund to this fund for future use of the City. 14. The City shall maintain a minimum of $1.5 million in a reserve for the general capital needs of the building and equipment in Dumas Bay Centre Fund. 15. The City will maintain a reserve in an amount of not less than 16 weeks of budgeted expenses as recommended by our consultant in the Health Insurance Fund. 16. The City will maintain a reserve in an amount of not less than $0.25 million or annual unemployment expenses in the Unemployment Insurance Fund. 17. The City will maintain a reserve in an amount of not less than one year's expenses from the prior year or $0.6 million in Risk Management Fund. 18. The City shall maintain an operating reserve within the Surface Water Management Fund in amount not less than 17% of operating expenses from the prior year. Any excess may be transferred to the Capital Project Fund — SWM for future capital projects. 19. The City shall maintain Emergency/Contingent reserve for unexpected catastrophic events or system failures of not less than $0.5 million in Capital Project Fund —SWM. two] CITY OF FEDERAL WAY 202112022 BUDGET 20. The City will maintain adequate reserves for capital replacement and shall be funded through department charges and other revenues sufficient to replace both hardware and software at the end of their useful life in Information System Fund. 21. The City will maintain an adequate reserve to replace copy and mailing equipment in the Mail and Duplication Fund. 22. The City will maintain an adequate reserve to replace a fleet of vehicles and other heavy equipment at their scheduled replacement time in Fleet and Equipment Fund. 23. The City will maintain a reserve of not less than $2.0 million for equipment, roof, and other major upgrades to City Buildings other than Community Center, and Dumas Bay Centre. D. REVENUES Revenue estimates shall not assume any growth rate in excess of inflation. Real growth that occurs will be recognized through budgetary adjustments only after it takes place. This practice imposes short term constraint on the level of public goods or services. However, in the event that revenues are less than expected, it minimizes the likelihood of severe cutback actions which may be profoundly disruptive to the goal of providing a consistent level of quality services. 2. Investment income earned through the City's investment pool shall be budgeted based upon the allocation methodology, i.e. the projected average monthly balance of each participating fund. E. CONTRACTUAL SERVICES The City will continue to thoroughly investigate the feasibility of contracting certain public services in accordance with Council Resolution No. 92-103. F. MINIMIZATION OF ADMINISTRATIVE COSTS An appropriate balance will be maintained between resources allocated for direct services to the public and resources allocated to assure sound management, internal controls, and legal compliance. G. RETIREMENT The budget shall provide for adequate funding of the City's retirement system. H. MONTHLY REPORT The budget will be produced so that it can be directly compared to the actual results of the fiscal year and presented in a timely monthly report. 2. All budget amendments, both revenues and expenditures, will be noted in the monthly report. I. MULTI -YEAR ESTIMATES With each budget, the City will update expenditure and revenue projections for the next six years. Projections will include estimated operating costs for capital improvements that are included in the capital budget. 2. This budget data will be presented to elected officials in a form that will facilitate budget decisions, based on a multi -year perspective. CITIZEN INVOLVEMENT Citizen involvement shall be encouraged in the budget decision making process through public hearings and study sessions. A- 10 INTROD UCTOR Y 2. Involvement shall also be facilitated through City boards, task forces and commissions, which shall serve in advisory capacities to the Mayor and City Council. K. FEES Fees shall be phased toward covering 100% of the cost of service delivery, unless such amount prevents an individual from obtaining an essential service. Fees or service charges should not be established to generate money in excess of the cost of providing service. 2. Fees may be less than 100% if other factors (e.g. market forces, competitive position, etc.) need to be recognized. L. NONPROFIT ORGANIZATIONS Future funding decisions regarding nonprofit organizations will be based on guidelines, policies and priorities determined by the City Council and availability of financing based on General Fund spending priorities. II. CAPITAL BUDGET A. FISCAL POLICIES 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 Six -Year City Capital Improvement Plan will vary in reliability depending on whether they are to be undertaken in the first, fifth or sixth year of the Plan. 2. Capital proposals should include a comprehensive resource plan. This plan should include the amount and type of resources required, and the funding and financing strategies to be employed. The specific fund and timing should be outlined. The plan should indicate resources needed to complete any given phase of a project in addition to the total project. 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 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. A-11 CITY OF FEDERAL WAY 202112022 BUDGET 7. The City Administration shall seek ways of ensuring that administrative costs of carrying out the Capital Improvement Plan are kept at appropriate levels. 8. The Annual Capital Budget shall include only those projects which can reasonably be accomplished in the time frame indicated. The detail sheet for each budgeted capital project should include a projected schedule. 9. Capital projects which are not encumbered or completed during the fiscal year will be rebudgeted or carried over to the next fiscal year except as reported to and subsequently approved by the City Council. All re -budgeted capital projects should be so noted in the Adopted Capital Budget. Similarly, multi -year projects with unencumbered or unexpended funds will be carried over to the subsequent year(s). 10. If a proposed project will cause a direct negative impact on other publicly -owned facilities, improvements to the other facilities will be required as part of the new project and become a part of the new project's comprehensive costs. 11. Capital projects will not be budgeted unless there are reasonable expectations that revenues will be available to pay for them. B. DEBT POLICIES 1. Short-term lines of credit, tax or Revenue Anticipation Notes may be used only when the City's ability to implement approved programs and projects is seriously hampered by temporary cash flow shortages. In general, these Notes will be avoided. No other form of debt will be used to finance ongoing operational costs. 2. Whenever possible, the City shall identify alternative sources of funding and shall examine the availability of those sources in order to minimize the level of debt. 3. Whenever possible, the City shall use special assessment, revenue, or other self-supporting bonds instead of general obligation debt. 4. Long term general obligation debt will be incurred when necessary to acquire land or fixed assets, based upon the ability of the City to pay. This debt shall be limited to those capital improvements that cannot be financed from existing revenues and when there is an existing or near -term need for the project. The project should also be integrated with the City's long term financial plan and City Improvement Plan. 5. The maturity date for any debt will not exceed the reasonable expected useful life of the project so financed. 6. Fifty percent (50%) of the principal of any long term indebtedness should be retired over 10 years. 7. Current year revenues shall be set aside to pay for the subsequent year's debt service payments. This is intended to immunize the City's bondholders from any short term volatility in revenues. 8. The City shall encourage and maintain good relations with financial and bond rating agencies, and will follow a policy of full and open disclosure on every financial report and bond prospectus. 9. The City shall establish affordability guidelines in order to preserve credit quality. One such guideline, which may be suspended for emergency purposes, or because of unusual circumstances, is as follows: 10. Debt service to be repaid with operating revenues should not exceed 8% of the respective operating budget. A-12 INTROD UCTOR Y 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 Six -Year Operating Budget Forecast; C. Projects which can be completed or significantly advanced during the Ten -Year Capital Improvement Plan; d. Projects which can be realistically accomplished during the year they are scheduled; e. Projects which implement previous Council -adopted reports and strategies. A complete list of criteria follows. A-13 CITY OF FEDERAL WAY 202112022 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. it. Purchase of land for future projects at favorable prices prior to adjacent development. 12. Purchase of land for future City projects (land banking). 13. Projects which would provide new facilities which have minimal or no operating costs or which have operating costs but have been designated as exceptions to the operating cost policy by previous City Council actions. 14. Projects which would be constructed in conjunction with another agency with the other agency providing for the operating costs. 15. Projects which would generate sufficient revenue to be essentially self-supporting in their operation. 16. Projects which would make an existing facility more efficient or increase its use with minimal or no operating cost increase. 17. Projects which would fulfill City commitment (evidenced by previous inclusion in the annual CIP and community support) to provide greater than minimal facilities. 18. Projects which are grant funded but would require increased operating costs in the General Fund. 19. Projects which are not grant funded and would require increased operating costs in the General Fund, and have not been designated as exceptions to the operating cost policy by previous City Council actions. A-14 INTROD UCTOR Y BASIS OF ACCOUNTING AND BUDGETING Accounting records for the City are maintained in accordance with methods prescribed by the State Auditor under the authority of Washington State law, Chapter 43.09 R.C.W., and in compliance with generally accepted accounting principles as set forth by the Governmental Accounting Standards Board. Basis of Presentation - Fund Accounting The accounts of the City are organized on the basis of funds and account groups. Each fund is a separate accounting entity with a self -balancing group of accounts. There are three broad fund categories, seven generic fund types within those categories and two account groups. A purpose and description of the fund is provided on the fund pages in the Budget by Fund section of this budget document. Basis of Accounting Basis of accounting refers to when revenues, expenditures, expenses, transfers and the related assets and liabilities are recognized and reported in the financial statements. Basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied. The accrual basis of accounting is used by proprietary fund types. Under this method, revenues are recognized when earned, and expenses are recognized when incurred. The modified accrual basis of accounting is used by governmental, expendable trust and agency funds. Revenues and other financial resources are recognized when they become susceptible to accrual, i.e., when the related funds become both measurable and available to finance expenditures of the current period. To be considered "available", revenue must be collected during the current period or soon enough thereafter to pay current liabilities. Basis of Budgeting The City uses the same revenue and expenditure recognition principles for budgeting as for accounting with the exception of depreciation or amortization expenses in proprietary funds. Balanced Budget The state law prescribes a balanced budget where total expenditures and other uses not to exceed total resources (current revenue plus beginning fund balance). The city's budget policy further requires that expenditures not to exceed revenues. Therefore, a balanced budget for Federal Way must meet both conditions. Budgetary Fund Balances Budgetary fund balance is the difference between current liability and current assets of a fund. This is the amount available for appropriations during the budget period. It is different than the fund equity or the net position reported in the entity -wide financial statements as it does not include capital assets or long-term liabilities that are not available or due within current budget period. Scope of Budget and Fund Descriptions Budgets are adopted for the general, special revenue, and debt service funds on the modified accrual basis of accounting. Certain special revenue and capital project funds, however, are budgeted on a project -length basis. For governmental funds, there are no differences between the budgetary basis and generally accepted accounting principles. Budgets for project/grant related special revenue funds and capital project funds are adopted at the level of the individual project and for fiscal periods that correspond to the lives of proj ects. Legal budgetary control is established at the fund level; i.e., expenditures for a fund may not exceed the total appropriation amount. The Mayor may authorize transfers of appropriations within a fund, but the City Council must approve by ordinance any increase in total fund appropriations. Any unexpended appropriations for budgeted funds lapse at the end of the year. Appropriations for other special purpose funds that are non -operating in nature, such as capital projects, are adopted on a "project -length" basis and, therefore, are carried forward from year to year without re -appropriation until authorized amounts are fully expended or the designated purpose of the fund has been accomplished. A-15 CITY OF FEDERAL WAY 202112022 BUDGET The individual funds within each fund type which are included in the City's budget are listed below. General Fund - This fund is used to account for all financial resources except those required to be accounted for in another Fund. Special Revenue Funds - These funds are established to account for proceeds of specific revenue sources that are either designated by policy or are legally restricted to expenditure for specified purposes. Street Fund Arterial Street Fund Utility Tax Fund Utility Tax Proposition 1 Fund Community Development Block Grant Fund Paths and Trails Reserve Fund Technology Fund Jail Fund Community Center Fund Traffic Safety Fund Solid Waste/Recycling Fund Special Contract/Studies Fund Hotel/Motel Lodging Tax Fund Performing Arts & Event Center Fund Affordable & Supprt. Housing Sales/Use Tax Fund Reserve Funds — These funds are established to account for special reserves set aside to provide the liquidity to respond to economic opportunity and future capital needs. Strategic Reserve Fund Capital Project Reserve Fund Parks Reserve Fund Debt Service Fund - This fund is to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest Capital Project Funds - These funds account for financial resources to be used for the acquisition or construction of major capital facilities. Downtown Redevelopment Fund Surface Water Management Projects Fund Municipal Facilities Fund Transportation Systems Park Project Fund Performing Arts and Event Center Fund Real Estate Excise Tax Fund Enterprise Fund - This Fund is to account for operations that are normally financed and operated in a manner similar to a private business enterprise where the intent of the governing body is that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. Surface Water Management Fund Dumas Bay Centre Fund Internal Service Funds - These Funds are established to account for the financing of goods and services provided by one department of the governmental unit to other units on a cost reimbursement basis. Risk Management Fund Fleet and Equipment Fund Information Systems Fund Buildings and Furnishings Fund Mail and Duplication Services Fund Health Self Insurance Fund Unemployment Insurance Fund ENW01 CITYOF FEDERAL WAY202112022 BUDGET EXECUTIVE SUMMARY SOURCES & USES - ALL FUNDS Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted -20 Adj Adopted I Adjusted Projected $Ch %Ch BEGINNING FUND BALANCE $ 63,383,382 $ 62,121,983 $ 50,396,151 $ 69,236,802 $ 69,236,802 $ 63,296,634 $ 60,598,909 $ (5,94Q168) -8.6% REVENUE: Property Taxes $ 10,799,658 $ 10,917,428 $ 11,077,213 $ 11,275,838 S 11,275,838 $ 11,385,965 $ 11,357,280 $ 110,127 1.00/. Sales Tax 14,731,810 15,908,863 15,849,755 14,457,381 14,457,381 15,949,755 15,949,755 1,492,374 10.3% CrimuialJustice Sales Tax 2,927,406 3,056,010 2,818,399 3,027,361 3,027,361 3,027,361 3,027,361 - 0.00/0 Utility Tax 11,719,589 11,102,083 12,352,891 14,297,547 14,297,547 15,177,606 15,177,606 880,059 62% Real Estate Excise tax 4,240,825 5,171,643 3,640,000 3,640,000 3,640,000 3,640,000 3,640,000 - 0.01/0 Other Taxes 1,578,750 1,577,336 1,309,336 1,508,513 1,508,513 727,510 762,513 (781,003) -51.8% Licenses and Penruts 4,690,928 5,785,610 4,492,914 4,540,011 4,540,011 3,767,560 3,800,552 (772,451) -17.0% Intergovernmental 11,701,965 11,360,417 9,448,970 15,446,615 15,446,615 11,171,580 8,691,893 (4,275,035) -27.7°/a Charges for Services 23,906,863 25,282,614 23,092,630 23,705,959 23,705,959 29,832,665 25,181,793 6,126,705 25.8% Fines and Penalties 4,250,327 4,553,593 4,747,401 3,689,631 3,689,631 3,699,426 3,699,428 9,795 0.3% Miscellaneous 3,504,554 4,191,883 2,519,700 2,344,515 2,344,515 3,927,434 4,152,312 1,582,919 67.5% Proprietary Fund Revenue 595,106 393,461 458,000 458,000 458,000 488,000 488,000 30,000 6.6% Other Financing Sources 19,040,344 37,468,544 17,586,503 23,597,778 23,597,778 38,690,790 20,672,813 15,093,0H 64.01/0 Total Revenues $ 113,688,125 $ 136,769,486 $ 109,393,712 $ 121,989,149 $ 121,989,149 $ 141,485,652 $ 116,601,306 $ 19,496,502 16.0% EXPENDITURE: City Council $ 405,140 $ 422,165 $ 446,163 $ 508,211 $ 508,212 $ 525,655 $ 530,695 $ 17,444 3.4% Mayor's Office 1,415,322 1,497,281 1,380,561 1,623,623 1,623,623 1,562,957 1,574,923 (60,666) -3.7% Perfomung Arts & Event Center 1,628,150 2,589,541 1,874,323 1,331,690 1,331,690 2,299,757 2,299,757 968,067 72.7% Municipal Court 1,847,925 1,920,563 2,014,046 2,076,046 2,076,046 2,048,798 2,074,615 (27,248) -1.3% Finance 962,052 1,045,012 1,088,521 1,269,595 1,269,595 1,260163 1,287,736 (9,432) -0.7% City Clerk 499,915 592,263 513,984 513,984 513,984 558,912 560,410 44,928 8.7% Human Resources 478,791 521,715 514,881 554,881 554,881 597,932 536,319 43,051 7.8% Information Technology 2,444,079 2,460,033 2,301,282 2,676,752 2,676,752 3,002,544 2,892,615 325,792 12.2% Law -Civil 2,235,733 2,424,692 2,519,401 3,477,930 3,477,930 2,713,738 2,740,068 (764,191) -22.0% Law -Criminal 717,523 750,449 764,733 765,483 765,483 774,742 776,142 9,259 1.2% Community Development 2,375,956 2,642,460 2,629,295 2,868,265 2,868,265 2,855,852 2,792,217 (12,413) -0.4% Economic Development 279,486 340,503 415,973 495,973 495,973 366,756 284,756 (129,217) -26.1% Community Services 1,541,263 1,667,589 1,530,068 3,004,187 31004,187 2,810,382 1,733,502 (193,805) -6.5% Jail Contract Costs 6,417,479 5,932,095 4,341,950 4,048,950 4,048,950 3,303,463 3,319,584 (745,487) -18.4% 911 Dispatch 2,724,139 2,679,436 2,748,692 2,748,692 2,748,692 2,748,692 2,748,692 - 0.01/0 Police 24,184,656 24,785,658 25,056,183 25,625,641 25,625,641 24,766,286 25,343,757 (859,355) -3.4% Parks, Recr & Cultural Svcs 9,000,438 8,635,870 7,979,621 8,027,531 8,027,531 8,745,916 8,954,169 718,385 8.9% Public Works 25,036,214 25,236,629 18,817,490 24,793,344 24,793,344 31,119,467 26,436,182 6,326,123 25.5% Non -Departmental 30,755,262 43,510,717 33,531,339 42,209,780 41,518,539 52,121,366 34,448,471 9,911,585 23.5% Total Expenditures $ 114,949,523 $ 129,654,671 $ 110,468,506 $ 128,620,558 $ 127,929,317 $ 144,183,376 $ 121,334,610 $ 15,562,818 12.1% Changes in Fund Balance $ (1,261,399) $ 7,114,815 $ (1,074,794) $ (6,631,408) $ (5,940,168) $ (2,697,725) $ (4,733,303) $ 3,933,684 -59.3% ENDING FUND BALANCE: $ 62,121,983 $ 69,236,798 $ 49,321,357 $ 62,605,393 $ 63,296,634 $ 60,598,909 $ 55,865,605 $ (2,006,484) -3.2% CITY OF FEDERAL WAY 202112022 BUDGET EXPENDITURE LINE —ITEM SUMMARY — ALL FUNDS Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Ad' Adopted Adjusted Projected $ Chg % Chg Expenditures: 1XX Salaries & Wages $ 30,553,459 $ 32,087,522 $ 32,977,825 $ 34,600,825 $ 33,909,584 $ 36,893,245 $ 37,037,723 $ 2,292,420 6.6% 2XX Benefits* 10,721,301 11,120,068 11,714,894 11,800,517 11,800,517 11,913,985 12,003,324 113,469 1.0% 3XX Supplies 2,081,819 2,383,044 1,879,310 2,194,292 2,194,292 2,055,674 2,026,274 (138,618) -6.3% 4XX Services and Charges 19,512,138 20,501,894 21,396,182 27,156,681 27,156,681 24,367,360 20,624,603 (2,789,321) -10.3% 5XX Intergovernmental 10,796,740 10,298,300 8,615,875 6,929,717 6,929,717 7,500,983 7,324,283 571,266 8.2% 6XX Capital Outlay 14,778,208 12,570,459 6,908,563 12,326,723 12,326,723 12,808,174 11,579,083 481,451 3.9% 7XX Debt Service -Principal 755,120 13,137,967 1,500,001 2,028,881 2,028,881 16,215,088 2,003,716 14,186,207 699.2% 8XX Debt Service -Interest 594,484 1,129,944 1,142,998 1,140,668 1,140,668 1,021,466 954,096 (119,202) -10.5% 9XX Internal Services/Other 6,137,467 6,510,354 7,146,355 7,347,476 7,347,476 7,182,983 7,124,489 (164,493) -2.2% OXX Other Financing Use 19,018,788 19,915,119 17,186,503 23,094,778 23,094,778 24,224,418 20,657,019 1,129,640 4.9% Total Expenditures: $114,949,523 $129,654,671 $110,468,506 $ 128,620,558 $ 127,929,317 $144,1839376 $121,334,610 $ 15,562,819 12.1 1. Salaries & Wages increase is primarily due to Sound transit funded salaries, 3 COPS grant officers, 4 new Surface Water Management positions, addition of Economic Development position, Inclusion and Diversity position, and scheduled step increases. 2. Benefits increase is primarily due to increased health insurance premiums. 3. Supplies decrease is primarily due to the elimination of one-time Covid-19 supplies. 4. Services and Charges decrease is primarily due to the elimination one-time Covid-19 services and one-time grants given to businesses for support during Covid-19. 5. Intergovernmental increase is primarily due to restoring the jail services budget. 6. Capital Outlay increase is due to having more Tranportation and Surface Water Management capital projects. 7. Debt Service - Principal & Interest increased due to payoff of principal for Target Property and FWCC due to refunding of the bonds. 8. Internal Services/Other is also relatively stable due to the desire to control cost. 9. Other Financing Use increase is primarily due to increased transfers related to the operation of the General Fund, Arterial Street Overlay, and Performing Arts & Event Center. All Funds 2021 Revenues $141.49M Other Financing Sources, 38.69, 27% Property Taxes , 11.39, 8% Other ,11.88, 8% Sal es Tax, 15.95, 11% Utility Tax, 15.18, Charges for 11% Services, 29.83, 21% REET , 3.64, 3% ntgvtl , 11.17, 8%_/ WOther Taxes , 3.75, 3% All Funds 2021 Expenditures $144.18M Non -Departmental _ 52.12 , 36% Other, 10.31, 7%- PublicWoi 4L17 77 Parks. 8.75. 6% CiNCnunrll, 0.53, is , 1.56 , 1% Muni Court, 2.05, 2% Finance, 1.26,1% Comm Dev, 5.67, 4% /Di spatch ,21% L CITY OF FEDERAL WAY 202112022 BUDGET 2021 BUDGET - SUMMARY OF REVENUE AND EXPENDITURES - ALL FUNDS FUND/DEPARTMENT Beginning Fund Balance 2021 Revenues 2021 Expenditures Ending Fund Balance General Fund Non -Departmental $ 9,713,168 $ 43,213230 $ 11,479,633 $ 41,446,766 City Council - - 525,655 (525,655) Mayor's Office - - 703,201 (703,201) Municipal Court - 222,793 1,797,146 (1,574,352) Finance - - 1,260,163 (1,260,163) City Clerk - - 558,912 (558,912) Human Resources - - 597,932 (597,932) Law - 2,500 1,745,073 (1,742,573) Community Development - 2,514,363 3,719,412 (1,205,049) Economic Development - - 366,756 (366,756) Police/Jail/911 - 2,465,586 22,742,823 (20,277,237) Parks and Recreation - 1,045,000 4,154,492 (3,109,492) Total General Fund 9,713,168 49,463,473 49,651,198 9,525,443 Special Revenue Funds: Street 500,000 5,154,613 4,927,382 727,231 Arterial Street 502,618 3,018,000 3,047,184 473,435 Affordable & Support. Housing Sales/Use Tax - - - - Utility Tax 1,506,932 12,104,294 12,058,633 1,552,593 Solid Waste and Recycling 166,146 556,330 545,844 176,632 Special Studies/Contract 341,927 - - 341,927 Hotcl/Motcl Lodging Tax 1,335,006 155,000 155,000 1,335,006 Community Center 1,500,000 2,252,875 2,245,642 1,507233 Traffic Safety 270,442 2,885,942 2,736,856 419,528 Utility Tax Proposition 1 1,027,013 4,070,141 4,097,154 1,000,000 Performing Arts & Event Center 0 2,299,757 2,299,757 0 Transportation Benefit District - - - - Community Development Block Grant 21,251 1,843,010 1,843,010 21,251 Paths and Trails 1,360,437 169,000 200,000 1,329,437 Technology 91,136 146,716 181,000 56,852 Jail 3,303,463 3,303,463 0 Strategic Reserve 3,599,800 2,000 601,800 3,000,000 Parks Reserve 1,130,793 5,000 - 1,135,793 Total Special Revenue Funds 13,353,501 37,966,141 38,242,725 13,0769918 Debt Service 3,322,342 17,366,390 17,434,315 3,254,417 Total Debt Service Fund 3,322,342 17,366,390 17,434,315 3,254,417 Capital Project Funds Real Estate Excise Tax 2,070,443 3,670,000 3,973,018 1,767,426 Downtown Redevelopment 3,426,754 - 600,000 2,826,754 Capital Project - Municipal Facilities 289,595 1,000 - 290,595 Capital Project - Parks 1,641,591 - 190,000 1,451,591 Capital Project - Surface Water Mgt 1,869,432 447,568 2,317,000 - Captial Project - Transportation 4,199,189 12,988,000 11,176,972 6,010,217 Capital Project Reserve 367,936 - - 367,936 Performing Arts & Event Center Total Capital Project Funds 13,864,939 17,106,568 18,256,989 12,714,518 Enterprise Funds Surface Water Management 2,592,114 5,941,201 5,502,041 3,031,274 Dumas Bay Centre 1,500,000 900,871 900,872 1,500,000 Total Enterprise Funds 4,092,114 6,842,072 6,402,913 4,531,274 Internal Service Funds Risk Management 1,200,000 1,196,040 1,475,512 920,528 Information Systems 3,640,480 2,929,180 2,875,652 3,694,008 Mail and Duplication 205,164 135,947 126,892 214,219 Fleet and Equipment 7,515,027 2,846,144 3,129,104 7,232,067 Building and Furnishings 2,763,525 490,355 1,150,108 2,103,772 Health Insurance 3,367,672 5,138,041 5,427,967 3,077,746 Unemployment Insurance 258,701 5,299 10,000 254,000 Total Internal Service F.ndsl 18,950,569 1 12,741,006 1 14,195,235 1 17,496,340 Grand Total 1 $ 63,296,634 1 $ 141,485,650 1 $144,183,374 1 $ 60,598,909 am CITY OF FEDERAL WAY 202112022 BUDGET 2022 BUDGET - SUMMARY OF REVENUE AND EXPENDITURES - ALL FUNDS FUND/DEPARTMENT Beginning Fund Balance 2022 Revenues 2022 Expenditures Ending Fund Balance Ge ne ral Fund Non -Departmental $ 9,525,443 $ 41,827,135 $ 10,109,569 $ 41243,010 Council - - 530,695 (530,695) Mayor's Office - - 715,168 (715,168) Municipal Court - 222,793 1,818,905 (1,596,112) Finance - - 1,287,736 (1,287,736) City Clerk - - 560,410 (560,410) Human Resources - - 536,319 (536,319) Law - 2,500 1,750,938 (1,748,438) Community Development - 2,564,111 3,658,283 (1,094,172) Economic Development - - 284,756 (284,756) Police/Jail/911 - 2,500,586 23,241,094 (20,740,508) Parks and Recreation - 1,045,000 4,193,695 (3,148,695) Total General Fund 9,5259443 48,162,126 48,687,568 990009001 Special Revenue Funds: Street 727,231 4,549,437 4,776,669 500,000 Arterial Street 473,435 3,018,000 3,051,111 440,324 Affordable &s Support. Housing Sales/Use Tax Utility Tax 1,552,593 12,104,294 12,034,394 1,622,493 Solid Waste and Recycling 176,632 556,330 545,844 187,119 Special Studies/Contract 341,927 - - 341,927 Hotel/Motel Lodging Tax 1,335,006 155,000 155,000 1,335,006 Community Center 1,507,233 2,749,102 2,756,334 1,500,000 Traffic Safety 419,528 2,885,942 2,775,519 529,951 Utility Tax Proposition 1 1,000,000 4,170,276 4,170276 1,000,000 Performing Arts &a Event Center - 2,299,757 2,299,757 - Community Development Block Grant 21,251 758,323 758,323 21251 Paths and Trails 1,329,437 169,000 - 1,498,437 Technology 56,852 149,250 14,300 191,802 Jail - 3,319,584 3,319,584 0 Strategic Reserve 3,000,000 2,000 2,000 3,000,000 Parks Reserve 1,135,793 5,000 15,793 1,125,000 Total Special Revenue Funds 13,0769918 36,891,295 369674,902 1392939310 Debt Service 3,254,417 2,569,426 3,093,264 2,730,578 Total Debt Service Fund 3,254,417 2,569,426 39093,264 29730,578 Capital Project Funds Real Estate Excise Tax 1,767,426 3,670,000 3,437,426 2,000,000 Downtown Redevelopment 2,826,754 - 205,000 2,621,754 Capital Project - Municipal Facilities 290,595 1,000 115,000 176,595 Capital Project - Parks 1,451,591 - 375,000 1,076,591 Capital Project - Surface Water Mgt 2,060,000 1,767,000 293,000 Captial Project - Transportation 6,010,217 5,570,000 7,773,566 3,806,651 Capital Project Reserve 367,936 - - 367,936 Performing Arts &i Event Center - - - - Total Capital Project Funds 12,714,518 11,301,000 13,672,991 10,342,527 Enterprise Funds Surface Water Management 3,031,274 4,930,775 6,116,029 1,846,020 Dumas Bay Centre 1,500,000 930,211 930210 1,500,000 Total Enterprise Funds 495319274 5,860,986 7,046,239 393469020 Internal Service Funds Risk Management 920,528 1,196,040 1,486,275 630293 Information Systems 3,694,008 2,720,687 2,707,608 3,707,088 Mail and Duplication 214,219 135,947 185,007 165,159 Fleet and Equipment 7,232,067 2,300,644 1,919,901 7,612,809 Building and Furnishings 2,103,772 490,355 594,127 2,000,000 Health Insurance 3,077,746 4,966,800 5256,726 2,787,820 Unemployment Insurance 254,000 6,000 10,000 250,000 Total Internal Service Funds 17,496,340 11,816,473 12,159,644 17,153,169 Grand Total $ 6095989909 $ 116,601,305 $1219334,609 $ 5598659605 CITY OF FEDERAL WAY 202112022 BUDGET Explanation of Changes in Fund Balance (Greater than 10%) In 2014 the City of Federal Way established a formal reserve and fund balance policy with resolution #14-664 and updated with resolution 18-732 in 2018. Based on the current policy the most fund balances remain within the required amounts. Street Fund - The 31.25% decrease in fund balance from $727.23K to $500.00K is primarily due to increased labor costs due to adding 2 landscape maintenance workers, and one-time repair services needed on the Steel Lake Maintenance Facility. Traffic Safety Fund - The 26.32% increase in fund balance from $419.53K to $529.95K is primarily due to the City's attempt to bring the fund back to the reserve policy of $1.2M. Paths & Trails Fund - The 12.71 % increase in fund balance from $1.33M to $1.50M is primarily due to the City's attempt to save up for future paths & trails projects. Technology Fund - The 237.37% increase in fund balance from $56.85K to $191.80K is primarily due to collecting automation fee revenue for future replacement of IT systems. Real Estate Excise Tax Fund - The 13.16% increase in fund balance from $1.77M to $2.00M is primarily due to building the fund balance back to the reserve policy of $2.OM. Debt Service Fund - The 16.10% decrease in fund balance from $3.25M to $2.73M is primarily due to paying down debt service principal. Capital Project - Municipal Facilities CIP Fund - The 39.23% decrease in fund balance from $290.60K to $176.60K is primarily due to transferring out funds for other future capital projects. Capital Project - Parks Fund - The 25.83% decrease in fund balance from $1.45M to $1.08M is primarily due to funding of playground replacements, and major maintenance on existing parks. Capital Project -Transportation Fund -The 36.66% decrease in fund balance from $6.01M to $3.81M is primarily due to funding street and traffic related transportation capital projects. Surface Water Management Fund - The 39.10% decrease in fund balance from $3.03M to $1.85M is due to transferring out funding for surface water management capital projects. Risk Management Fund - The 31.53% decrease in fund balance from $0.92M to $0.63M is primarily due to increased costs for insurance and claims, and change in fund balance policy. The City decided to reduce the required amount now that we are fully insured. Mail and Duplication Fund - The 22.90% decrease in fund balance from $0.21M to $0.17M is due to the one- time purchase of copiers. CITY OF FEDERAL WAY 202112022 BUDGET 2021 BUDGET - SOURCES BY FUND AND CATEGORY 2021 Taxes Licenses and Permits Intergvtl Charges for Services Fines and Penalties Proprietary Fund Revenues Misc. Total Operating Revenues Other Financing Sources General $ 30,780,591 $ 3,567,560 $ 2,004,000 $ 4,221,584 $ 824,984 $ $ 817,540 $ 42,216,259 $ 7,241,211 Street 200,000 1,300,000 736,572 360216 2,596,788 2,557,825 Arterial Street 450,000 5,000 455,000 2,563,000 Utility Tax 12,092,294 12,000 12,104294 Solid Waste and Recycling 115,570 437,560 2,000 1200 556,330 Special Studies/Contract - HotellMotel Lodging Tax 150,000 5,000 155,000 Comunily Center 1,590,875 382,693 1,973,568 279,307 Traffic Safe 2,872,442 13,500 2,885,942 Real Estate Excise Tax 3,640,000 30,000 3,670,000 Utility Tax Proposition 1 3,085,312 8,000 3,093,312 976,829 Performing Arts & Event Center Operations 344,470 935,310 1,279,780 1,019,977 Comunily Development Block Grant 1,843,010 1,843,010 Paths and Trails 160,000 9,000 169,000 Technology - - 146,716 146,716 Jail - 3,303,463 Strategic Reserve 2,000 2,000 Parks Reserve 5,000 5,000 Debt Service 30,000 30,000 11,336,390 Downtown Redevelopment Capital Project -Munic' al Facilities 1,000 1,000 Capital Project - Parks Capital Project - Surface Water M 447,568 Ca tial Project - Transportation 5,450,000 4,9901000 250,000 1 10,690,000 2,298,000 Capital Project Reserve - Capital Pro' ct - Performing Arts & Event Center - - Surface Water Management 5,938201 3,000 5,941,201 Dumas Bay Centre 254 784,897 785,151 115,720 Risk Management 1,103,040 88,000 5,000 1,196,040 Information Systems 2,750,180 179,000 2,929,180 Mail and Duplication 135,947 - 135,947 - Fleet and Equipment 2,220,329 80 315 2,300,644 545,500 Building and Furnishings 489,696 659 490,355 Heath Insurance 4,727,241 400,000 10,800 5,138,041 Pnemployment Insurance 5,299 5299 Tota12021 Revenues $ 49,908,197 33,767,560 $11,171,580 $ 29,832,665 $ 3,699,426 $ 488,000 $ 3,927,429 $102,794,857 $ 38,690,790 1 CITY OF FEDERAL WAY 202112022 BUDGET 2022 BUDGET - SOURCES BY FUND AND CATEGORY 2022 Taxes Licenses and Permits Intergvtl Charges for Services Fines and Penalties Proprietary Fund Revenues Misc. Total Operating Revenues Other Financing Sources General $ 30,786,909 $ 3,600,552 $ 2,004,000 $ 4238,338 $ 824,986 $ $ 817,614 $ 42272,399 $ 5,889,726 Street 200,000 1,300,000 736,572 217,016 2,453,588 2,095,849 Arterial Street 450,000 5,000 455,000 2,563,000 Ufik Tax 12,092,294 12,000 12,104,294 Solid Waste and Recycling 115,570 437,560 2,000 1200 556,330 Special Studies/Contract HotellMotel Lodgmg Tax 150,000 5,000 155,000 CommComunq Center 1,590,875 850,000 2,440,875 308227 Traffic Safe 2,872,442 13,500 2,885,942 Real Estate Excise Tax 3,640,000 30,000 3,670,000 Utility Tax Proposition 1 3,085,312 8,000 3,093,312 1,076,964 Performing Arts & Event Center Operations 344,470 935,310 1279,780 1,019,977 Comm ' Development Block Grant 758,323 758,323 Paths and Trails 160,000 9,000 169,000 Technology 149250 149250 Jail 3,319,584 Strategic Reserve 2,000 2,000 Parks Reserve 5,000 5,000 Debt Service 30,000 30,000 2,539,426 Downtown Redevelopment Capital Project -MunicipalFacilities 1,000 1,000 Capital Project - Parks Capital Project - Surface Water Mg 500,000 500,000 1,560,000 Ca tial Project - Transportation 3,555,000 1,560,000 250,000 5,365,000 205,000 Capital Project Reserve Capital Project - Performing Arts & Event Center Surface Water Management 4,927,775 3,000 4,930,775 Dumas Bay Centre 254 834,897 835,151 95,060 Risk Management 1,103,040 88,000 5,000 1,1%,040 - Information Systems 2,691,687 - 29,000 2,720,687 Mail and Duplication 135,947 135,947 Fleet and E ' ment 2220,329 80,315 2,300,644 Buildingand Furnishings 489,696 659 490,355 Health Insurance 4,556,000 400,000 10,800 4,966,800 Pnemployment Insurance 6,000 6,000 TotA 2022 Revenues $49,914,515 r$3,800,552 $ 8,691,893 $25,181,793 $3,699,428 $ 488,000 $4,152,311 $ 95,928,492 $20,672,812 AM CITY OF FEDERAL WAY 202112022 BUDGET GENERAL AND STREET FUND CONSOLIDATED SUMMARY Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg BEGINNING FUND BALANCE $ 11,290,682 $ 11,662,052 $ 9,644,733 $ 11,604,046 $ 11,604,046 $ 10,213,168 $ 10,252,674 $ (1,390,879) -12.0% REVENUE SUMMARY Property Tax 10,799,658 10,917,428 11,077,213 11,275,838 11,275,838 11,385,965 11,357,280 110,127 1.0% Sales Tax 14,731,810 15,908,863 15,849,755 14,457,381 14,457,381 15,949,755 15,949,755 1,492,374 10.3% Criminal Justice Sales Tax 2,927,406 3,056,010 2,818,399 3,027,361 3,027,361 3,027,361 3,027,361 - 0.00/0 Other Taxes 1,100,962 1,066,377 849,336 1,007,513 1,007,513 417,510 452,513 (590,003) -58.6% Licenses and Pemnits 4,615,508 5,709,234 4,492,914 4,540,011 4,540,011 3,767,560 3,800,552 (772,451) -17.0% Intergovernmental 3,740,152 3,982,791 3,309,500 8,145,601 8,145,601 3,304,000 3,304,000 (4,841,601) -59.4% Charges for Services 4,549,623 5,414,306 4,335,266 4,730,971 4,730,971 4,958,156 4,974,910 227,184 4.8% Fines and Penalties 785,588 899,864 943,401 815,189 815,189 824,984 824,986 9,795 1.2% Miscellaneous 1,152,655 1,086,628 840,878 1,054,778 1,054,778 1,177,761 1,034,631 122,983 11.7% Other Financing Sources* 9,058,384 9,251,819 12,207,581 12,652,229 12,652,229 9,805,036 7,985,575 (2,847,193) -22.5% Total Revenues $ 53,461,746 $ 57,293,322 $ 56,724,242 $ 61,706,872 $ 61,706,872 $ 54,618,088 $ 52,711,563 $ (7,088,784) -11.5% EXPENDITURE SUMMARY City Council $ 405,140 $ 422,165 $ 446,163 $ 508,211 $ 508,211 $ 525,655 $ 530,695 $ 17,443 3.4% Mayor's Office $ 1,415,322 1,497,281 1,329,485 972,547 972,547 911,881 923,847 $ (60,666) -6.2% Municipal Court 1,686,923 1,752,439 1,767,149 1,829,149 1,829,149 1,797,146 1,818,905 $ (32,003) -1.7% Finance 962,052 1,045,012 1,088,521 1,269,595 1,269,595 1,260,163 1,287,736 $ (9,432) -0.7% City Clerk 499,915 592,263 513,984 513,984 513,984 558,912 560,410 $ 44,928 8.7% Human Resources 478,791 521,715 514,881 554,881 554,881 597,932 536,319 $ 43,051 7.8% Law -Civil 851,969 856,841 789,720 919,920 919,920 970,331 974,797 $ 50,411 5.5% Law -Criminal 717,523 750,449 764,733 765,483 765,483 774,742 776,142 $ 9,259 1.2% Community Development 2,285,955 2,546,372 2,534,077 2,773,047 2,773,047 2,752,041 2,683,103 $ (21,006) -0.8% Economic Development 279,486 340,503 415,973 495,973 495,973 366,756 284,756 $ (129,217) -26.1% Community Services 760,398 871,103 844,805 1,153,524 1,153,524 967,372 975,180 $ (186,152) -16.1% Jail Contract Costs 6,417,479 5,932,095 4,341,950 4,048,950 4,048,950 (0) 0 $ (4,048,950) -100.0% 911 Dispatch 2,724,139 2,679,436 2,748,692 2,748,692 2,748,692 2,748,692 2,748,692 $ 0.00/0 Police 17,939,354 18,546,501 18,843,813 19,413,271 19,413,271 19,994,132 20,492,402 $ 580,861 3.0% Parks, Recr & Cultural Svcs 4,036,022 4,231,231 4,076,474 4,313,304 4,313,304 4,154,492 4,193,695 $ (158,812) -3.7% Public Works 4,030,418 4,420,754 4,111,347 4,509,364 4,509,364 4,718,703 4,567,989 $ 209,339 4.6% Non -Departmental 7,599,489 10,345,167 11,736,389 16,999,097 16,307,856 11,479,633 10,109,569 $ (5,519,464) -32.5% Total Expenditures $ 53,090,376 $ 57,351,328 $ 56,868,155 $ 63,788,991 $ 63,097,750 $ 54,578,581 $ 53,464,236 $ (9,210,410) -14.4% Changes in Fund Balance $ 371,370 $ (58,006) $ (143,913) $ (2,082,119) $ (1,390,879) $ 39,507 $ (752,673) $ 2,121,626 -101.9% ENDING FUND BALANCE: $ 11,662,052 $ 11,604,046 $ 9,500,821 $ 9,521,927 $ 10,213,168 $ 10,252,674 $ 9,500,001 $ 730,747 7.7% *See pages D-2 and D-4 for detail of Other Financing Sources. :3 CITY OF FEDERAL WAY 202112022 BUDGET EXPENDITURE LINE —ITEM SUMMARY — GENERAL FUND Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $Chg %Chg Expenditures: 1XX Salaries & Wages $ 22,067,202 $ 23,371,717 $ 24,221,884 $ 25,678,568 $ 24,987,327 $ 25,757,741 $ 25,967,379 $ 79,173 0.3% 2XX Benefits 7,678,400 8,024,487 8,755,739 8,891,362 8,891,362 8,717,375 8,732,062 (173,981) -2.01/o 3XX Supplies 861,200 1,098,685 840,392 1,165,447 1,165,447 875,006 875,006 (290,441) -24.9% 4XX Services and Charges 5,530,357 5,585,733 7,360,873 10,419,152 10,419,152 5,429,660 5,081,460 (4,989,492) -47.9% 5XX Intergovernmental 10,221,577 9,850,738 8,149,125 6,364,911 6,364,911 3,901,206 3,891,205 (2,463,706) -38.7% 6XX Capital Outlay 67,999 22,544 520,965 520,965 (520,965) -100.0% 9XX Internal Services 5,148,235 5,493,599 5,844292 6,080,261 6,080,261 6,259,791 6,201,298 179,530 3.0% OXX Other Financing Use 1,515,406 3,903,824 1,695,849 4,668,324 4,668,324 3,637,802 2,715,826 (1,030,522) -22.1% Total Egvnilitures: $ 53,090,376 1 $ 57,351,328 $ 56,868,155 $ 63,788,991 $ 63,097,750 1 $ 54,578,581 $ 53,464,236 1 $ (9,210,410) -14.4% 1. Salaries & Wages increase is primarily due to the addition of 3 COPS grant Police Officers, Economic Development position, and Inclusion & Diversity position. 2. Benefits decrease is primarily due to changes of employees in positions with lowerbenefit costs, and a Facility Maintenance Worker being moved to the 505 Building & Furnishings Fund. 3. Supplies decrease is primarily due to one-time Covid-19 supplies. 4. Services and Charges decrease is primarily due to the elimination of one-time Covid-19 services and one-time grants given to businesses dor support during Covid-19. 5. Intergovernmental decrease is primarily due to moving jail budget to a new fund. 6. Capital Outlay decrease is primarily due to one-time Covid-19 equipment purchases. 7. Internal Services increase is primarily due to increased IT services for cybersecurity, and addition of administrative assistant position. 8. Other Financing Use decrease is primarily due to the elimination of one-time transfers to Federal Way Community Center, Performing Arts & Event Center, Dumas Bay Centre, and Traffic Safety Funds for support during Covid-19 closures. General and Street Fund 2021 Revenues $54.62M Mist Fines 12% 2 %_ Charges for Services _ 9% Licenses a Permits 7% -Other Financing Sources 18% Taxes 56% General and Street Fund 2021 Expenditures $54.58M Public Works City Council Non- 8.65% 10.96% Departmental - 21.03% i Parks, Recr & Cultural Svcs 7.61% Police/Jail/Di tch 41.67% Mayor's Office 1.67% Municipal Court 3.29% Finance City Clerk 1.02% �HUman Resources �LdW 0.87% 3.20% V7 \ Community I \\\`Development 5.04% Community Economic Services Development 1.77% 0.67% CITY OF FEDERAL WAY 202112022 BUDGET CITY-WIDE POSITION INVENTORY De artment / Division;;] 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Adjusted Projected Subtotal City Council 4.20 4.20 4.20 4.20 4.20 4.20 -Adopted 4.20 Mayor's 011ice Administration 5.34 5.34 5.34 5.34 5.34 5.34 5.34 Economic Development 1.00 1.00 1.00 1.00 1.00 2.00 1.00 Emergency Management 1.001 1.00 1.00 1.00 1.00 1.00 1.00 Human Resources 3.50 3.50 3.50 3.50 3.50 4.00 3.50 City Clerk 2.50 2.50 2.50 2.50 2.50 2.50 2.50 Subtotal Mayor's Office 13.34 13.34 13.34 13.34 13.34 14.84 13.34 Subtotal Information Technology 7.00 7.00 7.00 8.00 8.00 9.00 8.00 Munici al Court Court Operations 13.00 13.00 13.00 13.00 13.00 13.00 13.00 Probation Services 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Subtotal Municipal Court 16.00 16.00 16.00 16.00 16.00 16.00 16.00 Subtotal Finance 8.00 8.00 8.00 10.00 10.00 10.00 10.00 Law Civil Legal Services 4.80 4.80 4.80 4.80 4.80 4.80 4.80 Criminal Prosecution Services 7.70 7.70 8.20 7.70 7.70 7.70 7.70 Subtotal Law 12.50 12.50 13.00 12.50 12.50 12.50 12.50 Community Development Administration 3.90 3.58 3.90 4.58 4.58 4.58 4.58 Planning 6.00 6.80 6.80 6.80 6.80 5.80 5.80 Building 11.00 11.00 13.00 11.00 11.00 11.73 11.73 Community Services 3.80 3.80 3.80 3.80 3.80 3.07 3.07 Subtotal Community Development 24.70 25.18 27.50 26.18 26.18 25.18 25.18 Police Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Support Services 55.00 58.00 58.00 62.00 62.00 76.00 76.00 Field Operations 103.00 103.00 103.00 103.00 103.00 92.00 92.00 Subtotal Police 160.00 163.00 163.00 167.00 167.00 170.00 170.00 Park, Recreation & Cultural Services Administration 1.80 1.80 1.80 1.80 1.80 1.80 1.80 General Recreation 5.83 5.83 5.83 5.83 6.83 6.83 6.83 Community Center 11.33 11.33 11.33 11.33 11.33 11.33 11.33 Dumas Bay Centre 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Park Maintenance 16.00 15.50 15.50 16.25 16.25 17.00 17.00 Performing Arts & Event Center 8.00 1.00 1.00 1.00 - - - Subtotal Park, Recreation & Cultural Services 45.96 38.46 38.46 39.21 39.21 1 39.96 39.96 Public Works Administration 2.75 1.61 1.61 1.61 1.61 1.61 1.61 Development Services 2.20 1.85 1.85 2.85 2.85 2.85 2.85 Traffic Services 5.35 5.28 5.28 5.28 5.28 5.28 5.28 Street Services 11.60 19.10 16.60 22.00 22.00 22.00 22.00 Solid Waste/Recycling 2.20 2.41 2.41 2.41 2.41 2.41 2.41 Surface Water Management 20.40 20.75 20.75 20.85 20.85 24.85 24.85 Fleet & Equipment 0.50 1.00 1.00 1.00 1.00 1.00 1.00 Subtotal Public Works 45.00 52.00 49.50 56.00 56.00 60.00 60.00 Total Ongoing City Staffing 336.70 339.68 340.00 352.43 352.43 361.68 359.18 i CITY OF FEDERAL WAY 202112022 BUDGET UTILITY TAX AND REAL ESTATE EXCISE TAX ALLOCATION 2021 Utility Tax All (103 & 114' Propositio n1 34% Dumas Bay Centre 1% / CommunitJ y Center 2% Arterial Street 13% GF Oper 0 50% Utility Tax Allocation 2021 2022 Adopted Revenue $ 15,197,606 $ 15,197,606 Other Financing Sources 976,829 1,076,964 Uses GF Baseline Operations 5,883,314 5,734,559 Arterial Street Overlay Fund 1,500,000 1,500,000 Community Center (FWCC) Oper. 279,307 308,227 Jail Oper. 3,303,463 3,319,584 Dumas Bay Centre (DBC) Oper. 115,720 95,060 Subtotal Other Financing Uses 11,081,804 10,957,430 Proposition 1 Muncip al Court 190,102 194,159 Parks 104,802 104,802 Mayor's 651,076 651,076 Law 267,895 278,996 Police 2,779,468 2,832,128 Community Development 103,811 109,114 Subtotal Proposition 1 Expenditures 4,097,154 4,170,276 Total Uses & Expenditures $ 15,178,958 $ 15,127,706 Adopted Change in Fund Balance $ 18,648 $ 69,900 2021 Real Estate Excise Tax Allocation (113) Transp. CI P 9 °% Arter i a I St. Overl. 25% *Utility tax allocation includes Utility tax fund and Proposition 1 fund. SCORE Dbt.—/ 13% Community Center Debt 21% Ta rget Prop. Dbt. 18% PAEC Dbt. 14% REET Allocation 2021 2022 Adopted Revenue Uses Community Center Debt Target Property Debt PAEC Debt SCORE Debt $ 3,670,000 $ 3,670,000 817,123 820,123 714,778 524,686 552,955 553,955 525,162 525,662 Arterial Street Overlay 1,013,000 1,013,000 Transportation CIP 350,000 - Total Uses $ 3,973,018 $ 3,437,426 Adopted Change in Fund Balance $ (303,018) $ 232,574 B-11 CITY OF FEDERAL WAY 202112022 BUDGET PROPERTY TAX LEVY AND DEMOGRAPHIC INFORMATION (6-YEAR HISTORY) 16.50 14.50 12.50 10.50 8.50 6.50 4.50 2.50 0.50 $16.14 $15.75 $14.20 $14.55 _ $13.94 ■ City of Federal Way ■ Port of Seattle - ■ Sound Transit ■ Flood Zone ■ Emergency Medical Svcs O Library ■ South King Fire and Rescue (FD #39) 0 Washington State u King County 0 Federal Way School District 2019 $13.94 2014 2015 2016 2017 2018 (1.50) Property Tax Levy 2014 2015 2016 2017 2018 2019 Change from 2018 $ % City of Federal Way Federal Way School District $ 1.40 7.28 $ 1.25 6.42 $ 1.19 6.75 $ 1.13 6.32 $ 1.06 5.77 $ 0.97 3.63 $ (0.09) (2.14) -8.5% -37.1% King County 1.52 1.35 1.48 1.39 1.33 1.22 (0.11) -8.3% Washington State 2.47 2.29 2.17 2.03 2.92 2.63 (0.29) -9.9% Port of Seattle South King Fire and Rescue (FD #39) 0.22 1.81 0.19 1.77 0.17 1.91 0.15 1.83 0.14 1.73 0.12 1.77 (0.02) 0.04 -14.3% 2.3% Library 0.56 0.50 0.48 0.45 0.41 0.37 (0.04) -9.8% Emergency Medical Svcs 0.34 0.30 0.28 0.26 0.24 0.22 (0.02) -8.3% Flood Zone 0.15 0.14 0.13 0.12 0.11 0.10 (0.01) -9.1% Sound Transit Total Levy Rate - - - 0.25 0.23 0.21 (0.02) -8.7% $ 15.75 $ 14.20 $ 14.55 1 $ 13.93 $ 13.94 r $ 11.24 1 $ (2.68) $ (0.19) Federal Way % to Total Levy 1 8.87% 8.79% 8.14% 8.11% 7.60 % 8.63% 3.36 % N/A Demographic Information 2014 2015 2016 2017 2018 2019 Change from 2018 $ % Assessed Valuation (in 000's) $ 8,375,702 $ 8,905,294 $ 9,489,437 $ 10,298,806 $ 11,393,138 $ 12,075,445 682,307 6.0% Median Residence Homeowner Value 196,000 236,000 252,000 270,000 301,000 340,000 39,000 13.0% City Tax on an Average Home 245 280 285 286 319 330 11 3.4% Commercial Bldg Permit Value ($000) 35,923 73,654 18,547 26,817 54,027 157,502 103,475 191.5% Residential Bldg Permit Value ($000) 30,923 20,341 19,804 24,455 29,612 27,267 (2,345) -7.9% Retail Sales ($000) 1,442,504 1,575,671 1,685,330 1,682,600 1,745,682 1,885,160 139,478 8.0% Real Estate Sales ($000) 418,054 599,779 1,061,942 819,316 843,298 1,043,531 200,233 23.7% Land Area, Sq. Miles 23 23 23 23 23 23 - 0.0% Population 90,147 90,764 93,670 96,350 96,690 97,840 1,150 1.2% Employment 44,791 45,548 47,121 48,470 47,290 49,145 1 1,855 3.9% Business License 1 2,424 2,874 3,990 4,950 5,198 8,195 2,998 57.7% School Enrollment 21,772 21,979 21,673 22,522 22,309 23,318 1,009 4.5% CPI-W/Seattle, Midyear 2.2% 0.5% 2.3% 3.2% 3.4% 2.3% (0) -32.4% IPDQmplicit Price Deflator 1.6% 0.3% 1.0% 1.6% 2.2% 1.4% (0) -35.5% B-12 CITY OF FEDERAL WAY 202112022 BUDGET TAXES, FEES AND PER CAPITA REVENUE COMPARSION (For Selected Cities) Jurisdiction Business license Registration 2019 Population Admissions Tax 2019 Property Tax Regular Levy 2019 Per Capita Property Tax Per Capita 2019 General Fund Tax Auburn $50 - $100 81,720 5.0% $1.92 $270 $702 Bellevue $95 + B&0 145,300 3.0% 0.92 408 1,364 Burien $754150 + B&0 52,000 5.0% 1.09 154 444 Des Moines $754750 + B&0 31,580 -- 1.18 162 485 Federal Way $50 - $9,500 97,840 5.0% 0.97 114 421 Kent $50-$714 + B&0 129,800 5.0% 1.49 237 821 Kirkland $100+$100/perFTE 88,940 5.0% 1.05 351 693 Redmond $109/perFTE 65,860 5.0% 1.14 406 776 Renton $150 + $.0352 X hours worked in year or B&0 104,700 5.0% 1.12 207 801 SeaTac $50 - $9,500 29,180 20,930 -- 2.57 585 1,017 Tukwila $.034896 X hours worked in year 5.0% 2.82 881 1,800 Average 77,077 $1.48 $343 $848 B-13 CITY OF FEDERAL WAY 202112022 BUDGET 2019 PER CAPITA GENERAL FUND TAX REVENUES FOR KING COUNTY CITIES City Population Per Capita Rank Tukwila 20,930 1,800 1 Seattle 747,300 1,704 2 Bellevue 145,300 1,364 3 Hunts Point 420 1,223 4 SeaTac 29,180 1,017 5 North Bend 6,965 1,008 6 Woodinville 12,410 1,007 7 Algona 3,190 878 8 Snoqualmie 13,670 863 9 Kent 129,800 821 10 Renton 104,700 801 11 Issaquah 37,590 800 12 YarrowPoint 1,040 780 13 Redmond 65,860 776 14 Bothell 46,750 702 15 Auburn 81,720 702 16 Kirkland 88,940 693 17 Mercer Island 24,470 684 18 Enumclaw 12,200 676 19 Beaux Arts 300 658 20 Shoreline 56,370 640 21 Normandy Park 6,610 622 22 Black Diamond 4,525 602 23 Clyde Hill 3,055 582 24 Pacific 6,910 553 25 Duvall 7,8401 550 26 Covington 20,280 532 27 Carnation 2,220 528 28 Des Moines 31,580 485 29 Lake Forest Park 13,250 474 30 Kenmore 23,320 468 31 Sammamish 64,410 461 32 Burien 52,000 444 33 Federal Way 97,840 ff 421 34 Newcastle 12,450 419 35 Maple Valley 26,180 409 36 Average: 55,599 $ 754 36 $150 Tukwila Seattle Bellevue Hunts Point SeaTac North Bend Woodinville Algona Snoquahie Kent Renton Issaquah Yarrow Point Redmond Bothell Auburn Kirkland Mercer Island Enumclaw Beaux Arts Shoreline Normandy Park Black Diamond Clyde Hill Pacific Duvall Covington Carnation Des Moines Lake Forest Park Kenmore Sammamish Burien Federal Way Newcastle Maple Valley 2019 Per Capita General Fund $350 $550 $750 $950 $1,150 Taxes $1,350 $1,550 $1,750 Cities County of 36 King 34th Source: Local Government Financial Reporting System data from the State Auditor's Office and Office of Financial Management. Taxes include Property Tax, Sales Tax, Criminal Justice Sales Tax, Utility Taxreported in the General Fund, and excludes Fire/Library. CITY OF FEDERAL WAY 202112022 BUDGET ENDING FUND BALANCE Composition of Adopted 2021 Ending Fund Balance ($in millions) Strategic/Insura Debt Service\ 3.25 5% Repl. Reserves/Sp I Proj. 13.59 22% ital Projects 12.56 21% nce Reserves 7.25 L4%o 12% d Fund wives 53 i% for ms Fund Balance 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 2021 Adopted Adopted Adjusted Projected vs Reserve Policy General Fund Operating Cash Flow Reserve $11,144,459 $11,093,337 $ 9,0009227 $ 9,021,927 $ 99713,168 $ 99525,443 $ 990009001 $ 9,000,000 $ 1 Reserved for Operations Street Fund- Snow& Ice Removal 517,592 510,709 500,594 500,000 500,000 727,231 500,000 500,000 (0) Utility Tax 1,600,471 1,569,984 1,500,000 1 1,506,932 1,506,932 1,552,593 1,622,493 1,500,000 122,493 Affordable & Supp House Sales & Use Tax - - - - - - - - SobdWaste 154,581 194,472 17,731 166,146 166,146 176,632 187,119 - 187,119 Hotel/Motel Lodging Tax 1,177,880 1,329,006 1,140,846 1,335,006 1,335,006 1,335,006 1,335,006 200,000 1,135,006 Community Center 1,566,460 1,208,267 1,500,651 1,500,000 1,500,000 1,507,233 1,500,000 1,500,000 0 Traffic Safety 1,909,111 1,389,468 1,200,775 270,442 270,442 419,528 529,951 1,200,000 (670,049) Real Estate Excise Tax 3,303,937 3,219,083 2,325,683 2,070,443 2,070,443 1,767,426 2,000,000 2,000,000 Utility Tax Proposition 1 1,002,101 1,144,643 1,000,001 1,027,013 1,027,013 1,000,000 1,000,000 1,000,000 0 Performing Arts & Event Center Operations (447,382) (110,546) (0) (0) (0) (0) (0) - (0) CDBG Grant 37,544 35,284 0 21,251 21,251 21,251 21,251 21,251 Paths & Trails 962,997 1,191,436 1,268,546 1,360,437 1 1,360,437 1,329,437 1,498,437 1,498,437 Information Technology - 3,013 40,000 91,136 91,136 56,852 191,802 191,802 Jail - - - - - 0 0 0 Dumas Bay Centre 1,585,695 1,601,056 1,705,557 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 0 Surface Water Management 2,373,543 3,009,977 1,046,732 2,592,114 2,592,114 3,031,274 1,846,020 690,000 1,156,020 Capital Projects/Reserves - Overlay 94,682 621,583 165,872 502,618 502,618 473,435 440,324 100,000 340,324 Capital Projects 7,796,488 11,368,585 5,294,963 11,426,561 11,426,561 10,579,157 7,974,592 - 7,974,592 Parks Reserve 1,265,796 1,080,794 1,263,635 1,130,793 1,130,793 1,135,793 1,125,000 1,125,000 0 Capital Project Reserve 360,520 367,936 355,610 367,936 367,936 367,936 367,936 - 367,936 Replacement Reserves Information Technology Equipment 3,753,608 3,718,972 3,603,302 3,640,480 3,640,480 3,694,008 3,707,088 3,707,088 Special Projects - Govt. Access Channel 686,209 748,927 120,729 341,927 341,927 341,927 341,927 341,927 Copier Equipment 199,068 217,369 150,783 205,164 205,164 214,219 165,159 165,159 Fleet & Equipment 7,628,193 7,808,824 9,417,920 7,515,027 7,515,027 7,232,067 7,612,809 7,612,809 Building & Furnishings 3,019,790 2,973,258 2,511,731 2,763,525 2,763,525 2,103,772 2,000,000 2,000,000 - Debt Service Debt Service 2,956,848 3,933,731 1,539,985 3,322,342 3,322,342 3,254,417 2,730,578 2,500,000 230,578 Strategic/Insurance Reserves Self Insurance Reserve (Risk/Health/Unemp) 4,814,825 5,433,828 1,776,505 4,826,373 4,826,373 4,252,274 3,668,113 - 3,668,113 Strategic Reserve 2,656,969 3,573,800 872,979 3,599,800 3,599,800 3,000,000 3,000,000 3,000,000 - Total Reserved Fund Balance $ 62,121,982 $ 69,236,797 $ 49,321,357 $ 62,605,393 $ 63,296,634 $ 60,598,909 $ 55,865,605 $ 27,815,000 28,050,605 Total Ending Fund Balance $ 62,121,982 $ 69,236,797 $ 49,321,357 $ 62,605,393 $ 63,296,634 $ 60,598,909 $ 55,865,605 $ 27,815,000 28,050,605 B-15 CITY OF FEDERAL WAY 202112022 BUDGET SUMMARY OF DEBT SERVICE OBLIGATIONS Under RCW 39.36.020(2), the public may vote to approve bond issues for general government in an amount not to exceed 2.5% of the value of all taxable property within the City. Within the 2.5% limit, the City Council may approve bond issues not to exceed 1.5% of the City's assessed valuation. Prior to the passage of new legislation in 1994, the statutory limit on councilmanic (non -voted) debt for general government purposes was 0.75% of assessed valuation. Another 0.75% of councilmanic debt was available only for lease - purchase contracts (RCW 35.43.200). Now, these two components have been combined and can be used for any municipal purpose, including using the entire 1.5% for bonds. Therefore the City's remaining debt capacity without voter approval is $150M and an additional $120M can be accessed with voter approval. The voter approved capacity is generally referred to as unlimited tax general obligation debt, which requires 60% voter approval and the election must have a voter turnout of at least 40% of those who voted in the last State general election. With this vote, the voter approves additional property tax be levied above and beyond the constitutional and statutory caps on property tax. In addition to these general purpose debt capacity, RCW 39.36.030(4) also allow voter to approve park facilities and utility bond issues, each limited to 2.5% of the City's assessed valuation. Therefore legally the City can issue up to a total of 7.5% of the City's assessed valuation in bonds for $868 million. Table 1 shows the debt capacity for the City of Federal Way at December 31st 2019. Table 1: COMPUTATION OF LIMITATION OF INDEBTEDNESS December 31, 2019 General Purposes Excess Levy Excess Levy Total Limited (Unlimited) Open Space Utility Debt DESCRIPTION Councilmanic Excess Levy and Park Purposes Capacity AV- $ 11,972,409,244 (A) 1.50% $ 179,586,139 $ (179,586,139) 2.50% 299,310,231 299,310,231 299,310,231 $897,930,693 Add: Cash on hand for debt redemption (B) 3,698,800 - - - 3,698,800 Less: Bonds outstanding (33,525,553) - - - (33,525,553) REMAINING DEBTCAPACITY $ 149,759,386 $ 119,724,092 $ 299,310,231 $ 2999310,231 $868,103,940 Total Remaining GENERAL CAPACITY $ 2699483,478 (A) Final 2019 Taxable Assessed Valuation (B) Reflects debt service fund balance as of 12/31/2019. Table 2 summarizes the City's general obligation debts outstanding at December 31st 2019. Real Estate Excise Tax and Utility Tax are the two primary sources to meet the City's general obligation debt services. The City has the ability to service its debt, and the City does not issue new debt until an additional source of revenue is identified. The South Correctional Entity (SCORE) consolidated correctional facility was established February 25, 2009, when an Interlocal Agreement (the "Original Interlocal Agreement") was entered into by seven participating municipal governments, the "Member Cities" of Auburn, Burien, Des Moines, Federal Way, Renton, SeaTac and Tukwila, under the authority of the "Interlocal Cooperation Act" (RCW 39.34). Financing for the acquisition, construction, equipping, and improvement of the SCORE Facility will be provided by bonds issued by the South Correctional Entity Facility Public Development Authority (the "SCORE PDA"), a public development authority chartered by the City of Renton pursuant to RCW 35.21.730 through 35.21.755 and secured by the full faith and credit of the Cities of Auburn, Burien, Federal Way, Renton, SeaTac, and Tukwila (the "Owner Cities"). The total bond in 2009 was $86.325 million the City of Federal Way's portion at that time was $15.522 million. • CITY OF FEDERAL WAY 202112022 BUDGET The City Council decided to withdraw from the SCORE interlocal agreement on September 4th, 2018 effective on the year following the date of notice. At the April 16, 2019 council meeting the City Council decided to bond the City portion of the SCORE debt separately from the SCORE entity. On December 11, 2019, the City issued a $10,945,000 of general obligation bond and used the proceeds to pay off the outstanding 2009 SCORE bond of $12,891,600. In February 2017 Moody's Investors Service upgraded from Aa3 to Aa2 rating for the City's 2013 Limited Tax General Obligation Refunding Bonds. Moody's Aa2 rating of the City's General Obligation Bonds signifies to the bondholders that issuer's capacity to meet its debt service requirement on the debt is very good and the bondholder will be assuming very low credit risk. Table 2: SUMMARY OF OUTSTANDING LOANS/BONDS Description Purpose Date of Issue Final Maturity Interest Rates (%) Amount Issued Bond Rating @ issuance 12/31/20 Balance Principal Payment 2021 2022 G.O. Bonds Refund Community Center 2013 12/01/13 12/l/2033 2.67 12,415,000 Aa3 8,850,000 8,850,000 G.O. BAN Target 2017 11/17/17 11/27/2037 2.17 6,000,000 na 5,416,372 5,416,372 - G.O. Bonds SCORE 12/11/19 12/l/2038 2.75-5.00 10,945,000 A1/AA 10,565,000 390,000 410,000 G.O. Bonds PAEC 12/11/19 12/l/2029 1.95-2.65 4,840,000 Aa2 4,410,000 450,000 460,000 G.O. Bonds New2021 Bond (Est.) 01/01/21 na na 14,266,372 na - 949,716 974,716 HUD Loan Section 108 HUD Loan 03/28/19 8/1/2035 2.54-3.49 2,712,000 na 2,394,000 159,000 159,000 $ 51,178,372 $ 31,635,372 $ 16,215,088 $ 2,003,716 *The New 2021 bond of $14,266,372 is due to refunding of Community Center 2013 bond of $8,850,000 and Target 2017 bond of $5,416,372. Public Works Trust Fund Loan: The PWTF is a revolving loan account managed by the State to provide below market rate financing for health and safety related public works improvement projects through a competitive application process. These loans are the obligation of the Surface Water Utility and backed by the rates collected from users thus not considered as the City's general obligation debts nor are they subject to the limitation of indebtedness calculation. Table 3 shows debt service to maturity for all obligations by type of obligation, including the Public Works Trust Fund Loans. This was paid off in 2019. Table 3: PROJECTED DEBT SERVICE REQUIRFNIENTS TO MATURITY G. O. Bonds Public Works Trust Fund Total Year Principal Interest Principal Interest Principal Interest 2020 1,890,181 1,058,965 1,890,181 1,058,965 2021 16,215,088 1,019,543 16,215,088 1,019,543 2022 2,003,716 952,173 2,003,716 952,173 2023 1,654,000 792,368 1,654,000 792,368 2024 1,704,000 742,458 1,704,000 742,458 2025 1,754,000 1 690,541 1,754,000 690,541 2026 1,804,000 635,542 1,804,000 635,542 2027 1,860,000 577,995 1,860,000 577,995 2028 1,920,000 514,653 1,920,000 514,653 2029 1,980,000 448,377 1,980,000 448,377 2030 1,500,000 379,154 1,500,000 379,154 2031 1,550,000 327,828 1,550,000 327,828 2032 1,595,000 273,902 1,595,000 273,902 2033 1,655,000 217,526 1,655,000 217,526 2034 855,000 158,497 855,000 158,497 2035 880,000 125,201 880,000 125,201 2036 755,000 83,625 755,000 83,625 2037 790,000 45,875 790,000 45,875 2038 810,000 23,250 810,000 23,250 Total $ 43,174,985 $ 9,067,471 $ $ $ 43,174,985 1 $ 9,067,471 2021/2022 Bonded Items Fund Department 2021Amount 2022Amount Disaster Recover Backup Data Storage 502IT Fund Information Technology $ 150,000 $ - ITSecurity Contracted Services & Managed Detection & Rsponse 502IT Fund Information Technology $ 25,000 $ 25,000 Steel Lake Maintenance Facility 101Street Fund Public Works $ 143,200 $ - Joint Operations and Maintenance Facility 306Transp. CIP Fund Public Works $ 250,000 $ 250,000 Water Heater Array 111 FWCC Fund Parks $ 32,693 $ - HVAC mini -split units and windows in Heron, Osprey, & Eagleview Rooms 402 DBC Fund IParks $ 19,900 $ 69,900 Total $ 620,793 $ 344,900 B-17 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK MEW EXECUTIVE SUMMARY LONG RANGE FINANCIAL PLAN 2020 Projected Revenues $121.99M Property Taxes Other Financing y% Sources 19% Sales Tax Miscellaneous 12% 2% �G Sales Tax Fines 2% 3% Utility Tax 12% Chargesfor Services REET 20% 3% Other Taxes Intgvtl Licenses and Permits 1% 13% 4% All Funds 2021 Revenues $141.49M Other Financing Sources, 38.69, 27% Property Taxes , 11.39, 8% Other , 11.88, 8% Sales Tax, 15.95, 11% Utility Tax, 15.18, Chargesfor 11% Services, 29.83, 21% REET , 3.64, 3% I ntgvtl , 11.17, 8% Other Taxes, 3.75, 3% The City's fiscal policy requires the City to prepare long range projections (LRP) for six years beyond current budget period. The projection extends current operations to the future to see if the services are sustainable and the magnitude of, if any, future financing gaps. This glimpse into the future allows the City to proactively plan and implement corrective measures over time to avoid sudden drastic changes in service levels or in revenue/tax policies. In addition, the City's fiscal policy requires the city to balance its on -going services with on -going revenues. The City utilizes a five-year trend to project for future sources/uses; however the City also takes into consideration the current economic climate to adjust these trends accordingly. The following sections will provide an overview of the government -operating environment, highlights of significant changes in the 2021/22 budget conditions, and the assumptions used in developing this budget and future projections. According to Washington Economic and Revenue Forecast Council's Economic Update of August 17th, 2020, economic data general continued to improve, but most indicators remain below their year-ago values. However, U.S. employment is still 12.9 million jobs below its pre -pandemic level in February. Second quarter GDP declined sharply (-32.9% at an annual rate), although not quite as severely as expected in the June forecast (-35.8% at an annual rate). Consumer confidence also fell in July. Even though things are getting better, we are still far below where we were this same time last year. The food index increased 1.8 percent in 2019, a slightly larger increase than the 2018 rise of 1.6 percent. The index for food at home rose 0.7 percent in 2019, continuing a trend of modest increases; it rose 0.6 percent in 2018 and 0.9 percent in 2017. Five of the six major grocery store food group indexes increased in 2019. The index for dairy and related products rose 2.4 percent after falling 0.1 percent in 2018. Similarly, the index for meats, poultry, fish, and eggs rose 2.3 percent in 2019 after falling in 2018. The index for nonalcoholic beverages increased 1.0 percent in 2019 after a 1.4 percent increase in 2018. The indexes for cereals and bakery products and for other food at home both rose 0.3 percent in 2019. The index for fruits and vegetables declined in 2019, falling 1.3 percent after rising in 2018 and 2017. The indexes for fresh fruits and for fresh vegetables both declined over the year. The index for food away from home rose 3.1 percent in 2019. This was larger than the 2.8 percent increase in 2018 and the largest December -to -December rise since 2008. The energy index rose 3.4 percent in 2019 after falling slightly in 2018. The gasoline index rose 7.9 percent over the year after falling 2.1 percent in 2018. The index for fuel oil rose 4.6 percent in 2019. These increases more than offset declines in the other major energy component indexes. The index for natural gas fell 3.5 percent in 2019 after CITY OF FEDERAL WAY 202112022 BUDGET rising in each of the prior 3 years. The electricity index declined 0.4 percent under the prior year, its first decline since 2015. The medical care index rose 4.6 percent in 2019, well above its 2.0 percent rise in 2018 and the largest December -to -December advance since 2007. The index for prescription drugs rose 3.0 percent after falling 0.6 percent in 2018. The Seattle -Tacoma -Bellevue, WA's CPI for Urban Wage Earners and Clerical Workers (CPI-W) increased 2.8% in December 2019 compared to increase of 2.7% in 2018. The national CPI-W increased 2.6% for 2019. The Seattle -Tacoma -Bellevue, WA annual unemployment rate for 2019 was 3.6% compared to 3.9% in 2018. The last time Seattle -Tacoma -Bellevue annual unemployment rate was below 4.0% was 2007 which was at 3.7% just before the "mortgage market" crash in 2008. On March 9, 2020 Mayor Ferrell issued a Proclamation of Emergency in order to prevent the spread of coronavirus disease (COVID-19). Then, on March 23, 2020, Governor Jay Inslee issued a statewide two week stay at home order and closed all businesses except essential services. On April 3, 2020 the stay at home order was extended through May 4th. This coronavirus shock could be more severe than the Great Financial Crisis of 2007-08, as it will hit households, businesses, financial institutions, and markets all at the same time locally, nationally and globally. In this historical widespread pandemic, the city is carefully considering all the options to adjust its budget as sales tax revenue and economic activity decline. Staff will closely monitor and assess economic impacts experienced at the federal, state and local level to anticipate any negative impact on critical City resources. Out of the City's $54.6M General & Street Fund 2021 operating budget, taxes accounts for 56% of the revenues. Net overall tax revenues have increased up over the last several years, due to new utility tax on water and sewer, and solid waste & recycling. Considering all these factors, we approach 2021/22 revenue projection with caution. The City is proceeding with caution, so that it is not overly susceptible to any local economy slump. Assumptions and factors impacting major city revenues are discussed below. Staff will closely monitor and assess economic impacts experienced around our state and within our local economy to anticipate any negative impact on critical city revenues. Operating revenues and expenditures projection is an integral part of planning the City's future financial strategy. Revenues are projected conservatively using a five year trend and adjusted accordingly for current economic condition, recent activity and anticipated activity. The City's three major tax revenues are projected to increase minimally and in some cases decrease as compared to the 2020 projected amount: property tax is projected to increase by 1% in 2021 and primarily stay static in 2022; sales tax activity is projected to increase by 10.3% back to 2020 adopted levels in 2021 and increase again in 2022/23 due to Sound Transit construction; utility tax is projected to increase by 6.2% in 2021 due to new water/sewer utility tax and 10% increase in solid waste utility tax and stay static in 2022. Expenditures projections are based on prior year spending with adjustments for projected items such as increase/decrease in contract costs and salary/benefits. Overall City operating revenues, including other financing sources and intergovernmental grants, are projected at $141.49M for 2021 and $116.60M for 2022. Overall operating expenditures, including normal debt services and capital, but excluding other financing uses or transfers total of $120.OM and $100.7M for 2021 and 2022, respectively. Compared to 2021, this is a $15.1 M increase from 2020 projected estimate. The net increase is mainly due to the payoff of Federal Way Community Center and Target Property bonds due to refunding of these bonds in 2021. 1 EXECUTIVE SUMMARY 2020 Projected Revenues $61.71M Other Financing Sources 21% �. Misc F Ch S I ntgvtl 13% !nses nd mits 7% Taxes 48% General and Street Fund 2021 Revenues $54.62M Misc Chaff Sei Intgv 6% Licenses a Permits 7% Other Financing aurces 18% Taxes 56% Of all the funds, the General and Street Funds are the two funds accounting for general city services that are primarily supported by taxes. Taxes are by far the most significant source, accounts for 56% of the General & Street Fund operating revenues. The major revenue sources that account for taxes are Property Tax, Sales Tax, and Criminal Justice Sales Tax. Economic development continues to be a priority of the City, and therefore we have seen a modest increase in some our projected taxes from 2020 to 2021. Tax revenues provide approximately 56% of the City's General/Street Fund operating revenues. They include Sales Tax at 29%, Property Tax at 21%, Criminal Justice Sales Tax at 5%, and other Taxes of 1%. SALES TAX (RCW 82.14) The City of Federal Way has a local sales and use tax rate of up to 1% to fund general government programs. Of this total 15% is provided to King County per state law. Currently the City imposes both the basic 0.5% and the optional 0.5% sales and use tax. This tax is imposed on personal and business purchases of tangible property. The retails sales tax is also assessed on some services such as repairs and construction. Revenues are accounted for in the General Fund. Sales tax is the largest single revenue source for the City of Federal Way representing 27% of General Fund revenue and Street Fund Revenue. It is anticipated to generate $15.8M in 2020 and is projected to grow 0.6% in 2021 and remain static in 2022, then grow 1.0% per year in 2023 to 2026, due to Sound Transit construction increase. Year Sales Tax Chg Over Prior Year $ 2015 Actual $ 13,297,086 $ 1,123,798 9.2% 2016 Actual $ 14,222,497 $ 925,411 7.0% 2017 Actual $ 14,199,460 $ (23,037) -0.2% 2018 Actual $ 14,731,810 $ 532,350 3.7% 2019Actual $ 15,908,863 $ 1,177,054 8.0% 2020 Adopted $ 15,849,755 $ (59,108) -0.4% 2021 Adopted $ 15,949,755 $ 100,000 0.6% 2022 Adopted $ 15,949,755 $ - 0.0 % 2023 Est $ 16,109,253 $ 159,498 1.0% 2024 Est $ 16,270,345 $ 16,433,049 $ 161,093 $ 162,703 1.0% 1.0% 2025 Est 2026 Est $ 16,597,379 $ 164,330 1.0% $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 Past & Projected Sales Tax ro ro ro ro ro w� w� �� W� W� W� 4 7 c) B-21 CITY OF FEDERAL WAY 202112022 BUDGET Criminal Justice Sales Tax (RCW 82.14.340) Criminal Justice Sales Tax is a local option sales tax of 0.10 percent that is collected in addition to retail sales tax and use taxes by the Department of Revenue. Ten percent of the money is distributed to the county in which the tax was collected. The remainder of the moneys (ninety percent) is then distributed to the county (for unincorporated areas) and cities within the county based on population as last determined by the Office of Financial Management. Because it employs a more diverse tax base and different distribution formula than regular sales taxes, this source is projected to stay the same from 2021 to 2022 by, and increase 1.0% per year in 2023 to 2026. Year Criminal Justice Sales Tax Chg Over Prior Year $ % 2015 Actual $ 2,319,124 $ 180,718 8.5% 2016 Actual $ 2,499,527 $ 180,403 7.8% 2017 Actual $ 2,616,306 $ 116,779 4.7% 2018 Actual $ 2,927,406 $ 311,100 11.9% 2019 Actual $ 3,056,010 $ 128,604 4.4% 2020 Adopted $ 2,818,399 $ (237,611) -7.8% 2021 Adopted $ 3,027,361 $ 208,962 7.4% 2022 Adopted $ 3,027,361 $ - 0.0% 2023 Est $ 3,057,635 $ 30,274 1.0% 2024 Est 2025 Est $ 3,088,211 $ 30,576 1.0% $ 3,119,093 $ 30,882 1.0% 2026 Est $ 3,150,284 $ 31,191 1.0% Legislative Histor. Past & Projected Criminal Justice Sales Tax $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000:000 $500,000 ro ro ro ro -j 4 4 4 Wy Wy Wy Wy F F F F F b° b° b° oN pN� pV pNb No,~ Nob No,~ Nob Noq NoNC' NONC' NONC' N N N N The authority for cities and counties to collect sales tax initially granted in 1970 at 0.5%, applicable to all retail sales of tangible properties. This statute further provides that counties, in addition to collecting 0.5% sales tax from the unincorporated areas, receive 15% of the taxes collected from incorporated areas within a county. An additional 0.5% of local option sales tax was added in 1982, of which counties can receive 15% of this additional sales tax collected in each city, if it has imposed this optional tax in the unincorporated areas (which King County does). Therefore, the maximum effective city rate in King County is 0.85%, less an administrative fee that the Department of Revenue keeps to defray the cost of administering the sales tax program. During the 1995, 1996, and 1997 legislative sessions, the legislative passed bills that created new sales tax exemptions. In 1995, machinery and equipment used by a manufacturer or a processor directly in a manufacturing operation were made exempt from the sales tax. The labor and services used to install the equipment was also made exempt. The exemptions were extended in 1996 to charges for maintaining and repairing the machinery and equipment and replacing equipment. Equipment used in research and development, not just in manufacturing operations, was included. Legislation in 1997 provided a rebate of the state portion of the sales tax for large warehouses and grain elevators, but the cities' share of the tax was not affected. In 1995, the State Legislature granted King County the authority to impose an additional 0.5 percent sales tax (effective 1/1/96) on food and beverages sold by restaurants, taverns, and bars (bringing the current total sales tax rate for these establishments to 9.5 percent). This additional tax revenue is distributed to a Baseball Stadium Fund to pay the debt service on a professional baseball stadium. This tax expired on October 1, 2011. In November 2000, King County voters approved a 0.2 percent increase in the general sales tax rate to partially restore transit funding lost when the motor vehicle excise tax was repealed by the passage of Initiative 695 (and then by the state legislature). As of July 1, 2003, an additional 0.3 percent sales tax was imposed by the state legislature on vehicle sales and leases to fund transportation improvements. B-22 EXECUTIVE SUMMARY Effective April 1, 2007 sales and use tax within all of King County increased one -tenth of one percent (.001) to be used for transportation purposes. Effective April 1, 2008 sales and use tax within all of King County increased one -tenth of one percent (.001) to be used for chemical dependency or mental health treatment services. Effective April 1, 2009, sales and use tax within all of King County increased half of one percent (0.50) to a total of nine -tenths of one percent (.009) for Regional Transit Authority (RTA) tax. Effective November 1, 2016 the RTA portion of the sales and use tax paid on purchases made within Federal Way increased from 0.9% to 1.4%, or 14 cents on a $10.00 purchase. Currently, most retail activities in the City are subject to a 10.0% sales tax. For every $1.00 collected for sales tax, the City receives less than 9% or nine cents. :#^` psi: Nreru ti'1��'1��:tiO�� Ali i �•+ V U a PROPERTY TAX (RCW 84.52) AgencyTax Rate State 6.50% Sound Transit 1.40% King County Metro Transit 0.90% City of Federal Way 0.85% King County Sales tax 0.15% King County Mental Health 0.10% Criminal Justice Sales Tax 0.10% Total Sales Tax Rate 10.00% Property tax is the third largest revenue source starting in 2020 for Federal Way and is deposited into the General Fund for general governmental operations. The City's property tax levy amount is subject to a number of limitations in the state statute: 1. The $1.60 Levy Cap: The state constitution establishes the maximum regular property tax levy for all taxing districts combined at 1 %, or $10 per $1000 market value of the property. This cap is further divided by the RCW to the various taxing districts, with the maximum regular property tax levy for most cities at $3.375 per thousand dollars assessed valuation (AV). Cities with the Firemen's Pension Fund can levy an additional $0.225 per thousand dollars AV, resulting in a maximum levy of $3.60 per thousand dollars AV. For cities that have their own fire department and/or library, unlike Federal Way, the combined total levies for the City and special districts cannot exceed $3.60 per thousand dollars AV. The amount the City could levy is reduced by what the library district and the fire district are levying. The library and fire districts each have a maximum allowed rate of $0.50 and $1.50 respectively. If both levy the maximum amount, the City can only levy up to $1.60. If one or both of the special districts are not levying the maximum amount, the City's portion could exceed $1.60, but must reduce its levy by the same amount if the library or fire district raises its levy in the future; so that the combined total is never above $3.60. Currently, the Fire District 39 and the Library District are both levying at their maximum amount; therefore the City's maximum levy rate is $1.60. This levy cap can be exceeded (excess levy) with voter approval. Depending on its purpose, if the levy were to be used for operational and maintenance purposes (O & M levy), the voters' approval is only good for a year. If the additional levy is for capital purposes, the approval does not have to have a time limit; however, one is normally given based on the expected life of the bonds. B-23 CITY OF FEDERAL WAY 202112022 BUDGET 2. The 106 percent lid and other limits in property tax growth rates: Before 1997, a taxing district could increase the property tax levy amount annually by 6% (for a total of 106% of the amount levied in the previous year), up to the applicable levy cap. This growth rate limit was established in 1973 as the legislature responded to people's concerns that property taxes were rising too fast with the real estate boom. Initiative 747 (approved by voters in 2001) further lowered the limit to the lesser of 1% or inflation. Property tax growth resulted from new construction; changes in value of state -assessed utility property, and newly annexed property (collectively referred to as new construction") are exempted from the lid/limit factor and may be added to the tax levy. The growth limit can be "lifted" by voters. A "lid lift" vote requires a simple majority voter approval, and the amount is added to the levy base for future years. Most properties in Federal Way are taxed at $11.6598 per $1,000 AV in 2020, of which the City receives approximately 8.04% or $0.9374 per $1,000 AV. Therefore, for each $1.00 in property tax paid, only 8.04¢ is available for City services. The remaining goes to the Federal Way School District (31.380), King County (10.630), the State (25.970), the library, port, ferry, and flood control districts (4.90¢ combined), Sound Transit (1.71¢), and local Fire Department/Emergency Medical Services (17.370). The following tables show the City's past and projected property tax. New construction is also added to the 1% levy limit, which fluctuates between 0.3% and 1.5%. Another factor affecting the actual property tax collection is delinquent taxes. Future property tax is projected conservatively at 1.0%. Year Property Tax Chg Over Prior Year $ % 2015 Actual $ 10,305,144 $ 71,728 0.7% 2016 Actual $ 10,358,895 $ 53,751 0.5% 2017 Actual $ 10,507,571 $ 148,675 1.4% 2018 Actual $ 10,799,658 $ 292,088 2.8% 2019 Actual $ 10,917,428 $ 117,770 1.1% 2020 Adopted $ 11,077,213 $ 159,785 1.5% 2021 Adopted $ 11,385,965 $ 308,752 2.8% 2022 Adopted $ 11,357,280 $ (28,685) -0.3% 2023 Est $ 11,470,853 $ 113,573 1.0% 2024 Est $ $ 11,585,561 11,701,417 $ 114,709 $ 115,856 1.0% 2025 Est 1.0% 2026 Est $ 11,818,431 $ 117,014 1.0% $12,000,000 $11,500,000 $11,000,000 $10,500,000 $10,000,000 $9,500,000 Past & Projected Property Tax i EXECUTIVE SUMMARY UTILITY TAXES Cities and towns in Washington State are authorized to levy a business and occupation tax (RCW 35.22.280(32)) on public utility businesses based on revenues they generate within the city or town, known as a utility tax. The rate of taxes for electric, phone, and natural gas utilities are limited to 6% (RCW 35.21.870) without voter approval. No limitation on tax rates on other public utilities. The City first instituted a 1.37% utility tax on telephone, electric, natural gas, cable, surface water, and solid waste utilities in 1995; raising it to 5% in 1996, 6% in 2003, and 7.75% in 2007. In 2018 the city imposed the same 7.75% tax on water and sewer utilities, and in 2019 the solid waste rate changed from 7.75% to 17.75%. The additional 10% collected will be used to maintain, repair, and preserve residential streets. Year Utility Tax Chg Over Prior Year $ % 2015 Actual $ 11,796,549 $ (226,830) -1.9% 2016 Actual $ 11,902,865 $ 106,316 0.9% 2017 Actual $ 12,425,975 $ 523,110 4.4% 2018 Actual $ 11,719,589 $ (706,386) -5.7% 2019 Actual $ 11,102,083 $ (617,506) -5.3% 2020 Adopted $ 12,352,891 $ 1,250,808 11.3% 2021 Adopted $ 15,177,606 $ 2,824,715 22.9% 2022 Adopted $ 15,177,606 $ - 0.0% 2023 Est $ 15,329,382 $ 151,776 1.0% 2024 Est $ 15,482,676 $ 153,294 1.0% 2025 Est $ 15,637,503 $ 154,827 1.0% 2026 Est $ 15,793,878 $ 156,375 1.0% Past & Projected Utility Tax $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 The 1% utility tax increase in 2003 is for funding Federal Way Community Center Debt Service, Operations and Capital Reserves. The 1.75% increase in 2007 was approved by Federal way voters at the November 2006 general election to fund a Police and Community Safety Improvement initiative consisting of 25.5 FTEs police, prosecution, court, code enforcement, parks maintenance, and related support functions. Starting in 2020, utility tax will move into second place from third place due to new utility tax on Water and Sewer, and Solid Waste and Recycling. B-25 CITY OF FEDERAL WAY 202112022 BUDGET Utility tax is a general purpose revenue source receipted into the special revenue Utility Tax Fund and transferred into the appropriate capital project, debt service, and/or operating funds as designated. Allocation of the total 7.75% utility tax rate is as follows: 6.00% Total Non -Voter Approwd 1.75% Voter -Approved Proposition 1 for Police and Comm Safety Impr Progr. 7.75% Total Utility Tax Rate The table below shows utility tax collections by type for the last two biennium and the 2021/22 adopted budget. Year/Type Electricity Gas Water Sewer Solid Waste Cable Phone Pager Cellular Storm Drainage 2015 4,599,364 1,487,743 916,726 1,658,023 891,543 682 1,941,783 300,686 %of Total Utax 39% 13% n/a 8% 14% 8% 0% 16% 3% Prior Yr Chg - $ $ 93,958 $ (120,038) $ $ 33,715 $ 80,389 $ (1,983) $ (153) $ (341,198) $ 28,481 PriorYrChg -% 2.1% -7.5% n/a 3.8% 5.1% -0.2% -18.3% -14.9% 10.5% 2016 1 4,985,249 1,388,414 938,745 1,720,335 870,621 380 1,794,419 304,704 %of Total Utax 41% 12% n/a 8% 14% 7% 0% 15% 3% Prior Yr Chg - $ $ 285,885 $ (99,329) $ $ 22,019 $ 62,312 $ (20,922) $ (302) $ (147,364) $ 4,018 Prior Yr Chg - % 6.2% -6.7% n/a 2.4% 3.8% -2.3% -44.3% -7.6% 1.3% 2017 5,259,965 1,666,440 1,010,817 1,788,266 813,934 231 1,575,420 310,904 % of Total Utax 42% 13% n/a 8% 14% 7% 0% 13% 3% Prior Yr Chg - $ $ 374,716 $ 278,026 $ $ 72,072 $ 67,931 $ (56,687) $ (149) $ (218,999) $ 6,200 Prior Yr Chg - % 7.7% 20.0% n/a 7.7% 3.9% -6.5% -39.2% -12.2% 2.0 % 2018 5,050,236 1,438,997 1,083,951 1,764,278 741,811 ill 1,295,778 344,428 % of Total Utax 43% 12% n/a 9% 15% 6% 0% 11% 3% Prior Yr Chg - $ $ (209,729) $ (227,443) $ $ 73,134 $ (23,988) $ (72,123) $ (120) $ (279,642) $ 33,524 Prior Yr Chg - % -4.0% -13.6% n/a 7.2% -1.3% -8.9% -51.9 % -17.8% 10.8% 2019 4,842,990 1,425,124 1,177,080 1,716,154 1 703,938 85 920,666 316,044 %of Total Utax 44% 13% n/a 11% 15% 6% 0% 8% 3% PriorYrChg -$ $ (207,246) $ (13,873) $ $ 93,129 $ (48,124) $ (37,873) $ (26) $ (375,112) $ (28,384) Prior Yr Chg- % -4.1% -1.0% n/a 8.6% -2.7% -5.1% -23.4% -28.9% -8.2% 2020 Adopted 5,201,383 1,661,875 1,003,620 1,796,823 811,114 - 1,574,366 303,710 %of Total Utax 42% 13% n/a 8% 15% 7% 0% 13% 2% Prior Yr Chg - $ $ 602,019 $ 174,132 $ $ 86,894 $ 138,800 $ (80,429) $ (682) $ (367,417) $ 3,024 Prior Yr Chg - % 13.1% 11.7% n/a 9.5% 8.4% -9.0% -100.0% -18.9% 1.0% 2021 Adopted $ 5,020,383 $ 1,531,875 $ 1,848,580 $ 2,576,620 $ 1,831,823 $ 811,114 $ $ 1,253,501 $ 303,710 % of Total Utax 33% 10% n/a 17% 12% 5% 0% 8% 2% Prior Yr Chg- $ $ (181,000) $ (130,000) $ 1,848,580 $ 1,573,000 $ 35,000 $ - $ $ (320,865) $ Prior Yr Chg - % -3.5% -7.8% n/a 156.7% 1.9% 0.0% n/a -20.4% 0.0% 2022 Adopted $ 5,020,383 $ 1,531,875 $ 1,848,580 $ 2,576,620 $ 1,831,823 $ 811,114 $ $ 1,253,501 $ 303,710 % of Total Utax 33% 10% n/a 17% 12% 5% 0% 8% 2% Prior Yr Chg - $ $ - $ - $ $ - $ - $ - $ $ - $ - Prior Yr Chg - % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% n/a 0.0% 0.0% * Solid Waste utility tax is 17.75%. The adopted budget reflects increase in 2021 budget of 22.9% over 2020, and 1% increase each year between 2023- 2026. Utility tax rate for Solid Waste & Recycling services will increase to 17.75% in October 2020 from 7.75%. The increase will be used to fund Overlay. The extra 10% over the regular 7.75% will be deposited into a fund for road maintenance. • 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 BEET Chg Over Prior Year $ % 2015 Actual $ 3,031,159 $ 968,437 46.9% 2016 Actual $ 5,265,138 $ 2,233,979 73.7% 2017 Actual $ 4,226,335 $(1,038,803) -19.7% 2018 Actual $ 4,240,825 $ 14,490 0.3% 2019 Actual $ 5,171,643 $ 930,818 21.9% 2020 Adopted $ 3,640,000 $(1,531,643) -29.6% 2021 Adopted $ 3,640,000 $ 0.0% 2022 Adopted $ 3,640,000 $ 0.0% 2023 Est $ 2,500,000 $(1,140,000) -31.3% 2024 Est $ 2,500,000 $ 0.0% 2025 Est $ 2,500,000 $ 0.0% 2026 Est $ 2,500,000 $ 0.0% REET 1 RCW 82.46.010: Past & Projected Real Estate Excise Tax $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $- zi w w w In NOti Notib Noti 00 N Noq ^pNo NoNF'NN N N N N Initially authorized in 1982, cities and counties can use the receipts of REET 1 for all capital purposes. An amendment in 1992 states that cities and counties with a population of 5,000 or more planning under the GMA must spend REET 1 receipts solely on capital projects that are listed in the capital facilities plan element of their comprehensive plan. Capital projects are: public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets; roads; highways; sidewalks; street and road lighting systems; traffic signals; bridges; domestic water systems; storm and sanitary sewer systems; parks; recreational facilities; law enforcement facilities; fire protection facilities; trails; libraries; administrative and judicial facilities. Receipts pledged to debt retirement prior to April 1992 and/or spent prior to June 1992 are grandfathered from this restriction. REET 2 RCW 82.46.035: The second quarter percent of the real estate excise tax (authorized in 1990) provides funding for cities and counties to finance capital improvements required to occur concurrently with growth under the Growth Management Act. An amendment in 1992 defines the "capital project" as: Public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road lighting systems, traffic signals, bridges, domestic water systems, storm and sanitary sewer systems, and planning, construction, reconstruction, repair, rehabilitation, or improvement ofparks. Because of this amendment, acquisition of park land is no longer a permitted use of REET 2 after March 1 1992. As a newly incorporated city, Federal Way enacted both quarter percent of the REET in 1990 and pledged both portions for long term bonds used for the acquisition and improvement of various parks and municipal facility projects prior to the 1992 amendments. B-27 CITY OF FEDERAL WAY 202112022 BUDGET The active real estate market, particularly in income property arena, raised BEET revenues to new heights in 2005 through 2007. However, the market bottomed out at the end of 2008 and was slow to pick up even through 2012, but the City saw an increase in Real Estate Excise Tax revenue in 2013 - 2019. The projected revenue of $3.6 million in 2021/22 is based on projecting a slowdown in the amount of real estate sales. GAMBLING EXCISE TAX The City levied gambling taxes at their maximum allowed level on all activities: 5% for bingo and raffles, 2% for amusement games, 5% for punchboards and pull -tabs, and 20% for card rooms (RCW 9.46.110) prior to 2010. Gambling taxes were amended from 5% to 3% on June 1, 2010 for punchboards/pull-tabs and from 20% to 10% for card rooms on August 1, 2010. Revenues from these activities are required to be used primarily for the purpose of gambling enforcement (RCW 9.46.113). Case law has clarified that "primarily" means "first be used" for gambling law enforcement purposes to the extent necessary for that city. The remaining funds may be used for any general government purpose. The City receipts Gambling Tax in the General Fund and identifies the revenue as law enforcement resources. Year Gambling Tax Chg Over Prior Year $ % 2015 Actual $ 177,807 $ 1,746 1.0% 2016 Actual $ 190,046 $ 12,239 6.9% 2017 Actual $ 210,029 $ 19,983 10.5% 2018 Actual $ 229,524 $ 19,495 9.3% 2019 Actual $ 232,942 $ 3,418 1.5% 2020 Adopted $ 155,000 $ (77,942) -33.5% 2021 Adopted $ 105,000 $ (50,000) -32.3% 2022 Adopted $ 140,000 $ 35,000 33.3% 2023 Est $ 141,400 $ 1,400 1.0% 2024 Est 2025 Est $ 142,814 $ 1,414 1.0% $ 144,242 $ 1,428 1.0% 2026 Est $ 145,685 $ 1,442 1 1.0% Past & Projected Gambling Tax $250,000 $200,000 $150,000 $100,000 $50,000 $- pN p-4 p^h oNb NN The State Legislature began allowing the operation of "enhanced card room" or mini -casinos on non -tribal land on a pilot basis in 1997; regulations were adopted allowing them on a permanent basis in the spring of 2000. Over the past five years, mini -casinos have proliferated throughout the state and have become a significant source of tax revenue in jurisdictions where gambling activities are allowed. The permission of non -tribal casinos has stimulated a wave of new and/or expansion of tribal casinos as well. The increased competition eliminated some unprofitable card rooms in the City and gambling tax revenue has declined substantially since its peak in 2001. The smoking - ban passed by Washington State voters in 2005 prohibits smoking within 25 feet of all public places has had a negative impact on non -tribal gambling establishments. The new law, effective December 2005, impacted gambling tax activities in 2006 but affects did not carry on into 2007. Gambling tax decreased starting in 2008 due to the economic climate. The City's only card room closed mid -year in 2010, re -opened starting in October 2010, and closed again in January of 2012. Gambling tax is projected to increase by 1% between 2023-2026. Am EXECUTIVE SUMMARY LODGING TAx (RCW 67.28) Most cities in King County may levy a 1% Lodging Tax on overnight stays at hotels, motels, rooming houses, campgrounds, RV parks and similar facilities for continuous periods of less than one month. The total tax paid on overnight lodging in King County by visitors at a facility with 60 or more rooms is 12.4%, and 9.8% for less than 60 rooms, including the 1% City Lodging Tax. The City enacted its tax in 1999 to fund tourism promotion programs. The programs are accounted for in Hotel/Motel Lodging Tax Fund with projected revenues of $150K per year in 2021 and 2022. Future annual tax revenue is projected to grow at 1%. Year Hotel/Motel Lodging Tax Chg Over Prior Year $ % 2015 Actual $ 266,053 $ 34,225 14.8% 2016 Actual $ 283,220 $ 17,167 6.5% 2017 Actual $ 301,603 $ 18,383 6.5% 2018 Actual $ 285,725 $ (15,878) -5.3% 2019 Actual $ 292,986 $ 7,260 2.5% 2020 Adopted $ 300,000 $ 7,014 2.4% 2021 Adopted $ 150,000 $ (150,000) -50.0% 2022 Adopted $ 150,000 $ - 0.0% 2023 Est $ 151,500 $ 1,500 1.0% 2024 Est $ 153,015 $ 1,515 1.0% 2025 Est $ 154,545 $ 1,530 1.0% 2026 Est $ 156,091 $ 1,545 1.0% LEASEHOLD TAx (RCW 82.29) Agency Tax Rate State 6.50% King County Metro Transit 0.90% City of Federal Way 0.85% King County Mental Health 0.10% King County Sales Tax 0.15% Criminal Justice Tax 0.10% Sound Transit 0.90% Re 'onal Transit Authority 0.50% Subtotal Sales Tax Rate 10.00% Convention Center Tax 2.80% Stadium Tax _ 2.00% State Sales Tax Credit -2.00% City LodgingTax 1.00% Total Tax on Lodging 13.80% Past & Projected Hotel/Motel Lodging Tax $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $- � Wy 4y Wy 4y In addition to the above, the City also receives a minimal amount of revenue from the 4% leasehold tax (RCW 82.29A.) on lease income from private business activities on tax-exempt properties, in -lieu -of property tax. The total rate on leasehold tax is 12.84%. Cities and counties can collectively levy up to 6% of this total. The maximum county and city rates are 6% and 4%, respectively, and the county must give a credit for any city tax. Therefore, if a city is levying its 4%, the county receives only 2%. The City receives approximately $6,000 a year from this tax and uses it for general operations purposes. Leasehold tax is projected to increase by 1% between 2023 - 2026. ADMISSIONS TAx (RCW 36.38) Starting in 2017, the City is adding an admissions tax upon any person who is charged an admissions fee to any place, including persons who are admitted free of charge, or at reduced rates to any place in the amount of five percent of the admission charge. The admissions tax shall not exceed sixty cents ($0.60) per ticket of admission sold. Exemptions include anyone paying an admission charge 1) in the amount of $1.50 or less 2) any activity of an elementary or secondary school as contemplated by RCW 35.21.280 3) any activity of Parent-Teacher Association, or similar organization, provided that the proceeds of the activity are used to benefit an elementary or secondary school 4) an organized athletic event such as tournaments, leagues, and other competitions intended for youth less than 19 years of age, sponsored and held by non-profit organizations 5) the admission of spectators to an athletic event, including, but not limited to, football games, basketball games, or baseball games 6) the admission for recreational activities, including, but not limited to golf, skating, or swimming. The City is projecting to receive MEW CITY OF FEDERAL WAY 202112022 BUDGET $306,513 in 2021 and $306,513 in 2022, down from $688,336 in the 2020 adopted budget. Admissions tax is projected to increase by 1% between 2023-2026, depending on the Covid-19 lockdown. FRANCHISE FEE Franchise fees are charges levied on private utilities for their use of City streets and other public properties to place utility infrastructure and to recoup City costs of administering franchise agreements. The franchise fees on light, natural gas, and telephone utilities are limited by statute to the actual administrative expenses incurred by the City directly related to receiving and approving permits, licenses, or franchisees. Cable TV franchise fees are governed by the Federal Cable Communications Policy Act of 1994 and are negotiated with cable companies for an amount not to exceed 5% of gross revenues, which is the primary source of the City's franchise fee revenue. The table below shows past and projected cable franchise fees projected in 2021 and 2022. Lakehaven franchise fees were reduced by $848,580 as part of the 2021 budget, due to the newly imposed water and sewer 7.75% utility tax. Revenue is adopted at $1.2M for 2021 and 2022. Thereafter, revenue is projected at a 1 % rate through 2026. Year Franchise Fees Chg Over Prior Year $ % 2015 Actual $ 1,113,436 $ 42,453 4.0% 2016 Actual $ 1,591,559 $ 478,123 42.9% 2017 Actual $ 2,080,201 $ 488,642 30.7% 2018 Actual $ 2,327,610 $ 247,409 11.9% 2019 Actual $ 1,992,803 $ (334,807) -14.4% 2020 Adopted $ 2,047,024 $ 54,221 2.7% 2021 Adopted $ 1,198,444 $ (848,580) -41.5% 2022 Adopted $ 1,198,444 $ - 0.0% 2023 Est $ 1,210,428 $ 11,984 1.0% 2024 Est $ 1,222,533 $ 12,104 1.0% 2025 Est $ 1,234,758 $ 12,225 1.0% 2026 Est $ 1,247,106 $ 12,348 1.0% Past & Projected Franchise Fees $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- ro ro d? d? R R R Wy Wy Wy Wy State -shared revenues are from taxes and fees collected by the State and disbursed to municipalities based on population or other criteria. The source of these shared revenues include: fuel tax (tax on gasoline consumption), liquor sales profit and excise tax, DUI impact and criminal justice distribution. Past and projected state shared revenue in the General & Street Fund are as follows: Year State Shared Revenue Chg Over Prior Year $ % 2015 Actual $ 2,559,940 $ 203,961 8.7% 2016 Actual $ 2,926,022 $ 366,082 14.3% 2017 Actual $ 3,037,214 $ 111,192 3.8% 2018 Actual $ 3,178,041 $ 140,828 4.6% 2019 Actual $ 3,217,443 $ 39,401 1.2% 2020 Adopted $ 2,922,000 $ (295,443) -9.2% 2021 Adopted $ 3,054,000 $ 132,000 4.5% 2022 Adopted $ 3,054,000 $ - 0.0% 2023 Est $ 3,084,540 $ 30,540 1.0% 2024 Est $ 3,115,385 $ 30,845 1.0% 2025 Est $ 3,146,539 $ 31,154 1.0% 2026 Est $ 3,178,005 $ 31,465 1.0% Past & Projected State Shared Revenue $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 J 'J, R R s" i EXECUTIVE SUMMARY Additionally, the City receives state shared revenues (fuel) tax in the Arterial Streets Fund, Paths & Trails Fund and Transportation CIP Fund. Past and projected revenues are as follows: Year Fuel Tax Revenue Chg Over Prior Year $ % 2015 Actual $ 830,708 $ 23,082 2.9% 2016 Actual $ 856,717 $ 26,009 3.1% 2017 Actual $ 887,776 $ 31,059 3.6% 2018 Actual $ 918,706 $ 30,930 3.5% 2019 Actual $ 899,577 $ (19,129) -2.1% 2020 Adopted $ 859,000 $ (40,577) -4.5% 2021 Adopted $ 741,000 $ (118,000) -13.7% 2022 Adopted $ 979,000 $ 238,000 32.1% 2023 Est $ 988,790 $ 9,790 1.0% 2024 Est $ 998,678 $ 9,888 1.0% 2025 Est $ 1,008,665 $ 9,987 1.0% 2026 Est $ 1,018,751 $ 10,087 1.0% Past & Projected Fuel Tax Non-General/Street Fund $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 zr z - �� �� w� w5 45 Q� ao4 �Q4 �04 ON oNb- ONh ONb p�00 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 adopted SWM fees for 2021/2022 are roughly $5.9M and $4.9M respectively. Current year surface water management fees fund current year operating expenditures, and are also used on surface water management capital projects. RECREATION FEES Recreation fees include revenue from general parks and recreation, community center and the retreat center. General parks and recreation fees include programs such as youth and adult athletics, aerobics and fitness classes, aquatic programs, and special interest leisure classes like art, outdoor recreation and dance. Many of these programs take place at the community center with related program revenue accounted for in the General Fund. General parks and recreation fees are projected to increase by 1% each year through 2026. Year General Parks & Rec Fees Chg Over Prior Year $ % 2015 Actual $ 1,000,820 $ 46,283 4.8% 2016 Actual $ 1,041,297 $ 40,477 4.0% 2017 Actual $ 1,051,409 $ 10,112 1.0% 2018 Actual j $ 1,153,264 $ 101,855 9.7% 2019 Actual $ 1,091,288 $ (61,976) -5.4% 2020 Adopted $ 1,045,000 $ (46,288) -4.2% 2021 Adopted $ 1,045,000 $ - 0.0% 2022 Adopted $ 1,045,000 $ - 0.0% 2023 Est $ 1,055,450 $ 10,450 1.0% 2024 Est $ 1,066,005 $ 10,555 1.0% 2025 Est $ 1,076,665 $ 10,660 1.0% 2026 Est $ 1,087,431 $ 10,767 1.0% Past & Projected General Parks & Rec Fees $1,200,000 $1,150,000 $1,100,000 $1,050,000 $1,000,000 $950,000 $900,000 Nam~ Nib N N N�� NpN� N�N� N�N� N N N N B-31 CITY OF FEDERAL WAY 202112022 BUDGET The Federal Way Community Center opened in March of 2007 and includes programs such as aquatics, fitness training, pool rentals, birthday parties, events and wedding rentals. The revenues from these programs are accounted for in the Federal Way Community Center Fund, a special revenue fund supported by user fees and a designated utility tax transfer. Community center recreation fees are projected to increase by 1% each year through 2026. The $500,000 adopted in 2022 is a one-time amount for a projected levy for water slide replacement. Year Federal Way Community Ctr Chg Over Prior Year $ % 2015 Actual $ 1,841,924 $ 15,664 0.9% 2016 Actual $ 1,828,862 $ (13,062) -0.7% 2017 Actual $ 1,881,888 $ 53,026 2.9% 2018 Actual $ 1,904,293 $ 22,405 1.2% 2019 Actual $ 1,718,193 $ (186,100) -9.8% 2020 Adopted $ 1,940,875 $ 222,682 13.0% 2021 Adopted $ 1,973,568 $ 32,693 1.7% 2022 Adopted $ 2,440,875 $ 467,307 23.7% 2023 Est $ 1,993,304 $ (447,571) -18.3% 2024 Est $ 2,013,237 $ 19,933 1.0% 2025 Est $ 2,033,369 $ 20,132 1.0% 2026 Est $ 2,053,703 $ 20,334 1.0% $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- Past & Projected FWCC Recreation Fees � ro ro J J 4 The facility rentals at Dumas Bay Centre are projected at $765K for 2021 and 2022. Program revenues are estimated to increase by 1 % each year through 2026. The Dumas Bay Centre Fund will receive $116K and $95K respectively in utility tax subsidy for 2021 and 2022 to be used to offset any operating deficits of the retreat center as well as providing a source for both regular and deferred repairs and maintenance. PERMITS AND DEVELOPMENT FEE Community Development Permits and Fees include building, mechanical, electrical and plumbing permit fees, zoning fees and plan check fees. The majority of these fees are payable at the time the permit is issued. The revenues are deposited in the General Fund to offset building and planning service costs. The rates and policies regarding this fee are detailed in the International Building Code, which is revisited every three years in order to update all fees and policies. Year CD Permits & Fees Chg Over Prior Year $ % 2015 Actual $ 2,698,841 $ (360,931) -11.8% 2016 Actual $ 1,766,106 $ (932,735) -34.6% 2017 Actual $ 2,019,477 $ 253,371 14.3% 2018 Actual $ 2,595,395 $ 575,917 28.5% 2019 Actual $ 4,546,432 $ 1,951,038 75.2% 2020 Adopted $ 2,376,762 $ (2,169,670) -47.7% 2021 Adopted $ 2,514,363 $ 137,601 5.8% 2022 Adopted $ 2,564,111 $ 49,748 2.0% 2023 Est $ 2,589,752 $ 25,641 1.0% 2024 Est $ 2,615,650 $ 25,898 1.0% 2025 Est $ 2,641,806 $ 26,156 1.000 2026 Est $ 2,668,224 $ 78,472 1.0% Past & Projected CD Permits & Fees $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 p�h pb per' p� p� O ti N 67 tV ti nI N N NpN Np'Y NpN B-32 EXECUTIVE SUMMARY Public Works permits and development fees include right-of-way permits, plan review fees, inspection fees, transportation concurrency fees and traffic impact fees. The revenues are deposited in the Street Fund to offset service costs. Year PW Permits & Fees Chg Over Prior Year $ % 2015 Actual $ 520,249 $ 151,452 41.1% 2016 Actual $ 487,489 $ (32,760) -6.3% 2017 Actual $ 713,274 $ 225,785 46.3% 2018 Actual $ 612,714 $ (100,560) -14.1% 2019 Actual $ 1,125,969 $ 513,255 83.8% 2020 Adopted $ 700,752 $ (425,217) -37.8% 2021 Adopted $ 936,572 $ 235,819 33.7% 2022 Adopted $ 936,572 $ - 0.00 2023 Est $ 945,937 $ 9,366 1.0% 2024 Est $ 955,397 $ 9,459 1.0% 2025 Est $ 964,951 $ 9,554 1.0% 2026 Est $ 974,600 1 $ 9,650 1.0% FINES AND FORFEITURES Past & Projected PW Permits & Fees $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 oN oN0• pN p`Vb N N N N The Municipal Court of the City of Federal Way is an inferior court (a court subject to the jurisdiction of another court known as the superior court, or a higher court) with exclusive original criminal jurisdiction of all violations of City laws. It also has the original jurisdiction of all other actions brought to enforce or recover license penalties or forfeitures declared or given by such city laws or by any state statutes. The Court also exercises all powers granted by Chapter 6 of said Justice Court and other Inferior Court Reorganization Law (Chapter 299, laws of 1964). Year Court Fines & Penalties Chg Over Prior Year $ % 2015 Actual $ 1,441,207 $ 71,100 5.2% 2016 Actual $ 1,284,479 $ (156,728) -10.9% 2017 Actual $ 1,170,292 $ (114,187) -8.9% 2018 Actual $ 993,309 $ (176,982) -15.1% 2019 Actual $ 1,015,193 $ 21,883 2.2% 2020 Adopted $ 1,174,742 $ 159,549 15.7% 2021 Adopted $ 1,012,671 $ (162,070) -13.8% 2022 Adopted $ 1,012,671 $ - 0.0% 2023 Est $ 1,022,798 $ 10,127 1.0% 2024 Est $ 1,033,026 $ 10,228 1.0% 2025 Est $ 1,043,356 $ 10,330 1.00% 2026 Est $ 1,053,790 $ 10,434 1.0% Past & Projected Fines & Forfeitures $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 ro ro Q Cro 'i 4 4 4 ky W� Wy o oNb Nam~ Nib N N N�� NpNF' N~ ' NONF" N N N N The City began operating its municipal court in January 2000. Fines and forfeitures are accounted for in the General Fund and do not include red light photo violations which are accounted for in the Traffic Safety Fund. The City also started a Probation service in the Court in 2015. Revenue is projected at 1.0% through 2026. OTHER MISCELLANEOUS Miscellaneous revenues include interest income, cellular tower site leases, passport processing fees, etc. Most of the investment earnings are in reserve accounts, debt service prefunding reserves, and capital project funds. B-33 CITY OF FEDERAL WAY 202112022 BUDGET GENERAL & STREET FUND LONG RANGE PLAN Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 2023 Projected 2024 Projected 2025 Projected 2026 Projected Adopted Adjusted Projected BBGMINGFUNDBALANCE $ 11,290,682 $ 11,662,052 $ 9,644,733 $ 11,604,046 $ 11,604,046 $ 10,213,168 $ 10252,674 $ 9,500,001 $ 9,589,307 $ 7,519,916 $ 6,287,136 REVENUE SUMMARY Property Tax 10,799,658 10,917,428 11,077213 11,275,838 11,275,838 11,385,965 11,357,280 11,470,853 11,585,561 11,701,417 11,818,431 Sales Tax 14,731,810 15,908,863 15,949,755 14,457,381 14,457,381 15,949,755 15,949,755 16,109,253 16,270,345 16,433,049 16,597,379 Criminal Justice Sales Tax 2,927,406 3,056,010 2,818,399 3,027,361 3,027,361 3,027,361 3,027,361 3,057,635 3,088,211 3,119,093 3,150,284 Other Taxes 1,100,962 1,066,377 849,336 1,007,513 1,007,513 417,510 452,513 457,038 461,609 466,225 470,887 Licenses and Permits 4,615,508 5,709,234 4,492,914 4,540,011 4,540,011 3,767,560 3,800,552 3,819,555 3,838,653 3,857,846 3,877,135 Intergovernmental 3,740,152 3,982,791 3,309,500 8,145,601 8,145,601 3,304,000 3,304,000 3,304,000 3,304,000 3,304,000 3,304,000 Charges for Services 4,549,623 5,414,306 4,335,266 4,730,971 4,730,971 4,958,156 4,974,910 5,024,659 5,074,905 5,125,654 5,176,911 Fines and Penalties 785,588 899,864 943,401 815,189 815,189 824,984 824,986 824,986 824,986 824,986 824,986 Miscellaneous 1,152,655 1,086,628 840,878 1,054,778 1,054,778 1,177,761 1,034,631 1,034,631 1,034,631 1,034,631 1,034,631 Other Financing Sources 9,058,384 9,251,819 12,207,581 12,652,229 12,652,229 9,805,036 7,985,575 7,985,575 7,985,575 7,985,575 7,985,575 Total Revenues $ 53,461,746 $ 57,293,322 $ 56,724,242 $ 61,706,872 $ 61,706,872 $ 54,618,088 $ 52,711,563 $ 53,088,184 $ 53,468,476 $ 53,852,476 $ 54,240,220 EXPENDITURE SUMMARY City Council $ 405,140 $ 422,165 $ 446,163 $ 508,211 $ 508,211 $ 525,655 $ 530,695 $ 536,002 $ 541,362 $ 546,775 $ 552,243 Mayor's Office 1,415,322 1,497,281 1,329,485 972,547 972,547 911,881 923,847 933,085 942,416 951,840 961,359 Municipal Court 1,686,923 1,752,439 1,767,149 1,829,149 1,829,149 1,797,146 1,818,905 1,837,094 1,855,465 1,874,020 1,892,760 Finance 962,052 1,045,012 1,088,521 1,269,595 1,269,595 1,260,163 1,287,736 1,300,613 1,313,619 1,326,755 1,340,023 City Clerk 499,915 592,263 513,984 513,984 513,984 558,912 560,410 566,014 571,675 577,391 583,165 Human Resources 478,791 521,715 514,881 554,881 554,881 597,932 536,319 541,683 547,099 552,570 558,096 Law - Civil 851,969 856,841 789,720 919,920 919,920 970,331 974,797 984,545 994,390 1,004,334 1,014,377 Law -Criminal 717,523 750,449 764,733 765,483 765,483 774,742 776,142 783,903 791,742 799,660 807,656 Corrnity Development 2,285,955 2,546,372 2,534,077 2,773,047 2,773,047 2,752,041 2,683,103 2,709,934 2,737,033 2,764,404 2,792,048 Economic Development 279,486 340,503 415,973 495,973 495,973 366,756 284,756 287,604 290,480 293,385 296,319 Community Services 760,398 871,103 844,805 1,153,524 1,153,524 967,372 975,180 984,931 994,781 1,004,728 1,014,776 Jail Contract Costs 6,417,479 5,932,095 4,341,950 4,048,950 4,048,950 (0) 0 0 0 0 0 911 Dispatch 2,724,139 2,679,436 2,748,692 2,748,692 2,748,692 2,748,692 2,748,692 2,776,179 2,803,941 2,831,980 2,860,3W Police 17,939,354 18,546,501 18,843,813 19,413,271 19,413,271 19,994,132 20,492,402 20,697,326 20,904,299 21,113,342 21,324,475 Parks, Recr & Cultural Svcs 4,036,022 4,231,231 4,076,474 4,313,304 4,313,304 4,154,492 4,193,695 4,235,632 4,277,988 4,320,768 4,363,976 Public Works 4,030,418 4,420,754 4,111,347 4,509,364 4,509,364 4,718,703 4,567,989 4,613,669 4,659,806 4,706,404 4,753,468 Non -Departmental 7,599,489 10,345,167 11,736,389 16,999,097 16,307,856 11,479,633 10,109,569 10,210,664 10,312,771 10,415,899 10,520,058 Total Expenditures $ 53,090,376 $ 57,351,328 $ 56,868,155 $ 63,788,991 $ 63,097,750 $ 54,578,581 $ 53,464,236 $ 53,998,878 $ 54,538,867 $ 55,084,256 $ 55,635,098 Changes in Fund Balance $ 371,370 $ (58,006) $ (143,913) $ (2,082,119) $ (1,390,879) $ 39,507 $ (752,673) $ (910,694) $ (1,070,391) $ (1,231,780) $ (1,394,879) END17VGFUNDBALANCE: $ 11,662,052 $ 11,604,046 $ 9,500,821 $ 9,521,927 $ 10213,168 $ 10,252,674 $ 9,500,001 $ 8,589,307 $ 7,518,916 $ 6,287,136 $ 4,892,257 i EXECUTIVE SUMMARY ALL FUNDS LONG RANGE PLAN Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 2023 Projected 2024 Projected 2025 Projected 2026 Projected Adopted Adjusted Projected BEGINNING FUND BALANCE $ 63,383,382 $ 62,121,983 $ 50,396,151 $ 69,236,802 $ 69,236,802 $ 63,296,634 $ 60,598,909 $ 55,865,605 $ 50,900,530 $ 45,701,269 $ 40,265,387 OPERATING REVENUE: Property Taxes $ 10,799,658 $ 10,917,428 $ 11,077213 $ 11,275,838 $ 11,275,838 $ 11,385,965 $ 11,357,280 11,470,853 11,585,561 11,701,417 11,818,431 Sales Tax 14,731,810 15,908,863 15,849,755 14,457,381 14,457,381 15,949,755 15,949,755 16,109,253 16270,345 16,433,049 16,597,379 Criminal Justice Sales Tax 2,927,406 3,056,010 2,818,399 3,027,361 3,027,361 3,027,361 3,027,361 3,057,635 3,088,211 3,119,093 3,150,284 Utility Tax 11,719,589 11,102,083 12,352,891 14,297,547 14,297,547 15,177,606 15,177,606 15,329,382 15,482,676 15,637,503 15,793,878 Real Estate Excise tax 4,240,825 5,171,643 3,640,000 3,640,000 3,640,000 3,640,000 3,640,000 3,676,400 3,713,164 3,750,296 3,787,799 Other Taxes 1,578,750 1,577,336 1,309,336 1,508,513 1,508,513 727,510 762,513 770,138 777,840 785,618 793,474 Licenses and Permits 4,690,928 5,785,610 4,492,914 4,540,011 4,540,011 3,767,560 3,800,552 3,819,555 3,838,653 3,857,846 3,877,135 Intergovernmental 11,701,965 11,360,417 9,448,970 15,446,615 15,446,615 11,171,580 8,691,893 8,691,893 8,691,893 8,691,893 8,691,893 Charges for Services 23,906,863 25,282,614 23,092,630 23,705,959 23,705,959 29,832,665 25,181,793 25,433,611 25,687,947 25,944,826 26,204,274 Fines and Penalties 4250,327 4,553,593 4,747,401 3,689,631 3,689,631 3,699,426 3,699,428 3,699,428 3,699,428 3,699,428 3,699,428 Miscellaneous 3,504,554 4,191,883 2,519,700 2,344,515 2,344,515 3,927,434 4,152,312 4,152,312 4,152,312 4,152,312 4,152,312 Proprietary Fund Revenue 595,106 393,461 458,000 458,000 458,000 488,000 488,000 492,880 497,809 502,787 507,815 Other Financing Sources 19,040,344 37,468,544 17,586,503 23,597,778 23,597,778 38,690,790 20,672,813 20,879,541 21,088,336 21,299,219 21,512,212 Total Revenues $ 113,688,125 $ 136,769,486 $ 109,393,712 $ 121,989,149 $ 121,989,149 $ 141,485,652 $ 116,601,306 $ 117,582,880 $ 118,574,175 $ 119,575,287 $ 120,586,314 OPERATING EXPENDIT URE: City Council $ 405,140 $ 422,165 $ 446,163 $ 508,211 $ 508,212 $ 525,655 $ 530,695 536,W2 541,362 546,776 552,244 Mayor's Office 1,415,322 1,497,481 1,380,561 1,623,623 1,623,623 1,562,957 1,574,923 1,590,672 1,606,579 1,622,645 1,638,871 Performing Arts & Event Center 1,628,150 2,589,541 1,874,323 1,331,690 1,331,690 2,299,757 2,299,757 2,322,755 2,345,982 2,369,442 2,393,136 Municipal Court 1,847,925 1,920,563 2,014,046 2,076,046 2,076,046 2,048,798 2,074,615 2,095,361 2,116,314 2,137,478 2,158,852 Finance 962,052 1,045,012 1,088,521 1,269,595 1,269,595 1,260,163 1,287,736 1,300,613 1,313,619 1,326,755 1,340,023 City Clerk 499,915 592,263 513,984 513,984 513,984 558,912 560,410 566,014 571,675 577,391 583,165 Human Resources 478,791 521,715 514,881 554,881 554,881 597,932 536,319 541,683 547,099 552,570 558,096 Information Technology 2,444,079 2,460,033 2,301,282 2,676,752 2,676,752 3,002,544 2,892,615 2,921,541 2,950,757 2,980,264 3,010,067 Law -Civil 2,235,733 2,424,692 2,519,401 3,477,930 3,477,930 2,713,738 2,740,068 2,767,468 2,795,143 2,823,095 2,851,326 Law -Criminal 717,523 750,449 764,733 765,483 765,483 774,742 776,142 783,903 791,742 799,660 807,656 Community Development 2,375,956 2,642,460 2,629,295 2,868,265 2,868,265 2,855,852 2,792,217 2,820,139 2,848,340 2,876,824 2,905,592 Economic Development 279,486 340,503 415,973 495,973 495,973 366,756 284,756 287,604 290,480 293,385 296,319 Comununity Services 1,541263 1,667,589 1,530,068 3,004,187 3,004,187 2,810,382 1,733,502 1,750,837 1,768,346 1,786,029 1,803,890 Jail Contract Costs 6,417,479 5,932,095 4,341,950 4,048,950 4,048,950 3,303,463 3,319,584 3,352,780 3,386,308 3,420,171 3,454,372 911Dispatch 2,724,139 2,679,436 2,748,692 2,748,692 2,748,692 2,748,692 2,748,692 2,776,179 2,803,941 2,831,980 2,860300 Police 24,184,656 24,785,658 25,056,183 25,625,641 25,625,641 24,766286 25,343,757 25,597,195 25,853,167 26,111,698 26,372,815 Parks, Recr & Cultural Svcs 9,000,438 8,635,870 7,979,621 8,027,531 8,027,531 8,745,916 8,954,169 9,043,711 9,134,148 9,225,489 9,317,744 Public Works 25,036,214 25,236,629 18,817,490 24,793,344 24,793,344 31,119,467 26,436,182 26,700,543 26,967,549 27,237,224 27,509,597 Non -Departmental 30,755,262 43,510,717 33,531,339 42,209,780 41,518,539 52,121,366 34,448,471 34,792,956 35,140,885 35,492,294 35,847,217 Total Expenditures $ 114,949,523 $ 129,654,671 $ 110,468,506 $ 128,620,558 $ 127,929,317 $ 144,183,376 $ 121,334,610 $ 122,547,956 $ 123,773,435 $ 125,011,170 $ 126,261,281 Changes inFundBalance $ (1,261,399) $ 7,114,815 $ (1,074,794) $ (6,631,408) $ (5,940,168) $ (2,697,725) $ (4,733,303) $ (4,965,076) $ (5,199,260) $ (5,435,883) $ (5,674,961) ENDING FUND BALANCE: $ 62,121,983 $ 69,236,798 $ 49,321,357 1 $ 62,605,393 1 $ 63,296,634 1 $ 60,598,909 $ 55,865,605 $ 50,900,530 1 $ 45,701,269 1 $ 40P65,387 $ 34,59 44 0] B-35 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK OPERATING BUDGET City of Federal Way Organization Chart Citizens -------------------------- Municipal Mayor Council ------------------ Court Parks I I I Police I I I Law I I I Finance Information Public Community Technology Works Development C-1 CITY OF FEDERAL WAY 202112022 BUDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Jim Ferrell Municipal ------------------ Court Court Economic Administrator Development Emergency Management Human Resources City Clerk Mayor Departments Communications Coordinator Executive Assistant to Mayor Executive Assistant to Council Administrative Assistant 1 Council C - 2 OPERATING BUDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Jim Ferrell 2019/2020 ACCOMPLISHMENTS MAYOR'S OFFICE ■ Town Center Steps ■ Eyes on Federal Way ■ African American Quarterly Meeting ■ Restoring Police Budget ■ 30 for 30 Volunteer Initiative ■ Time Capsule 2050 ■ Neighborhood Connection Meetings ■ Facebook Live Town Hall Meetings ■ Key Role in Winter Storm Outreach ■ Brooklake Trail Extension ■ Sound Transit Light Rail Expansion ■ University Initiative ■ SCORE Jail Departure Agreement Savings ■ Water and Sewer Tax Judgement ■ Abandoned Shopping Cart Ordinance ■ Severe Winter Overnight Emergency Shelter ■ Joint venture with school district to increase internet connectivity ■ Covid-19 Response ➢ Outbreak Advisory Team Mobilization ➢ GFW EOC Activiation ➢ Support of Food Banks and Social Services ➢ Deployment of CARES Act Business Grants ➢ Distributing CDBG funds for rent support ➢ Established Business Resiliency and Community Continuity Task Forces ➢ School District Use of Channel 21 2021/2022 ANTICIPATED KEY PROJECTS MAYOR'S OFFICE ■ Vision 2050 Task Force ■ Sound Transit Collaboration ■ Use for Former Target Site ■ Airport Noise and Health Issues ■ IT Security Focus ■ Veterans Monument ■ Implementation of the vision of the budget [elm] CITY OF FEDERAL WAY 202112022 BUDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Jim Ferrell DEPARTMENT POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Mayor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 61 Communications & Govt Relations Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 37 Office Manger 1.00 1.00 1.00 - - - - 36 Graphics Coordinator 0.34 0.34 0.34 0.34 0.34 0.34 0.34 33 Policy Advisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 33 Executive Assistant to Mayor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 31 Administrative Assistant - - - 1.00 1.00 1.00 1.00 18 Director -Economic Development 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58i Administrative Assistant I* - - - - - 1.00 - 18 Emergency Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 50 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 54a Human Resources Analyst 2.00 2.00 2.00 2.00 2.00 2.00 2.00 37 Diversity, Equity, Inclusion Coordinator* - - - - - 0.50 - 43 Administrative Assistant I 0.50 0.50 0.50 0.50 0.50 0.50 0.50 18 City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 50 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 36a Administrative Assistant I 0.50 0.50 0.50 0.50 0.50 0.50 0.50 18 TotaIRegular Staffing 13.34 13.34 13.34 13.34 13.34 14.84 13.34 n/a Change from prioryear - - - - - 1.50 (1.50) n/a Grand Total Staffing 13.34 13.34 13.34 13.34 13.34 14.84 13.34 n/a *The 1.5 FTE increase to the 2021 adopted budget from the 2020 adjusted budget is due to the addition of 1.0 FTE Administrative Assistant I for Economic Development and 0.5 FTE Diversity, Equity, and Inclusion Coordinator. Cam! OPERATING BUDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Jim Ferrell PURPOSE/DESCRIPTION: The Mayor's Office is the executive branch of City government and includes the Mayor, who is elected by and represents the people of Federal Way. The Mayor's Office provides management direction and coordination of all City departments Supplies and activities, in accordance with policies and direction of the % Mayor/City Council. The Mayor's Office includes the following divisions; Administration, Economic Development, Emergency Management, Human Resources, and City Clerk. GOALS/OBJECTIVES: 2021 Adopted Expenditures by Category • Instill a customer service culture and can -do attitude in the City Government. • Manage city resources in a responsible and responsive manner. • Lead and coordinate the City's role in local, regional, and federal issues. • Implement Economic Development initiatives. • Facilitate Council decision making and policy development by providing unbiased, thorough, and professional analysis. • Carry out Mayor/City Council polices and directions effectively and efficiently. • Lead and coordinate proactive and effective communications with citizens, the news media, and city employees. • Communicate the City's vision, mission, and goals as well as day-to-day service information to constituents and key stakeholders. DEPARTMENT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected 1 $ Chg % Chg Revenue Summary: 31X Taxes $ - $ - $ 51,076 $ 651,076 $ 651,076 $ 651,076 $ 651,076 $ 0.0% 33X Intergovernmental 37,500 37,500 - - - - - n/a 36X Miscellaneous 28,000 3,476 28,000 28,000 28,000 28,000 28,000 0.0% Total Revenues: $ 65,500 $ 40,976 $ 79,076 $ 679,076 $ 679,076 $ 679,076 $ 679,076 $ 0.0% General Fund Operating Expenditure Summary: MO Admin 1,217,717 1,296,641 1,127,132 770,194 770,194 703,201 715,168 (66,992) -8.7% ED Economic Development 279,486 340,503 415,973 495,973 495,973 366,756 284,756 (129,217) -26.1% CK City Clerk 499,915 592,263 513,984 513,984 513,984 558,912 560,410 44,928 8.7% HR Human Resources 478,791 521,715 514,881 554,881 554,881 597,932 536,319 43,051 7.8% Subtotal Operating BT4:1 $ 2,475,909 1$ 2,751,122 1 $ 2,571,969 1 $ 2,335,031 1 $ 2,335,031 1 $ 2,226,801 1 $ 2,096,654 1 $ (108,230) -4.6% Other Funds Operating Expenditure Summary: 101 Emergency Operations 197,605 200,641 202,353 202,353 202,353 208,679 208,679 6,326 3.1% 114 Proposition 1 - - 51,076 651,076 651,076 651,076 651,076 - 0.0% Subtotal Operating Epp.: $ 197,605 $ 200,641 $ 253,429 $ 853,429 $ 853,429 $ 859,755 $ 859,755 $ 6,326 0.7% TotalExpentlitures: $ 2,673,514 $ 2,951,763 $ 2,825,398 $ 3,188,460 $ 3,188,460 $ 3,086,556 $ 2,956,409 $ (101,904) -3.2% C - 5 CITY OF FEDERAL WAY 202112022 BUDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Jim Ferrell HIGHLIGHTS/CHANGES: The Mayor's Office's adopted operating budget totals $3,086,556 in 2021 and $2,956,409 in 2022. This is a 3.2% or $101,904 decrease to the 2021 adopted budget from the 2020 adjusted budget. Major line items changes include: Salaries & Wages - Net increase of $85,856 primarily due to the addition of 1.0 FTE Economic Development position, and 0.5 FTE Diversity, Equity, and Inclusion Coordinator, offset by the elimination of one-time salaries for Covid-19 administration and processing. Benefits - Net decrease of $7,760 primarily due to changes of benefits for employees within the department, and elimination of one-time benefits for Covid-19. Services and Charges - Decrease of $180,121 is due to elimination of airport noise study, SAMP, university initiative and salary study one-time services. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Ado ted Adjusted Projected $ Ch % Chg Revenue Summary: 31X Taxes $ - $ - $ 51,076 $ 651,076 $ 651,076 $ 651,076 $ 651,076 $ 0.0% 33X Intergovernmental 37,500 37,500 - - - - - n/a 36X Miscellaneous 28,000 3,475.61 28,000 28,000 28,000 28,000 28,000 0.0% Total Revenues: $ 65,500 $ 40,976 $ 79,076 $ 679,076 $ 679,076 $ 679,076 $ 679,076 $ 0.0% Expenditure Summary: 1XX Salaries & Wages 1,229,814 1,253,338 1,209,559 1,336,225 1,336,225 1,422,081 1,285,916 85,856 6.4% 2XX Benefits 436,079 457,232 489,440 489,440 489,440 481,681 487,698 (7,760) -1.6% 3XX Supplies 16,968 30,054 18,590 18,590 18,590 18,711 18,711 121 0.7% 4XX Services and Charges 766,709 966,891 879,359 1,115,755 1,115,755 935,634 935,634 (180,121) -16.1% SXX Intergovernmental 223,945 244,249 228,450 228,450 228,450 228,450 228,450 0.0% Total nclitures: $ 2,673,514 $ 2,951,763 $ 2,825,398 $ 3,188,460 $ 3,188,460 $ 3,086,556 $ 2,956,409 $ (101,904) -3.2% C - 6 OPERATING BUDGET MAYOR'S OFFICE DEPARTMENT OVERVIEW Responsible Manager: Mayor Jim Ferrell PURPOSE/DESCRIPTION: The Mayor's Office Administration includes the Mayor, communications, public defender, and government affairs. The Mayor's Office implements Council's vision and also oversees the Federal/State Lobbyist and media relations. 2021 Adopted Expenditures by Category Supplies 0.4% GOALS/OBJECTIVES: • Lead the organization to implement Councils vision, goals, policies, direction with the SPIRIT (Service, Pride, Integrity, Respect, Initiative, and Team -work) value Personnel • Ensure effective management and deployment of human, 46.1% 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. PERFORMANCE MEASURES: Type/Description 2019 2020 2021 2022 Workload Measures: • Total FTEs managed' 339.68 352.43 361.68 359.18 • Total expenditure budget managed (in millions of $) $129.65 $126.46 $144.18 $121.33 Efficiency Measures: • Employees per 1000 population 3 3 3 3 • General/Street fund budget per capital $581 $629 $558 $546 1. Includes total authorized Full -Time Equivalents (FTE). 2. Population based on 2019 figures 97,840. C - 7 CITY OF FEDERAL WAY 202112022 BUDGET MAYOR'S OFFICE ADMINISTRATION Responsible Manager: Mayor Jim Ferrell POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Mayor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 61 Communications & Govt Relations Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 37 Office Manger 1.00 1.00 1 1.00 - - - - 36 Graphics Coordinator 0.34 0.34 0.34 0.34 0.34 1 0.34 0.34 33 Policy Advisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 33 Executive Assistant to Mayor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 31 Administrative Assistant - - - 1.00 1.00 1.00 1.00 18 Total Regular Staffing 5.34 5.34 5.34 5.34 5.34 5.34 5.34 n/a Change from prior year - - - n/a Grand Total Staffing 5.34 5.34 5.34 5.34 5.34 5.34 5.34 n/a HIGHLIGHTS/CHANGES: The Mayor's Office Administration adopted operating budget totals $1,354,277 in 2021 and $1,366,244 in 2022. This is a 8.7% or $66,992 decrease to the 2021 adopted budget from the 2020 adjusted budget. Major line items changes include: Salaries & Wages - Decrease of $53,737 primarily due to restructuring of position office manager to executive assistant, and reduction of Covid-19 one-time help. Benefits - Decrease of $13,235 primarily due to restructuring of position office manager to executive assistant. REVENUE AND EXPENDITURE SUMMARY: MAYOR'S OFFICE ADMINISTRATION - GENERAL FUND Code Item 2011 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected d $Chg %Chg Revenue Summary: 36X IMiscellaneous I$ $ $ $ I S $ $ n/a Total Revenues: 1 $ - $ - $ $ $ - $ n/a Expenditure Summary: 1XX Salaries & Wages 452,849 445,871 454,252 505,918 505,918 452,181 460,852 (53,737) -10.6% 2XX Benefits 167,684 172,874 185,084 185,084 185,084 171,829 175,124 (13,255) -7.2% 3XX Supplies 12,097 16,448 6,070 6,070 6,070 6,070 6,070 0.0% 4XX Services and Charges* 585,086 661,447 481,726 73,122 73,122 73,122 73,122 0.0% Total Expenditures:1 1,217,717 1 $ 1,296,641 $ 1,127,132 $ 770,194 $ 770,194 $ 703,201 $ 715,168 $ (66,992) -8.7% MAYOR'S OFFICE ADMINISTRATION - PROPOSITION 1 FUND Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 31X ITaxes $ $ $ 51,076 $ 651,076 $ 651,076 $ 651,076 $ 651,076 $ 0.0% Total Revenues: $ - $ - $ 51,076 $ 651,076 $ 651,076 $ 651,076 $ 651,076 $ - 0.0% Expenditure Summary: 4XX Services and Charges 51,076 651,076 651,076 651,076 651,076 - 0.0% Total Expenditures: $ - $ - $ 51,076 $ 651,076 $ 651,076 $ 651,076 $ 651,076 $ low; OPERATING BUDGET ECONOMIC DEVELOPMENT Responsible Manager: Tim Johnson, Director 2021 Adopted Expenditures by Category PURPOSE/DESCRIPTION: The Department houses the City's Economic Development function. Economic Development's mission is to produce solutions to attract and retain businesses, jobs, and investments along with improving the tax base and enhancing the quality of life in Federal Way. GOALS/OBJECTIVES: • Promote and create a sustainable, diversified and globally focused economy. Personnel • Help attract, expand & retain businesses, jobs and 80.0% investments (new development & redevelopment) that provide employment opportunities for Federal Way residents • Alignment of reuse of former Weyerhaeuser corporate campus to next Generation Jobs • Build a brand to promote and enhance the image of Federal Way • Ensure educational opportunities align with future job growth • Formulate tools and systems to encourage entrepreneurship 2019/2020 ACCOMPLISHMENTS • COVID-19 o Prosperity Beckons, A Framework for Strategy o Community Continuity Taskforce o Business Resiliency Taskforce o Grant Mgmt. o Cares Act, (1,000 Small Business Assistance Grants) o King County (Financial Counseling, Re -Opening Tourism, H.E.T.T.) o Small Business Assistance Grant o Business Outreach o Weekly Memo & Supplemental Articles supplies • LTAC o Korean Sports Festival o Speedo Jr. National Swimming Championships o Digital Sign o TEG o H.E.T.T. o Airport Welcome Sign • Economic Development o Business Attraction, Retention & Expansion — 700 - 800 jobs o Old Navy o Sketcher's o Pape Kenworth o National Chain o Consumer Credit Corp. o Annual Meeting: Foreign Consulates Association of Washington o Annual Meeting: Community Investment Connection Banks, S&L's Credit Unions and Financial Intermediaries o Coordinate FW Small Business Assistance Program with Highline College o Produce Bi-Annual Publication of Economic Development Activity Report o University Initiative Svc/Chgs 19.5% C0'M CITY OF FEDERAL WAY202112022 BUDGET ECONOMIC DEVELOPMENT Responsible Manager: Tim Johnson, Director 2019/2020 ACCOMPLISHMENTS • Redevelopment o Downtown Market Analysis — Direct and e-mail campaign and website o Retail gap & leakage analysis o TC-3 o Annual Meeting: Downtown property owners o Business retention/relocation dislocated by Light Rail o Sound Credit Union o Washington Federal o Azteca Restaurant o Opportunity Zone 0 2021/2022 Goals • Economic Development o Tech HUB o Expanding the Tax Base • Redevelopment o Permanent Location for UW/Highline o Parking Garage, TC-3 • LTAC o Hosting NCAA Swimming Championships o Off Season Tourism Plan o Enhancing City Economy/Revenues through Tourism • COVID-19 • Other o Support to City Council/Departments o Mission: Community Nutrition/Community Chefs o Legislation to Prevent Predatory Lending o Childcare Business o Internship Program C-10 OPERATING BUDGET ECONOMIC DEVELOPMENT Responsible Manager: Tim Johnson, Director HIGHLIGHTS/CHANGES: The Economic Development Division adopted operating budget totals $366,756 in 2021 and $284,756 in 2022. This is a 26.1% or $129,217 decrease to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: Salaries & Wages - Increase of $12,940 primarily due to addition of 1.0 FTE Economic Development position, offset by the elimination of one-time salaries for Covid-19. Benefits - Decrease of $2,157 primarily due to elimination of one-time benefits for Covid-19. Services and Charges - Decrease of $140,000 due to elimination of airport noise study, SAMP, and university initiative one-time services. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 ActualI 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected $ Chg I % Chg Expenditure Summary: 1XX Salaries & Wages 177,272 181,831 147,132 222,132 222,132 235,072 153,072 12,940 5.8% 2XX Benefits 41,638 42,799 60,324 60,324 60,324 58,167 58,167 (2,157) -3.6% 3XX Supplies 1,233 6,254 2,100 2,100 2,100 2,100 2,100 - 0.0% 4XX Services and Charges* 59,343 109,620 206,417 211,417 211,417 71,417 71,417 (140,000) -66.2% Total Fkpeniltures:1 $ 279,486 $ 340,503 1 $ 415,973 1 $ 495,973 $495,973 $ 366,756 $ 284,756 1 $ (129,217) -26.1% POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected General Fund: Director -Economic Development 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58i Administrative Assistant I - - - - - 1.00 - 18 Total General Fund: 1.00 1.00 1.00 1.00 1.00 2.00 1.00 n/a Total Regular Staffrng 1.00 1.00 1.00 1.00 1.00 2.00 1.00 n/a Change from prior year - - - - - 1.00 (1.00) n/a Grand Total Staffing 1.00 1.00 1.00 1.00 1.00 2.00 1.00 n/a CITY OF FEDERAL WAY 202112022 BUDGET EMERGENCY MANAGEMENT Responsible Manager: Ray Gross, C.E.M., Emergency Manager PURPOSE/DESCRIPTION: The missions of Emergency Management is to prepare the City of Federal Way and the Greater Federal Way community for natural or manmade disasters through public education, training, planning and building interagency cooperation. Ensuring the Emergency Management program stays compliant with the National Incident Management System so that the City stays eligible for Department of Homeland Security grant funding. Emergency Management also ensures that the City and the Greater Federal Way community can respond to and recover from disasters via exercises, drills, training and maintaining the emergency operations center in a state of constant readiness. Emergency Management also outreaches to the community, offering training and education materials or presentation on preparedness. GOALS/OBJECTIVES: 2021 Adopted Expenditures by Category Emergency Management will continue to ensure compliance with the National Incident Management System, via the Emergency Operations Plan, training and using the Incident Command System. Continue incident response training and exercises for all staff assigned to the Greater Federal Way Emergency Operations Center. Continue to develop relationships with the community, faith based organizations and other community service organizations in order to better prepare the community for disasters. PERFORMANCE MEASURES: Type/Description Workload Measures: • NIMS ICS Compliance • Update GFW Emergency Management Plan to be NIMS compliant • Conduct Emergency Management table top/functional exercises for staff assigned to the GFW EOC • Conduct monthly Emergency Management oversight and planning committee meetings Outcome Measures: • Number of people trained in NIMS ICS Training • Number of table top exercises conducted Efficiency Measures: • Training GFW EOC staff in NIMS ICS • Conducting exercises and EOC activation • Public Education and Involvement Meetings POSITION INVENTORY: 2019 2020 2021 2022 11 20 24 12 30 10 10 30 3 1 1 3 100% 100% 100% 100% 3 1 1 3 12 1 1 6 Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Emergency Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 50 Total Regular Staffing 1.00 1.00 1.00 1.00 1.00 1.00 1.00 n/a Change from prior year n/a Grand Total Staffing 1.00 1.00 1.00 1 1.00 1 1.00 1.00 1.00 n/a C-12 OPERATING BUDGET EMERGENCY MANAGEMENT Responsible Manager: Ray Gross, C.E.M., Emergency Manager HIGHLIGHTS/CHANGES: The adopted operating budget totals $208,679 in 2021 and $208,679 in 2022. This is a 3.1% or $6,326 increase to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: ■ Salaries & Wages- Increase of $4,584 due to scheduled step increases. ■ Services and Charges - Increase of $1,742 due to increases in health insurance premiums. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 33X lIntergovernmental $ 37,500 $ 37,500 $ - $ - $ - $ - $ - $ n/a 36X IMiscellaneous 28,000 3,476 28,000 28,000 28,000 28,000 28,000 0.0% Total Revenues: $ 65,500 $ 40,976 $ 28,000 $ 28,000 $ 28,000 $ 28,000 $ 28,000 $ - 0.0% Expenditure Summary: 1XX Salaries & Wages 113,256 115,524 113,256 113,256 113,256 117,840 117,840 4,584 4.0% 2XX Benefits 46,129 46,557 43,037 43,037 43,037 44,779 44,779 1,742 4.0% 3XX Supplies 720 1,060 7,300 7,300 7,300 7,300 7,300 - 0.0% 4XX Services and Charges 37,500 37,500 38,760 38,760 38,760 38,760 38,760 - 0.0% Total nditures: $ 197,605 $ 200,641 $ 202,353 $ 202,353 $ 202,353 $ 208,679 $ 208,679 $ 6,326 3.1% C-13 CITY OF FEDERAL WAY202112022 BUDGET HUMAN RESOURCES Responsible Manager: Jean Stanley, Manager 2021 Adopted Expenditures by Category Sunnliec PURPOSE/DESCRIPTION: This program provides management, administration, and coordination of the City's human resources functions and support of organizational development. The purpose of the program is to maintain a fair and equitable human resource management system by balancing the needs of employees and the City, and to ensure compliance with applicable rules and regulations. In addition, the division provides the support services of city-wide purchasing business cards and stationery, coordination of the Safety Committee, Federal Way Retirement System Board, Civil Service and worker's compensation claims processing. GOALS/OBJECTIVES: • Balance fiscal stewardship with employee welfare. • Attract and retain a highly qualified, diverse workforce. • Foster amicable employee/labor relations. • Promote employee wellness, safety, productivity, and high performance. • Ensure compliance with laws and regulations. • Maintain consistency and fairness when implementing policy, decisions, and direction. PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of employee applications processed • Number of Public Safety Testing applications processed • Number of recruitments coordinated • Number of training hours provided • Number of Wellness Your Way Accounts Managed • Number of Onsite Biometric Participants Outcome Measures: • % new employee orientations given in 3 days of employment • Percent exit interviews completed • Employee turnover rate • Percent of minority employees in City workforce • Worker's compensation experience factor *2020 Numbers lower due to COVID-19 POSITION INVENTORY: 2019 2020* 2021 2022 1,451 650 1,500 1,500 528 450 500 500 78 50 65 65 714 120 500 700 432 420 430 430 277 210 280 280 100% 100% 100% 100% 100% 100% 100% 100% 14% 14% 14% 14% 25% 24% 25% 25% .9057 .8107 .8107 .8107 Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Human Resources Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 54a Human Resources Analyst 2.00 2.00 2.00 2.00 2.00 2.00 2.00 37 Diversity, Equity, Inclusion Coordinator - - - - - 0.50 - 43 Administrative Assistant I 0.50 0.50 0.50 0.50 0.50 0.50 0.50 18 Total Regular Staffing 3.50 3.50 3.50 3.50 3.50 4.00 3.50 n/a Change from prior year - - - - - 0.50 (0.50) n/a Grand Total Staffing 3.50 3.50 3.50 3.50 3.50 4.00 3.50 n/a C-14 OPERATING BUDGET HUMAN RESOURCES Responsible Manager: Jean Stanley, Manager HIGHLIGHTS/CHANGES: The Human Resource Division's adopted operating budget totals $597,932 in 2021 and $536,319 in 2022. This is a 7.8% or $43,051 increase to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: Salaries & Wages - Increase of $85,574 primarily due to the addition of 0.50 FTE Diversity, Equity, Inclusion Coordinator, and scheduled step increases. Benefits - Decrease of $2,523 primarily due to a change of benefits for employees in the division. Services and Charges - Decrease of $40,000 primarily due to elimination of one-time salary study services. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 36X IMiscellaneous $ $ - $ $ $ - $ - $ n/a Total Revenues: I $ - $ - $ - $ - $ - $ - $ - I S - n/a Expenditure Summary: 1XX Salaries & Wages 295,082 303,091 306,936 306,936 306,936 392,510 328,588 85,574 27.9% 2XX Benefits 108,851 115,292 124,127 124,127 124,127 121,604 123,913 (2,523) -2.0% 3XX Supplies 1,922 5,613 2,370 2,370 2,370 2,370 2,370 - 0.0% 4XX Services and Charges 51,856 83,421 52,998 92,998 92,998 52,998 52,998 (40,000) -43.0% 5XX Intergovernmental 21,079 14,298 28,450 28,450 28,450 28,450 28,450 0.0% Total EWndituresd $ 478,791 1 $ 521,715 1 $ 514,881 1 $ 554,881 1 $ 554,881 1 $ 597,932 1 $ 536,319 1 $ 43,051 7.8% C-15 CITY OF FEDERAL WA Y 2 02112 022 B UDGET CITY CLERK Responsible Manager: Stephanie Courtney PURPOSE/DESCRIPTION: The City Clerk's function is to act as the clerk of the Council for all City Council Meetings; prepare Council meeting agendas, materials, and official minutes; maintain an effective records retention/destruction schedule for all city records per State guidelines; administer requests for public documents in accordance with the Public Disclosure Act; maintain and update information about the City, Council, and Council -appointed Commissioners/Committees; coordination of Commission/Board vacancy and appointment process; administer Oaths of Office to Elected Officials; Prepare and ensure timely publication of Public Notices; maintain the official City records and files, including Ordinances, Resolutions, and Contracts/Agreements; coordination of the City's Land Use Hearing Examiner program; Enforce Business Licensing regulations; perform Notary Public services; and complete all other special projects as assigned. GOALS/OBJECTIVES: Svciq 8.e Supplies 0.2% 2021 Adopted Expenditures by Category • Ensure smooth proceedings of City Council Regular and Special Meetings • Provide consistent and accountable customer service to citizens, Councilmembers, and city staff by identifying opportunities to extend and improve services to meet the changing needs of our community • Facilitate the disclosure of public records in an open, timely, and transparent manner • Enable citizens to actively engage through involvement and participation in public meetings • Revise internal workflow procedures to reduce the need for unnecessary paper duplication of City Council meeting materials • Increase online subscriptions to council meeting agendas and automatic notifications of public meetings PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of Agenda Bills submitted to City Council • Number of Legal Notices prepared and published annually • Number of Council Agendas prepared and published annually • Number of Ordinances processed annually • Number of Resolutions processed annually • Number of City Agreements processed annually • Number of City Meetings noticed per the Open Public Meetings Act • Number of Appointments made to Citizen Commissions/Committees • Number of Hearing Examiner Public Hearings coordinated and supervised • Number of Public Record Requests processed • Number of Notarial Acts performed • Number of Boxes of Records which met retention that were destroyed or transferred to State Archivist Outcome Measures: • Percent of agenda packets delivered to Council four days prior to meetings • Percent of meeting agendas published more than 24 hours prior to meetings • Percent of Public Records Requests acknowledged and processed within the 5 day requirement per RCW • Percent of ordinances and resolutions processed within 6 working days. • Percent of City agreements processed within 6 working days 2019 2020 2021 2022 304 312 300 300 23 27 25 25 54 47 45 45 21 22 25 25 29 28 20 20 286 982 300 300 250 238 250 250 45 40 40 40 4 5 10 10 555 364 375 375 44 74 100 100 125 160 175 175 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% C-16 OPERATING BUDGET CITY CLERK Responsible Manager: Stephanie Courtney POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 50 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 36a Administrative Assistant I 0.50 0.50 0.50 0.50 0.50 0.50 0.50 18 Total Regular Staffing 2.50 2.50 2.50 2.50 2.50 2.50 2.50 1 n/a Change from prior year - - - - n/a Grand Total Staffing 2.50 2.50 2.50 2.50 2.50 2.50 2.50 n/a The City Clerk's adopted operating budget totals $558,912 in 2021 and $560,410 in 2022. This is a 8.7% or $44,928 increase to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: • Salaries & Wages - Increase of $36,495 primarily due to scheduled step increases. • Benefits - Increase of $8,433 due to increased health insurance premiums. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 I Adopted 21 Proposed - 20 Ad' Adopted Adjusted Projected $ Chg I % Chg Expenditure Summary: 1XX Salaries & Wages 191,354 207,020 187,983 187,983 187,983 224,478 225,564 36,495 19.4% 2XX Benefits 71,776 79,710 76,869 76,869 76,869 85,302 85,714 8,433 11.0% 3XX Supplies 995 679 750 750 750 871 871 121 16.1% 4XX Services and Charges 32,924 74,903 48,382 48,382 48,382 48,261 48,261 (121) -0.3% SXX Intergovernmental 1 202,865 229,951 200,000 200,000 200,000 1 200,000 1 200,000 0.0% Total Expenditures: 1 $ 499,915 $ 592,263 $ 513,984 $ 513,984 $ 513,984 1 $ 558,912 1 $ 560,410 $ 44,928 8.7% C-17 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK C-18 CITY OF FEDERAL WAY202112022 BUDGET OPERATING BUDGET I CITIZENS OF FEDERAL WAY 1 CITY COUNCIL Susan Honda, Council President Position #1 — Lydia Assefa-Dawson Position #2 — Greg Baruso Position #4 — Hoang V. Tran Position 45 — Leandra Craft Position #6 — Martin A. Moore Position 47 — Linda Kochmar ■ Represent the People of Federal Way ■ Adopt Ordinances and Resolutions ■ Grant Franchises ■ Levy Taxes and Appropriate Funds ■ Establish Policy Guidelines CITY COUNCIL COMMITTEES ■ Finance, Economic Development, and Regional Affairs (FEDRAC) ■ Land Use and Transportation (LUTC) ■ Parks, Recreation, Human Services, and Public Safety (PRHSP) Executive Assistant to the Council Jeri -Lynn Clark ■ Support for Council BOARDS AND COMMISSIONS ■ Arts Commission ■ Diversity Commission ■ Ethics Board ■ Human Services Commission ■ Independent Salary Commission ■ Lodging Tax Advisory Committee ■ Parks and Recreation Commission ■ Planning Commission ■ Youth Commission ■ Steel Lake Management District Advisory Committee ■ CDBG Loan Review Committee (Civil Service Commission reports to Mayor) C-19 CITY OF FEDERAL WA Y 2 02112 022 B UDGET CITY COUNCIL Responsible Manager: Council President Susan Honda PURPOSE/DESCRIPTION: The City Council is the seven -member legislative branch of city government elected by and representing the people of Federal Way. Council Members elect one of their members as the Council President and the Mayor is elected by Federal Way residents. The City Council is the policy determining body of the City and exercises all legislative powers authorized under the State Constitution which are not specifically denied by State law, including adoption of ordinances, levying of taxes, and appropriation of funds. The Federal Way City Council meetings are held the first and third Tuesday of each month at 6:30 p.m. Public comments are welcome at the beginning of each meeting. The Council has three working committees: Finance, Economic Development and Regional Affairs Committee; Land Use and Transportation Committee; and the Parks, Recreation, Human Services and Public Safety Committee. The Council President appoints committee chairs every two years. All committee meetings are open to the public. 2021 Adopted Expenditures by Category Supplies 1.2% Svc/Ches 54.0% GOALS/OBJECTIVES: • Integrate the public safety strategy into all facets of City operations, building on a strong community -based approach. • Create a multi -use urban city center that is pedestrian friendly, linked to neighborhoods and parks, and services as the social and economic hub of the City. • Establish Federal Way as an economic leader and job center in South King County by attracting a regional market for high quality office and retail businesses. • Maintain the capital facilities plan and provide financing options for transportation and surface water improvements, parks, recreation, cultural arts and public facilities. • Ensure a responsive service culture within the City organization where employees listen carefully, treat citizens and each other respectfully and solve problems creatively, efficiently, and proactively. • Position Federal Way as a regional leader by working collaboratively with other local and regional jurisdictions in order to leverage resources. • Increase sustainable revenue streams to fully fund the city budget, programs and infrastructure. • Address public safety issues for residents and businesses. • City government will develop a plan to realize our 2030 vision of becoming a tech hub. • Develop a plan to address and prevent homelessness and related issues. • Develop a plan to site the OMF at the Midway landfill in coordination with South King County Cities. POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Council President - - - 0.50 0.50 0.50 0.50 Olc Deputy Mayor 0.50 0.50 0.50 - - - - Olc Council Member* 3.00 3.00 3.00 3.00 3.00 3.00 3.00 O1 a Executive Assistant to Council 0.70 0.70 0.70 0.70 0.70 0.70 0.70 31a Total Regular Staffing 4.20 4.20 4.20 4.20 4.20 4.20 4.20 n/a Change from prior year - - - - - - n/a Grand Total Staffing 4.20 4.20 4.20 4.20 4.20 4.20 4.20 n/a C-20 OPERA TING BUDGET CITY COUNCIL Responsible Manager: Council President Susan Honda HIGHLIGHTS/CHANGES: The City Council's adopted operating budget totals $525,655 in 2021 and $530,695 in 2022. This is a 3.4% or $17,443 increase to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: • Salaries & Wages: Decrease of $12,918 due to allocating a portion of salaries of Executive Assistant to Community Development Services. • Benefits: Increase of $30,361 due to increased health insurance premiums. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 2020 2021 Actual Adopted Adjusted Projected I Adopted 2022 21 Adopted - 20 Ad' Adopted $ Chg % Chg Expenditure Summary: 1XX Salaries & Wages 150,022 155,613 173,502 178,070 178,070 165,152 168,512 (12,918) -7.3% 2XX Benefits 89,123 91,709 88,486 88,486 88,486 118,847 120,527 30,361 34.3% 3XX Supplies 6,798 5,947 6,537 6,537 6,537 6,537 6,537 - 0.0% 4XX Services and Charges 159,198 168,896 177,638 235,118 235,118 235,118 235,118 - 0.0% Total nclitures: $ 405,140 $ 422,165 $ 4469163 1 $ 508,211 $ 508,211 1 $ 525,655 $ 530,695 $ 17,443 3.4% COUNCIL COMMITTEES ROLES AND RESPONSIBILITIES FINANCE, ECONOMIC DEVELOPMENT, AND REGIONAL AFFAIRS COMMITTEE: The Council's Finance, Economic Development, and Regional Affairs Committee (FEDRAC) reviews issues and policies related to: the City's budget and fiscal affairs; financial operations; economic development activities; and legislative & regional relations. Items considered by FEDRAC on a regular basis are: county, state, and federal legislative issues; franchise agreements; equipment purchases; redevelopment efforts; economic development strategies; and financial reports. The City's Lodging Tax Advisory Committee reports to FEDRAC. Committee Members serving for 2021 are: Councilmember Hoang Tran (Chair), Councilmember Leandra Craft and Councilmember Linda Kochmar. Meetings are held the 4th Tuesday of each month at 5:00 p.m. in the Hylebos Conference Room (2nd Floor, next to Council Chambers) unless otherwise noted. Although the meetings are not televised, audio recordings can be downloading by visiting the City's website at www.cityoffederalway.com. LAND USE AND TRANSPORTATION COMMITTEE: The Council's Land Use Transportation Committee (LUTC) considers all zoning, planning, and transportation -related policies and issues. Items typically reviewed by the Committee include: comprehensive plan amendments; zoning designation changes/variances; design guideline changes; any change in City code governing land use and development; and all surface water and transportation project related design, construction and funding. The Planning Commission reports to LUTC. Committee members for 2021 are: Councilmember Greg Baruso (Chair), Councilmember Hoang Tran, and Councilmember Martin Moore. Meetings are held on IIt Monday of each month at 5:00 PM in the Council Chambers at City Hall, unless otherwise noted. PARKS, RECREATION, HUMAN SERVICES, AND PUBLIC SAFETY COMMITTEE: The Parks, Recreation, Human Services and Public Safety Committee (PRHSPS) reviews issues related to these particular areas: development and construction of parks and other city facilities; human services; diversity; and public safety issues. The City's Arts, Diversity, Human Services, Parks & Recreation, and Youth Commissions all report to PRHSPS. Committee members for 2020 are: Councilmember Linda Kochmar (Chair), Councilmember Lydia Assefa-Dawson and Councilmember Greg Baruso. C-21 CITY OF FEDERAL WAY 202112022 B UDGET Meetings are held the 2' Tuesday of each month at 5:00 PM in the Hylebos Conference Room at City Hall, unless otherwise noted. LODGING TAX ADVISORY COMMITTEE: The Lodging Tax Advisory Committee (LTAC) advises the City Council on the allocation of lodging tax revenue for programs and activities that will encourage tourism in Federal Way. The membership of the LTAC is appointed by the City Council and consists of up to seven members: one member is an elected official of the city who serves as the chair; three members are representatives of businesses required to collect the tax; and three members are persons involved in activities authorized to be funded by revenue received from the tax. Committee members for 2020 are: Lydia Assefa-Dawson Councilmember, Chair, Mike Dunwiddie, King County Aquatic Center, Madalena Miller, Seattle/Federal Way Marriott Courtyard, Joann Piquette, Federal Way Coalition of the Performing Arts, Vickie Molzer, Seattle/Federal Way Hampton Inn, Brian Hoffman, General Manager PAEC, Pending hotel representative appointment. Meetings are held the 2nd Wednesday of each month at 10:00 AM in the Hylebos Conference Room at City Hall, unless otherwise noted. Currently due to COVID-19 all Council and Council committee meetings are conducted via zoom. The zoom information is provided on the City's website with the agenda and meeting announcement. C-22 OPERATING BUDGET PLANNING DIVISION Stacey Welsh 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 COMMUNITY DEVELOPMENT DEPARTMENT Brian Davis Director ■ Overall Department Management/Organization ■ Budget Management ■ Personnel Matters ■ Liaison to Economic Development Department ■ Manage Current Land Use Applications & Building Permits ■ Growth Management — Comprehensive Plan & Critical Areas ■ Shoreline Management ■ Regional Land Use & Transportation Issues BUILDING DIVISION Scott Sproul Building Official ■ Administration of Building & Construction Codes ■ Review of Construction Permits & Inspections of Buildings ■ Enforcement of Washington State Code, Amendments, & City Construction Regulations ■ Legislative and National Code Development & Ordinance Drafting Administration of Code Compliance Program, Including Enforcement of CD Regulations ADMINISTRATIVE SUPPORT Kari Cimmer Admin/Permit Center Supervisor ■ Administrative Support to the Director, Department Divisions, Planning Commission ■ City -Wide Reception ■ Passports ■ Records Management ■ Permit Center & Processing COMMUNITY SERVICES DIVISION Sarah Bridgeford Community Services Manager ■ Community Development Block Grant Program ■ Community Services General Fund Grant Programs ■ Human Services Commission Support ■ Diversity Commission Support ■ CDBG Small Business Loans & Loan Review Advisory Committee Support ■ Housing Repair Program & Housing Repair Loan Program ■ Local and Regional Community Service Issues C-23 CITYOFFEDERAL WAY202112022BUDGET COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW Responsible Manager: Brian Davis 2019/2020 ACCOMPLISHMENTS • In response to COVID, transitioned all customer services from in -person to no -contact exchanges • Transformed all permit and grant applications from paper to 100 percent digital within three weeks, a project originally scheduled over a two-year period • Managed a 41 percent increase in phone, email, and walk-in customer traffic from 13,143 in 2019 to 18,521 in 2020 • Initiated transition to MyBuildingPermit, an online program that will facilitate a smoother intake of permit applications • Prepared for downtown light rail station with the permitted demolition of buildings between 21 st Avenue S and 23rd Avenue S • Continued partnership with Sound Transit in the planning and development of three major transit projects: Federal way Link Extension, Tacoma Dome Link Extension, and the siting of an Operations and Maintenance Facility in South King County • Amended Comprehensive Plan for the realignment of S 324th to reduce future construction cost by $7 million and to accommodate 1,000 jobs to the City • Annexed 21 acres at the northeast quadrant of the S 320th/I-5 interchange • Updated code amendments for housekeeping purposes, to respond to legislative changes, and to adjust to local needs, such as revising the cottage housing development standards • Initiated Housing Action Plan, an effort that will identify future housing needs and regulatory barriers that prevent a balanced housing mix • Completed essential rehabilitation of an affordable housing complex in north Federal Way providing more secure housing to 86 Federal Way households and bringing the units into compliance • Implemented the 2019/2020 Housing Repair Program serving six households to date • Awarded and administered $1,072,000 in Human Services General Fund grants for 43 programs serving over 50,000 Federal Way residents in 2019; the number is duplicated, meaning a person may access multiple services across multiple agencies as they try to meet their goals and needs • Completed the planning process for the 5-year Community Development Block Grant (CDBG) Consolidated Plan concurrently with the 2019 Community Needs Assessment to guide City investments in social services • Implemented a Grantmaking with an Equity Lens evaluation review and training with Human Services Commission to use in making funding recommendations for 2021 and 2022 • Grew the annual Flavor of Federal Way event in 2019 and the Diversity Commission adapted the 2020 event in light of COVID-19 • Designed and implemented severe weather shelter • Implemented one-time grant applications and programs to address homelessness, afterschool needs, and respond to COVID-19. • In partnership with the IT Department, launched Eyes on Federal Way, an online customer portal that allows residents to submit complaints and monitor their status C-24 OPERATING BUDGET 2021/2022 ANTICIPATED KEY PROJECTS • Support economic development projects in the City Center and throughout the City • Make significant progress on long list of code amendments identified in the adopted Planning Commission Work Program • Support major redevelopment projects in the City Center and in neighborhoods as the economy recovers from the COVID pandemic • Initiate planning study for downtown • Continue process code amendments with a focus on economic development • Continue to improve the development process with timely land use and permit review and issuance • Continue implementation of CDBG and Human Services General Fund programs, including monitoring of contracts of funded human service agencies • Continue to work on local and regional efforts to address housing and human service needs • Develop and submit to HUD the required 2021 and 2022 CDBG Annual Action Plans • Achieve HUD recognition for the city's grant program and properly administer the federal CDBG rules and regulations for the grants received • Improve the Community Services grant application processes and management using the established, on- line system • Continue evaluation to make improvements to the Human Services Grant application and award process, criteria, and management system • Expand resources and technical assistance available for community -based organizations that receive or are interested in applying for City grant funds • Continue implementation of and ongoing work of Grantmaking with an Equity Lens to ensure equitable access to grant funds by agencies and residents • Continue support and implementation of COVID-19 response and recovery for social services • Complete and implement Housing Action Plan including code amendments that remove regulatory barriers preventing a balanced housing mix • Adopt new Building Code, including requirements that improve energy conservation in newly constructed buildings • Develop, administer and enforce International Codes for plan review, construction, and inspection • Manage increased volume of complaints submitted through the new Eyes on Federal Way online customer portal • Continue to work closely with and partner with South King Fire and Rescue in order to provide fire prevention plan review C-25 CITYOFFEDERAL WAY202112022BUDGET COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW Responsible Manager: Brian Davis, Director DEPARTMENT POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 I Adopted Grade Adopted I Adjusted Projected General Fund: Director -Community Development 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58C Building Official 1.00 1.00 1.00 1.00 1.00 1.00 1.00 52 Planning Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 49 Community Services Manager 0.72 0.72 0.72 0.72 0.72 0.72 0.72 47 Principal Planner 1.00 1.00 1.00 1.00 1 1.00 1.00 1.00 44 Plans Examiner 1.00 1.00 1.00 1.00 1.00 1.00 1.00 42 Senior Planner 2.00 2.80 2.80 1.80 1.80 1.80 1.80 41 Combination Electrical/Bldg Inspector/Plans Examiner 1.00 1.00 3.00 1.00 1.00 1.00 1.00 40 Inspector/Plans Examiner 2.00 2.00 1.00 2.00 2.00 2.00 2.00 39 Code Compliance Officer (1.0 FTE Prop 1 funded) 2.00 2.00 2.00 2.00 2.00 2.73 2.73 36 Associate Planner* 2.00 2.00 2.00 3.00 1 3.00 2.00 2.00 35 CDBG Coordinator 0.83 0.83 0.83 0.83 0.83 0.83 0.83 35 Permit Center Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 32 Executive Assistant to Council - - - - - 0.15 0.15 30 Lead Development Specialist 1.00 1.00 - 1.00 1.00 1.00 1.00 29 Administrative Assistant 11 1.00 1.00 1.00 1.00 1.00 1.00 1.00 25 Development Specialist 1.00 1.00 3.00 1.00 1 1.00 1.00 1.00 1 24 Permit Center Technician 0.90 0.90 - 0.90 0.90 0.90 0.90 23 Administrative Assistant I - - 0.90 1.00 1.00 1.00 1.00 18 Office Technician II 1.00 0.68 1.00 0.68 0.68 0.68 0.68 14 Graffiti Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 12 Total General Fund: 1 22.45 22.93 25.25 1 23.93 23.93 23.81 23.81 n/a CDBG Fund Community Services Manager 0.28 0.28 0.28 0.28 0.28 0.28 0.28 47 Code Compliance Officer 1.00 1.00 1.00 1.00 1.00 0.27 0.27 36 Recreation Coordinator 0.50 0.50 0.50 0.50 0.50 0.50 0.50 33 CDBG Coordinator 0.17 0.17 0.17 0.17 0.17 0.17 0.17 31 Executive Assistant to Council 0.30 0.30 0.30 0.30 0.30 0.15 0.15 31a Total CDBG: 2.25 1 2.25 2.25 2.25 1 2.25 1.37 1.37 1 n/a Total RegularStaffing 24.70 25.18 27.50 26.18 26.18 25.18 25.18 n/a Change from prior year - 0.48 2.32 (1.33) 0.00 (1.00) - n/a Grand Total Staffing 24.70 25.18 27.50 26.18 26.18 25.18 25.18 n/a *The 1.0 FTE decrease to the 2021 adopted budget from the 2020 adjusted budget is due to the elimination of 1.0 FTE Associate Planner. This position was vacant, and $100,000 was added in the 2021 budget for a consultant for planning services. C-26 OPERATING BUDGET COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW Responsible Manager: Brian Davis, Director PURPOSE/DESCRIPTION: The mission of the Community Development Department is to help maintain and improve the quality of life in Federal Way by managing and fostering the safe, orderly, and beneficial development and implementation of land use, building construction, code enforcement, and community services programs with the input from Federal Way's citizens and within supplies the policy framework provided by the City Council. 0.4% 2021 Adopted Expenditures by Category ergov't 1.5 % The Community Development Department is organized into 11111VInterffind four divisions. 1 The Administrative Division provides the o.o% Personnel overall management of the department and supports the 51.4% Planning Commission. 2 The Planning Division administers and Debt enforces land use, subdivision, and environmental codes and 0.0% policies. In addition, the division performs long-range planning and policy work, including comprehensive plan updates and amendments, code revisions, and annexations, as well as subarea and/or special planning projects. The division also supports the Planning Commission. 3 The Building Division administers and enforces building codes for construction, mechanical, electrical, plumbing, and signs, including plan review and inspection. In addition, through code compliance, it enforces land use and building code provisions to abate illegal and/or nuisance conditions throughout the city. 4 The Community Services Division assists our community with providing funding and support for critical services for low- and moderate income citizens, including administration and operation of the Home Repair Program and Commercial Loan Program. Additionally, the division supports the Human Services Commission and Diversity Commission. GOALS/OBJECTIVES: Ensure that planning efforts and the regulatory environment provide for a balance between protection of the environment and neighborhoods and accommodating new development to house a growing population and jobs Strengthen human service agencies and the social wellbeing and economic health of the community by administering and monitoring grants as a CDBG direct -entitlement city DEPARTMENT SUMMARY: Code Item 2018 Actual 1 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 31X Taxes $ 90,001 $ 96,088 $ 95,218 $ 95,218 $ 95,218 $ 103,811 $ 109,114 $ 8,593 9.0% 32X Licenses and Permits 1,443,595 2,956,511 1,526,890 1,573,987 1,573,987 1,650,116 1,683,108 76,129 4.8% 33X Intergovernmental 782,478 815,082 668,900 1,836,630 1,836,630 1,843,010 758,323 6,380 0.3% 34X Charges for Services 1,151,730 1,525,921 849,873 623,480 623,480 850,664 867,418 227,184 36.4% 35X Fines and Penalties 70 64,000 - 3,788 3,788 13,583 13,585 9,795 258.6% 36X Miscellaneous 8,584 107,892 - 106,875 106,875 3,678 3,752 (103,197) -96.6% Total Revenues: $ 3,476,458 $ 5,565,494 $ 3,140,880 $ 4,239,977 $ 4,239,977 $ 4,464,862 $ 3,435,299 $ 224,884 5.3% Expenditure Summary 71 Administration 427,196 482,748 431,001 498,543 498,543 498,102 503,605 (441) -0.1% 73 Planning 782,788 907,030 867,628 766,844 766,844 891,329 804,333 124,484 16.2% 74 Building 1,075,971 1,156,594 1,235,448 1,507,660 1,507,660 1,362,610 1,375,165 (145,049) -9.6% 83 Community Services 760,398 871,103 844,805 1,153,524 1,153,524 967,372 975,180 (186,152) -16.1% Subtotal GF Operating Exp.: 1 $ 3,046,354 1 $ 3,417,475 1 $ 3,378,882 1 $ 3,926,571 1 $ 3,926,571 1 $ 3,719,412 1 $ 3,658,283 1 $ (207,159) -5.3% Non -General Fund Operating Expenditure Summary: 114 Prop 1 Fund 90,001 96,088 95,218 95,218 95,218 103,811 109,114 8,593 9.0% 119 1 Conlin Dev Block Grant 780,865 796,486 685,263 1,850,663 1,850,663 1,843,010 758,323 (7,653) -0.4% Subtotal Non-GF Oper. Exp.: $ 870,866 $ 892,574 $ 780,481 $1,945,881 $1,945,881 $1,946,821 $ 867,436 $ 940 0.00% Total Expenditures: $3,917,219 $4,310,048 $4,159,363 $5,872,452 $5,872,452 $5,666,233 $4,525,719 $ (206,218) C-27 CITYOFFEDERAL WAY202112022BUDGET COMMUNITY DEVELOPMENT DEPARTMENT OVERVIEW Responsible Manager: Brian Davis, Director HIGHLIGHTS/CHANGES: The Department of Community Development overall adopted operating budget totals $5,666,233 in 2021 and $4,525,719 in 2022. This is a 3.5% or $206,218 decrease to the 2021 adopted budget from the 2020 adjusted budget. This overview includes the General Fund, the Proposition 1 Fund, and the Community Development Block Grant Fund. Major line item changes include: ■ Salaries & Wages/Benefits -Net Decrease of $74,381 due to the reduction of 1.0 FTE vacant Associate Planner, offset by increases in Associate Planner, Senior Planner, Principal Planner, and Planning Manager positions in 2020. ■ Services and Charges - Increase of $75,187 due to adding a consultant for planning services. ■ Debt - Decrease of $197,670 due to moving Section 108 loan payments to the Debt Service Fund. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted FAdjusted I Projected $ Chg % Chg Revenue Summary: 3tX Taxes $ 90,001 $ 96,088 $ 95,218 $ 95,218 $ 95,218 $ 103,811 $ t09,114 $ 8,593 9.0% 32X Licenses and Permits 1,443,595 2,956,511 1,526,890 1,573,987 1,573,987 1,650,116 1,683,108 76,129 4.8% 33X Intergovernmental 782,478 815,082 668,900 1,836,630 1,836,630 1,843,010 758,323 6,380 0.3% 34X Charges for Services* 1,151,730 1,525,921 849,873 623,480 623,480 850,664 867,418 227,184 36.4% 35X Fines and Penalties 70 64,000 - 3,788 3,788 13,583 13,585 9,795 258.6% 36X Miscellaneous 8,584 107,892 106,875 106,875 1 3,678 1 3,752 1 (103,197) -96.6% Total Rewnues : $ 3,476,458 $ 5,565,494 $ 3,140,880 $ 4,239,977 $ 4,239,977 $ 4,464,862 $ 3,435,299 $ 224,884 5.3% Expenditure Summary: 1XX Salaries and Wages 1,915,099 2,098,647 2,090,915 2,097,337 2,097,337 2,119,159 2,156,170 21,822 1.0% 2XX Benefits 748,740 778,344 848,949 892,124 892,124 795,920 807,974 (96,203) -10.8% 3XX Supplies 10,430 20,215 21,800 21,800 21,800 21,800 21,800 - 0.0% 4XX Services and Charges 936,797 1,092,264 900,995 2,566,817 2,566,817 2,642,004 1,452,425 75,187 2.9% 5XX Intergovernmental 80,064 88,591 87,350 87,350 87,350 87,350 87,350 - 0.0% 7XX Debt Service -Principal 159,000 159,000 150,000 150,000 150,000 - - (150,000) -100.0% 8XX Debt Service -Interest 67,090 72,988 50,000 47,670 47,670 (47,670) -100.0% 9XX Internal Service/Other - - 9,354 9,354 9,354 (9,354) 400.0% Total nditures : $ 3,917,219 $ 4,310,048 $ 4,159,363 $ 5,872,452 $ 5,872,452 $ 5,666,233 $ 4,525,719 $ (206,218) -3.5% *Sound Transit fees account for a portion of the increase in charges for services. C-28 OPERATING BUDGET COMMUNITY DEVELOPMENT ADMINISTRATION Responsible Manager: Brian Davis, Director PURPOSE/DESCRIPTION: The mission of the Administrative Division work team is to strive together to provide friendly, courteous, and thorough services to our external and internal customers in a timely and efficient manner. The division coordinates staff support throughout the department, organizes the department's resources, and facilitates communication. Overall department management is provided by the Director of Community Development. The division provides office support to the department in the areas of word processing, records maintenance, training, personnel, supplies, and scheduling. In addition, the division provides the city-wide receptionist and is a passport acceptance facility. The division also provides support to the Planning Commission. The primary goal is to provide high -quality customer service to citizens, businesses, public agencies, other city departments, and departmental staff. GOALS/OBJECTIVES: 2021 Adopted Expenditures by Category Personn, 98.1% • Provide a work environment within the department that encourages creativity and longevity. • Participate in regional and legislative discussions regarding planning, building, and community services. • Work with division managers to improve quality, efficiency, and effectiveness of customer service. • Provide quality administrative services to assist department and city staff in providing superior public service. • Provide quality records management through implementation of the Washington State Records Retention Schedule. PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of documents formatted/edited • Number of customers served via phone, email, walk-in • Number of Planning Commission meetings • Number of passport applications processed Outcome Measures: • Percent of documents completed on time. POSITION INVENTORY: 2019 2020 2021 2022 648 995 1000 1000 13,143 18,521 16,000 15,000 15 8 15 15 2216 567 1000 2300 95% 94% 95% 95% Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Director -Community Development 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58C Administrative Assistant I1 1.00 1.00 1.00 1.00 1.00 1.00 1.00 25 Permit Center Technician 0.90 0.90 - 0.90 0.90 0.90 0.90 23 Administrative Assistant I - - 0.90 1.00 1.00 1.00 1.00 18 Office Technician II 1.00 0.68 1.00 0.68 0.68 0.68 0.68 14 Total Regular Staffing 3.90 3.58 3.90 4.58 4.58 4.58 4.58 n/a Change from prior year - (0.32) 0.32 1.00 1.00 - - n/a Grand Total Staffing 3.90 3.58 3.90 4.58 4.58 4.58 4.58 n/a C-29 CITYOFFEDERAL WAY202112022BUDGET COMMUNITY DEVELOPMENT ADMINISTRATION Responsible Manager: Brian Davis, Director HIGHLIGHTS/CHANGES: The Department of Community Development Administration Division adopted operating budget totals $498,102 in 2021 and $503,605 in 2022. This is a 0.1% or $441 decrease to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: ■ Salaries & Wages - Decrease of $12,419 due to changes of employees in positions. ■ Benefits - Increase of $11,977 due to increased health insurance premiums. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted I Adjusted I Projected $ Chg I % Chg Expenditure Summary: 1XX Salaries & Wages 299,748 340,331 298,979 366,521 366,521 354,102 358,090 (12,419) -3.4% 2XX Benefits 116,829 131,895 122,581 122,581 122,581 134,559 136,074 11,977 9.8% 3XX Supplies 3,115 2,930 2,625 2,625 2,625 2,625 2,625 - 0.0% 4XX Services and Charges 7,504 7,592 6,816 6,816 6,816 6,816 6,816 - 0.0% Total & nditures: 1 $ 427,196 1 $ 482,748 1 $ 431,001 1 $ 498,543 1 $ 498,543 1 $ 498,102 1 $ 503,605 1 $ (441) -0.1% C-30 OPERATING BUDGET COMMUNITY DEVELOPMENT PLANNING Responsible Manager: Stacey Welsh, Planning Manager PURPOSE/DESCRIPTION: The mission of the Planning Division is to work in partnership with the citizens and development community in developing plans and codes which are implemented to improve quality of life; promote responsible development; balance environmental protection, and development opportunities; seek creative solutions to regional issues; and provide for adequate infrastructure and local government services. The division processes land use applications; monitors compliance with the Federal Way Revised Code; processes code amendments and comprehensive plan amendments; and manages federal, state, and local environmental processes and regulations. The division provides assistance to other departments to formulate policy and code amendments; provides technical assistance for city projects and annexations; and coordinates the city's response to land use appeal issues as directed by the City Council and Mayor. 2021 Adopted Expenditures by Category Pen onn 83.3% plies S% Svc/Chgs 16.4% The division prepares, maintains and implements the city's comprehensive plan consistent with the Growth Management Act. The division is responsible for implementing other special projects and mandates required through the Growth Management Act or other new legislation. The division responds to and prepares special studies and other projects at the direction of the City Council and Mayor. Permitting activity in 2020 was 76 percent of the previous five-year average. Three factors account for the decrease: 1. The transition from in -person permit intake to 100-percent paperless was scheduled as a two-year project that in reality took three weeks. Permit intake was temporarily decreased in order to give staff the time needed to make the highly technical transition in such a short window. 2. Permit activity across the region experienced a decrease during the initial stages of the pandemic shutdown. 3. The 2019 permit year was a statistical anomaly that artificially inflates the five-year average. If the 2019 permitting year is excluded as a statistical outlier due to an uncharacteristically high amount of permitting activity with IRG, Davita, Neumeier Engineering, and three new elementary schools, then the 2020 permitting year was 90% of the five-year average, a result that more accurately reflects the realistic permit trend rather than a statistically skewed downward trend. GOALS/OBJECTIVES: • Support economic development projects in the City Center and throughout the city. • Complete the code amendments identified in the adopted Planning Commission Work Program. • Continue to support the development process with timely land use and subdivision permit review and issuance. • Continue to provide excellent customer service. C-31 CITY OF FEDERAL WA Y 2 02112 022 B UDGET COMMUNITY DEVELOPMENT PLANNING Responsible Manager: Stacey Welsh, Planning Manager PERFORMANCE MEASURES: Type/Description Workload Measures: • Pre -application conferences held. • Number of drop -in questions -telephone and front counter. • Land use/subdivision applications received. • Administrative Decisions • Planning Commission meetings supported. Efficiency Measures: • Average number of calendar days to complete pre -applications. • Average turnaround time for Administrative Decision response. POSITION INVENTORY: 2019 2020 2021 2022 40 38 40 45 3700 3900 3900 3900 230 183 200 230 160 99 150 160 15 8 15 15 25 41 25 25 15 26 15 15 Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Planning Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 49 Principal Planner 1.00 1.00 1.00 1.00 1.00 1.00 1.00 44 Senior Planner 2.00 2.80 2.80 1.80 1.80 1.80 1 1.80 41 Associate Planner 2.00 2.00 2.00 3.00 3.00 2.00 2.00 35 Total Regular Staffing 6.00 6.80 6.80 6.80 6.80 5.80 5.80 n/a Change from prior year - 0.80 - - - (1.00) - n/a Grand Total Staffing 1 6.00 1 6.80 1 6.80 6.80 6.80 5.80 5.80 1 n/a C-32 OPERATING BUDGET COMMUNITY DEVELOPMENT PLANNING Responsible Manager: Stacey Welsh, Planning Manager HIGHLIGHTS/CHANGES: The Department of Community Development Planning Division adopted operating budget totals $891,329 in 2021 and $804,333 in 2022. This is a 16.2% or $124,484 increase to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: ■ Salaries & Wages - Increase of $60,674 due to increases for Associate Planner, Senior Planner, Principal Planner, and Planning Manager positions, and reallocation of positions in the department. This is offset by a reduction of 1.0 FTE Associate Planner that is vacant within the department. ■ Benefits - Decrease of $36,190 primarily due to a change of benefits due to a change of employees in positions. ■ Services and Charges -Increase of $100,000 due to adding a consultant for planning services. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted I Projected $ Chg % Chg Revenue Summary: 32X Licenses and Permits $ - $ 202 $ 2,000 $ 500 $ 500 $ 500 $ 500 $ - 0.0% 33X Intergovernmental 3,943 20,855 - - - - - - n/a 34X Charges for Services 125,091 245,511 99,750 130,679 130,679 148,511 151,221 17,832 13.6% Total Revenues: $ 129,034 $ 266,568 $ 101,750 $ 131,179 $ 131,179 $ 149,011 $ 151,721 $ 17,832 13.6% Expenditure Summary: 1XX Salaries & Wages 543,497 626,816 580,476 479,692 479,692 540,366 550,514 60,674 12.6% 2XX Benefits 185,754 201,380 237,995 237,995 237,995 201,805 204,662 (36,190) -15.2% 3XX Supplies 2,547 3,346 2,850 2,850 2,850 2,850 2,850 - 0.0% 4XX Services and Charges 50,991 75,487 46,257 46,257 46,257 146,257 46,257 100,000 216.2% SXX 11mergovernmental 50 1 50 1 50 1 50 11 50 - 0.0% Total Egyn(itures:1 $ 782,788 1 $ 907,030 1 $ 867,628 1 $ 766,844 1 $ 766,844 1 $ 891,329 1 $ 804,333 1 $ 124,484 1 16.2% C-33 CITYOFFEDERAL WAY202112022BUDGET COMMUNITY DEVELOPMENT BUILDING Responsible Manager: Scott Sproul, Building Official PURPOSE/DESCRIPTION: It is the mission of the Building Division to protect the health, safety, and welfare of people by creating better buildings and safer communities by providing the highest quality plan review, inspections and code enforcement. Municipal code regulations establish minimum standards for safeguarding life, limb, health, property, public welfare, and quality of life for the city's citizens. 2021 Adopted Expenditures by Category Supplies ,e/C'hgs 10.2% The division is comprised of three groups: the permit Personnel v center, plan review/inspection, and code compliance. All 89.1 i three support the permit process and compliance with city and state codes. The division is responsible for the administration of the state building code as amended by the Federal Way Revised Code, including the International Building, Residential, Mechanical, Fuel Gas, and the Uniform Plumbing Codes; the National Electric Code State Electrical Code; and the Washington State Energy Code. The division is also responsible for the administration of the International Property Maintenance Code; and assuring compliance with sign provisions of the Federal Way revised code. The division works closely with members of South King Fire and Rescue in administering the International Fire Code. Graffiti control is also one of the division's responsibilities. The division reviews permits and applications and conducts inspections of all newly built buildings and structures; covering residential, multifamily, industrial and commercial structures and appurtenances. The building division is responsible for the review and inspection of construction applications, including zoning requirements. In addition, the division responds to customer complaints and records requests generated from the community as well as other departments and agencies. C-34 OPERATING BUDGET COMMUNITY DEVELOPMENT BUILDING Responsible Manager: Scott Sproul, Building Official GOALS/OBJECTIVES: • Support economic development projects in the City Center and throughout the city • Continue to make improvements to permit application, permit review and inspection; and code compliance procedures • Install upgrades; and implement streamlining of the automated permit tracking system • Identify code compliance issues and work toward prompt compliance; keep staff trained on changes to codes • Maintain high volumes of reactive code compliance investigations and violation orders while implementing proactive code compliance practices and procedures • Provide quality construction reviews and inspections • Process large project permits and perform inspections for large project permits issued or applied for in 2019/20 for projects proposed or to be completed in 2021/22: o Demolition and construction of three FWPS Elementary Schools o DiagnoTechs Addition o South King Fire and Rescue Addition o Traditions at Federal Way o Tilt 348 Warehouse o Weyerhaeuser Site Redevelopment o Falcon & Osprey Buildings Additions 0 50 Sound Transit Projects/Permits o Woodbridge Building A Future Projects: ■ Lakehaven Site Re -Development, Christian Faith Center New Gym, Pape Kenworth NW Development, H-J Hotel, Celebration Apartments, 3481 Federal Way Commercial Development, Christ's Church Ministry Center, Al Right Auto Body Repair Office/Repair Shop, WA Laser Institute Training Facility, New 7-Eleven C-Store & Gas Station, Redondo Heights Sr. Living Apartments, Twin Lakes Veterinarian Training Facility, Carpet Plus Showroom/Office Building, Federal Way Mixed Use Parking/Multi-family/Retail Building, Davis Commercial Shell Building, Taco Bell at Pavilion Centre, Woodspring Suites Hotel • Develop and upgrade forms, handouts, and customer service brochures • Develop policies, procedures, and Best Practice Methods (BMPs) • Develop user friendly maintainable reports in order to track performance measures • Retain institutional knowledge held by trained staff; fill vacated positions with experienced, competent individuals PERFORMANCE MEASURES: Type/Description 2019 2020 2021 2022 Workload Measures: • Total permits issued/reviewed. 4,500 3,953 4,100 4,500 • Valuation of issued permits. $77m $68m $71m $77m Outcome Measures: • New Single Family (NSF) permits issued < 30 days. 80% 31% 50% 75% • Tenant Improvement permits (TI) issued < 30 days. 75% 73% 75% 75% • Total number of permit inspections per year. 8100 6295 7000 8000 • Total number of complaints received and investigated 870 908 1100 1100 • Total number of Records Requests completed per year. 150 155 160 160 Efficiency Measures: • Average staff hours per NSF permit — Review/Inspection. 4/15 4/15 4/15 4/15 • Average staff hours per TI permit — Review/Inspection. 4/10 4/10 4/10 4/10 • Inspection Hours 7500 4500 6500 7500 C-35 CITY OF FEDERAL WA Y 2 02112 022 B UDGET COMMUNITY DEVELOPMENT BUILDING Responsible Manager: Scott Sproul, Building Official The Department of Community Development Building Division adopted operating budget totals $1,466,421 in 2021 and $1,484,279 in 2022. This is a 8.5% or $136,456 decrease to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: ■ Salaries & Wages - Net decrease of $25,324 due to elimination of General Fund adjustment for CDBG code compliance in 2020, and reallocation of positions within the department. ■ Benefits - Net decrease of $63,132 due to elimination of General Fund adjustment for CDBG code compliance in 2020, and reallocation of positions within the department. ■ Services and Charges - Net decrease of $48,000 due to elimination of one-time nuisance abatement services. REVENUE AND EXPENDITURE SUMMARY: BUILDING - GENERAL FUND Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Ad' Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 32X Licenses and Permits $ 1,443,595 $ 2,956,309 $ 1,524,890 $ 1,573,487 $ 1,573,487 $ 1,649,616 $ 1,682,608 $ 76,129 4.8% 34X Charges for Services 1,026,639 1,280,410 750,123 492,801 492,801 702,153 716,197 209,352 42.5% 35X Fines and Penalties 70 64,000 - 3,788 3,788 13,583 13,585 9,795 258.6% Total Revenues: $ 2,470,304 $ 4,300,720 $ 2,275,012 $ 2,070,076 $ 2,070,076 $ 2,365,352 $ 2,412,390 $ 295,276 14.3% Expenditure Summary: 1XX Salaries & Wages 748,071 797,346 863,835 902,872 902,872 872,854 881,952 (30,018) -3.3% 2XX Benefits 319,645 324,879 354,172 397,347 397,347 330,317 333,774 (67,031) -16.9% 3XX Supplies 2,626 9,298 9,375 9,375 9,375 9,375 9,375 - 0.0% 4XX Services and Charges 5,630 25,070 8,065 198,065 198,065 150,065 150,065 (48,000) -24.2% Total n(litures: $ 1,075,971 $ 1,156,594 $ 1,235,448 $ 1,507,660 $ 1,507,660 $ 1,362,610 $ 1,375,165 $ (145,049) -9.67 BUILDING -PROPOSITION 1 FUND Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected 1 $ Chg I % Chg Revenue Summary: 31X ITaxes $ 90,001 1 $ 96,088 1 $ 95,218 1 $ 95,218 1 $ 95,218 1 $ 103,811 1 $ 109,114 1 $ 8,593 1 9.0% Total Rewnues: $ 90,001 1 $ 96,088 1 $ 95,218 1 $ 95,218 1 $ 95,218 1 $ 103,811 1 $ 109,114 1 $ 8,593 1 9.0% Expenditure Summary: 1XX I Salaries & Wages 62,222 68,191 70,532 70,532 70,532 75,225 79,068 4,694 6.7% 2XX 113enefits 27,779 27,897 24,686 1 24,686 24,686 28,586 30,046 1 3,899 15.8% Total n(litures: $ 90,001 $ 96,088 $ 95,218 1 $ 95,218 $ 95,218 $ 103,811 $ 109,114 $ 8,593 9.0% POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected General Ibnd: Building Official 1.00 1.00 1.00 1.00 1.00 1.00 1.00 52 Plans Examiner 1.00 1.00 1.00 1.00 1.00 1.00 1.00 42 Inspector/Plans Examiner 2.00 2.00 1.00 2.00 2.00 2.00 2.00 39 Combination Electrical/Bldg Inspector/Plans Examiner 1.00 1.00 3.00 1.00 1.00 1.00 1.00 39 Code Compliance Officer (1.0 FTE Prop 1 funded) 2.00 2.00 2.00 2.00 2.00 2.73 2.73 36 Permit Center Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 32 Lead Development Specialist 1.00 1.00 - 1.00 1.00 1.00 1.00 29 Development Specialist 1.00 1.00 3.00 1.00 1.00 1.00 1.00 26 Graffiti Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 12 Total Regular Staffing 11.00 11.00 13.00 11.00 11.00 11.73 11.73 n/a Changefromprior year - 2.00 1 (2.00) 0.73 1 - n/a Grand Total Staffing 11.00 11.00 1 13.00 1 11.00 1 11.00 1 11.73 1 11.73 n/a C-36 OPERATING BUDGET COMMUNITY DEVELOPMENT COMMUNITY SERVICES Responsible Manager: Sarah Bridgeford, Community Services Manager PURPOSE/DESCRIPTION: 2021 Adopted Expenditures by Category The mission of the Community Services Division is to ensure that an effective and collaborative delivery system is in place to: assist Federal Way residents to meet basic needs including housing, health, and hunger; promote Intergovt Svc/Chgs 3.1% individual and community safety through prevention, 83 2% intervention, and crisis services; and promote services Debt fostering stability and self-sufficiency. To achieve this, the 0.0% division will: assess and anticipate community needs; Personnel manage an efficient and user-friendly funding application 13.4% process; oversee and evaluate contracts with local service providers; and coordinate with other funders, community organizations, and city departments. The division budget supplies covers the development of programs and services for 0.2% 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 three CDBG goals and strategy areas identified in the city's Consolidated Plan (2020-2024): 1) expand economic opportunities; 2) preserve affordable housing; 3) prevent and address homelessness; and 3) establish suitable living environments. CDBG supports construction or rehabilitation of community facilities, neighborhood improvements, and affordable housing, direct community service programs and planning activities that principally benefit low- and moderate -income individuals. The division staffs the Human Services Commission and Diversity Commission, in addition to representing the city on policy -making bodies and community organizations. GOALS/OBJECTIVES: • Continue implementation of CDBG and Human Services General Fund programs, including monitoring of contracts of funded human service agencies; • Continue to work on local and regional efforts to address housing and human services needs; • Develop and submit to HUD the required 2021 and 2022 CDBG Annual Action Plans; • Update the Community Needs Assessment for the low- and moderate -income persons and households in Federal Way; • Evaluate and make changes to the Human Services Grant application and award process, criteria, and management system including ongoing focus to ensure equitable grantmaking; • Participate in regional social services planning efforts to advance access for Federal Way residents; • Continue to support low- and moderate -income homeowners through the Home Repair Program; and • Achieve HUD recognition that the city's program properly administers the Federal CDBG rules and regulations. PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of community services contracts managed. • Amount of community services dollars administered. • Number of community services contract payments processed. • Number of community services applications processed. • Number of CDBG applications processed. • Number of CDBG contracts managed. • Number of CDBG dollars administered. Outcome Measures: • Percent of contracts fully executed in timely manner. • Number of Human Service Commission meetings supported. • Number of Owner occupied housing units stabilized. 2019 2020 2021 2022 47 45 45 45 $536,000 $536,000 $536,000 $536,000 182 180 180 180 0 77 0 0 3 15 10 10 10 19 20 12 $796,000 $1,251,000 $829,000 $721,000 100% 100% 100% 100% 12 12 12 14 100% 100% 100% 100% C-37 CITYOFFEDERAL WAY202112022BUDGET COMMUNITY DEVELOPMENT COMMUNITY SERVICES Responsible Manager: Sarah Bridgeford, Community Services Manager POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected General Fund: Community Services Manager 0.72 0.72 0.72 0.72 0.72 0.72 0.72 47 CDBG Coordinator 0.83 0.83 0.83 0.83 0.83 0.83 0.83 35 Executive Assistant to Council - - - - - 0.15 0.15 31 a Total General Fund: 1.55 1.55 1.55 1.55 1.55 1.70 1.70 n/a CDBG Fund Community Services Manager 0.28 0.28 0.28 0.28 0.28 0.28 0.28 47 Code Compliance Officer 1.00 1.00 1.00 1.00 1.00 0.27 0.27 36 Recreation Coordinator 0.50 0.50 0.50 0.50 0.50 0.50 0.50 33 CDBG Coordinator 0.17 0.17 0.17 0.17 0.17 0.17 0.17 31 Executive Assistant to Council 0.30 0.30 0.30 0.30 0.30 0.15 1 0.15 31a Total CDBG: 2.25 2.25 2.25 2.25 2.25 1.37 1.37 n/a Total Regular Staffing 3.80 3.80 3.80 3.80 3.80 3.07 3.07 n/a Change from prior year - - - - (0.73) - n/a Grand Total Staffing 3.80 1 3.80 3.80 3.80 3.80 3.07 3.07 1 n/a HIGHLIGHTS/CHANGES: The Department of Community Development Community Services Division adopted operating budget totals $2,810,382 in 2021 and $1,733,502 in 2022. This is a 6.5% or $193,805 decrease to the 2021 adopted budget from the 2020 adjusted budget. The table below includes the General Fund and Community Development Block Grant Fund. Major line item changes include: ■ Salaries & Wages - Decrease of $1,109 is primarily due to allocating a smaller portion of Code Compliance Officers to CDBG grants. ■ Services and Charges - Increase of $23,187 due to increased CDBG grant funded services. ■ Debt - Decrease of $197,670 due to moving Section 108 loan payments to the Debt Service Fund. Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adi Adopted FAdjusted Projected $ Chg I % Chg Revenue Summary: 33X Intergovernmental $ 778,535 $ 794,226 $ 668,900 $ 1,836,630 $ 1,836,630 $ 1,843,010 $ 758,323 $ 6,380 0.3% 36X Miscellaneous 8,584 107,892 - 106,875 106,875 3,678 3,752 (103,197) -96.6% Total Revenues: $ 787,119 $ 902,118 $ 668,900 $ 1,943,505 $1,943,505 $1,846,688 $ 762,075 $ (96,817) -5.0% Expenditure Summary: 1XX Salaries & Wages 261,561 265,962 277,093 277,720 277,720 276,611 286,546 (1,109) -0.4% 2XX Benefits 98,734 92,292 109,514 109,514 109,514 100,654 103,419 (8,859) -8.1% 3XX Supplies 2,142 4,641 6,950 6,950 6,950 6,950 6,950 0.0% 4XX Services and Charges 872,672 984,115 839,857 2,315,679 2,315,679 2,338,866 1,249,287 23,187 1.0% 5XX Intergovernmental 80,064 88,591 87,300 87,300 87,300 87,300 87,300 0.0% 7XX Debt Service-Princ 159,000 159,000 150,000 150,000 150,000 - - (150,000) -100.0% 8XX Debt Service -Interest 67,090 72,988 50,000 47,670 47,670 (47,670) -100.0% 9XX Internal Services/Other - - 9,354 9,354 9,354 (9,354) -100.0% Total ndtures: $ 1,541,263 $1,667,589 $ 1,530,068 $ 3,004,187 $ 3,004,187 $ 2,810,382 $ 1,733,502 $ (193,805) -6.5% C-38 OPERATING BUDGET ACCOUNTING OPERATIONS Division Accounting Manager ■ Year -End Financial Report ■ Payroll ■ Accounts Payable ■ CAFR Coordinator ■ Cash Receipting ■ Accounts Receivable ■ Audit Coordinator ■ Internal Control ■ Utility Tax Rebate ■ Monthly Financial Report A/P PAYROLL I ACCOUNTS RECEIVABLE FINANCE Ade Ariwoola Director ■ Department direction and administration ■ Interdepartmental Coordination • Debt Management ■ Budget Management ■ Financial Planning ADMINISTRATION Jennifer Pettie Administrative Asst. II ■ Support to Finance Director/Office ■ FEDRAC ■ Business License ■ Utility Tax Rebate FINANCIAL ■ General Accounting ■ Cash & Investment Management ■ Budget ■ Year -End Financial Reporting ■ Financial Analysis ■ Department Support CASH & INVESTMENT MANAGEMENT ■ Banking Services ■ Cash & Investment Management ■ Finance ■ Year -End Financial Report ■ Department Support C-39 CITY OF FEDERAL WAY 2 02112 022 ADOPTED BUDGET FINANCE Responsible Manager: Ade Ariwoola, Finance Director 2019/2020 ACCOMPLISHMENTS ■ Received unqualified audit opinion consecutively since 1994. ■ Received the Government Finance Officers Association (GFOA) Award for Excellence in Financial Reporting consecutive. since incorporation. We have submitted the 2019 Comprehensive Annual Financial Report for review. ■ Received the GFOA Award for Distinguished Budget Presentation since incorporation. ■ Enhanced/improved communication and presentation of the City's financial information including the budget document, monthly financial report, comprehensive annual financial report and ad hoc reports; provided comprehensive yet simplified overview of City taxes and levies to Council, management and citizens. ■ Bond rating presentation. ■ Bond refinancing. 2021/2022 ANTICIPATED KEY PROJECTS ■ Continue monitoring for proper controls and procedures to ensure unqualified financial audit opinion. ■ Submit the City's 2020 and 2021 Comprehensive Annual Financial Reports to the GFOA Excellence in Financial Reporting award program. ■ Submit the City's 2021/22 Biennial Budget to the GFOA Distinguished Budget Presentation award program. ■ Continue to actively participate in MEBT to ensure the City's retirement fund is invested adequately. ■ Continue to manage the City's debt to ensure and maintain its current Bond rating. ■ Ensure timely processing of city employees pay. ■ Ensure timely and accurate processing of vendor payments. C - 40 OPERATING BUDGET FINANCE Responsible Manager: Ade Ariwoola, Finance Director PERFORMANCE MEASURES: Type/Description 2019 2020 2021 2022 Workload Measures: • Number of invoices paid annually 9,354 9,090 9,500 9,500 • Number of transactions receipted annually at Finance 7,620 / 34,719 5,636 / 23,188 7,000 / 25,000 7,000 / 25,000 counter compared to total transactions receipted City Hall 21.9% 24.3% 28.0% 28.0% • Number of new business licenses issued / renewed 800/7395 800/8195 800/8995 800/9795 • Outcome Measures: • GFOA CAFR Award - # of documents submitted / awarded 30 / 30 31/31 32 / 32 33 / 33 • GFOA Budget Award - # of documents submitted / awarded 18 / 18 18 / 18 19 / 19 19 / 19 • (switched to biennial budget beginning with 1997/1998 document) Unqualified Audit Opinion - consecutive years 30 31 32 33 • Bond Rating per Moody's Aa2 Aa2 Aa2 Aa2 • Investment return: total SIP and 6 month T-Bill benchmarks 0.49% SIP & 0.49% SIP & 0.49% SIP & 0.49% SIP & 0.47% T-Bill 0.47% T-Bill 0.47% T-Bill 0.47% T-Bill • # of month Cash reconciled within 15 days of receiving bank statement 12 12 12 12 • Efficiency Measures: • FTE Staffing: Finance/City-Wide 8 / 339.68 10 / 352.43 10 / 361.68 10 / 359.18 • Average working days to compile MFR 3 3 3 3 POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Director -Finance 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58B Accounting Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 52 Financial Analyst 2.00 2.00 2.00 3.00 3.00 3.00 3.00 37 Payroll Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 31 Accounting Specialist - - - 1.00 1.00 1.00 1.00 27 Administrative Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 25 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 24 Total Regular Staffing 8.00 8.00 8.00 10.00 10.00 10.00 10.00 n/a Change from prior year - - - 2.00 - - n/a Grand Total Staffing 8.00 8.00 8.00 10.00 10.00 10.00 1 10.00 1 n/a C-41 CITY OF FEDERAL WAY 2 02112 022 ADOPTED BUDGET FINANCE Responsible Manager: Ade Ariwoola, Finance Director PURPOSE/DESCRIPTION: The purpose of the Finance Department is to provide accurate financial information from which educated judgments can be Personn, made on the financial health of the City and decisions can be 93.0% made by management regarding City operations. The Finance Department's responsibilities include accounts payable, accounts receivable, payroll, general accounting, financial planning, cash and investment management, cash receipting, business licensing, internal control monitoring, audit, monthly, quarterly and annual financial reporting, budget preparation and financial analysis. GOAL/OBJECTIVES: • Provide timely and accurate financial information and services to citizens, City Council, and city staff. • Ensure compliance with purchasing laws and regulations. • Ensure proper internal control in City operations to safeguard City resources. • Pay employees and vendors accurately and in a timely manner. • Process business licenses within 2 to 3 weeks. • Develop utility tax policy. HIGHLIGHTS/CHANGES: 2021 Adopted Expenditures by Category ,pfies 4% The Finance adopted operating budget totals $1,260,163 in 2021 and $1,287,736 in 2022. This is a 0.7% or $9,432 decrease to the 2021 adopted budget from the 2020 adjusted budget. Major line items changes include: • Salaries & Wages - Decrease of $33,654 due to changes of employees in positions. • Benefits - Increase of $24,222 due to changes of benefits due to changes of employees in positions REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted$ PI Ado ted - 20 Ad' Adopted Adjusted Projected Chg % Chg Expenditure Summary: 1XX Salaries & Wages 611,646 705,351 723,680 904,754 904,754 871,100 891,080 (33,654) -3.7% 2XX Benefits 222,887 251,491 276,209 276,209 276,209 300,431 308,023 24,222 8.8% AX Supplies 6,962 2,947 5,620 5,620 5,620 5,620 5,620 - 0.0% 4XX Services and Charges 50,680 9,277 16,796 16,796 16,796 16,796 16,796 0.0% 5XX Intergovernmental 69,877 75,946 66,216 66,216 66,216 66,216 66,216 0.0 0 Total Expenditures: $ 962,052 $ 1,045,012 $1,088,521 $1,269,595 $1,269,595 $1,260,163 1 $1,287,736 1 $ (9,432) -0.7% C - 42 OPERATING BUDGET Systems C - 43 CITY OF FEDERAL WAY 202112022 BUDGET INFORMATION TECHNOLOGY Responsible Manager: Thomas Fichtner, Information Technology Director PURPOSE/DESCRIPTION: 2021 Adopted Expenditures by Category 1-1ri, The Information Technology Department receives its operating funds from the Information Technology Fund. The supph fund also accumulates money to replace capital equipment and z.zi software as needed. Program costs are recovered via interfund charges. The fund is designed to account for all costs associated with city information technology needs and services. This includes designing, purchasing, configuring, maintaining, supporting and upgrading all data, voice, and video systems; manage contracted services, staff training; Geographical Information Systems (GIS); Government Access Channel (GAC) broadcasting; cable; Internet/Intranet services; and mail and duplications. aergov't 5.2% ipital 1.5% Information Technology Services include technical services, support, and enhancements to the city's information technology systems. These services cover all data processing hardware and software including applications, operating systems, special systems, networks, LAN/WAN/MAN, information security, staff training, equipment acquisitions, contract/project management, database administration, programming and all other items related to city's computing needs. Communication Services include technical services, support, maintenance and enhancements for city telephone systems, cellular phones, pagers, radio equipment, building wiring and all other communications -related needs. Geographical Information System GIS) services include developing and maintaining the city's spatial database, producing maps, analyzing data, generating reports, providing staff training, and developing user-friendly interfaces for staff and public to the city's GIS. This division provides production and support resources to all city departments. AN, Government Access Channel (GAC) & Cable Rate Services include local government information broadcasting (live - broadcast City Council meetings and taped video programs, as well as news, events, and general city information via billboard - type messages). In addition, the division oversees cable TV franchise agreements and regulations, and is responsible for coordinating and responding to citizens' complaints regarding cable services. Internet, Intranet, & Web Services include developing and maintaining the city's web site, secure fire sharing, email, remote access, and intergovernmental services; providing training for staff; monitoring system security; developing interfaces; and integrating internal systems with Internet services. We will continue to enhance our web services, to include more online documents, applications, and forms; online payments; and e-commerce. GOALS/OBJECTIVES: ■ Support City goals and department objectives through automation. ■ Excellent customer service, staff support and training. ■ Understand departments' business processes and needs. ■ Streamline City operations through integration and systems automation. ■ Keep informed of technology trends, enhancements, and capabilities. ■ Seek new technology and apply where it is cost effective. ■ Improve access to City services and information through online systems. ■ Provide a secure and reliable information technology infrastructure. ■ Provide up-to-date hardware and software tools for staff. ■ Be proud and confident in what we do. C - 44 OPERATING BUDGET 2019/2020 ACCOMPLISHMENTS • Assisted the City Clerk's office in securing a grant for and implementing a public records tracking software, GovQA. • Converted the City's online permitting portal to the regional MyBuildingPermit.com service. • Implemented a new Storage Area Network (SAN) and backup software to support the City's growing data storage and performance needs. • Added one new FTE to the IT Helpdesk. • Contracted Cl Security to perform a Cybersecurity Assessment. • Worked with all departments to implement a 311 system, SeeClickFix, for the Eyes on Federal Way program. • Underwent the triennial Criminal Justice Information Services (CJIS) Audit. • Upgraded all equipment in three courtrooms in response to the COVID-19 pandemic. • Scaled a City-wide remote access system for staff to work remotely during the COVID-19 pandemic. • Implemented Zoom video conferencing for City staff to use to facilitate City Council Meetings, and other staff meetings during the COVID-19 pandemic. • Replaced all in -vehicle modems in each Police patrol car. • Assisted the Public Works department in implementing the Adaptive Traffic Signal system. • Upgraded to the latest version of ESRI's ArcGIS 10.7.1 software to enable the City to provide state-of-the-art dynamic online maps. • Built several dashboards using GIS such as a New Projects and Shopping Cart Recovery dashboard for Community Development. • Rebuilt the Police "Atlas" using new GIS technologies. • Completed the deployment of the cameras for the $250,000 Safe City grant from Washington State. • Upgraded over half of the City's computers to Windows 10 and Office 2019. • Assisted Police with the technology for two new substations within the City. • Annual replacement of major hardware including desktop PCs, printers, copiers, servers, radios, etc. • Assisted with searching emails and files for numerous Public Records Requests. 2021/2022 ANTICIPATED KEY PROJECTS • Follow-through on recommendations from the City's Cybersecurity Assessment as budget is approved. • Implement an information technology and security governance structure. • Gain Information Technology Infrastructure Library (ITIL) Certification for all IT staff. • Complete Windows 10 and Office 2019 migration. • Begin transitioning to Microsoft 365. • Continue mapping the City's fiber optic infrastructure. • Continue to support the Safe City network. • Annual replacement of major hardware including desktop PCs, printers, copiers, servers, radios, etc. C - 45 CITY OF FEDERAL WAY 202112022 BUDGET INFORMATION TECHNOLOGY Responsible Manager: Thomas Fichtner, Information Technology Director PERFORMANCE MEASURES: 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 cellular data cards 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 POSITION INVENTORY: 2019 2020 2021 2022 2 3 1 1 400 400 400 400 500 500 500 500 3,000 3,000 3,000 3,000 120 123 118 119 95 98 100 102 460 460 460 460 220 220 220 220 115 15 115 15 664,000 698,000 700,000 720,000 263 282 282 282 150 150 150 150 150 100 150 100 250 250 250 250 50 50 75 75 24 24 24 24 25 25 25 25 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% 15 15 15 15 Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected IT Manager 1.00 1.00 1.00 - - - - 55a IT Director - - - 1.00 1.00 1.00 1.00 58f IT Architect Web, App, Security 1.00 1.00 1.00 1.00 1.00 1.00 1.00 46 IT Supervisor/Systems & Help Desk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 44 IT Analyst Applications/GIS 1.00 1.00 1.00 2.00 2.00 2.00 2.00 39 IT Analyst Systems 1.00 1.00 1.00 1.00 1.00 1.00 1.00 39 IT Technician II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 32 Administrative Assistant II* - - - - - 1.00 - 25 Total Regular Staffing 7.00 7.00 7.00 8.00 8.00 9.00 8.00 n/a Change from prioryear - - - 1.00 - 1.00 (1.00) n/a Grand Total Staffing 7.00 7.00 7.00 8.00 8.00 9.00 8.00 n/a *The 1.0 FTE increase to the 2021 adopted budget from the 2020 adjusted budget is due to the addition of 1.0 FTE Administrative Assistant II. C - 46 OPERATING BUDGET INFORMATION TECHNOLOGY Responsible Manager: Thomas Fichtner, Information Technology Director HIGHLIGHTS/CHANGES: The overall Information Technology adopted operating budget totals $3,002,544 in 2021 and $2,892,615 in 2022. This is a 12.2% or $325,792 increase to the 2021 adopted budget from the 2020 adjusted budget which accounts for information systems, geographical information systems, telecommunications, government access channel and web services, mail & duplication, and support for all City departments including public safety and municipal court. Major line items changes include: • Salaries & Wages - Net increase of $113,424 is due to the addition of 1.0 FTE Administrative Assistant II, and scheduled step increases, and IT department staff re -organization. • Benefits - Increase of $46,221 primarily due to IT department staff re -organization resulting in increased benefits, and increased health insurance premiums. • Services and Charges - Increase of $276,725 due to increased cost of IT services, and purchase of software and services for cyber security. • Capital Outlay - Decrease of $102,466 due to less equipment scheduled for replacement. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2111 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Revenue Summary. 502/5031 Charges for Services $ 2,319,321 $ 2,374,766 $ 2,382,000 $2,567,055 $2,567,055 $2,886,127 $2,827,634 $ 319,072 12.4% 502/503 IMiscellaneous 44,909 48,030 19,000 19,000 19,000 179,000 29,000 160,000 842.1% Total Revenues: $ 2,364,231 $ 2,422,797 $ 2,401,000 $ 2,586,055 $ 2,586,055 $3,065,127 $2,856,634 $ 479,072 18.5% Expenditure Summary: 1XX Salaries & Wages 661,830 667,071 653,612 754,167 754,167 867,591 813,886 113,424 15.0% 2XX Benefits 240,776 243,884 233,955 233,955 233,955 280,176 282,565 46,221 19.8% 3XX Supplies 58,646 37,865 66,056 74,168 74,168 66,056 66,056 (8,112) -10.9% 4XX Services and Charges 743,352 834,292 837,530 919,530 919,530 1,196,255 1,197,755 276,725 30.1% 5XX llntergoveniTnentat 135,213 142,109 134,278 156,778 156,778 156,778 156,778 0.0 0 6XX I Capital Outlay 604,262 534,812 375,851 538,154 538,154 435,688 375,575 (102,466) -19.0% Total ETenditures: $ 2,444,079 $ 2,460,033 $ 2,301,282 $2,676,752 $2,676,752 $3,002,544 $2,892,615 $ 325,792 1 12.2% Initiative's in this Budget 1) Disaster Recovery Back-up data storage - $150,000 (2021) 2) Eyes on FW 311 Program - $47,000/$48,500 (2021/22) 3) IT Security Contracted Services & Managed Detection & Response - $50,000/$50,000 (2021/22) 4) IT Department Staff Re -Organization - $29,787/$49,794 (2021/22) 5) City -Wide Security Awareness Training - $10,000/$10,000 (2021/22) 6) Microsoft Enterprise Agreement Increase - $12,500/$12,500 (2021/22) 7) Duo Multi -Factor Authentication Services - $30,000/$30,000 (2021/22) 8) IT Helpdesk software - $20,000/$20,000 (2021/22) 9) Zoom Video Conferencing Licensing - $5,000/$5,000 (2021/22) 10) Darktrace Network Protection - $45,000/$45,000 (2021/22) 11) IT cellular services increase - $15,000/$15,000 (2021/22) 12) GovQA Public Records System - $24,785/$24,785 (2021/22) 13) 1.0 FTE Administrative Assistant II - $80,000/$0 (2021/22) Other items are included in capital outlay for replacement of computers and equipment that are funded by replacement reserves C - 47 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK OPERA TING B UDGET LAW DEPARTMENT Ryan Call City Attorney ■ Legal advice/opinions to Council, Mayor, Judges, Commissions, and Staff ■ Management of Law Department and Risk Management DEPARTMENT SUPPORT Tonia Proctor Lead Paralegal ■ Director support • Committee/Commission support • Litigation support ■ Claims / Insurance Coordinator CIVIL LEGAL CRIMINAL PROSECUTION SERVICES Jennifer Castleton Chief Prosecutor ■ Civil litigation Prosecute criminal citations ■ Land use hearings and 0 Prosecute traffic infractions appeals 0 Enforce City's Municipal ■ Asset Forfeiture Cases Code ■ Legal advice to Council 0 Domestic Violence and City Staff Enforcement Program ■ Contract review and Police Training preparation Community Court ■ Ordinance preparation ■ Resolution preparation ■ Interlocal agreements RISK MANAGEMENT ■ Administration of the City's comprehensive risk management/self-insurance program for property, casualty and general liability ■ Liaison and delegate for WCIA insurance pool. C - 49 CITY OF FEDERAL WA Y 2 02112 022 B UD GE T LAw DEPARTMENT OVERVIEW Responsible Manager: Ryan Call, City Attorney 2019/2020 ACCOMPLISHMENTS LAW ■ Provide legal advice to the Mayor, Council, Municipal Court, and staff ■ Drafted or reviewed approximately 1,144 contracts ■ Continued defending all pending litigation against the City ■ Represented the city in code violations cases ■ Provided legal advice and assisted staff regarding the City Center Redevelopment, including the Downtown Staircase ■ Continued participation in the Health / Wellness Program ■ Supported city staff in processing PRA requests ■ Negotiated and finalized 7 labor agreements. ■ Provided legal advice and support for SR 99 Phase V Construction and Claim ■ Reviewed and revised multiple city-wide forms ■ Collected approximately $280,700 for damage to City property ■ Transitioned the City to an insurance pool ■ Trained Police ■ Prosecuted asset forfeitures, including real property ■ Drafted multiple ordinances and resolutions ■ Begin consultation and selection of software to replace Justware 2021/2022 ANTICIPATED KEY PROJECTS LAW ■ Continue to assist staff in City Center Redevelopment projects ■ Assist staff and/or represent the City regarding enforcement of business licenses ■ Continue participation in regional work groups that deal with issues affecting the City: NPDES, SWM, Domestic Violence, PSERN ■ Continue training for departments ■ Continue updating FWRC to remain compliant with state and federal law ■ Continue to enforce the FWRC and maintain code compliance ■ Assist departments with: ➢ Comprehensive Plan Amendments ➢ Public Records ➢ Training ➢ Code Amendments ➢ Department directed projects ➢ Prosecuting and Defending drug asset seizures ■ Review legal documents and participate in legal proceedings ■ Review and revise public contracting processes and forms ■ Continue negotiating 5 labor agreements ■ Continue participating in the Health / Wellness Program for employees ■ Continue to maintain records as authorized by the State Archivist to reduce storage costs ■ Continue to provide training for police officers ■ Continue prosecuting misdemeanors ■ Continue reviewing insured property ■ Continue collection efforts for damage to City property ■ Continue advising on mandated public safety standards ■ Assist in selection and implementation of software to replace Justware C-50 OPERATING B UDGET LAw DEPARTMENT OVERVIEW Responsible Manager: Ryan Call, City Attorney PURPOSE/DESCRIPTION: The City Attorney's office is divided into three divisions: Civil, Criminal, and Risk Management. The Civil Division provides a full range of legal services and advice to the Mayor, City Council, Municipal Court, all City Boards and Commissions, City management and staff. The Criminal Division assists in providing prosecution, pre - sentencing and sentencing, and providing assistance and information about safety and the criminal justice system to victims of domestic violence. The Risk Management Division administers auto and liability insurance through an insurance pool and evaluates the risk throughout the City. GOALS/OBJECTIVES: Supplies • Provide quality and cost-effective legal advice and services to the 0.2% Mayor, City Council, Municipal Court, Boards and Commissions and City Departments; • Defend or prosecute all litigation involving the City; • Advise and train City staff to minimize potential litigation. POSITION INVENTORY: 2021 Adopted Expenditures by Category s-/C,- Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Director -City Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58E Deputy City Attorney 1.00 1.00 1.00 - - - - 56 Assistant City Attorney - 0.50 FTE funded by Prop. 1 1.00 1.00 1.00 2.00 2.00 2.00 2.00 53 Chief City Prosecutor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 54 City Prosecutor - 1.5 fte funded by Prop. 1 3.00 3.00 3.00 3.00 3.00 3.00 3.00 45 Lead Paralegal 1.00 1.00 1.00 1.00 1.00 1.00 1.00 33 Domestic Violence Legal Advocate 1.00 1.00 1.00 1.00 1.00 1.00 1.00 29 Paralegal 1.00 1.00 1.00 1.00 1.00 1.00 1.00 29 Legal Assistant 2.50 2.50 3.00 12.50 2.50 2.50 2.50 125 Total Regular Staffing 12.50 12.50 13.00 12.50 12.50 12.50 12.50 n/a Change from prior year - - 0.50 - - - - n/a Grand Total Staffing 12.50 12.50 13.00 12.50 12.50 12.50 12.50 n/a DEPARTMENT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Ad' Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 51 Civil Legal Svcs $ - $ - $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ - 0.0% 114 Proposition 1 240,520 236,916 275,749 275,749 275,749 267,895 278,996 (7,854) -2.8% 501 Risk Management 1,165,133 1,237,986 1,166,040 1,166,040 1,166,040 1,196,040 1,196,040 30,000 2.6% Total Revenues: $ 1,405,653 $1,474,902 $1,444,289 $1,444,289 $1,444,289 $1,466,435 $1,477,536 $ 22,146 1.5% General Fund Operating Expenditure Summary: 51 Civil Legal Svcs 851,969 856,841 789,720 919,920 919,920 970,331 974,797 50,411 5.5% 52 Criminal Prosecution 717,523 750,449 764,733 765,483 765,483 774,742 776,142 9,259 1.2% Subtotal Operating Exp.: $ 1,569,492 $1,607,290 $1,554,453 $1,685,403 $1,685,403 $1,745,073 $1,750,938 $ 59,671 3.5% Non -General Fund Operating Ex enditure Summa : 114 Proposition 1 240,520 236,916 275,749 275,749 275,749 267,895 278,996 (7,854) -2.8% 501 Risk Management 1,143,244 1,330,934 1,453,932 2,282,261 2,282,261 1,475,512 1,486,275 (806,749) -35.3% Subtotal Non-GF O r. : $ 1,383,764 $1,567,851 $1,729,681 $ 2,558,010 $ 2,558,010 $1,743,407 $1,765,271 $ (814,603) -31.8% Total Expendituresd $ 2,953,256 $ 3,175,141 $ 3,284,134 $ 4,243,413 $ 4,243,413 $ 3,488,481 $ 3,516,209 $ (754,932) -17.8% C-51 CITY OF FEDERAL WA Y 2 02112 022 B UD GE T LAw DEPARTMENT OVERVIEW Responsible Manager: Ryan Call, City Attorney HIGHLIGHTS/CHANGES: The Law Department's adopted operating budget totals $3,488,481 in 2021 and $3,516,209 in 2022. This is a 17.8% or $754,932 decrease to the 2021 adopted budget from the 2020 adjusted budget. The table below includes the General Fund, Proposition 1 Fund, and the Risk Management Fund. Major line item changes include: • Salaries & Wages - Increase of $57,543 primarily due to scheduled step increases, reclassifying of Chief City Prosecutor, and changes of employees in positions. • Benefits - Decrease of $6,471 primarily due to employee changes resulting in changes of benefits. • Services and Charges - Net decrease of $656,342 primarily due to elimination of one-time legal settlements. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted I Projected $ Chg % Chg Revenue Summary: 31X Taxes $ 240,520 $ 236,916 $ 275,749 $ 275,749 $ 275,749 $ 267,895 $ 278,996 $ (7,854) -2.8% 34X Charges for Services 1,035,343 1,103,040 1,103,040 1,103,040 1,103,040 1,103,040 1,103,040 0.0% 35X Fines and Penalties - - 2,500 2,500 2,500 2,500 2,500 0.0% 36X Miscellaneous 129,790 134,946 63,000 63,000 63,000 93,000 93,000 30,000 47.6% Total Revenues: $ 1,405,653 $1,474,902 $1,444,289 $1,444,289 $ 1,444,289 $1,466,435 $1,477,536 $ 22,146 1.5% Expenditure Summary: 1XX Salaries & Wages 1,118,546 1,153,370 1,144,393 1,144,393 1,144,393 1,201,936 1,214,230 57,543 5.0% 2XX Benefits 368,348 376,343 463,207 463,207 463,207 456,736 461,407 (6,471) -1.4% 3XX Supplies 3,794 2,595 4,575 5,525 5,525 5,525 5,525 - 0.0% 4XX Services and Charges 1,462,567 1,642,833 1,671,459 2,479,788 2,479,788 1,823,784 1,834,547 (656,004) -26.5% 5XX Intergovernmental - - 500 500 500 500 500 - 0.0% OXX I Other Financing Use 150,000 1 150,000 (150,000) -100.0% Total Expend tures: $ 2,953,256 $ 3,175,141 $ 3,284,134 $ 4,243,413 1 $ 4,243,413 1 $ 3,488,481 1 $ 3,516,209 1 $ (754,932) -17.8% C-52 OPERATING B UDGET LAW CIVIL LEGAL SERVICES Responsible Manager: Ryan Call, City Attorney PURPOSE/DESCRIPTION: The City Attorney, and two Assistant City Attorneys, aided by support staff, provide legal advice to the Mayor, City Council, Municipal Court, all City Boards and Commissions, Department Directors and staff. The most important function of the Civil Division of the Law Department is to provide proactive legal advice to all City officials and staff. This ensures the actions of the City are legally defensible, complies with the most current state and federal laws, and minimizes the risk of litigation. The Civil Division supports the Council's policy of contracting for services by drafting, reviewing, and approving all contracts. Other duties include preparing ordinances, resolutions, orders, interlocal agreements, and coordinating and supervising the services of outside legal counsel. The Civil Division also oversees Risk Management for the City. 2021 Adopted Expenditures by Category 0.1% A portion of Proposition 1 Funding is used by the Civil Division to litigate asset forfeiture cases and code enforcement matters. GOALS/OBJECTIVES: • Provide timely and accurate legal advice to the Mayor, City Council, Municipal Court, and staff on all legal questions; • Assist and pursue the City's legislative goals; • Review and provide code revisions in order to keep the Code current with state and federal laws; • Draft, negotiate and review franchises, contracts, leases, development agreements, real estate transactions, and labor agreements; • Provide training for contracts, supervision, police, and public records; • Provide risk management oversight. PERFORMANCE MEASURES: Type/Description 2019 2020 2021 Workload Measures: • Number of contracts drafted/reviewed 614 530 530 • Number of Ordinances/Resolutions Drafted/Reviewed 63 50 45 • Number of Litigation matters (excludes condemnation litigation) 17 13 10 • Number of Labor Agreements 4 3 3 • Asset Forfeitures 6 5 5 Efficiency Measures: • Contracts reviewed per attorney per year 204 177 177 • Number of projects/files opened - major issues (not including 20 20 20 subfiles) POSITION INVENTORY: 2022 530 45 10 177 20 Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Director -City Attorney 0.80 0.80 0.80 0.80 0.80 0.80 0.80 58E Deputy City Attorney 1.00 1.00 1.00 - - - - 56 Assistant City Attorney - 0.50 FT funded by Prop. 1 1.00 1.00 1.00 2.00 2.00 2.00 2.00 53 Lead Paralegal 1.00 1.00 1.00 1.00 1.00 1.00 1.00 33 Legal Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 25 Total Regular Staffing 4.80 4.80 4.80 4.80 4.80 4.80 4.80 n/a Change from prioryear - - - - - n/a Grand Total Staffing 4.80 4.80 4.80 4.80 1 4.80 4.80 14.80 n/a C-53 CITY OF FEDERAL WAY202112022 BUDGET LAW CIVIL LEGAL SERVICES Responsible Manager: Ryan Call, City Attorney HIGHLIGHTS/CHANGES: The Law Department Civil Division's adopted operating budget totals $2,445,843 in 2021 and $2,461,072 in 2022. This is a 23.6% or $756,338 decrease to the 2021 adopted budget from the 2020 adjusted budget. The table below includes the General Fund, and the Risk Management Fund. Major line item changes include: • Salaries & Wages - Net increase of $45,140 primarily due to scheduled step increases and changes of employees in positions. • Benefits - Net increase of $4,864 primarily due to increased health insurance premiums. • Services and Charges - Net decrease of $656,342 primarily due to elimination of one-time legal settlements. REVENUE AND EXPENDITURE SUMMARY: CIVIL LEGAL SERVICES - GENERAL FUND & RISK FUND Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj li=Adjusted I Projected $ Chg I % Chg Revenue Summary: 34X Charges for Services $ 1,035,343 $1,103,040 $1,103,040 $1,103,040 $1,103,040 $1,103,040 $1,103,040 $ 0.0% 35X Fines and Penalties - - 2,500 2,500 2,500 2,500 2,500 0.0% 36X Miscellaneous 129,790 134,946 63,000 63,000 63,000 939000 93,000 30,000 47.6% Total Revenues: $ 1,165,133 $1,237,986 $1,168,540 $1,168,540 $1,168,540 $1,1989540 $1,198,540 $ 30,000 2.6% Expenditure Summary: IXX Salaries and Wages 404,068 417,690 409,651 409,651 409,651 454,791 458,027 45,140 11.0% 2XX Benefits 131,816 135,727 167,957 167,957 167,957 172,821 174,050 4,864 2.9% 3XX Supplies 2,198 2,132 2,750 2,950 2,950 2,950 2,950 - 0.0% 4XX Services and Charges 1,457,131 1,632,227 1,662,794 2,471,123 2,471,123 1,814,781 1,825,544 (656,342) -26.6% 5XX 11ritergovernmental - - 500 1 500 1 500 1 500 1 500 1 - I0.0 0 OXX I Other Financing Use - 150,000 1 150,000 (150,000) -100.0% Total nditures: $ 1,995,213 $ 2,187,776 $ 2,243,652 1 $ 3,202,181 1 $ 3,202,181 1 $ 2,445,843 1 $ 2,461,072 1 $ (756,338) -23.6% C-54 OPERATING B UDGET LAW CRIMINAL PROSECUTION SERVICES Responsible Manager: Jennifer Castleton, Chief Prosecutor PURPOSE/DESCRIPTION: Four attorneys act as City Prosecutors in the Federal Way Municipal Court where non -felony cases are prosecuted. The prosecutors also appear on appeals from these cases. Legal defense for indigent defendants is provided through a contract with an outside law firm under the Mayor's budget. The prosecution staff handles an average of 1,000 infractions and 3,050 criminal citations per year. The City Prosecutors and support staff coordinate all facets of enforcement of the City's Municipal Code: law enforcement, municipal court personnel, probation services, jail bookings and transport, counseling services, citizen/witness coordination, appointed and private defense counsels, and outside jurisdictions on shared defendants. In addition, the prosecutors and support staff have frequent contact with citizens, victims, witnesses and defendants, respond to questions about victim assistance, criminal procedures, and case setting information, and advise the police regarding criminal and infraction matters. 2021 Adopted Expenditures by Category The Criminal Prosecution Division continues to use Proposition 1 Funding for the prosecution of Domestic Violence offenses, persistent City Code violators, and prosecution of drug/asset forfeitures. GOALS/OBJECTIVES: • Protect the safety of the public through effective prosecution of offenders. • Work with the Police Department for effective prosecution of domestic violence matters, DUI, and drug/asset forfeitures. • Effectively use resources by working with the Police Department and Municipal Court to use the prosecutor and staff time more efficiently and reduce officer overtime. • Provide training for police officers. PERFORMANCE MEASURES: Type/Description 2019 2020 2021 2022 Workload Measures: • Cases filed — criminal citations 3,035 3,050 3,100 3,100 • Domestic Violence cases received in System*- (included in above 494 450 450 450 criminal citation filings) Outcome Measures: • Total resolved cases 2,741 2,600 3,000 3,000 Efficiency Measures: • Criminal cases per prosecutor** 759* 763* 775* 775* *Doesn't include cases reviewed unit not charged **The average cases per prosecutor are based on 4 FTE's C-55 CITY OF FEDERAL WA Y 2 02112 022 B UD GE T LAW CRIMINAL PROSECUTION SERVICES Responsible Manager: Jennifer Castleton, Chief Prosecutor POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Director -City Attorney 0.20 0.20 0.20 0.20 0.20 0.20 0.20 58E Chief City Prosecutor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 54 City Prosecutor - 1.5 fte funded by Prop. 1 3.00 3.00 3.00 3.00 3.00 3.00 3.00 45 Domestic Violence Legal Advocate 1.00a 1.00 1.00 1.00 1.00 1.00 29 Paralegal 1.00 1.00 1.00 1.00 1.00 1.00 29 Legal Assistant 1.502.00 1.50 1.50 1.50 1.50 25 Total Regular Staffing 7.708.20 7.70 7.70 7.70 7.70 n/a Change from prior year -0.50 - - n/a Grand Total Staffing 7.708.20 7.70 1 7.70 7.70 7.70 1 n/a HIGHLIGHT/CHANGES: The Law Department Criminal Division's adopted operating budget totals $1,042,637 in 2021 and $1,055,138 in 2022. This is a 0.1% or $1,405 increase to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: • Salaries & Wages - Net increase of $12,403 due to scheduled step increases. • Benefits - Net decrease of $11,335 due to employee changes resulting in changes of benefits. REVENUE AND EXPENDITURE SUMMARY: CRIMINAL PROSECUTION SERVICES - GENERAL FUND Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected $ Chg I % Chg Expenditure Summary: 1XX Salaries & Wages 531,235 555,838 534,924 534,924 534,924 553,018 554,032 18,094 3.4% 2XX Benefits 179,256 183,542 219,319 219,319 219,319 210,147 210,532 (9,172) -4.2% 3XX Supplies 1,596 463 1,825 2,575 2,575 2,575 2,575 - 0.0% 4XX Services and Charges 5,436 10,605 8,665 8,665 8,665 9,003 9,003 338 3.9% Total nditures: 1 $ 717,523 1 $ 750,449 1 $ 764,733 1 $ 765,483 1 $ 765,483 1 $ 774,742 1 $ 776,142 1 $ 9,22J 1.20% CRIMINAL PROSECUTION SERVICES - PROPOSITION 1 FUND Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 31X ITaxes $ 240,520 1 $ 236,916 1 $ 275,749 1 $ 275,749 1 $ 275,749 1 $ 267,895 1 $ 278,996 1 $ (7,854) -2.8% Total Revenues: $ 240,520 1 $ 236,916 1 $ 275,749 1 $ 275,749 1 $ 275,749 1 $ 267,895 1 $ 278,996 1 $ (7,854) -2.8% Expenditure Summary: 1XX I Salaries & Wages 183,244 179,842 199,818 199,818 199,818 194,127 202,171 (5,691) -2.8% 2XX lBenefits 57,276 57,074 75,931 75,931 1 75,931 73,768 76,825 (2,163) -2.8% Total nditures: $ 240,520 $ 236,916 $ 275,749 $ 275,749 1 $ 275,749 $ 267,895 $ 278,996 $ (7,854) -2.8% C-56 OPERATING BUDGET MUNICIPAL COURT JUDGE Judge David Larson Presiding Judge JUDGE Judge Rebecca Robertson Judge • Overall Court Management 0Serves as acting presiding judge in absence ■ Misdemeanors and Gross Misdemeanor Cases of presiding judge ■ Infractions Misdemeanor & Gross Misdemeanor Cases ■ Civil Impounds Infractions ■ Policy Planning Civil Impounds ADMINISTRATION Sue White Administrator ■ Court Management ■ Budget management ■ Case Flow Management ■ Probation/Security Contracts COURT SERVICES Tiziana Giazzi Court Services Supervisor PROBATION SERVICES Stacie Scarpaci Probation Supervisor ■ Administrative Support Administrative Support ■ Accounting ■ Probation Accounting ■ Case processing 0 Staff Supervision ■ Customer Service 0 Probation Compliance ■ Staff Supervision C-57 CITYOFFEDERAL WAY202112022 BUDGET MUNICIPAL COURT Responsible Manager: David Larson, Presiding Judge 2019/2020 ACCOMPLISHMENTS PERSONNEL ■ Maintain and encourage professional development for all staff. ■ Ongoing development and maintenance of case management system. ■ Staff continues to maintain a high degree of professional competency and customer service. COMMUNITY OUTREACH ■ Created a Community Court with little taxpayer expense by partnering with Valley Cities and New Connections. o Note: COVID-19 has resulted in the loss of Valley Cities as a partner ■ Helped host a televised Teen Domestic Violence In Their Shoes demonstration and discussion in conjunction with the Federal Way Domestic Violence Task Force. ■ Partnered with South Seattle College on Justice Involved Solutions education and training program. ■ Annual Federal Way School District and the Federal Way Arts Commission Court Art Contest. The theme is Liberty and Justice for All. o COVID-19 interfered with the ability to have the 2020 contest ■ Continued regular coordination meetings with Judges, Court Administrator, Court Services Supervisor, Probation, Prosecutor, and Public Defenders. ■ Mediations through Dispute Resolution Center of King County continue to be held. ■ Both judges are involved in District and Municipal Court Judges Association activities and committees as well as other professional and civic organizations. ■ Judge Larson and Judge Robertson continue to teach new judges at the State Judicial College. ■ Partnered with the Diversity Commission and the Supreme Court Minority and Justice Commission for a booth at the Flavor of Federal Way to promote jury service for people of color. ■ Holding a series of listening sessions with the Black and Brown community leaders to develop strategies for reform. PROGRAMS/COST REDUCTIONS/EFFICIENCIES ■ Remodel of all three courtrooms and added equipment to allow for ZOOM hearings due to COVID 19. ■ Replacing twenty -year -old audio equipment in Court Room 3. ■ Court recording system upgraded to newer technology in Courtrooms 1 and 2. ■ New audio equipment for interpreters to allow remote interpreting. ■ New Jury software created internally by our IT department to replace an antiquated Jury Master system. ■ Increased accounting measures due to counterfeit checks being created to have the same routing number and appearance of our key Bank account. ■ Electronic docket system for court lobby. ■ Ongoing utilization of South King County Multi -Service Center jobs program for temporary staff. ■ Remodel of Courtroom 3 to provide additional security due to SCORE replacement contract with new jails requiring transports of defendants. ■ Create local rule allowing defendants to receive court orders and notices/summons via email to save postage costs, reduce failures to appear, and reduce arrest warrants. Reducing arrest warrants will save jail costs and keep people out of jail. 2020/21 ANTICIPATED KEY PROJECTS ■ Rebuild Community Court with increased services and the need to pay for onsite evaluations. ■ The provider will no longer service our JustWare system so we need to develop a new case management system. ■ Create Community Service partnerships to better serve Federal Way and provide a structured means for defendants to perform community service for fines and punishments. ■ Continue to work with the police, mayor, prosecutor, defense counsel, probation and other agencies to develop jail and jail alternative programs that reduce costs yet assure public safety. ■ Research costs and benefits of using automated notification of court dates and payment due dates to reduce warrants and increase fine collections. ■ Implement therapeutic programs for first time offenders. C-58 OPERATING BUDGET MUNICIPAL COURT Responsible Manager: David Larson, Presiding Judge PURPOSE/DESCRIPTION: The Municipal Court of the City of Federal Way is organized under RCW 3.50 with jurisdiction over violations of the Federal Way Revised Code and pemonn, Revised Code of Washington provisions adopted by the City that occur 86.4% within the boundaries of 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: • Traffic Infraction Filings/Parking • Non -Traffic Infraction Filings • DUI Filings • Criminal Traffic Filings • Criminal Non -Traffic Filings • Civil Filings • Photo Enforcement Filings • Total Case Filings 2021 Adopted Expenditures by Category es Svc/Chgs 12.7% 2019 2020 2021 2022 6,649 4,034 8,000 8,000 246 184 250 250 179 146 200 200 1,380 610 1,100 1,100 1,476 1,036 1,800 1,800 7 4 6 6 36,754 26,4001 25,000 25,000 46,691 32,424' 36,356 36,356 • Infraction Hearings Held/Parking 2,879 1,922 4,500 4,500 • DUI Hearings Held 1,566 1,168 1,800 1,800 • Criminal Traffic Hearings Held 3,049 1,572 2,700 2,700 • Criminal Non -Traffic Hearings Held 7,742 4,766 6,800 6,800 • Photo Enforcement Hearings Held 8,010 6,000 6,500 6,500 • Total Hearings Held 23,226 15,4283 22,300 22,300 POSITION INVF.NTORV: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Municipal Court Judge (0.5 FTE funded by Prop 1) 2.00 2.00 2.00 2.00 2.00 2.00 2.00 58g Court Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 50a Court Clerk II 5.00 5.00 5.00 4.00 4.00 4.00 4.00 21 c Probation Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 41 Court Services Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 39 Probation Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 34 Probation Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 14 Court Clerk 1 (1.0 FT funded by Prop 1) 4.00 4.00 4.00 5.00 5.00 5.00 5.00 14c Total Regular Staffing 16.00 16.00 16.00 16.00 16.00 16.00 16.00 n/a Change from prior year - - - - - - - n/a Grand Total Staffing 1 16.00 1 16.00 16.00 1 16.00 16.00 1 16.00 16.00 1 n/a School zone cameras were shut down due to school closures. 2 Due to COVID-19 related orders from the Governor and Supreme Court there are 541 criminal cases in the queue waiting to be filed by the prosecutor. 3 The court was only open for in custody and serious cases pursuant to COVID-19 orders from the Governor and Supreme Court. This resulted in thousands of hearings being stricken. Hearings needed to be reset multiple times due to the extension of the orders. This extensive extra work will not appear in the statistics because the hearings were not "held." C-59 CITY OF FEDERAL WAY202112022 BUDGET MUNICIPAL COURT Responsible Manager: David Larson, Presiding Judge HIGHLIGHTS/CHANGES: The Municipal Court's adopted operating budget totals $2,048,798 in 2021 and $2,074,615 in 2022. This is 1.3% or $27,248 decrease to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: • Salaries & Wages/Benefits - Net Increase of $54,273 primarily due to scheduled step increases, and changes of employees in positions. • Capital Outlay - Net Decrease of $62,000 due to elimination of one-time purchase of computers and cameras for the court. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 31X Taxes 161,002 168,124 185,347 185,347 185,347 190,102 194,159 $ 4,755 2.6% 33X Intergovernmental 58,649 55,602 50,000 32,000 32,000 32,000 32,000 - 0.0% 34X Charges for Services 313,507 244,980 357,529 272,988 272,988 272,988 272,988 0.0% 35X Fines and Penalties 748,944 786,176 916,901 784,901 784,901 784,901 784,901 0.0% 36X Miscellaneous 96,775 89,017 111,241 111,241 111,241 111,241 111,241 0.0% Total Revenues: $ 1,378,914 1 $ 1,343,938 1 $ 1,621,089 1 $ 1,386,548 1 $ 1,386,548 $ 1,391,303 $ 1,395,360 $ 4,755 0.3% Municipal Court General Fund Operations Expenditure Summary: 1XX Salaries & Wages 890,912 905,195 902,860 902,860 902,860 951,017 963,701 $ 48,157 5.3% 2XX Benefits 351,371 346,386 370,173 370,173 370,173 338,397 343,216 (31,776) -8.6% 3XX Supplies 12,790 6,582 10,050 10,050 10,050 10,050 10,050 0.0% 4XX Services and Charges 112,574 145,776 116,598 116,598 116,598 116,598 116,598 0.0% 6XX Capital Outlay 62,000 62,000 (62,000) -100.0% Subtotal Operating lxp: $ 1,367,647 $ 1,403,939 $ 1,399,681 $ 1,461,681 $ 1,461,681 $ 1,416,062 $ 1,433,566 $ (45,619) -3.1% Probation Office General Fund Expenditure Summary: 1XX Salaries & Wages 181,512 187,183 194,352 194,352 194,352 211,260 214,344 16,908 8.7% 2XX Benefits 84,073 83,699 83,571 83,571 83,571 80,279 81,451 (3,293) -3.9% 3XX Supplies - 238 6,900 6,900 6,900 6,900 6,900 0.0% 4XX Services and Charges 53,690 77,379 82,645 82,645 82,645 82,645 82,645 0.0% 6XX Capital Outlay - - - n/a Subtotal Probation lxp: 1 $ 319,276 j $ 348,500 j $ 367,468 $ 367,468 $ 367,468 1 $ 381,084 j $ 385,340 j $ 13,615 3.7% Prop I Fund Expenditure Summary: 1XX Salaries & Wages 117,868 125,751 120,163 120,163 120,163 137,755 140,695 $ 17,592 14.6% 2XX Benefits 43,134 42,373 45,662 45,662 45,662 52,347 53,464 6,685 14.6% 9XX Internal Services/Other - - 19,522 19,522 19,522 (19,522) -100.0% Subtotal Prop 1 Egy, $ 161,002 $ 168,124 $ 185,347 $ 185,347 $ 185,347 $ 190,102 $ 194,159 $ 4,755 2.6% Traffic Safety Fund Expenditure Summary: 4XX I Services and Charges - - 61,550 61,550 61,550 61,550 61,550 - 0.0% Subtotal Traffic Safetylxp: $ - $ - $ 61,550 $ 61,550 $ 61,550 $ 61,550 $ 61,550 $ 0.0% Total Expenditures: $ 1,847,925 $ 1,920,563 $ 2,014,046 $ 2,076,046 $ 2,076,046 $ 2,048,798 $ 2,074,615 $ (27,248) -1.3% C-60 CITY OF FEDERAL WA Y 2021122 B UDGET NON - DEPARTMENTAL PURPOSE/DESCRIPTION: Non - Departmental includes revenues and expenditures that are allocated city-wide. Major revenue sources include Property Tax, Sales Tax, Real Estate Excise Tax, Liquor Tax, Rent for Land, Administration Fees, and Other Financing Sources such as Transfer in of Utility tax to subsidize the General Fund. HIGHLIGHTS/CHANGES: The Non -Departmental adopted operating budget totals $52,121,365 in 2021 and $34,448,471 in 2022. This is 23.5% or $9,911,585 increase to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: • Salaries & Wages - Decrease of $814,077 primarily due negotiated increases in salaries being allocated in the department budgets. • Supplies - Decrease of $99,300 due to elimination of one-time Covid-19 supplies. • Services and Charges - Decrease of $4,766,092 primarily due to the elimination of one-time grants given to businesses for Covid-19, and one-time legal settlements. • Capital Outlays - Decrease of $617,665 primarily due to elimination of one-time Covid-19 capital purchases of equipment and vehicles, and one-time Council Chambers AV upgrades. • Debt Services - Increase of $14,336,207 primarily due to payoff of principal for Federal Way Community Center and Target Property Bonds due to refunding of the bonds. • Internal Service - Increase of $319,072 due to increased cost of IT services, and purchase of software and services for cyber security. • Other Financing Use - Net Increase of $1,453,731 primarily due to an increase in transfer out from 103 utility tax fund to 102 arterial street overlay fund due to new solid waste utility tax for overlay projects. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg Revenue Summary: 31X Taxes 43,057,303 44,991,807 44,214,703 44,869,280 44,869,280 46,717,885 46,689,203 1,848,605 4.1% 32X Licenses and Permits 2,913,659 2,471,520 2,667,024 2,667,024 2,667,024 1,818,444 1,818,444 (848,580) -31.8% 33X Intergovernmental 2,802,959 3,674,594 2,534,000 7,256,226 7,256,226 1,549,000 1,549,000 (5,707,226) -78.7% 34X Charges for Services 4,979,558 5,125,389 5,030,696 5,165,919 5,165,919 5,328,653 5,159,946 162,734 3.2% 35X Fines and Penalties 4,258 7,500 2,000 2,000 2,000 2,000 2,000 0.0% 36X Miscellaneous 739,182 1,098,510 395,000 619,020 619,020 594,299 595,000 (24,721) -4.0% 37X Proprietary Fund Revenues 482,308 281,299 400,000 400,000 400,000 400,000 400,000 0.0% 39X Other Financing Sources 10,548,094 29,679,266 11,440,299 12,807,276 12,807,276 24,583,601 8,429,152 11,776,324 92.0% Total Revenues: 65,527,319 $ 87,329,884 $ 66,683,722 $ 73,786,745 $ 73,786,745 $ 80,993,881 $ 64,642,745 $ 7,207,136 9.8% Expenditure Summary: 1XX I Salaries & Wages 13,943 10,472 1,188,929 1,188,929 497,688 374,852 216,498 (814,077) -68.5% 2XX Benefits 1,205 910 - 171,241 - 171,241 n/a 3XX Supplies 92,915 20,939 1,000 101,300 101,300 2,000 2,000 (99,300) -98.0% 4XX Services and Charges 5,753,960 5,275,761 8,521,373 11,363,006 11,363,006 6,596,914 6,379,973 (4,766,092) -41.9% 5XX Intergovernmental 22,292 1,611 30,000 30,000 30,000 30,000 30,000 0.0% 6XX Capital Outlay 2,397,811 799,713 52,000 798,665 798,665 181,000 - (617,665) -77.3% 7XX Debt Service -Principal 500,000 12,882,847 1,253,881 1,878,881 1,878,881 16,215,088 2,003,716 14,336,207 763.0% 8XX Debt Service -Interest 524,490 1,045,384 1,091,076 1,091,076 1,091,076 1,019,544 952,174 (71,532) -6.6% 9XX Internal Service 5,148,235 5,493,599 5,755,664 5,940,719 5,940,719 6,259,791 6,201,298 319,072 5.4% OXX 10ther Financing Use 16,300,411 17,979,479 15,637,416 19,817,204 19,817,204 21,270,935 18,662,812 1,453,731 7.3% Total Expen(fitures:1 $ 30,755,262 1 $ 43,510,716 $ 33,531,339 $ 42,209,780 $ 41,518,539 $ 52,121,365 $ 34,448,471 $ 9,911,585 23.5% C-61 OPERATING BUDGET EXPENDITURE BY FUND: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj AdoptedAdjusted Projected $Chg %Ch Expenditure Summary: 001 General Fund 7,599,489 10,345,167 11,736,389 16,999,097 16,307,856 11,479,633 10,109,569 (5,519,464) -32.5% 103 Utility Tax 9,142,916 8,661,285 9,687,000 11,230,239 11,230,239 12,058,633 12,034,394 828,394 7.4% 104 Sales/Use Tax- Affrd. & Supprt. - - - 41,020 41,020 - - (41,020) -100.0% 107 Special Contracts/Studies 6,056 28,003 7,000 407,000 407,000 - (407,000) -100.0% 109 Hotcl Motel Lodging Tax 90,047 167,984 224,700 300,000 300,000 155,000 155,000 (145,000) -48.3% 113 jReal Estate Excise Tax 4,142,129 5,314,370 4,254,567 4,818,641 4,818,641 3,973,018 3,437,426 (845,624) -17.5% 120 Paths & Trails - - - - - 200,000 - 200,000 n/a 121 Technology Fund - 67,100 67,100 181,000 14,300 113,900 169.7% 188 Strategic Reserve 2,213,331 - - - 601,800 2,000 601,800 n/a 189 Parks Reserve 719,409 15,793 n/a 201 Debt Service 2,024,490 13,928,233 2,344,957 2,969,957 2,969,957 17,434,315 3,093,264 14,464,358 487.0% 301 Downtown Redevelopment 505,393 - - 100,000 100,000 600,000 205,000 500,000 500.0% 302 City Facilities 618 - - - 115,000 - n/a 307 Capital Project Reserve - - - n/a 308 Performing Arts Center 307,046 71,989 - - n/a 506 Self Health Insurance 4,639,743 4,264,644 5,256,726 5,256,726 5,256,726 5,427,967 5,256,726 171,241 3.3% 507 Unemployment Insurance 84,004 9,634 2Q,000 20,000 20,000 10,000 10,000 (10,000) -50.0% Total nditures: $ 30,755,262 $ 43,510,717 $ 33,531,339 $ 42,209,780 $ 41,518,539 $ 52,121,365 $ 34,448,471 $ 9,911,585 23.5% C-62 OPERATING BUDGET DUMAS BAY CENTRE MANAGER Rob Ettinger ■ Conference & Retreat Rentals ■ Business Rentals ■ Theatre Rentals ■ Cultural Arts Programs ■ Facility Management ■ Grounds Maintenance ■ Contract Admin. ■ Marketing & Promotions ■ Brooklake Community Center ■ Concessions PARKS, RECREATION AND CULTURAL SERVICES DIRECTOR John Hutton ■ Council Committee/Commission Support ■ Department Direction ■ Implement Parks, Recreation & Open Space Comprehensive Plan ■ Intradepartmental Coordination ■ Regional Issues and Involvement COMMUNITY CENTER MANAGER Leif Ellsworth ■ Overall Management of Resources, Programs and Staff ■ Community/Center Recreation and Physical Plant Operations ■ Operating Budget and Capital Reserves Management ■ Manage Marketing/Promoti ons and Community Outreach PARKS DEPUTY DIRECTOR ma Jason Gerwen ■ Open Space & Trails ■ Park Renovation ■ Contract Admin. ■ City Facilities Mgmt. ■ Security Systems ■ Commission Support ■ Urban Forestry Mgmt. ■ CIP Management PARKS MAINTENANCE & FACILITIES MANAGER Derreck Presnell ■ Neighborhood Parks ■ Community Parks ■ Volunteer Programs ■ Athletic Field Maintenance ■ Grounds Maintenance ■ Rec. & Community Event Support ■ Play Structures ■ Direct Crews ■ Open Space & Trails RECREATION MANAGER Cody Geddes ■ Youth and adult athletics ■ Overall Management of Division and Staff ■ Operating Budget ■ Manage Marketing/Promoti ons and Community Outreach ■ Scheduling of Athletic Facilities ADMINISTRATIVE ASSISTANT II Mary Jaenicke ■ Director Support ■ Department Support ■ Council Committee Support ■ Commission Support ■ Customer Service ■ Contracts ■ Website Updates ■ Process Invoices COMMUNITY RELATIONS LIASON/CONTRACT ADMINSTRATION Autumn Gressett ■ Serves as Liaison for the PAEC ■ Arrange all aspects of Resident Arts Organizations at PAEC ■ Manage Contracts for Entire Department C-63 CITYOFFEDERAL WAY202112022BUDGET PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW Responsible Manager: John Hutton, Parks Director 2019/2020 ACCOMPLISHMENTS • Installed energy efficient LED lighting in all meeting rooms, staff areas and entrance at the Dumas Bay Centre and Knutzen Family Theatre. • Installed USB outlets throughout parts of the facility to assist with guests adjusting charging needs. • Installed new window coverings in Eagleview, Osprey and Heron rooms. • Installed ultraviolet light purification systems in our mini -splits and HVAC for the Knutzen Family Theatre to help insure guest safety from spreading virus. • Created a new suite for guest rentals. This is the only overnight room to include a full bath, climate -controlled environment with a lounge/office area included. • Created new overnight room on north 1 st floor wing for guest usage. • Continued to book operational rentals increasing revenue each year until March 12, 2020 when the pandemic required the temporary closure of both the Dumas Bay Centre and the Knutzen Family Theatre. • Software Upgrade — Recreation and Community Center successfully moved to a new software system. With RecTrac we have seen an increase in online registration and have seen many efficiencies improve with installment billing and reporting. • COVID Programming - Our staff has had to be flexible and able to change based on the scenarios we are given. We successfully ran a socially distant camp this summer with an average of 48 participants. We have done virtual programs with our inclusion program as well as equipment pick up for our Special Olympics athletes for virtual training. • After School Program 19-20 for Mirror Lake, Sherwood Forest and Twin Lakes Elementary (September 2017) in partnership with FWPS providing transportation to the Community Center. • Special Olympics — Introduced two new health and fitness programs in 2019 — Zumba and Sports Conditioning. These two new programs were added bringing the total number of health & fitness related programs to fourteen including Special Olympic sports. A total 221 people participated in health & fitness or sporting activities since 2019. • Arc of King County — Partnered with Arc of King County to offer monthly workshops and advocacy programs. These were free programs that provided participants, parents, and caregivers crucial information related to the disability community. • Hyde Shuttle — Added a third shuttle for seniors in the community to aid in mobility around Federal Way. • Partnership with Celebration Shag — Provide programs and opportunities for SHAG residents at FWCC. • Youth Commission Scholarship — Youth Commission made their goal of $10,000 for the FirStep Scholarship, created an application and process for awarding monies. • Partnership with KCLS — Providing a story walk at Panther Lake Park. A socially distant activity where families can read a story as they make a lap around Panther Lake Trail. • RWB and Miles for Meso of 2019 were some of the best we have ever done; operations were seamless and fluid among all city staff and departments. • Virtual Miles for Meso in 2020 was a success raising $15,000. • Virtual and Outdoor Fitness Classes (2020) have been going well and seeing consistent attendance between 10-15 participants • 2019 closure project list was completed on time. • Successfully negotiated new contracts for Fireworks at RWB due to closure of previous business and landscaping company utilized at the Federal Way Community Center. • Facility Improvements: o Grouting of locker rooms and cabanas o City logo addition to entryway of FWCC o Interior wall painting o Gym floor refinishing o Pool play feature slide replacement o Steamer generator replacement • Building positive relationships with PAEC Resident Artists Organizations. • PAEC signage completed. • Contract with DOC for cleaning of PAEC/Staircase. • Waste Management contract for rental. • Capital purchases able to be made (Staging, Risers & Advertising Monitors in lobby). • Completed the PROS plan update. • Opened the Panther Lake Trailhead and completed renovation of trail. • Replaced artificial turf at Steel Lake Annex — Karl Grosch Field. • Replace/expanded Wedgewood Park Playground. • Replace/expanded Mirror Lake Playground. C-64 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW Responsible Manager: John Hutton, Parks Director 2019/2020 ACCOMPLISHMENTS • Installed mini -split units in DBC meeting rooms. • Facility adjustments to comply with Covid-19 requirements. 2021/2022 KEY PROJECTS ANTICIPATED • Continue to rebook cancelled contracts to improve outlook for 21 & 22. • Build improvements to ensure guest and staff safety as new normal operations resume. • Design operations to continue to capture necessary revenue from clients and reducing expenditure where possible. • Install additional mini -split units in overnight rooms to improve guest comfort. • Replace windows in meeting spaces. • Create innovative and safe programming to return to pre-COVID revenue levels. • Distribute Youth Commission scholarship funds for free or very low-cost opportunities. • Explore mobile recreation vans to underserved areas of Federal Way. • Recovery from Covid-19 losses: o Membership unit increases o Program/Group fitness participation o General individual fitness/recreation participation • Ensuring public trust and safety after Covid-19. • Leisure pool slide replacement and play structure through grant funding. • Water heater array replacement. • Increase youth sport league opportunities through partnerships with existing community groups. • Explore offering swim lessons to FWPS second graders as a PE course to further drowning prevention education. • Regional Marketing Campaign. • Website revision. • Replacement of playgrounds (next up: Alderbrook, Celebration Park and Heritage Woods). • Replacement of Lakota Parking Lot. • Implementation of SDS management system. • Brooklake Dam assessment. ADOPTED CAPITAL PROJECTS AND FUNDING SOURCES (DOLLARS IN THOUSAND): Sources (in thousands) N isc / Prior Total REEr Years' Trsfrs Sources Sources Total Construct Expenses 2021 Adopted Projects Major Maint & Impr - Existing Park Fa $ $ - $ 90 $ 90 $ 90 $ 90 layground Rep& Rep Prog - 100 100 100 100 ffTotal2021 $ - $ - $ 190 $ 190 $ 190 $ 190 Sources (in thousands) Misc / Prior Total REEL Years' Trsfrs Sources Sources Total Construct Expenses 2022 Adopted Projects Major Maint & Impr - Existing Park Fa - 75 75 75 75 Annual Playground Rep& Repl Prog - 300 300 300 300 Total2022 $ - $ - $ 375 $ 375 $ 375 $ 375 C-65 CITYOFFEDERAL WAY202112022BUDGET PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW Responsible Manager: John Hutton, Parks Director DEPARTMENT POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted P:,,j::,::I:e:d:4 Administration: Director of Parks, Rec. & Cultural Svcs. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58" Administrative Assistant II 0.80 0.80 0.80 0.80 0.80 0.80 0.80 25 General Recreation: Recreation Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 CR Liaison/Contract Admin - - - - 1.00 1.00 1.00 43 Recreation Coordinator 3.50 3.50 3.50 3.50 3.50 3.50 3.50 33 Graphics Coordinator 0.33 0.33 0.33 0.33 0.33 0.33 0.33 33 Administrative Assistant I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 18 Maintenance: Parks Deputy Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58 Parks Maintenance & Facilities Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 Park & Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 38 Maintenance Worker- Lead 3.00 3.00 3.00 3.00 3.00 3.00 3.00 261n Maintenance Worker I - 1.0 FTE funded by Prop. 1* 8.00 8.00 8.00 8.75 8.75 9.00 9.00 221n Facilities Maintenance Worker* 2.00 1.50 1.50 1.50 1.50 2.00 2.00 22m Total General Fund: 23.63 23.13 23.13 23.88 24.88 25.63 25.63 n/a Federal Way Community Center: Community Center Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 Recreation/CC Supervisor 1.00 - - - - - - 39 Office Technician II 1.00 1.00 1.00 - - - - 14 Recreation Coordinator II -Aquatics 1.00 1.00 1.00 1.00 1.00 1.00 1.00 36 Fitness Coordinator - 1.00 1.00 1.00 1.00 1.00 1.00 33 Community Center Services Coordinator 1.00 1.00 1.00 - - - - 33 Rental Services Coordinator - - - 1.00 1.00 1.00 1.00 33 Graphics Coordinator 0.33 0.33 0.33 0.33 0.33 0.33 0.33 33 Customer Service Coordinator - 1.00 1.00 1.00 1.00 1.00 1.00 33 Aquatic Facility Operator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 26m Administrative Assistant I 1.00 - - 1.00 1.00 1.00 1.00 18 Custodian -Community Center 2.00 2.00 2.00 2.00 2.00 2.00 2.00 14m Lead Lifeguard 2.00 2.00 2.00 2.00 2.00 2.00 2.00 13 Total Federal Way Comm. Center: 11.33 11.33 11.33 11.33 11.33 11.33 11.33 n/a Dumas Bay Centre: I Dumas Bay Centre Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 Chef/Kitchen Coordinator - 1.00 1.00 1.00 1.00 1.00 1.00 33 Chef/Kitchen Supervisor 1.00 - - - - - - 23 Administrative Assistant I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 18 Total Dumas Bay Centre: 3.00 3.00 3.00 3.00 3.00 3.00 3.00 n/a Performing Arts & Event Center: Community Relations Liason/Contract Admin 1.00 1.00 1.00 1.00 - - - 43 PAEC Director 1.00 - - - 58j Operations Manager 1.00 43 Development Supervisor 1.00 38 Marketing Coordinator 1.00 30 Patron Services Coordinator 1.00 30 Technical Supervisor 1.00 37 Administrative Assistant II 1.00 - - - 24 Performing Arts Event Center: 8.00 1.00 1.00 1.00 - - - n/a Total Regular Staffing 45.96 38.46 38.46 39.21 39.21 39.96 39.96 n/a Changefromprioryear - (7.50) 0.75 - 0.75 - n/a Grand Total Staffing45.96 38.46 38.46 39.21 39.21 1 39.96 39.96 n/a *The 0.75 FTE increase to the 2021 adopted budget from the 2020 adjusted budget is due to the addition of 0.5 FTE Facilities Maintenance Worker and 0.25 FTE Maintenance Worker I. OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW Responsible Manager: John Hutton, Parks Director PURPOSE/DESCRIPTION: The Parks, Recreation, and Cultural Services Department consists of five divisions: Parks Administration, Parks General Recreation, Federal Way Community Center, Dumas Bay Centre, and Parks Maintenance. The Department's mission is to enrich community life through the provision and stewardship of parks, leisure and cultural experiences. 2021 Adopted Expenditures by Category Sul 6 GOALS/OBJECTIVES: ■ Provide cost-efficient quality recreation and cultural programs to meet the needs of all ages, interests and abilities. • Provide a high quality of maintenance for all park areas and facilities. • Provide a balance of services and programs in parks and Personr facilities for Federal Way's diverse population 48.4% ■ Plan and implement ongoing acquisition and development of parks to meet the goals and objectives outlined in the Park Plan updated in 2013. ■ Promote ongoing public involvement through commissions, volunteers, public outreach and surveys. ■ Manage and maintain all City buildings and structures. ■ Promote a culture of teamwork and public service in all parks, recreation, and cultural activities. DEPARTMENT SUMMARY: Svc/Chgs tergov't 0.5% 1 Service 3% ital wi financing se 1% Code Item 2111 Actual 1011 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted I Adjusted I Projected $ Ch % Ch General Fund Operating Expenditure Summary: 310 Administration 274,015 272,113 275,015 275,015 275,015 281,647 281,647 6,632 2.4% 33x Maintenance 2,271,593 2,397,621 2,394,125 2,628,602 2,628,602 2,376,688 2,391,575 (251,914) -9.6% 35x General Recreation 1,490,414 1,561,497 1,407,334 1,409,687 1,409,687 1,496,157 1,520,473 86,470 6.1% Subtotal GFOperating Exp.: $ 4,036,022 $ 4,231,231 $ 4,076,474 $ 4,313,304 $ 4,313,304 $ 4,154,492 $ 4,193,695 $ (158,812) -3.7% Non -General Fund Operating Expenditure Summary: III I FW Community Center 2,474,036 2,493,844 2,331,150 1,766,615 1,766,615 2,245,642 2,756,334 479,027 27.1% Subtotal New Comm Center $ 2,474,036 $ 2,493,844 $ 2,331,150 $ 1,766,615 $ 1,766,615 $ 2,245,642 $ 2,756,334 $ 479,027 27.1% 114 Prop 1 Fund 115,147 116,328 103,437 103,437 103,437 104,802 104,802 1,365 1.3% Subtotal Prop 1 Fund $ 115,147 $ 116,328 $ 103,437 $ 103,437 $ 103,437 $ 104,802 $ 104,802 $ 1,365 1.3% 115 PAEC Operating Fund 1,628,150 2,589,541 1,874,323 1,331,690 1,331,690 2,299,757 2,299,757 968,067 72.7% Subtotal 115 PAEC Oper. Fund $ 1,628,150 $ 2,589,541 $ 1,874,323 $ 1,331,690 $ 1,331,690 $ 2,299,757 $ 2,299,757 $ 968,067 72.7% 303 1 Parks CIP 917,149 276,358 300,000 400,000 400,000 190,000 375,000 (210,000) -52.5% Subtotal Parks CIP Fund $ 917,149 $ 276,358 $ 300,000 $ 400,000 $ 400,000 $ 190,000 $ 375,000 $ (210,000) -52.5% 402 Dumas Bay Centre 933,442 910,556 685,472 744,087 744,087 900,872 930,210 156,784 21.1% 505 Bldg&Furnishings 524,642 607,554 1 483,088 700,088 700,088 1 1,150,108 594,127 450,020 64.3% Enterprise Fund Or $ 1,458,084 $ 1,518,110 $ 1,168,560 $ 1,444,175 $ 1,444,175 $ 2,050,980 $ 1,524,337 $ 606,804 42.0% Total nditures: $10,628,588 $ 11,225,411 $ 9,853,945 $ 9,359,222 $ 9,359,222 1 $11,045,673 $11,253,926 $ 1,686,452 18.0% C-67 CITYOFFEDERAL WAY202112022BUDGET PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT OVERVIEW Responsible Manager: John Hutton, Parks Director HIGHLIGHTS/CHANGES: The Parks Department's adopted operating budget totals $11,045,673 and $11,253,926 in 2021 and 2022 respectively. This is an increase of $1,686,452 or 18.0% to the 2021 adopted budget from the 2020 adjusted operating budget.. The table below includes the General Fund, Federal Way Community Center Fund, Proposition 1 Fund, Performing Arts & Event Center, Dumas Bay Centre Fund, Parks CIP, and Buildings and Furnishings Fund. Major line item changes include: ■ Salaries & Wages/Benefits - Net Increase of $309,024 due to scheduled step increases, restoring full-time staff at the Federal Way Community Center (FWCC), and increasing temporary help back to the amounts needed to operate FWCC and Dumas Bay Centre (DBC). ■ Supplies - Increase of $25,035 due to increasing supplies back to the amount needed when the FWCC & DBC are operating. ■ Services and Charges - Increase of $1,002,689 due to increasing services and utilities back to the amount needed when the FWCC, DBC, and Performing Arts & Event Center are operating. ■ Intergovernmental - Increase of $25,000 due to an increase in SWM fees. ■ Capital Outlays - Decrease of $218,307 due to less Parks CIP projects. ■ Other Financing Uses - Increase of $562,414 due to a one-time transfer out to the General Fund for operations. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted I Projected $ Chg I % Chg Revenue Summary: 31X Taxes $ 115,147 $ 116,328 $ 103,437 $ 103,437 $ 103,437 $ 104,802 $ 104,802 $ 1,365 1.3% 33X Intergovernmental 4,000 14,000 5,000 5,000 5,000 - - (5,000) -100.0% 34X Charges for Services 3,295,589 3,317,781 4,509,447 2,373,001 2,373,001 3,315,945 3,315,945 942,944 39.7% 36X Miscellaneous 1,910,919 2,344,515 1,606,357 1,183,252 1,183,252 2,225,216 2,775,216 1,041,964 88.1% 39X I Other Financing Sourcel 2,129,738 1 2,328,000 1 635,000 1 2,422,717 1 2,422,717 1 1,415,004 1,423,264 1 (1,007,713) -41.6% TotalRewnues: 1 $ 7,455,393 1 $ 8,120,623 $6,859,241 $ 6,087,407 $ 6,087,407 $ 7,060,967 $ 7,619,227 $ 973,560 16.0% Expenditure Summary: 1XX Salaries and Wages 4,146,453 4,167,332 4,008,140 3,722,470 3,722,470 4,271,660 4,340,413 549,189 14.8% 2XX Benefits 1,491,071 1,466,482 1,360,597 1,310,597 1,310,597 1,070,432 1,095,039 (240,165) -18.3% 3XX Supplies 779,483 837,375 670,662 720,627 720,627 745,662 745,662 25,035 3.5% 4XX Services and Charges 3,094,844 4,223,569 3,246,035 2,973,865 2,973,865 3,976,554 4,001,554 1,002,689 33.7% 5XX Intergovernmental 6,483 9,457 25,105 25,105 25,105 50,105 50,105 25,000 99.6% 6XX Capital Outlays 1,000,793 370,508 300,000 441,000 441,000 222,693 875,000 (218,307) -49.5% 8XX Debt Service -Interest 981 10,611 - - - - - - n/a 9XX Internal Services/Othei 108,479 140,077 243,405 165,557 165,557 146,153 146,153 (19,404) -11.7% X Other Financing Use - - 562,414 - 562,414 n/a Total nditures: $ 10,628,588 $11,225,411 $9,853,945 $ 9,359,222 $ 9,359,222 $11,045,673 $ 11,253,926 $ 1,686,452 18.0% OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES ADMINISTRATION Responsible Manager: John Hutton, Parks Director PURPOSE/DESCRIPTION: The Administration Division is responsible for the overall coordination of the department and supervision of park planning, recreation, cultural services, and maintenance operations. It also provides leadership to meet its mission of providing quality recreation programs, park development, acquisition and stewardship of over 1,100 acres of park land and six major facilities. The Administration Division also provides support to the Parks, Recreation, and Public Safety Council Committee, Arts Commission, Parks and Recreation Commission and Youth Commission. Additionally it acts as the coordinating or central office for customer inquiries and information distribution for all parks and recreation programs. GOALS/OBJECTIVES: 2021 Adopted Expenditures by Category pplies 0% Svc/Chgs 1.5% ■ Improve and enhance new and existing parks, facilities, and program opportunities to provide multiple functions ■ Provide a balance of services and programs in parks and facilities for Federal Way's diverse population ■ Protect, retain, and improve open space and educate and promote community awareness of the natural systems ■ Create community gathering spaces and activities including planning and coordination of downtown public space with economic development efforts. • Plan and design trails and pedestrian connections to regional trails and neighboring jurisdictions to increase planning and implementation of park plans for new annexation areas. PERFORMANCE MEASURES: Type/Description 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 Projected New Funding for Capital Budget POSITION INVENTORY: 2019 2020 2021 2022 1124 1124 1124 1124 251,791 251,791 251,791 251,791 $300,000 $300,000 $0 $0 Positions 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Administration: Director of Parks, Rec. & Cultural Svcs. 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58a Administrative Assistant II 0.80 0.80 0.80 0.80 0.80 0.80 0.80 25 Total Regular Staffing 1.80 1.80 1.80 1.80 1.80 1.80 1.80 n/a Change from prior year - - - - - - - n/a Grand Total Staffing 1.80 1.80 1.80 1.80 1.80 11.80 11.80 n/a C-69 CITYOFFEDERAL WAY202112022BUDGET PARKS, RECREATION AND CULTURAL SERVICES ADMINISTRATION Responsible Manager: John Hutton, Parks Director HIGHLIGHTS/CHANGES: The Administration Division adopted operating budget for 2021/2022 is $281,647 and $281,647 respectively. This is an increase of $6,632 or 2.4% to the 2021 adopted budget from the 2020 adjusted operating budget. Major line item changes include: ■ Salaries & Wages/Benefits -Net Increase of $6,632 due to schedule step increases.- Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg Expenditure Summary: 1XX Salaries & Wages 195,240 200,329 190,606 190,606 190,606 199,555 199,555 8,950 4.7% 2XX Benefits 63,090 64,623 78,148 78,148 78,148 75,831 75,831 (2,317) -3.0% 3XX Supplies 5,355 1,993 2,110 2,110 2,110 2,110 2,110 - 0.0% 4XX Services and Charges 10,330 5,168 4,151 4,151 4,151 4,151 4,151 - 0.0% TotalExpenditures: $ 274,015 1 $ 272,113 1 $ 275,015 1 $ 275,015 1 $ 275,015 $ 281,647 $ 281,647 $ 6,632 2.4% New Town Square Park in Federal Way C-70 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES GENERAL RECREATION Responsible Manager: Cody Geddes, Recreation Manager PURPOSE/DESCRIPTION: The General Recreation Division plans and manages a wide variety of recreation, community center, athletic, and cultural programs, services and special events that provide activities that foster community spirit, build individual self-confidence and enhance the quality of life. Recreation Division's other program areas include: Federal Way Community Center, Community Recreation, Recreation Inc., Youth and Adult Athletics, Community Events, Senior Services, Cultural Services, Dumas Bay Centre, and Knutzen Family Theatre. GOALS/OBJECTIVES: ■ Provide accessible recreation and cultural services and facilities for the community. ■ Coordinate community events and celebrations that provide opportunities for the community to celebrate and connect. ■ Provide services to enhance the health and wellbeing of our citizens. ■ Provide recreation and inclusive services to individuals with disabilities and special needs. ■ Provide spaces for the community to rent for business, performance, to celebrate special occasions. 2021 Adopted Expenditures by Category %-1i" PERFORMANCE MEASURES: Type/Description Workload Measures: Total Recreation & Cultural Services classes held Total senior classes / drop -in services Total Teen Participants Outcome Measures: Recovery ratio Efficiency Measures: Number of volunteer hours, Senior Services Number of Recreation & Cultural Services enrollments Number of Recreation & Cultural Services participant attendance POSITION INVENTORY: 2019 2020 2021 2022 1,520 75 1,100 1,500 1,350 50 300 1,200 350 0 350 350 71.7% 10% 50% 73% 3,300 100 600 2,400 11,700 453 7,250 13,000 141,600 1,523 72,000 150,000 Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected General Recreation: Recreation Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 CR Liaison/Contract Admin - - - - 1.00 1.00 1.00 43 Recreation Coordinator 3.50 3.50 3.50 3.50 3.50 3.50 3.50 33 Graphics Coordinator 0.33 0.33 0.33 0.33 0.33 0.33 0.33 33 Administrative Assistant I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 18 Total General Fund: 5.83 5.83 5.83 5.83 6.83 6.83 6.83 n/a Total Regular Staffing 5.83 5.83 5.83 5.83 6.83 6.83 6.83 n/a Change from prior year - - - - 1.00 - - n/a Grand Total Staffing 5.83 5.83 5.83 5.83 6.83 6.83 6.83 n/a C-71 CITYOFFEDERAL WAY202112022BUDGET PARKS, RECREATION AND CULTURAL SERVICES GENERAL RECREATION Responsible Manager: Cody Geddes, Recreation Manager HIGHLIGHTS/CHANGES: The General Recreation Division Budget includes Athletics and Special Services, and Community Recreation and Cultural Services. The General Recreation adopted operating budget for 2021/2022 is $1,496,157 and $1,520,473 respectively. This is an increase of $86,470 or 6.1% to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: ■ Salaries & Wages/Benefits - Net Increase of $86,470 due to moving 1.0 FTE CR Liaison/Contract Admin to General Recreation from Performing Arts & Event Center. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 33X Intergovernmental $ 4,000 $ 14,000 $ 5,000 $ 5,000 $ 5,000 $ - $ - $ (5,000) -100.0% 34X Charges for Services 954,654 859,765 890,650 890,650 890,650 890,650 890,650 0.0% 36X Miscellaneous 198,610 231,523 154,350 154,350 154,350 154,350 154,350 0.0% Total Revenues: $ 1,157,264 $ 1,105,288 $1,050,000 $1,050,000 $1,050,000 $1,045,000 $1,045,000 $ (5,000) -0.5% Expenditure Summary: 1XX Salaries and Wages 786,654 861,037 799,545 801,898 801,898 918,659 936,279 116,761 14.6% 2XX Benefits 216,762 225,296 229,839 229,839 229,839 199,549 206,244 (30,291) -13.2% 3XX Supplies 84,083 113,169 97,541 97,541 97,541 97,541 97,541 0.0% 4XX Services and Charges 401,976 361,029 280,284 280,284 280,284 280,284 280,284 0.0% 5XX Intergovernmental 939 966 125 125 125 125 125 0.0% Total Ekpenditures:1 $ 1,490,414 1 $ 1,561,497 1 $1,407,334 $1,409,687 $1,409,687 $1,496,157 $1,520,473 $ 86,470 6.1% C-72 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES COMMUNITY CENTER Responsible Manager: Leif Ellsworth, Manager, Community Center PURPOSE/DESCRIPTION: The Federal Way Community Center opened in 2007. The facility features three gyms, two pools, fitness area, climbing wall, senior lounge, sauna/steam rooms, classroom space and community rooms for rental use. The facility charges a single — use fee and a discounted membership fee for pass holders, and also serves as a location for many general recreation classes and community events. GOALS/OBJECTIVES: ■ Provide a facility that promotes fitness and health through dynamic exercise programming and a state-of-the-art fitness studio. ■ Administer aquatics safety, education and fitness programs for all ages. ■ Provide a contemporary venue and excellent service staff for community- wide event, private occasion, and business rentals. ■ Provide opportunities for new athletic programs for young children that promote economic development. ■ Serve as a venue for general recreation programs, athletics, and senior services. 2021 Adopted Expenditures by Category Sunnlies tergov't 0.9% Membership • Increase member retention from our current average of approximately 50% by implementing the following strategies: • Continue using the fitness assessment for new members by using the following measures: ■ Find out what their fitness goals are. ■ Do some fitness assessing to gauge where they are now. ■ Connect the dots between where they are now and where they want to be by making fitness recommendations that will help them achieve results. ■ We believe that this simple process will not only lead to a higher retention rate (people stay and pay longer when they see results), but it will also increase our personal training revenue by at least $20,000 each year. Front Desk ■ Continue to invest in the education of our young people working at the front desk by implementing the following ideas: o Develop a semi-annual staff review with more specific success measures. Continue to invest in small pay increases for team members who are thriving and who show potential for longevity. o Send the entire team to a customer service seminar at least lx per year. o Continue to cross train staff to work a variety of different departments, especially group fitness. o Increase the fun factor by having quarterly front desk team builders Group Fitness ■ Continue to grow our group fitness participation month by month and as a percentage of overall visits. We are currently seeing over 4,000 participants/month with approximately 26% of people scanning going to group fitness. Climbing ■ Consider long-term options for the Climbing Pinnacle; everything from tearing it down to make room for expanded fitness programming, to designing new program uses. We want to try expanding our bouldering routes and add adult climbing classes to increase revenue. C-73 CITYOFFEDERAL WAY202112022BUDGET PARKS, RECREATION AND CULTURAL SERVICES COMMUNITY CENTER Responsible Manager: Leif Ellsworth, Manager, Community Center PERFORMANCE MEASURES: Type/Description Workload Measures: Number of operational hours Number of birthday party rentals Number of special event rentals Number of meeting rentals Number of swim classes Efficiency Measures: Operating within or better than designated utility tax contribution Efficiency Measures: Number of active passes Number of community center class enrollments Number of pass holder visits Number of daily admissions POSITION INVENTORY: 2019 2020 2021 2022 4,910 1,227 4,660 4,910 500 22 400 500 100 65 50 100 400 12 200 400 2,200 410 1,850 2,250 Yes Yes Yes Yes 3,300 2,210 3,000 3,250 1,400 440 1,000 1,500 180,000 36,000 135,000 175,000 75,000 12,750 56,250 72,000 Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Federal Way Community Center: Community Center Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 Recreation/CC Supervisor 1.00 - - - - - - 39 Recreation Coordinator II -Aquatics 1.00 1.00 1.00 1.00 1.00 1.00 1.00 33 Fitness Coordinator - 1.00 1.00 1.00 1.00 1.00 1.00 33 Graphics Coordinator 0.33 0.33 0.33 0.33 0.33 0.33 0.33 33 Community Center Services Coordinator 1.00 1.00 1.00 - - - - 33 Rental Services Coordinator - - - 1.00 1.00 1.00 1.00 33 Customer Service Coordinator - 1.00 1.00 1.00 1.00 1.00 1.00 33 Aquatic Facility Operator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 26m Administrative Assistant I 1.00 - - 1.00 1.00 1.00 1.00 18 Office Technician II 1.00 1.00 1.00 - - - - 14 Custodian -Community Center 2.00 2.00 2.00 2.00 2.00 2.00 2.00 14m Lead Lifeguard 2.00 2.00 2.00 2.00 2.00 2.00 2.00 13 Total Federal Way Comm. Center: 11.33 11.33 11.33 11.33 11.33 11.33 11.33 n/a Total Regular Staffing 11.33 11.33 11.33 11.33 11.33 11.33 11.33 n/a Change from prior year - n/a Grand Total Staffing 11.33 11.33 11.33 11.33 11.33 11.33 11.33 n/a C-74 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES COMMUNITY CENTER Responsible Manager: Leif Ellsworth, Manager, Community Center The adopted operating budget is $2,245,642 in 2021 and $2,756,334 in 2022. This is an increase of $479,027 or 27.1% to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: ■ Salaries & Wages/Benefits - Net Increase of $269,800 due to scheduled step increases, restoring full-time staff and increasing temporary help back to the amount needed when the facility is operating. The staff reduction in 2020 was due to Covid-19 closures and the City is planning to bring them back in 2021. ■ Supplies - Increase of $11,535 due to increasing supplies back to the amount needed when the facility is operating. ■ Services and Charges - Increase of $165,000 due to increasing services and utilities back to the amount needed when the facility is operating. ■ Capital Outlay - Increase of $32,693 due to one-time purchase of water heater array. REVENUE AND EXPENDITURE: Code Item 2011 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted I Projected $ Chg % Chg Revenue Summary: 34X Charges for Services $ 1,587,291 $1,338,501 $1,590,875 $ 928,875 $ 928,875 $1,590,875 $1,590,875 $ 662,000 71.3% 36X Miscellaneous 317,003 379,449 350,000 245,485 245,485 350,000 850,000 104,515 42.6% 39X Other Financing Source 579,474 387,000 312,000 883,987 883,987 279,307 308,227 (604,680) -68.4% Total Rewnues: $ 2,483,768 $ 2,104,951 $ 2,252,875 $ 2,058,347 $ 2,058,347 $ 2,220,182 $ 2,749,102 $ 161,835 7.9% Expenditure Summary: 1XX Salaries & Wages 1,228,498 1,264,265 1,201,250 871,250 871,250 1,223,094 1,255,634 351,844 40.4% 2XX Benefits 428,706 396,537 384,400 334,400 334,400 252,356 263,201 (82,044) -24.5% 3XX Supplies 195,133 231,375 194,000 182,465 182,465 194,000 194,000 11,535 6.3% 4XX Services and Charges 478,593 564,561 511,000 358,000 358,000 523,000 523,000 165,000 46.1% SXX Intergovernmental 3,700 3,679 20,500 20,500 20,500 20,500 20,500 - 0.0% 6XX Capital Outlay 139,408 33,427 - - - 32,693 500,000 32,693 n/a 9XX Internal Services/Othe - - 20,000 - - - 100.0% Total nditures: $ 2,474,036 $ 2,493,844 $ 2,331,150 $1,766,615 $1,766,615 $ 2,245,642 $ 2,756,334 $ 479,027 27.1% Federal Way Community Center at night C-75 CITYOFFEDERAL WAY202112022BUDGET PARKS, RECREATION AND CULTURAL SERVICES DUMAS BAY CENTRE Responsible Manager: Rob Ettinger, DBC Manager PURPOSE/DESCRIPTION: Dumas Bay Centre is operated as an enterprise fund. The multi- use facility offers business retreat and overnight and day use accommodations, rentals for events such as weddings and family celebrations. A 12-acre passive use park is located on the site and is managed by Dumas Bay Centre staff. The Knutzen Family Theatre offers performance space for local artists and art organizations, production assistance for local arts organizations, performance and cultural arts events, cultural arts supplies classes, technical theater classes, business and special events rentals. 21.9% The facility also provides space for Recreation and Cultural Services classes on the lower level of the building. GOALS/OBJECTIVES: 2021 Adopted Expenditures by Category Intergov't Interfund ns/ ■ Provide a regional conference and retreat center that enhances economic development. • Provide high quality rental space for private events & occasions. • Manage the Dumas Bay Park property as a passive use park. • Manage food service operation and increase revenue while raising awareness of the facility and services offered. PERFORMANCE MEASURES: Type/Description Workload Measures: Number of use days Number of overnight stays Number of non -charged users Outcome Measures: Revenue generated Recovery ratio Efficiency Measures: Number of contracts managed Number of retreats POSITION INVENTORY: 2019 2020 2021 2022 250 52 150 200 215 17 125 175 8 0 4 6 $628,000 $130,000 $450,000 $550,000 98.0% 20.0% 50.0% 75.0% 2 2 2 2 115 17 75 75 Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted I Projected Dumas Bay Centre: Dumas Bay Centre Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 Chef/Kitchen Coordinator - 1.00 1.00 1.00 1.00 1.00 1.00 33 Chef/Kitchen Supervisor 1.00 - - - - - - 23 Administrative Assistant I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 18 Total Dumas Bay Centre: 3.00 3.00 3.00 3.00 3.00 3.00 3.00 n/a Change from prior year - - - - - - - n/a Grand Total Staffing 3.00 3.00 3.00 3.00 3.00 3.00 3.00 n/a C-76 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES DUMAS BAY CENTRE Responsible Manager: Rob Ettinger, DBC Manager HIGHLIGHTS/CHANGES: The Dumas Bay Centre adopted operating budget totals $900,872 in 2021 and $930,210 in 2022. This is a 21.1% or $156,784 increase to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: Salaries & Wages/Benefits - Net Increase of $72,776 due to scheduled step increases, and increasing temporary help back to the amount needed when the facility is operating. The staff reduction in 2020 was due to Covid-19 closures and the City is planning to bring them back in 2021. Supplies - Increase of $103,000 due to increasing food and supplies back to the amount needed when the facility is operating. Services and Charges - Decrease of $7,715 due to reducing one-time maintenance projects within the facility. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Ad' Adopted Adjusted Projected $ Ch % Ch Revenue Summary: 34X Charges for Services $ 254 $ 197 $ 254 $ 254 $ 254 $ 254 $ 254 - 0.0% 36X Miscellaneous 886,139 925,720 764,997 359,407 359,407 784,897 834,897 425,490 118.4% 39X Other Financing Source 123,501 - 23,000 283,371 283,371 115,720 95,060 (167,651) -59.2% Total Revenues: $ 1,009,894 $ 925,917 $ 788,251 $ 643,032 $643,032 $ 900,871 $ 930,211 $ 257,839 40.1% Expenditure Summary: 1XX Salaries & Wages 348,340 347,239 298,278 302,278 302,278 372,570 375,714 70,292 23.3% 2XX Benefits 121,664 116,870 82,035 82,035 82,035 84,520 85,714 2,484 3.0% 3XX Supplies 189,355 230,553 122,036 94,036 94,036 197,036 197,036 103,000 109.5% 4XX Services and Charges 228,975 181,862 128,459 211,074 211,074 203,359 228,359 (7,715) -3.7% SXX Intergovernmental 895 921 4,200 4,200 4,200 4,200 4,200 0.0% 9XX Internal Services/Othe 44,213 33,111 50,464 50,464 50,464 39,187 39,187 (11,277)1 0 Total nditures. $ 933,442 $ 910,556 $ 85,472J $ 744,087 $744,087 1 $ 900,872 $ 930,210 $ 156,784 1 21.1% C-77 CITYOFFEDERAL WAY202112022BUDGET PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE Responsible Manager: Jason Gerwen, Parks Deputy Director PURPOSE/DESCRIPTION: The City of Federal Way maintains 10 community parks, 19 neighborhood parks, and 6 major facilities. The City also maintains 32 undeveloped open spaces, three trail systems for use by its citizens, and a park system that exceeds 1,100 acres. The Park Maintenance Division is responsible for facility maintenance and operations of City Hall, Police Storage, Steel Lake Annex, Steel Lake Maintenance Facility, the landscape at the Community/Senior Center, Dumas Bay Centre, and other City buildings. In addition they are responsible for grounds and landscape maintenance on all city parks, trails, and open space areas. Rental of park facilities and picnic sites is also administered by this division. An increasing level of public use requires substantial maintenance effort coordinating City personnel, contract services and community resources. GOALS/OBJECTIVES: ■ Complete a Park Maintenance Management Plan. ■ Complete construction of a new maintenance building at Celebration Park. ■ Follow maintenance plan to enhance maintenance of park system. PERFORMANCE MEASURES: Type/Description Workload Measures: Number of parks with athletic fields Number of sites requiring routine safety inspections Number of park acres routinely maintained Number of developed parks that require litter control Number of restroom facilities Number of city owned major facilities maintained Number of other city owned buildings maintained Outcome Measures: • of work orders completed 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: 2021 Adopted Expenditures by Category 2019 2020 2021 2022 5 5 5 5 35 35 35 35 657 657 657 657 32 32 32 32 10 10 10 10 8 8 8 8 10 10 10 10 70% 70% 70% 70% 75% 75% 75% 75% 85% 85% 85% 85% 90% 90% 90% 90% 90% 90% 90% 90% Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted I Projected Maintenance: Parks Deputy Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58 Parks Maintenance & Facilities Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 43 Park & Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 38 Maintenance Worker- Lead 3.00 3.00 3.00 2.00 2.00 2.00 2.00 26m Maintenance Worker I - 1.0 FT funded by Prop. 1 8.00 8.00 8.00 8.75 8.75 9.00 9.00 22m Total Regular Staffing 14.00 14.00 14.00 13.75 13.75 14.00 14.00 n/a Change from prior year - - - (0.25) - 0.25 - n/a Grand Total Staffing 14.00 14.00 14.00 13.75 13.75 14.00 14.00 n/a C-78 OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE Responsible Manager: Jason Gerwen, Parks Deputy Director HIGHLIGHTS/CHANGES: The Park Maintenance adopted operating budget totals $2,481,490 in 2021 and $2,496,377 in 2022. This is a 9.2% or $250,549 decrease to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: ■ Salaries & Wages/Benefits - Net Decrease of $111,778 due to moving a facilities maintenance worker into the 505 Buildings & Furnishings Fund from the General Fund, and changes of benefits due to different employees within the department division. ■ Supplies - Decrease of $89,500 due to the elimination of a one-time Covid-19 cleaning supplies. ■ Services and Charges - Decrease of $30,000 due to the elimination of a one-time Covid-19 services. ■ Intergovernmental - Increase of $25,000 due to an increase in SWM fees. ■ Capital Outlay - Decrease of $41,000 due to elimination of one-time capital purchases of equipment. REVENUE AND EXPENDITURE SUMMARY: PARKS MAINTENANCE - GENERAL FUND Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted rojectedd $ Chg % Chg Revenue Summary: 39X I Other Financing Sources $ - $ - $ $ - $ - $ - $ - n/a Total Revenues: $ - $ $ $ - $ - $ $ - $ - n/a Expenditure Summary: 1XX Salaries & Wages 1,098,220 1,247,919 1,276,316 1,330,293 1,330,293 1,332,956 1,343,744 2,663 0.2% 2XX Benefits 500,553 560,216 491,821 491,821 491,821 372,744 376,843 (119,077) -24.2% 3XX Supplies 183,577 178,815 226,166 315,666 315,666 226,166 226,166 (89,500) -28.4% 4XX Services and Charges 488,293 406,923 399,542 449,542 449,542 419,542 419,542 (30,000) -6.7% 5XX Intergovernmental 950 3,748 280 280 280 25,280 25,280 25,000 8928.6% Capital Outlay 41,000 41,000 (41,000) -100.0% ffX Total Expen(litures:1 $ 2,271,593 1 $ 2,397,621 1 $ 2,394,125 $ 2,628,602 $ 2,628,602 $ 2,376,688 1 $ 2,391,575 1 $ (251,914) -9.6% PARKS MAINTENANCE - PROPOSITION 1 FUND Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected $ Chg I % Chg Revenue Summary: 31X Taxes $ 115,147 1 $ 116,328 1 $ 103,437 1 $ 103,437 1 $ 103,437 1 $ 104,802 1 $ 104,802 1 1,365 1 1.3% Total Revenues: $ 115,147 1 $ 116,328 1 $ 103,437 1 $ 103,437 1 $ 103,437 1 $ 104,802 1 $ 104,802 1 $ 1,365 1.3% Expenditure Summary: 1XX Salaries & Wages 66,157 65,979 60,120 60,120 60,120 63,480 63,480 3,360 5.6% 2XX Benefits 24,476 24,397 22,846 22,846 22,846 24,122 24,122 1,276 5.6% 4XX Services and Charges 24,515 25,952 17,200 17,200 17,200 17,200 17,200 - 0.0% 9XX Internal Services/Othe - - 3,271 3,271 3,271 - - (3,271) -100.0% Total Expenditures: 1 $ 115,147 $ 116,328 $ 103,437 $ 103,437 $ 103,437 $ 104,802 $ 104,802 $ 1,365 1.3% C-79 CITYOFFEDERAL WAY202112022BUDGET PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE FACILITIES Responsible Manager: Jason Gerwen, Parks Deputy Director PURPOSE/DESCRIPTION: The Park Maintenance Division is also responsible for facility maintenance and operations at City Hall Police, Storage Building, Steel Lake Annex, Steel Lake Maintenance Facility, the exterior of the Community Center, the Dumas Bay Centre, and the Brooklake Community Center. Staff performs repairs and maintenance, manage contract services, coordinate annual facility and safety inspections and provide physical facilities support to all departments and public meetings. GOALS/OBJECTIVES: ■ Research and implement an energy savings plan ■ Develop a preventative maintenance and operations plan ■ Develop an operations manual for City Hall ■ Provide ongoing maintenance and repairs ■ Provide customer service to all departments & the public PERFORMANCE MEASURES: Type/Description Workload Measures: Number of square feet maintained Number of major buildings maintained Number of other buildings maintained Number of departments serviced Number of service contractors used Outcome Measures: • of work orders completed w/in requested time frame • of trash removed on schedule • of restrooms cleaned and sanitized daily POSITION INVENTORY: 2021 Adopted Expenditures by Category Svc/Chgs nnel o� 4.9% 2019 2020 2021 2022 251,791 251,791 251,791 251,791 8 8 8 8 10 10 10 10 10 10 10 10 28 28 28 28 85% 85% 85% 85% 100% 100% 100% 100% 100% 100% 100% 100% Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Maintenance Worker II - - - 1.00 1.00 1.00 1.00 26m Facility Maintenance Worker 2.00 1.50 1.50 1.50 1.50 2.00 2.00 22m Total Regular Staffing 2.00 1.50 1.50 2.50 2.50 3.00 3.00 n/a Change from prioryear - (0.50) - 1.00 - 0.50 - n/a Grand Total Staffing 1 2.00 1.50 1.50 2.50 2.50 3.00 3.00 n/a OPERATING BUDGET PARKS, RECREATION AND CULTURAL SERVICES PARK MAINTENANCE FACILITIES Responsible Manager: Jason Gerwen, Parks Deputy Director HIGHLIGHTS/CHANGES: The Park Maintenance Facilities (Building & Furnishings Fund) adopted operating budget in 2021/2022 is $1,150,108 and $594,127 respectively. This is a 64.3% or $450,020 increase to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: ■ Salaries & Wages - Increase of $79,320 due to moving a facilities maintenance worker into the 505 Buildings & Furnishings Fund from the General Fund, and adding 0.5 FTE facilities maintenance worker. ■ Benefits - Increase of $30,141 due to moving a facilities maintenance worker into the 505 Buildings & Furnishings Fund from the General Fund. ■ Services and Charges - Decrease of $217,000 due to a one-time court upgrades, elevator repairs, and city hall building maintenance. ■ Other Financing Uses - Increase of $562,414 due to a one-time transfer out to the General Fund for operations. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 ActualActual 2019 2020 2021 Adopted 1 2022 Adopted$ P2LIAdopted - 20 Adj Adopted Adjusted Projected Chg % Chg Revenue Summary: 34X Charges for Services $ 489,696 $ 507,696 $ 489,696 $ 489,696 $ 489,696 $ 489,696 $ 489,696 $ 0.0% 36X Miscellaneous 62,406 53,325 659 659 659 659 659 - 0.0% 39X Other Financing Sources 500,000 - - - - - - - n/a Total Revenues: $1,052,102 $ 561,021 $ 490,355 $ 490,355 $ 490,355 $ 490,355 $ 490,355 $ 0.0% Expenditure Summary: 1XX Salaries & Wages 85,112 98,936 82,026 82,026 82,026 161,346 166,008 79,320 96.7% 2XX Benefits 52,913 51,677 31,170 31,170 31,170 61,311 63,083 30,141 96.7% 3XX Supplies 36,697 51,386 28,809 28,809 28,809 28,809 28,809 - 0.0% 4XX Services and Charges 349,920 405,410 336,227 553,227 553,227 336,227 336,227 (217,000) -39.2% 5XX Intergovernmental - 144 - - - - - n/a 9XX Internal Services/Other - 4,856 4,856 4,856 (4,856) -100.0% OXX Other Financing Uses - - - - - 562,414 - 562,414 100.0% Total nditures: $ 524,642 1 $ 607,554 $ 483,088 $ 700,088 $ 700,088 $ 1,150,108 $ 594,127 $ 450,020 64.3% C-81 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK OPERATING BUDGET POLICE DEPARTMENT Andy J. Hwang Chief of Police ■ Executive Management of the Department ■ Planning and Development of Effective Police Services ■ Regional issues and services coordination PROFESSIONAL STANDARDS Kurt Schwan Administrative Commander ■ Professional Standards ■ Internal Audit ■ Incident Review ■ Public Relations and Media FIELD OPERATIONS Kyle Sumpter Deputy Chief ■ Patrol Services o Patrol o Emergency Response o General Delivery of Police Services ■ Traffic o Traffic Safety Education o Traffic Law Enforcement o Traffic Accident Investigation. o Red Light Photo Enforcement ■ Special Operation Unit (SOU) ■ Contracted Police Services o School Resource Officers o The Commons Mall Officers ■ Specialty Teams o BDU, CCU, CDU, SWAT & VIT ■ Neighborhood Resource Centers ■ Safe Cities Program ADMINISTRATIVE SUPPORT Lynette Allen Executive Assistant ■ Supervise Animal Services Licensing ■ Program Administrator of Extra Duty ■ Department Support ■ Reports SUPPORT SERVICES Steve Neal Deputy Chief ■ Criminal Investigation (CIS) o Persons Crimes o Property Crimes o Special Investigations Unit (SLU) o Gangs o Criminal Intel. ■ Administration o Civilian Operations/Records o Budget o Training o Recruiting & Hiring o Internal Investigations o CALEANolunteers o Quartermaster o Fleet & Equipment o Jail/Transport Officers C-83 CITYOFFEDERAL WAY202112022 BUDGET PO L I C E DEPARTMENT OVERVIEW Responsible Manager: Andy J. Hwang, Police Chief 2019-2020 ACCOMPLISHMENTS ■ Reduced overall Index and Quality of Life Crimes. ■ Patrol maintained continuity and response time, proactive in finding solutions for neighborhood crime problems. ■ Built relationships with private and public partners and the community itself by positive engagement in our daily work and through various programs. ■ Conducted continual review of policies and procedures as required by CALEA for National Accreditation. ■ Successfully completed CALEA re -accreditation, 1 of 8 Nationally Accredited Agencies in the state of Washington. ■ Successful transition of jail services to bring substantial cost savings, $2.1M. ■ Maintained the Registered Sex Offender verification program to enhance public safety and registration compliance. ■ Distribution of monthly crime analysis information, and implementation of directed patrol and operational plans. ■ Provided all state and CALEA mandated training, including fair and impartial policing, crisis intervention training, de-escalation training, and reality -based training. ■ Criminal Investigation Section conducted complex investigations with positive dispositions. ■ Successful recruitment and hiring of quality police officers and civilian staff. ■ Special Investigations Unit drug seizures, reduction of marijuana grow in neighborhoods. ■ Successfully met Washington State mandates on sexual assault kits, 638 kits processed and 3,000 files submitted. ■ Expansion of the Safe City Camera Program to enhance public safety. ■ Use of the Automated License Plate Reader (ALPR) Technology. 2021-2022 AGENCY GOALS: ■ Protect People and Property — Primary Goals ■ Provide for a safer community by having a positive impact on the Index and Quality of Life Crimes. ■ Maintain National CALEA re -accreditation, successfully undergo an on -site best practice audit. ■ Meet all CALEA mandatory annual and bi-annual training requirements, to include fair and impartial policing, crisis intervention training, de-escalation training, and reality -based training. ■ Partner with stakeholders in the community, particularly people of color to foster a stronger relationship. ■ Maintain the Registered Sex Offender verification program to enhance public safety and registration compliance. ■ Distribute monthly crime analysis information, and implementation of directed patrol and operational plans. ■ Increase uniformed police presence on highway 99. Downtown, 215i SW, and Campus Drive to impact crime. ■ Focus on key indicator crimes: Robbery, aggravated assaults, gun violence, commercial burglary, and auto theft. ■ Seek proactive measures to impact massage businesses and human trafficking. ■ Traffic enforcement with focus on DUI, reducing speed, and distracted driving. ■ Work closely with multi -family property management to quality of life and solve ongoing problems. ■ Successful management of jail services and contracts, bringing continual savings. ■ Coordinate emphasis with Puget Sound Auto Theft Task Force (PSATT) to combat auto thefts. ■ Increase presence of bicycle patrol officers in the downtown area. ■ Conduct emphasis patrols utilizing Special Investigations Unit (SIU), Special Operations Unit (SOU), and Gang Officers to conduct specific emphasis in known problem areas. ■ Expansion of the Safe City Camera Program to enhance public safety. ■ Deployment of Automated License Plate Reader (ALPR) Technology. OPERATING BUDGET PO L I C E DEPARTMENT OVERVIEW Responsible Manager: Andy J. Hwang, Police Chief DEPARTMENT POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Director -Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58D Deputy Chief 2.00 2.00 2.00 2.00 2.00 2.00 2.00 55D Commander 5.00 5.00 5.00 5.00 5.00 5.00 5.00 51C Civilian Operations Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 46 Lieutenant (2 FTE - Prop 1 & 1-FTE Traffic Safety) 13.00 13.00 13.00 13.00 13.00 13.00 13.00 451 Police Record Administrator 1.00 1.00 1.00 - - - - 37 Office Manager - - - 1.00 1.00 1.00 1.00 36 Police Officer* (17 FTE - Prop 1 & 8 FTE Traffic Safety) 110.00 113.00 113.00 113.00 113.00 116.00 116.00 32G Crime Analyst Program Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 32A Jail Coordinator - - - 1.00 1.00 1.00 1.00 32A Property/Evidence Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 32 Executive Assistant 1.00 1.00 1.00 - - - - 31 Crime Analyst/Prevention Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30A Caleallolunteer Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30A Transport Officer - - - 3.00 3.00 3.00 3.00 30A Quartermaster 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30A Public Records Coordinator - - - 1.00 1.00 1.00 1.00 27A Animal Services Officer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 24A Property/Evidence Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 20A Administrative Assistant I 4.00 4.00 4.00 4.00 4.00 4.00 4.00 18A Records Specialist (1 FTE-Prop 1) 11.00 11.00 11.00 11.00 11.00 11.00 11.00 18A Customer Service Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 18A Records Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00 29 Total Regular Staffing 160.00 163.00 163.00 167.00 167.00 170.00 170.00 n/a Change from prior year 3.00 - 4.00 - 3.00 - n/a Grant Total Staffing 160.00 163.00 163.00 167.00 167.00 170.00 170.00 1 n/a *The 3.0 FTE increase to the 2021 adopted budget from the 2020 adjusted budget is due to the addition of 3.0 FTE COPS Grant Funded Police Officers. THE DEPARTMENT'S VISION AND VALUES: The Federal Way Police Department is a community -based police department that represents the special qualities and features of the City of Federal Way. The mission of the Federal Way Police Department is for every member to consistently earn the public's trust while enhancing the quality of life for residents, visitors, and businesses within our City. We accomplish our mission by providing the highest quality law enforcement, community education, and support services possible while making the best use of the resources entrusted to us. We are recognized as professional, innovative, progressive, ethical, and as a valued partner in building economic viability in our area. GOALS/OBJECTIVES: The Federal Way Police Department strives to: ■ Provide a safe environment through community involvement, innovation, and education. ■ Be familiar with and practice current and modern law enforcement techniques and tactics. ■ Maintain a dedicated, well trained, equipped force function with integrity, accountability, and team work. C-85 CITY OF FEDERAL WAY202112022 BUDGET PO L I C E DEPARTMENT OVERVIEW Responsible Manager: Andy J. Hwang, Police Chief 2021 Adopted Expenditures by Category PURPOSE/DESCRIPTION: The Police Department utilizes a community based oriented approach in providing law enforcement services to its citizens. Innovative methods and advanced technology have allowed the Personnel department to enhance its overall efficiency and operational 76.6% effectiveness, to provide an increased level of safety to the Community. The Police Department works cooperatively with Int Svc/other local law enforcement agencies in a regional approach when 0.1% providing specialty services such as the Valley Special Weapons and Tactics Team (SWAT); Valley Independent Investigative Team (VIIT) as well as police dispatch services through Valley Intergodt Communications. The Police Department has achieved a level of 18.4% success that is well recognized by both the local community, as well as, other law enforcement agencies. 2021/2022 will provide 3vc/Chgs new opportunities for the department to continue with its primary 3.8% Sulies PP goal of delivering the highest quality law enforcement services to 1.1 the community. Through teamwork and dedication, the agency will remain committed to its new mission of providing the highest quality law enforcement, community education, and support services possible while making the best use of the resources entrusted to us. DEPARTMENT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 31X Taxes $ 2,334,065 $ 2,124,101 $ 2,122,065 $ 2,026,534 $ 2,026,534 $ 1,872,625 $ 1,887,165 $ (153,908) -7.6% 32X License and Pemvts 89,118 84,880 99,000 99,000 99,000 99,000 99,000 - 0.0% 33X Intergovernmental 583,301 824,773 429,500 449,500 449,500 432,000 432,000 (17,500) -3.9% 34X Charges for Services 1,297,588 1,457,931 1,281,766 1,752,586 1,752,586 1,752,586 1,752,586 - 0.0% 35X Fines and Penalties 3,029,240 3,174,216 3,143,776 2,214,218 2,214,218 2,211,822 2,199,701 (2,396) -0.1% 36X Miscellaneous 1 359,587 1 119,076 1 68,500 1 68,500 1 68,500 1 68,500 68,500 - 0.0% 39X Other Financing Sources 3,303,463 3,319,584 3,303,463 n/a Total Revenues: 1 $ 7,692,898 $ 7,784,977 $ 7,144,607 $ 6,610,338 $ 6,610,338 $ 9,739,997 $ 9,758,535 $ 3,129,659 47.3% Expenditure Summary: 91 Office of the Chief 344,909 353,578 378,884 378,884 378,884 402,109 402,109 23,225 6.1% 92-97 Support Services 6,003,464 6,262,464 6,705,008 6,712,751 6,712,751 7,689,393 7,939,370 976,642 14.5% 11X Field Operations 11,590,982 11,930,460 11,759,921 12,321,636 12,321,636 11,902,630 12,150,923 (419,006) -3.4% Subtotal W/0 contract $ 17,939,354 $18,546,501 $18,843,813 $19,413,271 $19,413,271 $19,994,131 $ 20,492,402 $ 580,860 3.0% 98 Jail Services 6,417,479 5,932,095 4,341,950 4,048,950 4,048,950 3,303,463 3,319,584 (745,487) -18.4% 98 Valley Communications 2,724,139 2,679,436 2,748,692 2,748,692 2,748,692 2,748,692 2,748,692 0.0% Subtotal Exp Contract $ 9,141,618 $ 8,611,531 $ 7,090,642 $ 6,797,642 $ 6,797,642 $ 6,052,155 $ 6,068,276 1 $ (745,487) -11.0% Non -General Fund Expenditure Summary: 112 Traffic Safety 3,695,192 3,686,211 3,447,952 3,447,952 3,447,952 1,992,687 2,019,227 (1,455,265) -42.2% 114 jProp 1 Fund 2,550,110 2,552,946 2,764,419 2,764,419 2,764,419 2,779,468 2,832,128 15,049 0.5% $ 6,245,302 $ 6,239,157 $ 6,212,370 $ 6,212,370 $ 6,212,370 $ 4,772,154 $ 4,851,356 $ (1,440,216) Total Expenditures: $ 33,3269274 $33,397,189 $32,146,825 $32,423,283 $32,423,283 $30,818,440 $31,412,033 $ (1,604,843) OPERATING BUDGET PO L I C E DEPARTMENT OVERVIEW Responsible Manager: Andy J. Hwang, Police Chief HIGHLIGHTS/CHANGES: The Federal Way Police Department's primary objective will be to actively address crimes that impact the quality of life for our residents. The Police Department builds relationships with both private and public sector partners and the community itself, to bring every possible resource to bear. The Police Department will maintain its focus of continuing to identify quality individuals to fill anticipated vacancies. The agency will focus on its formal training programs in an effort to keep up with ever changing trends and legal issues. The department will also focus on continued improvement of service delivery, as it conducts a continual review of policies and procedures, as required by CALEA for National Accreditation. The Police Department's adopted operating budget is $30,818,440 in 2021 and $31,412,033 in 2022. This is a 4.9% or $1,604,843 decrease to the 2021 adopted budget from the 2020 adjusted budget. The table below includes General Fund, Traffic Safety Fund, and Proposition Fund. The Major line item changes include: • Salaries & Wages - Increase of $825,125 primarily due to adding three new COPS grant Police Officer FTE's, and cost of living increases • Benefits - Increase of $90,172 primarily due to adding benefits for three new Police Officer FTE's. • Intergovernmental Services - Increase of $380,000 due to restoring the budget for jail services. • Capital Outlay - Decrease of $87,000 due to the elimination of one-time equipment and vehicle purchases. • Other Financing Use - Decrease of $2,549,087 due to eliminating a $1,000,000 one-time transfer out to debt service fund for SCORE debt service, and eliminating $1,549,087 transfer out from Traffic Safety to the General Fund for operations. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 31X Taxes $ 2,334,065 $ 2,124,101 $ 2,122,065 $ 2,026,534 $ 2,026,534 $ 1,872,625 $ 1,887,165 $ (153,908) -7.6% 32X License and Permits 89,118 84,880 99,000 99,000 99,000 99,000 99,000 - 0.0% 33X Intergovernmental 583,301 824,773 429,500 449,500 449,500 432,000 432,000 (17,500) -3.9% 34X Charges for Services 1,297,588 1,457,931 1,281,766 1,752,586 1,752,586 1,752,586 1,752,586 0.0% 35X Fines and Penalties 3,029,240 3,174,216 3,143,776 2,214,218 2,214,218 2,211,822 2,199,701 (2,396) -0.1% 36X Miscellaneous 359,587 119,076 68,500 68,500 68,500 68,500 68,500 - 0.0% 39X Other Financing Sources - - - - - 3,303,463 3,319,584 3,303,463 n/a Total Rewnues:1 $ 7,692,898 $ 7,784,977 $ 7,144,607 $ 6,610,338 $ 6,610,338 $ 9,739,997 $ 9,758,535 $ 3,129,659 47.3% Expenditure Summary: 1XX Salaries&Wages 15,458,839 16,176,889 15,987,261 16,794,112 16,794,112 17,619,236 18,057,400 825,125 4.9% 2XX Benefits 5,104,804 5,298,122 5,813,356 5,905,804 5,905,804 5,995,976 6,151,406 90,172 1.5% 3XX Supplies 434,336 434,638 346,655 346,655 346,655 336,655 336,655 (10,000) -2.9% 4XX Services and Charges 1,181,172 1,248,536 1,243,829 1,249,724 1,249,724 1,180,724 1,180,724 (69,000) -5.5% 5XX Intergovernmental 9,127,256 8,604,411 7,055,642 5,288,992 5,288,992 5,668,992 5,668,992 380,000 7.2% 6XX Capital Outlay 16,320 11,582 - 87,000 87,000 - - (87,000) -100.0% 9XX Internal Services/Other 456,508 62,678 150,996 201,910 201,910 16,857 16,857 (185,053) -91.7% OXX Other Financing Use 1,547,039 1,560,333 1,549,087 2,549,087 2,549,087 - - (2,549,087) -100.0% TotalExpenditures: $ 33,326,274 $ 33,397,189 $ 32,146,825 $ 32,423,283 $ 32,423,283 $ 30,818,440 $31,412,033 $ (1,604,843) -4.9% C-87 CITYOFFEDERAL WAY202112022BUDGET POLICE ADMINISTRATION DIVISION Responsible Manager: Andy J. Hwang, Police Chief PURPOSE/DESCRIPTION: The Administrative Division consists of the Office of the Chief. The Office of the Chief is responsible for the executive management of the department through planning. Within the Office of the Chief, staffing consists of the Chief of Police, and an Executive Assistant. GOALS/OBJECTIVES: ■ Overall Leadership and Management of the Police Department ■ The establishment of Goals and Objectives ■ Enhance the safety and quality of life for citizens ■ Increase the operational efficiency and effectiveness of the agency PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of staff hired • Number of Police Officer applicants • Total Crime Prevention community contacts • Number of Orders of Protection processed • Number of Concealed Pistol Licenses Processed • Number of Public Disclosure Requests • Total Animal Services Incidents Outcome Measures: • Number of police officer candidate background investigations • Number of Items received into Property/Evidence • Number of Orders of Protection served • Number of Standards Investigations (Internal Investigations.) • FWPD Animal Licenses sold • Animal Infractions written Efficiency Measures: • Average vacancy rate (sworn) 2021 Adopted Expenditures by Category Supplies i ooi gs 2019 2020 2021** 2022** 30 22 25 27 528 426 453 500 1,333 1,101 1,200 1,300 1,293 1,192 1,250 1,275 1,128 905 975 1,100 2,895 3,791 3,900 4,000 1,444 1,179 1,200 1,350 133 121 125 127 2,461 2,430 2,450 2,460 437 383 390 400 3 3 4 3 1,286 1,222 1,275 1,250 79 76 77 78 3.74% • % of background investigations resulting in qualified 22.5% candidate * (CALCULATIONS BASED ON 6 MONTH TOTALS X2) * * (PROJECTED ESTIMATES ONLY POSITION INVENTORY: 4.37% 3% 3.5% 18.2% 17% 18% Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Director -Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58D Office Manager - - - 1.00 1.00 1.00 1.00 36 Executive Assistant 1.00 1.00 1.00 - - - - 31 Total Regular Staffing 2.00 2.00 2.00 2.00 2.00 2.00 2.00 n/a Change from prior year - - n/a Grant Total Staffing 2.00 1 2.00 1 2.00 2.00 2.00 1 2.00 1 2.00 n/a OPERATING BUDGET POLICE ADMINISTRATION DIVISION Responsible Manager: Andy J. Hwang, Police Chief HIGHLIGHTS/CHANGES: The Administration Division will continue to manage and assess the department's current service levels to provide the City of Federal Way residents a cost effective and proactive police force. Federal Way Police Department members are encouraged to act as conduits of information from the community to the agency. Members are available to the public throughout the City, in the high schools and at substations, as well as the City Hall/Police facility. The information gathered by department members combined with statistical analysis, community surveys, and continuous evaluation of program effectiveness, will be used to best identify the needs of our community. The Police Administration Division's adopted operating budget totals $402,109 in 2021 and $402,109 in 2022. This is a 6.1% or $23,225 increase to the 2021 adopted budget from the 2020 adjusted budget. Major line items changes include: • Salaries & Wages - Increase of $22,068 primarily due to step increases and minor adjustments in position costs. • Benefits - Increase of $1,157 primarily due to an increase in health insurance premiums. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 I Actual 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Adj Adopted I Adjusted I rojected $ Chg % Chg Expenditure Summary: 1XX Salaries & Wages 245,201 261,231 240,960 240,960 240,960 263,028 263,028 22,068 9.2% 2XX Benefits 80,138 83,110 98,794 98,794 98,794 99,951 99,951 1,157 1.2% 3XX Supplies 4,159 2,081 7,630 7,630 7,630 7,630 7,630 - 0.0% 4XX Services and Charges 15,411 7,156 31,500 31,500 31,500 31,500 31,500 - 0.0% TotalExpenditures: $ 344,909 1 $ 353,578 $ 378,884 1 $ 378,884 $ 378,884 1 $ 402,109 1 $ 4029109 $ 23,225 6.1 New Federal Way Police vehicles CITY OF FEDERAL WAY 202112022 BUDGET POLICE SUPPORT SERVICES DIVISION Responsible Manager: Steve Neal, Deputy Chief PURPOSE/DESCRIPTION: The Support Services Division consists of the department's Civilian Operations Section, the Administrative Section and the Criminal Investigations Section (CIS). CIS contains three investigative units that specialize in crimes committed against persons, crimes committed against property, and crimes involving narcotics and/or vice. CIS also has a `Special Investigations' team tasked with identifying crime patterns and proactive enforcement efforts to address specific criminal problems. Each section is directed by a Commander or Civilian Manager that reports to the Deputy Chief or the Chief of Police. The sections provide the services described below. Civilian Operations • Records Unit • Property / Evidence • Crime Analysis / Prevention • False Alarm Program • Technology Initiatives • Public Relations & Media POSITION INVENTORY: Administrative Section • Department Budget • Training • Recruiting & Hiring • Internal Investigations • CALEA • Quartermaster • Fleet & Equipment • Jail /Transport Officers • Volunteer Coordination 2021 Adopted Expenditures by Category Criminal Investigations • Persons Crimes • Property Crimes • Special Investigations Unit (SIU) • Gangs • Criminal Intelligence Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Deputy Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 55D Commander 2.00 2.00 2.00 2.00 2.00 1.00 1.00 51 C Civilian Operations Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 46 Lieutenant (1 FTE - Prop 1) 4.00 4.00 4.00 4.00 4.00 4.00 4.00 45I Police Record Administrator 1.00 1.00 1.00 - - - - 37 Property/Evidence Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 32 Police Officer* (9 FTE - Prop 1) 23.00 26.00 26.00 26.00 26.00 41.00 41.00 32G Crime Analyst Program Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 32A Jail Coordinator - - - 1.00 1.00 1.00 1.00 32A Crime Analyst/Prevention Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30A Caleallolunteer Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30A Transport Officer - - - 3.00 3.00 3.00 3.00 30A Quartermaster 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30A Records Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00 29 Public Records Coordinator - - - 1.00 1.00 1.00 1.00 27A Property/Evidence Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 20A Administrative Assistant I 3.00 3.00 3.00 3.00 3.00 3.00 3.00 18A Records Specialist (1 FTE-Prop 1) 11.00 11.00 11.00 11.00 11.00 11.00 11.00 18A Customer Service Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 18A Total Regular Staffing 55.00 58.00 58.00 62.00 62.00 76.00 76.00 n/a Change from prior year - 3.00 - 4.00 - 14.00 - n/a Grant Total Staffing 55.00 58.00 58.00 62.00 62.00 76.00 76.00 n/a C-90 OPERATING BUDGET POLICE SUPPORT SERVICES DIVISION Responsible Manager: Steve Neal, Deputy Chief HIGHLIGHTS/CHANGES: The Administrative Section will continue to evaluate staffing levels and responsibilities. The Civilian Operations Section is managing ongoing changes to its environment as the department moves through several technological advances. Field laptop report writing; wireless access; automated recording of property and evidence handling will continue to be focus areas for the agency requiring a great deal of support from Support Services. The Police Support Services' adopted operating budget totals $13,741,548 in 2021 and $14,007,646 in 2022. This is a 1.7% or $231,154 increase to the 2021 adopted budget from the 2020 adjusted budget. • Salaries & Wages - Net increase of $871,195 due to adding three new COPS grant Police Officer FTE's, reallocation of Police Officers into different division within the Department, and cost of living increases. • Benefits - Net increase of $136,016 primarily due to adding benefits for three new Police Officer FTE's. • Intergovernmental Services - Increase of $380,000 due to restoring the budget for jail services. • Capital Outlay - Decrease of $87,000 due to the elimination of one-time equipment and vehicle purchases. • Other Financing Use - Decrease of $1,000,000 due to eliminating one-time transfer out to debt service fund for SCORE debt service. REVENUE AND EXPENDITURE SUMMARY: SUPPORT SERVICES - GENERAL FUND Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted I Adjusted I Projected $ Chg % Chg Revenue Summary: 32X Licenses and Permits $ 89,118 $ 84,880 $ 99,000 $ 99,000 $ 99,000 $ 99,000 $ 99,000 $ 0.0% 34X Charges for Services 1,297,588 1,457,931 1,281,766 1,752,586 1,752,586 1,752,586 1,752,586 0.0% 35X Fines and Penalties 32,316 42,187 22,000 22,000 22,000 22,000 22,000 0.0% 36X Miscellaneous 330,361 84,536 55,000 55,000 55,000 55,000 55,000 0.0% Total Revenues: $ 1,749,382 $ 1,669,535 $ 1,457,766 $ 1,928,586 $ 1,928,586 $ 1,928,586 $ 1,928,586 $ - 0.0% Expenditure Summary: 1XX Salaries & Wages 4,259,940 4,402,163 4,505,397 4,756,428 4,756,428 5,362,184 5,543,327 605,756 12.7% 2XX Benefits 1,419,102 1,496,940 1,828,332 1,920,780 1,920,780 1,955,930 2,024,764 35,150 1.8% 3XX Supplies 72,679 59,952 84,400 84,400 84,400 84,400 84,400 - 0.0% 4XX Services and Charges 266,105 310,529 321,879 321,879 321,879 286,879 286,879 (35,000) -10.9% 5XX Intergovernmental 9,127,256 8,604,411 7,055,642 5,288,992 5,288,992 2,748,692 2,748,692 (2,540,300) -48.0% 6XX Capital Outlay - - - 87,000 87,000 - - (87,000) -100.0% 9XX Internal Services/Othei 50,914 50,914 (50,914) -100.0% OXX Other Financing Use 1,000,000 1,000,000 (1,000,000) -100.0% Total nditures: $ 15,1459082 $14,873,995 $13,795,650 $13,510,393 $13,510,393 $10,438,085 $10,688,062 $ (3,072,308) SUPPORT SERVICES - JAIL FUND Code -1 Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted Projected $ Chg % Chg Revenue Summary: 39X I Other Financing Sources $ $ $ $ $ $ 3,303,463 $ 3,319,584 $ 3,303,463 n/a Total Revenues: $ $ $ $ $ $ 3,303,463 $ 3,319,584 $ 3,303,463 n/a Expenditure Summary: 1XX Salaries & Wages $ S $ $ $ $ 265,439 $ 277,121 $ 265,439 n/a 2XX Benefits 100,867 105,306 100,867 n/a 5XX Intergovernmental 2,920,300 2,920,300 2,920,300 n/a 9XX Internal Services/Other 16,857 16,857 16,857 n/a Total Expenditures: $ $ S S - $ - $ 3,303,463 $ 3,319,584 $ 3,3039463 n/a C-91 CITYOFFEDERAL WAY202112022BUDGET POLICE FIELD OPERATIONS DIVISION Responsible Manager: Kyle Sumpter, Deputy Chief PURPOSE/DESCRIPTION: The Operations Division provides a 24-hour response to calls for service, investigates crimes, enforces laws, ordinances, and public orders with uniformed patrol and traffic units. In addition to the delivery of general police services, the Operations Division also provides special uniformed police officers in the following capacities: Special Operations Unit (bicycle team), five high school resource officers, police services at Commons Mall, two K-9 officers, SWAT (Special Weapons and Tactics Team) and a Nationally Certified Bomb Unit (BDU). GOALS/OBJECTIVES: ■ Continue to participate in the overall department goal in the reduction of Index Crimes. ■ Continue to find methods to reduce quality of life crimes and crimes that impact families. ■ Maintain a pro -active approach to overall crime. PERFORMANCE MEASURES: Type/Description Workload Measures: • Calls for Service • Number of referrals from Child Protective Services (CPS)/APS • CIS Cases assigned • Total Accidents occurred • DUI Arrests Outcome Measures: • Criminal case numbers drawn • Number of false alarms with police response • Total Index Crimes • Total arrests • Total Citation/Infractions Issued Efficiency Measures: • % of criminal cases filed by CIS • % of false alarms that are billable • Response time to Emergency Calls (includes Priority 1 calls) • Average response time (for all calls for service) • Annual change to Index Crimes * (CALCULATIONS BASED ON 6 moNTATOTALS X2) ** (PROJECTED ESTIMATES ONLY) POSITION INVENTORY: 2021 Adopted Expenditures by Category Supplies i coi 2019 2020 2021** 2022** 75,952 71,176 75,000 76,000 311 394 400 410 891 952 900 950 1,603 1,406 1,500 1,600 170 107 150 170 17,354 15,265 17,000 17,500 2,024 1,442 1,700 2,000 7611 7,870 7,700 7,750 3,916 2,042 3,000 3,500 10,045 7,707 43.8% 42% 43% 43% 19.6% 23.3% 30% 25% 6.55 6.26 6.5 6.4 17.41 17.58 17.40 17.50 -9% +2% 0 0 /Chgs .2i ether icing Use D.0 % Capital 0.0% Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Deputy Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 55D Commander 3.00 3.00 3.00 3.00 3.00 4.00 4.00 51C Lieutenant* (1 FTE-Prop 1 & 1-FTE Traffic Safety) 9.00 9.00 9.00 9.00 9.00 9.00 9.00 45I Police Officer** (8 FTE-Prop 1 & 8 FTE Traffic Safety) 87.00 87.00 87.00 87.00 87.00 75.00 75.00 32G Animal Services Officer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 24A Administrative Assistant I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 18A Total Regular Staffing 103.00 103.00 103.00 103.00 103.00 92.00 92.00 n/a Change from prior year - - - - - (11.00) - n/a Grand Total Staffing 103.00 103.00 103.00 103.00 103.00 92.00 92.00 n/a C-92 OPERATING BUDGET POLICE FIELD OPERATIONS DIVISION Responsible Manager: Kyle Sumpter, Deputy Chief HIGHLIGHTS/CHANGES: The Patrol Section staffing model will provide effective and efficient patrol service with the allocated staffing model. Patrol Officers will be assigned a sector to maintain continuity, reduce response time, and will be proactive in finding solutions for ongoing neighborhood or crime problems. The Special Investigations Unit will be proactive in combating high profile crime patterns with a focus on gangs, narcotics and vice crimes. The Traffic Unit will increase visibility at school zones and neighborhoods and provide commercial vehicle enforcement. The Police Operations Division's adopted operating budget totals $16,674,785 in 2021 and 17,002,278 in 2022. This is a 10.0% or $1,859,222 decrease to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: Salaries & Wages - Net decrease of $68,139 due to reallocation of Police Officers into different division within the Department, offset by cost of living increases. Benefits - Net decrease of $47,001 primarily due to reallocation of Police Officers into different division within the Department. Other Financing Use - Net decrease of $1,549,087 due to eliminating transfer out from Traffic Safety to the General Fund for operations. REVENUE AND EXPENDITURE SUMMARY: FIELD OPERATION - GENERAL FUND Code Item 2018 Actual 2019 I Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Ad' Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 31X Taxes $ 229,524 $ 232,942 $ 155,000 $ 195,000 $ 195,000 $ 105,000 $ 140,000 $ (90,000) -46.2% 33X Intergovernmental 1 583,301 824,773 429,500 449,500 449,500 432,000 432,000 (17,500) -3.9% 39X Other Financing Sourc - - - - - - - - n/a Total Rewnues:1 $ 812,825 $ 1,057,715 $ 584,500 $ 644,500 $ 644,500 $ 537,000 $ 572,000 $ (107,500) -16.7% Expenditure Summary: 1XX Salaries & Wages $ 8,293,434 $ 8,588,626 $ 8,366,350 $ 8,922,170 $ 8,922,170 $ 8,733,184 $ 8,921,130 $ (188,986) -2.1% 2XX Benefits 2,701,719 2,730,070 2,896,496 2,896,496 2,896,496 2,710,476 2,770,823 (186,020) -6.4% 3XX Supplies 357,498 372,605 254,625 254,625 254,625 244,625 244,625 (10,000) -3.9% 4XX Services and Charges 222,010 227,577 242,450 248,345 248,345 214,345 214,345 (34,000) -13.7% 6XX Capital Outlay 16,320 11,582 - - - - - - n/a Total nditures: $ 11,590,982 $11,930,460 $11,759,921 $12,321,636 $ 12,321,636 $11,902,630 $12,150,923 $ (419,006) -3.4 FIELD OPERATION - PROP I Code Item 2018 Actual 2019 I Actual 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Adj Ado led Adjusted Pro ected $ Chg % Chg Revenue Summary: 31X Taxes $ 2,104,541 $1,891,159 $ 1,967,065 $ 1,831,534 $ 1,831,534 $ 1,767,625 $1,747,165 $ (63,908) -3.5% 36X IMiscellaneous 16,485 23,846 8,000 8,000 8,000 8,000 8,000 $ - 0.0% 39X Financing Sourc Other Financi 150,076 780,484 789,355 807,254 807,254 976,829 1,076,964 169,575 21.0% Total Revenues: I $ 2,271,102 $2,695,489 $ 2,764,420 $ 2,646,788 $ 2,646,788 $ 2,752,455 $ 2,832,128 $ 105,667 4.0 Ex enditure Summary: 1XX I Salaries &a Wages $ 1,718,451 $ 1,883,018 $ 1,947,969 $ 1,947,969 $ 1,947,969 $ 2,014,107 $ 2,052,267 $ 66,138 3.4% 2XX 113enefits 607,638 669,927 711,758 711,758 711,758 765,361 779,861 53,603 7.5% 9XX I Internal Services/Other 224,021 - 104,692 104,692 1 104,692 - - (104,692) -100.0% Total nditures: $ 2,550,110 $2,552,946 $ 2,764,419 $ 2,764,419 1 $ 2,764,419 $ 2,779,468 $ 2,832,128 $ 15,049 1 0.511, FIELD OPERATION - TRAFFIC SAFETY Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Ad' Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 35X I Fines and Penalties $ 2,996,924 $3,132,029 $ 3,121,776 $ 2,192,218 $2,192,218 $ 2,189,822 $ 2,177,701 $ (2,396) -0.1% 36X iMiscellaneous 29,226 34,539 13,500 13,500 13,500 13,500 13,500 $ - 0.0% 39X I Other Financing Sour - - - 184,758 184,758 - - 0.0% Total Revenues: $ 3,026,150 $ 3,166,568 $ 3,135,276 $ 2,390,476 $ 2,390,476 $ 2,203,322 $ 2,191,201 $ (187,154) -7.8 Expenditure Summary: 1XX Salaries &c Wages $ 941,812 $ 1,041,851 $ 926,585 $ 926,585 $ 926,585 $ 981,295 $ 1,000,527 $ 54,709 5.9% 2XX Benefits 296,207 318,075 277,976 277,976 277,976 363,392 370,700 85,416 30.7% 4XX Services and Charges 677,646 703,274 648,000 648,000 648,000 648,000 648,000 - 0.0% 9XX Internal Services/Oth 232,487 62,678 46,304 46,304 46,304 - - (46,304) -100.0% OXX Other Financing Use 1,547,039 1,560,333 1,549,087 1,549,087 1,549,087 - - (1,549,087) -100.0% Total Expenditures: $ 3,695,192 $ 3,686,211 $ 3,447,952 $ 3,447,952 $ 3,447,952 $ 1,992,687 $ 2,019,227 $(1,455,265) -42.2 C-93 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK C-94 OPERATING BUDGET SOUND TRANSIT Ryan Medlen Sound Transit Liaison • Coordination of FWLE and TDLE projects on behalf of the City • Oversight of ST permitting • Oversight of City's responsibilities for environmental process • City Council/Mayor briefings and guidance PUBLIC WORKS ADMINISTRATION EJ Walsh, P.E. Director Regional Issues and Involvement Coordinate Interlocal PW Affairs Department Direction/Operations Intradepartmental coordination Department Budget Management / Preparation Emergency Management Program Coordination City Council/Committee/Commission support PUBLIC WORKS Desiree Winkler, P.E. Deputy Public Works Director • Department Budget Preparation • Inter -Department Coordination • Manage Emergency Operations • Manage Maintenance Operations • City Council/Committee/ Commission Support ADMINISTRATIVE SUPPORT Sara Gilchrist, Administrative Assistant II Rebecca Kovar, Administrative Assistant II Shelley Springer, Administrative Assitant I Director Support Council Committeee Support Department Support Customer Service Phone Coverage Website Update Purchasing Assistant Contract Assistant DEVELOPMENT SERVICES Cole Elliott, P.E. Manager ELI SURFACEWATER MANAGEMENT Theresa Thurlow, P.E. Manager SOLIDWASTE& RECYCLING Rob Van Orsow Coordinator EL FLEET &EQUIPMENT David Nelson Fleet Maintenance Coordinator TRAFFIC SERVICES Rick Perez, P.E. City Traffic Engineer CAPITAL ENGINEERING Sarah Hamel, P.E. Capital Engineering Manager • Perform civil engineering • Water quality • Manage Solid • Manage Fleet Vehicles • Traffic signal, signing, street • Manage pavement public works plan review for management Waste/Recycling Utility and Maintenance Agreement lighting and pavement marking conditions and street residential and commercial franchise agreement maintenance overlay program projects • Develop and oversee long • Manage Fleet Equipment range surface water capital • Coordinate city-wide waste Maintenance • Development Review and Manage capital projects • Determine development improvement plan reduction program & Mitigation of Transportation feasibility impacts recycling programs • Manage the Acquisition of Impacts • Manage Surface Water New Fleet Vehicles and • Manage capital projects • Inspect construction Facility Maintenance • Coordinate with county in Equipment • Neighborhood Traffic Safety design projects performed on compliance with county -wide Program private property and public • Public education solid waste & hazardous waste • Manage the Surplus of Old • Oversee bidding for ROW plans Vehicles and Equipment • Transportation Planning construction ESA/NPDES Compliance • Administer development • Apply for and manage solid • Administer City -Wide • Capital project bonding requirements waste and recycling grants Commute Trip Reduction construction oversight Program • Provide assistance to • Grant application and development community • Manage capital improvements compliance and citizens and grant applications • Administer right-of-way • Traffic Signal Timing permits • Develop and oversee long - Administer PW range traffic capital Development Standards improvement plan Manual C-95 CITY OF FEDERAL WAY 202112022 BUDGET PUBLIC WORKS DEPARTMENT RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR 2019/2020 ACCOMPLISHMENTS Grants awarded in the total amount of $9,069,720 for transportation projects: • WA State Transportation Improvement Board Complete Streets Grant $100,000 • Sound Transit Access Fund Grant $730,000 • SW 3201 Preservation Project $518,020 • Citywide Adaptive Traffic Control Project $1,275,000 • Lakota Middle School Safety Improvements $1,350,000 • LED Street Light Conversion Project $350,000 • Sacajawea Middle School Safe Routes to School $400,000 • Citywide Variable Lane Use Control $602,000 • SW 3561 St preservation Project $810,000 • Citywide Adaptive Traffic Control System $680,000 • Citywide Adaptive Phase 3 $170,000 • 47' Ave SW & SR 509 Compact Roundabout $815,000 • Citywide safety: Horizontal Curve Warning Signs $519,700 • 16r' Ave Trail Project S 308d' St to S 2881h St $550,000 • Design of S 3141 St (PVR to 23rd) $300,000 Grants awarded in the total amount of $50,000 for surface water programs: • DOE Capacity Grant $50,000 Grants awarded in the total amount of $232,298 for Solid Waste & Recycling projects: • Solid Waste Financial Assistance Grant $34,868 • Local Hazardous Waste Program Funding $80,973 • Waste Reduction and Recycling Grant $116,457 Completed the following construction projects on time and within the approved budget, by leveraging all available sources of funding in addition to city funds: • Completed LED Street Light Conversion project of city owned street lights • Completed Downtown Staircase project • Completed Brook Lake Connector • Completed 2019 storm pipe repair project Phase I and II • Completed 296t' SW Slide mitigation • Completed S 348t' Street Entrance Sign • Completed Pacific Highway S HOV phase 5 project • Completed 2019 Asphalt Overlay Program • Completed Adaptive Traffic Control System Phase I and II • Completed S 3141 St and Lakota Middle School safe route to school projects • Completed 2020 Pavement Repair project • Completed S 3171 St Safe Walking Route project • Completed Phase 1 of the Citywide Greenway Plan • Completed selection of the Preferred Alternative for the City Center Access project • Completed Military Road and S 298' St Compact Roundabout project C-96 OPERATING BUDGET PUBLIC WORKS DEPARTMENT RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR 2019/2020 ACCOMPLISHMENTS • Updated Federal Way Revised Code chapters 4.40 and 8.60 related to snow and ice removal • Updated Federal Way Revised Code chapters 4.20 and 19.135 related to road vacations • Updated Federal Way Revised Code chapter 3.10 related to excise tax on solid waste to fund repairs to failing residential streets • Updated Federal Way Revised Code to incorporate small cell wireless facilities • Updated City's master franchise agreement (use for all franchise utilities) and developed master lease agreement for small wireless facilities • Developed and implemented an interlocal agreement with Lakehaven Water and Sewer District for implementation of joint capital projects • Re -organized the department under the new Public Works Director and Deputy Director to strategically align staff to their strengths. This has led to increased efficiencies, productivity, and project cost savings. • Implemented a departmental Communications Committee to work on public messaging and improve communications with the public • Implemented a departmental Good Ideas Committee to encourage innovations that save City resources. This has led to lower cost of operations and better service to the public • Updated the 2020-2025 Transportation Improvement Plan • Developed and adopted City of Federal Way ADA Transition Plan • Worked with and accepted dedication of private roads within The Ridge • Met all Surface Water NPDES Phase II permit requirements • Completed work on the updated Stormwater Comprehensive Plan update • Updated the Surface Water rate structure to be based on impervious area to provide increased equity City wide • Completed renewal of North Lake Management District • Implemented seven (7) neighborhood traffic safety projects • Developed and implemented a Transportation Demand Management Agreement with WSDOT • Updated the Commute Trip Reduction Program with King County • Completed a Solid Waste Request For Proposal process and implemented a new Solid Waste Contract • Provide spring and fall recycling collection events, and continue to expand public education and outreach to multi- family complexes and local businesses to start or expand recycling collection programs • Provided input to support development of the King County Comprehensive Solid Waste Management Plan update, including comments and revisions for draft Plan chapters • Due to the increase in prevailing wage rates, took on Right of Way Landscape Maintenance at an increased service level • Successfully mitigated the largest snow storm since 1910 • Began feasibility work on a new Joint Use Operations Facility to replace the aging Steel Lake Maintenance Yard • Worked with Sound Transit, SeaTac, Des Moines and Kent to finalize the alignment and stations for the Federal Way Link Light Rail alignment • Developed and implemented an interlocal agreement with Sound Transit for the Federal Way Link Light Rail Extension • Developed and implemented a Development Agreement with Sound Transit for the Federal Way Link Light Rail Extension • Worked with Sound Transit, Fife, and Tacoma on the Tacoma Dome Light Rail extension preliminary feasibility Adaptive Traffic Control Project C-97 CITY OF FEDERAL WAY202112022 BUDGET PUBLIC WORKS DEPARTMENT RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR 2021-2022 ANTICIPATED KEY PROJECTS Construction: • 2021 / 2022 Asphalt Overlay Projects • Adaptive Traffic Control System • Citywide Greenway Project • 16" Ave Trail — S 308'b St to S 2881h St • SW 3201 Street Preservation project • SW 356' Street Preservation project • SR 509: SW 312th St — 21 It Ave SW Safe Routes to School project • SWM Pipe Rehabilitation project • Cold Creek Culvert Replacement Departmental: • Continue the City Center Access Environmental and Preliminary work • Continue Spring and Fall Recycling Events or develop alternative low contact events / solutions • Update the Public Works Development Standards manual to reflect Code Updates, Changes in regulations and evolution of technologies for infrastructure • Citywide Water Quality Monitoring Program • Implement Neighborhood Drainage Program • Complete the engineering design for the new Joint Use Operations Facility • Develop departmental efficiencies to optimize use of City resources City Right of Way Landscape Crew Pacific Highway Phase V a OPERATING BUDGET PUBLIC WORKS DEPARTMENT RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR CIP PROJECTS: Sources in thousandsExpenses in thousands Fuel Mtig/Tr Misc / Prior Total Constr 2021 Adopted Projects RFEI' Grants LIFT Year's Total D penses Tax Imp Fees Trsfrs Sources Sources Prj. SR 99 HOV Lanes PH V 112 - - - - - - 112 112 112 SR 509: SW 312th St - 21st Ave SW SRTS Project - - 1,660 - - 200 - 1,860 1,800 1,800 City Center Access Phase I - Environmental process update - - - - 500 - - 500 500 500 Street Light LED Conversion - - - - - - 160 160 160 160 Variable Lane Use Control Signs - - zoz - - - - 202 zoz zoz SW 320th - IIth Ave SW to 3rd Place SW Preservation Project - - 518 - - 407 - 925 925 925 SW 356th - 15th Ave SW to 4th Ave SW Preservation Project 33 - 810 - - 491 - 1,334 1,334 1,334 47th Ave SW and SW Dash Point Road Compact Roundabout - - 550 - - - - sso 550 550 City Wide Safety - Horizontal Curve Improvements - - 400 - - - - 400 400 400 16th Ave Trail - S 308th Street to S 288th Street 115 - 750 - - - - 865 865 865 Citywide Greenway Plan Pedestrian and Bicycle Improvements - 200 - - - - - 200 200 200 Sound Trans it - - - 1,450 - - - 1,450 1,450 1,450 S 314th St Improvement - - 125 - - - - 125 125 125 SR 99 @ S 373rd St Roundabout w/Median Control - - - 340 - - - 340 340 340 21st Ave S @ 320th St Traffic Signal - - - - 100 - - 100 100 100 Citywide ADA Retrofit - - - 200 200 - - 400 400 400 S 356th St. - 1st Ave S - SR 99 - - - 200 - - - 200 200 200 SW 344th St. @ 27th Ave SW Compact Roundabout 15 - 35 - - - - 50 50 50 Adaptive Tmffice Signal Control System- City Center Stage 2- Detection Upgrade 75 - - - - - - 75 75 75 Citywide Pedestrian Safety System Improvements - 32 28 - - - - 60 60 60 Citywide RRFB Upgrades - 50 90 - - - - 140 140 140 Military Rd S: S 320th St - SR 18 Preservation Project - - - - - 50 - 50 - - S 288th St - Pac Hwy S. to 34th Ave S Bike & Ped Improvements - - - 200 - - - 200 200 200 Fiber Optic Network Loop - 317th to S 272nd - - - 2,600 - - - 2,600 100 100 Joint Operations & Maintenance Facility - - - - - 250 - 250 250 250 Total 2021 $ 350 $ 282 $ 5,168 $ 4,990 $ 800 $ 1,398 $ 160 $ 13,148 $ 10,538 $ 10,538 Sources (in thousands) Dipenses (in thousands) Fuel Nlitig/Tr NEsc / Prior Total Constr 2022 Adopted Projects R= ,I,- Grants 11np Fees LIFT Trsfrs Year's Sources Prj. Total FKpens es Sources 16th Ave Trail - S 308th Street to S 288th Street - - 1,385 - - - - 1,385 1,385 1,385 Citywide Greenway Plan Pedestrian and Bicycle Improvements - 200 - - - - - 200 200 200 Sound Trans it - - - 1,230 - - - 1,230 1,230 1,230 SR 99 @ S 373rd St Roundabout w/Median Control - - 300 30 - - - 330 330 330 21st Ave S @ 320th St Traffic Signal - - 730 - 205 - - 935 935 935 S 356th St. - 1st Ave S - SR 99 - - - 100 - - - 100 100 100 SW 344th St. @ 27th Ave SW Compact Roundabout - - 100 - - - - 100 100 100 Adaptive Tmffice Signal Control System- City Center Stage 2- Detection Upgrade - - - - - - - - 600 600 Citywide Pedestrian Safety System Improvements - - 100 - - - - loo loo loo Citywide RRFB Upgrades - 270 420 - - - - 690 690 690 Military Rd S: S 320th St - SR 18 Preservation Project - - - - - - - 50 50 SW King County Regional Trail Plan - 50 - - - - - 50 50 50 S 288th St - Pac Hwy S. to 34th Ave S Bike & Ped Improvements - - - 200 - - - 200 200 200 Fiber Optic Network Loop - 317th to S 272n1 - - - - - - - 900 900 Joint Operations & Maintenance Facility - - - - - 250 - 250 250 250 Total 2022 $ - $ 520 $ 3,035 $ 1,560 $ 205 $ 250 $ - $ 5,570 $ 7,120 $ 7,120 C-99 CITY OF FEDERAL WAY202112022 BUDGET PUBLIC WORKS DEPARTMENT RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR CIP PROJECTS: 2021 Adopted Projects Sources (in thousands) Expenses (in thousands) Prior User Grants Years' Total Fees Sources Sources Constr Total Prj. Expenses Small CIP - Annual Program $ 150 $ - $ - $ 150 $ 150 $ 150 South 356th Street Culvert Replacement 100 - - 100 100 100 2018 Storm Drain CCTV Inspection and Assessment 100 - - 100 100 100 Pipe Rehabilitation Project 317 - - 317 317 317 Cold Creek Culvert Replacement 1,000 - - 1,000 1,000 1,000 Neighborhood Drainage Program 25 - - 25 25 25 Annual CB Rehab 75 - - 75 75 300 75 300 Redondo Creek Culvert Replacement 300 - - 300 Total 2021 $ 2,067 $ - $ - $ 2,067 $ 2,067 $ 2,067 2022 Adopted Projects Sources (in thousands) Prior User Grants Years' Total Fees Sources Sources Constr Prj. Total Expenses Small CIP - Annual Program $ 150 $ - $ - $ 150 $ 150 $ 150 South 356th Street Culvert Replacement 250 - - 250 250 250 2018 Storm Drain CCTV Inspection and Assessment 100 - - 100 100 100 Pipe Rehabilitation Project 317 - - 317 317 317 Cold Creek Culvert Replacement - 500 - 500 500 500 Neighborhood Drainage Program 25 - - 25 25 25 Annual CB Rehab 75 - - 75 75 75 Citywide WQ Program 100 - - 100 100 100 Total 2022 $ 1,017 $ 500 $ - $ 1,517 $ 1,517 $ 1,517 C - 100 OPERATING BUDGET PUBLIC WORKS DEPARTMENT RESPONSIBLE MANAGER: E J WALSH, P.E., PUBLIC WORKS DIRECTOR DEPARTMENT POSITION INVENTORY: Positions 2011 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Street Fund: Director-PW 0.80 0.73 0.73 0.73 0.73 0.73 0.73 1 58h Deputy Director-PW 1.45 0.38 0.38 0.38 0.38 0.38 0.38 1 58 Development Services Manager 0.50 0.50 0.50 0.50 0.50 0.50 0.50 54 City Traffic Engineer - Traffic Safety Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.00 54 Street Systems Manager - .05 FTE Overlay - 1.00 1.00 - - - - 54 Capital Engineering Manager - .05 FTE Overlay & .10 FTE Transp CIP - - 1.00 1.00 1.00 1.00 54 Sound Transit Liaison - 1.00 FTE Transp CIP (Funded by Sound Transit) - 1.00 1.00 1.00 1.00 1.00 1.00 54 Senior Traffic Engineer - Traffic Safety Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.00 49 Senior Transportion Planning Engineer - Traffic Safety Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1 49 Street Systems Project Engineer 3.00 3.00 3.00 - - - - 49 Senior Capital Engineer - 0.75 FTE Transp CIP - - - 3.00 3.00 3.00 3.00 49 Traffic Engineer - Traffic Safety Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.00 44 Capital Engineer - 0.50 FTE Overlay - - - 1.00 1.00 1.00 1.00 44 Street Systems Engineer - 0.50 FTE Overlay 1.00 1.00 1.00 - - - - 44 Senior Engineer Plans Reviewer 0.50 0.50 0.50 1.15 1.15 1.15 1 1.15 43 Engineering Plans Reviewer 1.00 0.65 0.65 1.00 1.00 1.00 1.00 38 Street Systems Maint Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 38 Construction Inspector - 0.50 FTE Overlay & 1.00 FTE Transp CIP 2.00 3.00 3.00 4.00 4.00 4.00 4.00 37 Engineering Technician - 0.25 FTE Overlay 1.00 2.00 2.00 2.00 2.00 2.00 2.00 32 Maintenance Worker II 1.00 2.00 1 1.00 2.00 2.00 2.00 2.00 26m Fleet Maintenance Coordinator - 504 Fleet & Equipment 0.50 1.00 1.00 1.00 1 1.00 1.00 1.00 26 Administrative Assistant II - 0.50 FTE Transp. CIP 0.80 1.70 0.80 1.70 1.70 1.70 1.70 1 25 Maintenance Worker I 3.00 5.00 4.00 7.00 7.00 7.00 7.00 1 22m Administrative Assistant I 0.85 0.28 0.78 0.28 0.28 0.28 0.28 1 18 Total Street Fund: 1 22.40 28.74 26.34 32.74 32.74 32.74 32.74 1 n/a Solid Waste & Recycling: Director-PW 0.05 0.12 0.12 0.12 0.12 0.12 0.12 58h Deputy Director-PW 0.05 0.12 0.12 0.12 0.12 0.12 0.12 58 Solid Waste/Recycling Manager - - - - - 1.00 1.00 na Solid Waste/Recycling Coordinator 1.00 1.00 1.00 1.00 1.00 - - 39 Recycling Project Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 35 Administrative Assistant II 0.10 0.10 0.10 0.10 0.10 0.10 0.10 25 Administrative Assistant I 0.07 1 0.07 0.07 1 0.07 1 0.07 1 0.07 18 Total Solid Waste & Recycling: 2.20 1 2.41 1 2.41 2.41 1 2.41 1 2.41 2.41 n/a Surface Water Management: Director-PW 0.15 0.15 0.15 0.15 0.15 0.15 0.15 58h Deputy Director-PW 0.50 0.50 0.50 0.50 0.50 0.50 0.50 58 SWM Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 54 Development Services Manager 0.50 0.50 0.50 0.50 0.50 0.50 0.50 54 SWM Project Engineer 2.00 2.00 2.00 - - - - 49 Senior Capital Engineer - - - 1.00 1.00 1.00 1.00 49 SWM Asset Engineer* - - 1.00 1.00 na Capital Engineer - - - 1.00 1.00 1.00 1.00 44 Senior Engineer Plans Reviewer 0.50 0.50 0.50 0.85 0.85 0.85 0.85 43 SW Quality Program Coord 1.00 1.00 1.00 1.00 1.00 1.00 1.00 40 SWM Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 38 Construction Inspector 1.00 1.00 1.00 1.00 1.00 1 1.00 1.00 37 SWM R/D Inspector 1.00 1.00 1 1.00 1.00 1.00 1.00 1.00 37 Engineering Plans Reviewer - 0.35 0.35 - - - - 35 Surface Water Quality Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 35 SWM Pollution Control Specialist* - - - - - 1.00 1.00 na Public Education & Outreach Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 34 Engineering Technician 1.00 1.00 1.00 1.00 1 1.00 1.00 1.00 32 Engineering Technician/Inspector 2.00 2.00 2.00 2.00 2.00 2.00 2.00 32 Maintenance Worker II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 26m Administrative Assistant 1I 0.10 0.20 0.10 0.20 0.20 0.20 0.20 25 Maintenance Worker I* 4.00 4.00 4.00 4.00 4.00 6.00 6.00 22m Administrative Assistant 1 0.65 0.65 0.65 0.65 0.65 0.65 0.65 18 Total Surface Water Management: 20.40 20.85 20.75 20.85 20.85 24.85 24.85 n/a Total RegularStaffrng 45.00 52.00 49.50 56.00 56.00 60.00 60.00 n/a Change from prior year - 7.00 1 (2.50) 4.00 4.00 - n/a Grand Total Staffin 45.00 52.00 49.50 56.00 56.00 60.00 60.00 n/a *The 4.0 FTE increase to the 2021 adopted budget from the 2020 adjusted budget is due to the addition of 1.0 FTE SWM Asset Engineer, 1.0 FTE SWM Pollution Control Specialist, and 2.0 FTE SWM Maintenance Worker I's. C - 101 CITY OF FEDERAL WAY202112022 BUDGET PUBLIC WORKS DEPARTMENT RESPONSIBLE MANAGER: EJ WALSH, P.E., PUBLIC WORKS DIRECTOR PURPOSE/DESCRIPTION: 2021 Adopted Expenditures by Category The Public Works Department's mission is to: Provide a vehicle for the City Council to achieve its vision of Federal Way's future; operate a Public Works organization with sound management that meets Federal Way's needs; responsibly provide prompt, courteous, quality, helpful services; and assist our community to achieve its goals to improve its northwest living and business environment with special emphasis on improving transportation, surface water systems, and the permit process. Debt n(r/ Hance The Public Works Department is organized into seven divisions. E The Administrative Division provides the overall management of the vY department. 2 The Development Services Division provides the engineering Int3ergo3% Personnel plan reviews, permitting, and inspections of private development and Right of Way projects. 3 The Traffic Division provides transportation planning, svdCbgs s pp,ies traffic operations, and neighborhood traffic services. a The Capital 174% 2.7% Engineering Division provides the feasibility analysis, engineering design, bidding and construction oversight for all capital projects. 5 The Surface Water Management Division manages the Surface Water Utility by providing improvements, enforcement, maintenance and education functions. 6 The Solid Waste and Recycling Division manages the solid waste/recycling utility and franchise contract. 7 The Fleet Maintenance Division provides oversight on maintenance of all City non -police vehicles and equipment. DEPARTMENT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted I Adjusted I Projected $ Chg % Chg Revenue Summary: 32X Licenses and Permit $ 244,556 $ 272,699 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - 0.0% 33X Intergovernmental 7,119,632 5,436,304 5,761,570 5,755,384 5,755,384 7,315,570 5,920,570 1,560,186 27.1% 34X Charges for Services 9,513,542 10,126,754 7,578,279 9,847,890 9,847,890 14,322,662 9,882,236 4,474,771 45.4% 35X Fines and Penalties 467,815 521,700 682,224 682,224 682,224 684,620 696,741 2,396 0.4% 36X Miscellaneous 289,970 444,661 278,531 302,431 302,431 671,731 528,531 369,300 122.1% 39X Other Financing Sources 6,206,236 4,986,347 4,721,849 6,454,081 6,454,081 8,411,893 6,423,849 1,957,812 30.3% Total Revenues: $23,841,751 $21,788,465 $19,222,454 $23,242,011 $23,242,011 $31,606,476 $23,651,928 $ 8,364,465 36.0% Street Fund Operating Expenditure Summary: 210 Administration 460,268 381,959 370,660 370,660 370,660 284,931 284,931 (85,729) -23.1% 220 Development Svcs 274,804 224,194 250,429 250,429 250,429 369,561 374,048 119,132 47.6% 230\260 Traffic Services 1,539,954 1,674,082 1,337,707 1,370,676 1,370,676 1,450,793 1,400,364 80,118 5.8% 240 Street Services 1,755,392 2,140,519 2,152,551 2,517,599 2,517,599 2,613,418 2,508,646 95,819 3.8% Subtotal STOperating Exp.: $ 4,030,418 $ 4,420,754 $ 4,111,347 $ 4,509,364 $ 4,509,364 $ 4,718,703 $ 4,567,989 $ 209,339 4.6% Non -Street Fund Operating Expenditure Summary: 102 Arterial Street Overlay 1,870,129 1,646,342 1,515,064 2,692,120 2,692,120 3,047,184 3,051,111 355,063 13.2% 106 Solid Waste & Recycling 486,418 515,766 494,800 596,800 596,800 545,844 545,844 (50,956) -8.5% 112 Traffic Safety Fund 466,515 445,219 680,224 680,224 680,224 682,620 694,741 2,396 0.4% 306 Transportation CIP 11,801,190 11,163,217 4,666,000 7,360,149 7,360,149 11,176,972 7,773,566 3,816,823 51.9% 304 Surface Wtr Mgmt CIP 922,610 1,015,766 1,400,000 1,405,000 1,405,000 2,317,000 1,767,000 912,000 64.9% 401 Surface Wtr Mgmt 3,975,750 3,909,935 4,224,061 4,850,245 4,850,245 5,502,041 6,116,029 651,796 13.4% 504 Fleet & Equipment 1,483,183 2,119,629 1,725,993 2,699,441 2,699,441 3,129,104 1,919,901 429,663 15.9% Subtotal Non-ST0per. lip.: $ 21,005,796 $ 20,815,875 $14,706,143 $ 20,283,980 $ 20,283,980 $ 26,400,764 $ 21,868,192 $ 6,116,784 30.2% Total Expenditures: $ 25,036,214 $ 25,236,629 $18,817,490 $ 24,793,344 $ 24,793,344 $ 31,119,467 $ 26,436,182 $ 6,326,122 25.5% C - 102 OPERATING BUDGET PUBLIC WORKS DEPARTMENT RESPONSIBLE MANAGER: EJ WALSH, P.E., PUBLIC WORKS DIRECTOR HIGHLIGHTS/CHANGES: The Public Works adopted operating budget totals $31,119,467 in 2021 and $26,436,182 in 2022. This is a 25.5% or $6,326,122 increase to the 2021 adopted budget from the 2020 adjusted budget. The below table includes the Street Fund, Arterial Street Fund, Solid Waste & Recycling Fund, Traffic Safety Fund, Surface Water Management CIP and Operations Fund, Fleet and Equipment Fund, and Transportation CIP Fund. Major line item changes include: • Salaries & Wages - Net increase of $1,417,453 due to the addition of 4.0 FTE in Surface Water Management, addition of Sound Transit funded staff salaries, and adding the full year cost of positions within the department that were added in 2020. • Benefits - Net increase of $130,234 due to the addition of benefits for new positions. • Services and Charges - Net increase of $1,499,795 due to increased services for repairs on the Steel Lake Maintenance Facility, 306 Transportation capital expenditures categorized under services and charges instead of capital outlay, and a study for removing S 3761 Street from the City Comprehensive Plan. • Capital Outlays - Net increase of $1,710,289 due to the addition of capital projects adopted in 2021 for transportation and overlay projects. • Other Financing Uses - Net increase of $1,769,581 due to one-time transfer for Arterial Street Overlay, Transportation CIP, and Surface Water Management CIP projects. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 32X Licenses and Permit $ 244,556 $ 272,699 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 0.0% 33X Intergovernmental 7,119,632 5,436,304 5,761,570 5,755,384 5,755,384 7,315,570 5,920,570 1,560,186 27.1% 34X Charges for Services 9,513,542 10,126,754 7,578,279 9,847,890 9,847,890 14,322,662 9,882,236 4,474,771 45.4% 35X Fines and Penalties 467,815 521,700 682,224 682,224 682,224 684,620 696,741 2,396 0.4% 36X Miscellaneous 289,970 444,661 278,531 302,431 302,431 671,731 528,531 369,300 122.1% 39X I Other Financing Sources 6,206,236 4,986,347 4,721,849 6,454,081 6,454,081 8,411,893 6,423,849 1,957,812 30.3% Total Revenues: $ 23,841,751 $ 21,788,465 $19,222,454 $ 23,242,011 $ 23,242,011 $ 31,606,476 $ 23,651,928 $ 8,364,465 36.0% Expenditure Summary: 1XX Salaries and Wages 4,056,976 4,480,651 4,580,459 5,262,993 5,262,993 6,680,446 6,574,878 1,417,453 26.9% 2XX Benefits 1,539,690 1,683,753 1,641,289 1,641,289 1,641,289 1,771,524 1,810,553 130,234 7.9% 3XX Supplies 688,666 965,105 720,865 876,520 876,520 830,158 800,758 (46,362) -5.3% 4XX Services and Charges 5,204,953 4,836,377 3,565,375 3,927,989 3,927,989 5,427,784 3,068,584 1,499,795 38.2% 5XX Intergovernmental 1,130,388 1,131,925 988,334 979,226 979,226 1,031,592 1,021,592 52,366 5.3% 6XX Capital Outlay 10,489,468 10,789,752 6,180,712 10,439,504 10,439,504 12,149,793 10,312,715 1,710,289 16.4% 8XX Debt Service -Interest 1,922 961 1,922 1,922 1,922 1,922 1,922 - 0.0% 9XX InternalServices/Other 880,752 876,677 1,042,414 1,042,414 1,042,414 835,180 835,180 (207,234) -19.9% OXX I Other Financing Uses 947,277 375,307 - 621,487 621,487 2,391,068 2,010,000 1,769,581 284.7% Total Expenditures: $ 25,036,214 1 $ 25,236,629 1$18,817,490 $ 24,793,344 $ 24,793,344 $ 31,119,467 $ 26,436,182 $ 6,326,122 25.5% 161MeN CITY OF FEDERAL WAY 2 02112 022 BUDGET PUBLIC WORDS ADMINISTRATION Responsible Manager. EJ Walsh, P.E., Public Works Director PURPOSE/DESCRIPTION: The Administration Division of the Public Works Department provides the management of department -wide functions, inter -departmental coordination, participation in regional issues, maintenance of City Right of Ways, monitoring and overall departmental financial control. The administration of the Public Works Department is provided by the director, deputy director, and administrative assistants who provide support to the public and all department staff in the areas of purchasing, records management, budget preparation, scheduling and more. 2021 Adopted Expenditures by Category Sv /Chp 1.5% The Director provides administrative and financial management of the Public Works Department and its divisions. The Director's responsibilities include: general policy decisions, participating in regional affairs, monitoring legislation and regulation changes, providing leadership in emergencies, and preparing and tracking the Department's budget. A key goal of the Administrative Division is providing excellent customer service to citizens, businesses, Council, public agencies and other City Departments, and Public Works staff. The Administrative Division of Public Works provides maintenance of the local street system, including sidewalk inventory, structures maintenance, road surfaces maintenance, road shoulders maintenance, vegetation and street trees maintenance, litter control, emergencies, snow and ice removal, and miscellaneous services; manage private contractors for street sweeping, right of way landscape maintenance and WSDOT maintenance and emergency contract services. The Division provides administrative, coordination and record keeping for the daily operation and maintenance of the transportation and pedestrian network. The Division also develops long range and comprehensive planning goals; prioritizes, and implements maintenance programs and capital improvement programs. The Division also monitors private sector maintenance contracts and the WSDOT streets maintenance contract GOALS/OBJECTIVES: The Administrative Division provides overall budget control and management of the Public Works Divisions while implementing the Council's vision for the City. The Administrative Division is also responsible for the maintenance of the City's Right of Way and street systems. Our goal is to maintain the City's Street network pavement surface area in a good operating condition and promptly repair and maintain all right of ways within the limits of provided resources. PERFORMANCE MEASURES: Type/Description 2019 2020 2021 2022 Workload Measures: • Number of responses for information from constituents 2169 2540 2580 2784 • Number of street center lane mile within city limits 244 256 258 262 • Number of curb miles of sidewalk within city limits 272 288 292 296 • Number of acres of right-of-way landscaping maintained within city limits 31.8 33 33 33 • Number of curb miles mowed within city limits 61 61 61 61 Outcome Measures: • Percent of community requests responded to in same day 95% 95% 95% 95% • Percent of time a "live" person is available to handle constituent calls 99% 99% 99% 99% POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Director-PW 0.80 0.73 0.73 0.73 0.73 0.73 0.73 58h Deputy Director-PW 1.45 0.38 0.38 0.38 0.38 0.38 0.38 58 Administrative Assistant II 0.50 0.50 0.50 0.50 0.50 0.50 0.50 25 Total Street Fund: 2.75 1.61 1.61 1.61 1.61 1.61 1.61 n/a Grand Total Staffing 2.75 1.61 1.61 1.61 1.61 1.61 1.61 n/a OPERATING BUDGET PUBLIC WORKS ADMINISTRATION Responsible Manager: Edward Walsh, P.E., Public Works Director The adopted operating budget totals $284,931 in 2021 and $284,931 in 2022. This is a 23.1% or $85,729 decrease to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: ■ Salaries & Wages - Increase of $6,347 due to step increases in positions. ■ Benefits - Decrease of $3,448 due to due to lower cost of healthcare benefits of positions in the administration division. ■ Internal Services/Other - Decrease of $88,628 due to cost of living increases being accounted for in the General Fund. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 FActual 2019 ActualI 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Ad' Adopted Adjusted Projected $ Ch % Ch Expenditure Summary: 1XX Salaries & Wages 335,542 273,330 195,321 195,321 195,321 201,668 201,668 6,347 3.2% 2XX Benefits 121,507 100,074 80,082 80,082 80,082 76,634 76,634 (3,448) -4.3% 3XX Supplies 2,533 5,139 2,350 2,350 2,350 2,350 2,350 0.0% 4XX Services and Charges 686 3,416 4,279 4,279 4,279 4,279 4,279 0.0% 9XX Internal Services/Other - - 88,628 88,628 88,628 - - (88,628) -100.0% Total Ekpenditures: $ 460,268 i $ 381,959 $ 370,660 $ 370,660 $ 370,660 $ 284,931 t $ 284,931 1 $ (85,729) -23.17 Public Works Department C - 105 CITY OF FEDERAL WAY 2 02112 022 BUDGET PUBLIC WORKS DEVELOPMENT SERVICES Responsible Manager: Cole Elliott, P.E., Manager PURPOSE/DESCRIPTION: 2021 Adopted Expenditures by Category The Development Services Division of the Public Works Department manages the permit processing and conducts construction inspections for all adopted developments submitted to the City for approval. Such developments include: subdivisions, boundary line adjustments and lot line eliminations, single family, multi -family and commercial permits, right of way permits, land use modifications, site plan reviews, etc. The Division also screens applications for completeness; assures and enforces conformance with approved plans, Supplies permits, codes, and City standards; issues code variances; maintains logs and 0.7% status reports for all projects related to public works; provides technical Svoags 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. GOALS/OBJECTIVES: The Development Services Division of the Public Works Department is committed to upholding the City of Federal Way's codes and development standards in a fair and consistent manner. Our goal is to accomplish this task by working closely with developers, contractors and property owners to provide them with a thorough and timely review of their projects and to provide guidance when needed to help bring projects to fruition. PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of development review committee meetings attended • Number of Engineering Approval reviews • Number of Commercial Building Permit reviews • Number of Plat Applications (Full & Short) • Number of Single Family Applications • Number of Final Plats • Franchise ROW Permits • Non -Franchise ROW Permits Outcome Measures: • Average review time - projects under construction • Average review time - pre -application • Average review time - building permits • Average review time - SEPA • Average review time - site plan review • Average review time - Use Process Review 1 • Average review time - outside agency review • Response time on requests for modifications • Response time on requests for inspections • Average review time - Franchise ROW permit • Average review time - Non -Franchise ROW permit Efficiency Measures: • Cost recovery ratio for the Division POSITION INVENTORY: 2019 2020 2021 2022 78 75 76 78 6 7 8 9 72 74 76 78 20 12 12 13 314 323 333 343 1 6 6 7 452 483 497 512 51 55 57 58 5 days 10 days 10 days 10 days 10 days 10 days 10 days 10 days 30 days 30 days 30 days 30 days 30 days 30 days 30 days 30 days 30 days 30 days 30 days 30 days 25 days 25 days 25 days 25 days 20 days 20 days 20 days 20 days 20 days 20 days 20 days 20 days 2 days 2 days 2 days 2 days 2 days 2 days 2 days 2 days 5 days 5 days 5 days 5 days 48% 42% 48% 50% Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Development Services Manager 0.50 0.50 0.50 0.50 0.50 0.50 0.50 54 Senior Engineer Plans Reviewer 0.50 0.50 0.50 1.15 1.15 1.15 1.15 43 Engineering Plans Reviewer 1.00 0.65 0.65 1.00 1.00 1.00 1.00 38 Administrative Assistant Il 0.10 0.10 0.10 0.10 0.10 0.10 0.10 25 Administrative Assistant I 0.10 0.10 1 0.10 0.10 0.10 1 0.10 1 0.10 18 Total Regular Staffing 2.20 1.85 1.85 1 2.85 1 2.85 2.85 2.85 n/a Changefrom prioryear - 1 (0.35) - 1 1.00 1 - - I - n/a Grand Total Staffing 2.20 1 1.85 1 1.85 1 2.85 1 2.85 2.85 1 27i n/a 16IM111] OPERATING BUDGET PUBLIC WORKS DEVELOPMENT SERVICES Responsible Manager: Cole Elliott, P.E., Manager HIGHLIGHTS/CHANGES: The adopted operating budget totals $369,561 in 2021 and $374,048 in 2022. This is a 47.6% or $119,132 increase to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: Salaries & Wages - Net Increase of $90,088 due to the Development Services Manager salary range increase, and adding the full year cost of an Engineering Plans Reviewer added in 2020. Benefits - Net Increase of $29,043 due to adding the full year cost of benefits for salary range increases, and new positions. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 1 21 Adopted - 20 Adj I Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 32X I Licenses and Permits $ 244,556 $ 272,699 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 0.0% 34X ICharges for Services 295,398 827,237 1 386,572 736,572 736,572 736,572 736,572 0.0% Total Revenues: $ 539,954 $1,099,936 1 $ 586,572 $ 936,572 $ 936,572 $ 936,572 $ 936,572 $ 0.0% Expenditure Summary: 1XX Salaries& Wages 188,711 162,895 173,006 173,006 173,006 263,095 266,347 90,088 52.1% 2XX Benefits 61,161 50,833 70,933 70,933 70,933 99,976 101,212 29,043 40.9% 3XX Supplies 1,488 4,331 2,770 2,770 2,770 2,770 2,770 - 0.0% PE Services and Charges 23,444 6,136 3,720 3,720 3,720 3,720 3,720 - 0.0% Total Expenditures: $ 274,804 $ 224,194 $ 250,429 $ 250,429 $ 250,429 $ 369,561 $ 374,048 $ 119,132 47.6% Inspection of Private Development C - 107 CITY OF FEDERAL WAY202112022 BUDGET PUBLIC WoRKs TRAFFIC Responsible Manager: Richard Perez, P.E., Traffic Engineer PURPOSE/DESCRIPTION: The Traffic Services Division provides the City of Federal Way's transportation planning, traffic engineering, and traffic control devices maintenance functions. This includes traffic signals, traffic signal coordination, signs and pavement markings, Neighborhood Traffic Safety Program, traffic mitigation analyses for development, Transportation Demand Management (TDM) and Commute Trip Reduction (CTR) programs, traffic design elements of street Svc/ improvements, development/coordination of the Transportation 26. Improvement Plan (TIP) and its grant applications, and transportation planning. 2021 Adopted Expenditures by Category Interfund 3.5 % The 2021/2022 operating budget includes contracts for signs, Personnel Supplies 34.9% pavement markings and traffic signal maintenance and operation 0.3% services, provided by contract with King County and supplemented by a private on -call services contract. Arterial street lighting systems maintenance and operation services are provided by contract with Puget Sound Energy and King County. GOALS/OBJECTIVES: The Traffic Division will continue to maintain and operate traffic control devices, review development for transportation impacts and identify appropriate mitigation measures, respond to citizen requests, support the Transportation Capital Improvement Program, and perform all transportation planning functions for the City. PERFORMANCE MEASURES: Type/Description Workload Measures: • Number of traffic signals • Number of citizen action requests processed • Number of development review applications • Number of employees at commute trip reduction sites Outcome Measures: • No. of timing plans developed for traffic signal coordination • No. of traffic control changes implemented • No. of neighborhood projects balloted • Percent of development applications reviewed on time • No. of City employees changing travel mode to non -single occupancy vehicle (SOV) • No. of Neighborhood Traffic Safety Projects presented to Council Efficiency Measures: • Percent reduction in delays at signalized intersections • Percent change from SOV travel modes POSITION INVENTORY: 2019 2020 2021 2022 82 82 88 88 526 485 500 500 168 345 200 250 4300 4800 4000 4000 100 262 100 100 59 102 60 60 4 0 6 4 100% 100% 100% 100% 48 50 50 50 4 0 6 4 5% 5% 10% 5% 1% 1.5% 1% 1.5% Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected City Traffic Engineer - Traffic Safety Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.00 54 Senior Traffic Engineer - Traffic Safety Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.00 49 Senior Transportion Planning Engineer - Traffic Safety Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.00 49 Traffic Engineer - Traffic Safety Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.00 44 Construction Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 37 Administrative Assistant II 0.10 0.10 0.10 0.10 0.10 0.10 0.10 25 Administrative Assistant I 0.25 0.18 0.18 0.18 0.18 0.18 0.18 18 Total Street Fund: 5.35 5.28 5.28 5.28 5.28 5.28 5.28 1 n/a Change from prior year - (0.07)1- n/a Grand Total Staffing 5.35 5.28 1 5.28 5.28 1 5.28 1 5.28 1 5.28 1 n/a OPERATING BUDGET PUBLIC WORxs T R A F F I C Responsible Manager: Richard Perez, P.E., Traffic Engineer HIGHLIGHTS/CHANGES: The adopted operating budget totals $2,133,413 in 2021 and $2,095,105 in 2022. This is a 4.0% or $82,514 increase to the 2021 adopted budget from the 2020 adjusted budget. This table includes Traffic and Commute Trip Reduction sections of the Street Fund, and the Traffic Safety Fund. Major line item changes include: ■ Salaries & Wages - Net Decrease of $1,497 primarily due to changes of employees in positions. ■ Benefits - Net Increase of $3,892 primarily due to changes of employees and health insurance plans. ■ Services and Charges - Increase of $47,714 due to services added for study of removing S 376r' Street from the City Comprehensive Plan. ■ Intergovernmental - Increase of $51,594 due to traffic signal and control maintenance cost increases, and adding parking signage along S 34111 Place. REVENUE AND EXPENDITURE SUMMARY: TRAFFIC - STREET FUND Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted I Adjusted Projected $ Chg I % Chg Revenue Summary: 33X Intergovernmental $ 16,823 $ 29,648 $ - $ - $ - $ $ $ - n/a 34X Charges for Services 72,760 26,033 114,181 (0) (0) 0 -100.0% 36X Miscellaneous 23,730 50,445 186,016 209,916 209,916 329,216 186,016 119,300 56.8% 39X Other Financing Sources - 40,000 400,000 400,000 400,000 400,000 400,000 - 0.0% Total Revenues: $ 113,313 $ 146,127 $ 700,197 $ 609,916 $ 609,916 $ 7299216 $ 586,016 $ 119,300 19.6% Expenditure Summary: 1XX Salaries&Wages 177,554 185,648 111,130 111,130 111,130 103,429 106,741 (7,701) -6.9% 2XX Benefits 64,356 61,447 45,563 45,563 45,563 34,074 35,333 (11,489) -25.2% 3XX Supplies 4,244 3,724 5,400 5,400 5,400 5,400 5,400 - 0.0% 4XX Services and Charges 575,492 592,227 481,287 515,584 515,584 563,298 518,298 47,714 9.3% 5XX Intergovernmental 718,308 831,035 694,326 692,998 692,998 744,592 734, 992 51,594 7.4% 9XX Internal Services/Other - - - n/a Total Expenditures: 1 $ 1,539,954 $ 1,674,082 1 $1,337,707 1 $1,370,676 $1,370,676 1 $1,450,793 1 $1,400,364 $ 80,118 1 TRAFFIC - TRAFFIC SAFETY FUND Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 1 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 35X I Fines and Penalties $ 466,515 $ 445,219 $ 680,224 $ 680,224 $ 680,224 $ 682,620 $ 694,741 $ 2,396 0.4% Total Revenues: $ 466,515 $ 445,219 $ 680,224 $ 680,224 $ 680,224 $ 682,620 $ 694,741 $ 2,396 0.4% Expenditure Summary: 1XX Salaries &Wages 324,885 317,153 434,100 434,100 434,100 440,304 449,088 6,204 1.4% 2XX Benefits 141,630 128,066 151,935 151,935 151,935 167,316 170,653 15,381 10.1% 9XX Internal Services/Other - - 94,189 94,189 94,189 75,000 75,000 (19,189) -20.4% Total Expenditures: $ 466,515 $ 445,219 $ 680,224 $ 680,224 $ 680,224 $ 682,620 $ 694,741 $ 2,396 0.4% C - 109 CITY OF FEDERAL WAY 202112022 BUDGET PUBLIC WORDS CAPITAL ENGINEERING Responsible Manager: Sarah Hamel, P.E., Manager PURPOSE/DESCRIPTION: The Capital Engineering Division of Public Works provides engineering services specific to the execution of the capital program. Activities include planning, design and inspection of construction of projects. The Division provides administrative and managerial functions in overseeing the development of infrastructure projects, construction management and the capital projects. The Division also is responsible to develop and revise comprehensive capital improvement projects; Develop and implement short- and long-range programs; Coordinate work projects with other City departments, contractors, government agencies, organizations and the public as required; inspect work in progress; Assure projects are completed in compliance with codes, specifications, and standards. related grants and administers these funds. 2021 Adopted Expenditures by Category ies The Division also applies to various sources for GOALS/0BaECT1VFS: The Capital Engineering Division implements the Council's mission and direction on the Capital Improvement Program. Our goal is to identify and apply for all state and federal grant funding available and applicable for the City's Capital Improvement Program and to manage the successful completion of these projects within the available budget and on schedule. PERFORMANCE MEASURES: Type/Description 2019 Workload Measures: • Annual CIP Fund administered $21.7M • Grant dollars administered $15.1M • Number of lane miles repaired/rehabilitated 7.0 Outcome Measures: • Percent of CIP project completed on time and within budget 100% 2019 Overlay Project 2020 2021 2022 $6.OM $13.7M $10.2M $3.1M $4.6M $3.4M 7.0 7.0 7.0 100% 100% 100% C-110 OPERATING BUDGET PUBLIC WORKS CAPITAL ENGINEERING Responsible Manager: Sarah Hamel, P.E., Manager POSITION INVENTORY: Positions 2018 Actual 1 2019 Actual 1 2020 2021 Adopted 2022 Adopted Caade Adopted Adjusted Projected Street Fund: Street Systems Manager - .05 FTE Overlay - 1.00 1.00 - - - - 54 Capital Engineering Manager - .05 FTE Overlay & .10 FTE Transp CIP - - 1.00 1.00 1.00 1.00 54 Sound Transit Liaison - 1.00 FTE Transp CIP (Funded by Sound Transit) - 1.00 1.00 1.00 1.00 1.00 1.00 54 Street Systems Project Engineer 3.00 3.00 3.00 - - - - 49 Senior Capital Engineer - 0.75 FTE Transp CIP - - - 3.00 3.00 3.00 3.00 49 Capital Engineer - 0.50 FTE Overlay - 1.00 1.00 1.00 1.00 44 Street Systems Engineer - 0.50 FTE Overlay 1.00 1.00 1.00 - - - - 44 Street Systems Maint Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 38 Construction Inspector - 0.50 FTE Overlay & 1.00 FTE Transp CIP 1.00 2.00 2.00 3.00 3.00 3.00 3.00 37 Engineering Technician - 0.25 FTE Overlay 1.00 2.00 2.00 2.00 2.00 2.00 2.00 32 Fleet Maintenance Coordinator - 504 Fleet & Equipment 0.50 1.00 1.00 1.00 1.00 1.00 1.00 26 Maintenance Worker II 1.00 2.00 1.00 2.00 2.00 2.00 2.00 26m Administrative Assistant II - 0.50 FTE Transp. CIP 0.10 1.00 0.10 1.00 1.00 1.00 1.00 25 Maintenance Worker I 3.00 5.00 4.00 7.00 7.00 7.00 7.00 22m Administrative Assistant I 0.50 - 0.50 - - - - 18 Total Street Fund: 12.10 20.00 17.60 23.00 23.00 23.00 23.00 n/a Total Regular Staffing 12.10 20.00 17.60 23.00 23.00 23.00 23.00 n/a Change from prior year 7.90 (2.40) 3.00 - - n/a Grand Total Staffing 12.10 1 20.00 1 17.60 23.00 23.00 1 23.00 23.00 n/a DEPARTMENT SUMMARY: Code Item 2018 Actual 2019 ActualI 2020 2021 I Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected $ Chg I % Chg Non -General Fund Operating Expenditure Summary: 240 Streets 1,755,392 2,140,519 2,152,551 2,517,599 2,517,599 2,613,418 2,508,646 95,819 3.8% 102 Overlay Program* 1,870,129 1,646,342 1,515,064 2,692,120 2,692,120 3,047,184 3,051,111 355,063 13.2% 306 Transportation CIP** 11,801,190 11,163,217 4,666,000 7,360,149 7,360,149 11,176,972 7,773,566 3,816,823 51.9% 504 Fleet - City Hall/Police*** 1,483,183 2,119,629 1,725,993 2,699,441 2,699,441 3,129,104 1,919,901 429,663 15.9% Total Expenditures: $16,909,894 $17,069,707 $10,059,609 $ 15,269,310 $ 15,269,310 $19,966,677 $ 15,253,224 $ 4,697,367 30.8 % *The overlay on roads in the city is funded each year by $1,013,000 in BEET, $1,500,000 in solid waste utility tax, and $450,000 in motor vehicle fuel tax. **The joint operations facility adopted budget of $250,000 per year is included in the 306 Transportation CIP Fund. ***Fleet replacement is funded by replacement reserves collected on vehicles over the useful life of the vehicle in the 504 fleet fund. Dash Point Road Sidewalk Project C - 111 CITY OF FEDERAL WAY 202112022 BUDGET PUBLIC WORDS CAPITAL ENGINEERING Responsible Manager: Sarah Hamel, P.E., Manager HIGHLIGHTS/CHANGES: The adopted operating budget totals $19,966,677 in 2021 and $15,253,224 in 2022. This is a 30.8% or $4,697,367 increase to the 2021 adopted budget from the 2020 adjusted budget. The below table includes the Street Fund, the Arterial Street Fund, the Fleet and Equipment Fund, and the Transportation CIP fund. Major line item changes include: • Salaries & Wages -Increase of $1,043,321 primarily due to the addition of Sound Transit funded staff salaries, and adding the full year cost of two landscape maintenance workers added in 2020. ■ Benefits - Increase of $92,792 primarily due to the addition of Sound Transit funded staff benefits, and adding the full year cost of two landscape maintenance workers benefits. ■ Supplies - Decrease of $90,762 due to eliminating a 1-time bulk purchase of salt and snow melt supplies. ■ Services and Charges - Increase of $1,011,200 due to increased services for repairs on the Steel Lake Maintenance Facility of $143,200, and 306 Transportation capital expenditures categorized under services and charges instead of capital outlay. ■ Capital Outlays - Increase of $1,543,289 due to the addition of capital projects adopted in 2021 for transportation and overlay projects. ■ Other Financing Uses - Increase of $1,103,000 primarily due to one-time transfer out from Arterial Street Overlay to the Transportation CIP fund of $948,000, and $200,000 one-time transfer out from 306 Transportation CIP Fud not the 101 Street Operations Fund. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Project_,dj $ Chg I % Chg Revenue Summary: 33X Intergovernmental $ 6,723,303 $ 5,259,606 $ 4,483,000 $ 4,483,000 $ 4,483,000 $ 7,200,000 $ 5,305,000 $ 2,717,000 60.6% 34X Charges for Services 4,654,862 4,482,333 2,720,329 4,384,047 4,384,047 7,210,329 3,780,329 2,826,282 64.5% 36X Miscellaneous 172,624 251,233 88,315 88,315 88,315 338,315 338,315 250,000 283.1% 39X Other Financing Sources 6,206,236 4,946,347 4,321,849 5,710,594 5,710,594 7,564,325 4,463,849 1,853,731 32.5% Total Revenues: S 17,757,025 $14,939,520 $11,613,493 $14,665,956 $14,665,956 $ 22,312,969 $13,887,493 $ 7,647,013 52.1% Expenditure Summary: 1XX Salaries and Wages 1,222,693 1,781,609 1,692,296 2,356,830 2,356,830 3,400,151 3,224,227 1,043,321 44.3% 2XX Benefits 453,707 652,074 588,386 588,386 588,386 681,177 697,926 92,792 15.8% 3XX Supplies 540,626 765,254 607,925 742,230 742,230 651,468 651,468 (90,762) -12.2% 4XX Services and Charges 3,946,685 31444,011 2,368,232 2,491,538 2,491,538 3,502,738 1,333,538 1,011,200 40.6% 5XX Intergovernmental 83,039 62,697 16,586 350 350 350 350 - 0.0% 6XX I Capital Outlays 1 9,715,867 10,214,063 4,780,712 1 9,039,504 1 9,039,504 10,582,793 9,145,715 1,543,289 17.1% 9XX 11riternal Services/Other - - 5,472 5,472 5,472 - - (5,472) -100.0% OXX I Other Financing Uses 947,277 150,000 - 45,000 45,000 1,148,000 200,000 1,103,000 2451.1% Total Expenditures: $ 16,909,894 $17,069,707 $10,059,609 $15,269,310 $15,269,310 $19,966,677 $15,253,224 $ 4,697,367 Downtown Staircase Construction C - 112 OPERATING BUDGET PUBLIC WORKS SOLID WASTE & RECYCLING Responsible Manager: Rob Van Orsow, Solid Waste & Recycling Coordinator PURPOSE/DESCRIPTION: Solid Waste and Recycling Division's responsibilities include: • Procurement and administration of the solid waste and recycling collection service contract serving as ratepayers' advocate. • Grant programs to enhance solid waste & recycling services in Federal Way. This includes preparing grant applications, project implementation, tracking results, preparing reports and completing reimbursement requests. • Litter control and ongoing right-of-way maintenance funding. • Participating in regional Solid Waste, Recycling, and Hazardous Waste system planning and implementation. • A variety of other functions, such as optimizing solid waste and recycling services for City operations, providing input on major development plans to allow efficient collection and service access for customers, and code violation coordination with Code Compliance and Surface Water Management staff. GOALS/OBJECTIVES: 2021 Adopted Expenditures by Category The Solid Waste and Recycling Division's main objective is management of the City's solid waste utility, including procurement and administration of contracted solid waste and recycling collection services for area businesses and residents. The Division recently completed a multi -year procurement process which resulted in selection of Waste Management as the contract hauler through mid-2030. Implementation of this contract's new services will be ongoing through this biennium. The Division's utility management includes the annual rate modification process, operational review and corrective input, contract and grant -related services planning and implementation, and resolution of customer service issues. The Division ensures the contracted hauler provides the highest level of service achievable through enforcing parameters set by the new agreement. The Division implements and promotes waste reduction, recycling, composting and moderate risk waste programming for residents and businesses through direct assistance, production and distribution of outreach materials, and events focused on education or material collection. For example, the Division organizes the spring and fall Special Recycling Events where residents recycle a wide range of materials not normally collected curbside. The Division assists area businesses and residents with managing wastes in a cost-effective and environmentally -sound manner. The Division also participates in ongoing regional planning efforts related to solid waste, hazardous waste, and recycling. This includes implementation of the recently adopted 2019 King County Comprehensive Solid Waste Management Plan (COSWMP), as well as the 2021 update to the Hazardous Waste Management Plan (HWMP). The Division staffs the Hazardous Waste Management Program's workgroup to coordinate regional collection services. The Division participates in the Design Advisory Group focused on the Algona Transfer Station replacement project (South King Recycling and Transfer Station). The new facility will feature a permanent drop-off site for residents and businesses to safely dispose of hazardous wastes, as well as comprehensive recycling and yard debris services. Construction is scheduled through this biennium, with full operations slated for 2023. Additionally, the Division participates in the Metropolitan Solid Waste Advisory Committee (MSWAC), which provides a forum for officials to coordinate with King County on regional solid waste system elements (recycling, disposal options, green building/construction plus demolition debris management, rate setting, and transfer system services). PERFORMANCE MEASURES: Type/Description 2019 2020 2021 2022 Workload Measures: • Number of large special recycling collection events held 2 0 2 2 • Number of outreach materials (brochures, newsletters, etc.) produced 8 6 8 6 • Number of grants managed 3 3 3 3 Outcome Measures: • Quantity of outreach materials printed and distributed 100,000 80,000 100,000 80,000 • Grant revenue obtained $126,600 $126,600 $126,600 $126,600 • Tons of material diverted per special recycling event 80 30 80 80 C-113 CITY OF FEDERAL WAY 202112022 BUDGET PUBLIC WORDS SOLID WASTE & RECYCLING Responsible Manager: Rob Van Orsow, Solid Waste & Recycling Coordinator POSITION INVENTORY: Positions 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted I Projected Solid Waste & Recycling: Director-PW 0.05 0.12 0.12 0.12 0.12 0.12 0.12 58h Deputy Director-PW 0.05 0.12 0.12 0.12 0.12 0.12 0.12 58 Solid Waste/Recycling Manager - - - - - 1.00 1.00 na Solid Waste/Recycling Coordinator 1.00 1.00 1.00 1.00 1.00 - - 39 Recycling Project Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 35 Administrative Assistant II 0.10 0.10 1 0.10 0.10 0.10 0.10 0.10 1 25 Administrative Assistant I - 0.07 0.07 0.07 0.07 0.07 0.07 18 Total Regular Staffing 2.20 2.41 2.41 2.41 2.41 2.41 2.41 n/a Change from prior year - 0.21 - - - - - n/a Grand Total Staffing 2.20 2.41 2.41 2.41 1 2.41 1 2.41 2.41 n/a HIGHLIGHTS/CHANGES: The adopted operating budget totals $545,844 in 2021 and $545,844 in 2022. This is a 8.5% or $50,956 decrease to the 2021 adopted budget from the 2020 adjusted budget. Major line item changes include: ■ Salaries & Wages - Increase of $7,349 due to reclassifying SWR coordinator to SWR Manager. ■ Benefits - Decrease of $19,504 due to lower cost of healthcare benefits of positions in the SWR division. ■ Services and Charges - Increase of $15,000 due to the addition of litter pickup services. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 33X Intergovernmental $ 123,675 $ 115,332 $ 138,900 $ 127,714 $ 127,714 $ 115,570 $ 115,570 $ (12,144) -9.5% 34X Charges for Services 318,180 421,101 310,000 437,560 437,560 437,560 437,560 - 0.0% 35X Fines and Penalties 1,300 10,800 2,000 2,000 2,000 2,000 2,000 - 0.0% 36X Miscellaneous 2,263 8,424 1,200 1,200 1,200 1,200 1,200 - 0.0% Total Revenues: $ 445,418 1 $ 555,657 1 $ 452,100 $ 568,474 $ 568,474 $ 556,330 $ 556,330 $ (12,144) -2.1% Expenditure Summary: 1XX Salaries & Wages 185,303 182,682 212,794 230,794 230,794 238,143 238,143 7,349 3.2% 2XX Benefits 88,667 86,827 102,141 102,141 102,141 82,637 82,637 (19,504) -19.1% 3XX Supplies 7,492 20,047 3,575 3,575 3,575 3,575 3,575 - 0.0% 4XX Services and Charges 139,294 164,519 106,761 147,761 147,761 162,761 162,761 15,000 10.2% 9XX Internal Services/Othq 65,663 1 61,691 69,529 69,529 69,529 58,727 58,727 1 (10,802) -15.5% OXX Other Financing Uses I - - 43,000 43,000 - - 1 (43,000) -100.0% Total Expenditures: 1 $ 486,418 1 $ 515,766 1 $ 494,800 1 $ 596,800 $ 596,800 $ 545,844 $ 545,844 1 $ (50,956) -8.5% C - 114 OPERATING BUDGET PUBLIC WORKS SURFACE WATER MANAGEMENT Responsible Manager: Theresa Thurlow, P.E., Surface Water Manager PURPOSE/DESCRIPTION: The Surface Water Management Division (SWM) is responsible for the comprehensive management of the City's natural and manmade surface water systems. This involves protecting developed and undeveloped properties from flooding, runoff and water quality problems while continuing to accommodate new residential and commercial growth. The SWM Division also promotes the preservation of natural drainage systems, protection of fishery resources, and wildlife habitat. The SWM Division provides all surface water related services within the City of Federal Way. These services are provided through the following programs: Administration/Engineering Services, Water Quality, Asset Management, and Maintenance Services. Capital projects are budgeted in the Surface Water Management Capital Project Fund. 2021 Adopted Expenditures by Category Capital in nv 2.1% Administration/Engineering: The Administration function provides the overall management and operation of the Surface Water Program including the preparation and management of the Division's budget; coordination of the billing and collection process; supervision of administrative, engineering, water quality, and maintenance staff; coordination and management of employee training; management of Capital Improvement studies and projects; and strategic planning to anticipate future state and federal Clean Water Act and NPDES requirements. Interfund services include Internal Service Fund charges (telephone, computers, building rent, insurance, equipment and GIS). Water Quality: The purpose of the Water Quality program is to protect/improve the quality of the surface water run-off and the natural receiving waters including streams, creeks, rivers, ponds, lakes, wetlands, and Puget Sound. Beginning in 1994, the Water Quality related functions of the SWM Division are provided through the following elements: a Water Quality Source Control Program, a Public Education and Outreach Program, a Retention/Detention Private Facilities Inspection Program, and a Water Quality Monitoring Program. Each program contributes to the City meeting its' Federal National Pollutant Discharge Elimination Systems (NPDES) municipal storm -water permits and state storm -water requirements. Asset Management: The purpose of the Asset Management program is to ensure the stormwater system remains in good working order by assessing asset condition, proactively planning maintenance repairs, and identifying capital needs within available funding. Maintenance: The Surface Water Management Division's maintenance program activities associated with the public storm and surface water system include the following program elements: Catch Basin, Manhole, Vaults, and Pipe Cleaning/Maintenance; Catch Basin, Manhole and Pipe Repair/Construction; Open Channel and Ditch Maintenance, Retention/Detention Ponds Maintenance, LID Infrastructure Maintenance, as well as Emergency and Miscellaneous Services Program. GOALS/OBJECTIVES: The Surface Water Management Division will continue to implement the Comprehensive Surface Water Management Plan's mission of protecting public health and safety; prevent property damage; protect, preserve and enhance surface water and associated habitats which will also contribute to groundwater quality; and protect and enhance surface water and sediment quality by controlling and reducing harm caused by urban hydrologic changes and storm -water pollutants. This will be accomplished through inspections of businesses for illicit discharges and poor housekeeping practices; inspection of private storm drainage facilities; outreach to the community through education posters, brochures, newsletters, and trainings; adequate maintenance of public infrastructure; and continuation of a Capital Improvement Program addressing water quality and quantity problems throughout the City. C-115 CITY OF FEDERAL WAY 2 02112 022 BUDGET PUBLIC WORKS SURFACE WATER MANAGEMENT Responsible Manager: Theresa Thurlow, P.E., Surface Water Manager PERFORMANCE MEASURES: Type/Description Workload Measures: • Annual SWM revenues administered • Grant funding administered • Number of exposure events • Volunteer hours on surface water related projects • Number of Commercial Business Inspections (Private Drainage Facilities) • Number of Illicit Discharge Responses • Number of Retention/Detention Pond Facilities Maintained • Number of Water Quality Vaults and Detention Tanks Maintained • Number of LID Facilities Maintained (Filtera, Modular Wetland, Rain Garden) • Number of catchbasin Structures Inspected and Maintained • Linear feet of ditches maintained Outcome measures: • Percent of planned CIP projects completed • Percent completion of storm monitoring and sampling targets • Percent of planned lake and stream & water quality projects completed on time Efficiency Measures: • Number of Service Requests Received/Responded to • Number of Work Orders Created/Completed POSITION INVENTORY: 2019 2020 2021 2022 $3.9M $4.1M $6.5M $6.7M $50,000 $50,000 $250,000 $3.14M 18 10 20 20 743 200 600 600 792 795 797 807 193 85 200 200 237 239 239 240 424 265 424 339 23 43 43 43 8,025 10,390 6,381 6,381 5,750 5,750 5,750 5,750 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 308/308 367/367 403/403 418/418 158/152 211/150 264/150 264/150 Positions 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted Grade Adopted Adjusted Projected Surface Water Management: Director-PW 0.15 0.15 0.15 0.15 0.15 0.15 0.15 58h Deputy Director-PW 0.50 0.50 0.50 0.50 0.50 0.50 0.50 58 SWM Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 54 Development Services Manager 0.50 0.50 0.50 0.50 0.50 0.50 0.50 54 SWM Project Engineer 2.00 2.00 2.00 - - - - 49 Senior Capital Engineer - - - 1.00 1.00 1.00 1.00 49 SWM Asset Engineer - - 1.00 1.00 na Capital Engineer - - - 1.00 1.00 1.00 1.00 44 Senior Engineer Plans Reviewer 0.50 0.50 0.50 0.85 0.85 0.85 0.85 43 SW Quality Program Coord 1.00 1.00 1.00 1.00 1.00 1.00 1.00 40 SWM Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 38 Construction Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 37 SWM R/D Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 37 Engineering Plans Reviewer - 0.35 0.35 - - - - 35 Surface Water Quality Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1 35 SWM Pollution Control Specialist - - - - - 1.00 1.00 na Public Education & Outreach Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 34 Engineering Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 32 Engineering Technician/Inspector 2.00 2.00 2.00 2.00 2.00 2.00 2.00 32 Maintenance Worker II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 26m Administrative Assistant II 0.10 0.20 0.10 0.20 0.20 0.20 0.20 25 Maintenance Worker 1 4.00 4.00 4.00 4.00 4.00 6.00 6.00 22m Administrative Assistant I 0.65 0.65 1 0.65 0.65 0.65 0.65 0.65 18 TotaIRegular Staffing 20.40 20.85 20.75 20.85 20.85 24.85 24.85 n/a Change from prior year - 0.45 (0.10) - - 4.00 - n/a Grand Total Staffing 20.40 20.85 20.75 1 20.85 20.85 1 24.85 24.85 n/a C-116 OPERATING BUDGET PUBLIC WORKS SURFACE WATER MANAGEMENT Responsible Manager: Theresa Thurlow, P.E., Surface Water Manager HIGHLIGHTS/CHANGES: The adopted operating budget totals $7,819,041 in 2021 and $7,883,029 in 2022. This is a 25.0% or $1,563,796 increase to the 2021 adopted budget from the 2020 adjusted budget. The below table includes Surface Water Management operating fund and Surface Water Management Construction in Progress Fund. Major line item changes include: ■ Salaries & Wages - Net increase of $271,845 due to adding 1.0 FTE SWM Asset Engineer, 1.0 FTE SWM Pollution Control Specialist, and 2.0 FTE SWM Maintenance positions ■ Benefits - Net increase of $27,460 primarily due to adding benefits for new positions. ■ Capital Outlay - Increase of $167,000 due to increased SWM capital projects. ■ Other Financing Uses - Increase of $709,581 due to the addition of transfers to surface water management capital proj ects. REVENUE AND EXPENDITURE SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Ad' [_Adopted Adjusted Projectedd 1 $ Chg % Chg Revenue Summary: 33X Intergovernmental $ 255,831 $ 31,718 $1,139,670 $ 1,144,670 $ 1,144,670 $ - $ 500,000 $(1,144,670) -100.0% 34X Charges for Services 4,172,341 4,370,049 4,047,198 4,289,712 4,289,712 5,938,201 4,927,775 1,648,489 38.4% 36X Miscellaneous 91,353 134,558 3,000 3,000 3,000 3,000 3,000 - 0.0% 39X Other Financing Sources - - - 343,487 343,487 447,568 1,560,000 104,081 30.3% Total Revenues: $ 4,519,525 $ 4,602,006 $ 5,189,868 $ 5,780,869 $ 5,780,869 $ 6,388,769 $ 6,990,775 $ 607,900 10.5% Expenditure Summary: 1XX I Salaries & Wages 1,622,288 1,577,334 1,761,811 1,761,811 1,761,811 2,033,656 2,088,664 271,845 15.4% 2XX Benefits 608,663 604,432 602,250 602,250 602,250 629,709 646,157 27,460 4.6% 3XX Supplies 132,283 166,610 98,845 120,195 120,195 164,595 135,195 44,400 36.9% 4XX Services and Charges 519,353 626,068 601,096 765,107 765,107 1,190,988 1,045,988 425,881 55.7% 5XX Intergovernmental 329,042 238,193 277,422 285,878 285,878 286,650 286,650 772 0.3% 6XX Capital Outlay 773,601 575,689 1,400,000 1,400,000 1,400,000 1,567,000 1,167,000 167,000 11.9% 7XX Debt Service -Principal 96,120 96,120 96,120 - - - - - n/a 8XX Debt Service -Interest 1,922 961 1,922 1,922 1,922 1,922 1,922 - 0.0% 9XX Internal Services/Other 815,090 814,987 784,596 784,596 784,596 701,453 701,453 (83,143) -10.6% OXX Other Financing Use - 225,307 - 533,487 533,487 1,243,068 1,810,000 709,581 133.0% Total Expenditures: $ 4,898,360 $ 4,925,702 $ 5,624,061 $ 6,255,245 $ 6,255,245 $ 7,819,041 $ 7,883,029 $ 1,563,796 125.0% Surface Water Structure Repair C-117 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK C - 118 CITY OF FEDERAL WA Y 2 02112 022 B IUDGET 001: GENERAL FUND PURPOSE/DESCRIPTION: The General Fund is used to account for all receipts and disbursement transactions associated with ordinary City operations that are not required to be accounted for in another fund. This fund is both tax and general revenue supported. The fund is divided into ten primary departments: City Council, Mayor's Office, Municipal Court, Law, Finance, Human Resources, City Clerk, Community Development, Police Department, and Parks, Recreation and Cultural Services. The fund's major sources of revenue are property tax, sales tax, state shared & intergovernmental revenue, licenses and permits, charges for services, interfund service charges. Primary service areas include police protection and jail services, court services, land use and development services, parks and recreation, human services, general governmental (law, finance, human resources, etc.), and public works in the form of interfund transfer to Street Fund. The General Fund established operating cash flow reserve of $9 million or 17 percent of operating expenditures is to accommodate the City's uneven cash flow. Government Finance Officers Association of United States and Canada recommends that a municipality maintains a minimum of two months operating expenditure in reserves to manage the fluctuation in tax receipts, grant revenues, and general cash flow management. The following presents a sources and uses summary of the departmental budgets which comprise the General Fund. Also included is expenditure by object summary. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted Projected $ Chg % Chg Revenue Summary: 31X Taxes $ 29,559,836 $ 30,948,679 $ 30,594,703 $ 29,768,093 $ 29,768,093 $ 30,780,591 $ 30,786,909 $ 1,012,498 3.4% 32X Licenses and Permits 4,370,952 5,436,535 4,292,914 4,340,011 4,340,011 3,567,560 3,600,552 (772,451) -17.8% 33X Intergovernmental 2,364,813 2,619,996 2,009,500 6,840,601 6,840,601 2,004,000 2,004,000 (4,836,601) -70.7% 34X Charges for Services 4,181,465 4,561,036 3,834,514 3,994,400 3,994,400 4,221,584 4,238,338 227,184 5.7% 35X Fines and Penalties 785,588 1 899,864 943,401 815,189 815,189 824,984 824,986 9,795 1.2% 36X Miscellaneous 1,100,925 1,028,567 623,862 813,862 813,862 817,543 817,614 3,681 0.5% 39X Other Financing Sources 6,940,821 7,184,134 10,111,732 10,433,709 10,433,709 7,247,211 5,889,726 (31186,498) -30.5% TotalRewnues: $ 49,304,400 $ 52,678,810 $ 52,410,625 $ 57,005,864 $ 57,005,864 $ 49,463,473 $ 48,162,125 $(7,542,391) -13.2% Expenditure Summary: 010 City Council $ 405,140 $ 422,165 $ 446,163 $ 508,211 $ 508,211 $ 525,655 $ 530,695 $ 17,443 3.4% 020 Mayor's Office 1,217,717 1,296,641 1,127,132 770,194 770,194 703,201 715,168 (66,992) -8.7% 022 Municipal Court 1,686,923 1,752,439 1,767,149 1,829,149 1,829,149 1,797,146 1,818,905 (32,003) -1.7% 042 Finance 962,052 1,045,012 1,088,521 1,269,595 1,269,595 1,260,163 1,287,736 (9,432) -0.7% 044 City Clerk 499,915 592,263 513,984 513,984 513,984 1 558,912 560,410 44,928 8.7% 045 Human Resources 478,791 521,715 514,881 554,881 554,881 597,932 536,319 43,051 7.8% 051 Law -Civil 851,969 856,841 789,720 919,920 919,920 970,331 974,797 50,411 5.5% 052 Law -Criminal 717,523 750,449 764,733 765,483 765,483 774,742 776,142 9,259 1.2% 07X Community Development 2,285,955 2,546,372 2,534,077 2,773,047 2,773,047 2,752,041 2,683,103 (21,006) -0.8% 075 Economic Development 279,486 340,503 415,973 495,973 495,973 366,756 284,756 (129,217) -26.1% 083 Community Services 760,398 871,103 844,805 1,153,524 1,153,524 967,372 975,180 (186,152) -16.1% 098 Jail Contract Costs 6,417,479 5,932,095 4,341,950 4,048,950 4,048,950 (0) 0 (4,048,950) -100.0% 098 911 Dispatch 2,724,139 2,679,436 2,748,692 2,748,692 2,748,692 2,748,692 2,748,692 - 0.0% 09X/11X Police 17,939,354 18,546,501 18,843,813 19,413,271 19,413,271 1 19,994,131 20,492,402 580,860 3.0% 3XX Parks, Recr & Cultural Svcs 4,036,022 4,231,231 4,076,474 4,313,304 4,313,304 4,154,492 4,193,695 (158,812) -3.7% XXX Non -Departmental 7,599,489 10,345,167 11,736,389 16,999,097 16,307,856 11,479,633 10,109,569 (5,519,464) -32.5% Total Rpenditures: $ 48,862,353 $ 52,729,933 $ 52,554,455 $ 59,077,274 $ 58,386,033 $ 49,651,198 $ 48,687,568 $(9,426,076) -16.0% RevOver/(Under) lxp $ 442,047 $ (51,123) $ (143,830) $ (2,071,410) $ (1,380,169) $ (187,725) $ (5259442) $ 19883,685 -90.9% Beginning hndBalance,1/1 $ 10,702,413 $ 11,144,460 $ 9,144,057 $ 119093,337 $ 11,0939337 $ 9,713,168 $ 9,525,443 $(19380,169) -12.4% Ending�ndBalance,12/31 $ 119144,459 $ 11,0939337 $ 99000,227 $ 990219927 $ 9,7139168 $ 99525,443 $ 9,000,001 $ 503,516 5.6% D - 1 BUDGET BYFUND 001: GENERAL FUND (continued) EXPENDITURE BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted I Projected 1 $ Chg I % Chg Expenditures: 1XX Salaries & Wages $ 20,468,987 $ 21,502,951 $ 22,487,286 $ 23,669,197 $ 22,977,956 $ 23,613,745 $ 23,788,972 $ (55,452) -0.2% 2XX Benefits 7,090,970 7,357,755 8,047,952 8,183,575 8,183,575 7,967,765 7,969,377 (215,810) -2.6% 3XX Supplies 771,069 835,436 739,244 929,994 929,994 730,315 730,315 (199,679) -21.5% 4XX Services and Charges 4,347,935 4,605,462 6,389,897 9,465,573 9,465,573 4,285,167 4,125,167 (5,180,406) -54.7% SXX Intergovernmental 9,503,031 9,017,911 7,438,563 5,671,913 5,671,913 3,156,613 3,156,613 (2,515,300) -44.3% 6XX Capital Outlay 16,720 12,995 - 497,065 497,065 - - (497,065) -100.0% 9XX Internal Services/Other 5,148,235 5,493,599 5,755,664 5,991,633 5,991,633 6,259,791 6,201,298 268,158 4.5% OXX Other Financing Use 1 1,515,406 3,903,824 1,695,849 4,668,324 4,668,324 3,637,802 1 2,715,826 1 (1,030,522) -22.1% Total bpn(fitures:j $ 48,862,353 1 $ 52,729,933 1 $ 52,554,455 $ 59,077,274 $ 58,386,033 $ 49,651,198 1 $ 48,687,568 1 $(9,426,076) -16.0% OTHER FINANCING SOURCES Item 2021 Adopted 2022 Adopted Other Financing Sources Transfer in from Utility Tax Fund 5,883,314 5,734,559 Transfer in from Debt Service Fund 199,683 137,374 Transfer in from Strategic Reserve Fund 601,800 2,000 Transfer in from Parks Reserve Fund - 15,793 Transfer in from Building & Furnishings Fund 562,414 - Total Other Financing Sources 7,247,211 5,889,726 OTHER FINANCING USES Item 2021 Adopted 2022 Adopted Other Financing Uses Transfer out to Street Fund 2,157,825 1,695,849 Transfer out to PAEC Operating Fund 1,019,977 1,019,977 Transfer out to Debt Service Fund 460,000 - Total Other Financing Uses 3,637,802 2,715,826 AM CITY OF FEDERAL WAY 2 02112 022 BUDGET 101: STREET FUND PURPOSE/DESCRIPTION: The Street Fund was established to account for the receipt and disbursement of State -levied unrestricted motor vehicle fuel taxes, which must be accounted for in a separate fund. The Street Fund provides public works services including planning, engineering, construction and maintenance related to city streets, sidewalks and appurtenances, including pedestrian and bicycle paths, lanes and routes. The Street Fund is organized into five divisions. The Administrative Services Division provides the overall management of all public works related activity, including Solid Waste & Recycling, Surface Water Management and Capital Improvement projects. The Development Services Division provides engineering plan reviews and inspections of developments. The Traffic Services Division provides transportation planning, traffic operations and neighborhood traffic services. The Street Systems Division provides the street improvements and maintenance functions, including snow and ice removal. The Emergency Management Division prepares the City and Greater Federal Way community for natural or manmade disasters through education, training, planning and building interagency cooperation. This Fund's major sources of revenue are motor vehicle fuel tax, charges for services, interest earnings, and transfers -in from the General Fund. Primary areas of service are engineering plan reviews and inspections of developments, transportation planning, traffic operations and maintenance, neighborhood traffic services, street maintenance, and emergency management. Per the budget policies, a $500,000 balance shall be maintained for Snow & Ice Removal. This reserve is established for use in the event a major storm occurs and additional funds, above the annual operating allocation, are needed. The following page present a sources and uses summary of the division budgets which comprise the Street Fund. Also included is expenditure by object summary. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted I Projected 1 $ Chg % Chg Revenue Summa : 32X Licenses and Permits $ 244,556 $ 272,699 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 0.0% 33X Intergovernmental 1,375,339 1,362,796 1,300,000 1,305,000 1,305,000 1,300,000 1,300,000 (5,000) -0.4% 34X Charges for Services 368,158 853,270 500,752 736,571 736,571 736,572 736,572 0 0.0% 36X Miscellaneous 51,730 58,062 217,016 240,916 240,916 360,216 217,016 119,300 49.5% 39X Other Financing Sources 2,117,563 2,067,685 2,095,849 2,218,520 2,218,520 2,557,825 2,095,849 339,305 15.3% Total Revenues: $ 4,157,347 $ 4,614,511 $ 4,313,618 $ 4,701,008 1 $ 4,701,008 $ 5,154,613 $ 4,549,437 $ 453,605 9.6% Expenditure Summary: 210 Administrative Services $ 460,268 $ 381,959 $ 370,660 $ 370,660 $ 370,660 $ 284,931 $ 284,931 $ (85,729) -23.1% 220 Development Services 274,804 224,194 250,429 250,429 250,429 369,561 374,048 119,132 47.6% 230 Traffic Services/Commute Trip Red 1,539,954 1,674,082 1,337,707 1,370,676 1,370,676 1,450,793 1,400,364 80,118 5.8% 240 Street Systems 1,755,392 2,140,519 2,152,551 2,517,599 2,517,599 2,613,418 2,508,646 95,819 3.8% 270 Emergency Management (Mayor's) 197,605 200,641 202,353 202,353 1 202,353 208,679 208,679 6,326 3.1% Total nditures: $ 4,228,023 $ 4,621,394 $ 4,313,700 $ 4,711,717 $ 4,711,717 $ 4,927,382 $ 4,776,669 $ 215,665 4.6% RevOver/(Under) $ (70,677) $ (6,883) $ (82) $ (10,709) $ (10,709) $ 227,231 $ (227,231) $ 237,941 -2222% Beginning Fbnd Balance, 1/1 $ 588,269 $ 517,592 $ 500,676 $ 510,709 $ 510,709 $ 500,000 $ 727,231 $ (10,709) .2.1% Ending Fund Balance, 12"' $ 517,592 $ 510,709 $ 500,594 $ 500,000 $ 500,000 $ 727,231 $ 500,000 $ 227,231 45.4% D - 3 BUDGET BYFUND 101: STREET FUND (continued) EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted Adjusted Projected $ Chg I % Chg Expenditures: 1XX Salaries & Wages $ 1,598,215 $ 1,868,766 $ 1,734,599 $ 2,009,372 $ 2,009,372 $ 2,143,996 $ 2,178,407 $ 134,625 6.7% 2XX Benefits 587,430 666,732 707,787 707,787 707,787 749,610 762,686 41,822 5.9% 3XX Supplies 90,131 263,249 101,148 235,453 235,453 144,691 144,691 (90,762) -38.5% 4XX Services and Charges 1,182,421 980,271 970,976 953,579 953,579 1,144,493 956,293 190,914 20.0% 5XX Intergovernmental 718,547 832,827 710,562 692,998 692,998 744,592 734,592 51,594 7.4% 6XX Capital Outlay 51,280 9,549 - 23,900 23,900 - - (23,900) -100.0% 9XX Internal Services/Other - - 88,628 88,628 88,628 - - (88,628) -100.0% Total Expenditures:1 $ 4,228,023 1 $ 4,621,394 1 $ 4,313,700 $ 4,711,717 $ 4,711,717 $ 4,927,382 $ 4,776,669 $ 215,665 4.6% OTHER FINANCING SOURCES 2021 2022 Item Adopted Adopted Transfer in from General Fund 2,157,825 1,695,849 Transfer in from SWM CIP Fund 200,000 200,000 Transfer in from Transportation CIP Fund 200,000 200,000 Total Other Financing Sources 2,557,825 2,095,849 CITY OF FEDERAL WAY 2 02112 022 BUDGET 402: ARTERIAL STREET FUND PURPOSE/DESCRIPTION: The Arterial Street Fund was established by state law to account for the use of state -shared fuel tax revenues dedicated for this purpose. It is earmarked for arterial street improvement projects such as construction, street improvements, chip sealing, seal coating and repair of arterial highways and City streets or for the payment of any municipal indebtedness which may be incurred for the above noted expenditures related to arterial highways and City streets. The money cannot be used for operating expenditures. The City will maintain an emergency reserve fund of not less than $100,000 for unexpected natural disasters that affect our infrastructure, pending the receipt of available grants or other resources, to restore our road infrastructure. The reserve will be restored to its original level within three years if used. The following tables present a sources and uses summary of the Arterial Street Fund. $2,563,000 in 2021 Other Financing Sources is $1,013,000 from Real Estate Excise Tax, $50,000 from 304 SWM CIP, and $1.5M from Solid Waste utility tax. $2,563,000 in 2022 Other Financing Sources is $1,013,000 from Real Estate Excise Tax, $50,000 from 304 SWM CIP, and $1.5M from Solid Waste utility tax. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj �E=Adjusted I Projected $ Chg I % Chg Revenue Summary: 33X Intergovernmental $ 554,234 $ 542,694 $ 530,000 $ 530,000 $ 530,000 $ 450,000 $ 450,000 $ (80,000) -15.1% 34X Charges for Services 16,432 768,883 381,081 381,081 (381,081) -100.0% 36X Miscellaneous 8,423 7,741 5,000 5,000 5,000 5,000 5,000 0.0% 39X Other Financing Sources 1,013,000 853,926 1,013,000 1,657,074 1,657,074 2,563,000 2,563,000 905,926 54.7% Total Rewnues:1 $ 1,592,089 1$ 2,173,244 1 $ 1,548,000 1$ 2,573,155 1 $ 2,573,155 1 $ 3,018,000 1 $ 3,018,000 1$ 444,845 1 17.3% Expenditure Summary: 1XX Salaries & Wages $ 78,175 $ 118,012 $ 72,622 $ 72,622 $ 72,622 $ 111,727 $ 114,573 39,105 53.8% 2XX Benefits 24,046 46,376 29,775 29,775 29,775 42,456 43,538 12,681 42.6% 3XX Supplies 351 7,620 n/a 4XX Services and Charges 3,500 95,257 120,000 120,000 120,000 (120,000) -100.0% 5XX Intergovernmental 5,446 n/a 6XX Capital Outlay 1,213,990 1,379,077 1,289,000 2,466,056 2,466,056 1,945,000 2,893,000 (521,056) -21.1% 9XX Internal Services/Other 3,667 3,667 3,667 (3,667) -100.0% OXX Other Financing Use 544,621 - - - - 948,000 - 948,000 n/a Total nditures: $ 1,870,129 $ 1,646,342 $ 1,515,064 $ 2,692,120 $ 2,692,120 $ 3,047,184 $ 3,051,111 $ 355,063 13.2% RevOver/(Under) Fxp $ (278,040) $ 526,902 $ 32,936 $ (118,965) $ (118,965) $ (29,184) $ (33,111) $ 89,782 -75.5% Beginning FundBalance,1/1 $ 372,721 $ 94,682 $ 132,937 $ 621,584 $ 621,584 $ 502,618 $ 473,435 $ (118,965) -19.1% Ewing Fund Balance,12/31 $ 94,682 $ 621,583 $ 165,872 $ 502,618 $ 502,618 $ 473,435 $ 440,324 $ (29,184) -5.8% D - 5 BUDGET BYFUND 103: UTILITY TAX FUND PURPOSE/DESCRIPTION: The Utility Tax Fund was established to account for the total 7.75% utility tax receipts, including 1.75% for proposition 1 (2015 established Fund 114) and 6% for capital, debt and other maintenance & operations as determined by Council. The city passed ordinance 18-847 imposing a 7.75% utility tax on water and sewer utilities. The city also passed ordinance 19-875 imposing an additional 10% on solid waste and recycling activities to be used on arterial street overlay projects. The City will maintain a minimum cash flow reserve with the Utility Tax Fund $1.5 million. The following tables present a sources and uses summary of the Utility Tax Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 I Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted I Adjusted Projected $ Chg I % Chg Revenue Summary: 31X Taxes $ 9,008,378 $ 8,593,468 $ 9,675,000 $ 11,155,187 $ 11,155,187 $12,092,294 $12,092,294 $ 937,107 8.4% 36X Miscellaneous 31,650 37,330 12,000 12,000 12,000 12,000 12,000 - 0.0% Total Revenues: $ 9,040,028 $ 8,630,799 $ 9,687,000 $ 11,167,187 $11,167,187 $12,104,294 $12,104,294 $ 937,107 8.4% Expenditure Summary: OXX Other Financing Use $ 9,142,916 $ 8,661,285 $ 9,687,000 $ 11,230,239 $ 11,230,239 $12,058,633 $12,034,394 $ 828,394 7.4% Total ntlitures: $ 9,142,916 $ 8,661,285 $ 9,687,000 $ 11,230,239 $11,230,239 $12,058,633 $12,034,394 $ 828,394 7.4% RevOwr/(Under) $ (102,888) $ (30,486) $ - $ (63,052) $ (63,052) $ 45,661 $ 69,900 $ 108,713 -172.4% Beginning Fund Balance,1/1 $ 1,703,359 $ 1,600,471 1 $ 1,500,000 1 $ 1,569,984 1 $ 1,569,984 1 $ 1,506,932 $ 1,552,593 1 $ (63,052) -4.0% Wng Fund Balance, 12/311 $ 1,600,471 1 $ 1,569,984 1 $ 1,500,000 1 $ 1,506,932 1 $ 1,506,932 1 $ 1,552,593 1 $ 1,622,493 1 $ 45,6611 3.0% OTHER FINANCING USES Item 2021 2022 Adopted Adopted Transfer out to General Fund 5,883,314 5,734,559 Transfer out to FWCC Fund 279,307 308,227 Transfer out to Arterial Street Overlay Fund 1,500,000 1,500,000 Transfer out to Utility Tax - Prop 1 Fund 976,829 1,076,964 Transfer out to Jail Services Fund 3,303,463 3,319,584 Transfer out to DBC Fund 115,720 95,060 Total Other Financing Uses 12,058,633 12,034,394 • CITY OF FEDERAL WAY202112022 BUDGET 104: AFFORDABLE & SUPPORTIVE HOUSING SALES & USE TAX FUND PURPOSE/DESCRIPTION: The Affordable & Supportive Housing Sales & Use Tax Fund per Substitute House Bill 1406 (SHB 1406) will add a revenue source dedicated to addressing affordable and supportive housing needs in the City. SHB 1406 was enacted in 2019 to encourage investments in affordable housing and/or supportive housing. The City started its program in 2020. The revenue sharing program does not increase sales tax, but instead allows for the City of Federal way to recapture a portion of the existing sales tax to use it in the following ways: • Acquiring, rehabilitating, or constructing affordable housing; • Funding operations and maintenance costs of new units; or • For cities with populations fewer than 100,000, provide rental assistance. Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 31X Taxes $ S $ $ 41,000 $ 41,000 S $ $ (41,000) -100.0% 36X Miscellaneous 20 20 (20) -100.0% Total Revenues: $ $ $ $ 41,020 $ 41,020 $ $ $ (41,020) -100.0% Expenditure Summary: 4XX Services and Charges $ S S $ 41,020 $ 41,020 $ $ $ (41,020) -100.0% Total Ependitures: $ $ $ S 41,020 $ 41,020 $ $ $ (41,020) -100.0% Rev Over/(Under) $ $ $ $ - $ - $ $ $ n/a Beginning Fund Balance,1/1 $ $ $ $ $ - $ $ $ n/a I n&n Fund Balance,12/31 $ $ $ $ - $ - $ - $ - $ n/a D - 7 BUDGET BYFUND 106: SOLID WASTE AND RECYCLING FUND PURPOSE/DESCRIPTION: The Solid Waste/Recycling Fund was established to account for the special refuse collection fees used to manage the Solid Waste and Recycling program. The program provides the services necessary to collect, dispose and/or market solid waste and recyclables in a convenient, consistent, cost effective and customer responsive manner. Major revenue sources of this fund include: refuse collection fees; interest earnings; and various Solid Waste/Recycling grants. Major expenditure services include: litter control; community outreach; commercial outreach; and educate businesses and residents on recycling practices, composting, yard waste disposal, and waste reduction. The following tables present sources and uses summary and expenditure by object summary of the Solid Waste & Recycling Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 33X Intergovernmental $ 123,675 $ 115,332 $ 138,900 $ 127,714 $127,714 S 115,570 $ 115,570 $ (12,144) -9.5% 34X Charges for Services 318,180 421,101 310,000 437,560 437,560 437,560 437,560 0.0% 35X Fines and Penalties 1,300 10,800 2,000 2,000 2,000 2,000 2,000 0.0% 36X Miscellaneous 2,263 8,424 1,200 1,200 1,200 1,200 1,200 0.0% Total Revenues: $ 445,418 $ 555,657 $ 452,100 $ 568,474 $ 568,474 $ 556,330 $ 556,330 $ (12,144) -2.1% Expenditure Summary: 1XX Salaries& Wages $ 185,303 $ 182,682 $ 212,794 $ 230,794 $230,794 $ 238,143 $ 238,143 $ 7,349 3.2% 2XX Benefits 88,667 86,827 102,141 102,141 102,141 82,637 82,637 (19,504) -19.1% 3XX Supplies 7,492 20,047 3,575 3,575 3,575 3,575 3,575 - 0.0% 4XX Services and Charges 139,294 164,519 106,761 147,761 147,761 162,761 162,761 15,000 10.2% 9XX Internal Services/Other 65,663 61,691 69,529 112,529 112,529 58,727 58,727 (53,802) -47.8% Total nditures: $ 486,418 $ 515,766 $ 494,800 $ 596,800 $ 596,800 $ 545,844 S 545,844 S (50,956) -8.5% Rev Over/(Under) $ (41,001) $ 39,891 $ (42,700) $ (28,326) $ (28,326) $ 10,486 $ 10,486 $ 38,812 -137.0% Beginning Fund Balance,1/1 $ 195,581 $ 154,581 $ 60,431 $ 194,472 $194,472 $ 166,146 $ 176,632 $ (28,326) -14.6% Ending Fund Balance, 12/31 $ 154,581 $ 194,472 $ 17,731 $ 166,146 $166,146 $ 176,632 $ 1879119 $ 10,486 6.3% AM CITY OF FEDERAL WAY202112022 BUDGET 107: SPECIAL CONTRACTS/STUDIES FUND PURPOSE/DESCRIPTION: The Special Contracts/Studies Fund accounts for receipts and disbursements related to special contracts, and special projects where completion will extend beyond the calendar year and which management places in this Fund. Revenues supporting these projects will be comprised of transfers from other funds or those specified by the City Council. This fund currently accounts for capital contributions received from Comcast. Per FCC Regulations §76.1505 these funds must be used towards public, educational and governmental access services, facilities and equipment and therefore are not available to fund operations. The following tables present a sources and uses summary of the Special Contracts/Studies Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted I Projected $ Chg % Chg Revenue Summary: 32X Licenses and Permits $ 75,420 $ 76,376 $ $ $ S S $ n/a 36X Miscellaneous 8,843 14,345 n/a Total Revenues: $ 84,263 $ 90,721 $ - $ $ - $ $ n/a Expenditure Summary: 6XX Capital0utlay $ 6,056 $ 28,003 $ 7,000 $ 407,000 $ 407,000 $ $ $ (407,000) -100.0% Totallxpenditures: $ 6,056 $ 28,003 $ 7,000 $ 407,000 $ 407,000 $ $ - $ (407,000) -100.0% Rev Owr/(Under) aT $ 78,207 $ 62,718 $ (7,000) $ (407,000) $ (407,000) $ $ $ 407,000 -100.0% Beginning Fund Balance,1/1 $ 608,002 $ 686,209 $ 127,729 $ 748,927 $ 748,927 $ 341,927 $ 341,927 $ (407,000) -54.3% Fntling FundBalance,12/31 $ 686,209 1 $ 748,927 1 $ 120,729 1 $ 341,927 1 $ 341,927 1 $ 341,927 1 $ 341,927 1 $ 0.0% • BUDGET BYFUND 109: HOTEL/MOTEL LODGING TAX FUND PURPOSE/DESCRIPTION: The Hotel/Motel Lodging Tax Fund was established to account for all lodging tax receipts and disbursements related to tourism promotion and acquisition and/or operation of tourism -related facilities. The City will maintain a minimum cash flow reserve of amount equal to prior year's complete revenues ($0.20 million) in the ending fund balance. The following tables present sources and uses summary and expenditure by object summary of the Hotel/Motel Lodging Tax Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 2 1 Adopted - 20 Ad' Adopted Adjusted Projected $ Chg I % Chg Revenue Summa 31X Taxes $ 285,725 $ 292,986 $ 300,000 $ 300,000 $ 300,000 $ 150,000 $ 150,000 $ (150,000) -50.0% 36X Miscellaneous 14,457 26,125 6,000 6,000 1 6,000 5,000 5,000 (1,000) -16.7% Total Revenues: $ 300,182 $ 319,110 $ 306,000 $ 306,000 $ 306,000 $ 155,000 $ 155,000 $ (151,000) -49.3% Expenditure Summary: lxx Salaries & Wages $ 13,943 $ 10,472 $ - $ - $ - $ S - $ n/a 2XX Benefits 1,205 910 - - - - $ 100.0% 3XX Supplies 674 180 1,000 1,000 1,000 2,000 2,000 $ 1,000 100.0% 4XX Services and Charges 56,123 56,423 178,700 254,000 254,000 153,000 153,000 $ (101,000) -39.8% 6XX Capital Outlay 18,103 - 45,000 45,000 45,000 - - $ (45,000) -100.0% OXX Other Financing Use - 100,000 - - - - - $ 100.0% TotalExpenditures: $ 90,047 $ 167,984 $ 224,700 $ 300,000 $ 300,000 $ 155,000 $ 155,000 $ (145,000) -48.3% RevOver/(Under) $ 210,134 $ 151,126 $ 81,300 $ 6,000 $ 69000 $ - $ - $ (69000) -100.0% Beginning Fund Balance, 1/1 $ 967,746 $1,177,880 $1,059,546 $ 1,329,006 $1,329,006 $1,335,006 $1,335,006 $ 6,000 0.5% En(Eng Fund Balance, 12/311 $1,177,880 $1,329,006 $1,140,846 $ 1,335,006 $1,335,006 $1,335,006 $1,335,006 $ 0.0% EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Adj Adopted I Adjusted Projected $ Chg % Chg Expenditures: 1XX Salaries & Wages $ 13,943 $ 10,472 $ $ $ $ $ $ n/a 2XX Benefits 1,205 910 n/a 3XX Supplies 674 180 1,000 1,000 1,000 2,000 2,000 1,000 100.0% 4XX Services and Charges 56,123 56,423 178,700 254,000 254,000 153,000 153,000 (101,000) -39.8% 6XX Capital Outlay 18,103 45,000 45,000 45,000 - (45,000) -100.0% OXX Other Financing Use - 100,000 - - - - n/a TotalExpenditures: $ 90,047 1 $ 167,984 1 $ 224,700 1 $ 300,000 $ 300,000 1 $ 155,000 $ 155,000 $ (145,000) -48.3% D-10 CITY OF FEDERAL WAY 2 02112 022 BUDGET I I I: COMMUNITY CENTER PURPOSE/DESCRIPTION: The Community Center Fund was created to account for the operation of the Community Center. This is special revenue fund supported by user fees and designated utility tax transfer. The facility opened first quarter of 2007 and includes existing recreation programs which were previously accounted for in the General Fund. The City shall maintain a minimum of $1.5 million in a reserve set aside for equipment replacement, major building upgrades, and roof replacement of Community Center building. In prior years the City transferred in Utility tax for capital reserve for the Community Center. The City will no longer be transferring in this reserve as the Fund has met its reserve fund balance. The Other Financing Sources is comprised of transfers in from the Utility Tax Fund. The following tables present a sources and uses summary of the Community Center Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Ad' Adopted I Adjusted Projected $Chg %Chg Revenue Summary: 33X Intergovernmental $ 59,643 $ 30,458 $ - $ $ $ $ n/a 34X Charges for Services 1,587,291 1,338,501 1,590,875 928,875 928,875 1,590,875 1,590,875 662,000 71.3% 36X Miscellaneous 317,003 379,692 350,000 245,485 245,485 382,693 850,000 137,208 55.9% 39X Other Financing Sources 579,474 387,000 312,000 883,987 883,987 279,307 308,227 (604,680) -68.4% Total Revenues:1 $ 2,543,411 $ 2,135,651 $ 2,252,875 $ 2,058,347 $ 2,0589347 $ 29252,875 $ 2,7499102 $ 1949528 9.5% Expenditure Summary: 1XX Salaries& Wages $ 1,228,498 $ 1,264,265 $ 1,201,250 $ 871,250 $ 871,250 $ 1,223,094 $ 1,255,634 351,844 40.4% 2XX Benefits 428,706 396,537 384,400 334,400 334,400 252,356 263,201 (82,044) -24.5% 3XX Supplies 195,133 231,375 194,000 182,465 182,465 194,000 194,000 11,535 6.3% 4XX Services and Charges 478,593 564,561 511,000 358,000 358,000 523,000 523,000 165,000 46.1% 5XX Intergovernmental 3,700 3,679 20,500 20,500 20,500 20,500 20,500 - 0.0% 6XX Capital Outlay 139,408 33,427 - - - 32,693 500,000 32,693 n/a 9XX Internal Services/Other - - 20,000 - - - - 100.0% Total nditures: $ 2,474,036 $ 2,493,844 $ 2,331,150 $ 1,766,615 $1,766,615 $ 2,245,642 $ 2,756,334 $ 479,027 27.1% RevOver/(Under) F $ 69,374 $ (358,193) $ (78,275) $ 291,732 $ 291,732 $ 7,233 $ (7,232) $ (284,499) -97.5% Beginning Fund Balance,1/1 $ 1,497,086 $ 1,566,460 $ 1,578,926 $ 1,208,268 $1,208,268 $1,500,000 $1,507,233 $ 291,732 24.1% Ending FundBalance, 12/311 $ 1,566,460 1 $ 1,208,267 1 $ 1,500,651 1 $ 1,500,000 1 $1,500,000 1 $1,507,233 1 $1,500,000 1 $ 7,233 0.5% EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 I Adopted 2022 I Adopted 21 Ado ted - 20 Ad' Adopted Adjusted Projected $ Chg I % Chg Expenditures: 1XX Salaries & Wages 1,228,498 1,264,265 1,201,250 871,250 871,250 1,223,094 1,255,634 $ 351,844 40.4% 2XX Benefits 428,706 396,537 384,400 334,400 334,400 252,356 263,201 (82,044) -24.5% 3XX Supplies 195,133 231,375 194,000 182,465 182,465 194,000 194,000 11,535 6.3% 4XX Services and Charges 478,593 564,561 511,000 358,000 358,000 523,000 523,000 165,000 46.1% 5XX Intergovernmental 3,700 3,679 20,500 20,500 20,500 20,500 20,500 - 0.0% 6XX Capital Outlay 139,408 33,427 - - - 32,693 500,000 32,693 n/a 9XX Internal Services/Other - 20,000 - - - 100.0% Total nditures: $ 2,474,036 $ 2,493,844 $ 2,331,150 $ 1,766,615 $1,766,615 $ 2,245,642 $ 2,756,334 $ 479,027 27.1% D-11 BUDGET BYFUND 142: TRAFFIC SAFETY FUND PURPOSE/DESCRIPTION: The Traffic Safety Fund Ordinance 08-584 was established to account for the penalties and fines collected in criminal traffic violations and those related to the operation of the Red Light Photo Enforcement Program. Funds collected for traffic safety is used for, but not limited to prevention, education, and enforcement efforts related to traffic safety and compliance with traffic control devices within the city, including maintenance and operation costs. The Traffic Safety fund is funding 1 Lieutenant, 8 Police Officers, and 4 City Traffic positions for the 2021/22 budget. The City shall maintain a minimum of $1.2 million in a reserve for cash flow management and a contingent reserve set aside for traffic equipment replacement, and to absolve an unplanned revenue decline. The following tables present a sources and uses summary of the Traffic Safety Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 1 2021 I Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted Adjusted I Projected $ Chg % Chg Revenue Summary: 35X Fines and Penalties $ 3,463,439 $ 3,577,248 $ 3,802,000 $ 2,872,442 $ 2,872,442 $ 2,872,442 $ 2,872,442 $ 0.0% 36X Miscellaneous 29,226 34,539 13,500 13,500 13,500 13,500 13,500 0.0% 39X Operating Transfer In - GF 184,758 184,758 (184,758) -100.0% Total Revenues: $ 3,492,665 $ 3,611,788 $ 3,815,500 $ 3,070,700 $ 3,070,700 $ 2,885,942 $ 2,885,942 $ (184,758) -6.0% Expenditure Summary: 521 Police Traffic $ 2,148,153 $ 2,125,878 $1,898,865 $ 1,898,865 $ 1,898,865 $1,992,687 $ 2,019,227 $ 93,822 4.9% 543 Street Traffic 466,515 445,219 680,224 680,224 680,224 682,620 694,741 2,396 0.4% 512 Court Security 61,550 61,550 61,550 61,550 61,550 0.0% 597 Other Financing Uses 1,547,039 1,560,333 1,549,087 1,549,087 1,549,087 - - (1,549,087) -100.0% Total nditures: $ 4,161,707 $ 4,131,430 $4,189,726 $ 4,189,726 $ 4,189,726 $2,736,856 $2,775,519 $(1,452,870) -34.7% Rev0wr/(Under) &p $ (669,042) $ (519,643) $ (374,226) $ (1,119,026) $(1,119,026)1 $ 149,086 1 $ 110,423 1 $ 1,268,112 -113.3% Beginning Fund Balance, 1/1 S 2,578,153 1 $ 1,909,1111 $1,575,001 1 $ 1,389,468 1 $ 1,389,468 1 $ 270,442 1 $ 419,528 1 $(1,119,026) -80.5% Fliding FundBalance, 12/311 $ 1,909,1111 $ 1,389,468 1 $1,200,775 1 $ 270,442 1 $ 270,442 1 $ 419,528 1 $ 529,951 1 $ 149,086 1 55.1% EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Expenditures: 1XX Salaries & Wages $1,266,697 $1,359,004 $1,360,685 $1,360,685 $1,360,685 $ 1,421,599 $ 1,449,615 $ 60,913 4% 2XX Benefits 437,837 446,141 429,911 429,911 429,911 530,707 541,354 100,797 23% 4XX Services and Charges 677,646 703,274 784,550 784,550 784,550 784,550 784,550 0.0% 6XX Capital Outlay 232,487 62,678 - n/a 9XX I Internal Services/Othe 65,493 1 65,493 1 65,493 1 1 1 (65,493) -100.0% OXX I Other Financing Use 1 1,547,039 1,560,333 1,549,087 1,549,087 1 1,549,087 1 1 1 (1,549,087) -100.0% TotalExpenditures: 1 $ 4,161,707 $ 4,131,430 $ 4,189,726 $ 4,189,726 1 $ 4,189,726 1 S 2,736,856 1 S 2,775,519 1 $ (1,452,870) -34.7% D-12 CITY OF FEDERAL WAY202112022 BUDGET 113: REAL ESTATE EXCISE TAX FUND PURPOSE/DESCRIPTION: The Real Estate Excise Tax Fund (REST) accounts for the receipt and disbursement of real estate excise tax revenue received. The City adopted the REET Fund to incorporate in the revised 2014 Budget. The City will maintain a $2M reserve in the fund and may be spent down only upon the Council's approval. The following tables present a sources and uses summary of the Real Estate Excise Tax Fund. The transfers out of this fund for 2021/22 include: • $350,000 in 2021 for Transportation CIP projects. • $1,013,000 & $1,013,000 in 2021/22 for Arterial Street Overlay respectively. • $2,610,018 & $2,424,426 in 2021/22 for Federal Way Community Center, Target Property, Performing Arts & Event Center, and SCORE Jail debt service payments. SOURCES AND USES: Code Item 2018 Actual 2011 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Ad' Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 31X Taxes $ 4,240,825 $ 5,171,643 $ 3,640,000 $ 3,640,000 $ 3,640,000 $ 3,640,000 $ 3,640,000 $ 0.0% 36X Miscellaneous 43,389 57,874 20,000 30,000 30,000 30,000 30,000 0.0% 39X Other Financing Sources n/a Total Revenues: $ 4,284,214 $ 5,229,517 $ 3,660,000 $ 3,670,000 $ 3,670,000 $ 3,670,000 $ 3,670,000 $ 0.0% Expenditure Summary: 597 Other Financing Uses $ 4,142,129 $ 5,314,370 $4,254,567 $ 4,818,641 $ 4,818,641 $ 3,973,018 $ 3,437,426 $ (845,624) -17.5% Total F*nditures: $ 4,142,129 $ 5,314,370 $ 4,254,567 $ 4,818,641 $ 4,818,641 $ 3,973,018 $ 3,437,426 $ (845,624) -17.5% Rev Owr/(Under)1 $ 142,085 $ (84,853) $ (594,567) $ (1,148,641) $ (1,148,641) $ (303,018) $ 232,575 $ 845,624 -73.6% Beginning Fund Balance,1/1 $ 3,161,852 $ 3,303,937 $ 2,920,250 $ 3,219,084 $ 3,219,084 $ 2,070,443 $ 1,767,426 $ (1,148,641) -35.7% Ending Fbnd Balance, 12/31 $ 3,303,937 $ 3,219,083 $ 2,325,683 $ 2,070,443 $ 2,070,443 $ 1,767,426 $ 2,000,000 $ (303,018) -14.6% EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 ActualI 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Ad' Adopted I Adjusted I Projected $ Chg I % Chg Expenditures: OXX I Other Financing Use $4,142,129 $5,314,370 $4,254,567 $ 4,818,641 $ 4,818,641 $ 3,973,018 $ 3,437,426 (845,624) -17.5% Total Expenditures: $ 4,142,129 $ 5,314,370 $ 4,254,567 $ 4,818,641 $ 4,818,641 $ 3,973,018 $ 3,437,426 $ (845,624) -17.5% OTHER FINANCING USES Item 2021 ' 2022 Adopted Adopted Transfer out to Arterial Street Fund 1,013,000 1,013,000 Transfer out to Debt Service Fund - FWCC, TARGET PROP., PAEC, SCORE 2,610,018 2,424,426 Transfer out to Transportation CIP Fund 350,000 Total Other Financing Uses 3,973,018 3,437,426 D-13 BUDGET BYFUND 114: UTILITY TAX PROPOSITION 1 FUND PURPOSE/DESCRIPTION: The Utility Tax Proposition 1 (Prop 1) Fund accounts for the receipt and disbursement of Prop tax revenue received. The City adopted the Prop 1 Fund to incorporate in the revised 2014 Budget which funds the Police, Municipal Court, Criminal Law, Parks Maintenance, Community Development, and Mayor's Office. The Proposition 1 Fund is funding 1 Code Compliance Officer, 2 Prosecutors, 1 Court Clerk, .50 Judge, 1 Maintenance Worker, 1 Records Specialist, 17 Police Officers, and 2 Lieutenants for the 2021/22 budget. The City will maintain a minimum cash flow reserve of $1 million. The following tables present a sources and uses summary of the Utility Tax Proposition 1 Fund. SOURCES AND USES: Code Item 2018 Actual 2019 ActualI 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected $ Chg % Chg Revenue Summary: 31X Taxes $2,711,211 $ 2,508,615 $2,677,891 $ 3,142,360 $3,142,360 $ 3,085,312 $ 3,085,312 $ (57,048) -1.8% 36X Miscellaneous 16,485 23,846 8,000 8,000 8,000 8,000 8,000 - 0.0% 39X Other Financing Sources - Util. Tax 150,076 780,484 789,355 807,254 807,254 976,829 1,076,964 169,575 21.0% Total Rewnues: $ 2,877,772 $ 3,312,945 $ 3,475,246 $ 3,957,614 $ 3,957,614 $ 4,070,141 $ 4,170,276 $ 112,527 2.8% Expenditure Summary: 512 Municipal Courts Prop 1 $ 161,002 $ 168,124 $ 185,347 $ 185,347 $ 185,347 $ 190,102 $ 194,159 $ 4,755 2.6% 576 Parks Maintenance Prop 1 115,147 116,328 103,437 103,437 103,437 104,802 104,802 1,365 1.3% 515 Mayor's Office Prop 1 - - 51,076 651,076 651,076 651,076 651,076 - 0.0% 515 Law Criminal Prop 1 240,520 236,916 275,749 275,749 275,749 267,895 278,996 (7,854) -2.8% 521 Police Prop 1 2,326,089 2,552,946 2,764,419 2,764,419 2,764,419 2,779,468 2,832,128 15,049 0.5% 558 CD Building Prop 1 90,001 96,088 95,218 95,218 95,218 103,811 109,114 8,593 9.0% 597 Other Financing Uses 224,021 - - - - - - - n/a TotalExpenditures: $ 3,156,781 $ 3,170,402 $ 3,475,245 $ 4,0759245 $ 4,075,245 S 4,0979154 $ 4,1709276 $ 21,909 0.5% RevOwr/(Under) $ (279,008) $ 142,543 $ 1 $ (117,631) $ (117,631) $ (27,013) $ 0 $ 90,618 -77.0% Beginning Fund Balance, 1/1 $1,281,109 $ 1,002,101 $1,000,000 $ 1,1449644 $ 1,144,644 $ 1,027,013 $ 1,000,000 $ (117,631) -10.3% En(fing Fund Balance,12/31 $1,002,101 $ 1,144,643 $1,000,001 $ 1,027,013 $1,027,013 $ 1,000,000 $ 1,000,000 $ (27,013) -2.6% EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 1 Adopted 2022 Adopted 21 Adopted - 20 Ad' Adopted I Adjusted I Projected $ Chg I % Chg Expenditures: 1XX Salaries & Wages $ 2,147,942 $ 2,322,781 $ 2,398,601 $ 2,398,601 $ 2,398,601 $ 2,484,694 $ 2,537,681 $ 86,093 4% 2XX Benefits 760,302 821,669 880,883 880,883 880,883 944,184 964,319 63,301 7% 4XX Services and Charges 24,515 25,952 68,276 668,276 668,276 668,276 668,276 - 0.0% 9XX Internal Services/Other - - 127,485 127,485 127,485 - - (127,485) -100.0% OXX Other Financing Use 224,021 - - - n/a Total nditures: $ 3,156,781 $ 3,170,402 $ 3,475,245 1 $ 4,075,245 $ 4,075,245 1 $ 4,097,154 $ 4,170,276 1 $ 21,909 0.5% D-14 CITY OF FEDERAL WAY202112022 BUDGET 115: PERFORMING ARTS & EVENT CENTER OPERATIONS FUND PURPOSE/DESCRIPTION: The Performing Arts & Event Center Operations Fund accounts for the operations of the Performing Arts & Event Center revenue and expenditures. SOURCES AND USES: Code Item 2018 Actual 2019 I Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 33X Intergovernmental 8 - $ 100,000 $ $ $ - $ - $ - $ - 100.0% 34X Ticketing Sales & fees 136,465 597,072 1,537,972 63,526 63,526 344,470 344,470 280,944 442.3% 361 NMTC Interest Income 45,611 50,722 45,605 45,605 45,605 45,605 45,605 0.0% 362 Theatre\Event Fees 75,123 242,223 - 80,000 80,000 421,010 421,010 341,010 426.3% 362 Concessions 13,230 38,614 7,000 7,000 175,949 175,949 168,949 2413.6% 367 Advertising 2,000 2,000 2,000 100.0% 367 Contributions - 100,000 - - - 100.0% 367 Contributions 970 - 100.0% 367 NMTC Contributions 282,130 281,746 290,746 290,746 290,746 290,746 290,746 0.0% 39X Transfer in from General Fund 1 453,855 1 1,516,000 955,359 955,359 1,019,977 1,019,977 64,618 6.8% 39X Transfer in from Utility Tax Fund 1 172,907 1 - - - - - - - n/a Total Rewnues:1 S 1,180,291 $ 2,926,377 $1,874,323 $ 1,442,236 $1,442,236 $ 2,299,757 $ 2,299,757 $ 857,521 59.5% Expenditure Summary: 1XX Salaries & Wages $ 338,233 $ 81,628 $ 100,000 $ 84,000 $ 84,000 $ - $ - $ (84,000) -100.0% 2XX Benefits 82,907 26,865 40,337 40,337 40,337 0 (40,337) -100.0% 3XX Supplies 24,539 - - - - - - n/a 4XX Services and Charges 1,079,203 2,259,567 1,569,172 1,100,387 1,100,387 2,192,791 2,192,791 1,092,404 99.3% 5XX Intergovernmental 1,221 - - - - - - - n/a 6XX Capital Outlay 36,799 103,905 n/a 8XX Debt Service -Interest 981 10,611 - - - - - n/a 9XX Internal Services/Other 64,266 106,966 164,814 106,966 106,966 106,966 106,966 0.0% Total nditares: S 1,628,150 $ 2,589,541 $1,874,323 $ 1,331,690 $1,331,690 $ 2,299,757 $ 2,299,757 $ (84,000) -6.3% RevOwvr/(Under)Exp $ (447,859) $ 336,836 $ (0) $ 110,546 $ 110,546 $ 0 $ - $ (110,546) -100.0% Beginning Fund Balance,1/1 $ 477 1 $ (447,382) $ - $ (110,546) $ (110,546) $ (0) $ (0) $ 110,546 -100.0% Ending FundBalance, 12/31 $ (447,382) $ (110,546) $ (0) $ (0) $ (0) $ (0) $ (0) $ 0 -100.0% EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual = 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted Adjusted Projected $ Chg I % Chg Expenditures: 1XX Salaries&Wages $ 338,233 $ 81,628 $ 100,000 $ 84,000 $ 84,000 $ - $ $ (84,000) -100% 2XX Benefits 82,907 26,865 40,337 40,337 40,337 0 (40,337) -100% 3XX Supplies 24,539 - - - - - - n/a 4XX Services and Charges 1,079,203 2,259,567 1,569,172 1,100,387 1,100,387 2,192,791 2,192,791 1,092,404 99.3% 5XX I Intergovernmental 1,221 - - - - - - n/a 6XX Capital Outlays 36,799 103,905 n/a 8XX Debt Service -Interest 981 10,611 - - n/a 9XX Internal Services/Other 64,266 106,966 164,814 106,966 106,966 106,966 106,966 0.0% Total nditures: $ 1,628,150 $ 2,589,541 $ 1,874,323 $1,331,690 $1,331,690 $ 2,299,757 $ 2,299,757 $ 968,067 72.7% D-15 BUDGET BYFUND 119: COMMUNITY DEVELOPMENT BLOCK GRANT FUND PURPOSE/DESCRIPTION: The Community Development Block Grant (CDBG) Fund accounts for the receipt and disbursement of federal grant revenue received through the Department of Housing and Urban Development (HUD), in an entitlement share determined through agreements between Federal Way and other King County CDBG Consortium members. CDBG projects and programs will be selected annually or as needed through a public process. Applications are reviewed and prioritized by the Human Services Commission and the City Council. Per federal regulations, and King County CDBG Consortium agreements, not more than 10% of the entitlement share plus program income may be allocated to direct service programs of the human service agencies that are designated directly by Federal Way. Also, not more than 10% of the entitlement share plus program income may be used for City planning and administrative functions. The goals for use of these grant revenues is to develop viable urban communities by providing decent housing and a suitable living environment, and by expending economic opportunities, principally for low- and moderate -income persons. The following tables present a sources and uses summary of the Community Development Block Grant Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Expenditure Summary: 33X Intergovernmental* $ 778,535 $ 794,226 $ 668,900 $ 1,836,630 $ 1,836,630 $ 1,843,010 $ 758,323 $ 6,380 0.3% Total Revenues: $ 778,535 $ 794,226 $ 668,900 $ 1,836,630 $ 1,836,630 $1,843,010 $ 758,323 $ 6,380 0.3% Expenditure Summary: 119 Grant Expenditures $ 780,865 $ 796,486 $ 685,263 $ 1,850,663 $ 1,850,663 $ 1,843,010 $ 758,323 $ (7,653) -0.4% Total nditures: $ 780,865 $ 796,486 $ 685,263 $ 1,850,663 $ 1,850,663 $1,843,010 $ 758,323 $ (7,653) -0.4% RevOver/(Under) $ (2,330) $ (2,259) $ (16,363) $ (14,033) $ (14,033) $ (0) $ 0 $ 14,032 na Beginning Fund Balance, I/I $ 39,874 $ 37,544 $ 16,363 $ 35,284 1 $ 35,284 $ 21,251 $ 21,251 1 $ (14,033) -39.8% En(fing Fund Balance, 12/311 $ 37,544 1 $ 35,284 1 $ 0 $ 21,2511 $ 21,2511 $ 21,251 1 $ 21,251 1 $ (0)l 0.0% *Intergovernmental revenue and grant expenditures will be increased once the CDBG grant annual contract is awarded. EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted Adjusted Projected $ Chg I % Chg Expenditures: 1XX Salaries & Wages $ 148,531 $ 154,153 $ 136,472 $ 136,472 $ 136,472 $ 125,186 $ 129,463 $ (11,286) -8.3% 2XX Benefits 59,832 55,517 51,859 51,859 51,859 43,113 43,727 (8,746) -16.9% 4XX Sery ices and Charges" 346,412 354,829 287,578 1,455,308 1,455,308 1,674,712 585,133 219,404 15.1% 7XX Debt Service -Principal* 159,000 159,000 150,000 150,000 150,000 - - (150,000) -100.0% 8XX Debt Service -Interest* 67,090 72,988 50,000 47,670 47,670 (47,670) -100.0% 9XX I Internal Services/Other - 9,354 9,354 91354 (9,354) -100.0% Total Expenditures: $ 780,865 1 $ 796,486 $ 685,263 $ 1,850,663 $ 1,850,663 $ 1,843,010 $ 758,323 $ (7,653) -0.4% *The Section 108 loan is for $318,000 in principal for two years, but is now paid out of the 201 Debt Service Fund. **The Services and Charges is an estimated amount and a budget adjustment will occur once there is a funding agreement in place that identifies how much each agency will be funded by the CDBG grant. D-16 CITY OF FEDERAL WAY202112022 BUDGET 120: PATH AND TRAILS RESERVE FUND PURPOSE/DESCRIPTION: The Path and Trails Reserve Fund was established in compliance with state law. Its purpose is to accumulate unexpended proceeds of the motor vehicle fuel tax receipts, which are legally restricted to the construction, and maintenance of paths and trails within City street rights -of -way. One-half percent (0.5%) of these proceeds are restricted for these purposes. This fund must transfer such accumulated receipts back to a construction/maintenance-oriented fund when specific projects have been defined. Also this fund receipts open space and trails levy funds from park levies that were passed in 2007 and 2013: On August 21, 2007, the voters of King County approved Proposition 2, the Open Space and Trails Levy, a new $0.05, six -year, inflation adjusted property tax lid lift to expand park and recreation opportunities. One cent of the five -cent levy proceeds is distributed to cities in King County for the acquisition of open space and natural lands, and the acquisition and development of city trails that are regional in nature, and may specifically include local trails in underserved areas linking to city trails that connect to regional trails. On August 6, 2013, King County voters approved Proposition No. 1 Parks Levy that authorized an additional six year property tax levy with 7% of proceeds, net an administrative fee, to be used for repairing, replacing, and improving local parks and trails in King County's cities. The following tables present a sources and uses summary of the Path and Trails Reserve Fund. SOURCES AND USES: Code Item 2018 Actual 2111 Actual 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Adj I Adopted Adjusted Projec-tedd $ Chg % Chg Revenue Summary: 31X Taxes $ 179,387 $ 196,176 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 0.0% 33X Intergovernmental 10,521 10,302 9,000 9,000 9,000 9,000 9,000 0.0% 36X Miscellaneous 11,542 21,963 - - - - - n/a Total Rewnues: $ 201,450 S 228,440 $ 169,000 $ 169,000 $ 169,000 $ 169,000 $ 1699000 $ 0.0% Expenditure Summary: 120 Transfer to Transportation CIP $ - $ $ - $ - $ - $ 200,000 $ - $ 200,000 n/a Total nditures: $ - $ - $ - $ - $ - $ 200,000 $ - $ 200,000 n/a Rev Over/(Under) Exp $ 201,450 $ 228,440 $ 169,000 $ 169,000 $ 169,000 $ (31,000) $ 169,000 $ (200,000) -118.3% Beginning Fund Balance,1/1 $ 761,546 $ 962,997 $1,099,546 $1,191,437 $ 1,191,437 $ 1,360,437 $ 1,329,437 $ 169,000 14.2% En(fing FundBalance,12/31 $ 962,997 $ 1,191,436 $1,268,546 $1,360,437 $ 1,360,437 $ 1,329,437 $ 1,498,437 1 $ (31,000) -2.3% D-17 BUDGET BYFUND 121: TECHNOLOGY FUND PURPOSE/DESCRIPTION: The Technology Fund was established in 2019. The fund was established in order to accommodate the high need to continually replace telecommunications, data, network, hardware, and software systems caused by a continuous and rapidly changing technology environment. The technology fees will be applied to the following transactions: A. Business license fees: a fee of one dollar ($1) per business license transaction unless the business is exempt from payment of the business license fee. B. Parks and recreation fees: a fee of one dollar ($1) per transaction for each registration for any parks and recreation program. For the purposes of this subsection, "transaction" shall mean the process of collection and receipting fees and charges in the form of cash, check, or credit card payment for programs, services, or miscellaneous resale items offered by the parks and recreation department. The fee shall not apply to the following: a. The fee shall not apply to registrations or transactions with a total cost less than ten dollars ($10); b. The fee shall not apply to drop -in transactions (such as, for example and without limitation (1) time payment for use of the weight room at Community Center). C. For all other applications, permits, inspections, registrations, transactions, and approvals established under the Federal Way Revised City Code, the fee shall be established by council resolution. Code Item 2018 Actual 2011 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 34X Charges for Services $ $ 2,991 $ 20,000 $ 155,223 $ 155,223 $ 1 46,71 6 1 $ 149,250 1 $ (8,507) -5.5% 36X Miscellaneous 22 20,000 100.0% Total Revenues: $ $ 3,013 $ 20,000 $ 155,223 $ 155,223 $ 146,716 $ 149,250 $ (8,507) -5.5% Expenditure Summary: 5XX Intergovernmental $ $ - $ $ 67,100 $ 67,100 $ 181,000 $ 14,300 $ 113,900 169.7% TotalExpenditures: $ $ - $ - $ 67,100 $ 67,100 $ 181,000 $ 14,300 $ 113,900 169.7% RevO,ver/(Under)Exp $ $ 3,013 $ 20,000 $ 88,123 $ 88,123 $ (34,284) $ 134,950 $ (122,407) -138.9% Beginning Fund Balance,1/1 $ S - $ 20,000 $ 3,013 $ 3,013 $ 91,136 $ 56,852 $ 88,123 2924.8% Ending Fund Balance,12/31 $ $ 3,013 $ 40,000 $ 91,136 $ 91,136 $ 56,852 $ 191,802 $ (34,284) -37.6% i CITY OF FEDERAL WAY 2 02112 022 BUDGET 4 22: JAIL FUND PURPOSE/DESCRIPTION: The Jail Fund was established in 2021. The fund was established in order to track jail expenditures and create a reserve for future jail services. Jail expenditures prior to 2021 were tracked in the General Fund. This other financing source of $3.3M in each year is a transfer in from the utility tax fund. Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 I Adopted 1 21 Adopted - 20 Adj Adopted Adjusted I Projected $ Chg I % Ch Revenue Summary: 39X Other Financing Sources $ $ $ $ $ 3,303,463 $ 3,319,584 $ 3,303,463 n/a Total Revenues: s $ $ $ s $ 3,303,463 $ 3,319,584 $ 3,303,463 n/a Expenditure Summary: 1XX Salaries & Wages S S $ $ $ $ 265,439 $ 277,121 $ 265,439 n/a 2XX Benefits 100,867 105,306 100,867 n/a 5XX Intergovernmental 2,920,300 2,920,300 2,920,300 n/a 9XX Internal Services/Other 16,857 16,857 16,857 n/a Total l*penditures: $ $ $ $ $ $ 3,303,463 $ 3,319,584 $ 3,303,463 n/a Rev Over/(Under)T $ I $ I $ I $ $ $ 0 $ 0 $ 0 n/a Beginning Fund Balance, 1/1 $ I $ I $ I $ $ $ - $ - $ - n/a Ending Fund Balance,12/31 $ I $ I $ I $ $ $ o 1 $ 0 $ 0 n/a D-19 BUDGET BYFUND 188: STRATEGIC RESERVE FUND PURPOSE/DESCRIPTION: The Strategic Reserve Fund accounts for the City's strategic opportunity fund to provide the liquidity to respond to economic opportunity that is not budgeted for that may provide a long term economic benefit to the City. The City Strategic Reserve Fund was incorporated into the revised 2014 Budget. In the event that any of the reserve fund is used, such appropriation shall be repaid to the fund annually over the next three years. This fund maintains contingency for unanticipated cost a reserve equal to $1 million and strategic opportunities reserve of $2 million. The fund provide a financial cushion to cover revenue shortfalls resulting from unexpected economic changes or recessionary periods or to provide funds in the event of major unplanned expenditures the City could face as result of natural disasters. In the event that any of reserve funds is used in an economic downturn to stabilize the City's finances, such appropriation shall be repaid to the fund annually over next three years. The following page presents sources and uses summary of the Strategic Reserve Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Ad' Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 36X Miscellaneous $ 26,321 $ 77,800 $ 2,000 $ 26,000 $ 26,000 $ 2,000 1 $ 2,000 1 $ (24,000) -92.3% 39X Other Financing Sources 1 1,800,000 839,031 - n/a Total Revenues: 1 $ 1,826,321 $ 916,831 $ 2,000 $ 26,000 1 $ 26,000 $ 2,000 1 $ 2,000 1 $ (24,000) -92.3% Expenditure Summary: 188 Strategic Reserve $ 2,213,331 $ - $ - $ - $ - $ 601,800 $ 2,000 $ 601,800 n/a Total Expenditures: $ 2,213,331 $ - $ - $ - $ - $ 601,800 $ 2,000 $ 601,800 n/a RevOwr/(Under) Exp $ (387,010) $ 916,831 $ 2,000 $ 26,000 $ 26,000 $ (599,800) $ - $ (625,800) -2406.9 % Beginning Fund Balance, 1/1 $ 3,043,979 $ 2,656,969 $ 870,979 $ 3,573,800 $ 3,573,800 $ 3,599,800 $ 3,000,000 $ 26,000 0.7 % Ending FundBalance, 12/31 $ 2,656,969 $ 3,573,800 $ 872,979 $ 3,599,800 $ 3,599,800 $ 3,000,000 $ 3,000,000 $ (599,800) -16.7% EXPENDITURE BY OBJECT SUMMARY: Code Item 2018 Actual 2019 I Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Expenditures: 5XX Intergovernmental $ 20,672 $ - $ - $ - $ - $ - $ - - n/a 6XX Capital Outlay 2,192,659 - - n/a OXX I Other Financing Use - - - - - 601,800 2,000 601,800 1 n/a Total nditures: $ 2,213,331 $ $ $ $ $ 601,800 $ 2,000 $ 601,800 1 /a The Other Financing Use is a transfer of $601,800 and $2,000 are for the support of the General Fund. D-20 CITY OF FEDERAL WAY202112022 BUDGET 189: PARKS RESERVE FUND PURPOSE/DESCRIPTION: The City will maintain a reserve of not less than $1.12 million for equipment replacement, turf replacement, and other major upgrades to the City's Park System. SOURCES AND USES: Code It 2011 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected $ Chg % Chg Revenue Summary: 33X Intergovernmental $ - $ 459,704 $ - $ - $ - $ - $ - $ n/a 36X Miscellaneous 17,149 74,702 5,000 5,000 5,000 5,000 5,000 0.0% 39X Other Financing Sources 45,000 45,000 (45,000) -100.0% Total Revenues: $ 17,149 $ 534,407 $ 5,000 $ 50,000 $ 50,000 $ 5,000 $ 5,000 $ (45,000) -90.0% Expenditure Summary: 189 Parks Reserve $ - $ 719,409 $ - $ - $ - $ - $ 15,793 $ n/a Total nditures: $ - $ 719,409 $ - $ - $ - $ - $ 15,793 $ n/a RevOwr/(Under) Fxp $ 17,149 $ (185,002) $ 5,000 $ 50,000 $ 50,000 $ 5,000 $ (10,793) $ (45,000) -90.0% Beginning 1%nd Balance, 1/1 $1,248,647 $ 1,265,796 $1,258,635 $1,080,793 $1,080,793 $ 1,130,793 $1,135,793 $ 50,000 4.6% Ending FundBalance, 12/311 $1,265,796 1 $ 1,080,794 1 $1,263,635 1 $ 1,1309793 1 $ 1,1309793 1 $1,1359793 1 $ 1,1259000 1 $ 59000 0.4% D-21 BUDGET BYFUND 201: DEBT SERVICE FUND PURPOSE/DESCRIPTION: The Debt Service Fund accounts for the debt service on the City Council approved general obligation (G.O.) debt. Included in the costs charged to this fund are the scheduled principal and interest payments, debt issue costs, fiscal agent fees, and other debt related costs. Debt service currently scheduled for payment from this Fund include City's portion of the Valley Communications debt service, 2013 G.O. bond issue for the community center, and the SCORE facility. Revenue accounted for in this fund in prior years included real estate excise tax, but in 2014 a separate Real Estate Excise Tax fund was created and all Real Estate Excise Tax is receipted in this fund. The Debt Service includes transfers in of Utility Tax and Real Estate Excise Tax to pay for debt service, since the creation of the Real Estate Excise Tax fund. The City shall maintain adequate reserve in accordance with the bond ordinance or a minimum of one year debt service amount. Council budget policy calls for the prefunding of debt service, meaning that the next year's debt service is provided for and transfers are made to the Debt Service Fund in the current year. The following presents sources and uses summary and expenditure by object summary of the Debt Service Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 36X Miscellaneous $ 61,643 $ 67,690 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ - 0.0% 39X Other Financing Sources 813,473 14,837,425 1,328,567 2,328,567 2,328,567 17,336,390 2,539,426 15,007,822 644.5% Total Revenues: $ 875,116 $14,905,115 $ 1,358,567 $ 2,358,567 $ 2,358,567 $17,366,390 $ 2,569,426 $15,007,822 636.3% Expenditure Summary: 000 Other Debt Expenditures $ 80,818 $ 59,822 $ - $ 75,000 $ 75,000 $ - $ - $ (75,000) -100.0% 105 SCORE Facility - Jail - 12,659,668 934,390 934,390 934,390 851,925 852,425 (82,465) -8.8% 106 Community Center 2013 813,473 813,773 813,473 813,473 813,473 8,850,000 - 8,036,527 987.9% 107 Target Property 130,200 322,647 515,094 515,094 515,094 5,416,372 - 4,901,278 951.5% 109 Performing Arts Center - 72,322 82,000 632,000 632,000 552,955 553,955 (79,045) -12.5% 110 Section 108 - - - - 231,162 227,075 231,162 n/a III New 2021 Bond - 1,332,218 1,322,435 1,332,218 n/a 597 Transfer Out 1,000,000 199,683 137,374 199,683 n/a Total nditures: $ 2,024,490 $13,928,233 $ 2,344,957 $ 2,969,957 $ 2,969,957 $17,434,315 $ 3,093,264 $14,464,358 487.0% Rev Over/(Under) Exp $ (1,149,374)1 $ 976,883 1 $ (986,390) $ (611,390) $ (611,390) $ (67,926) $ (523,839)1 $ 543,465 1 -88.9% Beginning FundBalance,1/11 $ 4,106,222 1 $ 2,956,848 1 $ 2,526,375 1 $ 3,933,732 1 $ 3,933,732 1 $ 3,322,342 1 $ 3,254,417 1 $ (611,390) -15.5% Ending Fund Balance, 12/311 $ 2,956,848 1 $ 3,933,731 1 $ 1,539,985 1 $ 3,322,342 1 $ 3,322,342 1 $ 3,254,417 1 $ 2,730,578 1 $ (67,926) -2.0% EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Expenditures: 7XX Debt Service -Principal $ 500,000 $12,882,847 $ 1,253,881 $ 1,878,881 $ 1,878,881 $ 16,215,088 $2,003,716 $ 14,336,207 763.0% 8XX Debt Service -Interest 524,490 1,045,384 1,091,076 1,091,076 1,091,076 1,019,544 952,174 (71,532) -6.6% OXX Other Financing Use 1,000,000 - - - - 199,683 137,374 199,683 n/a Total Ex nditures: $ 2,024,490 $13,928,232 $ 2,344,957 $ 2,969,957 $ 2,969,957 $ 17,434,315 $3,093,264 $ 14,464,358 487.0% - The City is not able to use CDBG grant funds to pay the HUD Section 108 loan, and City funds will be used to pay the principal and interest in 2021/2022 in the amount of $231,162 and $227,075 respectively. - Other Financing Sources in 2021/2022 includes $2.61M and $2.54M respectively from the REET Fund, 0.46M in 2021 from the General Fund for Section 108 loan, and bond proceeds of $14.27M due to refunding of 2013 Community Center, and Target property bonds. - Other Financing Use in 2021/2022 of $199,683and $137,374 are transfers to the General Fund. D-22 CITYOFFEDERAL WAY202112022BUDGET 201: DEBT SERVICE FUND (continued) See pages B-16 and B-17 for more information on Debt capacity, Debt Outstanding, and Bond Ratings Table of Debt 2021 Adopted 2022 Adopted Debt Payments SCORE Principal 390,000 410,000 Interest 461,925 442,425 FW Community Center 2013 Principal - Payoff 8,850,000 - Interest - Tar et Pro Principal - Payoff 5,416,372 Interest - - Section 108 Principal 159,000 159,000 Interest 72,162 68,075 New 2021 Bond Principal 949,716 974,716 Interest 382,502 347,719 Performing Arts & Event Center Principal 450,000 460,000 Interest 102,955 93,955 Total $ 17,234,632 $ 2,955,890 D-23 BUDGET BYFUND 304: CAPITAL PROJECT FUND - DOWNTOWN REDEVELOPMENT PURPOSE/DESCRIPTION: This Capital Project Fund was established to accumulate resources to set aside for downtown projects. The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund - Downtown Redevelopment. SOURCES AND USES: Code Item 2018 Actual 2011 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 31X Taxes $ 12,675 $ 21,798 $ - $ - $ - $ $ $ - n/a 33X Intergovernmental 1,015,410 1,037,236 1,000,000 1,000,000 1,000,000 (1,000,000) -100.0% 36X Miscellaneous 7,104 36,109 - - - n/a Total Rewnues: $ 1,035,189 $ 1,095,144 $1,000,000 $ 1,000,000 $ 1,000,000 $ $ $ (1,000,000) -100.0% Expenditure Summary: 100 Transfer out to Transportation CIP $ - $ - $ $ 100,000 $ 100,000 $ 350,000 $ 205,000 250,000 250.0% 107 Target Property 5,393 - - - - - n/a 108 Transfer Out for Grand Staircase 500,000 - - 250,000 - 250,000 n/a Total nditures: $ 505,393 $ - $ $ 100,000 $ 100,000 $ 600,000 $ 205,000 $ 500,000 500.0% RevOwr/(Under) $ 529,797 $ 1,095,144 $ 1,000,000 $ 900,000 $ 900,000 $ (600,000) $ (205,000) $(1,500,000) -166.7% Beginning FundBalance,1/1 $ 901,814 $ 1,431,611 $ 2,401,814 $ 2,526,754 $ 2,526,754 $ 3,426,754 $2,826,754 $ 900,000 35.6% Ending RndBalance,12/31 $ 1,431,610 $ 2,526,754 $ 3,401,814 $ 3,426,754 $ 3,426,754 $ 2,826,754 $2,621,754 1 $ (600,000) -17.5% EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Expenditures: 4XX Services and Charges 5,393 - - - - $ n/a OXX Other Financing Use 500,000 100,000 100,000 600,000 205,000 500,000 500% Total nditures: $ 505,393 $ $ $ 100,000 $ 100,000 $ 600,000 $ 205,000 $ 500,000 500.0% D-24 CITY OF FEDERAL WAY202112022 BUDGET 302: CAPITAL PROJECT FUND - CITY FACILITIES PURPOSE/DESCRIPTION: This Capital Project Fund accounts for the acquisition or construction of capital improvements related to city facilities. The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund - City Facilities. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected $ Chg % Chg Revenue Summary: 36X Miscellaneous 1 $ 3,666 1 $ 5,816 $ 1,000 1 $ 1,000 1 $ 1,000 1 $ 1,000 1 $ 1,000 $ 0.0% Total Rewenues: $ 3,666 $ 5,816 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 0.0% Expenditure Summary: 108 Major Facilty Rehabilitation $ 618 $ - $ - $ - $ - $ n/a 597 Transfer Out 115,000 n/a Total Expenditures: $ 618 $ - $ - $ - $ - $ - $ 115,000 $ n/a RevOver/(Under) Fxp $ 3,048 $ 5,816 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ (114,000) $ 0.0% Beginning Fund Balance,1/1 $ 279,730 $ 282,779 $ 280,730 $ 288,595 $ 288,595 $ 289,595 $ 290,595 $ 1,000 0.3% Fhd ng Fund Balance,12/31 $ 282,779 $ 288,595 $ 281,730 $ 289,595 S 289,595 $ 290,595 $ 176,595 1 $ 1,000 0.32 EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted I Projected $ Chg % Chg Expenditures: 4XX Services and Charges 618 - n/a OXX Other Financing Use - 115,000 n/a Total apenditures: $ 618 $ $ $ - $ - $ $ 115,000 $ - nta The $115K other financing use in 2022 is a transfer to the Debt Service Fund to pay for debt service principal. D-25 BUDGET BYFUND 303: CAPITAL PROJECT FUND - PARKS PURPOSE/DESCRIPTION: This Capital Project Fund accounts for the acquisition or construction of major park capital facilities with the exception of those facilities financed by proprietary and trust funds. The major source of revenue for this Fund is general obligation bond proceeds, grants from other agencies, local taxes and contributions from other funds. All Park costs associated with acquisitions, improvements, issue of bonds and other costs shall be paid by this Fund. The adopted budgets are $190K and $375K in 2021 and 2022, respectively, and are allocated to the following projects: Sources (in thousands) Misc / Prior Total REEL Years' Trsfrs Sources Sources Total Construct Expenses 2021 Adopted Projects Major Maint & Impr - Existing Park Fa $ - $ - $ 90 $ 90 $ 90 1 $ 90 Annual Playground Rep& Repl Prog - - 100 100 100 100 Total 2021 $ - $ - $ 190 $ 190 $ 190 $ 190 Sources (in thousands) Misc/ Prior Total REEL Years' Trsfrs Sources Sources Total Construct Expenses 2022 Adopted Projects Major Maint & Impr - Existing Park Fa - - 75 75 75 75 Annual Playground Rep& Repl Prog - - 300 300 300 300 Total 2022 $ - $ - $ 375 $ 375 $ 375 $ 375 The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund - Parks. SOURCES AND USES: Code Item 2018 Actual 2019 I Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 34X Charges for Services $ 127,229 $ 14,550 $ $ S $ $ $ n/a 36X Miscellaneous 29,698 41,192 n/a 39X Other Financing Sources 300,000 325,000 300,000 300,000 300,000 (300,000) -100% Total Revenues: $ 456,927 $ 380,742 $ 300,000 $ 300,000 $ 300,000 $ $ $ (300,000) -100.0% Expenditure Summary: 303 Capital $ 917,149 $ 276,358 $ 300,000 $ 400,000 $ 400,000 $ 190,000 $ 375,000 $ (210,000) -52.5% Total n(itures: $ 917,149 $ 276,358 $ 300,000 $ 400,000 $ 400,000 $ 190,000 $ 375,000 $ (210,000) -52.5% RevOver/(Under) $ (460,222) $ 104,385 $ - $ (100,000) $ (100,000) $ (190,000) $ (375,000) $ (90,000) 90.0% Beginning FundBalance,1/1 $ 2,097,428 $ 1,637,206 $ - $ 1,741,591 $ 1,741,591 $ 1,641,591 $1,451,591 $ (100,000) -5.7% Ending Fund Balance, 12/311 $ 1,637,206 1 $ 1,741,591 1 $ 1 $ 1,6419591 $ 1,6419591 $ 1,451,591 $1,0769591 $ (190,000) -11.6% EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted I Projected $ Chg % Chg Operating Expenditures: 3XX Supplies $ 24,078 $ 30,085 $ $ $ $ S $ n/a 4XX Services and Charges 31,818 13,096 n/a 6XX Capital Outlay 861,252 233,177 300,000 400,000 400,000 190,000 375,000 $ (210,000) -52.5% Total Expenditures: $ 917,149 $ 276,358 $ 300,000 $ 400,000 $ 400,000 $ 190,000 $ 375,000 S (210,000) -52.5% D-26 CITY OF FEDERAL WAY202112022 BUDGET 304: CAPITAL PROJECT FUND - SURFACE WATER MANAGEMENT PURPOSE/DESCRIPTION: This Capital Project Fund accounts for major capital facilities associated with managing the existing storm water conveyance systems, regulating the clearing, grading, and erosion control phases of new land development, constructing, maintaining and repairing elements of the City's drainage system and controlling water quality within the system. The major sources of revenue for this Fund include grants from other agencies and storm drainage fees. The City's drainage system includes a network of streams, lakes, pipelines and storm water detention facilities. The City will maintain emergency/contingent reserve for unexpected catastrophic events or system failures of not less than $500,000 based on the comprehensive Surface Water Management Plan. The adopted budgets are $2.07M and $1.52M in 2021 and 2022, respectively, and are allocated to the following projects: 2021 Adopted Projects Sources (in thousands) F:xpenses (in thousands) Prior User Total Fees Grants YearsSources Sources Constr Total IFrj- EYcpenses Small CIP - Annual Program $ 150 Is - Is - $ 150 $ 150 $ 150 South 356th Street Culvcrt Replacement 100 - - 100 100 100 2018 Storm Drain CCTV Inspection and Assessment 100 - - 100 100 100 Pipe Rehabilitation Project 317 - - 317 317 317 Cold Creek Culvert Replacement 1,000 - - 1,000 1,000 1,000 Neighborhood Drainage Program 25 - - 25 25 25 Annual CB Rehab 75 - - 75 75 75 Redondo Creek Culvert Replacemcnt 300 - - 300 300 300 Total 2021 $ 2,067 $ $ $ 2,067 $ 2,067 $ 2,067 2022 Adopted Projects Sources (in thousands) Prior User Total Fees Grants Years, Sources Sources Constr Prj- Total FEpenses Small CIP - Annual Program $ 150 $ - $ - $ 150 $ 150 $ 150 South 356th Street Culvert Replacement 250 - - 250 250 250 2018 Storm Drain CCTV Inspection and Assessment 100 - - 100 100 100 Pipe Rehabilitation Project 317 - 317 317 317 Cold Creek Culvert Replacement - 500 - 500 500 Soo Neighborhood Drainage Program 25 - - 25 25 25 Annual CB Rehab 75 - 75 75 75 Citywide WQ Program 100 - - 100 100 100 Total 2022 $ 1,017 $ 500 $ $ 1,517 $ 1,517 $ 1,517 304: CAPITAL PROJECT FUND - SURFACE WATER MANAGEMENT (continued) The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund - Surface Water Management. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Adj Adopted Adjusted I Projected $ Chg I % Chg Revenue Summary: 33X Intergovernmental $ 207,327 $ $1,000,000 $ 1,005,000 $ 1,005,000 $ $ 500,000 $ (1,005,000) -100.0% 36X Miscellaneous 45,446 55,636 - - - - n/a 39X Other Financing Sources - - 343,487 343,487 447,568 1,560,000 104,081 30.3% Total Rewnues: $ 252,774 $ 55,636 $1,000,000 $ 1,348,487 $ 1,348,487 $ 447,568 $ 2,060,000 $ (900,919) -66.8% Expenditure Summary: Capital $ 922,610 $ 790,459 $1,400,000 $ 1,405,000 $ 1,405,000 $ 2,067,000 $1,517,000 $ 662,000 47.1% Transfers Out - 225,307 - - 250,000 250,000 $ 250,000 n/a Total Egienditures: $ 922,610 $1,015,766 $1,400,000 $ 1,405,000 $ 1,405,000 $ 2,317,000 $1,767,000 $ 912,000 64.9% RevOver/(Under) Exp $ (669,837) $ (960,130) $ (400,000) $ (56,513) $ (56,513) $ (1,869,432) $ 293,000 $(1,812,919) 3208.0% Beginning FundBalance,1/1 $ 3,555,912 $ 2,886,075 $ 518,612 $ 1,925,945 $ 1,925,945 $ 1,869,432 $ - $ (56,513) -2.9% En(ing nnd Balance, 12/311$ 2,886,075 1 $1,925,945 1 $ 118,612 1 $ 1,869,432 1 $ 1,869,432 1 $ $ 293,000 1 $ (1,869,432) -100.0% D-27 BUDGET BYFUND EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted Adjusted Projected $ Chg % Chg Expenditures: 1XX Salaries&Wages $ 29,791 $ 9,523 $ S $ $ $ $ n/a 2XX Benefits 9,140 4,800 n/a 3XX Supplies 4,336 6,818 5,000 5,000 (5,000) -100.0% 4XX Services and Charges 105,742 193,630 - - 500,000 350,000 500,000 n/a 6XX Capital Outlay 773,601 575,689 1,400,000 1,400,000 11400,000 1,567,000 1,167,000 167,000 11.9% OXX Other Financing Use 225,307 250,000 250,000 250,000 n/a Total nditures: $ 922,610 $1,015,766 1 $1,400,000 $1,405,000 $ 1,405,000 $ 2,317,000 $1,767,000 $ 912,000 64.9% Other Financing Use is comprised of $200,000 in 2021/2022 to Street Fund, and $50,000 & $50,000 in 2021/2022 respectively to the Arterial Street Fund. CITY OF FEDERAL WAY202112022 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 adopted budgets are $11,176,972 and $7,773,566 in 2021 and 2022, respectively, and are allocated to the following projects: Sources (in thousands) Expenses (in thousands) Prior 2021 Adopted Projects REET Fuel Grants Mitig/Tr LIFT, Misc / Year's Total Constr Total Expenses Tax hnp Fees Trsfrs Sources Sources Prj. SR 99 HOV Lanes PH V 112 - - 112 112 112 SR 509: SW 312th St - 21st Ave SW SRTS Project - - 1,660 - - 200 - 1,860 1,800 1,800 City Center Access Phase I- Environmental proces s update - - - - 500 - - 500 500 500 Street Light LED Conversion - - - - - - 160 160 160 160 Variable Lane Use Control Signs - - 202 - - - - 202 202 202 SW 320th - I Ith Ave SW to 3rd Place SW Preservation Project - - 518 - - 407 - 925 925 925 SW 356th -15th Ave SW to 4th Ave SW Preservation Project 33 810 491 1,334 1,334 1,334 47th Ave SW and SW Dash Point Road Compact Roundabout - - 550 - - - - 550 550 550 City Wide Safety - Horizontal Curve Improvements - - 400 - - - - 400 400 400 16th Ave Trail - S 308th Street to S 288th Street 115 750 865 865 865 Citywide Caeenway Plan Pedestrian and Bicycle Improvements - 200 - - - - - 200 200 200 Sound Transit - 1,450 1,450 1,450 1,450 S 314th St Improvement - - 125 - - - - 125 125 125 SR 99 @ S 373rd St Roundabout w/Median Control - - - 340 - - - 340 340 340 21st Ave S @ 320th St Traffic Signal - - - - 100 - - 100 100 100 Citywide ADA Retrofit - - - 200 200 - - 400 400 400 S 356th St. -1st Ave S - SR 99 200 - 200 200 200 SW 344th St. @ 27th Ave SW Compact Roundabout 15 35 - 50 50 50 Adaptive Traffice Signal Control System- City Center Stage 2- Detection Upgrade 75 - 75 75 75 Citywide Pedestrian Safety System Improvements - 32 28 - - - - 60 60 60 Citywide RRFB Upgrades - 50 90 - - - - 140 140 140 Military Rd S: S 320th St - SR 18 Preservation Project - - - - - 50 - 50 - - S 288th St - Pac Hwy S. to 34th Ave S Bike & Ped Improvements 200 - 200 200 200 Fiber Optic Network Loop - 317th to S 272nd - - - 2,600 - - - 2,600 100 100 Joint Operations & Maintenance Facility - - - - - 250 - 250 250 250 Total 2021 $ 350 $ 282 $ 5,168 $ 4,990 $ 800 $1,398 $ 160 $13,148 $10,538 $ 10,538 D-29 BUDGET BY FUND 306: CAPITAL PROJECT FUND — TRANSPORTATION SYSTEMS (Continued) Sources (in thousands) Expenses (in thousands) Fuel NfitiglTr 1Vfisc / PriorTotal Constr 2022 Adopted Projects REEF Tax Grants Imp Fees LIFT Trsfrs Year's Sources Prj, Total Expenses Sources 16th Ave Trail - S 308th Street to S 288th Street - 1,385 1,385 1,385 1,385 Citywide Greenway Plan Pedestrian and Bicycle Improvements - zoo - - - - - zoo 200 200 Sound Transit - - 1,230 1,230 1,230 1,230 SR 99 @ S 373rd St Roundabout w/Median Control - - 300 30 - - - 330 330 330 21st Ave S @ 320th St Traffic Signal - - 730 - 205 - - 935 935 935 S 356th St. -1st Ave S - SR 99 - 100 - 100 100 100 SW 344th St. @ 27th Ave SW Compact Roundabout - - 100 - - - - 100 100 100 Adaptive Traffice Signal Control System- City Center Stage 2- Detection Upgrade - - 600 600 Citywide Pedestrian Safety System Improvements - - 100 - - - - 100 100 100 Citywide RRFB Upgrades - 270 420 - - - - 690 690 690 Military Rd S: S 320th St - SR 18 Preservation Project - - - - - - - - 50 50 SW King County Regional Trail Plan - 50 - - - - - 50 50 50 S 288th St - Pac Hwy S. to 34th Ave S Bike & Ped Improvements - 200 200 200 200 Fiber Optic Network Loop - 317th to S 272nd - - - - - - - 900 900 Joint Operations & Maintenance Facility - - - - - 250 - 250 1 250 250 Total 2022 $ - $ 520 $ 3,035 $1,560 $ 205 $ 250 $ - $ 5,570 1 $ 7,120 $ 7,120 *The remaining difference of $439K & $454K in 2021/2022 respectively is due to salaries and wages of employees charged directly to the 306 Transportation CIP Fund The following presents sources and uses summary and expenditure by object summary of the Capital Project Fund — Transportation Systems. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 33X Intergovernmental $ 4,848,053 $ 3,421,265 $ 2,653,000 $ 2,653,000 $ 2,653,000 $ 5,450,000 $ 3,555,000 $ 2,797,000 105.4% 34X Charges for Services 2,693,210 1,545,744 500,000 1,782,637 1,782,637 4,990,000 1,560,000 3,207,363 179.9% 36X Miscellaneous 84,907 139,075 - - - 250,000 250,000 250,000 n/a 39X Other Financing Sources 3,060,277 2,032,459 1,613,000 2,238,000 2,238,000 2,298,000 205,000 60,000 2.7% Total Revenues: $10,686,447 $ 7,138,543 $ 4,766,000 $ 6,673,637 $ 6,673,637 $ 12,988,000 $ 5,570,000 $ 6,314,363 94.6% Expenditure Summary: 6XX Capital $11,398,534 $11,013,217 $ 4,666,000 $ 7,315,149 $ 7,315,149 $ 10,976,972 $ 7,573,566 $ 3,661,823 50.1% OXX Transfers Out 402,656 150,000 - 45,000 45,000 200,000 200,000 $ 155,000 344.4% Total Expenditures: $11,801,190 $11,163,217 $ 4,666,000 $ 793609149 $ 793609149 $ 11,176,972 $ 7,773,566 $ 3,816,823 51.9% RevOver/(Under) lxp $ (1,114,744) $ (4,024,674) $ 100,000 $ (6869512) $ (6869512) $ 1,811,028 $ (2,203,566) $ 2,497,540 -363.8% Beginning Fund Balance, 1/1 $10,025,118 $ 8,910,374 $ 1,392,807 S 4,885,701 S 4,885,701 S 4,199,189 $ 6,010,217 1 $ (686,512) -14.1% Ending Fund Balance, 12/311 $ 8,910,374 1 $ 4,885,700 1 $ 1,492,807 1 S 4,199,189 1 S 4,199,189 1 $ 6,010,217 1 $ 3,806,651 1 $ 1,811,028 1 43.1% _ MI[C CITY OF FEDERAL WAY202112022 BUDGET 306: CAPITAL PROJECT FUND — TRANSPORTATION SYSTEMS (Continued) EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 ActualI 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Expenditures: 1XX Salaries & Wages $ 327,588 $ 474,635 $ 428,349 $ 818,110 $ 818,110 $ 1,768,095 $ 1,558,671 $ 949,985 116.1% 2XX Benefits 117,017 161,593 71,651 71,651 71,651 120,876 124,895 49,226 68.7% 3XX Supplies 4,444 31,204 - - - n/a 4XX Services and Charges 3,023,008 2,526,941 1,463,000 1,638,000 1,638,000 2,626,000 600,000 988,000 60.3% 5XX Intergovernmental 76,789 60,618 - - - - - - n/a 6XX Capital Outlay 7,849,689 7,758,225 2,703,000 4,787,388 4,787,388 6,462,000 5,290,000 1,674,612 35.0% OXX Other Financing Use 402,656 150,000 - 45,000 45,000 200,000 200,000 155,000 344.4% Total Expenditures: $11,801,190 1 $11,163,217 $ 4,666,000 $ 7,360,149 $ 7,360,149 $ 11,176,972 $ 7,773,566 $ 3,816,823 51.9% Other Financing Use is comprised of $200,000 in 2021/2022 to Street Fund. D-31 BUDGET BYFUND 307: CAPITAL PROJECTS RESERVE FUND PURPOSE/DESCRIPTION: The Capital Projects Reserve Fund was established to adopt a formal Fund Balance Reserve Policy. The City will maintain a reserve for the future general capital needs of the general buildings or other capital projects. Finance Director may transfer excess revenue over expenditures in the General Fund to this fund for future use of the City. The following tables present a sources and uses summary of the Capital Projects Reserve Fund. SOURCES AND USES: Code Item 2018 Actual 2011 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 36X Miscellaneous $ 4,911 $ 7,416 $ $ $ $ $ $ n/a Total Revenues: $ 4,911 $ 7,416 $ $ $ $ $ $ n/a Expenditure Summary: 307 Transfer Out to General Fund $ - $ - $ $ $ $ $ 100.0% TotalExpenditures: $ - $ - $ $ $ $ $ $ n/a Rev Over/(Under) Exp $ 4,911 $ 7,416 $ $ $ $ $ $ n/a Beginning FundBalance,1/1 $ 355,610 $ 360,520 $ 355,610 $ 367,936 $ 367,936 $ 367,936 $ 367,936 $ 0.0% Ending FundBalance,12/31 $ 360,520 1 $ 367,936 1 $ 355,610 1 $ 367,936 1 $ 367,936 1 $ 367,936 1 $ 367,936 1 $ 1 0.0% D-32 CITY OF FEDERAL WAY202112022 BUDGET 308: PAEC CAPITAL PROJECTS FUND PURPOSE/DESCRIPTION: The Performing Arts and Event Center Fund accounts for the receipt and disbursement related to capital project revenue received. The City adopted PAEC Capital Projects Fund to incorporate in the revised 2014 Budget. The following tables present a sources and uses summary of the PAEC Capital Projects Fund. The project was substantially completed in 2018. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted Adjusted Projected $ Ch % Ch Revenue Summary: 33X Intergovernmental $ 80,440 $ 813,789 $ $ $ $ $ S n/a 36X Miscellaneous - 785 n/a 39X Other Financing Sources 1,000,000 6,608,971 n/a Total Rewenues: S 1,080,440 $ 7,423,546 $ $ $ $ $ $ n/a Expenditure Summary: 308 Performing Arts & Event Ctr $ 307,046 $ 71,989 $ $ S $ S n/a Total ndltures: S 307,046 $ 71,989 $ $ $ $ $ $ n/a RevOwr/(Under) $ 773,394 $ 7,351,556 $ - $ - $ - $ - $ - $ - n/a Beginning nndBalance,1/1 S (8,124,951) $ (7,351,556) $ $ $ $ $ $ n/a En(Ung Fbnd Balance, 12/31 S (7,3519556) $ (0) $ $ $ $ S $ n/a EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Expenditures: 3XX Supplies 92,241 - n/a Services and Charges 33,811 19,687 n/a 44XX 6XX Capital Outlay 180,994 52,302 n/a Total Expenditures: $ 307,046 $ 71,989 $ $ $ $ $ - $ n/a D-33 BUDGET BYFUND 401: SURFACE WATER MANAGEMENT FUND PURPOSE/DESCRIPTION: The Surface Water Management (SWM) Fund was established to administer and account for all receipts and disbursements related to the City's surface and storm water management system. All service charges are deposited into this Fund for the purpose of paying all or any part of the cost and expense of maintaining and operating surface and storm water management facilities. The SWM Fund is further responsible for the comprehensive management of the City's natural and manmade surface water systems. This involves protecting developed and undeveloped properties from flooding, runoff and water quality problems while continuing to accommodate new residential and commercial growth. The SWM Fund also promotes the preservation of natural drainage systems, protection of fishery resources, and wildlife environment. The SWM Fund is organized into three supporting divisions: Engineering, Water Quality and Maintenance Services. The following is a summary of the fund's major sources of revenue and primary areas of service. PRIMARY REVENUE SOURCES Surface Water Management fees Interest earnings PRIMARY EXPENDITURE SERVICES • Design, construction and inspection of public surface water capital improvement projects • Establish and update City surface water management codes and regulations • Water Quality • Maintenance program for current system The City shall maintain an operating reserve within the Surface Water Utility Fund in an amount not less than 17 percent of operating expenses from the prior year. Any excess may transferred to the Capital Project Fund - SWM for future capital prof ects. The following tables present a sources and uses summary of the divisions' budgets comprising the SWM Fund. Also included is expenditure by object summary. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 33X Intergovernmental $ 48,504 $ 31,718 $ 139,670 $ 139,670 $ 139,670 $ - $ - $ (139,670) -100.0% 34X Charges for Services 4,172,341 4,370,049 4,047,198 4,289,712 4,289,712 5,938,201 4,927,775 1,648,489 38.4% 35X Fines and Penalties 65,680 - - - n/a 36X Miscellaneous 45,906 78,923 3,000 3,000 3,000 3,000 3,000 - 0.0% Total Revenues: $ 4,266,752 1 $ 4,546,370 $ 4,189,868 $ 4,432,382 $ 4,432,382 $ 5,941,201 $ 4,930,775 $ 1,508,819 34.0% Expenditure Summary: 620 Engineering $ 2,330,340 $ 2,315,757 $ 2,477,978 $ 2,552,234 $ 2,552,234 $ 2,540,002 $ 2,562,454 $ (12,232) -0.5% 630 Water Quality 340,016 330,212 430,588 407,061 407,061 491,122 495,260 84,060 20.7% 640 Maintenance 1,184,930 1,128,949 1,184,437 1,322,525 1,322,525 1,442,912 1,463,377 120,387 9.1% 650 Steel Lake Management 13,974 15,163 18,928 18,928 18,928 18,928 18,928 - 0.0% 660 North Lake Management 8,448 22,774 14,088 14,088 14,088 14,088 14,088 0.0% 680 Debt Service 98,042 97,081 98,042 1,922 1,922 1,922 1,922 - 0.0% 597 Trsfr Out - CIP Fund - - - 533,487 533,487 993,068 1,560,000 459,581 86.1% Total Expenditures: $ 3,975,750 $ 3,909,935 $ 4,224,061 $ 4,850,245 $ 4,850,245 $ 5,502,041 $ 6,116,029 $ 651,796 13.4% RevOver/(Under) Ixp $ 291,002 $ 636,435 $ (34,193) $ (417,863) $ (417,863) $ 439,160 $ (1,185,254)1 $ 857,023 205.1 0 Beginning Fund Balance,1/1 $ 2,082,541 $ 2,373,543 $ 1,080,925 $ 3,009,977 $ 3,009,977 $ 2,592,114 $ 3,031,274 $ (417,863) -13.9% Ending Fund Balance,12/31 $ 2,373,543 $ 3,009,977 $ 1,046,732 $ 2,592,114 $ 2,592,114 $ 3,031,274 $ 19846,020 1 $ 439,160 1 16.9% D-34 CITY OF FEDERAL WAY202112022 BUDGET 401: SURFACE WATER MANAGEMENT FUND (continued) EXPENDITURES BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Expenditures: 1XX Salaries & Wages $1,592,497 $1,567,811 $1,761,811 $1,761,811 $1,761,811 $ 2,033,656 $ 2,088,664 $ 271,845 15.4% 2XX Benefits 599,523 599,632 602,250 602,250 602,250 629,709 646,157 27,460 4.6% 3XX Supplies 127,946 159,793 98,845 115,195 115,195 164,595 135,195 49,400 42.9% 4XX Services and Charges 413,610 432,438 601,096 765,107 765,107 690,988 695,988 (74,119) -9.7% 5XX Intergovernmental 329,042 238,193 277,422 285,878 285,878 286,650 286,650 772 1 0.3% 7XX Debt Service -Principal 96,120 96,120 96,120 - - - - - n/a 8XX Debt Service -Interest 1,922 961 1,922 1,922 1,922 1,922 1,922 - 0.0% 9XX Internal Services/Other 815,090 814,987 784,596 784,596 784,596 701,453 701,453 (83,143) -10.6% OXX Other Financing Use 533,487 533,487 993,068 1,560,000 459,581 86.1% Total F*nditures: $ 3,975,750 $ 3,909,935 $ 4,224,061 $ 4,850,245 $ 4,850,245 $ 5,502,041 $ 6,116,029 $ 651,796 1 13.4% D-35 BUDGET BYFUND 402: DUMAS BAY CENTRE PURPOSE/DESCRIPTION: The Dumas Bay Centre Fund was established as an Enterprise Fund to specifically account for the revenues and expenses related to the acquisition, capital improvements, maintenance and operations of the City -owned Dumas Bay Centre Facility and Knutzen Family Theatre. The intent of the fund is to recover, primarily through user charges, the costs (expenses, including depreciation) of providing services to the general public on a continuing basis. The fund is accounted for in two distinct parts; the facilities, hotel, conference rooms and the kitchen as one part and the Knutzen Family Theatre as the second part. The Dumas Bay Centre was purchased by the City during the summer of 1993 and upgrades and construction was completed in 1998. Facilities include approximately 12 acres of landscaped waterfront property, 78 bedrooms, a full -service kitchen and small to large meeting rooms and classrooms. Facility services include conference and retreat services, community rentals for events such as weddings and/or wedding receptions, performing arts activities, visual art gallery displays, special events, community education and recreation classes, and food services. The Knutzen Family Theatre provides the community of Federal Way with a quality facility that presents accessible and affordable arts and cultural experiences in a unique and beautiful setting. The Knutzen Family Theatre offers a 234 seat performing arts facility, performance space for local artists and art organizations, production assistance for local arts organizations, performance and cultural arts events, cultural arts classes, technical theater classes, business and special events rentals. The City shall maintain a minimum of $1,500,000 in a reserve set aside for equipment replacement, major building upgrades, and roof replacement of the Center. The following tables present sources and uses summary and expenditure by object summary of the Dumas Bay Centre Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 34X Charges for Services $ 940 $ 6,249 $ 254 $ 254 $ 254 $ 254 $ 254 $ - 0.0% 36X Miscellaneous 885,453 919,668 764,997 359,407 359,407 784,897 834,897 425,490 118.4% 39X Other Financing Sources 123,501 23,000 283,371 283,371 115,720 95,060 (167,651) -59.2% Total Revenues: $ 1,009,894 $ 925,917 $ 788,251 $ 643,032 $ 643,032 $ 900,871 $ 930,211 $ 257,839 40.1% Expenditure Summary: 101/102 Dumas Bay Centre $ 856,097 $ 906,668 $ 677,872 $ 736,487 $ 736,487 $ 893,272 $ 922,610 $ 156,784 21.3% 352 Knutzen Family Theatre 77,345 3,888 7,600 7,600 7,600 7,600 7,600 0.0% Total nditures: $ 933,442 $ 910,556 $ 685,472 $ 744,087 $ 744,087 $ 900,872 $ 930,210 $ 156,784 21.1% Rev Over/(Under)Fxp $ 76,452 $ 15,361 $ 102,779 $ (101,055) $ (1019055) $ (1) $ 1 $ 101,055 -100.0% Beginning Fund Balance,1/1 $ 19509,243 1 $195859695 1 $1,602,779 $ 116019056 1 $1,6019056 1 $ 11500,000 1 $ I,50Q000 $ (101,055) -6.3010 Fnding Fund Balance, 12/311 $ 1,585,695 1 $1,601,056 1 $1,705,557 1 $ 1,500,000 1 $1,500,000 1 $ 1,500,000 1 $1,500,000 1 $ (1) 1 0.0% EXPENDITURE BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Expenditures: 1XX Salaries& Wages $ 348,340 $ 347,239 $ 298,278 $ 302,278 $ 302,278 $ 372,570 $ 375,714 $ 70,292 23.3% 2XX Benefits 121,664 116,870 82,035 82,035 82,035 84,520 85,714 2,484 3.0% 3XX Supplies 189,355 230,553 122,036 94,036 94,036 197,036 197,036 103,000 109.5% 4XX Services and Charges 228,975 181,862 128,459 211,074 211,074 203,359 228,359 (7,715) -3.7% 5XX Intergovernmental 895 921 4,200 4,200 4,200 4,200 4,200 - 0.0% 9XX 1 Internal Services/Other 1 44,213 33,111 50,464 50,464 50,464 39,187 39,187 (11,277) -22.3% Total nditures: 1 $ 933,442 $ 910,556 $ 685,472 $ 744,087 $ 744,087 $ 900,872 $ 930,210 $ 156,784 1 21.1% D-36 CITY OF FEDERAL WAY 2 02112 022 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 property, casualty and general liability, and similar functions. Risk management also provides departments with information and assistance about recommended insurance requirements for various City contracts. Through the safety program, information is provided on how to reduce the risk of injury to employees, the general public and to City owned and leased property. This Fund is funded primarily through user charges allocated to the operating funds based upon the number of budgeted staff, department claims and auto and property premiums. The City will maintain a reserve in an amount of not less than one year's expenditure from prior year or $0.6 million. The following tables present sources and uses summary and expenditure by object summary of the Risk Management Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Ad' I Adopted Adjusted Projected $ Chg I % Chg Revenue Summary: 34X Charges for Services $ 1,035,343 $ 1,103,040 $ 1,103,040 $ 1,103,040 $ 1,103,040 $ 1,103,040 $ 1,103,040 $ 0.0% 36X Miscellaneous 16,992 22,783 5,000 5,000 5,000 5,000 5,000 0.0% 37X Proprietary Fund Revenues 112,798 112,162 58,000 58,000 58,000 88,000 88,000 30,000 51.7% 39X Other Financing Sources - - - 813,692 813,692 - - - 0.0% Total Revenues: $ 1,165,133 $ 1,237,986 $ 19166,040 $ 1,979,732 $ 19979,732 $ 19196,040 $ 1,196,040 $ 30,000 1.5% Expenditure Summary: 4XX Insurance Premiums $ 502,280 $ 505,945 $ 554,049 $ 846,538 $ 846,538 $ 907,334 $ 940,794 60,796 7.2% 4XX Claims 571,554 747,969 797,033 1,233,023 1,233,023 515,928 493,231 (717,095) -58.2% 4XX Services and Charges 69,410 77,021 102,850 52,700 52,700 52,250 52,250 (450) -0.9% OXX Other Financing Use 150,000 150,000 - 0.0% Total Eqxn(fitures:1 $ 1,143,244 $ 1,330,934 $ 1,453,932 1 $ 2,282,261 $ 2482461 $1,475,512 $1,486,275 $ (806,749) -35.3% RevOver/(Under) l $ 21,889 1 $ (92,949) $ (287,892) $ (302,529) $ (302,529) $ (279,472) $ (290,235)1 $ 23,057 1 -7.6% Beginning Fund Balance,1/1 $ 1,573,589 1 $1,595,478 1 $ 912,108 1 $ 1,502,529 1 $ 1,502,529 1 $1,200,000 1 $ 920,528 1 $ (302,529) -20.1% Ending ftnd Balance, 12/311$ 1,595,478 1 $1,502,529 1 $ 624,216 1 $ 1,200,000 1 $ 1,200,000 1 $ 920,528 1 $ 630,293 1 $ (279,472) -23.3% EXPENDITURE BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj I Adopted Adjusted I Projected $ Chg I % Chg Expenditures: 4XX Services and Charges 1,143,244 1,330,934 1,453,932 2,132,261 2,132,261 1,475,512 1,486,275 (656,749) -30.8% OXX Other Financing Use - - - 150,000 150,000 - - (150,000) -100.0% TotalExpenditures: $ 1,143,244 $1,330,934 $1,453,932 $ 2,282,261 $ 2,282,261 $ 1,475,512 $ 1,486,275 $ (806,749) -35.3% D-37 BUDGET BYFUND 502: INFORMATION TECHNOLOGY FUND PURPOSE/DESCRIPTION: The Information Technology Fund was established to account for all costs and services (study, design, purchase, implement, training, support, upgrade and replacement) associated with the City's information technology (PC, WKS, LAN, WAN, phone, radio, hardware and software). This fund also supports systems and provides services for: the City's Geographical Information Systems (GIS) needs (data collection and maintenance, map productions, data analysis, and development of user friendly GIS applications); World Wide Web (WWW) presence and services such as Internet, Intranet, File Transfer Protocol (FTP), and Simple Mail Transfer Protocol (SMTP); City's electronic Document Management Imaging and Archiving Systems (DMS) implementation and coordination; City's TV broadcast channel programming, systems maintenance and broadcasting (FWTV 21); and cable franchise agreements monitoring and cable customers complaint and service needs. Information Technology costs are allocated to departments and/or programs based on usage by department and through a per FTE employee basis. The City will maintain adequate reserves for replacement for capital and shall be funded through department charges and other revenues sufficient to replace both hardware and software at the end of their useful life. The following tables present sources and uses summary and expenditure by object summary of the Information Technology Fund. SOURCES AND USES: Code Item 2018 Actual 1 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted Projected $ Chg I % Chg Revenue Summary: 33X Intergovernmental $ 235,471 $ 20,901 $ $ $ $ - $ - $ n/a 34X Charges for Services 2,147,817 2,231,803 2,246,053 2,431,108 2,431,108 2,750,180 2,691,687 319,072 13.1% 36X Miscellaneous 42,696 44,821 19,000 19,000 19,000 179,000 29,000 160,000 842.1% 39X Other Financing Sources - - - - - - - - n/a Total Revenues: $ 2,425,984 $ 2,297,525 $ 2,265,053 $ 2,450,108 $ 2,450,108 $ 2,929,180 $ 2,720,687 $ 479,072 19.6% Expenditure Summary: 512-XX Court $ 82,067 $ 86,449 $ 92,936 $ 92,936 $ 92,936 $ 94,111 $ 94,111 $ 1,176 1.3% 518-88 Data Processing 747,009 807,233 624,946 823,613 823,613 1,349,078 1,170,142 525,466 63.8% 518-95 Government Access Channel 137,519 91,920 128,992 128,992 128,992 127,571 127,571 (1,420) -1.1% 521-XX Police and Safecity 917,469 884,780 883,441 1,010,244 1,010,244 806,374 812,465 (203,870) -20.2% 518-91 Telecommunications 132,963 140,427 1 147,573 197,573 197,573 202,461 202,461 4,888 2.5% 518-93 WiFi 9,532 5,472 8,700 8,700 8,700 8,700 8,700 0.0% 518-94 Geographic Information Systems 266,166 315,881 266,543 266,543 266,543 287,355 292,158 20,813 7.8% Total E*nditures: $ 2,292,725 $ 2,332,162 $ 2,153,130 $ 2,528,600 $ 2,528,600 $ 2,875,652 $ 2,707,608 $ 347,052 13.7% Rev Owr/(Under) Exp $ 133,259 $ (34,636) $ 1119923 $ (78,492) $ (78,492) $ 53,528 $ 13,079 $ 132,020 -168.2% Beginning Fund Balance,l/1 $ 3,620,350 $ 3,753,608 $ 3,491,379 $ 3,718,972 $ 3,718,972 $ 3,640,480 $ 3,694,008 $ (78,492) 2.1 l�din Ilmd Balance,l2/31 $ 3,753,608 $ 3,718,972 $ 3,603,302 $ 3,640,480 $ 3,640,480 $ 3,694,008 $ 3,707,088 $ 53,528 1.5% EXPENDITURE BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 1 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Expenditures: 1XX Salaries & Wages $ 661,830 S 667,071 $ 653,612 $ 754,167 $ 754,167 $ 867,591 $ 813,886 $ 113,424 15.0% 2XX Benefits 240,776 243,884 233,955 233,955 233,955 280,176 282,565 46,221 19.8% 3XX Supplies 41,075 19,107 44,406 52,518 52,518 44,406 44,406 (8,112) -15.4% 4XX Services and Charges 646,194 754,076 747,679 829,679 829,679 1,106,404 1,107,904 276,725 33.4% 5XX Intergovernmental 135,213 142,109 134,278 156,778 156,778 1 156,778 156,778 1 - 0.0% 6XX 1 Capital Outlay 567,637 505,914 339,200 501,503 501,503 1 420,297 302,069 1 (81,206) -16.2% Total Expenditures: $ 2,292,725 $ 2,332,162 $ 2,153,130 $ 2,528,600 $ 2,528,600 1 $2,875,652 $2,707,608 1 $ 347,052 13.7% CITY OF FEDERAL WAY202112022 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 and through a per FTE employee basis. The City will maintain an adequate reserve fund to replace copy and mailing equipment. The following tables present sources and uses summary and expenditure by object summary of the Mail and Duplication Services Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected $Chg %Chg Revenue Summary: 34X Charges for Services $ 171,505 $ 142,963 $ 135,947 $ 135,947 $ 135,947 $ 135,947 $ 135,947 $ 0.0% 36X Miscellaneous 2,213 3,210 - - - - - n/a Total Revenues: $ 173,718 $ 146,173 $ 135,947 $ 135,947 $ 135,947 $ 135,947 $ 135,947 $ 0.0% Expenditure Summary: 503 Mail and Duplications $ 151,353 $ 127,872 $ 148,152 $ 148,152 $ 148,152 $ 126,892 $ 185,007 $ (21,260) -14.4% Total Expenditures: $ 151,353 $ 127,872 $ 148,152 $ 148,152 $ 148,152 $ 126,892 $ 185,007 $ (21,260) -14.4% RevOwr/(Under) lxp $ 22,365 $ 18,301 $ (12,205) $ (12,205) $ (12,205) $ 9,055 $ (49,060) $ 21,260 -174.2% Beginning FundBalance,1/1 $ 176,703 1 $ 199,068 1 $ 162,988 1 S 217,369 1 $ 217,369 1 $ 205,164 1 $ 214,219 $ (12,205) -5.6% Fn(ing Fund Balance,12/31 $ 199,068 1 $ 217,369 1 $ 150,783 1 $ 205,164 1 $ 205,164 1 $ 214,219 1 $ 165,159 $ 9,055 1 4.4% EXPENDITURE BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected $ Chg % Chg Expenditures: 3XX Supplies $ 17,571 $ 18,758 $ 21,650 $ 21,650 $ 21,650 $ 21,650 $ 21,650 $ 0.0% 4XX Services and Charges 97,158 80,216 89,851 89,851 89,851 89,851 89,851 0.0% 6XX Capital Outlay 36,625 28,898 36,651 36,651 36,651 15,391 73,506 (21,260) -58.0% Total Fxpenditures: $ 151,353 $ 127,872 $ 148,152 $ 148,152 $ 148,152 $ 126,892 $ 185,007 $ (21,260) -14.4% D-39 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 owned vehicles and other motorized equipment. This Fund shall own and depreciate all fund assets of this nature. Fleet and equipment user charges are allocated to the operating funds based on amount of equipment in a given department. The City will maintain Fleet and Equipment Fund adequately to fund replacement of vehicles and other equipment at their scheduled replacement time. The following tables present sources and uses summary and expenditure by object summary of the Fleet and Equipment Fund. SOURCES AND USES: Code Item 2018 FActual 2019 Actual 2020 2021 Adopted 2022 I Adopted 21 Adopted - 20 Adj I Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 34X Charges for Services $ 1,945,220 $ 2,167,706 $ 2,220,329 $ 2,220,329 $ 2,220,329 $ 2,220,329 $ 2,220,329 $ 0.0% 36X Miscellaneous 79,294 96,124 80,315 80,315 80,315 80,315 80,315 - 0.0% 39X Other Financing Sources 15,396 36,429 105,000 105,000 545,500 440,500 419.5% Total Revenues: $ 2,039,910 $ 2,300,260 $ 2,300,644 $ 294059644 $ 2,405,644 $ 2,846,144 $ 293009644 $ 440,500 18.3% Expenditure Summary: 548 City Hall $ 362,551 $ 843,775 $ 904,824 $ 1,551,976 $ 1,551,976 $ 1,612,984 $ 562,732 $ 61,008 3.9% 521 Police 1,120,632 1,275,854 821,169 1,147,465 1,147,465 1,516,120 1,357,169 368,655 32.1% TotalExpenditures: $ 1,483,183 $ 2,119,629 $ 1,725,993 $ 2,699,441 $ 2,699,441 $ 3,129,104 $1,919,901 $ 429,663 15.9% RevOver/(Under) Fkp $ 556,727 $ 180,631 $ 574,651 $ (293,797) $ (293,797) $ (282,960) $ 380,743 $ 10,837 -3.7% Beginning Fund Balance,1/1 $ 7,071,466 $ 7,628,193 $ 8,843,269 $ 7,808,824 $ 7,808,824 $ 7,515,027 $ 7,232,0617 $ (293,797) -3.8% Ending Fund Balance, 12/311 $ 7,6289193 1 $ 7,808,824 1 $ 99417,920 1 $ 795159027 1 $ 7,515,027 1 $ 7,2329067 1 $ 796129809 1 $ (2829960) -3.8% EXPENDITURE BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Expenditures: 1XX Salaries & Wages $ 33,779 $ 57,593 $ 49,440 $ 49,440 $ 49,440 $ 62,364 $ 65,172 $ 12,924 26.1% 2XX Benefits 18,367 36,283 18,787 18,787 18,787 23,698 24,765 4,911 26.1% 3XX Supplies 454,686 477,434 524,597 524,597 524,597 524,597 524,597 - 0.0% 4XX Services and Charges 374,878 480,820 342,302 342,302 342,302 342,302 342,302 0.0% 5XX Intergovernmental 565 1 287 1 350 1 350 350 1 350 1 350 0.0% 6XX Capital Outlay 600,910 1,067,211 788,712 1,762,160 1 1,762,160 2,175,793 962,715 413,633 23.5% 9XX I Internal Services/Other - - 1,805 1,805 1,805 - - (1,805) -100.0% Total nditures: $1,483,183 $ 2,119,629 $ 1,725,993 1 $ 2,699,441 $ 2,699,441 $ 3,129,104 $ 1,919,901 $ 429,663 15.9% See page F-2 for a listing of funded equipment. mul CITY OF FEDERAL WAY202112022 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 square footage of departments using the facility. The City will maintain a reserve of not less than $2 million for replacement of equipment and major upgrades to the city buildings other than Community Center and Dumas Bay Center. The following tables present sources and uses summary and expenditure by object summary of the Building and Furnishings Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected $ Chg % Chg Revenue Summary: 34X Charges for Services $ 489,696 $ 507,696 $ 489,696 $ 489,696 $ 489,696 $ 489,696 $ 489,696 $ 0.0% 36X Miscellaneous 62,406 53,325 659 659 659 659 659 0.0% 39X Other Financing Sources 500,000 - - - - - - n/a Total Revenues: $1,052,102 $ 561,021 $ 490,355 $ 490,355 $ 490,355 $ 490,355 $ 490,355 $ 0.0% Expenditure Summary: 521-XX Police $ 2,615 $ 661 $ - $ - $ - $ - $ - $ n/a 518-3X City Hall 385,272 444,270 367,059 584,059 584,059 463,521 465,505 (120,538) -20.6% 576-80 Shop 133,785 159,077 110,699 110,699 110,699 118,548 122,837 7,849 7.1% 576-81 Annex 2,970 3,545 5,330 5,330 5,330 5,624 5,785 295 5.5% 597-80 Transfer Out - - - 562,414 - 562,414 n/a Total Expenditures: $ 524,642 1 $ 607,554 $ 483,088 $ 700,088 $ 700,088 $1,150,108 $ 594,127 $ 450,020 64.3% RevOver/(Under) FXp $ 527,460 $ (46,532) $ 7,267 $ (209,733) $ (209,733) $ (659,753) $ (103,772) $ (450,020) 214.6% Beginning Fund Balance,1/1 $ 2,492,330 $ 3,019,790 $ 2,504,464 $ 2,973,258 $ 2,973,258 $ 2,763,525 $ 2,103,772 $ (209,733) -7.1% Wing Fund Balance,12/31 $ 3,019,790 $ 2,973,258 $ 2,511,731 $ 2,763,525 $ 2,763,525 $ 2,103,772 $ 2,000,000 $ (659,753) -23.9% EXPENDITURE BY OBJECT SUMMARY: Code Item 2018 Actual 2011 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg I % Chg Expenditures: 1XX Salaries & Wages $ 85,112 $ 98,936 $ 82,026 $ 82,026 $ 82,026 $ 161,346 $ 166,008 $ 79,320 96.7% 2XX Benefits 52,913 51,677 31,170 31,170 31,170 61,311 63,083 30,141 96.7% 3XX Supplies 36,697 51,386 28,809 28,809 28,809 28,809 28,809 - 0.0% 4XX Services and Charges 349,920 405,410 336,227 553,227 553,227 336,227 336,227 (217,000) -39.2% 5XX Intergovernmental - 144 - - - - - n/a 9XX Internal Services/Other - 4,856 4,856 4,856 - (4,856) -100.0% OXX Other Financing Use - - - - - 562,414 - 562,414 100.0% Total nditures: $ 524,642 $ 607,554 $ 483,088 $ 700,088 $ 700,088 $1,150,108 $ 594,127 $ 450,020 64.3% D-41 BUDGET BYFUND 506: HEALTH INSURANCE FUND PURPOSE/DESCRIPTION: The Health Insurance Fund was established to account for all costs associated with the self -insured medical and prescription plan for the City employees and COBRA participants. The City will maintain a reserve in an amount of not less than 16 weeks of budgeted expenses as recommended by our consultant. The following tables present sources and uses summary and expenditure by object summary of the Health Insurance Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 1 Adopted - 20 Adj Adopted Adjusted Projected PSChg I % Chg Revenue Summary: 34X I Charges for Services $ 4,515,537 $ 4,649,959 $ 4,556,000 $ 4,556,000 $ 4,556,000 $ 4,727,241 $ 4,556,000 $ 171,241 3.8% 36X Miscellaneous 31,992 50,753 10,800 10,800 10,800 10,800 10,800 0.0% 37X Proprietary Fund Revenues 482,308 281,299 400,000 400,000 400,000 400,000 400,000 - 0.0% Total Operating Revenues: $ 5,029,837 $ 4,982,011 $ 4,966,800 $ 4,966,800 $ 4,966,800 $ 5,138,041 $ 4,966,800 $ 171,241 3.4% Expenditure Summary: 550 Self Health Insurance $ 4,639,743 $ 4,264,644 $ 5,256,726 $ 5,256,726 $ 5,256,726 $ 5,427,967 $ 5,256,726 $ 171,241 3.3% Total Operating Expenditures: $ 4,639,743 $ 4,264,644 $ 5,256,726 $ 5,256,726 $ 5,256,726 $ 5,427,967 $ 5,256,726 $ 171,241 3.3% OperRev Owr/(Under)lxp $ 390,094 $ 717,367 $ (289,926) $ (289,926) $ (289,926) $ (289,926) $ (289,926) $ 0.0% Beginning IundBalance,1/1 $ 2,550,138 $ 2,940,231 $1,191,887 $ 3,657,598 $ 3,657,598 $ 39367,672 $ 3,0779746 $ (289,926) -7.9% &ding ftnd Balance, 12/311$ 2,940,231 1 $ 3,657,598 1 $ 901,961 1 $ 3,367,672 1 $ 3,367,672 1 $ 3,077,746 1 $ 2,787,820 1 $ (289,926) -8.0/0 EXPENDITURE BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted Projected $ Chg % Chg Expenditures. 4XX Services and Charges $ 4,638,124 $ 4,263,033 $ 5,226,726 $ 5,226,726 $ 5,226,726 $ 5,397,967 $ 5,226,726 171,241 3% 5XX Intergovernmental 1,620 1,611 30,000 30,000 30,000 30,000 30,000 0% Total Expenditures: $ 4,639,743 $ 4,264,644 $ 5,256,726 $ 5,256,726 $ 5,256,726 $ 5,427,967 $ 5,256,726 $ 171,241 3.3% WA CITY OF FEDERAL WAY202112022 BUDGET 507: UNEMPLOYMENT INSURANCE FUND PURPOSE/DESCRIPTION: The Unemployment Insurance Fund was established to account for all costs associated with the self -insured unemployment plan for the City employees. The City will maintain a reserve in an amount not less than $250,000 or annual unemployment expenses. The following tables present sources and uses summary and expenditure by object summary of the Unemployment Insurance Fund. SOURCES AND USES: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted Adjusted Projected $ Chg % Chg Revenue Summary: 34X Charges for Services $ 34 $ - S $ $ $ $ - $ n/a 36X Miscellaneous 3,757 4,219 5,000 5,000 5,000 5,299 6,000 299 6.0% Total Revenues: $ 3,792 $ 4,219 $ 5,000 $ 5,000 $ 5,000 $ 5,299 $ 6,000 S 299 6.0% Expenditure Summary: 507 Unemployment Insurance $ 84,004 $ 9,634 $ 20,000 $ 20,000 $ 20,000 $ 10,000 $ 10,000 $ (10,000) -50.0% Total nditares: $ 84,004 $ 9,634 $ 20,000 $ 20,000 $ 20,000 $ 10,000 $ 10,000 $ (10,000) -50.0% RevOver/(Under) Exp $ (80,212) $ (5,415) $ (15,000) $ (15,000) $ (15,000) $ (4,701) $ (4,000) $ 105299 -68.7% Beginning Fund Balance,1/1 $ 359,328 $ 279,116 $ 265,328 $ 273,701 $ 273,701 $ 258,701 $ 254,000 $ (15,000) -5.5% Ending Fund Balance, 12/3 1, $ 279,116 $ 273,701 $ 250,328 $ 258,701 $ 258,701 $ 254,000 $ 250,000 $ (4,701) EXPENDITURE BY OBJECT SUMMARY: Code Item 2018 Actual 2019 Actual 2020 2021 Adopted 2022 Adopted 21 Adopted - 20 Adj Adopted I Adjusted I Projected 1 $ Chg I % Chg Expenditures: 4XX Services and Charges $ 84,004 $ 9,634 $ 20,000 $ 20,000 S 20,000 $ 10,000 $ 10,000 (10,000) -50% Total nditures: $ 84,004 $ 9,634 1 $ 20,000 1 $ 20,000 1 $ 20,000 1 $ 10,000 $ 10,000 1 $ (10,000) -50.0% D - 43 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK . I I CITY OF FEDERAL WA Y 202112022 BUDGET CAPITAL BUDGET I. Overview The Capital Investment Plan (CIP) presents current and planned public improvements that are considered as the most important within the six -year planning horizon. Project costs are appropriated up to and include 2020. Project costs and the allocation of future resources beyond the current 2021-2022 biennium are adopted as an integral part of the plan and will be reviewed and updated during each subsequent biennium. CIP Programs The Federal Way CIP projects are organized into three program areas: Parks System; Surface Water Management System; and Transportation System. Definition The City defines a CIP Project to be any project that possesses all of the following characteristics: • Exceeds an estimated cost of $25,000; • Involves new physical construction, reconstruction, replacement of an existing system or acquisition of land or structures; and • Is funded by the City, in whole or in part, or involves no City funds but is the City's responsibility for implementation, such as a 100% grant -funded project. The project budget is an estimate of the resources required to take a project from beginning to completion. The continuation of fully funded projects while affects the work load, are not repeated in the Plan document. Maintenance and Operating Impact In addition to providing estimated capital costs, staff is also required to assess estimated maintenance and operating (M&O) expenditures. It is the City's policy that Capital Projects will not be funded without the funding for ongoing M&O also being identified. M&O costs are incorporated into operating budget when the construction funding is approved and the implementation of the project is ascertained. II. CAPITAL FINANCING SOURCES Federal Way relies on a variety of sources for financing capital investments. 1. General Fund Savings —The savings occur when revenue collection exceeds budget projection and/or city expenditures are less than the amount budgeted. Based on the tight operating budget the City does not anticipate using this source to fund capital projects. 2. Voter -Approved Bonds — This is one of the most common methods of financing capital improvements for local municipal government, also known as Unlimited Tax General Obligation Bonds. Super -majority voter approval is required within the local government; local government is obligated to levy excess property taxes in order to repay the Voter -Approved Bonds. Debt capacity is the City's constitutional and statutory debt limit. The City has $150 million in non -voted bond capacity; $120 million in voter -approved general purpose bond capacity; and $299 million in voter -approved open space and park bond capacity as of December 31, 2019. 3. Utility Tax — The City levies a 7.75% utility tax to fund the CIP projects and associated M&O, Police and Community Safety Improvement projects and General Fund ongoing operations. The City does not plan on using this source in 2021/2022 for capital projects. 4. REET — The City receives a 0.5% Real Estate Excise Tax from real estate transactions in the city. This revenue is restricted by law and can only be used for capital projects that are identified in the city's Capital Investment Plan. Currently REET revenue is budgeted at $3.6 million per year. REET collections projected in 2021-2022 is allocated as follows: ■ Federal Way Community Center Debt Service — $817K in 2021 and $820K in 2022; E - 1 CITY OF FEDERAL WAY 2 02112 022 BUDGET ■ Target Property Debt Service — $715K in 2021 and $640K in 2022; ■ PAEC Debt Service — $553K in 2021 and $554K in 2022; ■ SCORE Debt Service — $525K in 2021 and $526K in 2022; ■ Transportation CIP - $0.35M in 2021. ■ Arterial Street Overlay - SLOM per year in 2021 and 2022. 5. Grants —Federal Way is actively pursuing grants and has been successful in many. These include grants from federal, state, county level, and other public/private donations. During 1992 — 2020 grants provided approximately 60% of Transportation Project funding to improve the capacity or traffic flow of major corridors in the region. To a lesser degree, grants are also available for parks, facility improvements, and surface water projects. 6. Mitipation/Tra ffiic Impact Fee —The City currently collects impact fees based on the State Environmental Protection Act (SEPA) for parks and surface water management systems. This revenue source is collected and restricted for specific areas to mitigate the cumulative impacts of new growth and development in the City. Beginning July 1, 2010 the impact fee for transportation changed from 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 $237.3 million, consists of. $214.2 million in transportation/street overlay projects (of which $115.3 million is unfunded), $0.6 million in Parks Projects, and $22.5 million in Surface Water projects (of which $8.2 million is unfunded). Project Prioritization With limited existing revenue streams, the City Council established the following funding priorities for these projects. The top priority is given to those projects leveraging local resources with substantial grants. Under this priority, the transportation projects are further refined by those projects required in the near future to meet the mandate of the Growth Management Act, or those projects that will be needed to meet the mandate in the future. The last priority are those local projects that do not compete well for regional and federal grants. Leveraging local funds is also the top priority for parks/open space projects. Neighborhood parks followed by community -wide or regional parks are the next priority. Surface Water Management projects are prioritized primarily by the importance of the project to insure property and community safety. IV. 2021/22 FUNDING RECOMMENDATION The Adopted Capital Funding Plan totals $27.5 million in 2021/22. a. Implement $0.56M in Parks improvements by using funding already within the Parks CIP fund to fund the 2021/2022 projects. b. Implement $3.IM in Surface Water Management improvements by using $2.6M in user fees from prior years combined with $0.5M in grants in 2019/20. c. Implement $23.8M in Transportation improvements & Arterial Street Overlay by providing funding in 2021/22 totaling $23.8M including $2.4 million REET; $1.7 million fuel tax; $10.9 million in grants anticipated/received, $3.9 million in Mitigation/Traffic Impact funds anticipated/received, and $3.1 million from utility solid waste utility tax, $0.9 million from arterial street overlay fuel tax, $1.0 million in LIFT sales tax. E - 2 CAPITAL BUDGET 6-YEAR CAPITAL IMPROVEMENT PLAN - PARKS Total Project Costs $0.6 Million Other $165 29% Neighborhood Parks $400 52% (dollars in thousands) Total Funding Sources $1.0 Million $1,000 100% Funding Sources By Year L-T-D Thru 2020 Adopted Planned Total 2021 1 2022 2023 2024 2025 1 2026 Real Estate Excise Tax $ 500 $ $ $ 150 $ 150 $ 100 1 $ 100 $ 1,000 Subtotal City Sources $ 500 $ - $ $ 150 $ 150 $ 100 1 $ 100 $ 1,000 Project By Year: Priority Proj. # Project Name L-T-D Thru 2020 2021 2022 2023 2024 2025 2026 Total 1 129 Major Maint & Im r - Existing Park Fac 90 75 - 165 1 132 Annual Playground Re & Re I Prog 100 300 400 Total Project Costs $ $ 190 $ 375 $ $ $ $ $ 565 Project Impact on M&O Costs $ $ - I $ $ $ $ $ $ Priority 1 = Projects addressing Safety and Service Priority 2 = Projects addressing Park Plan Core Values Priority 3 = Long Range Planning Projects E - 3 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - PARKS Project Name: Major Maintenance & Improvements to Existing Park Facilities Project Number: 129 Priority: 1 Proiect Account Number: 303-7100-129 Planning Area: All Project Description: * Sport lighting repairs * Asphalt repairs - parking lots and paths. * Hard surface court repairs - tennis and basketball courts. * Roof repair. * Misellaneous park repairs. * HVAC and pump upgrade and repairs. * Security system upgrade and repairs. * Renovate or replace turf on sports fields. *Re-lamping *Asphalt trail repairs *Demo of Brooklake out buildings There is no M&O impact on operating funds. Note: This account is used for major repairs or improvement projects that would not be able to be absorbed by our operations budget. Additionally, we are requesting carrying forward the acount balance at the end of 2020 into 2021-2022 budget cycle Prior Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D Thru 2020 2021 2022 2023 2024 2025 2026 Project Total Construction $ - $ 90 $ 75 $ - $ - $ - $ - 1 $ 165 Total CIP Expenses $ - $ 90 $ 75 $ - $ - $ - $ - $ 165 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D Thru 2020 2021 2022 2023 2024 2025 2026 Project Total Real Estate Excise Tax $ 100 $ - $ - $ 50 $ 50 $ 50 $ 50 $ 300 Total CIP Resources $ 100 $ - $ - $ 50 $ 50 $ 50 $ 50 $ 300 L-T-D Thru Impact on Operating Funds 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ $ $ $ $ $ $ Expenditure Increase/(Decrease - Net Impact $ - $ $ $ $ $ $ - $ - E - 4 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - PARKS Project Name: Annual Playground Repair and Replacement Program Project Number: 132 Priority: 1 Proiect Account Number: 303-7100-132 Plannin¢ Area: All Project Description: This is our playground repair and replacement account and we would like to carry forward the balance at the end of 2020 into the 2021-2022 budget cycle. 1. Alderbrook Park, Celebration Park, and Heritage Woods are the next three playground slated for replacement that are in fair condition and current funding will not be adequate. 2. With increased use of parks we are having increased wear, tear and vandalism which have had a sharp increase on maintenance costs to keep them safety compliant. Prior Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D Thru 2020 2021 2022 2023 2024 2025 2026 Project Total Construction $ $ 100 $ 300 $ $ $ - $ $ 400 Total CIP Expenses $ - $ 100 $ 300 $ $ $ - $ - $ 400 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D Thru 2020 2021 2022 2023 2024 2025 2026 Project Total Real Estate Excise Tax $ 400 $ $ $ $ $ - $ $ 400 Total CIP Resources $ 400 1 $ - $ - $ - $ - $ - $ - $ 400 L-T-D Thru Impact on Operating Funds 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ $ $ $ $ $ Increase/(Decrease) $ $ —Expenditure Net Impact S - $ - $ - $ - $ - $ - $ - $ E - 5 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - PARKS Project Name: Trail and Pedestrian Access Improvements Project Number: 141 Priority: 1 Project Account Number: 303-7100-141 Planning Area: All Project Description: This is the our account to for trail & pedestrian improvements with asphalt repairs being needed at multiple locations. We are putting money into the account to build up and be prepared when the time comes. Prior Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D Thru 2020 2021 2022 2023 2024 2025 2026 Project Total Construction $ $ $ $ $ $ $ $ Total CIP Expenses $ $ $ $ $ $ $ $ L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D Thru 2020 2021 2022 2023 2024 2025 2026 Project Total Real Estate Excise Tax $ $ $ $ 50 $ 50 S 50 $ 50 $ 200 Total CIP Resources $ $ $ $ 50 $ 50 1 $ 50 $ 50 $ 200 L-T-D Thru Impact on Operating Funds 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ $ $ S $ S Expenditure Increase/(Decrease) Net Impact $ $ $ $ $ $ $ $ E - 6 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - PARKS Project Name: Lakota Soccer Field Upgrade Project Number: 149 Priority: 1 Proiect Account Number: 303-7100-149 Planning Area: All Project Description & Justification: This is our fund to renovate Lakota Park when the FWSD is ready to partner. We are putting money into the account to be prepared when the time comes. $300K was moved from this project in 2015 to fixed the Karl Grosch Field Council Review/Approval: Projected Expenditures ($1,000's) ect. CIP Funds - Expenses L-T-D Thru 2020 2021 2022 2023 2024 2025 2026 Project Total Construction $ - $ - $ - $ - $ - $ $ - $ - Total CIP Expenses $ - $ - I $ - $ - $ - $ $ - $ - L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D Thru 2020 2021 2022 2023 2024 1 2026 Project Total Real Estate Excise Tax $ $ $ $ 50 $ 100 Total CIP Resources $ - $ - $ - $ 50 E$EEE50]jf $ - $ 100 L-T-D Thru Impact on Operating Funds 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ $ $ $ $ $ Expenditure Increase/(Decrease) Net Impact $ $ $ - $ - $ $ E - 7 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK • CITY OF FEDERAL WAY 2 02112 022 BUDGET 6-YEAR CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT (dollars in thousands) Total Project Costs $22.5 Million Small CIP $900 Other $21,648 Total Funding Sources $14.8 Million Grants , $6,060 ■ User Fees/Prior Year Funding User Fees/Prior Year Funding, ■ Grants $g 788 ■ General Fund Sources and Uses L-T-D thru 2020 Adopted Planned Total 2021 2022 2023 2024 2025 2026 User Fee a -as- ou- o /Prior year Funding $ 3,080 $ 2,117 $ 967 $ 1,207 $ 817 $ 450 $ 150 $ 8,788 Grants/Contributions Received 1,000 - 500 - - - - 1,500 Grants/Contributions Anticipated - - - 660 450 3,450 - 4,560 Total CIP Resources $ 4,080 S 2,117 $ 1,467 S 1,867 S 1,267 $ 3,900 $ 150 $ 14,848 No. Project Name III Small CIP -- Annual Program $ 300 $ 150 $ 150 $ 150 $ 150 $ - $ - $ 900 271 H lebos Conservation Property Acquisition 2,280 - - - - 2,280 272 South 356th Street Culvert Replacement - 100 250 1,150 - 1,500 274 South 359th Street Weir Repair - - - 100 200 300 278 West H lebos Educational Center and Trail - - 1,700 1,700 281 West H lebos Trail (Spring Valle - 900 6,900 - 7,800 284 W Hylebos Wetlands Trail (Brook Lake Connection) 225 - - - - - 225 286 2018 Storm Drain CCTV Inspection and Assessment 400 100 100 100 100 100 900 288 Pipe Rehabilitation Project 250 317 317 317 317 - 1,518 292 Cold Creek Culvert Replacement 500 1,000 1,800 - - - 3,300 xxx Neighborhood Drainage Program - 25 25 25 25 25 25 150 xxx Annual CB Rehab 75 75 75 75 75 75 75 525 xxx Citywide WQ Program - - 100 100 50 50 50 350 xxx I Redondo Creek Culvert Replacement 300 800 1 - 1,100 Total Projects $ 4 030 $ 2,067 $ 2,817 $ 2,717 $ 1 717 $ 7 350 $ 1850 $ 22,548 Unfunded Needs $ $ - $ 1,800 $ 800 $ 450 $ 3,450 $ 1,700 $ 8,200 Project Impact on M&O Costs 1 $ 4 $ 4 $ 14 1 $ 14 $ 14 $ 14 $ 29 $ 93 E - 9 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Name: Small CIP -- Annual Program Number: 0 304-3100-111 Description: Includes miscellaneous small capital projects and major maintenance work to be completed by a combination of contractors and city maintenance forces. Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2020 2021 1 2022 1 2023 1 2024 1 2025 2026 Total Construction $ 300 $ 150 $ 150 $ 150 $ 150 $ $ $ 900 Total CIP Expenses $ 300 $ 150 $ 150 $ 150 $ 150 $ - $ - $ 900 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000 s) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total User Fee a -as- ou- o /Prior year Funding $ 300 150 150 150 150 $ 900 Total CIP Resources $ 300 $ 150 $ 150 $ 150 $ 150 $ - $ - $ 900 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ $ $ S S $ Expenditure Increase/(Decrease) Net Impact $ $ - $ - $ $ $ $ $ E-10 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: Hylebos Conservation Property Acquisition Project Number: 4 Project Account: 304-3100-271 Description: Matching funds for King County Conservation Futures Grant property acquisition. The project will acquire high value riparian corridor properties and protect high value habitat and wildlife areas within the City. Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Property Acquisition $ 2,280 $ $ $ S $ $ $ 2,280 Total CIP Expenses $ 2,280 $ - $ $ $ $ $ $ 2,280 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total User Fee (pay-as-you-go)/Prior year Funding $ 1,280 $ $ $ S $ $ $ 1,280 Grants/Contributions Received 1,000 1,000 Total CIP Resources $ 2,280 $ - $ $ $ $ - $ $ 2,280 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ $ - S - S - $ - $ - S - Expenditure Increase/(Decrease 10 10 10 10 10 50 Net Impact $ - $ 10 $ 10 $ 10 $ 10 $ 10 $ 50 E-11 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: South 356th Street Culvert Replacement Project Number: 5 Proiect Account: 304-3100-272 Description: Replacement of existing twin 57"x38" arch culverts conveying West Hylebos Creek under S 356th Street. The existing culverts will be removed and replaced with a concrete box culvert. Council Review/Approval: Sep 17, 2019 and move up of project at My 19, 2020 Council meeting Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ $ 100 $ 250 $ $ $ 350 Construction - - 1,150 1,150 Total CIP Expenses $ - $ 100 $ 250 $ 1,150 $ - $ $ - $ 1,500 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total User Fee (pay-as-you-go)/Prior year Funding $ $ 100 $ 250 $ 490 $ S $ $ 840 Grants/Contributions Anticipated - - 660 660 Total CIP Resources $ - S 100 $ 250 $ 1,150 $ - S S $ 1,500 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ $ $ $ $ $ Expenditure Increase/(Decrease) Net Impact $ - $ S - $ $ $ $ $ E-12 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: South 359th Street Weir Repair Project Number: 7 Proiect Account: 304-3100-274 Description: Repair or replacement of a series of log weirs downstream of the culvert crossing under S 359th Street. Council Review/Approval: June 17, 2014 updated schedule and estimated cost at Sep 17, 2019 Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2020 2021 2022 2023 2024 1 2025 1 2026 Total Consultant Services $ - - $ $ 100 $ 200 $ $ 300 Total CIP Expenses $ - $ - $ - $ - $ 100 $ 200 - $ 300 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 1 2021 2022 2023 2024 2025 2026 Total User Fee a -as- ou- o /Prior year Funding $ $ $ $ S 100 $ 200 $ 300 Total CIP Resources $ - $ - $ - $ $ 100 $ 200 $ $ 300 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ $ S $ $ $ Expenditure Increase/ Decrease Net Impact $ $ $ - $ - $ - $ - $ S - E-13 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: West Hylebos Educational Center and Trail Project Number: 10 Proiect Account: 304-3100-278 ect Description: Conversion of a portion of the Brook Lake Community center site into an education and outreach center. Retrofit of the existing building and parking lot into a trailhead for an expansion of the Hylebos Wetlands Park Trail to the south. Council Review/Approval: June 17, 2014 schedule and estimate udate approved Sep 17, 2019 Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Construction $ $ S $ 1,700 $ 1,700 Total CIP Expenses $ $ - $ - $ - $ $ $ 1,700 $ 1,700 L-T--D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Unfunded Needs $ - $ $ $ $ S $ 1,700 $ 1,700 Total CIP Resources $ - $ - $ - $ - $ $ - $ 1,700 $ 1,700 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ $ $ $ $ $ - $ - Expenditure Increase/(Decrease 5 5 Net Impact $ - $ $ - $ - $ - $ 5 $ 5 E-14 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: West Hylebos Trail (Spring Valley) Project Number: 11 Proiect Account: 304-3100-281 ect Description: Construction of a nature trail system within the Spring Valley and Lower West Hylebos conservation areas to expand on the existing West Hylebos Wetland Park trails. Council Review/Approval: June 17, 2014 updated schedule and estimate approved Sep 17, 2019 Projected Expenditures ($1,000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services S - $ - $ $ 900 $ - $ $ 900 Construction 6,900 6,900 Total CIP Expenses S - $ - $ - $ - $ 900 $ 6,900 $ - $ 7,800 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Grants/Contributions Anticipated $ $ $ $ $ 450 $ 3,450 $ $ 3,900 Unfunded Needs 450 3,450 3,900 Total CIP Resources $ $ $ - $ - $ 900 $ 6,900 $ - $ 7,800 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ S $ $ $ $ - $ - Expenditure Increase/(Decrease 10 10 Net Impact $ - $ S $ - $ 10 $ 10 E-15 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: W Hylebos Wetlands Trail (Brook Lake Connection) Project Number: 14 Proiect Account: 304-3100-284 Description: This Project will connect the terminus of the West Hylebos Wetlands Park Boardwalk Trail to the Brook Lake Center property on the east side of Brook Lake. Council Review/Approval: 30% design status Report 5/15/18 closed out, Council acceptance XXXX, 201? Projected Expenditures ($1,000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 50 $ $ $ $ $ $ $ 50 Construction 175 175 Total CIP Expenses $ 225 $ - $ $ - $ - $ - $ - $ 225 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total User Fee a -as- ou- o /Prior year Funding $ 225 $ $ S $ $ $ $ 225 Total CIP Resources $ 225 $ - $ - $ S - S $ - $ 225 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ - $ - S - $ - $ - S - $ - Expenditure Increase/(Decrease 4 4 4 4 4 4 4 28 Net Impact $ 4 $ 4 $ 4 $ 4 $ 4 $ 4 $ 4 $ 28 E-16 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: 2018 Storm Drain CCTV Inspection and Assessment Project Number: 16 Proiect Account: 304-3100-286 Description: 2018 Storm Drain CCTV Inspection and Assessment Project Council Review/Approval: 17-Sep-19 Projected Expenditures ($1, 000's) CIP Funds- Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 400 $ 100 $ 100 $ 100 $ 100 $ 100 $ $ 900 Total CIP Expenses $ 400 $ 100 $ 100 $ 100 $ 100 $ 100 $ $ 900 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total User Fee a -as- ou- o /Prior year Funding $ 400 $ 100 $ 100 $ 100 $ 100 $ 100 $ 900 Total CIP Resources $ 400 $ 100 $ 100 $ 100 $ 100 $ 100 $ - $ 900 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ $ S $ $ S Expenditure Increase/(Decrease) Net Impact $ - $ - $ S $ $ - $ $ E-17 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: Pipe Rehabilitation Project Project Number: 18 Project Account: 304-3100-288 Project Description: Pipe Rehabilitation Project City wide Prior Council Review/Approval: 17-Sep-19 Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Construction $ 250 $ 317 $ 317 $ 317 $ 317 $ - $ - $ 1,518 Total CIP Expenses $ 250 $ 317 $ 317 $ 317 $ 317 $ - $ - $ 1,518 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds - Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total User Fee a -as- ou- o /Prior year Funding g $ 250 $ 317 $ 317 $ 317 $ 317 $ S $ 1,518 Total CIP Resources $ 250 $ 317 $ 317 $ 317 $ 317 $ - $ - $ 1,518 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ S $ $ $ S $ $ Expenditure Increase/(Decrease) Net Impact $ $ - $ $ $ - $ - $ $ E-18 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: Cold Creek Culvert Replacement Project Number: 0 Project Account: 304-3100-292 Project Description & Justification: Replacement of failing culvert Prior Council Review/Approval: 17-Sep-19 Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 500 $ - $ - S $ $ S $ 500 Construction - 1,000 1,800 2,800 Total CIP Expenses $ 500 $ 1,000 $ 1,800 $ $ $ $ $ 3,300 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total User Fee (pay-as-you-go)/Prior year Funding $ 500 $ 1,000 $ - $ $ $ $ $ 1,500 Grants/Contributions Received - - 500 500 Unfunded Needs - - 1,800 1,800 Total CIP Resources $ 500 1 $ 1,000 1 $ 2,300 $ $ $ $ $ 3,800 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ S $ $ S $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ $ $ $ $ $ E-19 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: Neighborhood Drainage Program Project Number: 0 Project Account: 304-3100-XXX Project Description & Justification: Prior Council Review/Approval: 17-Sep-19 Projected Expenditures ($1,000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Property Acquisition $ $ - $ - $ - S - $ - S - $ - Construction 25 25 25 25 25 25 150 Total CIP Expenses $ - $ 25 $ 25 $ 25 $ 25 $ 25 $ 25 $ 150 Eml L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total User Fee a -as ou o /Prior year Funding $ $ 25 $ 25 $ 25 $ 25 $ 25 $ 25 $ 150 Total CIP Resources $ - $ 25 $ 25 $ 25 $ 25 $ 25 $ 25 $ 150 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ - $ S $ S $ Expenditure Increase/(Decrease) Net Impact $ -1 $ -1 $ I S 1 $ $ $ $ E-20 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: Annual CB Repair Project Number: 0 Project Account: 304-3100-XXX Project Description & Justification: Prior Council Review/Approval: 17-Sep-19 Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Construction $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 S 75 $ 525 Total CIP Expenses $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ 525 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds - Resources L-T-D thru 2020 1 2021 1 2022 1 2023 2024 2025 1 2026 1 Total User Fee a -as- ou- o /Prior year Funding $ 75 $ 75 $ 75 S 75 S 75 $ 75 $ 75 $ 525 Total CIP Resources $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ 525 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ $ $ $ S $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ $ $ $ $ E-21 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: Citywide Water Quality Monitoring Project Number: 0 Project Account: 304-3100-XXX Project Description & Justification: Prior Council Review/Approval: 17-Sep-19 Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ $ - $ 50 $ 50 $ 50 $ 50 $ 50 $ 250 Equipment Acquisition - 50 50 - - - 100 Total CIP Expenses $ - $ - $ 100 $ 100 $ 50 $ 50 $ 50 $ 350 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total User Fee a -as- ou o /Prior year Funding $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 350 Total CIP Resources $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 350 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ $ $ $ $ $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ - $ - $ - $ - $ E-22 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - SURFACE WATER MANAGEMENT Project Name: Redondo Creek Culvert Replacement at 16th Ave Project Number: 0 Proiect Account: 304-3100-XXX Description & Justification: Replacement of failing culvert Council Review/Approval: 17-Sep-19 Projected Expenditures (S'1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ $ 300 $ $ - $ - $ - $ $ 300 Construction - 800 800 Total CIP Expenses $ $ 300 $ - $ 800 $ - $ - $ - $ 1,100 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total User Fee (pay-as-you-go)/Prior year Funding $ $ 300 $ $ - $ $ $ $ 300 Unfunded Needs - 800 800 Total CIP Resources $ S 300 S - $ 800 $ - $ - $ - $ 1,100 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ $ S S $ $ Expenditure Increase/(Decrease) Net Impact S S $ - $ $ $ $ - $ E-23 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK E-24 CAPITAL BUDGET 6-YEAR CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Total Project Costs $214.2 Million Overlay $20,580 10% Traffic Flow/Safety $70,488 33 Capacity $123,108 57 thousands Total Funding Sources $98.9 Million User Fee $1,465 Fuel Tax Misc &Transfers 1 % REET $7,991 $19,an $17,929 8% 20,7 18% Mitigation(rIF 4,810 5% Utility Tax $598 1% Grants $45,307 LIFT Sales Tax 46 % 1,005 1% Financing Sources L-T-D thru 2020 Adopted Planned Total Unallocated 2021 2022 2023 2024 2025 2026 User Fee $ 1,465 $ - $ - $ - $ - $ - $ - $ 1,465 $ Real Estate Excise Tax 9,696 1,363 1,013 2,798 1,033 1,013 1,013 17,929 Fuel Tax 2,931 732 970 898 820 820 820 7,991 Utility Tax 598 598 LIFT Sales Tax 800 205 1,005 SWM Transfer 50 50 50 150 Misc./Transfers 3,365 410 250 4,025 Misc./Transfers - Overlay 948 600 1,548 Misc./Transfers - Xfr 120 Paths and Trails 200 200 Misc./Transfers - General Fund 403 100 100 603 Misc./Transfers- Utility Tax 1,422 1,500 1,500 1,500 1,500 1,500 1,500 10,422 Misc./Transfers - Real Estate Excise Tax 2,3N 2,328 Misc./Transfers - Mitigation/Traffic Impact Fee 484 484 Subtotal City Sources $ 22,692 $ 6,003 $ 3,988 1 $ 5,846 1 $ 3,353 1 $ 3,433 1 $ 3,433 $ 48,748 $ Grants/Contributions Received 19,922 - - - - - 19,922 Mitigation/Traffic Impact Fees Received 940 600 300 1,840 Mitigation/Sound Transit Mitigation 2,600 2,600 Grants/Contributions Anticipated 2,515 6,618 4,265 8,049 388 1,500 2,050 25,385 Mitigation/Traffic Impact Fees -Anticipated 340 30 370 Total CIP Resources $ 46,069 $ 16 161 $ 8 583 $ 13,895 $ 3,741 $ 4,933 $ 5,483 $ 98,865 $ Proiect By Year: Project Name L-T-D thru2020 2021 2022 2023 2024 2025 2026 Total Unfunded 102 Annual Asphalt Overlay Program 3,030 3,047 3,051 2,413 3,013 3,013 3,013 20,580 131 S 320th St @ Iat Ave South 425 100 935 1,460 1,035 165 SR 99 HOV Lanes PH V 30,464 112 30,576 168 SW 336th Way/SW 340th Street: 26th Place SW -Hoyt Road 310 400 500 2,200 3,410 3,100 177 S 320th Street at I - 5 Bride Widening 10,957 2,111 35,336 35,336 83,740 83,740 178 Citywide Pedestrian Crossing Improvements 1,551 320 160 160 320 320 320 3,151 480 204 SR 509: SW 312th St - 21st Ave SW SRTS Project 250 1,800 2,050 205 S 312th St: Steel Lake Park - 28th Ave S (Pedestrian and Bicycle Safety Project) 100 650 750 207 City Center Access Phase I - Environmental process update 3,422 500 3,922 208 Street Light LED Conversion 3,350 160 3,510 213 Variable Lane Use Control Signs 550 202 752 214 SW 320th - 11th Ave SW to 3rd Place SW Preservation Project 925 925 215 SW 356th - 15th Ave SW to 4th Ave SW Preservation Project 41 1,334 1,375 217 47th Ave SW and SW Dash Point Road Compact Roundabout 150 1 550 700 218 City Wide Safety - Horizontal Curve Improvements 125 400 525 219 16th Ave Trail - S 308th Street to S 288th Street 550 865 1,385 885 220 1,500 1,500 6,905 220 Citywide Greenway Plan Pedestrian and Bicycle Improvements 320 200 200 720 0 Sound Transit 1,050 1,450 1,230 897 188 4,815 223 S 314th St Improvement 225 125 1,600 1,300 3,250 2,900 224 SR 99 S 373rd St Roundabout w/Median Control 340 330 2,830 3,500 225 21st Ave S P 320th St Traffic Signal 100 935 1,035 228 Citywide ADA Retrofit 400 400 400 400 400 400 2,400 2,000 229 S 356th St. - 1st Ave S - SR 99 200 100 3,000 3,000 6,300 6,000 230 SR 509 4th Ave. S Compact Roundabout 200 800 1,000 1,000 231 Federal Transit Center 100 900 1,000 1,000 232 SW 344th St. P 27th Ave SW Compact Roundabout 50 100 560 710 233 Adaptive Traffice Signal Control System - CityCenter Stage 2-Detection Upgade 75 600 700 1,375 234 Citywide Pedestrian Safety System Improvements 60 100 1,400 1,560 235 Citywide RRFB Upgrades 140 690 830 236 Military Rd S: S 320th St - SR 18 Preservation Project 50 1,200 1,250 237 SW King CountyRe ional Trail Plan 50 200 250 238 S 288th St - Pac Hwy S. to 34th Ave S Bike & Ped hn rovements 200 200 1 2,100 2,500 239 Fiber Optic Network Loop - 317th to S 272nd 100 900 1 1,600 2,600 240 SW 340th St - 3lst Ave SW - 37th Ave SW 500 1,500 4,000 6,000 6,000 610 Joint erations & Maintenance Facility250 250 250 8,000 8 750 8 000 Total Projects $ 46,063 $ 14,705 $ 13,866 $ 39,502 $ 11,352 $ 43,469 $ 45,219 $ 214 176 $ 115 255 Unfunded Needs $ 1,120 $ 3,695 $ 24,557 $ 7,611 $ 38,536 $ 39,736 $ 115,255 $ 115,255 Project Impact on M&O Costs $ 71 $ 47 $ 49 $ 59 $ 123 $ 126 $ 127 $ 602 $ 602 E-25 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: Annual Asphalt Overlay Program I Proiect Account: 102-4400-517-595-30-XXX Project Description & Justification: Asphalt Overlay projects are based upon the Pavement Management System ratings. Council Review/Approval: Funds for this program consist of Arterial Street Fuel Tax and Utility Tax. The resurfacing program is necessary to preserve the integrity of the existing street infrastructure and must be done prior to other capital improvements. Projected Expenditures ($1, 000's) CIP Funds- Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services/ Design $ 240 $ 154 $ 158 $ 120 $ 120 $ 120 $ 120 $ 1,032 Construction 2,578 1,841 2,789 2,189 2,789 2,789 2,789 17,764 Construction Management 212 104 104 104 104 104 104 836 Xfer to 306 Fund Preservation Projects 948 1 - I - I - 948 Total CIP Expenses $ 3,030 1 $ 3,047 1 $ 3,051 1 $ 2,413 1 $ 3,013 1 $ 3,013 1 $ 3,013 1$ 20,580 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Fuel Tax $ 1,060 $ 450 $ 450 $ 450 $ 500 $ 500 $ 500 $ 3,910 Real Estate Excise Tax 2,026 1,013 1,013 913 1,013 1,013 1,013 8,004 SWM Transfer - 50 50 50 - - - 150 Misc./Transfers - Utility Tax 1 10 1 1,500 1,500 1 1,500 1 1,500 1 1,500 1 1,500 9,010 Total CIP Resources I $ 3,096 1 $ 3,013 $ 3,013 1 $ 2,913 1 $ 3,013 1 $ 3,013 1 $ 3,013 $ 21,074 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ - $ - $ S $ $ $ Expenditure Increase/(Decrease) - Net Impact $ - $ - $ - $ - $ $ - $ $ - E-26 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: S 320th St @ 1st Ave South Proiect Account: 306-4400-131 Project Description & Justification: Add 2nd NB, WB left turn lanes, WB right turn lanes, widen 1st Ave S to 5 lanes to 316th The M&O is for ROW maintenance based on scope of the project. Council Review/Approval: Reprioritization of Funds January 16, 2009; 6-year TIP July 2020; Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 425 $ 100 $ - $ S S $ $ 525 Construction - - 835 835 Construction Management - 100 100 Total CIP Expenses $ 425 1 $ 100 $ 935 $ - $ $ $ - $ 1,460 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Mitigation/Traffic Impact Fees Received $ 230 $ $ - $ $ $ - S 230 Misc./Transfers - Real Estate Excise Tax 195 - 195 Unfunded Needs - 100 935 - 1,035 Total CIP Resources $ 425 $ 100 $ 935 $ - $ - $ - $ - $ 1,460 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue hicrease/(Decrease) $ $ $ - $ - $ - S - $ - $ - Expenditure Increase/(Decrease) 6 6 6 6 24 Net Impact $ - $ - $ - $ 6 $ 6 $ 6 $ 6 $ 24 E-27 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: SR99 HOV Lanes PH V Protect Account: 306-4400-165 Project Description & Justification: This project reconstructs portions of and widen above mentioned street to provide for HOV lanes curb and gutter, sidewalk, and provisions for bicycles. Modifies existing traffic signal systems, channelization, street lighting systems, and drainage system improvements. To improve traffic flow, safety, and reduce accidents and delay. The M&O is for ROW maintenance based on scope of the project and is projected at $30K/year beginning in 2018. Council Review/Approval: Final Acceptance July 17, 2020. Outstanding claim. Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Property Acquisition $ 3,420 $ - $ - $ $ $ $ $ 3,420 Consultant Services 2,376 112 - 2,488 Construction 19,543 - - 19,543 Construction Management 3,455 - - 3,455 Contingencies 1,670 1 - - I'670 Total CIP Expenses $ 30,464 1 $ 112 $ - $ - $ - $ - S - $ 30,576 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total User Fee (pay-as-you-go) $ 1,465 $ - S $ $ $ S $ 1,465 Real Estate Excise Tax 4,694 112 4,806 Utility Tax 598 - 598 Grants/Contributions Received 19,922 - 19,922 Mitigation/Traffic Impact Fees Received 250 - - - 250 Misc./Transfers - Utility Tax 1,402 - - - 1,402 Misc./Transfers - Real Estate Excise Tax 2,133 - - - - 2,133 Total CIP Resources 1 $ 30,464 $ 112 $ - S - $ - $ - $ - $ 30,576 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ - S - $ - $ - $ - $ - $ - Expenditure Increase/(Decrease) 60 30 30 30 30 30 30 240 Net Impact $ 60 $ 30 S 30 S 30 S 30 $ 30 S 30 $ 240 E-28 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: SW 336th Way/SW 340th Street: 26th Place SW -Hoyt Road Proiect Account: 306-4400-168 Project Description & Justification: Widen to 5 lanes The M&O is for ROW maintenance based on scope of the project Council Review/Approval: 6-Year TIP July 2020; Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Property Acquisition $ - $ - $ 500 $ - $ $ $ $ 500 Consultant Services 310 400 - - 710 Construction - - - 2,200 - 2,200 Total CIP Expenses I $ 310 1 $ 400 1 $ 500 $ 2,200 1 $ -I $ -I $ - $ 3,410 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Mitigation/Traffic hnpact Fees Received $ 310 $ - $ - $ - S $ $ - $ 310 Unfunded Needs - 400 500 2,200 - 3,100 Total CIP Resources $ 310 $ 400 $ 500 $ 2,200 $ - $ - $ - $ 3,410 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ - $ $ $ - S - $ - $ - Expenditure Increase/(Decrease - - 8 8 8 24 Net Impact $ - $ - $ - $ - $ 8 $ 8 $ 8 $ 24 E-29 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS IProject Name: City Center Access - Stage 1 Implementation (formerly S320th Street at I - 5) Project Account: 306-4400-177 ect Description & Justification: Construct all SB I-5 ramps, secondary exit to S 324th; extend S 324th Street from 23rd Ave S to I-5 Improves access to city center by distributing traffic demand to/from I-5 between S 320th and S 324th. Council Review/Approval: November 2019 Preferred Alternative Adpoted by City Council. Projected Expenditures ($1, 000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Property Acquisition $ $ - $ - $ - $ 2,111 $ $ $ 2,111 Consultant Services - - 10,957 - - - 10,957 Construction - - - - - 35,336 35,336 70,672 Total CIP Expenses $ - $ - $ - $ 10,957 1 $ 2,111 1 $ 35,336 1 $ 353336 1 $ 833740 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 1 2024 1 2025 1 2026 1 Total Unfunded Needs $ $ - $ - $ 10,957 $ 2,111 $ 35,336 $ 35,336 $ 83,740 Total CIP Resources $ - $ - $ - $ 10,957 $ 2,111 $ 35,336 $ 35,336 $ 83,740 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ - $ - $ - $ $ $ $ Expenditure Increase/(Decrease) - - - - Net Impact $ - $ - $ - $ - $ E-30 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS (Project Name: Citywide Pedestrian Safety Program Proiect Account: 306-4400-178 ect Description & Justification: The intention of the Citywide Pedestrian Safety Improvements Program is to improve safety for pedestrians crossing roadways. This Program is funded by gas tax revenue dedicated to transportation safety improvements Benefits: Prior Council Review/Approval: Grant application authorization June 2020 - apply 2021-2022 funds to pedestrial grant projects. Projected Expenditures ($1,000's) CIP Funds- Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Construction $ 1,551 $ 320 $ 160 $ 160 $ 320 $ 320 $ 320 $ 3,151 Total CIP Expenses $ 1,551 $ 320 $ 160 $ 160 $ 320 $ 320 $ 320 $ 3,151 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Fuel Tax $ 1,551 $ - $ - $ 160 $ 320 $ 320 $ 320 $ 2,671 Unfunded Needs - 320 160 - - - - $ 480 Total CIP Resources $ 1,551 $ 320 $ 160 $ 160 $ 320 $ 320 $ 320 $ 3,151 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) S $ $ S $ $ $ S Expenditure Increase/(Decrease) Net Impact $ $ $ $ - $ $ $ - $ E-31 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: SR509: SW 312th St - 21st Ave SW SRTS Project I Proiect Account: 306-4400-204 Project Description & Justification: This project provides an 8 ft. sidewalk and bicycle lane on the south side of Dash Point Rd from the SW 312th Street to 21st Ave SW Council Review/Approval: The M&O is for ROW maintenance based on scope of the project Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 250 $ - $ - $ $ $ $ $ 250 Construction - 1,500 - 1,500 Construction Management 170 - 170 Contingencies 130 1 130 Total CIP Expenses $ 250 $ 1,800 $ - $ $ - $ - $ - $ 2,050 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds - Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Grants/Contributions Anticipated $ 190 $ 1,660 $ - $ $ $ $ $ 1,850 Misc./Transfers - Xfer 120 Paths and Trails - 200 - 200 Total CIP Resources $ 190 $ 1,860 $ - $ - $ - S $ - $ 2,050 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ - $ - $ - $ - S $ $ - Expenditure Increase/(Decrease - 6 6 6 6 24 Net Impact $ - $ 6 $ 6 $ 6 S 6 $ - $ - $ 24 E-32 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: S 312th St: Steel Lake Park - 28th Ave S (Pedestrian and Bicycle Safety Project) Project Account: 306-4400-205 Project Description & Justification: This project provides an 8 ft. sidewalk on the north side of S312th Street from the entrance to Steel Lake Park to 28th Ave S Council Review/Approval: The M&O is for ROW maintenance based on scope of the project Projected Expenditures ($1,000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ $ $ - $ - $ 100 $ - $ 100 Construction - - 550 550 Construction Management - - 100 100 Total CIP Expenses $ - $ - $ - $ - $ - $ 100 1 $ 650 1 $ 750 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Grants/Contributions Anticipated $ $ - $ - $ - $ - $ - $ 550 $ 550 Misc./Transfers - General Fund - - - - 100 100 200 Total CIP Resources $ - $ - $ - $ - $ - $ 100 $ 650 $ 750 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue hicrease/(Decrease) $ - $ - $ - $ - $ - $ - $ - $ - Expenditure Increase/(Decrease) - - - - 6 6 12 Net Impact $ - $ - $ - $ - $ - $ 6 $ 6 $ 12 E-33 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: City Center Access Phase I - Environmental process update I Proiect Account: 306-4400-207 Project Description & Justification: Updating the Environmental process for the City Center Access Improvements Council Review/Approval: The M&O is for ROW maintenance based on scope of the project Projected Expenditures ($1,000's) CIP Funds -Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 3,422 $ 500 $ $ $ $ $ $ 3,922 Total CIP Expenses $ 3,422 $ 500 $ - $ - $ - $ $ - $ 3,922 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Real Estate Excise Tax $ 2,535 $ - $ $ $ $ $ $ 2,535 Misc./Transfers - General Fund 403 - 403 Misc./Transfers - Mitigation/Traffic Impo 484 - 484 LIFT Funding - 500 500 Total CIP Resources $ 3,422 $ 500 $ $ $ $ $ - $ 3,922 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ - $ $ $ $ $ $ Expenditure hicrease/(Decrease) Net Impact $ - $ - $ - $ - $ $ $ E-34 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: Street Light LED Conversion I Protect Account: 306-4400-208 Project Description & Justification: Street Light conversion to LED Council Review/Approval: The M&O is for ROW maintenance based on scope of the project Projected Expenditures ($1,000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 150 $ - $ - $ - $ - $ - $ - $ 150 Construction 3,200 160 - - - - - 3,360 Total CIP Expenses $ 3,350 $ 160 $ - $ - $ - $ - $ - $ 3,510 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds - Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Misc./Transfers $ 3,350 $ 160 $ - $ - $ - $ - $ - $ 3,510 Total CIP Resources $ 3,350 $ 160 $ - $ - $ - $ - $ - $ 3,510 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ S $ S $ S Expenditure Increase/(Decrease) - Net Impact $ - $ - $ - $ - $ - $ S - $ - E-35 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: Variable Lane Use Control Signs I Project Account: 306-4400-213 Project Description & Justification: This project will allow the utilization of variable lane use control signs to optimize the efficiency of selected intersections around the City. Council Review/Approval: The M&O is for ROW maintenance based on scope of the project. Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 150 $ - $ $ $ $ S $ 150 Construction 400 202 602 Total CIP Expenses $ 550 $ 202 $ - $ - $ - $ - $ - $ 752 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Mitigation/Traffic Impact Fees Received $ 150 $ - $ $ $ $ S $ 150 Grants/Contributions Anticipated 400 202 602 Total CIP Resources $ 550 $ 202 $ - $ - $ - $ - $ - $ 752 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ $ $ $ $ S $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ - $ - $ - $ - $ E-36 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS Project Name: SW320th - 1 lth Ave SW to 3rd Place SW Preservation Project Proiect Account: 306-4400-214 Project Description & Justification: Under the Federally funded preservation program Grant this project will modify facilities to meet to meet ADA standard, pavement repair and HMA overlay and pavement markings The M&O is for ROW maintenance based on scope of the project Council Review/Approval: Authorization to submitt for grant funding 3/20/18 Projected Expenditures ($1,000Is) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ $ 100 $ - $ - $ $ $ $ 100 Construction - 825 - - 825 Total CIP Expenses $ - $ 925 $ - $ - $ - $ - $ - $ 925 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1, 000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Grants/Contributions Anticipated - 518 - - 518 Misc./Transfers - Overlay - 407 - - 407 Total CIP Resources $ - $ 925 $ - $ - $ - $ - $ - $ 925 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ S S $ $ $ $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ - $ - $ E-37 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: SW356th - 15th Ave SW to 4th Ave SW Preservation Project I Project Account: 306-4400-215 Project Description & Justification: Under the Federally funded preservation program Grant this project will modify facilities to meet to meet ADA standard, pavement repair and HMA overlay and pavement markings The M&O is for ROW maintenance based on scope of the project Council Review/Approval: Authorization to submitt for grant funding 3/20/18 Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 41 $ 59 $ - $ $ $ - $ 100 Construction - 1,275 - - - - 1,275 Total CIP Expenses $ 41 $ 1,334 $ - $ - $ - S - $ - $ 1,375 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Real Estate Excise Tax $ 41 $ 33 $ $ $ $ $ - $ 74 Grants/Contributions Anticipated - 810 - 810 Misc./Transfers - Overlay - 491 491 Total CIP Resources $ 41 1 $ 1,334 1 $ -I S -I S -I S -I S - $ 1,375 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ - $ $ $ $ $ $ Expenditure Increase/(Decrease) - Net Impact $ - $ - $ E-38 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS I Project Name: 47th Ave SW and SW Dash Point Road Compact Roundabout I Project Account: 306-4400-217 Project Description & Justification: This project will construct a compact roundabout at the intersection of 47th Ave SW and SW Dash Point Road. Council Review/Approval: The M&O is for ROW maintenance based on scope of the project. Projected Expenditures ($1,000's) L-T-D CIP Funds -Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 150 $ - $ - $ - $ - S $ $ 150 Construction - 550 - 550 Total CIP Expenses $ 150 $ 550 $ - $ - $ - $ - $ - $ 700 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Grants/Contributions Anticipated S 135 $ 550 $ $ $ S $ $ 685 Misc./Transfers 15 - 15 Total CIP Resources $ 150 $ 550 $ - $ $ - $ $ $ 700 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ - S - $ - $ - $ - $ Expenditure Increase/(Decrease) 2 2 2 2 2 10 Net Impact $ - $ - $ 2 $ 2 $ 2 $ 2 $ 2 $ 10 E-39 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: City Wide Safety - Horizontal Curve Improvements Proiect Account: 306-4400-218 Project Description & Justification: Providing Citywide Horizontal Curve Safety Improvements with additional signage Council Review/Approval: The M&O is for ROW maintenance based on scope of the project Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 92 $ - $ - $ - $ $ $ - $ 92 Construction 33 400 - - - 433 Total CIP Expenses $ 125 $ 400 $ - $ - $ - $ - $ - $ 525 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Grants/Contributions Anticipated $ 115 $ 400 $ - $ - $ - $ - $ - $ 515 Misc./Transfers - Utility Tax 10 - - - - - - 10 Total CIP Resources $ 125 $ 400 $ - $ - $ - $ - $ - $ 525 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ - $ - $ $ $ $ - $ Expenditure Increase/ Decrease - - - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - E-40 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS Project Name: 16th Ave Trail - S 308th Street to S 288th Street Proiect Account: 306-4400-219 Project Description & Justification: The project involves construction of a non -motorized shared -use path along the Pacific Highway South between S 308th Street and S 288th Street The M&O is for ROW maintenance based on scope of the project Council Review/Approval: Authorization to submit for grant funding 6/21/2020 Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Property Acquisition $ - $ - $ 35 $ 585 $ 220 $ - $ $840 Consultant Services 550 $ 415 - - - - - 965 Construction - 450 1,350 300 - 1,500 1,500 5,100 Total CIP Expenses $ 550 $ 865 $ 1,385 1 $ 885 $ 220 $ 1,500 1 $ 1,500 1 $6,905 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds - Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Real Estate Excise Tax $ 150 $ 115 $ - $ 385 $ 20 $ - $ - $ 670 Grants/Contributions Anticipated 400 750 1,385 500 200 1,500 1,500 6,235 Total CIP Resources $ 550 $ 865 $ 1,385 $ 885 $ 220 $ 1,500 $ 1,500 $6,905 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ $ S $ - $ - $ - $ - Expenditure Increase/(Decrease) - 3 3 4 10 Net Impact $ - $ - $ - $ - $ 3 1 $ 3 1 $ 4 $ 10 E-41 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS (Project Name: Citywide Greenway Plan Pedestrian and Bicycle Improvements Proiect Account: 306-4400-220 Project Description & Justification: The intention of the Citywide Greenway Plan Pedestrian and Bicycle Improvements Program is to improve safety for pedestrians crossing roadways. This Program is funded by gas tax revenue dedicated to transportation safety improvements Benefits: Prior Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds -Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Construction $ 320 $ 200 $ 200 $ $ $ - $ - $ 720 Total CIP Expenses $ 320 $ 200 $ 200 $ - $ - $ - $ - $ 720 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Fuel Tax $ 320 $ 200 $ 200 $ $ S $ - $ 720 Tota1CIP Resources $ 320 $ 200 $ 200 $ - $ $ - $ - $ 720 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ - $ $ $ S $ Expenditure Increase/(Decrease)Net Impact $ - $ - $ - $ - $ $ - $ - $ - E - 42 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: Sound Transit Proiect Account: 306-4400-000 Project Description & Justification: This Program is for the planning, permitting, design, and construction of Sound Transit Projects in Federal Way including: Federal Way Link Extension and Tacoma Dome Link Extension. This Program is funded through Sound Transit. Benefits: Prior Council Review/Approval: Projected Expenditures ($1,000's) CIP Funds -Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Staff Salaries and Benefits $ 1,050 $ 1,450 $ 1,230 $ 897 $ 188 $ S $ 4,815 Total CIP Expenses $ 1,050 $ 1,450 $ 1,230 $ 897 $ 188 $ S S 4,815 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Grants/Contributions Anticipated $ 1,050 $ 1,450 $ 1,230 $ 897 $ 188 S S $ 4,815 Total CIP Resources $ 1,050 $ 1,450 $ 1,230 $ 897 $ 188 $ $ $ 4,815 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ $ $ S S S $ Expenditure Increase/(Decrease) - - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - E - 43 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS IProject Name: S 314th Street Improvements I Proiect Account: 306-4400-223 Project Description & Justification: Add sidewalks and street lights. Council Review/Approval: Resolution (#19-770) to accept grant funding 8/13/19. Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 225 $ 125 $ - $ - $ - $ - $ - $ 350 Construction - - - - 1,600 1,300 - 2,900 Total CIP Expenses $ 225 $ 125 $ - $ - $ 1,600 $ 1,300 $ - $ 3,250 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Grants/Contributions Anticipated $ 225 $ 125 $ - $ - $ - $ - $ - $ 350 Unfunded Needs - - - - 1,600 1,300 - 2,900 Total CIP Resources $ 225 $ 125 $ - $ - $ 1,600 $ 1,300 $ - $ 3,250 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ S $ $ $ $ S Expenditure hicrease/(Decrease) Net Impact $ - $ - $ - $ - $ - $ - $ E-44 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS IProject Name: SR99 at S 373rd Street Roundabout with Median Control I Proiect Account: 306-4400-224 Project Description & Justification: Establish median control throughout the length of the project and construct a roundabout at the intersection of S 373rd Street. The M&O is for ROW maintenance based on scope of the project Council Review/Approval: Authorization to apply for grant 2/4/2020. Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Property Acquisition $ $ $ 330 $ $ $ $ $ 330 Consultant Services 340 - - 340 Construction - - 2,830 21830 Total CIP Expenses $ - $ 340 $ 330 $ 2,830 $ -is -Ts - $ 3,500 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds - Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Real Estate Excise Tax $ $ - $ - $ 1,000 $ $ $ $ 1,000 Grants/Contributions Anticipated 300 1,830 2,130 Mitigation/Traffic Impact Fees-Anticipat 340 30 370 Total CIP Resources 1 $ - $ 340 $ 330 $ 2,830 $ - $ $ - $ 3,500 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ S S $ - $ $ $ $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ - $ - $ $ $ - E-45 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN — TRANSPORTATION SYSTEMS IProject Name: 21st Ave S @ S 320th St Traffic Signal I Proiect Account: 306-4400-225 Project Description & Justification: Install a traffic signal and signalized pedestrian crosswalk. The M&O is for ROW maintenance based on scope of the project Council Review/Approval: Authorization to apply for grant 4/l/2019. Projected Expenditures ($1,000Is) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ $ 100 $ - $ S $ S $ 100 Construction $ $ - $ 935 $ $ $ S $ 935 Total CIP Expenses $ - $ 100 $ 935 1 $ - $ -I $ - $ - $ 1,035 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1, 000's) L-T-D CIP Funds - Resources thru 2020 2021 2022 2023 2024 2025 2026 Total LIFT Sales Tax $ - $ 100 $ 205 $ S S S - $ 305 Grants/Contributions Anticipated - - 730 - 730 Total CIP Resources $ - $ 100 $ 935 1 $ - $ - $ -1 $ - $ 1,035 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ - $ - $ - S S S - $ - Expenditure Increase/(Decrease) - - - - - Net Impact $ - $ - $ - $ - $ - $ --Ts - $ - E - 46 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Account: 306-4400-228 Project Description & Justification: Upgrade specific intersections, streets, and sidwalks in order to meet minimum ADA requirements. Council Review/Approval: The M&O is for ROW maintenance based on scope of the project Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ - $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 300 Construction - 350 350 350 350 350 350 2,100 Total CIP Expenses $ - $ 400 $ 400 $ 400 $ 400 $ 400 $ 400 $ 2,400 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds - Resources thru 2020 2021 2022 2023 2024 2025 2026 Total LIFT $ $ 200 $ - $ S $ $ - $ 200 Mitigation/Traffic Impact Fees Received 200 - - 200 Unfunded Needs - 400 400 400 400 400 2,000 Total CIP Resources $ - $ 400 1 $ 400 1 $ 400 1 $ 400 1 $ 400 $ 400 1 $ 2,400 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ $ $ S $ $ - $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ - $ - $ - $ - $ - E - 47 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: S 356th St: 1st Ave S - SR 99 Proiect Account: 306-4400-229 Project Description & Justification: Widen to 5 lanes with bike lanes, sidewalks and street lighting. Joint project with SWM to provide widened culvert. The M&O is for ROW maintenance based on scope of the project Council Review/Approval: Grant application authorization June 2020 Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ - $ 200 $ 100 S - $ - S $ $ 300 Construction - - - 3,000 3,000 - 6,000 Total CIP Expenses $ - $ 200 $ 100 $ 3,000 $ 3,000 $ - $ - $ 6,300 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Mitigation/Traffic Impact Fees Received $ - $ 200 $ 100 $ - $ - $ $ $ 300 Unfunded Needs - - - 3,000 3,000 6,000 Total CIP Resources $ - $ 200 $ 100 $ 3,000 $ 3,000 $ - $ - $ 6,300 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ - $ S $ $ $ $ - Expenditure Increase/(Decrease) - - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - OEM CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS IProject Name: SR 509 @ 4th Ave S Compact Roundabout I Project Account: 306-4400-230 Project Description & Justification: This project will construct a compact roundabout at the intersection of SR 509 and 4th Ave S. Council Review/Approval: The M&O is for ROW maintenance based on scope of the project Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ - $ 200 $ - $ - $ - $ - $ - $ 200 Construction - - 800 - - - - 800 Total CIP Expenses $ - $ 200 $ 800 $ - $ - $ - $ - $ 1,000 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Unfunded Needs $ $ 200 $ 800 $ - $ - $ - $ $ 1,000 Total CIP Resources $ - S 200 $ 800 $ - $ - $ - $ - $ 1,000 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ S S $ $ $ - $ Expenditure Increase/(Decrease) - - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - E-49 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: Federal Way Transit Center Proiect Account: 306-4400-231 Project Description & Justification: Construct dedicated sidewalks in four specific areas and preserve pedestrian access between large blocks within the City Center. Prior Council Review/Approval: The M&O is for ROW maintenance based on scope of the project Projected Expenditures ($1,000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ $ 100 $ - $ S - $ $ - $ 100 Construction - - 900 - 900 Total CIP Expenses $ - $ 100 $ 900 $ - $ - $ - $ - $ 1,000 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds - Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Unfunded Needs $ $ 100 $ 900 $ - $ - $ - $ - $ 1,000 Total CIP Resources $ - $ 100 $ 900 $ - $ - $ - $ - $ 1,000 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ - $ $ S $ $ - $ - Expenditure Increase/(Decrease) - - - - - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - E-50 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS IProject Name: SW 344th St @ 27th Ave SW Compact roundabout I Proiect Account: 306-4400-232 Project Description & Justification: This project will construct a compact roundabout at the intersection of SW 344th St and 27th Ave SW. The M&O is for ROW maintenance based on scope of the project Council Review/Approval: Authorization to apply for grant 2/3/2020. Projected Expenditures ($1,000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ - $ 50 $ 100 $ - $ $ $ $ 150 Construction - - - 560 560 Total CIP Expenses $ - $ 50 $ 100 $ 560 $ - S - $ - S 710 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Real Estate Excise Tax $ - $ 15 $ - $ - $ - $ $ - $ 15 Grants/Contributions Anticipated - 35 100 560 - - 695 Total CIP Resources $ - $ 50 $ 100 $ 560 S - S - $ - $ 710 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ S $ - $ S $ - $ - Expenditure Increase/(Decrease) - 4 - 4 Net Impact $ - $ - $ - $ 4 $ - $ - $ - $ 4 E-51 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS IProject Name: Adaptive Traffic Signal control System - City Center Stage 2 - Detection Upgrades I Proiect Account: 306-4400-233 Project Description & Justification: Provide equipment to fully optimize the remaining 9 intersections in the City Center area not completed in Phase 1. Council Review/Approval: Authorization to apply for grant 3/17/2020. Projected Expenditures ($1,000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ - $ 75 $ - $ - $ - $ - $ - $ 75 Construction - - 600 700 - - - 1,300 Total CIP Expenses $ - $ 75 $ 600 $ 700 $ - $ - $ - $ 1,375 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1, 000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Real Estate Excise Tax $ - $ 75 $ - $ 100 $ - $ - $ $ 175 Grants/Contributions Anticipated - - - 600 - - 600 Total CIP Resources $ - $ 75 $ - $ 700 $ - $ - $ - $ 775 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ - $ $ $ $ $ $ Expenditure Increase/(Decrease) - - Net Impact $ - $ - $ - $ E-52 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS IProject Name: Citywide Pedestrian Safety System Improvements I Project Account: 306-4400-234 Project Description & Justification: Council Review/Approval: Install mid -block pedestian crossing treatments. Authorization to apply for grant 2/3/2020. Projected Expenditures ($1,000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ $ 60 $ 100 $ - $ $ $ - $ 160 Construction - - - 1,400 - 1,400 Total CIP Expenses $ - $ 60 $ 100 $ 1,400 $ - S - S - $ 1,560 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Fuel Tax $ - $ 32 $ - $ 288 $ - $ $ - $ 320 Grants/Contributions Anticipated - 28 100 1,112 - - 1,240 Total CIP Resources $ - $ 60 $ 100 $ 1,400 $ - $ - $ - $ 1,560 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ $ - $ S $ S $ Expenditure Increase/(Decrease) Net Impact $ - $ - $ - $ - $ - $ E-53 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS IProject Name: Citywide RRFB Upgrades I Proiect Account: 306-4400-235 Project Description & Justification: Upgrade median -mounted rectangular rapid flasing beacons with overhead mountings. Council Review/Approval: Authorization to apply for grant 2/3/2020. Projected Expenditures ($1, 000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ - $ 140 $ - $ $ - $ - S S 140 Construction - - 690 - 690 Total CIP Expenses $ - $ 140 $ 690 $ - $ - $ - $ - $ 830 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1, 000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Fuel Tax $ - $ 50 $ 270 $ S $ S - $ 320 Grants/Contributions Anticipated - 90 420 - 510 Total CIP Resources $ - $ 140 $ 690 $ - $ - $ - $ - $ 830 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ $ $ S $ S $ - Expenditure hicrease/(Decrease) - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - E-54 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: Military Rd S: S 320th St - SR 18 Preservation Project I Proiect Account: 306-4400-236 Project Description & Justification: Repave Military Rd S between S 320th St and SR 18, upgrade pavement markers and improve ADA ramps. Council Review/Approval: Authorization to apply for grant 3/17/2020. Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ - $ $ 50 $ - $ - $ - $ - $ 50 Construction - 1,200 - - - 1,200 Total CIP Expenses $ - $ - $ 50 $ 1,200 $ - $ - $ - $ 1,250 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Grants/Contributions Anticipated - - - 600 - - - 600 Misc./Transfers - Overlay 50 - 600 - - - 650 Total CIP Resources $ - $ 50 $ - $ 1,200 $ - $ - $ - $ 1,250 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ S S S - $ - $ - $ Expenditure Increase/(Decrease)- - - - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - E-55 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS IProject Name: SW King County Regional Trail Plan I Proiect Account: 306-4400-237 Project Description & Justification: Develop a plan defining potential routes to connect trails within the City to other regional trails. Council Review/Approval: Authorization to apply for grant 2/4/2020. Projected Expenditures ($1,000's) CIP Funds - Expenses L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ S 50 $ 200 $ $ $ - $ 250 Total CIP Expenses $ - $ - $ 50 $ 200 $ - $ - $ - $ 250 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds - Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Fuel Tax $ $ - S 50 $ - $ $ $ - $ 50 Grants/Contributions Anticipated - - 250 - 250 Total CIP Resources $ - $ - $ 50 $ 250 $ - $ - $ - $ 300 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ - $ - S $ $ $ $ S Expenditure Increase/(Decrease) - Net Impact E-56 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS IProject Name: S288th Street: Pacific Hwy S to 34th Ave S Bike and Pedestian Improvements I Proiect Account: 306-4400-238 Project Description & Justification: rior Council Review/Approval: Modify the pavement markings to provide bike lanes and center turn lane and add two RRFB's for pedestian crossing. Authorization to apply for grant 7/21/2020. Projected Expenditures ($1,000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ - $ 200 $ 100 $ - $ - $ $ - $ 300 Construction - - 100 2,100 - - - 2,200 Total CIP Expenses $ - $ 200 $ 200 $ 2,100 $ - $ - $ - $ 2,500 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1, 000's) L-T-D CIP Funds - Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Real Estate Excise Tax $ $ - $ - $ 400 $ - $ - $ - $ 400 Mitigation/Traffic Impact Fees Received 200 200 - - - 400 Grants/Contributions Anticipated 1,700 - - 1,700 Total CIP Resources I $ - $ 200 1 $ 200 1 $ 2,100 1 $ - $ -I $ - 1 $ 2,500 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ - $ - $ $ $ $ $ Expenditure Increase/(Decrease) - - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - E-57 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS Project Name: Fiber Optic Network Loop - 317th to S 272nd Proiect Account: 306-4400-239 Project Description & Justification: Provide a fiber optic network loop for redundancy. Telecom network between city facilities, traffic signal network, safe city network, etc. Council Review/Approval: Included as part of Sound Transit FWLE Development Agreement. Projected Expenditures ($1, 000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ - $ 100 $ 100 $ - $ - $ - $ - $ 200 Construction - - 800 1,600 - - - 2,400 Total CIP Expenses $ - $ 100 $ 900 $ 1,600 $ - $ - $ - $ 2,600 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds - Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Mitigation/Sound Transit Mitigation 2,600 - $ 2,600 Total CIP Resources $ - $ 2,600 $ - $ - S - $ - $ - $ 2,600 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ S - $ $ $ $ - $ - $ Expenditure Increase/(Decrease) - 2 2 2 6 Net Impact $ - $ - $ - $ - $ 2 $ 2 $ 2 $ 6 E-58 CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS I Project Name: SW 340th St: 31st Ave SW - 37th Ave SW I Project Account: 306-4400-240 Project Description & Justification: Widen to 5 lanes Council Review/Approval: The M&O is for ROW maintenance based on scope of the project Projected Expenditures ($1,000's) L-T-D CIP Funds- Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Property Acquisition $ $ - $ - $ S - $ 1,500 $ $ 1,500 Consultant Services - - 500 - - 500 Construction - - - - 4,000 4,000 Total CIP Expenses $ - $ - $ - $ - $ 500 1 $ 1,500 1 $ 4,000 1 $ 6,000 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) CIP Funds- Resources L-T-D thru 2020 2021 2022 2023 2024 2025 2026 Total Unfunded Needs $ $ - $ $ - $ 500 $ 1,500 $ 4,000 $ 6,000 Total CIP Resources $ - $ - $ - S - $ 500 $ 1,500 $ 4,000 $ 6,000 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ $ $ $ $ - S - $ - Expenditure In) 8 8 16 Net Impact $ - $ - $ - $ - $ - $ 8 $ 8 $ 16 E-59 CITY OF FEDERAL WAY 2 02112 022 BUDGET CAPITAL IMPROVEMENT PLAN - TRANSPORTATION SYSTEMS IProject Name: Joint Operations and Maintenance Facility I Project Account: 306-4400-610 Project Description & Justification: Joint operation and maintenance facility for Public Works, Parks, CD, Police Council Review/Approval: May 2020 council approval for planning. Projected Expenditures ($1,000's) L-T-D CIP Funds - Expenses thru 2020 2021 2022 2023 2024 2025 2026 Total Consultant Services $ 250 $ 250 $ - $ S $ - $ 500 Construction - - 250 8,000 - 8,250 Total CIP Expenses $ 250 $ 250 $ 250 $ 8,000 $ - $ - $ - $ 8,750 L-T-D refers to Life -to -Date, or total work complete on the project before the current budget year. Required Resources ($1,000's) L-T-D CIP Funds- Resources thru 2020 2021 2022 2023 2024 2025 2026 Total Real Estate Excise Tax $ 250 $ - $ - $ - $ - $ - $ - $ 250 Misc./Transfers - 250 250 - - - - 500 Unfunded Needs - - - 8,000 - - - 8,000 Total CIP Resources $ 250 1 $ 250 1 $ 250 $ 8,000 1 $ - $ - $ - 1 $ 8,750 L-T-D Impact on Operating Funds thru 2020 2021 2022 2023 2024 2025 2026 Total Revenue Increase/(Decrease) $ $ - $ - $ S S $ $ Expenditure Increase/(Decrease) - Net Impact $ - $ - $ - $ - $ - $ - $ - $ - E-60 CITY OF FEDERAL WA Y 2 02112 022 B UD GE T APPENDIX PROPOSITION 1- BUDGET DETAIL At the November 2006 general election, Federal Way voters approved a 1.75% tax rate increase (for a total rate of 7.75%) on all utilities. In addition the city passed a water and sewer utility tax in 2018 imposing 7.75% on all water/sewer utilities. This 1.75% additional utility tax is projected to raise $3.1M in 2021 and 2022 to fund the qualifying Proposition 1 positions consisting of 25.5 FTEs in public defender, police, prosecution, court, code enforcement, parks maintenance and related support functions. The enhancement of police and community safety focused first on improving the core functions of policing: patrol, traffic, and investigations. The proposition added 19 sworn police officers and one record clerk in the Police Department. It also provided more funds for municipal court, city criminal prosecution, and jail and support services, whose workload will increase with an increased number of police officers. Finally the proposition added one additional code compliance officer, related legal support, one maintenance worker, and funding for City park security. The proposition is an integrated strategy designed to make a substantial impact on the most essential public and community safety needs and supplements existing services. The table below provides the ongoing cost funding these positions and related costs. Adopted Budget $ 2021 2022 FTE Program Description Public Defender Increase Public Defender 651,076 651,076 - TOTAL MAYOR'S OFFICE 651,076 651,076 1.00 Code Compliance Officer Salary 75,225 79,068 Benefits 28,586 30,046 1.00 TOTAL COMMUNITY & ECONOMIC DEVELOPMENT 103,811 109,114 1.50 Prosecutor Salary 135,434 140,242 Benefits 51,465 53,292 0.50 Assistant City Attorney Salary 58,693 61,929 (code compliance) Benefits 22,303 23,533 2.00 TOTAL LAW 267,895 278,996 0.50 Judge Salary 90,307 90,307 Benefits 34,317 34,317 1.00 Court Clerk 1 Salary 47,448 50,388 Benefits 18,030 19,147 1.50 TOTAL MUNICIPAL COURT 190,102 194,159 1.00 Maintenance Worker 1 Salary 63,480 63,480 Benefits 24,122 24,122 Pierce County Security Contract 17,200 17,200 1.00 TOTAL PARKS & RECREATION 104,802 104,802 1.00 Records Specialist Records Specialist (1) - Salary 57,276 57,276 Records Specialist (1) - Benefits 21,765 21,765 17.00 17 Police Officers Police Officers (17) -Salary 1,682,176 1,717,614 Police Officers (17) -Benefits 639,227 652,693 2.00 Lieutenant Lieutenant (2) - Salary 274,655 277,377 Lieutenant (2) - Benefits 1041369 105,403 20.00 TOTAL POLICE 2,779,468 2,832,128 25.50 4,097,155 4,170,275 F - 1 APPENDIX NON-CIP CAPITAL OUTLAY SUMMARY (Excluding Capital Improvement Projects) Fund Dept Description 2021 2022 Information Systems: City -Wide RR Disaster Recover Backup Data Storage 150,000 - City -Wide RR Desktop PCs (52 in 2021) (53 in 2022) 57,160 56,719 City -Wide RR Laptop (6 in 2021) (10 in 2022) 12,200 17,085 City -Wide RR Printers (3 in 2021) (3 in 2022) 3,468 3,978 City -Wide RR Misc. Networks 10,000 10,000 City -Wide RR Misc. Hardware 10,000 10,000 City -Wide RR GIS Large Plotter 22,500 - City -Wide RR Oce Large Formant Printer 30,000 30,000 City -Wide RR Servers (0 in 2021) (5 in 2022) - 50,000 EOC RR Laptop EOC (13 in 2021) (0 in 2022) 11,659 - EOC RR PC EOC (2 in 2021) (Oin 2022) 7,080 - PAEC RR Desktop PCs (2 in 2021) (11 in 2022) 2,587 12,951 PAEC RR Laptops (0 in 2021) (2 in 2022) - 3,540 Subtotal Information Systems Fund 316,654 194,273 Mail & Distribution: City -Wide Replace copiers 15,391 73,506 Subtotal Mail & Distribution Fund 15,391 73,506 Fleet & Equipment: CD Replace 1995 1995 Ford E-350 Graff. Abatement Vehicle 38,084 - PK Replace 2008 F450 117-1 62,555 - PK Replace 2008 Snowdog Plow 117-1 9,005 - PK Replace 2008 Henderson Sander 117-1 10,676 - PK Replace 2008 Ranger 119-1 34,511 - PK Replace 2004 F150 119-1 34,511 - PK Replace Plow Trk 257B 17,000 - PK Replace 2005 Sand Pro Infield Groomer - 28,000 PK Replace 2004 F150 120-1 - 34,511 PK Replace 2008 Ranger - 34,511 PK Replace 2007 F250 1100 - 38,013 PK Replace 2006 Vermeer Chipper - 41,680 PW Replace 2003 Sterling 5 Yd Dump Trk 253 203,000 - PW Replace Sander for Trk 253B 37,000 - PW Replace Plow for Trk 253C 17,000 - PW Replace 2008 Peterbilt 10 Yd Dump Trk 2570 185,000 - PW Replace Sander Trk 257A 37,000 - SWM New WQ Vehicle 40,000 - SWM New Arrow Board 5,500 - SWM New Vactor Truck 500,000 - PD Replace 14 Vehicles in 2021 776,700 - PD Replace 13 Vehicles & 4 motorcycles in 2022 - 786,000 PD Refurbish 9041 Explosives Disposal Unit Vehicle in 2021 60,000 - PD Replace EVOC cone trailer in 2021 5,900 - PD Replace Traffic trailer in 2021 17,000 - PD New Utility vehicle (pickup truck) in 2021 65,000 - PD Replace 7 patrol bicycles in 2021 20,351 - Subtotal Fleet & Equipment Fund 2,175,793 962,715 Grand Total Non-CIP Capital Outlay $ 2,507,838 $ 1,230,494 F - 2 CITY OF FEDERAL WAY202112022 BUDGET 2021 SALARY SCHEDULE City Councit Montlily Annual Grade Position Title A B C D E F A B C D E F O1C Council President $1,332 $15,986 OIA Councl Member $1,332 $15,986 31a Executive Asst. to Council $5,098 $5,327 $5,567 $5,818 $6,080 $6,457 $61,176 $63,924 $66,804 $69,816 $72,960 $77,484 Mayor's Office Monthly Annual Grade Position The A B C D E F A B C D E F 61 Mayor $13,576 $162,908 33 PokyA&or $5,200 $5,434 $5,679 $5,935 $6,202 $6,587 $62,400 $65,208 $68,148 $71,220 $74,424 $79,044 36 Office Manager $5,597 $5,849 $6,112 $6,387 $6,674 $7,088 $67,164 $70,188 $73,344 $76,644 $80,088 $85,056 37 Communicatbns Coordinator $5,736 $5,994 $6,264 1 $6,546 $6,841 $7,265 $68,832 $71,928 $75,168 $78,552 $82,092 $87,180 Economic Development Monthly Annual Grade Position Title A B I C D I E F A I B I C D I E F 58i Director 1$13,011 1 1 1$156,1321 Emergency Management Monthly Annual Grade Position Title A B E= E I F A I B I C I D I E F 50 Emergency Manager $7,909 $8,265 1 $8,637 1 $9,026 1 $9,432 1$10,017 $94,908 1 $99,180 1$103,644 1$108,312 1$113,184 1$120,204 Information Technobgy Montlily Annual Grade Position Title A B C D E F A B C D E F 55a Manager $11,050 $132,600 32 IT Tech 2 $5,072 $5,300 $5,539 $5,788 $6,048 $6,423 $60,864 $63,600 $66,468 $69,456 $72,576 $77,076 39 IT Analyst $6,027 $6,298 $6,581 $6,877 $7,186 $7,632 $72,324 $75,576 $78,972 $82,524 $86,232 $91,584 44 IT Supervisor - Systs.IHel Desk $6,821 $7,128 $7,449 $7,784 $8,134 $8,638 $81,852 $85,536 $89,388 $93,408 $97,608 $103,656 46 IT Architect- WEB, Apps.,&See* $7,166 $7,488 $7,825 1 $8,177 $8,545 $9,075 $85,992 $89,856 $93,900 1 $98,124 $102,540 $108,900 Clerk's Office Monthly Annual Grade Position Title A B C D E F A B C D E F 50 Ci Clerk/RecordsAdmhstrator $7,909 $8,265 $8,637 $9,026 $9,432 $10,017 $94,908 $99,180 $103,644 $108,312 $113,184 $120,204 36a Deputy City Clerk $5,542 $5,791 LLI $6,609 $7,019 $66,504 $69,492 $72,624 $75,888 $79,308 $84,228 Human Resources _$6,a Monthly Annual Grade Position Tide A B C D E F A B C D E F 55a Manager $11,050 $132,600 37 Hum Resources Technician $5,736 $5,994 $6,264 $6,546 $6,841 $7,265 $68,832 $71,928 $75,168 $78,552 $82,092 $87,180 18 AdminAssistantI $3,587 $3,748 $3,917 $4,093 $4,277 $4,542 $43,044 $44,976 $47,004 $49,116 $51,324 $54,504 Comnnmity Development Monthly Annual Grade Position Title A B C D E F A B C D E F 58c Director $13,531 $162,372 12 Graffiti Technician $3,093 $3,232 $3,377 $3,529 $3,688 $3,917 $37,116 $38,784 $40,524 $42,348 $44,256 $47,004 23 PermitTeckcian $4,063 $4,246 $4,437 $4,637 $4,846 $5,146 $48,756 $50,952 $53,244 $55,644 $58,152 1 $61,752 26 Development Specialist $4,372 $4,569 $4,775 $4,990 $5,215 $5,538 $52,464 $54,828 $57,300 $59,880 $62,580 $66,456 29 Development Specialist 2 $4,711 1 $4,923 1 $5,145 $5,371 1 $5,619 $5,967 $56,532 $59,076 $61,740 1 $64,524 $67,428 $71,604 32 Permit Center Supervisor $5,072 1 $5,300 1 $5,539 $5,788 $6,048 $6,423 $60,864 $63,600 $66,468 1 $69,456 $72,576 $77,076 32 CDBG Coordinator $5,462 $5,708 $5,965 $6,233 $6,513 $6,917 $65,544 $68,496 $71,580 $74,796 $78,156 $83,004 35 Associate Planner $5,462 $5,708 $5,965 $6,233 $6,513 $6,917 $65,544 $68,496 $71,580 $74,796 $78,156 $83,004 39 Inspector/PhmsExaminer $6,027 $6,298 $6,581 $6,877 $7,186 $7,632 $72,324 $75,576 $78,972 $82,524 $86,232 $91,584 36 Code Compliance Officer $5,597 $5,849 $6,112 $6,387 $6,674 $7,088 $67,164 $70,188 $73,344 $76,644 $80,088 $85,056 42 Plans Examiner $6,492 $6,784 $7,089 $7,408 $7,741 $8,221 $77,904 $81,408 $85,068 $88,896 $92,892 $98,652 F - 3 APPENDIX 2021 SALARY SCHEDULE Com urityDevelopment Monthly Annual Grade Position Title A B C D E F A B C D E F 41 Senior Planner $6,334 $6,619 $6,917 $7,228 $7,553 $8,021 $76,008 $79,428 $83,004 $86,736 $90,636 $96,252 44 Principal Planner $6,821 $7,128 $7,449 $7,784 $8,134 $8,638 $81,852 $85,536 $89,388 $93,408 $97,608 $103,656 52 BuildngOfficial $8,311 $8,685 $9,076 $9,484 $9,911 $10,525 $99,732 $104,220 $108,912 $113,808 $118,932 $126,300 47 ComTu* Services Manager $7,345 $7,676 $8,021 $8,382 $8,759 $9,302 $88,140 $92,112 $96,252 $100,584 $105,108 $111,624 49 Planning Manager $7,718 1 $8,065 1 $8,428 1 $8,807 1 $9,203 1 $9,774 $92,616 $96,780 1$101,136 1$105,684 1$110,436 1$117,288 25 AdmmAssistant II $4,266 $4,458 $4,659 $4,869 $5,088 $5,403 $51,192 $53,496 $55,908 $58,428 $61,056 $64,836 18 AdmnAssistant I $3,587 $3,748 $3,917 $4,093 $4,277 $4,542 $43,044 $44,976 $47,004 $49,116 $51,324 $54,504 14 Office TechnieianIl $3,250 $3,396 $3,549 $3,709 $3,876 $4,116 $39,000 $40,752 $42,588 $44,508 $46,512 $49,392 Court Monthly Annual Grade Position Title A B C D E F A B C D E F 58g Judge $15,051 $180,614 50a CourtAdmunstrator $9,922 $119,064 39 Court Services Supervisor $6,027 $6,298 $6,581 $6,877 $7,186 $7,632 $72,324 $75,576 $78,972 $82,524 $86,232 $91,584 c14 Court Clerk 1 $3,382 $3,534 $3,693 $3,859 $4,033 $4,283 $40,584 $42,408 $44,316 $46,308 $48,396 $51,396 c21 Court Clerk 2 $4,022 1 $4,203 1 $4,392 1 $4,590 $4,797 $5,094 $48,264 1 $50,436 1 $52,704 1 $55,080 1 $57,564 $61,128 41 Probation Supervisor $6,334 $6,619 $6,917 $7,228 $7,553 $8,021 $76,008 $79,428 $83,004 $86,736 $90,636 $96,252 34 Probation Officer $5,328 1 $5,568 $5,819 $6,081 $6,355 $6,749 $63,936 1 $66,816 1 $69,828 $72,972 1 $76,260 $80,988 Finance Monthly Annual Grade Position Title A B C D E F A B C D E F 58b Director $13,611 $163,332 24 Accounting Tech II $4,162 $4,349 $4,545 $4,750 $4,964 $5,272 $49,944 $52,188 $54,540 $57,000 $59,568 $63,264 31 Payroll Analyst $4,949 $5,172 $5,405 $5,648 $5,902 $6,268 $59,388 $62,064 $64,860 $67,776 $70,824 $75,216 37 Financial Analyst $5,736 $5,994 $6,264 $6,546 $6,841 $7,265 $68,832 $71,928 $75,168 $78,552 $82,092 $87,180 52 Accounting Manager $8,311 1 $8,685 1 $9,076 1 $9,484 1 $9,911 $10,525 $99,732 1$104,220 1$108,912 $113,808 1$118,932 1$126,300 Law Monthly Annual Grade Position Title A B C D E F A B C D E F 58e CityAttomey $13,611 $163,332 56 Deputy CityAttomey $9,172 $9,585 $10,016 $10,467 $10,938 $11,616 $110,064 $115,020 $120,192 $125,604 $131,256 $139,392 25 Legal Assistant $4,266 $4,458 $4,659 $4,869 $5,088 $5,403 $51,192 $53,496 $55,908 $58,428 $61,056 $64,836 29 Paralegal $4,711 $4,923 $5,145 $5,377 $5,619 $5,967 $56,532 $59,076 $61,740 $64,524 $67,428 $71,604 29 Domestic Violence Legal Liaison $4,711 1 $4,923 $5,145 1 $5,377 1 $5,619 $5,967 $56,532 $59,076 1 $61,740 $64,524 1 $67,428 1 $71,604 33 Lead Paralegal $5,200 $5,434 $5,679 $5,935 $6,202 $6,587 $62,400 $65,208 $68,148 $71,220 $74,424 $79,044 45 Prosecutor $6,989 $7,304 $7,633 $7,976 $8,335 $8,852 $83,868 $87,648 $91,596 $95,712 $'00'020 $106,224 48 Chief Prosecutor $8,730 $9,123 $9,534 $9,963 $10,411 $11,056 $104,760 $109,476 $114,408 $119,556 $124,932 $132,672 53 AssistantCityAttomey $8,520 $8,903 $9,304 $9,723 $10,161 $10,791 $102,240 $106,836 $111,648 $116,676 $121,932 $129,492 Parks Monthly Annual Grade Position Title A B C D E F A B C D E F 58a Director $12,640 $151,680 58 Deputy Director $9,639 $10,073 $10,526 $11,000 $11,495 $12,208 $115,668 $120,876 $126,312 $132,000 $137,940 $146,496 13 Lead Lifeguard $3,171 $3,314 $3,463 $3,619 $3,782 $4,016 $38,052 $39,768 $41,556 $43,428 $45,384 $48,192 33 Graphics Coordinator $5,200 $5,434 $5,679 $5,935 $6,202 $6,587 $62,400 $65,208 $68,148 $71,220 $74,424 $79,044 33 CheflKitchenCoordinator $5,200 $5,434 $5,679 $5,935 $6,202 $6,587 $62,400 $65,208 $68,148 $71,220 $74,424 $79,044 33 Facility Services Coordinator $5,200 $5,434 $5,679 $5,935 $6,202 $6,587 $62,400 $65,208 $68,148 $71,220 1 $74,424 1 $79,044 33 Recreation Coordinator $5,200 $5,434 $5,679 $5,935 $6,202 $6,587 $62,400 $65,208 $68,148 $71,220 $74,424 $79,044 38 Parks & Facilities Supervisor $5,882 $6,147 $6,424 $6,713 $7,015 $7,450 $70,584 $73,764 $77,088 $80,556 $84,180 $89,400 43 CommRelations Liaison/ContractAdministmtor $6,654 $6,953 $7,266 $7,593 $7,935 $8,427 $79,848 $83,436 $87,192 $91,116 $95,220 $101,124 43 Recreation Manager $6,654 $6,953 $7,266 $7,593 $7,935 $8,427 $79,848 $83,436 $87,192 $91,116 $95,220 $101,124 43 Comurity Center Manager $6,654 $6,953 $7,266 $7,593 $7,935 1 $8,427 $79,848 $83,436 $87,192 $91,116 $95,220 $101,124 43 Dumas Bay Manager $6,654 1 $6,953 $7,266 $7,593 $7,935 $8,427 $79,848 $83,436 $87,192 $91,116 $95,220 $101,124 43 Parks& Facilities Manager $6,654 $6,953 $7,266 $7,593 $7,935 $8,427 $79,848 $83,436 $87,192 $91,116 $95,220 $101,124 25 AdmnAssistant II $4,266 $4,458 $4,659 $4,869 $5,088 $5,403 $51,192 $53,496 $55,908 $58,428 $61,056 $64,836 18 AdmmAssistant I $3,587 $3,748 $3,917 $4,093 $4,277 $4,542 $43,044 $44,976 $47,004 $49,116 $51,324 $54,504 14 Office TeclmicianU $3,250 $3,396 $3,549 $3,709 $3,876 $4,116 $39,000 $40,752 $42,588 $44,508 $46,512 1 $49,392 m14 Custodian-Corumunity Center $3,335 $3,485 $3,642 $3,807 $3,977 1 $4,224 $40,020 $41,820 $43,704 $45,684 $47,724 $50,688 m26 Aquatic Facility Operator 1$4,659 1 $4,867 $5,086 $5,316 $5,552 $5,899 $55,908 $58,404 $61,032 $63,792 $66,624 $70,788 m22 Maintenance Worker I 1$4,218 1 $4,409 $4,605 $4,812 $5,031 $5,290 $50,616 $52,908 $55,260 $57,744 $60,372 $63,480 m26 Maintenance Worker II $4,659 1 $4,867 $5,086 $5,316 $5,552 $5,899 $55,908 $58,404 $61,032 $63,792 $66,624 $70,788 F - 4 CITY OF FEDERAL WAY202112022 BUDGET 2021 SALARY SCHEDULE Public Works MOE* Annual Grade Position Title A B C D E F A B C D E F 58h Director $13,427 $161,124 58 Deputy Public Works Director $9,639 $10,073 $10,526 $11,000 $11,495 $12,208 $115,668 $120,876 $126,312 $132,000 $137,940 $146,496 26 Fleet Maintenance Coord. $5,072 $5,300 $5,539 $5,788 $6,048 $6,423 $60,864 $63,600 $66,468 $69,456 $72,576 $77,076 30 Engineering Technician $5,072 $5,300 $5,539 $5,788 $6,048 $6,423 $60,864 $63,600 $66,468 $69,456 $72,576 $77,076 30 SWM Engineering Technician $5,072 $5,300 $5,539 $5,788 $6,048 $6,423 $60,864 $63,600 $66,468 $69,456 $72,576 $77,076 34 SWM Public Education& Outreach Coord. $5,328 $5,568 $5,819 $6,081 $6,355 $6,749 $63,936 $66,816 $69,828 $72,972 $76,260 $80,988 37 Construction Inspector $5,736 $5,994 $6,264 $6,546 $6,841 $7,265 $68,832 $71,928 $75,168 $78,552 $82,092 $87,180 37 SWM Inspector $5,736 $5,994 $6,264 $6,546 $6,841 $7,265 $68,832 $71,928 $75,168 $78,552 $82,092 $87,180 35 Recycling Project Manager $5,462 $5,708 $5,965 $6,233 $6,513 $6,917 $65,544 $68,496 $71,580 $74,796 $78,156 $83,004 35 SWM Water Quality Specialist $5,462 $5,708 $5,965 $6,233 $6,513 $6,917 $65,544 $68,496 $71,580 $74,796 $78,156 $83,004 38 Street Systeim Supervisor $5,882 $6,147 $6,424 $6,713 $7,015 $7,450 $70,584 $73,764 $77,088 $80,556 $84,180 $89,400 38 SWM Maintenance Supervisor $5,882 $6,147 $6,424 $6,713 $7,015 $7,450 $70,584 $73,764 $77,088 $80,556 $84,180 $89,400 39 Solid Waste & Recycling Coord $6,027 $6,298 $6,581 $6,877 $7,186 $7,632 $72,324 $75,576 $78,972 $82,524 $86,232 $91,584 40 SWQuality Program Coord. $6,177 $6,455 $6,745 $7,049 $7,366 $7,823 $74,124 $77,460 $80,940 $84,588 $88,392 $93,876 43 Sr. Engineering Plans Reviewer $6,654 $6,953 $7,266 $7,593 $7,935 $8,427 $79,848 $83,436 $87,192 $91,116 $95,220 $101,124 49 Senior Traffic Engineer $7,718 $8,065 $8,428 $8,807 $9,203 $9,774 $92,616 $96,780 $101,136 $105,684 $110,436 $117,288 44 Traffic Operations Engineer $6,821 $7,128 $7,449 $7,784 $8,134 $8,638 $81,852 $85,536 $89,388 $93,408 $97,608 $103,656 49 Sr. Transportation Planning Eng. $7,718 $8,065 $8,428 $8,807 $9,203 $9,774 $92,616 $96,780 $101,136 $105,684 $110,436 $117,288 49 SS Project Engineer $7,718 $8,065 $8,428 $8,807 $9,203 $9,774 $92,616 $96,780 $101,136 $105,684 $110,436 $117,288 54 Development Services Manager $8,730 $9,123 $9,534 $9,963 $10,411 $11,056 $104,760 $109,476 $114,408 $119,556 $124,932 $132,672 54 C4Traffic Engineer $8,730 $9,123 $9,534 $9,963 $10,411 $11,056 $104,760 $109,476 $114,408 $119,556 $124,932 $132,672 54 Capital Projects Eng. Manager $8,730 $9,123 $9,534 $9,963 $10,411 $11,056 $104,760 $109,476 $114,408 $119,556 $124,932 $132,672 54 Surface Water Manager $8,730 $9,123 $9,534 $9,963 $10,411 $11,056 $104,760 $109,476 $114,408 $119,556 $124,932 $132,672 25 Adnm Assistant H $4,266 $4,458 $4,659 $4,869 $5,088 $5,403 $51,192 $53,496 $55,908 $58,428 $61,056 $64,836 18 AdnmAssistant I $3,587 $3,748 $3,917 $4,093 $4,277 $4,542 $43,044 $44,976 $47,004 $49,116 $51,324 $54,504 m22 Maintenance Worker $4,218 $4,409 $4,605 $4,812 $5,031 $5,290 $50,616 $52,908 $55,260 $57,744 $60,372 $63,480 m26 Maintenance Worker $4,659 $4,867 $5,086 $5,316 $5,552 $5,899 $55,908 $58,404 $61,032 $63,792 $66,624 $70,788 Police Deparhnent Monthly Annual Grade Position Title A B C D E F A B C D E F 58d Poke Chief $15,268 1 $183,216 32 Police Property/Evidence Cust. $5,072 $5,300 $5,539 $5,788 $6,048 $6,423 $60,864 $63,600 $66,468 $69,456 $72,576 $77,076 29 Records Supervisor $4,711 $4,923 $5,145 $5,377 $5,619 $5,967 $56,532 $59,076 $61,740 $64,524 $67,428 $71,604 36 Office Manager $5,597 $5,849 $6,112 $6,387 $6,674 $7,088 $67,164 $70,188 $73,344 $76,644 $80,088 $85,056 46 Civilian Operations Manager $7,166 $7,488 $7,825 $8,177 $8,545 $9,075 $85,992 $89,856 $93,900 $98,124 $102,540 $108,900 51c PoliceComnander $9,671 $10,105 $10,560 $11,035 $11,532 $12,247 $116,052 $121,260 $126,720 $132,420 $138,384 $146,964 55d Deputy Police Chief $14,082 $168,984 18 AdminAssistant l $3,587 $3,748 $3,917 $4,093 $4,277 $4,542 $43,044 $44,976 $47,004 $49,116 $51,324 $54,504 45 Poke Lieutenant $9,390 $10,066 $10,791 $112,680 $120,792 $129,492 a18 Customer Servicce Specialist $3,816 S3,976 $4,144 $4,318 $4,502 $4,828 $45,792 $47,712 $49,728 $51,816 $54,024 $57,936 a18 Records Specialist $3,816 $3,976 $4,144 $4,318 $4,502 $4,828 $45,792 $47,712 $49,728 $51,816 $54,024 $57,936 a18 Administrative Assistant $3,816 $3,976 $4,144 $4,318 $4,502 $4,828 $45,792 $47,712 $49,728 $51,816 $54,024 $57,936 a20 PropertylEvidenceTech $4,005 $4,176 $4,354 $4,536 $4,728 $5,066 $48,060 $50,112 $52,248 $54,432 $56,736 $60,792 a24 AnunalServices Officer $4,445 $4,636 $4,834 $5,036 $5,249 $5,625 $53,340 $55,632 $58,008 $60,432 $62,988 $67,500 a27 Public Records Coordinator $4,790 $4,991 $5,200 $5,418 $5,647 $6,053 $57,480 $59,892 $62,400 $65,016 $67,764 $72,636 a30 CAEEAIVolunteerCoordinator $5,105 $5,323 $5,548 $5,781 $6,025 $6,458 $61,260 $63,876 $66,576 $69,372 $72,300 $77,496 a30 CrimeAnal}st/PreventionSpecialist $5,105 $5,323 $5,548 $5,781 $6,025 $6,458 $61,260 $63,876 $66,576 $69,372 $72,300 $77,496 a30 Quartermaster $5,105 $5,323 $5,548 $5,781 $6,025 $6,458 $61,260 $63,876 $66,576 $69,372 $72,300 $77,496 a32 Crime Analyst /Prevention Prg Coord. $5,364 $5,588 $5,822 $6,069 $6,323 $6,779 $64,368 $67,056 $69,864 $72,829 $75,876 $81,348 g32 Police Officer $5,738 $6,026 $6,542 $7,092 $7,697 $68,856 $72,312 $78,504 $85,104 $92,364 F - 5 ,41k CITY OF Federal Way It's all within reach THIS PAGE IS LEFT D4T=ONALLY BLANK F - 6 TYPE OF FEE SECTION ONE. ANIMAL LICENSE AND OTHER FEES. (PD Unaltered Cat license per year $60 Unaltered Dog license per year $60 Altered Cat: Altered Cat license for one year $20 Altered Cat license for two year $35 Altered Cat license for three year $50 Altered Dog: Altered Dog license for one year $25 Altered Dog license for two year $45 Altered Dog license for three year $65 Permanent License (owners 65 years of age and older) - if Altered No Fee Permanent License (disabled) - if Altered No Fee Other Fees: Replacement Tag $2 Hobby Kennel/Hobby Cattery (Plus each individual animal must be licensed) $50 Penalties: Less than 30 days renewal fee $10 30 - 60 days late renewal fee $20 Over 60 days late renewal fee $25 No refund due to pet moving out of the area, or lost pet. The Manager may authorize a refund collected in error. SECTION TWO. BUSINESS REGISTRATION. (FI) General Business Registration: New Business and renewals, all categories unless otherwise identified herein. New Business Registrations and Renewals: General Commercial Businesses to include, 2nd Hand Dealer, Dance Hall, Massage Parlor, Gambling (+ $50 per device up to 6), Restaurants 0-10 Employees $80 11-25 Employees $125 26-50 Employees $250 51-100 Employees $1,500 101-500 Employees $4,500 501-1000 Employees $9,500 Outside Contractor $80 Right of Way $43 Duplicate Registration (replacement) $15 Specialty License: Second Hand Dealer See General Business Registration + $80 Pawnbroker License See General Business Registration + $500 SECTION TWO. BUSINESS REGISTRATION. (FI) (continued) Public Bathhouse: See General Business 1. Public Bathhouse Business Registration 2. Bathhouse Attendant per attendant in addition to Business Registration fee $80 3. Bathhouse Manager per manager in addition to Business Registration fee $80 Public Bath House Proration: The entire annual license fee shall be paid for the applicable calendar year regardless of when the application for license is made and shall not be prorated for any part of the year except that if the original application for license is made renewals shall be required to be obtained and paid in full by January 31 of each respective year. subsequent to June 30 the license fee for the remainder of that year shall be one-half of the annual license fee. Annual License Renewal See below Late Penalty: Failure to pay any registration fee due within 30 days after the day on which it is due and payable shall result in a penalty of five percent or Per FWRC 12.05.060 (7) $5.00, whichever is higher, on the amount of the registration fee, and an additional penalty of five percent or $5.00, whichever is higher, for each succeeding month of delinquency or part thereof, but shall not exceed a total penalty of $25.00 or 25 percent of the amount of such registration fee, whichever is higher. F - 7 TYPE OF FEE 2021 Fee SECTION THREE. CONSTRUCTION PERMITS (CD) PERMIT FEES A. BUILDING The Building, Mechanical, Plumbing, and Sign Permit fees are calculated by applying Valuation Table A to the value of the work proposed. The valuation should include the typical construction methods for foundation work, structural and nonstructural building components, and interior finish material. The value of the work shall be determined by using Building Value Data as published and further updated by the International Code Council or by submission of a written project bid subject to approval by the Building Official. VALUATION TABLE A Total Project Valuation Base Incremental Factor $1.00 - $1,000.00 $69.89 N/A $1,000.01 - $2,000.00 $69.89 for first $1,000, plus $5.28 for each additional $100.00 or fraction thereof, to and including $2,000.00. $2,000.01 - $25,000.00 $122.67 for first $2,000, plus $26.29 for each additional $1,000.00 or fraction thereof, to and including $25,000.00. $25,000.01 - $50,000.00 $727.33 for first $25,000, plus $18.73 for each additional $1,000.00 or fraction thereof, to and including $50,000.00. $50,000.01 - $100,000.00 $1,195.66 for first $50,000, plus $12.68 for each additional $1,000.00 or fraction thereof, to and including $100,000.00. $100,000.01 - $500,000.00 $1,829.76 for first $100,000, plus $10.28 for each additional $1,000.00 or fraction thereof, to and including $500,000.00. $500,000.01 - $1,000,000.00 $5,942.52 or first $500,000, plus $8.45 for each additional $1,000.00 or fraction thereof, to and including $1,000,000.00. $1,000,000.01 and u $10,168.J for first $1,000,000, plus $6.65 for each additional $1,000.00 or fraction thereof. Note: Additional fees will apply to a permit, as noted here: All development permits are charged an automation fee. See Section Three, I for details. All building permits are charged an SBCC surcharge. See Section Three, I for details. Some building permits require plan review. See Section Three, G for details. Some building permits require plumbing fees. See Section Three, D for details. Some building permits require mechanical fees. See Section Three, C for details. Some building permits require a digitizing fee. SeeSectlon Three, I for details. Some building permits require an impact fee. See Section Thirteen for details. Some building permits require zoning review. See Section Seven, B for details. Some building permits require a South King Fire fee. See Section Five for details. B. DEMOLITION Permit Fee is based on total project demolition valuation. See Section Three, A, Valuation Table A to calculate fees. C. MECHANICAL General permit fees are based on total installation valuation. See Section Three, A, Valuation Table A to calculate fees. Permit and Dian review fees for a New Sinale-Familv Residence is a flat fee of: D. PLUMBING General permit fees are based on total installation valuation. See Section Three, A, Valuation Table A to calculate fees. Permit and plan review fees for a New Single -Family Residence is a flat fee of: E. ELECTRICAL Permit fee is based on total installation valuation. Use Valuation Table B to calculate electrical permit fees. VALUATION TABLE B Total Project Valuation Base Incremental Factor $1.00 - $1,000.00 $75.10 N/A $1,000.01 - $2,000.00 $75.10 for first $1,000, plus $5.66 for each additional $100.00 or fraction thereof, to and including $2,000.00. $2,000.01 - $25,000.00 $131.74 for first $2,000, plus $28.25 for each additional $1,000.00 or fraction thereof, to and including $25,000.00. $25,000.01 - $50,000.00 $781.54 for first $25,000, plus $20.14 for each additional $1,000.00 or fraction thereof, to and including $50,000.00. $50,000.01 - $100,000.00 $1,284.96 for first $50,000, plus $13.63 for each additional $1,000.00 or fraction thereof, to and including $100,000.00. $100,000.01 - $500,000.00 $1,966.35 for first $100,000, plus $11.03 for each additional $1,000.00 or fraction thereof, to and including $500,000.00. $500,000.01 - $1,000,000.00 $6,380.13 for first $500,000, plus $9.09 for each additional $1,000.00 or fraction thereof, to and including $1,000,000.00. $1,000,000.01 and up $10,926.12 for first $1,000,000, plus $7.15 for each additional $1,000.00 or fraction thereof. SECTION THREE. CONSTRUCTION PERMITS (CD) (continued) F. SIGN (1) Permanent sign. Permit fee is based on total construction installation valuation. See Section Three, A, Valuation Table A to calculate fee. $425 $425 The total permit fee' for electrical signs includes an electrical connection fee, as follows: First sign $73 Each additional sign on same application $35 The total permit fee' includes a per sign planning surcharge, as follows: First sign $55 Each additional sign on same application $20 Note 1. Fee is based on actual hourly personnel costs (2) Temporary sign. Note: temporary signs are by separate permit. M•3 TYPE OF FEE 2021 Fee SECTION THREE. CONSTRUCTION PERMITS G. PLAN REVIEW FEES The specified plan review fees are separate from and in addition to the permit fees and are collected atapplication submittal. Building permit: 65 % of the building permit fee Mechanical permit: 65 % of the mechanical permit fee Plumbing permit: 65% of the plumbing permit fee Sign permit: 65 % of the sign permit fee Electrical permit: 65 % of the electrical permit fee South King Fire & Rescue: 15 % of the building permit fee (Commercial building permits ONLY] Additional Dian review reauired by chanaes / additions / revisions to Dlans. Der hour or Dortion thereo' $73 Outside consultant plan review. Any private or public professional services contract needed will be billed 100%, plus 10 % billing and administrative charges. Note 1. Fee is based on actual hourly personnel costs. Note: Fire prevention system plan review fees are found in Section Five. Fire Code -Annual Permits and Review fee section H. ADDITIONAL OR SPECIAL INSPECTIONS The following fees are separate from and in addition to the permit fees and are collected in advance of work performed. 1. Reinsoection (second and subsequent reinsoections) (Hourly Rate') )ections outside of normal business hours 4. Inspections performed by outside consultants. [Any private or public professional services contract needed will be billed 100 % , plus 10 billing and administrative charges.] Note: 1. Fee is based on actual hourly personnel costs. $73 I. MISCELLANEOUS PERMIT -RELATED FEES Adult family home facility inspection (3 hour minimum, Hourly RatJ) $221 Automation Fee (applies to all land use & development permits); Fee is the greater of $35 or 5 % of the permit fee. $35 Digitizing for single-family plans submitted and permit issued $48 Diaitizino for commercial and multi -family Diane submitted and Dermits issued $142 Abandoned Sh000ina Cart Salvaae fee State Building Code Council (SBCC) surcharge for Residential Building Permits $6.50 For each residential unit after the first unit on the same permit. $2 State Building Code Council (SBCC) surcharge for Commercial Building Permits $25 For each residential unit after the first unit on the same Denmit. $2 Note: 1. Fee is based on actual hourly personnel costs. J.REFUNDS Permit applications: The Building Official may authorize the refunding of not more than 80 % of the permit plan review fees paid, provided the applicant presents a written request to withdraw the application prior to the commencement of staff review. The automation fees are non-refundable. [ NOTE: The Building Official does not have purview over another department's orjurisdiction's fees. Please apply for other potential refunds separately, if applicable.] Issued permits: The Building Official may authorize the refunding of not more than 80 % of other, non -plan review -related building permit fees paid, provided the applicant presents a written request to cancel the permit prior to the commencement of any construction work covered by the permit and/or prior to the completion of any inspections by City staff. The automation fees are non-refundable. [ NOTE: The Building Official does not have purview over another department's or jurisdiction's fees. Please apply for other potential refunds separately, if applicable.] K. PENALTIES Any person who shall commence any work for which a permit is required by this Code without first having obtained a permit may be required to pay double the permit fee fixed by this section for such work. Such double permit fee shall be in additional to any penalty for a violation of the provisions of this Code. SECTION FOUR. FALSE ALARMS. False Alarm Fee Burglary 1st and 2nd false alarms in a reaistration vear (July 1 - June Free 6th and successive false alarms in a reaistration vear (July 1 - June 30). each alarm $200 Robbery Cancellation Fee �� TYPE OF FEE 2021 Fee SECTION FIVE. FIRE CODE -ANNUAL PERMITS AND REVIEW. (FIRE) Fire Department Review and Inspection of Building Permits Fire Prevention System Permits Permit Fee (based on valu 15 % of Building Permit Fee with min $77.25 Per IBC Section 108.2 Plan Review Fee 65 % of FP Permit Fee Outside Consultant plan review Actual cost Additional plan review required by changes/additions/revisions to plan, per hour or portion thereof $61.21/hr Note: City retains $20.00 of total fee for processing SECTION SIX. FIREWORKS. (FIRE) Public Disolav Permit (toaether with $100.00 cash SECTION SEVEN. LAND USE. (CD) A. PRINCIPAL LAND USE AND SUBDIVISION -RELATED FEES: Accessory Dwelling Units $513 Administrative Determination / Code Interpretation $733 Annexations $3,051 Boundary Line Adjustment, Plus: $1,465 Fire Review @ 5 % $73 Public Works Review $895 Binding Site Plan, 2-4 lots, Plus: $3,664 Fire Review @ 5 % $183 Public Works Review $1,586 Binding Site Plan, 5-9 lots, Plus: $4,764 Fire Review @ 5 % $239 Public Works Review $1,586 Binding Site Plan, 10 & more lots, Plus: $7,329 Fire Review @ 5 % $367 Public Works Review $1,586 Change of Use $366 Forest Practices Permit $258 Flood Plain Permit $733 Historic Designation Review $146 Lot Line Elimination $1,465 Plat, Preliminary, Plus: $7,329 Per Acre Fee $97 Fire Review @ 5 % $378 Public Works Review Base fee $4,544 Plus per acre fee $175 Plat, Final, Plus: $4,838 Public Works Review $1.907 Plat, Short 2-4 lots, Plus: $3,664 Per lot $95 Fire Review @ 5 % $183 Public Works Review $1,571 Plat, Short 5 - 9 lots, Plus: $4,764 Per lot $95 Fire Review @ 5 % $238 Public Works Review $1,571 Process I - Minor site review $733 F-10 TYPE OF FEE 0 Fee SECTION SEVEN. LAND USE. (CD) (continued) Process 2 - Site Plan Review [Base Land Use Fee], Plus: $3,298 over25,000 sgft $418 over Public Works Review Base Fee. Plus: over Process 3 - Project Approval [Base Land Use Fee], Plus: $4,398 over25,000 sgft $418 over 50,000 sgft $732 over100,000 sgft $1,045 Fire Review (a 5 over50,000 sgft $700 over100,000 sgft $1,056 Process 3 - Applications (for radio tower & antenna structures for use by amateur radio operators required by FWRC 19.110.60(3), Plus: $258 Fire Review @ 5 % $13 Process 3 - Administrative Variances $4,398 Public Works Review $350 Process 4 - Hearing Examiner's Decision, [Base Land Use Fee], Plus: $4,672 Fire Review @ 5 % $234 Public Works Review $2,099 Process 4 - Hearing Examiner Variance [Base Land Use Fee], Plus: $3,935 Public Works Review $528 Process 5 - Quasi -Judicial Rezones [Base Land Use Fee], Plus: From one RS designation to another RS designation $4,672 Per Acre $104 Maximum $22,635 From one RM designation to another RM Process 6 - Comprehensive Plan / Rezone Map or Text Amendments [Base Land Use Fee], Plus: $4,672 Per Acre (for map amendment) $104 Public Notice Fee (for each required published notice) $176 SEPA City Center Planned Action, Plus: $1,448 Fire Review Fee @ 5 % $72 Public Works Review $700 SEPA Environmental Checklist for Non -Project Action, Plus: $1,918 Fire Review Fee @ 5 % $96 Public Works Review $350 SEPA Checklist for Project Action, Plus: $1,918 Fire Review Fee @ 5 % $96 Public Works Review $437 Shoreline Subststantial Development Permit, [Base Land Use Fee], Plus: $4,398 over $15,000 project value $838 over $50,000 project value $2,511 over $100.000 Droiect value $4.605 Public Works Review $1,574 Shoreline Conditional Use Permit, Plus: $4,398 Public Works Review $2,974 Shoreline (Exemption Determination) $366 Shoreline Variance, Plus: $4,398 Public Works Review $2,200 Temporary Use Permit $145 Tree Removal Request $145 Zoning Compliance Review -- Change of Use $366 F-11 TYPE OF FEE 202� Fee SECTION SEVEN. LAND USE. (CD) (continued) Zoning Verification / Inquiries / Determinations $145 B. MISCELLANEOUS LAND USE FEES: Appeals $1,172 [For appeals of Administrative Decision, SEPA Determination, Notice of Violation, or Hearing Examiner Decision] Automation fee (Applies to all Land Use and Development permits) $35 Extension requests $258 Notary Public Service, Per document $10 Review / Requests not otherwise covered by this schedule° 0-hour minimum) 117.91/hr Notes: 1. Appeal Fee shall be reimbursed in the event the reviewing authority determines that the appellant has substantially prevailed in the appeal action. 2. The South King Fire & Rescue (SKFR) administrative review fee in an amount equal to 5 % of the land use fee imposed is charged and collected by the City and paid to SKFR. 3. Additional fees will be required to pay for any time spent on Land Use Applications by the Department of Public Works above the number of hours covered by the base amount allocated to Public Works for each application. 4. Fee is based on estimated hourly staff costs. C. REFUNDS OF LAND USE FEES. The Filing Fees as set forth in the Fee Schedule for the City are established to defray the cost of posting and processing and the proceedings in connection with a land use application. The Director of Community Development may authorize the refunding of not more than 80 % of the total application fees paid provided the applicant presents a written request to withdraw or cancel the application. The refund amount shall be determined at the Director's discretion and be based on the amount of staff resources utilized at the time of the request. D. MULTIPLE FEES When multiple land use fees are required for the same project, the highest fee shall be charged at full cost and each additional fee shall be charged at 25 % of listed cost. Exceptions: 1) If a land use permit is required in conjunction with a subdivision application (preliminary plat, short subdivision or binding site plan), full fees for both types of permit shall be charged. 2) SEPA fees shall be charged at the full rate shown. SECTION EIGHT. MISCELLANEOUS. Miscellaneous Review, Inspection or other Activity (Land Use, Public Works & Building Permit Services): Any public works, land use or building permiArelated review, inspection or other activity not covered by the fee schedule, if performed by a City employee, is based on actual hourly cost, plus benefits of 35 % , plus overhead of 25 % , plus a $15/hr computer usage fee. Any private or public professional services contract needed will be billed 100%, plus 10 % billing and administrative charges. Maps, Plats, Miscellaneous Cost + 10 Photocopies, Black and White Per Page Per RCW 42.56 as amended Photocopies, Color Per Page Per RCW 42.56 as amended Scanning Per Page Per RCW 42.56 as amended Audio Duplication, Per CD Per RCW 42.56 as amended Video Duplication, Per DVD Per RCW 42.56 as amended Notary Public Service, Per document $10 Clerk's Certification $10 Facsimile Usage (incoming/outgoing) 1st Page $3 each additional page $1 Bound Printed Documents Actual Cost Non -sufficient Funds Fee $25 GIS Map and Data Requests:* 8 1/2 by 11 - Paper - Color $4 8 1/2 by 11 - Paper- Black & White $3 8 1/2 by 11 - Mylar - Color $5 8 1/2 by 11 - Mylar - Black & White $4 11 by 17 11 by 17 - Mylar Up to 34 by 44 - - Black & White Up to 34 by 44 - Mylar - Black & White $31 31/. Floppy Disk or CD ROM (per disk/CD) $2 * Maps that require extensive processing time or require additional ink and plotting supplies will be charged at a higher rate. Applicable sales tax will be added to the costs. Staff Time to Complete Request, Per Hour $35 Computer Usage, Per Hour $15 Note: Staff time and computer usaae will only be charaed on reauests for custom Droducts. F-12 TYPE OF FEE 202 Fee SECTION NINE. PARK AND CITY FACILITY USE FEES. (PARKS) Steel Lake Picnic Rentals & Special Events Picnic Rentals Monday - Sunday Reservations are from 10:00 am - 3:00 pm and 4:00 pm - 9:00 pm with a Full Day option of 10:00 am to 9:00 pm Steel Lake Park (Site #1) and Town Square Park Part Day $160 Full Day $290 Steel Lake (Site #s 2-5), Adelaide, Laurelwood, Palisades, Sacajawea, and other requested sites (with City approval) Part Day Full Day *Note: Groups over 120 require a Special Events Permits and subject to a different fee schedule and requirements. Special Events First three hours (3 hour minimum) Hourly rate after first 3 hours Damage Deposit Refundable if no damaae on -site Additional charges on ALL permits/reservations: City -supplied additional tables City -supplied additional trash cans Electricity Stage *New staae with canopy City Hall Room Rentals Council Chambers (per hour) Non -Council Chamber Meeting Rooms (Der hour) SECTION TEN. PUBLIC WORKS. (PW) A. Building Moving and Oversize/Overweight vehicle Permit. vehicle $95 $170 $210 $70 $15 each per day $5 each per day $50 per day $500 per day $1,000 per day $60 B. Street and/or Easement Vacation Application 1-300lineal feet $1,098 every 100 lineal feet thereafter. Der 100 LF $175 C. Right -of -Way Use Permit, includes 1 inspection 1. Individual single family homeowner applications $320 2. All other applications $652 6. Weekend, holiday, and emergency call out inspection (4 hours minimum) $217 7. Re -inspection $286 8. Job start penalty fee $265 D. Right -of -Way Modification Request, plus recording fee * $500 T Reconsideration of determination with aditional supplied information, per hour $1,000 E. Development Review Fee 1. Single Family $263 2. Short Subdivisions Construction Plans (Includes submission & 1 resubmission) $2.105 3. Subdivisions and Commercial/Industrial Developments $3,158 Trips generated: - If less than 10 trips $1,801 - If between 10 and 50 trips $5,167 - If between 50 and 500 trips $9,452 - If greater than 500 trips $15,152 G. Miscellaneous Public Works Permits and Services (Same fee structure under Section Elaht/Miscellaneous Fees) H. Franchise and Small Wireless License & Permits 1. Franchise Application Fee $5,000 2. Small Wireless Master Lease Administrative Fee $2,000 3. Small Wireless Site Lease Addendum Administrative Fee $652 6. Small Wireless Site Rent (Der location 7. Small Wireless Permit (when included in Site Lease Addendum)* fee included in Site Lease Addendum Fee 8. Small Wireless Permit (when not included in Site Lease Addendum)** $652 * Recording Fee per chapter 36.198.010 RCW and as amended and K.C. Code 1.12.120 and as amended ** Right -of -Way Use Permit (Section 10 of Fee Schedule) is also required for construction and restoration within the right-of-way. SECTION ELEVEN. RIGHT-OF-WAY ACTIVITY. (FI) Right of Way Activity Permit Fee $43.35 SECTION TWELVE. TAXICABS. F-13 Pursuant to King County Fee Schedule -11 TYPE OF FEE 2021 Fee SECTION THIRTEEN. IMPACT MITIGATION. School Impact Fee. Der dwellina unit. as noted below (FWPS RESOLUTION #2019-25): Single Family Residence $3,243 Plus City Administrative Fee @ 5 % $162 Multi -Family Residence $16,003 Plus City Administrative Fee @ 5 % $800 Mixed -Use Residential in accordance with Ordinance No. 95-249 $10,561 Plus City Administrative Fee @ 5 % $528 The following school impact fees discounts apply, as follows: Multi-Familv Residence - 4+ bedroom unit (0 % discount) $16.003 Residence - 2 bedroom unit Multi -Family Residence - Studio unit (62.5% discount) $6,001 Plus City Administrative Fee @ 5 % $300 ***Ordinance No. 14-757 provides 50 % reduced school impact fee within City Center Zone.*** Note: City, Administrative fee of 5 % will be added to the total School Impact Fees charged. Traffic Impact Fee (PW): Land Use A. Residential Single Family (Detached) per dwelling 7,054.00 Multi -Family per dwelling 3,314.00 Senior Housing per dwelling 1,710.00 Mobile Home in MH Park per dwelling 2,622.00 B. Commerical -Services Drive-in Bank per sf/GFA 40.59 Hotel per room 4,886.00 Motel per room 3,094.00 Day Care Center per sf/GFA 33.96 Library per sf/GFA 21.18 Post Office per sf/GFA 29.10 Service Station per VFP 18,451.00 Service Station with Minimart per sf/GFA 18,399.00 Auto Care Center per sf/GLA 7.05 Movie Theater per seat 358.00 Health Club per sf/GFA 16.33 C. Commercial - Institutional Elementary School per sf/GFA 3.79 Middle/Jr High School per sf/GFA 5.23 High School per sf/GFA 5.85 D. Commercial - Restaurant Restaurant per sf/GFA 30.23 High Turnover Restaurant per sf/GFA 26.08 Fast Food Restaurant per sf/GFA 66.61 Espresso with Drive -Through per sf/GFA 67.83 SECTION THIRTEEN. IMPACT MITIGATION. (continued) E. Commercial - Retail Shopping Shopping Center per sf/GLA Supermarket per sf/GFA Convenience Market Der sf/GFA 10.75 24.49 63.69 Furniture Store per sf/GFA 1.08 F. Commercial -Office General Office per sf/GFA 8.43 Medical Office per sf/GFA 21.13 G. Industrial Light Industry/Manufacturing per sf/GFA 5.13 Industrial Park per sf/GFA 3.26 Mini-Warehouse/Storage per sf/GFA 1.38 Warehousing per sf/GFA 1.55 City Center Impact Fee Rates F-14 TYPE OF FEE NEEff-20-2- SECTION THIRTEEN. IMPACT MITIGATION. (continued) A. Commercial - Services Day Care Center (CC) per sf/GFA 19.83 Library (CC) per sf/GFA 12.37 Post Office (CC) per sf/GFA 16.99 Movie Theater (CC) per seat 209.18 Health Club (CC) Der sf/GFA 9.54 B. Commercial - Restaurant Restaurant (CC) per sf/GFA 14.54 High Turnover Restaurant (CC) per sf/GFA 12.54 Fast Food Restaurant (CC) per sf/GFA 31.99 C. Commercial - Retail Shopping Shopping Center (CC) per sf/GLA 5.17 Supermarket (CC) per sf/GFA 11.78 Pharmacy with Drive -Through (CC) per sf/GFA 8.73 D. Commercial - Office General Office (CC) per sf/GFA 3.18 Medical Office (CC) per sf/GFA 7.97 GFA = Gross Floor Area GLA = Gross Leasable Area CC = City Center For uses with Unit of Measure in sF, trip rate is given as trips per 1,000 sF VFP = Vehicle Fueling Positions (Maximum number of vehicles that can be fueled simultaneously) Note: City Administrative fee of 5 % will be added to the total Traffic Impact Fees charged. Surface Water A. System Development Charge Single Family (Detached) per dwelling 981.00 All other Development Der ESU (1 ESU = 3200 sf of new imDervious surface) 981.00 SECTION FOURTEEN. PUBLIC SAFETY. (PD) Photocopies, Black and White Per Page Per RCW 42.56 as amended Photocopies, Color Per Page Per RCW 42.56 as amended Scanning Per Page Per RCW 42.56 as amended Photograph Duplication (from film) Per RCW 42.56 as amended Audio Duplication. Per CD Video Duplication, Per DVD Digital Image Duplication, Per CD Fingerprint Card Clearance Letter Concealed Pistol License - Fees may change pursuant to State of Washington Firearms fee schedule Concealed Pistol License - New Concealed Pistol License - Renewal Concealed Pistol License - Late Renewal Concealed Pistol License - Duplicate/Reissuance Lamination Traffic School (including Police and Court costs) SECTION FIFTEEN. COMMUNITY CENTER MEMBERSHIP FEES. (PARKS) A. Resident Sinale - Adult (18-61 Single - Youth (3-11) Single - Teen (12-17) Single - Senior (62+) Household of 2 Household of 2 Seniors (62+) Household of 3 Household of 4 Household of 5 Household of 6 Household of 7 Per RCW 42.56 as amended Per RCW 42.56 as amended Per RCW 42.56 as amended $10 1at/ $3 ea add'I $49.25 $32 $42 $10 $5 $175 2021 Monthly No Contract Monthly 1 yr Monthly 1 yr-Contract Full Payment 1 yr Contract Contract $42 $35 $35 $378 Non -Resident Single - Adult (18-61) $47 $40 $40 $432 Single - Youth (3-11) $30 $25 $25 $269 Single - Teen (12-17) $40 $35 $35 $378 - Senior Household of 3 Household of 4 Household of 7 $96 $84 $84 $907 Household of 8 $99 $87 $87 $940 *Low Income is 75 Plan (Mobile Pass) M-F 10:00 am - 6:00 F-15 TYPE OF FEE SECTION FIFTEEN. COMMUNITY CENTER MEMBERSHIP FEES. (PARKS) Continued D. Room Rental Fees Rental Period Resident Non -Resident Community Full Room All Day $1,995 $2,200 4 - 8 hours $1,365 $1,575 Per hour (2 hr min.) $395 $450 Per hour (2 hr One Room 4 - 8 hours $500 $575 Per hour (2 hrs min.) $160 $185 Forest Lounge 4 - 8 hours $480 $550 Per hour (2 hr min.) $160 $185 Maple Room 4 - 8 hours $300 $350 Per hour (2 hr min.) $75 $95 Banquet hall (4 - 8 hrs), Linens, Bridal Room (4 hrs), and Set-up Custom Set-up fee (1 room $75, 2 rooms $125, 3 room $175) Kitchen with room rental (preferred caterer) $25/hr $25/hr Kitchen with room rental (non-Dreferred caterer) $200 base fee $25/hr $25/hr E. Damage Deposit fee 1 Room or Maple Room SECTION SIXTEEN. IT TECHNOLOGY FEES. (IT) In order to accommodate the high cost and need to continually replace telecommunications, data, network, hardware, and software systems caused by a continuous and rapidly changing technology environment, the technology fees shall be applied to the following transactions: A. Business license fees. A fee of one dollar ($1) per business license transaction unless the business is exempt from payment of the business license fee. B. Parks and recreation fees. A fee of one dollar ($1) per transaction for each registration for any parks and recreation program. For the purposes of this subsection, "transaction" shall mean the process of collecting and receipting fees and charges in the form of cash, check, or credit card payment for programs, services, or miscellaneous resale items offered by the parks and recreation department. The fee shall not apply to the following: 1. The fee shall not apply to registrations or transactions with a total cost less than ten dollars ($10); 2. The fee shall not apply to drop -in transactions (such as, for example and without limitation (1) time payment for use of the weight room at Community Center). C. For all other applications, permits, inspections, registrations, transactions, and approvals established under the Federal Way Revised City Code, the fee shall be established by council resolution. F-16 APPENDIX DEMOGRAPHIC STATISTICS Fiscal Year Per Capital Median Education Level in Years School Enrollment Population Income [C] Age [C] of Formal Schooling [A] Unemployment Rate [B] 2006 86,530 22,451 32.5 13.0 22,184 4.5% 2007 87,390 26,137 37.2 13.0 21,775 3.9% 2008 88,040 27,730 37.0 13.0 21,622 4.9% 2009 88,578 27,638 36.6 13.0 21,700 9.5% 2010 88,760 27,307 35.1 13.0 21,630 10.3% 2011 89,370 26,668 35.2 13.0 21,608 9.1% 2012 89,460 26,514 34.9 13.0 20,665 8.1% 2013 89,718 26,740 34.9 13.0 21,554 7.4% 2014 90,147 20,481 35.1 13.0 21,772 6.2% 2015 90,764 27,145 35.7 13.0 21,979 5.3% 2016 93,670 27,483 35.7 13.0 21,673 4.9% 2017 96,350 28,947 35.9 13.0 22,522 4.4% 2018 96,690 30,288 36.9 13.0 22,309 4.1% 2019 97,840 31,438 35.9 13.0 23,318 4.0% (A) Includes public school enrollment. Kindergarten is included though not State mandated. (B) Unemployment rates came from the US Department of Labor, Bureau of Labor Statistics. (C) Per Capital Income for Federal Way came from U.S. Census Bureau - Quickfacts. Sources: Data was obtained from U. S. Census Bureau US Department of Labor, Bureau of Labor Statistics US Department of Commerce, Bureau of Economic Analysis School data was provided by the Federal Way School District. F-17 CITY OF FEDERAL WAY202112022 BUDGET PRINCIPAL TAXPAYERS PRINCIPAL TAXPAYERS DECEMBER31, 2019 2019 Percentage of Assessed Total Assessed Taxpayer Type ofBusiness Valuation Valuation (A) KW Club Palisades LLC Real Estate Management $ 105,703,000 0.88% Prime Catalina Campus Dr(formerlyAlliance Tax Advisors) Real Estate Management 102,041,000 0.85% Puget Sound Energy-Elec/Gas Electric\Gas 99,325,000 0.82% Prime WoodleyCampus Drive Real Estate Management 78,629,000 0.65% Federal Way Campus LLC (formerly Real Estate Management 75,941,800 0.63% part o f Weyerhaus er) IRGRA(fotmerlypartofWeyerhauser) Real Estate Management 72,676,700 0.60% P RCP -Arcadia LLC (to tin erly Real Estate Management 71,284,000 0.59% Campus Drive Fee OwnerLLC) Harsch Investment Properties Retailer 70,692,700 0.59% AvanathFederalWayLLC Real Estate Management 68276,683 0.57% MGP )UCommons FWLLC Retailer 67,113,800 0.56% (formerly Commons Mal1LLC) $ 8B,683,683 6.74% (A) 2019 and 2010 assessed valuation for the Cityo fFederal Waywas $ 12,075,455,354 and $ 8,206,354,959, respectively Source: King County Assessor- Principal Taxpayers. PRINCIPAL EMPLOYERS PRINCIPAL EMPLOYERS DECEMBER 31, 2019 Taxpayer Type ofBusiness Numberof Employees Federal WayPublic Schools Educational Services 2,229 St Francis Hospital MedicalServices 1,014 World Vis ion Inc Christian R e he f Age nc y-No npro fit 853 Us PostalService-BulkMail PostalService 654 Wes tern WA Corp. o f S eventh Day Adventis is Non -Profit Church Organization 500 City OfFederal Way Government Services 489 TotalRentalCare Inc. aka Davita Health Services 470 Wal-Mart Retail 456 Fred Meyer Retail 342 Costco Wholesale Corporation Wholesale 292 Res Care Home Care Health Services 247 Franciscan Medical Group MedicalServices 245 Virginia Mason Federal Way MedicalServices 235 Communitylntegrated Services Health Services 225 Korean Women's Assoc. ProfessionalServices 210 City o fFederal WayBus ines s Licenses - PrincipalEmployers -includes both full-time and part-time employees. APPENDIX MISCELLANEOUS STATISTICAL INFORMATION DECEMBER 31, 2019 TYPE OF GOVERNMENT Council - Mayor ORGANIZATION STRUCTURE Legislative Administrative Mayor 8 Directors 7 Councihmembers CORPORATE INFORMATION The City of Federal Way is a noncharter optional code City. It was incorporated as an optional code City on February 28, 1990, and is governed under the provisions of the Optional Municipal Code of the Revised Code of Washington. Optional Code City status increases the City's operating authority by extending it to the powers of all four city classifications which exist in Washington law. LOCATION AND AREA Federal Way, the ninth 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 37,257 households. 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 97,840 of which 49,336 are registered voters. A total of 47,290 (est.) people are employed within the City limits. NUMBER OF CITY EMPLOYEES In the year 2019, the City authorized 339.68 full-time equivalent employees. There were 134 commissioned Police positions The Teamsters Union #763 represented 27.5 employees of Public Works Maintenance and Parks Maintenance, 23 employees were represented by the PSSA (Police Support Services Association), and the Police Guild RECREATIONAL FACILITIES 34 Developed park sites covering 620 acres 23 Undeveloped park sites covering 436 acres 26 Public tennis courts, 9 of which are owned by the City 4 Public swimming pools, 2 owned by the City and 2 owned by King County 7 Trails covering 12 miles OTHER CITY OWNED FACILITIES 1 City Hall 1 Community Center 1 Dumas Bay Centre 1 Parks Maintenance Facility 1 Performing Arts & Event Center PUBLIC EDUCATION 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 23 Elementary Schools 9,560 9,673 9,229 9,777 10,054 10,253 10,498 10,493 10,241 10,576 6 Middle Schools (incl. Public Academy) 5,235 5,205 5,041 5,050 5,034 5,209 5,183 5,238 5,217 4,485 4 High Schools 6,547 6,409 6,018 6,341 6,299 6,166 5,582 6,382 6,389 6,342 4 Altem./Intemet Academy (K-12) 288 321 377 386 385 351 412 409 462 1,915 21,630 21,608 20,665 21,554 21,772 21,979 21,675 22,522 22,309 23,318 2,229 Staff members F-19 CITY OF FEDERAL WAY202112022 BUDGET MISCELLANEOUS STATISTICAL INFORMATION DECEMBER 31, 2019 MILES OF STREET Streets (Center Line Miles) ................................ 256.52 SIGNALS IS TREET LIGHTS Signals WSDOT-owned and maintained ................ 6 Signals City -owned and King County -maintained... 81 Street lights City -owned and maintained ............... 2,098 Street lights City -owned and PSE-maintained......... 644 Street lights PSE-owned and maintained ................ 2,067 LOCALTAXES ON BUSINESSES Franchise Tax- Cable TV ................................. 5.00% Admissions Tax ........................................ 5.00% Gambling Taxes: Bingo/Raffles.................................. 5.00% Amusement/Games ........................... 2.00% Punchboard/Pull Tabs* ...................... 3.00% Cardrooms * *.................................. 10.00% Local Sales Tax (Collected by the State) ................ 10.00% *Rate effective 8/1/2010 **Rate effective 6/6/2010 POLICE INFORMATION Dispatched Call for Services Offenses: 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Forcible Rape (including attempts) 50 38 48 35 62 39 46 34 44 32 Robbery 152 119 107 107 135 152 191 169 234 156 Criminal Homicide 5 4 3 6 4 4 9 7 1 3 Aggravated Assault 118 99 150 133 148 178 209 226 173 175 Vehicle Theft 741 694 800 778 869 762 1080 963 805 634 Burglary (commercial & residential) 828 752 931 801 816 635 645 664 672 563 Larceny 3,141 3,067 3,409 3,571 3,912 3,701 4,225 3,699 3,060 3,106 Arson 11 11 9 7 13 14 18 10 14 12 Citations: Traffic 18,094 17,226 13,023 17,558 13,705 15,466 10,602 10,579 7,619 8,186 Red Light Photo 25,691 15,340 13,455 13,455 24,750 29,812 33,626 38,434 35,781 25,175 FIRE AND EMERGENCY MEDICAL RESPONSE INFORMATION Fire and Emergency Medical Response information reflects the greater Federal Way area, which is served by Fire District #39. Fire and Other Responses Emergency Medical BUILDING RELATED PERMITS & VALUES BuildingPermits Estimated Value (In Millions $) Other Building Related Permits Estimated Value (In Millions $) TAXABLE SALES (in millions) Retail Sales Real Estate Sales 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 1,041 934 1,363 968 999 1,148 1,019 3,213 1,253 4,278 11,460 11,914 12,571 12,950 13,847 14,193 16,144 17,109 15,968 16,422 2010 2011 2012 2013 2015 2016 2017 2017 2018 2019 545 482 598 662 632 633 544 649 580 391 $ 53.4 $ 33.0 $58.1 $61.6 $ 128.0 $ 198.0 $ 57.0 $ 62.0 $ 86.0 $227.0 2,423 2,385 2,960 3,827 3,722 3,868 3,429 3,425 3,464 2,927 $ 5.9 $ 6.2 $ 5.4 $ 5.5 $ 7.0 $ 8.0 $ 8.0 $ 10.0 $ 10.0 $ 44.0 2010 2011 2012 2013 2016 2017 2017 2017 2018 2019 $1,261 $1,277 $1,239 $1,355 $1,432 $1,564 $1,673 $1,671 $1,733 $1,888 $238 $315 $303 $399 $418 $599 $1,062 $819 $841 $1,044 F-20 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 subsequent Balance fiscal year for expenditures. Since these resources are typically available due to under expenditures in the previous year or unexpected revenues, it is prudent to not utilize these resources for ongoing operational expenditures. F-21 CITYOFFEDERAL WAY202112022BUDGET Employer contributions paid by the City as part of the conditions of employment. Benefits Examples include: health/dental insurance, state public employees retirement system, city retirement system, and employment security. Biennial Budget A budget applicable to a two-year fiscal period. Bond(Debt Instrument) A written promise to pay (debt) a specified sum of money (called principal or face value) at a specified future date (called the maturity date) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for long- term debt to pay for specific capital expenditures. Budget A plan of financial operation embodying an estimate of expenditures for a given period and the proposed means of financing them (revenue estimates). The term is also sometimes used to denote the officially approved expenditure ceilings under which the City and its departments operate. Budget Amendment A change to a budget adopted in accordance with State law. A budget may be amended to increase expenditures/expenses at the fund level by ordinance without public notice or public hearing requirements, when unanticipated revenues occur or emergencies exist (RCW 35A.33.080 and 35A.33.120). The Mayor is authorized to make budget amendments between organizations of the same fund, as long as there is no change in the total budget for that fund. Budget Calendar The schedule of key dates or milestones which the City follows in the preparation and adoption of the budget. Budgets and Budgetary The City of Federal Way budgets its funds in accordance with Revised Code of Accounting Washington (RCW) 35A.33. In compliance with the Code, annual appropriations are adopted for the General, Special Revenue, Debt Service and Capital Projects Fund. Any unexpended appropriations lapse at the end of the fiscal year. For Governmental Funds, there is no substantial difference between budgetary basis and generally accepted accounting principles. Annual appropriated budgets are adopted at the fund level. Budgetary Control The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. Budget Document The official written statement prepared by the budget office and supporting staff, which presents the proposed budget to the City Council. Community Funding provided for the purpose of carrying out eligible community development and Development Block housing activities. Grant (CDBG) Capital Expenditures made to acquire, reconstruct, or construct major fixed or capital assets. A fixed asset is a tangible object of a long-term character which will continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. A capital asset must exceed $5000 in cost and have an expected useful life expectancy of 12 months. For purposes of this definition, a "fixed asset" includes a group of items purchased together that will be used "for a single purpose" and which could not be used effectively by themselves. Capital Facilities Plan A capital facilities plan includes an inventory of existing facilities, a forecast of future (CFP) needs, proposed locations, capacities for new or expanded facilities, and a financing plan. The financing plan outlines the costs, revenues and time schedules for each capital improvement project. In compliance with the Growth Management Act legislation within the State of Washington, the City is preparing such a plan. F-22 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. Expendituresl Where accounts are kept on the modified accrual basis (expenditures) or accrual basis Expenses (expenses) of accounting, the cost of goods received or services rendered whether cash payments have been made or not. Where accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the above purposes are made. F-23 CITY OF FEDERAL WAY202112022 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. Interfund Transfers Contributions from one City fund to another in support of activities of the receiving fund. F-24 APPENDIX 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. F-25 CITYOFFEDERAL WAY202112022BUDGET Object As used in expenditure classification, this term applies to the type of item purchased or the service obtained (as distinguished from the results obtained from expenditures). Examples are personnel services, contractual services, and materials and supplies. Objective A specific measurable achievement that may be accomplished within a specific time frame. Operating Budget An operations plan, expressed in financial terms, whereby an operating program is funded for a single year. Per state law, operating budgets lapse at year-end. Performance A performance measure is an indicator of the attainment of an objective. It is a specific Measures quantitative measure of work performed or services provided within an activity or program, or it may be a quantitative measure of results obtained through a program or activity. Personnel Services Includes total wages and benefits. Program Activity A broad function or a group of similar or related services/activities having a common purpose. Proposed Budget The Mayor's recommended budget submitted to the City Council and Public in October of each year. Proprietary Funds Recipients of goods or services pay directly to these funds. Revenues are recorded at the time services are provided, and all expenses incurred in earning and revenues are recorded in the same period. As a result, there is a direct cause and effect relationship between revenues and expenses in these funds. Public Works Trust A state revolving loan fund that provides low interest loans to help local governments Fund Loans (PWTFL) maintain or improve essential public works systems. Rainy Day Reserve The Rainy Day Reserves was established during the 2007/08 mid -biennium budget adjustment where Council authorized setting aside $2 million of the General fund unallocated balance to be used to offset temporary declines in General Fund revenues due to an economic downturn. Real Estate Excise Tax A tax levied on real estate sales and used for payment of debt and capital purposes. (REST) Replacement Reserves A portion of fund equity built up for specific assets for the purpose of purchasing the replacement of those assets. Reserve An account used to indicate that a portion of fund equity is legally restricted for a specific purpose. Residual Equity Nonrecurring or nonroutine interfund transfers of equity between funds. Transfer Resources Total dollars available for appropriations including estimated revenues, fund transfers, and beginning fund balances. 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. F-26 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. F-27 CITY OF FEDERAL WA Y 202112022 BUDGET 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 M+M:3 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.) F-29 CITY OF FEDERAL WA Y 2 02112 022 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 "1111 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 Sound Cities Association SCATBD South County Area Transportation Board SEPA State Environment Policy Act SKCBA Seattle -King County Bar Association SKCHSC South King County Human Services Council SKCMSC South King County Multi -Service Center SKCBA South King County Referees Association SLA Society of Landscape Architects SOP Standard Operating Procedure SOV Single Occupancy Vehicle SOW Statement of Work SPIRIT Service, Pride, Integrity, Responsibility, Innovation, Teamwork SPRP Site Plan Review Process SPS State Public Service (property) SR99 State Route 99 SSOW Social Services Of Washington F-31 CITYOFFEDERAL WAY202112022BUDGET SST Streamlined Sales Tax STP Surface Transportation Program SWKC South West King County SWM Surface Water Management SWMM Storm Water Management Model TAC Technical Advisory Committee TAM Transportation Adequacy Measure TBD Transportation Benefit District TCU Transportation, Communications, Utilities TDM Transportation Demand Management/Traffic Demand Management TIA Transportation Improvement Account TIB Transportation Improvement Board TIC True Interest Cost TIP Transportation Improvement Plan TMA Transportation Management Association TNR Transportation Needs Report TSM Transportation System Management UATA Urban Arterial Trust Account UAB Urban Arterial Board UBC Uniform Building Code UCADB Uniform Code for Abatement of Dangerous Buildings UEC Uniform Electrical Code UFC Uniform Fire Code UGB Urban Growth Boundary UHC Uniform Housing Code ULI Urban Land Institute UMC Uniform Mechanical Code UPC Uniform Plumbing Code URISA Urban and Regional Information Systems Association USDA United States Department of Agriculture USDOT United States Department of Transportation USSSA United States Slow -Pitch Softball Association VA Veterans Administration VMT Vehicle Miles Traveled VRM Vehicle Radio Modem W-2 Earnings Statement (IRS) W-4 Withholding Statement (IRS) W-9 Request for Taxpayer Federal Identification Number (IRS) WABO Washington Association of Building Officials WAC Washington Administrative Code WACE Washington Association of Code Enforcement WCFR Washington Citizens For Recycling WCMA Washington Cities Managers Association WCPDA Washington Cities Planning Directors Association WCPPA Washington Council of Public Personnel Administrators WFOA Washington Finance Officers Association WLPA Washington Lakes Protection Association W/MBE Woman/Minority Business Enterprise WMCA Washington Municipal Clerks Association WMTA Washington Municipal Treasurers Association WRPA Washington Recreation and Parks Association WSAMA Washington State Association of Municipal Attorneys WSBA Washington State Bar Association WSCPA Washington Society of Certified Public Accountants WSDOE Washington State Department of Ecology WSDOT Washington State Department of Transportation WSLAA Washington State Local Arts Agencies WSRA Washington State Recycling Association F-32