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Priority Based Budget Programs by Department
The lists contained in this document are a snapshot as of September 11, 2018. Some
departmental budgets have gone through Committees and have been forwarded to the Council
of the Whole while others are scheduled to do so soon. Please note that implementing Priority
Based Budgeting is a multi-year effort. The focus during the first stage of implementation is on
the general fund.
„,.„0.;',„iir• ''",*:',,,t,,,:,:.&
General Fund departments whose budgets have gone toG"'ON,Mniittee,':4,gSeptember 11, 2018
are:
• City Council
• Finance
• Public Works and Street
• Parks and Recreation
The data for these departments is coM1101a94reconciledif0„,their current budget numbers.
General Fund departments whose budg4,,,have'syelifq.:99thrduglie Committee process are:
Mayor
• ResourcesHum40. ifi.,,,,„
• Community Development
• CatiA>,,
,
• Police
1P;z8iftr.„...
'"i'''ite"-chnologVi'00d Innovation Services
•
The budget numbers allocated to programs is in draft form. As final reviews of programs are
completed, the program list may expand or condense before final presentation to Council
committees. „,,
,,,,
City Council
PERCENT
PROGRAMS FTE BUDGET CHANGE
,.z.....
2019 4a':2020 2019-20
Legislative Oversight 2.45 196,528 198,485 1.0%
.,.. ..''.*.i..;5"
Governmental Affairs and Appointments 1.95 914286A, 92,579 1.4%
Budget Oversight 2.00 ,,,,76;778W.*:,.. , 80,256 1.9%
Community Engagement and Events 1.6 , '65 522 .A.-"N.:66 705 1.8%
PROGRAM TOTALS ,8 00 .M->432 111 438i025 1.4%
- .
*Priority Based Budgeting was implemented beginning:Wi:fh the 2019-2020 biennium budget.
Therefore; no historical data is available.
.,:•:,x::::w ''''Vii§iiiz.,sx:•,,,,;,:,..,.
Program Descriptions ,..
.,
Legislative Oversight: Study information and gtteAt:kmpeting .wprovide policy direction for City
-,:.:,...:,,, ',..iiift:.::,,,,, '',z:*:,:*i-:.•
services, training and skills
Governmental Affairs and Appointments: Liaise with government entities. Includes travel and
registrations to regional, state, iii*'Optional 60(0.
Budget Oversight:.Study information nd attend meetings to provide budget authority and fiscal policy
direction for City services.
CommunitCEngagemehtifih,dif-'Events: Constituent relations, participation in local groups, and
facilitation of
-,.',..,i..,.,.,, ,,,;.•:,.,'...,,
-•:.*iiiiM:'''
Mayor
PERCENT
PROGRAMS FTE BUDGET CHANGE
2019 2020 2019-20
Public Defense Program 0.20 503,685 505,193 0.3%
Attorney Services 0.00 381,430 381,430 -
Housing 0.53 193:§?.'`°" 198,567 2.5%
Prosecution Services 0.00 e1 9,4`00 189,400 -
Physical/Mental/Dental Well-Being 0.08 162,265 163,069 0.5%
Special Matters Services 0.00 157;500 157,500 -
Minor Home Repair 0.18 155,1€5ifyi'', 156,867 1.1%
Digital Records Center 0.76 131 198° , 134,917 2.8%
Support for Independence 0.03 119,431 119,795 0.3%
Public Records Requests 4,01 119,187 12r34,523 3.6%
Required Citywide Functions 0.25 w 113,180 114: k02 1.1%
Strategic Planning and Policy Implementation 10;.30 ,,,0,11 1,619 113 229 1.4%
Media/External Communications 0 p: 108,692 111,509 2.6%
Community Representation 0. . ,., ,.,,,yp,xa'"' 104,512 105,636 1.1%
Council Agenda/Meeting Functions 0.89 .. 103,910 108,783 4.7%
Records Management 0.85 , 100,489 104,410 3.9%
Digital Communications 0.75 .99,757 102,765 3.0%
Intergovernmental Relations 0 :97,,789 99,449 1.7%
Legislative Affairs Oversight 0.00 g3';333 93,333 -
Commute Trip Reduction/Green lnitiai<<ves 0'40 91,000 91,000 -
Public Safety Plan 0.43 81,155 85,868 5.8%
Internal Communications 0.60 76,677 79,576 3.8%
Ordinance, Resolution:& TMC Development 0.61 67,575 70,314 4.1%
Council Legislative Support .0,,30 65,225 66,727 2.3%
City Clerk Division Administration ,0.41 64,160 65,938 2.8%
City Property Development and'Management 0.33 60,404 61,738 2.2%
Food Insecurwty � `,, 0.08 59,453 60,257 1.4%
Boards Commissions and Committees 0.10 57,863 58,617 1.3%
Meeting Coordination, Scheduling, and Facilitation 0.30 57,187 59,068 3.3%
Essential Public Services 0.44 48,946 50,793 3.8%
Accounts `ayeble 0.30 47,721 49,893 4.6%
Internal Communications 0.25 47,470 48,812 2.8%
Personnel 0.20 40,850 41,815 2.4%
Community Connectors 0.03 39,884 40,248 0.9%
Conferences/Training , 0.10 37,475 37,957 1.3%
Legal/Public Notices 0.21 37,406 38,462 2.8%
Public Safety Plan 0.23 37,239 38,078 2.3%
Organizational Development and Training 0.15 36,982 37,733 2.0%
Elections/Voter Registration 0.01 33,328 33,407 0.2%
City Policy Development 0.18 32,035 32,744 2.2%
Regional Partnerships 0.08 28,637 28,930 1.0%
Employee Recognition Program 0.10 28,240 28,994 2.7%
PERCENT
|�W��/ET� x������E�'
�� ��
' .' E�
'
2019 2020 2019-28
Government Relations 013 25.911 27.432 5.9%
Regional Collaboration 013 22.461 23.415 4.2%
Emerging Issues & Opportunities 0.05 22.291 22.511 1.096
Budgeting/Purchasing 0.10 20,970 21,723 3.6Y6
Training 0.13 4796
Business & Development Attraction and Retention 0.08 1.0%
Destination Development 0.05 2 17,978 1,296
Administration 0.05 1.2%
City Scholarship 0.05 17,120 3.396
Tukwila International Blvd Ro\Ate|izskion 0.0814. 14584 2.0Y6
Resident |nquiheaand Assistance r 13.445 � 5.696
Business Relationships and Satisfaction 13.122 414 2.2%
Citywide Strategic Goals 15122 22Y6
. �
Equity 1 2.896
Special Presentations 11.4f1 1�8��
Special Event Coordination 10440 01,
10.817 3.0%
Professional Ser\Aces0.0 10,000 10.000 -
Administration
� t Essential Services 0.00 8.441 -
School District 0.05 8404 8.043 5.296
Administration 8.342 1.UY6
Records Retention, xoanegemem. xromung. m oeot 7.202 5.5%
Tukwila Works ` 8.384 0.748 57Y&
Budget P �t -�� 6.154 0.498 5.9%
Emergency PreparednesslReipbnse 003 5.884 0.248 6.2%
Lodging Tax Applicati 3 3.665 3.750 2.396
Marketing u Sales to u 3 3.085 3.750 2.396
Marketing m Sales to Day 3 3.005 3.75O 2.5��
Regional Relationships D.03 3.005 3.750 2.896
Counci/ ` 0.00 3.000 3.000 -
pm0qRA'#0r6TALS `����^ ���� 13.5 4.572.007 4.649.873 1.796
vdth the 20Y8-2020 biennium budget.
Program Descriptions
Public Defense Program: Oversight of the Public Defense Program, processing invoices, reports,
complaints. Prepares annual program report. Applies for grant funds to support the program. Oversight
of Office of Public Defense Grant funds. Prepares reports as required.
Attorney Services: Contracted City attorney services
aa,,c
Housing: Funding for and approval/referrals to agencies that provide administration of rent/utility financial
assistance, shelter, or other housing assistance (including hygiene/clothing tangibles).
Prosecution Services: Contracted prosecuting attorney services
Physical/Mental/Dental Well-Being: Funding for and referrals to agencies that provide physical health,
mental health and dental services
Special Matters Services: Legal representation for matters not covered under attorney SeNices
Minor Home Repair: Tukwila serves as the fiscal agent for the Home Repair Program for the Cities
of Tukwila, SeaTac, Covington and Des Moines. On an annual basis, Tukwila applies for the Federal
CDBG funds on behalf of the four cities, that 0*0tributed through King County. None of the cities are
large enough to receive a direct allocation. Vihr*i*me repair''assists very low to moderate income
homeowners with repairs addressing conditiO4such'ea*thorplumb4'And electrical issues, and health
and safety repairs.
ccaakaf,:,a'
Digital Records Center: Identify and prepare ne0Or#S>'designated'as "Essential" for microfilming and
digitization. Coordinate requirements staff and vendors. Coordinate complex technical processes
to merge, enhance, index and import digitized versions jpto the Digital Records Center. Transfer records
to the State Archives.
Support for Independence. Funding and referrals agencies that help people live independently,
support empowered 400§iorli•pg that focuses on stability and self-sufficiency.
Public Records Requests: Public Officer for the City. Intake/distribution of requests, monitor
deadlines, provide searcri,.,:iiOrametei* ,compose communication, facilitate meetings, clarify, create
exemption logs, and fulfill. Perform required City-wide JLARC reporting. Develop and update policies,
review legislative changes and additions; provide direction to City-wide staff; risk management oversight
of potentially litigious requests.
Required Citywide'ThinctionSUbmit documents to King County and follow up with staff and King County
as needed. DigitizeieOrdad`'documents for inclusion in the Digital Records Center.
Strategic Planning and Policy Implementation: Provide strategic direction, set goals, and evaluate policy
choices to best serve the city; Establish priorities, create workplans, monitor progress, evaluate and
assess next steps.
Media/External Communications: Media/External Communications includes communications strategies
targeted to the media, the community, and the public at large. Media/external communications work
includes issuing press releases, the City pages of the Tukwila Reporter, the City's social media pages,
etc. Media/external communications can be digital and/or print.
Community Representation: Participation in a variety of community groups for the purposes of: providing
leadership; offering the city perspective; strengthening community ties; and fostering good relationships.
Tukwila School District, Rotary, Chamber of Commerce
Council Agenda/Meeting Functions: Administer and maintain procedures, software and equipment,
including agenda processing software and recording equipment. Provide direction to staff on Code and
legal requirements and processes and procedures. Facilitate long-range agenda planning meetings,
Executive Session language, and quasi-judicial processes.
Records Management: Administer complex City-wide paper and electronic irecords retention processes
in compliance with State laws. On-going management and guidance"z,fof,'iecords retention through the
City-wide Records Management Program.
Digital Communications: Digital communications include all digital forms of-mooa, such as the website,
social media, video production, Channel 21, etc. Digital communications can be internal or external.
Intergovernmental Relations: "Participation in a variety of for the purposes of maintaining
good relations and open communication with other,OrOhizations providing leadership*d perspective
on shared concerns and issues. Liaise with other governmental entities. Publicly supporta*recommend
legislation that is deemed beneficial to the community.
Regional: Sound Cities Association, King County City Managers/Administrators, Highline
Forum,
State: Association of Washington Cities
Federal: National League of Cities, International City/County Management Association, US
Conference of May0,006.,
Legislative Affairs Oversight: Monitors contracts with federal and state lobbyists that assist the City in
lobbying for legislative matters relevant to the City
Commute ViO:::RetiObtion/Greett Commute Trip Reduction Program Incentives: ORCA Cards,
Incentives;f6Yt Walkers/Bicyclists.
Public Safety Plan: Work on the public safety plan such as providing assistance to affected businesses
Internal Communications: Internal communications includes communications strategies targeted at City
employees about internal projects and programs such as finance deadlines, technology updates, records
management, etc., and how community facing programs and projects may affect day-to-day work in
different departments. Internal can be digital and/or print.
Ordinance, Resolution &TMC Development: Perform policy research and analysis. Assist City Attorneys
and City staff in development of City legislation, ensuring legal consistency with Tukwila Municipal Code.
Electronic distribution of legislation to originating staff, other agencies, and MRSC. Incorporate into the
Digital Records Center and retain and protect original records.
Council Legislative Support: Oversees and coordinates with city staff in preparation for City Council
meetings; Provide information to Council for their deliberation. Support and implement Council policy
decisions.
City Clerk Division Administration: Employee performance reviews; approval of staff time cards; monitor
and write internal contracts for services; departmental procurement; P-Card processing, approvals and
reconciliation.
City Property Development and Management: Coordinating development and managing specific city
owned properties including HealthPoint Health & Wellness Center, New060er site, Tukwila Village
ZAVg"
Food Insecurity: Funding for and referrals to agencies that provide food assistance, creation/distribution
of emergency snack bags distributed by HS
Boards, Commissions and Committees: Provides support to City Boards and Commissions by assisting
with appointments and monitoring terms of appointment and training requiremen‘geceive applications
and compiles memo for Mayor, schedule interviews, as requested, maintains a roster*(th all appointees
and expiration dates, send memos for approved appointment for city council agenda,, issue press
releases, send thank you, regrets and/or congratulations tetters to residents.
Meeting Coordination, Scheduling, and Facilitation: Org46:1#*468 conducts meetings for city staff as
needed. Admin Team, Br-Weekly Meetings, Retreats, Crosi*Ortmental Teams
Accounts Payable: P-Card administration, submitting invoices, eWh,
Personnel:Appointment of Department Directors/staff ife,M001as outlined in the municipal code;Advise
Human Resources on personnel issues; Review grievances 60(66)69 contracts.
Community Connectors:,VOia'sb6Mplunity Connectors Program improves outreach to communities
historically underrepresented in civic processes by utilizing members from these communities to act as
liaisons from their community to the City and civic processes. Liaisons are individuals with deep
connections in their communities, the skills to facilitate outreach and communication into their respective
communities, and the adjJjtyWvrdVide': 4kal)y: ,6nsitive guidance to City staff to achieve a
comprehensive effort. Through building stronger relationships with a broader
range of Tukwila communities, the City will advance social equity by ensuring all Tukwila residents have
equal access to opportunity. V&,„
Legal/Public Notices: PubliS6ipcorpgr6t6:,into the Digital Records Center, distribute and post legally-
required notices for Special Meetings, cancelled meetings, Public Hearings, Executive Sessions, and
ordinance summaries in accordance with State law.
Elections: Liaisdn*ttpKingOnty for processes and ballot measures. Prepare election information for
City Council candidates
City Policy Development: Help the City develop policies. This may include reviewing policy changes
proposed by other departments, participating on policy development teams, and recommending policy
changes
Regional Partnerships: Participation in regional partnerships
Employee Recognition Program: Oversight of the Employee Recognition Program including Annual
Employee Awards, Longevity Awards and quarterly recognition events.
Government Relations: The City works with many other government entities, including the Metropolitan
Park District, the Port of Seattle, King County, tribal governments, state and federal governments. These
relationships are important to maintain and require strong communication skills and knowledge of laws
and regulations to be successful.
Regional Collaboration: In addition to collaborating with other government entities, the City maintains
close relationships and partnerships with nonprofit organizations, businesses, and other community
groups in the region to provide services to our residents, businesses, and visitors.
Emerging Issues & Opportunities: Work not previously identified in the work plan
Budgeting/Purchasing: Budget oversight, supply and inventory maintenance, processing of invoices.
Preparation of correspondence, memos, presentations. Oversightof scheduling for Mayor and City
Administrator.
Training: Staff development training
Business & Development Attraction and Retention: Attracting businesses and developments to
Tukwila. This includes staff time communicating with prospects and businesses considering moving or
expanding, marketing materials, and related work
Administration: General administrative worts..
City Scholarship: Oversight of the City program for high school seniors. Advertises
scholarship, coordinates with local schoolaf,:i.itaceiVakapAreviews'aggitpations, schedules interviews as
needed, administrative support to City Scholarship Committee, for presentation of
recommendations to City Council,.,,coordinatekWith rp(0046fk. :,0',i?ppeaf before City Council, prepares
award letters, certificates ag#*riartiaa,for disbursement of funda'igighools.
Tukwila International BlVdi,Revitalizatid,kAssisting`,16:0 revitalization of Tukwila International Boulevard
.!.$w
Resident Inquiries and Aasistance: Acts as the executive level of contact for resident inquiries and
complaints. Directs and answers 9gaatf,,kpapdadiirCluding coordinate responses between
department See Click Fix -‘',1i0:SpiOdlo isSUei*J4Signed
Relationships Satisfaction: Building and maintain relationships with businesses and
includes tiendance at'bOatnessKakorking events, providing general assistance to businesses, and
helping businesses resolve issues related to the City
Citywide'Strategic Goals: Staff time working on general citywide strategic goals
Equity: The City has a strong commitment to equity in city government, and they desire that all residents,
visitors and employees have the opportunity to reach their full potential, Societal, environmental, and
legal factors, both historic present-day, have resulted in inequitable access to opportunities and
services for some individuals and groups of people. To that end, the City has formed an Equity Team
that is open to all City employees interested in learning more about equity. The City formed the Equity
and Diversity Commission in 1990, now named the Equity and Social Justice Commission. The City has
also held several formal and informal trainings on equity issues. Most recently, the City adopted an Equity
Policy, and is currently working on developing and implementation plan for that policy.
Special Presentations: Prepares and executes presentations to convey city progress.
Special Event Coordination: (Groundbreakings/Ribbon Cuttings, etc.) Attend meetings, assist with all
aspects of planning, organization, sponsorship and promotion of events. Assist with set up and take
down of events, send emails and/or letter invitations or informational items, compile all necessary
resources (reading material, presenters, location, food, etc.), any necessary purchases, coordinate with
other agencies/businesses, get promotional materials designed and made.
Professional Services: Courier services, court filing fees, investigations, temporary assistance
Administration Essential Services: Preparation of correspondence, memos, presentations. Oversight of
scheduling for Mayor and City Administrator. •
School District: The City values the youth in our community, and desires that they succeed. Programs
and partnerships with our local schools include the high school internship support for youth
workforce development, and college/trade school scholarships;SWngol based mental health support.
,,,„„;;;;•,*ip
Destructiort:iRgains
Records Retention, Management, Archiving, & ' manages, archives and disposes of
records. Provides upkeep and organizes ongoing electronic files for ease of use.
• • visitors, and
Tukwila Works: Tukwila Works is an online reportiriTtpigIthat businesr„§,
employees to report and track non-emergency issueS*-Aptgghtiii3O-itys website or via a smartphone
app. Tukwila Works currently tracks the
following issue types: Animal Control, Camping, Code
Enforcement (both private and public property), Garbage/D111, Graffiti, Illegal Parking, Overgrown
Brush/Trees, Potholes, Rental Property 6:99600",, peeding or Traffic Complaints, Stormwater/Sewer
Issues, Traffic Signal/Traffic Sign Issues, issues, 0,45.;;,,. Issues are sent directly to the
appropriate City employee and tracked untiltWssue'T!„1,1:„:„,,
Budget Preparation: Time spent preparing the budget.po'
Emergency Preparedness/Response: ipe spent preparing for and communicating with the public and
employees about emergencies.
.„.„...„„„,„„
Human Resources
PERCENT
PROGRAMS FTE BUDGET CHANGE
2019 ,,,:, :2020 2019-20
Labor Relations 0.70
„„,„„,
134 450;.*,:'<':,'-`142,329 5.86%
....,,,nx,k::‘,
HR General Administration 0.55 84,948ft:2*:, 87,747 3.29%
Classifcation/Compensation 0.50 81981 '''''''''''',,86 106 5.03%
Recruitment 0.55 ,:,',. 78,145 '",;. 8„0,1.08 2.51%
.: :;.,..;,..:,.,
Performance Management/Training 0.45 n.,',..m:',.'s 69,210 71ir462,, 3.25%
Health &Safety 0.3$Y,ii:i:.' 62,656 64,207 '.*‘.,, 2.47%
.,.•:';‘,-if. .,
Policy Development/Compliance Z.10.46 54,343 57,293 '',.':$i*i'5.43%
Civil Service Compliance 00.`', 52,425:: 53,315 '2;28%
Benefit Plan Management 0.30',ii i.'-.1''..', ,..=50.A116
,...',. .,. x,-.i,-- 53,489 5.13%
PROGRAM TOTALS ,.iz,. 4.00 ':..M6:68,733 696,056 4.1%
*Priority Based Budgeting was implemented beginning with the' .: ,,,-2020 biennium budget.
Therefore, no historical data is available.M.,
•,*.::::- , '''',V... .zi:::.;...,, '.. .„::,:':&
Program Descriptions ,.,...*:.: ::;:.>' ‘',,, ,,:,,,:,.::,:k :%.,,.:,,, ,:,zt:,,,,.;•.,;,
Labor Contract/collectiveRelations:.z, b:argaining"Ogotiations. Complaints, grievances, investigations.
-,,_-
,,,,,,,,,
HR General Administration: Brenda
ClassificatiortZeinpensatiohjob descriptions, rep and non-rep
Recruitment: Recruitment for'non-Police and Fire. NeoGov.
Performance ManagerrfeiiiiTrainirit Tracking evaluations; record keeping. Training.
Civil Service Compliance: Recruitment, testing and hiring for Police and Fire.
_.,,..,
Benefit Plah?Uanaciement Managing health, retirement and other benefits. Claims processing.
`
Finance
nance
PERCENT
������ CHANGE PROGRAMS ' FTE '
2019 2020 2018-20
Insurance & Risk Management 0i33 759,706 775811 I12Y6
Finanda| Reporting/CAFR/Audit 0.75 318,804 229,105 4.7196
Utility Billing 1.70 210\949 216,301 2.54%
Cash iehne/Treayurv/8ankinp/Und aimed Property 112 209576 213,696 1.9296
Payroll &Benefit Administration 1.37 19Ei636 203803 3.6Y&
Accounts Payable/Juror Poyrnents/[TR/SCORE/Va|ley Corn I.46 182,024 188,300 3.4596
Business License Administration 1.05 134,948 62_459 -50.81Y6
Budget Preparation 0.67 123,022 143,213 15.41Y6
Adnninistration/Cornmnunication/Teannbuilding 0.37 75,381 77,097 2.28%
Debt Management 0.30 57,523 54,438 -19.3896
Financial Reporting&Analysis for Departments 0.31 63,362 67,061 5.84%
GL/EdenAdrninistration 0.24 59\329 67,174 13.22%
Accounts Receivab|e/MiscBillings/LID 0.38 51,449 55,324 7.5396
Grant Accounting 0.37 501967 72,809 42.86Y6
Sales &Other Taxes 0.30 50,947 96838 90.07%
Public Safety Plan 0.30 48,928 51,216 4.6896
Capital Asset Accounting 0.27 42,762 49600 15.9996
|nvestrnent/CashMana8enoent/report|nQ 0.30 40,020 41,522 3.7596
Indirect Cost Allocation 0.12 33,489 19,620 -41.4196
Long-Range Financial Planning Model 0.10 33,096 33,826 2.21%
Training& Deve|oprnant 0.18 26,498 37,197 2.6496
Emergency Preparedness 0.01 1,678 2,773 5.66V6
PROGRAM TOTALS 12.00 2,671,195 2,747,185 2.8%
*Priority Based Budgeting was implemented beginning with the 2019-2020 biennium budget.
Therefore, nn historical data isavailable.
Program
Insurance and RisO% Maintain adequate insurance coverage for liabilities, property, and
employee e[[VrS �Vi8VVdai0s and file reports 2sneeded.
Financial A|ep0rtincl/CAF udit Preparation and review of aODUa| comprehensive annual financial
report, work with State Auditor, continuing disclosure on EK8K8/\.
Utility Bi||inO: Provides support to the xVader, aGVve[, and surface water management departments.
Provides all aspects of billing services, leak adjustments, financiol reporting, etc.
Cashiehnq/TremoUry/B@Dking/Unu|8irDed Property: This program encompasses daily cash management
functions of the city including cash reoeiotinA, monitoring banking autivity, bank reconciliation, and
reporting of unclaimed property.
Payroll and Benefit Administration: Provide payroll preparation and processing to all City employees,
administer LEOFF 1 pension plan.
Accounts Payable/Juror Payments/CTR/SCORE/Valley Com: Portions of the accounts payable function is
decentralized. Departments review, code, and approve invoices for payment. The Finance department
processes invoices for payment, reviews department coding, and issues 1099s. Juror payments are
handled in conjunction with jury trials. Commute reduction incentives (CTR) are replenished on a monthly
basis.
Business License Administration: Issue and renew business licenses,irOide customer service to both
internal and external customers, review and route applications to other for review before
issuing licenses.
Budget Preparation: Facilitate development of the bienni.g*dget, review and file budget with State
Auditor. Process budget amendments.
Administration/Communication/Team Building: Adrniiti.,team meetings, Finance teawnieetings, team
building, visioning and strategies including continuous work on the strategic plan. Various communications
and reports.
Debt Management: Support judicious borrowing by the City ipin the framework of its written debt
management policy. Finance coordinates *Wiqpnd attorneys, rating agencies and other financial
professionals and provides required reporting and to the State and investors.
,„.. .„. ..
Financial Reporting and Analysis for Departments: Prepare monthly financial reports for
department use.
GL/Eden Administration: Administer and maintain all aspects of the Eden financial accounting system
including users, GL codes, PA codes,..*.
Accounts Receivable/MiS6Billindaittitradka%,and"iraborts outstanding balances owed to the City.
Maintains Local Improvement District#33 database and manages annual assessment billing.
Grant Accounting: This is a decentralized function. The Finance department reviews grant accounting
from departments, recordS:','.ii:aceiptainds, and performs year-end reconciliation.
Sales and Other Taxes: Track and research tax revenue — sales tax, property tax, utility taxes, gambling
tax, admissions tax, parking tax, real estate excise tax and others—to ensure amounts owed the City are
received by the City; analyze trends relative to economic activity to forecast future receipts. Stay apprised
of new developments and make fecommendations for increases. Review and update data in preparation
of financial reporting purposes.
Public Safety Plan: Provide reporting, issue debt specific to the voter-approved public safety plan.
Capital Asset Accounting: Monitor, review and update capital asset records and transactions in preparation
of financial reporting purposes including computation of depreciation.
Investment/Cash Management/Reporting: Manage City-wide funds for safety, liquidity and to earn a
market return commensurate with investment policy benchmarks. Maintain and update investment policy
and investment plan as needed.
Indirect Cost Allocation: Identify costs that should be shared or allocated among departments; design a
methodology to allocate these costs in compliance with Budgeting, Accounting, Reporting System (BARS)
and other authoritative guidance (GAAP). Ensure the costs are allocated each year.
Long-Range Financial Planning Model: Update long-range model to ensure sound financial decisions are
made.
Training and Development: Ongoing training to ensure staff maintains skinevels necessary to excel in
their positions.
Emergency Preparedness: Minimum training levels maintainesiiii::' 4fetyz: policies are complied with,
emergency kits and equipment maintained, and exercises to test preparedness.
'''' ':•,,k';`,,, .,`,,-,*`'
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•,,Z;',5„^:„^„, .„..::?;*i$: ::K,„„,..,„;,,,:;: ,i:;,,,,,,„„ ",:,"
„:,•;,`,,:-X-',Y,<,%,,F,,X.,,. .„ ':::,'',,k,X,, ,f,„7„:::",x,,,,,ty
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Parks & Recreation
Recreation
PERCENT
PROGRAMS FTE BUDGET CHANGE
2019 4'W,2020 2019-20
...w,'
Administration 2.36 470,79.6iii,zz..v' 458,804 (2.55%)
Youth 1.08 427A95 '1,.„ 429,882 0.6%
Events 1.74 273A16'''z-i.:i*i*.:- 280,015 2.3%
,.
Wellness& Enrichment 1.20 - 270'156 'Va
274,908
1.8%
'
Strategic Support 1.45 247,619 :z20' ,379 2.3%
Facility Rentals Rentals 1.25 ,- iz:z:z .z' 232,170 2*0.5.? 1.9%
Senior Services &Programs 1.3$0:i' ' 229,766 234,719i.-, 2.2%
Teen 1.138:Xz:-. 217,904. 221,884'z'i*.izi*'1.8%
Front Desk 1.00'''z' 'ziz::-. 2317;004 220,761 1.7%
Organizational Support Support& Development 0.90 ,11:-0,855 189,244 2.4%
Planning& Development „.-ziini ,-, 0.80 'N::*148,074 151,788 2.5%
......,„,,.,,,
Preschool 0.,84. 1.94A 1/1 106,547 2.0%
Youth Free Services WI: 0.40iX'::z,.,. 86,4BA-,., 87,662 1.4%
,
Volunteer Services '''-ii:"*. 0.44 z,', ,.,.:Wz:::,, 55,83.$.: i:'":::' 57,143 2.3%
,
Green Tukwila x-,..zmzz-,-,„
'Nz, .'::.0-: ,:zW0.33az' ''':*,a3;357
- 34,300 2.8%
,z,zz-zz , .: :, :, -,
Boards &Com missi qn 'zz" ',-.. .0. ',. .,040?' 17;213 17,651 2.5%
PROGRAM TOTALSMY Wi,
.' x-, 16.25 3,216,637 3,255,348 1.2%
*Priority Based Budgeting was implemented beginning with the 2019-2020 biennium budget.
Therefore, no historicalapta is available.
Progra0Wecripticiism,,,
,,
Administration: Provide leadership and.::ipanagement to program area including program budget,
partnership sponsorship opportunities, communication and outreach initiatives, and internship
<,',:i, ,*„.,,,,,
programs.
Youth: Coordinate puth programs that build a positive foundation towards leading a healthy life.
Events: Facilitate opportunities for connection between city staff, Tukwila residents, community
organizations, visitors, and local businesses.
Wellness and Enrichment: Provide physical fitness, sports, and wellness activities to encourage active
and healthy lifestyles. This also includes continued work on the Healthy Tukwila Project and includes
special initiatives and outreach related to healthy beverages, nutrition education, and active lifestyles.
Strategic Support: Strategic support includes providing financial and technical oversight, resource
development, marketing and communication, emergency management and administrative support
functions for the department. Supports strategic direction of the department through the Parks,
Recreation and Open Space Plan and annual budget performance programs aligning with City strategic
objectives. Strategic support also facilitates and maximizes delivery of the department's other core
services.
Facility Rentals: Schedule use of over 20 rental facilities throughout the Parks and Recreation system:
including the Community Center, picnic shelters, ball fields, and rental services (equipment rental).
Senior Services and Programs: Provide recreational, fitness, social, educational and social services for
adults 50 and greater.
Teen: Provide safe, constructive out of school activities that foster positive relationships and self-esteem.
Customer Service (Front Desk): Provide customer service for recreation, community.,a.,,ervices and events.
Organizational Support and Development: Support professional growth and develoPMOnt. of 36 full-time
employees, recruits and trains 150 part-time employees,paintains active memberships with
Recreation and Parks Association and the NationaV;#acreatjOW:and Parks Association, submits
nominations for awards and recognition. Contribute ,:fb>,ditpide organizational efforts through
participation on cross-department committees.
Planning and Development: Planning tha'Apitraparks, trails and open spaces to ensure quality
development and facilities that align with coMMuniiiWaaqa.,,- ServiOealkolude protection of open spaces;
management and implementation of the CapitaftrpprovemOMRrograrrarrd management of parks, trails,
open space, and art projects. -,,
Preschool: Implement play-based preschool program for ages three to five.
Youth Free Services. Offer enrichment aOtivities that foster creativity, community, and connection.
Volunteer Services: Reditriti',acreak,-01aba *nO,,trackVOI`unteers within City Departments to assist with
various needs.s'f5,2-%,,,,,,,
Green Tukwila: Provides environmental stewardship for volunteer programs to improve open spaces
throughout the City. The City is a member of the Green Cities Partnership, implements a volunteer
stewardship program with the goal of restoring Tukwila's parks and green spaces.
Boards and Commissions: Provide staff liaison support, community outreach, and coordination services
to the Arts Commission, Parks commission, and Tukwila Library Advisory Board.
Park Maintenance
PERCENT
PROGRAMS FTE BUDGET CHANGE
2019 2020 2019-20
Parks 5.20 1,101,877 1,133,351 2.9%
Administration 1.70 203,177 ,,:ih,,213,775 5.2%
Planning&Development 0.75 129,242§I;iiiiii::' 132,507 2.5%
Facility 0.90 98 685 ;".:" 102,270 3.6%
Organizational Support&Development 0.15 .25
0;-:848 :i7M,„ 26,501 2.5%
Course Maintenance 0.10 %:,14,210 ''<iiti° 5,254 7.3%
Golf 0.10 ,;' ,ii;: , 10,316 '-119:-M5 2.6%
Boards&Commissions 0.05A'iiiii ,'" 8,616 431;0.4„ 2.5%
,,,,i%,'%*;,,
Strategic Support Q,',0:SY 8,616 8,8341, .ik 2.5%
P ROG RAM TOTALS 'ii0.* 1,600,588 1,651,911 ,W,3.2%
*Priority Based Budgeting was implemented beginning:'*itkthe209:.-2020 biennium budget.
Therefore, no historical data is available.
Program Descriptions
Parks: Provide planned and demand maintenance throughout park system according to established
service levels. Service leve*',:gpjt*frequency'4!:pdin'anlinlghout parks, trails and open space
system. AV"`"--M•i'iii, '*ii,::::::%:*v
-:;,•i,..i:x
Administration: Provide ldership andl*anagementito program area including: program budget, special
projects, stewardship, and overall maintenance of thelparks system and golf course encompassing a
total of 279 acres.
•.•,,,,,,z-,,?•,,,,, '%ii::•:...Q0' ''',:,:iiidi:•ii§iiiiii,
Planning and Development: the CitO"':?P'arks, trails and open spaces to ensure quality.
development'and facilities that airgni with community needs. Services include protection of open spaces,
,,••• ••,
management and implementation of the Improvement Program; and management of parks, trails,
open space, and art projects.
'1:i:'iiiii'•,,, ,:::::: , -,:,,,,:,,
Facility: Perform routine facility inspections at the Tukwila Community Center, Foster Golf Links
Clubhouse, and park facilities. Conducts maintenance and equipment repairs. Contracts and
coordinates preventive maintenance of equipment. Coordinate contracted maintenance and repairs at
the Community Center Golf Links Clubhouse.
Organizational Support:',and Development: Support professional growth and development of 36 full-time
employees, recruits and trains 150 employees, maintains active memberships with Washington
Recreation and Parks Association and the National Recreation and Parks Association, submits
nominations foe awards and recognition. Contributes to City-wide organizational efforts through
participation on cross-departmental committees.
Course Maintenance: Provide leadership and management for Foster Golf Course maintenance to
sustain course playability for community enjoyment.
Golf: Execute maintenance tasks on PGA -rated Foster Golf Links, including maintenance of cart paths,
course accessories, irrigation, landscape, sand bunkers, set course, turf, and equipment necessary to
care for the course.
Boards and Commissions: Provide staff liaison support, community outreach, and coordination services
to the Arts Commission, Parks Commission, and Tukwila Library Advisory Board.
Strategic Support: Strategic Support includes providing financial and technical oversight, resource
development, marketing and communication, emergency managemeniei:onudghadthmeinpiastrrkas.t,ivReecsruepapitioortn
functions for the department. supports strategicrf direction of the department
and Open Space Plan and annual budget performance programs aligningwi rtycostrreatseegrvicicoebsj.ectives.
Strategic support also facilitates and maximizes delivery of the depll.- ; ;;":szt.::tohthCei
s:n:.7;:.:%..., ''':'4"-i,`X:,,'7.::il: ;,,..,;•.„„ X,,:,,,,,i;,, '
„,i;...i:„Xf::.iz•?:„;,.., '''''':ift„ ,.;,,:iiiii .K, --'%.„,,..:;,..:*,n.",
,::z•Si.:,,,:,,' '..",,!,,A. '
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----
Community Development
~���������K�
�
PERCENT
BUDGET �� '=" ��
' PROGRAMS ' ' ' FT�� ' "° ~°
2010 2020 2019-20
DCDAdmhniobation 1.70 318.378 825.506 2.2%
Regional Government Coordination 0.80 150 703, 154,200 2.3%
Customer Inquiries and Assistance 3,40 3.1%
Planning Commission, Board of Architectural Review and
Hearing Examiner 1.34 3.096
Construction Permit Revmw and Inspection 5.49 753,409 2.796
Current Planning 2.38 ���v, 327. 3.0%
Comprehensive Plan Implementation 1. ��� 32�.8O333,131 2.2%
Recycling 57.075 56531 (1.0%)
lrannportahon Demand Management
181.598 1.296
Code Enforcement .876 2.696
Rental Housing .701 144 2.896
Abatement 88.261 89.542 1.2Y6
Permit Intake and Coordination 2.58� 362.099 370.625 2.4%
PROGRAM TOTALS 25�5 3.5l1.558 3.600.417 2.596
*Priority Based Budgeting v�as implemented begipping.,Wth-1he 2019-26'�&,b`lennium budget.
Therefore; no historical data is available.
Program Descriptions
Administration
DCD Administration: Pr&Vt' ag6rhent to program areas including: workplan,
ement, training, city addressing and
operation
R e q|o n 6 nx� tl�m�[di outreach to
neighb,orffig jurisdictions ( 'Hf4using Task Force, Metro/Sound Transit).
C t nide,Hiri i i d As iassign requests from public (such as Public Records
Requests,1��"illding Permit rec6`6 or zoning records).
P|anOinq Co0r�J,,Ssinn, BomrdlJ6fkohibaotUna| Review and Hearinq Examiner: Hold hea[ings, issue
decisions, and DO nS to the City Council OD |GDd use [D@tt8[S as well as appeals
hearings on 8dDliDi iSiODS.
Building ~
Construction Permit Review and Inspection: Review Bui|ding, P(unnbing, Electrical, Energy, and
Mechanical Permits for compliance with State Building Code requirements.
Planning
Current Planning: Review of Building and Construction permits, sign permits, special permissions,
wireless facilities, and review development proposals such as Plats, SEPA, and Shoreline Permits.
Comprehensive Plan Implementation: provide for legislative development of polices and regulation to
implement Washington State Laws related to governance, environment and land use and
implementation of the City Strategic Plan. (Such as Growth Management Act, Shoreline Management
Act, State Environmental Policy Act and Annexation laws).
Recycling: Grant Funded — provides education and support to increase waste prevention and recycling.
Transportation Demand Management: Grand Funded — Increase,00.Tdrivo);alone travel and reduce
vehicle miles traveled.
Code Enforcement: Compliance with the City's laws and regulations for land use,:,tpning, building,
housing, landscaping and environmentally sensitive areas.
,,,,i.fik,%,:::1,,,,,L- \.•,,,,,>,,;',i*,,•*,,,,
Rental Housing: Compliance with City's Rental Housing Ordnance.
,oz,
Abatement: A revolving budget fund to remove a public nuisance.
Permit Coordination
Permit Intake and Coordination: Intake approximately1,800 construction permits, manage review, and
issue approval or denials.
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''-'*xi.':.,,*'„ ,,,:,.,,,,,,,,,,x., ,,:..:.•;$.;:.:%
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Court
PERCENT
PROGRAMS FTE BUDGET CHANGE
2019 2020 2019-20
Court Administration 0.59 112,113 114,574 2.2%
Court Hearings 0.48 96,192 96,353 0.2%
Administrative and Logistical Support for the Judges 0.61 75,089 77,282 2.9%
Law Related Education 0.49; °r�ftiT:.60,798 62,168 2.3%
Scanning 0.61 `!:,1,• 53,604 54,973 2.6%
Customer Assistance and Payment Processing , ,S : 52,029 51,118 -1.8%
Formal&Monitored Probation Supervision 32. 51,057 52,253 2.3%
Compliance Monitoring =°0 SS ., 49,885 51,204 2.6%
Case Preparation 0.48 TM,;,46,857 46,955 0.2%
Warrants 0.36 a 43,688 44,506 1.9%
Law Related Education 0.36 •42;3 r 43/144 2.6%
Commissions,Associations,Boards,and Committees 0.18 34 4h$..u, 35,123 2.1%
Court Interpreter Management ,,,r .`' 0.25 28,309aa s,ye;: 29,050 2.6%
Public Record Act/Subpoena Responses s.;° 0.30 28,262 , 28,,936 2.4%
Court Financial Operations oa17 28,073 28;1647 2.0%
Collections/Write-Offs/Maintenance of Inactive Cases ,',..{0.22 27,634 2�8;259 2.3%
Customer Service '; ,� 0.20 26,513 25,056 -5.5%
Non-Compliance Case Processing(Probation) 0.16 25,582 25,930 1.4%
Court Required Educational Programs ,.x,., 0.16 25,382 25,930 2.2%
Pre-Sentence Investigations 0.14 25,045 25,558 2.0%
Community Work Alternative 0.18 24,964 25,282 1.3%
Judicial Administration � 04.0 24,689 24,722 0.1%
Account Reconciliation and Auditing 'y;; .01.5'' 24,554 25,041 2.0%
Technical Support-Court Case ManagementSystems 020 23,593 24,125 2.3%
Maintenance of Court Records • 0.14 21,751 21,448 -1.4%
LFO Recovery Programs e 0.23 21,539 22,241 3.3%
Policy&Procedures,&Progra Management �.m 0.09 21,409 21,776 1.7%
Adjudication-General Offenses&Traffic 0.07 19,581 19,606 0.1%
Community Service 0.14 19,416 19,628 1.1%
Law Related Education 0.09 18,542 18,884 1.8%
Community Education and Outreach 0.08 18,423 18,605 1.0%
Mail Processing 0.13 16,778 17,094 1.9%
Video Conferencef4111tafron;. 0.10 16,545 16,902 2.2%
Collections 0.12 16,162 16,500 2.1%
Day RepgttThg` 0.10 15,796 16,105 2.0%
RecordsR .Mention/Appeals Management/Mental�Hd lth 0.10 15,484 15,761 1.8%
Bail Bond 0.10 15,484 15,761 1.8%
Law Related E I'ucation 0.05 15,325 15,342 0.1%
Assessment of Eoi4rt Costs/Fines/Restitut(oj 0.05 14,048 14,063 0.1%
Citations/Fines ar d Fees 0.09 12,758 13,023 2.1%
Adjudication-Genetat.gffenses&Traffic 0.09 12,758 13,023 2.1%
Data Input 0.09 12,758 13,023 2.1%
Maintenance of Court Recgb 0.09 12,715 11,916 -6.3%
Jury Manager/Management 0.07 12,712 12,921 1.7%
Public Defender Screening 0.07 12,376 12,582 1.7%
Conflict Counsel-Indigent Defendants 0.05 12,239 12,210 -0.2%
Community Service 0.04 8,203 8,320 1.4%
Non-Compliance Case Processing - 6,339 5,536 -12.7%
PROGRAM TOTALS 9.90 1,399,832 1,418,756 1.4%
*Priority Based Budgeting was implemented beginning with the 2019-2020 biennium budget.
Therefore,no historical data is available.
Court Administration: Manage all non-judicial functions of the court including hiring, termination, court
policy development/input, caseflow management, court financials, technology, business continuity in
the event of a crisis, etc. Responsible for vendor selection and contract negotiations for court Security
Services. Ensure caseflow management meets with the legal requirements according to the law and
court rules; Manage the reimbursement grant for interpreter services which includes reporting activity,
coordinate countywide compliance (Municipal Courts), negotiate interpreter rates. Responsible for
vendor selection and contract negotiations for Court security services. Oversee the court's website and
work with the Executive Branch on keeping the website current; Oversee the installation, maintenance,
operation of all audio/video equipment.
Court Hearings: Preside over all hearings; pc, conditions of release. Arraignments, pre-trials, readiness,
motions, mitigation/contested, jury trials, voir dire, civil protectioni*4pri*,':*ntal health hearings, etc.
Responsible for ensuring a proper record of court hearings is created.
Administrative and Logistical Support for the Judges: Providethdministrative support to the bench and
provide oversite of all non-judicial functions in the e courtroom including entering WOVPO'S, NCO's,
firearm orders, protection orders; Assist attorneys, defendants and those in-custody; Responsible for
Vdt,
managing the jury.
Law Related Education: Attend court and job specific training
Scanning: Laser Fiche
Customer Assistance and Payment ProceStihq: PrOlcustomef*fOce, schedule hearings, process
warrants, process payments; general customer service
Formal & Monitored Probation Supervision: PrOjOe.„c,ogp::'ririiiggo:*pt and monitor compliance;
Review probation files to ensure compliance with case
Compliance Monitoring: Review conditions of sentence and schedule hearings
Case Preparation: Input new case filings
Warrants: qt-0T'!,wlants, Oversee Warrant hearings (motion to recall and expired warrants (Judge);
process Jiidg:eiiiditOkproC64',Warrants as ordered by the judge and in accordance with policy and
procedures
Commissions, Association'Sgbards,'abdommittees: DMCMA & DMCJA committees, trainings
Court Interpreter Management: Maintain database and schedule interpreters for hearings
Public
Record'Abt/Subpoena Responses: Respond to public records requests by providing information
as requested within the guidelines of the law and local court policy.
Court Financial Operations: Manage all financial operations of the court including daily financial
accounting, monthly accounting, budget preparation/management, account reconciliation, etc.
Collections/Write-Offs/Maintenance of Inactive Cases: Process Collections, process 10 year write offs,
expungements and process inactive cases.
Customer Service: Assist customers in person and over the phone including accepting payments,
completing paperwork, scheduling hearings, customer inquiries, etc.
Non-Compliance Case Processing (Probation): File violations, attend hearings, make recommendations
Court Required Educational Programs: Provide/facilitate classes such as DV MRT
Pre-Sentence Investigations: Conduct pre-sentence investigations, make sentencing recommendations
Community Work Alternative: Judge orders commitment, In-court services issues commitments, Jail
Alternative makes sure commitment is completed.
Judicial Administration
Account Reconciliation and Auditing: Reconcile bank statements and JIS accounting records
Technical Support- Court Case Management Systems: Works with the Technology Department
(Executive Branch), court system vendors and AOC to troubleshoot OMM issues. Makes
recommendations for technology improvements
Maintenance of Court Records: Laser Fiche/retention
LFO Recovery Programs: Coordinate the Unified Payment Program (Relicensing Program)
Policy & Procedures, & Program Management: Draft i*al policies for judicial review and0„pproval;
develop procedures for daily processes; Manage the development of programs including: focus,
design and implementation.
Adjudication - General Offenses & Traffic: Adjudicate FTA's upon payment in full; mitigation, contested
hearings
kk:diiA,k„
Community Service: verify hours upon receiptof form. Community service is filed at front counter or
courtroom. Docket entries made re: case. kw.
Community Education ancli.OareidEducate the community and surrounding areas on the law and
judicial processes community events including partnership with schools, churches,
and civic organizations
Mail Processing: ProceSt:jqckomingin4itgpin9mailkai?„
Video Conference Facilitation: of vide&difild .
Collections: Process and refer past due accounts to Collections.
..0MY
Day Reporting: Coordinatetfidsuper,,,day reporting program
Records Retention/Appeals Management/Mental Health: Retention and Destruction schedules; Process
and refer cases to Superior Court RALJ Division; Process paperwork and order mental health
evaluations.
Bail Bonds: Input new bail bonds and process exonerations and forfeiture. Schedule bail bond
hearings and send notices of forfeiture to bonding companies and individuals.
Assessment of Court Costs/Fines/Restitution: Impose required court costs, fees, and restitution
Citations/Fines and Fees: receipt payments for fines and penalties
Data Input: Impute and update case date in the statewide case management system (JIS)
Jury Manager/Management: order/mail/track/summons/prepare payment invoices
Public Defender Screening: Assistance at front counter, probation, and courtroom.
Conflict Counsel - Indigent Defendants: Assign conflict counsel to defendants when necessary
Non-Compliance Case Processing: Admin Reviews/case condition reviews, review hearings for
noncompliance, docket updates.
•',-,:,iii',.i*:„.-,. -,,,,,*,'„,„ '‘.:,-,isili:if..,
-.-„,:::•$„1',,,..„:„,„„ ..,,,,;:.•'›,,:ii*ii,',
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'
Police
u ��o�ce
PERCENT
^ PROGRAMS ' IFTE ` BUDGET CHANGE
' 2019 2020 2019-20
Police Patrol Services 39.10 5,908,000 6,054853 2.5%
Felony and Sexual Crimes Unit(MCU) 1630 2,403841 ZG%
Detention and Incarceration Services 1.00 1,786,647 3.7%
Dispatching Services 0.00 3 2,211,347 2.9%
Police Management and Administration 4.00 1,1�lO66 I69�
Front &Records K4 10.00 8Q � 79�ron Office eco s Management1,14 1188,4` `"'.. "^" ." ... , oz =.,",
Community Policing Team 972, 3.4%
Fleet Management 970,088 767,471 (20.89%)
Narcotics&Street Crimes Team (T4C) 83626854,200 2.1%
TcafficEnforcernentand Crash Investigation Teamn 5918Q7 2.4%
Professional Standards �� 4O9 56��1D 3.59�
. °
Department Training Program 390 157 397,454 1.9%
Critical Incidents and SVVAT(SVVAT&Negoti ions) 256725 266,281 3.7%
Public and Community Relations 188,087 lZ%
Contracted Off-D Security
174,856 -
Evidence &Property K4 170,540 O.6Y�
Auto Theft Task F 160611 2.5%
Animal C t i I31,250 5.O9�
Police K9 Program (Tra ki 137,863 2.596
Recruiting&Hiring(P 67,937 2.4%
Mutual Aid &Large S 39,845 2.8%
T M| Safety[ . 3lll8 2.G9%
Civil Di h Unit 19,825 4.8%
PD Fitness | 18,000 -
poCu 0.00 ��4 ��N -
PF�G � �� �.00 ����1� ��57�O� 1.��
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Pro r I Ions
Police Patrol Se atrol Services is responsible for responding tothe immediate needs of
|Ukvv|a'e citizens. Ing a constant pnesence, both during and between naUa for service, this
Program houses the Cih/S First Responders. The employees assigned tothis Program are also tasked
with nearly all facets of police work, requiring G high-level of expertise and training.
Felony and Sexual Crimes Unit (K8CU): This Program houses our Major C[imes Unit, vvhoea primary
responsibility is to investigate @ wide variety of cri0ee, including ho0iuide, robbery, burg|8ry, felony
eeoau|t, crimes against children and the e|dedy, felony theft, fraud, fongery, sexual asggu|t, n0iSeiDg
peroone, and matters relating to registered sex offenders.
Detention and Incarceration Services: This Program covers all tasks and responsibilities associated with
bringing offenders to justices including the management of our relationships with jails, courts, and all
probation programs.
Dispatching Services: The City contracts with Valley Communications Center to provide dispatching
services.
Police Management and Administration: This Program houses the Police Department's Administration
team, whose goal it is to provide high-level leadership to the Police Department's employees and to ensure
that the City's Strategic Goals and Objectives are communicated to and f040Wed by each employee.
Front Office and Records Management: This Program is tasked with ensuring that the Police Department's
case report data are entered correctly into multiple State and Federal databases and that Public Records
Requests are received and managed in compliance with State and Federal laws. The Program also
ensures that Officers in the street (both Tukwila as well as other Agencies) are provided with a high-level
of support ranging from database queries to verificatio04*rants. aaaaa„
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Community Policing Team: The Community Policing Team (CPT) is aproactive tearft*ftoal main goal of
establishing a relationship between the Tukwila PoliSifesidentsii:,0 business owners, allowing for a
more proactive police role in the community. Patrolling on foot, bicycles, and via traditional vehicles, the
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team partners with community groups to identify opportunitiealOrtboperation and increased safety.
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Fleet Management: This Program manages our relationship with the City's Fleet team as well as our
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interagency monetary transfers. aaaaaaa
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Narcotics and Street Crimes Team: This Program's primary responsibility is to investigate drug and
prostitution related crimes that*-flo:ct the citizenry of Tukwila. The unit also addresses other crimes as
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assigned, often relying on special equipment and undercover skills to conduct those investigations.
Employees assigned to this Program also participate with a variety of Local, State, and Federal
investigators in an effort to curb crime using combiri,resources.
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Traffic Enforcement and Crash Investigation Team: This Program houses the Police Department's Traffic
Unit, which investigates serious traffic incide'tit&*:ctiiktasked with enforcing the City's roadway laws.
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Professional Standards. This Program manages and maintains the Department's localized governing
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policies. Nm,„
Department Training Program: The Department Training Program coordinates and tracks all training
conducted i*ftle Department. For new officers, this means coordinating their Academy experience. For
existing staff, *state requires all officers to attend 24 hours of in-service training every year. In the
Department's effort to provide*hly-trained personnel to the community we serve, that requirement is
often greatly exceeded. a.016'
Critical incidents and tWAT (SWAT and Negotiations): The Tukwila Police Department is an active
member of Valley SWAT, a regional team whose mission it is to support the extraordinary law enforcement
needs of the participating agencies using specialized tactics and techniques. The team is highly-trained
and well-equipped to respond to and effectively resolve a variety of high-risk situations.
Public and Community Relations: This Program establishes an "official" bridge between the Police
Department and the Community by working with news outlets, social media, and the public itself to provide
a more complete picture of the Police Department's employees and the work that they do.
Contracted Off-Duty Security: The Police Department offers the community to request, at a fee, the
presence of officers at a level beyond normal staffing requirements for special events, roadway safety,
and for focused security concerns.
Evidence and Property Management: The primary responsibility of Evidence and Property Management
is to ensure the proper security and chain of custody for property and evidence items taken in by the
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Tukwila Police Department. Maintaining and properly documenting the chain of custody is imperative to
guarding the integrity of the Department's property and evidence system, to better case integrity
and higher chances that stolen items can be returned to their lawful owners.
Auto Theft Task Force: This Program is responsible for the investigation of aiiiop?( auto theft cases and
the presentation of auto theft training to other law enforcement agencies throughout the region.
Animal Control:Control: The City contracts with King County Animal Control to,provide these iep)ces.
Police K9 Program (Sniffing and Tracking): The Department the heightened senses of
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Man's Best Friend to aid in the capture of dangerous offerktlkirecover hidden evidence, and to detect
felonious substances.
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Recruiting and Hiring: This Program is tasked with attracting, ,?yaluating, and hiring top talent.
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Mutual Aid and Large-Scale Incident (Response and Planning): As a,p.„:„.rt,:..„..of a mutual aid agreement, the
Department participates in events that exceed the .,,b;,- , , s.
-s-ii.' limitsof other jurisdictions.
Traffic
Safety Cameras:
Civil Disturbance Unit This team responds to the need pf any city in the region that requires a well-trained
and organized police presence proficient in crowd control for any type of large protest or gathering.
' ' ' ' ' m is to provide the Police Department's
Police Department Fitness Initiative. The goal of
EmployeeA*06::- '.:6::',:§PRorturittiko.TSafely and effectively improve their physical and mental health through
individuaii*Ad'supeNispa:exerciseiiefforts.
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Police Department Quartermaster Program: This Program is tasked with ensuring that Police Department
employees .and teams are properly equipped with the clothing, tools, and supplies necessary for their
assigned tasks.
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Fire
PERCENT
PROGRAMS FIE BUDGET CHANGE
2019 2020 2019-20
Rehab 0.12 20,611 21,175 2.7%
Administration 2.20 472,616 483,939 2.4%
Budgeting 0.58 93 799 .i.' ;', 96,613 3.0%
Logistics 1.50 221,596*-':.' 227,414 2.6%
Recruiting& Hiring 0.15 30;3,4.2,:' 39,275 2.4%
Staffing 0.84 /47242,.. 176,228 2.0%
Reimbursements 0.07 ;:i:';•::::.11'f5SA, 11,436 2.5%
:;',:iX'.:",'" \::.;AZI•- ,
Policies, Procedures, 1.92 ',.',A>'271,077%:::",f,Z.:,, 278,155 2.6%
":•:',":: ,, ,
Report Writing 3.47 ,:,;:z2z:',,,,., 501,817 ';'*":',.k514,901 2.6%
Employee Evaluations 0.51 *:,5:,?'' 84,117 '''.::.X.:: 6.,602 3.0%
Public Records Requests 0..0: 56,469 \*091 2.9%
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Facilities A428 122,272 123,5180?:,, 1.1%
Custodial Services 1:S• ',1::,42 233,8&ii:;,,z,i:::%2.4%228,404
Emergency Response 48L16,,,, 40006 3,084,910 ":'' 2.3%
.. ,„;::,,,,, ,,1"
NON-Emergency Response 5.02 :, ;...0• :1:.:763,499 783,855 2.7%
'..:n,.,; :",:*:::''
Rescue Team, Water, Trench, Rope 0.10 '';",':U';:i '-'‘ 47,225 47,783 1.2%
,.:**41 .,„.,
HazMat Team 0.01 V,,:',:%;,,, 10,592 10,734 1.3%
''' 'W.,,g'.:;* ',.:z*:2-..,„
Deployments : ', .i.0:-. , 0.02 '''*i*':''',178 567 178,655 0.0°/0
Public Services ':X.,:. PM,
, (5,,,,4%%,,:,„ ''*44,891
• ','°,.. 25,567 2.7%
Pre-Fires 2PA:4 30,763 2.7%
''',W.t.
V.,, 1- , .,
3rd Party Maintenance&Testing ,:o:.;. 9!yi:M.,:*i;i*i;,, 22,720 23,304 2.6%
Apparatus and Equipment CI:e*gai, 'P,, Aii66'. ';'W,413,541 424,340 2.6%
Personal Protective Equipment(PPE)ty-w ,„ 1.08 '466,832 171,376 2.7%
Fire Prevention Plan ReVteiCA INSPECTION Puties `' `,•, :,:, 1.19 233,426 237,969 1.9%
Fire Prevention INVESTIGATION Duties0.23 63,162 63,867 1.1%
,.i', '
Fire Prevention Admiiii0ative :
' -,. 046 74,725 76,356 2.2%
Personal Protective Equipment(PPE) %.iQ:„. ? 122,997 126,333 2.7%
Emergency Management Planning " ,i*,. 0,42 91,466 93,430 2.1%
..::::,
COM myt4FroplwcH/E156:006:N EM "'',',:-;:y 0.23 42,218 43,063 2.0%
COMMUNITY OUTREACH/EDUCATION FIRE 0.69 126,965 129,520 2.0%
Emergency Management Assistance Team 0.17 36,496 37,255 2.1%
Emergency Management A4iiiirji„strativeV. 0.67 138,507 141,418 2.1%
Emergency Messaging `,.*?. :,, ':K*:., 0.03 5,965 6,098 2.2%
Training received , 5.21 905,049 925,121 2.2%
Delivery%.0i . ,,,
3.12 518,357 530,894 2.4%
ProfessioneliDewslopment ;iix:. 1.06 197,472 203,402 3.0%
Physical Fitnei,iz::*, .„.i.i.,Riiif 4.18 604,557 620,543 2.6%
Explorer PrograreM, ...,:z$:X:,:' 0.03 4,951 5,095 2.9%
Valley CommunicatkiWig!ii*ergency Radios 0.22 252,071 259,554 3.0%
;:,'
Union Business 0.06 11,402 11,784 3.4%
Health and Safety 0.97 143,503 147,580 2.8%
Inter-Department Support 0.94 137,656 141,888 3.1%
Fleet 1.36 195,827 201,227 2.8%
Special Projects/Tasks 1.90 297,670 306,746 3.0%
Equipment Maintenance and Replacement 1.65 830,252 817,026 (1.6%)
PROGRAM TOTALS 67.00 12,001,593 12,258,720 2.1%
*Priority Based Budgeting was implemented beginning with the 2019-2020 biennium budget.
Therefore; no historical data is available.
Program Descriptions
Emergency Response: Fire, EMS, Rescue, HazMat, report writing, unit readiness, report writing
Training Received: Includes academy's, Blue Card, JATC, video watching and consortium
drills/exercises, individual crew or multi-company drills, Time spent traveling to/from classes, meetings,
conferences, etc.
Equipment Maintenance and Replacement: Cleaning and minor repair of apparatus, small tools, SCBA,
and other specialty equipment and long-term replacement costs
Non-Emergency and Response: Service calls, false calls, others, report writing
Physical Fitness: Daily PT, stretching, equipment and maintenance, '
Training Delivery: Preparing for drills, Training record entry, logistical support,
training/educating public
Report Writing: NFIRS, ESO, research, accident investigations, Station log book
Administration: Administrative meetings, minutes, ernallkphonezt40-, paper, copying, printing, rental
costs, Report Writing
Apparatus and Equipment Check: Include:s000 & Sunday checks, aid gear, SCBA, radio's, hand tools,
power tools maintenance, record keeping,
Special Projects/Tasks: Committees, tasks or4sigriMeffikpp:t covered in one of the categories above,
such as Small Engines, Apparatus Spec committees, JATC committees,
Valley Communications a iri4i:iLifibiCieficy Radios: Includes reviewing/maintaining FRL's, type codes,
mapping & pre-fire inpqt; PSERN, maintenance ar,Io's, charging batteries, City wide emergency radio
program, record keeping, billing etc.
Fire Prevention Plan Review andi'Arrispebtion,„Dutie 'plan review, Special Permit events, building
inspection, new,constructidn00644btione;'f6440:qtions, walk through, Contractor Billable After-hours
OT
Custodial Services: StaiibnClean144nterior/exterior, Saturday & Sunday chores, custodial supplies
LogistiqSiiResearch, Purchasing, delivery, management and inventorying of supplies such as aid
equipment,$,tation supplies, this will also include our aid runs, mail run.
Professional''zDevelopment: Career Development, Coaching, mentoring, discipline, counseling,
certifications, memberships
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Fleet: Our time spent coordinating repairs, Daily and Sunday Checks, Fueling, Pump Testing, apparatus
swap overs, washing, minor maintenance and Long-Term Replacement costs
Deployments: Deployments out of jurisdiction that gets reimbursement
Staffing: Telestaff, Daily Rosters, time cards, maintaining staffing levels, station reassignments, includes
all costs associated with staffing our stations and divisions.
Personal Protective Equipment (PPE) — Suppression: Purchasing and maintenance, inventory, bunker
gear, uniform purchases and cleaning
Health and Safety: Includes Peer Support, Health & Safety Programs, record keeping
Emergency Management Administrative: Other EM Meetings, phone calls, emails ad hoc meetings, NIMS
Compliance, Grant Management, EOC Readiness, DOCs, DERT, Volunteer Management, report writing
Inter-Department Support: FD assisting or supporting other departments programs, such as Community
Connector program, Communication RoundTable,
Community Outreach/Education Fire: Includes Fire Extinguisher classes, 1st Aid/CPR training, Fire
Prevention education, public relations, tours
Personal Protective Equipment (PPE) — Fire Prevention and Inspections: Purchasing and maintenance,
inventory, investigative gear, uniform purchases and cleaning
Facilities: Sta. 51, 52, 53, 54, FMO, EM, including utilities, Repairs, painting, minor maintenance,garbage
& recycling
Budgeting: Research, purchasing, documentation, P-Card tasks,
Emergency Management Planning: Core Capabilities (Planning, Mitigation, Response, Recovery),
Meetings, writing/reviewing/updating plans, CEMP, Hlikk*zarrt Mitigation, COOP/CoG*
Pre-Fires: Research, planning, drawing and maintenance
Public Services: Blood Pressures, public assistance, events, standby, etc.
rd
Party Maintenance and Testing: Coordinatign of outsourcing, repair, inspections, cleaning of hose and
ladders
Rehab: Rehab equipmentiOpPlieip.,,is program does NOT include time spent with the Explorers, nor
your time in Rehab at pAinedent. Time with the Explorers would be captured in Explorer Program, time
in Rehab would be part of Emergency Response.
Union Business: Authorliegi„On-D,M,Oigsiness only, i.e.; Labor Management Meetings.
Reimbursements:irnglyles FEMA, Task Force, EMAt'special teams, Fire Prevention Contractor Billable
HazMat Team: Any Team Time,To* meetings, equipment or tool maintenance, drill time, purchasing,
report writing, etc.
Emergency Messaging Code Red Alerl'&Warning, AHAB, AM Radio Ch 1600, Cable TV Ch. 23,
Explorer Program: Includes Explorer Post 51, Occupational Skills Center (OSC), paperwork, planning,
participation
Technology & Innovation Services
PERCENT
PROGRAMS FTE BUDGET CHANGE
2019 2020 2019-20
GIS Services 0.45 171,378 172,840 0.9%
End-User Infrastructure Service 0.11 163,797 16-4-,224 0.3%
Service Desk 0.98 153,900 ,.".*',31.,:..i '''1 57,660 2.4%
....&.:im:
Tier/Tier 2 Helpdesk -Vitalyst 0.00 152,52, M:'s',1 52,523 -
Mobility Services 0.11 136;07;'' ''' '1"..A7,,;124
1241855 0.3%
,
Business System Management and Support 0.39 123,033, (1.0%)
,..M.LK*..":"'
Research & Development: New Technologies 0.39 ,-..:M71,182 72,8*.. ,;, 2.3%.:,,,,
Justice Center 0.40 .:,," 61,514 63,080 :* „ 2.5%
Transition to Cloud 0:28 53,943 ,,:":, 55,149 *'::iliR2.2%
Business Application Services 0.21',:ig:..':;,„ 52,881.:i:KF 53,632 ''''1'.4%
Vendor Management 0.24 *iM,,43299 44,297 2.3%
Office 365 Training ,4'!,, ,,, 0.10 0009 36,982 1.3%
':i.. *„;,,,.
Business Analysis: Integrations Support, pio*siaici,,io 280:a„ 26,744 1.8%
,
Network Infrastruture Services " ..*:.:. '-`0:00"A..., 24,056ki:), 24,056 -
„
Traffic Camera Server Infrastructure V..*,?:, 0.11 '""i*X',,i*";13,774 ''''W, 14,200 3.1%
Emergency Application Services 0.11',§A,, 4:5:: ::"...`;:' A V74%,„ 14,200 3.1%
Training (TIS Professional Development) W,00."'"" 12,856 12,856 -
Travel
0.199, 12,356 12,356 -
Office Equipment/Leases, ,." ....,::: 00
- T,. ,, 856 856 -
PROGRAM TOTALS ''Wiii::,, .„,,Anii::*'$,;; , 4.Oba 1,324,599 1,337,448 1.0%
*Priority Based Budgeting es impleMented'b4gi,gw:tiiihe 2019-2020 biennium budget.
,:kt.::;,;-4,.::"
7-herefornOiVStdneat„data is:.:Nie`itable.
P rog rp'0,,Descriptions
GIS Services:,Enterprise GIS Application and Service support including emergency services.
End-User Infrastructure Service: End-user hardware services; laptops, desk phones, PC, point of sale,
first responder (rugged tablets cameras).
Service Desk: Advance4troubleshooting, Device Provisioning and Service Fulfilments.
Tier/Tier 2 Helpdesk—Vitalyst: Tier 1/2 support and triage (Basic IT support and Training).
Mobility Services: Cell phones, in-car wireless, virtual private networks, iPads, loT (internet of things 0
connected smart devices)
Business System Management and Support: Maintaining and supporting enterprise application relational
databases to ensure integrity of application data.
Research and Development: New Technologies: Researching, developing, and applying best practices
and/or proof of concept s for new and current technologies that offer improved performance and/or cost
savings.
Justice Center: Materials for technology build-out
Transition to Cloud: Modernizing how service and application are delivered While reducing risk, improving
availability, and increasing stability.
Business Application Services: Business application which include financial, management (fleet,
facilities, parks, and city infrastructure e.g. water, sewer, surface water and street), human resources
support.
Vendor Management: Utilizing outside research and analysis to ensure product selection maintains value
over time and reduce risk.
Office 365 Training: Training for City Staff to fully leverag0:igt(gqi'§-65 capability and realize productivity
gains.
Business Analysis: Integrations Support, Professional Services, Consultation: Applying critical
assessment of existing processes to increase efficiency/productivity and reduce costs.
Network Infrastructure Services,ni,,,,, ""'---
Traffic Camera Server Infrastructure: Traffic Camera Oerver Infrastructure support
Emergency Application Services: Emergency service (Fire and Police) application support.
.....,
Training (TIS Professional Development): Improving efficiency by staying up to date on latest
technologies and
Travel:iBbgget used for local training and travel
Office Equipment/Leases: Daily operating
Public Works & Street
PERCENT
PROGRAMS FTE BUDGET CHANGE
2019 2020 2019-20
Utilities/Alarm/Insurance/PMs 0.15 660,190 , 641,266 (2.87%)
Aii•:-.
Facility Cleaning/Custodians 5.4 592,203 .sii$:.::;::K::,611,361 3.2%
Permits 4.4 567,132,,i ' 582,705 2.7%
CIP/Budget Administration 3.7 565,248%W:;,, 582,106 3.0%
Facility Improvements 2.5 515,3101
''.*"%:':', 526 479
. 2.2%
PW Contracts/Claims/Invoices 2.7 •*•319;406 ',::,: ii'i329,143 3.0%
Tukwila Works 0.85 .•,*m*•110,717 145440 4.0%
„•.-.x%'::::,:, ,-i. -,-,..•:-,
General PW Administration 0.45 ::::M:if: ' 109,746 113;79a 3.7%
•.*:*:,:,
Personnel Issues 0.55;Ale' 103,750 108,570 •.. 4.6%
:.,,. :-.,:-.•-,
Regional Issues 0.55''';:i•i- i*:, 102,136 106,522 '':inz' 4.3%
City Clerk Record Center 0.00 :.:',:ft-„, 10000 100,000 -
''',%.1: „.„'::,•:,:w
TCC Rental Setup/Breakdown/Damage 0.85 82 009
, 84,977 3.6%
. „, --<:,.:,,,%,,,•%
Cleaning Park Restrooms ,,''');, :':*i:.z:',,,0.55 ''k"S0,469 52,119 3.3%
"- :;-,-x*i-,-„,..x,, ..:,.
Council Chamber Setup -,:;::§•.., `'-x04&•, ' i4,43 28,750 3.6%
,%:-...;'•.. -N,,,,.;:x...:9,.-..,„
28,471 5.0%
Emergency Preparedness .'•:.: -.:1; 0 15'','?..: ti:!;*%-,. 27,i20iiX
. : • --.,::: ::,-, •.„, -
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Code Enforcement/Police Bldg Support ':A9.15 4,:,*,,:mizi:iii19,4zto, v 16,450 6.6%
PROGRAM TOTALS '049,W:?:'$,- a,940.;04. ..., 4,027,858 2.0%
*Priority Based Budgeting waSiin,;leinen,41,beginni4iltkAe 2019-2020 biennium budget.
Therefore, no historical data available.
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Program Descriptions— Public Works
UtilitieStAtaiMilnsur4166!PMs: Fixed fees for Utilities, alarm charges, insurance, PMs
FacifitCleaning/Custodiaigust64#0,8, supplies and 25% Tanya
Permits: Private PriYate Development ,
..,:w.
CIP/Budget Administration: Capital Improvement Program Tracking and Budget
Facility Improverri6:61S,,3 FTE: ::&facility repairs and 25% Tanya
Public Works Contracts/Claims/Invoices: Public Works Contracts through Committee and Council
approval along with claims
Tukwila Works: Research and response to See Click Fix's Tukwila Works
General Public Works Administration: Overall PW Supervision
Personnel Issues: Personnel
Regional Issues: Regional Transportation, Water, Sewer etc.
City Clerk Record Center: Rental for City Clerk Records Center
Tukwila Community Center Rental Setup/Breakdown/Damage: TCC
Cleaning Park Restrooms: Custodians clean 5 park restrooms
Council Chamber Setup: Council setup for court/meetings
Emergency Preparedness: Emergency Preparedness
,:.,:,..,,,,
Code Enforcement/Police Building Support: Boarding up private residences for code enforcement/Police
,N.,;.,...e
PERCENT
PROGRAMS FTE BUDGET CHANGE
'
2019 2020 ' .:;:''', ..,:‘;‘,2019-20
Utilities/Surface Water "',.,,ii:p,:op 1,175,000 1,216,000 '''', .i.8.5.y0
__.
Road &Street Admin 030%., 574893 391,082 (4233%)
,,-*,..&„
Traffic Control Devices 1.60".*:,*i':sr.:KZ93;981 302,539 2.9%
Transportation ...*K 1.80 241,954 247,946 2.5%
Street Cleaning 1.60 ''''::,20,505 209,060 2.7%
Tukwila Intl Blvd Bus Stop/StreetS4pe '',',`,*' 1.7..2 195,42 197,263 1.1%
-N$-.. __..;:vix.., _,,,,,,-,.:A
Tukwila Works '-"*..z , 1::80:W,.'., 149 422*.% 153,939 3.0%
` '
St re ets ca pes/Me d i a Landscapingn, '''n. 0;..95 .ii'"'Mii1$.:2437''' 136,752 3.3%
,
Street Lighting ,,:i:M.":",:',N'''''N**i*:, Ii:A,.,.6 A 164;9441- 107,388 2.3%
` '
Snow & Ice Control " ,.., ,',"4.i:.:0.60 78,787 80,885 2.7%
ii.i.n
Video & Fi berW 4,:,;,::: : V0.25 61,184 62,072 1.5%
Structures 0.5 47,163 47,553 0.8%
Sidewalks ',:*iz:. ..,, ,,o:n:*:,-;o:,:.,..m.z .k.,..,, 'tt' 46,652 48,437 3.8%
'" —'''''kziai:,: "
Streets Administration -- 0.30 46,601 47,797 2.6%
PROGRAM TOTALS ,:,, 12.00 3,354,733 3,248,711 (3.16%)
*priority Based Budgeting was implemented beginning with the 2019-2020 biennium budget.
Therefore, no historical data is available.
Program Descriptions— Street Maintenance
gik, „Ar
Utilities/Surface Water: 8*(466 Water, Electricity, Gas
Road and Street Administration: Training, Insurance, Fleet replacement
Traffic Control Devices: Traffic Signals, Signage, & buttons
Transportation: Roadside Cleanup, asphalt & shoulder repairs
Street Cleaning: Sweeping, tree removal, etc.
Tukwila International Boulevard Bus Stop/Streetscape: Tukwila Intl Blvd cleanup and maintenance
Tukwila Works: Citywide response to complaints
Streetscapes/Median Landscaping: Street landscaping
Street Lighting: Repair of metal street light poles
Snow and Ice Control Snow removal & salt brine
Video and Fiber: Video machinery and conduit repair, maintenance
Structures: Any minor structural repairs, graffiti removal on structures
Sidewalks: Sidewalk repair, tree root fixes
Streets Administration: Administrative
,,,:,,Kii:::,:;,„ `,',.;:;::,,,'„?:::•;:,,z,-„,
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''''''''' '''''') :'•:', .,/,.i'aKfziii?:',*i*?:,,k*,,„,rz,„,,,,,,„,,
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2018,2019&2020 General Fund Preview
Overall Goals implement Council adopted policies
• Maintain an 18%general fund ending fund balance
• Maintain a 10%Contingency Fund
* Stay within adopted budget
* Implement Public Safety Plan
• Ongoing revenues match ongoing expenses
2018
Due to the flattening of sales tax revenues,the Administration committed to a 3%underspend to align
expenditures with expected revenues. No capital funding was decreased as a part of this effort. The
underspend was largely achieved through vacant positions.
Current projections show that the General Fund will balance in 2018 and the City will meet its reserve policy of
18%of the previous year ongoing revenue and the contingency policy of 101" of previous year ongoing
s v
revenue.
2019&2020
With the flatteni ng of sales ta and the loss'°of streamlined-sales tax mitigation paymehtsfrom the State,the
Administration expects a shortfall of more than. 3 million per :,ear'in the next biennial budget. The
Administration proposes to align revenues and expenditures in the following ways:
' • Reduce Expenditures
.. . o '3 reduction in department budgets (supplies and services 'excluding Fire, Poli a and Court
o 1.5%reduction-in Fire and Police Department bud ets (supplies and serviCes)
o Overall growth in department'spending limited top.s
• Increase Revenues to offset loss of sales tax
o $350,000 in increases to the gambling tax (1%increase from 10%to 11%)
o $1.5 million in additional revenues from increases to the business license fee (B&O is also an
option,though implementation would be significantly more difficult and time consuming)
Current projections show that these toolswill°allow the City to"maintain a high level of services. Should new
revenues not be implemented, service levels would be decreased.
The following additional assumptions are included in the proposed budget.
• All existing positions have been budgeted;Contractual obligations for'salaries and benefits met
• City's reserve policy of 18%of previous year revenue is met,for 2019 and 2020
• City's contingency policy of 10%of previous year ongoing revenue met for 2019 and 2020
• COLA of'3,0%in 2019 and 2.5%in 2020 . ,
•.. Self-funded Healthcare Fund limited to 5%increase in 2019 and 2020
• Retirement and:industrial insurance updated
• `Funding provided for new`state family leave act-0.04%
. . , t• Insurance,SCORE,ValleyCorn, utilities increased er',bud gets received from these entities
g
ABC D E F I6 H I 11 K L I M N
1 General Fund -Revenue, Expenditures, and Fund Balance
2 Actual Budget Percent Change
3 Projected Adopted Proposed Proposed Actual Budget
4 2016 2017 2018 2018 2019 2020 2016-17 2017-18 2018-19 2019-20
5 Revenue
6 General Revenue
7 Property Taxes $ 14,494,747 $ 14,857,787 $ 15,197,455 $ 15,279,302 $ 15,464,110 $ 15,773,392 2.5% 2.3% 1.2% 2.0%
8 Retail Sales Tax 18,262,544 18,164,227 18,500,000 19,932,102 18,777,500 19,059,163 -0.53 1.8% -5,8% 1.5%
9 Use Tax 645,646 642,974 644,389 675,000 650,000 690,000 -0.4% 0.2% -3.7% 6.2./.
10 Admissions Tax 692,417 726,207 997,047 774,000 911,875 934,475 4.9% 37.3% 17.8% 2.5%
11 Utility Taxes 4,045,916 4,175,013 4,109,449 4,205,513 4,238,200 4,374,610 3.2% -1.6°A, 0.8% 3.2%
12 Interfund Utility Tax 2,146,515 2,265,747 2,180,154 2,205,000 2,394,300 2,433,800 5.6% -3.8% 8.6% 1.6%
13 Gambling/Excise Taxes 3,789,467 3,984,983 4,013,718 4,045,414 4,426,000 4,426,000 5.2% 0.7% 9.4% 0,0%
14 Total General Revenue 44,077,252 44,816,937 45,642,212 47,116,331 46,861,985 47,691,440 1.7% 1.8% -0.5% 1.8%
15 Licenses and Permits
16 Business Licenses&Permits 2,604,857 2,549,626 2,953,850 2,809,790 4,321,400 4,636,400 -2.1% 15.9% 53.8% 7.39'
17 Rental Housing License 45,590 42,300 48,934 49,000 45,000 45,000 -7.2% 15.7% -8.2% 0.0%
18 Building Permits and Fees 1,288,263 1,915,205 1,797,440 1,445,300 2,122,494 2,127,494 48.7% -6.1% 46.9% 0.2%
19 Total Licenses and Permits 3,938,710 4,507,131 4,800,224 4,304,090 6,488,894 6,808,894 14.4% 6.5% 50.8% 4.9%
20 Intergovernmental Revenue
21 Sales Tax Mitigation 1,122,040 1,099,090 1,099,903 1,140,000 840,000 - -2,0% 0,1% -26,3% -100.0%
22 Seattle City Light Agreement 2,092,581 2,263,539 2,266,540 2,200,000 2,400,000 2,470,000 8.2% 0.1./. 9.1% 2.9,%
23 EMS,VNet
24 State Entitlements 373,461 384,458 410,330 425,403 405,250 446,250 2.9% 6.7% -4.7% 10.1%
25 Grants 910,601 943,170 615,321 612,582 881,850 807,817 3.6% -34.8% 44.0% -8.4%
26 Total Intergov't Revenue 4,498,683 4,690,257 4,392,094 4,377,985 4,527,100 3,724,067 4.3% -6.4% 3.4% -17.7%
27 Charges for Services
28 General Government 41,945 48,628 30,230 35,265 56,532 58,532 15.9% -37.8% 60.3% 3.5%
29 Security 1,296,031 1,161,666 876,066 1,174,225 1,322,000 1,362,000 -10.4% -24.6% 12.6% 3.0%
30 Transportation 50,358 (5,663) 36,703 109,000 79,000 79,000 -111.2% -748.2,Y. -27.5% 0.0%
31 Plan Check and Review Fees 807,276 862,500 999,869 905,090 1,148,675 1,168,675 6.8% 15.9% 26.9% 1.7%
32 Culture and Rec Fees 600,810 512,709 545,206 626,500 601,000 601,000 -14.7% 6.3% -4.1% 0.0%
33 Total Charges for Services 2,796,419 2,579,840 2,488,075 2,850,080 3,207,207 3,269,207 -7.7% -3.6% 12.5% 1.9%
34 Fines and Penalties 257,279 270,866 212,102 254,129 270,218 291,718 5.3% -21.7% 6.3% 8.0%
-37 Miscellaneous Revenue 1,168,637 1,070,728 1,043,106 1,043,084 995,723 1,075,722 -8.4% -2.6% -4.5% 8.0%
-sr Indirect cost allocation 2,233,476 2,279,058 3,325,643 2,325,643 2,616,641 2,710,840 2.0% 45.9% 12.5% 3.6%
38 Ongoing Revenue 58,970,455 60,214,817 61,903,457 62,271,342 64,967,768 65,571,888 2.1% 2.8% 4.3% 0.9%
39 Trnsfr Tukwila Village land sale 300,000 - 6,050,000 200,000 200,000 -100.0% -96.7% 0.0%
40 Total Revenue 58,970,455 60,514,817 61,903,457 68,321,342 65,167,768 65,771,888 2.6% 2.3% -4.6% 0.9%
41 Expenditures
42 City Council 327,433 356,375 417,833 430,319 432,111 438,025 8.8% 17.2% 0.4% 1.4°A,
43 Mayor's Office 3,863,399 3,811,076 3,892,078 4,143,651 4,047,843 4,157,664 -1.4% 2.1% -2.3% 2.7%
44 Human Resources 647,426 656,847 646,447 728,083 675,170 692,852 1.5% -1.6% -7.3% 2.6%
45 Finance 2,137,628 2,407,280 2,597,954 2,733,016 2,671,196 2,747,184 12.6% 7.9% -2.3% 2.8%
46 Legal 530,725 664,913 871,964 733,185 711,185 711,185 25.3°/. 31.1% -3.0% 0.0°/.
47 Recreation 2,937,733 3,048,271 3,203,417 3,332,680 3,217,660 3,255,901 3.8% 5.1% -3.5% 1.2%
48 Parks Maintenance 1,454,172 1,351,422 1,501,070 1,459,098 1,599,565 1,651,357 -7.1% 11.1% 9.6% 3.2%
49 Community Development 3,209,879 3,283,547 3,361,316 3,671,160 3,511,557 3,600,417 2.3% 2.4% -4.3% 2.5%
50 Court 1,155,400 1,233,173 1,286,104 1,295,812 1,298,227 1,326,166 6.7% 4.3% 0.2% 2.2%
51 Police 17,855,697 17,481,085 18,026,812 18,999,049 19,373,719 19,669,491 -2.1% 3.1% 2.0% 1.5%
52 Fire 11,554,341 12,066,979 12,244,357 12,432,599 12,451,405 12,719,811 4.4% 1.5% 0.2% 2.2%
53 Information Technology 1,515,809 1,994,956 2,040,976 2,040,671 2,043,933 2,094,564 31.6% 23% 0.2% 2.5%
54 Public Works 3,686,312 3,578,462 3,463,392 3,876,047 3,948,612 4,027,859 -2.9% -3.2% 1.9% 2.0%
55 PW Street Maintenance 2,897,968 3,037,318 3,013,921 3,149,643 3,354,733 3,248,710 4.8% -0.8% 6.5% -3.2%
56 Total Department Expenditures 53,773,922 54,971,705 56,567,641 59,025,013 59,336,916 60,341,186 2.2% 2.9% 0.5% 1.7%
57 Transfers-Debt Service 2,874,831 2,773,452 3,378,914 5,848,580 4,033,861 3,587,190 -3.5% 21.8% -31.0% -11.1%
58 Transfers-Capital,Other 1,451,000 2,564,044 1,588,190 3,691,041 1,619,600 1,621,950 76.7% -38.1% -56.1% 0.1°/.
59 Transfers-Contingency 433,682 180,715 92,672 58,568 210,000 -58.3% -48.7% 258.6%
60 Total Transfers 4,759,513 5,518,211 5,059,776 9,539,621 5,712,029 5,419,140 15.9% -8.3% -40.1% -5.1%
61
62 Total Expenditures 58,533,436 60,489,916 61,627,417 68,564,634 65,048,945 65,760,326 3.3% 1.9% -5.1% 1.1%
63 Change in Fund Balance 437,019 24,901 276,040 (243,292) 118,823 11,562 -94.3% 1008.6% -148.8% -90.3,Y.
64 Beginning Fund Balance 11,402,617 11,839,636 11,864,537 11,864,537 12,140,577 12,259,400 3.8% 0.2% 2.3% 1.0%
65 *Ending Fund Balance $ 11,839,636 $ 11,864,537 $ 12,140,577 $ 11,821,245 $ 12,259,400 $ 12,270,962 0.2% 2.3% 5.5% 0.1%
66 *Reserve Policy:18%of $ 10,614,682 $ 10,838,667 $ 10,838,667 $ 11,142,622 $ 11,694,198
67 previous year ongoing revenue 1
68 Contingency reserve policy 10% 5,793,242 5,881,178 6,051,432 6,200,000 6,500,000
-69-- 11
9/11/2018 5:17 PM