HomeMy WebLinkAboutFS 2016-11-22 COMPLETE AGENDA PACKETCity of Tukwila
Finance and Safety
Committee
O Verna Seal, Chair
O Dennis Robertson
O Kate Kruller
AGENDA
Distribution:
Recommended Action
V. Seal
C. O'Flaherty
D. Robertson
R. Turpin
K. Kruller
L. Humphrey
K. Hougardy
R. Bianchi
T. McLeod
B. Miles
Mayor Ekberg
C. Thompson
D. Cline
V. Carlsen
P. McCarthy
TUESDAY, NOVEMBER 22, 2016 — 5:30 PM
HAZELNUT CONFERENCE ROOM
(formerly known as CR #3) at east entrance of City Hall
Item
Recommended Action
Page
1. PRESENTATION(S)
2. BUSINESS AGENDA
a. A contract with Summit Strategies for lobbying services.
a. Forward to 12/5
Pg.i
Rachel Bianchi, Communications and Government Relations
Consent Agenda.
Manager
b. An agreement with Total Destination Marketing for
b. Forward to 12/5
Pg. ii
branding for the City's day marketing campaign.
Consent Agenda.
Brandon Miles, Business Relations Manager
c. A contract with Kenyon Disend for City Attorney services.
c. Forward to 12/5
Pg.47
Cheryl Thompson, Executive Assistant, Mayor's Office
Consent Agenda.
d. A contract with Kirshenbaum & Goss for public defender
d. Forward to 12/5
Pg.57
services.
Consent Agenda.
Cheryl Thompson, Executive Assistant, Mayor's Office
e. A lease agreement with Alliance One.
e. Forward to 12/5
Pg. 71
Cheryl Thompson, Executive Assistant, Mayor's Office
Consent Agenda.
f. A non - binding statement of intent to enter into an
f. Forward to 11/28 C.O.W.
Pg.77
Interlocal Agreement with Regional Animal Services of
and 12/5 Regular Mtg.
King County (RASKC).
Vicky Carlsen, Deputy Finance Director
g. 2016 3rd Quarter financial report.
g. Information only.
Pg.135
Peggy McCarthy, Finance Director
3. ANNOUNCEMENTS
4. MISCELLANEOUS
Next Scheduled Meeting: Tuesday, December 6, 2016
SThe City of Tukwila strives to accommodate individuals with disabilities.
Please contact the City Clerk's Office at 206 - 433 -1800 (TukwilaCityClerk @TukwilaWA.gov) for assistance.
City of Tukwiia
Jim Haggerton, Mayor
TO: Finance & Safety Committee
FROM: Rachel Bianchi, Communications and Government Relations Manager
DATE: September 26, 2016
SUBJECT: Federal Government Affairs Contract for Services
ISSUE
The current contract for federal and legislative services provided by Summit Strategies for the
City is set to expire December 31, 2016. Staff is seeking Council approval to enter into a
contract for services with Summit Strategies, which will be valid from January 1, 2017 through
December 31, 2018.
BACKGROUND
The City has worked with the principals from Summit Strategies for federal representation and
legislative services for a number of years. For each contract period, the City and Summit
Strategies have worked together to formulate a Scope of Work and Specific Services that
outlines key projects and measures that may be worked on during the contract duration. In
general, those services include: monitoring federal policy legislation; informing City officials of
issues that may advance or hinder Tukwila goals; providing guidance and assistance to the City
regarding opportunities to secure federal funding; providing City staff and elected leaders with
advice and perspective regarding funding opportunities; and identifying key officials and
contacts for City staff.
As with the current contract, the draft contract provides these services at a monthly flat rate. The
2015-2016 monthly flat rate for Summit Strategies was $6,375 and annual expenses of $3,500,
not to exceed $80,000 per year.
DISCUSSION
The contract language remains the same as the current contract, including the fee and not to
exceed amount.
RECOMMENDATION
Staff recommends Committee approval of the attached draft contract to be forwarded to the
Consent Agenda at the December 5, 2016 Regular meeting for approval.
ATTACHMENTS
Draft 2017-2018 Contract for Services with Summit Strategies Government Affairs, LLC.
City of Tukwila Contract Number:
• 6200 Southcenter Boulevard, Tukwila WA 98188
CONTRACT FOR SERVICES
This Agreement is entered into by and between the City of Tukwila, Washington, a non - charter
optional municipal code city hereinafter referred to as "the City," and Summit Strategies Government
Affairs, LLC, hereinafter referred to as "the Contractor," whose principal office is located at 655 15"
Street, NW Suite 225, Washington, D.C. 20005.
WHEREAS, the City has determined the need to have certain services performed for its citizens
but does not have the manpower or expertise to perform such services; and
WHEREAS, the City desires to have the Contractor perform such services pursuant to certain
terms and conditions; now, therefore,
IN CONSIDERATION OF the mutual benefits and conditions hereinafter contained, the parties
hereto agree as follows:
Scope and Schedule of Services to be Performed by Contractor. The Contractor shall perform
those services described on Exhibit A attached hereto and incorporated herein by this reference as if
fully set forth. In performing such services, the Contractor shall at all times comply with all Federal,
State, and local statutes, rules and ordinances applicable to the performance of such services and the
handling of any funds used in connection therewith. The Contractor shall request and obtain prior
written approval from the City if the scope or schedule is to be modified in any way.
2. Compensation and Method of Payment. The City shall pay the Contractor for services rendered
according to the rate and method set forth on Exhibit B attached hereto and incorporated herein by this
reference. The total amount to be paid shall not exceed $80,000.00 at a rate of $6,375 per month and
expenses not to exceed $3,240 in 2017. In 2018, the total amount paid will not exceed $80,000 at a
rate of $6,375 and expenses not to exceed $3,500.
3. Contractor Budget. The Contractor shall apply the funds received under this Agreement within the
maximum limits set forth in this Agreement. The Contractor shall request prior approval from the
City whenever the Contractor desires to amend its budget in any way.
4. Duration of Agreement. This Agreement shall be in full force and effect for a period commencing
January 1, 2017, and ending December 31, 2018, unless sooner terminated under the provisions
hereinafter specified.
5. Independent Contractor. Contractor and City agree that Contractor is an independent contractor
with respect to the services provided pursuant to this Agreement. Nothing in this Agreement shall be
considered to create the relationship of employer and employee between the parties hereto. Neither
Contractor nor any employee of Contractor shall be entitled to any benefits accorded City employees
by virtue of the services provided under this Agreement. The City shall not be responsible for
withholding or otherwise deducting federal income tax or social security or contributing to the State
Industrial Insurance Program, or otherwise assuming the duties of an employer with respect to the
Contractor, or any employee of the Contractor.
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6. Indemnification. The Contractor shall defend, indemnify and hold the City, its officers, agents,
officials, employees and volunteers harmless from any and all claims, injuries, damages, losses or suits
including attorney fees, arising out of or in connection with the performance of this Agreement, except for
injuries and damages caused by the sole negligence of the City. Should a court of competent jurisdiction
determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages
arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent
negligence of the Contractor and the City, its officers, officials, employees, and volunteers, the
Contractor's liability hereunder shall be only to the extent of the Contractor's negligence. It is further
specifically and expressly understood that the indemnification provided herein constitutes the Contractor's
waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the purposes of this
indemnification. This waiver has been mutually negotiated by the parties. The provisions of this section
shall survive the expiration or termination of this Agreement.
7. Insurance. The Contractor shall procure and maintain for the duration of the Agreement, insurance
against claims for injuries to persons or damage to property which may arise from or in connection
with the performance of the work hereunder by the Contractor, their agents, representatives,
employees or subcontractors. Contractor's maintenance of insurance, its scope of coverage and limits
as required herein shall not be construed to limit the liability of the Contractor to the coverage
provided by such insurance, or otherwise limit the City's recourse to any remedy available at law or in
equity.
A. Minimum Scope of Insurance. Contractor shall obtain insurance of the types and with the limits
described below:
Automobile Liability insurance with a minimum combined single limit for bodily injury and
property damage of $1,000,000 per accident. Automobile liability insurance shall cover all
owned, non - owned, hired and leased vehicles. Coverage shall be written on Insurance Services
Office (ISO) form CA 00 01 or a substitute form providing equivalent liability coverage. If
necessary, the policy shall be endorsed to provide contractual liability coverage.
2. Commercial General Liability insurance with limits no less than $1,000,000 each occurrence,
$2,000,000 general aggregate and $2,000,000 products - completed operations aggregate limit.
Commercial General Liability insurance shall be written on ISO occurrence form CG 00 01
and shall cover liability arising from premises, operations, independent contractors, products -
completed operations, stop gap liability, personal injury and advertising injury, and liability
assumed under an insured contract. The Commercial General Liability insurance shall be
endorsed to provide the Aggregate Per Project Endorsement ISO form CG 25 03 11 85 or an
equivalent endorsement. There shall be no endorsement or modification of the Commercial
General Liability Insurance for liability arising from explosion, collapse or underground
property damage. The City shall be named as an insured under the Contractor's Commercial
General Liability insurance policy with respect to the work performed for the City using ISO
Additional Insured endorsement CG 20 10 10 01 and Additional Insured- Completed
Operations endorsement CG 20 37 10 01 or substitute endorsements providing equivalent
coverage.
3. Workers' Compensation coverage as required by the Industrial Insurance laws of the State of
Washington.
4. The Contractor shall procure and maintain in full force throughout the duration of this
Agreement professional liability insurance with a minimum coverage of $1,000,000
per claim and $3,000,000 aggregate. Contractor shall provide evidence of such
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coverage in a manner and form acceptable to the City in the City's sole discretion.
Cancellation of the required insurance shall automatically result in termination of this
Agreement.
B. Other Insurance Provision. The Contractor's Automobile Liability and Commercial General
Liability insurance policies are to contain, or be endorsed to contain that they shall be primary
insurance with respect to the City. Any insurance, self - insurance, or insurance pool coverage
maintained by the City shall be excess of the Contractor's insurance and shall not contribute with
it.
C. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best rating
of not less than A: VII.
D. Verification of Coverage. Contractor shall furnish the City with original certificates and a copy
of the amendatory endorsements, including but not necessarily limited to the additional insured
endorsement, evidencing the insurance requirements of the Contractor before commencement of
the work.
E. Subcontractors. The Contractor shall have sole responsibility for determining the insurance
coverage and limits required, if any, to be obtained by subcontractors, which determination shall
be made in accordance with reasonable and prudent business practices.
F. Notice of Cancellation. The Contractor shall provide the City and all Additional Insureds for this
work with written notice of any policy cancellation, within two business days of their receipt of
such notice.
G. Failure to Maintain Insurance. Failure on the part of the Contractor to maintain the insurance as
required shall constitute a material breach of contract, upon which the City may, after giving five
business days notice to the Contractor to correct the breach, immediately terminate the contract or,
at its discretion, procure or renew such insurance and pay any and all premiums in connection
therewith, with any sums so expended to be repaid to the City on demand, or at the sole discretion
of the City, offset against funds due the Contractor from the City.
8. Record Keeping and Reporting.
A. The Contractor shall maintain accounts and records, including personnel, property, financial and
programmatic records which sufficiently and properly reflect all direct and indirect costs of any
nature expended and services performed in the performance of this Agreement and other such
records as may be deemed necessary by the City to ensure the performance of this Agreement.
B. These records shall be maintained for a period of seven (7) years after termination hereof unless
permission to destroy them is granted by the office of the archivist in accordance with RCW
Chapter 40.14 and by the City.
9. Audits and Inspections. The records and documents with respect to all matters covered by this
Agreement shall be subject at all times to inspection, review or audit by law during the performance of
this Agreement.
10. Termination. This Agreement may at any time be terminated by the City giving to the Contractor
thirty (30) days written notice of the City's intention to terminate the same. Failure to provide
products on schedule may result in contract termination. If the Contractor's insurance coverage is
canceled for any reason, the City shall have the right to terminate this Agreement immediately.
11. Discrimination Prohibited. The Consultant, with regard to the work performed by it under this
Agreement, will not discriminate on the grounds of race, religion, creed, color, national origin, age,
CA Revised 1 -2013
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veteran status, sex, sexual orientation, gender identity, marital status, political affiliation or the presence
of any disability in the selection and retention of employees or procurement of materials or supplies.
12. Assignment and Subcontract. The Contractor shall not assign or subcontract any portion of the
services contemplated by this Agreement without the written consent of the City.
13. Entire Agreement; Modification. This Agreement, together with attachments or addenda,
represents the entire and integrated Agreement between the City and the Contractor and supersedes
all prior negotiations, representations, or agreements written or oral. No amendment or modification
of this Agreement shall be of any force or effect unless it is in writing and signed by the parties.
14. Severability and Survival. If any term, condition or provision of this Agreement is declared void or
unenforceable or limited in its application or effect, such event shall not affect any other provisions
hereof and all other provisions shall remain fully enforceable. The provisions of this Agreement,
which by their sense and context are reasonably intended to survive the completion, expiration or
cancellation of this Agreement, shall survive termination of this Agreement.
15. Notices. Notices to the City of Tukwila shall be sent to the following address:
City Clerk, City of Tukwila
6200 Southcenter Blvd.
Tukwila, Washington 98188
Notices to the Contractor shall be sent to the address provided by the Contractor upon the
signature line below.
16. Applicable Law; Venue; Attorney's Fees. This Agreement shall be governed by and construed in
accordance with the laws of the State of Washington. In the event any suit, arbitration, or other
proceeding is instituted to enforce any term of this Agreement, the parties specifically understand and
agree that venue shall be properly laid in King County, Washington. The prevailing party in any such
action shall be entitled to its attorney's fees and costs of suit.
DATED this day of , 20
CITY OF TUKWILA CONTRACTOR
Mayor, Allan Ekberg
ATTEST /AUTHENTICATED:
City Clerk, Christy O'Flaherty
APPROVED AS TO FORM:
Office of the City Attorney
CA Revised 1 -2013
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Printed Name and Title:
Address:
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Exhibit A
Scope of Work and Specific Service
Summit Strategies Government Affairs, LLC
1. Scope of Work: Summit Strategies Government Affairs, LLC will provide federal representation,
strategic advice, and lobbying services for the City of Tukwila related to securing federal authorization
and funding for key projects identified by the City and /or advising the City about matters associated with
implementation of federal statutes, rules or regulations that could adversely affect the City's ability to
deliver services to its residents. Summit Strategies Government Affairs, LLC will also work with City
officials, City staff, the Washington Congressional delegation, key Congressional Committees, and
Administration officials to build upon previous work done by the City and to take advantage of new
programs initiated by the current Administration.
Summit Strategies' work on behalf of the City in 2017 & 2018 will primarily be focused on representing
the City's interests on the following initiatives:
1) Assisting the City is securing additional funding for the Strander Boulevard Extension
project.
2) Closely monitor federal tax proposals and entitlement reforms which will be developed by
Congress, keeping City officials informed about policy proposals which could shift safety
net expenses from the federal government to local government, and share City responses
with the Washington Congressional delegation; and, also providing timely information and
assistance related to Congressional action on internet sales tax issues.
3) Monitor federal grant funding opportunities that align with city priorities, particularly
around affordable housing, informing the City about these opportunities and the deadlines
associated with them, and assist the City in applying for those funds; review draft funding
requests prepared by the City or its consultants and provide timely feedback prior to final
submittal of the funding request.
4) Represent the City's interests in terms of the BNSF intermodal rail yard in Tukwila and
working with Congressional members, the Surface Transportation Board and other
agencies within the Administration, keep them informed about developments that may be
adverse to the City's interests; responses to same; and, work with the City and BNSF
officials as the alternative access study and other studies on the railyard proceed.
5) Advise the City and represent its interests in terms of possible relocation of the UP rail line
in the City of Tukwila, and coordinate Congressional outreach on same.
6) Monitor the implementation of WRDA and rulemakings and official guidance on the new
water infrastructure act, including FEMA, planning and assistance, waterway and levee
issues, flood plain issues — particularly as it relates to potential development in Tukwila,
Green River issues, and anything related to the Howard Hanson dam, flood preparation,
and other impacts; advise the City during Congressional and Administration consideration
of implementation of WRDA 2016 should Congress pass that bill in the final days of the
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114th Congress, or during Congressional consideration of WRDA 2017 should efforts to
pass the next WRDA authorization shift to the 115th Congress.
7) Advise the City about Congressional reauthorization of the FAA Modernization and
Reform Act of 2017, particularly concerning policies that might limit commercial or
residential development in the north end of Tukwila.
8) Continue work with the City to advance public safety through regional and federal
cooperation with multiple law enforcement and partner organizations, particularly related
to the LINK station in Tukwila, developments along TIB, new investments in Tukwila
Village, and possible new issues that might arise once the new commuter rail station is
permanent.
9) Advocate for one annual appropriation request should Congress lift its current moratorium
on earmarking.
Summit Strategies' work will primarily be focused on the interests outlined above, but in terms of overall
federal policy, Summit Strategies will continue to generally monitor legislation being considered by
Congress and will inform City officials about legislative proposals that will either advance or hinder
Tukwila's efforts to achieve its primary goals and priorities. Included within this general monitoring will
be possible Congressional action governing telecommunications and local control over franchising,
environmental, energy conservation, affordable housing, emergency responders, water policy bills, and
general authorizations that would affect the work of the U.S. Army Corps of Engineers, the
Environmental Protection Agency, FEMA or the U.S. Department of Homeland Security.
On matters of appropriations and federal funding, Summit Strategies will continue to monitor the current
Congressional moratorium on earmarked funding, and be prepared to advance one priority funding request
of the City should the current moratorium be lifted in the next Congress. Summit Strategies would be
prepared to advance whichever priority project is identified by the City.
Projects and priorities can be re- evaluated in the course of the year as Congressional and City priorities
and agendas change and new opportunities to enhance federal financial support for City projects are
presented. Summit Strategies will meet with City officials as requested by the City and Ms. Bianchi.
2. Specific Services: Summit Strategies will be responsible, at a minimum for the following:
• Inform the City of key timelines for proposed actions
• Identify federal rule, policies, and laws that support the City's goals
• Identify key officials and contacts that the City needs to meet with and the best time to
make such contacts
• Brief all appropriate congressional and federal officials about Tukwila's priorities identified
in the above Scope of Work
CA Revised 1 -2013
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• Advise City of key dates in the congressional and administrative calendar that impact its
goals
• Work to maintain a strong Tukwila relationship and support for Tukwila's goals with all
key members of the Washington congressional delegation
• If appropriate (as a result of a lifting of the current earmark moratorium), prepare project
funding requests, and review briefing materials prepared by the City
• When appropriate, develop legislation, amendments, report language, and budget
recommendations, and move them through the legislative process, attending and working
with the congressional delegation and their Congressional officials at hearings, mark -ups
and House /Senate conferences on legislation
• Attend and report on Congressional hearings of import
• Advise City of new regulations, programs, or proposed legislation that relate to those areas
of focus outlined in the above Scope of Work
• Specifically monitor, analyze, report on, and make recommendations for initiatives and
project requests for major reauthorization of legislation, and the annual appropriations bills
• Continue to work with and advise the City about strategies associated with the BNSF
intermodal rail yard and federal policies affecting its operation
• Obtain appointments for City officials in Washington, D.C., develop schedules, accompany
City officials to meetings, and provide briefing materials for City officials for their
meetings with Congressional officials
Exhibit B
Terms of Payment
Summit Strategies will invoice the City for the work completed at the rate of $6,375 per month, plus
expenses (not to exceed $3,500 annually). Invoices will be paid within twenty (20) days of receipt. All
expenses shall be listed in an itemized format and all travel expenses will be pre- authorized by the City.
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City of Tukwila
Allan Ekberg, Mayor
TO: Finance and Safety
FROM: Brandon J. Miles, Business Relations Manager
CC: Mayor Ekberg
DATE: November 10, 2016
SUBJECT: Consultant Agreement with Total Destination Management for Southcenter
Brand Strategy Development.
ISSUE
Staff is requesting the City Council authorize the Mayor to execute a consultant agreement with
Total Destination Management, not to exceed $105,075.00, for branding and marketing services
for the City's day marketing campaign for the Southcenter District.
BACKGROUND
In June of this year the City Council approved Economic Development's lodging tax funding
application for $90,000.00' to develop an initiative to promote the City to potential day visitors2.
The goal of the initiative is to:
1. Attract more customers to area businesses, thus increasing revenue to these
businesses;
2. Market the Southcenter area as a fun and exciting place and thus improve the
perception of the area and the City in Puget Sound.
DISCUSSION
The first step in the Southcenter Day Marketing Initiative is to contract with a qualified consultant
to help develop a comprehensive brand strategy. The brand strategy will be designed to focus
on day visitors to the Southcenter District, but will also benefit overnight guests staying at area
hotels.
It is important to note that a brand strategy is more than just a logo, brandmark, and tagline, but
includes the development and understanding of "who are we" with regards to attracting day
visitors to the Southcenter District. How can the City and our partners bring more people to this
neighborhood in the City? What message will resonate with potential customers to encourage
them to come to the Southcenter District? How can we improve the visitor experience?
After significant research, Economic Development staff selected Bill Baker, with Total
Destination Management out of Portland Oregon, to assist the City. Mr. Baker and his firm have
extensive experience in branding districts and cities. He is an industry leader in the field and
has worked with numerous cities throughout the globe. Staff research of Mr. Baker, which
included reading his book Destination Branding for Small Cities and contacting other cities he
has worked for, found him to be extremely qualified for the project.
' The use of lodging tax funds is limited by Washington State law to tourism promotion.
2 Prior to the City Council approving the funding request, the City's Lodging Tax Advisory Committee
recommended the funding be authorized at its May meeting.
INFORMATIONAL MEMO
Page 2
The following are some highlights of the brand strategy process that will be completed by Mr.
Baker and his team:
1. The completion of a quantitative research study on how the Southcenter District is
viewed by Puget Sound residents. The study will include surveys conducted in the City
of Seattle, Seattle Metropolitan area residents outside of Seattle, City of Tacoma, City of
Olympia, and City of Tukwila. Additionally, information will be obtained about the
Southcenter District's competitors.
A key outcome in the quantitative research study is the development of a net promoter
score (NPS). An NPS is a marketing tool used to track brand awareness and brand
loyalty. Examples of brands that have high NPS are Nike, Nordstrom, and Apple.
Examples of brands that have low NPS include Time Warner Cable and US Airways.
The City can use the NPS over time to track our branding and marketing efforts to see if
we are increasing the Southcenter District's reputation in the area.
2. Brand name research for the Southcenter District. What is the right name for the area
commonly referred to as Southcenter?
3. A review and analysis of the City and Southcenter District's digital reputation.
4. Development of a "Brand Style Guide" which includes graphics, expressions, and
language to be used in promoting the Southcenter area in various visual communication
avenues.
5. Development of a "Brand Action" report, which will include recommendations on how the
City can draw more people to the Southcenter District and improve the visitor
experience.
The development of the brand strategy also includes a significant amount of public outreach and
public participation:
1. As discussed above, Mr. Baker and his team, in collaboration with City staff, will develop
and employ a quantitative survey of Puget Sound residents.
2. The formation of a Brand Advisory Committee to assist in the development of the brand
strategy.
3. Interviews with key business, elected officials (Mayor and all City Councilmembers), and
community leaders.
4. An online survey for Tukwila residents, businesses, non - profit, and other community
members to obtain unfiltered opinions regarding the City of Tukwila and the Southcenter
District.
5. Conduct two focus groups.
6. Regular updates to the City Council.
The bulk of work approved with this consultant agreement is scheduled to be completed in the
summer of 2017.
12 Z: \Council Agenda Items\Mayor's Office \Baker Contract, Finance and Safety \InfoMemo, Baker Contract.doc
INFORMATIONAL MEMO
Page 3
FINANCIAL IMPACT
The total contract scope is not to exceed $105,075. The approved lodging tax application for
day marketing will contribute $90,000 to the project. The remaining $15,075 will come from
2016 budgeted funds for Communications and Economic Development.
RECOMMENDATION
Staff recommends the contract with Total Destination Management be placed on the December
5, 2016 consent agenda.
ATTACHMENTS
• Draft Consultant Agreement.
Z:\Council Agenda ItemsWayor's Office\Baker Contract, Finance and Safety\InfoMemo, Baker Contract.doc 13
Im,
City of uxwxxm Contract Number:
G2O0Snuthoanter Boulevard, Tukwila VVAS818O
CONSULTANT AGREEMENT FOR
BRAND STRATEGY AND RESEARCH SERVICES
THIS AGREEMENT is entered into between the City of Tukwila, Washington, hereinafter
referred to as "the City"' and Total Destination Marketing, hereinafter referred 0J 88 "the
Consultant", in consideration of the mutual benefits, terms, and conditions hereinafter specified.
1. Proiect Designation. The [oDSU|t8Dt is retained by the City to p8dOr0D branding,
marketing, surveying, and other DrOfHGGiOO8| services in COnOeC1iOO with the project titled
"Southcenter Brand Strategy and Brand Development".
2. Scope of Services. The Consultant agrees iO perform the services, identified OD Exhibit "/Y'
attached hereto, including the provision Of all |abO[' m@te[i8|G' travel, 8qUip08Di and
supplies.
O. . This Agreement shall b8in full force and
effect for 8 period CO00eDciDg upon execution and ending []8C8mb8r 31' 2018 uO|8Ss
sooner terminated under the p[VviSiOOS hereinafter specified. VVO[k under this AQ[eg0OeOt
Sh8|| cODlrn8nC8 UpOO written notice by the City to the Consultant to proceed. The
Consultant shall perform all services and provide all work product outlined in Exhibii'Y\" DO
later than December 31. 2017 un|8SS an extension Of such time is granted in vx[itiDQ by the
City.
4. Payment. The Consultant Gh@|| be paid by the City for COOOp|5ted xvO[h and for services
rendered under this Agreement aSfollows:
A. Payment for the work provided by the Consultant shall be 02d8 as provided On Exhibit
"B" attached h8[8[O. provided that the total amount of payment tOthe Consultant Sh@||
not exceed $1O5'075.O0 without express written modification 0f the Agreement signed
by the City.
B. The Consultant may submit vouchers to the City as OU(|iDgd in Exhibit "B". Such
vouchers will be checked by the City and, upon approval thereof, payment 8hR|| be
made t0 the Consultant in the amount approved.
C. Final payment Of any balance due the Consultant Vf the total contract price earned will
be 08d9 pn}OODt|y UpVO its ascertainment and verification by the City after the
completion 0f the work under this Agreement and its acceptance by the City.
O. Payment as provided in this S8CiiOn shall be full CO0peDG8tiOn for work Derfo[On8d.
services rendered, and for all nlGt8ria|G' supplies, equipment and incidentals O8C8GG@ry
tO complete the work.
E. The Consultant's [gCO[dG and accounts pertaining 1O this Agreement are to be kept
available for inspection by representatives of the City and the state of Washington for a
period Of three (3) years after final payments. Copies shall be made available UDoD
request.
5. Ownership and Use of Documents. All documents, drawings, specifications and other
materials produced by the Consultant in connection with the services rendered under this
Agreement shall be the property of the City whether the project for which they are made is
executed or not. The Consultant shall be permitted to retain copies, including reproducible
copies, of drawings and specifications for information, reference and use in connection with
the Consultant's endeavors. The Consultant shall not be responsible for any use of the said
documents, drawings, specifications or other materials by the City on any project other than
the project specified in this Agreement.
6. Compliance with Laws. The Consultant shall, in performing the services contemplated by
this Agreement, faithfully observe and comply with all federal, state, and local laws,
ordinances and regulations, applicable to the services rendered under this Agreement.
7. Indemnification. The Consultant shall defend, indemnify and hold the City, its officers,
officials, employees and volunteers harmless from any and all claims, injuries, damages,
losses or suits including attorney fees, arising out of or resulting from the acts, errors or
omissions of the Consultant in performance of this Agreement, except for injuries and
damages caused by the sole negligence of the City.
Should a court of competent jurisdiction determine that this Agreement is subject to RCW
4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or
damages to property caused by or resulting from the concurrent negligence of the
Consultant and the City, its officers, officials, employees, and volunteers, the Consultant's
liability hereunder shall be only to the extent of the Consultant's negligence. It is further
specifically and expressly understood that the indemnification provided herein constitutes the
Consultant's waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the
purposes of this indemnification. This waiver has been mutually negotiated by the parties.
The provisions of this section shall survive the expiration or termination of this Agreement.
8. Insurance. The Consultant shall procure and maintain for the duration of the Agreement,
insurance against claims for injuries to persons or damage to property which may arise from
or in connection with the performance of the work hereunder by the Consultant, its agents,
representatives, or employees. Consultant's maintenance of insurance as required by the
agreement shall not be construed to limit the liability of the Consultant to the coverage
provided by such insurance, or otherwise limit the City's recourse to any remedy available at
law or in equity.
A. Minimum Amounts and Scope of Insurance. Consultant shall obtain insurance of the
types and with the limits described below:
CA revised : 1 -2013
I%
1. Automobile Liability insurance with a minimum combined single limit for bodily
injury and property damage of $1,000,000 per accident. Automobile Liability
insurance shall cover all owned, non - owned, hired and leased vehicles.
Coverage shall be written on Insurance Services Office (ISO) form CA 00 01 or a
substitute form providing equivalent liability coverage. If necessary, the policy
shall be endorsed to provide contractual liability coverage.
2. Commercial General Liability insurance with limits no less than $1,000,000 each
occurrence, $2,000,000 general aggregate. Commercial General Liability
insurance shall be written on ISO occurrence form CG 00 01 and shall cover
liability arising from premises, operations, independent contractors and personal
injury and advertising injury. The City shall be named as an insured under the
Consultant's Commercial General Liability insurance policy with respect to the
work performed for the City.
3. Workers' Compensation coverage as required by the Industrial Insurance laws of
the State of Washington.
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4. Professional Liability with limits no less than $1,000,000 per claim and
$1,000,000 policy aggregate limit. Professional Liability insurance shall be
appropriate to the Consultant's profession.
B. Other Insurance Provision. The Consultant's Automobile Liability and Commercial
General Liability insurance policies are to contain, or be endorsed to contain that they
shall be primary insurance with respect to the City. Any Insurance, self- insurance, or
insurance pool coverage maintained by the City shall be excess of the Consultant's
insurance and shall not be contributed or combined with it.
C. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M.
Best rating of not less than A:VII.
D. Verification of Coverage. Consultant shall furnish the City with original certificates and
a copy of the amendatory endorsements, including but not necessarily limited to the
additional insured endorsement, evidencing the insurance requirements of the
Consultant before commencement of the work. Certificates of coverage and
endorsements as required by this section shall be delivered to the City within fifteen (15)
days of execution of this Agreement.
E. Notice of Cancellation. The Consultant shall provide the City with written notice of any
policy cancellation, within two business days of their receipt of such notice.
F. Failure to Maintain Insurance. Failure on the part of the Consultant to maintain the
insurance as required shall constitute a material breach of contract, upon which the City
may, after giving five business days notice to the Consultant to correct the breach,
immediately terminate the contract or, at its discretion, procure or renew such insurance
and pay any and all premiums in connection therewith, with any sums so expended to be
repaid to the City on demand, or at the sole discretion of the City, offset against funds
due the Consultant from the City.
9. Independent Contractor. The Consultant and the City agree that the Consultant is an
independent contractor with respect to the services provided pursuant to this Agreement.
Nothing in this Agreement shall be considered to create the relationship of employer and
employee between the parties hereto. Neither the Consultant nor any employee of the
Consultant shall be entitled to any benefits accorded City employees by virtue of the services
provided under this Agreement. The City shall not be responsible for withholding or
otherwise deducting federal income tax or social security or for contributing to the state
industrial insurance program, otherwise assuming the duties of an employer with respect to
the Consultant, or any employee of the Consultant.
10. Covenant Against Contingent Fees. The Consultant warrants that he has not employed or
retained any company or person, other than a bonafide employee working solely for the
Consultant, to solicit or secure this contract, and that he has not paid or agreed to pay any
company or person, other than a bonafide employee working solely for the Consultant, any
fee, commission, percentage, brokerage fee, gifts, or any other consideration contingent
upon or resulting from the award or making of this contract. For breach or violation of this
warrant, the City shall have the right to annul this contract without liability, or in its discretion
to deduct from the contract price or consideration, or otherwise recover, the full amount of
such fee, commission, percentage, brokerage fee, gift, or contingent fee.
11. Discrimination Prohibited. The Consultant, with regard to the work performed by it under
this Agreement, will not discriminate on the grounds of race, religion, creed, color, national
origin, age, veteran status, sex, sexual orientation, gender identity, marital status, political
affiliation or the presence of any disability in the selection and retention of employees or
procurement of materials or supplies.
CA revised: 1 -2013
Page 3
17
12. Assignment. The Consultant shall not sublet or assign any of the services covered by this
Agreement without the express written consent of the City.
13. Non - Waiver. Waiver by the City of any provision of this Agreement or any time limitation
provided for in this Agreement shall not constitute a waiver of any other provision.
14. Termination.
A. The City reserves the right to terminate this Agreement at any time by giving ten (10)
days written notice to the Consultant.
B. In the event of the death of a member, partner or officer of the Consultant, or any of its
supervisory personnel assigned to the project, the surviving members of the Consultant
hereby agree to complete the work under the terms of this Agreement, if requested to
do so by the City. This section shall not be a bar to renegotiations of this Agreement
between surviving members of the Consultant and the City, if the City so chooses.
15. Applicable Law; Venue; Attorney's Fees. This Agreement shall be subject to, and the
Consultant shall at all times comply with, all applicable federal, state and local laws,
regulations, and rules, including the provisions of the City of Tukwila Municipal Code and
ordinances of the City of Tukwila. In the event any suit, arbitration, or other proceeding is
instituted to enforce any term of this Agreement, the parties specifically understand and
agree that venue shall be properly laid in King County, Washington. The prevailing party in
any such action shall be entitled to its attorney's fees and costs of suit. Venue for any action
arising from or related to this Agreement shall be exclusively in King County Superior Court.
16. SeverabilitV and Survival. If any term, condition or provision of this Agreement is declared
void or unenforceable or limited in its application or effect, such event shall not affect any
other provisions hereof and all other provisions shall remain fully enforceable. The
provisions of this Agreement, which by their sense and context are reasonably intended to
survive the completion, expiration or cancellation of this Agreement, shall survive termination
of this Agreement.
17. Notices. Notices to the City of Tukwila shall be sent to the following address:
City Clerk
City of Tukwila
6200 Southcenter Boulevard
Tukwila, WA 98188
Notices to Consultant shall be sent to the following address:
Bill Baker
Total Destination Marketing
2021 SW 86th Ave.
Tualatin, OR 97062
(503) 592 -4603
18. Entire Agreement; Modification. This Agreement, together with attachments or addenda,
represents the entire and integrated Agreement between the City and the Consultant and
supersedes all prior negotiations, representations, or agreements written or oral. No
amendment or modification of this Agreement shall be of any force or effect unless it is in
writing and signed by the parties.
CA revised : 1 -2013
i
DATED this day of 20_____.
CITY []FTUKVV|LA CONSULTANT
Allan Ekberg, Mayor
City Clerk, Christy O'Flaherty
Q^ revised :1eo1n
By:
Printed Name:
__________
Title.
Approved as to Form.
Office of the City Attorney
Page 5
We
20
Exhibit "A"
SOUTHCENTER DISTRICT BRAND IMAGE
PROPOSAL
CONTENTS
Introduction................ ............................... ....................
4
Project Deliverables Summary .......................... ...............................
5
OurProcess ................................................ ...............................
6
OurTeam ................................................... ...............................
16
Experience and References ..... ............. ............................
18
Budget... ............................... .... ........ .......................
19
Project Schedule .......................................... ..............................
21
OurNeeds ................ ................................ ...............................
21
Appendices................................................. ...............................
22
CONTACT
Bill Baker, Team Leader
Total Destination Marketing
20212 SW 86th Ave.
Tualatin, OR 97o62
Phone: (503) 692 -4603
Email: billb@DestinationBranding.com
Website: Destination Branding.com
Southcenter District Brand Image Proposal
INTRODUCTION
It is with great pleasure that Total Destination Marketing (TDM) presents this proposal to conduct
research to develop a comprehensive brand strategy for the Southcenter District of the City of
Tukwila. The brand strategy will be designed to focus on day visitors to the district and will be
developed to be in alignment with the Southcenter Districts various partners and stakeholders.
On the following pages outline our methodology for conducting research and defining the most
potent brand strategy for the city. Critical to our consultative approach will be the provision of
opportunities for residents, elected officials, and key stakeholders to participate in the process.
We have assisted hundreds of destinations: cities, regions, states and nations to address complex
marketing and branding issues. This work has led us to know what works, what doesn't, and what
gets the best results from research, and brand communications across traditional and digital media.
We will bring this experience into play in the Southcenter District. Importantly, we will follow our
proven 7A Destination Branding System which; consistently delivers breakthrough results for places
of all sizes.
I am sure that you will find the 7A process energizing, educational, and a great unifying force for the
Southcenter District of the City.
Southcenter District Brand Image Proposal 2
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The Southcenter District Brand Blueprint and Style Guide set the directions for unifying stakeholders,
using one look, one voice, signature experience themes, images and messages to gain increased
effectiveness and efficiencies from the City's tourism marketing investments. The deliverables are:
KEY DOCUMENTS
)+
Tukwila City Image Research: This comprehensive report summarizes the results of the
research conducted to benchmark the image of Tukwila as a place to visit, live, work.
The final report will provide aggregate responses of all respondents in the Seattle-Tacoma Metro
Area (including Seattle, Tacoma, and suburbs\ The data will also be divided into individual areas,
including Seattle, Tacoma, and suburban tracts, based on the residence of the respondent.
Analysis will also include data about where the individuals work. Olympia data, if included in the
study, will be presented in the same format, but not combined with the Seattle-Tacoma Metro
area data. This study will be the subject of an in-person presentation to the City of Tukwila
separate to the brand strategy meetings.
Benefits: The City can ascertain the competitive strength of some of Southcenter and Tukwila's key
attributes and monitor their performance and perceptions over time.
� Research Fieldwork Report: This is a detailed summary of the qualitative and quantitative
research findings conducted on behalf of Tukwila including the external perceptions study,
community online survey, stakeholder interviews, external interviews and stakeholder
Benefits: These provide important data and detailed perspectives which will inform the creativity
and analysis required to define the brand strategy.
� Brand Action Blueprint:
communications, marketing, management, and experience delivery checklists. The Brand
Blueprint will provide the tools for improved targeting, pin point positioning, and the
communications and designs to resonate with target audiences. This includes an Action Plan
prescribing the major activities for implementing the brand in first 3o/go days to 3 years.
Benefits: The brand will be utilized accurately and creatively in strategies, marketing
communications and experience development programs.
Brand Style Guide: These comprehensive standards provide rules and advice for graphic
expressions, language, tone of voice, style and personality.
Benefits: The style guide fs the best way to ensure brand sustm/nub0/ty through consistent and
correct use of the brand no matter who is projecting /t.
SERVICES
7A Branding System: |n Tukwila, for the SouthosnterDistrict, vve will follow our time-tested 7A
Destination Branding System to provide the framework for the assignment. This proven and
acclaimed process builds the brand from the inside out by engaging key stakeholders and
partners throughout while researching Southcenter's competitive place in key markets.
Benefits: The 7A's enables us to capture the 'heart & soul'of the city, and ensures that solutions are
grounded in operating realities, market situations and community values.
Southcenter District Brand Image Proposal
➢ Outreach: Essential to our approach is active collaboration and consultation with multiple,
diverse local stakeholders and opinion leaders. This will occur through face -to -face interviews,
workshops, an online community survey, a Brand Advisory Committee to oversee brand
development and a project website to provide a readily available resource to inform residents
about the project and enable them to communicate with us.
Benefits: We have found that consultation is extremely valuable in clearing the way for long term
support for the brand. This enables us to capture resident and partner values, opinions and goals.
Most of our clients experience unexpected bonuses such as renewed support, revitalized
relationships, and a rekindled sense of purpose. Importantly, it establishes the sponsoring
organization as an important community leader and positive future - focused; force.
➢ Brand Coaching: We propose conducting regular coaching sessions to show how to use the
brand and learn the keys to success, pitfalls to avoid, and how to use the brand strategy as a
strategic management tool. The TDM team is available for twelve months to provide advice on
the implementation of specific brand elements.
Benefits: This will ensure that staff and key partners are able to creatively, consistently and
accurately lead and deploy the brand.
➢ Research: We will conduct at least twelve research studies. As seasoned place marketers, we
adopt a pragmatic approach that is a blend of community planning, the research and analytical
techniques used in tourism marketing and brand planning principles learned from working with
some of the world's leading destinations. The research studies will include:
• Marketing communications review • External influencer interviews
• Community online survey ■ Interviews
• Competitor research ■ Online reputation review
• Consumer perceptions research ■ Tagline and brandmark research
• Desk research — past reports, studies etc ■ Visitor readiness review
• Destination assessment K Workshops
• Destination name research • City image perceptions
Benefits: These studies provide insights to determine the most advantageous way to position
Southcenter in the environment in which Southcenter has to excel and which of your assets are
most compelling and distinctive.
➢ Destination Name Research: Identify places in the Southcenter District that are attractive and
recognizable as destinations in their own right and can form viable companion brands.
Recommend names that resonate with consumers and residents to optimize performance with
visitors.
Benefits: Consistent use of strong, relevant destination names will make the locations easily
identifiable, increase visitation and aid the development of complementary brands.
INTANGIBLES
➢ Positioning: Following analysis of the research conducted for Tukwila we define three strong
brand positioning concepts that capture the Southcenter District's competitive identity. These
will be presented to the Brand Advisory Committee to select the most potent and appropriate.
Southcenter District Brand Image Proposal
Benefits: Competitive positioning is at the heart of effective marketing because it enables the city
stands apart from other choices in ways that are valued by customers. It ensures that marketing
messages are relevant and resonate with target consumers.
➢ Brand Platform: We identify the nucleus or engine of the brand and outline the Southcenter
District's competitive edge, what the city believes it is, how it makes customers feel, and what
makes it distinctive and gives it personality. These will be crystallized from the interviews,
workshops, research and the analysis and filtering conducted with the Brand Advisory
Committee.
Benefits: The brand platform is the foundation on which the Destination Promise and all future
brand designs, actions and experiences will be based.
➢ Destination Promise: We create a concise statement to capture the essence of the Brand
Platform and guide everything Tukwila will do to communicate and deliver the Southcenter
District's brand. It's a unique blend of physical, intangible and emotional benefits which clearly
differentiate Tukwila from other choices.
Benefits: This is the beacon that will guide all aspects of how Tukwila presents the Southcenter
District, how it organizes and unifies brand behavior to deploy the brand.
➢ Brand Designs: We design the visual identity system to capture and dramatize Southcenter's
personality and Promise. This includes distinctive and expressive brandmark options, logotype,
fonts, color palette, and image guidelines to articulate the brand. It is supported by examples for
using design applications in brochures, websites, advertising, merchandise, wayfinding and
gateway signage, smart phone apps, and even street banners.
Benefits: These designs subconsciously influence consumers' feelings toward Tukwila to shape
how it is recognized, remembered and respected.
➢ Brand Language: The verbal identity includes brand messages, tagline, key words, brand stories
and copy style.
Benefits: This ensures that we translate the brand in into language that will fine -tune the brand in
a compelling manner and resonate with specific target audiences.
➢ Brand Experience Delivery: What are the improvements required to optimize the brand and
achieve the brand vision? Are there infrastructure, services, products and experiences that need
attention? Are there rules, policies, guidelines or regulations that need attention, modification
and enforcement?
Benefits: These actions assist in aligning the city's promise with what visitors actually experience,
and in turn lead to increased satisfaction and positive social media.
➢ Marketing Communications: Demonstrate and discuss how Tukwila can leverage the
Southcenter District's brand in a range of media and communications channels and how the
actions can be considered in developing the marketing plan.
Benefits: Considering how to embed the brand in marketing programs will improve the
effectiveness and efficiency of marketing activities.
Southcenter District Brand Image Proposal
TDM SCOPE OF WORK
STEP 1: ASSESSMENT
This is one of the most important phases because it provides the knowledge for all analysis and
creativity that follows. We begin by reviewing and analyzing the world in which the Tukwila brand
must excel.
A. Project Commencement
■ Scoping Meeting: Fine -tune the process and individual components with City executives
Brand Advisory Committee (BAC): We encourage the appointment of a small Brand Advisory
Committee, comprising 8 -12 members, representing a cross section of Government, community
and business organizations. We will assist in the selection of a BAC to act a sounding board for
the TDM team. The BAC will possibly meet four times for approximately z hours per meeting to
provide insights, feedback, understand the brand and empower them to become brand
champions for the eventual brand launch and deployment.
■ Target Audiences: Confirm the target audiences for researching the Southcenter District brand.
B. Research
• Data Review: Access relevant past research, surveys and reports to identify trends, campaigns,
past performance, competitors, seasonality patterns, opportunities and issues;
• Communications Review: Review the content of current and past Tukwila and Southcenter
regional marketing, well as the levels of integration across organizations and media;
• Digital Reputation: A general examination of Tukwila /Southcenter's profile and reputation on
blogs, media, review sites, social media, and relevant websites;
• Tukwila Community Survey: Capture the unfiltered attitudes, perceptions and opinions of
Tukwila residents, business, non - profit partners and stakeholders through an online survey. This
is confidential and designed to make it easier for all constituents to participate. The survey will
complement the City Image Study. Importantly, this poll will be comprised of many open -ended
questions to provide the greatest freedom possible to express opinions in regard to:
- Competitive strengths (and weaknesses)
- Their level of advocacy for the city as a place to visit, meet, live and do business
- Opinions and attitudes toward tourism and day visitors
- Suggested improvements to Tukwila experiences and marketing
- Tukwila infrastructure, facilities and service enhancements needed;
■ Tukwila Interviews (Approx. 35): Face -to -face and phone interviews with key business, elected
officials, City, community and opinion leaders;
Southcenter District Brand Image Proposal
■ External Influencers (Approx. 10-15): Phone interviews with individuals outside Tukwila such as
regional tourism officials, SSRTA, media /blogs, meeting planners, Seattle tour operators, and
sports event organizers;
■ Competitor Research: Create profiles of 3 -4 competitor cities /locations /Districts using inputs
collected during the research studies (Possible competitors include Downtown Seattle,
Downtown Bellevue, the Renton Landing, Kent Commons, and Downtown Tacoma);
• Community / Partner Workshops: Conduct two focus group sessions for a mix of stakeholders,
City staff and partners to participate in z hour workshops with 12 -15 invited participants in each;
• Brand Vision Workshop: In conjunction with the first Brand Advisory Committee meeting we will
facilitate a brand visioning session for BAC members. We will capture their insights, aspirations
for the project, and advice relevant to the process;
• Consumer Perceptions Study: Qualitative and quantitative research to be conducted online with
panels within the Greater Seattle region. The specifics of this panel will be finalized after
discussions with City staff. The survey will aim to generate at least 1,200 completed surveys.
Note: This research will be conducted in conjunction with the City Image Study.
Purpose: The purpose of this study is to gain prospective target customer insights to assist in
formulating Tukwila's competitive positioning and brand promise. This study will gain insights in
regard to:
- Perceptions of Southcenter District and three competitors as a place and as a place to visit
- Top of mind awareness of the Southcenter District
- Awareness and attractiveness of specific Southcenter District features and attributes
- Assess competitiveness of Tukwila to specific features and attributes
- Differences in perceptions between past visitors and non - visitors
- Rating of attractiveness of the Southcenter District as a place to visit
■ Tukwila Image Benchmark Study: Qualitative and quantitative research to be conducted via
telephone interviews and online surveys. Interviews will include a sample of Tukwila, Tacoma and
Seattle Metro residents. The specifics of this sample will be finalized after discussions with the
City. Importantly, the design of this scientific survey will enable the use of results as a baseline to
monitor the city's image and progress over the coming years.
Where appropriate,' responses will be calibrated with the results from the Knight Foundation
Soul of the Community 2010 report to provide comparisons on the basis of national performance
relative to specific features and issues. The questions to be included in the study are likely to
address the following issues:
• Top of mind perceptions of Tukwila (and 2 -3 other cities) on the basis of a variety of criteria
• Rating of Tukwila
- a place with a positive image
- a place to live (net promoter score ?)
Southcenter District Brand Image Proposal
a place to visit (net promoter score?)
- n place to feel safe / personal experience ortold
a place that is tolerant and welcoming / personal experience ortold
a place tofind affordable housing
- a place with good public schools
a good place to meet people and make friends
a good place for families to live
a good place for young professionals tolive
a good place for seniors tolive
- a good place for shopping / dining /entertainment / sporting
- a place to experience Seattle
-
people care about each other
- availability of arts and cultural opportunities
-
availability ofsocial community events
-
parks, playgrounds, trails, gathering places
'|n��
appearance and physical upkeep `
good signage and wayfinding systems
• Visited Tukwila/Southcenter during past year?
• Personal experiences in Tukwila have been positive?
• By way people talk, what kind of experience would you expect in Tukwila?
• Demographics (Age, sex, location, income, education)
Purpose: In addition to benchmarking the image of the city, responses will be calibrated with the
results from the Knight Foundation Soul of the Community 2010 report to provide performance
comparisons on the basis of national results relative to specific community features and issues.
Brand Name Research: Assess the appropriateness of the destination name "Southcenter" and
possible alternatives. To achieve this, we will establish name selection criteria and conduct
stakeholder online research to assess opinions to naming options and preferences, provide open-
ended questions to enable comprehensive feedback (note this survey will be conducted
simultaneously with the community survey). Also include naming questions in interviews and
`
City Image Research Presentation:
This meeting will provide an intensive review and discussion of the findings of the City Image
Research. The meeting will also consider implications of the research on the development of
Tukwila's brand strategy.
C. On the Ground
Southcenter District Brand Image Proposal
■ Destination Assessment: It is critical that visitor experiences fulfill Southcenter's Brand Promise.
Team members will plan, drive and walk unaided to experience what Tukwila has to offer a first -
time visitor. We will:
- Assess elements that make for a great sense of place and compelling visitor destination,
- Prioritize definable links, trails, districts and experience clusters,
- Locate points where critical encounters and key touchpoints influence Tukwila visitor
experiences, including pre- visit,
- Identify gaps and opportunities in gateways, wayfinding, infrastructure, linkages,
experiences and customer service,
- Are there rules, policies, guidelines or regulations that may need attention?
BRAND ADVISORY COMMITTEE MEETING (BAC) #1: BRAND VISIONING (During Visit 1)
The first BAC meeting will set the scene for the brand journey. This meeting may include staff and
community leaders, if desired. Importantly, participants will be in a position to understand the
process and likely outcomes, what place branding will and will not do, and be ready to take
ownership and champion the new brand.
It will feature:
■ An introduction to place branding,
■ Overview of the Southcenter branding process,
■ A Brand Visioning Workshop to gain insights, advice and opinions from participants,
■ A discussion of research findings to date,
■ A discussion of possible positioning considerations — and realities.
Note: Shaded sections in this proposal indicate meetings/presentations/ seminars.
STAFF BRAND MANAGEMENT MEETING ft
This is the first of four meetings for key staff who will be responsible for the brand. The meeting will
provide an introduction to place branding, the branding process, positioning Southcenter, the keys
to success, and the pitfalls to avoid, and critical factors for success. We will also consider how place
branding is different and what this means for Tukwila.
STEP 2: ANALYSIS
The information and insights gained in Step One provide a strong foundation and realistic context to
decide Tukwila's positioning, strategic brand priorities and directions.
A. Analyze Findings
• City Image Report: This comprehensive report will provide segmented analysis of the research
findings for each major geographical area included in the study.
• Research Fieldwork Report: Create, analyze and distribute a detailed summary of all research
findings to date for BAC members. It will contain the findings and data from the studies and
activities in Step One. This summarizes findings from research, interviews and workshops
Southcenter District Brand Image Proposal g
G J
(confidentiality protected), Destination Assessment, and discussion points in regard to target
audiences and key strategy considerations;
• Target Audiences: Confirm the Southcenter District's target markets relevant to the brand;
• Critical Dispersal Issues: Identify issues critical to spreading visitor benefits throughout the city
and extending their length of stay;
• Brand Influencers: Identify the leading drivers, channels and influencers that are affecting
positive and negative perceptions of Tukwila;
• Signature Experience Themes: Identify the experience themes to form the Brand Pillars.
• SWOT Analysis: Conduct strengths, weaknesses, opportunity and threat assessments to aid in
assessing the city's strength and competitiveness, as well as areas for improvement;
• Critical Issues: Identify issues that directly relate to enhancing the Brand of Southcenter;
• Communications: In general terms identify the types of messages that may be required to
influence the Tukwila brand among key audiences through critical channels at specific times.
B. Positioning
• Points of Difference: Identify the points of difference that enable Tukwila to be clearly and
meaningfully differentiated from competitors;
• Positioning: Identify several competitive brand positioning options to be considered by the BAC;
• Brand Concepts: Select three different Tukwila brand: directions for presentation to the BAC and
then together choose the most potent to shape the Tukwila brand.
BRAND ADVISORY COMMITTEE MEETING (BAC) #2: RESEARCH FINDINGS (During Visit 2)`
The focus of this meeting will be to review the outcomes and findings from all of the research
conducted during the Assessment phase. We will discuss critical issues arising from the research and
seek feedback and comments from BAC members. Following a recap and discussion of the
Fieldwork Research Reports and critical issues, we
• Review proposed SWOT outlines
• Outline three brand concepts that provide distinctive positioning options
• Decide the most potent brand positioning option
• Consider tagline options, if appropriate
• Discuss the proposed Brand Platform and Brand Promise
Following this meeting we will complete the Brand Platform, create the visual and verbal identity.
STAFF BRAND MANAGEMENT MEETING #2:
We examine how Tukwila can develop the most potent positioning, Brand Platform and Brand
Promise and how these important brand elements will shape the brand. We will take a critical
microscope to examine the Southcenter District's competitive strengths, experiences and services to
Southcenter District Brand Image Proposal 10
identify nities and gaps. vve will consider positioning options and create key
messages, content priorities, communications matrix and core identity themes.
C. Brand Platform
Following BA[#2vve finalize the Brand Platform which b the nucleus or engine of the brand.
• Target Audiences: Who are the target audiences that the brand must influence?
• Brand Strengths: What are the points of difference that support the new brand?
• Emotional Benefits: What feelings do you want customers to gain from their visit?
• Brand Essence: What is the DNA of the brand?
• Brand Pillars: What are the signature experiences that underpin the brand?
• Brand Personality: What is the character of Tukwila brand as a destination?
• Brand Reasons to Believe: What is the proof that the brand claims are credible and deliverable?
• Brand Stories: What are the stories that can add meaning and value to the brand?
D. Southcenter's Brand Promise
We finalize a compelling statement that encompasses the Brand Platform and positioning to express
the distinctive value and benefits that the Southcenter District's offers. This will be the beacon to
rally partners and guide future Tukwila marketing, communications and product development.
STEP 3: ALIGNMENT
It is important to have consistency and alignment across the many messages and experiences
emanating from Tukwila and its partners, including Seattle Southside, Westfield Southcenter and
Visit Seattle.
In conjunction with your staff and the BAC, we will consider:
- Who are the current and potential brand messengers, both internally and externally?
- Who are the most influential partners with key audiences (positive and negative)?
- is the proposed brand likely to be in harmony with partners in meaningful and appropriate ways?
- Can the proposed brand be leveraged with prominent local, regional and State brands?
- Does the proposed brand provide optimal opportunities for new business, product development
and the expansion Vf current strengths?
Can the brand work effectively across tourism, cultural and economic development and
community lifestyle marketing if required?
STEP 4: ARTICULATE
Our focus moves to the design of the visual and verbal identity systems to articulate the brand.
A. Designing the Verbal Identity
Somhcenter District Brand Image Proposal 11
� Tag|xle:A series of3'4 distinctive tag|ines will be created for the BA[ and City toconsider, if
• Brand Craft enticing key words and phrases to resonate with individual target
audiences e.g. family getaways, shopping, etc
• SEO*+:Provide guidelines and recommendations for Search Engine Optimization to be included
in the marketing plan, including use of key words and phrases across multiple digital platforms;
• Brand Names: Confirm the city's destination brand names and their hierarchy.
�.
** These elements will be developed in collaboration with City staff.
B. Designing the Visual Identity
We now design the attractive and distinctive visual identity system.
� Brandnmark: Create several brandnnark designs for BAC and City to select the most appropriate
for city marketing;
• Typography: Design the suite of expressive fonts;
• Colors: Create a color pallet to bring personality and emotion to Tukwila designs,
• Identity Research (optional): After passing our rigid internal standards, we will use the TDM
Global Test Panel to review and seek comments on the brandmark and tagline alternatives. This
panel comprises 7o-8o discerning, frequent travelers and place marketing experts from around
the world. Their rankings and comments help to view the designs in a broader perspective and to
fine tune as necessary (See page 19);
• Design Concepts: These will demonstrate how the visual identity will look in a variety of
marketing, environmental and corporate applications. We will create visual mock-ups that may
include marketing materials, displays, merchandise and wayfinding, signage.
�
- Finalize Destination Promise
- Fine-tune the selected brand
- Discuss the communications
- Provide identity designs inclu
- Finalize visual identity and ta;
- Key messages
- Seek input relevant to critical]
- Consideration of the issues r(
Ind Brand Platform
positioning concept
natrix to connect with specific tarl
ding a series of distinctive brandrn
STAFF BRAND MANAGEMENT MEETING #3:
Southcenter District Brand Image Proposal
et audiences
irk and tagline options
12
Examine techniques fordepkwhngthevisua|andverba|identitv then how to use them through
traditional and digital media, as well as marketing, collateral and environmental applications. \Ne
then consider how to deliver outstanding brand experiences through Tukwila brand touchpoints,
product development, and outreach programs.
STEP 5: ACTIVATION
A. Communicating the Brand
• Brand Communications Matrix^*: Comprised of the key words, phrases, images, benefits and
strengths, brand storie that should b d when communicating with possibly key target
• Brand Images": Suggestions for high quality photography and video to lead Tukwila brand
• Content Marketing **: To integrate communications most effectively acros
will work with City staff to establish guidelines for creating and delivering content that attracts,
engages, and drives preferences among Tukwila target audiences.
• Target Personas **: We will consult research and work with City staff and partners to create
portraits of target audiences that describe their characteristics, behavior, motivations and goals.
• Marketing Racmmnnmanmanons'-:vve will marketing plan elements muu/g
from research, consultation and brand communications techniques tnbe considered in
developing the City's plan. h ese will include `descriptions, i budget,
timing and rationale.
• Brand Management Checklists: We provide advice and checklists on the most effective use of
the brand in marketing applications, management of the brand and suggested inclusions in the
marketing plan.
These elements will developed In collaboration with City staff.
B. Brand Experience Design
Experience Touchpoints**: Isolate points where positive encounters with the brand may be
presented or points where there may be opportunities to improve or develop visitor experiences
and the sense of place. City and partners must match product and experience delivery with the
Tukwila Brand Promise. Where can enhancements be made to optimize the brand? Are there
infrastructure, services, products and experiences that need attention? Are there relationships,
rules, policies, guidelines or regulations that need attention, modification or enforcement?
** These elements will he developed in collaboration with City staff.
STEP 6: ADOPTION
Great brands are great because they have people who will champion their cause. They are the
internal and external sparks for the development of the brand. True success will only come when
leaders, staff, partners and stakeholders are united, motivated, completely understand the brand,
Southcenter District Brand Image Proposal 13
and know their roles in using it. Ideally, a partnership of key stakeholders is needed to energize,
activate and provide leadership for the strategy.
- Together we determine the specific goals, messages, and actions needed to encourage adoption
and use of the brand across the city by specific groups and individuals.
- Guidance on how to select and manage brand ambassadors and spokespersons.
- Provide advice and tips on a smooth rollout and launch.
- Are new partnerships and relationships needed?
STEP 7: ACTION
A. Brand Blueprint
This practical manual outlines how the brand should be communicated, managed, and monitored to
ensure its long term sustainability. Importantly, it will demonstrate how to embed the brand in
strategies, marketing and product development programs. It includes:
- Target Audiences: The audiences with whom the brand must resonate,
- Brand Platform: Foundation of the brand and rationale includes key attributes, emotional
benefits, brand personality,
- Brand Promise: A concise statement of the city's distinctive., positioning, value and benefits,
- Brand Pillars: The clusters of product and signature experience themes that underpin the brand,
- Verbal Identity: The key words and phrases to verbally express the brand,
- Visual Identity: The brandmark and graphic assets to visually express the brand,
- Communications Matrix: Customized elements to fine -tune the brand to resonate with specific
target audiences,
- Design' Guidelines: Demonstrates the correct (and incorrect) use of the visual identity system,
- Brand Management: Checklists and advice to aid the deployment and implementation of the
brand,
- Marketing Communications Checklists: Advice on the effective use of the brand in various key
media and channels to be considered in the marketing plan and deployment,
- Marketing Recommendations - Outline the marketing actions and approximate budget for key
elements that may be considered in the marketing plan.
- Evaluation & Accountability: The metrics and techniques to monitor brand performance,
- Brand Deployment: Outline implementation steps and checklists for actions during the first go
days to three years.
B. Brand Style Guide
Southcenter District Brand Image Proposal 14
The comprehensive standards help maintain brand consistency in all expressions of the brand. it
provides directions for designs, tanguage,toneofvoice,stveandpursona|ity and includes:
• Descriptions of the brand,
• How to embed the brand in Tukwila communications,
• How to apply the verbal and visual identity systems,
• What b the correct and incorrect use of the brand designs and graphics,
• How to use brand typography and colors,
• How tn use brand photography and video,
• How the brand should be presented in marketing, merchandise, wayfinding, signage and
stationery.
We will review all aspects of the final Brand Strategy and the actions necessary to successfully deploy
and manage the brand. After this meeting we will prepare the final versions of the Tukwila Brand
Blueprint and Style Guide.
| STAFF BRAND MANAGEMENT MEETING #4: | |
During our final visit, we will facilitate an intensive coaching session (depending upon how much
time you have available) for staff to discuss and demonstrate how to correctly and consistently
manage and deploy the Tukwila brand across marketing and development programs.
C. Brand
• Action Plan: Develop ~'an activation �~ plan to identify the key actions to deploy the brand from gV
.
days to]years;
• Free he months we will provide advice on specific brand deployment issues;
"
Somhcenter District Brand Image Proposal
15
OUR TEAM
Bill Baker
Bill is Chief Brand Strategist for Total Destination Marketing. Heis
highly respected internationally asan expert and industry pioneer in
assisting hundreds of cities and regions around the world.
He was a senior executive leading Australia's glob a)branding and
marketing for more than a decade. This firmly placed Australia as the #1
most desired destination in the world. |t was one of the pioneering
',='-^-._ . '.--.--^_--^.-_�_- - _^_ -_^-"— —��.--^--�---'
many of the ideas and techniques that we will apply in Tukwila.
Since establishing TDM in 1994, his strategic advice has been sought by the nations of Hong Kong,
India, Macau, Saudi Arabia, Korea, Malaysia and Australia. He has been involved in the marketing of
hundreds of cities and regions in North America and Australia to boost their tourism performance.
Bill has been interviewed by CNN, The Travel Channel, New York Times, Los Angeles Times, New
Yorker, Forbes, Inc, USA Today, as well as many leading international outlets. He is widely published
and is the author of the best-seller, "Destination Branding for Small Cities".
errnrcsmoesnnanunuranu/�&xoracnunoyunuoouvv�ummuoam
Carla -' .
�ar �
.
Carla Shryock is lead strategist for Shryock Associates (est. 1999) and
has extensive experience in marketing and communications for the
tourism, retail, high-tech and newspaper industries. While specializing
in research, competitive analysis and positioning, Carla is also adept at
deploying brand strategies and bringing them to life through
advertising, publications, website, social media and other brand
communications. For Tukwila, Carla will address web analytics, social
media, content management and brand messaging. Carla has developed
strategies and marketing communications for the State of Oregon, Southern
Oregon, Lane County OR, Salem OR and many other Pacific Northwest
destinations.
Todd Mayfield
Todd Mayfield is Creative Director for Axia Creative and has earned
numerous awards for design excellence and profound respect among his
peers. He is also an accomplished fine artist and illustrator. His work has
been featured in national publications and books. Heis the principal of
Axia Creative serving clients throughout the US, Canada and the
Recent visual communications assignments include the development of the
logo and style guides for Sitka AK, Gulf Shores AL, Southeast Alaska, Russian River CA, Bothell WA,
Moses Lake WA, Stockton CA, Rapid City SD, and other cities in the states of Michigan, Texas,
Southoenter District Brand Image Proposal 16
California, New Mexico, and Canadian Provinces of Alberta and Ontario. Axia Creative also specializes
in the design and development of wayfinding programs, helping communities provide excellent
destination navigation and creating a memorable sense ofplace. Todd collaborated with TDK8in
providing the visual identity for branding Mankato MN, Terrebonne Parish LA, SitkaAK and Gulf
Shores AL.
FOUR-3-IM M
Bruce Dickson b President of Tourism Development Solutions. He has 30
years' experience in tourism and destination development. Bruce
specializes in strategic planning, consumer research, visitor experience
evaluation, visitor product development with particular emphasis on
special interest tourism products and experiences including a �
cu|tura|/heritage' events and nature tourism. A hallmark of his work has
been his | i | and consultative techniques in iti small
-
communities and regi the USA and Australia. Bruce has been
collaborating in the USA with T for h a decade by providing
research, strategic analysis and product development advice.
Matthew Stone, Phl), CMP
Matthew Stone is assistant professor at California State University, Chico,
where he teaches courses in hospitality and event management. Prior to
teaching, Matthew spent twelve years as a manager in the hospitality
industry, including director of sales and marketing and director of catering
sales with Marriott and Hilton branded hotels. He is also a certified meeting
professional (CMP).
Matthew's major research projects include the recent completion of the
world's largest culinary tourism study and report for the World Food Travel
Association. He also completed a white paper for the United States Travel
Association about the ---,o benefits as Dart of -=an
researching the benefits ~ ' tourism. When Chico needed help after losing connrnencia|a�service, he
donated his time to conduct a community travel, study and presented the report to the Chico
.'
Chamber of Commerce and City Council.
His research has appeared - in many academic ' urna|s'indudingTnurisn7 Management, Journal of
Travel Research, Journal of Air Transport Management, Current Issues /nTourism, and Tourism and
Hospitality Research. |t has also been presented at the Travel and Tourism Research Association
international conferences in2U13,I014, and 2O15. Asa consumer travel expert, Matthew has been
quoted by USA Today, Houston Chronicle, Smart Money, Los Angeles Times, and Asian Hospitality.
Matthew is a native of small town in Central Illinois and holds degrees in business administration
(BS, University of Illinois), hospitality management (M H M University of Houston), and recreation,
park, & tourism sciences (PhD Texas A&W1l
Southcenter District Brand Image Proposal 17
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Past Experience and Clients
Our clients are our most enthusiastic advocates. The following isa partial list of the organizations
and places that has assisted with their marketing and branding:
United States and Canada
Australia
Alameda, CA
Australian Tourist Commission*
Albany, NY*
Central West Region
Astoria Warrenton, OR*
City ofAmnida|e
Bellingham, WA*
City of Lake Macquarie �x^
Billings, MT*
City ofNewcastle
Canada's Badlands*
City ofSh
ChennainusB[*
City of Wollongong*
Chicago Northwest, IL*
Destination
Columbia Gorge, OR
Hunter
DuPont, WA
Inbound Touri Organization Australia
Durham, NC*
Legends, Wine and High Country, Vic
Fairfield, |A*
Newcastle Airport
Forest Grove, OR*
NbYVCouncil of Tourist Associations
Galena, |L
NSW National Parks &VY||d||feService
Grants Pass' DR*
Office f National T i
Gulf Shores, LA*
Sydney Convention & Visitors Bureau
Hudson County NJ*
~ ~. �y�
�
Lane County, OR~
� |V
�
Mankato, MN*
Tourism South Wales
Medford 8' Rogue Valley, [8���` '/� '
� �.Tourism Victoria
Oregon City, OR
' International
nn
Oregon Tourism
�
Oshkosh, WI* ^
Fiji
Rockland County, NY
``�'�: .Government of India, Tourism
Sitka,AK* '
'���Guam Visitors Bureau
Snohomish, WA
Hong Kong Tourism Board*
�
Southern Oregon
HvvaseongCity South Korea*
Tacoma, WA* .
Kingdom nf Saudi Arabia
Terrebonne Parish, AL*
Macau Government Tourist Office
Tillamook Coast, OR*
Mallorca, Spain*
Vernonia,(}K
New Guinea
Washington County, OR
Pacific Asia Travel Association'PATA)
Wilsonville, OR
Sarawak, Borneo, Malaysia
Woodburn, OR*
South Korea
Yakima Valley, WA*
Timor, Indonesia
*Branding
5ombenter District Brand Image Proposal
R
• 1•
Core Program Fees:
Professional fees and expenses for core program as outlined, includin $67,500
expenses for team member visits
Included: The base project fee includes all team expenses for completing the scope of work as outlined,
including assessment and research, coaching, 4 BAC meetings, graphic design and documentation. Additional
meetings and visits may incur an increase in budget for expenses and fees. Fee includes completed logo and
brand design elements. All logo and design files created will be the property of the City of Tukwila.
Not included are advertising, printing, photography, and other production costs related to Tukwila's marketing
materials for implementation of the strategies, or additional Tukwila reference and research outside of those
outlined (if required). Depending upon the final scope of work and variations to research panels, there may be
the need to adjust the budget.
Logo and Tagline Research $3,475
After passing our rigid internal standards, we use the TDM Global Test
Panel to review and seek comments on the brandmark and tagline
alternatives, if required. This panel comprises 70 -8o discerning,
frequent travelers and place marketing experts from around the world.
Proposal: Page 12
Tukwila Image Benchmark and Perceptions Study $31,600
Qualitative and quantitative research to be conducted via telephone
interviews and online surveys. Proposal: Pages 7
Inclusion of Olympia
Extension of the study to include 120 online respondents from Olympia. $2,500
Southcenter District Brand Image Proposal tg
PROJECT SCHEDULE
Indicative Timeline
Dec Jan Feb Mar Apr May Jun Jul
1. Assessment
City Image Research
z,. Advantage
3. Alignment
4. Articulate
5. Activation
6. Adoption
7. Action
Proposed BAC meetings
- Timeline may change depending upon final scope, options selected, start date, budget availability,
extent of research, timing of meetings, and timeliness of approvals.
OUR NEEDS
To facilitate development of the strategy, we appreciate support with the following:
• Access to all relevant research, reports, strategies, and marketing materials
• A venue for conducting workshops and interviews
• Advice in nominating suitable individuals for local and external interviews
• Coordination, invitations and reminders for attendance at interviews and workshops
• Publicity of the online survey to generate community and stakeholder participation
• Timely approval at critical points
Southcenter District Brand Image Proposal zo
APPENDIX 1: City Image and Perceptions Research Methodology
This methodology is proposed by Total Destination Marketing (TDM) to establish benchmarks for
monitoring Tukwila's city image and reveal the perceptions of key audiences toward the city as a
place to visit. The study will contribute directly toward developing the brand identity and positioning
that will resonate most strongly with target audiences.
Statement of the Problem
Tukwila and the Southcenter area have long been known as a hub of commerce in Washington State.
Located just south of the city of Seattle (Washington State's largest City), well over 150,000 people
come to Tukwila every day to work, for entertainment, to dine, and to shop. Tukwila is home to the
Southcenter District, one of the largest concentrations of retail and dining in Washington State. In
2015, over $2 billion of taxable retail sales occurred in the City of Tukwila, with well over 95% of those
sales occurring in the Southcenter District. The Southcenter District draws visitors from all over the
Puget Sound region.
The Southcenter District is also changing. A high rise residential structure is currently under
construction, with more residential development envisioned. The Southcenter District is also
competing with downtown areas, such as downtown Bellevue and downtown Seattle for shoppers.
These downtowns are hard at work on creating a distinct brand for their shopping areas.
Nationwide, many shoppers are also turning towards online purchases and forgoing brick and mortar
shopping. Given that the City of Tukwila has a low residential population, the rise in online shopping
could pose a serious threat to the City of Tukwila's sales tax collection.
The Southcenter District and the City of Tukwila have also been seen, unfairly and incorrectly, as
having high crime. This perceptions comes from an annual "study" naming the most dangerous cities
in the United States.
Purposes of the Study
This study is being conducted to benchmark the image of Tukwila as a place to visit, live, work, and
invest, and to ascertain the competitive strength of some of Tukwila's key attributes. In addition to
benchmarking the image of the city, Tukwila responses will be calibrated with the results from the
Knight Foundation Soul of the Community zoo report to provide performance comparisons on the
basis of national results relative to specific community features and issues. Responses will also
studied to determine Tukwila's competitive positioning and brand promise among various
geographic regions in the Tukwila area. This study will be complimented by face -to -face interviews,
workshops, an online community survey, and an examination of past studies relative to visitation to
the city.
Objectives
The research will explore:
■ The awareness and perceptions of Tukwila and Southcenter held by residents in the Puget
Sounds including Tukwila residents
Southcenter District Brand Image Proposal 21
• The community's competitive strengths compared to other nearby cities
• The awareness and attractiveness of selected Tukwila and Southcenter attributes
• Determining the most desirable brand positioning for the tourism marketing of the city
• Identifying the top of mind associations held about Tukwila
Limitations of the Study
Due to the scope of this project and the challenges of accessing sufficient sample sizes of target
participants, we have adopted a hybrid approach to each geographical area within the study region.
The cost of set -up and administering the survey by cell phone calls is approximately $6o+ each,
landline phones $40+ each, and self- administered online survey responses are in the rage of $6+
each. This does not include costs related to survey design, management, collation, analysis, reports
and presentation. In some cases we were unable to access online samples of sufficient size. This will
result in the survey being administered through a combination of cell and landline phone calls.
When using telephone research, a combination of landline and cell phone responses is preferred
because many individuals, particular in Generation X and Millennials, do not use a home phone. Cell
phone responses are based on billing information. Using landlines only would miss a large segment
of the population.
Where possible, the samples are balanced to closely mirror the population in terms of gender and
age ranges. While an exact duplication of a population is impossible, the data collection methods
result in a wide range of respondents.
In smaller areas (for example, Olympia & Tukwila), we were unable to access online samples of
sufficient size to be "generalized" to the whole population of these cities. A smaller sample
increases the margin of error. This would be a major concern if generalizing economic data.
However, this survey is intended to learn about general attitudes and opinions. Therefore, it is less
important to have large samples to obtain quantifiable data.
Data Collection
The number of total respondents (over 1200) will generate sufficient data to help guide strategic
decision making and establish benchmarks for future studies. The results will be presented in
aggregate and broken down by geographic area.
The data will be collated using a combination of survey methods for each target area. These are:
Seattle
Area: This comprises the city of Seattle only, and does not include nearby cities or suburbs
Sample size: 400
Panel Composition: Online survey
Survey Content: City image and Brand perceptions studies
Southcenter District Brand Image Proposal 22
Comments: The sample will be balanced based on gender and age ranges in order to approximate a
representative sample of residents. The data collected will include the ZIP code of residence and the
ZIP code of the workplace.
Seattle Metro
Area: This comprises the Seattle Metro, not including the City of Seattle, Tacoma, or Tukwila.
Sample size: 600
Panel Composition: Online survey
Survey Content: City image and Brand perceptions studies
Comments: The sample will be balanced based on gender and age ranges in order to approximate a
representative sample of residents. The data collected will include the ZIP code of residence and the
ZIP code of the workplace.
Tacoma
Area: The city of Tacoma.
Sample size: 220
Panel Composition: Online survey
Survey Content: City image and Brand perceptions studies
Comments: The sample will be balanced based on gender and age ranges in order to approximate a
representative sample of residents. The data collected will include the ZIP code of residence and the
ZIP code of the workplace. Because it is a smaller sample size, the data will have a higher margin of
error than the Seattle or Seattle suburb samples.
Tukwila
Area: The city of Tukwila
Sample size: 170
Panel Composition: Cell phone 7o; Landline phones loo
Survey Content: City Image Study only
Comments: This study is in addition to the community survey included in the brand strategy process.
Because of the relatively small number of individuals who can be identified to participate in an online
survey, a telephone survey will be used in Tukwila.
Reports
City Image: The final report will provide aggregate responses of all respondents in the Seattle-
Tacoma Metro Area (including Seattle, Tacoma, and suburbs). The data will also be divided into
individual areas, including Seattle, Tacoma, and suburban tracts, based on the residence of the
respondent. Analysis will also include data about where the individuals work. Olympia data, if
Southcenter District Brand Image Proposal 23
43
included in the study, will be presented in the same format, but not combined with the Seattle -
Tacoma Metro area data. This study will be the subject of an in- person presentation to the City of
Tukwila separate to the brand strategy meetings.
Perceptions Study: The respondents related to the brand perceptions and competitive positioning of
Tukwila will be included in the Research Fieldwork Report. The results will be analyzed in sync with
the other brand research activities conducted, such as interviews, workshops and community survey.
Results will be presented to members of the Brand Advisory Committee as an element of the brand
planning process.
Timing:
The goal is to complete the data collection during the first week of December, 2o16. However, this
will be subject to timely approvals and the availability of outbound survey administrators through
the research agency. If the study is completed in December we will aim to present to the City of
Fairfield in January.
Cost:
The professional fees and expenses for designing, managing, analyzing and presenting the studies
for Seattle, Seattle Metro, Tukwila and Tacoma as outlined, including reports and presentation is
$ 31,600. This includes travel costs related to presentation of the final report. Please note that our
original proposal included an option of $7,450 for Perceptions Research. This study will no longer be
required as a stand -alone activity and it has been absorbed into this project and is included in this
methodology. However, the length of each survey, except for Tukwila), has increased in length due
to the combined studies.
Option:
Olympia
Area: The city of Olympia
Sample size: 120
Panel Composition: Online survey
Survey Content: City image and Brand perceptions studies
Comments: The sample will be balanced based on gender and age ranges in order to approximate a
representative sample of residents. The data collected will include the ZIP code of residence and the
ZIP code of the workplace. Because it is a smaller sample size, the data will have a higher margin of
error. However, given the nature of the questions and data collected the margin of error will not be
crucial.
The addition of Olympia in the study as outlined is $ 2,500.
Southcenter District Brand Image Proposal 24
City of Tukwila Contract Number:
6200 Southcenter Boulevard, Tukwila WA 98188
Exhibit "B"
Compensation Method
Consultant shall be compensated as outlined below:
Within 30 days of commencement of the
$20,000.00
agreement.
Presentation of City Image / Perceptions
$20,000.00
Research
Completion of Step 2 of the Scope of Work
$21,500.00
included in Exhibit "A".
Completion of Step 5 of the Scope of Work
$26,750.00
included in Exhibit "A".
Upon completion of project.
$16,825.00
Total Project Cost:
$105,075.00
Compensation listed above includes all costs of the project, including any travel or
accommodations, required for the consultant.
45
EN
TO:
FROM:
DATE:
SUBJECT
City of Tukwila
Mayor's Office - David Cline, City Administrator
Mayor Ekberg
Finance & Safety Committee
David Cline, City Administrator
November 3, 2016
Kenyon Disend PLLC Contract for City Attorney Services
Allan Ekberg, Mayor
ISSUE
The current contract for City Attorney services provided by Kenyon Disend expires December 31,
2016. Attached is a proposed contract for 2017 -2018.
BACKGROUND
The City of Tukwila contracts for legal services summarized as follows:
• General City Attorney services;
• Prosecution services;
• Litigation and contested administrative proceedings;
• Paralegal services; and
• "Special services" (services not otherwise specified).
DISCUSSION
Under the current and proposed contracts, general City Attorney services are provided at a flat
monthly rate. Litigation, contested administrative proceedings and "special services" are subject to
prior approval and are billed at the hourly rates of contractor staff involved. Contractor's hourly
rates are attached to the proposed 2017 -2018 contract.
The 2015 -2016 flat rate for City Attorney services for general City Attorney and Prosecution services
was $39,318.00 per month. The 2017 -2018 contract increases the flat rate to $45,083 per month for
2017 and $46,436 for 2018. This reflects an approximate 8.7% increase to account for additional
prosecution costs related to adding an additional day of court calendars each week. It also considers
cost of living adjustments and modest increases in attorney billing rates.
RECOMMENDATION
It is recommended that this contract be forwarded to the consent agenda of the December 5, 2016
City Council for approval and authorization for execution by the Mayor.
ATTACHMENTS
Draft Contract for City Attorney Services, 2017 -2018
Tukwila City Hall • 6200 Southcenter Boulevard • Tukwila, WA 98188 • 206 - 433 -1800 - Website: TukwilaWA.gov
J,�wi�a w4
I905
City of Tukwila Contract Number:
6200 Southcenter Boulevard, Tukwila WA 98188
CONTRACT FOR LEGAL SERVICES
This Agreement is entered into by and between the CITY OF TUKWILA, Washington, a
noncharter optional municipal code city hereinafter referred to as "the City," and KENYON DISEND,
PLLC, hereinafter referred to as "the Contractor," whose principal office is located in Issaquah,
Washington.
WHEREAS, the City has a need to have certain
WHEREAS, the City desires to have the Contract
terms and conditions; now, therefore,
IN CONSIDERATION OF the mutual benefits
parties hereto agree as follows:
1. Scope and Schedule of Sf
perform those services described on
reference as if fully set forth. In perf
performed for its citizens; and
h services pursuant to certain
and conditions hereinafter contained, the
:d by Contractor. The Contractor shall
iereto and incorporated herein by this
the Contractor shall at all times comply
attached
with all federal, state, and local statutes, rules and ordinances applicable to the performance of such
services and the handling of any funds used in connection therewith. Such local rules and ordinances
shall include, but not be limited to, the City Code of Ethics, as set forth in Ordinance No. 2068. The
Contractor shall request and obtain prior written approval from the City if the scope or schedule is to
be modified in any way.
2. Compensation and Method of Payment. The City shall pay the Contractor for services
rendered according to the rate and method set forth on Exhibit B attached hereto and incorporated
herein by this reference.
3. Contractor Budget. The Contractor shall apply the funds received under this Agreement
within the maximum, limits set forth in this Agreement.
4. Duration of'Agreement. This Agreement shall be in full force and effect for a period
commencing January 1, 2017, and ending December 31, 2018, unless sooner terminated pursuant to
paragraph 8 of this Agreement.
5. Independent Contractor. Contractor and City agree that Contractor is an independent
contractor with respect to the services provided pursuant to this Agreement. Nothing in this
Agreement shall be considered to create the relationship of employer and employee between the
parties hereto. Neither Contractor nor any employee of Contractor shall be entitled to any benefits
accorded City employees by virtue of the services provided under this Agreement. The City shall not
:•
be responsible for withholding or otherwise deducting federal income tax or social security or
contributing to the State Industrial Insurance Program, or otherwise assuming the duties of an
employer with respect to the Contractor, or any employee of the Contractor.
6. Indemnification. The Contractor shall indemnify, defend and hold harmless the City, its
officers, agents and employees, from and against any and all claims, losses or liability, including
attorney's fees, arising from injury or death to persons or damage to property occasioned by any act,
omission or failure of the Contractor, its officers, agents and employees, in performing the work
required by this Agreement. With respect to the performance of this Agreement and as to claims
against the City, its officers, agents and employees, the Contractor expressly waives its immunity
under Title 51 of the Revised Code of Washington, the Industrial Insurance Act, for injuries to its
employees, and agrees that the obligation to indemnify, defend and hold harmless provided for in this
paragraph extends to any claim brought by or on behalf of any employee of the Contractor. This
waiver is mutually negotiated by the parties. This paragraph shall not apply to any damage resulting
from the sole negligence of the City, its agents and employees. To the extent any of the damages
referenced by this paragraph were caused by or resulted from the concurrent negligence of the City,
its agents or employees, this obligation to indemnify, defend and hold harmless is valid and
enforceable only to the extent of the negligence of the Contractor, its officers, agents, and employees.
7. Insurance. The Contractor shall procure and maintain in full force throughout the duration
of this Agreement professional liability insurance with a minimum coverage of $1,000,000 per claim
and $3,000,000 aggregate. Contractor shall provide evidence of such coverage in a manner and form
acceptable to the City in the City's sole discretion. Cancellation of the required insurance shall
automatically result in termination of this Agreement.
8. Termination. This Agreement may at any time be terminated by the City giving to the
Contractor thirty (30) days written notice of the City's intention to terminate the same.
9. Discrimination Prohibited. The Contractor shall not discriminate against any employee,
applicant for employment, or any person seeking the services of the Contractor to be provided under
this Agreement on the basis of race, color, religion, creed, sex, age, national origin, marital status or
presence of any sensory, mental or physical handicap.
10. Assignment and Subcontract. The Contractor shall not assign or subcontract any portion
of the services contemplated by this Agreement, except for prosecution services, without the written
consent of the City.
11. Entire Agreement. This Agreement contains the entire agreement between the parties
hereto and no other Agreements, oral or otherwise, regarding the subject matter of this Agreement,
shall be deemed to exist or bind any of the parties hereto. Either party may request changes in the
agreement. Proposed changes which are mutually agreed upon shall be incorporated by written
amendments to this Agreement and with the consent of the City Council.
-2-
50
12. Notices. Notices to the City of Tukwila shall be sent to the following address:
City Clerk
City of Tukwila
6200 Southcenter Blvd.
Tukwila, Washington 98188
Notices to the Contractor shall be sent to the address provided by the Contractor upon the
signature line below.
13. Applicable Law; Venue; Attorney's Fees. This Agreement shall be governed by and
construed in accordance with the laws of the State of Washington. In the event any suit, arbitration,
or other proceeding is instituted to enforce any term of this Agreement, the parties specifically
understand and agree that venue shall be properly laid in King County, Washington. The prevailing
party in any such action shall be entitled to its attorney's fees and costs of suit.
DATED this day of
CITY OF TUKWILA
C
MayorAllan Ekberg
ATTEST /AUTHENTICATED:
Christy O'Flaherty, City Clerk
2016.
CONTRACTOR:
KENYON DISEND, PLLC
IM
Michael R. Kenyon
Managing Member
ADDRESS: 11 Front Street South
Issaquah, Washington 98027
(425) 392 -7090
-3-
51
52
EXHIBIT A -- SCOPE OF SERVICES
Contractor agrees to provide a level of service equal to or greater than the level of service
provided by an in -house city attorney office consisting of one city attorney and one assistant city
attorney /prosecutor.
In particular, Contractor agrees to:
1. Provide general city attorney services, which include but are not limited to:
A. Attend regular meetings of the City Council;
B. Attend Executive Sessions and special meetings of the City Council,
Committee of the Whole, Committee meetings, and meetings of City Boards
and Commissions, upon request;
C. Prepare or review ordinances, resolutions, contracts, interlocal agreements,
and other city documents or materials as requested;
D. Practice "preventative law" in the form of regular consultation with staff and
elected officials, and maintenance of between 20 and 25 "office hours" each
week at City Hall, exclusive of prosecutor time;
E. Provide special classes and/or seminars for staff, elected officials, Boards, and
Commissions on issues including, but not limited to, ethics, conflict of
interest, and the appearance of fairness doctrine.
F. Except as set forth in Section 3, defend litigation brought against the City;
G. Defend or initiate administrative hearings involving the City including, but not
limited to, drug forfeiture and seizure hearings, code enforcement, and similar
matters;
H. Such other general city attorney matters as are assigned;
I. Provision of cellular telephones to all attorneys employed by Contractor, and
a list of such telephone numbers to the City;
J. Comprehensive Internet and remote access capability, including e -mail,
linking Contractor's office with City Hall; and
K. Oversight and coordination of the City Clerk's Office.
M
53
2. Provide city prosecution services, which include but are not limited to:
L. Review, determine filing decision, and file all Tukwila Police Department
reports involving misdemeanor and gross misdemeanor crimes, and represent
the City on all contested traffic hearings;
M. Regularly consult with and train police department personnel on selected legal
issues, and attend police department administrative staff meetings as
requested;
N. File and defend appeals of municipal court decisions; and
O. Such other city prosecution matters as are assigned.
3. Provide City Attorney services for litigation and contested administrative
proceedings, which include but are not limited to:
P. Initiation and defense of litigation and contested administrative proceedings
on the City's behalf. Contractor shall be compensated for such litigation and
contested administrative proceedings as Separate Matters under paragraph 2
of Exhibit B.
4. Provide Special Services, which include but are not limited to:
Q. Other specialized municipal law services; provided, however, that any such
Special Services shall first be authorized by the Mayor, and shall be subject to
paragraph 3 of Exhibit B regarding compensation.
5. Provide paralegal services, which include but are not limited to:
R. General paralegal support for the City Attorney and for the
prosecuting attorney equivalent to one FTE.
6. It is understood and agreed that the City Attorney shall not provide private legal
services to any employee of the City of Tukwila during the term of this agreement.
-5-
54
EXHIBIT B -- COMPENSATION AND METHOD OF PAYMENT
1. For 2017, for all general city attorney and city prosecutor services set forth in paragraphs
1 and 2 of Exhibit A, Contractor shall be paid a flat monthly fee of $45,083.00, plus extraordinary
expenses. For 2018, for all general city attorney and city prosecutor services set forth in paragraphs
1 and 2 of Exhibit A, Contractor shall be paid a flat monthly fee of $46,436.00, plus extraordinary
expenses. Extraordinary expenses shall include court filing fees, deposition and other discovery costs,
parking, mileage costs other than to and from City Hall or other locations within the City, and other
similar expenses advanced by Contractor on City's behalf. Extraordinary expenses shall not include
routine photocopying, fax, or long - distance telephone charges.
2. All litigation and administrative proceeding services set forth in paragraph 3 of Exhibit A
shall be considered to be Separate Matters. Contractor shall maintain its current practice of providing
individual monthly billing statements for each Separate Matter. Separate Matters mean (a) each
individual civil action filed by or against the City, except that multiple condemnation lawsuits related
to the same project shall constitute only one Separate Matter, (b) all Code Enforcement matters
collectively conducted before the Hearing Examiner or in Court, but not including general code
enforcement services which shall be included in Contractor's flat monthly fee, (c) all criminal appeals
collectively filed by or against the City, (d) all significant projects which require specialized
knowledge and hours expended outside of the regular office hours for that attorney; and (e) all drug
or other forfeiture matters collectively filed by or against the City. Contractor shall include within
the monthly flat fee, and shall not otherwise bill the City for, the first $5,000 expended on any Separate
Matter as computed at Contractor's normal hourly rates for 2017 and 2018. Thereafter, and for each
such Separate Matter, Contractor shall be paid its normal hourly rates for 2017 and 2018. A copy of
Contractor's hourly rates for 2017 is attached hereto. Rates for 2018 shall be provided to the City by
October 1, 2017.
3. Special Services, if any, shall first be approved by the Mayor and City Council after
negotiation regarding (1) whether additional compensation is fair and equitable for such Special
Services and, if so, (2) the amount and manner of payment (e.g., flat fee, hourly, other) for such
Special Services.
mom
55
KENYON DISEND, PLLC
HOURLY RATE SCHEDULE FOR YEAR 2017
Partners and Senior Attornevs:
Michael R. Kenyon
$320.00
Bruce L. Disend
$320.00
Kim Adams Pratt
$280.00
Robert F. Noe
$280.00
David A. Linehan
$280.00
Associate Attornevs:
Rachel B. Turpin
$185.00
Ann Marie Soto
$180.00
Charlotte A. Archer
$180.00
Amy S. Mill
$160.00
Alexandra L. Kenyon
$145.00
PARALEGALS:
Margaret C. Starkey
$130.00
Sheryl A. Loewen
$115.00
Pam M. Odegard
$115.00
Kathy I. Swoyer
$115.00
Terry T. Curran
$115.00
Antoinette M. Mattox
$105.00
-7-
City of Tukwila Allan Ekberg, Mayor
Mayor's Office - David Cline, City Administrator
TO: Mayor Ekberg
Finance & Safety Committee
FROM: David Cline, City Administrator
DATE: November 3, 2016
SUBJECT: Kirshenbaum & Goss, Inc. P.S. Contract for Public Defense Services
ISSUE
The current contract for public defender services provided by Kirshenbaum & Goss expires
December 31, 2016. Attached is a proposed contract for 2017 -2018.
BACKGROUND
The City of Tukwila contracts for public defense services providing legal representation for indigent
criminal defendants who qualify for appointment of counsel from the time of screening for eligibility
through trial, sentencing and appeals to the superior court, if necessary.
DISCUSSION
As Council may recall, Public Defense Standards were adopted by the Washington State Supreme
Court effective January 1, 2015. These standards delineate the number of cases each attorney can
handle per year and mandates that compensation include administrative and training costs. In
addition to the new Public Defense Standards the federal court decision, Wilbur v. Mt. Vernon also
mandates significant changes to public defense programs.
In 2015 -2016 we increased our contract for public defense services to $32,600 per month to
implement a Public Defense Program that fully complies with these requirements. We have
evaluated the components of our program and recommend that we continue to contract for $32,600
per month for 2017 and 2018.
RECOMMENDATION
It is recommended that this contract be forwarded to the consent agenda of the December 5, 2016
City Council for approval and authorization for execution by the Mayor.
ATTACHMENTS
Draft Contract for Public Defense Services, 2017 -2018
Tukwila City Hall • 6200 Southcenter Boulevard - Tukwila, WA 98188 • 206 -433 -1800 • Website; TukwilaWA.gov
57
9E.*
4J a �qs� Lity of
Contract Nurnbei-�
6200 Southcenter Boulevard, 98188
1908
CONTRACT FOR PUBLIC DEFENSE SERVICES
This Agreement is entered into by and between the CITY OF TUKWILA, Washington, a noncharter optional
municipal code city hereinafter referred to as "the City," and Kirshenbaum & Goss, Inc. P.S., a Washington
Corporation, hereinafter referred to as "the Contractor,"
WHEREAS, the City has a need to have legal services available for citizens, charged with a crime who are
deemed indigent and are entitled to the effective assistance of counsel at the public expense; and
WHEREAS, the City desires to have the Contractor
conditions; now, therefore,
IN CONSIDERATION OF the mutual benefits and coi
as follows:
1. Scope and Schedule of Services to be Performed by Con
described on Exhibit A attached hereto and incorporate
performing such services, the Contractor shall at all tim
rules and ordinances applicable to the performance of s
connection therewith, including the provisions of Washi
public defense standards adopted by the City pursuant tc
to the essence of this Agreement. The Contractor shall re(
if the scope of work or schedule of services is to be modi
1 such services pursuant to certain terms and
iitions hereinafter contained, the parties hereto agree
ractor. The Contractor shall perform those services
I herein by this reference as if fully set forth. In
s =comply with all federal, state, and local statutes,
ch services and the handling of any funds used in
gton Supreme Court Order 25700 -A -1013 and the
TMC 2.70. Compliance with these standards goes
zest and obtain prior written approval from the City
ied in any way.
2. Compensation and Method of Payment. The City shall pay the Contractor for services rendered according to
the rate and method set forth on Exhibit B attached hereto and incorporated herein by this reference.
Compensation: is based upon the historical case count for the City of cases per year, averaging 1200 cases per
year. In compliance with the public defense standards, the case counts include the Contractor's appearance at 48
arraignment calendars per year.
3. Duration of Agreement. This Agreement shall be in full force and effect for a period commencing January 1,
2017 and ending December 31, 2018 unless sooner terminated under the provisions hereinafter specified.
4. Independent Contractor. Contractor and City agree that Contractor is an independent contractor with respect
to the services provided pursuant to this Agreement. Nothing in this Agreement shall be considered to create the
relationship of employer and employee between the parties hereto. Neither Contractor nor any employee of
Contractor shall be entitled to any benefits accorded City employees by virtue of the services provided under this
Agreement. The City shall not be responsible for withholding or otherwise deducting federal income tax or social
security or contributing to the State Industrial Insurance Program, or otherwise assuming the duties of an
employer with respect to the Contractor, or any employee of the Contractor.
5. Indemnification. The Contractor shall defend, indemnify and hold the City, its officers, agents, officials,
employees and volunteers harmless from any and all claims, injuries, damages, losses or suits including
attorney fees, arising out of or in connection with the performance of this Agreement, except for injuries and
Kirschenbaum &Goss 2017 -2018 DRAFT8 Page 1 of 9 59
damages caused by the sole negligence of the City. Should a court of competent jurisdiction determine that
this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily
injury to persons or damages to property caused by or resulting from the concurrent negligence of the
Contractor and the City, its officers, officials, employees, and volunteers, the Contractor's liability hereunder
shall be only to the extent of the Contractor's negligence. It is further specifically and expressly understood
that the indemnification provided herein constitutes the Contractor's waiver of immunity under Industrial
Insurance, Title 51 RCW, solely for the purposes of this indemnification. This waiver has been mutually
negotiated by the parties. The provisions of this section shall survive the expiration or termination of this
Agreement.
6. Insurance. The Contractor shall procure and maintain for the duration of the Agreement, insurance against
claims for injuries to persons or damage to property which may arise from or in connection with the
performance of the work hereunder by the Contractor, their agents, representatives, employees or
subcontractors. Contractor's maintenance of insurance, its scope of coverage and limits as required herein
shall not be construed to limit the liability of the Contractor to the coverage provided by such insurance, or
otherwise limit the City's recourse to any remedy available at law or in equity.
A. Minimum Scope of Insurance. Contractor shall obtain insurance of the types and with the limits
described below:
1. Professional Liability Insurance: The Contractor shall procure and maintain in full force throughout
the duration of this Agreement Professional Liability insurance with a minimum coverage of
$1,000,000 per claim and $3,000,000 aggregate. Contractor shall provide evidence of such coverage
in a manner and form acceptable to the City in the City's sole discretion. Cancellation of the required
insurance shall automatically result in termination of this Agreement.
2. Automobile Liability: The Contractor shall procure and maintain in full force throughout the duration
of this Agreement Automobile Liability insurance with a minimum combined single limit for bodily
injury and property damage of $1,000,000 per accident. Automobile liability insurance shall cover all
owned, non - owned, hired and leased vehicles. Coverage shall be written on Insurance Services Office
(ISO) form CA 00 01 or a substitute form providing equivalent liability coverage. If necessary, the
policy shall be endorsed to provide contractual liability coverage.
3. Commercial General Liability: The Contractor shall procure and maintain in full force throughout the
duration of this Agreement Commercial General Liability insurance with limits no less than
$1,000,000 each occurrence, $2,000,000 general aggregate and $2,000,000 products - completed
operations aggregate limit. Commercial General Liability insurance shall be written on ISO occurrence
form CG 00 01 and shall cover liability arising from premises, operations, independent contractors,
products - completed operations, stop gap liability, personal injury and advertising injury, and liability
assumed under an insured contract. The Commercial General Liability insurance shall be endorsed to
provide the Aggregate Per Project Endorsement ISO form CG 25 03 11 85 or an equivalent
endorsement. There shall be no endorsement or modification of the Commercial General Liability
Insurance for liability arising from explosion, collapse or underground property damage. The City
shall be named as an insured under the Contractor's Commercial General Liability insurance policy
with respect to the work performed for the City using ISO Additional Insured endorsement CG 20 10
10 01 and Additional Insured - Completed Operations endorsement CG 20 37 10 01 or substitute
endorsements providing equivalent coverage.
66irschenbaum &Goss 2017 -2018 DRAFT8 Page 2 of 9
4. Workers' Compensation: The Contractor shall procure and maintain Workers' Compensation
coverage as required by the Industrial Insurance laws of the State of Washington.
B. Other Insurance Provision. The Contractor's Automobile Liability and Commercial General Liability
insurance policies are to contain, or be endorsed to contain that they shall be primary insurance with
respect to the City. Any insurance, self - insurance, or insurance pool coverage maintained by the City
shall be excess of the Contractor's insurance and shall not contribute with it.
C. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best rating of not
less than A: VII.
D. Verification of Coverage. Contractor shall furnish the City with original certificates and a copy of the
amendatory endorsements, including but not necessarily limited to the additional insured endorsement,
evidencing the insurance requirements of the Contractor before commencement of the work.
E. Subcontractors. The Contractor shall have sole responsibility for determining the insurance coverage
and limits required, if any, to be obtained by subcontractors, which determination shall be made in
accordance with reasonable and prudent business practices.
F. Notice of Cancellation. The Contractor shall provide the City and all Additional Insureds for this work
with written notice of any policy cancellation, within two business days of their receipt of such notice.
7. Record Keeping and Reporting.
A. The Contractor shall maintain accounts and records, including personnel, property, financial and
programmatic records which sufficiently and properly reflect all direct and indirect costs of any nature
expended and services performed in the performance of this Agreement and other such records as may be
deemed necessary by the City to ensure the performance of this Agreement.
B. These records shall be maintained for a period of seven (7) years after termination hereof unless
permission to destroy them is granted by the office of the archivist in accordance with RCW Chapter 40.14
and by the City.
8. Audits and Inspections. The records and documents with respect to all matters covered by this Agreement
shall be subject at all times to inspection, review or audit by law during the performance of this Agreement,
to the extent permitted by law.
9. Termination. This Agreement may at any time be terminated by the City giving to the Contractor thirty (30)
days written notice of the City's intention to terminate the same. If the Contractor's insurance coverage is
canceled for any reason, the City shall have the right to terminate this Agreement immediately.
10. Discrimination Prohibited. The Contractor, with regard to the services to be provided under this agreement,
shall not discriminate against any employee, applicant for employment, on the basis of race, religion, creed,
color, national origin, age, veteran status, sex, sexual orientation, gender identity, marital status, political
affiliation or the presence of any sensory, mental or physical disability in the selection and retention of
employees or procurement of materials or supplies.
Kirschenbaum &Goss 2017 -2018 DRAFT8 Page 3 of 9 61
11. Assignment and Subcontract. The Contractor shall not assign or subcontract any portion of the services
contemplated by this Agreement, except for prosecution services, without the written consent of the City.
12. Entire Agreement; Modification. This Agreement, together with attachments or addenda, represents the
entire and integrated Agreement between the City and the Contractor and supersedes all prior negotiations,
representations, or agreements written or oral. No amendment or modification of this Agreement shall be of
any force or effect unless it is in writing and signed by the parties.
13. Severability and Survival. If any term, condition or provision of this Agreement is declared void or
unenforceable or limited in its application or effect, such event shall not affect any other provisions hereof and
all other provisions shall remain fully enforceable. The provisions of this Agreement, which by their sense and
context are reasonably intended to survive the completion, expiration or cancellation of this Agreement, shall
survive termination of this Agreement.
14. Notices.
Notices to the City of Tukwila shall be sent to the following address:
City Clerk
City of Tukwila
6200 Southcenter Blvd.
Tukwila, Washington 98188
Notices to the Contractor shall be sent to the following address:
Kirshenbaum & Goss, Inc. P.S.
1314 Central Ave S Ste. 101
Kent, WA 98032 -7430
15. Applicable Law; Venue; Attorney's Fees. This Agreement shall be governed by and construed in accordance
with the laws of the State of Washington. In the event any suit, arbitration, or other proceeding is instituted to
enforce any term of this Agreement, the parties specifically understand and agree that venue shall be properly
laid in King County, Washington. The prevailing party in any such action shall be entitled to its attorney's fees
and costs of suit.
DATED this day of , 2016.
CITY OF TUKWILA
Allan Ekberg, Mayor
Attest /Authenticated:
Christy O'Flaherty, City Clerk
6:�irschenbaum &Goss 2017 -2018 DRAFT8
CONTRACTOR:
David Kirshenbaum
Approved as to Form:
Rachel Turpin, City Attorney
Page 4 of 9
EXHIBIT A - SCOPE OF SERVICES
Contractor agrees to provide a level of service equal to or greater than the level of service provided by an in -house
public defense office.
In particular, Contractor agrees to:
A. Provide legal representation services in accordance with the standards adopted by the City in TMC 2.70, the
standards set forth by the Washington State Bar Association Standards for Indigent Defense Services, the
Rules of Professional Conduct, Wilbur v. Mt. Vernon, other related case law and applicable court rules
defining the duties of counsel and the rights of defendants in criminal cases for all indigent criminal defendants
charged with a misdemeanor or gross misdemeanor under ordinances of the City who qualify for appointment of
counsel. The Contractor agrees to attempt to contact the client within 72 hours of notification of appointment.
The Contractor shall provide legal representation for each of these defendants from time of screening for
eligibility through trial, sentencing and appeals to the superior court, if necessary.
B. Pursuant to TMC 2.70.50 Standard 8, the Contractor shall maintain a case reporting and case management
system that includes number & type of cases, attorney hours and disposition.
C. Determination of indigency for eligibility for appointed counsel under this Agreement shall be determined by an
independent screening process established by the City. Should the Contractor determine a defendant is not
eligible for assigned counsel prior to the establishment of the attorney /client privilege, the Contractor shall so
advise the City to reconsider the screening of that particular individual.
D. The Contractor shall provide to the City Police Department, a telephone number or numbers at which an attorney
may be reached 24 -hours each day for "critical stage" advice to the defendants during the course of police
investigations and /or arrest for misdemeanor violations of City Ordinances.
E. Any counsel associated with or employed by the Contractor shall have the authority to perform the services called
for herein and the Contractor may employ associate counsel to assist him/her at the Contractor's expense. The
Contractor and any other attorneys retained pursuant to this section shall be admitted to practice pursuant to
the rules of the Supreme Court of the State of Washington and shall have read and be fully familiar with the
provisions of the Washington Supreme Court rule and the standards adopted by the City pursuant to TMC
2.70, as well as the Wilbur v. Mt. Vernon decision.
F. The City shall provide to the Contractor, at no cost, one copy of all discoverable material concerning each
assigned case. Such material shall include, where relevant, a copy of the abstract of the defendant's driving
record.
G. In the event representation of a defendant hereunder raises a conflict of interest such that the Contractor cannot
ethically represent the defendant, said defendant shall be referred back to the City for further assignment,
without cost to the Contractor.
H. Contractor agrees to attend seven (7) hours of criminal defense training each year. The training must be approved
by the Washington State Office of Public Defense (OPD) in compliance with the OPD Improvement Program
Training requirements. This requirement also applies to all associate counsel. Each attorney will submit a copy
of their Continuing Legal Education (CLE) Credits transcript from the Washington State Bar Association
(WSBA) with the Annual Report.
Kirschenbaum &Goss 2017 -2018 DIUM Page 5 of 9 63
EXHIBIT A - SCOPE OF SERVICES (CONTINUED)
I. Reporting: Contractor agrees to submit the following reports:
• Monthly Statistics Reports: This report shall take substantially the same form as that attached hereto as
Exhibit C and shall be submitted with the monthly invoice;
• Quarterly Certification of Compliance: The Contractor shall certify compliance with the standards required
by CrRLJ 3.1. The Certification shall take substantially the same form as that attached hereto as Exhibit
D and shall be filed quarterly with the Tukwila Municipal Court on the following dates: January 1, April
1, July 1, and October 1, or the next court day, if the filing day falls on a weekend or holiday;
• An Annual Report detailing the number of other public defense contracts including jurisdiction, the number
and type of non - public defense cases handled and the total hours billed for non - public defense cases.
J. Video Court Services: Provide daily video court public defense services to defendants charged under ordinances
of the City who are detained at the SCORE Jail and qualify for public defense services in a manner consistent
with the accepted practices for similar services, performed to the City's satisfaction.
K. Attorney of the Day Services: Provide an attorney for weekly arraignment calendars, available to all
unrepresented defendants for consultation.
6,f irschenbaum &Goss 2017 -2018 DRAFT8 Page 6 of 9
EXHIBIT B - COMPENSATION AND METHOD OF PAYMENT
1. Effective January 1, 2017 for all public defense services set forth in Exhibit A, Contractor shall be paid a flat
monthly fee of $32,600, which includes $2,000 per month for Video Court services, and $200 per day for
Attorney of the Day services.
2. Preauthorized Non - Routine Expenses. Non - routine case expenses requested by Attorney and preauthorized
by order of the Tukwila Municipal Court. Non - Routine expenses include, but are not limited to:
a. Medical and psychiatric evaluations;
b. Expert witness fees and expenses;
c. Interpreters for languages not commonly spoken in the city or interpreters for services other than
attorney /client communication;
d. Investigation expenses;
e. Medical, school, birth, DMV, 911, emergency communication recordings and logs, and other
similar records when the cost of an individual item does not exceed $75; and
f. Any other non - routine expenses the tkwila municipal court finds necessary and proper for the
investigation, preparation, and presentation of a case.
3. The Contractor shall invoice the City on the first day of the month, or the first workday thereafter, for all cases
assigned to him/her for the previous month. The bill shall delineate the following:
• City compensation;
• Grant Fund compensation;
• Miscellaneous Charges: Copies of invoices and or receipts for miscellaneous charges shall be attached to
the bill; and
• A list of the cases assigned for the month including the defendant's full name, case number, charges,
date of assignment & date of first contact.
Payment shall be made on or by the 20th day of each and every month thereafter.
Kirschenbaum &Goss 2017 -2018 DRAFT8 Page 7 of 9 65
EXHIBIT C — PUBLIC DEFENSE MONTHLY REPORT
New Filings
Post - Conviction
Special
Out of Court Meetings /Phone Calls /Email Correspondence
Jail Visits
Motions
Deferred Prosecution
SOC/ Pre -Trial Diversion Agreements
Compromise of Misdemeanors
Plead as Amended (reduction of charges and /or dismissing counts)
Plead as Charged
Dismissals
FTA's
Stipulated Facts Trial
Bench Trial
Jury Trial
FTA's Day of Trial
Expert Consulted
Immigration Case Assistance /Resources (WDA)
Intermeter (out of court)
Referred for Mental Health/Competency Evaluation
Social Worker
Complaint Forms Received from Clients
Complaints Filed with the WSBA
WDA
WACDL
Other
Kirschenbaum &Goss 2017 -2018 DRAFTS Page 8 of 9 67
M.-
EXHIBIT D — CERTIFICATION OF COMPLIANCE
MUNICIPAL COURT FOR
CITY OF TUKWILA
STATE OF WASHINGTON
CERTIFICATION BY:
FOR THE
CALENDAR QUARTER OF
] No.
] Administrative Filing
CERTIFICATION OF APPOINTED
COUNSEL OF COMPLIANCE WITH
STANDARDS REQUIRED BY CrR 3.1 /CrRLJ
3.1 /JuCR 9.2
The undersigned attorney hereby certifies that for the past quarter and for the remainder of theme:
1. Approximately % of my practice time is devoted to indigent defense cases for the City of Tukwila.
Approximately
jurisdictions: _
% of my practice is devoted to indigent defense cases for the following
Approximately % of my practice is devoted to private practice.
2. I am familiar with the applicable Standards adopted by the Supreme Court for attorneys appointed to
represent indigent persons and certify that:
a. Basic Qualifications: I meet the minimum basic professional qualifications in Standard 14.1.
b. Office: I have access to an office that accommodates confidential meetings with clients, and I
have a postal address and adequate telephone services to ensure prompt response to client contact,
in compliance with Standard 5.2.
c. Investigators: I have investigators available to me and will use investigation services as
appropriate, in compliance with Standard 6.1.
d. Caseload: I will comply with Standard 3.2 during representation of the defendant in my cases. I
will not accept a greater number of cases than specified in Standard 3.4, prorated if the amount of
time spent for indigent defense is less than full time.
e. Case Specific Qualifications: I am familiar with the specific case qualifications in Standard
14.2, Sections B -K and will not accept appointment in a case as lead counsel unless I meet the
qualifications for that case.
f. Training: I will attend seven (7) hours of criminal defense training approved by the
Washington State Office of Public Defense (OPD) in compliance with the OPD Improvement
Program Training requirements each calendar year.
Attorney, WSBA No. Date
Kirschenbaum &Goss 2017 -2018 DRAFT8 Page 9 of 9 69
70
City of Tukwila Allan Ekberg, Mayor
Mayor's Office - David Cline, City Administrator
TO: Mayor Ekberg
Finance & Safety Committee
FROM: David Cline, City Administrator
DATE: November 3, 2016
SUBJECT: Alliance One Lease Agreement
ISSUE
The current lease agreement with Alliance One Management Receivables expires on December 31,
2016.
BACKGROUND
Alliance One is the company Tukwila Municipal Court contracts with to provide collection services
for unpaid court fines and fees and manages long -term payment plans for court customers not in
collections. In May 2009, Alliance One began leasing space with the City of Tukwila. Per RCW
35A.11.010 and 35A.11.020 all lease agreements must go before City Council for authorization.
DISCUSSION
We are proposing a two -year lease agreement from January 1, 2017 - December 31, 2018 to coincide
with the biennium budget cycle, as well as a 3.33% increase ($30 /month) in the monthly rent.
FINANCIAL IMPACT
The 3.33% increase in rent for means Alliance One would pay the City of Tukwila $900.00 a month to
lease space in the court area.
RECOMMENDATION
The Committee is being asked to move this item forward to the consent agenda of the December 5,
2016 City Council Meeting for approval and authorization for execution by the Mayor.
ATTACHMENTS
Draft Lease Agreement for 2017 -2018
Tukwila City Hall • 6200 Southcenter Boulevard • Tukwila, WA 98188 • 206 - 433 -1800 • Website: Tukwila WA.gov
71
72
�J
lzo
City of Tukwila Agreement Number:
IL
6200 Southcenter Boulevard, Tukwila WA 98188
�9oa
LEASE AGREEMENT
THIS LEASE AGREEMENT, is made between the City of Tukwila ( "the City" or "Lessor ") and Alliance
One Receivables Management, Inc. ( "Alliance" or "Lessee ").
IN CONSIDERATION OF the mutual benefits and conditions hereinafter contained, the parties hereto agree
as follows:
Premises. Lessor does hereby agree to lease to Lessee, upon the following terms and conditions, one
(1) front counter workspace at the Tukwila Municipal Court located at 6200 Southcenter Blvd.,
Tukwila, Washington ( "Premises ").
Term. This agreement shall be in full force and
ending December 31, 2018 unless sooner termin
Rent. Lessee covenants and agrees to pay Lessor,
rent of Nine Hundred Dollars ($900.00) per montl
submitted to Lessor on a monthly basis due by the
associated with Lessee's use of the Premises shall
4. Leasehold Excise Tax. Lessee shall p,
Lessor by the 15th of each month at the
shall be paid in addition to the monthly
leasehold excise tax and another jurisdi
be corresnondinaly modified in comDE
the
at Lessor's address, wit
( "Rental Payment "). T
15th day of each month.
)e borne by Lessee.
-ncing January 1, 2017 and
hereinafter specified.
deduction or offset,
-ntal Payment shall be
and all ancillary costs
1 excise tax due pursuant to RCW 82.29A to
of rental amount. The Leasehold Excise tax
. If the State of Washington changes the
ses this tax, the tax payable by the Lessee shall
M.
5. Use of Premises by Lessee. Lessee shall have exclusive use of the Premises for payment collection
and shall provide their own personnel to staff the Premises between 8:30 a.m. and 4:30 p.m. Monday
through' Friday. Lessee's personnel at the Premises shall provide customer service at a level
satisfactory to the Lessor. Lessor reserves the right to immediately terminate this lease agreement
should the Lessee's customer service levels fail to meet the standards set by Lessor.
6. Utilities, Equipment and Services. Lessee shall provide daily armored car service, Monday through
Friday, to transport deposits from the Premises. Lessee shall provide any equipment necessary for the
prescribed use of the Premises, included but not limited to computers, fax/copy machines and
telephones. Lessee shall be responsible for setting up and maintaining their own telephone and
internet connections.
7. Sianne. Lessee shall provide, at their own expense, signage to be placed at the Premises; all signage
shall be pre- approved by Lessor before being posted on the Premises.
Assignment and Subletting. Lessee shall not assign this lease or sublet any portion of the Premises.
Any sublease or assignment made in violation of this provision shall be void.
9. Indemnification and Hold Harmless. Lessee shall indemnify, defend and hold harmless Lessor, its
officers, agents and employees, from and against any and all claims, losses or liability, including
Alliance One Lease Agreement Page 1 of 3
73
CK ILA W4 • ' • - • - 40 � L . 11 • :• • •i S:
,4 )0
1905
attorneys' fees, arising from injury or death to persons or damage to property occasioned by any act,
omission or failure of Lessee, its officers, agents, employees, customers, and guests, in performing the
work required by this Agreement. With respect to the performance of this Agreement as to claims
against Lessor, its officers, agents and employees, Lessee expressly waives its immunity under Title 51
of the Revised Code of Washington, the Industrial Insurance Act, for injuries to its employees, and
agrees that the obligation to indemnify, defend and hold harmless provided for in this paragraph
extends to any claim brought by or on behalf of any employee or Lessee. This waiver is mutually
negotiated by the parties. This paragraph shall not apply to any damages resulting from the sole
negligence of the Lessor, its agents or employees. To the extent that any of the damages referenced by
this paragraph were caused by or resulted from the concurrent negligence of Lessor, its agents or
employees, this obligation to indemnify, defend and hold harmless is valid and enforceable only to the
extent of the negligence of Lessee, its officers, agents, employees, customers, and guests.
10. Insurance. Lessee shall procure and maintain in
Agreement Commercial General Liability insurai
occurrence, $2,000,000 general aggregate and $2
limit. Commercial General Liability insurance sl
shall cover liability arising from premises, operat
operations, stop gap liability, personal injury and
insured contract. The Commercial General Liabi
Aggregate Per Project Endorsement ISC
shall be no endorsement or modification
arising from explosion, collapse or unde
insured under the Contractor's Commen
performed for the City using ISO Additi
Insured- Completed Operations endorser
equivalent coverage and shall include a
of said bolicv]]excent upon thirty (30) da
full force throughout the duration of the
ce with limits no less than $1,000,000 each
000,000 products - completed operations aggregate
all be written on ISO occurrence form CG 00 01 and
ons, independent contractors, products- completed
advertising injury, and liability' assumed under an
ity insurance shall be endorsed to provide the
25 03 1185 or an equivalent endorsement. There
wamercial General Liability Insurance for liability
roperty damage. The City shall be named as an
-al Liability insurance policy with respect to the work
-ed endorsement CG 20 10 10 01 and Additional
;0 37 10 01 or substitute endorsements providing
prohibiting cancellation or reduction in the amount
mitten notice to Lessor. Cancellation of the required
insurance shall automatically result in termination of this Agreement.
Certificates of coverage as required by Paragraph A above shall be delivered to Lessor within
fifteen (15) days of execution of this Agreement.
11. Holding Over. Any holding over on the Premises after the termination of the term of this lease shall
be construed to be a;tenancy from month -to -month with the same valuable consideration for rent being
provided on a pro rata basis; per month. Such holding over shall otherwise be on all the terms and
conditions of this Lease Agreement.
12. Notices.
Notices to Lessor shall be sent to the following address:
City of Tukwila
Attention: City Clerk
6200 Southcenter Boulevard
Tukwila WA 98188
Notices to Lessee shall be sent to the following address:
Alliance One Lease Agreement
74
Page 2 of 3
City of Tukwila Agreement . -
6200 Southcenter Boulevard, 98188
Alliance One Receivables, Inc.
Tricia Purcell, Client Service Manager
6565 Kimball Drive, Suite 200
PO Box 2449
Gig Harbor WA 98335
13. Effect of Invalidity. If any provision of this Lease Agreement or the application thereof to any person
or circumstance shall to any extent be invalid, the remainder of this Lease Agreement or the
application of such provision to persons or circumstances other than those as to which it is held invalid
shall not be affected thereby and each provision of this Lease Agreement shall be valid and enforced to
the fullest extent permitted by law.
14. Entire Agreement — Amendments. This printed Lease Agreement together with all exhibits
expressly incorporated herein by reference and attached hereto shall constitute the whole agreement
between the parties. There are no terms, obligations, covenants or conditions other than those
contained herein. Except as otherwise provided, no modification or amendment of this Lease
Agreement shall be valid or effective unless evidenced by an agreement in writing signed by both
parties.
15. Termination. Lessor or Lessee may terminate this lease at any time on or before the expiration of the
lease term upon thirty (30) days prior written notice to the other parry.
16.
WI
accordance with the laws of the S
proceeding s instituted to enforce
agree that venue shall be properly
action shall be entitled to its attor,,
DATED this day of
CITY OF TUKWILA
Allen Ekberg, Mayor
ATTEST /AUTHENTICATED
City Clerk
Alliance One Lease Agreement
V's fees. This Agreement shall be governed by and construed in
of Washington. In the event any suit, arbitration, or other
y term of this Agreement, the parties specifically understand and
id in King County, Washington. The prevailing parry in any such
is' fees and costs of suit.
, 2016
ALLIANCE ONE RECEIVABLES, INC.
Harry Neerenberg, CFO
APPROVED AS TO FORM
City Attorney
Page 3 of 3
75
76
TO:
FROM:
BY:
CC:
DATE:
SUBJECT
ISSUE
City of Tukwila
Allan Ekberg, Mayor
Finance & Safety Committee
Peggy McCarthy, Finance Director
Vicky Carlsen, Deputy Finance Director
Mayor Ekberg
November 16, 2016
Agreement to enter into an Interlocal Agreement with King County Regional
Animal Services beginning January 1, 2018
Approve agreement to enter into an Interlocal Agreement with King County Regional Animal
Services to continue to provide animal services for unincorporated King County and 25 contract
cities, including the city of Tukwila, beginning January 3, 2018.
BACKGROUND
King County has been providing regional animal control services for several years. In 2010, the
County created a partnership with 26 cities. In 2012, 25 cities contracted with King County for a
3-year term, ending December 31, 2015. In June, 2012, the City approved and signed this
Agreement that remained in effect through the end of 2015. The agreement allowed for an
extension for an additional two-year term, ending December 31, 2017, which Council approved
in March 2015.
The programs and services are supported by pet licensing and fees/fines as well as the general
fund of King County and many of the contracting cities.
The cost allocation model assigns 80% of program expenses based on use (responses to calls,
shelter intakes, etc.) and 20% based on population to provide a correlation between the costs of
the program and the use of the program. Tukwila data compared to all contract cities and
unincorporated King County is as follows:
Tukwila All Entities
2016 population 19,300 1.91% of total population
2015 calls 177 7% of total calls
2015 shelter intakes 216 5.71 % of total shelter intakes
2015 license count 1,127 1.18% of total licenses
King County currently contributes $5.26 million of the general fund to support animal services,
which is about 38% of the total revenue of $14 million for the program. Member cities contribute
about $1.6 million, or 11 %. The remaining revenue for the program comes from license and
adoption fees, enhanced services, and other miscellaneous fees and charges.
77
INFORMATIONAL MEMO
Page 2
DISCUSSION
The existing contract is currently under review by representatives of each of the member cities
as well as King County. A copy of the Agreement in Principle with changes tracked is included
as an attachment. Summarized below are the changes that are being proposed:
1. Cost allocation methodology to remain the same (80% based on service usage and 20%
based on jurisdiction population) but usage would be on a 3 -year rolling average rather
than annual.
2. The term of the agreement would change from 3 years to 5 years. (Effective January 1,
2018 through December 31, 2022).
3. A 5 -year automatic extension. An opt out of automatic extension available by providing
notice no later than June 30, 2021.
4. Limited Re- Opener upon Notice of Termination, if any city or cities opts out of the
second term, and the resulting cost impact to any remaining party is not estimated to
exceed 10 %, the Agreement shall automatically extend for a second 5 -year term, to
December 31, 2027 subject to agreement adjusting the ILA as necessary based on
parties departing the system.
5. Latecomers, allowed prior to the termination or expiration of Agreement, but only if the
additional party will not cause an increase any City's net costs payable to the County or
decrease in services provided under this Agreement.
6. Retain shelter credits (no Transition or Licensing support credits).
7. Jurisdiction revenue in excess of jurisdictions costs —used to reduce regional model
support expenses (County General Fund expenses that are not charged to model).
It should be noted that the City of Kirkland will be departing from the regional model for animal
control. King County is continuing to work with the rest of the city partners to mitigate cost
impacts of Kirkland potential leaving the system. At this time, the financial impact to the City of
Tukwila is expected to be minimal. Cost allocation scenarios with the City of Kirkland no longer
a partner in the interlocal agreement are included as an attachment.
Timeline for negotiating the agreement is as follows:
September 1, 2016 Draft agreement in principle completed
December 31, 2016 Cities confirm non - binding mutual interest based on agreement in
principle
January 2017 County approves draft contract — based on agreement
March 1, 2017 Cities provide notice to County of final intent to contract
June 1, 2017 City Councils approve contract
A representative from Regional Animal Control Services of King County will be attending the
November 28, 2016 Committee of the Whole to provide information on the financial and service
impact to the city of Tukwila as well as answer questions.
RECOMMENDATION
Council is being asked to authorize the initial non - binding Statement of Intent with respect to
entering into an interlocal agreement with King County Regional Animal Control Services
beginning January 1, 2018, based on the Agreement in Principle dated September 1, 2016, and
consider this item at the November 28, 2016 Committee of the Whole meeting and subsequent
December 5, 2016 Regular Meeting.
M2016 Info Memos12016AnimalControl.doa
78
INFORMATIONAL MEMO
Page 3
ATTACHMENTS
Summary of Changes to Interlocal Agreement
Agreement in Principle with Changes Tracked
Benefits of a Regional System
Cost Allocation Modeling 2018 Scenarios with and without City of Kirkland
Non-Binding Intent
WA2016 Info Mernos12016Anirna1ControI.docx
79
:1
Regional Animal Services of King County — 2018 ILA
Summary of Key Provisions and changes from current ILA
Attachment A
Contract section
Changes from 2016 -2017 ILA
1.Definitions
To be updated by 12/31/16
2. Services Description
No changes
Exhibit A = Description of Services
No changes
Exhibit B = Control Districts & map
No changes
Exhibit E — (Optional) Enhanced
No changes
Services)
3. City Obligations (code adoption
Updated service start date to January 1, 2018
Authorization, Cooperation /Licensing
Support)
4. Term
5 year term
Additional five year automatic extension
Opt out of automatic extension by providing notice by June 30, 2021
Limited Re- Opener Upon Notice of Termination, if any city or cities opts
out of the second term, and the resulting cost impact to any remaining
party is not estimated to exceed 10 %, the Agreement shall automatically
extend for a second five year term, to December 31, 2027.
Latecomers, allowed prior to the termination or expiration of Agreement,
but only if the additional party will not cause an increase any City's net
costs payable to the County or decrease in services provided under this
Agreement.
5. Compensation
3 year rolling averages for usage
Eliminate preliminary estimating
One payment /year
Retain shelter credits (no Transition or Licensing support credits)
Jurisdiction revenue in excess of jurisdictions costs —used to reduce
County GF expenses — regional model support expenses — not charged to
model
Exhibit C — Calculation of Estimated
To be updated to reflect changes noted above
Payments
Exhibit C -1 2018 Estimated Payment
To be updated to reflect changes noted above
Calculation
Exhibit C -2 Population, Calls for Service
To be updated to reflect changes noted above
and Licensing Data for Jurisdictions —
Used to Derive 2018 Payment
Calculation
Exhibit C -3 Calculation of Budgeted
To be updated to reflect changes noted above
Allocable Costs, Budgeted Total Non -
Licensing Revenue and Budgeted Net
Allocable Costs
DRAFT Updated August 17, 2016
Regional Animal Services of King County — 2018 ILA
Summary of Key Provisions and changes from current ILA
Attachment A
Contract section
Changes from 2016 -2017 ILA
Exhibit C -4 Calculation and Allocation of
Funding Credit, Shelter Credit and
Estimated New reginal Revenue
To be updated to reflect changes noted above
Remove references to Transition Funding Credits (removed)
Remove references to New Regional Revenue
€xWb t C 5 L-ieenSiRg ReveRa� �
Deleted
Exhibit C -6 Summary of calculation
Periods for Use and Population
Components
To be updated to reflect changes noted above
Exhibit C -7 Payment and Calculation
Schedule
To be updated to reflect changes noted above
6. Reconciliation
No changes
Exhibit D Reconciliation
To be updated /revised
7. Regional Revenue Generation and
Licensing Revenue Support
Remove references to New Regional Revenue
Remove Licensing Credits (& Licensing Support Cities references)
Exhibit C -5 Licensing Revenue Support
To be Deleted
Exhibit F — (optional) Licensing Support
Update to reflect changes noted above, including removing reference to
Exhibit C -5
8. Mutual Covenants /Independent
Contractor
No changes
9. Indemnification and Hold Harmless
No changes
10. Dispute Resolution
No changes
11. Joint City County Committee and
Collaborative Initiatives
Focus on revenues and costs and program service lines (removed specific
initiatives topics list "a -q ")
12. Reporting
No changes
13. Amendments
No changes
14. General Provisions
No changes
T° " m° to Implement ^^"°°" ent
Delete from ILA — not applicable for this ILA
15. 46. Administration
No changes (section numbering revised)
DRAFT Updated August 17, 2016
Attachment F
Regional Animal Services Interlocal Agreement for 2018 Through 2022
1. Definitions. Unless the context clearly shows another usage is intended, the
following terms shall have these meanings in this Agreement:
a. "Agreement" means this Animal Services Interlocal Agreement for 2018
Through 202245 between the Parties including any and all Exhibits hereto,
unless the context clearly indicates an intention to reference all such
Agreements by and between the County and other Contracting Cities.
b. "Animal Services" means Control Services, Shelter Services and Licensing
Services combined, as these services are described in Exhibit A. Collectively,
"Animal Services" are sometimes referred to herein as the "Program."
c. "Enhanced Control Services" are additional Control Services that the City
may purchase under certain terms and conditions as described in Exhibit E
(the "Enhance Control Services Contract ").
d. "Contracting Cities" means all cities that are parties to an Agreement.
e. "Parties" means the City and the County.
f. "Contracting Parties" means all Contracting Cities and the County{_ Commented [AN11: Definitions for Items g through j and I, wi
��tr..a;,....te n...,. enV fneans the amount the City estimated to e t„ the
be providedinfinatcontracilanguage
g. yon �, i.
result in a efedit te the City by the Catinty.
h. "D Commitment Esti .,te 2012 T2.,.,...enf' F s the ,.,.e1k.,;nafy
+' + .. f toe nt that will be eived by (o able ta) e EH C +« ..t;«.
Party C..,- nt 1une 15, 701 2 .,,-,.a rl,,...,,,•,ber- 15, -2013 as shv.. n on E..h..�it
C--.
"Prelimifiafy Estimated 2013 the nt estimated by the
i. County en r- before n , „+ 1 2012 c,,,.+;, 5 to be eived by ..h Iger-
Centr-aefing Party an J�+ne 15, 2013 and December- 15, -2013 based on th
-- --- - -- o ." g
effeet jqer- SeetiOn 15. This estimate will also provide the basis for
Ele+ Agreement meets the " 2912 n. nt Test
Seetie 15.
C + eting Part en Tune 45,2912 a d 1)eEe„-. -fiber- 15, 2913, tiee of 1, 4
shall be given to the Qt�x by the Ceidnty no later- than DeeeRiber- 15, -2042.
1Fg. "Control District" means one of the three geographic areas delineated
in Exhibit B for the provision of Animal Control Services.
�.---"Reeeneiliation Adjustment Amount" Eneans the amount payable
August 15 by either- the City or- CauRty as deter-Fained per- the r-ec-oneiliatieR
Document Dated 9/1/16 1 83
Attachment F
i9recess desEr-ibed- in Exhibit P. "ReeenEiliation" is the preeess by which
FR-. h. "Service Year" means the calendar year in which Animal Services are
or were provided.
n. "20-10 AgfeemenV' a4ea-as the Animal Serviees Agreeffient between the
,
201-2.
A- "New Regional Revenue" means .,d b , +l.„ C my
Cei4.....",, Cities Seetio m and new foundation, grant, d at on
The manner- of estimating and allarzating New Regional Re
pi.. "Latecomer City "means a city receiving animal services under an agreement
with the County executed after January ul-, 20182, per the conditions of
Section 4.a.
84 Document Dated 9/1/16 2
Attachment F
Animal Services Interlocal Agreement for 2018 Through 2022
2. Services Provided. Beginning January 1, 20138, the County will provide the City
with Animal Services described in Exhibit A. The County will perform these
services consistent with governing City ordinances adopted in accordance with
Section 3. In providing such Animal Services consistent with Exhibit A, the County
will engage in good faith with the Joint City - County Committee to develop
potential adjustments to field protocols; provided that, the County shall have sole
discretion as to the staffing assigned to receive and dispatch calls and the manner of
handling and responding to calls for Animal Service. Except as set forth in Section
9 (Indemnification and Hold Harmless), services to be provided by the County
pursuant to this Agreement do not include services of legal counsel, which shall be
provided by the City at its own expense.
a. Enhanced Control Services. The City may request Enhanced Control
Services by completing and submitting Exhibit E to the County. Enhanced
Services will be provided subject to the terms and conditions described in
Exhibit E, including but not limited to a determination by the County that it
has the capacity to provide such services.
Document Dated 9/1/16 3 85
Attachment F
3. City Obligations.
a. Animal Regulatory Codes Adopted. To the extent it has not already done so,
the City shall promptly enact an ordinance or resolution that includes
license, fee, penalty, enforcement, impound/ redemption and sheltering
provisions that are substantially the same as those of Title 11 King County
Code as now in effect or hereafter amended (hereinafter "the City
Ordinance "). The City shall advise the County of any City animal care and
control standards that differ from those of the County.
b. Authorization to Act on Behalf of City. Beginning January 1, 20138, the City
authorizes the County to act on its behalf in undertaking the following:
i. Determining eligibility for and issuing licenses under the terms of the
City Ordinance, subject to the conditions set forth in such laws.
ii. Enforcing the terms of the City Ordinance, including the power to
issue enforcement notices and orders and to deny, suspend or revoke
licenses issued thereunder.
iii. Conducting administrative appeals of those County licensing
determinations made and enforcement actions taken on behalf of the
City. Such appeals shall be considered by the King County Board of
Appeals unless either the City or the County determines that the
particular matter should be heard by the City.
iv. Nothing in this Agreement is intended to divest the City of authority
to independently undertake such enforcement actions as it deems
appropriate to respond to violations of any City ordinances.
c. Cooperation and Licensing Support. The City will assist the County in its
efforts to inform City residents regarding animal codes and regulations and
licensing requirements and will promote the licensing of pets by City
residents through various means as the City shall reasonably determine,
including but not limited to offering the sale of pet licenses at City Hall,
mailing information to residents (using existing City communication
mechanisms such as bill inserts or community newsletters) and posting a
weblink to the County's animal licensing program on the City's official
website. The City will provide to the County accurate and timely records
regarding all pet license sales processed by the City. All proceeds of such
sales shall be remitted to the County by the City on a quarterly basis (no later
than each March 31, June 30, September 30, and December 31).
86 Document Dated 9/1/16 4
Attachment F
4. Term. This Agreement shall be effective as of January 1. 2018 and shall remain in effect for an
initial term ending on December 31, 2022. This Agreement shall automatically extend upon the
same terms and conditions for an additional five Year term thereafter (commencing January anuary 1. 2023,
and expiring on December 31. 2027), unless otherwise terminated as provided herein. unless extended pur-suant to Subigar-agraph 4.b belew, shall
1. 93�eejqt as other-wise spec-ified in Seetion 15, this Agr-eefRent will take effeet as of ju!�,
ff h / h rleEe 1 1 The A g - .,.,..,ent „ a,, nest Ibe +, -,. em=utemu for-
Latecomers. n ==
EaFt�e�tic�r -tom
Latecomers. The County may sign an agreement with additional cities for provision of
animal services prior to the termination or expiration of this Agreement, but only if the
additional party will not cause an increase in the City's Estimated Net Final Cost, for cities with an
Estimated Net Final Cost below zero ($0.00) and pavable to the Countv or decrease the City's
services provided under this Agreement.
a. lat agFeeffient will not the Qt y payable + able to the Formatted: Normal eause County t+nder- this Agreement. Cities that afe party to such agr-eefnents are
b Termination and Notice of Termination. Any party may. without cause and in its -� Formatted: Font: Not Bold
sole discretion, determine not to renew this Agreement for a second term by Formatted
providin written notice of its decision to the other parties no later June 30. 2021
2. Limited Re- Opener Upon Notice of Termination. If any city or cities opt out of the
second term and the resulting cost impact to any remaining party is not estimated to exceed
10% the Agreement shall automatically extend for a second five vear term. to December 3 L
2027 with revised terms as needed to adjust the Agreement for the departing city or cities,
agreed to in writing by the remaining parties. that substantially carry forward the levels of
service and calculation of costs specified for the initial term. For purposes of determining
the cost impact "not estimated to exceed 10 1/o" shall be determined based on the Estimated
Animal Services Cost Allocation to the City (the cost allocation before revenue and credit
off-sets) as noted in the Estimated Payment Calculation that includes the non - renewing city.
compared to the Estimated Animal Services Cost Allocation to the City in the Estimated
Payment Calculation that excludes the non - renewing city. If the parties do not reach
agreement on such revised terms by March 1. 2022. the automatic extension is not effective.
and this Agreement shall terminate at the end of the initial term.
h— F-2;4ensien E)f Ter-FA. The Par-fies may agree te extend 44e Agreement foF an
El + 0 A ylwther the Agreement shall be extended the C f4y Ny ll
invite all Centr-aeting Cities to fneet in 0
SeptembeF , to discuss bethi ()
possible e)Etensien ai the Agreement under- t4e same tefms and eenditiaFksi
and (2) a possible extension with amended terms.
i. Either- n + ndi+ iq+s to the Agreement as a „a;+;, of Formatted: Normal
extension.
Document Dated 9/1/16 5 87
Attachment F
88 Document Dated 9/1/16 6
Attachment F
—1-1573 M
Document Dated 9/1/16
— — JFormatted: Numbered + Level: 2 + Numbering Style: a, b,
c, ... + Start at: 1 + Alignment: Left + Aligned at: 0.75" +
Tab after: I" + Indent at: 1"
7
89
Attachment F
5. Compensation. The County will develop an Estimated Payment calculation for
each Service Year using the formulas described in Exhibit C, and shall transmit the
payment information to the City according to the schedule described below. The
County will also calculate and inform the City as to the Reconciliation Adjustment
Amount on or before June 30 of each year, as described in Section 6 below and
Exhibit D, in order to reconcile the Estimated Payments made by the City_4R-4te
pnef Ser-vzee Y . The City °, will pay the Estimated
Payment, and any applicable Reconciliation Adjustment Amounts as follows (a list
of all payment - related notices and dates is included at Exhibit C -7):
a. Service Year 2018 -3: The County will provide the City with a calculation of
the Pr-el minar-y Estimated Payment amounts for Service Year 2018-3 on or
before August 1, Z9QDecember X15 2017 which shall be derived from the
Pfe Gemmi'-ff ^r' Estimated 2018-3 Payment Amount set forth on Exhibit C-
1, adjusted if necessary based on the Contracting Cities and other updates to
Calendar Year 2411 data in Exhibit C -2. The Cetintywill provide the City
with the Final Estimated Payment ealetilation for- Ser-,viee YeaF 2013 by
Peeembif 15z01-2. -The City will pay the County the Vr-eli roar- -Estimated
Payment Amounts for Service Year 2018-3 on or before June 15, 20143Apgust
15, 2018 and P,,,,,,,,.,bef 15, -2m 2 4 die ,,.,l,,,,i.,tio of the
Estimated Payment shews the City is entitled te r-eeeive a payment fr-efn the
County, t4e County will pay the City such amount en ef before june 15, 2013
and Peee ber- 15, 2 The Reconciliation Adjustment Amount for Service
Year 2018-3 shall be paid by the City, or by the County if the calculation
shows the City is entitled to receive a payment from the county, on or before
eAugustA+t � 15, 20194, as described in Section 6.
b. Service Years after 20183.
i. 1p4ial Estimate b-vx Seigtember �. To assist the City with its budgefing
19r-eeess, the Ceunty will pfevide the City with a nen binding;
L1,.11 LIJ[..r 1.
iii. Estimated Payment Determined by December 15. The Estimated
Payment amounts for the upcoming Service Year will be determined
by the County following adoption of the County's budget and
applying the formulas in Exhibit C.
iii,ii. Estimated Payments Due Eagh lung 45 afid Qeeem efAugust 15. The
City will pay the County the Estimated Payment Amount on or before
eaek r,,,, , 15 and r, , ,,,,t,e„A IW,ust 15.
90 Document Dated 9/1/16 8
Attachment F
�.
4-iii. The Reconciliation Adjustment Amount for the prior Service Year
shall be paid on or before August 15 of the following calendar year, as
described in Section 6.
-�- iv. If a Party fails to pay an Estimated Payment or Reconciliation
Adjustment Amount within 15 days of the date owed, the Party owed
shall notify the owing Party that they have ten (10) days to cure non-
payment. If the Party fails to cure its nonpayment within this time
period following notice, the amount owed shall accrue interest
thereon at the rate of 1% per month from and after the original due
date and, if the nonpaying Party is the City, the County at its sole
discretion may withhold provision of Animal Services to the City until
all outstanding amounts are paid. If the nonpaying Party is the
County, the City may withhold future Estimated Payments until all
outstanding amounts are paid. Each Party may examine the other's
books and records to verify charges.
vi-.v. Unless the Parties otherwise direct, payments shall be submitted to
the addresses noted at Section 14.g.
c. Payment Obligation Survives Expiration or Termination of Agreement. The
obligation of the City (or as applicable, the County), to pay an Estimated
Payment Amount or Reconciliation Adjustment Amount for a Service Year
included in the term of this Agreement shall survive the Expiration or
Termination of this Agreement. For example, if this Agreement terminates
on December 31, 20225, the Final Estimated 2022 Payment is nevertheless
due on or before August 15, 202245, and the Reconciliation
Adjustment Amount shall be payable on or before August 15, 2023-1-6.
d. The Parties agree the payment and reconciliation formulas in this Agreement
(including all Exhibits) are fair and reasonable.
Document Dated 9/1/16 9 91
Attachment F
6. Reconciliation of Estimated Payments and Aetua ' Costs .,n, Revenues. In order
that the Contracting Parties share costs of the regional Animal Services Program
based on their actual, rather than estimated, licensing revenues, there will be an
annual reconciliation. Specifically, on or before June 30 of each year, the County
will reconcile amounts owed under this Agreement for the prior Service Year by
comparing each Contracting Party's Estimated Payments to the amount derived by
recalculating the formulas in Exhibit C using actual revenue data for such Service
Period as detailed in Exhibit D. There will also be an adjustment if necessary to
account for annexations of areas with a population of 2,500 or more and for changes
in relative population shares of Contracting Parties' attributable to Latecomer
Cities. The County will provide the results of the reconciliation to all Contracting
Parties in writing on or before June 30. The Reconciliation Adjustment Amount will
be paid on or before August 15 of the then current year, regardless of the prior
termination of the Agreement as per Section 5.c
92 Document Dated 9/1/16 10
Attachment F
7. Regional Revenue Generation and Licensing Revenue Support
a. The Parties intend that the provision of Animal Services becomes
s
gnificanfly more financially sustainable over the ini +;•,1 three Ye °term of
this Agreement:
he
genefation of additional Licensing Revenue-. The County will develop
proposals designed to support this goal. The County will consult with the
Joint City - County Committee on
proposals to generate new revenues. New ___g'____ __ . _____. i Formatted: Stikethrough
b. The Parties do not intend for the provision of Animal Services or receipt of
such Services under this Agreement to be a profit - making enterprise. Where
a Contracting Party receives revenues in excess of its costs under this
Agreement (including costs of PAWS shelter service and Enhanced Control
Service, if applicable), they will be reinvested in the Program to reduce the
costs of other Contracting Parties and to improve service delivery.:: +— 4e-eost
c. Licensing Revenue Support.
i. in 2013, the Count�� will 1gy-ovide liEensing r-eveffue supper-t to the nine
c..,-..,,,,.+vx . C
ii.i. "AT4ae -City may request licensing revenue support from the County i++
during the term of this agreement, -2014 and 2015 by executing
Attachment A to Exhibit F. The terms and conditions under which
such licensing revenue support will be provided are further described
at Exh�b><t C -5 and Exhibit F. Formatted: Highlight
... _:.... _...... .... ..... _...
C 5 ivit1i Fespec4 te Lieensing Revenue Support Cities with a Imic-ensing
Revenue Tar-get of over $20,009 (.,ef Table I of Exhibit C 5)7E
provision of licensing revenue support during this agreement;
and is subject to the County determining it has capacity to
provide such services.� with pr-ier-ity allocation of any available
ser-,viees going ++ T Revenue Support Cities first oil
eame, L.
first ,l basis thereafter- alle,.. ted +„ othef
f ono-.-.,. ting !`;+;,,s r-eq esti , seizvke on „ first Eoine, first served
basis—Provision of licensing revenue support is further subject to the
Parties executing a Licensing Support Contract (Exhibit F).
iii ^In addition to other terms described in Exhibit F, receipt of licensing
revenue support is subject to the recipient City providing in -kind
services, including but not limited to: assisting in communication with
City residents; publicizing any canvassing efforts the Parties have
agreed should be implemented; assisting in the recruitment of
Document Dated 9/1/16 11 93
Attachment F
canvassing staff, if applicable; and providing information to the
County to assist in targeting its canvassing activities, if applicable.
94 Document Dated 9/1/16 12
Attachment F
8. Mutual Covenants /Independent Contractor. The Parties understand and agree
that the County is acting hereunder as an independent contractor with the
intended following results:
a. Control of County personnel, standards of performance, discipline, and all
other aspects of performance shall be governed entirely by the County;
b. All County persons rendering service hereunder shall be for all purposes
employees of the County, although they may from time to time act as
commissioned officers of the City;
c. The County contact person for the City staff regarding all issues arising
under this Agreement, including but not limited to citizen complaints,
service requests and general information on animal control services is the
Manager of Regional Animal Services.
9. Indemnification and Hold Harmless.
a. City Held Harmless. The County shall indemnify and hold harmless the
City and its officers, agents, and employees, or any of them from any and
all claims, actions, suits, liability, loss, costs, expenses, and damages of any
nature whatsoever, by any reason of or arising out of any negligent act or
omission of the County, its officers, agents, and employees, or any of them
relating to or arising out of performing services pursuant to this
Agreement. In the event that any such suit based upon such a claim,
action, loss, or damages is brought against the City, the County shall
defend the same at its sole cost and expense; provided that the City
reserves the right to participate in said suit if any principle of
governmental or public law is involved; and if final judgment in said suit
be rendered against the City, and its officers, agents, and employees, or
any of them, or jointly against the City and the County and their
respective officers, agents, and employees, or any of them, the County
shall satisfy the same.
b. County Held Harmless. The City shall indemnify and hold harmless the
County and its officers, agents, and employees, or any of them from any
and all claims, actions, suits, liability, loss, costs, expenses, and damages
of any nature whatsoever, by any reason of or arising out of any negligent
act or omission of the City, its officers, agents, and employees, or any of
them relating to or arising out of performing services pursuant to this
Agreement. In the event that any suit based upon such a claim, action,
loss, or damages is brought against the County, the City shall defend the
same at its sole cost and expense; provided that the County reserves the
right to participate in said suit if any principle of governmental or public
Document Dated 9/1/16 13 95
Attachment F
law is involved; and if final judgment be rendered against the County,
and its officers, agents, and employees, or any of them, or jointly against
the County and the City and their respective officers, agents, and
employees, or any of them, the City shall satisfy the same.
c. Liability Related to City Ordinances, Policies, Rules and Regulations. In
executing this Agreement, the County does not assume liability or
responsibility for or in any way release the City from any liability or
responsibility that arises in whole or in part as a result of the application
of City ordinances, policies, rules or regulations that are either in place at
the time this Agreement takes effect or differ from those of the County; or
that arise in whole or in part based upon any failure of the City to comply
with applicable adoption requirements or procedures. If any cause, claim,
suit, action or administrative proceeding is commenced in which the
enforceability and /or validity of any such City ordinance, policy, rule or
regulation is at issue, the City shall defend the same at its sole expense
and, if judgment is entered or damages are awarded against the City, the
County, or both, the City shall satisfy the same, including all chargeable
costs and reasonable attorney's fees.
d. Waiver Under Washington Industrial Insurance Act. The foregoing
indemnity is specifically intended to constitute a waiver of each party's
immunity under Washington's Industrial Insurance Act, Chapter 51 RCW,
as respects the other party only, and only to the extent necessary to
provide the indemnified party with a full and complete indemnity of
claims made by the indemnitor's employees. The parties acknowledge
that these provisions were specifically negotiated and agreed upon by
them.
10. Dispute Resolution. Whenever any dispute arises between the Parties or
between the Contracting Parties under this Agreement which is not resolved by
routine meetings or communications, the disputing parties agree to seek
resolution of such dispute in good faith by meeting, as soon as feasible. The
meeting shall include the Chief Executive Officer (or his/her designee) of each
party involved in the dispute and the Manager of the Regional Animal Services
Program. If the parties do not come to an agreement on the dispute, any party
may pursue mediation through a process to be mutually agreed to in good faith
by the parties within 30 days, which may include binding or nonbinding
decisions or recommendations. The mediator(s) shall be individuals skilled in
the legal and business aspects of the subject matter of this Agreement. The
96 Document Dated 9/1/16 14
Attachment F
parties to the dispute shall share equally the costs of mediation and assume their
own costs.
Document Dated 9/1/16 15 97
Attachment F
11. Joint City -County Committee and Collaborative Initiatives. A committee
Formatted: Font: Palatino Linotype
composed of 3 county representatives (appointed by the County) and one
Formatted: List Paragraph, Numbered + Level: 1 +
representative from each Contracting City that chooses to appoint a
Numbering Style: 1, 2, 3, ... + Start at: 11 + Alignment: Left
+ Aligned at: 0.5" + Indent at: 0.75"
representative shall meet upon reasonable request of a Contracting City or
the County, but in no event shall the Committee meet less than twice each
year. Committee members may not be elected officials. The Committee shall
review service, revenue and cost - issues and make recommendations
Formatted: Font: Palatino Linotype
regarding efficiencies and improvements to services and e revenu and shall
Formatted: Font: Palatino Linotype
review and make recommendations regarding the conduct and findings of
the collaborative initiatives. identified below. Subcommittees to focus on /`
Formatted: Font: Palatino Linotype
individual initiatives may be formed, each of which shall include
membership from both county and city members of the Joint City - County
Committee. Recommendations of the Joint City-County Committee are non-
binding. The collaborative initiatives to be explored shall- include, but are not
necessarily limited to:
• Services provided (as described in Section 2 of this contract); Control Services `--"
Formatted: List Paragraph, Bulleted + Level: 1 + Aligned a
Shelter Services; Licensing Services
0.5" +Indent at: 0.75"
. --
Formatted: Indent: Left: 0.25 ", No bullets or numbering
•
Formatted: Font: Palatino Linotype
Formatted: List Paragraph, Bulleted + Level: 1 +Aligned a
0.5" + Indent at: 0.75"
` - Formatted: Font: Palatino Linotype
Formatted: Indent: Left: 0.25 ", No bullets or numbering
98 Document Dated 9/1/16 16
Attachment F
j. Reviewing and providing iRput en proposed ARifnal Ser-viees opeFat
:+; a+:.
goal of supporting the fnest appropriate use efsc-af-&-- CR-;4-r-ol qeizvires
staf as may be agFee4-.
+; >: +t, Q-3-3- CERRI-1- +
n. Developing alter-native dispute meehanisms that may be deployed to
assist tke publie in r-esolving JoSiv level such as barking dog
mot:
shelter-ing and Ear-e.
p. Ensur-ing theFe is at least one meeting each year- ivitWn eaeh Control.
not limited to py-ovidifig intgut and advice iR shaping t4e ter-FRs of any
�a
Document Dated 9/1/16 17 99
Attachment F
12. Reporting. The County will provide the City with an electronic report not less
than monthly summarizing call response and Program usage data for each of the
Contracting Cities and the County and the Animal Services Program. The
formatting, content and details of the report will be developed in consultation
with the Joint City - County Committee.
13. Amendments. Any amendments to this Agreement must be in writing. This
Agreement shall be deemed to incorporate amendments to Agreements between
the Contracting Parties that are approved by the County and at least two thirds
(66 %) of the legislative bodies of all other Contracting Parties (in both number
and in the percentage of the prior total Estimated Payments owing from such
Contracting Parties in the then current Service Year), evidenced by the
authorized signatures of such approving Parties as of the effective date of the
amendment; provided that this provision shall not apply to any amendment to this
Agreement affecting the Party contribution responsibilities, hold harmless and
indemnification requirements, provisions regarding duration, termination or
withdrawal, or the conditions of this Section.
14. General Provisions.
a. Other Facilities. The County reserves the right to contract with other
shelter service providers for housing animals received from within the
City or from City residents, whose levels of service meet or exceed those
at the County shelter for purposes of addressing shelter overcrowding or
developing other means to enhance the effectiveness, efficiency or
capacity of animal care and sheltering within King County.
b. Survivability. Notwithstanding any provision in this Agreement to the
contrary, the provisions of Section 9 (Indemnification and Hold Harmless)
shall remain operative and in full force and effect, regardless of the
withdrawal or termination of this Agreement.
c. Waiver and Remedies. No term or provision of this Agreement shall be
deemed waived and no breach excused unless such waiver or consent
shall be in writing and signed by the Party claimed to have waived or
consented. Failure to insist upon full performance of any one or several
occasions does not constitute consent to or waiver of any later non-
performance nor does payment of a billing or continued performance after
notice of a deficiency in performance constitute an acquiescence thereto.
The Parties are entitled to all remedies in law or equity.
d. Grants. Both Parties shall cooperate and assist each other toward
procuring grants or financial assistance from governmental agencies or
private benefactors for reduction of costs of operating and maintaining the
100 Document Dated 9/1/16 18
Attachment F
Animal Services Program and the care and treatment of animals in the
Program.
e. Force Majeure. In the event either Party's performance of any of the
provisions of this Agreement becomes impossible due to war, civil unrest,
and any natural event outside of the Party's reasonable control, including
fire, storm, flood, earthquake or other act of nature, that Party will be
excused from performing such obligations until such time as the Force
Majeure event has ended and all facilities and operations have been
repaired and /or restored.
f. Entire Agreement. This Agreement represents the entire understanding of
the Parties and supersedes any oral representations that are inconsistent
with or modify its terms and conditions.
g. Notices. Except as otherwise provided in this Agreement, any notice
required to be provided under the terms of this Agreement shall be
delivered by E -mail (deemed delivered upon E -mail confirmation of
receipt by the intended recipient), certified U.S. mail, return receipt
requested or by personal service to the following person (or to any other
person that the Party designates in writing to receive notice under this
Agreement):
For the City:
For the County: Caroline Whalen, Director
King County Dept. of Executive Services
401 Fifth Avenue, Suite 135
Seattle WA. 98104
h. Assignment. No Party may sell, transfer or assign any of its rights or
benefits under this Agreement without the approval of the other Party.
L Venue. The Venue for any action related to this Agreement shall be in
Superior Court in and for King County, Washington.
j. Records. The records and documents with respect to all matters covered
by this Agreement shall be subject to inspection and review by the
County or City for such period as is required by state law (Records
Retention Act, Ch. 40.14 RCW) but in any event for not less than 1 year
following the expiration or termination of this Agreement.
k. No Third Party Beneficiaries. This Agreement is for the benefit of the
Parties only, and no third party shall have any rights hereunder.
Document Dated 9/1/16 19 101
Attachment F
Counterparts. This Agreement and any amendments thereto, shall be executed on
behalf of each Party by its duly authorized representative and pursuant to an
appropriate motion, resolution or ordinance. The Agreement may be executed in any
number of counterparts, each of which shall be an original, but those counterparts will
constitute one and the same instrument.
102 Document Dated 9/1/16 20
Attachment F
15. Administration. This Agreement shall be administered by the County
Administrative Officer or his/her designee, and by the City Manager, or his/her
designee.
Document Dated 9/1/16 21 103
Attachment F
Exhibit A
Animal Service Description
Part I: Control Services
Control Services include the operation of a public call center, the dispatch of animal
control officers in response to calls, and the handling of calls in the field by animal control
officers, including the collection and delivery of animals to the Kent Shelter (or such other
shelters as the County may utilize in accordance with this Agreement).
1. Call Center
a. The County will operate an animal control call center five days every week
(excluding holidays and County - designated furlough days, if applicable) for
a minimum of eight hours per day (normal business hours). The County
may negotiate with applicable unions with the purpose of obtaining a
commitment for the five day call center operation to include at least one
weekend day. The County may adjust the days of the week the call center
operates to match the final choice of Control District service days.
b. The animal control call center will provide callers with guidance, education,
options and alternative resources as possible /appropriate.
c. When the call center is not in operation, callers will hear a recorded message
referring them to 911 in case of emergency, or if the event is not an
emergency, to either leave a message or call back during regular business
hours.
2. Animal Control Officers
a. The County will divide the area receiving Control Services into three Control
Districts as shown on Exhibit B. Subject to the limitations provided in this
Section 2, Control Districts 200 and 220 will be staffed with one Animal
Control Officer during Regular ACO Service Hours and District 500 will be
staffed with two Animal Control Officers (ACOs) during Regular ACO
Service Hours. Regular ACO Service Hours is defined to include not less
than 40 hours per week. The County will negotiate with applicable unions
with the intention of obtaining a commitment for Regular ACO Service
Hours to include service on at least one weekend day. Regular ACO Service
Hours may change from time to time.
i. Except as the County may in its sole discretion determine is necessary
to protect officer safety, ACOs shall be available for responding to
calls within their assigned Control District and will not be generally
104 Document Dated 9/1/16 22
Attachment F
available to respond to calls in other Control Districts. Exhibit B -1
shows the map of Control Districts.
ii. Countywide, the County will have a total of not less than 6 ACOs
(Full -Time Equivalent employees) on staff to maximize the ability of
the County to staff all Control Districts notwithstanding vacation,
sick- leave, and other absences, and to respond to high workload areas
on a day - to-day basis. While the Parties recognize that the County
may at times not be able to staff all Control Districts as proposed
given unscheduled sick leave or vacancies, the County will make its
best efforts to establish regular hourly schedules and vacations for
ACOs in order to minimize any such gaps in coverage. In the event of
extended absences among the 6 ACOs, the County will re- allocate
remaining ACOs as practicable in order to balance the hours of service
available in each Control District. In the event of ACO absences (for
any causes and whether or not such absences are extended as a result
of vacancies or other issues), the first priority in allocating ACOs shall
be to ensure there is an ACO assigned in each Control District during
Regular ACO Service Hours.
b. Control District boundaries lieenare designed to balance work load,
correspond to jurisdictional boundaries and facilitate expedient
transportation access across each district. The County will arrange a location
for an Animal Control vehicle to be stationed overnight in Control Districts
( "host sites ") in order to facilitate service and travel time improvements or
efficiencies.
c. The County will use its best efforts to ensure that High Priority Calls are
responded to by an ACO during Regular ACO Service Hours on the day
such call is received. The County shall retain full discretion as to the order in
which High Priority calls are responded. High Priority Calls include those
calls that pose an emergent danger to the community, including:
1. Emergent animal bite,
2. Emergent vicious dog,
3. Emergent injured animal,
4. Police assist calls— (police officer on scene requesting assistance
from an ACO),
5. Emergent loose livestock or other loose or deceased animal that
poses a potential danger to the community, and
6. Emergent animal cruelty.
d. Lower priority calls include all calls that are not High Priority Calls. These
calls will be responded to by the call center staff over the telephone, referral
Document Dated 9/1/16 23 105
Attachment F
to other resources, or by dispatching of an ACO as necessary or available, all
as determined necessary and appropriate in the sole discretion of the
County. Particularly in the busier seasons of the year (spring through fall),
lower priority calls may only receive a telephone response from the Call
Center. Lower Priority calls are non - emergent requests for service, including
but not limited to:
1. Non - emergent high priority events,
2. Patrol request — (ACO requested to patrol a specific area due to
possible code violations),
3. Trespass,
4. Stray Dog /Cat /other animal confined,
5. Barking Dog,
6. Leash Law Violation,
7. Deceased Animal,
8. Trap Request,
9. Female animal in season, and
10. Owner's Dog /Cat /other animal confined.
e. The Joint -City County Committee is tasked with reviewing response
protocols and recommending potential changes to further the goal of
supporting the most appropriate use of scarce Control Service resources
countywide. The County will in good faith consider such recommendations
but reserves the right to make final decisions on response protocols. The
County will make no changes to its procedures that are inconsistent with the
terms of this Exhibit A, except that upon the recommendation of the Joint
City - County Committee, the County may agree to modify response with
respect to calls involving animals other than horses, livestock, dogs and cats.
f. In addition to the ACOs serving specific districts, the following Control
Service resources will be available on a shared basis for all Parties and shall
be dispatched as deemed necessary and appropriate by the County.
1. An animal control sergeant will provide oversight of and back-
up for ACOs five days per week at least 8 hours /day (subject to
vacation /sick leave /training /etc.).
2. Staff will be available to perform animal cruelty investigations,
to respond to animal cruelty cases, and to prepare related
reports (subject to vacation /sick leave /training /etc.).
3. Not less than 1 ACO will be on call every day at times that are
not Regular ACO Service Hours (including the days per week
that are not included within Regular ACO Service Hours), to
respond to High Priority Calls posing an extreme life and
safety danger, as determined by the County.
106 Document Dated 9/1/16 24
Attachment F
g. The Parties understand that rural areas of the County will generally receive a `
less rapid response time from ACOs than urban areas.
h. Contracting Cities may contract with King County for "Enhanced Control
Services through separate agreement (as set forth in Exhibit E); provided
that a City may not purchase Enhanced Control Services under Option 1 as
described in Exhibit E if such City is receiving a Transition Funding Credit,
Shelter Credit, or licensing revenue support the cost of which is not
reimbursed to the County.
Part II: Shelter Services
Shelter services include the general care, cleaning and nourishment of owner - released, lost
or stray dogs, cats and other animals. Such services shall be provided 7 -days per week, 365
days per year at the County's animal shelter in Kent (the "Shelter ") or other shelter
locations utilized by the County, including related services described in this section.
During 2018 -2022, major maintenance of the Shelter will continue to be included in the
Program costs allocated under this Agreement (as part of the central County overhead
charges allocated to the Program), but no major renovation, upgrades or replacements of
the Shelter established as a capital project within the County Budget are anticipated nor
will any such capital project costs be allocated to the Contracting Cities in Service Years
2018 -2022.
1. Shelter Services
a. Services provided to animals will include enrichment, exercise, care and
feeding, and reasonable medical attention.
b. The Public Service Counter at the Shelter will be open to the public not less
than 30 hours per week and not less than 5 days per week, excluding
holidays and County designated furlough days, for purposes of pet
redemption, adoption, license sales services and (as may be offered from
time to time) pet surrenders. The Public Service Counter at the shelter may
be open for additional hours if practicable within available resources.
c. The County will maintain a volunteer /foster care function at the Shelter to
encourage use of volunteers working at the shelter and use of foster
families to provide fostering /transitional care between shelter and
permanent homes for adoptable animals.
d. The County will maintain an animal placement function at the Shelter to
provide for and manage adoption events and other activities leading to the
placement of animals in appropriate homes.
e. Veterinary services will be provided and will include animal exams,
treatment and minor procedures, spay /neuter and other surgeries. Limited
Document Dated 9/1/16 25 107
Attachment F
emergency veterinary services will be available in non - business hours,
through third -party contracts, and engaged if and when the County
determines necessary.
f. The County will take steps through its operating policies, codes, public fee
structures and partnerships to reduce the number of animals and their
length of stay in the Shelter, and may at times limit owner - surrenders and
field pick -ups, adjust fees and incentivize community -based solutions.
2. Other Shelter services
a. Dangerous animals will be confined as appropriate /necessary.
b. Disaster /emergency preparedness for animals will be coordinated
regionally through efforts of King County staff.
3. Shelter for Contracting Cities contracting with PAWS (Potentially including
Woodinville, Shoreline, Lake Forest Park, Kenmore ( "Northern Cities ")). For so
long as a Northern City has a contract in effect for sheltering dogs and cats with the
Progressive Animal Welfare Society in Lynnwood (PAWS), the County will not
shelter dogs and cats picked up within the boundaries of such City(s), except in
emergent circumstances and when the PAWS Lynwood shelter is not available.
Dogs and cats picked up by the County within such City(s) will be transferred by
the County to the PAWS shelter in Lynnwood for shelter care, which will be
provided and funded solely through separate contracts between each Northern City
and PAWS, and the County will refer residents of that City to PAWS for sheltering
services. The County will provide shelter services for animals other than dogs and
cats that are picked up within the boundaries of Northern Cities contracting with
PAWS on the same terms and conditions that such shelter services are provided to
other Contracting Parties. Except as provided in this Section, the County is under
no obligation to drop animals picked up in any Contracting City at any shelter
other than the County shelter in Kent.
4. County Contract with PAWS. Nothing in this Agreement is intended to preclude
the County from contracting with PAWS in Lynnwood to care for animals taken in
by County ACOs.
5. Service to Persons who are not Residents of Contracting Cities. The County will
not provide routine shelter services for animals brought in by persons who are not
residents of Contracting Cities, but may provide emergency medical care to such
animals, and may seek to recover the cost of such services from the pet owner
and /or the City in which the resident lives.
Part III: Licensing Services
Licensing services include the operation and maintenance of a unified system to license
pets in Contracting Cities.
108 Document Dated 9/1/16 26
Attachment F
1. The public will be able to purchase pet licenses in person at the County Licensing
Division public service counter in downtown Seattle (500 4f Avenue), King County
Community Service Centers and the Kent Animal Shelter during regular business
hours. The County will maintain on its website the capacity for residents to
purchase pet licenses on -line.
2. The County may seek to engage and maintain a variety of private sector partners
(e.g. veterinary clinics, pet stores, grocery stores, city halls, apartment complexes) as
hosts for locations where licenses can be sold or promoted in addition to County
facilities.
3. The County will furnish licenses and application forms and other materials to the
City for its use in selling licenses to the public at City facilities and at public events.
4. The County will publicize reminders and information about pet licensing from time
to time through inserts in County mailings to residents.
5. The County will annually mail or E -mail at least one renewal form, reminder and
late notice (as applicable) to the last known addresses of all City residents who
purchased a pet license from the County within the previous year (using a rolling
12 -month calendar).
6. The County may make telephone reminder calls in an effort to encourage pet
license renewals.
7. The County shall mail pet license tags or renewal notices as appropriate to
individuals who purchase new or renew their pet licenses.
8. The County will maintain a database of pets owned, owners, addresses and
violations.
9. The County will provide limited sales and marketing support in an effort to
maintain the existing licensing base and increase future license sales. The County
reserves the right to determine the level of sales and marketing support provided
from year to year in consultation with the Joint City-County Committee. The
County will work with any City in which door -to -door canvassing takes place to
reach agreement with the City as to the hours and locations of such canvassing.
10. The County will provide current pet license data files (database extractions) to a
Contracting City promptly upon request. Data files will include pets owned,
owners, addresses, phone numbers, E -mail addresses, violations, license renewal
status, and any other relevant or useful data maintained in the County's database
on pets licensed within the City's limits. A City's database extraction will be
provided in electronic format agreed to by both parties in a timely fashion and in a
standard data release format that is easily usable by the City.
Document Dated 9/1/16 27 109
Attachment F
Exhibit B: Control Service District Map
The attached map (Exhibit B -1) shows the boundaries of the 3 Control Service Districts as
established at the commencement of this Amended and Restated Agreement.
The cities and towns included in each Control District are as follows:
District 200 (Northern District)
District 220 (Eastern District)
Shoreline
Bellevue
Lake Forest Park
Mercer Island
Kenmore
Yarrow Point
Woodinville
Clyde Hill
Kirkland
Town of Beaux Arts
Redmond
Issaquah
Sammamish
Snoqualmie
Duvall
North Bend
Carnation
Newcastle
District 500 (Southern District)
Tukwila
SeaTac
Kent
Covington
Maple Valley
Black Diamond
Enumclaw
The Districts shall each include portions of unincorporated King County as illustrated on
Exhibit B -1.
110 Document Dated 9/1/16 28
Attachment F
Exhibit B-1
Control District Map
Document Dated 9/1/16
111
Document Dated 9/1/16
112
Attachment F
Attachment F
Document Dated 9/1/16 31 113
Attachment F
Exhibit E
Enhanced Control Services Contract (Optional)
Between City of ( "City ") and King County ( "County ")
The County will to offer Enhanced Control Services to the City during Service Years 2018
through 20227 of the Animal Services Interlocal Agreement for 2018 Through 20"12 2022
between the City and the County dated and effective as of July 1, 2017 (the "Agreement')
subject to the terms and conditions as described herein. The provisions of this Contract
are optional to both Parties and shall not be effective unless executed by both Parties.
A. The City may request services under two different options, summarized here and
described in further detail below:
Option 1: for a period of not less than one year, the City may request service from
an Animal Control Officer dedicated to the City ( "Dedicated Officer "). Such service
must be confirmed in writing through both Parties entering into this Enhanced
Control Services Contract no later than August 15 of the year prior to the Service
Year in which the service is requested.
Option 2: for a period of less than one year, the City may request a specified
number of over -time service hours on specified days and time from the 6 Animal
Control Officers staffing the three Control Districts. Unlike Option 1, the individual
officers providing the service will be determined by the County and may vary from
time to time; the term "Dedicated Officer' used in context of Option 2 is thus
different than its meaning with respect to Option 1. Option 2 service must be
requested no later than 60 days prior to the commencement of the period in which
the service is requested, unless waived by the County.
The City shall initiate a request for enhanced service by completing and submitting
Attachment A to the County. If the County determines it is able to provide the
requested service, it will so confirm by completing and countersigning Attachment A
and signing this Contract and returning both to the City for final execution.
B. The County will provide enhanced Control Services to the City in the form of an
Animal Control Officer dedicated to the City ( "Dedicated Officer') as described in
Attachment A and this Contract.
1. Costs identified in Attachment A for Option 1 are for one (1) year of service in
each service year beginning in 2018, costs will be based on the previous year's
114 Document Dated 9/1/16 32
Attachment F
actual cost dilly, and include the cost of the employee (salary, benefits),
equipment and animal control vehicle for the employee's use). Costs are subject
to adjustment each year, limited by the Annual Budget Inflator Cap (as defined
in the Agreement).
2. Costs for Option 2 will be determined by the County each year based on its
actual hourly overtime pay for the individual Animal Control Officers providing
the service, plus mileage at the federal reimbursement rate. The number of
miles for which mileage is charged shall be miles which would not have been
traveled but for the provision of the enhanced service.
3. Costs paid for enhanced services will be included in the Reconciliation
calculation for each Service Year, as described in Exhibit D of the Agreement.
C. Services of the Dedicated Officer shall be in addition to the Animal Services otherwise
provided to the City by the County through the Agreement. Accordingly, the calls
responded to by the Dedicated Officer shall not be incorporated in the calculation of
the City's Calls for Service (as further described in Exhibit C'!and D to the Agreement).
D. The scheduling of work by the Dedicated Officer will be determined by mutual
agreement of the contract administrators identified in the Agreement, and (in the case
of a purchase of service under Option 1) the mutual agreement of officials of other
Contracting Cities named as contract administrators that have committed to sharing in
the expense of the Dedicated Officer. In the event the parties are unable to agree on
scheduling, the County shall have the right to finally determine the schedule of the
Dedicated Officer(s).
E. Control Services to be provided to the City pursuant to this Enhanced Services
Contract include Control Services of the type and nature as described under the
Agreement with respect to Animal Control Officers serving in Control Districts, and
include but are not limited to, issuing written warnings, citations and other
enforcement notices and orders on behalf of the City, or such other services as the
Parties may reasonably agree.
F. The County will provide the City with a general quarterly calendar of scheduled
service in the City, and a monthly report of the types of services offered and
performed.
G. For Services purchased under Option 1: An FTE will be scheduled to serve 40 hour
weeks, however, with loss of service hours potentially attributable to vacation, sick
leave, training and furlough days, not less than 1600 hours per year will be provided.
Document Dated 9/1/16 33 115
Attachment F
Similarly, a half -time FTE will provide not less than 800 hours per year. The County
shall submit to the City an invoice and billing voucher at the end of each calendar
quarter, excepting that during the 41h quarter of each year during the term of this
Contract, an invoice shall be submitted to the City no later than December 15th. All
invoiced amounts shall be payable by the City within 30 days of the invoice date.
H. For Services purchased under Option 2: The County shall submit to the City an
invoice and billing voucher at the end of each calendar quarter. All invoiced amounts
shall be payable by the City within 30 days of the invoice date.
I. The City or County may terminate this Enhanced Services Contract with or without
cause upon providing not less than 3 months written notice to the other Party;
provided that, if the City has purchased services under Option 1 and is sharing the
Enhanced Control Services with other Contracting Cities, this Contract may only be
terminated by the City if: (1) all such other Contracting Cities similarly agree to
terminate service on such date, or (2) if prior to such termination date another
Contracting City or Cities enters into a contract with the County to purchase the
Enhanced Control Service that the City wishes to terminate; provided further: except as
provided in Paragraph A.1, a Contract may not be terminated if the term of service
resulting is less than one year.
J. All terms of the Agreement, except as expressly stated otherwise in this Exhibit, shall
apply to this Enhanced Control Services Contract. Capitalized Terms not defined
herein have those meanings as set forth in the Agreement.
IN WITNESS WHEREOF, the Parties hereto have caused this Enhanced Services Contract
to be executed effective as of this day of , 201_.
King County
Dow Constantine
King County Executive
Date
Approved as to Form:
City of
By:
Mayor /City Manager
Date
Approved as to Form:
116 Document Dated 9/1/16 34
Deputy Prosecuting Attorney
Attachment F
City Attorney
Document Dated 9/1/16 35 117
Attachment F
Exhibit E: Attachment A
ENHANCED CONTROL SERVICES OPTION REQUEST
(to be completed by City requesting Enhanced Control Services; final service terms subject
to adjustment by County and agreement by City and will be confirmed in writing
executed and appended to Enhanced Control Service Contract /Exhibit E)
City
Requested Enhanced Control Services Start Date:
Requested Enhanced Control Services End Date:
*term of service must be at least one year, except if purchasing services under Option 2.
Please indicate whether City is requesting services under Option 1 or Option 2:
Option 1:
% of Full Time Equivalent Officer (FTE) requested: (minimum request: 20 %;
requests must be in multiples of either 20% or 25 %)
Option 2:
Overtime Hours purchase from existing ACO staff: _ hours per (week /month)
General Description of desired services (days, hours, nature of service):
For Option 1:
Contracting Cities with whom the City proposes to share the Enhanced Control
Services, and proposed percentages of an FTE those Cities are expected to request:
On behalf of the City, the undersigned understands and agrees that the County will
attempt to honor requests but reserves the right to propose aggregated, adjusted and
118 Document Dated 9/1/16 36
Attachment F
variously scheduled service, including but not limited to adjusting allocations of service from
increments of 20% to 25 %, in order to develop workable employment and scheduling for
the officers within then - existing workrules, and that the City will be allowed to rescind or
amend its request for Enhanced Control Services as a result of such proposed changes.
Requests that cannot be combined to equal 50% of an FTE, 100% of an FTE, or some
multiple thereof may not be honored. Service must be requested for a minimum term
of one -year, except as permitted by Paragraph A.1. Service may not extend beyond the
term of the Agreement.
City requests that alone or in combination with requests of other Contracting Cities
equal at least 50% of an FTE will be charged at the rate in Column 1 below.
City requests that alone or in combination with other requests for Enhanced Control
Services equal 100% of an FTE will be charged at the rate in Column 2 below.
Cities may propose a different allocation approach for County consideration.
An FTE will be scheduled to serve 40 hour weeks, however, with loss of hours potentially
attributable to vacation, sick leave, training and furlough days, a minimum of 1600 hours
per year will be provided. A half -time FTE will provide a minimum of 800 hours per year.
For example, a commitment to purchase 20% of an FTE for enhanced service will result in
provision of not less than 320 hours per year.
Hours of service lost for vacation, sick leave, training and furlough days will be allocated
on pro rata basis between all Contracting Cities sharing the services of that FTE.
Column 1:
Aggregate of 50% of an FTE Requested by
all Participating Cities
Column 2:
Aggregate of 1 FTE Requested by all
Participating Cities
Cost to City: (% of Half -Time FTE
Cost to City: (% of FTE requested) x
requested) x $75,0006,eaf in 2010*
*
Example: if City A requests 25% of an
Example: If City A requests 25% of an FTE
FTE ** and City B requests 25% of an
and City B requests 25% of an FTE and
FTE * *, then each city would pay $18,750
City C requests 50% of an FTE, Cities A
for Enhanced Control Services from July 1,
and B would pay $14,375 and City C
2010 through December 31, 2011 (6
would pay $28,750 for Enhanced Control
months).
Services from July 1, 2010 through
December 31, 2011 (6 months)
* *(50% of a Half -Time FTE)
*This example is based on 201 costs. Actual costs will be based on actual Service Year FTE ;, commented [AN1] -. Update p,ef1w 2018 cos base
costs.
Document Dated 9/1/16 37 119
Attachment F
For Option 2:
On behalf of the City, the undersigned understands and agrees that the County will
confirm what services, if any, it can provide, and at what costs, by completing this
Attachment A, and the City must signify whether it accepts the County's offer by signing
the Enhanced Services Contract.
Request Signed as of this
City of
By:
Its
day of , 201_.
To be completed by King County:
Option 1: The County hereby confirms its ability and willingness to provide
Enhanced Control services as requested by the City in this Attachment A, with
adjustments as noted below (if any):
The FTE Cost for the Service Year in which the City has requested service is:
Option 2: the County confirms its ability to provide control service overtime hours
as follows (insert description— days /hours):
Such overtime hours shall be provided at a cost of $ (may be a
range) per service hour, with the actual cost depending on the individual(s)
assigned to work the hours, plus mileage at the federal reimbursement rate.
King County
0
120 Document Dated 9/1/16 38
Attachment F
Document Dated 9/1/16
121
Attachment F
Exhibit F
Licensing Support Contract (Optional)
Between City of ( "City ") and King County ( "County ")
The County is prepared to offer licensing revenue support to the City subject to the terms
and conditions described in this Licensing Support Contract ( "Contract "). The provisions
of this Exhibit are optional and shall not be effective unless this Exhibit is executed by both
the City and the County and both parties have entered into the underlying Animal
Services Interlocal Agreement for 20184 Through 20122-5-(the "Agreement ").
A-Service Requests, Submittal: Requests to enter into a licensing support contract
should be made by submitting the Licensing Revenue Support Services Request
(Attachment A to this Exhibit F) to the County between June 30 and Oc=teber
September 30 of the calendar year prior to year in which such services are requested
( "Service Year "). A separate Request shall be submitted for each Service Year
&Eeepting that a Lieensing Suppar-t City with a r-evenide tar-get i1i e)Eeess of $-20,000�yeaf
Ser-viee Years (2013, 2014 and 204-5)-.
A .— Formatted: List Paragraph, Indent: Left: 0 ", Numbered +
Level: 1 + Numbering Style: A, B, C, ... + Start at: 1 +
B. County to Determine Service Availability: The County will determine whether it has Alignment: Left + Aligned at: 0.25" + Indent at: 0.5"
capacity to provide the requested service based on whether it has staff available, and
consistent with the priorities stated in Section 7:e and [Exhibit C -5'�f the Agreement. Commented [Ani]: ?
C. Services Provided by County, , Cost: The County will determine the licensing revenue
support activities it will undertake` to aehieve the Lieensing Reveniae Target.
Activities may include, but are not limited to canvassing, mailings, calls to non -
renewals. In completing Attachment A to confirm its ability to provide licensing
support services to the City, the County shall identify the cost for such service for each
applicable Service Year. If the City accepts the County's proposed costs, it shall so
signify by countersigning Attachment A.
D. Services Provided by City: In exchange for receiving licensing revenue support from
the County, the City will provide the following services:
1. Include inserts regarding animal licensing in bills or other mailings as may be
allowed by law, at the City's cost. The County will provide the design for the insert
and coordinate with the City to deliver the design on an agreed upon schedule.
122 Document Dated 9/1/16 40
Attachment F
Dedicate a minimum level of volunteer /staff hours per month (averaged over the
year), based on the City's Licensing Revenue Target for the Year (as
specified /selected in Attachment A) to canvassing and /or mailings and outbound
calls to non - renewals. City volunteer,�staff hour r-equirements afesealed based an
the siie of the r : g Re-,,. nt :te Target 'Taal A t,,.leiy. per.
3:2. Provide representation at a minimum of two public events annually to
inform City residents about the Animal Services Program and promote pet
licensing.
43. Inform City residents about the Animal Services Program and promote pet
licensing utilizing print and electronic media including the city's website, social
media, community brochures and newsletter ads /articles, signage /posters and pet
licensing applications in public areas of city buildings and parks.
,A. Appoint a representative to serve on the joint City - County marketing
subcommittee; this representative shall attend the quarterly meetings of the
subcommittee and help shape and apply within the City the joint advertising
strategies developed by consensus of the subcommittee.
E. Selection of Licensing Revenue Target and Payment for Licensing Revenue Support:
r
r
r
I MMUMMOMM
Document Dated 9/1/16
Formatted: Numbered + Level: i + Numbering Style: 1, 2,
3, ... + Start at: 1 + Alignment: Left + Aligned at: 0.25" +
Indent at: 0.5"
Formatted: List Paragraph, Left, Numbered + Level: 1 +
Numbering Style: 1, 2, 3, ... + Start at: 1 + Alignment: Left -
Aligned at: 0.25" + Indent at: 0.5"
Formatted: List Paragraph, Numbered + Level: 1 +
Numbering Style: 1, 2, 3, ... + Start at: 1 + Alignment: Left -
Aligned at: 0.25" + Indent at: 0.5"
Formatted: List Paragraph, Numbered + Level: 1 +
` Numbering Style: 1, 2, 3, ... + Start at: 1 + Alignment: Left -
\ Aligned at: 0.25" + Indent at: 0.5"
Formatted: List Paragraph, Numbered + Level: 1 +
Numbering Style: 1, 2, 3, ... + Start at: 1 + Alignment: Left -
\ \ Aligned at: 0.25" + Indent at: 0.5"
Formatted: List Paragraph, Numbered + Level: 1 +
\ \ Numbering Style: 1, 2, 3, ... + Start at: 1 + Alignment: Left -
`\ Aligned at: 0.25" + Indent at: 0.5"
Formatted: List Paragraph, Numbered + Level: 1 +
y, Numbering Style: 1, 2, 3, ... + Start at: 1 + Alignment: Left -
Aligned at: 0.25" + Indent at: 05"
Formatted: List Paragraph, Numbered + Level: 1 +
Numbering Style: 1, 2, 3, ... + Start at: I + Alignment: Left -
Aligned at: 0.25" + Indent at: 0.5"
41
123
Attachment F
-271. For all other Contacting Cities: The City will identify a proposed Licensing
Revenue Target in Attachment A. The County may propose an alternate Revenue
Target. If the Parties agree upon a Licensing Revenue Target, the County shall
indentify its annual cost to provide service designed to achieve the target. At
Reconciliation, the City shall be charged for licensing support service at the cost
specified and agreed in Attachment A (the "Licensing Revenue Charge'),
regardless of the amount of Licensing Revenue received by the City during the Service Year
(see Exhibit D of the Agreement for additional detail).
F. Other Terms and Conditions:
1. Before January 31 of the Service Year, each Party will provide the other with a
general calendar of in -kind services to be provided over the course of the Service
Year.
2. Each Party will provide the other with a flyuarterly_written report of the
services performed during the Service Year.
3. Either Party may terminate this Contract with or without cause by providing not
less than 2 months' advance written notice to the other Party; provided that all
County costs incurred to the point of termination remain chargeable to the City as
otherwise provided.
4. All terms of the Agreement, except as expressly stated otherwise herein, shall apply
to this Contract, and Capitalized Terms not defined herein have the meanings as set
forth in the Agreement.
IN WITNESS WHEREOF, the Parties hereto have caused this Contract for Licensing
Support Services to be executed effective as of this _ day of , 20_1.
King County City of
Dow Constantine
King County Executive
Date
By:
Mayor /City Manager
Date
124 Document Dated 9/1/16 42
Approved as to Form:
Deputy Prosecuting Attorney
Attachment F
Approved as to Form:
City Attorney
Document Dated 9/1/16 43
125
Attachment F
Exhibit F: Attachment A
LICENSING REVENUE SUPPORT SERVICES REQUEST
(to be completed by City requesting licensing support services; one request per Service Yearj- e*eegt -fe3=a
Lieensing Suppert City with a WEensing Revenue Target evei- ; final terms subject to adjustment
by County and agreement by City confirmed in writing, executed and appended to the Contract for
Licensing Support Services — Exhibit F of the Animal Services Interlocal Agreement for 20183 Through
20221 -5 ( "the Agreement ") dated effective as of July 1, J 0124)
Formatted: Highlight
1. City Date of Request:
2. Licensing Revenue Target (the amount by which the City seeks to increase its
revenues in the Service Year): $
Note:
f2or- J�ieensing Revemie Siapper-t Cities, the WeensiRg Revenue Support Tar-get
is defined in 'Table I of E hibit C c of the Agreement-, unless the Parties
e
■ The amount of volunteer /staff hours and other in -kind services required of
the City in exchange for receipt of licensing support services is based on the
size of the Licensing Revenue Target (see Licensing Support Contract/
Exhibit F of Agreement).
3. Contact person who will coordinate City responsibilities associated with delivery of
licensing support services:
Name:
Title:
Phone:
Fax:
I understand that:
A. provision of licensing revenue support services is subject to the County
determining it has staff available to provide the services;
C—B. the County will, by September 1 of the current calendar year, provide the
City with a firm cost to provide the amount of licensing support services the
County proposes to provide by completing this Attachment A;
O Clthe County cannot verify and does not guarantee a precise level of Licensing
Revenues to be received by the City as a result of these services;
126 Document Dated 9/1/16 44
Attachment F
&D. Receipt of service is subject to County and City agreeing on the Licensing
Revenue Target and County charge for these services (incorporated in
calculation of the Licensing Revenue Credit/Charge per the Agreement), and
executing the Licensing Support Contract (Exhibit F of the Agreement).
Request signed as of this _ day of 201_.
City of
By:
Its:
To be completed by King County:
The County offers to provide the City licensing revenue support services in Service Year
201_ intended to generate $ (the "Licensing Revenue Target ") in additional
Licensing Revenue for a total Service Year cost of $ , some or all of which cost
may be charged to the City in calculating the Licensing Revenue Charge, as further
described in the Licensing Support Contract and� hibikC -5 (for Licensing Support
Cities) and D of the Agreement.
King County
By:
Its:
To be completed by the City:
The County offer is accepted as of this
City of
By:
Its:
Document Dated 9/1/16
day of , 201_.
;ate' Formatted: Highlight
\ Formatted: Highlight
45
127
128
Benefits of a Regional Animal Services System
Attachment D
Effective and Efficient Service
• Provide equity of service, consistent level of service, common regulatory approach, and support humane animal
care across the region.
• Centralization efficiency and effectiveness in:
• Serving as a single access point for residents for animal related issues
• Providing a centralized database of historical and current information, regarding residents, location and
animal data related to pet licensing and animal control activities
o An economy of scale to provide a full range of services and the ability to respond to large scale issues,
efficiency in operations, database administration, staff training, etc.
• Reducing demands on individual jurisdictions:
o Communications from the media, advocacy groups and other interested parties on animal issues (e.g.
public disclosure requests)
o Local police agencies to focus on traditional law enforcement instead of civil animal nuisances and
offenses
• Local court systems do not deal with animal related civil appeal processes
• Local jurisdictions are not involved in court proceedings for Superior Court appeals of actions or lawsuit
response
• 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 similar levels of services at the local
level.
• Supports low -cost spay and neuter programs which are key to reducing the population of homeless animals and
thus reducing the costs of the system over time.
• Use of volunteers and partnerships with private animal welfare groups increases humane animal treatment with
minimal public cost. In 2015, volunteers contributed over 90,000 hours of support to the County animal services
system as foster parents or providing direct adoptable animal care, equivalent to 45 FTEs.
Customer Service
• Provides a single access point for residents seeking animal control help.
• A regional, uniform pet licensing program that is easier for the public to access and understand, with a broad
range of accompanying services to encourage licensing; marketing, partnering with third parties to encourage
license sales, and database management.
• Online licensing sales increase the ease of compliance for pet owners.
• Pet Adoption Center is open and provides lost pet and adoption services 7 days a week.
May 2016
129
Benefits of a Regional Animal Services System
Attachment D
Public Health and Safety
• Provides the ability to identify and respond to public health issues related to animals, such as rabies, on a
regional basis and coordinate activities with Seattle King County Public Health
• Reduces animal health and public health threats through routine vaccination of animals before release (e.g.
Rabies).
• Scale provides capacity to handle unusual and multi jurisdictional events involving animals that often require
specialized staff, such as: cruelty investigations, animal hoarding, loose livestock, dog- fighting, animal necropsies
and quarantine, holding of animals seized in criminal cases and retrieval of deceased animals from the
communities.
• Provides consistent and knowledgeable field services to over 5,300 callers per year. Calls are dispatched on a
prioritized basis. Emergency response field services are available 24 hours per day.
Animal Welfare
• Animals find new homes and are not euthanized for capacity. Euthanasia rates have been reduced down to
12% in 2015, an amazing accomplishment for a public shelter.
• Engages hundreds of animal loving residents through the foster home program and other volunteer programs
(on -site and adoption events).
• Provides regional response to animal cruelty cases working closely with jurisdictional law enforcement.
• Provides regional preparedness planning and coordination with the King County Office of Emergency
Management for emergency and disaster response.
• Provides regional capacity for seasonal events (annual new born kitten season).
• The RASKC Benefit donation fund allows county employees and private donors to contribute to the
extraordinary care of animals —these services, such as veterinary specialists or orthopedic surgery, are typically
not publicly funded and are not usually available in publicly funded animal service programs.
May 2016
130
Regional Animal Services of King County
Cost Allocation Scenarios for JC4 Discussion
Sorted by Control District
Handout A
Scenarios
Kirkland in /out:
IN
L '
\e.;
1
Status Quo - $15,191 Reduction
Additional $95K (1.0 FTE) Reduction
Additional $31,200 Reduction
3 Districts
Status Quo
3 Districts
200/220/500
Difference
2 Districts
420/500
Difference
1 District
920
Difference
3 Districts
200/220/500
Difference
2 Districts
420/500
Difference
1 District
920
Difference
3 Districts
200/220/500
Difference
2 Districts
420/500
Difference
1 District
920
Difference
Jurisdiction
b
c
c - b
d
d - b
e
e - b
f
f - b
g
g - b
h
h - b
i
i -b
j
j -b
k
k - b
Carnation
$ (1,774)
$ (3,037)
$ (1,263)
$ (2,896)
$ (1,122)
$ (2,772)
$ (999)
$ (2,843)
$ (1,069)
$ (2,706)
$ (932)
$ (2,585)
$ (811)
$ (2,534)
$ (761)
$ (2,655)
$ (881)
$ (2,534)
$ (761)
Duvall
$ (5,047)
$ (8,954)
$ (3,907)
$ (8,549)
$ (3,502)
$ (8,424)
$ (3,378)
$ (8,403)
$ (3,356)
$ (8,008)
$ (2,961)
$ (7,887)
$ (2,840)
$ (7,748)
$ (2,701)
$ (7,869)
$ (2,822)
$ (7,748)
$ (2,701)
Kenmore
$ 15,925
$ 3,994
$ (11,931)
$ 5,367
$ (10,558)
$ 6,104
$ (9,821)
$ 5,371
$ (10,554)
$ 6,710
$ (9,215)
$ 7,429
$ (8,496)
$ 7,576
$ (8,349)
$ 6,858
$ (9,067)
$ 7,576
$ (8,349)
Kirkland
$ 13,460
$ -
N/A
$ -
N/A
$ -
N/A
$ -
N/A
$ -
N/A
$ -
N/A
$ -
N/A
$ -
N/A
$ -
N/A
Lake Forest Park
$ 4,707
$ (1,835)
$ (6,542)
$ (1,124)
$ (5,832)
$ (896)
$ (5,603)
$ (1,106)
$ (5,813)
$ (413)
$ (5,120)
$ (190)
$ (4,897)
$ (104)
$ (4,811)
$ (327)
$ (5,034)
$ (104)
$ (4,811)
Redmond
$ (38,569)
$ (59,950)
$ (21,381)
$ (57,946)
$ (19,378)
$ (59,953)
$ (21,384)
$ (57,050)
$ (18,481)
$ (55,095)
$ (16,527)
$ (57,052)
$ (18,484)
$ (56,281)
$ (17,712)
$ (54,323)
$ (15,755)
$ (56,281)
$ (17,712)
Sammamish
$ 2,404
$ (18,006)
$ (20,410)
$ (16,229)
$ (18,633)
$ (18,838)
$ (21,242)
$ (15,445)
$ (17,848)
$ (13,711)
$ (16,115)
$ (16,257)
$ (18,660)
$ (15,589)
$ (17,993)
$ (13,043)
$ (15,447)
$ (15,589)
$ (17,993)
Shoreline
$ (27,127)
$ (57,348)
$ (30,222)
$ (53,775)
$ (26,648)
$ (51,516)
$ (24,389)
$ (53,802)
$ (26,676)
$ (50,316)
$ (23,189)
$ (48,112)
$ (20,985)
$ (47,748)
$ (20,621)
$ (49,952)
$ (22,825)
$ (47,748)
$ (20,621)
Woodinville
$ 2,721
$ (2,068)
$ (4,789)
$ (1,568)
$ (4,289)
$ (1,679)
$ (4,400)
$ (1,526)
$ (4,247)
$ (1,038)
$ (3,759)
$ (1,146)
$ (3,867)
$ (1,070)
$ (3,791)
$ (961)
$ (3,683)
$ (1,070)
$ (3,791)
District 200
$ (33,298)
$ (147,203)
$ (100,444)
$ (136,719)
$ (89,961)
$ (137,974)
$ (91,215)
$ (134,803)
$ (88,045)
$ (124,576)
$ (77,817)
$ (125,800)
$ (79,041)
$ (123,497)
$ (76,739)
$ (122,273)
$ (75,515)
$ (123,497)
$ (76,739)
Beaux Arts
$ 341
$ 298
$ (43)
$ 285
$ (55)
$ 282
$ (58)
$ 311
$ (30)
$ 299
$ (41)
$ 296
$ (45)
$ 298
$ (43)
$ 301
$ (39)
$ 298
$ (43)
Bellevue
$ (66,885)
$ (85,643)
$ (18,758)
$ (90,019)
$ (23,133)
$ (94,589)
$ (27,704)
$ (78,916)
$ (12,031)
$ (83,184)
$ (16,299)
$ (87,643)
$ (20,758)
$ (85,697)
$ (18,812)
$ (81,238)
$ (14,353)
$ (85,697)
$ (18,812)
Clyde Hill
$ 384
$ 9
$ (375)
$ (63)
$ (447)
$ (223)
$ (607)
$ 113
$ (271)
$ 42
$ (342)
$ (113)
$ (497)
$ (87)
$ (471)
$ 69
$ (315)
$ (87)
$ (471)
Issaquah
$ (63,613)
$ (67,892)
$ (4,278)
$ (69,951)
$ (6,338)
$ (68,679)
$ (5,066)
$ (65,441)
$ (1,827)
$ (67,450)
$ (3,836)
$ (66,209)
$ (2,595)
$ (65,730)
$ (2,117)
$ (66,971)
$ (3,358)
$ (65,730)
$ (2,117)
Mercer Island
$ (3,161)
$ (6,119)
$ (2,958)
$ (6,649)
$ (3,488)
$ (7,949)
$ (4,788)
$ (5,247)
$ (2,085)
$ (5,764)
$ (2,603)
$ (7,032)
$ (3,871)
$ (6,767)
$ (3,605)
$ (5,499)
$ (2,337)
$ (6,767)
$ (3,605)
Newcastle
$ (10,942)
$ (12,446)
$ (1,504)
$ (13,073)
$ (2,131)
$ (12,747)
$ (1,805)
$ (11,653)
$ (711)
$ (12,265)
$ (1,323)
$ (11,947)
$ (1,006)
$ (11,772)
$ (830)
$ (12,089)
$ (1,147)
$ (11,772)
$ (830)
North Bend
$ (13,442)
$ (14,715)
$ (1,273)
$ (15,229)
$ (1,787)
$ (14,683)
$ (1,241)
$ (14,009)
$ (567)
$ (14,511)
$ (1,069)
$ (13,978)
$ (536)
$ (13,794)
$ (352)
$ (14,327)
$ (885)
$ (13,794)
$ (352)
Snoqualmie
$ (12,785)
$ (14,571)
$ (1,786)
$ (15,044)
$ (2,259)
$ (15,321)
$ (2,536)
$ (13,850)
$ (1,065)
$ (14,312)
$ (1,527)
$ (14,582)
$ (1,797)
$ (14,374)
$ (1,589)
$ (14,103)
$ (1,318)
$ (14,374)
$ (1,589)
Yarrow Pt
$ 163
$ 34
$ (130)
$ (4)
$ (167)
$ (26)
$ (189)
$ 76
$ (87)
$ 40
$ (124)
$ 18
$ (145)
$ 25
$ (138)
$ 47
$ (117)
$ 25
$ (138)
District 220
$ (169,941)
$ (201,045)
$ (31,104)
$ (209,747)
$ (39,806)
$ (213,936)
$ (43,995)
$ (188,615)
$ (18,674)
$ (197,105)
$ (27,164)
$ (201,191)
$ (31,251)
$ (197,898)
$ (27,957)
$ (193,811)
$ (23,870)
$ (197,898)
$ (27,957)
Black Diamond
$ (7,640)
$ (8,606)
$ (966)
$ (8,606)
$ (966)
$ (8,360)
$ (720)
$ (8,132)
$ (492)
$ (8,132)
$ (492)
$ (7,893)
$ (252)
$ (7,723)
$ (83)
$ (7,963)
$ (323)
$ (7,723)
$ (83)
Covington
$ (50,837)
$ (56,084)
$ (5,247)
$ (56,084)
$ (5,247)
$ (56,651)
$ (5,814)
$ (52,657)
$ (1,821)
$ (52,657)
$ (1,821)
$ (53,210)
$ (2,374)
$ (51,935)
$ (1,098)
$ (51,382)
$ (545)
$ (51,935)
$ (1,098)
Enumclaw
$ (25,184)
$ (27,877)
$ (2,693)
$ (27,877)
$ (2,693)
$ (28,089)
$ (2,905)
$ (26,131)
$ (947)
$ (26,131)
$ (947)
$ (26,338)
$ (1,153)
$ (25,757)
$ (573)
$ (25,550)
$ (366)
$ (25,757)
$ (573)
Kent
$ (379,428)
$ (412,123)
$ (32,695)
$ (412,123)
$ (32,695)
$ (408,597)
$ (29,169)
$ (391,148)
$ (11,720)
$ (391,148)
$ (11,720)
$ (387,709)
$ (8,281)
$ (378,786)
$ 642
$ (382,226)
$ (2,798)
$ (378,786)
$ 642
Maple Valley
$ (58,686)
$ (63,628)
$ (4,943)
$ (63,628)
$ (4,943)
$ (62,963)
$ (4,277)
$ (60,770)
$ (2,085)
$ (60,770)
$ (2,085)
$ (60,121)
$ (1,435)
$ (59,227)
$ (542)
$ (59,877)
$ (1,191)
$ (59,227)
$ (542)
SeaTac
$ (149,011)
$ (156,935)
$ (7,924)
$ (156,935)
$ (7,924)
$ (158,082)
$ (9,070)
$ (151,056)
$ (2,044)
$ (151,056)
$ (2,044)
$ (152,174)
$ (3,163)
$ (149,822)
$ (810)
$ (148,703)
$ 308
$ (149,822)
$ (810)
Tukwila
$ (104,077)
$ (109,752)
$ (5,676)
$ (109,752)
$ (5,676)
$ (110,464)
$ (6,388)
$ (105,587)
$ (1,510)
$ (105,587)
$ (1,510)
$ (106,282)
$ (2,205)
$ (104,585)
$ (509)
$ (103,891)
$ 186
$ (104,585)
$ (509)
District 500
$ (774,862)
$ (835,006)
$ (60,143)
$ (835,006)
$ (60,143)
$ (833,205)
$ (58,343)
$ (795,482)
$ (20,620)
$ (795,482)
$ (20,620)
$ (793,726)
$ (18,863)
$ (777,835)
$ (2,973)
$ (779,592)
$ (4,729)
$ (777,835)
$ (2,973)
Total aJ :Cities
t
9783 02
$ { ,�. j
#33 253
$ {1,1 , �
9 .692
$ {1 �.. �
S . 472
$ {1,1 �. �
#39 9 0
$ { , �. �
&5 ' ,6
$ {1,1 ,�.� i
93 554
$ { ?
8 900.
$ {1,11 , �
$ 7 339
$ {12 � �,.$
(1,11.74.62)
$ (932,796)
5 60 .
� {12 ,1j
20 717
$ {1,1 �
9 55
$ {12,1 )
099 230
$ {1, , �
07 66f3
$ {1 � �
095 676
$ {1, i
04.4
$ {1 ,11 I
099 230
$ {1, , �
07 668
$ {1 �
Unincorp. King County
$ (883,717)
$ (961,705)
$ (77,988)
$ (963,486)
$ (79,769)
$ (959,843)
$ (76,125)
$ (931,058)
$ (47,341)
$ (49,079)
$ (929,241)
$ (45,524)
$ (919,528)
$ (35,811)
$ (923,083)
$ (39,365)
$ (919,528)
$ (35,811)
.:
$6 $
2 i . z$)
�
( �.�!�
2 i .
�,. ( z$)
0
( �.�!�
2; :
i .
�.. ( z$)
.., 6
( �.�!�
2.
_..� (a�4{��)
.., ,: 2.
67 .
{ ..�1..$ (a�4{��)
,: � . 6
$ _(. 7z !`�?
,: 2:
$ ({�.,:�)
� . ' 6
$ _(. z!)
2., ; ..
3 7
� (a� ��.�$)
,: 1 .'4. ',
$ . (. a )
2:., : ..
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$ (a� ��.�$)
1 .'4,
$, ( a )
2:., : .. .
%
$ (a� ��.�$)
1 .'4. ;.
$. ( a )_
Notes:
Costs allocated represent the Net Final Cost Allocation
All scenarios with Kirkland out include non -labor expenditure reductions ($15,191) and Revenue reductions ($14,000)
Status Quo = 3 Districts, no change to disticts
420 = 2 Districts - (District 200 and 220 combined)
920 = 1 District - All three districts (200, 220, and 500) combined for field cost allocation
Staff Reduction - This scenario reduces one Animal Control Officer from the field, and shifts Animal Care Technician support from the shelter for lower priority calls in the field.
Pet License Revenue assumes 2015 Actual or the period August 2015 - July 2016, whichever is most favorable. Licensing Support is currently assumed at $0.00.
Regional Animal Services of King County
September 30, 2016
132
LIQ King County
Records and Licensing Services
Department of Executive Services
Attachment H
Regional Animal Services of King County (RASKC)
Joint City- County Collaboration Committee
2018 -2022 Inter -local Agreement
The County has been in discussion with cities for several months now on terms for a new successor animal services
agreement. The City - County workgroup has reached a consensus regional recommendation on a proposed 5 year
agreement, which would run from January 2018 through the end of 2022. The terms of this proposal are presented in
the Agreement in Principle documents provided to cities on September 1, 2016.
Under the cost allocation model, each jurisdiction's costs will depend upon the specific set of cities participating. For
this reason, we are requesting an initial non - binding statement of intent from each city as to whether you are
preliminarily interested in signing up for the new animal services ILA, beginning January 1, 2018, under the terms
proposed in the attached Agreement in Principle. To accomplish this, we are asking for an email from you by
close of business December 30, 2016 indicating which option below best represents your city's position at this
time — again, this is non - binding.
Our next step is to prepare final draft contract language and cost estimates (to be circulated in January, 2017). The
more accurate information we can get from you now, the more accurate that next set of cost estimates will be.
Please confirm your response by completing the information below – No later than December 31, 2016.
E -mail response is fine; e -mail to:
Norm Alberg; r oraiW} It 7e ,,, <i_1C �LErlty;..20
Diane Carlson; Dianc.car 1sll�ri kin �county.ov
City of Initial Non - Binding Statement of Intent with Respect to entering into an
Interlocal Agreement with King County Regional Animal Services, beginning January 1, 2018, based on the
Agreement in Principle dated September 1, 2016. (Please indicate your City's non - binding intent by selecting
one of the two choices below and deleting /striking out the option not selected):
Please continue to include my City in the cost allocation model for purposes of developing final draft
contract language and cost estimates.
Or
It is extremely unlikely that my City will participate in the new Interlocal agreement. Please remove my
City from the cost allocation model for purposes of developing final draft contract language and cost estimates.
Name /Title: Date:
Additional questions /comments /suggestions:
If you have any questions, please email or call either of us.
Norm Alberg: (206- 263 -2913) �7crm.alberg xik_il�c<>a.otr..,�.<>.a
Diane Carlson: (206 263 -9631) Diane.carls011 ,kin eoulLy.goV
September 1, 2016
FR::
133
134
TO:
CC:
FROM:
BY:
DATE:
SUBJECT
Summary:
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
Councilmembers
Mayor Ekberg
Peggy McCarthy, Finance Director
Vicky Carlsen, Deputy Finance Director
November 2, 2016
2016 3rd Quarter Financial Report
The purpose of the quarterly financial report is to summarize for the City Council the general state of City-
wide financial affairs and to highlight significant items or trends. The following provides a high level
summary of the City's financial performance. Additional details can be found within the attached financial
report.
The third quarter status report is based on financial data available as of October 27th, 2016 for the reporting
period ending September 30, 2016. Revenues are above allocated budget by $1.83 million and
expenditures are below budget by $1.39 million.
General Fund
2016 Revenues vs (Expenditures
Through September 30, 2016
$41.69
Revenu ies
ml;lRim 3.86
.; -
$46.47
$36 $3 $40 $42 $44 $46
Millions
Allocated budgets through the reporting period are calculated by analyzing spend patterns in the previous
year and allocating the current year budget using the same spend pattern. If aline item had no expenditures
in the prior year but a budget in the current year, the allocated budget for the current year would be zero.
135
INFORMATIONAL MEMO
Page 2
Police and Fire Departments:
The Finance department continues to monitor all departments, including Police and Fire. In the attached
financial reports, the Police budget includes $289,800 proposed budget amendment that was presented to
Finance & Safety Committee on March 22, 2016. The amendment will be brought to the full Council for
approval later in the year for formal approval.
As mentioned in the 1St quarter report, the formulas for the allocated budget have been updated. In the
previous reports, the formula in some line items were adjusted to account for anomalies specific to either
the current year or the previous year. The formulas have been updated so that the allocated budget for all
line items is calculated exactly the same way; with one exception. Because the Police RMS project is
significant, the Machinery & Equipment has been manually adjusted to account for the project costs. The
project is specific to 2016 and the allocated budget has been adjusted to reflect actual expenditures.
Police: Overall, the Police Department is below allocated budget by $378 thousand. Total salary and
benefits are below budget by $133 thousand. The Department has been monitoring overtime and, as a
result, overtime is below budget by $12 thousand.
Supplies is above budget by $39 thousand as ammunition for the entire year was purchased during the first
quarter. Additionally, two new officers were hired and requisite equipment and safety gear were purchased
as was additional COBAN (in- vehicle audio /video recorders) disks. An evidence -rich case was being
processed after a search warrant proved fruitful. Accordingly, several additional supplies were purchased
from the Evidence Supplies line to accommodate.
Communications is above allocated budget by $29 thousand. This is due in part to employees being
assigned mobile phones and patrol vehicles being outfitted with mobile communication devices, all of which
are powered by Verizon. Travel is over budget by $14 thousand as the Police Department conducted
background investigations for potential new hires and department instructors attended off -site training
during the first half of the year. Additionally, the summer months are historically active for training and
conferences: Third quarter expenditures included ongoing education and training as the Administration
attended a "2111 Century Policing" conference and the International Association of the Chiefs of Police
conference, Detectives participated in a Domestic Violence Symposium and a "Crimes Against Children"
conference, some members of the Police Department's Firearms Instructors Team attended the annual
Washington State Law Enforcement Firearms Instructors Conference and training, the School Resource
Officer attended the National School Resource Officer Conference in California.
Fire: Overall, the Fire department is below budget by $229 thousand. Salary and benefits are below budget
by $96 thousand and overtime is below budget by $218 thousand. The Department has utilized the pipeline
positions to meet minimum staffing requirements in lieu of using overtime. At the July 5, 2016 Council
meeting, the Fire department was authorized 2 additional pipeline positions, bringing the total authorized
pipeline positions to 5. The 2 new pipeline employees are currently in the academy.
Supplies is over budget by $8 thousand; bunker gear for $33 thousand was purchased in April. Repairs
and maintenance is over allocated budget by $12 thousand; Repair to radio maintenance as well as bunker
gear and air pack repair is charged to this line. Additionally, intergovernmental is above budget by $11
thousand; 2016 costs for dispatch services are above the approved annual budget.
General Fund:
The general fund is the City's largest fund and accounts for the majority of City resources and services,
other than those required by statute to be accounted for in another fund. Services include governance,
public safety, and administration.
136
INFORMATIONAL MEMO
Page 3
Revenues:
Through September 2016, general fund revenues totaled $41.7 million compared to an allocated budget of
$39.9 million and were $1.2 million higher than revenues collected for the same period in 2015. Notable
variances to budget through second quarter include:
• Sales and use taxes, which includes local retail sales and use tax, natural gas tax, and criminal justice
sales tax, totaled $14.3 million, which exceeds budget by $495 thousand and is slightly below
collections in the same period last year by $20 thousand, or (0.13) %.
• Gambling and excise taxes through the end of September totaled $2.6 million and exceed budget by
$706 thousand. One casino is under new ownership, and all casinos continue to do very well.
• Intergovernmental — Grant category is above allocated budget by $334 thousand. The City has
received several grants in 2016 that were not budgeted. Unbudgeted grant revenue includes $176
thousand for Police department that is included in the November 2016 budget amendment request as
well as several smaller grants.
• Property tax collection is on target to meet budget. The majority of property tax revenues are collected
during the months of April /May and October /November, coinciding with the due dates for the county
property tax billings.
Year -to -Date General Fund Revenues Compared to Allocated Budget
(Through Q3 2016)
Property Taxes
Sales & Use Taxes
RGRL Fee
��= $1.80
$1.85
Utility Taxes
Interfund Utility Taxes
Other Taxes
Intergovernmental
Charges for Services
Other Revenue
Transfers In ( $1.68
$1.68
$5.52
$5.46
$0 $2 $4 $6
$8.12
$8.06
$8 $10 $12
uuuui Year to Date a Allocated Budget
$14.33
13.84
$14 $16
Millions
137
INFORMATIONAL MEMO
Page 4
Expenditures
General fund expenditures through the end of September 2016 totaled $44.1 million as compared to an
allocated budget of $45.5 million, which is $1.4 million below budget. Notable variances are as follows:
• Human Resources exceeded allocated budget by $27 thousand. Recruitment for 2 director positions
process began in first quarter. Additionally, consultant work was performed to analyze non - represented
compensation.
• Recreation is exceeded budget by $155 thousand. A budget amendment for the expanded preschool
programs was approved in 2015. The programs were not specific to 2015, they continue in 2016. A
budget amendment for these programs was included in the November 2016 amendment. Some of the
expenditures are revenue - backed. Additionally, extra labor and associated benefits as well as various
supplies and services lines exceed budget due to the expanded preschool program.
Police department is below allocated budget by $378 thousand. Supplies is above budget by $39
thousand as ammunition for the entire year was purchased during the first quarter. Additionally, two
new officers were hired and requisite equipment and safety gear were purchased as was additional
COBAN (in- vehicle audio /video recorders) disks. An evidence -rich case was being processed after a
search warrant proved fruitful. Accordingly, several additional supplies were purchased from the
Evidence Supplies line to accommodate.
Communications is above allocated budget by $29 thousand. This is due in part to employees being
assigned mobile phones and patrol vehicles being outfitted with mobile communication devices, all of
which are powered by Verizon. Travel is over budget by $14 thousand as the Police Department
conducted background investigations for potential new hires and department instructors attended off-
site training during the first half of the year. Additionally, the Summer months are historically active for
training and conferences: Third quarter expenditures included ongoing education and training as the
Administration attended a "2111 Century Policing" conference and the International Association of the
Chiefs of Police conference, Detectives participated in a Domestic Violence Symposium and a "Crimes
Against Children" conference, some members of the Police Department's Firearms Instructors Team
attended the annual Washington State Law Enforcement Firearms Instructors Conference and training,
the School Resource Officer attended the National School Resource Officer Conference in California.
• Technology Services exceeded allocated budget by $158 thousand. A payout for a vacated position
occurred in the 1St quarter. The vacated position was temporarily filled by a staff member that stepped
in until the position could be filled. The department bore the cost of both the payout as well as the
expenditure of the position being filled during the interim.
Street department exceeded allocated budget by $115 thousand; the cost of utilities has exceeded
allocated budget by $123 thousand largely due to the September surface water charge.
138
INFORMATIONAL MEMO
Page 5
Year to Date Department Expenditures Compared to Allocated Budget
(Through Q3 2016)
City Council
$0.25
1
$0.26
Mayor
INS=
$2.75
$2.76
$0.51
Human Resources
11, $0.48
Finance
N"2
$2.32
Attorney
$0.31
$0.48
$2.24
Recreation
12=11111111$2.09
Community Dev.
REM&
$2.35
$2.51
Municipal Court
$0.85
12
$0.86
Police
3 .52
$13.90
Fi re
8.47
$8.70
$0.90
Tech. & Innovation
$0.74
Public Works
1112M
$2.74 8
$2.1
Park Maintenance
$1.03
IS
$1.14
$2.42
Street Maint & Ops
$2.30
Dept 20
111221sum
$4.02
$4.11
$o $1 $2
$3
$4 $5 $6 $7 $8 $9 $10 $11 $12 $13 $14
Millions
iiiiiiii Year to Date InAllocated Budget
139
INFORMATIONAL MEMO
Page 6
Special Revenue Funds:
Special revenue funds account for revenue sources and expenditures that are legally restricted to a specific
purpose. The City has two special revenue funds: Hotel /Motel and Drug Seizure. The hotel /motel fund
receives a special excise tax on lodging charges and is used to promote tourism. The drug seizure fund
accounts for the yearly accumulation of drug seizure funds and is used for seizure related expenditures.
Through the end of September 2016, revenues exceeded expenditures in both funds.
Capital Projects Funds:
The City has six capital projects funds. Revenue and expenditure details for the funds are as follows:
Through September 2016, the major project in the arterial street fund was the Interurban Avenue South
project, which had expenditures of $1.5 million. Several other projects had activity as well during the second
quarter including $1.2 million on overlay work.
The land acquisition, recreation, and park development fund reflects $734 thousand expenditures for the
Duwamish Gardens project. The facility replacement fund had $757 thousand on demolition and other
costs associated with the Tukwila International Blvd Urban Renewal project.
Enterprise Funds:
The City's four enterprise funds account for operations with revenues primarily provided from user fees,
charges, or contracts for services. The City has 3 utilities and 1 golf course. The following chart summaries
activity for the first quarter:
Land Acq,
Surface
Water
Sewer
Residential
Arterial
Rec. & Park
Facility
Gen Gov't
Fire Impact
1,252,312
Streets
Streets
Dev.
Replacement
Improve.
Fees
Beg. Fund Balance
819,161
5,052,383
2,117,089
1,189,545
397,033
551,434
Revenues
493,555
4,097,017
1,184,064
2,061
150,559
183,533
Expenditures
(516,018)
(3,785,557)
(870,967)
(789,341)
(140,574)
-
End. Fund Balance
796,697
5,363,843
2,430,185
402,265
407,018
734,967
Through September 2016, the major project in the arterial street fund was the Interurban Avenue South
project, which had expenditures of $1.5 million. Several other projects had activity as well during the second
quarter including $1.2 million on overlay work.
The land acquisition, recreation, and park development fund reflects $734 thousand expenditures for the
Duwamish Gardens project. The facility replacement fund had $757 thousand on demolition and other
costs associated with the Tukwila International Blvd Urban Renewal project.
Enterprise Funds:
The City's four enterprise funds account for operations with revenues primarily provided from user fees,
charges, or contracts for services. The City has 3 utilities and 1 golf course. The following chart summaries
activity for the first quarter:
Utility funds remain healthy, with revenues exceeding expenditures in all utility funds. Work continues on
the East Marginal Way Emergency Storm Pipe repair project with $695 thousand spend through the end of
September. Additionally, $250 thousand has been spent on the NPDES Program during the same period.
Revenue for the golf course is weather dependent and is typically higher during the summer months while
expenditures remain fairly constant throughout the year. Revenue and expense pattern through September
is comparable to previous years.
140
Surface
Water
Sewer
Golf
Water
Beg. Fund Balance
6,083,812
7,181,169
141,620
1,252,312
Revenues
5,188,097
7,231,545
1,536,933
6,160,059
Expenditures
(4,377,294)
(6,356,220)
(1,439,946)
(3,630,034)
End. Fund Balance
1 6,894,6151
8,056,4941
238,607
1 3,782,337
Utility funds remain healthy, with revenues exceeding expenditures in all utility funds. Work continues on
the East Marginal Way Emergency Storm Pipe repair project with $695 thousand spend through the end of
September. Additionally, $250 thousand has been spent on the NPDES Program during the same period.
Revenue for the golf course is weather dependent and is typically higher during the summer months while
expenditures remain fairly constant throughout the year. Revenue and expense pattern through September
is comparable to previous years.
140
INFORMATIONAL MEMO
Page 7
Internal Service Funds:
Internal service funds provide services to other City departments and include functions such as employee
and LEOFF 1 retiree medical insurance as well as equipment rental and replacement.
Through the end of September, revenue exceeds expenses for both the equipment rental fund and the
insurance fund for LEOFF 1 retirees. While the insurance fund for active employees experienced higher
than anticipated claims for the first half of the year, claim activity decreased slightly during the third quarter.
Monthly claims during the first half of the year averaged $585 thousand a month while the average monthly
claim activity during the third quarter was $519 thousand a month. Fund balance remains in excess of
reserve requirements. Minimum reserve requires 1.5 times the actuarially determined IBNR (incurred but
not reported) balance.
141
Insurance -
Insurance -
Equipment
Active
LEOFF 1
Rental
Empoyees
Retirees
Beg. Fund Balance
4,528,537
1,981,939
775,734
Revenues
2,505,614
4,187,307
477,940
Expenditures
(1,610,554)
(4,671,193)
(319,438)
End. Fund Balance
5,423,597
1,498,054
934,236
Through the end of September, revenue exceeds expenses for both the equipment rental fund and the
insurance fund for LEOFF 1 retirees. While the insurance fund for active employees experienced higher
than anticipated claims for the first half of the year, claim activity decreased slightly during the third quarter.
Monthly claims during the first half of the year averaged $585 thousand a month while the average monthly
claim activity during the third quarter was $519 thousand a month. Fund balance remains in excess of
reserve requirements. Minimum reserve requires 1.5 times the actuarially determined IBNR (incurred but
not reported) balance.
141
142
POLICE DEPARTMENT
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
SALARY & BENEFITS
* BUDGET
ACTUAL
COMPARISON OF RESULTS
2016
ANNUAL
2016
ALLOCATED
2014
2015
2016
ACTUAL
OVER/(UNDER)
% CHANGE
ALLOCATED
BDGT
% SPEND
2014/2015
2015/2016
11 Salaries
8,600,232
6,496,003
5,614,512
6,137,130
6,312,923
(183,080)
73%
9%
3%
Regular Pay
8,520,232
6,430,050
5,543,677
6,045,366
6,209,657
(220,393)
73%
9%
3%
Acting /Premium Pay
30,000
22,115
20,056
22,029
21,664
(451)
72%
10%
(2)%
Service Separation Payoff
-
-
12,992
22,678
36,484
36,484
-
75%
61%
Signing Bonus
20,000
20,000
13,325
20,000
17,500
(2,500)
88%
50%
(13)%
Clothing Allowance
30,000
23,837
24,462
27,057
27,618
3,781
92%
11%
2%
12 Extra Labor
1,000
-
5,548
-
-
-
0%
-
-
13 Overtime
904,949
678,068
796,366
742,455
666,206
(11,861)
74%
(7)%
(10)%
Contracted
285,000
202,105
207,162
202,477
180,253
(21,852)
63%
(2)%
(11)%
Minimum Staffing
200,000
156,116
161,691
137,822
61,548
(94,568)
31%
(15)%
(55)%
Training
220,000
177,038
201,692
172,944
120,109
(56,929)
55%
(14)%
(31)%
Special Operations
96,000
54,987
58,602
55,269
80,914
25,927
84%
(6)%
46%
Other
103,949
87,822
167,219
173,943
223,382
135,560
215%
4%
28%
15 Holiday /Kelly Payoff
237,000
2,288
-
93,070
81,469
79,181
34%
-
(12)%
21 FICA
723,927
541,430
487,756
529,311
536,415
(5,015)
74%
9%
1%
22 Pension -LEOFF 2
452,138
315,480
287,351
317,074
319,992
4,512
71%
10%
1%
23 Pension - PERS /PSERS
137,410
100,275
79,898
82,025
96,781
(3,494)
70%
3%
18%
24 Industrial Insurance
259,955
174,941
116,346
134,124
151,089
(23,852)
58%
15%
13%
25 Medical & Dental
1,858,769
1,387,590
955,459
1,314,615
1,388,564
974
75%
38%
6%
26 Unemployment
-
-
23,579
143
9,599
9,599
-
(99)%
6609%
28 Uniform /Clothing
14,060
-
-
-
-
-
0%
-
-
Total Salaries & Benefits
13,189,440
9,696,075
8,366,814
9,349,948
9,563,038
(133,037)
73%
12%
2%
* Budget includes $289,800 for revenue - backed positions. This amendment had been included in the 2015 budget year but was not
carried forward into the 2016 budget year.
FIRE DEPARTMENT
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
SALARY & BENEFITS
BUDGET
ACTUAL
COMPARISON OF RESULTS
2016
ANNUAL
2016
ALLOCATED
2014
2015
2016
ACTUAL
OVER!(UNDER)
% CHANGE
ALLOCATED
BDGT
% SPEND
2014/2015
2015/2016
11 Salaries
6,869,713
5,102,003
4,930,216
5,090,167
5,195,265
93,262
76%
3%
2%
Regular Pay
6,654,713
5,006,841
4,771,100
4,917,685
5,055,334
48,493
76%
3%
3%
Service Separation Payoff
-
-
22,143
84,820
42,110
42,110
-
283%
(50)%
Vacation Payout
90,000
-
-
-
-
-
-
-
-
Acting Pay
60,000
40,686
74,419
36,792
53,738
13,052
90%
(51)%
46%
Standby Pay
40,000
29,476
29,229
29,366
21,506
(7,970)
54%
0%
(27)%
Clothing Allowance
25,000
25,000
33,325
21,504
22,577
(2,423)
90%
(35)%
5%
12 Extra Labor
-
-
192
5,123
11,083
11,083
-
2568%
116%
13 Overtime
744,858
610,804
725,773
550,866
392,924
(217,879)
53%
(24)%
(29)%
Minimum Staffing
450,000
381,632
313,850
321,249
170,290
(211,342)
38%
2%
(47)%
Training
150,000
112,643
43,664
77,202
44,588
(68,055)
30%
77%
(42)%
Prevention
65,000
50,731
20,982
15,096
24,715
(26,016)
38%
(28)%
64%
Emergency Response
-
-
89,007
28,038
28,744
28,744
-
(68)%
3%
Billable
-
-
10,248
12,579
12,925
12,925
-
23%
3%
Other
79,858
65,798
248,022
96,702
111,662
45,865
140%
(61)%
15%
15 Holiday /Kelly Payoff
290,286
6,484
2,583
4,767
1,465
(5,019)
1%
85%
(69)%
21 FICA
121,563
88,492
86,913
88,291
89,615
1,123
74%
2%
1%
22 Pension -LEOFF 2
370,008
269,816
272,464
271,915
273,247
3,431
74%
(0)%
0%
23 Pension - PERS /PSERS
45,893
33,762
24,161
27,463
31,118
(2,644)
68%
14%
13%
24 Industrial Insurance
272,942
185,303
139,704
175,866
200,341
15,038
73%
26%
14%
25 Medical & Dental
1,609,223
1,207,316
806,532
1,168,059
1,212,710
5,395
75%
45%
4%
26 Unemployment
-
-
54
-
-
-
-
-
-
Total Salaries & Benefits
10,324,486
7,503,981
6,988,591
7,384,230
7,407,770
(96,211)
72%
6%
0%
GENERALFUND
CITY OF TUKWILA
GENERAL FUND REVENUES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
145
BUDGET
ACTUAL
COMPARISON
OF
RESULTS
ACTUAL
SUMMARY BY REVENUE TYPE
OVER /(UNDER)
% CHANGE
2016
ALLOCATED
2016 ANNUAL ALLOCATED
2014
2015
2016
BDGT
% REC'D 2014/2015 2015/2016
REAL AND PERSONAL PROPERTY
14,759,046
8,057,770
7,702,846
7,819,786
8,120,664
62,895
55%
2%
4%
SALES AND USE TAXES
18,631,462
13,835,647
12,387,386
14,350,288
14,330,588
494,941
77%
16%
(0)%
RGRL FEE REVENUE
1,875,141
1,850,120
1,782,954
1,833,957
1,797,422
(52,699)
96%
3%
(2)%
UTILITY TAX
4,105,084
2,939,879
2,979,210
2,878,156
3,066,392
126,512
75%
(3)%
7%
INTERFUND UTILITY TAX
1,981,000
1,665,364
1,521,651
1,709,726
1,791,063
125,698
90%
12%
5%
GAMBLING AND EXCISE TAXES
2,600,684
1,929,255
1,960,816
2,140,555
2,635,735
706,480
101%
9%
23%
ADMISSIONS TAX
716,000
550,766
495,546
529,560
562,579
11,813
79%
7%
6%
FRANCHISE FEES
319,260
238,000
239,202
254,010
259,891
21,890
81%
6%
2%
RENTAL HOUSING LICENSE
35,000
28,952
30,400
41,100
37,490
8,538
107%
35%
(9)%
BUSINESS LICENSES AND PERMITS
527,431
501,657
519,836
493,595
471,461
(30,196)
89%
(5)%
(4)%
BUILDING PERMITS AND FEES
1,281,970
996,044
921,479
1,026,961
1,054,293
58,249
82%
11%
3%
INTERGOVERNMENTAL - GRANTS
602,871
128,103
652,425
328,446
462,281
334,178
77%
(50)%
41%
SALES TAX MITIGATION
1,140,000
856,673
852,662
851,096
847,295
(9,378)
74%
(0)%
(0)%
INTERGOVERNMENTAL - OTHER
101,158
66,265
39,723
41,680
26,538
(39,728)
26%
5%
(36)%
STATE ENTITLEMENTS
381,594
414,104
267,965
244,442
227,776
(186,328)
60%
(9)%
(7)%
INTERGOVERNMENTAL-OTHER
2,267,208
1,743,044
1,721,971
1,669,992
1,602,580
(140,464)
71%
(3)%
(4)%
CHARGES FOR SERVICES - GENERAL GOVT
304,713
247,266
105,543
58,773
122,072
(125,194)
40%
(44)%
108%
CHARGES FOR SERVICES - SECURITY
996,481
336,165
390,043
340,941
533,487
197,322
54%
(13)%
56%
CHARGES FOR SERVICES - TRANSPORATION
109,000
8,783
29,663
6,878
38,877
30,094
36%
(77)%
465%
CHARGES FOR SERVICES - PLAN CHECK & REVIEW
858,210
747,677
513,103
933,246
502,921
(244,756)
59%
82%
(46)%
CHARGES FOR SERVICES - CULTURE & REC FEES
461,906
360,949
358,540
440,298
499,069
138,120
108%
23%
13%
INVESTMENT INCOME
92,757
35,559
30,981
60,235
60,429
24,871
65%
94%
0%
FINES AND PENALTIES
230,829
144,035
167,162
147,339
188,648
44,614
82%
(12)%
28%
RENTS AND CONCESSIONS
366,479
306,014
357,893
383,751
437,045
131,031
119%
7%
14%
MISC REVENUE
158,588
71,185
211,581
105,927
209,389
138,204
132%
(50)%
98%
INTERFUND LOAN REPAYMENT-MPD
199,430
124,736
124,654
127,043
125,608
872
63%
2%
(1)%
INDIRECT COST ALLOCATION
2,233,476
1,675,100
1,566,884
1,691,490
1,675,107
7
75%
8%
(1)%
TRANSFERS -IN FUND 302
2,075,000
-
-
-
-
-
0%
0%
0%
59,411,778
39,859,111
37,932,117
40,509,273
41,686,699
1,827,589
70%
7%
3%
145
GENERAL FUND
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
146
BUDGET
ACTUAL
COMPARISON
OF
RESULTS
SUMMARY OF EXPENDITURES BY
ACTUAL
DEPARTMENT
2016
OVER/(UNDER)
% CHANGE
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPENT
2014/2015 201512016
01
City Council
350,065
264,639
218,028
234,254
245,148
(19,491)
70%
7%
5%
03
Mayor
4,005,870
2,757,925
2,251,664
2,515,592
2,748,552
(9,373)
69%
12%
9%
04
Human Resources
674,329
484,077
498,736
458,263
511,264
27,186
76%
(8)%
12%
05
Finance
2,740,000
2,492,079
1,612,005
1,941,928
1,716,192
(775,887)
63%
20% (12)%
06
Attorney
778,418
479,952
331,174
367,514
313,782
(166,170)
40%
11% (15)%
07
Recreation
2,851,924
2,088,253
1,986,898
2,169,604
2,243,254
155,001
79%
9%
3%
08
Community Development
3,546,430
2,513,590
2,063,358
2,283,937
2,349,455
(164,135)
66%
11%
3%
09
Municipal Court
1,163,679
862,079
814,637
852,547
854,128
(7,950)
73%
5%
0%
10
Police
18,377,666
13,902,195
11,476,064
12,736,086
13,523,909
(378,286)
74%
11%
6%
11
Fire
11,672,499
8,699,033
7,959,698
8,778,756
8,469,870
(229,163)
73%
10%
(4)%
12
Technology & Innovation Svcs
1,191,754
740,638
802,231
768,618
899,101
158,463
75%
(4)%
17%
13
Public Works
3,817,266
2,808,479
2,363,177
2,512,897
2,736,753
(71,726)
72%
6%
9%
15
Park Maintenance
1,482,251
1,136,472
857,870
1,048,740
1,025,292
(111,180)
69%
22%
(2)%
16
Street Maintenance & Operations
3,162,762
2,304,471
2,076,039
2,059,449
2,419,833
115,362
77%
(1)%
17%
20
Dept 20
1 5,225,831
4,105,4661
6,286,890
4,268,885
4,019,855
(85,610)
77%
(32)%
(6)%
Total Expenditures
1 61,040,744
45,639,346
1 41,598,470
42,997,069
44,076,389
1,562,957
72%
3%
3%
Percent of year completed 75.00%
146
GENERALFUND
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 15:03
Percent of year completed 75.00%
BUDGET
ACTUAL
COMPARISON
OF
RESULTS
SUMMARY OF SALARIES AND
ACTUAL
BENEFITS
OVER /(UNDER
% CHANGE
2016
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPENT
201412015
201512016
11
Salaries
26,662,905
19,774,894
18,237,239
19,079,225
19,681,228
(93,666)
74%
5%
3%
12
Extra Labor
545,992
425,095
400,174
492,001
515,630
90,535
94%
23%
5%
13
Overtime
1,690,772
1,299,199
1,572,425
1,348,155
1,121,729
(177,470)
66%
(14)%
(17)%
15
Holiday Pay
527,286
11,779
2,583
4,767
82,934
71,156
16%
85%
1640%
21
FICA
1,687,384
1,270,598
1,188,332
1,244,643
1,284,707
14,109
76%
5%
3%
22
Pension -LEOFF 2
822,146
587,214
559,814
588,988
596,727
9,512
73%
5%
1%
23
Pension- PE RS/PS EIRS
1,374,252
992,097
809,688
886,435
1,035,903
43,806
75%
9%
17%
24
Industrial Insurance
709,902
484,202
356,743
429,038
483,182
(1,020)
68%
20%
13%
25
Medical & Dental
5,758,656
4,307,804
3,138,227
3,928,259
4,200,060
(107,744)
73%
25%
7%
26
Unemployment
13,000
2,504
26,383
1,285
28,991
26,487
223%
(95)%
2155%
28
Uniform /Clothing
1 25,235
16,048
1 2,070
3,708
2,494
(13,554)
10%
79%
(33)%
Total Salaries and Benefits
1 39,817,530
29,171,435
1 26,293,677
28,006,504
29,033,585
1 (137,850)
73%
7%
4%
Percent of year completed 75.00%
Percent of year completed 75.00%
147
BUDGET
ACTUAL
COMPARISON
OF
RESULTS
SUMMARY OF SUPPLIES,
ACTUAL
SERVICES, AND CAPITAL
OVER /(UNDER
% CHANGE
2016
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPENT
201412015
201512016
0
Transfers
5,225,831
4,105,466
6,286,890
4,268,885
4,019,855
(85,610)
77%
(32)%
(6)%
31
Supplies
1,064,806
796,285
735,894
842,918
858,333
62,048
81%
15%
2%
34
Items Purchased for resale
14,428
9,980
22,913
21,915
16,439
6,459
114%
(4)%
(25)%
35
Small Tools
216,804
193,615
73,248
270,791
61,909
(131,706)
29%
270%
(77)%
41
Professional Services
3,354,772
2,254,842
1,555,170
1,897,403
1,729,810
(525,032)
52%
22%
(9)%
42
Communication
386,671
272,369
228,177
241,099
235,222
(37,147)
61%
6%
(2)%
43
Travel
156,028
114,453
103,004
102,146
106,564
(7,888)
68%
(1)%
4%
44
Advertising
55,250
43,723
18,150
23,142
16,415
(27,309)
30%
28%
(29)%
45
Rentals and Leases
2,621,822
2,130,654
1,588,844
2,020,658
1,966,664
(163,991)
75%
27%
(3)%
46
Insurance
820,455
915,080
677,664
785,581
810,799
(104,281)
99%
16%
3%
47
Public Utilities
1,805,726
1,451,111
1,235,565
1,364,057
1,521,197
70,086
84%
10%
12%
48
Repairs and Maintenance
801,617
510,734
393,396
445,502
466,278
(44,456)
58%
13%
5%
49
Miscellaneous
1,478,288
1,095,219
677,093
810,049
739,070
(356,149)
50%
20%
(9)%
51
Inter- Governmental
2,774,711
2,142,676
1,703,877
1,855,976
2,057,846
(84,830)
74%
9%
11%
52
-
-
4,976
-
-
-
-
-
-
53
Ext Taxes, Oper. Assess
5
5
52
48
549
545
10989%
(9)%
1054%
64
Machinery & Equipment
1 446,000
458,644
1 (118)
40,395
435,853
22,791
98%
(34290)%
979%
Total Supplies, Services, and Capital
1 21,223,214
16,494,857
1 15,304,793
14,990,565
15,042,803
(1,452,054)
71%
(2)%
0%
Percent of year completed 75.00%
147
COUNCIL
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
i
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY
EXPENDITURE TYPE
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPENT
2014/2015 2015/2016
11
Salaries
187,912
140,619
133,214
136,809
144,905
4,285
77%
3%
6%
21
FICA
14,709
11,003
10,441
10,740
11,385
381
77%
3%
6%
23
Pension - PERS /PSERS
9,696
6,997
5,513
6,269
7,473
476
77%
14%
19%
24
Industrial Insurance
3,034
2,057
1,719
1,708
1,764
(293)
58%
(1)%
3%
25
Medical & Dental
57,444
43,073
37,732
40,820
40,470
(2,604)
70%
8%
(1)%
Total Salaries & Benefits
272,795
203,750
188,619
196,346
205,996
2,247
76%
4%
5%
31
Supplies
4,370
2,522
796
2,513
3,255
733
74%
216%
30%
41
Professional Services
16,500
16,479
-
6,959
1,865
(14,614)
11%
- (73)%
42
Communication
6,000
4,564
3,815
2,940
3,345
(1,218)
56%
(23)%
14%
43
Travel
40,000
31,218
18,553
21,673
23,217
(8,001)
58%
17%
7%
49
Miscellaneous
1 10,400
6,107
6,245
3,824
7,470
1,363
72%
(39)%
95%
Total Operating Expenses
77,270
60,889
299409
379908
399152
219737
51%
29%
3%
Total Expenses
3509065
2649639
2189028
2349254
2459148
199491
70%
7%
5%
Percent of year completed 75.00%
i
MAYOR
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
MAYOR
DIVISION SUMMARY
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
BUDGET
ACTUAL
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
ACTUAL
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
OVER/(UNDER)
OVER/(UNDER)
% CHANGE
2016
2016
ALLOCATED
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
1,460,526
1,104,711
981,850
1,076,266
1,098,195
(6,516)
75%
10%
2%
12
Extra Labor
10,500
4,982
7,995
8,473
1,700
(3,282)
16%
6%
(80)%
13
Overtime
573
-
-
-
-
-
-
-
-
21
FICA
106,008
81,780
73,652
81,188
82,307
527
78%
10%
1%
23
Pension - PERS /PSERS
156,766
114,678
88,883
105,754
117,334
2,656
75%
19%
11%
24
Industrial Insurance
6,068
4,106
3,120
3,342
3,261
(845)
54%
7%
(2)%
25
Medical & Dental
263,755
199,723
161,480
185,009
201,632
1,909
76%
15%
9%
Total Salaries & Benefits
2,004,196
1,509,980
1,316,980
1,460,031
1,504,430
5,550
75%
11%
3%
31
Supplies
57,517
41,549
30,672
44,749
32,547
(9,002)
57%
46%
(27)%
35
Small Tools
10,435
802
1,341
1,852
1,239
437
12%
38%
(33)%
41
Professional Services
1,331,470
844,889
615,995
720,891
744,597
(100,292)
56%
17%
3%
42
Communication
112,600
56,045
35,573
31,219
43,432
(12,613)
39%
(12)%
39%
43
Travel
36,300
18,068
18,277
19,292
18,287
218
50%
6%
(5)%
44
Advertising
19,750
11,976
3,871
6,449
3,670
(8,306)
19%
67%
(43)%
45
Rentals and Leases
31,077
18,965
18,282
18,731
20,489
1,525
66%
2%
9%
48
Repairs and Maintenance
19,750
11,163
7,272
7,656
28,230
17,067
143%
5%
269%
49
Miscellaneous
345,775
240,944
200,315
201,580
290,733
49,789
84%
1%
44%
51
Inter - Governmental
37,000
3,544
3,086
3,141
4,197
653
11%
2%
34%
53
Ext Taxes, Oper Assess
-
-
0
2
1
1
-
442%
(63)%
64
Machinery & Equipment
-
-
-
56,700
56,700
-
-
-
Total Operating Expenses
2,001,674
1,247,945
934,684
1,055,561
1,244,122
3,823
62%
13%
18%
Total Expenses
4,005,870
2,757,925
2,251,664
2,515,592
2,748,552
9,373
69%
12%
9%
MAYOR
DIVISION SUMMARY
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
i
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY DIVISION
OVER/(UNDER)
% CHANGE
2016
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
ADMINISTRATION
923,025
998,831
882,046
948,499
655,953
(342,878)
71%
8%
(31)%
ECONOMIC DEVELOPMENT
546,456
107,944
31,104
20,192
351,614
243,671
64%
(35)%
1641%
CITY CLERK
694,914
507,660
444,815
446,213
544,154
36,494
78%
0%
22%
COMMUNICATIONS
425,350
286,470
192,281
302,084
294,018
7,548
69%
57%
(3)%
HUMAN SERVICES
854,012
515,234
532,674
469,340
575,501
60,268
67%
(12)%
23%
COURT DEFENDER
477,000
311,878
153,346
298,161
307,795
(4,083)
65%
94%
3%
SISTER CITIES COMM.
6,475
-
-
-
4,613
4,613
71%
-
-
PLANNING COMMISSION
3,750
3,191
218
4,172
604
(2,587)
16%
1814%
(86)%
EQUITY & DIVERSITY COMMISSION
3,200
1,178
-
480
30
(1,148)
1%
-
(94)%
ARTS COMMISSION
5,000
3,544
2,840
3,201
3,834
289
77%
13%
20%
PARKS COMMISSION
3,688
3,623
32
4,396
2,126
(1,497)
58%
13459%
(52)%
LIBRARY ADVISORY BOARD
5,000
819
-
1,134
1,601
782
32%
-
41%
COMMUNITY PROMOTION
26,000
17,554
12,062
17,721
6,346
(11,209)
24%
47%
VOTER REGISTRATION COSTS
32,000
-
247
-
364
1 364
1%
-
Total Expenses
4,005,870
2,757,925
2,251,664
2,515,592
2,748,552
1 (9,373)
69%
12%
9%
Percent of year completed 75.00%
i
MAYOR
ADMINISTRATION
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
MAYOR
ECONOMIC DEVELOPMENT
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
ACTUAL
SUMMARY BY EXPENDITURE
SUMMARY BY EXPENDITURE
TYPE
2016
2016
OVER/(UNDER)
ALLOCATED
OVER/(UNDER)
ALLOCATED
% CHANGE
% CHANGE
2016 ANNUAL
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11 Salaries
11 Salaries
344,218
517,348
478,106
503,309
260,799
(256,549)
76 %
5%
(48)%
12 Extra Labor
5,000
4,982
7,995
2,540
1,700
(3,282)
34%
(68)%
(33)%
21 FICA
22,973
37,326
35,787
37,680
20,540
(16,786)
89%
5%
(45)%
23 Pension - PERS /PSERS
36,650
53,585
43,709
49,397
27,439
(26,146)
75%
13%
(44)%
24 Industrial Insurance
1,138
1,502
1,316
1,272
683
(818)
60%
(3)%
(46)%
25 Medical & Dental
61,119
73,521
64,718
67,263
53,292
(20,229)
87%
4%
(21)%
Total Salaries & Benefits
-
73%
77%
5%
(45)%
31 Supplies
17,200
I
18,624
16,512
29,879
15,345
(3,279)
89%
81%
(49)%
41 Professional Services
267,500
166,781
117,592
126,012
94,999
(71,782)
36%
7%
(25)%
42 Communication
-
-
108
168
-
-
-
56%
44 Advertising
43 Travel
16,500
9,282
14,601
12,115
8,815
(467)
53%
(17)%
(27)%
45 Rentals and Leases
16,477
10,916
11,221
11,957
12,137
1,221
74%
7%
2%
48 Repairs and Maintenance
3,250
-
-
-
1,345
1,345
41%
-
-
49 Miscellaneous
131,000
104,964
90,379
106,906
158,858
53,895
121%
18%
49%
53 Ext Taxes, Oper Assess
-
-
0
2
1
1
-
442%
(63)%
Total Operating Expenses
65%
15%
2%
Total Expenses
923,025
998,831
882,046
948,499
655,953
(342,878)
71%
8%
(31)%
MAYOR
ECONOMIC DEVELOPMENT
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
150
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
11 Salaries
332,907
249,117
249,117
75%
-
-
12 Extra Labor
5,000
-
-
-
21 FICA
23,848
18,191
18,191
76%
23 Pension -PERS /PSERS
35,821
26,084
26,084
73%
24 Industrial Insurance
1,138
561
561
49%
25 Medical & Dental
34,334
22,588
22,588
66%
Total Salaries & Benefits
433,048
-
73%
31 Supplies
4,658
1
3,457
473
332
745
(2,712)
16%
(30)%
125%
41 Professional Services
82,500
82,365
18,937
5,500
6,100
(76,265)
7%
(71)%
11%
43 Travel
6,250
4,165
450
3,169
608
(3,557)
10%
604%
(81)%
44 Advertising
2,000
1,949
250
346
-
(1,949)
-
38%
-
49 Miscellaneous
18,000
16,008
10,994
10,845
27,620
11,612
153%
(1)%
155%
Total Operating Expenses
31%
(35)%
74%
Total Expenses
546,456
107,944
31,104
20,192
351,614
243,671
64%
(35)%
1641%
Percent of year completed 75.00%
150
MAYOR
CITY CLERK
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
MAYOR
COMMUNICATIONS
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
TYPE
2016
2016
OVER/(UNDER)
ALLOCATED
OVER/(UNDER)
ALLOCATED
% CHANGE
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
11 Salaries
367,692
275,979
266,571
270,456
278,741
2,761
76 %
1%
3 %
21 FICA
27,683
20,761
20,015
20,237
20,525
(236)
74%
1%
1%
23 Pension - PERS /PSERS
39,564
28,714
24,273
26,615
29,350
635
74%
10%
10%
24 Industrial Insurance
1,896
1,294
1,013
1,007
984
(311)
52%
(1)%
(2)%
25 Medical & Dental
86,711
65,027
57,237
60,164
64,047
(980)
74%
5%
6%
Total Salaries & Benefits
25 Medical & Dental
52,285
39,202
20,318
36,235
38,980
75%
3%
4%
31 Supplies
10,308
5,356
6,568
5,486
7,026
1,669
68%
(16)%
28%
41 Professional Services
6,000
3,402
1,532
2,312
1,572
(1,830)
26%
51%
(32)%
42 Communication
72,600
43,688
35,283
29,219
28,135
(15,553)
39%
(17)%
(4)%
43 Travel
5,500
2,711
3,045
1,410
2,032
(679)
37%
(54)%
44%
44 Advertising
12,300
10,027
3,621
6,103
3,619
(6,408)
29%
69%
(41)%
45 Rentals and Leases
10,100
5,056
5,738
3,837
5,738
682
57%
(33)%
50%
48 Repairs and Maintenance
12,000
11,163
7,272
7,656
26,885
15,722
224%
5%
251%
49 Miscellaneous
42,560
34,481
12,648
11,713
18,800
(15,681)
44%
(7)%
61%
64 Machinery & Equipment
-
-
-
-
56,700
56,700
-
-
-
Total Operating Expenses
49 Miscellaneous
15,000
9,945
9,733
16,225
17,751
88%
(11)%
122%
9%
Total Operating Expenses
49%
25%
Total Expenses
694,914
507,660
444,815
446,213
544,154
36,494
78%
0%
22%
MAYOR
COMMUNICATIONS
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
151
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11 Salaries
242,459
181,350
110,525
174,177
179,796
(1,554)
74%
58%
3%
12 Extra Labor
-
-
-
5,933
-
-
-
-
-
21 FICA
18,379
13,858
8,256
13,594
13,284
(573)
72%
65%
(2)%
23 Pension -PERS /PSERS
26,089
18,858
9,386
17,133
20,035
1,178
77%
83%
17%
24 Industrial Insurance
1,138
794
399
660
619
(175)
54%
65%
(6)%
25 Medical & Dental
52,285
39,202
20,318
36,235
38,980
(222)
75%
78%
8%
Total Salaries & Benefits
74%
66%
2%
31 Supplies
9,000
3,005
4,882
3,021
3,156
151
35%
(38)%
4%
35 Small Tools
5,500
802
1,341
1,852
-
(802)
-
38%
-
41 Professional Services
2,500
1,854
25,932
25,987
-
(1,854)
-
0%
-
42 Communication
40,000
12,357
171
1,832
15,297
2,940
38%
974%
735%
43 Travel
2,000
1,452
15
2,499
2,486
1,034
124%
16558%
(1)%
44 Advertising
5,000
-
-
-
-
-
-
-
-
45 Rentals and Leases
4,000
2,993
1,323
2,937
2,614
(379)
65%
122%
(11)%
48 Repairs and Maintenance
2,000
-
-
-
-
-
-
-
-
49 Miscellaneous
15,000
9,945
9,733
16,225
17,751
7,806
118%
67%
9%
Total Operating Expenses
49%
25%
(24)%
Total Expenses
425,350
286,470
192,281
302,084
294,018
7,548
69%
57%
(3)%
Percent of year completed 75.00%
151
MAYOR
HUMAN SERVICES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
MAYOR
COURT DEFENDER
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
SUMMARY BY EXPENDITURE
TYPE
BUDGET
ACTUAL
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
2014 2015 2016
ACTUAL
OVER/(UNDER) % CHANGE
ALLOCATED
BDGT %SPEND 2014/2015 2015/2016
41 Professional Services
477,000 311,878
153,346 298,161
307,795
ACTUAL
65%
94% 3%
Total Operating Expenses
SUMMARY BY EXPENDITURE
TYPE
2016
65%
94% 3%
-
OVER/(UNDER)
ALLOCATED
43 Travel
% CHANGE
4,113
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
94% 3%
11 Salaries
173,250
130,034
126,649
128,325
129,743
(292)
75 %
1%
1 %
12 Extra Labor
500
-
-
-
-
-
-
-
-
13 Overtime
573
-
-
-
-
-
-
-
-
21 FICA
13,125
9,836
9,594
9,677
9,768
(68)
74%
1%
1%
23 Pension - PERS /PSERS
18,642
13,521
11,514
12,610
14,426
905
77%
10%
14%
24 Industrial Insurance
758
515
392
403
414
(102)
55%
3%
3%
25 Medical & Dental
29,306
21,973
19,206
21,346
22,724
751
78%
11%
6%
Total Salaries & Benefits
75%
3%
3%
31 Supplies
1,688
1,228
865
611
720
(508)
43%
(29)%
18%
41 Professional Services
483,470
266,616
289,656
248,999
334,131
67,515
69%
(14)%
34%
42 Communication
-
-
12
-
-
-
-
-
43 Travel
500
458
166
99
233
(226)
47%
(40)%
135%
49 Miscellaneous
132,200
71,052
74,621
47,270
63,345
(7,707)
48%
(37)%
34%
Total Operating Expenses
64%
(19)%
34%
Total Expenses
854,012
515,234
532,674
469,340
575,501
60,268
67%
(12)%
23%
MAYOR
COURT DEFENDER
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
SUMMARY BY EXPENDITURE
TYPE
BUDGET
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
2016
2016ANNUAL ALLOCATED
2014 2015 2016
ACTUAL
OVER/(UNDER) % CHANGE
ALLOCATED
BDGT %SPEND 2014/2015 2015/2016
41 Professional Services
477,000 311,878
153,346 298,161
307,795
(4,083)
65%
94% 3%
Total Operating Expenses
31 Supplies
425
- -
65%
94% 3%
-
- -
43 Travel
5,050
4,113
4,113 81%
49 Miscellaneous
Total Expenses
477,000 311,878
153,346 298,161
307,795
(4,083)
65%
94% 3%
MAYOR
SISTER CITIES COMM.
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
152
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER) % CHANGE
ALLOCATED
2016 ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
31 Supplies
425
- -
41 Professional Services
500
-
- -
43 Travel
5,050
4,113
4,113 81%
49 Miscellaneous
500
500
500 100%
Total Operating Expenses
71%
Total Expenses
6,475
4,6131
4,613 71%
Percent of year completed 75.00%
152
MAYOR
PLANNING COMMISSION
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
MAYOR
EQUITY & DIVERSITY COMMISSION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
2016
2016ANNUAL ALLOCATED
ACTUAL
SUMMARY BY EXPENDITURE
ACTUAL
2016
2,840 3,141
SUMMARY BY EXPENDITURE
TYPE
2016
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
OVER/(UNDER)
ALLOCATED
1,200 1,178
% CHANGE
(1,178) - - -
2016 ANNUAL ALLOCATED
2014 2015
2016
BDGT
%SPEND
2014/2015 2015/2016
31 Supplies
2,250 2,193
178 347
154
(2,039)
7 %
95% (56)%
43 Travel
500 -
- -
-
-
-
-
49 Miscellaneous
1,000 998
40 3,825
450
(548)
45%
9463% (88)%
Total Operating Expenses
16%
1814% (86)%
Total Expenses
3,750 3,191
218 4,172
604
(2,587)
16%
1814% (86)%
MAYOR
EQUITY & DIVERSITY COMMISSION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
MAYOR
ARTS COMMISSION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
SUMMARY BY EXPENDITURE
TYPE
BUDGET
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
2016
2016ANNUAL ALLOCATED
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
2,840 3,141
OVER/(UNDER) % CHANGE
ALLOCATED
289
2016ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
31 Supplies
1,200 1,178
480 -
(1,178) - - -
49 Miscellaneous
2,000 -
- 30
30 2%
Total Operating Expenses
1% (94)%
Total Expenses
3,200 1,178
480 30
(1,148) 1% (94)%
MAYOR
ARTS COMMISSION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
SUMMARY BY EXPENDITURE
TYPE
BUDGET
ACTUAL
COMPARISON OF RESULTS
2016
2016ANNUAL ALLOCATED
2014 2015 2016
ACTUAL
OVER/(UNDER) % CHANGE
ALLOCATED
BDGT %SPEND 2014/2015 2015/2016
51 Inter - Governmental
5,000 3,544
2,840 3,141
3,834
289
77%
11%
22%
Total Operating Expenses
77%
13%
20%
Total Expenses
5,000 3,544
2,840 3,201
3,834
289
77%
13%
20%
Percent of year completed 75.00%
153
MAYOR
PARKS COMMISSION
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
MAYOR
LIBRARY ADVISORY BOARD
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
ACTUAL
OVER/(UNDER) % CHANGE
ALLOCATED
BDGT %SPEND 2014/2015 2015/2016
51 Inter - Governmental
32,000
ACTUAL
ACTUAL
Total Operating Expenses
SUMMARY BY EXPENDITURE
TYPE
TYPE
2016
SUMMARY BY EXPENDITURE
TYPE
OVER/(UNDER)
ALLOCATED
OVER/(UNDER)
ALLOCATED
% CHANGE
% CHANGE
2016ANNUAL
ALLOCATED
2014 2015
2016
BDGT
%SPEND
2014/2015 2015/2016
31 Supplies
1,688
1,638
32 3,181
372
(1,266)
22 %
9712% (88)%
49 Miscellaneous
2,000
1,985
- 1,215
1,754
(231)
88%
- 44%
Total Operating Expenses
Total Operating Expenses
4,935
-
-
-
58%
13459% (52)%
41%
-
-
41 Professional Services
12,000
11,992
9,000
13,395
Total Expenses
3,688
3,623
32 4,396
2,126
(1,497)
58%
13459% (52)%
MAYOR
LIBRARY ADVISORY BOARD
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
MAYOR
COMMUNITY PROMOTION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
ACTUAL
2016
2016ANNUAL ALLOCATED
COMPARISON OF RESULTS
ACTUAL
OVER/(UNDER) % CHANGE
ALLOCATED
BDGT %SPEND 2014/2015 2015/2016
51 Inter - Governmental
32,000
247 364
ACTUAL
Total Operating Expenses
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
SUMMARY BY EXPENDITURE
TYPE
OVER/(UNDER)
ALLOCATED
32,000
% CHANGE
364 1%
2016ANNUAL ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
31 Supplies
5,000 819
BDGT
609
1,601
782
32%
- 163%
41 Professional Services
- -
744
525
-
-
-
-
Total Operating Expenses
4,935
-
-
-
1,239
32%
41%
-
-
41 Professional Services
12,000
11,992
9,000
13,395
-
Total Expenses
5,000 819
49%
1,134
1,601
782
32%
41%
MAYOR
COMMUNITY PROMOTION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
MAYOR
VOTER REGISTRATION COSTS
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
SUMMARY BY EXPENDITURE
TYPE
BUDGET
ACTUAL
ACTUAL
2016
2016ANNUAL ALLOCATED
COMPARISON OF RESULTS
ACTUAL
OVER/(UNDER) % CHANGE
ALLOCATED
BDGT %SPEND 2014/2015 2015/2016
51 Inter - Governmental
32,000
247 364
364 1% - -
Total Operating Expenses
ACTUAL
247 364
364 1%
SUMMARY BY EXPENDITURE
TYPE
2016
32,000
247 3641
364 1%
OVER/(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
31 Supplies
4,100
4,051
1,162
744
3,430
(621)
84%
(36)%
361%
35 Small Tools
4,935
-
-
-
1,239
1,239
25%
-
-
41 Professional Services
12,000
11,992
9,000
13,395
-
(11,992)
-
49%
44 Advertising
450
-
-
-
51
51
11%
-
45 Rentals and Leases
500
-
-
48 Repairs and Maintenance
2,500
-
-
-
-
-
-
-
49 Miscellaneous
1,515
1,511
1,900
3,582
1,625
114
107%
89%
(55)%
Total Operating Expenses
24%
47%
(64)%
Total Expenses
26,000
17,554
12,062
17,721
6,346
(11,209)
24%
47%
(64)%
MAYOR
VOTER REGISTRATION COSTS
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
SUMMARY BY EXPENDITURE
TYPE
BUDGET
ACTUAL
COMPARISON OF RESULTS
2016
2016ANNUAL ALLOCATED
2014 2015 2016
ACTUAL
OVER/(UNDER) % CHANGE
ALLOCATED
BDGT %SPEND 2014/2015 2015/2016
51 Inter - Governmental
32,000
247 364
364 1% - -
Total Operating Expenses
32,000
247 364
364 1%
Total Expenses
32,000
247 3641
364 1%
Percent of year completed 75.00%
154
HUMAN RESOURCES
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
155
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
410,808
308,215
291,386
303,371
304,638
(3,577)
74%
4%
0%
12
Extra Labor
6,000
-
924
-
6,840
6,840
114%
-
-
21
FICA
28,792
22,719
21,605
22,381
22,784
65
79%
4%
2%
23
Pension - PERS /PSERS
44,203
32,052
26,683
29,801
32,610
558
74%
12%
9%
24
Industrial Insurance
1,517
1,039
835
782
802
(237)
53%
(6)%
3%
25
Medical & Dental
69,504
52,121
46,613
48,071
49,789
(2,332)
72%
3%
4%
Total Salaries & Benefits
560,824
416,146
388,045
404,406
417,464
1,318
74%
4%
3%
31
Supplies
7,517
5,808
7,234
6,357
6,675
867
89%
(12)%
5%
41
Professional Services
86,075
44,628
90,679
24,615
73,353
28,725
85%
(73)%
198%
43
Travel
1,500
1,495
1,189
2,542
943
(552)
63%
114%
(63)%
44
Advertising
2,000
1,697
1,753
2,575
5,891
4,194
295%
47%
129%
45
Rentals and Leases
6,108
5,225
4,490
3,140
3,044
(2,181)
50%
(30)%
(3)%
48
Repairs and Maintenance
5,105
5,101
2,642
12,062
2,790
(2,311)
55%
357%
(77)%
49
Miscellaneous
5,200
3,977
2,703
2,566
1,103
(2,874)
21%
(5)%
(57)%
Total Operating Expenses
113,505
67,931
110,691
53,857
93,800
259869
83%
(51)%
74%
Total Expenses
6749329
4849077
4989736
4589263
5119264
279186
76%
(8)%
12%
Percent of year completed 75.00%
155
FINANCE
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/16/2016 11:19
Percent of year completed 75.00%
156
BUDGET
ACTUAL
COMPARISON
OF
RESULTS
SUMMARY BY
ACTUAL
EXPENDITURE TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
1,059,242
784,576
755,092
732,498
744,879
(39,697)
70 %
(3)%
2 %
12
Extra Labor
30,000
29,948
5,782
5,181
-
(29,948)
-
(10)%
-
13
Overtime
10,000
8,905
3,673
1,322
5,727
(3,178)
57%
(64)%
333%
21
FICA
78,053
58,953
57,224
55,593
56,749
(2,204)
73%
(3)%
2%
23
Pension - PERS /PSERS
113,975
81,311
68,884
71,428
83,805
2,495
74%
4%
17%
24
Industrial Insurance
4,549
3,097
2,406
2,287
2,324
(773)
51%
(5)%
2%
25
Medical & Dental
213,417
159,637
138,345
134,021
142,667
(16,970)
67%
(3)%
6%
26
Unemployment
13,000
-
-
-
-
-
-
Total Salaries & Benefits
68%
(3)%
3%
31
Supplies
19,296
11,349
8,499
10,228
13,778
2,429
71%
20%
35%
35
Small Tools
-
-
-
265
4,048
4,048
-
-
1425%
41
Professional Services
155,000
144,355
73,574
118,045
88,694
(55,661)
57%
60%
(25)%
42
Communication
1,000
669
134
199
56
(613)
6%
48%
(72)%
43
Travel
5,000
4,024
1,441
2,149
3,554
(469)
71%
49%
65%
45
Rentals and Leases
2,700
2,019
2,589
2,462
2,189
170
81%
(5)%
(11)%
46
Insurance
455,000
455,000
281,690
455,581
338,539
(116,461)
74%
62%
(26)%
48
Repairs and Maintenance
62,500
62,490
54,540
57,278
59,781
(2,709)
96%
5%
4%
49
Miscellaneous
517,268
517,268
158,131
293,390
168,861
(348,407)
33%
86%
(42)%
Total Operating Expenses
56%
62%
(28)%
Total Expenses
2,740,000
2,323,600
1,612,004
1,941,927
1,715,652
(607,948)
63%
20%
(12)%
Percent of year completed 75.00%
156
ATTORNEY
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
157
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015 2015/2016
12 Extra Labor
2,580
1,836
1,974
1,974
(29)%
8%
21 FICA
197
140
151
151
(29)%
8%
24 Industrial Insurance
147
23
25
25
(85)%
11%
Total Salaries & Benefits
-
-
2,925
1,999
2,150
2,150
-
(32)%
8%
31 Supplies
3,100
1,924
2,705
3,436
2,496
572
81%
27%
(27)%
41 Professional Services
768,818
477,164
325,919
362,021
309,136
(168,028)
40%
11%
(15)%
42 Communication
2,000
-
-
-
-
-
-
45 Rentals and Leases
2,100
48 Repairs and Maintenance
1,400
-
-
-
-
49 Miscellaneous
1,000
864
375
57
864
(115)%
Total Operating Expenses
778,418
479,952
328,250
365,515
311,632
168,320
40%
11%
(15)%
Total Expenses
778,418
479,952
331,174
367,514
313,782
166170
40%
11%
Percent of year completed 75.00%
157
RECREATION DEPARTMENT
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
RECREATION
DIVISION SUMMARY
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
BUDGET
ACTUAL
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
SUMMARY BY DIVISION
TYPE
OVER /(UNDER)
OVER /(UNDER)
%CHANGE
% CHANGE
2016
2016
ALLOCATED
ALLOCATED
2016 ANNUAL ALLOCATED
2014
2015
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
1,325,809
999,867
952,607
967,560
987,487
(12,380)
74%
2%
2%
12
Extra Labor
363,041
247,735
279,083
346,939
376,875
129,140
104%
24%
9%
13
Overtime
1,100
600
10,006
9,018
7,533
6,933
685%
(10)%
(16)%
21
FICA
115,550
89,621
94,061
99,844
103,800
14,179
90%
6%
4%
23
Pension - PERS /PSERS
146,172
107,014
95,546
104,774
125,317
18,302
86%
10%
20%
24
Industrial Insurance
47,352
33,817
36,369
52,177
56,343
22,526
119%
43%
8%
25
Medical & Dental
308,821
232,717
191,555
206,439
221,655
(11,063)
72%
8%
7%
26
Unemployment
-
-
1,133
138
(2,182)
(2,182)
-
(88)%
(1683)%
28
Uniform/Clothing
-
-
-
197
-
-
-
-
-
Total Salaries & Benefits
81%
8%
5%
31
Supplies
105,457
74,977
73,672
83,428
92,058
17,082
87%
13%
10%
34
Items Purchased for resale
14,428
-
22,913
21,915
16,439
16,439
114%
(4)%
(25)%
41
Professional Services
159,428
114,100
96,310
110,996
120,447
6,347
76%
15%
9%
42
Communication
12,680
9,183
9,435
5,906
6,846
(2,337)
54%
(37)%
16%
43
Travel
8,450
6,291
2,390
3,870
5,917
(374)
70%
62%
53%
44
Advertising
27,000
21,384
10,357
13,270
6,390
(14,994)
24%
28%
(52)%
45
Rentals and Leases
61,408
49,978
24,064
39,490
41,430
(8,548)
67%
64%
5%
48
Repairs and Maintenance
28,450
24,306
19,457
14,252
10,511
(13,795)
37%
(27)%
(26)%
49
Miscellaneous
96,778
76,662
62,964
78,613
61,071
(15,591)
63%
25%
(22)%
52
Ext Tax
-
-
4,976
-
-
-
-
-
64
Machinery & Equipment
30,000
-
-
10,779
5,316
5,316
18%
(51)%
Total Operating Expenses
67%
17%
(4)%
Total Expenses
2,851,924
2,088,253
1,986,898
2,169,604
2,243,254
155,001
79%
8%
3%
RECREATION
DIVISION SUMMARY
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
158
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY DIVISION
OVER /(UNDER)
%CHANGE
2016
ALLOCATED
2016 ANNUAL ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015 2015/2016
ADMINISTRATION
377,561
274,857
265,105
252,596
219,005
(55,851)
58%
(5)%
(13)%
RECREATION
1,427,528
1,065,708
1,473,854
1,191,698
1,291,869
226,161
90%
(19)%
8%
RENTALS
715,047
498,746
-
483,202
533,428
34,683
75%
10%
EVENTS AND VOLUNTEERS
1 331,788
258,1391
247,939
231,329
198,951
1 (59,188)
60%
(7)%
(14)%
Total Expenses
1 2,851,924
2,097,449
1 1,986,898
2,158,825
2,243,254
1 145,805
79%
9%
4%
Percent of year completed 75.00%
158
RECREATION
ADMINISTRATION
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
RECREATION
RECREATION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
ACTUAL
SUMMARY BY EXPENDITURE
SUMMARY BY EXPENDITURE
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015 2015/2016
11 Salaries
241,023
191,693
184,359
174,623
152,022
(39,671)
63%
(5)%
(13)%
12 Extra Labor
5,000
-
-
-
622
622
12%
346,939
329,326
13 Overtime
500
-
-
-
-
-
-
8,185
2,632
21 FICA
16,671
14,638
13,827
12,957
11,131
(3,507)
67%
(6)%
(14)%
23 Pension - PERS /PSERS
25,934
20,079
16,980
17,230
16,890
(3,189)
65%
1%
(2)%
24 Industrial Insurance
858
672
675
391
407
(264)
47%
(42)%
4%
25 Medical & Dental
38,608
29,001
25,078
26,667
22,250
(6,751)
58%
6%
(17)%
Total Salaries & Benefits
113,532
144,789
95,684
119,154
5,622
79%
62%
(4)%
(12)%
31 Supplies
5,917
10,436
4,233
10,349
5,374
(5,062)
91%
144%
(48)%
41 Professional Services
2,500
1,196
8,412
3,160
508
(689)
20%
(62)%
(84)%
42 Communication
1,800
1,347
1,476
1,486
305
(1,042)
17%
1%
(80)%
43 Travel
2,500
1,709
142
614
353
(1,356)
14%
331%
(42)%
45 Rentals and Leases
-
-
1,937
1,912
1,700
1,700
-
(1)%
(11)%
48 Repairs and Maintenance
2,000
-
1,191
-
-
-
-
1,803
-
49 Miscellaneous
4,250
4,086
6,794
3,207
2,128
(1,958)
50%
(53)%
(34)%
64 Machinery & Equipment
30,000
-
-
-
5,316
5,316
18%
7,063
2,662
Total Operating Expenses
891
(6,172)
11%
(65)%
(4)%
45
32%
(14)%
(24)%
15,903
438
112
(205)
32%
(97)%
(75)%
48
Repairs and Maintenance
-
Total Expenses
377,561
274,857
265,105
252,596
219,005
(55,851)
58%
(5)%
(13)%
RECREATION
RECREATION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
159
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
565,844
421,521
637,093
416,446
497,364
75,843
88%
(35)%
19%
12
Extra Labor
312,446
247,735
273,785
346,939
329,326
81,590
105%
27%
(5)%
13
Overtime
-
-
8,185
2,632
2,508
2,508
-
(68)%
(5)%
21
FICA
56,989
43,679
69,655
58,040
63,108
19,429
111%
(17)%
9%
23
Pension -PERS /PSERS
63,735
45,758
66,471
49,887
66,972
21,215
105%
(25)%
34%
24
Industrial Insurance
33,644
24,102
34,421
45,850
46,446
22,344
138%
33%
1%
25
Medical & Dental
151,413
113,532
144,789
95,684
119,154
5,622
79%
(34)%
25%
26
Unemployment
-
-
1,133
138
(2,182)
2,182
(88)%
(1683)%
Total Salaries & Benefits
95%
(18)%
11%
31
Supplies
58,843
38,460
58,313
44,752
49,170
10,710
84%
(23)%
10%
34
Items Purchased for resale
14,428
9,196
22,913
6,219
(934)
(10,130)
(6)%
(73)%
(115)%
41
Professional Services
96,978
65,609
51,259
65,502
73,255
7,646
76%
28%
12%
42
Communication
1,800
1,244
7,388
1,803
1,981
737
110%
(76)%
10%
43
Travel
3,310
2,453
2,223
2,260
5,100
2,647
154%
2%
126%
44
Advertising
7,750
7,063
2,662
925
891
(6,172)
11%
(65)%
(4)%
45
Rentals and Leases
350
317
15,903
438
112
(205)
32%
(97)%
(75)%
48
Repairs and Maintenance
-
-
18,266
-
-
-
-
49
Miscellaneous
59,998
45,039
54,419
54,183
39,598
(5,440)
66%
(0)%
(27)%
52
Ext Tax
-
-
4,976
-
-
-
-
Total Operating Expenses
69%
(26)%
(4)%
Total Expenses
1,427,528
1,065,708
1,473,854
1,191,698
1,291,869
226,161
90%
(19)%
8%
Percent of year completed 75.00%
159
RECREATION
RENTALS
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
RECREATION
EVENTS AND VOLUNTEERS
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
SUMMARY BY EXPENDITURE
2016
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015 2015/2016
11 Salaries
371,160
274,866
147,782
264,512
251,264
(23,602)
68%
- (5)0
12 Extra Labor
34,083
-
12 Extra Labor
-
40,030
40,030
117%
-
13 Overtime
-
-
4,541
3,903
3,903
-
(14)%
21 FICA
29,749
22,120
1%
20,300
22,372
253
75%
10%
23 Pension - PERS /PSERS
40,602
29,525
59%
26,601
32,016
2,491
79%
20%
24 Industrial Insurance
8,608
5,950
(2,214)
3,865
7,256
1,306
84%
88%
25 Medical & Dental
88,355
66,264
2,235
61,391
63,696
(2,568)
72%
4%
28 Uniform /Clothing
-
-
22,698
197
-
-
-
-
Total Salaries & Benefits
73%
10%
31 Supplies
14,482
4,604
21,477
12,261
21,605
17,001
149%
76%
34 Items Purchased for resale
-
-
51,000
15,696
17,373
17,373
-
11%
41 Professional Services
8,950
-
42 Communication
-
2,885
2,885
32%
-
42 Communication
8,580
6,218
-
2,122
4,560
(1,658)
53%
115%
43 Travel
1,740
1,228
933%
746
186
(1,042)
11%
(75)%
44 Advertising
7,250
3,624
24%
3,053
2,652
(972)
37%
(13)%
45 Rentals and Leases
50,058
40,053
(4,385)
33,556
34,395
(5,658)
69%
3%
48 Repairs and Maintenance
26,450
24,306
621
14,252
10,511
(13,795)
40%
(26)%
49 Miscellaneous
24,980
19,988
20,110
18,723
(1,265)
75%
(7)%
Total Operating Expenses
79%
11%
Total Expenses
331,788
258,139
247,939
231,329
1
(59,188)
60%
Total Expenses
715,047
498,746
483,202
533,428
34,683
75%
10%
RECREATION
EVENTS AND VOLUNTEERS
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
160
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015 2015/2016
11 Salaries
147,782
111,787
131,155
111,980
86,836
(24,951)
59%
(15)%
(22)%
12 Extra Labor
11,512
-
5,298
-
6,898
6,898
60%
-
13 Overtime
600
600
1,822
1,845
1,122
522
187%
1%
(39)%
21 FICA
12,141
9,184
10,578
8,546
7,188
(1,996)
59%
(19)%
(16)%
23 Pension -PERS /PSERS
15,901
11,652
12,095
11,056
9,438
(2,214)
59%
(9)%
(15)%
24 Industrial Insurance
4,242
3,093
1,274
2,072
2,235
(858)
53%
63%
8%
25 Medical & Dental
30,445
23,920
21,688
22,698
16,555
7,365
54%
5%
(27)%
Total Salaries & Benefits
59%
(14)%
(18)%
31 Supplies
26,215
21,477
11,125
16,066
15,909
(5,568)
61%
44%
(1)%
41 Professional Services
51,000
47,295
36,639
42,334
43,800
(3,495)
86%
16%
3%
42 Communication
500
374
571
495
-
(374)
-
(13)%
-
43 Travel
900
900
24
250
278
(622)
31%
933%
11%
44 Advertising
12,000
10,697
7,695
9,291
2,847
(7,850)
24%
21%
(69)%
45 Rentals and Leases
11,000
9,609
6,224
3,584
5,224
(4,385)
47%
(42)%
46%
49 Miscellaneous
7,550
7,550
1,751
1,112
621
6,929
8%
(36)%
(44)%
Total Operating Expenses
63%
14%
(6)%
Total Expenses
331,788
258,139
247,939
231,329
198,951
(59,188)
60%
(7)%
Percent of year completed 75.00%
160
COMMUNITY DEVELOPMENT
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
COMMUNITY DEVELOPMENT
DIVISION SUMMARY
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
BUDGET
ACTUAL
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
SUMMARY BY EXPENDITURE
ACTUAL
ACTUAL
SUMMARY BY DIVISION
TYPE
OVER /(UNDER)
OVER /(UNDER)
% CHANGE
2016
2016
ALLOCATED
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
201412015 2015/2016
269,964
11
Salaries
2,020,687
1,414,299
1,388,712
1,311,722
1,447,511
33,212
72%
(6)%
10%
12
Extra Labor
62,728
40,474
40,357
76,173
48,654
8,180
78%
89%
(36)%
13
Overtime
5,951
5,074
5,145
5,008
2,675
(2,400)
45%
(3)%
(47)%
21
FICA
147,590
110,826
108,651
105,658
113,439
2,614
77%
(3)%
7%
23
Pension- PE RS/PS EIRS
211,652
151,543
126,214
133,041
163,747
12,204
77%
5%
23%
24
Industrial Insurance
20,040
13,589
10,414
9,250
10,666
(2,922)
53%
(11)%
15%
25
Medical & Dental
370,542
273,731
218,497
216,488
258,132
(15,599)
70%
(1)%
19%
28
Uniform /Clothing
2,975
2,500
-
99
142
2,358
5%
44%
Total Salaries & Benefits
2,842,165
2,012,035
1,897,989
1,857,438
2,044,966
32,931
72%
(2)%
10%
31
Supplies
30,780
17,401
25,844
31,430
23,317
5,916
76%
22%
(26)%
35
Small Tools
320
313
328
429
-
(313)
-
31%
41
Professional Services
410,206
324,601
56,919
305,644
173,830
(150,771)
42%
437%
(43)%
42
Communication
5,000
1,166
2,107
2,687
3,441
2,274
69%
28%
28%
43
Travel
13,800
5,458
4,753
2,656
3,665
(1,793)
27%
(44)%
38%
44
Advertising
3,500
3,500
363
411
-
(3,500)
-
13%
-
45
Rentals and Leases
24,482
25,697
16,281
19,130
19,825
(5,873)
81%
17%
4%
47
Public Utilities
-
-
-
694
1,359
1,359
-
-
96%
48
Repairs and Maintenance
44,050
3,368
3,666
8,827
9,401
6,033
21%
141%
7%
49
Miscellaneous
157,127
110,137
47,551
47,149
61,882
(48,255)
39%
(1)%
31%
51
Inter- Governmental
15,000
9,912
7,673
7,444
7,767
(2,145)
52%
(3)%
4%
64
Machine ry & Equipment
-
118
-
-
-
-
-
Total Operating Expenses
704,265
501,5551
165,367
426,498
304,487
197,068
43%
158%
(29)%
Total Expenses
3,546,430
2,513,5901
2,063,356
2,283,936
2,349,454
164,137
66%
11%
3%
COMMUNITY DEVELOPMENT
DIVISION SUMMARY
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
161
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY DIVISION
OVER /(UNDER)
% CHANGE
2016
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
201412015 2015/2016
ADMINISTRATION
335,825
256,166
237,643
269,964
253,173
(2,993)
75%
14%
(6)%
CODE ENFORCEMENT
434,574
320,827
252,661
270,618
296,047
(24,780)
68%
7%
9%
PERMIT CENTER
450,710
293,410
280,743
273,061
295,371
1,960
66%
(3)%
8%
BUILDING, PERMIT AND PLAN REVIE
872,103
543,194
473,730
336,621
563,817
20,623
65%
(29)%
67%
PLANNING
1,151,787
984,377
742,122
1,056,414
787,108
(197,269)
68%
42%
(25)%
RECYCLING PROGRAM
40,384
34,487
40,880
42,013
30,575
(3,912)
76%
3%
(27)%
CTR PROGRAM
261,047
81,129
35,579
35,246
123,365
42,237
47%
(1)%
250%
Total Expenses
3,546,430
2,513,590
2,063,358
2,283,937
2,349,455
(164,135)
66%
11%
3%
Percent of year completed 75.00%
161
COMMUNITY DEVELOPMENT
ADMINISTRATION
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
COMMUNITY DEVELOPMENT
CODE ENFORCEMENT
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
ACTUAL
SUMMARY BY EXPENDITURE
SUMMARY BY EXPENDITURE
TYPE
2016
2016
OVER /(UNDER)
ALLOCATED
OVER /(UNDER)
ALLOCATED
% CHANGE
% CHANGE
2016 ANNUAL
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
201412015 2015/2016
11 Salaries
226,980
170,491
163,392
167,857
170,388
(102)
75%
3%
2%
13 Overtime
2,451
2,451
1,198
725
-
(2,451)
-
(39)%
-
21 FICA
15,162
12,608
12,324
12,591
12,715
107
84%
2%
1%
23 Pension - PERS /PSERS
24,423
17,747
14,561
16,530
18,933
1,186
78%
14%
15%
24 Industrial Insurance
758
555
384
399
422
(133)
56%
4%
6%
25 Medical & Dental
44,851
33,639
31,260
36,093
33,747
109
75%
15%
(6)%
Total Salaries & Benefits
314,625
237,490
223,120
234,195
236,205
8,124
75%
5%
1%
31 Supplies
11,400
10,387
8,351
17,639
7,770
(2,617)
68%
111%
(56)%
41 Professional Services
-
-
-
11,258
-
-
-
-
-
43 Travel
500
321
476
534
1,604
1,283
321%
12%
200%
45 Rentals and Leases
4,800
3,600
4,224
4,033
5,063
1,463
105%
(5)%
26%
48 Repairs and Maintenance
500
368
561
695
1,015
646
203%
24%
46%
49 Miscellaneous
4,000
4,000
1,028
1,610
1,515
(2,485)
38%
57%
(6)%
53 Ext Taxes, Assessments
-
-
2
1
1
1
-
(75)%
100%
64 Machinery & Equipment
-
-
(118)
-
-
1,359
-
-
-
Total Operating Expenses
21,200
18,6771
14,523
5,7 9
16,96
(1,709)
80%
146%
(53)%
Total Operating Expenses
102,583
77,221
23,752
29,845
21,341
(55,880)
21%
26%
(28)%
Total Expenses
335,825
256,1661
237,643
269,964
253,173
(2,993)
75%
14%
(6)%
COMMUNITY DEVELOPMENT
CODE ENFORCEMENT
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
162
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
201412015
2015/2016
11 Salaries
229,535
173,954
168,659
176,106
181,936
7,982
79%
4%
3%
12 Extra Labor
9,000
-
-
-
11,820
11,820
131%
-
-
13 Overtime
1,000
1,000
672
2,169
-
(1,000)
-
223%
-
21 FICA
17,550
13,340
12,947
13,638
14,822
1,483
84%
5%
9%
23 Pension -PERS /PSERS
24,698
18,207
15,339
17,644
20,802
2,596
84%
15%
18%
24 Industrial Insurance
6,682
4,553
3,506
4,201
4,507
(46)
67%
20%
7%
25 Medical & Dental
43,051
32,552
27,786
27,015
40,676
8,124
94%
(3)%
51%
28 Uniform/Clothing
475
-
-
-
142
142
30%
-
-
Total Salaries & Benefits
331,991
243,605
228,910
240,773
274,706
31,101
83%
5%
14%
31 Supplies
500
(4,066)
2,390
(2,678)
1,478
5,543
296%
(212)%
(155)%
41 Professional Services
87,000
68,456
13,059
21,210
8,905
(59,551)
10%
62%
(58)%
42 Communication
1,500
1,125
2,069
2,161
2,342
1,217
156%
4%
8%
43 Travel
600
503
978
984
39
(464)
7%
1%
(96)%
45 Rentals and Leases
8,556
6,990
3,858
6,377
6,417
(573)
75%
65%
1%
47 Public Utilities
-
-
-
694
1,359
1,359
-
-
96%
49 Miscellaneous
4,427
4,213
1,398
1,098
802
3,411
18%
(21)%
(27)%
Total Operating Expenses
102,583
77,221
23,752
29,845
21,341
(55,880)
21%
26%
(28)%
Total Expenses
1 434,574
320,8271
252,661
270,618
296,047
(24,780)
68%
7%
9%
Percent of year completed 75.00%
162
COMMUNITY DEVELOPMENT
PERMIT CENTER
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
COMMUNITY DEVELOPMENT
BUILDING, PERMIT AND PLAN REVIEW
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
ACTUAL
SUMMARY BY EXPENDITURE
SUMMARY BY EXPENDITURE
TYPE
2016
2016
OVER /(UNDER)
ALLOCATED
OVER /(UNDER)
ALLOCATED
% CHANGE
% CHANGE
2016 ANNUAL
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
201412015 2015/2016
480,264
11 Salaries
266,568
197,249
195,045
180,161
192,299
(4,950)
72%
(8)%
7%
13 Overtime
-
-
319
-
110
110
-
13 Overtime
-
21 FICA
20,393
15,088
14,945
13,782
14,719
(369)
72%
(8)%
7%
23 Pension - PERS /PSERS
28,683
20,637
17,689
17,219
21,189
552
74%
(3)%
23%
24 Industrial Insurance
1,517
1,024
745
696
772
(252)
51%
(7)%
11%
25 Medical & Dental
53,349
38,699
34,429
41,445
50,628
11,930
95%
20%
22%
Total Salaries & Benefits
370,510
272,697
263,173
253,304
279,717
7, 0
75%
(4)%
10%
31 Supplies
3,000
976
2,037
767
1,703
728
57%
(62)%
122%
41 Professional Services
5,000
117
3,971
562
301
184
6%
(86)%
(46)%
42 Communication
-
-
-
-
493
493
-
35 Small Tools
320
43 Travel
3,700
913
2,274
472
-
(913)
-
(79)%
140,000
48 Repairs and Maintenance
40,000
-
3,105
-
283
283
1%
-
500
49 Miscellaneous
1 28,500
18,708
6,183
17,957
12,873
5,834
45%
190%
(28)%
Total Operating Expenses
80, 00
20,714
17,575-
19,758
15,654
5,060
20%
12%
(21)%
15,107
8,200
8,720
8,344
(6,763)
75%
6%
(4)%
48 Repairs and Maintenance
550
Total Expenses
450,710
293,410
280,743
273,061
295,371
1,960
66%
(3)%
8%
COMMUNITY DEVELOPMENT
BUILDING, PERMIT AND PLAN REVIEW
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
163
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
201412015
2015/2016
11 Salaries
480,264
344,125
312,084
210,889
281,689
(62,436)
59%
(32)%
34%
12 Extra Labor
-
-
7,230
-
-
-
-
-
13 Overtime
1,500
1,023
2,776
1,564
1,995
971
133%
(44)%
28%
21 FICA
36,506
26,131
24,550
15,991
21,433
(4,698)
59%
(35)%
34%
23 Pension -PERS /PSERS
51,676
35,522
27,990
20,690
31,439
(4,084)
61%
(26)%
52%
24 Industrial Insurance
8,142
5,408
4,124
1,998
2,922
(2,486)
36%
(52)%
46%
25 Medical & Dental
84,639
60,487
49,713
37,498
51,111
(9,377)
60%
(25)%
36%
28 Uniform/Clothing
2,500
2,500
-
99
2,500
-
-
Total Salaries & Benefits
665,227
75, 9
,467
7
390,587
,6 9
59%
(33)%
35%
31 Supplies
180
27
2,080
1,151
5,244
5,217
2913%
(45)%
356%
35 Small Tools
320
313
328
429
-
(313)
-
31%
-
41 Professional Services
140,000
18,013
9,742
23,053
132,368
114,354
95%
137%
474%
42 Communication
500
41
-
55
606
565
121%
-
1008%
43 Travel
1,500
476
-
62
677
202
45%
-
996%
45 Rentals and Leases
11,126
15,107
8,200
8,720
8,344
(6,763)
75%
6%
(4)%
48 Repairs and Maintenance
550
-
-
-
-
-
-
-
49 Miscellaneous
52,700
34,020
24,913
14,424
25,990
8,030
49%
(42)%
80%
Total Operating Expenses
206, 76
67,998
45, 6
7, 9
173, 3
5,
84%
6%
262%
Total Expenses
872,103
543,194
473,730
336,621
563,817
20,623
65%
(29)%
67%
Percent of year completed 75.00%
163
COMMUNITY DEVELOPMENT
PLANNING
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
COMMUNITY DEVELOPMENT
RECYCLING PROGRAM
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
201412015 2015/2016
11 Salaries
704,340
528,481
541,802
568,321
560,157
31,676
80%
5%
(1)%
12 Extra Labor
8,000
6,303
10,134
54,220
10,837
4,533
135%
435%
(80)%
13 Overtime
1,000
600
180
550
570
(30)
57%
206%
4%
21 FICA
56,011
42,194
41,585
47,384
43,186
992
77%
14%
(9)%
23 Pension - PERS /PSERS
80,062
57,909
47,805
57,971
61,653
3,744
77%
21%
6%
24 Industrial Insurance
2,700
1,893
1,504
1,834
1,606
(288)
59%
22%
(12)%
25 Medical & Dental
144,652
108,354
74,236
73,555
75,591
(32,763)
52%
(1)%
3%
Total Salaries & Benefits
996,765
745,735
717,246
803,835
753,600
7,865
76%
12%
(6)%
31 Supplies
9,000
5,876
2,641
2,972
2,071
(3,805)
23%
13%
(30)%
41 Professional Services
113,022
211,854
11,057
232,785
16,392
(195,462)
15%
2005%
(93)%
42 Communication
3,000
-
38
-
-
-
-
-
12
43 Travel
2,000
385
708
188
46
(339)
2%
(73)%
(75)%
48 Repairs and Maintenance
3,000
3,000
-
8,132
8,104
5,104
270%
(0)%
49 Miscellaneous
25,000
17,526
10,433
8,503
6,895
(10,631)
28%
(18)%
(19)%
Total Operating Expenses
155,022
238,642
24,877
252,580
33,508
(205,134)
22%
915%
(87)%
Total Expenses
1 1,151,787
984,3771
742,122
1,056,414
787,108
(197,269)
68%
42%
(25)%
COMMUNITY DEVELOPMENT
RECYCLING PROGRAM
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
164
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
201412015 2015/2016
11 Salaries
7,730
8,387
7,152
7,152
9%
(15)%
21 FICA
541
592
481
481
9%
(19)%
23 Pension -PERS /PSERS
712
813
800
800
14%
(2)%
24 Industrial Insurance
25
27
23
23
7%
(14)%
25 Medical & Dental
1,073
883
895
895
(18)%
1%
Total Salaries & Benefits
-
-
10,081
10,701
9,350
9,350
6%
(13)%
31 Supplies
4,200
4,200
8,345
11,579
3,887
(313)
93%
39%
(66)%
41 Professional Services
31,684
26,161
19,090
16,777
15,515
(10,646)
49%
(12)%
(8)%
42 Communication
-
-
-
471
-
-
-
44 Advertising
3,500
3,500
363
411
-
(3,500)
-
13%
-
49 Miscellaneous
1,000
626
3,001
2,072
1,823
1,197
182%
(31)%
12
Total Operating Expenses
40,384
34,487
30,800
31,311
21,225
(13,262)
53%
2%
(32)%
Total Expenses
40,384
34,487
40,880
42,013
30,575
(3,912)
76%
3%
(27)%
Percent of year completed 75.00%
164
COMMUNITY DEVELOPMENT
CTR PROGRAM
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
165
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
201412015 2015/2016
11 Salaries
113,000
-
-
-
53,890
53,890
48%
-
-
12 Extra Labor
45,728
34,171
22,993
21,953
25,997
(8,174)
57%
(5)%
18%
21 FICA
1,968
1,465
1,759
1,679
6,083
4,618
309%
(5)%
262%
23 Pension - PERS /PSERS
2,110
1,520
2,118
2,174
8,931
7,411
423%
3%
311%
24 Industrial Insurance
241
156
124
95
415
259
172%
(23)%
336%
25 Medical & Dental
-
-
-
-
5,484
5,484
-
-
Total Salaries & Benefits
163,047
37,31
6,9 93
25,902
100,801
63,489
62%
(4)%
289%
31 Supplies
2,500
-
-
-
1,165
1,165
47%
-
41 Professional Services
33,500
-
-
-
350
350
1%
-
-
43 Travel
5,500
2,860
318
416
1,299
(1,561)
24%
31%
212%
49 Miscellaneous
41,500
31,044
595
1,484
11,983
(19,061)
29%
149%
707%
51 Inter- Governmental
15,000
9,912
7,673
7,444
7,767
2,145
52%
(3)%
4%
Total Operating Expenses
98,000
43,816
8,586
9,344
22,564
(21,252)
23%
9%
141%
Total Expenses
1 261,047
81,129
35,579
35,246
123,365
42,237
47%
(1)%
250%
Percent of year completed 75.00%
165
MUNICIPAL COURT
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
166
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY
EXPENDITURE TYPE
OVER/(UNDER)
%CHANGE
2016
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
703,680
527,222
512,071
522,116
525,738
(1,485)
75%
2 %
1%
12
Extra Labor
4,500
1,739
14,074
4,056
13,450
11,711
299%
(71)%
232%
13
Overtime
5,016
3,383
-
600
1,885
(1,498)
38%
-
214%
21
FICA
52,297
39,217
39,287
39,334
40,821
1,604
78%
0%
4%
23
Pension - PERS /PSERS
75,494
54,689
48,232
52,732
60,602
5,913
80%
9%
15%
24
Industrial Insurance
3,450
2,343
1,941
1,848
1,915
(428)
56%
(5)%
4%
25
Medical & Dental
152,536
114,403
101,298
106,048
115,929
1,526
76%
5%
9%
26
Unemployment
-
-
-
-
1,930
1,930
-
-
-
Total Salaries & Benefits
996,973
742,998
716,904
726,734
762,271
19,273
76%
1%
5%
31
Supplies
16,708
10,689
10,622
8,768
8,983
(1,706)
54%
(17)%
2%
35
Small Tools
-
-
-
2,932
-
-
-
41
Professional Services
111,500
76,380
64,320
61,786
63,856
(12,524)
57%
(4)%
3%
42
Communication
7,300
6,289
2,644
5,839
2,952
(3,337)
40%
121%
(49)%
43
Travel
6,215
5,091
5,275
5,519
3,191
(1,900)
51%
5%
(42)%
45
Rentals and Leases
1,558
1,167
1,570
1,564
1,399
232
90%
(0)%
(11)%
48
Repairs and Maintenance
3,300
3,300
278
294
521
(2,779)
16%
6%
77%
49
Miscellaneous
20,120
16,165
13,022
18,835
10,957
(5,208)
54%
45%
(42)%
64
Miscellaneous
-
1
20,275
-
-
-
Total Operating Expenses
166,701
119,081
97,733
125,811
91,858
27,223
55%
29%
(27)%
Total Expenses
1,163,674
862,079
814,636
852,545
854,128
7,950
73%
5%
0%
Percent of year completed 75.00%
166
POLICE
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
* Budget includes $289,800 for revenue - backed positions. This amendment had been included in the 2015 budget year but was not
carried forward into the 2016 budget year.
** Allocated budget has been manually adjusted to account for RMS project
POLICE
DIVISION SUMMARY
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
*BUDGET
ACTUAL
ACTUAL
COMPARISON
OF
RESULTS
SUMMARY
BY EXPENDITURE
SUMMARY BY DIVISION
ACTUAL
TYPE
% CHANGE
2016
OVER /(UNDER)
% CHANGE
ALLOCATED
2016
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
8,600,232
6,496,003
5,614,512
6,137,130
6,312,923
(183,080)
73%
9%
3%
12
Extra Labor
1,000
-
5,548
-
-
(179,312)
-
-
-
13
Overtime
904,949
678,068
796,366
742,455
666,206
(11,861)
74%
(7)%
(10)%
15
Holiday /Kelly Payoff
237,000
2,288
-
93,070
81,469
79,181
34%
-
(12)%
21
FICA
723,927
541,430
487,756
529,311
536,415
(5,015)
74%
9%
1%
22
Pension -LEOFF 2
452,138
315,480
287,351
317,074
319,992
4,512
71%
10%
1%
23
Pension - PERS /PSERS
137,410
100,275
79,898
82,025
96,781
(3,494)
70%
3%
18%
24
Industrial Insurance
259,955
174,941
116,346
134,124
151,089
(23,852)
58%
15%
13%
25
Medical & Dental
1,858,769
1,387,590
955,459
1,314,615
1,388,564
974
75%
38%
6%
26
Unemployment
-
-
23,579
143
9,599
9,599
-
(99)%
6609%
28
Uniform /Clothing
14,060
-
-
-
-
-
-
-
-
Total Salaries & Benefits
Total Expenses
1 18,377,666
13,902,195
1 11,476,064
12,736,086
13,523,909
73%
12%
2%
31
Supplies
166,600
135,882
190,414
141,516
175,532
39,650
105%
(26)%
24%
35
Small Tools
15,600
600
-
7,592
599
(1)
4%
(92)%
41
Professional Services
78,375
57,795
61,326
44,465
48,816
(8,979)
62%
(27)%
10%
42
Communication
90,071
42,671
59,687
65,640
71,745
29,074
80%
10%
9%
43
Travel
32,380
22,907
43,468
29,265
36,999
14,092
114%
(33)%
26%
44
Advertising
1,500
-
1,806
-
-
-
-
-
-
45
Rentals and Leases
1,252,137
1,083,607
698,805
948,992
965,221
(118,386)
77%
36%
2%
46
Insurance
240,000
240,000
260,042
240,000
240,000
-
100%
(8)%
0%
47
Public Utilities
-
-
1,398
1,659
2,007
2,007
-
19%
21%
48
Repairs and Maintenance
269,341
214,043
149,628
123,248
112,065
(101,978)
42%
(18)%
(9)%
49
Miscellaneous
79,511
62,186
68,014
67,244
47,327
(14,858)
60%
(1)%
(30)%
51
Inter- Governmental
2,556,711
1,979,430
1,574,663
1,716,516
1,886,725
(92,706)
74%
9%
10%
64
Machinery & Equipment **
406,000
367,000
-
-
373,837
6,837
92%
-
-
Total Operating Expenses
59
49
5
7
459
76%
9%
17%
Total Expenses
1893779666
1399029195
1194769064
1297369086
1395239909
(3789286)
74%
11%
6%
Percent of year completed 75.00%
* Budget includes $289,800 for revenue - backed positions. This amendment had been included in the 2015 budget year but was not
carried forward into the 2016 budget year.
** Allocated budget has been manually adjusted to account for RMS project
POLICE
DIVISION SUMMARY
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
167
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY DIVISION
OVER /(UNDER)
% CHANGE
2016
2016
ALLOCATED
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
ADMINISTRATION
2,210,725
1,805,398
1,326,103
1,306,114
1,658,507
(146,892)
75%
(2)%
27%
INVESTIGATION
1,885,930
1,388,073
1,306,411
1,614,320
1,721,521
333,448
91%
24%
7%
PATROL
6,681,208
4,931,571
4,468,384
4,787,764
4,752,258
(179,312)
71%
7%
(1)%
RECORDS /EVIDENCE
1,154,526
834,821
755,614
728,112
836,065
1,244
72%
(4)%
15%
ANTI -CRIME
890,852
744,959
445,438
667,837
538,350
(206,609)
60%
50%
(19)%
PROFESSIONAL STANDARDS
2,131,365
1,597,742
1,137,539
1,254,216
1,351,371
(246,371)
63%
10%
8%
TRAINING
272,799
206,571
223,966
227,743
216,984
10,413
80%
2%
(5)%
TRAFFIC
555,410
413,193
241,562
422,977
529,771
116,578
95%
75%
25%
PRISONER CARE &CUSTODY
1,519,650
1,137,325
816,177
944,889
1,013,691
(123,634)
67%
16%
7%
ANIMAL SERVICES
82,500
39,492
33,399
33,860
52,935
13,443
64%
1%
56%
COMMUNICATION, DISPATCH
963,661
803,051
721,473
748,253
845,838
42,788
88%
4%
13%
NEIGHBORHOOD RESOURCE CENTE
29,040
-
-
-
-
-
-
-
-
SPECIAL SERVICES UNIT
I -
-
-
6,619
1 6,619
-
-
-
Total Expenses
1 18,377,666
13,902,195
1 11,476,064
12,736,086
13,523,909
1 (378,286)
74%
11%
6%
Percent of year completed 75.00%
167
POLICE
ADMINISTRATION
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
" Allocated budget has been manually adjusted to account for RMS project
POLICE
INVESTIGATION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
ANNUAL
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11
Salaries
964,590
725,465
643,289
683,404
676,365
(49,100)
70%
6%
(1)%
13
Overtime
3,147
3,147
2,867
2,102
-
(3,147)
-
(27)%
21
21
FICA
66,194
55,149
48,356
51,190
49,441
(5,708)
75%
6%
(3)%
22
Pension -LEOFF
42,844
32,141
30,637
32,558
30,233
(1,908)
71%
6%
(7)%
23
Pension - PERS /PSERS
11,624
8,522
5,083
5,463
6,053
(2,469)
52%
7%
11%
24
Industrial Insurance
34,013
22,728
8,665
8,531
9,502
(13,225)
28%
(2)%
11%
25
Medical & Dental
141,702
106,278
93,086
98,076
94,488
(11,790)
67%
5%
(4)%
Total Salaries & Benefits
93%
69%
6%
(2)%
31
Supplies
24,000
20,914
40,809
20,860
15,617
(5,297)
65%
(49)%
(25)%
35
Small Tools
-
-
-
-
241
241
-
(22)%
42
41
Professional Services
30,025
22,917
38,517
7,007
5,639
(17,278)
19%
(82)%
(20)%
42
Communication
60,171
42,028
17,163
20,055
28,258
(13,770)
47%
17%
41%
43
Travel
1,000
898
734
4,439
4,502
3,604
450%
505%
1%
44
Advertising
1,100
-
1,746
-
-
-
-
-
-
45
Rentals and Leases
82,338
83,721
45,969
61,878
65,832
(17,889)
80%
35%
6%
46
Insurance
240,000
240,000
260,042
240,000
240,000
-
100%
(8)%
0%
48
Repairs and Maintenance
83,547
56,205
57,316
57,135
57,904
1,699
69%
(0)%
1%
49
Miscellaneous
2,530
2,387
12,342
3,331
2,315
(72)
91%
(73)%
(31)%
51
Inter- Governmental
15,900
15,900
19,483
10,084
4,900
(11,000)
31%
(48)%
(51)%
64
Machinery & Equipment
406,000
367,000
-
-
367,217
217
90%
-
Total Operating Expenses
84%
(14)%
87%
Total Expenses
292109725
198059398
193269103
193069114
196589507
(1469892)
75%
(2)%
27%
" Allocated budget has been manually adjusted to account for RMS project
POLICE
INVESTIGATION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
• i
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11
Salaries
1,154,876
848,236
784,905
965,281
1,036,543
188,306
90%
23%
7%
13
Overtime
113,769
74,667
98,117
108,767
153,522
78,854
135%
11%
41%
21
FICA
87,520
64,258
67,124
81,213
90,504
26,246
103%
21%
11%
22
Pension -LEOFF
53,505
38,782
41,104
50,964
56,941
18,159
106%
24%
12%
23
Pension -PERS /PSERS
14,185
10,277
8,689
9,494
10,921
644
77%
9%
15%
24
Industrial Insurance
30,370
19,971
15,989
20,510
25,680
5,709
85%
28%
25%
25
Medical & Dental
227,787
168,559
141,611
176,497
189,011
20,452
83%
25%
7%
Total Salaries & Benefits
93%
22%
11%
31
Supplies
7,000
5,777
14,777
11,358
5,984
207
85%
(23)%
(47)%
41
Professional Services
3,350
2,876
3,443
3,582
2,811
(66)
84%
4%
(22)%
42
Communication
-
-
833
984
474
474
-
18%
(52)%
43
Travel
5,000
4,043
13,158
5,990
4,745
702
95%
(54)%
(21)%
45
Rentals and Leases
176,068
142,313
106,316
174,756
131,763
(10,550)
75%
64%
(25)%
47
Public Utilities
-
-
993
849
885
885
-
(14)%
4%
48
Repairs and Maintenance
9,000
5,401
5,855
3,394
10,839
5,438
120%
(42)%
219%
49
Miscellaneous
3,500
2,913
3,498
679
901
(2,012)
26%
(81)%
33%
Total Operating Expenses
78%
35%
(21)%
Total Expenses
198859930
193889073
193069411
196149320
197219521
3339448
91%
24%
7%
Percent of year completed 75.00%
• i
POLICE
PATROL
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
POLICE
RECORDS /EVIDENCE
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
11
Salaries
3,471,104
2,696,706
2,526,537
2,663,006
2,540,306
(156,400)
73%
5%
(5)%
13
Overtime
527,274
407,764
428,946
355,136
290,393
(117,371)
55%
(17)%
(18)%
15
Holiday Pay
237,000
2,288
-
2,257
81,469
79,181
34%
-
3510%
21
FICA
341,243
252,039
225,447
230,209
223,029
(29,011)
65%
2%
(3)%
22
Pension -LEOFF
248,825
165,388
148,941
154,318
149,359
(16,029)
60%
4%
(3)%
23
Pension - PERS /PSERS
7,804
7,804
7,193
2,488
4,031
(3,773)
52%
(65)%
62%
24
Industrial Insurance
106,682
72,419
64,303
69,590
74,235
1,817
70%
8%
7%
25
Medical & Dental
892,151
668,347
439,562
667,278
687,969
19,622
77%
52%
3%
26
Unemployment
-
-
19,030
-
-
-
-
-
-
Total Salaries & Benefits
5,832,083
4,272,756
3,85 5
491"9282
490509793
(2219963)
69%
7%
(2)%
31
Supplies
59,700
48,261
48,817
36,885
61,891
13,630
104%
(24)%
68%
35
Small Tools
600
600
-
7,592
358
(242)
60%
254%
(95)%
41
Professional Services
8,000
4,411
1,980
1,557
3,702
(709)
46%
(21)%
138%
42
Communication
-
-
36,093
35,113
35,237
35,237
-
(3)%
0%
43
Travel
-
-
9,259
280
349
349
-
(97)%
25%
45
Rentals and Leases
711,571
553,191
434,127
501,835
562,102
8,911
79%
16%
12%
48
Repairs and Maintenance
65,404
48,508
73,202
51,452
34,302
(14,206)
52%
(30)%
(33)%
49
Miscellaneous
3,850
3,843
4,947
8,769
3,525
(318)
92%
77%
(60)%
Total Operating Expenses
8499125
6589815
6089425
6439483
7019465
4 5
83%
6%
9%
Total Expenses
191549526
8349821
7559614
7289112
8369065
19244
72%
(4)%
15%
Total Expenses
696819208
499319571
494689384
497879764
497529258
(1799312)
71%
7%
(1)%
POLICE
RECORDS /EVIDENCE
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
• e
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
11
Salaries
749,208
552,778
484,681
456,785
534,053
(18,725)
71%
(6)%
17%
12
Extra Labor
1,000
-
5,548
-
-
-
-
-
-
13
Overtime
34,424
26,127
43,835
51,809
25,978
(149)
75%
18%
(50)%
21
FICA
56,841
42,049
40,386
38,416
42,281
231
74%
(5)%
10%
23
Pension -PERS /PSERS
80,792
57,001
48,147
47,950
62,131
5,130
77%
(0)%
30%
24
Industrial Insurance
25,924
17,150
2,156
1,987
2,400
(14,750)
9%
(8)%
21%
25
Medical & Dental
145,390
108,658
85,439
92,402
110,961
2,304
76%
8%
20%
26
Unemployment
-
-
4,549
143
9,599
9,599
-
(97)%
6609%
Total Salaries & Benefits
72%
(4)%
14%
31
Supplies
19,900
12,960
19,643
17,073
28,468
15,508
143%
(13)%
67%
35
Small Tools
15,000
-
-
-
-
-
-
-
-
41
Professional Services
3,000
2,254
1,518
5,374
6,026
3,772
201%
254%
12%
42
Communication
860
643
4,317
5,964
1,642
999
191%
38%
(72)%
43
Travel
-
-
-
-
1,165
1,165
-
-
-
45
Rentals and Leases
7,187
5,895
4,020
3,760
4,328
(1,567)
60%
(6)%
15%
48
Repairs and Maintenance
13,500
7,819
10,349
6,108
6,362
(1,457)
47%
(41)%
4%
49
Miscellaneous
1,500
1,487
1,027
342
670
(817)
45%
(67)%
96%
Total Operating Expenses
80%
(6)%
26%
Total Expenses
191549526
8349821
7559614
7289112
8369065
19244
72%
(4)%
15%
Percent of year completed 75.00%
• e
POLICE
ANTI -CRIME
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
POLICE
PROFESSIONAL STANDARDS
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
BUDGET
ACTUAL
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
2016
2016
OVER /(UNDER)
ALLOCATED
OVER /(UNDER)
ALLOCATED
% CHANGE
% CHANGE
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11 Salaries
473,544
375,530
249,351
366,005
286,146
(89,384)
60%
47%
(22)%
13 Overtime
90,599
73,078
37,756
69,301
37,572
(35,506)
41%
84%
(46)%
21 FICA
36,226
28,807
21,964
33,232
24,732
(4,076)
68%
51%
(26)%
22 Pension -LEOFF
24,766
19,732
14,976
22,701
16,878
(2,853)
68%
52%
(26)%
24 Industrial Insurance
13,587
9,852
5,232
8,832
7,476
(2,376)
55%
69%
(15)%
25 Medical & Dental
108,240
85,726
48,898
73,781
62,635
(23,091)
58%
51%
(15)%
Total Salaries & Benefits
23,575
14,978
16,066
20,292
(3,283)
56%
58%
52%
(24)%
31 Supplies
2,000
1,856
602
643
1,813
(44)
91%
7%
182%
42 Communication
-
-
258
730
2,450
2,450
-
183%
236%
43 Travel
-
-
-
-
68
68
-
-
-
45 Rentals and Leases
130,890
142,432
63,539
87,918
94,129
(48,302)
72%
38%
7%
48 Repairs and Maintenance
1,000
1,000
-
64
-
(1,000)
-
-
-
49 Miscellaneous
10,000
6,946
2,862
4,630
4,451
(2,495)
45%
62%
(4)%
Total Operating Expenses
31%
38%
44
Advertising
400
72%
40%
9%
-
-
-
-
-
45
Rentals and Leases
113,054
131,619
25,367
Total Expenses
8909852
7449959
4459438
6679837
5389350
(2069609)
60%
50%
(19)%
POLICE
PROFESSIONAL STANDARDS
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
170
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
11
Salaries
1,335,995
970,483
717,899
753,370
819,995
(150,488)
61%
5%
9%
13
Overtime
81,147
55,215
133,862
106,089
103,712
48,497
128%
(21)%
(2)%
21
FICA
101,714
73,661
64,836
65,498
70,466
(3,195)
69%
1%
8%
22
Pension -LEOFF
62,006
44,460
38,194
38,812
44,526
66
72%
2%
15%
23
Pension - PERS /PSERS
16,184
11,636
10,788
11,286
7,723
(3,913)
48%
5%
(32)%
24
Industrial Insurance
35,940
23,575
14,978
16,066
20,292
(3,283)
56%
7%
26%
25
Medical & Dental
266,935
192,202
116,236
147,910
174,906
(17,295)
66%
27%
18%
28
Uniform /Clothing
14,060
-
-
-
-
-
-
-
Total Salaries & Benefits
1,371,231
,7
1,241,620
65%
4%
9%
31
Supplies
8,300
7,390
10,011
15,757
15,397
8,007
186%
57%
(2)%
42
Communication
-
-
917
2,264
3,649
3,649
-
147%
61%
43
Travel
-
926
1,215
1,679
1,679
31%
38%
44
Advertising
400
-
60
-
-
-
-
-
-
45
Rentals and Leases
113,054
131,619
25,367
93,283
85,175
(46,444)
75%
268%
(9)%
47
Public Utilities
-
-
405
810
1,122
1,122
-
100%
39%
48
Repairs and Maintenance
86,940
86,940
1,056
1,806
547
(86,393)
1%
71%
(70)%
49
Miscellaneous
8,690
562
2,004
50
2,182
1,620
25%
(98)%
4269%
Total Operating Expenses
217,384
226,511
40,746
5, 4
109,751
(116,760)
50%
183%
(5)%
Total Expenses
2,131,365
1,597,742
1,137,539
1,254,216
1,351,371
(246,371)
63%
10%
8%
Percent of year completed 75.00%
170
POLICE
TRAINING
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
POLICE
TRAFFIC
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11 Salaries
95,928
60,873
69,692
72,440
74,045
13,172
77%
4%
2%
13 Overtime
11,147
8,952
20,722
18,282
16,725
7,773
150%
(12)%
(9)%
21 FICA
7,320
5,430
6,903
6,917
6,806
1,377
93%
0%
(2)%
22 Pension -LEOFF
5,017
3,787
4,716
4,732
4,734
947
94%
0%
0%
24 Industrial Insurance
2,708
1,911
1,763
1,717
1,960
49
72%
(3)%
14%
25 Medical & Dental
14,908
10,955
9,622
10,380
13,950
2,995
94%
8%
34%
Total Salaries & Benefits
137,028
919908
1139416
1149468
1189220
269312
86%
1%
3%
31 Supplies
41,100
34,298
49,737
34,694
39,557
5,259
96%
(30)%
14%
41 Professional Services
9,000
9,000
-
6,377
-
(9,000)
-
-
-
42 Communication
-
-
90
530
-
-
-
488%
-
43 Travel
26,380
17,967
19,389
17,342
24,492
6,525
93%
(11)%
41%
45 Rentals and Leases
5,200
4,687
-
4,979
1,150
(3,538)
22%
-
(77)%
48 Repairs and Maintenance
5,150
5,150
-
276
306
(4,844)
6%
-
11%
49 Miscellaneous
48,941
43,561
41,334
49,077
33,260
(10,301)
68%
19%
(32)%
Total Operating Expenses
1359771
1149663
955
75
989764
5,
73%
2%
(13)%
Total Expenses
5559410
4139193
2419562
4229977
5299771
1169578
95%
75%
25%
Total Expenses
2729799
2069571
2239966
2279743
2169984
109413
80%
2%
O
POLICE
TRAFFIC
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
171
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11 Salaries
354,987
265,931
138,158
267,652
345,471
79,539
97%
94%
29%
13 Overtime
43,442
29,117
30,262
30,968
38,304
9,187
88%
2%
24%
21 FICA
26,869
20,037
12,741
22,636
29,157
9,120
109%
78%
29%
22 Pension -LEOFF
15,175
11,190
8,782
12,988
17,320
6,130
114%
48%
33%
23 Pension - PERS /PSERS
6,821
5,035
-
5,344
5,921
886
87%
-
11%
24 Industrial Insurance
10,731
7,336
3,260
6,892
9,544
2,209
89%
111%
38%
25 Medical & Dental
61,656
46,865
21,007
48,290
54,644
7,778
89%
130%
13%
Total Salaries & Benefits
519,681
5,5 12
214,209
394,770
500,361
4,
96%
84%
27%
31 Supplies
4,600
4,427
6,019
4,246
6,805
2,379
148%
(29)%
60%
42 Communication
-
-
15
-
35
35
-
-
-
45 Rentals and Leases
25,829
19,749
19,468
20,583
20,741
993
80%
6%
1%
48 Repairs and Maintenance
4,800
3,019
1,851
3,011
1,804
(1,214)
38%
63%
(40)%
49 Miscellaneous
500
486
-
366
24
(462)
5%
-
(93)%
Total Operating Expenses
35,729
279681
289207
299410
19729
82%
3%
4%
Total Expenses
5559410
4139193
2419562
4229977
5299771
1169578
95%
75%
25%
Percent of year completed 75.00%
171
POLICE
PRISONER CARE & CUSTODY
YTD THROUGH PERIOD 9
11/14/2016 9:52
POLICE
ANIMAL SERVICES
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
ACTUAL
SUMMARY BY EXPENDITURE
COMPARISON OF RESULTS
SUMMARY BY EXPENDITURE
ACTUAL
TYPE
2016 2016
OVER /(UNDER) % CHANGE
ACTUAL
2016 2016
2014 2015 2016
TYPE
42 NRC
ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
51 King County Animal Control
OVER /(UNDER)
33,399 33,860 52,935
% CHANGE
Total Operating Expenses
2016
2016
13,443 64% 1% 56%
ALLOCATED
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
41 Monitoring of Prisoners
25,000
16,337
15,868
20,569
30,639
14,301
123%
30% 49%
51 Score Jail
1,494,650
1,120,988
800,309
924,320
983,052
(137,936)
66%
15% 6%
Total Operating Expenses
1,51V,55U
1,131,3Z5
U15,111
V44,99V
1 qU1 395V1
OZ395321T-67%
16% 7%
POLICE
ANIMAL SERVICES
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
POLICE
COMMUNICATION, DISPATCH
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
SUMMARY BY EXPENDITURE
ACTUAL
ACTUAL
TYPE
2016 2016
OVER /(UNDER) % CHANGE
2016 2016
2014 2015 2016
ALLOCATED
42 NRC
ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
51 King County Animal Control
82,500 39,492
33,399 33,860 52,935
13,443 64% 1% 56%
Total Operating Expenses
uz,5uu
52,535
13,443 64% 1% 56%
POLICE
COMMUNICATION, DISPATCH
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
POLICE
NEIGHBORHOOD RESOURCE CENTER
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016 2016
OVER /(UNDER) % CHANGE
2016 2016
2014 2015 2016
ALLOCATED
42 NRC
ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
51 Valley Communications
963,661 803,051
721,473 748,253 845,838
42,788 88% 4% 13%
Total Operating Expenses
U53,551 HU3,U51
IZ1,413 7 5 45,
4 ,7 88% 4% 13%
POLICE
NEIGHBORHOOD RESOURCE CENTER
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
POLICE
SPECIAL SERVICES UNIT
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016 2016
OVER /(UNDER) % CHANGE
ALLOCATED
ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
42 NRC
1 29,040
2014 2015 2016
- -
Total Operating Expenses
I ZV,040 -
- - -
- - - -
POLICE
SPECIAL SERVICES UNIT
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
172
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
OVER /(UNDER) % CHANGE
2016 2016
ALLOCATED
ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
64 Machinery & Equipment
6,619
6,619 -
Total Operating Expenses
- -
- - 5,51V
1 6,619 - - -
Percent of year completed 75.00%
172
FIRE
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
FIRE
DIVISION SUMMARY
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
BUDGET
ACTUAL
ACTUAL
COMPARISON
OF
RESULTS
SUMMARY BY
SUMMARY BY DIVISION
ACTUAL
EXPENDITURE TYPE
% CHANGE
2016
OVER/(UNDER)
% CHANGE
ALLOCATED
2016
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
6,869,713
5,102,003
4,930,216
5,090,167
5,195,265
93,262
76%
3%
2%
12
Extra Labor
-
-
192
5,123
11,083
11,083
-
2568%
116%
13
Overtime
744,858
610,804
725,773
550,866
392,924
(217,879)
53%
(24)%
(29)%
15
Holiday Pay
290,286
6,484
2,583
4,767
1,465
(5,019)
1%
85%
(69)%
21
FICA
121,563
88,492
86,913
88,291
89,615
1,123
74%
2%
1%
22
Pension -LEOFF 2
370,008
269,816
272,464
271,915
273,247
3,431
74%
(0)%
0%
23
Pension - PERS /PSERS
45,893
33,762
24,161
27,463
31,118
(2,644)
68%
14%
13%
24
Industrial Insurance
272,942
185,303
139,704
175,866
200,341
15,038
73%
26%
14%
25
Medical & Dental
1,609,223
1,207,316
806,532
1,168,059
1,212,710
5,395
75%
45%
4%
26
Unemployment
-
-
54
-
-
-
-
-
-
28
Uniform /Clothing
-
-
-
1,712
-
-
-
-
Total Salaries & Benefits
10,324,486
7,503,981
6,988,591
7,384,230
7,407,770
96,211
72%
6%
0%
31
Supplies
191,477
165,648
163,636
251,185
174,364
8,716
91%
54%
(31)%
35
Small Tools
38,268
60,953
2,708
227,143
1,973
(58,980)
5%
8287%
(99)%
41
Professional Services
56,000
52,404
38,389
56,234
42,937
(9,467)
77%
46%
(24)%
42
Communication
32,170
23,426
19,642
37,705
27,685
4,259
86%
92%
(27)%
43
Travel
7,000
5,750
5,588
12,341
6,731
981
96%
121%
(45)%
45
Rentals and Leases
534,943
478,855
351,445
446,478
401,961
(76,894)
75%
27%
(10)%
46
Insurance
90,000
90,000
97,516
90,000
90,000
-
100%
(8)%
0%
47
Public Utilities
73,360
50,617
53,776
52,780
54,089
3,472
74%
(2)%
2%
48
Repairs and Maintenance
43,921
32,191
27,506
34,716
44,893
12,702
102%
26%
29%
49
Miscellaneous
114,874
96,874
92,445
57,069
58,309
(38,566)
51%
(38)%
2%
51
Inter- Governmental
166,000
138,333
118,454
128,876
159,158
20,824
96%
9%
23%
Total Operating Expenses
1,348,013
1,195,052
971,106
1,394,526
1,062,100
132,952
79%
44%
(24)%
Total Expenses
11,672,499
8,6999033
799599698
897789756
894699870
2299163
73%
10%
(4)%
FIRE
DIVISION SUMMARY
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
173
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY DIVISION
OVER/(UNDER)
% CHANGE
2016
2016
ALLOCATED
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
ADMINISTRATION
712,210
564,708
433,196
566,084
601,673
36,965
84%
31%
6%
SUPPRESSION
9,099,307
6,677,510
6,034,009
6,635,949
6,455,026
(222,484)
71%
10%
(3)%
PREVENTION
762,350
585,524
625,782
639,688
599,964
14,440
79%
2%
(6)%
TRAINING
397,403
307,413
359,932
282,211
274,125
(33,288)
69%
(22)%
(3)%
EMERGENCY PREPAREDNESS
328,352
245,569
229,927
394,781
257,754
12,184
78%
72%
(35)%
FIRE FACILITIES
110,860
81,924
65,105
70,918
66,789
(15,135)
60%
9%
(6)%
HAZARDOUS MATERIALS UNIT
49,351
73,602
53,214
33,037
30,586
(43,016)
62%
(38)%
(7)%
RESCUE TEAM
12,000
3,737
3,922
3,531
-
(3,737)
-
(10)%
-
RESCUE AND EMERGENCY AID
34,666
20,712
36,157
23,682
24,796
4,084
72%
(35)%
5%
COMMUNICATION - DISPATCH
166,000
138,333
118,454
128,876
159,158
20,824
96%
9%
23%
Total Expenses
11,672,499
8,699,033
7,959,698
8,778,756
8,469,870
(229,163)
73%
10%
(4)%
Percent of year completed 75.00%
173
FIRE
ADMINISTRATION
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
FIRE
SUPPRESSION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
ACTUAL
SUMMARY BY
SUMMARY BY
EXPENDITURE TYPE
EXPENDITURE TYPE
2016
2016
OVER/(UNDER)
OVER/(UNDER)
ALLOCATED
% CHANGE
% CHANGE
2016
2016
ALLOCATED
2014
2015
ALLOCATED
BDGT
%SPEND
2014/2015 2015/2016
11
Salaries
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
11
Salaries
406,358
309,634
211,147
321,479
342,645
33,011
84%
52%
7%
12
Extra Labor
-
-
-
1,876
4,473
4,473
-
-
138%
13
Overtime
500
500
-
25
-
(500)
-
-
-
21
FICA
13,418
10,068
8,687
10,477
11,148
1,080
83%
21%
6%
22
Pension -LEOFF
7,074
5,324
5,944
11,610
11,103
5,779
157%
95%
(4)%
23
Pension - PERS /PSERS
20,809
15,731
8,677
9,508
11,094
(4,637)
53%
10%
17%
24
Industrial Insurance
7,321
4,992
2,140
4,665
4,981
(11)
68%
118%
7%
25
Medical & Dental
76,637
57,967
40,228
53,044
49,724
(8,243)
65%
32%
(6)%
Total Salaries & Benefits
532,117
404,215
7
412,684
435,168
30,953
82%
49%
5%
31
Supplies
8,877
7,558
5,507
7,571
9,276
1,718
104%
37%
23%
41
Professional Services
-
-
-
2,660
2,137
2,137
-
-
(20)%
42
Communication
23,170
17,315
11,570
18,809
18,918
1,603
82%
63%
1%
43
Travel
2,250
2,250
1,102
429
12
(2,238)
1%
(61)%
(97)%
45
Rentals and Leases
22,792
17,328
25,192
16,108
16,050
(1,278)
70%
(36)%
(0)0
46
Insurance
90,000
90,000
97,516
90,000
90,000
-
100%
(8)%
0%
48
Repairs and Maintenance
20,421
13,925
13,695
15,013
13,565
(360)
66%
10%
(10)%
49
Miscellaneous
12,583
12,116
1,791
2,809
4,968
(7,148)
39%
57%
77%
64
Machinery & Equipment
-
-
-
-
11,578
11,578
-
-
-
Total Operating Expenses
1809093
1609493
1569373
5
,5 5
69012
92%
(2)%
9%
Total Expenses
990999307
696779510
690349009
696359949
694559026
(2229484)
71%
10%
(3)%
Total Expenses
7129210
5649708
4339196
5669084
6019673
369965
84%
31%
6%
FIRE
SUPPRESSION
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
174
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY
EXPENDITURE TYPE
2016
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11
Salaries
5,508,910
4,083,336
3,943,595
4,033,684
4,106,651
23,315
75%
2%
2%
13
Overtime
649,358
534,260
626,594
468,386
321,472
(212,787)
50%
(25)%
(31)%
15
Holiday Pay
290,286
6,484
2,583
4,767
1,465
(5,019)
1%
85%
(69)%
21
FICA
83,923
60,342
57,725
57,429
58,124
(2,218)
69%
(1)%
1%
22
Pension -LEOFF
327,528
237,381
231,483
228,724
230,046
(7,335)
70%
(1)%
1%
24
Industrial Insurance
242,554
164,606
122,994
156,059
177,619
13,013
73%
27%
14%
25
Medical & Dental
1,378,000
1,033,262
660,313
1,003,589
1,048,180
14,919
76%
52%
4%
26
Unemployment
-
-
54
-
-
-
-
-
-
28
Uniform /Clothing
-
-
-
1,712
-
-
-
Total Salaries & Benefits
8,480,559
6,119,672
5,645,340
5,954,350
5,943,558
(17 4
70%
5%
(0)%
31
Supplies
89,100
84,902
103,633
172,695
102,853
17,951
115%
67%
(40)%
35
Small Tools
12,000
36,202
304
93,804
-
(36,202)
-
30733%
41
Professional Services
26,500
24,152
18,222
31,715
20,901
(3,251)
79%
74%
(34)%
42
Communication
-
-
446
71
10
10
-
(84)%
(86)%
43
Travel
-
-
-
6,637
28
28
-
-
(100)%
45
Rentals and Leases
448,357
379,285
220,628
340,920
336,268
(43,017)
75%
55%
(1)%
48
Repairs and Maintenance
20,000
16,266
11,787
18,463
30,971
14,706
155%
57%
68%
49
Miscellaneous
22,791
17,033
33,649
17,293
20,438
3,405
90%
(49)%
18%
Total Operating Expenses
618,748
557,8W
388,669
6819598
5119468
(4 69371)
83%
75%
(25)%
Total Expenses
990999307
696779510
690349009
696359949
694559026
(2229484)
71%
10%
(3)%
Percent of year completed 75.00%
174
FIRE
PREVENTION /INVESTIGATION
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
FIRE
TRAINING
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY
EXPENDITURE TYPE
2016
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
11
Salaries
510,412
382,352
403,227
410,520
409,277
26,925
80%
2%
(0)%
13
Overtime
65,000
50,749
69,102
47,884
47,289
(3,460)
73%
(31)%
(1)%
21
FICA
16,462
12,173
13,797
13,817
13,955
1,782
85%
0%
1%
22
Pension -LEOFF
17,671
13,626
17,167
16,265
16,461
2,835
93%
(5)%
1%
23
Pension - PERS /PSERS
16,370
11,501
10,247
11,485
13,275
1,774
81%
12%
16%
24
Industrial Insurance
12,854
8,716
7,499
8,136
9,124
407
71%
8%
12%
25
Medical & Dental
80,963
60,830
48,943
55,403
58,519
(2,311)
72%
13%
6%
Total Salaries & Benefits
719,732
539,948
569,982
563,509
5679899
7, 5
79%
(1)%
1%
31
Supplies
9,000
7,630
8,677
13,469
10,435
2,805
116%
55%
(23)%
41
Professional Services
5,000
5,000
1,510
1,655
739
(4,261)
15%
10%
(55)%
42
Communication
-
-
598
927
1,207
1,207
-
55%
30%
43
Travel
1,500
1,500
1,591
326
721
(779)
48%
(79)%
121%
45
Rentals and Leases
20,118
28,590
30,860
58,003
16,887
(11,703)
84%
88%
(71)%
48
Repairs and Maintenance
-
-
295
244
84
84
-
(17)%
(65)%
49
Miscellaneous
7,000
2,857
12,269
1,555
1,992
(865)
28%
(87)%
28%
Total Operating Expenses
3079413
3599932
2829211
2749125
(339288)
69%
75%
37%
(58)%
Total Expenses
7629350
5859524
6259782
6399688
5999964
149440
79%
2%
(6)%
FIRE
TRAINING
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
175
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY
EXPENDITURE TYPE
2016
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
11
Salaries
232,476
171,424
222,756
170,903
174,104
2,681
75%
(23)%
2%
13
Overtime
20,000
15,699
18,856
14,707
5,118
(10,581)
26%
(22)%
(65)%
21
FICA
1,564
1,174
2,256
1,349
1,259
85
81%
(40)%
(7)%
22
Pension -LEOFF
11,377
8,577
12,535
9,655
9,321
744
82%
(23)%
(3)%
24
Industrial Insurance
6,553
4,415
5,080
4,388
5,189
774
79%
(14)%
18%
25
Medical & Dental
36,557
27,418
32,888
30,122
29,744
2,326
81%
(8)%
(1)%
Total Salaries & Benefits
73%
(21)%
(3)%
31
Supplies
8,500
7,283
4,379
3,447
2,969
(4,315)
35%
(21)%
(14)%
41
Professional Services
4,500
3,600
1,719
2,800
1,400
(2,200)
31%
63%
(50)%
42
Communication
-
-
720
720
720
720
-
0%
0%
43
Travel
2,000
2,000
1,554
2,338
5,556
3,556
278%
50%
138%
45
Rentals and Leases
11,876
6,454
16,833
8,732
8,907
2,453
75%
(48)%
2%
49
Miscellaneous
62,000
59,368
40,356
33,049
29,837
(29,531)
48%
(18)%
(10)%
Total Operating Expenses
56%
(22)%
(3)%
Total Expenses
3979403
3079413
3599932
2829211
2749125
(339288)
69%
(22)%
(3)%
Percent of year completed 75.00%
175
FIRE
EMERGENCY PREPAREDNESS
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
FIRE
FACILITIES
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
BUDGET
ACTUAL
COMPARISON OF RESULTS
OF
RESULTS
SUMMARY BY
ACTUAL
ACTUAL
SUMMARY BY
EXPENDITURE TYPE
EXPENDITURE TYPE
OVER/(UNDER)
OVER/(UNDER)
% CHANGE
% CHANGE
2016
2016
2016
ALLOCATED
ALLOCATED
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11
Salaries
211,557
155,257
149,491
153,581
162,588
7,331
77%
3%
6%
12
Extra Labor
-
-
192
3,247
6,610
6,610
-
1591%
104%
13
Overtime
10,000
9,595
11,221
19,864
19,045
9,450
190%
77%
(4)%
21
FICA
6,196
4,736
4,448
5,219
5,130
393
83%
17%
(2)%
22
Pension -LEOFF
6,358
4,908
5,334
5,660
6,316
1,408
99%
6%
12%
23
Pension - PERS /PSERS
8,714
6,530
5,238
6,471
6,749
218
77%
24%
4%
24
Industrial Insurance
3,660
2,573
1,991
2,618
3,429
855
94%
31%
31%
25
Medical & Dental
37,066
27,839
24,161
25,902
26,543
(1,296)
72%
7%
2%
Total Salaries & Benefits
283,551
211,440
202,076
,5 61
236,410
24,970
83%
10%
6%
31
Supplies
8,000
4,397
8,825
13,423
19,037
14,641
238%
52%
42%
35
Small Tools
24,268
23,751
1,024
133,158
1,973
(21,779)
8%
12901%
(99)%
42
Communication
-
-
5,155
15,476
5,081
5,081
-
200%
(67)%
43
Travel
-
-
1,341
2,610
414
414
-
95%
(84)%
45
Rentals and Leases
7,533
981
9,735
5,380
5,650
4,669
75%
(45)%
5%
48
Repairs and Maintenance
-
-
-
756
272
272
-
(64)%
49
Miscellaneous
5,000
5,000
1,772
1,416
495
(4,505)
10%
(20)%
(65)%
64
Machinery & Equipment
-
-
-
-
(11,578)
(11,578)
-
-
Total Operating Expenses
44,801
4,
279851
1729220
4
,7 5
48%
518%
(88)%
Total Expenses
3289352
2459569
2299927
3949781
2579754
129184
78%
72%
(35)%
FIRE
FACILITIES
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
176
BUDGET
ACTUAL
COMPARISON
OF
RESULTS
SUMMARY BY
ACTUAL
EXPENDITURE TYPE
OVER/(UNDER)
% CHANGE
2016
2016
ALLOCATED
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
31 Supplies
28,500
25,195
9,557
16,436
10,372
(14,823)
36%
72%
(37)%
42 Communication
9,000
6,111
1,152
1,702
1,748
(4,363)
19%
48%
3%
47 Public Utilities
73,360
50,617
53,776
52,780
54,089
3,472
74%
(2)%
2%
48 Repairs and Maintenance
-
-
260
-
-
-
-
-
49 Miscellaneous
-
-
360
-
579
579
-
-
Total Operating Expenses
60%
9%
(6)%
Total Expenses
1109860
819924
659105
709918
669789
(159135)
60%
9%
(6)%
Percent of year completed 75.00%
176
FIRE
HAZARDOUS MATERIALS UNIT
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
FIRE
RESCUE TEAM
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
BUDGET
COMPARISON OF RESULTS
ACTUAL
COMPARISON OF RESULTS
SUMMARY BY
EXPENDITURE TYPE
RESULTS
ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
31 Supplies
ACTUAL
3,372 3,531
(3,737) 5% -
35 Small Tools
SUMMARY BY
- -
EXPENDITURE TYPE
43 Travel
500
2016
48 Repairs and Maintenance
OVER/(UNDER)
-
% CHANGE
49 Miscellaneous
5,000 -
550 -
2016
2016
12,000
39922 39531 -
- (10)% -
ALLOCATED
%SPEND
2014/2015 2015/2016
31 Supplies
Total Expenses
129000 39737
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
31
Supplies
8,000
8,000
1,781
2,049
75%
(8,000)
5%
15%
-
35
Small Tools
1,000
1,000
1,380
181
-
(1,000)
Total Operating Expenses
(87)%
-
41
Professional Services
20,000
19,652
16,937
17,404
17,760
(1,892)
89%
3%
2%
43
Travel
750
-
-
-
-
349666
-
-
-
45
Rentals and Leases
17,101
42,449
29,947
12,215
12,826
(29,624)
75%
(59)%
5%
48
Repairs and Maintenance
2,000
2,000
1,471
241
-
(2,000)
-
(84)%
-
49
Miscellaneous
500
500
1,698
947
-
(500)
(44)%
Total Operating Expenses
62%
(38)%
(7)%
Total Expenses
499351
739602
539214
339037
309586
(439016)
62%
(38)%
(7)9/6
FIRE
RESCUE TEAM
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
FIRE
RESCUE AND EMERGENCY AID
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
2016 2016
ACTUAL
OVER/(UNDER) % CHANGE
ALLOCATED
SUMMARY BY
EXPENDITURE TYPE
RESULTS
ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
31 Supplies
5,000 3,737
3,372 3,531
(3,737) 5% -
35 Small Tools
1,000 -
- -
-
43 Travel
500
2016
48 Repairs and Maintenance
500
-
49 Miscellaneous
5,000 -
550 -
-
Total Operating Expenses
12,000
39922 39531 -
- (10)% -
BDGT
%SPEND
2014/2015 2015/2016
31 Supplies
Total Expenses
129000 39737
39922 39531 -
(39737) - (10)% -
FIRE
RESCUE AND EMERGENCY AID
Percent of year completed 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
177
BUDGET
ACTUAL
COMPARISON
OF
RESULTS
SUMMARY BY
ACTUAL
EXPENDITURE TYPE
2016
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
31 Supplies
26,500
16,944
17,907
18,563
19,421
2,477
73%
4%
5%
45 Rentals and Leases
7,166
3,768
18,250
5,119
5,375
1,607
75%
(72)%
5%
48 Repairs and Maintenance
1,000
-
-
-
-
-
-
-
Total Operating Expenses
34,666
209712
369157
239682
249796
49084
72%
(35)%
5%
Total Expenses
349666
209712
369157
239682
249796
49084
72%
(35)%
5%
Percent of year completed 75.00%
177
FIRE
COMMUNICATIONS, ALARMS AND DISPATCH
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
SUMMARY BY
EXPENDITURE TYPE
BUDGET
ACTUAL
COMPARISON OF RESULTS
2016 2016
ANNUAL ALLOCATED
2014 2015 2016
ACTUAL
OVER/(UNDER) % CHANGE
ALLOCATED
BDGT %SPEND 2014/2015 2015/2016
51 Inter- Governmental
166,000 138,333
1 118,454
128,876
159,158
20,824
96%
9% 23%
Total Operating Expenses
166,000 1 ,
118,454
128,876
159,158
20,824
96%
9% 23%
Total Expenses
166,000 138,333
118,454
128,876
159,158
20,824
96%
9% 23%
Percent of year completed 75.00%
178
TECHNOLOGY & INNOVATION SERVICES
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year completed 75.00%
179
BUDGET
ACTUAL
COMPARISON
OF
RESULTS
SUMMARY BY EXPENDITURE
ACTUAL
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
534,672
397,333
392,458
394,071
509,626
112,294
95%
0 %
29%
12
Extra Labor
2,500
1,808
11,600
10,538
1,057
(751)
42%
(9)%
(90)%
13
Overtime
-
-
13,064
15,165
26,420
26,420
-
16%
74%
21
FICA
38,729
29,694
31,678
31,323
40,214
10,520
104%
(1)%
28%
22
Pension -LEOFF 2
-
-
-
-
3,488
3,488
-
-
-
23
Pension - PERS /PSERS
57,531
40,995
38,096
41,173
46,259
5,264
80%
8%
12%
24
Industrial Insurance
2,275
1,486
1,346
1,879
2,363
877
104%
40%
26%
25
Medical & Dental
129,636
96,790
86,330
84,549
99,810
3,020
77%
(2)%
18%
26
Unemployment
-
-
-
-
8,632
8,632
-
-
-
Total Salaries & Benefits
765,343
568,106
574,571
578,698
737,869
169,763
96%
1%
28%
31
Supplies
6,266
4,709
4,143
5,736
16,914
12,205
270%
38%
195%
35
Small Tools
132,000
34,917
32,411
23,905
31,370
(3,547)
24%
(26)%
31%
41
Professional Services
1,000
931
78,978
30,213
4,408
3,477
441%
(62)%
(85)%
42
Communication
107,700
78,632
89,057
82,550
67,691
(10,941)
63%
(7)%
(18)%
43
Travel
1,500
611
575
139
242
(369)
16%
(76)%
73%
45
Rentals and Leases
6,445
8,343
4,542
4,698
4,863
(3,480)
75%
3%
4%
48
Repairs and Maintenance
56,500
28,541
(296)
14,170
20,120
(8,420)
36%
(4893)%
42%
49
Miscellaneous
105,000
13,134
18,249
19,167
15,624
2,490
15%
5%
(18)%
64
Machinery & Equipment
10,000
2,714
-
9,341
2,714
-
-
Total Operating Expenses
426,411
172,531
227,660
189,920
161,232
11,299
38%
(17)%
(15)%
Total Expenses
1,191,754
740,638
802,231
768,618
899,101
158,463
75%
(4)%
17%
Percent of year completed 75.00%
179
PUBLIC WORKS
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
PUBLIC WORKS
DIVISION SUMMARY
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
BUDGET
ACTUAL
ACTUAL
COMPARISON
OF
RESULTS
SUMMARY
BY EXPENDITURE
ACTUAL
SUMMARY BY DIVISION
ACTUAL
TYPE
% CHANGE
OVER/(UNDER)
% CHANGE
ALLOCATED
2016
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
2,028,671
1,526,178
1,307,717
1,383,712
1,428,891
(97,287)
70 %
6%
3 %
12
Extra Labor
2,000
-
-
-
-
-
-
-
-
13
Overtime
4,556
2,957
7,245
16,994
9,308
6,351
204%
135%
(45)%
21
FICA
148,734
113,986
98,744
105,580
107,565
(6,421)
72%
7%
2%
23
Pension - PERS /PSERS
218,286
157,875
117,907
136,480
158,325
450
73%
16%
16%
24
Industrial Insurance
34,208
22,936
15,099
17,025
19,760
(3,176)
58%
13%
16%
25
Medical & Dental
390,793
293,919
220,157
234,967
258,428
(35,491)
66%
7%
10%
26
Unemployment
-
-
-
-
10,547
10,547
-
-
-
28
Uniform /Clothing
3,800
2,193
350
565
674
(1,520)
18%
62%
19%
Total Salaries & Benefits
2,831,048
2,120,045
1,767,219
1,895,323
1,993,498
126,547
70%
7%
5%
31
Supplies
100,650
71,865
63,752
58,114
80,363
8,498
80%
(9)%
38%
35
Small Tools
4,250
255
32,589
107
1,234
979
29%
(100)%
1051%
41
Professional Services
121,400
80,497
27,618
27,115
17,781
(62,716)
15%
(2)%
(34)%
42
Communication
5,850
3,457
5,026
5,509
5,552
2,095
95%
10%
1%
43
Travel
1,183
1,140
660
2,486
336
(804)
28%
276%
(86)%
44
Advertising
-
-
-
-
463
463
-
-
45
Rentals and Leases
174,201
131,576
115,278
120,534
115,551
(16,025)
66%
5%
(4)%
46
Insurance
-
-
-
-
106,805
106,805
-
-
-
47
Public Utilities
359,449
247,136
232,426
243,988
258,412
11,276
72%
5%
6%
48
Repairs and Maintenance
203,200
141,221
114,779
153,593
148,339
7,119
73%
34%
(3)%
49
Miscellaneous
16,035
11,286
3,830
6,127
8,418
(2,868)
52%
60%
37%
Total Operating Expenses
986,218
688,434
595,958
617,574
743,255
54,821
75%
4%
20%
Total Expenses
3,817,266
2,808,479
2,363,177
2,512,897
2,736,753
71,726
72%
6%
9%
PUBLIC WORKS
DIVISION SUMMARY
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year expired 75.00%
ME
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY DIVISION
OVER/(UNDER)
% CHANGE
2016
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
ADMINISTRATION
596,899
445,910
407,743
414,403
443,590
(2,320)
74%
2%
7%
MAINTENANCE ADMINISTRATION
380,407
283,146
263,020
273,586
281,139
(2,007)
74%
4%
3%
PUBLIC WORKS DEVELOPMENT
470,399
351,581
335,877
343,144
349,957
(1,624)
74%
2%
2%
ENGINEERING PLANS AND SERVICEc
715,142
518,492
331,788
394,248
382,650
(135,842)
54%
19%
(3)%
FACILITY MAINTENANCE
1,654,419
1,209,350
1 11024,749
1,087,516
1,279,417
1 70,067
77%
6%
18%
Total Expenses
3,817,266
2,808,479
1 2,363,177
2,512,897
2,736,753
1 (71,726)
72%
6%
9%
Percent of year expired 75.00%
ME
PUBLIC WORKS
ADMINISTRATION
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
PUBLIC WORKS
MAINTENANCE ADMINISTRATION
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11 Salaries
436,480
326,817
305,118
310,566
328,697
1,880
75%
2%
6%
12 Extra Labor
2,000
-
-
-
-
-
-
-
-
21 FICA
30,341
24,231
22,762
23,143
23,590
(641)
78%
2%
2%
23 Pension - PERS /PSERS
46,965
33,939
27,797
30,355
34,654
715
74%
9%
14%
24 Industrial Insurance
1,516
1,046
753
743
722
(325)
48%
(1)%
(3)%
25 Medical & Dental
59,227
44,477
37,962
34,406
37,320
(7,158)
63%
(9)%
8%
Total Salaries & Benefits
4,250
3,484
1,928
2,515
1,017
(2,467)
74%
1%
6%
31 Supplies
8,000
5,983
8,033
6,071
9,526
3,543
119%
(24)%
57%
41 Professional Services
-
-
-
3,645
4,723
4,723
-
-
30%
42 Communication
650
518
981
1,161
829
311
128%
18%
(29)%
43 Travel
100
89
473
194
2
(87)
2%
(59)%
(99)%
45 Rentals and Leases
3,420
2,383
2,489
2,490
2,277
(106)
67%
0%
(9)%
48 Repairs and Maintenance
1,200
877
990
977
720
(157)
60%
(1)%
(26)%
49 Miscellaneous
7,000
5,549
385
650
530
(5,019)
8%
69%
(18)%
Total Operating Expenses
91%
14%
23%
Total Expenses
380,407
283,146
263,020
273,586
281,139
(2,007)
74%
4%
3%
Total Expenses
596,899
445,910
407,743
414,403
443,590
(2,320)
74%
2%
7%
PUBLIC WORKS
MAINTENANCE ADMINISTRATION
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year expired 75.00%
181
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11 Salaries
252,720
189,757
183,930
189,225
191,225
1,468
76%
3%
1%
21 FICA
18,178
14,048
13,742
14,250
14,180
132
78%
4%
(0)%
23 Pension -PERS /PSERS
27,193
19,727
16,700
18,547
21,317
1,591
78%
11%
15%
24 Industrial Insurance
1,138
741
609
505
630
(110)
55%
(17)%
25%
25 Medical & Dental
59,155
44,367
38,585
41,039
44,087
(280)
75%
6%
7%
Total Salaries & Benefits
76%
4%
3%
31 Supplies
4,250
3,484
1,928
2,515
1,017
(2,467)
24%
30%
(60)%
35 Small Tools
750
-
45
-
219
219
29%
-
41 Professional Services
1,000
-
-
-
-
-
-
42 Communication
-
-
492
554
500
500
-
13%
(10)%
43 Travel
300
300
10
233
213
(87)
71%
2229%
(9)%
45 Rentals and Leases
13,688
9,393
5,706
5,843
5,820
(3,573)
43%
2%
(0)%
49 Miscellaneous
2,035
1,329
1,274
875
1,930
601
95%
(31)%
121%
Total Operating Expenses
44%
6%
(3)%
Total Expenses
380,407
283,146
263,020
273,586
281,139
(2,007)
74%
4%
3%
Percent of year expired 75.00%
181
PUBLIC WORKS
PUBLIC WORKS DEVELOPMENT
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
PUBLIC WORKS
ENGINEERING PLANS AND SERVICES
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER)
% CHANGE
2016 ANNUAL
ALLOCATED
2016
2015
2016
BDGT
ALLOCATED
2014/2015 2015/2016
11 Salaries
415,944
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11 Salaries
332,664
249,564
242,000
243,483
246,106
(3,458)
74 %
1%
1 %
13 Overtime
3,442
2,316
6,366
6,234
3,500
1,184
102%
(2)%
(44)%
21 FICA
25,325
18,928
18,864
18,888
18,972
44
75%
0%
0%
23 Pension - PERS /PSERS
35,795
25,888
22,518
24,573
27,875
1,986
78%
9%
13%
24 Industrial Insurance
3,799
2,616
2,060
2,280
2,248
(368)
59%
11%
(1)%
25 Medical & Dental
68,424
51,319
43,889
47,507
51,076
(243)
75%
8%
8%
28 Uniform /Clothing
950
950
180
180
180
(770)
19%
0%
0%
Total Salaries & Benefits
1,000
-
31,471
-
-
-
74%
2%
2%
Total Expenses
470,399
351,581
335,877
343,144
349,957
(1,624)
74%
2%
2%
PUBLIC WORKS
ENGINEERING PLANS AND SERVICES
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year expired 75.00%
182
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
11 Salaries
415,944
309,608
192,278
263,252
258,853
(50,754)
62%
37%
(2)%
21 FICA
30,462
23,255
14,483
19,926
19,581
(3,674)
64%
38%
(2)%
23 Pension -PERS /PSERS
44,756
32,198
17,432
25,917
28,782
(3,416)
64%
49%
11%
24 Industrial Insurance
3,800
2,571
680
1,830
1,769
(802)
47%
169%
(3)%
25 Medical & Dental
69,230
52,043
27,603
38,744
39,252
(12,791)
57%
40%
1%
28 Uniform /Clothing
950
-
-
-
-
-
-
-
Total Salaries & Benefits
62%
38%
(0)%
31 Supplies
7,000
4,921
5,533
4,083
4,357
(564)
62%
(26)%
7%
35 Small Tools
1,000
-
31,471
-
-
-
-
-
41 Professional Services
118,400
78,841
27,115
22,614
12,230
(66,610)
10%
(17)%
(46)%
42 Communication
2,000
1,388
1,488
1,536
1,351
(37)
68%
3%
(12)%
43 Travel
783
751
177
2,058
122
(629)
16%
1061%
(94)%
44 Advertising
-
-
-
-
463
463
-
-
-
45 Rentals and Leases
12,817
7,661
11,195
9,229
9,613
1,952
75%
(18)%
4%
48 Repairs and Maintenance
2,000
1,474
561
695
1,052
(422)
53%
24%
51%
49 Miscellaneous
6,000
3,783
1,772
4,365
5,226
1,442
87%
146%
20%
Total Operating Expenses
23%
(44)%
(23)%
Total Expenses
715,142
518,492
331,788
394,248
382,650
(135,842)
54%
19%
(3)%
Percent of year expired 75.00%
182
PUBLIC WORKS
FACILITY MAINTENANCE
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year expired 75.00%
183
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
11
Salaries
590,863
450,433
384,392
377,186
404,010
(46,423)
68 %
(2) %
7 %
13
Overtime
1,114
641
879
10,760
5,807
5,167
521 %
1124%
(46)%
21
FICA
44,428
33,524
28,893
29,372
31,242
(2,282)
70%
2%
6%
23
Pension - PERS /PSERS
63,577
46,123
33,461
37,089
45,697
(426)
72 %
11%
23 %
24
Industrial Insurance
23,955
15,962
10,998
11,668
14,391
(1,571)
60 %
6%
23 %
25
Medical & Dental
134,757
101,713
72,119
73,271
86,692
(15,021)
64 %
2%
18 %
26
Unemployment
-
-
-
-
10,547
10,547
-
-
-
28
Uniform /Clothing
1,900
1,243
170
385
494
(750)
26 %
127%
28 %
Total Salaries & Benefits
70%
2%
11%
31
Supplies
81,400
57,477
48,257
45,445
65,462
7,986
80%
(6)%
44%
35
Small Tools
2,500
255
1,073
107
1,015
760
41%
(90)%
847%
41
Professional Services
2,000
1,657
503
856
829
(828)
41%
70%
(3)%
42
Communication
3,200
1,551
2,065
2,259
2,872
1,321
90%
9%
27%
45
Rentals and Leases
144,276
112,138
95,888
102,973
97,841
(14,297)
68%
7%
(5)%
46
Insurance
-
-
-
-
106,805
106,805
-
-
-
47
Public Utilities
359,449
247,136
232,426
243,988
258,412
11,276
72%
5%
6%
48
Repairs and Maintenance
200,000
138,870
113,228
151,921
146,568
7,698
73%
34%
(4)%
49
Miscellaneous
1,000
625
399
237
732
107
73%
(41)%
210%
Total Operating Expenses
86%
11%
24%
Total Expenses
1,654,419
1,209,3501
1,024,749
1,087,516
1,279,4171
70,067
77%
6%
18%
Percent of year expired 75.00%
183
PARKS
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year expired 75.00%
WE
BUDGET
ACTUAL
COMPARISON
OF
RESULTS
SUMMARY BY EXPENDITURE
ACTUAL
TYPE
2016
OVER /(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
618,645
459,158
370,471
443,696
382,241
(76,918)
62%
20%
(14)%
12
Extra Labor
20,000
18,779
3,649
14,151
20,870
2,091
104%
288%
47%
13
Overtime
2,295
2,295
7,286
2,627
2,841
546
124%
(64)%
8%
21
FICA
47,209
35,294
29,026
35,014
30,968
(4,327)
66%
21%
(12)%
23
Pension - PERS /PSERS
66,542
48,497
34,098
43,947
42,954
(5,543)
65%
29%
(2)%
24
Industrial Insurance
22,613
16,013
10,307
13,517
13,684
(2,329)
61%
31%
1%
25
Medical & Dental
134,679
101,004
56,871
88,141
82,815
(18,190)
61%
55%
(6)%
28
Uniform/Clothing
2,025
1,117
379
454
288
829
14%
20%
(37)%
Total Salaries & Benefits
914 008
682,158
512 087
641,547
576,661
(105,497)
63%
25%
(10)%
31
Supplies
36,968
28,917
29,877
37,564
80,440
51,523
218%
26%
114%
35
Small Tools
1,500
1,500
2,037
3,072
4,183
2,683
279%
51%
36%
41
Professional Services
55,000
31,024
23,868
26,059
38,230
7,206
70%
9%
47%
42
Communication
-
-
-
-
1,397
1,397
-
-
-
43
Travel
-
-
225
149
3,308
3,308
-
(34)%
2126%
45
Rentals and Leases
127,235
92,317
77,381
89,636
94,564
2,248
74%
16%
5%
47
Public Utilities
306,540
269,746
199,865
227,217
207,345
(62,402)
68%
14%
(9)%
48
Repairs and Maintenance
37,000
25,848
9,564
14,695
14,625
(11,223)
40%
54%
(0)%
49
Miscellaneous
1 4,000
4,9621
2,968
8,802
4,540
422
113%
197%
(48)%
Total Operating Expenses
568,243
454,3141
345,784
407,193
448,631
(5,682)
79%
18%
10%
71
1
Total Expenses
1 1,482,251
1 136 472
857,870
1,048,740
1 025 292
(111,180)
69%
22%
(2)%
Percent of year expired 75.00%
WE
STREET
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
STREET
DIVISION SUMMARY
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
BUDGET
ACTUAL
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
OVER/(UNDER)
OVER/(UNDER)
% CHANGE
2016
2016
ALLOCATED
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
% SPEND
2014/2015
2015/2016
11
Salaries
842,308
605,801
606,933
487,037
598,929
(6,872)
71 %
(20) %
23 %
12
Extra Labor
43,723
30,847
28,390
19,530
33,128
2,281
76 %
(31) %
70 %
13
Overtime
11,474
7,027
3,867
4,102
6,210
(817)
54 %
6%
51 %
21
FICA
64,223
46,510
49,098
40,245
48,493
1,983
76%
(18)%
20%
23
Pension - PERS /PSERS
90,632
64,134
55,574
51,547
69,578
5,444
77 %
(7) %
35 %
24
Industrial Insurance
31,899
21,172
16,990
15,210
18,842
(2,331)
59 %
(10) %
24 %
25
Medical & Dental
199,537
144,449
117,358
101,031
127,460
(16,988)
64 %
(14) %
26 %
26
Unemployment
-
-
1,617
1,004
465
465
-
(38)%
(54)%
28
Uniform /Clothing
2,375
804
1,341
681
1,390
586
59 %
(49) %
104 %
Total Salaries & Benefits
1,286,171
920,743
881,168
720,388
904,493
16,251
70%
(18)%
26%
31
Supplies
318,100
193,865
124,027
157,896
147,613
(46,252)
46 %
27%
(7)%
35
Small Tools
14,431
6,266
1,834
3,494
17,262
10,997
120 %
90%
394 %
41
Professional Services
4,000
2,182
1,274
2,360
1,860
(322)
47 %
85%
(21)%
42
Communication
4,300
1,288
1,057
905
1,080
(207)
25 %
(14) %
19 %
43
Travel
2,700
890
610
66
175
(715)
6 %
(89) %
165 %
44
Advertising
1,500
1,500
-
438
-
(1,500)
-
-
-
45
Rentals and Leases
397,428
295,521
274,116
325,803
296,126
605
75 %
19%
(9)%
46
Insurance
35,455
-
38,416
-
35,455
35,455
100 %
-
-
47
Public Utilities
1,066,377
875,078
748,100
837,719
997,986
122,908
94 %
12%
19 %
48
Repairs and Maintenance
27,100
3,117
4,360
4,711
15,001
11,884
55 %
8%
218 %
49
Miscellaneous
5,200
4,021
1,030
5,627
2,775
(1,246)
53 %
446%
(51)%
Total O eratin Ex enses
1,876,591
1,383,728
1,194,824
1,339,018
1,515,333
131,605
81%
12%
13%
Total Expenses
3,162,762
2,304,471
2,075,991
2,059,406
2,419,826
115,355
77%
(1)%
18%
STREET
DIVISION SUMMARY
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year expired 75.00%
185
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY DIVISION
OVER/(UNDER)
% CHANGE
2016
ALLOCATED
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
ADMINISTRATION
1,287,171
921,198
882,311
720,973
905,580
(15,618)
70 %
(18) %
26 %
GENERAL SERVICES
450,514
309,455
317,819
338,374
337,636
28,181
75 %
6%
(0)%
ROADWAY
671,527
632,918
510,053
632,512
755,985
123,067
113 %
24%
20 %
STRUCTURES
2,500
-
53
-
2,137
2,137
85 %
-
-
LIGHTING
351,100
203,903
214,676
151,496
204,177
274
58 %
(29) %
35 %
TRAFFIC CONTROL
280,050
185,843
111,971
170,698
159,902
(25,941)
57 %
52%
(6)%
SNOW & ICE CONTROL
10,300
9,417
3,277
440
871
(8,546)
8%
(87)%
98 %
STREET CLEANING
67,000
36,946
34,319
42,898
35,853
(1,093)
54 %
25%
(16)%
VIDEO & FIBER
40,300
2,491
1,141
1,972
8,908
6,417
22%
73%
352%
SIDEWALKS
1 2,300
2,300
1 372
42
8,777
1 6,477
382 %
(89) %
20753 %
Total Expenses
1 3,162,762
2,304,471
1 2,075,991
2,059,406
2,419,826
1 115,355
77%
(1)%
18%
Percent of year expired 75.00%
185
STREET
ADMINISTRATION
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
STREET
GENERAL SERVICES
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
TYPE
2016
2016
OVER/(UNDER)
ALLOCATED
OVER/(UNDER)
ALLOCATED
% CHANGE
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
11 Salaries
842,308
605,801
606,933
487,037
598,929
(6,872)
71%
(20)%
23%
12 Extra Labor
43,723
30,847
28,390
19,530
33,128
2,281
76%
(31)%
70%
13 Overtime
11,474
7,027
3,867
4,102
6,210
(817)
54%
6%
51%
21 FICA
64,223
46,510
49,098
40,245
48,493
1,983
76%
(18)%
20%
23 Pension - PERS /PSERS
90,632
64,134
55,574
51,547
69,578
5,444
77%
(7)%
35%
24 Industrial Insurance
31,899
21,172
16,990
15,210
18,842
(2,331)
59%
(10)%
24%
25 Medical & Dental
199,537
144,449
117,358
101,031
127,460
(16,988)
64%
(14)%
26%
26 Unemployment
-
-
1,617
1,004
465
465
-
(38)%
(54)%
28 Uniform /Clothing
2,375
804
1,341
681
1,390
586
59%
(49)%
104%
Total Salaries & Benefits
49 Miscellaneous
5,200
4,021
1,030
5,627
2,775
70%
(18)%
26%
31 Supplies
1,000
454
649
195
697
243
70%
(70)%
258%
41 Professional Services
-
-
494
390
390
390
-
(21)%
0%
Total Operating Expenses
Total Expenses
450,514
309,455
317,819
338,374
337,636
109%
(49)%
86%
(0)%
Total Expenses
1,287,171
921,198
882,311
720,973
905,580
(15,618)
70%
(18)%
26%
STREET
GENERAL SERVICES
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year expired 75.00%
i •
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
31 Supplies
4,000
3,225
3,152
5,536
3,056
(169)
76%
76%
(45)%
35 Small Tools
4,231
4,231
102
613
-
(4,231)
-
500%
-
41 Professional Services
1,100
67
423
291
654
587
59%
(31)%
125%
42 Communication
2,500
-
7
-
-
-
-
-
43 Travel
2,000
890
573
66
175
(715)
9%
(88)%
165%
44 Advertising
1,500
1,500
-
438
-
(1,500)
-
-
-
45 Rentals and Leases
394,028
295,521
274,116
325,803
295,521
0
75%
19%
(9)%
46 Insurance
35,455
-
38,416
-
35,455
35,455
100%
-
48 Repairs and Maintenance
500
-
-
-
-
-
-
-
49 Miscellaneous
5,200
4,021
1,030
5,627
2,775
(1,246)
53%
446%
(51)%
Total Operating Expenses
75%
6%
(0)%
Total Expenses
450,514
309,455
317,819
338,374
337,636
28,181
75%
6%
(0)%
Percent of year expired 75.00%
i •
STREET
ROADWAY
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
STREET
STRUCTURES
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
ACTUAL
ACTUAL
2016ANNUAL ALLOCATED
2014 2015 2016
SUMMARY BY EXPENDITURE
TYPE
1,000
2016
2,137 214% - -
48 Repairs and Maintenance
1,500
OVER/(UNDER)
ALLOCATED
- -
% CHANGE
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015
2015/2016
31 Supplies
44,000
40,148
9,685
29,871
17,578
(22,570)
40%
208%
(41)%
35 Small Tools
4,000
118
73
174
11,515
11,397
288%
138%
6515%
41 Professional Services
100
-
-
-
-
-
-
-
-
43 Travel
100
100
-
-
-
-
-
-
-
45 Rentals and Leases
3,400
-
-
-
605
605
18%
-
-
47 Public Utilities
619,827
592,652
500,295
602,468
726,287
133,635
117%
20%
21%
48 Repairs and Maintenance
100
-
-
-
-
-
-
-
-
Total Operating Expenses
Total Expenses
351,100
203,903
214,676
151,496
204,177
113%
24%
20%
35%
Total Expenses
671,527
632,918
510,053
632,512
755,985
123,067
113%
24%
20%
STREET
STRUCTURES
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
STREET
LIGHTING
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER) % CHANGE
ALLOCATED
ACTUAL
2016ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
31 Supplies
1,000
53 2,137
2,137 214% - -
48 Repairs and Maintenance
1,500
- -
- -
Total Operating Expenses
% CHANGE
85%
2016 ANNUAL
ALLOCATED
2014
2015
Total Expenses
2,500
53 2,137
2,137 85%
STREET
LIGHTING
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year expired 75.00%
i A
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
31 Supplies
30,000
1,744
32,652
1,278
1,402
(342)
5%
(96)%
10%
35 Small Tools
500
-
1,235
-
-
-
-
-
-
41 Professional Services
500
403
312
352
339
(64)
68%
13%
(3)%
43 Travel
100
-
-
-
-
-
-
-
-
47 Public Utilities
320,000
201,756
180,477
149,866
202,435
679
63%
(17)%
35%
Total Operating Expenses
58%
(29)%
35%
Total Expenses
351,100
203,903
214,676
151,496
204,177
274
58%
(29)%
35%
Percent of year expired 75.00%
i A
STREET
TRAFFIC CONTROL
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
STREET
SNOW & ICE CONTROL
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER) % CHANGE
ALLOCATED
ACTUAL
2016ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
SUMMARY BY EXPENDITURE
TYPE
3,240 440 871
2016
43 Travel
300 -
37 - -
OVER/(UNDER)
ALLOCATED
Total Operating Expenses
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
(8,546) 8% (87)% 98%
31 Supplies
166,000
123,028
65,136
114,302
104,607
(18,421)
63 %
75%
(8)%
35 Small Tools
2,500
1,868
375
2,621
2,157
289
86%
600%
(18)%
41 Professional Services
100
2
-
230
252
250
252%
-
10%
42 Communication
1,800
1,288
1,051
905
1,080
(207)
60%
(14)%
19%
43 Travel
100
-
-
-
-
-
-
-
-
47 Public Utilities
89,550
59,225
45,409
51,706
47,519
(11,706)
53%
14%
(8)%
48 Repairs and Maintenance
20,000
432
-
935
4,286
3,855
21%
-
359%
Total Operating Expenses
57%
52%
(6)%
Total Expenses
67,000
36,946
34,319
42,898
35,853
(1,093)
54%
25%
(16)%
Total Expenses
1 280,050
185,843
111,971
170,698
159,902
(25,941)
57%
52%
(6)%
STREET
SNOW & ICE CONTROL
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
STREET
STREET CLEANING
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER) % CHANGE
ALLOCATED
ACTUAL
2016ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
31 Supplies
10,000 9,417
3,240 440 871
(8,546) 9% (86)% 98%
43 Travel
300 -
37 - -
- -
Total Operating Expenses
% CHANGE
8% (87)% 98%
ALLOCATED
2014
2015
2016
Total Expenses
10,300 9,417
3,277 440 871
(8,546) 8% (87)% 98%
STREET
STREET CLEANING
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year expired 75.00%
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER)
ALLOCATED
% CHANGE
2016 ANNUAL
ALLOCATED
2014
2015
2016
BDGT
%SPEND
2014/2015 2015/2016
31 Supplies
23,000
12,558
7,946
5,815
11,740
(818)
51%
(27)%
102%
35 Small Tools
1,200
48
49
86
207
158
17%
74%
141%
41 Professional Services
2,200
1,710
45
1,098
225
(1,485)
10%
2340%
(80)%
43 Travel
100
-
-
-
-
-
-
-
47 Public Utilities
37,000
21,445
21,919
33,679
21,744
299
59%
54%
(35)%
48 Repairs and Maintenance
3,500
1,185
4,360
2,221
1,937
752
55%
(49)%
(13)%
Total Operating Expenses
54%
25%
(16)%
Total Expenses
67,000
36,946
34,319
42,898
35,853
(1,093)
54%
25%
(16)%
Percent of year expired 75.00%
STREET
VIDEO & FIBER
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
STREET
SIDEWALKS
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
BUDGET
ACTUAL
COMPARISON OF RESULTS
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
ACTUAL
2016
SUMMARY BY EXPENDITURE
TYPE
2016
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
OVER/(UNDER)
ALLOCATED
2,300 2,300
% CHANGE
(2,300) (89)% -
2016 ANNUAL ALLOCATED
2014 2015
2016
BDGT
%SPEND
2014/2015 2015/2016
31 Supplies
36,800 991
1,141 416
5,524
4,533
15 %
(63) % 1226 %
35 Small Tools
2,000 -
- -
3,384
3,384
169 %
-
48 Repairs and Maintenance
1,500 1,500
- 1,556
-
(1,500)
-
- -
Total Operating Expenses
22%
73% 352%
Total Expenses
40,300 2,491
1,141 1,972
8,908
6,417
22%
73% 352%
STREET
SIDEWALKS
Percent of year expired 75.00%
YTD AS OF SEPTEMBER 30, 2016
11/14/2016 9:52
Percent of year expired 75.00%
wive,
BUDGET
ACTUAL
COMPARISON OF RESULTS
ACTUAL
SUMMARY BY EXPENDITURE
TYPE
2016
OVER/(UNDER) % CHANGE
ALLOCATED
2016ANNUAL ALLOCATED
2014 2015 2016
BDGT %SPEND 2014/2015 2015/2016
31 Supplies
2,300 2,300
372 42 -
(2,300) (89)% -
48 Repairs and Maintenance
- -
- - 8,777
8,777 -
Total Operating Expenses
382% (89)% 20753%
Total Expenses
2,300 2,300
372 42 8,777
6,477 382% (89)% 20753%
Percent of year expired 75.00%
wive,
190