AGENDA Committee of the Whole Meeting 5:00 PM - Monday, October 10, 2016 Council Chambers, 7th Floor, City Hall 1055 S. Grady Way

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1 AGENDA Committee of the Whole Meeting 5:00 PM - Monday, October 10, 2016 Council Chambers, 7th Floor, City Hall 1055 S. Grady Way Budget Overview - Department Presentations a) Executive Office, Police Department, Community & Economic Development Department Mill RFP Update

3 Budget Proposal Department Presentations Executive Office (15 min) Police Department (45 min) Community & Economic Development Department (45 min) Slide 1/70

4 Next Week Administrative Services (15 min) Community Services (45 min) City Attorney (15 min) Human Resources/Risk Management (15 min) Court (15 min) Public Works (45 min) Slide 2/70

5 Executive Office Budget See Department details starting on page 3-7 of the Preliminary Budget Document Slide 3/70

6 EXECUTIVE DEPARTMENT See budget document on page 3-7 for complete organizational chart Slide 4/70

7 Proposed Budget by City Service Area Slide 5/70

City Service Area Department Performance Measures select measurements from a variety of Program s within the Executive Department Performance Measures 2012 Results 2013 Results 2014 Results 2015

8 City Service Area Department Performance Measures select measurements from a variety of Program s within the Executive Department Performance Measures 2012 Results 2013 Results 2014 Results 2015 Results Safety and Health Enage with and leverage public and private partnerships to maintain or increase volunteer hours dedicated to the Emergency Management Program. Information requests/concerns from residents are acknowledged within three days. 3,372 3,051 1,866 3, % 92.0% 97.0% 100% Information requests/concerns are resolved within two weeks. 94.0% 95.0% 92.0% 99.0% Representative Government Percent of survey respondents who rate the value of services for the taxes paid to Renton as "good" or better. Amount of Intergovernmental funding collected by the City to fund programs and projects increases year over year. 44% (2011 Survey) N/A N/A 51% 75.0% % Percent of survey responses that rate the City's overall communication of key programs and initiatives as "good" or better. Accomplishment or significant progress made on each of the major priorities of the annually adopted State Legislative Agenda The percent of the City's Public Relations efforts and advertising covered by local and regional media. See the Renton Results Section of the Budget Document for a full listing of program measures. new 2015 new 2015 new % 87.5% 75.0% % 80.0% % Slide 6/70

9 Mayor s Office Mission Statement Provide executive leadership and management for the City of Renton government to act strategically, implement decisions efficiently and accurately, apply city policies uniformly, and achieve city goals expeditiously. Slide 7/70

2015/2016 Accomplishments Facilitated the successful implementation of the city s business plan; monitored citywide performance and accountability.

10 2015/2016 Accomplishments Facilitated the successful implementation of the city s business plan; monitored citywide performance and accountability. Successfully advocated the city s adopted state and federal legislative agendas. Implemented various programs and efforts to achieve the city s goal of building an inclusive city with opportunities for all. Communicated with our public on key issues and programs and provided opportunities for community involvement. Slide 8/70

11 Priorities Established the six key priority areas of focus: Economic Development Priorities Police effectiveness/community Relations Workforce Culture Quality of Life Inclusion/Diversity Legislative Priorities and Federal, State, Regional Advocacy Slide 9/70

12 Priorities Economic Development Slide 10/70

13 Priorities Police Effectiveness/Community Relations Slide 11/70

14 Priorities Workforce Culture Implement training curriculum to develop improved productivity and leadership skills. Continue LEAN training and other efficiency measures. Continue customer service training. Continue cultural awareness/social equity training. Improve our inclusiveness in hiring practices. Continue to improve our performance management and reporting through Renton Results and other tools. Slide 12/70

15 Priorities Inclusion/ Diversity Slide 13/70

16 Priorities Quality of Life Involve the community in identifying priority projects and areas to address. Develop a strategy to fund and operate those priority projects and areas. Continue to address vulnerable population needs. In partnership with Renton School District and the Doug Baldwin foundation, develop Family First Center for youth and families in the Cascade/Benson area. Slide 14/70

17 Priorities Legislative Priorities; Federal State, Regional Slide 15/70

2017-2018 Communications Continue to provide access to critical and relevant information on a

positioning Renton as a unique urban center and destination.

18 Communications Continue to provide access to critical and relevant information on a timely basis that will encourage open dialogue and active engagement in the community while positioning Renton as a unique urban center and destination. Continue social media strategies Ensure that citizen concerns are addressed accurately, sensitively, and in a timely manner. Slide 16/70

19 Budget Proposals we used salary savings to meet our critical priorities. $73,800/year contract funding for consultant for Inclusion program $16,600/year executive operations increased costs $35,000 communications graphic design, photography, other communications services Slide 17/70

20 Budget Proposals $57,600 policy analyst contract funding to track and advocate Renton s position on regional and statewide transportation and initiatives and other intergovernmental relations/regional affairs $50,000 in 2018 funding for Citywide Survey Slide 18/70

21 Emergency Management Mission Fostering a culture of preparedness and community self-sufficiency Working inclusively with our diverse community to coordinate effective disaster response Preparing our whole community to be uniquely resilient through adversity and recovery Slide 19/70

22 Emergency Management 2015/2016 Accomplishments EOC procedures revised Cascadia Rising Earthquake Exercise Community Points of Distribution Plan, and volunteers trained to operate it Expanded satellite phones and mobile comms network Merged Renton RedAlert with Alert King County Disaster Mental Health First Aid classes Slide 20/70

23 Emergency Management 2015/2016 Accomplishments (cont.) Partial revision of Comprehensive Emergency Management Plan, Continuity of Operations Plan, and Recovery Framework Hazard Mitigation Plan annual revision Disaster Movie Night at Carco Theatre Renton Emergency Preparedness Academy New position-specific training for EOC staff New information management system for EOC Slide 21/70

24 Changes in Emergency Management Regional Fire Authority transition Emergency Management now reports to CAO Loss of 1.0 FTE to RFA (Admin Secretary) Staff turnover in EM Coordinator position Vacant AmeriCorps position (grant dependent) Temporary part-time EM Coordinator to partially fill gaps Grant administration from a Presidential Disaster Declaration to be managed by Administrative Services Slide 22/70

25 Budget Proposals Fund AmeriCorps match funds that were dropped from past budget Add grant-subsidized.7 EM Coordinator position Slide 23/70

26 Focus Improvement Plan tasks from Cascadia exercise Planning, training, and exercise mandates EOC Duty Officer training EOC readiness Slide 24/70

27 Gaps and Shortfalls OT budget for EM Coordinator not funded Vacant AmeriCorps position until September Used grant budget to subsidize new EM Coordinator, resulting in far less money for equipment, supplies, training for other departments Slide 25/70

28 Program Adjustments Suspend Renton CERT classes and explore a shared regional model Suspend most public education activities, focusing instead on Ready in Renton and Shakeout campaigns Withdraw from regional Emergency Management Assistance Team membership Reduce involvement in regional work groups Postpone school and daycare preparedness campaign Slide 26/70

29 Emergency Management 2017/2018 Goals Revise the Comprehensive Emergency Management Plan and submit for State approval Complete and submit the draft Debris Management Plan for FEMA approval Revise and test the Continuity of Operations Plan Develop a coordinated citywide social media team for emergency situations Conduct two disaster exercises Slide 27/70

30 Slide 28/70

31 Police Department BUDGET See Department details starting on page 3-95 of the Preliminary Budget Document Slide 29/70

32 POLICE DEPARTMENT See budget document on page 3-95 for complete organizational chart Slide 30/70

33 POLICE DEPARTMENT VISION The regional leader in delivering progressive law enforcement services MISSION Working together to provide professional and unbiased law enforcement services to our community Slide 31/70

34 Department Goals Maximize department effectiveness targeting the reduction of crime Provide outstanding service to our community Create a rewarding work environment through workforce development, embracing diversity, and imparting our experience and tradition of excellence Slide 32/70

Department Performance Measures City Service Area Safety and Health select measurements from a variety of Program s within the Police Department Performance Measures 2011 2012 Results 2013 Results

35 Department Performance Measures City Service Area Safety and Health select measurements from a variety of Program s within the Police Department Performance Measures Results 2013 Results 2014 Results Average response time (in minutes) to Priority I calls Average response time (in minutes) to Priority II calls Results Average response time (in minutes) to Priority III calls Average response time (in minutes) to Priority IV calls Residents report feeling somewhat or very safe during the day in their neighborhood. Residents report feeling somewhat or very safe during the night in their neighborhood. Community report feeling somewhat or very safe during the day in the downtown area. Community report feeling somewhat or very safe during the night in the downtown area. 96% %* 79% %* 77% %* 36% %* Annual percent of successful resolution or clearance of assigned cases % 84% 77% 83% Number of Cases processed by staff 13,169 13,566 14,118 14,721 15,517 Number of warrants processed by staff 2,487 2,544 2,356 2,357 2,161 Number of Citations processed by staff 15,340 13,924 16,867 14,550 11,766 Number of Public Records Requests processed by staff *change in Survey methodology does not allow for 1:1 comparison from 2011 to 2015 results See the Renton Results Section of the Budget Document for a full listing of program measures. new ,359 Slide 33/70

Calls-for-Service Increase in calls-for service 2012-67,906 2013-67,206 2014-70,130

36 Calls-for-Service Increase in calls-for service , , , , *80,000 (estimate) (January thru September = 62,000) Slide 34/70

37 Crime Rate Statistics National Incident-Based Reporting System (NIBRS) 2015 Crime Rate per 1,000 Auburn Federal Way 99.9 Kent Renton 98.6 Tukwila Slide 35/70

38 2016 Accomplishments and Challenges Implementation of new technology LEXIPOL Police Manual Community Engagement Promotions Hiring and Training Slide 36/70

39 Priority Areas of Focus Reduction of both crime and perception of crime. Increase police effectiveness Increase community engagement Workforce Culture, Competence, and Customer Service Inclusion and Diversity Slide 37/70

40 Proposed Budget by City Service Area Budget Highlights: Administrative Services Division - Increase staffing by one sergeant and one officer Staff Services Division - Increase staffing by two police specialists Investigations Division - Increase staffing by two detectives Patrol Services Division* - Increase staffing by one officer *COPS grant requested for up to 4 Officers Slide 38/70

41 Budget Highlights Valley Communications $260k increase in 2017 $200k increase in 2018 Officers Karney and Brus South Correctional Entity $173k increase in 2017 Slide 39/70

42 QUESTIONS? Slide 40/70

43 Community & Economic Development Budget See Department details starting on page 3-39 of the Preliminary Budget Document Slide 41/70

44 Mission Enhance the vitality and livability of the Renton community by promoting a prosperous economy and quality neighborhoods, through economic development, sound urban planning, and streamlined land use regulation Slide 42/70

45 Community & Economic Development Dept. See budget document on page 3-39 for complete organizational chart Slide 43/70

46 Core Services Land use planning, land use entitlement Review, permitting, inspection, and enforcement of development rules Economic development, business recruitment and retention Staff and support Planning Commission, Municipal Arts Commission, and City Center and Benson Hill Community Plan Advisory Boards Slide 44/70

47 Proposed Budget by City Service Area For Budget Highlights please see page 3-44 of your proposed budget document. Slide 45/70

Department Performance Measures select measurements from a variety of Program s within the Community & Economic Development Department City Service Area Performance Measures 2012 Results 2013 Results

48 Department Performance Measures select measurements from a variety of Program s within the Community & Economic Development Department City Service Area Performance Measures 2012 Results 2013 Results 2014 Results 2015 Results Permit review for single family applications completed within 2 weeks 75% 40% 90% 90% Safety and Health Permit review for commercial applications within 4 weeks 100% 100% 62% 100% Inspection requests receive response within 24 hours 98% 97% 97% 95% Representative Government Number of organizations in which CED staff represents the City in local, regional and statewide organizations focused in areas such as land use, economic development, building regulation Livable Community Utilities and Environment Internal Support The City's annual sales tax revenue growth rate (excluding one-time items) 4.7% 6.0% 9.4% 9.0% Annual property tax revenue associated with new construction increases. 0.06% 1.13% 1.29% 2.82% Infrastructure project plan review is completed within an average of 3 weeks 90% 53% 60% 75% Property and Technical Services review of development proposals are processed within two weeks. See the Renton Results Section of the Budget Document for a full listing of program measures. 95% 95% N/A 95% Slide 46/70

49 Licenses and Permits Statistics Employees Working within Renton (2016): 50,526 Permits Issued (9/26/2014-9/26/2016): 13,093 Assessed Value of Permits Issued (9/26/2014-9/26/2016): $2,246,341,840 Code Enforcement Requests (9/26/2014-9/26/2016): 1,613 Slide 47/70

50 Current Initiatives/Goals Customer Service Timely responses to inquiries Accurate information provided Courteous and professional communication Slide 48/70

51 Current Initiatives/Goals Maximize employee morale and efficiency Slide 49/70

52 Current Initiatives/Goals EnerGov/online planning and permitting Speed and ease of plan submittal Allows parallel reviews and immediate access for all reviews Improve ability to share corrections and files with consultants, contractors, and owners Slide 50/70

53 Current Initiatives/Goals Economic Development Division Promote Commercial and Industrial Sites New Web Tools for Commercial Real Estate Sites Demographics Enhanced Marketing New Renton Community Marketing Campaign New Electronic Media Production Additional Collateral Material Public Relations and Media Slide 51/70

54 Current Initiatives/Goals Economic Development Division Downtown Marketing Promote Development Sites Branding and Promotion Small Business Training Slide 52/70

55 Current Initiatives/Goals Catalyze major development sites Slide 53/70

56 Current Initiatives/Goals Hyatt Regency and Southport Office Work to ensure successful development of projects near South Lake Washington Slide 54/70

57 Current Initiatives/Goals Longacres New 30-acres Group Health Campus Slide 55/70

58 Current Initiatives/Goals Rapid growth of aerospace sector/boeing Rate Readiness Increase in rate from 28 in 2008 to 42 in 2016 Projected rate: 57 by 2019 Slide 56/70

Current Initiatives/Goals Community Planning Implementation City Center Goals Create distinct identity and improve visibility Support diverse economic sectors Improve access, circulation, &

59 Current Initiatives/Goals Community Planning Implementation City Center Goals Create distinct identity and improve visibility Support diverse economic sectors Improve access, circulation, & visibility of civic node Protect & enhance neighborhoods Improve connections into area Improve connections within area Finish trail connections & utilize as economic development Improve natural amenities & public access to them Slide 57/70

60 Current Initiatives/Goals Downtown Keys to Success 1. Engaging business and property owners as partners Renton Downtown Partnership Special Events: Pop-up Downtown 2. Building on the foundations already in place City Center Community Plan 3. Making strategic public investments to spur private investment Main Avenue South Conversion Façade Improvement Loan Program Downtown Civic Core Vision and Action Plan Project Couplet Conversion 4. Instilling a sense of pride in our Downtown Code Enforcement Property Maintenance 5. Supporting existing businesses, attracting new ones and encouraging development Existing and New Businesses o Vigor Ground Fitness & Performance o Urban Sprouts o Four Generals Brewing Encouraging o 200 Mill (former Renton City Hall) o Sidewalk Cafes Slide 58/70

61 Current Initiatives/Goals Sunset Area Phase I: Implementation Phase II: Master Plan Coordinating and working with partners internally and externally, including Public Works, Community Services, Renton Housing Authority, Renton School District, and Colpitts Development Slide 59/70

Current Initiatives/Goals Community Planning Implementation Benson Hill Goals Create a community focus in the heart of Benson Hill Build on the existing trail system to create a functional and

62 Current Initiatives/Goals Community Planning Implementation Benson Hill Goals Create a community focus in the heart of Benson Hill Build on the existing trail system to create a functional and beautiful pedestrian and bicycle route network Improve access to and quality of parks, recreation, and natural areas in Benson Hill, especially for youth Improve the sense of safety in Benson Hill Support a strong and vibrant Benson Hill Community Slide 60/70

63 Fee Increases Development Fee Location in 2017/2018 Budget Book Building Fees Beginning on Page 7-27 Land Use Review Fees Beginning on Page 7-30 Impact Fees Beginning on Page 7-37 Slide 61/70

64 2016 Development Fees Slide 62/70

65 Service Sustainability Maintaining customer service/staffing capacity challenges while activity increases Transition to online processes Fostering inter- and intra-departmental teamwork Community planning choices/needs City and intergovernmental funding for infrastructure, community needs Slide 63/70

66 Building Permit Activity 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1, ,694 4,101 3,715 3,749 3,765 4,038 4,204 3,737 3,336 3,562 3, September Year End Slide 64/70

67 Downtown Investments $4.5 million Downtown Civic Core Vision and Action Plan ($495k) Annual Flower Baskets ($102k - CS) Piazza Park Master Plan and Redevelopment ($400k - CIP) Use CDBG for Downtown Façade Improvement loans (est. $630k over 3 years) Downtown Circulation (Main Street between 2 nd & 3 rd one-way to 2- way, $2.2 million TIP - PW) Downtown Wayfinding Signage ($605k CIP) 1% for the Arts ($100k 2 nd & Main Plaza artwork) Slide 65/70

68 Sunset Area Investments $50.6 million Renton Highlands Library ($10M) Sunset Neighborhood Park Phase I Design & Construction ($2.7M) North Highlands Park & Community Facility Improvements ($700K) Green Connections Harrington Avenue NE Phase II ($900K) Sunset Lane NE realignment ($5.8M) Highlands 435-Zone Reservoirs Phase I Construction ($13.5M) Renton Housing Authority s Sunset Court ($17M) Slide 66/70

69 Budget Requests CED is requesting two new positions: Plan Reviewer, Development Services Administrative Secretary, Code Enforcement Slide 67/70

70 Questions? Slide 68/70

71 Remaining budget activities, October October 17, 2016 Committee of the Whole 4:00 6:45 p.m. Follow up to Council questions Continue city service areas and department presentations October 17, 2016 Regular Council Meeting 7:00 p.m. Public Hearing on Revenue Sources and Proposed 2017/18 Budget as required by RCW 35A.34 October 24, 2016 Committee of the Whole 5:00 6:45 p.m. Follow up to Council questions Council deliberation Consider draft committee report Slide 69/70

72 Remaining budget activities, November November 7, 2016 Regular Council Meeting 7:00 p.m. Public Hearing on Revenue Sources and Proposed 2017/18 Budget as required by RCW 35A.34 Adopt committee report 1 st reading of 2017/2018 budget ordinance 1 st reading of 2017 property tax levy ordinance/s 1 st reading of Business License fee amendment ordinance 1 st reading of Gambling Tax amendment ordinance 1 st reading of Permit Fee amendment ordinance 1 st reading of Parks Fee amendment ordinance 1 st reading of Impact Fee amendment ordinance 2017/18 utility rate and user fee ordinance(s)/resolution November 14, 2016 Regular Council Meeting 7:00 p.m. 2 nd reading and enactment of all budget related legislations Slide 70/70

HERCULES STRATEGIC PLAN 2017

HERCULES STRATEGIC PLAN 2017 Initial Adoption: July 11, 2017 Updated Approved: May 8, 2018 Background The City of Hercules last developed a Strategic Plan on an internal basis in 2012 and this Strategic