HomeMy WebLinkAboutFS 2011-02-08 Item 2C - Report - 2010 4th Quarter Report: Citywide o 4wp ti. City of Tukwila
ii h Jim Haggerton, Mayor
FOURTH QUARTER REPORT TO COUNCIL.
October 1 December 31, 2010
Prepared for Finance Safety Committee
CITY COUNCIL
Due to the Council's need to address the City's budget shortfall during 2010, discussions and actions
regarding City Council goals were delayed and /or limited.
BUDGET PROGRAM GOALS:
1. Seek out opportunities for Councilmembers to further their knowledge, experience and awareness of
the different cultures represented within the Tukwila community: Assigned to Community Affairs
Parks Committee for implementation and /or follow -up.
2. Support programs and services that provide a sense of stability, community and unity throughout
Tukwila's residential neighborhoods: Assigned to Community Affairs Parks Committee for
implementation and /or follow -up. Councilmembers continue to sponsor a monthly Coffee Chat in the
Tukwila community.
3. Work together in cooperation with nearby cities to address common problems in the Highway 99
corridor and Military Road: Assigned to Finance Safety Committee for implementation and /or
follow -up. A small standing committee of three members from each Council met on April 22, 2010,
and July 8, 2010. Ajoint meeting was not scheduled for the 4th Quarter.
4. Provide leaislative support and encouragement to Tukwila residents living in rental communities
through programs that hold owners and /or property managers accountable for providing safe places
to live through the implementation of a rental licensing program: Completed. On April 19, 2010,
Council approved a resolution adopting a residential rental business license and inspection program
fee schedule. In June, Substitute Senate Bill 6459 regarding rental property inspections, which were
actively opposed by Tukwila, became law.
5. Approve and implement standard operating procedures for the Council. Review and update
procedures on a regular basis: Not currently assigned to a specific committee; monitored by the
Council President and Legislative Analyst. The Council did not implement any policies for
incorporation into the standard operating procedure manual during the fourth quarter.
6. Support the implementation of City endorsed programs (i.e. Walk Roll Plan, Fire Master Plan. Parks
Recreation Open Space Plan) through policy related decisions not associated with direct program
funding: Assigned to Community Affairs Parks Committee for implementation and /or follow -up.
7. 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 programs and
services: Assigned to Community Affairs Parks and Finance Safety Committees for
implementation and /or follow -up. This item will be scheduled for Committee review as budget reviews
deem appropriate. In response to current unstable economic conditions the Council has worked
diligently to leaving significant Human Services funds intact.
8. Study the feasibility and implementation of televised City Council meetings: Assigned to Utilities
Committee for implementation and /or follow -up.
9. Continue to foster relationships within local. reaional and state entities that encourage opportunities
for ioint partnership and outreach: Assigned to Utilities Committee for implementation and /or follow
up. Councilmembers serve as representatives and alternates on local, regional and state boards,
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committees and commissions including but not limited to: SCATBd, SKEDI, WRIA 9, AHAB,
Suburban Cities Association, Association of Washington Cities, Highline Forum and Cascade Water
Alliance.
10. Formulate an Adopt -a- Neiahborhood program that will provide Councilmembers the opportunity to
become more familiar with the chanaing faces of communities and neighborhoods throughout the
City: Assigned to Community Affairs Parks Committee for implementation and/or follow -up.
11. Research the viability of sponsoring a Citv -wide Citizens' Academy: Assigned to Community Affairs
Parks and Finance Safety Committees implementation and /or follow -up.
12. Establish a process to provide updates to Council on issues that are brought forward at Council
meetings during citizen comment opportunities: Completed. During the second quarter, City
Administration formulated an efficient process to update Council of such items. The system is
currently managed by the Mayor's Executive Assistant.
MAYOR'S OFFICE
YEAR END SUMMARY:
2010 has been a year of change for the Mayor's Office with the integration of a new City Administrator in
January 2010 and a new Executive Secretary in late March. As the budget challenges took priority early
in the year, extensive time and effort has been put forth to plan for a new biennial budget that not only
addressed the significant budget shortfall, but also preserved the basic services offered by the City to the
citizenry of Tukwila.
4th QUARTER SIGNIFICANT ISSUES:
During the fourth quarter, the City Administration's primary focus remained on the City's current and
future budget challenges. The proposed 2011/2012 budget was presented to Council and approved on
12/6/10. Unfortunately, this budget required layoffs of several filled positions in order to address the
budget gap.
BUDGET PROGRAM GOALS:
1. Continue Mayor's involvement in regiohal efforts including but not limited to Cascade Water Alliance,
Valley Communications, WRIA 9 Forum, King County Flood Control District. Association of
Washington Cities. National League of Cities and Suburban Cities Association: Ongoing.
2. Work toward redevelopment of the Tukwila International Boulevard area between the Tukwila Village
site and the Sound Transit Light Rail Station: Ongoing.
3. Move forward on a ped estrian friend Iv development connecting the Sounder Commuter Rail station
and the Tukwila Urban Center: Completion of type, size and location study for pedestrian bridge
is on hold, pending determination of potential funding sources.
4. Move Tukwila Village Development forward to construction and completion: Due to the current
challenging economy, Tarragon withdrew its proposal in early June. In September, Council
voted to consider a stand -alone library and in support of marketing the site to developers.
King County Library System began analysis for siting the library.
5. Continue oversight of Tukwila South development efforts and Southcenter Parkway extension project.
As a result of the bid process this fall, a contractor was selected and work is scheduled to
begin in early 2011. Periodic status reports will be provided as the project moves forward.
6. Continue efforts to secure Federal appropriations in support of key proiects. includina. but not limited
to Strander Boulevard Extension: Ongoing.
7. Lead efforts to increase efficiency of City staff and to provide superior services to our citizens.
through technology and streamlined processes. in a cost effective manner: The City began efforts
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to replace its aging telephone system with a state -of- the -art system which will provide
continuity of service in small or large scale emergencies and increase efficiencies by linking
specific telephone services with the City's computer system.
8. Continue efforts to improve communications between the City and City residents. business
community members, and visitors: City staff updates the existing budget page on the City's
website to provide residents with the most up -to -date information related to the City's budget
concerns. The City has also encouraged residents and business owners to participate in
budget discussions, through public meetings, email, and other methods of communication.
Ongoing
9. Provide leadership and support in addressina concerns and improving all aspects of our residential
neighborhoods: The Mayor's office is working with other Cities and groups on regional issues
such as gang activities, and is exploring options for addressing nuisance properties.
10. Prepare draft Civil Service Desk Manual: In progress.
11. Update Civil Service Rules: In progress.
Economic Development
4th QUARTER SIGNIFICANT ISSUES:
During the fourth quarter, economic development staff worked with the other Southwest King County
Economic Development Initiative agencies to restructure the organization and reduce Tukwila's costs.
Staff continued discussions with potential developers for Tukwila Village and assisted the Library's
architect on site analysis.
BUDGET PROGRAM GOALS:
1. Tukwila Village: Complete negotiations with a developer and manage implementation of contract. Put
demolition of restaurant building on hold due to budget. In June Tarragon pulled out of the
deal. In September Council voted to consider a stand -alone library and in support of
marketing the site to developers. King County Library System began analysis for siting the
library.
2. Build relationships and share the City's vision with every property owner along Tukwila International
Boulevard. Participated and assisted with Tukwila International Boulevard Action Committee
tour of comparison neighborhoods and zoning vision for the Boulevard.
3. Coordinate sale of Newporter property. Began financial analysis of property sale options.
4. Build relationships and share the City's vision with each property owner in the City's urban core.
Communicated with potential developer of Circuit City site.
5. Improve business attraction marketing collateral and website. Will focus on this at later time.
City Clerk
YEAR END SUMMARY:
2010 was a year of transitions and creating new efficiencies. The Clerk's Office lost a permanent, full
time staff member and all functions were evaluated. Essential tasks were re- assigned and distributed
throughout the team. Passport acceptance was discontinued, and the business license function was
transitioned to the Finance Department for integration with the RGRL process. The added responsibility
for payment and reconciliation of department purchases /expenses was undertaken, as was process
planning for decentralization of supply purchases that will be undertaken by each department. New
efficiencies were implemented, to include electronic distribution of finalized ordinances, resolutions, and
Council agenda packets through the Imaging System. Microfilmed land use files were also digitized this
year and will be accessible via web browser. Additionally, cost saving measures were undertaken
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regarding City -wide plant care, publication of legal notices, and changes in mailing practices for an
estimated savings of approximately $6,000 a year.
4th QUARTER SIGNIFICANT ISSUES:
Shortly before the third quarter, a full time staff member in the Clerk's Office took a position in the Fire
Department. That position will remain unfilled. The essential duties from that position have been
distributed to the remaining team members.
Business Licenses: In addition to general and specialty license issuance, a significant amount of time
was spent transitioning this function to the Finance Department. This involved the compilation of lists,
procedures, planning tools, and triggers for compliance issues. It also involved extensive participation in
training and development of the new system, and information sharing with staff regarding the transition.
The Clerk's staff worked directly with the Finance Department in assisting customers at the counter for
the initial implementation. Business license data and data entry rules were also provided to the IT
Department electronically for integration into the new system.
Records: Public Records requests continue to come in consistently, often requiring extensive amounts
of staff time. A script was prepared for use in City -wide phone training for the new VOIP system, as it
relates to the retention of voice mail messages. Records retention research regarding social media
issues continues to be explored, and guidance and direction provided to staff. There were 40 new
contracts/ amendments requiring our review, logging and execution. Year -end records business involved
the inventorying and transfer of 210 boxes to the Records Center for archiving, the destruction and
logging of 136 boxes of obsolete records, and microfilming of 20 boxes of permanent essential land use
files. This quarter the microfilmed records were also digitized and will be integrated and indexed into the
Laserfiche Imaging System for retrieval through a web browser.
Legislative /Legal: Staffing and minute composition for 4 regularly scheduled Council meetings per
month. Facilitation of Council Agenda process and production of 20 packets, to include document
processing, review and finalization of 14 ordinances and resolutions, and timely publication of 18 legal
notices. This quarter the Laserfiche Imaging System was utilized to distribute Council packet materials to
the staff electronically. Codification of the Tukwila Municipal Code: This quarter involved the codification
of 2 ordinances and finalization of TMC updates for 2010.
Central Services: Staffing of the Central Services Counter and switchboard, to include customer service
inquiries, official acceptance /logging of claims /litigation, notary services, mail distribution, pet licenses,
acceptance /logging of all deliveries, City -wide business card orders, external and internal research
requests, payment/ reconciliation of department purchases /expenses, sale of history books /calendars,
and phone and counter support for the Mayor's Office. This quarter the Clerk's Office continued the
partnership with King County Animal Control with the focus being on pet licensing enforcement and
familiarization with the new reporting structure. A record number of Pet Licenses were sold at 134 (up
from 13 in the 1 quarter). Additionally, costs saving measures were undertaken regarding City -wide
plant care, publication of legal notices, and changes in mailing practices for an estimated savings of
approximately $6,000 a year.
BUDGET PROGRAM GOALS:
1. Enhance the Laserfiche Imaging System to make Council aaenda packets and minutes available
through the Citv website. The newly upgraded system was utilized to provide electronic distribution, of
agenda packets to staff at the end of the 4 quarter. After BETA usage by staff is completed, the
system will be opened to the public. The next phase of the system will be the addition of a new
component to the Imaging System that allows electronic submission and approvals of agenda
materials.
2. Create a library of documents. such as plans. specifications. and codes. to be kept in the City Clerk's
Office and made available to the public. Documents continue to be compiled for the library and are
inventoried, indexed into a spreadsheet, and each document is labeled. Additions will continue to be
made to the library as they are created or become available.
3. Provide Professional Development training for staff. Working toward Master Municipal Clerk status,
the City Clerk serves the State association (WMCA) as the Chair of the Bylaws Committee and as a
member of the Elections Committee. Working toward Certified Municipal Clerk status, the Deputy
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City Clerk attended Public Records Beyond the Basics training. The Records Management
Coordinator participated in Records Management training sponsored by the Puget Sound Finance
Officers' Association.
4. Review and update reauirements and fees for Business Licenses. Business License fees were
increased for 2011 with the passage of Ordinance No. 2299, adopted on 7/19/10.
City Clerk's Office 2010 Statistics
FUNCTIONS 1 1 Quarter 1 2 Quarter 3 Quarter 4th Quarter 1
Business Licenses 1 1 1 1
General Licenses Issued 1 1885 1 309 1 107 1 70 I
Adult Entertainer /Manager processed /issued 1 32 1 16 22 1 5
Peddlers, Tow Truck, Cabaret, Temporary issued I 12 8 14 I 10
Amusement Devices 7 1 21 11
renewals sent
Records Management /Public Records Requests
Records Center Trips I 13 1 14 1 7 1 9 I
City Files retrieved from Records Center 47 59 17 23
5 boxes> 1 box>
City files returned to Records Center 36 52 18 27
7 boxes> 1 box>
I Contracts amendments reviewed /executed /closed 1 209 I 106 1 62 1` '48
1 Documents reviewed /transmitted for Recording I 23 1 51 1 37 1 15 I
Public Records Requests (includes time spent by 18 10 26 22
Clerk's staff) 50.75 hours 44.50 hours 70 hours 19.75 hours
2,521 pages 929 pages 3,829 pgs/ 189. pgs/
3 cds/ 2dvds 2 cds
Legislative Process /Legal Requirements 1 1
Council /Committee Agenda Packet preparation 23 24 I 24 I; 20
Ordinances /Resolutions prepared /reviewed 9 24 1 27 1 14
Call for Bids review /coordination /opening /RFPs 2 1 1 5 1 1
Legal Notices (Public Hrgs /Special Mtgs /Ords, etc.) 22 28 1 33 I 17
Central Services I 1
Passports Applications Accepted 122 73 75 0
discontinued discontinued 8/16
8/16
1 Notary Services /History Books Calendars 1 68 1 69 1 65 I 20/11; 1
I Pet Licenses Issued 1 13 1 36 1 122 1.: 134 1
H uman Services
YEAR END SUMMARY:
Making ends meet proved to be a hardship for residents as well as supporting agencies struggling under
state and county cuts. We are seeing increased requests for mental and physical health services. We are
also seeing increased requests for housing from homeless individuals and families. We provided
information and referral assistance to 1,150 Tukwila residents.
We successfully participated in a regional electronic application for human services; streamlining process
for non profits. 23 residents served with Minor Home Repair.
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4th QUARTER SIGNIFICANT ISSUES:
Provided tour for Community Center for Education Results Executive Director. Global to Local Initiative
publicly launched by Swedish Hospital. Awarded $110,000 for 2011 for Minor Home Repair program.
Served as Tukwila representative in two post disaster recovery meetings. Attended vulnerable
populations training. Office will support 38 contracted programs in 2011/2012. Screened 665 and served
111 residents for emergency rental and utility assistance.
BUDGET PROGRAM GOALS:
1. Implement, manage and monitor 2010 contracts. RFP cycle for 2011/2012 completed. Program
reviews started. 18 meetings with both contracted and non contracted providers. 14 contracts
negotiated. Joint provider meeting with SeaTac held.
2. Implement. manage and monitor Minor Home Repair Program with cities of SeaTac and Des Moines.
29 Tukwila jobs completed with 158 hours of service for $19,538. Technical assistance provided to
other cities. Initiated RFQ process for 2011 contractors.
3. Participate in implementation of South King County Response to Homelessness. Continued
participation in SKC Homeless forum and SKC Homeless Outreach.
4. Outreach to diverse Tukwila residents to identify needs and match with resources- Supported
specialized agencies to serve diverse residents.
5. Serve as City liaison for CDBG and Home proiects. Participated in Joint Review Committee meetings
reviewing applications for funding.
6. Provide same day information and referral response. Responded to 320 requests for service
7. Coordinate with other departments to streamline access to human service resources. Participated in
shelter simulation at Community Center. Information shared at Crime Hot Spots, Domestic Violence
and Children Community Review.
8. Coordinate with community based organizations to more effectively serve Tukwila residents.
Provided marketing /outreach assistance to City Light Powerful Neighborhoods team. Presented to
YMCA Matt Griffin board. Held RFP for substance abuse /mental health counselor position for
Tukwila School District. Renton Area Youth Services awarded the contract. Coordinated with both
ELL /Student Services Director and School District's Parent Engagement Coordinator.
Equity Diversity Commission
BUDGET PROGRAM GOALS:
1. Link agencies and residents to cultural resources in the community. Equity Diversity members
attended and /or participated in several community events (Highline Community Cultural Declaration
Day; COPCAB interaction for shared Somali ethical policing community issues). Council appointed
members for several vacancies. Representatives from the Society of Hispanic Professional
Engineers provided information to the Commission.
2. Support Foster High School's Multicultural Action Committee with their cultural programs and training.
The Somali community requested a grant for their Summer Enrichment Program. No decision has
been made.
Hotel /Motel Tax
YEAR END SUMMARY:
Visitor Center
Staff continues to offer superior visitor information services dedicated to providing personalized
assistance over the phone, in- person and via the internet to the traveling public while encouraging
overnight stays in the Southside. Staff focuses on increased product knowledge and product offerings
such as "City Pass Clipper tickets, Tours Northwest tickets, shopping and restaurant referrals, etc. to
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convert visitors into local consumers. Recruited and successfully staffed the Visitor Center 7 days a week
with the aid of summer college interns during the high season.
Marketing and Communications
Staff continues development of the newly launched SeattleSouthside.com website including targeted
SEM and a new internet marketing campaign with enhanced conversion tracking in key geographic
markets. The campaign supported sweepstakes and other promotional programs in collaboration with
business associates and utilized Southside's opt -in databases to connect with prospective visitors such
as those who requested the Vacation Planner and e -zine products.
Business Outreach
Staff continues working with industry partners and business associates to maintain fresh and engaging
content for the website and social media strategies. Ongoing strategic partnerships and programs were
developed to focus on growing segments of the tourism industry, to attract new visitors to Seattle
Southside and to promote extended stays through education, packaging, itinerary building and enhanced
tourism product offerings such as "Shop like a Rockstar" and a military reunion ConFAM.
Tourism Development
Tourism and marketing staff worked with statewide tourism industry thought leaders on strategy and
messaging for development of a new sustainable, viable, private sector tourism funding model for state
tourism marketing. Staff recognizes the important role that state tourism plays in the cities, county and
state economy by bringing in visitor spending, generating tax revenues and creating jobs. Staff also
understands that attracting visitors doesn't "just happen and is committed to the continuation of
statewide tourism marketing to augment our local and regional marketing efforts. Planning is underway
for a February industry -wide summit meeting to present and discuss a new statewide funding model
option.
4th QUARTER SIGNIFICANT ISSUES:
During the fourth quarter staff concentrated on phase 2 of the newly launched website including social
media strategies and enhanced SEM. The new website launched in July and is available in 6 different
languages. The Visitor Center continues to see increased walk -in traffic in its new location and increased
hotel bookings on the website. The new Vacation Planner that was delivered in Sept. is now available
digitally online. Staff prepared for the launch of the 3 annual "Shop like a Rockstar" campaign promoting
shopping experiences in Seattle Southside to consumers on a national and regional level. New
partnerships with Alaska Airlines, Westfield Southcenter, Seattle Fashion Week and Wardrobe Stylist,
Tannya Bernadette allowed us to create a sweepstakes and gain more exposure than seen in the past
campaigns. Staff remains actively engaged in a meaningful way to find a viable and sustainable private
sector statewide tourism funding model to preserve the recently developed award winning state marketing
assets including the new state brand, website, travel guide, etc. which are critical to sustaining tourism
development at the state, regional and local level. Seattle Southside hotel gross revenues are up 2.2%
YTD through November 2010. This is the first time this year we've reached this tipping point. Average
Daily Rate (ADR) remains lower than 2009 rates but occupancy rates are exceeding 2009 levels meaning
people are traveling again and consumer confidence is on the rise. We still have a ways to go before we
reach the 2008 highs but we are on the right path.
BUDGET PROGRAM GOALS:
1. Work with City departments, business community, and residents to execute a successful Rock "n"
Roll Marathon 2009 2010 -2011. Coordinated City's marketing and PR activities associated with
the Rock "n" Roll Marathon Tukwila to Seattle. Facilitated two official host hotels in Tukwila
and participated in setting up the press conference at the DoubleTree in Tukwila. Economic
Impact summary is available upon request.
2. Continue efforts to market Seattle Southside as a premier travel destination. Ongoing as planned in
the 2009 2010 Major Marketing Initiatives and the 2009 2014 Strategic Brand Document.
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3. Support positive relationships between the travel and tourism industry. business community, and city
government. Hosted a Southside Tourism Networking Meeting in Feb. Hosted an industry open
house for the new Visitor Center in May. Hosted the Washington State Tourism Commission's
industry thought leaders monthly summit meetings June through Dec. 2010. Attended and /or
staffed Lodging Tax Advisory Committee meetings in all four Southside Cities. Presented
program updates to City Councils upon request. Staff serves as Co -chair of the WA State
Tourism Commission. Provided in -kind marketing services and support to strengthen a
number of community events and festivals. Work ongoing.
4. Continue implementing program performance reporting based on guidelines provided by Destination
Marketing Association International. Data collection ongoing, new procedures in place, tracking
and reporting ongoing.
Sister City Committee
4th QUARTER SIGNIFICANT ISSUES:
With a 50 percent reduction in funds for 2011 -2012, as well as a decrease in City- sponsored fundraisers,
the Sister Cities Committee continues to discuss requisite modifications to its program support as well as
long -term sustainability.
BUDGET PROGRAM GOALS:
1. Continue to raise funds for Spring 2010 visit: Completed.
2. Recruit student /adult delegation and plan 2010 visit: Completed.
HUMAN RESOURCES DEPARTMENT
4th QUARTER SIGNIFICANT ISSUES:
Updated CDL Drug and Alcohol Program.
Updated and entered all City Performance Evaluations into new Eden HR Module.
Updated Self Insured Medical plan, Group Health Cooperative and Flexible benefit plan documents for
compliance with the new Federal Healthcare Reform legislation.
Compiled records for four (4) Public Records Requests.
BUDGET PROGRAM GOALS:
Personnel
1. Negotiate and settle Fire labor aareement. (Settled)
2. Negotiate and settle Police Non Commissioned labor agreement. (Settled)
3. Negotiate and settle Teamsters' Administrative /Technical: Professional /Supervisory: and
Maintenance /Trades labor agreements. Settled)
4. EDEN HR Inforum module conversion and connectivity with EDEN Financial module. (Completed)
5. Non Represented wage study for 1/1/2010. (Completed)
6. Update Health Insurance Portability and Accountability Act (HIPAA) policies and procedures.
establish committee. and conduct trainina. (Policy review and updates have been completed.
Training schedule to be developed and conducted 2010 -2011)
7. Update and distribute Personnel Policies and Procedures for review.(In process)
8. Develop and carry out wellness proaram to achieve AWC annual Wellness Award for both years.
(Completed)
9. Research vendors and implement program for Health Risk Appraisal program. (Deferred to 2011)
10. Negotiate Police Guild labor agreement starting in fall 2010. (In Process.)
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11. Create and present employee education sessions on Citv's Self- Funded Medical /Dental plans.
(Deferred to 2011)
4th QUARTER SUMMARY OF ACTIVITIES:
Labor negotiations, including general discussions, research, records request, performance coaching and
evaluation; preparing, tracking and coordinating all personnel actions for accuracy and compliance;
budget preparation; classification and compensation analysis; discussions and assistance to Payroll;
coordination of safety training to meet federal and state requirements.
October November December
Employment Applications Processed 13 88 0
Applicants Interviewed 0 12 0 (hiring freeze in affect)
Extra Labor New Hires 0 2 2
Extra Labor Rehires 0 2 2
CDL Random Drug and Alcohol Tests 2 6 4
Administered
Workers' Compensation Injury Reports 2 3 1
FMLA Leave Requests 6 3 1
CITY ATTORNEY
4th QUARTER SIGNIFICANT ISSUES:
This quarter our office has continued to work on defending the City's siting of Crisis Diversion facilities. A
hearing was held before the Growth Management Hearings Board in November. We have also been
engaged in defending the City against two lawsuits: Wells v. City of Tukwila, an inverse condemnation
claim and Reed Trucking v. City of Tukwila, a construction claim. Both cases have required extensive
motion work this quarter. Finally, we have been working closely with Administration on various labor
issues related to the City's budget process.
BUDGET PROGRAM GOALS:
1. Provide city -wide training in conjunction with Administrative Services related to personnel issues:
Ongoing.
2. Work with City staff on Tukwila Village Project: Ongoing.
3. Continue to update and revise standardized contracts and other form documents: Ongoing.
4. Continue to work with City staff on regional issues and regional projects or proposals impacting the
City: Ongoing.
5. Assist staff in developing an LID program: Ongoing.
6. Work with City staff on code enforcement issues and on strengthening provisions of the Tukwila
Municipal Code to allow for more effective code enforcement: Ongoing.
7. Work with the Department of Community Development on Comprehensive Plan updates and shoreline
management issues: Ongoing.
8. Work with City staff to develop streamlined procedures for administrative hearings and non -tort
litigation: Ongoing.
9. Work with City staff to revise the City's sign code: Completed
10. Develop operating procedures for litigation process: Ongoing.
11. Maintain efforts to keep prosecution costs down; particularly in light of changes in the King County
Prosecutor's Office: Completed
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MUNICIPAL COURT
YEAR END SUMMARY:
This year our emphasis was to plan for budget and staff cuts. Our goal was to meet the City's reduction
goals without seriously impacting our level of service to the community. We are pleased to report that we
met those goals and will begin our new operating hours on February 1. Since we lost one team member,
our staff needed more time to complete their administrative duties without customer interruption. So we
changed the hours we are available to the public 9:30 am to 4 :00 pm. This will allow our staff one hour
of uninterrupted office time in the morning and at the end of the day. We believe the impact to the
community will be negligible. To make up for the hours we are unavailable, we plan to install an outside
payment box, keep the courtroom open during the former 8:30 am 4:30 hours so defendants can still
meet with their attorneys, and separate certain criminal and civil dockets in order to avoid court
congestion. Finally, while our total revenue collected was down, we did see a noticeable increase in the
last quarter.
2010 (estimate) 2011 Prediction
Charges Filed 5200 5300
Total Revenue Collected $539.530 $550.000
City Revenue Collected $339.100 $350.000
4th QUARTER SIGNIFICANT ISSUES:
This quarter we had the opportunity to focus on how we would adjust our operations in light of staff and
budget cuts. We are currently operating with one less team member and have made adjustments to our
operation to minimize service impacts. During the last 2 weeks of the year, the court spends a great deal
of time training staff on and off -site. A couple of noteworthy training events: we conducted cross staff
training, a tour of the Score Jail, and a diversity class presented by a local well -known expert. Lastly, we
hosted a wildly successful holiday party. As a reminder, all the court holiday parties are 100% paid for by
the court employees no public funds are ever and will never be used.
BUDGET PROGRAM GOALS:
1. Continue to focus on Court's Succession Plan to include National. State and Local training
opportunities. Ongoing. Our December training efforts are mentioned above.
2. Restructure Court schedule to allow for specialized calendars (Diversion. Interpreter. etc.).
Ongoing. We've retooled our Interpreter calendars to improve customer service and give lawyers
and interpreters more time to work their cases, while continuing to save a significant amount on
costs.
3. Continue to retool and expand Jail Alternative Program. Ongoing. We are looking for ways to
implement a more labor intensive prong to the program that will provide more credit towards
actual jail days. This will allow the participant an opportunity to "serve" their time more quickly and
benefit the community with their efforts (trash removal, park clean up, custodial work, etc).
4. Participate in pending Union contract issues as they relate to court specific needs. Done.
5. Explore increased use of technology to enhance court services. Ongoing. Still working with Black
Diamond Municipal Court to implement text message court date reminders to defendants. In the
process of placing most court forms on -line in order to enhance client's ability to prepare prior to
court appearance. Also, working on a contract for repair /maintenance services with our video
court vendor in order to sustain and enhance the use of our video equipment.
6. Expand participation in countv -wide trial court coordination efforts. Ongoing. Meeting every other
week with local courts at all levels to coordinate services in the event of an emergency.
Memorandum of Agreement with city of SeaTac for emergency use of their court facilities (in the
event City Hall is inaccessible) has been finalized.
7. Continue ioint meetings with Police Department. Prosecutor and Public Defender to enhance
communications and improve court services. Ongoing.
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FINANCE DEPARTMENT
YEAR END SUMMARY:
The department had many significant challenges to address during 2010. The budget development
process began with the Council Retreat in February and continued all the way to passage on December
6th. There were many proposals, requests for information, development of alternative scenarios, etc.,
involved with the budgeting process during 2010, all of which caused a considerable workload increase
for the department.
Turnover in critical positions made it a challenge to complete the audit and Comprehensive Annual
Financial Report (CAFR) on time. We were able to do so, though, and not only received a clean audit with
no findings but for the second year in a row there were no management comments at the exit conference
with the State Auditor's Office.
Development and implementation of a regional animal services model was a major accomplishment
during the first half of 2010. The planning group consisted of seven other cities and representatives from
King County. The County desired to implement a "full cost" model that would end the subsidy provided by
the County for animal services. While not entirely paid for through cost recovery to the cities, the new
model is a major step forward for the County, and provides all participating cities with a greater degree of
accountability and transparency than what existed in the past.
Development of several new initiatives occurred during 2010, including the following:
6 New travel policy, greatly simplifying the travel approval and reimbursement process, and for the
first time in the City's history, incorporating a per diem allowance rather than requiring actual
receipts.
Procurement card program implementation, again greatly simplifying a process that was very
work intensive and required the participation of many different individuals. Processing of
Purchase Orders and payment of individual invoices decreased by approximately 75% after
implementing the procurement cards, and rebates available under the program totaled
approximately $50,000 in just the last five months of 2010.
Issued an RFP for banking services. US Bank was ultimately retained as the City's primary
banking vendor. However, through the efforts of the RFP process, we were able to negotiate
savings on banking services that will total at least a few thousand dollars per year.
Online timesheets were implemented during the fourth quarter 2010, as discussed below.
4th QUARTER SIGNIFICANT ISSUES:
Finalization of the 2011 -2012 biennial budget took a considerable amount of staff time during the fourth
quarter. Finance staff worked with Council and Administration right up until the budget was adopted on
options for trimming costs and increasing revenue where possible. Many different costing models were
developed related to staffing and benefits, implementation of which in our budgeting system requires
updating of every department and every division.
The Finance Department drafted and presented to Council for their approval a new investment policy.
The policy lengthens the time period for average and maximum maturities on investments, giving us
many more investment options that earn a higher rate of return.
Considerable time was spent participating in the Fire Exploratory Committee during the fourth quarter.
Participation included attending the meetings, working with Finance staff from other cities or fire districts
on projected financials, and providing guidance and advice to the Committee on financial issues, among
other items.
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Online timesheets were implemented during the fourth quarter. This project was part of the Finance
Department disaster response and continuity of operations plans. Employees throughout the City now
have the ability to, at their desktop or remotely, enter time in their timesheets online. If an employee was
not able to come to work due to a disaster of some kind, they, their supervisor, or Payroll staff would be
able to enter time for that employee online. Supervisors also have the ability to approve timesheets online
at work or remotely. Payroll staff has the ability to process timesheets for all City employees online now.
Besides finishing up the budgeting process, much of the latter part of the fourth quarter was spent on
transitioning the responsibility for business license issuance from the Clerk's Office to Finance. This
transition also included implementation of the new Revenue Generating Regulatory License fee (RGRL)
that Council adopted in July. Almost immediately there were many questions about the RGRL, how it was
calculated, who it applied to, and why it was adopted. Staff has spent considerable time since renewal
notices went out on December 7th answering these and other questions.
BUDGET PROGRAM GOALS:
1. Complete Comprehensive Annual Financial Report (CAFR) by May 31. 2010: The CAFR was
completed on time. The City received another clean audit with no findings or exit comments.
2. Continue Budaet Manual development: No update to report.
3. Continue development of Risk Manaaement policies and procedures: Policy and procedure
development has begun. A significant amount of work remains. The goal will be to have procedures
documented and approved by the end of 2011.
4. Implement cash receiptino system at all cash locations citywide: Completed for Finance and Clerk's
Office. Online utility payments are available now, as well as credit card acceptance at Fire Station No.
51.
5. Assist other departments with fiscal issues related to software implementations including an HR
module for Human Resources and permitting system for DCD: The HR module was implemented in
2009. The permitting system is on hold indefinitely for budgetary reasons.
6. Investigate additional payment options for citizens and implement where feasible: Completed
implementation of online utility payments in August 2009.
FIRE DEPARTMENT
4th QUARTER SIGNIFICANT ISSUES:
The fourth quarter of 2010 was quite busy as fire assumed interim responsibility for emergency
management. Our interim emergency manager has been busy building relationships with his counterparts
in the valley cities, county and state. We staffed up to meet the demand placed upon us by the snow
storm and following days of icy conditions. We responded to a fire at the Rendering Works and a haz -mat
call in Kent. The training division had an acting battalion chief most of the fourth quarter. Highlights
include a hybrid vehicle class, the Zone 3 suppression drill, review of the new mass casualty trailers,
Zone 3 Haz -Mat Drill, Zone 3 Truck Company Drill, Emergency Vehicle Incident Prevention instructors
training, Zone 3 Confined Space Drill and a drill on observation and documentation of sudden unexpected
infant death investigations. Fire prevention staff conducted training for 120 commercial property
managers and assisted with Tours of Station 52. They investigated several fires including a fatality fire,
several car fires and a hood fire at the mall. They completed an ongoing GIS based map book with the
help of several department members (over a 6 year period); a copy of the book will be provided to other
city departments upon request. They also responded to a number of sprinkler breaks as a result of the
freezing temperatures and subsequent thaw. Administration worked on a number of issues including the
budget hearings and emergency management issues.
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BUDGET PROGRAM GOALS:
Administration
1. Conduct annual manaaement trainina: Did not occur due to budget constraints.
2. Review and update department policies and procedures as needed: Ongoing.
3. Coordinate National Incident Management System training for City personnel as needed: Several
city personnel tentative for October class.
4. Add. update or replace department computers as needed: Coordinate with IT.
5. Apply for applicable grants: Will apply for applicable grants.
6. Update six -year plan: On hold depending on budget
7. Coordinate development of specifications for replacement aid car: On hold, aid car rarely in
service.
Suppression
1. Test all fire hoses. apparatus pumps and ladders to meet manufacturer's specifications; 2010
Complete
2. Complete all assianed company level inspections: Ongoing.
3. Participate in public relations and education events: Reduction in participation due to budget
concerns.
4. Participate in scheduled training: department, zone, regional, national: Ongoing.
5. Consolidate department inventory into new programming: Staffing shortages prohibit timely
completion. Temporarily shelved.
Fire Prevention Investigation
1. Establish quarterly fire code trainina for suppression crews: Ongoing.
2. Continue program to obtain Fire Marshal commissions for fire investigators through police academy
training: On hold.
3. Research and prepare report for additional Fire Marshal office space: Done.
4. Pursue full time fire investigator's position within fire investigation task force: On hold, Budget
Constraints.
5. Continue to convert fire protection plans to compact disc storage media: On hold, Budget
Constraints.
6. Continue to maintain timely plan review and inspections for our customers: Ongoing.
Fourth Quarter Yearly Totals
Plan Review Fees Collected: $8,491.50 $35,655.50
Special Permit Fees Collected: 13,900.00 $69,500.00
Reinspection Fees 6060.00
TI Reinspection Fees 2640.00
Fourth Quarter Yearly Totals
Initial Inspections: 278 931
Reinspections: 203 619
Night Life Safety Inspection: 55 164
Training
1. Coordinate department officers' attendance at the National Fire Academy in Emmetsburg. Maryland:
Officer attended 2 week Emergency Management Training
2. Incorporate regular visits to shift drills by a Training Division officer: Ongoing.
3. Oversee training of any new hires: Started with two new hires /laterals, which have successfully
completed 6 months.
4. Update reference material libraries in all stations: Delayed due to budget.
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5. Review all records to ensure the department is National Incident Management System (NIMS)
compliant: Completed this quarter.
6. Review our new hire trainina Droaram: Ongoing, changes are being made.
7. Implement a career path proaram for firefiahter and officer development: IFSAC FFII has been
completed by last eligible FF making nearly all 1 Class FF's eligible to progress to IFSAC Fire
Officer I
8. Continue department pre -fire tour proaram: Ongoing.
9. Work and coordinate with colleae intern to write new "Training Manual
First phase completed now in process of setting phase II in motion.
Facilities
1. Work with City staff to develop plan to implement recommendations of seismic study and master plan
recommendations: Not funded
2. Remodel Station 52 kitchen: Not funded
3. Install new biohazard storaae shed at Station 52: Not funded.
4. Paint interior of Station 52 and Station 53. and the interior and exterior of Station 51: No funding
5. Paint apparatus bay at Station 54: Not funded
6. Replace curbing at Station 51: Not funded
7. Benin process of identifvina sites for future fire station replacement /relocation: Station 51 identified
in TVS annexation. Site not identified for potential station 52 re- location.
Hazardous Materials Team
1. Provide operation and technician level trainina to meet the current National Fire Protection Agency
(NFPA) 472 standard: Ongoing.
2. Send 2 technicians to out -of- state. federally funded. HazMat trainina: As available.
3. Develop standard operating procedures for a response to a large Mass Decon Incident and
participate in a larae -scale exercise: Large scale postal facility exercise postponed indefinitely.
4. Develop standard operating procedures for the use of the Dowered air purifier respirators (PAPRs)
and provide all operation level personnel with appropriate trainina: Ongoing.
5. Perform a complete inventory of all HazMat equipment and supplies: Ongoing.
6. Bring minimum staffing to four (4) technicians per shift: Delayed due to budget.
Rescue Team
1. Schedule a 40 hour Rope Rescue Technician class for the entire team: On -hold due to budget
constraints.
2. Reconfigure the storage compartments on Rescue -51. Remove SABA system and place on the air
trailer: Complete.
3. Send four (4) team members to Swift Water 1 class: Complete
4. Send two (2) team members to a Confined Space class: Postponed budget.
5. Develop new inventory sheets and evaluate rescue harnesses: Ongoing.
6. Reorganize the interior of the small trench trailer: On hold due to budget.
7. Order accessories for the team's new GPS units and develop a trainina curriculum: Ongoing.
8. Update the Zone 3 Rope Rescue Manual: Ongoing.
9. Desian and order new personal baas to be used on raopellina harnesses: Complete.
10. Develop an annual Competency Verification Checklist for rope technicians: Ongoing.
11. Continue Special Operations Teams ioint trainina between Tukwila and Renton: Has not proven to
be a realistic goal. Suspended for all practical purposes
12. Continue Zone 3 training: Hosted 3` quarter Trench Rescue Drill
13. Provide continuina education to all suppression members in the field of specialized rescue: As
budget and class availability permits.
14. Place the 540 Belay System into suppression service: Complete.
15. Provide two (2) days of collapse /shorina trainina for the team: Postponed due to budget concerns.
16. Inventory all suppression life vests and replace as needed: Complete.
17. Purchase and replace rope hardware /software as needed: Ongoing.
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18. Set up trainina days with Kina County Sheriff's Marine Unit: As budget and class availability
permits.
19. Provide technical trainina to all team members for Crane Operations and Riaainci: Postponed due to
budget concerns. (Indefinite)
20. Prioritize trainina and equipment needs: Ongoing.
21. Pursue the placement and construction of at least one boat ramp into the Green River within the City
of Tukwila: Dialogue re- opened outlook for moorage at Delta Marine is positive
Ambulance, Rescue Emergency Medical Aid
1. Outfit two new Mass Casualty Incident trailers: Complete.
2. Provide one department member to oarticioate on Zone 3 EMS committee: Ongoing.
3. Evaluate status of department Pandemic Flu supplies: Ongoing.
4. Establish a battery replacement program for all EMS eauipment: Ongoing.
5. Provide assistance and guidance to City for establishing a new Public Access Defibrillator (PAD)
program and assist with training on PAD devices: Complete.
6. Complete all 2009 -2010 competency -based trainina objectives: Ongoing.
7. Provide 2009 -2010 competency -based instructor trainina for department instructors: Ongoing.
8. Provide First Aid /CPR and public access defibrillation training to the public and City employees:
Quarterly training provided. All four quarters
9. Provide ongoing advanced auto extrication trainina for department personnel: Ongoing. 3rd qtr
complete.
10. Provide advanced mass casualty trainina for department: Ongoing.
11. Provide loaistjcal support and trainina to enable the department to participate in the Rescue
Outcomes Consortium (ROC) study: Ongoing.
12. Sponsor department Explorers to Kina County EMT course: As requested.
13. Repair. clean. test. and calibrate specific aid eauipment: Ongoing.
14. Participate in new technoloav evaluations offered by King County Medical Proaram Director:
Ongoing.
15. Recruit at the minimum. one CBT instructor per station. per shift: Ongoing.
FIRE DEPARTMENT INCIDENT RESPONSE
EMERGENCY RESPONSE STATISTICS
t
IIpI 009; 2010
I cre_ase /Decrease
4`" Qtr FIRE 361 331 ARt-Zt3
8.31
4"' Qtr AID 1 798 869 1 8.90%
1 Year to Date FIRE 1431 1 1267 1 11.46%
1 Year to Date AID 1 3223 1 3307 1 +2.61
DEPARTMENT OF INFORMATION TECHNOLOGY
2010 YEAR -END SUMMARY:
This year the IT Department was involved in several technology upgrades that will continue to benefit
both Tukwila citizens and City staff by realizing greater efficiency, coordination of resources and cost
savings when conducting business. These technologies crossed over multiple departments and include,
among others, online payment capabilities; online employee self services; implementation of a new VoIP
telephone system; server virtualization and security strengthening; and the purchase of enterprise
software licensing to be installed first quarter 2011.
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Staff worked with Public Safety to plan and prepare for significant changes in communicating with Valley
Communications; the first changes were made in 2010. The process including patrol cars; fire
apparatus; in- station computers; GIS mapping coordination and network program additions will continue
through 2012 and require coordination with cellular vendors, King County, Washington State Patrol,
Washington State DIS, and other partnering agencies as well as VC. Police in -car video configuration
was overhauled in 16 patrol vehicles in order to address communication issues.
4th QUARTER SIGNIFICANT ISSUES:
NETWORK/TECHNICAL
Completed Phase I (6200, 6300, both PW Shops, Golf Maintenance) of the VoIP phone system
implementation, including re- wiring, network upgrades, phone device configuration, database build,
restructuring phone services supplied by the vendor and City staff device setup and training.
Configured virtual server environment and began to move physical servers to virtual platform for
ease of management and savings on power consumption.
Completed full implementation of network VLAN on all switches, allowing for consolidation.
Finished the final phase of securing our network with the implementation of the Barracuda web
proxy and routing public safety data to and from ValleyCom through a secure VPN tunnel.
Installed new email archiving system that is not email system dependent in preparation for the
switch to MS Exchange.
Deployed SAN (Storage area network) for our virtual environment and for increased data storage
and advanced disaster recovery.
o Installed new secure wireless access points for the PD in -car video system data transfers to
alleviate communication issues.
Deployed new automated meter reading program for PW Shops and setup connectivity between
the PW Field trailer and the City's network through an access point mounted on a signal pole.
Updated cell phone rate plans on several cell accounts for cost savings based upon usage trends.
DATABASE MANAGEMENT
O Implemented the Business Licensing module in EDEN, transitioning from a 20 -year old RBase
system, providing support for the transition and ongoing technical needs for this product.
Supported payroll services by providing technical support to resolve issues encountered with the
implementation of on -line time sheets and employee self services.
e Provided final changes to City Clerk in order to facilitate the move to Laserfiche Weblink 8.0 that
was released to staff in December 2010 and will be released for public review in the near future.
Gathered information from departments included in Phase I and prepared database load for VoIP
phone system implementation.
COMMUNICATIONS /GRAPHICS
Web Services coded and sent out a Volunteer Newsletter in October and an eRec Newsletter in
October December to 1,850 citizens.
o A new page was created for the Manufacturing Industrial Center Study.
Business License page was moved to the Finance Department with new information added for the
RGRL.
o Content was added to the Police Department Intranet in the Forms, Written Directives, and Training
sections.
e The Emergency Preparedness section was updated, removing outdated info, adding the Howard
Hanson Dam page and listing new emergency information and contacts.
o Prepared October, November, and December Tukwila Reporter pages; January Hazelnut (8
pages); and Winter /Spring Recreation Brochure (28 pages) using the new logo, look and theme for
publication.
o 132 Slide pages posted this quarter on TV21, 518 slides posted for the year.
o Created 2011 -2016 CIP book cover.
e Modified miscellaneous forms for several departments, including the Residential Rental Housing
Business License form.
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Prepared the 2009 Tukwila Police Annual Report for publication.
4th QUARTER STATISTICS
Website— 40,273 visitors (of which 26,352 are unique) viewing 98,092 pages this quarter. Besides the
main home page, the most popular pages were staff phone directory (8,254), employment (8,196), the
Community Center page (4,025) and the Police Department page (2,651).
453,644 pages were viewed in 2010 with the employment page receiving the most views for the year at
36,658. The 177,099 visitors came from 144 countries or territories and averaged 2.56 pages per visit
and stayed an average of 1 minute 44 seconds per visit. (Complete website statistical reports available
by request.)
SPAM Statistics: I October 1 November I December 1 4`" Qtr Total 1 2010 Total
Total Emails 423,299 342,619 271,123 1,037,041 6,432,874
Received
Blocked: Spam 374,342 296,208 231,204 901,754 5,822,617
Blocked: Virus 254 289 45 588 10,088
Blocked:. Bad 7,166 4,992 3,524 15,682 107,102
Recipient
Blocked: Mail 1,202 2,674 1,044 4,920 17,407
Bomb
Other (Allowed, 38,377 38,456 35,306 112,139 473,702
Quarantined)
Average SPAM 12,354 10,139 8,132 10,208 496,435
per day
Highest amount of 16,815 12,473 10,007 16,815 729,696
SPAM (Month)
Highest of 99% 98% 97% 99% 99%
SPAM (24 Hrs) (Month)
Percentage of 90% 89% 87% 89% 93%
SPAM (Year)
Total amount of 382,964 304,163 235,817 922,944 5,957,214
SPAM (Year)
Documented Help Desk Tickets
By Category By Dept By Source
Barracuda 35 9.31% Council 0 0.00% E -mail 298 79.26%
Database 23 6.12% Court 5 1.33% 1 Phone 43 11.44%
GroupWise 25 6.65% DCD 49 13.03% HelpDesk 26 6.91%
Hardware 73 19.41% FD 42 11.17 1 Walk -In 9 2.39%
Miscellaneous 0 0.00% FIN 36 9.57%
Network 34 9.04% HR 9 2.39%
Phones 16 4.26% IT 23 6.12%
Printers 22 5.85% MO 70 18.62%
Publications 0 0.00% PD 78 20.74%
Software 61 16.22% 1 PR 41 10.90% 1
Web
Development 87 23.14% PW 23 6.12%
1 Total 1 376 1 100.00% 1 Total 1 376 1 100.00% 1 Total 1 376 100.00%
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BUDGET PROGRAM GOALS:
1. Develop Strategic Plan for IT Department to address City -wide technoloav needs: Future Project.
2. Research and implement an advanced. multi- tiered system for network security. tracking and
monitoring. Completed as a goal, now a routine task.
3. Fully implement City -wide Active Directory. replacina network services and servers as required. and
building in connectivity redundancy for quality of service. Completed.
4. Establish an IT Technical Knowledaebase with procedures and trouble shooting tips for added
efficiency with HelpDesk services. Completed as a goal, now a routine task.
5. SQL Server consolidation: review collection of data across departments. and implement methods to
reduce data redundancy and duplication of effort for more effective use of City resources.
Completed.
6. Create documentation to include disaster plan recovery information and emergency operation
procedures. Ongoing. Established COOP pursuant to FRP requirements.
7. Implement Payment Card Industry (PCI) data security standards researched in 2008. to include
information sharing and key employee education for compliance on current debit/credit points of sale:
research and plan for city -wide point -of -sale system to accept secure debit /credit cards transactions
in all departments. Completed as a goal, now a routine task.
8. Work with Valley Communications to coordinate CAD and communications upgrades for Public
Safety. Ongoing, Encryption Router configured and installed. Remaining installed in 2011 in
accordance with project timeline.
9. Develop formal Imaae Library (to include both production and indexing of photos and videos) to
document City events and to make available for unified communications and publications.
Completed as a goal, now a routine task.
POLICE DEPARTMENT
YEAR -END SUMMARY:
The year 2010 was defiantly a difficult year for the City of Tukwila as a whole and for the Tukwila Police
Department. The primary issue at hand was the need to address budget shortfalls. The Police
Department worked together and developed a plan that would address the specified requirements and
allow us to continue our service to the community at the highest possible level with the resources
provided. Although the budget was an overshadowing issue during the year there were also some great
things that took place.
We continued on the path to improve our emergency preparedness capabilities. We participated in the
implementation of our rescue boats and completed the final details in order to purchase our Incident
Command Vehicle. On a regional level we participated in the Civil Disturbance training that took place at
Camp Rilea, OR. The training was attended by six valley agencies as well as other jurisdictions.
Two of our Sergeants retired during the year. Sergeant Suzi Sacha retired in August and Sergeant Mark
Howie retired in December. Both individuals served on the Tukwila Police Department for over twenty
years.
We also rolled out our new Black and White vehicles, participated in the planning and implementation of
the 2nd Rock and Roll Marathon, and conducted school safety reviews in conjunction with Pennsylvania
State University and the National Institute of Justice.
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4th QUARTER SIGNIFICANT ISSUES:
During the fourth quarter, the Tukwila Police Department received re- accreditation status with the
Washington State Association of Sheriffs and Police Chiefs (WASPC). Accreditation is a daily process of
meeting specified standards set by WASPC and the Police Department, and then being able to prove you
are doing what you say. In order to meet the standards set by WASPC, we underwent an assessment
that included a file review and on sight inspection. Our success was based on the hard work of each and
every employee. A special thanks goes to Officer Mike Murphy who serves as our Accreditation
Manager.
Sergeant Mark Howie retired from the Tukwila Police Department after serving for twenty -one years.
Mark worked in our Major Crimes Unit as the Major Crimes Sergeant. Mark accepted a position as the
Under Sheriff for Wahkiakum County starting in January 2011. It is a very fine tribute to our agency when
our leaders move on to accept additional responsibilities as leaders in other organizations.
In addition to the above, we continued our community connections. We instructed twenty -four D.A.R.E.
classes, attended 10 Explorer meetings, and assisted with the formation of two new Blockwatch groups,
just to name a few. Also, Officer Ted Rutt won the John Carion Memorial "Unsung Hero" award for his
work in Special Olympics.
BUDGET PROGRAM GOALS:
Administration
1. Continue to assess current and future department staffing and facility needs that support delivery of
law enforcement excellence to the community: Ongoing
2. Recognize excellent performance: Ongoing
3. Resolve community problems throuah partnerships and problem solving: Ongoing
4. Work with and strengthen regional partnerships: Ongoing.
Patrol
1. Enhance police visibility in our neighborhoods: Deployed new Black and White patrol vehicles as
part of the increased visibility initiative in our neighborhoods. Officers report on citizen
comments regarding the increased visibility in the vicinity of our schools. Conducted a patrol
emphasis with SPD Gang Detectives and TAC Team Detectives at Westfield Mall in an attempt
to reduce increased and violent gang activity in the Central Business District.
2. Review our Field Training Program for new Officers: The FTO and mentorship program continue
to produce quality officers. This quarter, one officer completed his probationary period while
several others remain on probation and are progressing well. One officer is currently
undergoing field training.
3. Inspect and enhance. where needed. equipment for field operation: Deployed new Black and White
patrol vehicles. Inspected and replaced factory recalled AEDs in all patrol vehicles. Assessed
the need and purchased Active Shooter Trauma Packs for front -line patrol vehicles.
Records /Evidence
1. Plan and prepare for the relocation of department evidence to a new storage facility: The Police
Department continues to plan and prepare for the relocation of evidence to a new storage
facility. This year discussions occurred regarding the possibility of expanding into the former
Police /City Records Storage Center located at old Fire Station Number 52 (12026 42 AVE S).
Discussions also continue regarding the closure of the Neighborhood Resource Center, since
that will make it necessary for us to relocate our Marijuana Testing Lab. There was not
sufficient funding available to the Police Department during 2010 to complete this goal.
2. Destroy all records maintained by the Records Division that exceed or meet minimum general
retention schedule requirements: An annual records destruction is part of the Police
Department's standard records cycle (intake, processing, storage, and purging). This was
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completed during the normal course of business, and under the supervision of the Police
Records Manager, on 3/19/10.
3. Prepare firearms and narcotics held in evidence for destruction: Our first narcotics destruction was
completed on 3/15/10. A second narcotics destruction was completed on 9/8/10. Our firearms
destruction was completed on 11/3/10. At that time, 73 firearms were destroyed.
4. Prepare and submit items of evidence for auction. as appropriate: Preparing evidence items for
auction is part of our on -going evidence cycle (intake, storage, and purging). Items are
submitted to the PropertyBureau.com auction site as often as we have enough items to
schedule a pick -up. This year, items were submitted for auction on 8/4/10.
Investigations (Major Crimes)
1. Review and assess eauipment needs for maior field investiaations:
Following an assessment of equipment needs, the unit acquired three items to assist in field
scene investigations: portable scene lighting, a new digital video camera, a portable saw.
2. Evaluate and adiust investigative priorities:
By categorizing no- suspect felony property crimes as `information cases' we were able to
reduce the detectives' case Toads, thereby allowing them more time to effectively investigate
higher- priority cases. For example, our ability to spend more time on residential burglary
cases resulted in the arrest of several active burglars in our community and a corresponding
reduction of those crimes throughout the year.
3. Conduct auarterlv reviews in order to assess effectiveness and direction of the Unit:
Quarterly reviews were completed.
Special Operations /Crime Prevention /Training /Traffic
1. Conduct Quarterly reviews in order to assess effectiveness and direction of the Unit:
All units completed quarterly reviews.
2. Maintain crime prevention programs that facilitate our partnerships with the community:
We were able maintain all of our crime prevention programs with the exception of the Citizens'
Academy, which was discontinued due to budget cuts.
3. Reduce the impact of crimes related to drugs. vice and oanos throuah proactive enforcement:
We made 32 prostitution related arrests during the year. We became an integral part of the
federally- funded regional gang group, GETUM, and participated in several emphasis
operations throughout South King County. We filed 62 felony narcotics cases during the year,
some noteworthy investigations resulting in the arrests of several suspects selling drugs out
of TIB motels and the arrests of numerous street -level drug dealers.
4. Reduce speeding throuah increased visibility and traffic enforcement: Increased enforcement
during the holiday season to augment patrol.
5. Reduce traffic collisions in targeted areas of the City: Conducted several emphasis patrols during
the holiday season to assist with the significant increase in retail traffic.
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TUKWILA POLICE ;DEPARTMENT 2.
2010 QUARTERLY, ACTIVITY REPORT,
1ST QTR 2ND QTR 3RD QTR 4TH QTR 2010
TOTAL
PART I
1 Crimes Against Person I 178 J 164 1 185 176 703 1
1 Crimes Against Property 1 1276 1296 1 1294 1 1179 1 5,045
1 Crimes Against Society 1 118 157 160 1 105 540
1 All Other Cases 1071 1 1027 1100 1 1011 4,209 1
CALLS FOR SERVICE 8144 8366 9129 7250 32,889
Cases Generated 1 2135 2117 1 2237 1 2162 8,651 1
ARRESTS
Cases Cleared by Adult Arrest 1 664 682 1 785 1 655 2,786 1
Cases Cleared by Juvenile 74 72 81 83 310
Arrest
RESPONSE TIME
Emergency Priority 1 1 3.15 l 3.1 3.45 1 3.10 J 3.20
Emergency Priority 2 6.64 1 6.42 6.87 I 8.18 1 7.02
Non emergency 1 13.46 12.91 16.55 12.95 13.96
TRAFFIC
DUI 13 17 1 8 4 42
Criminal Traffic Citations 165 170 1 185 1 158 678
Traffic Infractions 630 684 1 911 1 552 2,777
Injury 52 43 f 58 I 45 198
Non injury 108 110 1 124 138 480
Hit and Run (Non- injury) 83 68 I 87 1 101 339
Pedestrian /Vehicle Accidents 5 0 2 I. 7 14
TAC TEAM
Narcotics Cases 16(11 20 (14 19 (18 24 (19 79 (62
cleared) cleared) cleared) cleared) cleared)
Prostitution /Lewd Conduct,
etc. 8 9 9 6 32
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2010 Fourth Quarter Report
Prepared for Finance Safety Committee
Page 22
TUKWILA POLICE DEPARTMENT
"2010 'QUARTERLY ACTIVITY REPORT'
1ST QTR 2ND 3RD 4TH QTR 2010
QTR QTR TOTAL
ASSETS FORFEITED
Cash $1,709 $7,672.87 1203 7722 18,306.87
Vehicles 2 3 0 2 7
MAJOR CRIMES
Cases Assigned for 124 122 95 107 341
Investigation
Cases Cleared 137 109 170 125 541
SPECIAL SERVICES
Telephone Calls 8,813 8,445 8,155 6873* 62,286
Warrants Cleared /Entered 409/515 417/401 438/489 394/507 1658/1912
Prisoners Monitored in Jail 409 365 366 270* 1410
Records Requests 1,253 1,519 1,249 1067 5088
Number of Firearms in 14 19 19 10 62
Evidence
Evidence Property Logged In 935 938 898 802 3573
CRIME PREVENTION
Community Meetings 7 11 22 7 4
Attended
Block Watch Meetings 2 1 5 3 11
Business Training Sessions 0 2 2 2 6
CFMH 0 0 0 0 0
Inspections /Reinspections
Apt. Managers Network 2 2 2 2 8
Meetings
Safety in Overnight Lodging 0 5 3 4 12
Visits*
Crime Prevention Surveys 0 3 6 1 10
Includes Re- inspections
Telephone Calls:
In October we experienced a significant amount of dropped calls, so for that month (and hence the entire
quarter) our numbers for phone calls are low. Also, with implementation of the new phone system, there
is an 8 day period (12/20- 12/28) that Public Works and IT were unable to provide reports /numbers for.
(Again, resulting in a lower number for phone calls.)
Prisoners Monitored in Jail:
The new policy implemented that eliminated double bookings resulted in lowering the number of
prisoners that we monitor in jail.
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