HomeMy WebLinkAboutFS 2010-04-20 COMPLETE AGENDA PACKETItem
1. PRESENTATION(S)
2. BUSINESS AGENDA
City of Tukwila
Finance and Safety
Committee
O De'Sean Quinn, Chair
O Allan Ekberg
O Kathy Hougardy
a. A resolution formally adopting the
Council Committee Meeting schedule;
Christy O Flaherty, City Clerk.
AGENDA
TUESDAY, APRIL 20, 2010
CONFERENCE ROOM #3; 5:00 PM
Distribution:
D. Quinn
A. Ekberg
K. Hougardy
D. Robertson
Mayor Haggerton
S. Lancaster
C. O'Flaherty
S. Brown
J. Ferrer -Santa Ines
B. Giberson
Action to be Taken
b. New Travel Policy; b. Information only.
Shawn Hunstock, Finance Director.
a. Forward to 4/26 C.O.W. and Pg.1
5/3 Regular.
c. Animal Control Update; c. Information only. Update to the Pg.23
Shawn Hunstock, Finance Director. full Council 4/26.
Next Scheduled Meeting: Tuesday, May 4, 2010
Committee Goals:
Work together in cooperation with nearby cities to address common problems in the Highway 99 corridor and Military
Road.
Ensure a commitment to continued human services funding in relation to the cost of living through consistent review
of regional, state and federal budgets affecting human services progams and services (also assigned to CAP).
Research the viability of sponsoring a City -wide Citizens' Academy (also assigned to CAP).
t The City of Tukwila strives to accommodate individuals with disabilities.
Please contact the City Clerk's Office at 206 433 -1800 for assistance.
D. Haynes J. Pace
S. Hunstock D. Speck
M. Hart R. Still
S. Kerslake D. Tomaso
K. Kertzman M. Villa
T. Kinlow Judge Walden
K. Matej B. Arthur
M. Miotke C. Parrish
G. Labanara K. Narog
D. Lincoln S. Kirby
N. Olivas S. Norris
Page
Pg.11
TO:
ISSUE
BACKGROUND
DISCUSSION
RECOMMENDATION
ATTACHMENTS
City of Tukwila
INFORMATIONAL MEMORANDUM
Mayor Haggerton
Finance and Safety Committee
FROM: Christy O'Flaherty, City Clerk
DATE: April 14, 2010
SUBJECT: A Resolution formally adopting the Council Committee Meeting Schedule
It is in the best interest of the City to adopt a Council resolution establishing the meeting dates,
times, and locations of the 4 standing Council Committees.
The Council passed Ordinance #2024 on July 21, 2003 which established Council Meeting
procedures. Section 2.04.180 states there are 4 standing Committees of the Council, consisting
of 3 members each. The ordinance specifies the Council President shall appoint the
membership of each Committee, and the Committee Chair shall set the schedule of meetings.
RCW 42.30.030 states "All meetings of the governing body of a public agency shall be open and
public and all persons shall be permitted to attend any meeting of the governing body of a public
agency, except as otherwise provided in this chapter."
While the City's website has the full schedule of Council Committee meetings, it is in the best
interest of the City to formally adopt legislation, by way of a resolution, that establishes the
Council Committee meeting days, times, and locations.
If and when the Council chooses different dates, times, or locations for the Council Committee
meetings, a new resolution reflecting the changes can be adopted at that time.
The Council is being asked to consider this item at the April 26, 2010 Committee of the Whole
meeting and subsequent May 3, 2010 Regular Meeting.
Resolution in draft form
Council Procedures Ordinance #2024
W:12010 InfoMemoslCommitteeSchedule.doc
Jim Haggerton, Mayor
Christy O'Flaherty, CMC, City Clerk
APPROVED AS TO FORM BY:
Office of the City Attorney
DRAFT
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, ESTABLISHING THE MEETING SCHEDULE FOR CITY
COUNCIL COMMITTEES.
WHEREAS, RCW 42.30.030 states that all meetings of the governing body of a public
agency shall be open and public; and
WHEREAS, all persons shall be permitted to attend any meeting of the governing body of a
public agency; and
WHEREAS, it is in the best interest of the City to inform all citizens of all City Council
Committee meeting days, times and locations;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, HEREBY RESOLVES AS FOLLOWS:
Section 1. Pursuant to City of Tukwila Ordinance No. 2024 and Tukwila Municipal Code
Section 2.04.180, there are four standing committees of the Council, consisting of three members
each. A quorum of the Tukwila City Council (four members) will not be present at any Council
Committee meetings. The Council President shall appoint the membership of each committee
and the Committee Chair by the second Regular Meeting of each year. The Chair for each
committee shall set the schedule of meetings and cause them to be published. All meetings are
open to the public.
Section 2. The Council Committee meeting schedule and locations are as follows:
1. Community Affairs and Parks Committee meetings shall be held on the first and
third Monday of every month at Tukwila City Hall, 6200 Southcenter Boulevard, Tukwila,
Washington, in Conference Room No. 3, commencing at 5:00 p.m.
2. Finance and Safety Committee meetings shall be held on the first and third Tuesday
of every month at Tukwila City Hall, 6200 Southcenter Boulevard, Tukwila, Washington, in
Conference Room No. 3, commencing at 5:00 p.m.
3. Transportation Committee meetings shall be held on the first and third Monday of
every month at the City of Tukwila Public Works Department, 6300 Southcenter Boulevard,
Tukwila, Washington, Suite 100, commencing at 5:00 p.m.
4. Utilities Committee meetings shall be held on the second and fourth Tuesday of
every month at the City of Tukwila Public Works Department, 6300 Southcenter Boulevard,
Tukwila, Washington, Suite 100, commencing at 5:00 p.m.
Section 3. Committee meetings falling on a Monday holiday will be held on Tuesday, with
the regularly scheduled Tuesday meeting moving to Wednesday. In the event there is a
Tuesday holiday, the Committee meeting will move to Wednesday.
Section 4. In the event there is a fifth Monday in a month, there will be no Council
Committee meetings during that week.
PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a
Regular Council Meeting thereof this day of 2010.
ATTEST/ AUTHENTICATED:
W: \Word Processing \Resolutions \Council Committee Meeting Scheduled«
MH:ksn 04/14/2010
Dennis Robertson, Council President
Filed with the City Clerk:
Passed by the City Council:
Resolution Number:
Page 1 of 1
L
.u1111ci2 Meeting Procedures 1
City of Tukwila
(Fail) l) J b u
�d0`� �f
Ordinance No. :2O. 2 `f
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, SETTING COUNCIL MEETING PROCEDURES;
REPEALING ORDINANCE NOS. 1311, 1345, 1421, 1770 §1, AND 1796 §3
(PART); PROVIDING FOR SEVERABILITY; AND ESTABLISHING AN
EFFECTIVE DATE.
WHEREAS, the City Council has decided to alter the procedures under which it
operates to provide for a more efficient and orderly governmental process; and
WHEREAS, several different ordinances from various years now have portions of
operating procedures that could more easily be followed in one ordinance;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. Chapter 2.04 of the TMC is hereby amended to read as follows:
2.04.010 Meetings Declared Open and Public
All meetings of the Tukwila City Council and its committees shall be open and
public, and all persons shall be permitted to attend any meeting of these bodies, except as
otherwise provided in Section 2.04.140.
2.04.020 Regular Meetings
The City Council shall meet regularly on the first and third Mondays of each month
at 7:00 p.m., unless an alternative starting time is set and notice is provided to the public
pursuant to Section 2.04.040. If at any time any Regular Meeting falls on a holiday, the
Council shall meet on the next business day at the same hour. The City Council shall
meet at Tukwila City Hall, unless otherwise publicly announced.
2.04.030 Committee of the Whole Meetings
A. The Council shall sit as a Committee of the Whole on the second and fourth
Monday of each month at 7:00 p.m., unless an alternate starting time is published; except,
if at any time any committee meeting falls on a holiday, the Council shall meet on the next
business day at the same hour. The City Council shall meet at Tukwila City Hall, unless
otherwise publicly announced.
B. Meetings of the Committee of the Whole shall be held primarily for the purpose
of considering current issues of the City, coordinating the work of the City Council, and
discussing draft ordinances, resolutions and policy issues in detail. The Committee of the
Whole will have no power to take final actions including, but not limited to, adopting
ordinances or passing motions or resolutions.
C. The Committee of the Whole may meet in a retreat setting to plan their work at
the beginning of the year or at any time beneficial to in -depth deliberations by the
Council. Results of the Committee of the Whole's retreats will be discussed with the
Mayor and administration in order to establish and understand City goals. A report
summarizing the proceedings will be made available following each retreat. No official
action will be taken at a retreat.
2.04.040 Special Meetings
Special meetings may be called by the Mayor, or any three Councilmembers by
written notice delivered by City employee(s) to each member of the Council at least 24
hours before the time specified for the proposed meeting and with public notice made
pursuant to RCW 42.30.080.
2.04.050 Quorum
At all meetings of the City Council, four members shall constitute a quorum for the
transaction of business.
2 04.060 Seating
A. Members of the City Council will be seated at the Council table according to
seniority of the Council, except that the Council President will be seated at the right of the
Mayor.
B. Seniority shall be determined by the:
1. Greatest consecutive number of years served.
2. Greatest consecutive number of years plus months or years served prior to
the current term(s).
3. Number of votes when elected.
2.04.070 Council President Mayor Pro Tempore
A. At the first Regular Meeting in January of each year, members of the City Council
shall elect from their number a Council President who shall hold office at the pleasure of
the Council. The general policy of Council is to elect presidents in a rotating order. If a
vacancy occurs in the office of Council President, the City Council, at their next Regular
Meeting, shaII select a new Council President to serve the remainder of the year.
B. In the absence of the Mayor, the Council President shalt become the Mayor Pro
Tempore and perform the duties of the Mayor except that the Council President shall not
have the power to appoint or remove any officer or to veto any ordinance. If a vacancy
occurs in the office of the Mayor, the City Council at their next Regular Meeting shall
elect from their number a Mayor who shall serve until a Mayor is elected and certified at
the next municipal election.
2 04.080 Presiding Officer
A. All Regular and Special Meetings of the City Council shall be presided over by
the Mayor or, in his /her absence, by the Mayor Pro Tempore. If neither the Mayor nor
the Mayor Pro Tempore is present at a meeting, the presiding officer for that meeting
shall be elected by a majority of the vote of those Councilmembers present, provided
there is a quorum.
B. All Committee of the Whole meetings shall be presided over by the Council
President. If the Council President is temporarily absent, the Council shall elect a
Councilmember to serve in that capacity until the Council President returns.
C. The City Clerk or his /her designee will staff Regular and Special Council
meetings and Committees of the Whole meetings. In the absence of the Clerk, Deputy
Clerk or other qualified staff member appointed by the Clerk, the Mayor or Council may
appoint a staff person to act in that capacity.
D. The appointment of a Councilmember as Mayor Pro Tempore shall not in any
way abridge his /her right to vote on matters coming before the Council at such meeting.
E. The presiding officer shall preserve strict order and decorum at all meetings of
the Council. The presiding officer shall state all questions coming before the Council,
provide opportunity for discussion on each item on the table, and announce the decision
of the Council on all subjects. Procedural decisions made by the presiding officer may be
overruled by a majority vote of the Council.
2.04.090 Agenda for Regular or Special Council Meetings
All items to be included on the agenda for Council consideration must be submitted
to the City Clerk in full by 12:00 p.m. Noon on the Wednesday preceding each Council
meeting. The City Clerk shall then prepare a proposed agenda, with attachments,
according to the order of business. After the proposed agenda has been approved by the
Council President or, in his /her absence, by his /her designated member of the City
Council, the City Clerk shall prepare the final agenda, which shall be distributed to the
Mayor, Councilmembers, City Attorney and Department Heads no later than Noon on
the Friday preceding the Council Meeting. A copy of the agenda and subsequent
documents shall be posted on the lobby bulletin board at City Hall. A copy of the Agenda
face sheet will be posted on the City's website.
Council Meeting Procedures 2 2
2.04.100 Agenda Format
The format of a Regular or Special City Council agenda shall be as follows:
A. Call to Order.
B. Pledge of Allegiance.
C. Roll Call.
D. Special Presentations on key agenda items.
E. Appointments and Proclamations of the Mayor.
F. Citizens' Comments. This is an opportunity for the audience to comment on
items not listed on the agenda.
G. Consent Agenda.
1. Contains all consent agenda items approved by the Council President, from
a Committee of the Whole, or forwarded by unanimous committee action, and routine
items such as, but not limited to, approval of minutes and approval of vouchers. No
ordinances, resolutions or bid awards will be included on the consent agenda.
2. The following rules shall apply to the consent agenda:
a. Any member of the City Council may, by request and without a Council
vote, have any items removed from the consent agenda. That item will, by automatic
procedure, be placed under New Business for further discussion.
b. The remaining items shall be approved by motion.
H. Bid Awards. All competitive bid awards shall comply with RCW Title 39, and
those that require Council approval shall include the contractor /vendor name, the project
name, and the total dollar amount of the award. The award may or may not include
Washington State Sales Tax.
I. Public Hearings.
1. For public hearings required by City, State or Federal law or as the Council
may direct. Examples may include, but not be limited to:
a. LID
b. Zoning
c. Budget
d. Revenue sharing grants
e. Annexation
f. Moratoria
g. Quasi judicial decisions
2. The following procedures shall apply to public hearings, except public
hearings subject to TMC Chapters 18.104 through 18.116, which shall be subject to the
procedures specified therein:
a. The presiding officer may exercise a change in the procedures, but said
decision may be overruled by a majority vote of the City Council.
b. The proponent spokesman shall speak first and be allowed 15 minutes.
The Council may ask questions.
c. The opponent spokesman shall be allowed 15 minutes for presentation
and the Council may ask questions.
d. Each side shall then be allowed 5 minutes for rebuttal.
e. After the proponents and opponents have used their speaking time,
Council may ask further questions of the speakers, who may respond.
3. At public hearings and for issues where a public meeting is required or
requested, and a general audience is in attendance to present arguments for or against a
public issue:
a. A signup sheet for speakers will be available, and all citizens
considering speaking will be asked to write their name and address legibly. If they speak
without signing up, they will be asked to sign in after speaking.
Council Meeting Procedures 3 3
b. A person may speak for five minutes. No one may speak for a second
time until everyone wishing to speak has had an opportunity to speak.
c. After the speaker has used the allotted time, Council may ask questions
of the speaker and the speaker may respond, but may not engage in further debate.
d. Speakers should address their comments to the City Council and should
not address other audience members. No disparaging remarks or remarks directed to
opponents will be allowed.
e. The hearing will then be closed to public participation by the presiding
officer and open for Councilmember discussion.
J. Unfinished Business. This section of the agenda shall include items of a general
nature, including resolutions and ordinances previously discussed at a Council meeting.
The following procedures shall apply during this section of the agenda:
1. The item will be put on the table by motion.
2. The committee chair, sponsor or a designated spokesman of each item may
give a presentation.
3. If a resolution or ordinance, the City Attorney or City Administrator may
read the item by title only or, if requested by any Councilmember, the document may be
read in its entirety. A motion by Council shall rule.
4. The Council may then question the sponsor or designated spokesman of the
presented item.
5. When discussions conclude, the Council, by motion, will act upon the
resolution, ordinance or other item.
K. New Business. This section of the agenda shall include all items of a general
nature including resolutions and ordinances previously discussed at a Committee
Meeting and put forward to the Regular Meeting and items that have been removed
from the consent agenda. The procedures that apply during this section shall be the same
as those under Unfinished Business.
L. Reports. Reports on special interest items from the Mayor, City Council, staff,
City Attorney, and intergovernmental representatives.
M. Miscellaneous.
N. Executive Session.
0. Adjournment.
2. 04.110 Miscellaneous Agenda Procedures
A. The City Council desires to provide adequate time for administration and staff
analysis, fact finding and presentation.
1. Items to come before the City Council should first be placed on the agenda of
the appropriate committee for discussion before they are placed on the agenda of a
Regular Council Meeting.
2. All items that are not routine in nature and presented shall include a
completed Council Agenda Synopsis (CAS), a staff report, and Committee Minutes. The
City Clerk or a designated person shall be responsible for attaching a CAS number,
keeping the original CAS, and maintaining an index for future reference.
B. The agenda and provision for the Committee of the Whole shall be citizen
comments, committee reports, discussion of items referred from committees, items
referred by three Councilmembers, and items set by the Council President. The agenda
and any attachments will be approved by the Council President or his/ her designee, and
shall be prepared by the City Clerk for distribution to the Council by 12:00 p.m. Noon on
Friday.
C. Items may be placed directly on the agenda of a Regular Meeting when the items
are approved by the Council President, and:
1. The items are routine in nature, such as approval of vouchers,
proclamations, acknowledgement or receipt of petitions or documents, or discussion of
claims for damages.
Council Meeting Procedures 4 4
2. An emergency condition exists that represents a personnel hazard,
impending deadline, or risk of immediate financial loss. In such instances, the CAS
summary or staff memo should clearly define why the special procedure is necessary.
3. In the event the sponsor of any items to come before the City Council feels it
both appropriate and beneficial to the City, that sponsor may bring such items directly to
the Regular Meeting with the concurrence of three Councilmembers.
D. The Council President may affix an approximate time limit for each agenda item
at the time of approval of the agenda.
E. All proposed ordinances and resolutions shall be reviewed by the City Attorney
and bear the Attorney's certification that they are in correct form before final passage. All
accompanying documents shall be available before ordinances and resolutions can be
passed.
F. Resolutions of the City Council shall be signed by the Council President.
G A joint resolution of the City Council and the Mayor may be proposed when:
1. The subject of the resolution is of broad City concern, and the subject
contains Council policy and administrative procedure; or
2. The subject of the resolution is of a ceremonial or honorary nature.
I Joint resolutions will be subject to the voting rules in TMC Chapter 2.04.130 and
will be signed by the Mayor and Council President. The Council may provide for all
Councilmembers to sign the joint resolution enacted under TMC Chapter 2.04.110 G.
2.04.120 Speaking Procedures
A. Speaking procedure for agenda items under consideration is as follows:
1. A Councilmember desiring to speak shall address the chair and, upon
recognition by the presiding officer, shall confine him /herself to the question under
debate. Recognition of Councilmembers shall be by seniority.
2. Any member, while speaking, shall not be interrupted unless it is to call him
or her to order.
3. No Councilmember shall speak a second time on the same motion before an
opportunity has been given each Councilmember to speak on that motion.
B. Addressing the Council for items under Council discussion shall proceed as
follows:
1. Any person, with the permission of the presiding officer, may address the
Council, but the presiding officer shall be required to recognize speakers in the following
order:
a. A person designated by the presiding officer to introduce the subject
under discussion.
b. Those whose request to be heard is contained in the written agenda.
c. Those who have submitted their request to be heard in writing or to the
City Clerk before the meeting.
d. Those who ask recognition from the floor.
2. In addressing the Council, each person shall advance to the podium and,
after recognition, give name and address, and unless further time is given by the
presiding officer shall limit his /her address to five minutes. All remarks shall be made
to the Council as a body and not to any individual member or to the audience.
3. No person shall be permitted to enter into any discussion from the floor without
first being recognized by the presiding officer.
4. Any person making personal, impertinent or slanderous remarks while
addressing the Council shall be barred from further audience participation by the
presiding officer unless permission to continue is granted by a majority vote of the
Council.
2.04.130 Voting
A. Silence of a Councilmember during a voice vote shall be recorded as an
affirmative vote except where such a Councilmember abstains because of a stated conflict
Council Meeting Procedures 5 5
of interest. Each member present must vote on all questions before the Council and may
abstain only by reason of conflict of interest.
B. A roll -call vote may be requested by the presiding officer or any member of the
Council. Voting normally shall be by seniority; however, this procedure may be changed
by the presiding officer.
C. Confirmations of appointments by the Mayor, budget transfers, personnel levels,
and formal motions, resolutions, ordinances and amendments thereto shall require the
affirmative votes of four Councilmembers.
2.04.140 Executive Sessions
The City Council may hold an Executive Session during a Regular Meeting, Special
Meeting or Committee of the Whole meeting to consider certain matters as set forth in
RCW 42.30.110.
2.04.150 Continuances
Any hearing being held or ordered to be held by the City Council may be continued
in the manner as set forth by RCW 42.30.100.
2.04.160 Adjournment
A. Any Committee of the Whole, Regular, adjourned Regular, Special or adjourned
Special Meeting may be adjourned in the manner as set forth in RCW 42.30.090.
B. All meetings of the Council shall adjourn no later than 11:00 p.m. If the Council
desires to extend the meeting, a motion shall be required of a majority plus one vote of
Councilmembers present. Items not acted on by the 11:00 p.m. deadline shall be deferred
to the next respective Council meeting as unfinished business, unless Council, by a
majority vote of members present, determines otherwise.
2.04.170 Questions of Parliamentary Procedure
Questions of parliamentary procedure not covered by this chapter shall be governed
by Robert's Rules of Order, Newly Revised (latest edition).
2.04.180 Council Committees and Representatives
A. There are four standing committees of the Council consisting of three members
each. The Council President shall appoint the membership of each committee and the
committee chair by the second Regular Meeting of each year. The chair for each
committee shall set the schedule of meetings and cause them to be published. In the event
a committee member is unable to attend a meeting, that member may ask another
Councilmember to attend in his /her place.
B. The standing committees shall consider and may make policy and legislative
recommendations to the City Council on items referred to the committee by the Council
President, the Council, administrative departments, boards or commissions. If budgeted
in an amount less than or equal to $25,000, a committee can approve a bid or negotiation
award by an affirmative vote of three committee members. If a unanimous committee
vote is not obtained, the award will be referred to the City Council for action. The
standing committees, their scopes of authority, and the supporting City departments are
as follow:
1. Transportation Committee, which shall consider matters related to
transportation, transportation plans, traffic, transit, streets, street lighting, signals, street
LIDs, and rights -of -way in coordination with the Public Works Department and
Department of Community Development.
2. Utilities Committee, which shall consider matters related to water; sewer;
electric power; natural gas; telephone; cable television; telecommunications; solid waste
reduction, reuse and recycling; river basins; and levies in coordination with the Public
Works Department.
3. Finance and Safety Committee, which shall consider matters related to the
general fiscal and financial operations of the City; budget and financial reports; and policy
matters related to personnel including, but not limited to, the salary grade schedule,
position classifications and salary changes in coordination with the Finance Department,
Administrative Services Department, and City Administrator. They will consider library
issues, tourism, administrative matters, and information technology issues in conjunction
Council Meeting Procedures 6 6
with the City Clerk, Library Advisory Board, Lodging Tax Advisory Board, Chamber of
Commerce, and Information Services. They shall consider matters related to police and
fire protection; the municipal court; emergency services; and animal control in
coordination with the Police Department, Fire Department, Civil Service Commission,
Public Works Department, and Community- Oriented Policing Board.
4. Community Affairs and Parks Committee, which shall consider matters
related to the planning of the physical, economic, aesthetic, cultural and social
development of the City; and Comprehensive Plan, Zoning Code, Building Code, code
enforcement, Sign Code and annexation policies, in coordination with the Department of
Community Development, Human Services, PIanning Commission, Hearing Examiner,
Sister Cities Committee, Human Services Advisory Board, and the Equity and Diversity
Commission. They shall consider matters relating to parks and park plans, recreation
facilities and community activities, in coordination with the Parks and Recreation
Department, the Arts Commission, and Park Commission.
B. The Council President may establish such ad hoc committees as may be
appropriate to consider special matters that do not readily fit the standing committee
structure or that require special approach or emphasis. The Council President shall
appoint Council representatives to intergovernmental councils, boards and committees as
needed,
C. Council committees shall consider all matters referred. Each committee chair
shall report to the Council the findings of the committee. Committees may refer items to
the Council with no committee recommendation.
D. Each committee chair may review and approve his /her committee agenda and
will approve committee minutes before distribution. The committee chair can authorize
the cancellation of a committee meeting. An affirmative vote of three members of Finance
and Safety Committee is required when the committee approves unbudgeted items.
2.04.190 Filling Council Vacancies
If a vacancy occurs in the office of Councilmember, the Council will follow the
procedures outlined in RCW 35A.12.050. In order to fill the vacancy with the most
qualified person available until an election is held, the Council will widely distribute and
publish a notice of the vacancy, the procedure and any application form for applying.
The Council will draw up an application form, which contains relevant information to
answer set questions posed by the Council. The application forms will be used in
conjunction with an interview of each candidate to aid the Council selection of the new
Councilmember.
Section 2. Repealer. Ord. Nos. 1311, 1345, 1421, 1770 §1, and 1796 §3 (part) are
hereby repealed.
Section 3. Severability. If any section, subsection, paragraph, sentence, clause or
phrase of this ordinance or its application to any person or situation should be held to
be invalid or unconstitutional for any reason by a court of competent jurisdiction, such
invalidity or unconstitutionality shall not affect the validity or constitutionality of the
remaining portions of this ordinance or its application to any other person or situation.
Section 4. Effective Date. This ordinance or a summary thereof shall be published
in the official newspaper of the City, and shall take effect and be in full force five days
after passage and publication as provided by law.
PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON,
at a Regular Meeting thereof this r2 day of
2003.
ATTEST/ AUTHENTICATED:
Lt.-4'Ln
(and E. Cantu, CMC, City Clerk
APPROVED AS TO FORM BY:
Office of the C )j Attorney
Council Meeting Procedures 7
Steven M. Mullet, Mayor
Filed with the City Clerk: 7/G 3
Passed by the City Council: /0 3
Published: i/,2 S/c 3
Effective Date: '7/:3u/,)
Ordinance Number:
7
INFORMATIONAL MEMORANDUM
TO: Mayor Haggerton
Finance and Safety Committee
FROM: Shawn Hunstock, Finance Director
DATE: April 14, 2010
SUBJECT: Updated Travel Policy
ISSUE
The City's current travel policy does not allow for a per diem, or payment in lieu of
documented receipts, for travel expense reimbursement purposes. This necessitates
the traveler keeping each and every receipt for travel expenses, submitting those
receipts in an approved manner to Finance, the Finance department checking the
receipts against the reimbursement claim, handling and filing of the receipts, and
storage of them at the records storage facility for the appropriate length of time. Not
infrequently travelers will misplace a receipt and not get reimbursed for that expense, or
they will have to take time out of their day at work to contact the business to try to get a
replacement receipt. In addition to lost receipts, the Finance department often sees
receipts that are not itemized, especially with restaurants. This lack of itemization
means it is not clear what the City is reimbursing the employee for. The reimbursement
could potentially include the cost of alcohol and other items not allowed for under City
policies. Finally, the reimbursement amounts contained in the current travel policy are
not consistent with amounts established by the federal General Services Administration
as allowable reimbursements for federal grants, among other purposes.
BACKGROUND
The City's current travel policy has, since at least 2000, provided for actual expense
reimbursement of up to $12 for breakfast, $15 for lunch and $27 for dinner. An itemized
receipt is necessary before an employee will be reimbursed for meal expenses.
DISCUSSION
City of Tukwila
Jim Haggerton, Mayor
The new travel policy incorporates many changes over the existing policy, including the
following:
Allows for reimbursement to employees for meals at the allowable federal rate,
as determined by the General Services Administration (www.gsa.gov).
Clarifies when an employee is considered to be in travel status.
Clarifies when an employee is eligible for meal reimbursement.
Clarifies that, in accordance with IRS Regulations, amounts paid over the per
diem rates are included in compensable wages as a fringe benefit.
INFORMATIONAL MEMO
Page 2
Lists the conditions under which an employee might be eligible for lodging
reimbursement even when not in travel status.
Lists the types of expenses that are not eligible for reimbursement.
An employee requesting reimbursement based on the per diem rate will not be required
to submit to Finance actual receipts. While this might result in the employee receiving
an amount greater than the actual cost of the meal, the per diem method will result in
significant cost savings to the City based on the time currently spent by the traveler and
Finance staff in handling receipts, verifying that the total of all receipts matches the
expense reimbursement claimed, and storage and archiving of the receipts.
RECOMMENDATION
No recommendation, item is for informational purposes only.
ATTACHMENT
Travel Expenses While on City Business, 03 -06
C: ItemplXPGrpWisellnfoMemo NewTravelPoiicy 1. doc
Subject:
POLICY AND PROCEDURE
Index:
TRAVEL EXPENSES WHILE ON CITY BUSINESS FINANCE
Number:
03 -06
Effective Date: Supersedes: Page 1 of 1 Staff Contact: Date: Approved by:
06/2010 03 -06, dtd 1/1/03 Finance Director 04/2010
1.0 PURPOSE:
To establish a policy and procedure related to obtaining travel authorization, advance travel funds,
and expenditure or reimbursement authorization for expenses incurred in conduct of business of the
City.
2.0 ORGANIZATIONS AFFECTED:
All departments and divisions.
3.0 REFERENCES:
RCW 42.24, IRS Rev. Rul. 2006 -56, IRS Rev. Proc. 2005 -67
4.0 POLICY:
4.1 It is the policy of the City of Tukwila to reimburse City employees, elected and appointed
officials, and members of boards and commissions for reasonable and necessary expenses
incurred in the conduct of their business on behalf of the City. Eligible meal reimbursements
shall be made on a per diem or itemized basis (see below for eligible meal reimbursements).
All other eligible expenses, including lodging and mileage, shall be reimbursed on an actual
expense basis only, and must be accompanied by invoices and/or receipts showing proof of
payment. Reimbursement for necessary and reasonable expenses will be made by application
and in compliance with this policy and Chapter 42.24, of the Revised Code of Washington.
All persons are to use good judgment and discretion, limiting expenses with the best interests
of the City foremost in mind. Excessive or unnecessary expenses will not be approved or
reimbursed. It is expressly prohibited to use City travel funds for personal purposes. This
policy is intended to comply with IRS regulations concerning accountable business expense
reimbursement plans, which do not require inclusion of reimbursed expenses in compensatory
earnings, subject to employment taxes and inclusion in W -2 wages.
4.2 Payment in advance of travel expenses may be made subject to and in compliance with
Chapter 3.04, Tukwila Municipal Code, Advance Travel Expense Revolving Fund. An
advance for approved anticipated travel expenses will not be paid when total estimated
expenditures are less than $50.00.
Meals. Meals will be reimbursed at either 1) actual documented cost, or 2) the current
prevailing per diem rate. The City will generally not reimburse meals at an amount greater
than the per diem rate. An employee can be reimbursed for less than the per diem amount
upon submittal of itemized receipts.
To the extent, if any, that this policy and the reimbursement amounts included conflict with
any bargaining unit contracts, the contracts will be used to determine reimbursement. Claims
for reimbursement according to union contracts are not eligible for payment of per diem, but
will instead be based on documented, itemized receipts at amounts in accordance with union
contracts.
To the extent that reimbursement is made for any meal above the amounts provided for by
location by the U.S. General Services Administration, such excess will be included in
compensable wages of the employee, in accordance with regulations issued by the Internal
Revenue Service for accountable fringe benefit plans, and included in the employee's W -2
wages.
When the actual documented costs are reimbursed, receipts, proof of payment documentation,
or certification in the case of lost or non available receipts are required for all reimbursements.
Such documentation shall be provided to the Finance Department within five (5) business
days of returning from travel. The above amounts specifically include the cost of the meal,
incidental expenses, sales tax and customary tip or gratuity.
In the case of actual cost reimbursement, travelers will make every attempt to request a receipt
from the vendor if they do not have one. In the rare occasion when a receipt can not be
produced by the vendor, a certification from the employee of the amount paid, payee, and
business purpose, will be allowed in place of the original receipt if approved by signature of
the department director. The amount claimed will be reimbursed only if the original receipt is
provided, unless a certification signed by the director is submitted with the Travel Expense
Reimbursement Form.
Employees shall be reimbursed for the cost of meals, including a reasonable tip (no more than
15% unless automatically billed by vendor), using the following guidelines for standard
locations:
Breakfast 11
Lunch 14
Dinner 21
Total 46
4.2.1 The maximum amount for meals is $46 for all standard locations within the
continental USA, except for those identified as high cost locations (as defined by the
U.S. General Services Administration, available at www.gsa.gov /mie).
Note: The maximum reimbursement amount, as of April 15, 2010, for King County (if
in travel status) is $71. The reimbursement per meal in King County is $18 for
breakfast, $21 for lunch, and $32 for dinner. Note that travelers should check the GSA
web site for the per diem rate in effect during their time of travel.
4.2.2 The City will reimburse up to the maximum food allowance specified for the
destination while the employee is there and during travel to and from that location
when:
The employee stays overnight.
When the employee is not paying for lodging and is staying with friends,
family, or colleagues.
When the employee has been in travel status and is not staying overnight. The
traveler must be in travel status for more than three hours before or after their
normally scheduled shift. The three hours may be any combination of time
before and/or after your normal working hours on the day in question.
The provisions contained herein apply to meal reimbursements while in travel
status only, and do not apply to meals purchased when not in travel status for
official City business. Such meal purchases are covered by other Finance
policies.
4.2.3 An employee is considered to be in travel status, for travel expense reimbursement
purposes only, when:
Traveling on behalf of the City,
Traveling three hours beyond the employee's normal work hours, and
More than 50 miles one way (most direct route) from either the official duty
station or official residence, exclusive of commuting between the official duty
station and official residence.
4.2.4 If an employee is traveling overnight, or meets the three hour rule, the City may
reimburse the employee for meals according to these general guidelines:
Regardless of when an employee's normally scheduled shift starts, when
entering into travel status by departing from your official duty station or
official residence:
o Before 8:00 a.m., an employee may be reimbursed for breakfast, lunch, and
dinner.
o After 8:00 a.m. until 2:00 p.m., an employee may be reimbursed for lunch,
and dinner.
o After 2:00 p.m. until 6:00 p.m., an employee may be reimbursed for
dinner.
An employee may go into travel status up to two hours before a domestic flight
and up to three hours before an international flight. Whether an employee flies
or drives, the employee should depart in time to observe the start time of the
City business while taking into consideration that the most economical travel
option must be selected.
o For example: If a conference starts on Monday at 8am in New York, it
would be a reasonable expectation that the employee goes into travel status
on Sunday to arrive in New York in time to observe the start time of the
conference.
When an employee comes off travel status by returning to the official duty
station or official residence:
o Before 12 noon, the employee may be reimbursed for breakfast.
o After 12 noon
breakfast and lu
After 6:00 p.m.,
dinner.
until 6:00 p.m., the employee may be reimbursed for
unch.
the employee may be reimbursed for breakfast, lunch, and
For the day you leave on your trip, use the per diem schedule specified for the
location where you will spend the night.
For the day you return from your trip, use the per diem schedule specified for
the last location where you stayed overnight.
4.2.5 The City does not reimburse for certain meals:
Meals during normal work days. These types of expenses are not travel related
and are addressed by the City's meal reimbursement policy.
Meals included in the price of lodging, such as full breakfasts at a B &B (bed
and breakfast). The City will not pay for separate meal expenses if the cost of
the hotel or B &B includes a meal. Airline meals or "continental breakfasts"
will not be considered a full meal, meaning the employee will be reimbursed at
the per diem amount for that meal.
Meals included in a registration fee. For reimbursement of meals related to
travel for conference or training attendance, a copy of the agenda or program
must be attached to the Travel Expense Reimbursement Form before meals
will be reimbursed. A "continental breakfast," though, is not considered a meal
and will be reimbursed even if the cost of which is included in the registration
fee.
Any meal provided, regardless of whether or not consumed, at the function the
employee attended.
4.3 Airfare. Employees are required to select travel options that are most economical to the City.
An acceptable way to identify the lowest available coach fare is to document, via a travel
agency or an online booking web site, comparable fares for at least three different commercial
air carriers.
4.3.1 Employees must choose the most direct travel between their official duty station or
official residence. If an employee wishes to divert to another location as part of their
travel itinerary, this must be at the employee's expense. An employee would be
required to provide proof of the cost of a direct flight, which the city will pay for, as
compared to the booked itinerary.
4.3.2 The city will not pay for travel expenses of a spouse, domestic partner or any other
non employee traveling with an employee, except as discussed below.
4.3.3 The city will pay for non employee travel in only a few circumstances, such as
prisoners or applicants for city employment. To be eligible for city reimbursement, the
travel must be in the city's best interest.
4.4 Mileage. City employees are encouraged, whenever possible and vehicles are available, to use
City motor pool vehicles for local travel. If an employee drives their own vehicle on City
business, the employee is reimbursed the applicable mileage rate for each mile driven. The
mileage rate reimbursement includes the wear and tear on the car, the cost of gas and
insurance.
4.4.1 Separate "point -to -point mileage" (driving to one destination using the most direct
route) from "vicinity mileage" (driving to several destinations):
Point -to- point: Use Mapquest or other online map services to calculate point
to -point mileage. Employees must include supporting documentation (i.e. a
Mapquest or the car mileage and rates table printout) for reimbursement.
Mapquest driving mileage will not be accepted between locations where ferry
service provides the most direct route.
Vicinity miles: Use the odometer reading to calculate vicinity mileage (eg.
picking up samples, visiting various sites within a central destination,
conducting interviews, etc.) and include a mileage log with your Travel
Expense Reimbursement Form.
4.4.2 Driving instead of flying. If the employee chooses to drive instead of flying, the
employee may be reimbursed point -to -point mileage for a personal vehicle or cost of a
rental car plus gas (from official duty station to temporary duty station only) up to the
lowest available coach fare for the same trip as evidenced by a comparable itinerary.
Employees may also receive meals and lodging per diem according to these
guidelines. Use the per diem for the location where the employee sleeps. The
employee is responsible for their own car insurance. If the employee is in an
accident, the employee's insurance carrier is the primary coverage.
Since employees must select travel options that are most economical to the
City, the employee must provide documentation, in the form of fares for
comparable itineraries, showing the cost of driving to be less than the cost of
airfare.
4.4.3 Commuting expenses. Daily transportation between an employee's official residence
and the official duty station is not considered "travel status" and therefore a personal
obligation and is not reimbursable.
If an employee goes on or off travel status on a day they are regularly
scheduled to work, and they do report to work, the employee is reimbursed
only for mileage between the official duty station and the airport. For instance,
an employee that drives from SeaTac airport to their official duty station, then
home would only be reimbursed for mileage between the airport and work.
4.5 Lodging. Employees may be reimbursed for lodging when traveling on City business, when
the destination is more than 50 miles (most direct route) from the closer of either the official
residence or official duty station, and the stay is in a commercial lodging facility. Employees
are encouraged to take advantage of any and all discounts available to them, including asking
for "governmental" rates.
4.5.1 A commercial lodging facility is a business, non profit or governmental entity that
provides lodging accommodations for a fee. A commercial lodging facility other than
a hotel must be supported by a tax ID number or a published advertisement. The
facility must be available to the general public to qualify as commercial lodging (i.e.
listed with a rental agency, newspaper ad, etc.). Reimbursements for lodging at private
residence not supported by a tax ID number or a rental listing are not allowed under
State and City policies and procedures.
4.5.2 The maximum amount for lodging is $70 per night for all standard locations within
the continental USA, expect for those identified as high cost locations (as defined by
the U.S. General Services Administration, available at www.2sa.gov). Employees
must provide documentation from the GSA web site, attached to the travel expense
reimbursement form, for their destination.
4.5.3 An exception to the maximum lodging reimbursement will be made in the case of an
employee who stays at a conference hotel, if the employee does not also rent a car
while travelling. The exception will be in lieu of rental car reimbursement, and will be
for up to 150% of the lodging per diem amount listed on the GSA web site.
4.5.4 A listing of lodging establishments honoring the lodging per diem amounts listed on
the GSA web site can be found at www.fedrooms.com.
4.5.5 Employees may be reimbursed for lodging within 50 miles of the official residence or
official duty station under one of the following conditions:
The employee is attending back -to -back late night/early morning meetings and
you have prior written approval from an authorized person.
The employee is acting in a custodial or leadership role and must, as part of the
employee's duties, lodge with prisoners or other non employees, and the
employee has prior written approval from an authorized person.
The employee needs to stay in a commercial lodging facility to avoid driving
in severe inclement weather, and the employee has an approval letter from an
authorized person.
The employee's department determines that the employee performs critical
functions and must remain at the workstation during emergency situations and
the employee has an approval letter from the department director, City
Administrator or Mayor.
4.6 Miscellaneous travel expenses. The following expenses are eligible for reimbursement if
they relate to the conduct of official city business, are necessary and reasonable business
expenses, and if consistent with efforts to minimize the cost of travel for city business:
Taxi
Airport shuttle
Parking
Ferry tolls
Internet access, if necessary to complete official city business
Bus fare
Employees are encouraged to use mass transit, where available and feasible, in an effort to
minimize travel expenses.
4.7 Unallowable travel expenses shall include, but are not limited to:
Laundry, cleaning or valet services (except for uniformed employees otherwise
allowable according to labor agreements). Laundry or cleaning is allowable, up
to $15.00, for overnight stays in excess of five consecutive days.
Alcoholic beverages and tobacco.
Entertainment, including in -room video rentals.
Personal phone calls or telegrams.
First class, or business class, airfare when economy or coach class is available.
Meals and lodging in lieu of other meals and/or lodging when these items are
included in the registration fee.
Room service above the allowable meal per diem amount.
Fines, forfeitures, tickets or penalties.
Expenses of a spouse, domestic partner or any other non employee unless
otherwise specifically allowed.
Travel insurance.
Gambling expenses.
All other personal services such as barber, etc.
4.8 When the per diem method is used for meals, a Travel Expense Reimbursement Form must be
completed and submitted to the Finance Department within five (5) business days of returning
from travel.
4.9 If authorized staff desire to have their family members or guests accompany him/her on any
City related travel, the authorized staff shall do so at their own expense. At no time will the
City pay for additional expenses incurred in relation to family or guest accompaniment. Any
change in itinerary made solely for the benefit of the employee will be done at the employee's
expense. Employees must identify on the receipt expenses related to their travel if receipts
include expenses for non employee travelers as well.
4.10 When travel costs and/or registration or other fees have been paid by the City on behalf of the
authorized staff, and that the authorized staff fails, without good cause to attend the event, said
staff shall reimburse the City the amount paid by the City. Questions of good cause shall be
determined by the Department Director, City Administrator or Human Resources Director.
4.11 Operating city owned vehicles requires a valid Washington State driver's license. When using
a personal vehicle for City business, proof of a valid Washington State driver's license and
valid insurance is required.
4.12 The City shall pay for the least costly and/or appropriate mode of transportation to the
destination. For conferences offered at various locations, management reserves the right to
require employees attend the closest conference location, if available, to minimize travel costs.
4.13 Where feasible, groups of employees traveling together will utilize carpooling methods to
minimize the cost of commuting expenses.
4.14 The City shall not reimburse more than the reasonable cost of travel.
4.15 All out -of -state travel must be pre- approved by the Mayor or City Administrator before the
commitment of liability against the City of Tukwila for payment.
4.16 Definitions
4.16.1 Authorization All travel expenses must be approved by someone other than the
traveler. This should be a direct supervisor, manager or director.
4.16.2 Coach class The least expensive airline accommodation, also known as "economy
class" or "tourist class."
4.16.3 Commercial carrier A company in the business of providing transportation for
passengers on a commercial basis. For instance, airlines, railroads, etc.
4.16.4 Commercial lodging facility A business, non profit or governmental entity that
provides lodging accommodations for a fee.
4.16.5 Continental breakfast A light breakfast generally consisting of juice, bread or
pastry and a hot beverage such as coffee or tea. May also include fruit.
4.16.6 Economical Direct financial, work related costs that occur at the least cost to the
City and which the City is responsible to pay.
4.16.7 High cost locations Specific cities or areas identified in the per diem tables by the
General Services Administration for which per diem rates for food and lodging are
higher than the standard rate. (See www.gsa.2ov/).
4.16.8 Incidental expenses Fees and tips given to doormen, baggage carriers, bellhops,
hotel maids, and for other personal services provided. This is not a miscellaneous
expense. An allowance for incidental expenses is already included within the daily
subsistence rate for the area of travel.
4.16.9 Official residence The city, town or other location where an employee maintains a
residence which is used as a primary domicile by the employee.
4.16.10 Official duty station The city, town or other location where the employee's office
is located, or the city, town or location where the employee's work is performed on a
permanent basis.
4.16.11 Per diem The allowable amount covering meals, incidentals and lodging while in
travel status. Following is a breakdown of common Meal and Incidental Expense
reimbursement amounts:
Breakfast 11 $13 $14 $15 $16 $18
Lunch 14 15 17 18 20 21
Dinner 21 23 25 28 30 32
Total 46 $51 $56 $61 $66 $71
4.16.12 Per diem (travel) advance Requested by City travelers a minimum of one week
prior to departure. Eligible expenses for a travel advance include meals, incidentals
and lodging.
4.16.13 Regularly scheduled work day An employee's established, on -going work hours,
such as Monday through Friday, 8:30 a.m. to 5:00 p.m.
4.16.14 Temporary duty station A fixed location where an employee has been temporarily
assigned to work for a specific period of time for less than one year.
4.16.15 Transportation expenses Those costs covering:
Travel by commercial carriers, such as bus, train, ship and airplane.
Travel by privately -owned motor vehicles, such as cars, motorcycles, vans and
trucks.
Travel by rental motor vehicle.
Any combination of the above.
4.16.16 Traveler An employee, or authorized non employee, that is in travel status while
on official City business.
4.16.17 Travel status An employee is in travel status when all the following conditions are
met:
Travel is on behalf of the City, for official City business.
The employee's travel occurs more than three hours beyond (before or after)
the employee's regularly scheduled work day.
Travel occurs more than fifty miles one way (most direct route) from either
the official duty station or official residence, excluding commuting between
the official duty station and official residence.
TO:
FROM:
DATE:
SUBJECT:
ISSUE
BACKGROUND
City of Tukwila
INFORMATIONAL MEMORANDUM
Mayor Haggerton
Finance and Safety Committee
Committee of the Whole
Shawn Hunstock, Finance Director
April 15, 2010
Animal Services Options
Jim Haggerton, Mayor
For several years the City of Tukwila has received animal control services through an
interlocal agreement with King County. The City also shares the cost of an animal
control officer with the City of SeaTac for enhanced services. Due to budgetary
constraints and a desire on the part of the King County Council to pursue a full -cost
recovery model, King County will fundamentally alter how they provide animal control
services to cities that continue to contract with them. Specifically, the County will close
their animal shelter to cities by June 30, 2010 unless a regional strategy to provide
animal control services can be created, negotiated and implemented. The County has
finalized what they consider to be their best, lowest cost, option for cities to participate
in a regional animal services model. This option, among others, is presented below for
Council direction on whether to continue in a regional model with the County.
The City has until April 30 to let the County know if we are interested in continuing to
contract with the County for animal services. If we do not want to continue with the
County, and either provide the service ourselves or in conjunction with surrounding
jurisdictions, we can either begin providing that service on July 1, 2010, or sign an
extension with the County that would go until the end of this year. The extension would
give the City time to put together options for providing the service to our residents
beginning January 1, 2011.
For several years the City of Tukwila has received animal control services through an
interlocal agreement with King County. This agreement provides the City with field
officer services, sheltering at the County's facility in Kent, and animal licensing services.
To pay for these services, King County collects all revenue from animal licensing fees
generated by Tukwila residents. Tukwila is not charged any additional cost, however, if
these licensing fees do not cover the cost of the service provided. The only additional
cost to the City is for the animal control officer we share with the City of SeaTac, per our
agreement with King County. The City currently budgets $38,000 per year for the cost of
this "enhanced" service.
INFORMATIONAL MEMO
Page 2
Due to budgetary constraints at the County and past concerns with operational issues at
the King County animal shelter, King County has decided to no longer provide this
service to cities under their existing interlocal agreement. The County has been
subsidizing animal control service to all cities in King County that contract with them by
approximately $2.0 million annually from their general fund, which is not sustainable for
the County's operating budget. The City recently received notification of contract
termination, effective June 30, 2010, for our existing interlocal agreement.
The King County Council and Executive have placed the following stipulations on cities
that want to continue to contract with King County for animal control services:
By June 30, 2010, a regional strategy to provide animal control service that
includes both the County and a feasible number of cities must be negotiated and
implemented.
To utilize the current King County animal shelter, which will continue to be
operated by the County, cities must be a part of the regional strategy.
In addition to the County's existing animal shelter, additional non profit community
shelter capacity, where available, is desired to be a part of the regional strategy.
By June 30, 2010, as part of the regional strategy, animal control field services,
licensing and shelter services must be paid for on a "full cost recovery" basis.
In order for the regional model to be economically and operationally feasible for the
County, there must be enough cities that choose to participate for the model to
work for the County. Insufficient participation by cities will result in the County
providing these services for unincorporated areas only.
DISCUSSION
Given these upcoming changes in how animal control services may be provided, the
administration is presenting various options for providing this service to the residents of
Tukwila, including the County- focused regional strategy, and what the related costs
would be for these service delivery options. A brief overview of the services currently
being provided by the County follows. These services fall under three broad categories;
animal control field services, sheltering and licensing.
Animal Control Field Services
Animal Control officers provide service in King County from 7 a.m. to 9 p.m. seven days
a week, with emergency services provided 24 hours a day, seven days a week by on-
call officers. To accomplish this, King County has 15 staff members working in field
services; 12 Animal Control officers and three (3) staff members in the County's call
center receiving calls for service. The City also shares the cost of an animal control
officer with SeaTac and the County for enhanced animal control services. That officer is
dedicated 50% to SeaTac, 30% to Tukwila and 20% to unincorporated King County in
the surrounding area.
Animal Control officers respond to the following types of requests:
Animal cruelty investigations
W:1FIN Projects\Council Agenda Itemsl InfoMemo _AnimalServicesBriefingForCOW .docx
INFORMATIONAL MEMO
Page 3
Response to barking dog
Injured animal rescues, complaints and petitions
Response to bite reports
Assist Police Officers with vicious animal complaints, as requested
Pick -up for stray animals
"Dead -on- arrival" loose livestock, cats and dogs
Leash law violations
Animal Shelter Services
The King County animal shelter is located in the City of Kent, with a smaller satellite
shelter in the City of Bellevue. The animal shelter houses roughly 11,000. animals per
year, with the majority being dogs and cats, although other species of animals are also
sheltered there. In 2009 the King County sheltered 295 animals that were attributable to
the City of Tukwila. These animals were either stray animals picked up and dropped off
by King County Animal Control officers or Tukwila residents, or were "owner surrender"
animals that were dropped off by their owners for various reasons, including moving out
of state, dogs not allowed in a new apartment building, pet no longer wanted, etc.
Animal Licensing Services
The King County Records and Licensing Services (RALS) Division (of which Animal
Care and Control is a sub division) provides licensing services to residents in King
County. RALS licensing staff sells both dog and cat licenses, as well as other types of
pet and animal licenses, such as kennel licenses, guard dog and guard dog training
facility licenses, and exotic animal licenses.
In 2008 and 2009, the number of dog and cat licenses issued for Tukwila residents was
1,306 and 1,122, respectively. Of the 2009 amount, 84 licenses were sold at Tukwila
City Hall, with the vast majority of licenses sold online or through the mail. According to
King County estimates, the number of total licenses sold accounts for roughly 20% to
25% of the estimated dog and cat population that exists county -wide. The table below
outlines the number of issued licenses in 2008 and the estimates of the percent of
animals licensed:
Est. Est.
Tukwila Tukwila Est.
Dog Cat of Pets
Total Pet of Population Population (Cats Est. of
Licenses Est. City County Est. (0.63 per (0.71 per and Pets
Issued Population Population Households household household) Dogs) Licensed
1,306 18,080 1.54% 7,232 4,571 5,156 9,727 13%
Cost and Revenue of New Regional Animal Service Model
The County has provided overall cost information to the cities for field services,
sheltering and licensing under the new regional model recently developed. The total
W: WIN Projects\Council Agenda Itemsl InfoMemo_ AnimalServicesBriefingForCOW .docx
INFORMATIONAL MEMO
Page 4
estimated cost for animal services is $5,601,900, broken down into $1,698,600 for field
services, $3,004,900 for sheltering and $898,400 for licensing.
The County's estimated cost for Tukwila for field services ($38,031) assumes one
animal control officer for forty hours per week to cover the "240" district, which includes
Burien, Kent, Tukwila, SeaTac and Vashon Island. The County estimates that services
to Vashon Island are minimal, essentially making the service delivery to just the four
cities. Animal control for the entire County would include one animal control officer in
each of the four districts, plus two other officers for backup coverage during sick leave,
vacations, training, etc. Some additional resources would be shared county -wide, such
as a field sergeant, an animal cruelty sergeant and three FTE positions in dispatch. Off
duty hours would be covered by either on -call animal control officers who are called
back to duty, or King County Sheriff's Office deputies. Total estimated costs for Tukwila
for field services are based on a three -year average of 373 calls for service from 2007-
2009. Policy discussions with the County and other cities could change the definition of
what type of call warrants a response. For instance, some calls for barking dogs could
be handled by dispatch personnel rather than requiring an animal control officer to visit
the complainant. Another factor to consider with field services is defining what are "high
priority" calls and what length of response time is acceptable for these types of calls.
The County has indicated willingness to engage in this sort of discussion with cities
once a regional model is in place.
Estimated sheltering costs for Tukwila ($78,208) are based on a 50/50 allocation of
usage at the Kent shelter and City population. The combination of usage and population
effectively spreads the cost of the Kent shelter over a larger number of King County
cities. Had the costs been allocated strictly based on shelter usage, the amounts
allocated to south King County cities would have been considerably higher. Despite the
fact that several north King County cities will be contracting with PAWS for sheltering
services, they would still contribute to system -wide sheltering costs. The County's cost
estimate for Tukwila is based on an average intake for the last two years of 268 animals
at the Kent shelter. One of the ways the City of Tukwila can affect the cost of sheltering,
the largest component of overall system costs, is to engage in a discussion with the
County and other cities regarding intake policies. For instance, some non profit
sheltering agencies require a significant payment from a pet owner for owner
surrenders. Such a policy could lessen the financial burden to the cities. Consideration
would need to be given, though, to the impact such a policy might have on the number
of "stray" animals turned in to the shelter from good Samaritans that are actually owner
surrenders.
Estimated licensing costs for Tukwila ($12,000) are allocated based on total system
costs divided by a three -year average for licenses issued (1,207 for Tukwila). The cost
of licensing system -wide include issuance of the licenses, maintenance of owner
information to assist with tracking and placement of lost pets, preparation and
distribution of marketing materials for licensing purposes, pet owner education
programs, and public outreach in an attempt to increase licensing rates within each city.
Potential Animal Service Provision Models
W: \FIN Projects \Council Agenda Items\ InfoMemo_ AnimalServicesBriefingForCOW .docx
INFORMATIONAL MEMO
Page 5
In reviewing how animal services could be provided within the region and in Tukwila
specifically, six potential alternatives were developed to be potentially feasible for how
the City could provide this service to our residents:
Procure the service through a regional King County model for the County's
proposed 2.5 year term
Procure the service through a regional King County model for six months, then
provide the service either individually or through a sub regional model with Kent,
SeaTac and /or Burien
Provide the service in -house
Provide the service through an interlocal agreement with SeaTac to share the cost
of all three services (animal control, sheltering and licensing)
Provide the service through a sub regional consortium model with SeaTac and
Burien
Provide the service through a sub regional consortium model with SeaTac, Burien
and Kent
Other options were also considered. After further discussions with the cities of Renton
and Des Moines, it was determined that contracting with these jurisdictions would not be
feasible. Although the City of Renton and the City of Des Moines were both very willing
to share information and provide insight into how their animal control systems operate,
working through the necessary authorizing environments to move a contract forward
given the tight time frame cities are working under did not seem feasible. Also, Des
Moines would more than likely not have the capacity to take on a jurisdiction such as
Tukwila which would nearly double their service area. Following is a high -level overview
of the types of services that could be provided under different types of animal service
models:
Provide Service through Regional King County Model:
Contract with King County for a full cost recovery field services contract, which
would most likely provide one dedicated King County Animal Control officer in a
south county service area including the City of Tukwila
Contract with King County for animal licensing
Contract with King County Animal Shelter for animal sheltering services at the Kent
facility
Provide Service In- House:
Hire Tukwila Animal Control officer for field services work; administratively housed
and supported by the Tukwila Police Department; provides forty hours per week of
animal control coverage
Utilize private sector pet licensing vendor or existing internal capacity for issuing
pet licenses
Contract with veterinarians and kennels in Tukwila to utilize their facilities for
sheltering
Provide Service through South King County Sub regional Model:
W:IFIN Projects\Council Agenda Items1InfoMemo_ AnimalServicesBriefingForCOW .docx
INFORMATIONAL MEMO
Page 6
Hire Animal Control officers to provide service to south King County cities;
determine governance and administrative needs of this consortium model
Utilize private sector pet licensing vendor for pet licensing
Develop contracts with veterinarians and kennels in Tukwila and other south
County cities to utilize their facilities
Following are high -level cost and revenue projections for several options the City has:
Option
County regional model 2.5 year contract
Estimated licensing revenue 15,174 30,348 33,383
Estimated total costs 64,120 128,239 135,292
Program surplus (deficit) (48,946) (97,891) (101,909)
County transitional support 6,805 23,609 8,982
Net General Fund subsidy (42,141) (74,282) (92,927)
Tukwila only model (County 1/2 year contract)
Estimated licensing revenue
Estimated start-up costs
Estimated total costs
Program surplus (deficit)
County transitional support
Net General Fund subsidy
Tukwila /SeaTac model (County 1/2 year contract)
Estimated licensing revenue
Estimated start-up costs
Estimated other costs
Program surplus (deficit)
Attributable to Tukwila
Net General Fund subsidy
15,174 30,348 33,383 34,551 35,760
115,000
64,120 170,000 179,350 189,214 199,621
(48,946) (139,652) (145,967) (154,663) (163,861)
(48,946) (139,652) (145,967) (154,663) (163,861) (653,088)
Tukwila /Burien /SeaTac model (County 1/2 year contract)
Estimated licensing revenue 15,174
Estimated start-up costs
Estimated other costs 64,120
Program surplus (deficit) (48,946)
%Attributable to Tukwila 100.00%
Net General Fund subsidy (48,945)
2010 2011 2012 2013 2014
15,174 81,480 82,295 83,117
115,000
64,120 321,255 351,073 362,530 374,387
(48,946) (354,775) (268,778) (279,413) (290,438)
100.00% 43.30% 43.30% 43.30% 43.30%
(48,945) (153,618) (116,381) (120,986) (125,760)
161,817 163,435
115,000
404,474 437,205
(357,657) (273,770)
24.57% 24.57%
(87,876) (67,265)
W:1FIN Projects\Council Agenda Items\ lnfoMemo_ AnimalServicesBrietingForCOW.docx
34,551 35,760
142,733 150,584
(108,182) (114,823)
4,491
(103,691) (114,823)
Total
149,216
620,967
(471,751)
43,886
(427,864)
149,216
115,000
802,305
(653,088)
83,949 346,015
115,000
1,473, 365
(1,127, 350)
(565,688)
165,070 166,720 672,216
115,000
451,676 466,654 1,824,129
(286,606) (299,934) (1,151,913)
24.57% 24.57%
(70,419) (73,694) (348,199)
Tukwila /Buri en /Kent /SeaTac model (County 1/2 year contract)
Estimated licensing revenue 15,174 365,433 378,223 391,461 405,162 1,555,453
Estimated start-up costs 190,000 190,000
Estimated other costs 64,120 791,869 872,647 918,305 966,474 3,613,415
Program surplus (deficit) (48,946) (616,436) (494,424) (526,844) (561,312) (2,057,962)
Attributable to Tukwila 100.00% 7.47% 7.47% 7.47% 7.47%
Net General Fund subsidy (48,945) (46,048) (36,933) (39,355) (41,930) (213,211)
The amounts above do not include the $38,000 per year the City of Tukwila currently
budgets for enhanced animal services with King County.
The above cost projections are based on several different assumptions, including the
following:
INFORMATIONAL MEMO
Page 7
Each sub regional model, those options not involving County participation,
assumes two animal control officers serving the entire sub regional area. The
officers would work four ten -hour days each, with one day of overlap during the
week. Response to off hours, non emergency calls would wait until the following
day when an animal control officer was available. Off -hours emergency calls
would be responded to by City police officers.
Those animal service models not involving the County would result in each City
being individually responsible for making policy -level decisions regarding
humane treatment of animals, intake policies for sheltering, euthanasia policies,
etc. Officials at each City would also be accountable to the residents and general
public regarding the impacts of these policies.
For each of the sub regional models, police officers or other PD staff would
investigate animal cruelty cases and would handle animals taken into custody as
evidence.
Each City would assume the cost of risk management, insurance, legal costs,
personnel and payroll costs, etc, as part of a regional or City -only animal services
model. These overhead type costs have not been quantified above.
Licensing revenue amounts assume revenue would increase by 10% in 2011
under the County run model due to efforts on the part of the County and the City
to increase the rate of licensing, and then 3.5% thereafter.
Cost increases under the County model are specifically capped at 5.5% per year.
Including labor contract costs, health care costs and others, the projections
assume a cost growth rate at the 5.5% cap.
The County has a deadline of April 30 for cities to indicate whether they are interested
in participating in a regional model with them. If enough cities opt out of the model, or a
city or two of large size does, the implication could be that a regional model would not
be operationally or financially feasible for the County to offer.
RECOMMENDATION
The administration recommends signing the two and a half year contract with the
County. Although this is not the lowest cost option, this would give the City some time to
evaluate the service that the County provides, and if necessary put our own model
together to meet the needs of the residents. Throughout the time that the Joint Cities
County Work Group has met, County staff has worked hard to lower the overall cost of
service delivery by over $800,000 in total. Also, the County is offering transitional
assistance to some cities, which for Tukwila would amount to almost $44,000 over the
next four years. Continuing to work with the County for the time being will also give us
the ability to evaluate the impacts of a City only or sub regional model on the Police
Department and other City operations. The City will work with the County and other
cities over the next two and a half years in an effort to improve service delivery,
including call response times, lower overall cost of the system, and make improvements
to the operation of the Kent shelter. If these efforts are not successful over the contract
period, the City will have the option of developing a City only or sub regional model to
implement at the end of the County contract period.
W:1FIN Projects\Council Agenda ItemslInfoMemo_ AnimalServicesBriefingForCOW.docx
INFORMATIONAL MEMO
Page 8
A briefing regarding this item is scheduled for the April 20, 2010 Finance and Safety
Committee meeting, and the April 26, 2010 Committee of the Whole meeting.
ATTACHMENTS (County documents)
Background /Introduction on Agreement in Principle to Provide a Regional System
Outline of Terms for Agreement in Principle
Estimated Annualized 2010 Regional Program Cost Allocation
Control Districts for Agreement in Principle (Map)
Benefits of a Regional Animal Services System
Frequently Asked Questions
Proposed Timeline for Confirming and Adopting New Interlocal Agreements
Cost Considerations for Animal Care, Control and Licensing Operations in a Sub
Regional Model
W: \FIN Projects \Council Agenda Items\InfoMemo_ AnimalServicesBriefingForCOW .docx
Joint Cities County Work Group on Regional Animal Services
Background /Introduction on Agreement in Principle to Provide a
Regional System
Animal control, sheltering and licensing are discretionary local services that historically
were provided by individual jurisdictions and King County. While discretionary, the
services address public health, safety, and animal welfare outcomes that are important to
our residents. After being approached by leadership of the Suburban Cities Association in
the mid 1980s, King County agreed to provide animal control, sheltering and licensing
functions on behalf of cities on a regional basis, in exchange for keeping all pet licensing
revenue.
Current Service Arrangements
Thirty -five cities have an animal services contract with the County (Seattle, Renton,
Skykomish and Milton do not have contracts). Most cities contract for all three service
components: control, shelter, and licensing. Two cities contract for shelter only (Des
Moines, Normandy Park); one city contracts for shelter and field only (Newcastle). Five
cities currently purchase a higher level of animal control services (Auburn, Shoreline,
Kirkland, Tukwila, SeaTac).
The service arrangement has not been revisited since its inception and, over time, the gap
between system revenue and system cost has grown to a level that is not sustainable for the
County. In recent years, the County has contributed in excess of $2 million annually from
the County general fund to support the services. Based on direction from the County
Council to enter into new cost recovery arrangements with the cities, the County recently
issued termination letters to cities for the existing animal services contracts, effective
July 1.
Joint Cities County Work Group
In anticipation of the termination of contracts, a Joint Cities County Work Group has been
meeting since January to develop a proposed "Agreement in Principle" for a new regional
animal control system. This "Agreement in Principle" is intended to define a new basis for
animal services contracts that could, if adopted by a sufficient number of cities, preserve
the benefits of a regional animal services system (see Attachment 1). The alternative to a
regional model is that cities will have to either operate their own individual systems or
create subregional arrangements for service delivery. Under any delivery option local,
subregional or regional cities will have to begin paying something for animal services to
continue.
As the Work Group reviewed data about the present system, it became clear that cities face
very different circumstances with respect to animal services: some are very heavy users of
the shelter and control operations; others use it much less. The reasons could relate to
demographics, behavior, the geographic proximity of the County shelter or nonprofit
shelters, or some combination of factors. The licensing revenue generated by the system
Document dated April 7, 2010 1
Prepared by King County
also varies dramatically among jurisdictions on a per capita basis, in part based on where
the County has in the past focused marketing efforts.
Economies of scale exist in providing animal services: the more cities that participate in a
regional system, the lower the costs are for everyone. Conversely, if the geographic
distribution of cities participating in the regional system starts to look like a patchwork, the
service delivery becomes more challenging and inefficient; at some point, the County will
not be willing or able to effectively provide service.
Summary of the Agreement in Principle
The "Agreement in Principle" represents a departure from "business as usual" in the
delivery of animal services by the County (see Attachment 2). The primary difference in
control services will be having animal control officers dedicated to each of four districts 5-
days per week (see Attachment 3), while allowing cities individually or collectively within
each district to contract for higher levels of service. Operations at the Kent shelter will be
improved with limited resources through closing the Crossroads shelter and concentrating
staff resources in Kent, expanding the foster and volunteer network, and instituting
practices to reduce the number of animals and their length of stay (such as fees for owner
surrenders, utilizing capacity at PAWS, and seeking collaboration with other private
animal welfare partners). Licensing functions will continue to include licensing
administration as well as marketing and education, with more incentive for cities to
participate in increasing licensing revenues.
The proposed system costs to be allocated are $5.6 million (annualized for 2010 see
Attachment 4). This reflects a reduction of about $800,000 from estimates provided to
cities in early 2010, achieved through cost reductions and the County absorbing some
costs. The "Agreement in Principle" seeks to balance the different situations of cities by
proposing a cost allocation methodology based on both population and usage factors (a 50-
50 split). Licensing revenues ($3.2 million) are credited to jurisdictions based on the
residence of the person buying a pet license. A variety of allocations were considered
before arriving at this methodology. The County is proposing to provide transitional
funding to those participating cities that have the highest per capita costs. The County is
also proposing to provide enhanced licensing marketing support for cities with the lowest
licensing revenue per capita.
The Agreement in Principle proposes a 2.5 year agreement, during which time the parties,
through a Joint Cities County Committee, will focus on increasing system revenue and
reducing system costs. The Agreement in Principle identifies several of these collaborative
initiatives, including an exploration of alternative licensing systems and ways to further
reduce shelter operation needs. Parties would be allowed to terminate for convenience
upon six months notice. Contracts could be extended by mutual agreement for an
additional 2 years.
The Work Group concluded that to maximize system efficiency, a "menu" approach to the
purchase of services is not practicable. For example, it is not efficient for a limited number
of field officers to drop animals at multiple shelters. Similarly, the more licensing systems
Document dated April 7, 2010 2
Prepared by King County
or different field systems the County shelter must interface with, the greater the
administrative complexities, inefficiencies, and costs.
The Agreement in Principle is described in the attached tables and map, together with a
timeline and steps for adoption, and related information.
Document dated April 7, 2010 3
Prepared by King County
Parties
Assumes e ties do.
ollowin te:
not artijeatt1e
Federal
Des Moines,
R
Normandy park,
Medina Nor castle
Skykon`i h �viilton
Serv ices
Cos Allocati
GIONH` r-,
WOR GROUP FOR EM ENT IN P_
PL LxC EN SIN G
CITIES �R� RE
JOINT OF TERMS F T B1
OUTLINE
allocate costs to
Within each district of usage
50 /O
jurisdict
urisdictioserV sage
service) andp °pulation
TV
F Park
W Northern Cities")
Bothell, Shoreline, Kenmore ("Northern
s ices
ery
will crimary sh lter located in
will contract for p n onprof it she a lso seek to
withPAWs (a e County will
Lynnwoo
xxnwOOd) The r sheltering of
art of the north County
contract with PAWS
animals from d area.
uninCOorate f
standards of care
o nal ea taffed With l A r houxlday shelter closes
C
4 districts daylwee officers to
Contro Qti'icer, 5- �s serves Northern hies under
M ox T -s). 6 total other. 1 Cxo
BBD' vacation. b-tegi P
cover sick lea ve ate sub
Cities inay coon le
purchase higher level of s
punch �gD)
service opti 1 field
urces:
Regionally shat a�c�e ty sergeant; 3 FT
1 anim 5 l8hour, after hour
sergea
vas cente ugh Sheriff s Office.
dispatch to eac
quarter of total costs
Allocate one
district.
_regionally to separate contract tion.
(specific hips for adop
ervice {sp p
Seek. future partri o ther non
1 assistance with
animal we
(calls fox se tion)
0 o ula shelter r evenues inrpoun d fees) costs.
usage! 5 p P control fees, be a llocating fines alloca
control costs epee costs Control revenues (e.g.,
total con total sh
Re-venue Allocatio violations) netted
before allocating costs.
ated April 7,20A 0
Documen ding Count'
Prepared by
s ystem;
Administration of licensing to
k e d uca tion and outreach
licensing sales.
and increase
maintain an using
County will absorb costs
mainframe 11 sy stem•
rofit
ns
;;lafiOn). o
pulat
JOINT CITIES-COUNTY WORK GROUP fOR REGIONAL
PRA
F TERMS FOR AGREEMENT December 2010
OUTLINE Estimated fees for July"
2011 c ost allocation xiox
ices due January
Tonal program
estimated based on p
December 2010 services rill and October 1,
Payment for July- payments due April actual
50% o f estimated annualized 201 reg
Payment Method/ service based on ual paY al costs and
012, semi -ann year budget.
O11 and 2 lied to dent Y allocable actu payment. Reconciliation for
Timing For services in 2 riot year's actual usage, ram cost
year usage and revenue, app e to October pa�''
will be applied as credit or charge Tonal grog
Reconciliation calculated each June based on p
econc on amounts n half of estimated annualized 2010 regional
R based o
usage• excluding any costs
revenues. cities (excluding per year.
2010 fees (calculated revenues and allocable to the 5.5 to p
calculated Ju June 201
and actual more than
allocation, collectively a1
itional services) will not increase by
cost for control, shelter cities of addling and
The total with purchases by c 2012 end of contract).
Cost Inflator Cap a ssociated through December 31, only
'�z ears: July 1, 2010 (can be used on day one or at back per capita;
Contract Term 2 years..
cities with highest cost or lowest revenue
Contract term and s 6 mo nth termination s pp for provided convenience notice cl a long
C support provided by County
r °visa °n 112 5 year tern cities withdraw xn ice area,
termination p for fix ices if too many Gk of contiguous sexes'
Transitional supp
available to cities contracting areas impracticable (e.g., gement challenges)
right to terminate services for areaslsery
reserves rig to remaining record
County delivery s heltering
continuation of service es between field and ears upon mutual agr Bement
xauatio ilif in linkages exception will be made
imp Limited
extend service contract for 2 additional years
the contract.
Option to ex t h e County ee services from orient charge but will o rated into Cities must purchase all thr o shelter usage component charge (incorp
PAWS will pay n based sheltering
Services Purchased as follows: with to one-half the population
i Northern Cities contracting equal to one-h
regional sheltering
current cost estimates).
Document dated April 7, Z 010
Prepared by King County
Page 2 of 4
REGIONAL- t'"
WORK GROUP G R REGIO T �N PRINCIP
JOINT CITIES-COU TERMS FOR A
OUTLINE OF
es and incentives for residents to license
ices codes as means to increase revenu
Update of animal se pets. system.
maximize
Collabora retain, and care for p ro f licensing erations to m
Ongoing of private for-profit non-profit shelter and rescue p
Initiatives lore pra cticabili t y private non -p pet population, and oiler efficiencies.
InL Exp and p homeless p p
es between Countreduction in hom t h e county.
Pursue linkages pet adoption,
opportunities li for p h joint the board•
through marketing activities of cities and efficiencies across
Promote licensing service delivery publicly
Explore options for increasing laceme bench-marked with other p
ent Shelter repairlrep
options for s lassification study for shelter staffing
Study p and c
Complete c ompensa tion and 6 city representatives
C omp ointedby County) make
operated shelters. TepTeSen tatives (app em bers may not be elected
s of the
county C e each year to review ser vice issues e d fording
s) shall ll 3 than twice the conduct an which
committee comp ents to services. each
c omma n meet not less make recommendations regarding Members may no formed, of
County A officials. by cities) shall g efficiencies and ake re commend ations (app regarding and mak County Committee. City- recommendations xeg individual initiatives ma
Com mittee recomm committee Subcommi om ttees to focus on
officials. The com S cat members of the Joint City'
both county and y binding
collaborative initiatives. bs from County Committee are non
shall include Mons of the Joint City
R
ecomni
Document dated April 7, 201
pocum K
Prepared by King County
Page 3of4
County Transition
F
REGIO pRINCIPI.E
WO RK GROUP FOR IN
CITIES
OUTLINE O TY S FOR
purl -INE OF TERM ding for level of transition f�' ted
net
per capx) shall receive 400,000 sh net co funding
p additional regional model costs (net qu alify for transition
One-half oft the pne- level in 2 011 a 2-year extension
l• zed 2 enter into
2013, if the city and County
f the initial nnuahz
1 annualized five cx
1 a greemn
0% in 2014
teSas fallaws
JOINT C x
ne t per capita 2010 regional
with estimate initial annualized n to those cities estimated
11 establish an highest estim
The allocated five cities with the g
to the
capita).
Documen
dated April 7 2010
pocum King County
Prepared by
County shall opulatm $3 per capita).
Q00 shall be dian (net cost
$25 e the b population
mo del costs abov all be a llocated y p> $5.50 p
per capita 201 r
the X112.5 year term and of 201
Cities -who if of t ct for
the second
h initial annualized level for
The initial annualized ed level in 201
a
66% o ed in ties with the
33% of the initial to the lv the County
t marketing support licensing licensing marketing revenue.
in 2010 enhance anted 0 000 in licensing suppo
t shall pr ovide each unit of enhanced $3 marketing
County per c apita. Fox 1,000 licenses licensing
I addition, the re venue P estimated to generate 1 2 units of enhanced
licensing ices opal r eceive sup port
lowest 2009 000 in. services s hall each x marketing
will provide $20' 000 in p opulation each city) enhanced licensing
ver 100' revenue in one unit of enhan
Two cities o 000 in licensing
(estimated $b °elation shall share on
under 30,000 in si prevenue in each city).
Three citi i licensing
(estimated $10,000
Page 4of4
(Total Regional Program Costs To Be Allocated:
Proposed Animal
Control District
Number
Jurisdiction
Bothell
Carnation
Duvall
Unincorporated King County
Kenmore
o Kirkland
Lake Forest Park
Redmond
Sammamish
Shoreline
Woodinville
SUBTOTAL FOr CITIES IN 200 (excludes unincorporated'erea)^=
Joint Cities County Work Group on Regional Animal Services
Estimated Annualized 2010 Regional Program Cost Allocation (1)
with Transition Funding and Transitional Licensing Support
Control 1 Sheltering 1 Licensing
Total Allocated 2009 Licensing I Estimated Net
Costs Revenue Cost'
$1,698,6001 $3,004,9001 $896,400 $5,601,900 $3,209,4691 $2,392,4311
Estimated
Sheltering Cost
Estimated Animal Allocallon Estlmatad Pel Estimated Total Cost 2009 Licensing Estimatetl Net Cost Transition Funding Estimated Revenue
Control Cost (Excludes Costs to Licensing Cost 9 Estimated Net Final from Transitional
Allocation (2) North Side Cities for Allocation (4) Allocation Revenue Allocation (5) Cost
PAWS Sheltering) Licensing Support
534.3361
92.5631 $22.9731 $30,0951 $87,4041 $102,0671 $14.6631 $01 $0 1 $14,663
$8,0911 $1,5641 $12,218! $5,7231 56.4951 01.4311 50 i 95.0651
$6,6151 $12,5711 05.3851 824.5711 $22,1131 42,4571 $01 $0 1 $2.457)
$21 (see total below/1 (see fofel below) I
$25.4881 $116,9321 (see Iola below)! (see total below)) NA I NA I (see total below) I
$25,48 913,9431 919.140; $58,5711 $73.1601 $14,5891 $01 $0 I 514,5891
$50,1471 $97,5401 038.9791 5186,666) $159.2111 927,4551 $01 $0 1 427,455
$13.7591 $8,7411 512.7261 $35,2261 $71,9871 $36.7611 $01 $01 $36,761
$50.3361 097.1971 541,0421 $188,5751 $134,3111 454,2641 $01 $0 1 $54,264
$38,5651 $68.5951 534.5321 9141.6921 $135,1251 56.5671 $01 $0 I 46.567
$71,2891 $37,0361 $46,0341 $154,3591 5169,3471 934,9871 $01 $0 t $34.987
514,6191 $7,2751 99.4621 $31,3571 537,9181 86.5621 $01 $0 I 06.562
37 3, 9611;', 1 )'t,';'^$ 238: 959Fl i „,•::.i;,.,. ':$920 638 r.t -V- 930, 9 6317s "$10;325''x:;; tsf.`' ;.,11.431l •-t. ;G n ;r •'`s ;$1
Beaux Arts $4661
$12281 -$32fi
$4591 $01 $60,000
$3011 $9001 $01 $0 -$32G
1
Bellevue $151,3001 $233,2741 $90,6291 $475,204! $274,3461 $200,8571 $140,857
Clyde Hill $3.6761 $4,3891 $2.4651 $10,5301 08.0441 $2,4861 $01 $0 $2,486
Unincorporated King County $174,1116) (see total below)) /see total be /owl) $174.816! (see total below) I (see iota! below)! NA I NA (see total below)
N Hunts Point $3621 $677) $2251 51.2881 $2301 $1.0591 $01 00
N Issaquah 542,6831 $58,1811
520.0131 $120,8761 $64,5091 $1.059
Mercer Island I •$56,3681 $01 $0 $56.368
$26,8271 $37.5301
517,1421
581,4981 055,1131 526.3851 $01 $0 $26.385
North Bend $10,4401 $14,4631 $4,024) 528,9351 $14,3471 $14,5941 53.5651
Snoqualmie I $0 $11,029
512.9501 $20,8321
56.9011 $40,6831 $23,6671 $17,0151 $01
Yarrow Pt $1,1021 $7,405) 58191 $3,3271 $2 -$46 $0
$0 $17,015 SUBTOTAL FOR CITIES-IN 220 (excludes unincorporated areal .$763,5671 $0 5 988
249, 8341,; $37.1 ^',$142;5231•' t '.;.'$444,11141 :`'j,„' ;;:$319;553 :•1`,;:1 ;$60,00g1'. 7,.$25
1 '$3,5651" r}:: ,7
BUnen (Includes North Highllne Area X Annexation; $85,6751 $161,1311 535,8451 $282,652] $119,2511 $163,4000 534,6341 $0 I $126.767
N o Unincorporated King County $01.2571 (see total below) I (see total below) I $81,2571 /sea total below) l (see total below) l NA I NA I (see total below)
Kent (Includes Panther Lake Annexation) 5169,5161 5643,9021 $84,166) $897.5841 $255.3651 $642,2191 $317.6261 $60.000 I $264.59,
SeaTac $50,1711 $105,1481 518,8471 5174,1661 553.0651 $121.1011 519.2721 $10,000 I 591.8291
Tukwila
538.0311 $70,2081 $12.0001 $128,2391 $30,3481 $97.6921 $13
SUBTOTAL FOR CITIES IN 240 (excludes unfndorporated area) e$343,383i `i; $10,000 I -$74,2821
988; 3901 l..$1 so',asii.?%::' ::$1: 4 82,64 "11,`° "S$458;0281:W1::':3%.^ $1,024;6121.�z4..,,,',,:.: 3 85, 14 31` x .:?,;$80,000.1,:,,- $559,4691
Algona $10,149) $16.067, $2.418) $28,651, $17,4151 $17,2371 57,7461 $01
$01
$9 .491
Auburn $135,9801 $318,537i $45,0521 $4995691 $158,4151 $341.1541 $170,665) 4170.469
Black Diamond $70,7601 $17.3831 $3.4831
ca
Covington 31 026 1 813,0711 $17,9541 $3,1311 $0 1 $14,824
co $49,0611 $63.5671 $15,7421
5128.3711
560.5341
567.8361 513.1301 $0 1 $54.706
N Enumclaw $30,2921
$53,472) $8.5411
592.3041 $22,4641 -$69,8401 $32.1611 $10.000 I $27,679
Unincorporated King County $126.2541 !see total below) (see total below)! $126,2541 (see total below) 1 (see total below) i NA NA' (see total below)
Maple Valley TOTA $45,6221 563.7541 $17,0561 $126,432! $62.2931 •$64.7391 $15,6091 $0 I $48.530
Pacific $17,1361
533,1651 $4.662) $54.9821 $18,9201 $36,0621 $17,4001 $0 $18.662
SUBTOTAL FOR CITIES IN 260 (excludes unincorporated area):',;' l 298; 3961 5 $565,9661 $96 ,9741 .':$967;335 %8347,1121 ;':g '''al 6
L FOR 6177 S 'e :..a r• 8621'1 ":crs
E `t; n199,341 I S I >.5629;314I' 2 :18 ,.,,r,,... y 4r
S 14;22 52 59, 0,000
$4;128;181 p ::$1. I 344;36 2
I'« z 117�i=''::'_ 946,06
(Total Kirf 'o'Coilniv'Unincoroohated.: Area' A /ldcatiol' fin))$ 492'S$IV ''k?••$705.3Y4 ?;';]5269 0861••' -i' ,4i471 ;7'191;,+ n;'si;U293521 "■VON
Source: KC Of of Management and Budget and Animal Caro and Control
Oats: Apn17,2010
r" $444i36Y•
King County Transitional Costs
IT Costs Associated with Mainframe Systems I $170,000
Potential Lease Costs for 2011 I $150,000
Transition Funding for Cities I $650,000
Transitional Licensing Support for Cities I $100,000
Notes: +r, w -n, af;1C1, ars:o
r'.:ar.4 ;�"or'"z:isNk ��c�w"� r1�fr?��I ��,�1 >��an¢ r�
1. Estimated allocations are based 50% on population and 50% on use. Populations, usage, and revenues have been adjusted to Include annexations with 2010 effective dates of July 1, 2010 or earlier (i.e., Burien, Panther Lake), Usage estimated as follows. total, calls for control, total Intake for
sheltering, and total active licenses for licensing. Assumes the following cities do not participate: Federal Way, Seattle, Renton, Des Moines, Normandy Park, Medina, Newcastle, Skykomish, and Milton.
2. One quarter of control costs are allocated to each district, then costs are further allocated 50% by total call volume (averaged from 2007 -2009) and 50% by 2009 population.
3. Sheller costs are allocated 50% by King County shelter volume Intake (averaged for 2008 -2009) and 50% by 2009 population, Values for north cities anticipating using PAWS for sheltering include only the 50% population allocation. North city costs to send animals formerly sent to King County
shelters to PAWS are estimated at the following assuming a cost of $150 per animal: Bothell, $13,050; Kenmore, $7,575, Lake Forest Park, $3,150; Shoreline, $22,575; Woodinville, $6,600. The reducution In population- related costs for the north cities is distributed to all other jurisdictions based on
4. Licensing costs are allocated 50% by population and 50% by total number of active licenses (average 2007- 2009)-
5. Transition funding Is allocated per capita in a Iwo tier formula to cities with certain per capita net cost allocations as indicated below. Licensing support Is allocated to the five cities with the lowest per capita licensing revenue.
$250,005 is allocated to cities with net costs exceeding $3,00 per capita
$409,000 is allocated to cities with net costs exceeding $5.50 per capita
w
horeline
1-1.r
Kirklan&'
Seattle Redmond
4W
King County
/Builem
;Tlikv■iile:
I Norrnan'dy t
)SeaTac'z J
I/
Population: 250,000
Populated Area: 100 sq.mi.
Total Calls: 3,500
Priority Calls: 900
Des
I/ Moines
ril Federal Aubur
Way
A:14 ti
adfiC
Urban Growth Boundary
Forest 1 B Wo101inville
LID
r i.: 4, i..:
Ken mOrp=
4 .n,
'vaiq
R4dtpsd
Medina
Bellevue
-.island
ssaquJ
;AI
'Sammarclish--:„
nq&lne
PA9d t 's.
2?"'i..S.OcK;
47;7:5 P
Black;
Diarriogitl
Population: 385,000**
Populated Area: 330 sq.mi.**
Total Calls: 2,600**
Priority Calls: 800"*
cak n
Population: 180,000
Populated Area: 300 sq.mi.
Total Calls: 2,200
Priority Calls: 700
Enurpsky
Joint Cities County
Workgroup on Regional
Animal Services
Control Districts for
Agreement in Principle
Call volumes estimated based
on 2007 2009 averages
Document dated April 7, 2010
Prepared by King County
"Regional Animal Services of King County"
Benefits of a Regional Animal Services System
Public Health and Safety
Provides the ability to identify and track rabies and other public health issues
related to animals on a regional basis. Reduces public health threats through
routine vaccination of animals.
Provides capacity to handle unusual and multi jurisdictional events involving
animals that often require specialized staff such as: horse cruelty, animal
hoarding, loose livestock, dog- fighting and cock fighting groups, puppy mills,
illegal reptile vendor operations, animal necropsies and quarantine, holding of
animals as evidence in criminal cases, and retrieval of dead animals.
Animal Welfare
Reduces pressure on non -profit shelters by maintaining capacity at regional
public shelters. Non profit animal welfare organizations contribute significantly
through their own capacity and by accepting transfer of public sheltered
animals for care and adoption, thereby reducing costs at public shelters.
Provides for participation of a large corps of volunteers and foster homes.
Provides capacity for regional response to animal cruelty cases.
Provides regional preparedness planning and coordination during
emergencies and disasters.
Provides additional regional capacity for seasonal events such as "kitten
season
Avoids competition across jurisdictions for sheltering space and comparisons
across jurisdictions on outcome statistics.
Customer Service
Provides a single access point for residents searching for a lost pet or seeking
help from animal control. Provides one single point of contact for citizen
complaints.
Maintains a uniform pet licensing program that is simpler for the public to
access and understand, with a broad range of services to encourage licensing:
marketing, partnering with third parties on points of sale for licenses,
canvassing, database management, and the ability to return animals to
owners in the field.
Effective and Efficient Provision of Services
Provides a low -cost spay and neuter program that serves the entire region,
and is the key to reducing the population of homeless animals and reducing
the costs of the system over time.
Reduces the demand on individual jurisdictions to respond to communications
from the media, advocacy groups and other interested parties.
Builds economies of scale to provide a full range of services, making it less
expensive to develop operations, training, licensing, and care programs than it
would be for cities to duplicate services at the local level.
Use of volunteers and partnerships with private animal welfare organizations
provide our region with the ability to promote the most humane treatment with
limited public resource.
Provides a consistent level of service, humane animal care, and regulatory
approach countywide.
Allows local police agencies to focus on traditional law enforcement.
Document dated April 7, 2010
Prepared by King County
"Regional Animal Services of King County"
Frequently Asked Questions
Prepared for City Managers /Administrators Meeting April 7, 2010
What animal services does King County currently provide?
The goal of animal services is to protect public health and safety and provide
humane care for animals. Animal services include three primary components:
animal control, animal sheltering, and pet licensing.
King County Animal Care and Control (KCACC) has been in operation for over
38 years. KCACC currently operates two shelter locations within King County: a
main shelter in Kent and a smaller shelter in the Crossroads area of Bellevue.
KCACC has sheltered between 9,000 and 12,000 homeless animals per year in
recent years. The program provides shelter for animals who are surrendered by
owners, dropped off as strays, impounded for behavioral or other reasons, or
deemed evidence in law enforcement investigations. KCACC dispatches animal
control officers to respond to calls about dangerous, stray, dead or injured
animals. King County sells and markets pet licenses as a means to both
increase efficiency of shelter and control operations and generate revenue to
support the system.
Who receives the service from the County now?
Currently, KCACC provides services to all residents in the unincorporated area of
the County and contracts with 35 other cities within the County (excluding
Seattle, Renton, Skykomish and Milton). KCACC provides limited contract
services to Des Moines, Newcastle and Normandy Park. Five cities purchase an
enhanced level of control service from the County (Auburn, Shoreline, Kirkland,
SeaTac, Tukwila).
What is the benefit of a regional system?
A regional system provides for better public health, safety, animal welfare and
customer service outcomes in a more cost efficient and effective manner. These
benefits accrue through significant economies of scale and, in the new regional
model, properly aligned financial incentives that support desired programmatic
outcomes and help to contain costs over time.
For cities, a regional system allows local police agencies to focus on traditional
law enforcement matters and shifts the burden of a complex and unique service
to the County and specially trained animal services staff.
For the public, a regional system is simpler to understand and to use. There is
one place to call to renew or acquire a pet license. There is one place to call to
find a lost pet. The public health system has a better ability to identify and track
issues related to animals, such as rabies.
Document dated April 7, 2010 1
Prepared by King County
For animals, a regional system provides for humane standards of care and the
capacity to address a broad array of unusual events involving animals including
horse cruelty, animal hoarding, loose livestock, dog fighting and cock fighting
rings, illegal reptile vendor operations, animal quarantines, and holding of
animals as evidence in criminal cases. A regional system also provides for
routine vaccination of animals and low -cost, high volume spay /neuter operations
to reduce the population of homeless and unwanted animals.
How is the proposed regional service model different from what King
County is currently doing?
(1) Control operations will be organized by district to improve accountability.
a. Animal control officers will be dedicated to one of four specific
geographic districts. Coverage will be more consistent and predictable
and cities will be able to build a relationship with their district's
dedicated officers.
b. The base level of field services will be provided 5 -days per week rather
than 7 -days per week in order to contain costs. Cities may contract
with the County for a higher level of service.
(2) New sheltering arrangements will help ensure humane standards of care for
animals within current capacity and resource constraints.
a. Northern cities will contract with PAWS, a private nonprofit shelter in
Lynnwood, for shelter capacity.
b. At the County's Kent shelter, new policies and practices will be put in
place to ensure that animals can be humanely cared for within limited
available resources. Expanded use of volunteers and the foster
network will support this effort.
c. The number of adoptions from the Kent shelter will be maximized by
seeking transfer and other arrangements with private animal welfare
partners.
d. The Crossroads shelter will be closed to save costs and focus
resources.
(3) Incentives will be aligned across the system to encourage desired behavior
and ultimately bring down costs.
a. While the current licensing structure will remain in place, cities will be
incentivized to increase licensing rates in order to offset their costs.
Higher licensing rates have the added benefit of improving the
efficiency of control and shelter services.
b. Costs will be allocated partially based on use in order to encourage
less use of the system and collaborative efforts to decrease the
number of homeless pets.
c. Residents will be provided with resources (such as education to
change pet behavior) and incentives (such as fees for owners who
surrender pets) to encourage cost effective solutions that do not
burden the system.
Document dated April 7, 2010 2
Prepared by King County
How do the County's costs compare to other shelters?
King County's average sheltering cost per animal is comparable to or lower than
that of other public and nonprofit shelters. Many factors impact the cost -per-
animal sheltered, such as the average length of time an animal stays at the
shelter and the severity of animals' medical conditions. Some private nonprofit
shelters have as part of their mission the care of animals with more severe
medical or behavioral conditions which equates to a higher cost per animal.
Many private nonprofit shelters seek private donations to help pay for their
operations.
Another cost comparison is per capita spending on animal services programs
(combined cost of both public animal care and control programs and large private
shelters). The national average is around $7 per capita. King County is closer to
$5 per capita. Well respected programs, such as Boulder Valley, San Francisco
and Multnomah County, spend closer to $18 per capita.
Why doesn't a higher euthanasia rate solve the cost problem?
In recent years, the County has worked to reduce the euthanasia rate, which now
stands at around 20 percent. Many of the gains in lowering the euthanasia rate
have been achieved at minimal cost. The County has increased the volunteer
program, more effectively utilized the foster program, and partnered with more
private animal welfare organizations. This has enabled more animals to leave
the shelter alive, with limited public resources.
The best way to lower the cost of animal services is to tackle the problem of
unwanted pets through a coordinated regional spay /neuter program that
decreases the homeless animal population. An effectively -run shelter helps to
tackle this problem through spay /neuter of all animals.
Why can't King County close its shelter and have other shelters fill the
gap?
Without King County's shelter there just isn't enough capacity in the system to
care for the number of animals in the system. King County takes in two to three
times the number of animals sheltered by other shelter organizations in the
region. Closing the Kent shelter would put an intolerable strain on the private
shelters, impeding their ability to do the good work they are doing, and lead to
significant threats to public health and safety.
Why is the Work Group proposing a 5 -day per week level of animal control
service, rather than the current 7 -day per week level? What does this mean
for cities?
The reduction in base control services reflects the Work Group's proposal to
reduce base -level costs. Cities will have the option of purchasing enhanced field
services which could be organized to provide 7 -day per week service. King
County will continue to provide for off -hour response to critical or emergency
animal control matters that necessitate immediate action for protection of public
Document dated April 7, 2010 3
Prepared by King County
safety or the protection of the life of the animal. Non emergency calls will receive
a response on the next working day.
How were the service district boundaries determined?
The district boundaries take into account a rough balance of the volume of calls
in each area, jurisdictional boundaries, and reasonably efficient transportation
routes within each district. Boundaries may be adjusted depending on the cities
participating in the new regional model.
Would privatizing licensing save money?
Private licensing vendors exist that would cost less on a per license basis than
King County. However, these vendors typically do not provide the local
marketing services King County provides that are critical to maintaining and
increasing licensing rates that generate revenue to support the system. There
may also be complications associated with using a private licensing vendor when
it comes to sharing data with on- the ground field officers and responding to
resident inquiries. Once marketing and other coordination related costs are
included, it appears that costs between King County and private licensing
vendors are roughly comparable.
The proposal calls for a collaborative exploration of ways to reduce costs and
improve services, including through exploration of alternative licensing systems.
Why can't the system be self- sufficient from license fees?
Pet licensing revenue from fees and related fines currently cover about 60
percent of the proposed regional service model. Research on other jurisdictions'
operations shows that it is virtually unheard of for a program to fully cover its
costs from licensing or other program- specific revenues. For example, the
director of the well- respected Multnomah County program estimates that license
revenue covers only about 30 percent of program costs.
Today about 20 percent of pet owners countywide license their pets, with rates in
individual cities estimated to range from a low of roughly 5 percent to a high of 40
percent. The new regional model provides opportunities to maintain and
increase licensing revenue through the County and cities working together.
Increased licensing will mean significant revenue credited back to cities toward
their cost of receiving services.
Targeted licensing efforts in some King County cities have recently shown a
significant ability to increase licensing. Focused, short-term canvassing and
telephone efforts in 2009 were conducted in Kirkland, Shoreline and Lake Forest
Park. These contributed to a net increase of 3,501 licenses issued.
How much will my city have to pay?
A table showing estimated costs by city, assuming all currently contracting cities
other than Federal Way participate, is attached. The estimated cost allocations
Document dated April 7, 2010 4
Prepared by King County
are based on a combination of usage and population, based on historic usage.
The terms of the Agreement in Principle also provide for a reconciliation of costs
based on actual usage.
There are two critical factors that will affect the financial impact on cities: (1) the
more cities that participate, the lower the cost will be for everyone, and (2) the
higher a city's pet licensing rate and revenue, the lower will be that city's net cost.
For those cities with the highest costs per capita or the lowest licensing revenue
per capita, the County is proposing to provide transitional funding and enhanced
licensing revenue support.
A two -step process is proposed to confirm interest in system participation and
cost prior to signing new service agreements. Once cities have indicated their
interest in participating in a regional model by April 30 King County will revise
the cost estimates and report back to cities.
Why are costs allocated based on both use and population?
The cost allocation formula is intended to (a) provide incentives to minimize use
of the system and decrease the homeless pet population (use component) and
(b) recognize that the system benefits everyone and that animals don't respect
jurisdictional boundaries (population component). Additionally, the cost
allocation was designed to balance burdens across jurisdictions in hopes of
maximizing participation and preserving a regional system.
Why is it proposed that cities be required to purchase all services?
The Work Group concluded that to maximize system efficiency, a "menu"
approach to purchasing services is not practicable, at least not in the short-term.
For example, to be able to effectively track animals and pet owners in the
system, a single licensing system is most efficient. Field officers can spend more
time responding to calls if they are not required to deliver animals to multiple
shelters in one geographic area. Shelters have less paperwork and data
challenges if they are dealing with fewer field operations and a single licensing
system.
What is the benefit of contracting for 2.5 years?
First, a longer -term contract provides some stability to a system that will improve
outcomes for both residents and animals.
Second, a 2.5 year period will give participating parties enough time to work on
initiatives that improve outcomes, efficiency, and may ultimately bring down the
cost of the program. Initiatives identified by the Work Group for further
exploration include:
Updating animal codes to increase licensing and other revenues;
Taking actions to begin reducing the homeless animal population, such as
spay /neuter efforts;
Document dated April 7, 2010 5
Prepared by King County
Working collaboratively to identify ways to improve efficiencies and control
policies;
Considering other service options, such as working with partners to
provide some portion of licensing services; and
Reviewing options for repair /replacement of the Kent shelter.
Third, cities who qualify for County transition funding and support are only eligible
to receive that support if they elect to contract for the full 2.5 years.
Document dated April 7, 2010 6
Prepared by King County
Joint Cities County Work Group on Regional Animal Services
Proposed Timeline for Confirming and Adopting New
Interlocal Agreements
Date I Item
March 31 Agreement in Principle
April 7 Review Agreement in Principle with City Managers and City
Administrators large city staff work group
April 15 Updated agreement in principle circulated (if necessary based on input at
April 7 meetings)
End of Circulate draft form of contract based on Agreement in Principle to all
April cities (comments due May 7)
April 30 Initial statements of interest in contracting from cities, County
(including statement of whether city wishes to contract only for the first 6
months).
May 3 Adjusted costs circulated to all parties based on April 30 indications
of interest. If parties declining to participate result in an estimated 10%
or greater increase in total costs to be allocated as compared to the April 7
estimated cost allocation, request second statement of statement of
intent from cities and County.
May 14 Final draft contract circulated excluding final cost allocations
(comments due May 21)
May 19 Second statement of intent, with any applicable upward limits each party
agrees to bear.
May 21 I Results of 2nd statement of intent circulated to all parties
I May 24 -27 I Parties confer and determine whether /how to proceed
June 3 I Final form of contract circulated for action.
Mid -late All participating jurisdictions act by approximately mid -June in order for
June agreement to become effective July 1.
Document dated April 7, 2010
Prepared by King County
Cost Considerations for Animal Care, Control, and Licensing
Operations in a Sub Regional Model
Control Operations
Ambulance and Hospital Costs King County often employs ambulance service and
emergency hospital services to transport and care for badly injured animals (car
accidents, cruelty cases). While variable and difficult to estimate, these costs can be
significant.
Animal Cab Repair /Refurbishment/Replacement Resources and Time The animal
cabs used to transport animals represents a significant up front cost. In addition, these
cabs are subject to significant wear and tear and require regular refurbishment, repair, or
replacement. Because of the type of wear and repair experienced, the
repair /refurbishment /replacement schedule may be significantly different than for the
vehicles in general. In addition, refurbishment of the cabs can take them out of
commission for four to six months.
Sick. Vacation. Training. Injury Coverage If the operation will be a 7 day operation (2
people, 1 vehicle), consideration should be given to coverage when an ACO is sick, on
vacation, or in training. Having the other ACO cover could result in significant overtime.
In addition, ACOs sometimes experience job injuries, which also present a coverage
issue.
Animal Cruelty and Other Cases King County pursues various animal cruelty and
other animal related cases as they arise, employing the cruelty ACO and other ACOs.
The amount of ACO time required in cases varies by case. In addition, such cases also
involve PAO resources.
Vehicle Backup Availability King County has a fleet of vehicles that can be employed
in the field, allowing officers to still do their jobs even when a vehicle is in the shop for
minor repairs /maintenance or more major repairs.
Contact and Dispatch King County has a single point of contact for animal calls, which
then dispatches or routes calls as appropriate. This provides a customer friendly service.
In addition, the sheriff provides complimentary dispatch service during off hours,
however, this dispatch does represent a body of work and a potential program cost.
Control Overtime ACOs sometimes receive priority calls late in the day, resulting in
overtime work. This body of work can result in significant overtime costs over the
course of a year.
Specialized Equipment and Vehicle Operating Costs ACOs require a variety of
specialty equipment. A typical list of such equipment is provided at the end of this
document; total costs for the equipment, including several uniforms, totals approximately
$10,000. These must be purchased up front, and must also be replaced from time to time.
ACO vehicles also typically cover a significant amount of miles, resulting in significant
maintenance /repair /replacement costs and fuel expenditures.
Computer System and Records Animal control operations (and any billing associated
with a sub regional model) will require the collection, maintenance, and analysis of
control data. This typically requires the implementation of a specialized computer
program on system servers and field computers, data entry and maintenance, and
maintenance and storage of paper files and /or electronic files on servers. The most
1
Shelterine
efficient operation would involve interfacing the control, shelter, and licensing system
data; however, this will require initial interfacing work as well as ongoing resources to
provide system support and maintenance and to ensure data integrity and security.
General Sheltering Services:
o Typical Vet Services Shelters typically provide various types of vet services in
addition to basic animal sheltering, which result in additional costs. Typical
vet/vet tech services include spay /neuter surgeries, vaccinations, surgeries, and
other minor medical care. Vets at King County shelters also conduct owner
requested end of life euthanasia. If such services are not provided as part of
sheltering, contract vet services will be required, which can be very costly.
o Crueltv /Neglect Cases Response to potential cruelty /neglect cases represent
another area of sheltering costs. In potential cruelty /neglect cases, the animals
involved are often very sick and emaciated. Their condition and health often
require considerable medical attention, premium food and supplements, and
greater day -to- day /hour -to -hour care by trained caregivers. These costs can be
significant even for a single animal, and cruelty cases often involve multiple
animals. Pursuit of cruelty and other cases also requires the performance of
necropsies and analysis of samples by external laboratories. As noted above, if
such services are not provided by sheltering arrangements, such contract services
can be costly.
o Other Shelter Services In addition to providing for sheltering of animals on
stray hold and awaiting adoption, a sheltering solution should address the need to
hold animals associated with domestic violence and cruelty cases for long periods.
o After -Hours Disposition Animals must sometimes be confiscated or picked up
by animal control after normal shelter operating hours. For after -hours calls, King
County shelters have an outdoor cage that can be used to hold animals until the
next day.
Stabling In potential cruelty cases involving large animals (horses, goats, llamas, cows,
etc.), stabling must be provided to the animals until conclusion of the case.
Free /Reduced Price Spay/Neuter Free /reduced price spay /neuter services can help
reduce animal control and sheltering costs, but they also require up front resources.
Computer System and Records Animal sheltering operations (and any billing
associated with a sub regional model) requires the collection, maintenance, and analysis
of sheltering data. As noted above, this typically requires the implementation of a
specialized computer program on system servers and computers, data entry and
maintenance, and maintenance and storage of paper files and /or electronic files on
servers. The most efficient operation would involve interfacing the control, shelter, and
licensing system data; however, this will require initial interfacing work as well as
ongoing resources to provide system support and maintenance and to ensure data
integrity and security.
Licensing
(The following discussion assumes the use of Pet Data for licensing services in accordance with
the information provided in the recently secured RFP)
2
Anticipated Revenues A loss of licensing revenue in the first few years of the sub
regional licensing program is likely because of potential confusion surrounding the
switch to Pet Data license provision and the sub regional model in general. In addition,
without a sustained marketing effort (see below), licensing revenue could decline by
10 -20% each year.
License Marketing Strategies Pet Data does not conduct extensive sales and marketing
for limiting the normal attrition of the licensing base, aggressively pursuing renewals, or
increasing sales partnerships as part of their base rate. Significant sales and marketing
programs currently employed by King County include the following:
o Recruitment of new sales partners
o Management and oversight of all sales partners
o Neighborhood sales and marketing of licenses
o Door to door sales and marketing of licenses
o Incentive programs for license sales
o Coordinated enforcement strategies
License Renewal Strategies Pet Data issues one renewal letter and one late notice, but
it does not appear that they have a comprehensive renewal program. King County
currently issues renewal letters, three late notices, and escalating fees to encourage
renewals. In addition, King County staff conduct follow -up telephone calls to both
encourage renewals and to provide information to update the database for people who no
longer have the pet.
Licensing Education Pet Data offers licensing education to the public about licensing.
These efforts consist of a page on Pet Data's website for the contracting cities, a flyer for
vet clinics, and inserts that the cities can put in their mailings to citizens. King County's
education program includes:
o Web site for licensing program
o Inserts into countywide mailings like vehicle tab renewals
o Inserts into pet license mailings
o Flyers distributed to sales partners and door -to -door
o Media promotions
o In- person door -to -door contacts
Due Diligence/Backup Plan As for any contracting service, consideration should be
given to the potential contracting agency financial status, potential employment and legal
issues, other customer city satisfaction, audit results, and backup planning for if the
contractor is unable to continue to provide service at some point or to fulfill all terms of
the contract.
Comparative Services Pet Data also does not support "Fetch Your Pet" activities for
lost animals or Microchip tracking.
Overhead
Risk Insurance Lawsuits can arise either from control or sheltering handling of
animals. Risk insurance to cover such costs are currently absorbed by King County's
general fund, but should be budgeted in a sub regional model.
Systems Overhead Radio, telephone, and computer systems and support result in
overhead costs.
3
Public Disclosure Request Support King County currently receives public disclosure
requests from reporters regarding shelter and control functions and also from individuals
who have had animals move through the system or are inquiring on past control actions.
This work involves administrative time to collect all applicable records and legal time to
ensure that no privileged information is released.
Legal Support Legal support is needed for cruelty and other cases as well as for general
overhead.
Other Overhead A sub regional system would also incur financial costs associated with
billing other cities for use and handling revenues from licensing as well as HR, payroll,
and facilities overhead costs for personnel issues.
Supervision and Management Costs Overhead costs should include resources to
provide the following:
o General oversight for the three functions and manage control operations
o Reporting to the public and responding to data requests from public officials
o Oversight to the animal control officers
o Representation for the sub regional organization/services to policymakers, the
public, etc.
o Program accountability to establish performance measures and track performance
to such measures
4
List of Typical Equipment/Materials Required for Animal Control Officers
Uniform (shirts, pants, shoes, jumpsuit, jacket, hat)
800mhz Hand Held Radio
Tool Belt
Catch Pole Short
Catch Pole Long
Snappy Snare Short
Snappy Snare Long
Cat Tongs
Snake Tongs
Net
Leads (leashes)
Microchip Scanner
Humane Cat Trap
Humane Dog Trap
Cat Carriers
Squeeze Cage
Pepper Spray w/holster
Dangerous Dog Taser
Taser Holster
Taser Cartridges
Asp Baton w/holder
Ultrasonic Dazer
Protective Cat Gloves
Work Gloves
Latex Gloves
Tyvek Suit
Masks
Machete
Multipurpose tool
Folding Knife
Digital Camera w /video capabilities
Cell Phone
Protective Vest
Muzzles
Tranquilizer Gun
Tranquilizer Darts
Flashlight
File Box
Animal Stretcher
First Aid Kit
Miscellaneous (pens, paper, clipboard, etc.)
Euthanasia Kit
5