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Home My WebLink AboutCDN 2018-09-25 Item 2E - Budget - 2019-2020 Biennial Budget: Community Development / Golf CourseCity of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Community Development and Neighborhoods Committee FROM: Jack Pace, Department of Community Development Director CC: Mayor Ekberg DATE: September 14, 2018 SUBJECT: 2019-2020 Community Development Budget ISSUE City departments are developing their proposals for the 2019-2020 biennial budget while also incorporating methods of Priority Based Budgeting (PBB). The 2019-2020 biennial budget will include general fund department budgets allocated to programs. The City Council requested that individual departmental budgets be presented to its standing committees as they become available. BACKGROUND In 2017 and 2018, the department experienced several staff vacancies and due to the limited job market, the positions have been difficult to fill. This has resulted in some labor savings in 2017 and 2018. There has been an increase in development activity. In 2017, the department processed 1,750 construction permits with a valuation over $122 million. This is an increase of valuation of $28 million from 2016. As of July 2018, the department processed 1,059 construction permits with a valuation of $106 million. In 2019, the department will be processing permits for the various Tukwila School District projects, two hotels, and a large redevelopment project on the United Grocers site. DISCUSSION The following will summarize the proposed changes to the Community Development budget: Changes from 2017-2018 Budget 3% Reduction ($110, 619) The reductions in the department were made to accounts that would have the least impact on service; accounts such as travel, supplies, professional service, and overtime. Actual usage was a criterion on which reductions were based. Overall, budget reductions will limit the department's flexibility to deal with changing demands. 41 INFORMATIONAL MEMO Page 2 Grant Funding The Recycling Program in 2019 / 2020 will have a grant reduction of 14% with a proposed budget of $32,910 per year. The Transportation Demand Management (TDM) grants will be reduced from 2018 levels in 2019 and 2020.Starting in mid-2019, without additional grant funding, the budget will be $74,205 for 2 years or $37,100 per year. With the reduced grant funding, the FTE count will decline from 2 FTEs to 1.5 FTEs. As part of the Shoreline Master Plan update, the department received a $20,000 grant. $5,000 will be spent in 2018 and $15,000 in 2019. For the update of the Buildable Lands Report, the department will receive a $5,000 grant. 2019-2020 Revenues The department projects estimate for revenues per year are: • Grants $117,910, • Pass Thru Fees $152,000 • Application Fees $2,211,322 Priority Based Budgeting The priority -based budget breakdown by program area can be found in the budget document. The programs that are dealing with the Comprehensive Plan, Current Planning, Construction permits, and public records are mandated by the State (such as Growth Management Act, SEPA/State Building Codes). Other programs such as Rental Housing, and Code Enforcement are mandated by Tukwila Municipal Code. New Proposal The department is proposing to replace the existing permitting software (Trakit) with a new vendor. The current system vendor has changed companies three times and has not met the contract commitment to respond to service needs, such as implementing eTrakit. The estimated cost ranges from $100,000 to $500,000 depending on if it is a subscription based or licensed product. This proposal will be funded by the DCD technology fee. In 2019, staff would review options and make a selection. Implementation would occur in 2020. RECOMMENDATION Staff is seeking committee feedback on the proposed department budget and direction to forward it for discussion at the October 8, 2018 Committee of the Whole. Other steps in the overall budget review process will include Council -led work sessions, the Mayor's formal budget delivery on October 1st, community outreach, and a public hearing. ATTACHMENTS -Draft 2019-2020 Community Development Budget 42 Community Development w,�D�� D[D Director (1) Assistant tothe Director (1) | DeputyD[D Director (1) Urban Environmentalist (.5) -DM Program 3rantFuoded (l.5) planning pervisor(l) Perm it Coordinator (1) Admin Support Technician(3) Senior Planner (3.JS) Assistant Planner (2.75) Adnnin5upport Technician (1) Code Enforcement officer (3) AdminSuppnrt Technician (1.5) | Building Off icia (1) Senior Plans Examniner(1) Plan-, Examiner (1) _ Combination |nspector(Z) Senior Electrical inspector (1) 44 DEPARTMENT: Community Development (08) FUND: General RESPONSIBLE MANAGER: Jack Pace Description FUND NUMBER: 000 POSITION: Director The Department of Community Development is organized into three divisions: Building, Permit Coordination, and Planning and Community Services. Administration oversees the functions of Building, Planning and Permit Coordination and provides reception and clerical support to the department. The Director is the SEPA responsible official for environmental review, chairman of the Development Review Committee and Short Subdivision Committee, and coordinator of regional planning issues. 2017-2018 Accomplishments ♦ Adopted updated landscape and tree codes to implement Comprehensive Plan tree canopy goals which will improve the health and aesthetics of residential neighborhoods and development. Strategic Goals 3 & 4. ♦ Conducted extensive marketing and outreach to modify Tukwila's transportation mode split including outreach to diverse communities, such as Veterans, individuals with limited English proficiency, and elderly and low-income populations using the CTR grants. Strategic Goals 3 & 4. ♦ Adopted updates to Accessory Dwelling Unit regulations along with an ADU amnesty program to improve life safety conditions. Strategic Goals 1 & 2. ♦ Partnered with non-profit housing developers to increase affordable housing options. Strategic Goals 1 & 2. ♦ Enhanced the Rental Housing Licensing and Inspection Program with an additional half time support tech. Strategic Goal 2. ♦ Completed several large construction projects such as the 19 story Hotel Interurban, 5 story Holiday Inn Express, SHAG Tukwila Village Senior Living Buildings D, E, and Community Commons Building C, and 4 story Woodsprings Suites Hotel. Received and reviewed plans for Foster High School $34 million addition/remodel, and 3 story Quail Park Senior Housing. Began construction on 7 story Sterling Southcenter and Chick-Fil-A drive through. Strategic Goals 1, 3 & 4. ♦ Maintained a 24-hour turnaround time for building inspections. Strategic Goals 2 & 4. ♦ Issued 2,809 permits valued at $228,430,530 and revenue of $6,110,505 Strategic Goal 3 ♦ Conducted 74 Pre -application meetings for potential projects Strategic Goal 3 ♦ Continued Business & MF Recycling & Composting Outreach. Strategic Goals 3 & 4. ♦ Assisted the Tukwila School District in implementing their Capital Facilities improvements. Strategic Goal 2. 45 ♦ Assisted PW in seeking funds for implementation of the Longacres improvements. Strategic Goals 1, 3 & 5. 2019-2020 Outcome Goals ♦ Implement an ADU amnesty program for existing unpermitted units Strategic Goals 1 & 2 ♦ Adopt TIB regulatory updates to implement the Comprehensive Plan vision Strategic Goals 1 & 2 ♦ Adopt revised regulations for Tukwila South prior to expiration of the development agreement in 2023 Strategic Goals 3 & 4 ♦ Update Sensitive Area regulations to meet best available science and State requirements Strategic Goals 1 & 5 ♦ Update Tukwila's Sensitive Area maps to reflect new regulations and mitigation actions Strategic Goals 1 & 5 ♦ Update Tukwila's Shoreline Master Program to meet State requirements Strategic Goals 1 & 5 ♦ Review and update short term rental regulations and residential definitions Strategic Goals 1 & 5 ♦ Create an educational campaign for new tree regulations Strategic Goals 1 & 5 ♦ Continue Business & MF Recycling & Composting Outreach. Strategic Goals 3 & 4. ♦ Modify Tukwila's transportation mode split through extensive marketing and outreach including diverse communities, such as Veterans, individuals with limited English proficiency, and elderly and low-income populations using the CTR grant. Strategic Goals 3 & 4. ♦ Begin Buildable Lands data gathering and analysis ♦ Implement online permit applications and electronic plan review. Strategic Goal 4. ♦ Adopt and implement State 2018 I -Codes in 2020. Strategic Goal 3 & 4. ♦ Implementation of BlueBeam Electronic Plan Submittal and Review. Strategic Goal 3 & 4. ♦ Implement a 90% paperless plan review process. Strategic Goal 3 & 4. ♦ Implementation of over the counter permit process. Strategic Goal 3 & 4. ♦ Continue to maintain a 24-hour turnaround time for building inspections. Strategic Goal 3 & 4. ♦ Continue to improve plan review turnaround time. Strategic Goal 3 & 4. 46 2019-2020 Indicators of Success ♦ Development permits accepted online, and plans reviewed electronically. ♦ Transportation mode split shows higher usage of transit, van pools, bicycling and walking. ♦ Continued improvement in rental housing conditions. ♦ Implementation of Tukwila International Boulevard policies and strategies. ♦ Short review times for development permits (Electrical Permit / Plumbing /Gas Permits). Budget Change Discussion Salaries & Benefits. COLA increases were applied to salaries, and benefits were adjusted to account for changes in healthcare and retirement. Two staffing changes were included in the 2019-2020 budget: 1) a reduction of .25 FTEs for the Transportation Demand Coordinator which is partially grant funded and 2) a Senior Planner (1 FTE) had retired, and the position was replaced with an Assistant Planner position (1 FTE). Supplies. Supplies for 2019 and 2020 were decreased by $13,000 compared to the 2018 budget as part of the effort to reduce departmental expenses by 3%. Services. Overall, the services category was reduced by about $85,000 for 2019 and 2020 with most of the amount coming from the Professional Services line. The reduction reflects the effort to reduce expenditures and should have the least impact on the Department's services. Intergovernmental. The Metro CTR (Commute Trip Reduction) program line in this category remains unchanged from the 2018 budget. 47 Department Detail: Staffing and Expenditure by Program PROGRAMS FTE BUDGET PERCENT 2019 2020 2019-20 Construction Permit Review and Inspection 5.49 733,781 753,409 2.7% Customer Inquiries and Assistance 3.48 375,449 387,221 3.1% Permit Intake and Coordination 2.50 362,099 370,625 2.4% Current Planning 2.39 327,214 339,118 3.6% Comprehensive Plan Implementation 1.90 325,989 333,131 2.2% DCD Administration 1.70 318,379 325,506 2.2% Code Enforcement 2.48 267,876 274,961 2.6% Planning Commission, Board of Architectural Review and 1.34 182,373 187,783 3.0% Hearing Examiner Trasnportation Demand Management 1.50 181,598 183,851 1.2% Regional Government Coordination 0.80 150,703 154,200 2.3% Rental Housing 1.53 140,761 144,739 2.8% Abatement 0.30 88,261 89,342 1.2% Recycling 0.11 57,075 56,531 (1.0%) PROGRAM TOTALS 25.5 3,511,558 3,600,417 2.5% *Priority Based Budgeting was implemented beginning with the 2019 - 2020 biennium budget. Therefore; no historical data is available. Program Descriptions Building Construction Permit Review and Inspection: Review Building, Plumbing, Electrical, Energy, and Mechanical Permits for compliance with State Building Code requirements. Administration Customer Inquiries and Assistance: Respond to or assign requests from public (such as Public Records Requests, Building Permit record, or zoning records). DCD Administration: Provide leadership and management to program areas including: workplan, program budget, contract management, personnel management, training, city addressing and operations. Regional Government Coordination: Participating on regional committees and task forces, outreach to neighboring jurisdictions (K4C, IJT, Housing Task Force, Metro/Sound Transit). Planning Commission, Board of Architectural Review and Hearing Examiner: Hold hearings, issue decisions, and make recommendations to the City Council on land use matters as well as appeals hearings on administrative decisions. 48 Permit Coordination Permit Intake and Coordination: Intake approximately 1,800 construction permits, manage review, and issue approval or denials 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 regulations 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 improve waste prevention and recycling Transportation Demand Management: Grand Funded - Increase non -drive alone travel and reduce vehicle miles traveled Code Enforcement: Compliance with the City's laws and regulations for land use, zoning, building, housing, landscaping and environmentally sensitive areas Rental Housing: Compliance with City's Rental Housing Ordinance and inspection requirement Abatement: A revolving budget fund to remove public nuisances Expenditure Summary Community Development Actual Budget Percent Change Projected Expenditures By Program 2016 2017 2018 2018 2019 2020 2018-19 2019-20 Administration $ 341,670 $ 353,189 $ 369,561 $ 380,509 $ 373,947 $ 381,914 -1.72% 2.13% Planning 1,036,220 1,169,715 1,225,900 1,285,783 1,203,005 1,238,980 -6.44% 2.99% Code Enforcement 392,069 389,566 442,287 533,335 475,685 487,594 -10.81% 2.50% Permit Coordination 445,636 359,905 322,940 411,455 419,769 430,112 2.02% 2.46% Building Division 723,733 714,434 691,769 871,623 814,819 836,069 -6.52% 2.61% Recycling Program 44,951 45,304 50,299 46,000 42,734 41,900 -7.10% -1.95% TDM Program 225,600 251,434 258,561 142,455 181,599 183,848 27.48% 1.24% Department Total $3,209,879 $3,283,547 $3,361,316 $3,671,160 $3,511,557 $3,600,417 -4.35% 2.53% Community Development Expenditures By Type Actual Budget Percent Change 2016 2017 Projected 2018 2018 2019 2020 2018-19 2019-20 Salaries & Wages $2,004,026 $2,088,314 $2,083,881 $2,247,104 $2,256,626 $2,314,063 0.42% 2.55% Personnel Benefits 729,138 785,376 801,218 949,760 879,203 912,681 -7.43% 3.81% Supplies 35,947 61,983 39,441 35,680 22,680 22,680 -36.43% 0.00% Services 425,358 339,944 435,859 437,616 352,048 349,993 -19.55% -0.58% Intergovt. Svcs & Taxes 15,410 7,930 916 1,000 1,000 1,000 0.00% 0.00% Department Total $3,209,879 $3,283,547 $3,361,316 $3,671,160 $3,511,557 $3,600,417 -4.35% 2.53% 49 Expenditure Detail - Salaries & Benefits Salaries are based on actual costs for existing positions and include a cost of living adjustment per contractual agreements. Community Development Position Description 2018 FTE 2019 FTE 2019 Budgeted Salaries Benefits 2020 FTE 2020 Budgeted Salaries Benefits DCD Director 1 1 $ 160,210 $ 56,556 1 $ 163,368 $ 58,269 Deputy DCD Director 1 1 132,837 58,601 1 135,432 60,533 Assistant to the Director 1 1 83,083 35,970 1 84,840 37,307 Planning Supervisor 1 1 120,248 50,086 1 122,760 51,891 Senior Planner 3.25 3.25 320,827 89,835 3.25 332,330 93,460 Assistant Planner 1.75 1.75 166,448 44,130 1.75 172,914 45,994 Urban Environmentalist 0.5 0.5 51,980 11,087 0.5 53,328 11,394 TDM Coordinator 1.75 1.5 83,352 24,230 1.5 83,200 24,583 Code Enforcement Officer 3 3 198,374 104,936 3 203,288 109,427 Permit Coordinator 1 1 79,731 38,614 1 81,312 40,070 Building Official 1 1 124,844 47,725 1 127,752 49,457 Senior Electrical Inspector 1 1 91,804 37,373 1 94,072 38,891 Senior Plans Examiner 1 1 73,080 34,553 1 74,920 36,036 Combination Inspector 2 2 146,335 81,327 2 149,640 84,832 Plans Examiner 1 1 75,201 33,001 1 77,314 34,332 Admin Support Technician 4.5 4.5 272,714 120,408 4.5 280,172 125,245 CTR Coordinator - Grant Funded 18,192 4,113 18,192 4,113 Extra Labor 47,672 4,724 49,536 4,909 Overtime 9,694 961 9,694 961 Clothing Allowance 975 975 Department Total 25.75 25.50 $ 2,256,626 $ 879,204 25.50 $ 2,314,063 $ 912,681 50 Expenditure Detail - Supplies, Services and Other Supplies include office and operating supplies, resale items for programs, and small tools. Services include professional services, travel, operating leases, equipment rental and replacement costs, utilities and repair & maintenance, among others. Intergovernmental includes pass -through grant funds. Community Development Account Name, Purpose Actual Budget 2016 2017 Projected 2018 2018 2019 2020 Salaries $ 1,934,610 $ 2,028,438 $ 1,980,568 $ 2,199,436 $ 2,181,068 $2,236,641 Extra Labor 66,250 53,079 82,420 36,574 65,864 67,728 Overtime 3,165 6,796 20,894 11,094 9,694 9,694 FICA 149,893 156,066 156,998 172,850 172,823 176,893 Pension 219,685 243,041 256,030 265,439 279,482 286,549 Industrial Insurance 15,261 15,762 14,124 25,899 22,280 24,439 Healthcare 343,748 369,897 371,154 482,597 403,643 423,825 Unemployment - - - - - - Clothing Allowance 551 610 2,912 2,975 975 975 Total Salaries & Benefits 2,733,164 2,873,690 2,885,099 3,196,864 3,135,829 3,226,744 Supplies 35,947 61,802 38,946 35,180 22,180 22,180 Small tools - 181 495 500 500 500 Total Supplies 35,947 61,983 39,441 35,680 22,680 22,680 Professional services 223,024 242,200 225,379 203,900 129,654 128,820 Communication 4,548 9,633 8,737 6,500 7,280 7,280 Travel 5,682 5,054 11,120 13,800 5,000 5,000 Advertising - 303 - - 300 300 Operating leases 17,551 16,836 11,687 12,954 20,931 19,710 Utilities 1,704 2,662 1,849 2,500 2,500 2,500 Repair and maintenance 60,192 11,404 21,371 53,185 52,635 52,635 Miscellaneous 112,657 51,852 155,717 144,777 133,748 133,748 Total Services 425,358 339,944 435,859 437,616 352,048 349,993 Intergovernmental 15,408 7,642 500 1,000 1,000 1,000 Excise Taxes 1 289 416 - - - Total Other 15,410 7,930 916 1,000 1,000 1,000 Total Community Development $ 3,209,879 $ 3,283,547 $ 3,361,316 $ 3,671,160 $ 3,511,557 $ 3,600,417 51 DEPARTMENT: Comm. Dev. (08) FUND: General RESPONSIBLE MANAGER: Jack Pace Description DIVISION: Administration FUND NUMBER: 000 POSITION: Director The Community Development department is organized into three divisions: Building, Permit Coordination, and Planning and Community Services. Administration oversees the functions of Building, Planning, and Permit Coordination and provides reception and clerical support to the department. The Director is the SEPA responsible official for environmental review, chairman of the Development Review Committee, and Short Subdivision Committee, and coordinator of regional planning issues. Expenditure Summary Community Development - Administration Expenditures Actual Budget Percent Change 2016 2017 Projected 2018 2018 2019 2020 2018-19 2019-20 Salaries & Wages $ 226,899 $ 234,241 $ 240,620 $ 236,194 $ 244,793 $ 249,708 3.64% 2.01% Personnel Benefits 84,673 86,188 92,105 97,335 92,674 95,725 -4.79% 3.29% Supplies 16,103 21,268 12,647 9,680 9,680 9,680 0.00% 0.00% Services 13,994 11,205 23,772 37,300 26,800 26,800 -28.15% 0.00% Intergovt. Services & Taxes 1 289 416 - - - 0.00% 0.00% Expenditure Total $ 341,670 $ 353,189 $ 369,561 $ 380,509 $ 373,947 $ 381,913 -1.72% 2.13% Expenditure Detail - Salaries and Benefits Salaries are based on actual costs for existing positions and include a cost of living adjustment per contract agreements. Community Development - Administration Position Description 2018 FTE 2019 FTE 2019 Budgeted Salaries Benefits 2020 FTE 2020 Budgeted Salaries Benefits DCD Director 1 1 $ 160,210 $ 56,556 1 $ 163,368 $ 58,269 Assistant to the Director 1 1 83,083 35,970 1 84,840 37,307 Overtime 1,500 149 1,500 149 Total 2 2 $ 244,793 $ 92,674 2 $ 249,708 $ 95,725 52 Expenditure Detail - Supplies, Services and Other Supplies include miscellaneous office supplies. Services include professional services, travel, operating leases, equipment rental and replacement costs and repair & maintenance, among others. Community Development - Administration Account Number Actual Budget 2016 2017 Projected 2018 2018 2019 2020 000.08.558.710.31.00 Supplies - Office $ 16,103 $ 21,268 $ 12,647 $ 9,680 $ 9,680 $ 9,680 Total Supplies 16,103 21,268 12,647 9,680 9,680 9,680 000.08.558.710.41.00 Prof Svcs - Consulting secs 750 107 7,172 10,000 - - Prof Svcs - pass through - - 5,000 10,000 10,000 10,000 000.08.558.710.43.00 Travel - Meals, parking, mileage 2,042 824 734 500 500 500 000.08.558.710.45.00 Rental - Operating leases and rentals 7,590 4,573 3,534 4,800 4,800 4,800 000.08.558.710.48.00 R&M - Repairs and maintenance 1,289 1,247 727 500 500 500 000.08.558.710.49.00 Misc - Registration - annual training and seminars 1,064 2,546 976 2,500 2,500 2,500 000.08.558.710.49.30 Misc - Memberships - APA, WA City - - 798 500 500 500 Planning Directors Assn., and American Planning Assn. 000.08.558.710.49.40 Misc - Memberships and training 659 1,283 4,831 6,000 6,000 6,000 000.08.558.710.49.53 Misc - Hearing Examiner Fees 600 625 0 2,500 2,000 2,000 Total Services 13,994 11,205 23,772 37,300 26,800 26,800 000.08.558.710.53.00 Taxes & Assmnts - Excise Tax 1 289 416 - - - Total Intergovernmental 1 289 416 - - 000.08.594.600.64.00 Capital - Machinery and Equipment - - - - - - Total Other - - - - - Total Supplies, Services and Other $ 30,098 $ 32,761 $ 36,835 $ 46,980 $ 36,480 $ 36,480 53 DEPARTMENT: Comm. Dev. (08) FUND: General RESPONSIBLE MANAGER: Jack Pace Description DIVISION: Planning FUND NUMBER: 000 POSITION: Director The Planning Division is responsible for processing applications for development under the Zoning Code, Subdivision Ordinance, Sign Code, SEPA Ordinance, Comprehensive Plan and Shoreline Master Program. The development process includes preparation of staff reports for the Planning Commission, Board of Architectural Review, and Hearing Examiner. Per the Growth Management Act, the division manages the update of the Comprehensive Plan through the Planning Commission and City Council. This also involves coordination of issues through other agencies of the State, County, and other cities. This division also manages the City's residential and commercial recycling program, Code Enforcement, Rental Housing Program, and administers the community -wide Transportation Demand Management (TDM) program and GIS service for the department. Expenditure Summary Community Development - Planning Expenditures Actual Budget Percent Change 2016 2017 Projected 2018 2018 2019 2020 2018-19 2019-20 Salaries & Wages $ 752,743 $ 813,109 $ 838,297 $ 863,802 $ 862,301 $ 888,035 -0.17% 2.98% Personnel Benefits 239,947 268,154 284,687 312,846 274,598 284,839 -12.23% 3.73% Supplies 4,932 6,106 8,087 8,000 4,500 4,500 -43.75% 0.00% Services 38,599 82,345 94,828 101,135 61,606 61,606 -39.09% 0.00% Expenditure Total $1,036,220 $1,169,715 $1,225,900 $1,285,783 $1,203,004 $1,238,980 -6.44% 2.99% Expenditure Detail - Salaries and Benefits Salaries are based on actual costs for existing positions and include a cost of living adjustment per contract agreements. One existing Administrative Support Technician was moved into Planning from the Permit Center. Community Development- Planning Position Description 2018 FTE 2019 FTE 2019 Budgeted Salaries Benefits 2020 FTE 2020 Budgeted Salaries Benefits Deputy DCD Director 1 1 $ 132,837 $ 58,601 1 $ 135,432 $ 60,533 Planning Supervisor 1 1 120,248 50,086 1 122,760 51,891 Senior Planner 3.25 2.25 237,119 64,148 2.25 241,800 65,931 Assistant Planner 1.75 2.75 250,156 69,817 2.75 263,444 73,523 Urban Environmentalist 0.5 0.5 51,980 11,087 0.5 53,328 11,394 Admin Support Technician 1 1 52,114 19,091 1 53,424 19,798 Extra Labor 16,000 1,586 16,000 1,586 Overtime 1,847 183 1,847 183 Total 8.5 8.5 $ 862,301 $ 274,598 8.5 $ 888,035 $ 284,839 54 Expenditure Detail - Supplies, Services and Other Supplies include miscellaneous office and operating supplies, program supplies, as well as replacement trees. Services include professional services, travel, communication, fees paid to King County, recycling events, equipment rental and replacement costs and repair & maintenance, among others. Community Development - Planning Account Number Actual Budget 2016 2017 Projected 2018 2018 2019 2020 000.08.558.600.31.00 Supplies -Office and Operating $ 3,935 $ 6,106 $ 5,087 $ 5,000 $ 3,000 $ 3,000 000.08.558.600.31.01 Supplies - Graphics - - - - - - 000.08.558.600.31.02 Supplies - Tree Replacement 996 - 3,000 3,000 1,500 1,500 Total Supplies 4,932 6,106 8,087 8,000 4,500 4,500 000.08.558.600.41.00 Prof Svcs - Comp Plan, Tree Ord, TIB, 19,880 70,734 61,650 54,000 36,500 36,500 TOD at TIB Sta. 000.08.558.600.41.06 Prof Svcs - SEPA Consultant - - 10,000 10,000 - - 000.08.558.600.41.18 Prof Svcs - Northwest Arena - - - - - - 000.08.558.600.42.00 Communication - Postage for public notices and citizen communication, - - 877 3,000 1,000 1,000 Newspaper notices for legal notices and annual garage sale 000.08.558.600.43.00 Travel - Parking, meals, mileage for seminars and training 749 1,918 1,863 2,000 2,000 2,000 000.08.558.600.48.00 R&M -Annual maintenance for ESRI, copiers, other equipment & repairs 8,104 4,237 8,135 8,135 8,135 8,135 000.08.558.600.49.00 Misc - Printing and other services 7,834 3,778 1,801 11,000 5,971 5,971 000.08.558.600.49.30 Misc - Dues and Subscriptions 369 1,296 2,676 4,500 3,500 3,500 000.08.558.600.49.40 Misc - Training 1,018 1,267 7,826 8,500 3,500 3,500 000.08.558.600.49.53 Misc. - Hearing Examiners 646 (885) - - 1,000 1,000 Total Services 38,599 82,345 94,828 101,135 61,606 61,606 Total Supplies, Services and Other $ 43,531 $ 88,451 $ 102,915 $ 109,135 $ 66,106 $ 66,106 55 DEPARTMENT: Comm. Dev. (08) FUND: General RESPONSIBLE MANAGER: Jack Pace Description DIVISION: Code Enforcement FUND NUMBER: 000 POSITION: Director The Code Enforcement office works with residents and property owners to enhance the quality of life by resolving non -criminal violations of the Tukwila Municipal Code. Expenditure Summary Community Development- Code Enforcement Expenditures Actual Budget Percent Change 2016 2017 Projected 2018 2018 2019 2020 2018-19 2019-20 Salaries & Wages $ 259,678 $ 248,221 $ 250,408 $ 316,448 $ 276,075 $ 282,879 -12.76% 2.46% Personnel Benefits 110,944 115,857 120,937 153,040 134,433 140,005 -12.16% 4.14% Supplies 1,963 5,135 2,076 500 500 500 0.00% 0.00% Services 19,484 20,353 68,866 63,347 64,677 64,210 2.10% -0.72% Expenditure Total $ 392,069 $ 389,566 $ 442,287 $ 533,335 $ 475,686 $ 487,594 -10.81% 2.50% Expenditure Detail - Salaries and Benefits Salaries are based on actual costs for existing positions and include a cost of living adjustment per contract agreements. Community Development - Code Enforcement Position Description 2018 FTE 2019 FTE 2019 Budgeted Salaries Benefits 2020 FTE 2020 Budgeted Salaries Benefits Code Enforcement Officer 3 3 $ 198,374 $ 104,936 3 $ 203,288 $ 109,427 Admin Support Technician 1.5 1.5 75,701 28,824 1.5 77,591 29,905 Extra Labor 1,000 99 1,000 99 Overtime 1,000 99 1,000 99 Clothing Allowance - 475 - 475 Department Total 4.5 4.5 $ 276,075 $ 134,433 4.5 $ 282,879 $ 140,005 56 Expenditure Detail - Supplies, Services and Other Supplies include miscellaneous office and operating supplies. Services include professional services for code enforcement proposal, rental, and printing for various programs, travel, and memberships, among others. Community Development - Code Enforcement Account Number Actual Budget 2016 2017 Projected 2018 2018 2019 2020 000.08.524.600.31.01 Supplies - Office & Operating $ 1,963 $ 5,135 $ 2,076 $ 500 $ 500 $ 500 Total Supplies 1,963 5,135 2,076 500 500 500 000.08.524.600.41.00 Prof Svcs - Code enforcement initiative 8,905 68 7,848 - - 000.08.524.600.42.00 Communication 3,062 2,592 1,735 3,000 1,500 1,500 000.08.524.600.43.00 Travel - Parking, meals, mileage for 39 1,003 600 600 500 500 WACE conferences and misc. 000.08.524.600.45.94 Rental - Equipment Replacement Fund 1,231 183 183 183 604 183 000.08.524.600.45.95 Rental - Equipment Rental 0 & M 3,444 4,195 3,637 3,637 6,146 6,100 000.08.524.600.47.00 Public Utility - Solid Waste Dump Passes 1,704 1,391 974 - - - 000.08.524.600.47.28 Utilities - Solid Waste - 1,271 874 2,500 2,500 2,500 000.08.524.600.49.00 Misc-Conferences, training, membership dues, misc. 1,099 1,066 3,014 3,427 3,427 3,427 000.08.524.600.49.02 Misc-Abatement Program - 8,584 50,000 50,000 50,000 50,000 Total Services 19,484 20,353 68,866 63,347 64,677 64,210 Total Supplies, Services and Other $ 21,447 $ 25,488 $ 70,942 $ 63,847 $ 65,177 $ 64,710 57 DEPARTMENT: Comm. Dev. (08) FUND: General RESPONSIBLE MANAGER: Jack Pace Description DIVISION: Permit Coordination FUND NUMBER: 000 POSITION: Director The Permit Coordination Division is responsible for maintaining the permit system and receiving and issuing permits using TRAKiT software. Monthly building activity reports are prepared and forwarded to King County for sales tax and property tax credits. Public information is maintained at the counter for applicants and the community. Expenditure Summary Community Development - Permit Coordination Expenditures Actual Budget Percent Change 2016 2017 Projected 2018 2018 2019 2020 2018-19 2019-20 Salaries &Wages $ 247,193 $ 205,104 $ 180,884 $ 211,231 $ 226,478 $ 232,316 7.22% 2.58% Personnel Benefits 112,881 100,566 94,629 108,024 111,291 115,796 3.02% 4.05% Supplies 2,227 2,475 3,846 3,000 2,500 2,500 -16.67% 0.00% Services 83,336 51,759 43,582 89,200 79,500 79,500 -10.87% 0.00% Expenditure Total $ 445,636 $ 359,905 $ 322,940 $ 411,455 $ 419,769 $ 430,112 2.02% 2.46% Expenditure Detail - Salaries and Benefits Salaries are based on actual costs for existing positions and include a cost of living adjustment per contract agreements. One existing Administrative Support Technician was moved into Planning from the Permit Center. Community Development - Permit Coordination Position Description 2018 FTE 2019 FTE 2019 Budgeted Salaries Benefits 2020 FTE 2020 Budgeted Salaries Benefits Permit Coordinator 1 1 $ 79,731 $ 38,614 1 $ 81,312 $ 40,070 Admin Support Technician 2 2 144,900 72,494 2 149,157 75,542 D,ertime 1,847 183 1,847 183 Total 3 3 $ 226,478 $ 111,291 3 $ 232,316 $ 115,796 58 Expenditure Detail - Supplies, Services and Other Supplies include miscellaneous office and operating supplies. Services include professional services, rental, travel, and memberships, maintenance and support for TRAKiT, among others. Community Development - Permit Coordination Account Number Actual Budget 2016 2017 Projected 2018 2018 2019 2020 000.08.558.500.31.00 Supplies - Office & Operating $ 2,227 $ 2,475 $ 3,846 $ 3,000 $ 2,500 $ 2,500 Total Supplies 2,227 2,475 3,846 3,000 2,500 2,500 000.08.558.500.41.00 Prof Svcs - Microfilming, Courier services and other services 7,013 23,398 1,872 5,000 4,720 4,720 000.08.558.500.42.00 Communication 493 622 - - 780 780 000.08.558.500.43.00 Travel - Travel, hotel, meals forTRAKiT conference 730 796 3,700 3,700 1,500 1,500 000.08.558.500.48.00 R&M - Repair and maintenance services, TRAKiT maintenance and support 50,800 5,920 12,509 44,000 44,000 44,000 000.08.558.500.49.00 Misc - Memberships, certifications, registrations, conferences 313 1,306 4,074 6,500 3,500 3,500 000.08.558.500.49.08 Misc - PPI credit card fees (pass through) 23,988 19,718 21,426 30,000 25,000 25,000 Total Services 83,336 51,759 43,582 89,200 79,500 79,500 Total Supplies, Services and Other $ 85,563 $ 54,234 $ 47,428 $ 92,200 $ 82,000 $ 82,000 59 DEPARTMENT: Comm. Dev. (08) FUND: General RESPONSIBLE MANAGER: Jack Pace Description DIVISION: Building FUND NUMBER: 000 POSITION: Director The mission of the Building division is to safeguard the public by ensuring that building construction conforms to the state-wide building code and companion codes and City ordinances. The focus of the division is the building permit process, plan review process, inspection process, and issuance of Certificates of Occupancy. Expenditure Summary Community Development - Building Division Expenditures Actual Budget Percent Change 2016 2017 Projected 2018 2018 2019 2020 2018-19 2019-20 Salaries &Wages $ 392,403 $ 439,108 $ 412,386 $ 527,835 $ 514,763 $ 527,197 -2.48% 2.42% Personnel Benefits 147,637 175,373 174,970 241,154 234,825 244,395 -2.62% 4.08% Supplies 5,489 2,258 2,944 3,500 1,500 1,500 -57.14% 0.00% Services 178,204 97,695 101,470 99,134 63,731 62,977 -35.71% -1.18% Expenditure Total $ 723,733 $ 714,434 $ 691,769 $ 871,623 $ 814,819 $ 836,069 -6.52% 2.61% Expenditure Detail - Salaries and Benefits Salaries are based on actual costs for existing positions and include a cost of living adjustment per contract agreements. Community Development - Building Division Position Description 2018 FTE 2019 FTE 2019 Budgeted Salaries Benefits 2020 FTE 2020 Budgeted Salaries Benefits Building Official 1 1 $ 124,844 $ 47,725 1 $ 127,752 $ 49,457 Senior Electrical Inspector 1 1 91,804 37,373 1 94,072 38,891 Senior Plans Examiner 1 1 73,080 34,553 1 74,920 36,036 Combination Inspector 2 2 146,335 81,327 2 149,640 84,832 Plans Examiner 1 1 75,201 33,001 1 77,314 34,332 Overtime 3,500 347 3,500 347 Clothing Allowance - 500 - 500 Department Total 6 6 $ 514,763 $ 234,825 6 $ 527,197 $ 244,395 60 Expenditure Detail - Supplies, Services and Other Supplies include miscellaneous operating supplies. Services include professional services, travel related costs, memberships, credit card fees, and repair & maintenance, among others. The abatement program was moved into the Code Enforcement budget. Community Development - Buildinq Division Account Number Actual Budget 2016 2017 Projected 2018 2018 2019 2020 000.08.558.501.31.00 Supplies - Office & Operating $ 5,489 $ 2,078 $ 2,449 $ 3,000 $ 1,000 $ 1,000 000.08.558.501.35.00 Small Tools & Equipment - Fumiture - 181 495 500 500 500 Total Supplies 5,489 2,258 2,944 3,500 1,500 1,500 000.08.558.501.41.00 Prof Svcs - Project Peer Reviews - Reid 145,022 79,015 84,790 80,000 45,000 45,000 Middleton & Sound Inspections & Investigative (pass through) 000.08.558.501.41.01 Prof Svcs - Leaf Inspections - - - 3,400 - - 000.08.558.501.42.00 Communication - Postage 993 6,420 6,125 500 3,000 3,000 000.08.558.501.43.00 Travel - Meals, parking for WABO meetings and for training 817 336 964 1,500 500 500 000.08.558.501.45.94 Rental - Equipment Replacement Fund 710 106 106 106 798 106 000.08.558.501.45.95 Rental - Equipment Rental 0 & M 4,577 7,779 4,228 4,228 8,583 8,521 000.08.558.501.48.00 R&M - Misc repairs and maintenance - - - 550 - - 000.08.558.501.49.00 Misc - Membership dues, registrations, and tuition 22,649 1,919 4,840 2,000 2,000 2,000 000.08.558.501.49.02 Misc - Abatement Program 16 - - - - - 000.08.558.501.49.30 Misc - Dues and Subscriptions - - - 350 350 350 000.08.558.501.49.40 Misc - Training 3,420 2,120 418 6,500 3,500 3,500 Total Services 178,204 97,695 101,470 99,134 63,731 62,977 Total Supplies and Services $ 183,693 $ 99,954 $ 104,414 $ 102,634 $ 65,231 $ 64,477 61 DEPARTMENT: Comm. Dev. (08) FUND: General RESPONSIBLE MANAGER: Jack Pace Description DIVISION: Recycling Program FUND NUMBER: 000 POSITION: Director The Recycling Program objectives are to develop and enhance waste prevention and recycling programs in Tukwila, and to implement activities that work towards meeting local and regional solid waste, resource conservation, and sustainability goals. The program also supports the recycling components of the City's solid waste contract. Program strategies include providing outreach, promotion, education, and technical assistance to businesses, multi -family complexes, and single-family residences on recycling and waste prevention, offering special residential recycling events, and supporting other resource conservation projects, such as composting, within the City. The program activities and materials are primarily funded by Washington State and King County grants. The Recycling Program is housed within the Department of Community Development. Expenditure Summary Community Development - Recycling Program Expenditures Actual Budget Percent Change 2016 2017 Projected 2018 2018 2019 2020 2018-19 2019-20 Salaries & Wages $ 10,531 $ 5,902 $ 4,162 $ - $ - $ - 0.00% 0.00% Personnel Benefits 2,858 1,214 1,436 - - - 0.00% 0.00% Supplies 4,009 6,194 8,689 9,000 4,000 4,000 -55.56% 0.00% Services 27,553 31,994 36,013 37,000 38,734 37,900 4.69% -2.15% Expenditure Total $ 44,951 $ 45,304 $ 50,299 $ 46,000 $ 42,734 $ 41,900 -7.10% -1.95% Expenditure Detail - Supplies, Services and Other Supplies include miscellaneous operating supplies. Services include professional services, travel related costs, memberships, credit card fees, and repair & maintenance, among others. Community Development - Recycling Program Account Number Actual Budget 2016 2017 Projected 2018 2018 2019 2020 000.08.554.900.31.02 Supplies - Recycling - CPG $ - $ 911 $ 1,713 $ 2,000 $ - $ - 000.08.554.900.31.04 Supplies - Recycling -KC WRR - Grant 4,009 5,284 6,976 7,000 4,000 4,000 Total Supplies 4,009 6,194 8,689 9,000 4,000 4,000 000.08.554.900.41.02 Prof Svcs - Recycling-CPG - Grant 1,198 5,675 4,934 5,000 4,434 3,600 000.08.554.900.41.04 Prof Svcs - Recycling -KC WRR - Grant 20,735 22,609 25,000 25,000 29,000 29,000 000.08.554.900.42.04 Communications - Recycling - KC WRR - - - - 1,000 1,000 000.08.554.900.44.04 Advertising - Recycling -KC WRR - 303 - - 300 300 000.08.554.900.49.02 Misc. - Recycling - CPG - - - - - - 000.08.554.900.49.04 Misc. - Recycling -KC WRR 5,620 3,407 6,078 7,000 4,000 4,000 Total Services 27,553 31,994 36,013 37,000 38,734 37,900 Total Supplies, Services and Other $ 31,562 $ 38,188 $ 44,701 $ 46,000 $ 42,734 $ 41,900 62 DEPARTMENT: Comm. Dev. (08) FUND: General RESPONSIBLE MANAGER: Jack Pace Description DIVISION: TDM Program FUND NUMBER: 000 POSITION: Director The Transportation Demand Management (TDM) Program encompasses various state and federally mandated congestion mitigation programs (such as the Commute Trip Reduction (CTR) program mandated by the state) and grants (e.g. CMAQ and RMG grants). The goals of the program are to increase non -drive alone travel (NDAT) and reduce vehicle miles traveled (VMT), resulting in improved air quality and reduced greenhouse gas emissions. Program strategies include outreach, education/training, and transportation planning to improve transportation options in the city and region and increase multi -modal use by those who live, work, and spend time in Tukwila. The TDM Program is housed within the Department of Community Development. Expenditure Summary Community Development- TDM Program Expenditures Actual Budget Percent Change 2016 2017 Projected 2018 2018 2019 2020 2018-19 2019-20 Salaries & Wages $ 114,579 $ 142,628 $ 157,125 $ 91,594 $ 132,216 $ 133,928 44.35% 1.29% Personnel Benefits 30,199 38,024 32,455 37,361 31,383 31,920 -16.00% 1.71% Supplies 1,225 18,546 1,152 2,000 - - -100.00% - Services 64,188 44,594 67,329 10,500 17,000 17,000 61.90% 0.00% Intergovt. Services & Taxes 15,408 7,642 500 1,000 1,000 1,000 0.00% 0.00% Expenditure Total $ 225,600 $ 251,434 $ 258,561 $ 142,455 $ 181,599 $ 183,848 27.48% 1.24% Expenditure Detail - Salaries and Benefits Salaries are based on actual costs for existing positions and include a cost of living adjustment per contract agreements. Community Development - TDM Program Position Description 2018 FTE 2019 FTE 2019 Budgeted Salaries Benefits 2020 FTE 2020 Budgeted Salaries Benefits TDM Coordinator CTR Coordinator - Grant Funded Extra Labor 1.75 1.5 $ 83,352 $ 24,230 18,192 4,113 30,672 3,040 1.5 $ 83,200 $ 24,583 18,192 4,113 32,536 3,224 Total TDM 1.75 1.5 $ 132,216 $ 31,383 1.5 $ 133,928 $ 31,920 Total Planning & CTR 10.25 10 $ 994,517 $ 305,981 10 $ 1,021,963 $ 316,759 63 Expenditure Detail - Supplies, Services and Other Supplies include miscellaneous operating supplies. Services include professional services, travel related costs, memberships, credit card fees, and repair & maintenance, among others. Community Development - TDM Program Account Number Actual Budget 2016 2017 Projected 2018 2018 2019 2020 000.08.554.910.31.01 Supplies -Operating $ 1,225 $ 18,546 $ 1,152 $ 2,000 $ - $ - Total Supplies 1,225 18,546 1,152 2,000 - - 000.08.554.910.41.07 000.08.554.910.43.07 000.08.554.910.49.07 Prof Svcs - Misc Prof Sacs Travel - Parking, meals, mileage for seminars and training Misc. - 19,522 1,305 43,361 40,593 177 3,823 17,114 3,259 46,956 1,500 5,500 3,500 - - 17,000 - - 17,000 Total Services 64,188 44,594 67,329 10,500 17,000 17,000 000.08.554.910.51.00 Intergovernmental - Metro CTR Program 15,408 7,642 500 1,000 1,000 1,000 Total Intergovernmental 15,408 7,642 500 1,000 1,000 1,000 Total Supplies, Services and Other $ 80,821 $ 70,781 $ 68,981 $ 13,500 $ 18,000 $ 18,000 64 WASOROVIk TO: FROM: BY: City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM Community Development and Neighborhoods Committee Rick Still, Parks & Recreation Director Robert Eaton, Parks & Recreation Manager Craig Zellerhoff, Parks & Recreation Manager CC: Mayor Ekberg DATE: September 19, 2018 SUBJECT: Foster Golf Links Budget ISSUE Review the draft Foster Golf Links 2019-20 biennial budget. BACKGROUND Foster Golf Links is 77 acres of green space situated along the meandering Duwamish River. It was designed and built in 1925 on the historic homestead of Joseph Foster and was one of the first public fee courses on the west coast. Mr. Foster, a government scout and packer, homesteaded the land in 1853. A maple tree, planted by him less than a decade after the Civil War, remains on the property and on its huge trunk is fastened a bronze memorial plaque inscribed with the appropriate historical data. In 1978, the Citizens of Tukwila purchased the course with General Obligation Bonds and Councilmanic Bonds. Three different concessionaires operated the facility until 1990. At that time, the City of Tukwila Parks and Recreation Department took over management of the facility with the exception of the restaurant. Foster Golf Links (FGL) has provided entertainment for generations of golfers. A new 15,000 sq. foot clubhouse was constructed in 2004 and includes a 1200 sq. foot Pro Shop, an instruction studio, meeting and banquet rooms for up to 220, and outdoor patio and pavilion seating for an additional 220.The golf course was renovated to add new tees, rebuilt and added several greens, and rebuilt the 10th fairway. All of the changes were done with a look to the future. The golf course has provided enjoyment for beginning golfers and veterans for 85 years. FGL is managed as an enterprise fund, however, unlike a true enterprise fund, FGL does not have a guaranteed revenue stream. Unlike utility rate increases that constituents are required to pay, if green fee rates become too high and are not competitive with other local courses people will no longer utilize the recreational opportunity causing a loss in revenue. In 2017 golf rounds were down 8% ($91,000) compared to the average over the last 5 years, primarily due to rainy weather. At the end of 2017 the Ending Fund Balance was drawn down $79,000. This was a significant impact to the FGL budget coming on the heels of lower revenues in 2016 also due to rainy weather. In addition, in 2017 Seattle City Light (SCL) began requiring the city to lease a portion of the property where the clubhouse parking lot is situated. On September 18, 2017 council authorized the Mayor to sign an agreement with SCL to lease this portion of their property for two years at a rate of $2,500 per month ($30,000/year) with an Z:\Council Agenda Items\Finance\9.25 CDN\Info Memo Golf Budget.docx 65 INFORMATIONAL MEMO Page 2 annual 3% increase per year. At the end of the 2-year lease there in an option to purchase an easement. To mitigate the SCL lease, the rental golf cart replacement plan was placed on hold and the Capital Improvement Projects (CIP) plan has been underfunded thereby delaying or modifying planned maintenance and improvement projects. Funds from both those plans were re -allocated to cover the annual shortfall in 2016 and 2017. Staff desires to replenish the fund balance should poor weather affect revenues in the future and create a more sustainable budget. Staff began a deep dive project to make adjustments in the procedures, management practices, maintenance operations, and revenue programs. This process started with the first step of making budget reductions. All golf staff from maintenance to management have met regularly and worked diligently to achieve 8% budget reductions ($159,000) for the 2018 budget and for the 2019-20 biennium budget. The ongoing implementation of GASB 68, which requires all government agencies to report possible liabilities for future pension requirements has changed the available fund balance significantly from previous years. As shown on Attachment G, there are over $500,000 allocated due to this reporting requirement even though the City will not incur these costs. Additionally, staff have been making changes to improve operational efficiencies in course maintenance operations, pro shop operations, revision to the fleet replacement plan to better align with golf course equipment needs as well as implementing new revenue generating programs. DISCUSSION Intentional efforts are helping set FGL on a more sustainable long-term trajectory. The administration recommends that Admissions Tax revenues remain within the FGL budget. As seen on Attachment G, the $60,000 Admission Tax expense has been zeroed out so that those funds collected by FGL stay within the FGL budget to make it balance. If approved, the TMC will need to be amended to reflect this. This reduction will cover the annual SCL easement lease expense of $30,000 while the remaining $30,000 will be allocated to reinstate the golf cart replacement plan and CIP funding again. This change helps create a sustainable financial plan, especially when the GASB 68 proposed liabilities are not included. Reclaimed Water In the 2017-18 council budget discussions it was suggested that reclaimed water be investigated as an alternate source for irrigating the golf course. Staff began a pilot test area on the course where reclaimed water is being used. This began in May of 2018 and to date has used 6,343 gallons of reclaimed water at a cost of $4,275. Staff will continue with the pilot area testing and monitoring of the soils for two more years to allow more adequate time for determining the long-term impacts of using reclaimed water. Attached is a spreadsheet summarizing the fees associated with reclaimed water. RECOMMENDATION Staff is seeking committee feedback on the Foster Golf Links budget and direction to forward it for discussion at the October 8, 2018 Committee of the Whole. ATTACHMENTS -Attachment G -Reclaimed Water Spreadsheet 66 Z:\Council Agenda Items\Finance19.25 CDNllnfo Memo Golf Budget.docx ATTACHMENT G City of Tukwila GOLF ENTERPRISE FUND 2019 - 2024 Analysis in 000s REVENUES 2014 2016 2016 2017 2018 2018 Actual Actual Actual Actual Budget Estimate 2019 2020 2021 2022 2023 2024 Total Excise Tax 3 4 4 3 4 3 3 4 4 4 4 4 23 Merchandise 141 128 118 108 129 123 120 120 122 122 124 124 732 Snacks Sales 18 22 18 15 22 15 15 15 15 15 15 15 90 Green Fees 958 1,012 992 908 1,133 1,018 1,038 1,087 1,107 1,154 1,154 1,201 6,741 Instruction 7 10 4 3 12 3 3 3 3 3 3 3 18 Interest Earnings 0 1 2 4 1 1 1 1 1 1 1 1 6 Rentals (Clubs & Pull Carts) 13 13 14 16 13 15 16 16 16 16 16 16 96 Rentals (Riding Carts) 170 186 172 152 190 180 180 185 185 190 190 195 1,125 Concession Proceeds 99 100 94 96 106 106 110 110 110 110 112 115 667 Other- Rewards Program 0 7 8 9 7 10 8 7 7 7 7 8 44 Subtotal Revenues 1,409 1,483 1,426 1,314 1,617 1,474 1,494 1,548 1,570 1,622 1,626 1,682 9,542 General Fund Contribution 600 300 300 300 300 300 300 300 300 300 300 300 1,800 Total Revenues 2,009 1,783 1,726 1,614 1,917 1,774 1,794 1,848 1,870 1,922 1,926 1,982 11,342 EXPENDITURES Golf Maintenance 789 862 882 851 1,002 904 910 932 960 989 1,018 1,049 5,858 Pro Shop Operations 604 663 631 591 590 597 615 631 650 669 690 710 3,965 Golf Capital- CIP Program 48 0 0 16 50 26 50 50 50 50 50 50 300 Subtotal 1,441 1,525 1,513 1,458 1,642 1,527 1,575 1,613 1,660 1,708 1,758 1,809 10,123 Admissions Tax to General Func 57 60 59 54 60 59 Indirect Cost Allocation ''' 197 174 177 181 184 184 190 197 201 206 210 215 1,219 Total Expenditures 1,695 1,759 1,749 1,693 1,886 1,770 1,765 1,810 1,861 1,914 1,968 2,024 11,342 FUND BALANCE Change in Fund Balance') 314 24 (23) (79) 31 4 29 38 9 8 (42) (42) (0) Prior Period Operating Adj (206) Beginning Balance 610 715 738 715 636 636 640 669 707 716 724 682 640 Ending Balance 715 740 715 636 667 640 669 707 716 724 682 640 640 Fund Balance: Reserved 20% of revenue 361 282 297 285 297 297 295 299 310 314 324 325 336 Unreserved 354 458 418 351 370 343 374 408 406 410 357 314 303 Ending Balance 715 740 715 636 667 640 669 707 716 724 682 640 640 FUND BALANCE NET OF GASB 68 GASB 68 - Pension Liability -596 Net Ending Fund Balance 718 146 123 44 75 48 77 115 124 132 90 48 48 Revenues in excess of (less than) expenditures (b) Annual reserve balance requirement equals 20% of the prior year operating revenues. 2017 - 2022 Financial Planning Model XXXIX 9/19/2018 67 Reclaimed Water Below is a summary of the pilot test area for reclaimed water. Pilot Test 2018 2019 2020 Initial Start Up (one-time) $ 1,500 Supplies (annually) $ 250 Reclaimed Water 100% $ 4,500 $ 4,635 $ 4,774 Annual Total ®$ 6,250 $ 4,635 $ 4,774 GRAND TOTAL $ 15,659 Below is a table reflecting the annual expense for reclaimed water if it were to be implemented across the entire course. If this is something the council would like to pursue further staff would recommend a 25% implementation plan beginning in 2021 upon completion of the pilot test area. RECLAIMED WATER 2021 2022 2023 2024 2025 2026 6-Year Total Initial Start Up (one-time) $ 20,000 Supplies (annually) $ 35,000 $ 35,000 j $ 35,000 I $ 35,000 I $ 35,000 I $ 35,000 $ 35,000 V$ 210,000 Reclaimed Water 25% $ 50,000 $ 105,000 $ 87,550 $ 90,177 $ 92,882 $ 95,668 $ 98,538 $ 570,000 Reclaimed Water 50% $ 100,000 $ 155,000 $ 139,050 $ 143,222 $ 147,518 $ 151,944 $ 156,502 $ 895,000 Reclaimed Water 75% $ 150,000 $ 205,000 $ 190,550 $ 196,267 $ 202,154 $ 208,219 $ 214,466 $ 1,215,000 Reclaimed Water 100% $ 200,000 $ 255,000 $ 242,050 $ 249,312 $ 256,791 $ 264,495 $ 272,429 $ 1,540,000 *If reclaim water is used, it would be best to implement the program in a phased approach. This would allow the turfgrass to acclimate more easily to the different water; and be an incremental increase to the budget. **A 3% escalator was included for each year. 68 DEPARTMENT: Parks & Recreation FUND: Golf Course RESPONSIBLE MANAGER: Rick Still Description FUND NUMBER: 411 POSITION: Director The mission of Foster Golf Links (FGL) is to provide a quality golfing experience for those that live, work, and play in Tukwila. The golf course is operated as an enterprise fund with revenues covering all maintenance, pro shop services, and capital costs. 2017-2018 Accomplishments • Increased presence online and in social media by adding online registrations and new marketing programs. Strategic Goals 2, 3, & 5. PROS Plan Goals 3 & 4. • Continued new Junior Golf Program by holding junior camps, private instruction, and participated in the Jr. PGA Golf program. Strategic Goals 2 & 4. PROS Plan Goals 2, 3, 4, & 5. • Expand partnership with restaurant concessionaire to meet the needs of the customers and community. Strategic Goals 2, 3, & 4. PROS Plan Goals 3 & 4. • Replaced the deteriorating irrigation pond liner in 2017 and aging clubhouse boiler with new high efficiency tankless hot water heaters in 2018. Strategic Goal 4. PROS Plan Goal 4. • Identified areas for improved operations in both course maintenance and pro shop operations and begin implementing them. Strategic Goal 4. PROS Plan Goals 3 & 4. 2019-2020 Outcome Goals • Reinstate Cart Replacement Plan. Strategic Goal 4. PROS Plan Goals 3 & 5. • Improve operational efficiency and sustainability, and develop maintenance management plan. Strategic Goal 1, 4, 85. PROS Plan Goals 4 & 5. • Continue implementing deep tine aerification program. Strategic Goal 4 & 5. PROS Plan Goals 4 & 5. • Perform capital improvements at the course for playability and sustainability. Strategic Goal 4 & 5. PROS Plan Goals 4 & 5. • Continue to expand our player engagement program to increase access to FGL. Strategic Goals 2, 3, & 4. PROS Plan Goals 2, 3, 4, & 5. 2019-2020 Indicators of Success • Increased rounds of play. • Additional new customers. • Improved satisfaction with equipment. • Better drainage on course, reduced soft spots, and healthier turf. • Increased use of carts on course (not regulated to cart path only) during shoulder months. 69 Revenue and Expense Summary Foster Golf Course Actual Budget Percent Change 2016 2017 Projected 2018 2018 2019 2020 2018-19 2019-20 Operating Revenue Charges for Services Green Fees, Instruction 995,796 910,461 1,021,855 1,145,650 1,041,500 1,088,500 -9.09% 4.51% Sales of Merchandise 136,076 123,295 124,277 151,000 135,000 137,000 -10.60% 1.48% Rents and Concessions 279,733 264,892 308,860 309,000 306,000 311,000 -0.97% 1.63% Total Charges for Services 1,411,605 1,298,648 1,454,991 1,605,650 1,482,500 1,536,500 -7.67% 3.64°% Miscellaneous Revenue Excise Taxes 3,677 2,830 2,664 3,900 2,900 2,900 -25.64% 0.00% Investment Earnings 2,500 4,380 3,053 1,000 500 500 -50.00% 0.00% Sale of Capital Assets - - - - - - 0.00% 0.00% Other Misc Revenue 8,603 8,012 13,806 7,000 8,000 8,000 14.29% 0.00% Total Miscellaneous Revenue 14,780 15,222 19,523 11,900 11,400 11,400 -4.20% 0.00% Transfers In 300,000 300,000 300,000 300,000 300,000 300,000 0.00% 0.00% Total Operating Revenue 1,726,385 1,613,871 1,774,514 1,917,550 1,793,900 1,847,900 -6.45% 3.01% Operating Expenses Salaries & Wages 681,181 667,235 700,133 729,121 693,437 713,129 -4.89% 2.84% Personnel Benefits 269,162 205,834 305,446 321,673 301,888 315,160 -6.15% 4.40°% Supplies 268,568 204,127 187,207 203,415 207,000 207,000 1.76% 0.00% Services 288,647 358,540 306,981 332,042 316,837 322,107 -4.58% 1.66% Intergov't Services & Taxes 65,114 59,348 59,293 66,400 6,000 6,000 -90.96% 0.00% Total Operating Expenses 1,572,671 1,495,084 1,559,060 1,652,651 1,525,162 1,563,396 -7.71% 2.51% Capital Expenses Capital Outlay (0) 16,043 26,000 50,000 50,000 50,000 0.00% 0.00% Principal - - - - - - 0.00% 0.00% Interest - - - - - - 0.00% 0.00% Total Capital Expenses (0) 16,043 26,000 50,000 50,000 50,000 0.00% 0.00% Indirect cost allocation 177,352 180,899 184,517 184,517 189,683 196,512 2.80% 3.60% Transfer to Fund 301 - 1 % Arts - 500 500 - 500 500 0.00% 0.00% Total Expenses 1,750,023 1,692,526 1,770,077 1,887,168 1,765,345 1,810,408 -6.46% 2.55% Change in Fund Balance (23,638) (78,655) 4,437 30,382 28,555 37,492 -6.01% 31.30% Beginning Fund Balance 737,937 714,299 635,644 633,092 640,081 668,636 Net working capital (Fund Balance) 714,299 635,644 640,081 663,474 668,636 706,128 0.78% 5.61% 70 Expenditure Detail - Salaries and Benefits Salaries for budgeted positions are based on actual costs for existing positions and include a cost of living adjustment per contract agreements. Foster Golf Course Position Description 2018 FTE 2019 FTE 2019 Budgeted Salaries Benefits 2020 FTE 2020 Budgeted Salaries Benefits Director of Instruction - Golf 1 1 $ 82,352 $ 44,137 1 $ 84,072 $ 45,979 Golf Maintenance Supervisor 1 1 85,833 37,231 1 87,762 38,734 Lead Maintenance Specialist -Golf 1 1 80,913 31,626 1 82,488 32,829 Fleet Technician Golf 1 1 66,382 37,354 1 71,112 39,637 PdminSupportTechnician - Golf 2.5 2.5 142,920 65,623 2.5 146,031 68,390 Maintenance Specialist Golf 2.25 2.25 149,037 70,694 2.25 155,664 74,369 Extra Labor 85,000 8,424 85,000 8,424 Overtime 1,000 99 1,000 99 Unemployment - 5,600 - 5,600 Clothing Allowance - 1,100 - 1,100 Department Total 8.75 8.75 $ 693,437 $ 301,888 8.75 $ 713,129 $ 315,160 71 Expenditure Detail Operations - Supplies, Services, and Other Supplies include irrigation, fertilizers, etc. for grounds maintenance and small tools. Services include security, utilities, rental of equipment, insurance, repairs & maintenance for course equipment, rental and maintenance charges, and memberships, among others. Intergovernmental includes admission taxes paid to the City. Capital includes upgrades to tees and greens. Foster Golf Course - Operations Account Number Actual Budget 2016 2017 Projected 2018 2018 2019 2020 411.00.576.680.31.00 Supplies - Office & Operating $ 148 $ 1,146 $ 3,779 $ 2,400 $ 2,000 $ 2,000 411.00.576.680.31.02 Supplies - Grounds Maintenance 32,952 30,755 6,453 40,000 30,000 30,000 411.00.576.680.31.03 Supplies - Irrigation 8,960 27,452 7,400 7,000 7,000 7,000 411.00.576.680.31.04 Supplies - Fertilizers & Misc. Chemicals 47,490 41,380 38,432 45,000 37,000 37,000 411.00.576.680.31.05 Supplies - Fleet - 3,190 6,576 - 3,000 3,000 411.00.576.680.35.00 Small Tools & Minor Equipment -Tools for course 769 5,361 936 4,000 4,000 4,000 411.00.576.680.35.01 Small Tools & Minor Equipment -Fleet - 4,204 8,020 - 8,000 8,000 Total Supplies 90,320 113,488 71,596 98,400 91,000 91,000 411.00.576.680.41.00 Prof S,cs - Geese control 628 - 1,397 5,000 2,000 2,000 411.00.576.680.42.00 Communication - Phones, alarms and monitoring 1,369 1,961 1,623 1,521 1,600 1,600 411.00.576.680.43.00 Trawl - Meals, mileage, parking for professional development trawl 36 - - 300 300 300 411.00.576.680.44.00 Advertising - - - - - - 411.00.576.680.45.00 Rental - Bottled water, portable toilet rentals, short term rental equipment 478 5,094 2,980 2,448 2,500 2,500 411.00.576.680.45.94 Rental - Equipment Replacement Fund 76,884 78,129 78,129 78,129 55,000 56,050 411.00.576.680.45.95 Rental - Equipment 0 & M 32,369 42,309 41,749 63,529 57,037 61,257 411.00.576.680.46.00 Insurance - WCIA 1,222 - - - - - 411.00.576.680.46.01 Insurance - WCIA 19,465 20,424 22,564 22,465 23,000 23,000 411.00.576.800.46.04 Insurance - Flood - - - - - - 411.00.576.680.47.00 Public Utility - Puget Snd Energy - pump stations, water -course restrms, maintenance shed - - - - - - 411.00.576.680.47.21 Electric 8,927 9,006 6,448 12,000 10,000 10,000 411.00.576.680.47.22 Gas 459 650 1,032 700 700 700 411.00.576.680.47.25 Water/Sewer 3,581 2,221 2,001 6,200 3,000 3,000 411.00.576.680.47.26 Surface Water 32,946 34,593 33,316 31,000 35,000 35,000 411.00.576.680.47.01 Public Utility - SSWM charges - - - - - - 411.00.576.680.47.09 Public Utility - Puget Sound Energy, City water -wash bay and maintenance bldg 3,739 3,551 1,705 4,000 4,000 4,000 411.00.576.680.48.00 R&M - Contracted parking lot maintenance, fire alarm test, misc. repairs 7,081 45,779 7,522 10,000 5,000 5,000 411.00.576.680.48.01 R&M - Professional Tree Removal 9,308 - - 6,000 - - 411.00.576.680.48.03 R&M - Pump station and river pump, 9th fairway pump station 3,505 877 578 3,000 411.00.576.680.49.00 Misc - Memberships, uniform cleaning, prof dev, WWGCSA mem, WSDA cert. 4,236 3,799 4,546 2,000 2,000 2,000 411.00.576.680.49.01 Misc - - - - - - - Total Services 206,231 248,394 205,589 248,292 201,137 206,407 411.00.576.680.54.01 Intergowmmental -Admission Taxes 58,876 53,566 (0) 60,000 61,875 64,475 Total Intergovernmental 58,876 53,566 (0) 60,000 61,875 64,475 411.00.594.760.63.05 Capital - Tees & Greens (0) - 26,000 50,000 50,000 50,000 411.00.594.760.64.00 Capital - 16,043 - - - - Total Other (0) 16,043 26,000 50,000 50,000 50,000 Total Supplies, Services and Other $ 355,427 $ 431,492 $ 303,185 $ 456,692 $ 404,012 $ 411,882 72 Expenditure Detail Pro Shop - Supplies, Services, and Other Services for the Pro Shop include supplies for the shop and resale items. Services include annual required testing, advertising, utilities, rental of equipment, repair & maintenance, and memberships, among others. Intergovernmental includes excise tax paid on revenue earned. Foster Golf Course - Pro Sho Account Number Actual Budget 2016 2017 Projected 2018 2018 2019 2020 411.00.576.681.31.00 Supplies - Office & Operating $ 7,771 $ 7,726 $ 7,369 $ 6,415 $ 6,000 $ 6,000 411.00.576.681.31.01 Supplies - Building 3,426 - - - - - 411.00.576.681.31.02 Supplies - Rental 786 22 158 500 500 500 411.00.576.681.31.04 Supplies - Repair 3,645 160 1,079 1,500 1,500 1,500 411.00.576.681.34.01 Supplies - Pro Shop (Resale) 102,896 57,424 74,468 66,000 60,000 60,000 411.00.576.681.34.02 Supplies - Concessions - 7,125 9,946 15,600 8,000 8,000 411.00.576.681.34.03 Supplies - Special Order (Resale) - 18,181 22,531 15,000 15,000 15,000 411.00.576.681.35.00 Tools/Small Equip - Golf Carts 59,725 - 60 - 25,000 25,000 Total Supplies 178,248 90,638 115,610 105,015 116,000 116,000 411.00.576.681.41.00 Prof Secs - SZEN annual support -Online Tee Reservation, Advertising and artwork, Orbit: Webpage 4,746 3,575 461 4,400 4,000 4,000 411.00.576.681.42.00 Communication - Phone, cable and alarm monitoring 2,955 3,843 3,556 4,150 4,000 4,000 411.00.576.681.43.00 Travel - Meals, mileage, parking for professional development related travel 11 12 486 200 200 200 411.00.576.681.44.00 Advertising - Misc advertising expenses 4,455 5,461 4,922 4,000 5,000 5,000 411.00.576.681.45.00 Rental - Special event fleet rental and portable toilet rentals 9,796 11,739 23,854 5,000 35,000 35,000 411.00.576.681.47.00 Public Utility - City Light, Puget Sound (29,299) (28,558) (38,298) (32,000) (28,000) (28,000) Energy, Sound Security 411.00.576.681.47.21 Electric 35,433 39,729 41,338 40,000 44,000 44,000 411.00.576.681.47.22 Gas 1,178 2,680 2,255 1,500 3,000 3,000 411.00.576.681.48.00 R&M - Cart maintenance and repair, Clubhouse oil separator, building repair & window washing, HVAC maintenance 15,971 24,307 14,963 20,000 15,000 15,000 411.00.576.681.48.01 R&M - Golf equipment 259 - - - - - 411.00.576.681.49.00 Misc - Memberships - Nat'l Golf Foundation, PGA , PNGA, UAGA, Cintas mat/laundry svc, professional development, misc. 8,541 13,848 4,095 8,500 8,500 8,500 411.00.576.681.49.01 Misc - Printing of score cards, brochures, forms 2,069 - - 3,000 - - 411.00.576.681.49.08 Misc - PPI credit card fees 26,300 33,511 32,328 25,000 25,000 25,000 Total Services 82,416 110,146 89,959 83,750 115,700 115,700 411.00.576.681.53.00 Intergovemmental - Excise tax 6,237 5,781 6,383 6,400 6,000 6,000 Total Other 6,237 5,781 6,383 6,400 6,000 6,000 Total Supplies, Services and Other $ 266,902 $ 206,566 $ 211,952 $ 195,165 $ 237,700 $ 237,700 73 City of Tukwila CAPITAL IMPROVEMENT PROGRAM for 2019 - 2024 GOLF COURSE ENTERPRISE FUND 411 CIP **Other Page # PROJECT TITLE 2019 2020 2021 2022 2023 2024 TOTAL Sources 117 Foster Golf Links General Improvements 40 50 50 50 50 50 290 0 Grand Total Changes from 2017 to 2019 CIP: None. 40 50 50 50 50 50 290 0 ** Denotes other funding sources, grants, or mitigation. 74 2019 - 2024 Capital Improvement Program 105 9/19/2018 CITY OF TUKWILA CAPITAL PROJECT SUMMARY 2019 to 2024 PROJECT: Foster Golf Links General Improvements Project No. Varies DESCRIPTION: Provide annual improvements to the golf course greens, tees, drainage and irrigation as provided by golf revenues after operation costs and debt service payments are reconciled. JUSTIFICATION: Improvements are part of the plan to improve the playability of the course. STATUS: MAINT. IMPACT: Better year round play with improved course conditions, reduced maintenance, and increased safety. COMMENT: Ongoing project, only one year actuals shown in first column. With completion of the clubhouse, funding provides resources for in-house labor to complete on -going major maintenance projects. FINANCIAL Through Estimated in $000's 2017 2018 2019 2020 2021 2022 2023 2024 BEYOND TOTAL EXPENSES Engineering 0 Land (R/W) 0 Construction 16 26 40 50 50 50 50 50 50 382 TOTAL EXPENSES 16 26 40 50 50 50 50 50 50 382 FUND SOURCES Awarded Grant 0 Proposed Grant 0 Mitigation Actual 0 Mitigation Expected 0 Golf Revenue 16 26 40 50 50 50 50 50 50 382 TOTAL SOURCES 16 26 40 50 50 50 50 50 50 382 2019 - 2024 Capital Improvement Program 107 75