HomeMy WebLinkAboutFIN 2019-06-10 COMPLETE AGENDA PACKETCity of Tukwila
Finance Committee
• Thomas McLeod, Chair
• Verna Seal
o De'Sean Quinn
AGENDA
MONDAY, JUNE 10, 2019 - 5:30 PM
HAZELNUT CONFERENCE ROOM
(At east entrance of City Hall)
Distribution:
T. McLeod
V. Seal
D. Quinn
K. Hougardy
D. Robertson
K. Kruller
Z. Idan
Mayor Ekberg
D. Cline
R. Bianchi
C. O'Flaherty
L. Humphrey
Item
Recommended Action
Page
1. PRESENTATION(S)
2. BUSINESS AGENDA
a. Update on transfer of surface water billing to
a. Discussion only.
Pg.1
King County.
Richard raked?", Fiscal Coordinator
b. Fire Station 52 funding.
b. Discussion only.
Pg.3
Rachel Bianchi, Deputy City Administrator
c. Fire Department financial update.
c. Discussion only.
Pg9
Jay Wittwer, Fire Chief
d. Fire Marshall's Office staffing and budget.
d. Discussion only.
Jay Wittwer, Fire Chief
3. MISCELLANEOUS
4. ANNOUNCEMENTS
Next Scheduled Meeting: Monday, June 24, 2019
SThe City of Tukwila strives to accommodate individuals with disabilities.
Please contact the City Clerk's Office at 206-433-1800 (TukwilaCityClerk@TukwilaWA.gov) for assistance.
1906
City of Tukwila
INFOR ATIONAL E ORANDU
Allan Ekberg, Mayor
TO: Finance Committee
FROM: Vicky Carlsen, Finance Director
BY: Richard Takechi, Fiscal Coordinator
CC: Mayor Ekberg
DATE: June 10, 2019
SUBJECT: Update to the Storm and Surface Water Billings Transfer to King County
ISSUE
Update on the transition of the Storm and Surface Water billing and collection processes from
the City to King County effective January 1, 2019.
BACKGROUND
The City and King County entered into an Interagency Agreement "For Surface Water
Management Fee Collection and Remittance Related Services" which was signed by the Mayor
on December 13, 2018.
Prior to the transition to the County, the City had over 5,000 surface water accounts which were
billed in January and July. Past due notices were also processed and sent twice a year to the
customers and/or their paying agent. A monthly late charge was assessed to delinquent
accounts, and if still unpaid, a lien was filed against the property. Finance would process all the
surface water payments, which would have been made via mail, online, over the phone, drop
box, or over the counter. Finance would also receive contact from the customers or interested
third parties. The customers would call to discuss what the bill was for, status of the account,
updates to their account, or complaints about the bill itself. Escrow companies would contact
the City for final payoff amounts.
The transition to King County was intended to alleviate time and cost to the Finance Department
by reducing the number of cashiering transactions and phone calls. Other departments would
benefit as well by a reduction in inquiries and complaints related to surface water.
DISCUSSION
King County was provided with the customer/billing rate file from the City and used that data to
include the surface water charges on annual property tax statements. Before the file was given
to the County, a thorough review of accounts was done to ensure that the parcel data matched
the County data and that only accounts the County would assume billing responsibilities for
were included. The final file was sent to King County and it was successfully integrated into
their billing system. The file excluded City owned properties, condominium complexes, and
State-owned highways. These were billed directly by the City.
Notification was sent via postcard to all the customers explaining the transition. Despite the
mailings, the City still received numerous phone calls from customers inquiring about when they
would receive their bill. There were more of these types of calls in the first quarter than
expected, but they have since significantly tapered off. Overall, questions and complaints about
surface water have been negligible. As the year progresses, we will have the ability to assess
any reduction in workloads due to the transition.
1
INFORMATIONAL MEMO
Page 2
The City still has many delinquent accounts on its books and the City was required to retain this
function. King County only bills for current surface water charges, therefore; any outstanding
balances prior to the transition are still the City's responsibility to collect. Thus, the monthly late
charge penalties and past due notices will still be processed, as well as any liens. Once these
balances are collected in full, then the accounts will become 'inactive.'
Another efficiency the City will realize is that changes to ownership will not have to be updated
in Eden any longer. However, short plats, lot line boundary adjustments, consolidations, and
new construction will still be updated in Eden and physically checked to determine its proper
billing rate category, which will then be provided to the County to bill on future tax statements.
FINANCIAL IMPACT
The City mailed out bills in January and July, however, King County includes the surface water
charges on the property tax statements, which are paid in April/May and October/November.
Because of the change in timing of billing and revenue receipts, the full financial impact will be
provided at year-end when we have a complete year of data to compare to the prior year.
RECOMMENDATION
Information Only.
2
Allan Ekberg, Mayor
Administrative Services Department- Rachel Bianchi, Deputy CityAdministrato
INFOR ATIONAL E ORANDU
TO: Finance Committee
CC: Mayor Allan Ekberg
FROM: Rachel Bianchi, Deputy City Administrator
DATE: Updated June 5, 2019
SUBJECT: Fire Station 52 Funding
ISSUE
Staff provided the Public Safety Committee with an update on the status of Fire Station 52, which
will also be discussed at the May 28, 2018 Committee of the Whole meeting. The Schematic
Design estimate shows that Fire Station 52 is over the revised budget. The Public Safety
Committee agreed that the Finance Committee will look at options for funding Fire Station 52 and
ultimately provide a recommendation to the full Council. Staff is seeking discussion and direction
on the topic to bring back a proposal to the next Finance Committee meeting.
BACKGROUND
The new Fire Station 52 is to be located on the City Hall Campus just north of the 6300 Building in the
upper parking lot. With Fire Station 51 moving further south, the FACETS study determined that it
would be important for Fire Station 52 to move further south to maximize coverage and response times
throughout the City. Fire Station 52 will become the new headquarters station and thus is a larger,
more complex building than Fire Station 51.
With the Schematic Design phase complete, the project team began estimating the project. In addition,
the group used the bids received for the Fire Station 51 project, currently under construction, to inform
the estimating process. Fire Station 52 is above the adjusted budget adopted by the Council in July of
2018. The project team spent considerable time and discussion identifying places to value engineer
the project in order to ensure the best value for the City. The team identified nearly $670,000 in
savings that would not affect the functionality, of the building. However, it was determined that no
additional savings could be found that would not significantly impact the building's usability and long-
term functioning.
The construction budget is estimated to be over budget by $4.23 million once construction costs, sales
tax and contingency are accounted for. The full build out of the Administration space, which has been
carried as an alternate since early on in the project, is expected to cost an additional $1.25 million,
which would include construction, sales tax, contingency and furniture, fixtures and equipment (FF&E).
While this percentage is higher than the overage on Fire Station 51, this project is significantly more
complex. It is a two-story building requiring much more structural support and use of steel and has a
significant earthwork component.
The most volatile costs on this project are associated with earthwork. Because of the current market,
the unknowns about what contractors would potentially bid on this project and the very real escalation
Tukwila City Hall • 6200 Southcenter Boulevard' Tukwila, WA 98188 • 206-433-1800 • Website: TukwilaWA.gov
3
in the market, particularly for earthwork services, the project team elected to include a 30% contingency
in the budget for earthwork alone, which is over $1 million.
Due to the significant amount of value engineering work, this most recent estimating phase took longer
than normal, and the project is now finished up with the Design Development (DD) phase. Both
Robinson, the outside estimators, and Lydig will be doing another round of estimating on the DD plan
set to refine these numbers. As with any project, the final numbers will be known once the bid results
are received and compiled.
DISCUSSION
There is a suite of options available to fund the $4.23 million gap:
• Streamlined Sales Tax (SST) Mitigation payments, which were unanticipated, will be restored
over the next four years, estimated at approximately $4 million. Previously the State Legislature
had ended the SST mitigation payments and the City did not include them in the budget moving
forward from their sunset date of 2019. However, during this past session, the Legislature
restored the payments for another four years. Because these are one-time funds that should
not be programmed for ongoing programs or personnel, using this for a one-time cost like
construction of Station 52 makes sense.
• Unallocated Fire Impact Fees from 2018, totaling $167,000.
• Council's 10% one-time revenue contingency, totaling $525,000.
• 2019/2020 ending fund balance in excess of Council policy.
• Additional debt issuance.
• Dedication of project sales tax.
• Other options explored during the 2018 Finance Committee D-20 discussions.
The project continues to be constrained by market escalation, and the timeline is critical to ensure the
ability to contain costs. The project team is very aware of the importance of utilizing the summer
months to do the earthwork and site utilities in order to not have additional costs associated with
doing this work in the wet months. In order to achieve this goal, staff will be bringing the project
forward in two phases — similar to what was done with the Justice Center — in a "mini-MACC" and
total MACC under the following timeline:
• Mini-MACC. Earthwork, site utilities, electrical, structural
o July 1: Public Safety Committee
o July 8: Committee of the Whole
o July 15: Full council consideration
• Final MACC. Building construction
o October 28: Public Safety Committee
o November 11: Committee of the Whole
o November 18: Full Council consideration
While it will be necessary that the City has identified how to fill the $4.23 million gap before starting
the "mini-MACC," decisions on funding the alternate of the Administration build -out do not need to be
made until Fall and will be informed by how much of the earthwork contingency is used in the mini-
MACC, as well as the progress of the other Public Safety Plan projects.
RECOMMENDATION
Staff is seeking the Committee's direction on how to fund the Fire Station 52 gap. Staff would then
return to the June 10 Finance Committee with a funding proposal.
Phone: 206-433-1800 • Email: Mayor@TukwilaWA.gov • Website: Tukwila A.gov
4
UPDATE JQNE5,3Q1S
Staff has updated the "D-20" funding model to indicate how the funding gap for Fire Station 52 could be
achieved (see ettached). Per the direction ofthe Finance Committee gtthe May 280eetnq.staff
utilized thefoUovinq revenue sources to achieve thieQoa|:
w $167.000 in Fire Impact Fees collected in 2018 but not allocated.
wThe unanticipated Streamlined Sales Tax W1iUgaUonpayments that were added back jnthe 2019
|eQialative session,
ThefoUnVVOq are the chaOqes from what was adopted in the 2O1Q/2O2Obudgetand previously seen in
the "[J-20" model were incorporated into the attached draft:
w Line13: Fire Impact Fees were increased by $167,000 in 2019 to account for the $167,000 in
Fire Impact Fees collected but not allocated inZO1O.
* Line 17: Streamlined Sales Tax K8itiqation payments included as a new revenue source.
° Lines 28 and 29: Justice Center expenditure reduced, and Fire Station 51 expenditure increased
per Council action durinq the Fire Station 51 MACC and Justice Center "mini-MACC" approval.
m Line31: The $4.23W1gap for Fire Station 52was added asmseparate line item.
* Line 33: Apparatus funding in2O1Owas reduced towhat was actually spent; additional fundinq
put inthe out years aeoplace holder until apparatus and equipment schedule isupdated.
With these updates, fundingtho Public Safety Plan, as nnmdMOed in 2018. remains attainable and
positive fund balance ieachieved each year, /\shas been previously stated, the fundinqmodel iaan
iterative process that will continue to be updated as the City proqresses in funding the Public Safety
Finally, the project teonnhaenoyvoonlp|etedUleDeoqnDeve|opnnentphaseandbothLvdiq
Construction and the independent estimators, Robinson, have completed the latest round ofest|nnatinq.
The $4.23 M qap for Fins Gtotion52 was validated in this effort.
RECOMMENDATION
Staff recommends funding the qap for Fire Station 52with the two sources identified above. Once bids
for the mini-K8ACC are received the full Council will be able to make a final decision.
Staff i8seekinq consensus from the Committee tomove tgthe June 24Committee of the Whole for
Council discussion.
Phone:2O6-433'lgUO + EnnaikMayor@Tukwi + VVebsihsTukwi
6
PUBLIC SAFETY PLAN - Financial Framework - Scenario D - 20 Year Debt with Apparatus Financed
Updated June 5, 2019
B
D
E
F
G
H
I
J
K
L
M
N
0
P
Q
R
S
1
actual
actual actual
projected budget
budget
2
TOTAL
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
9
Revenues:
10
UTGO bond proceeds, Voted
77,385,000
36,709,954
40,675,046
11
LTGO bond proceeds, Councilmanic
45,000,000
20,000,000 +,
25,000,000
1
I
12
Fire Impact fees & deposit - Segale
4,750,000
500,000
300,000
300,000
300,000 ;
300,000
300,000 ;
300,000
300,000 ;
300,000
300,000 °
300,000
300,000
300,000
300,000
13
Fire Impact fees other
7,984,000
1,017,000
400,000
667,000
500,000 ;
300,000
300,000 !
300,000
300,000
300,000
300,000 I
300,000
300,000
300,000
300,000
14
F301, Lnd & Prk Acq contribution
3,000,000
3,000,000 ;
15
Property/land sales
12,889,300
a
4,889,300
1,000,000 I
2,000,000
5,000,000 ,
16
REET 1
10,500,000
500,000
500,000
500,000 I
500,000
500,000 £ 500,000
500,000 "
500,000
500,000 '
500,000
500,000
500,000
500,000
17
Sales Tax Mitigation payments
4,017,452
- 1
251,091
1,004,363 I
1,004,363
1,004,363 I
753,272
18
Interfund transfer in (out)
1,391,854
1
141,854
1,250,000 i
-
- 1
19
Investment earnings
1,211,391
9,562 I
258,283
503,546 ;
300,000
100,000 ;
40,000
20
Annual contribution to balance
7,467,650
1
141,854
- 1
-
-
-
- I
-
- i
-
1,000,000 I
1,000,000
1,000,000 !
1,000,000
1,000,000
21
Additional capacity from maturing,
existing debt
14,858,560
i
831,000
831,000
498,600
498,600
880,800
1,196,400
1
717,840
717,840
717,840
717,840
717,840
25
Revenue Total
190,455,208
36,719,516 i
2,058,992
25,953,546 1
72,582,437
4,235,363 ;
4,975,363
7,602,963 1
2,351,872
1,980,800 !
2,296,400
2,817,840 1
2,817,840
2,817,840 1
2,817,840
2,817,840
26
% Dbt Svc capacity used for PSP
- j
-
-
100%
60% j
60%
60%
60%
60%
60%
60% I
60%
60%
27
Project Expenditures
28
Justice Center
66,994,711
123,833
431,266
17,868,999 !
26,596,000
21,974,613 1
-
-
29
FS 51
14,814,632
59,853 1
254,484
1,145,000 i
9,416,000
3,939,295 1-
30
FS 52
19,260,000
8,256 !
161,299
771,000 ;
2,963,000
13,749,000 ;
1,607,445
-
-
31
FS 52 SD Est Delta
4,230,000
4,230,000
I
32
FS 54
1,502,000
- I
142,791
1,062,209 1
297,000
- t
-
I
33
Apparatus & equip
10,075,303
14,447 1
573,651
3,373,824 a
624,578
368,146 1
276,621
583,525 1
507,480
287,091 1
384,755
414,980 1
806,277
109,936 ;
758,212
991,778
34
Apparatus financing
5,750,493
I
270,250 !
270,250
270,250
270,250
270,250 1
575,049
575,049
35
Shops
30,000,000
- I
283,709
22,336,000 ;
2,879,000
4,501,291 I
39
Project Expenditures Total
152,627,138
206,389
1,847,199
46,557,032 I
47,005,578
44,532,345 I
1,884,066
583,525 I
507,480
557,341 f
655,005
685,230 I
1,076,527
380,186 I
1,333,262
1,566,827
40
1
41
Debt Service
1
0
full DS I
I
I
1
42
Debt service LTGO
58,168,554
239,026
804,200
804,200 i1,500,000
3,232,829 1
3,232,829
3,232,829 ;
3,232,829
3,232,829 1
3,232,829
3,232,829 I
3,232,829
3,232,829
43
Utility Fds pay rent = 50% of dbt svc
(21,931,081)
(119,513)1
(402,100)
(402,100)'
(562,500)
(1,229,431)!
(1,229,431)
(1,229,431)'
(1,229,431)
(1,229,431)!
(1,229,431)
(1,229,431)
(1,229,431)
(1,229,431)
44
GF Debt Service Total
36,237,473
- E
-
119,513
402,100
402,100 j
937,500
2,003,398 '
2,003,398
2,003,398 i
2,003,398
2,003,398 9
2,003,398
2,003,398 i
2,003,398
2,003,398
45
Expense Total
188,864,611
206,389 #
1,847,199
46,676,545 j
47,407,678
44,934,445 j
2,821,566
2,586,922 i
2,510,878
2,560,739 j
2,658,403
2,688,628 j
3,079,925
2,383,584 t
3,336,659
3,570,225
46
52
Annual Surplus (Shortfall)
1,590,597
36,513,127 1
211,793
(20,722,999)1
25,174,759
(40,699,082)1
2,153,797
5,016,041 1
(159,005)
(579,939)1
(362,003)
129,212 I
(262,085)
434,256 1
(518,819)
(752,385)
53
Beginning Carryover (Shortfall)
-
- 1
36,513,127
36,724,920 '
16,001,920
41,176,679 ;
477,597
2,631,394 1
7,647,435
7,488,429
6,908,490
6,546,487
6,675,700
6,413,615 '
6,847,870
6,329,051
i
I
i
54
Ending Carryover (Shortfall)
1,590,597
36,513,127 3
36,724,920
16,001,920 ;
41,176,679
477,597E
2,631,394
7,647,435
7,488,429
6,908,490 ^
6,546,487
6,675,700 1
6,413,615
6,847,870 =
6,329,051
5,576,666
6/5/2019
Scenario D-20 updated May 2019
1 of 2
00
PUBLIC SAFETY PLAN - Financial Framework - Scenario D - 20 Year Debt with Apparatus Financed
Updated June 5, 2019
B
T
U
V
W
X
Y
Z
AA
AB
AC
AD
AE
AF
AG
AH
Al
1
2
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
9
Revenues:
I
I
10
UTGO bond proceeds, Voted
I
i
1
I
11
LTGO bond proceeds, Councilmanic
l
i
i
i
i
I
i
9
i
12
Fire Impact fees & deposit - Segale
350,000
13
Fire Impact fees other
300,000
300,000 I
300,000
300,000 s
300,000
300,000 i300,000
300,000
14
F301, Lnd & Prk Acq contribution
{
15
Property/land sales
16
REET 1
500,000
500,000 I
500,000
500,000 '
500,000
500,000 l
500,000
500,000 "
17
Sales Tax Mitigation payments
18
Interfund transfer in (out)
l
l
I
19
Investment earnings
20
Annual contribution to balance
1,000,000
1,000,000 1
325,796
21
Additional capacity from maturing,
existing debt
717,840
i
717,840 ;
717,840
717,840
903,600
I
1,058,800 t
1,058,800
I
640,400
25
Revenue Total
2,867,840
2,517,840 I
1,843,636
1,517,840 I
1,703,600
1,858,800 I
1,858,800
1,440,400 I
-
- i
-
- i
-
-
-
26
% Dbt Svc capacity used for PSP
60%
60%
60%
60%
40%
40% j
30%
20%
27
Project Expenditures
28
Justice Center
29
FS 51
30
FS 52
31
FS 52 SD Est Delta
32
FS 54
33
Apparatus & equip
0
OF
0
0
0
0E
0
0
34
Apparatus financing
575,049
575,049
575,049
304,799 I
304,799
304,799 I
304,799
304,799 ''
35
Shops
;
I
3
�
?
39
Project Expenditures Total
575,049
575,049 3
575,049
304,799
304,799
304,799 j
304,799
304,799
40
41
Debt Service
1
i
i
42
Debt service LTGO
3,232,829
3,232,829 I
3,232,829
3,232,829
3,232,829
3,232,829 ;
3,232,829
1,547,932 3
1,547,932
-
-
-
-
-
-
43
Utility Fds pay rent = 50% of dbt svc
(1,229,431)
(1,229,431)
(1,229,431)
(1,229,431)'
(1,229,431)
(1,229,431)!
(1,229,431)
(386,983)!
(386,983)-
44
GF Debt Service Total
2,003,398
2,003,398
2,003,398
2,003,398 4
2,003,398
2,003,398
2,003,398
1,160,949 i
1,160,949-
45
Expense Total
2,578,447
2,578,447 (
2,578,447
2,308,197 ;
2,308,197
2,308,197 j
2,308,197
1,465,748 i
1,160,949
-
-
-
-
-
-
46
52
Annual Surplus (Shortfall) 289,393
(60,607)I
(734,811)
(790,357)1
(604,597)
(449,397)1
(449,397)
(25,348)1
(1,160,949)
-
-
-
-
-
-
-
53
Beginning Carryover (Shortfall)
5,576,666
5,866,060 I
5,805,453
5,070,642
4,280,285
3,675,688 {
3,226,291
2,776,894
2,751,546
1,590,597
1,590,597
1,590,597 ''
1,590,597
1,590,597 I
1,590,597
1,590,597
54
Ending Carryover (Shortfall)
5,866,060
5,805,453
5,070,642
4,280,285 ;
3,675,688
3,226,291 ,
2,776,894
2,751,546
1,590,597
1,590,597 =
1,590,597
1,590,597
1,590,597
1,590,597 i
1,590,597
1,590,597
6/5/2019
Scenario D-20 updated May 2019 2 of 2
TO:
City of Tukwila
INFOR ATIONAL E ORANDU
Finance Council Committee
FROM: Vicky Carlsen, Finance Director
Jay Wittwer, Fire Chief
CC: Mayor Ekberg
DATE: May 22, 2019
Updated after av 28, 2019 Finance Cor
SUBJECT: Fire Budget Discussion
tee meeting
Allan Ekberg, Mayor
ISSUE
Review current and historical Fire Department budget, staffing, and service levels to determine a
sustainable model which meets the City's financial and policy goals.
BACKGROUND
This section provides historical information on the Fire department as well as narrative discussing
several aspects of the budget development process. The final section provides the current budget
projection.
Current Staffing Levels
Total Fire Department Staffing
The 2019-2020 Budget authorizes a total of 67.0 Full -Time Equivalents (FTE's) in the Fire
Department. The table below summarizes these Budgeted FTE's.
Position
FTE's
Notes
Fire Chief
1
Assistant Fire Chief
Battalion Chief — EOC & Fire Marshall
2
Captains (Inspectors) — Fire Marshall's Office
2
Captains — Training Consortium
2
Work with the South King County
Fire Training Consortium as part of
City's financial commitment
Senior Project Coordinator — Fire Marshall's
Office
I
Plans reviewer
Assistant to the Chief
1
Administrative Support Technician
2
1 supports the Fire Chief, 1 supports
the Fire Marshall's office
Emergency Management Specialist
1
Battalion Chiefs — Suppression
3
One per shift
Captains — Suppression
12
4 per shift, 1 per Fire Station
Firefighters — Suppression
39
13 per shift
Total FTE's
67
9
INFORMATIONAL MEMO
Page 2
There has not been a change in the number of Budgeted FTE's since 2013.
Minimum Staffing Levels - Suppression
As noted in the chart above, there are several activities, such as Fire Marshall, Training, and
Emergency management which have staff and budgets allocated to these services. The majority
of staffing (54 FTE's) and budget is dedicated to suppression with 24/7 coverage for calls for
service within the Tukwila community. This memo is focused on the Suppression services within
the Fire Department.
Shift Coverage - 48/96
In 2009, per the newly adopted labor agreement, the Tukwila Fire Department began operating
on a 48-hour, 3 shift model, with 18 personnel assigned to each shift. This translates into a shift
being on for 48 hours, then off for 96 hours, also referred to as a "48/96" model. This was a
change from what is known as the Modified Detroit schedule of a 24-hour schedule.
The chart below shows the shift schedule for both the 48/96 and the Modified Detroit:
Exarnple of Modified Detroit and 48/96 Schedule
1 I
Day 1 Day 2 1 Day 3 I Day 4 : Day 5 : Day 6 : Day 7 : Day
48/96 (Current Schedule) On :On :Off :Off :Off :Off
I I I I I I
Modified Detroit On 1Off :iOn i Off iOn i Off iOff ;Off
Then repeats
Then repeats
Minimum Staffing
Per current policy, the minimum staffing level is for 13.0 FTE. Each station has three firefighters
(one Captain and two firefighters) who respond to calls with engines or the ladder, with the
battalion chief stationed at Station 51. When staffing level for the shift is at least 15, the aid car
can be placed in service, which increases the level of service and can reduce response time by
having an additional unit in service. The chart below summarizes daily staffing levels based on
the number of FTE's available.
Station
Apparatus
Minimum
Staffing
13.0 FTE
Additional
Staffing
14.0 FTE
Aid Car
Staffing
15.0 FTE
FS 51
Battalion Chief
1
1
FS 51
Engine
3
3
3
FS 52
Engine
3
3
3
FS 53
Engine
3
3
FS 54
Ladder
3
4
3
FS 54
Aid Car
0
0
2
Total Staffing
13
14
15
When the City added pipeline positions in 2014 (discussed below), an additional 3 to 5
(unbudgeted) FTE were added. Currently, the policy is to fill up to 3 pipeline positions, which
effectively increases the staffing to 19 personnel per shift.
For each shift of 19 FTE, there are two slots set aside for vacation and two slots set aside for
Kelly Days (explained below). That leaves an additional two slots available for education leave
or sick leave before staffing falls to minimum staffing of 13. When additional sick leave, Kelly
10
INFORMATIONAL MEMO
Page 3
daye, training dmys, or other activities occur that reduce staffing below 13, the current policy is
that other staff are called in on overtime to maintain the minimum staffing level.
Summary of Current Shift Coverage:
` "A"Shhf "B"Shift "C^8hift�
Total Staff per Shift 19 19 19
Less: Vacation Slots `2 -2 -2
Less: Kelly Day Slots -2 -2 -2
Staffing Level Prior toUnexpected Leaves 15 15 15
Minimum Staffing 13 13 13
Slots Available for Unplanned Leave 2 2 2
Kelly Day
A Kelly []ay is an additional day provided to meet FLSAond contractual requirements. Due to
FLSA ru|ao, each personnel are provided a certain number of"Kelly Oayo'', which is aday off
during an FLSA period, and are scheduled ahead of time similar to a planned vacation day. Each
FL8Acycle is24days and only one Kelly Day may bescheduled each FL8Aperiod. Kelly [Jays
do not carry over into a new year, Starting in 2009. the total number of Kelly Days per each
position is 14 days. This was an increase from 13 per the prior labor agreement, which was
provided in lieu of e 196 pay increase.
Pipeline Positions
|nMarch 2O14.the Council approved the use of3pipeline positions. The pipeline positions were
intended to create potential cost savings and increase operational effectiveness. When a
firefighter retires, the individual in the pipeline can step into the vacated position. When arecruit
enters the ocadenmy, it can take between six and nine months before a recruit is fully trained.
These pipeline positions were approved byCouncil at the March 3.2O14meeting.
In July 2016. in expectation of additional retirements and in an effort to reduce overtime usage,
the Council increased this to authorize an additional 2 up to 5 pipeline positions. |naJune 3O16
nnenno, it was stated that through the middle of the year, the department had filled 55 24-hour
overtime shifts due tominimum staffing requirements. |fthe three pipeline positions had not been
in axietenoe, the department would have filled 132 24-hour overtime shifts due to minimum
staffing issues. The memo also stated that because of the pipeline positions, the aid car was in
service more frequently, increasing service levels tothe communities. The additional pipeline
positions would enhance the department's capability to keep up with pending retirements and is
more efficient and cost effective than the utilization ofexcessive overtime.
The chart below shows total authorized positions and pipeline positions.
Authorized`'and Pipeline Positions
m
.'-. `
W " 1| ��' ' '���' J���� '� ` ' ' � �� �� � '�'
'~~" �~^ ' �~^~~
-' -' —"- --'-i --��| -i ` —'8 !
|
FTEg 65GG 67 8767 67 G7! 87 G7
The additional pipeline positions add to the number of firefighters available per shift.
11
INFORMATIONAL MEMO
Page 4
Staffing level considerations
There are several factors which come into play when balancing current staffing levels for
suppression.
Vacation leave
Per contnact, each personnel are guaranteed a certain level of vacation leave. The table below
ehoxvo the average usage of total vacation leave per year, by hours. As you can see vacation
hours use has slowly increased over the years with a slight reduction in 2018. Per the labor union
aqreernent, personnel may accumulate uptotwo years of accrued vacation. For example, if
firefighteraccrues two weeks per year, they can accumulate uptVfour weeks ofaccrued vacation.
The exception to this rule is if an employee had scheduled as many as two work cycles or less
vacation and then was unable totake such vacation due to serious i||nens/iniury, the employee
may exceed the two-year maximum by that amount with the understandinq that (1) the employee
will b[iOO their vacation balance within the two-year nnaxinnunn within an gQreed upon period of
time of return to work.
4000
14,000
12,000
10,000
3,000
6,000
4,000
2,000
o
Vacation Hours Taken
Suppression Only
zOzO DDz 012 2013 2014 015 2016 ZOD 2018
Kelly Day
Per the contract and FLSA guidelines, as described earlier, the number Of Kelly Days per
personnel has remained constant et14since 2OO9. The table below shows the average usage
of total Kelly Days per year as expressed in hours. As you can see this has remained fairly
consistent at about 10 thousand per year. Kelly Day usage increased in 2018 and 2017 along
with the increase in pipeline positions. Further analysis is needed to determine why Kelly Day
usage decreased in2O18.
12
INFORMATIONAL MEMO
Page 5
25,000
20,000
15,000
10,000
5,000
0
2010
2011
2012
Kelly Hours Taken
Suppression Only
2013
2014
2015
2016
2017
2018
2010 2011 2012 2013 2014 2015 2016 2017 2018
Kelly Hours 16,056 16,128 16,296 15,408 16,713 17,376 18,864 19,416 18,504
Training/Other Usage
There is required training and other education which firefighters complete each year. Some of this
is done during normal scheduled work hours, while others impact daily staffing levels. The number
of hours for training and education outside of the normal work schedule is shown below. As the
chart demonstrates, overtime training hours is not consistent from year to year with it ranging from
a low of approximately 296 to a high of over 1,100 in 2017.
1,200
1,000
800
600
400
200
0
Training OT Hours
Suppression Only
2011 2012 2013 2014 2015 2016 2017
2010 2011 2012 2013 2014 2015 2016 2017 2018
Training Hours n/a 296 323 973 510 912 676 1,119 586
2018
Sick Leave and Long -Term Disability
Sick leave can change by day and by shift. Below are two charts depicting sick leave hours from
2010 through 2019. The first chart compares January through April in all years and the second
one compares January through December from 2010 through 2018 and January through April for
2019. Both charts combine regular sick leave with long-term disability as our financial system
13
INFORMATIONAL MEMO
Page 6
does not segregate long-term disability from sick leave. Along with long-term disability, sick leave
usage appears to be trending upward with the trend beginning in 2015.
As the table below shows, the number of hours of sick leave has increased from just over 10,000
hours in 2010 to a peak of 14,000 hours in 2018. Sick leave usage can have a significant staffing
and budget impact, especially if covered through overtime staffing.
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
Sick Hours Taken
Suppression Only
2010 2011 2012 2013 2014 2015 2016 2017 2018
2010 2011 2012 2013 2014 2015 2016 2017 2018
Sick Hours 8,549 9,668 9,506 9,614 11,356 11,085 12,091 13,141 13,699
Using sick leave usage through April 2019, the projection is for a similar usage of sick leave in
2019 as was experienced in 2018.
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
2010
2011
2012
Sick Hours Taken Jan -April
Suppression Only
2013
2014 2015
0
2016 2017 2018 2019
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Sick Hours 2,601 3,551 2,739 3,608 4,125 3,616 4,968 4,887 5,997 5,828
Long -Term Disability
Whereas sick leave is intended for a short period of time, there is also the case when a firefighter
is out for a longer period of time due to an injury, health issue, or other issue.
14
INFORMATIONAL MEMO
Page 7
One factor contributing to the budget situation this year is the number of firefighters out on long-
term disability, which we have defined as at least one consecutive month of sick leave. Below is
a chart that shows how many firefighters are out on long-term disability each month. The chart is
an estimate through June and only reflects those currently out on extended leave. Names have
been removed for privacy. Data on long-term disability for prior years will be presented at a later
date one the research has been completed. As the table shows, in January there is one firefighter
at on long-term disability, whereas in March and April there were four to seven firefighters out on
long-term disability.
Dates on long-term
disability Employee January February March April May June
4/1/18 - FF 1
1/7/19 - 6/1/19 FF 2
3/2/19 - 7/1/19 FF 3
3/10/19 - ? (intermittent) FF 4
1/21/19 - 4/28/19
2/5/19 - 4/18/19
3/19/19 - 5/5/19
1/16/19 - 2/19/19
5/15/19 - 7/1/19
FF 5
FF 6
FF 7
FF 8
FF 9
Retirements/Leaves of Service and New Hires for Suppression
Each year, individuals leave the department due to retirement, another opportunity or
unfortunately, due to a death but the Department also makes new hires. On average, the
Department loses one to three firefighters per year and seeks to maintain consistent staffing levels
by hiring new employees. When the Department hires a new firefighter, they first have to undergo
approximately four months of training before they are deemed qualified as available for service.
While the new firefighter is not able to fill a roster spot on a shift during these initial four months,
they are paid salary and benefits.
The chart below compares the Department's departures and hires for the time period 2010
through 2019.
Departures & Hires
All FD Since 2001
2010 2011 2012 2013 2014 201
N Departures e Hires
2016 2017 2016 2019
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Departures 0 3 5 3 3 3 3 3 9 3
Hires 2 1 4 4 3 9 6 3 6 2
15
INFORMATIONAL MEMO
Page 8
Deployments
Another factor that affects staffing levels is deployments. When a natural disaster occurs
somewhere else, often we will send firefighters to assist with recovery. Some recent examples
include responding to the Oso disaster in our own state and the hurricanes that occurred on the
east coast last year.
When firefighters are deployed to assist with recovery, they are typically gone for several days
which affects staffing levels. Most often, the City is reimbursed for the costs associated with these
deployments but occasionally, the City is not reimbursed for all costs. Additional information on
deployments will be provided at a later date.
Summary of Staffing Considerations
Overtime Usage
Overtime is used to ensure that minimum staffing is met due to any reason, from vacation, Kelly
Days, sick leave, long-term disabilities, retirements, or other issues. For example, when a
firefighter goes out on long-term disability for an extended length of time (at least one month), the
usual two slots available for education and sick leave drops to one. When more than one
firefighter on the same shift is on long-term disability, any firefighter calling in sick automatically
results in minimum staffing overtime.
The overtime usage has fluctuated over time. The table below shows the number of minimum
staffing overtime hours used 2011 through 2018 (overtime hours were not tracked per project
code until 2011).
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
2011
2012
Minimum Staffing OT Hours
Suppression Only
2013
2014
IL
2015
2016
2017
2018
2010 2011 2012 2013 2014 2015 2016 2017 2018
Min Staff OT hours n/a 4,735 5,102 8,337 7,040 6,680 3,709 2,876 6,458
The following chart shows total overtime by category. Minimum staffing overtime can range from
around 30% of total overtime to over 60% of total overtime.
16
INFORMATIONAL MEMO
Page 9
Overtime Categories
Y6ofWhole, byHours
LIU
N Minimum Staffing 0 Training 11 Meetings
P�
M isc
0svvipnent
Overtime 2011
Minimum Staffing 5,167
Training 599
Meetings 1,210
Disaster Response
K4bc 503
NoPACode 398
Other 198
Reimbursable 161
Equipment 87
City Events 174
Fire Investigation 164
Shift Extension 247
K
No PA Code N Other
City Events
I Disaster Response
M Reimbursable
0Fire Investigation 0 Shift Extension
zom
2012 2013 2814 2015 2016 2017 2018 Grand Total
5,648 9,325 7'359 6,968 3,972 3,024 5,678 48,140
595 1,333 926 I'OSS 955 1'453 1,066 8,781
1,205 1,372 803 695 733 907 608 7,584
239 30 4,031 89 26 1'439 416 6,268
235 777 1,469 1'024 1,155 711 318 6,201
188 778 21 432 630 ZIl 80 2,746
32 45 127 283 406 940 2,031
142 163 197 221 250 214 488 1,835
123 284 573 180 131 147 112 1,635
232 250 226 175 125 209 55 1,455
126 73 307 175 286 237 161 1,447
67 155 218 126 174 DI 132 1,201
The cost of overtime has increased due to the change in usage and also the increase in average
compensation over the past few years. As the table ahoxVs, the ooa[ per hour has consistently
17
INFORMATIONAL MEMO
Page 1 0
$1,000,000
$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
Total Overtime $ Paid
. ...„... „ „....„„
•""
2010 2011 2012 2013
2014 2015 2016 2017 2018
Overtime $ r
$60.00
$58.00
$56.00
$54.00
$52.00
$50.00
$48.00
$46.00
$44.00
2010 2011 2012 2013 2014 2015 2016 2017 2018
Overtime $ $407,964 $446,557 $440,553 $754,079 $857,927 $658,738 $495,855 $514,312 $647,876
Overtime Hours 8,221 8,907 8,831 14,592 16,127 12,065 8,717 9,038 11,046
$/Hr $ 49.63 $ 50.13 $ 49.89 $ 51.68 $ 53.20 $ 54.60 $ 56.89 $ 56.90 $ 58.65
A key administrative and policy question is what can be done to reduce the overtime usage
and costs going forward.
Budget Process
The Finance staff budgets for personnel costs as well as liability insurance and fleet costs. Fire
staff budget supplies and services. All departments develop their budgets within the parameters
set by Administration and Council.
When Finance drafts the budget for personnel, all approved positions are fully funded at the
existing labor agreement rate schedules plus an estimate for COLA increases. Benefits are
adjusted based on known or estimated rate increases. Positions that are not at the top step
include an increase in both salary and benefits to account for any step increases due during the
biennium. Any vacant position is budgeted at the lowest step plus benefits and medical at the full
family rate.
Overtime is typically budgeted at previous year levels unless a department can prove the need
for additional budget. One change in how overtime was budgeted occurred with the 2017-2018
biennium. Prior to 2017, the overtime budget line item included both overtime and associated
benefits. Beginning with the 2017 budget, the overtime line item is strictly overtime pay. Benefits
associated with overtime are budgeted in the correct benefit line.
There are a few items that are not budgeted and which the City departments are expected to
absorb the difference within their original adopted budget.
• Pipeline positions are not budgeted. It is expected that these costs will be offset by a
reduction in overtime costs and usage.
• As a policy, the City also does not budget for pending or possible retirements, specifically
the vacation and sick leave payouts.
18
INFORMATIONAL MEMO
Page 11
• The budget does not include funds for possible deployments. Typically, the budget will be
amended once costs and reimbursement information can be estimated. Often,
reimbursement funds are not received until the following year.
The City does not usually amend the adopted budget to account for any labor agreements
that settle wages higher than what is included in the adopted budget. Departments are
expected to absorb the difference.
New information for June 11, 2019:
Budget Amendments
The fire department budget has been amended every year since 2012. The amendments range
in amounts from a low of $85 thousand in 2010 to a high of $1 million in 2014. The average
budget amendment for the department is about $500 thousand. The chart below shows the total
original adopted budget followed by a breakdown of amendments by year.
One item to note on budget amendments is that in the first year of the biennial budget, the budget
amendment will often be carried forward into the second year of the budget cycle. This can be
seen in 2015 and 2016 when overtime was increased both years and again in 2017 and 2018
when budget was provided for pipeline positions.
Fire Budget Amendment Details
New Contract Revenue Deployments Deployments Final
Adopted (Signing Increase Other Backed - Pipeline (Not Revenue (Revenue Total of Amended
Budget Bonus) Overtime Adjustments Other Positions Backed) Backed) Amendments Budget
2010 10,212,773 - - 85,000 - - - 85,000 10,297,773
2011 9,948,846 - - - - - - - - 9,948,846
2012 10,226,000 234,768 _-_ 21,693 60,500 316,961 10,542,961
2013 10,247,976 - 200,000 - - - - - 200,000 10,447,976
2014 10,472,254 - - 390,000 355,000 - 89,600 170,000 1,004,600 11,476,854
2015 11,056,925 - 300,000 440,000 - - - - 740,000 11,796,925
2016 10,959,499 - 310,000 403,000 37,805 - - - 750,805 11,710,304
2017 11,862,568 - 35,000 240,000 - 125,000 400,000 12,262,568
2018 12,192,595 - - 69,045 - 240,000 - 40,000 349,045 12,541,640
2019 12,473,387 - - - 12,473,387
Additional details on the "Other Adjustments" column is as follows:
• 2010: Increase of $85K for fleet O&M
• 2012: $21,693 for reinstating .25 FTE
• 2014: $340K to fund LEOFF retiree medical and $40K to add fire permits to TRAKiT,
• 2015: 80K for vacation payouts (not related to service separations), $210K for payouts due
to service separation, and 90K for associated benefits. Also includes $60K for radio
purchases
• 2016: $90K for vacation payouts (not related to service separations), 220K for payouts due
to service separation, and 93K for associated benefits.
• 2018: $69k to budget for transfer to firemen's pension fund
2019 Projected Year -End
19
INFORMATIONAL MEMO
Page 12
Staff is preparing a projected year-end model along with a discussion on the assumptions that
will b8included inthe model. The model will becompleted and presented sda future meeting.
DISCUSSION
To begin the discussion on next steps to address the fire department's projected overbudoet
aihJsdion, two options
regarding policy are being presented below ao possible Vvoye to keep the
fire department within budget. Additional options could bepresented atalater date.
Policy Discussion
There are some policy choices that relate to both the fire department budget as well as levels of
service. As discussed above, there are a few items that, as a policy, the City does not budget for
when drafting the biennial budget:
° Pipeline positions — salary and benefits for onentry level firefighter is approximately
$98thousand.
w Known retirements — based on current information, payouts in June are expected to
be approximately $72thousand total for three firefighters.
Additionally, the current policy sets minimum staffing levels ad13per shift. Ifstaffing falls below
13, minimum staffing overtime is triggered.
Two suggestions that could keep the Fire department within budget follow.
1) Increase budget/revenues to support current level of service and staffing
The first method would be toincrease the fire department's budget to include funding for the
pipeline positions and add budget for retirements that have already occurred in2O1Baowell on
those that are planned for later jnthe year. Funds could either come from increasing existing
revenue eourceo, adding new revenue ooun:ee, decreasing budgets in other departments, or $
combination ofall the above.
2) Decrease nnininlurn staffing level to 12 on days when minimum staffing is not nnot
A policy option for the Fire Department would batochange the level ofservice ho12 rather than
13. When n1ininlunl staffing is below 13, rather than calling in one shift of overtime, the Fire
Station 52 aid car could be placed in service rather than an engine. The aid car can respond to
most calls but the reduction inservice would come into play when o fire oa/} comes from Station
52`earea. An engine from another station would become the first due in unit, lengthening the
response time. Engine 52 is also the second in engine for most fire cm|)o in the City. |fthis engine
is swapped out for the aid car, this will cause a delay in a second engine arriving on scene, putting
the first -in unit at risk. The '`tvvo in -tvvo out" rule by the State OSHA /L& |, is required for entry
into hazardous environment, such as e fire. Each ofTuhvvi|a'e fire units are staffed at 3, a
second staffed fire unit ianeeded. Fi[e0roundstaffing levels (NFP/\171O)will also beaffected,
which will require an increase of aid from our neighboring fire agencies.
From January 1, 2O1Qthrough April 30.2019. there were 8Odays when nlinirnunl staffing was
below 13. resulting in minimum staffing overtime. Each shift of overtime costs approximately
$1.400. If, onthose 0Odays, minimum staffing was reduced to 12 and the aid car placed in
service, total savings iMovertime costs would have been $84thousand.
20
INFORMATIONAL MEMO
Page 13
Below is a chart showing fire calls by type that Station 52 engine responded to from 2014 through
2018. The chart represents first -in calls only and does not include fire calls were Station 52 was
the second in engine. As demonstrated by the second chart, Station 52 responds to the fewest
fire calls of all four stations. On average, this station responds as first in on 48 fire calls a year.
30
25
20
15
10
5
0
12
12 12
Station 52 Fire Responses by Type
10 10
8 8
Structure Vehicle & mobile Cooking
property
25
10
Natural Rubbish &
Vegetation Dumpsters
■ 2014 a 2015 i3 2016 2017 0112018
Other types
200
180
160
140
120
100
80
60
40
20
0
185
126
114
100
53
56
Fire Calls by Station By Year
with Average Response Times
38
42
44
62 62 63
72
57
101
76
102
85
0:07:12
0:06:29
0:05:46
0:05:02
0:04:19
86 0:03:36
0:02:53
0:02:10
Srt![
0:01:26
0:00:43
0:00:00
51 51 51 51 51 52 52 52 52 52 53 53 53 53 53 54 54 54 54 54
2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018
m Fire Calls Response Time
New Option: Fully Fund Current Service Levels
Another option available would be to fully fund the current service levels in the following manner:
1) As previously mentioned, the current staffing model includes 19 24-hour personnel per shift.
Between 2013 and 2018, the average number of overtime hours worked was 12,000 across all
divisions within the fire department. Assuming an hourly rate of $60 per hour, to fully fund
overtime at the average number of overtime hours worked annually, the total overtime budget
21
INFORMATIONAL MEMO
Page 14
would be $720 thousand. The Cumart overtime budget for 2019 is $531 thousand, If the
budget were trued up to reflect the average number Cfovertime hours worked, the budget
should beincreased onadditional $189thousand. Adjusting benefits would add anadditional
$24thousand for atotal increase inbudget nf$213thousand.
Overtime Hours
Cost per Hour
Fire Overtime Costs Compared to Number Hours
benefits)�
gno 2011 2012 2013 201* 2015 2016/ ` 2017�umu
8,221
49.63
*46,s57
8,907
50.13
440,553
8,831
49.89
754,079
14,em
51.68
857,927
16,127
53.20
658,738
12,065
54.60
495,855
8,717
56.89
s/4,mu
9,03m
56.90
647,876
11.046
58.65
720,000
12,000
60.00
2) Fund the orSt associated with the academy. The length of the academy in approximately 18
vvoehS and durinq those xveeks, the fire department carries the full cost of the recruit (salary
and benefits of approximately S40 thousand in total) but does not receive a level of service in
return. Budget could beprovided tocover the costs ofthe academy. Budget for four recruits
would add $100thousand tothe existing budget.
3) Fund the cost of separations of service (retirements, etc]. Because current policy requires
rnininnurn staffing of 13, the fine department must absorb the costs ofseparations without
reducing service levels, To dnte, the department is ovvana of three upcoming retirements with
estimated payouts totaling $72thousand. Adding budget Df$1OOthousand would cover not
only known separations but provide some funding for possible future separations.
To summarize. to fully fund current service levels, total budget of $473 thousand would be added
to the 2018 budget. Future budget years would include these same increases with COLA
adjustments factored in.
True upovertime
Fund academy
Fund service separations
Total increase in budget
Service Levels
Another policy decision is related boservice levels. Staff will be bringing forward information on
existing service levels to the Public Safety corn[niUBB in the near future. This information will be
beneficial indiscussing the Fire department budget. To enhance the discussion nnservice levels,
staff is gathering data on call statistics. Some of the information being gathered is call types by
year and calls by station. Detailed call statistics will help guide future discussions on how best to
address the budget situation with the fire department.
National Fire Protection Association (NFPA)
The NFPA is a non-profit organization that convenes committees comprised of fire service -related
professionals for the purpose of developing fire, e|eotrica|, and other life -safety standards. These
standards are often utilized to make policy decisions regarding staffing and service levels.
NFPA 1710 provides minimum standards related to the organization and deployment offire
suppression operatiDn3, emergency medical op8n3tiOns, and special operations by career (paid)
22
INFORMATIONAL MEMO
Page 15
fire departments, Standards recommended by NFPA 1710 are summarized below and represent
the resources necessary tOprovide the highest probability of8successful and safe outcome,
• Single-family dwellings: rniOinnurn 14 members, 15 if aerial is used
• {}pen strip nnaUS and garden -style apartments: rninirnunn 27 rnenlber8. 28 if aerial is used
• High-rise with highest floor greater than 75 ft above lowest level of fire apparatus access:
nnininnunn 42 nlernberS. 48 if building is equipped with G fire pump.
In addition to reviewing NFPA standards on staffing |eve|s, it is important to review incidents and
response times. As the chart below indicates, from 2014 through 2017, the number of incidents
each year increased, However, in 2018 the total number Vfincidents decreased. It is too early
toknow ifZO18was ananomaly orthe start of anew trend.
Along with the inC[cmoe in incidentS, response times also increased in apparent correlation with
the increase inincidents except for 2O17. |n2O17avenaOeresponse time actually decreased.
O
5400 '
Emm
�
5840
Total Incidents — —AvgRespTime
Another trend inservice levels worth noting iathat the average duration ofanincident has been
declining over time. The shorter duration on calls helps to mitigate the impacts of increased call
volume onovenaqeresponse times.
23
INFORMATIONAL MEMO
Page 16
2014
2015
5752
2016
5840
' 0:33:05
2017
Total Incidents — --Avg Duration
5734
C1'31'57
2018
0:38:53
0:37:26
0:36:00
0:34:34
0:33:07
0:31:41
0:30:14
0:28:48
RECOMMENDATION
For information only
ATTACHMENTS
24