HomeMy WebLinkAboutFIN 2019-08-26 COMPLETE AGENDA PACKETCity of Tukwila
Finance Committee
• Thomas McLeod, Chair
G Verna Seal
• De'Sean Quinn
AGENDA
MONDAY, AUGUST 26, 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
A. Youn
L. Humphrey
Item
Recommended Action
Page
1. PRESENTATION(S)
2. BUSINESS AGENDA
a. Discussion on Fire Department budget.
a. Forward to 9/9 C.O.W.
Pg.1
[Continued from 7/8/19 Finance Committee meeting.]
Vicky Carlsen, Finance Director
b. A resolution updating the Fire Department fee schedule.
b. Forward to 9/9 C.O.W. and
Pg.21
[Continued from 8/12/19 Finance Committee meeting.]
9/16 Regular Meeting.
Vicky Carlsen, Finance Director
c. Fire Department Special Operations.
C. Discussion only.
Pg.37
Vicky Carlsen, Finance Director
d. June 2019 departmental budget-to-actuals report.
d. Discussion only.
Pg.43
Jeff Friend,Fiscal Manager
3. MISCELLANEOUS
4. ANNOUNCEMENTS
Next Scheduled Meeting: Monday, September 9, 2019
to. The City of Tukwila strives to accommodate individuals with disabilities.
Please contact the City Clerk's Office at 206-433-1800 (TukwilaCityClerk(aTukwilaWA.gov) for assistance.
City of Tukwila
Allan Ekberg, Mayor
TO:
INFOR ATIONAL E ORANDU
Finance Council Committee
FROM: Vicky Carlsen, Finance Director
Jay Wittwer, Fire Chief
CC: Mayor Ekberg
DATE: May 22, 2019
Updated afterJwie4GJuly 8, 2019 Finance Committee meeting
(New information begins on page 17 of this memo)
SUBJECT: Fire Budget Discussion
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
1
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
1
INFORMATIONAL MEMO
Page 2
There has not been a change in the number of Budgeted FTE's since 2013.
Minimum Staffi[qLevels -Suppression
As noted in the chart above, there are several G{tiV|tieo, such as Fire Marshall, Training, and
Emergency management which have staff andbudgets allocated bothese services. The majority
of staffing (54 FTE?s) and budget is dedicated to suppression with 24/7 coverage for oo||a for
service within the Tukwila community. This memo isfocused Dn the Suppression services within
the Fire Department.
Shift CoveraQe-48/SR
In 2009. per the noYv|y adopted labor agreement, the Tukwila Fire Department began operating
on a 48-hour, 3oh|ft model, with 18 personnel assigned to each Shift. This translates into a shift
being on for4R hours, then off for 96 houra, also referred to as e ^48/96" model. This was a
change from what ioknown aothe Modified Detroit schedule of824-hourschedule.
The chart below shows the shift schedule for both the 48/96 andthe Modified Detroit:
48/98<Cunren Schedule) On :On :Off :Off :Off :Off Then repeats
| | | | | | |
Modified Detroit On :O� :�n k]� :8n :�� �� k]ff Then repeats
. . . . . . .
Minimum8taffinO
Per current policy, the minimum staffing level isfor 13]]FTE. Each station has three firefighters
(one Captain and two firefighters) who respond to oaUa with engines Or the ladder, with the/
battalion chief stationed otStation 51. When staffing level for the shift is at least 15, the aid car
can be placed in oervice, 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 ofFTE's available.
Station
Apparatus
KNinhnun1
Staffing
13.0FTE
Additional
Staffing
14.0FTE
Aid Car
Staffing
15.0FTE
F851
Battalion Chief
1
1
1
F851
Engine
3
3
3
F852
Engine
3
3
3
F853
Engine
3
3
3
F854
Ladder
3
4
3
FS54
Aid Car
O
O
2
Total Staffing
13
14
15
When the City added pipeline positions in 2014 (discussed below), on additional to 5
(unbudgeted) FTE were added. Currently, the policy istofill up to 3 pipeline positions, which
effectively increases the staffing to1Spersonnel per shift.
For each shift of 19 FTE there are two slots set aside for vacation and two slots set aside for
INFORMATIONAL MEMO
Page 3
or sick leave before staffing falls to rnininnunn staffing of 13. When additional sick kaave. Ka|k/
days, training days, 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 ofCurrent Shift
W'Shit"U2,Sahin\�:t�lm�.
Total Staff per Shift 19 19 19
Less: Vacation Slots -2 -2 -2
Less: Ka|b Day Slots -2 -2 -2
Staffing Level Prior tuUnexpected Leaves 15 15 15
Minimum Staffing 13 13 13
Slots Available for Unplanned Leave 2 2 3
Kelly Day
A Ne|k/ Day ieon additional day provided to meet FL8Aand contractual requirements. Due to
FL8/\ Fu|eo. each personnel are provided a certain number of"Kelly Daya^, which is a day off
during GnFLSAperiod, and are scheduled ahead oftime similar tVaplanned vacation day. Each
FL8Acycle iS24days and only one Kelly Day may be scheduled each FLGAperiod. Kelly Days
do not carry over into a new year. Starting in 3008. the total number ofKelly Days per each
position is 14 days. This was an increase from 13 per the prior labor agreement, which was
provided inlieu ofe196pay increase.
Pipeline Positions
|nMarch 2O14.the Council approved the use mf3pipeline 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 recruit
enters the academy, it can take between six and nine months before o recruit i8fully trained.
These pipeline positions were approved by Council at the March 3, 2014 meeting.
In July 2018. in expectation of additional retirements and in an effort to reduce overtime Vsage,
the Council increased this toauthorize anadditional 2Vpto5pipeline positions. |naJune 2O18
memo, it was stated that through the middle of the year, the department had filled 55 24-hour
overtime shifts due tOminimum staffing requirements. Ifthe three pipeline positions had not been
in eXiGteDce, the department would have filled 132 24-hourDV8rtirD8 shifts due to 0iDiOOUOl
staffing issues. The rD80o also stated that because of the pipeline posidDOS, the aid car was in
service more frequently, increasing service levels to the 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 of excessive overtime.
The chart below shows total authorized positions and pipeline positions.
The additional pipeline positions add to the number of firefighters available per shift.
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 contract, each personnel are guaranteed a certain level of vacation leave. The table below
shows 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
agreement, personnel may accumulate up to two years of accrued vacation. For example, if a
firefighter accrues two weeks per year, they can accumulate up to four weeks of accrued 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 to take such vacation due to serious illness/injury, the employee
may exceed the two-year maximum by that amount with the understanding that (1) the employee
will bring their vacation balance within the two-year maximum within an agreed upon period of
time of return to work.
The City does have a policy regarding vacation accrual, but it is specific to non -union employees.
The policy states that an employee may accumulate up to a maximum of 384 hours (48 days) of
accrued vacation leave. Vacation time earned in excess of said maximum limit shall be used or
forfeited. The policy goes contain a statement that reads: "union employees shall accrue vacation
per their labor contract in instances where it may differ from these provisions".
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
2010
2011
Vacation Hours Taken
Suppression Only
2012
2013
2014
14
2015
2016
2017
2018
2010 2011 2012 2013 2014 2015 2016 2017 2018
Vacation Hours 11,345 11,834 12,802 12,914 13,215 14,069 14,514 14,580 14,191
Kelly Day
Per the contract and FLSA guidelines, as described earlier, the number of Kelly Days per
personnel has remained constant at 14 since 2009. 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 16 thousand per year. Kelly Day usage increased in 2016 and 2017 along
with the increase in pipeline positions. Further analysis is needed to determine why Kelly Day
usage decreased in 2018.
4
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
2011
2012
2013
Training OT Hours
Suppression Only
2014
2015
2016
2017
2018
2010 2011 2012 2013 2014 2015 2016 2017 2018
Training Hours n/a 296 323 973 510 912 676 1,119 586
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
5
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
2010
2011
2012
Sick Hours Taken
Suppression Only
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
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.
6
INFORMATIONAL MEMO
Page 7
One factor contributing to the budget situation this year iethe number of firefighters out onlong-
term dioabi|ib/, which we have defined as at least one consecutive month of sink leave, Below is
ochmrt that shows how many firefighters are out on long-term disability each month. The chart io
an estimate through June and only reflects those currently out on extended leave. Names have
been removed for privacy. Data onlong-term disability for prior years will bapresented etelater
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 Employeedisability,�v�`'�� ' January .� February ' Marth ��^���Apra��-'
4U/18-? FF1
1/7/18-6U/19 FF2
3/2 1g'7Y1/19 FF3
3/1018'?<intermiftenV FF4
1/21/13 4/2019 FF5
2/5/19 4/1018 FF0
3/18/19'5/5/19 FF7
1/1019 2U9/18 FF8
�
mmY
I June
!
Retirements/Leaves VfService and New Hires for Suppression
Each year, individuals leave the department due to Fatmamant, another opportunity or
uRfortun8ta|y, due to G death but the Department also |nokeo new hires. On average, the
Department loses one to three firefighters per year and seeks to maintain consistent staffing levels
byhiring new employees. When the Department hires anew firefighter, they first have toundergo
approximately four months of training before they are deemed qualified as available for service.
VVhi|8 the new firefighter is not able to fill 8 roster spot OD @ shift during these iOiU@| four months,
they are paid salary and benefits.
The chart below compares the Department's departures and hires for the time period 2010
thRlugh2O19.
DeporturesQ Hires
All pnSince zmn
uuo uuz 2012 2013 2014 2015 2016 uur ,mm 2019
19 Departures a Hires
umo 2011 2012 ano nnw mno ums omr ume zms
Departures u n o n o n x n y x
mem 2 1 4 4 3 9 6 3 6 2
INFORMATIONAL MEMO
Page 8
Deployments
Another factor that affects staffing |6me|s is deployments. \80lan a natural disaster occurs
somewhere e|se, often vvewill send firefighters b} 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 nocovery, they are typically gone for several days
which affects staffing levels. Most often, the City i8reimbursed for the costs associated with these
deployments but occasionally, the City is not reimbursed for all costs. Additional information OD
deployments will be provided at e later date.
Summary OfStaffinq Considerations
OvertimeUea.qe
Overtime is used to ensure that nnininnunn staffing is met due to any neaaon, from vacation, Kelly
[)myo. sick leave, long-term disabilities, retirements, or other issues. For examp|e, 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 oorne shift is on long-term diaabi|ity, any firefighter calling in sick automatically
results in minimum staffing overtime.
The overtime usage has fluctuated over time. The table bek]VV ShOVVS the number Ofminimum
staffing overtime hours Used 2011 through 2018 (overtime hours were not tracked per project
code uOti|2O11).
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
o
AVIP'40 0��: ��
Minimum Staffing {lTHours
Suppression Only
2010 Z011 2012 208 2014 2015 016 017 2018
The following chart shows total overtime bvcategory. Minimum staffing overtime can range from
INFORMATIONAL MEMO
Page 9
100%
80%
60%
40%
20%
0%
Overtime Categories
of Whole, by Hours
2011 2012 2013 2014 2015
■ Minimum Staffing Training a Meetings Disaster Response
Y Misc • No PA Code ■ Other ■ Reimbursable
• Equipment City Events • Fire Investigation • Shift Extension
Overtime 2011 2012 2013 2014 2015 2016 2017 2018 Grand Total
Minimum Staffing 5,167 5,648 9,325 7,359 6,968 3,972 3,024 6,678 48,140
Training 599 595 1,333 926 1,855 955 1,453 1,066 8,781
Meetings 1,210 1,205 1,372 803 695 793 907 600 7,584
Disaster Response 239 30 4,031 89 26 1,439 416 6,268
Misc 503 235 777 1,469 1,024 1,165 711 318 6,201
No PA Code 398 188 778 21 432 639 211 80 2,746
Other 198 32 45 127 283 406 940 2,031
Reimbursable 161 142 163 197 221 250 214 488 1,835
Equipment 87 123 284 573 180 131 147 112 1,635
City Events 174 232 260 226 175 125 209 55 1,455
Fire Investigation 164 126 73 307 175 206 237 161 1,447
Shift Extension 247 67 155 218 126 174 81 132 1,201
2016
2017
2018
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 shows, the cost per hour has consistently
increased over the past several years.
9
INFORMATIONAL MEMO
Page 10
$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
$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
2010 2011
Overtime $ $407,964 $446,557
Overtime Hours 8,221 8,907
$jHr $ 49.63 $ 50.13
A key administrative and policy
and costs going forward.
Overtime $ $/H r
2012 2013 2014 2015 2016 2017 2018
$440,553 $754,079 $857,927 $658,738 $495,855 $514,312 $647,876
8,831 14,592 16,127 12,065 8,717 9,038 11,046
$ 49.89 $ 51.68 $ 53.20 $ 54.60 $ 56.89 $ 56.90 $ 58.65
question is what can be done to reduce the overtime usage
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.
10
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.
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.
e Budget Amendment Details
New Contract
Adopted (Signing Increase Qi
Budget Benue) Overtime Adjusttnen
ieployments -Deployments ,.:, Final
Pipeline (Not Revenue - (Revenue Totalot Amended
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
11
INFORMATIONAL MEMO
Page 12
2019 Projected Year -End
Staff is preparing a projected year-end model along with a discussion on the assumptions that
will be included in the model. The model will be completed and presented at a future meeting.
New information for July 8, 2019
Mutual Aid
In addition to the City's firefighters responding to emergency incidents within the boundaries of
the City, the crews also respond to, and receive, mutual aid. Mutual aid provided is when the
City's firefighters respond to an emergency incident in another jurisdiction's boundaries. Mutual
aid received is when firefighters from other jurisdictions respond into the City's area to respond to
an incident.
The charts below graphically display mutual aid given and received on a City -Wide basis, by
jurisdiction, and by station. Data provided is from 2014 through 2018. The first chart
demonstrates that, in total, the City provides more mutual that what is received. For the period
shown, the City responded to a total of 3,394 mutual aid calls and received a total of 2,822
received, a net difference of 572.
800
700
600
500
400
300
200
100
2014
2014-2018 Mutual Aid
2015
• Mutual Aid Given
2016
u ua
2017
Aid Received
2018
Another way to look at mutual aid is to analyze mutual aid given and received, but by jurisdiction.
As the chart below indicates, the City responds into King County Fire District #20 (Skyway) and
the Renton RFA more than the City receives aid. Conversely, Puget Sound RFA provides the City
more mutual aid than the City provides the RFA.
12
INFORMATIONAL MEMO
Page 13
Entities included in the "Other" category include the following: Black Diamond FO#17. Boeing
Fire, Enumclaw FC\King County Medic One, KCFO#43.Port of Seattle, Seattle Fire, South King
Fire, Valley RF/\ \/aehon |o|mnd Five & Rescue, and Woodinville. While the number of calls in
many of these areas are minimal, it does demonstrate that the City of Tukwila fire department can
respond to calls in areas that do not border the City.
610
156
Mutual Aid bVJurisdiction
1,806
1,5720
KCpo#20 (Skyway) North Highlinm Puget Sound nFA RentonFo
U Given I Received
Other
The final mutual aid chart looks at the GGn1e data as the chart above but displays the data by
station. While, intotal, the City gives more mutual aid than iereceived, both Station 52 and Station
54 receive more mutual aid than provide nlutU8| aid. however, Stations 51 and53 respond to
more mutual aid calls that receive. |tiaalso worth noting that Station 52gives and receives the
least amount of mutual aid than any other station. This could be relevant information since one
of the policy choices presented includes reducing staffing |ave|o at this station.
13
INFORMATIONAL MEMO
Page 14
450
400
350
300
250
200
150
100
50
0
2014
2015
2016
2017
2018
- Mutual Aid 51- Mutual Aid
Given Received
340 122
410 122
286
259
273
MUTUAL AID BY STATION
GIVEN AND RECEIVED
52 - Mutual Aid 52 - Mutual Aid
Given Received
28
12
110 24
115 22
137 29
55
33
37
45
51
53- Mutual Aid
Given
105
142
153
169
118
53 - Mutual Aid
Received
102
79
91
95
89
54- Mutual Aid 54- Mutual Aid
Given Received
133 287
153 279
203 338
209 284
223 302
Schedule for Future Meetings
Additional topics related to the fire department that will be presented at future meetings. Below
is a tentative schedule with meeting dates and topics:
July 22, 2019: Existing service levels for Tukwila fire department
August 12, 2019: Cost and service level comparison to other fire/EMS service providers
August 28, 2019: Options for service levels and how to fund the different service level
options
A memo on the fire marshal's office will also be presented as a topic for discussion at the July 22,
2019 meeting.
DISCUSSION
To begin the discussion on next steps to address the fire department's projected overbudget
situation, two options regarding policy are being presented below as possible ways to keep the
fire department within budget. Additional options could be presented at a later 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 an entry level firefighter is approximately
$98 thousand.
• Known retirements — based on current information, payouts in June are expected to
be approximately $72 thousand total for three firefighters.
Additionally, the current policy sets minimum staffing levels at 13 per shift. If staffing falls below
13, minimum staffing overtime is triggered.
14
INFORMATIONAL MEMO
Page 15
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 to increase the fire department's budget to include funding for the
pipeline positions and add budget for retirements that have already occurred in 2019 as well as
those that are planned for later in the year. Funds could either come from increasing existing
revenue sources, adding new revenue sources, decreasing budgets in other departments, or a
combination of all the above.
2) Decrease minimum staffing level to 12 on days when minimum staffing is not met
A policy option for the Fire Department would be to change the level of service to 12 rather than
13. When minimum 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 in service would come into play when a fire call comes from Station
52's area. 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 calls in the City. If this 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 "two in - two out" rule by the State OSHA / L& I, is required for entry
into a hazardous environment, such as a fire. Each of Tukwila's fire units are staffed at 3, a
second staffed fire unit is needed. Fireground staffing levels (NFPA 1710) will also be affected,
which will require an increase of aid from our neighboring fire agencies.
From January 1, 2019 through April 30, 2019, there were 60 days when minimum staffing was
below 13, resulting in minimum staffing overtime. Each shift of overtime costs approximately
$1,400. If, on those 60 days, minimum staffing was reduced to 12 and the aid car placed in
service, total savings in overtime costs would have been $84 thousand.
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.
15
INFORMATIONAL MEMO
Page 16
2 00
180
160
mo
120
uo
80
w
40
20
o
zz
9
8
Station 52 Fire Responses by Type
10
8B
ScmCtore Vehicle &moWUe [aoNrg
pmpc«v
uo
zm
um
zm
53
2
5
5
�
mvmm| nvhhis`&
Vegetation DUnipsters
Fire Calls 6yStation 8yYear
with Average Response Times
e � �
� w
�m
o
57
11 o
Othertypes
uo uu
� rs �
0:07:12
mnAv
o.o5:m
m 86 mm:36
' oo2:o
m02:10
0:01:2
51 51 sz s, 51 52 52 s, sz n o o o sa 53 o* so s; m 54
201" 2015 ons uxr zmv mm 2015 2016 uo/ zmo xn^ zm` 2016 mo uuo 2014 zms 2016 uor mm
=MW Fire Calls - Response Time
New Clobon: Fu{lv Fund Current Service Levels
Another option available would be tofully fund the current service keVe|S iDthe following O\anO8[
1) As previously nlortionad, the current staffing nnoda| includes 19 24-hour personnel per shift.
Between 2O13and 2O1O.the average number ofovertime hours worked was 12.0DOacross all
divisions within the fire department. Assuming an hourly rate of$0O per hour, to fully fund
overtime at the average number of overtime hours worked annually, the total overtime budget
would be $720 thousand. The current overtime budget for 2019 is $531 thousand. If the
budget were trued up to reflect the average number ofovertime hours worked, the budget
should beincreased anadditional $1O9 thousand. Adjusting benefits would add anadditional
$24thousand for atotal increase inbudget Pf$213thousand.
16
INFORMATIONAL MEMO
Page 17
ire Overtime Costs Compared to NumberofOvertime Hours
(Excludes benefits)
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
Cost per Hour 49.63 50.13 49.89 51.68 53.20 54.60 56.89 56.90 58.65
Estimate
Based on
2010-2018
2019
720,000
12,000
60.00
2) Fund the cost associated with the academy. The length of the academy is approximately 18
weeks and during those weeks, the fire department carries the full cost of the recruit (salary
and benefits of approximately $40 thousand in total) but does not receive a level of service in
return. Budget could be provided to cover the costs of the academy. Budget for four recruits
would add $160 thousand to the existing budget.
3) Fund the cost of separations of service (retirements, etc.). Because current policy requires
minimum staffing of 13, the fire department must absorb the costs of separations without
reducing service levels. To date, the department is aware of three upcoming retirements with
estimated payouts totaling $72 thousand. Adding budget of $100 thousand 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 2019 budget. Future budget years would include these same increases with COLA
adjustments factored in.
True up overtime $213,000
Fund academy 160,000
Fund service separations 100,000
Total increase in budget $473,000
New Information for August 26, 2019
Fire Expenditure Budget
The proposal for the items listed above, true up of overtime, academy, and service separations,
are needed to fund existing service levels and would be proposed for both 2019 and 2020. If the
same levels of service are maintained, these adjustments would be rolled into future budgets.
The final proposed budget amendment would include an estimated COLA adjustment for 2020
for all three items.
In addition to these ongoing amendments, staff will be recommending one-time amendments,
specific to 2019. Two revenue -backed items and one unbudgeted significant event (not revenue -
backed) occurred this year. For the propane tank incident, the Fire Department incurred
approximately $11,500 in costs that will be reimbursed by the responsible party. The fire
department also incurred approximately $7,800 in costs associated with an unexpected structural
code compliance issue that will be reimbursed by the local business. The snowstorm event
resulted in $30,600 in unbudgeted expenditures for the Fire Department that will not be
reimbursed to the City.
17
INFORMATIONAL MEMO
Page 18
Total recommended budget amendments are as follows:
Proposed Budget Amendments 2019 2020
Ongoing $473,000 $496,650
Propane Incident 11,500
Code Compliance Issue 7,800
Snowstorrn 30 600 -
'Total Proposed Amendrnent $522,900 496,650
Revenue Budget
In addition to increasing the expenditure budget for the fire department, staff recommends that
that the Fire Department begin billing for revenues previously authorized by Council.
• False Alarms
• Recovery of hazardous incident response costs
Another revenue source available to the City is be an ambulance transport fee similar to what
other cities in Zone 3 currently collect. Staff will work with the Fire Department to write a contract
with the private ambulance companies to collect the fee.
The addition of these revenues could partially offset the additional expenditures being requested
by the fire department, thereby lessening the impact to the general fund.
Service Levels
Another policy decision is related to service levels. Staff will be bringing forward information on
existing service levels to the Public Safety committee in the near future. This information will be
beneficial in discussing the Fire department budget. To enhance the discussion on service 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, electrical, 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 of fire
suppression operations, emergency medical operations, and special operations by career (paid)
fire departments. Standards recommended by NFPA 1710 are summarized below and represent
the resources necessary to provide the highest probability of a successful and safe outcome.
• Single-family dwellings: minimum 14 members, 15 if aerial is used
• Open strip malls and garden -style apartments: minimum 27 members, 28 if aerial is used
• High-rise with highest floor greater than 75 ft above lowest level of fire apparatus access:
minimum 42 members, 43 if building is equipped with a fire pump.
In addition to reviewing NFPA standards on staffing levels, 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 of incidents decreased. It is too early
to know if 2018 was an anomaly or the start of a new trend.
18
INFORMATIONAL MEMO
Page 19
Along with the increase in incidents, response times also increased in apparent correlation with
the increase in incidents except for 2017. In 2017 average response time actually decreased.
6000
5800
5600
5400
5200
0
4800
2014
00'
0:06:12
.0%
0:06:22
5752
2015 2016
Total Incidents
5 40
006'1
00612
2017 2018
Avg Resp Time
0:06:29
0:06:20
0:06:12
0:06:03
0:05:54
0:05:46
0:05:37
0:05:28
Another trend in service levels worth noting is that the average duration of an incident has been
declining over time. The shorter duration on calls helps to mitigate the impacts of increased call
volume on average response times.
19
INFORMATIONAL MEMO
Page 20
6000
5800
5600
5400
5200
5000
4800
5156
2014
RECOMMENDATION
For information only
2015
5752
2016
5840
2017
Total Incidents -0Avg Duration
5734
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
20
City of Tukwila
Allan Ekberg, Mayor
INFO ATIONAL E ORA DU
Finance Committee
FROM: Vicky Carlsen, Finance Director
Ben Hayman, Fire Marshal
CC: Mayor Ekberg
DATE. August 7, 2019
SUBJECT: Update Fire Department Fee Schedule
Updated after August 12, 2019 Finance Committee meeting
ISSUE
Recommendation for Council to update the current Fire Department fee schedule by adjusting
current fees to market rates and adding new fees to more closely align with other fire jurisdictions.
BACKGROUND
The Fire Department charges fees for a variety of services performed. The fees are intended to
recover a portion of the City' costs for processing permit applications, plan reviews, and re -
inspections as well as a fee in conjunction with recovery of hazardous incident response costs,
With the exception of fees for fire permits required by the International Fire Code and plan reviews,
fees have not been increased since at least 2010.
Because the structure of fire fee schedules can vary significantly from entity to entity, comparison
data has been provided at the end of this memo.
DISCUSSION
As noted above, the Fire Department charges fees for a variety of services performed, Fees
charged can be categorized in several sections including fire permit, plan review and inspection
fees, re -inspection, and new fees. Each fee type is discussed below. In order to review and
streamline current processes, the City is recommending that the changes to the fee schedule take
effect January 1, 2020.This date will allow the build -out of the new fees in TRAKIT and the
outreach to key stakeholders,
Fire Permit Fees
The first table represents fire permit fees. The current fee is $150.00 for all fire permit fees. The
recommended update to the fee breaks the permits into several categories with fees reflective of
the type of permit and complexity. Also reflected in this section are short-term/temporary permits,
which reflect a fee increase plus the addition of one inspection included in the fee, and special
event permits with no recommended change to the fee,
Updated after August 12, 2019 Finance Committee meeting
During the August 12, 2019 Finance Committee meeting, concerns were voiced regarding the
short-term permit fee for food vendors. In response to the Committee's concerns, the short-term
permit fee has been changed back to the original fee of $25,00.
21
INFORMATIONAL MEMO
Page 2
Fire Permit Fees
Current Fee
Revised Fee
Notes
Fire permits required bythe International
Fire Code
7MC7�16.n80
�
$15Q.UOfor each
permit
Construction Permits:
$5ODI)Ofor high pile
storage, flammable and
combustab|eUqubjn.
hazardous materials,
$3OO.0Oall other nomtrucUon
fire permits
Permit fees
broken out into
multiple
categories
Operational Permits:
$3OO-00for high pile
storage, flammable and
oumbustab|e liquids,
hazardous materials.
$175.00for all other
operational fire
� Short term permits (i,e,for food wendors):
for events not to exceed
3oonuaout�edays induna1jon�
�
'Liquidproponepermit
Openf�mepern��
TNC|�16.QgO
�25.00foreaoh
permit
$25OOO Fee indudeoone
Fee inorusnd
� �
inspection.$35.00for each
included
permit
and
e***�*�ee#en
Temporary / Special Events Permit:
TMCY6,Y0.03O
Commercial
Residential
a400.00
$100.00
$400.00
$100.00
No Change
No Change
Plan Review and|
The recommendation for plan review fees isto revamp the structure to more accurately reflect
the types of systems installed inthe City and the effort required asthe number Ofsprinkler heads
in a sprinkler system and number of devices in an alarm system increase. The current fee
structure breaks the number Vfsprinkler heads/alarm devices between 1 and 5 then (Jand nnore.
The revised schedule provides for more categories and adds ininspection fee to the schedule.
The first chart reflects the current structure, while the second chart displays the recommended
new fee structure for plan review fees,
Z:\Council Agenda ltems\Finance\8,26,19VnfoMemo ,Fire Department Fee Schedule Updated after 812.19.docx
INFORMATIONAL MEMO
Page 3
Plan Review Fees(Current Fee Schedule)
Fee
For alternative fire protection systems
TMCf61fLQ8J
Commercial:
For 1~5deWoea/heads Base fee = $200.00
For or morede\Aceo/heodu Base fee = $300M + $2.00 per
deWoe/head in excess of1O
Single-family: Base fee = $50,00+ $1.50 per
sprinkler head inexcess of10
ResUbnlitta|fee
$300.00
Forfirea|erMn plans
7MC18L4O.D40
Commercial:
For 1~5 deWces Base fee = G200M
For Gnrmore de\Acen Base fee = $300.00 + $2.00 perde\Aoe in excess
of1O
Single-family: Base fee =$5O.O0 + $1.5Oper dn\Ace
inexcess of1Ode\Acen
ReSubrnitta|fee
$300.00
For sprinkler system plans
7MC 1642040
Commercial:
For 1-5heads Base fee =$2OO.00
.For Gor more heads Base fee = $300,00 + S2.00 per sprinkler head in
excess of10
Single-family: Base fee = $50.00+ 81.50per
sprinkler head in oxnoon of1O
F<esubrnittdfe8
$300M
�ouncil Ag end a ltems\Finance\8.26.19\lnfoMemo -Fire Department Fee Schedule -Updated after���19.docx
23
INFORMATIONAL MEMO
Page 4
Proposed Fee Schedule
Commercial Fire Sprinkler Fees
Number of heads
Plan Review Fee
Per Head Review
Inspection Fee
Per Head
Inspection
1 to 10
$300.00
$2.50
$ 75.00
$1.50
11 to 25
$350.00
$2.50
$200,00
$1.50
26 to 50
$350.00
$2. 0
$225.00
$1.50
51 to 100
$350.00
$2.25
$300.00
$1.50
101 to 1000
$350.00
1.90
$500.00
.30
1001 o More
$400.00
$2.25
$750.00
$1.00
13D Sprinkler System Fees
Number of heads
Plan Review Fee
Per Head Review
Inspection Fee
Per Head
Inspection
1 to 10
$150
N/A
$200.00
N/A
11 to 25
$ 75
N/A
$250.00
N/A
26 or ore
$200
N/A
$300.00
N/A
Additional Systems
Plan Review Fee
Inspection Fee
Per Riser
$100
$100.00
Per Fire Pump
$150
$300,00
Fire Alarm System Fees
Number of Devices
Plan Review Fee
Per Device Review
Inspection Fee
Per Device
Inspection
1 to 10
$300
$2,25
$150
$1.00
11 to 25
$300
$0.75
$250
$1.00
26 to 100
$350
$1.00
$275
$ .00
101 to 500
$400
$1.10
$500
$1.50
500 o More
$500
$0.85
$1,100
$1.00
Commercial Clean Agent Systems and
Commercial Kitchen Fire Protection Systems
Plan Review Fee
Per Device Review
Inspection Fee
$350
.00
$150.00
Reinspection Fees
The current fee schedule for re -inspections reflects a stair step approach. As each additional re -
inspection occurs the fee increases. The first reinspection at $60.00 then stepping up to a fee of
$135 for the fourth re -inspection and any subsequent re -inspection. The recommended
reinspection fee schedule sets all re -inspection fees to $175.00 regardless of how many re -
inspections occur. This will streamline the invoicing process for re -inspections by eliminating the
need to track the number of re -inspections for each project. Re -inspections also include an appeal
fee currently set to $250.00. The recommendation is to increase the appeal fee to $500.00. The
chart below displays the current fee structure as well as the recommended fee structure.
Z: \Council Agenda Items1Finance18,26191Info Memo - Fire Department Fee Schedule - Updated after 8.1219Aocx
INFORMATIONAL MEMO
Page 5
Re -inspection fees
For new construction, tenant improvements or spot inspections
TMC 16.16.080
TMC 16.40 130
TMC 16 42 110
TMC 16 46 150
TMC 16 48.150
$100.00 (current fee)
For company level inspections:
TMC 16.16.080
On the follow-up inspection 30 days after the initial company level violation,
when the inspector finds that the violations have not been corrected = $60.00
On the second follow-up inspection, when the inspector finds that the
violations have not been corrected = $85.00
On the third follow-up inspection, when the inspector finds that the violations
have not been corrected = $110.00
Fee for the fourth and any subsequent follow-up inspections when the inspector
finds that the violations have not been corrected = $135.00
Revised Fee
$175.00 per re -
inspection
APPEAL FEE
TMC 16 16 090
TMC 16.40 170
TMC 16 42 150
TMC 16 46 170
TMC 16 48 170
$250.00
$500 00
Proposed New Fees
In addition to the current fees charged for services provided by the Fire Department, other
services provided by Fire are not currently supported by fees. The City is recommending that
new fees be added to the schedule to recover a portion of the City's cost of providing these
services.
The table below reflects two new categories of fees. The first category are fees to recoup costs
associated with development, public works, mechanical, and land use permits that are reviewed
by Fire personnel. The second category are special fees and include fees for expedited and after-
hours plan review and expedited and after-hours inspections, both resulting in possible overtime
costs to the City. Other recommended fees in the category include, but are not limited to, a fee
for starting work before the issuance of a permit and a 5% technology fee for Fire fees only (there
will not be a double technology fee charged if there already is a technology fee charged), similar
to the fee charged by Department of Community Development.
Z:ICouncil Agenda Items \Finance \8.26.191Info Memo - Fire Department Fee Schedule - Updated after 8.12.19.docx
25
INFORMATIONAL MEMO
Page 6
Development, Public Works, Mechanical and
Land Use permits reviewed byFire
Wireless Communications Facility
$ 150,00
Boundary Una^djvstment�Residential
$10O�O0
Boundary Line Adjustment, Commercial
$ 280�00
Lot Consolidation, naaid°min/
$ 100D0
Lot consmiclatmn�Commercial
$ 400,00
Short Plat Fire Review
$ 200,00
Sub Fire Division
$ 500.80
ncn*Fire Review
$ 400,00
Development Fire Review: Residential
$ 150�00
Development Fire Review: Commercial
$ 40000
Public Works Fire Review, eoniVooum/
$ 150,00
Public Works Fire Revmw�Commercial
$ 30O00
Mechanical Fire Review: Residential
$ 150�00
Mechanical Fire Review cmnmvmio/
$ 300�00
Special Fees
ExpedhemanuA�e�Huu�Fire p|an�aview
- — ----- --- -
-
Expmduedand Ane,Hou,amspecoon
New Business Life Safety Inspection
Annual Life Safety Inspection
S400�00
5omo�mo |
$onoopluo '
Applicable
Operational 8
pe m enn i
Fees_
�5O+Applicable |
Opeotionm|Pennh/
Fees
Plan Review $750,00
ldrioe3moxe Control System Inspection $500�00
�Resubmittal Plan Review Fee
��T!I�qen:y��opon�p!�au�/�o,e�q�
Fire Variance : Residential S250.00
Fire Variance ( $500,00
Fire Appeal Fee
Fiomouomuuc�nanu omecnonconouance�e� ' ------------�----- — m1500ner~".tern
Administrative Fee_______
Starting work before apermit issuance shall besubject vamn
investigation fee equal to a 100% of applicable permit fees
A 5% Technology Fee will be added mall Fire Fees
Outreach Plan
In order to communicate the changes to the Fire Department fee schedule, the City has identified
the following steps to notify those affected by the changes in the fee schedule.
- Work with Chamber tohelp notify businesses ofthe pending changes.
' Notifications posted on Cityvvebsite.
- Meetings held with bey stakeholders.
- Signs ofupcoming fees otPermit Center and Fire Marshal's Office.
Fee Schedule Comparison toOther Jurisdictions
Fee schedules for fire services vary significantly from entity to entity. For exannp|e, some fee
schedules for permit fees are listed as broad categories with a flat fee for each category. Others
list detailed categories with flat fees for each or the fee is a percentage based on the value of the
permit, Because ofthe complexity and variances between fee oohadu|es, comparison data is
provided by type of business rather than type of fee. Fees are examples and would vary booed
on Size and complexity of the project.
Small Restamramt-Fire Protection Fees
$2.833 $2,886 $2'840
51,074 1,822 q` ' -
�+^^� $l'Z9� $1,136
Kent Kirkland Bellevue Tukwila Lynnwood SeaTac Covington Renton VRFA Tukwila
Proposed
26
ZACouncil Agenda Kems\Fi"vn��,26,19xnmmumm Fire Department Fee Schedule Updated after Ko,1y,uocx
INFORMATIONAL MEMO
Page 7
$19,241
$12,594
Fire Protection Fees-5 story hotel
$6,509 $6,490 $6,202 $5,356 $4,913 $3,860 $3,192 $2,961
Kent Lynnwood Kirkland Proposed SeaTac Bellevue Renton VRFA Current Covington
Tukwila
Fees
$338
$321
$321
$300
$268 $258
High Pile/Rack Storage- OPERATIONAL
$268
$258
$200
Szoo
$175 $175
ALL OTHER OPERATIONAL PERMITS
Tukwila
$155 $150
$200 $200 $175 $175 $175 $155 $1,50 $125 $100
$125
5100
RECOMMENDATION
The City Council is being asked to approve the resolution and consider this item at the August
26, 2019 Committee of the Whole meeting and at the subsequent September 3, 2019 Regular
Meeting.
Z:ICouncil Agenda Items1Finance1826.191Info Memo - Fire Department Fee Schedule - Updated after 8.12.19.docx
27
28
NOTE: Shaded text on Page 2 denotes changes
made after the August 12, 2019 Finance
Committee meeting.
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF TUKWILA, WASHINGTON, REPEALING
RESOLUTION NO. 1935 AND ADOPTING A
REVISED FIRE DEPARTMENT FEE SCHEDULE.
WHEREAS, the City has analyzed current Fire Department fees for various services
provided including, but not limited to, permits, plan review and re -inspections; and
WHEREAS, the City Council wishes to recover a portion of the City's costs for
processing of permit applications, plan reviews, re -inspections, and other services
provided by the Fire Department; and
WHEREAS, the City has not reviewed and updated fees charged by the Fire
Department for several years;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, HEREBY RESOLVES AS FOLLOWS:
Section 1. Repealer. Resolution No. 1935 is hereby repealed.
Section 2. Fire Department Fee Schedule. Fire Department fees will be charged
according to the following schedule, which shall supersede any previously adopted fire
permit fee, plan review fee or re -inspection fee.
W:\Legislative Development\Fire Department Fee Schedule 8-21-19
VC:bjs Review and analysis by Barbara Saxton Page 1 of 8
29
FIRE DEPARTMENT FEE SCHEDULE
FIRE PERMIT FEES
Fire permits required by the International Fire Code
TMC 16.16.080
$150.00 for ch
permit
Construction Permits:
$500.00 for high pile
storage, flammable and
combustible liquids,
hazardous materials.
300.00 all other
construction fire permits
Operational Permits:
300.00 for high pile
storage, flammable and
combustible liquids,
hazardous materials,
$175.00 for ail other
operational fire permits
Short term permits (i.e. for food vendors); for events not
to exceed 3 consecutive days in duration:
- Liquid propane permit
- Open flame permit
TMC 16.16.080
$25.00 for each permit
$250.00. Fee includes
Gnesp..
Temporary / Special Events Permit:
TMC 16.16.030
- Commercial
- Residential
$400.00
$100.00
WALegislative Development\Fire Department Fee Schedule 8-21-19
VC:bjs Review and analysis by Barbara Saxton
Page 2 of 8
30
device/head in excess of 1C
Commercial:
device
TMC 16.42,040
Commercial:
TYPE
sprinkler head in excess of 1C
.... ....
sprinkler head in excess of 10
FEE
W:\Legislative Development\Fire Department Fee Schedule 8-21-19
VC:bjs Review and analysis by Barbara Saxton
Page 3 of 8
31
ercial Fire prinkler Fees
u
er of
eads
Plan evie
Fee
(Per ea
review
Inspection
Fee
(er ead)
Inspection
1 to 10
$300.00
$2.50
175.00
$1.50
11 to 25
$350.00
2.50
$200.00
$1.50
26 to 50
$350.00
$2.30
225.00
$1,50
5 to 100
$350,00
$2.25
$300.00
$1.50
101 to 1,000
350.00
$1.90
$500.00
30
1,001 or More
$400.00
$2.25
$750.00
$ .00
dditional
vste ns
Plan evie
Fee
Inspection
Fee
Per Riser
$100.00
$100.00
Per Fire Pump
$150.00
$300.00
3 prink!er ys e Fees
U ber of
eads
Plan evie
Fee
(Per ead)
review
Inspection
Fee
(Per ead)
Inspection
1 to 10
$150.00
NIA
$200.00
N/A
11 to 25
$175.00
N/A
$250.00
N/A
26 or More
$200.00
N/A
$300.00
N/A
W:\Legislative Development\Fire Department Fee Schedule 8-21-19
VC:bjs Review and analysis by Barbara Saxton
32
Page 4 of 8
Fire .ar yste Fees
u ber of
Ian evie
(er
Inspection
(Per evice)
evices
Fee
evice)
Fee
Inspection
eyie
1 to 10
S300.00
$2.25
$150.00
S1.00
11 to 25
$300.00
SO.75
$250.00
$1.00
26 to 100
S350.00
$1.00
$275.00
$1.00
101 to 500
$400.00
$1.10
$500.00
$1.50
501 or More
$500.00
$0.85
$1,100.00
S1.00
Co ercial Clean gent yste s and
Co ercial itchen Fire P rotection yste s
Plan eyiew
(Per
Inspection
Fee
B ev i ce)
Fee
evie
$350.00
S1.00
$150.00
RE -INSPECTION FEES
For new construction,
inspections or spot
tenant improvements,
inspections
life safety
$100.00 $175.00
per re -inspection
TMC 16.16.080
TMC 16.40.130
TMC 16.42.110
TMC 16.46.150
TMC 16.48.150
W:\Legislative Development\Fire Department Fee Schedule 8-21-19
VC:bjs Review and analysis by Barbara Saxton
Page 5 of 8
33
For level inspections:
company
TMC 16.16.0f
. .
the initial level violation, when
company
been S60.OQ
not corrected ........................................-
. .
. . . .
..............................__..... .
. . .
. ...._....... ...... ...................... .
follow inspections when the inspector
up
i have not b
ns
................... .... ........................... .
APPEAL FEE
TMC 16.16.090
TMC 16.40.170
TMC 16.42.150
TMC 16.46.170
TMC 16.48.170
$250.00 $500.00
evelop ent, Public vorks, Mechanical and Land Use Per ' s revie ed by Fire
Wireless Communications Facility
$150.00
Boundary Line Adjustment: Residentia
$100.00
Boundary Line Adjustment: Commercial
$200.00
Lot Consolidation: Residential
$100.00
Lot Consolidation: Commercial
$400.00
Short Plat Fire Review
$200.00
Sub Fire Division
$500.00
SEPA Fire Review
$400.00
W:\Legislative Development\Fire Department Fee Schedule 8-21-19
VC:bjs Review and analysis by Barbara Saxton
34
Page 6 of 8
Development Fire Review: Residential
$150.00
Development Fire Review: Commercial
$400.00
Public Works Fire Review: Residential
S150.00
Public Works Fire Review: Commercial
S300.00
Mechanical Fire Review: Residential
$150.00
Mechanical Fire Review: Commercial
$300.00
pecial Fees
Expedited and After -Hours Fire Plan Review
$400.00
Expedited and After -Hours Inspection
$500.00
New Business Life Safety Inspection
$50.00 plus
Applicable
Operational Permit
Fees
Annual Life Safety Inspection
S5cL00 + Applicable
Operational Permit
Fees
Smoke Control System Plan Review
$750.00
Mid -rise Smoke Control System Inspection
$500.00
High-rise Smoke Control System Inspection
$900.00
Resubmittal Plan Review Fee
$300.00
Emergency Responder Radio Coverage System Test
$300.00
Fire Variance Request: Residential
$250.00
Fire Variance Request: Commercial
$500.00
Fire Suppression and Detection Confidence Test
$15.00 per system
Administrative Fee
W:\Legislative Development\Fire Department Fee Schedule 8-21-19
VC:bjs Review and analysis by Barbara Saxton
Page 7 of 8
35
Starting work before a permit issuance shall be subject to
an investigation fee equal to 100V0 of applicable permit fees.
A 5% Technology Fee will be added to all Fire fees unless
the Technology Fee is already being charged by another
City department.
Recovery of Hazardous Incident Response Costs
TMC Chapter 6.14
Minimum fee for
incident response
costs = $250.00, plus
any "extraordinary
costs" as defined per
TMC Chapter 6.14.
Section 3. Effective Date. The fee schedule contained in this resolution shall be
effective immediately.
PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at
a Regular Meeting thereof this day of , 2019.
ATTEST/AUTHENTICATED:
Christy O'Flaherty, MMC, City Clerk
APPROVED AS TO FORM BY:
Rachel B. Turpin, City Attorney
W:\Legislative Development\Fire Department Fee Schedule 8-21-19
VC:bjs Review and analysis by Barbara Saxton
Kathy Hougardy, Council President
Filed with the City Clerk:
Passed by the City Council:
Resolution Number:
36
Page 8 of 8
Allan Ekberg, Mayor
KNFOR' ATKONAU E ORANDU U
TO: Finance Committee
FROM: Chief Jay Wittmer & Assistant Fire Chief Chris Flores, Fire Department
BY: Jeremy Bmecher-Haimnmcxn&Lillian Ferraz Management Analyst Interns
C{}: Mayor Ekberg
DATE: August 21,2O19
SUBJECT: Tukwila Fire Special Operations
ISSUE
Provide historical overview ufthe special operations that the Tukwila Fire Department has provided inthe past
and the transition towards King County Fire Zone 3 (South King County) regionalization. Document all special
operations (Ops)and current service levels throughout Zone 3.
TUKWKA SPECIAL OPS HISTORY
|n19DS-86 Tukwila Fire Department began to train its firefighters in special operations. As teams, they were
among the first in Washington State to specialize in hazardous materials and rescue. Their model of specializing
in rescue efforts became a model for others, and FEMA became a frequent contractor for their services moving
forward. Tukwila, working under FEMA's Washington Task Force I responded to calls such as:
* North Ridge Earthquake
p Oklahoma City Bombing
p Multiple Hurricanes
* World Trade Center Emergency
More local to the area, Tukwila and Zone 3 were called in to help in special situations such as the OSO (530)
Mudslide which included assisting engineers with the re-routing of the Stillaguarnish river.
BACKGROUND OFZONE 3 REGIONALIZATION
In 2004-2005 the Zone 3 Operations Chiefs formalized the Zone 3 Technical Rescue Response model. This model
brought together disparate response in the zone and organized and coordinated responding agencies. At the
time there were 8 separate providing agencies. Most Zone 3 Technical Rescue Operations involve rescues in
difficult terrain oron bodies of water.
The first of these responses was to a helicopter crash that occurred during a training flight out of JBLM. All
agencies came together to recover the crew of the helicopter at the higher elevations of Mt. Peak near
Enumclaw. The incident was lengthy, as well as technically and logistically demanding. Zone 3 assisted the
United States Army with the investigative phase as well. Tukwila Fire played a significant role in this operation.
37
INFORMATIONAL MEMO
Page 2
SPECIAL OPERATIONS |yJZONE 3
As mentioned, Zone 3 has begun to regionalize special operations. Below we summarize all of the NFPA
recommended special operations, define them, and highlight the current service levels in the zone.
According to NFPA 1006 & 1670, the following are all of the standard technical search & rescue types:
Special
Operation
Definition
Responsible in
Zone
#of
Current
Zone
Staffing
#mf
Current
Zone 3
teams that
are staffed
240
#of
Certified
Tukwila FD
staff with
this
specialty
#of
Certified
Tukwila FD
staff
provide
service in
this
specialty?
#of
Hour
training
necessary to
be certified
l'
Tower
Rescue
High angle rescues from antennae
and towers, generally involving
the use ofrope rescue
equipment.
No specialized
component in
Zone
0
0
O
24
2.
Rope
Rescue
Ageneral term used todescribe
rescues that require the use nf
rope orrope systems toserve as
raising, lowering, or fall protection
systems for removing victims from
harm and for protecting rescuers.
Renton RFA,
PugeLSoundRFA
South King Fire
Tukwila Fire
Valley RFA
10
3
10
10
40-80
3.
Structural
Collapse
Rescue
Rescue ofvictims from collapsed
ordamaged structures caused by
natural nrhuman caused insults.
The primary components involve
technical search, stabilization,
breaking/breachinQ,shoring, and
heavy lifting.
South King Fire
Tukwila Fire
KCFDZ
2
1
10
10
80
4.
Confined
Space
Rescue
Rescue from enclosed spaces that
present unique hazards and are
not designed for continuous
employee occupancy.
Puget Sound RFA
South King Fire
Tukwila Fire
8
Z
10
10
40
S.
Vehicle
Rescue
Extrication and rescue from
heavily damaged transportation
vehicles, including commercial
vehicles.
Rescue Group
4-6
O
10
10
48
G.
Animal
Technical
Rescue
Rescuing orremoving animals
from harm, this might include
entanglement, stranding in
difficult terrain, orwater.
No specialized
component in
Zone
0
0
0
O
24
38
INFORMATIONAL MEMO
Page 3
Special
Operation
Definition
Responsible in
Zone
#pf
Current
Zone
Staffing
#pf
Current
Zone 3
teams that
are staffed
340
#of
Certified
Tukwj|aFD
staff with
this
specialty
#of
Certified
Tukwila FQ
staff service
in this
specialty?
#of
Hours
training
necessary to
be certified
7.
Wilderness
Search and
Rescue
Rescue from remote areas
generally involving challenging
terrain and other difficult
environmental issues.
King County
Sheriff
U
U
O
O
280+
O.
Trench
Rescue
Rescue from failed orcollapsed
excavations most frequently
associated with construction
accidents in urban and suburban
areas.
South King Fire
Tukwila Fire
KCFD2
Z
l
10
10
40
g.
Machinery
Rescue
Rescue from entanglement in
machinery. This may involve farm
equipment in an agricultural
setting ormachines and
equipment inanindustrial
setting.
South King Fire
Tukwila Fire
2
1
10
lU
80
lO.
Cave
Rescue
Rescue from caves, caverns.
No specialized
component in
Zone
O
O
0
O
40'100+
11
Mine and
Tunnel
Rescue
Specialized rescue and equipment
are utilized for extended forays
into hazardous atmospheres and
environments related to
subterranean transportation and
industrial practices and activities.
Seattle Fire
O
U
O
O
100+
12.
Helicopter
Rescue
Rescues involving the use of
helicopter.
King County
Sheriff
O
O
O
O
13.
Surface
Water
Rescue
Water rescue not involving moving
water and not involving the use of
dive resources
Multiple
Agencies
J
2
10
10
40
14.
Swiftwater
Rescue
Swiftwater rescue operations are
inherently dangerous and with the
complications offast current, low-
head dams, and/or hidden debris
they can become deadly.
Renton RFA
Valley RFA
Tukwila Fire
Puget Sound RFA
Z
O
22
22
DO
39
INFORMATIONAL MEMO
Page 4
Special
Operation
Definition
Responsible in
Zone
#of
Current
Zone
Staffing
#of
Current
Zone
teams that
are staffed
240
#of
Certified
Tukwila pO
staff with
this
specialty
#of
Certified
Tukwila FD
staffservice
in this
specialty?
#of
Hours
training
necessary to
be certified
15.
Dive
Rescue
Public safety divers and surface-
support personnel are prepared to
respond effectively tu awater-
incident scene. Topics include: 1)
overview ofpublic safety
drowning accidents; 2)selecting,
training, and equipping dive
teams; 3)family media and other
agencies relations; 4)search
pattern fundamentals; 5)victim
retrieval tactics; 6)'responding to
vehicle accidents; 7)accident
scene documentation; and 8)an
introduction to specialized
equipment.
RentnnRFA
Valley RFA
4
2
U
0
OO+
16.
Ice Rescue
Ice Diving Operations isphysically,
mentally, and logistically
challenging. Topics include: 1)
selecting and using specialized
equipment, 2) using underwater
communication systems, 3) ice -
diving protocols, and 4) special
diving techniques
O
U
0
0
0
16
17.
Sur
Rescue
18.
Water -craft
Rescue
PugetSound
Renton
Va||eyRFA
Tukwila
South King Fire
8
3
12
12
88
19.
Floodwater
Rescue
Tukwila Fire
Renton RFA
Puget Sound RFA
South King Fire
8
O
lZ
l%
80
40
INFORMATIONAL MEMO
Page 5
Additional Special operations (not included inNFPA)include:
Special
Operation
Definition
Responsible in
Zone
#of
Current
Zone
Staffing
#of
Current
Zone
teams that
are staffed
340
#of
Certified
Tukm/aFD
staff with
this
specialty
#of
Certified
Tukvvi|aFD
staff service innecessary
this
specialty?
#of
Hours
training
to be
certified
I.
Urban
Search
and
Rescue
Urban search and rescue (USAR)
involve the location, extrication,
and initial medical stabilization of
victims trapped instructural
collapse due tn natural disasters,
mines and collapsed trenches. The
causes of USAR incidents can be
categorized asaccidental and
deliberate. USAgservices can be
faced with complex rescue
operations within hazardous
environment. Incidents
experience shows that people are
often found alive many hours and
days after rescue operations
commence, and the
corresponding services should be
planned accordingly.
Va||eyRFA
South King Fire
Tukwila Fire
PugetSound
Fire
KCFDZ
8
1
10
'
10
100+
Z.
Hazardous
Materials
Renton RFA
Pu8et3ound
Fire
South King Fire
Valley RFA
7
3
0
0
100+
Tukwila currently specializes by providing confined space rescue as well as trench rescue, rope rescue including
high angle, vehicle and machinery rescue, swift water rescue, surface water rescue, structural collapse rescue,
urban search and rescue, and benefits from the other fire jurisdiction special operations listed above.
Rescue Group — made up of PSRFA, South King Fire (both are fully staffed every day of the year with at least two
rescue Techs and called Rescues) and 9 other agencies that can staff when personnel resources allow. Tukwila is
part of the "part time" staffing model. When able to staff that unit, these units are called a Squad.
RECOMMENDATION
For information only.
41
42
0A 47
, \
44,
Tu wlla
Allan Ekberg, Mayor
1
TO: Finance Committee
FROM: Vicky Carlsen, Finance Director
BY: Jeff Friend, Fiscal Manager
CC: Mayor Ekberg
DATE* August 21, 2019
SUBJECT: Year -to -Date June 2019 General Fund Update
Summary
The purpose of the June 2019 General Fund Financial Report is to summarize for the City Council
the general state of departmental expenditures and to highlight significant items. The following
provides a high-level summary of the departmental financial performance.
The June 2019 Report is based on financial data available as of August 21, 2019, for the period
ending June 30, 2019. Additional details can be found within the attached financial report.
Expenditures
General Fund expenditures totaled $33.3M through June, which is about $47.7K over the
allocated budget of $33.2M. The allocated budget is calculated to reflect year-to-date spending
patterns of the previous year.
Unbudgeted, Unplanned Events
Three significant, unbudgeted events have occurred in 2019 that affect multiple departments.
Andover Park East Propane Leak
In June, faulty piping in a large propane tank on Andover Park East was discovered which required
the safe burn off of vapors remaining after the removal of the liquid gas. On August 16, the party
responsible for the propane system was billed $21,707 to reimburse the city for costs associated
with the event.
Department Labor Benefits Materials
Total
Police
1,532
262
1,666
3,461
Fire
8,409
2,397
707
11,512
Street Maintenance
4,161
2,037
-
6,198
Water
436
100
536
Total
14 538
i
4i 796
2 373
i
21,707
43
INFORMATIONAL MEMO
Page 2
East Marginal Way Power Pole Accident
On April 5th, there was a large accident where numerous power poles toppled over on East
Marginal Way. Current estimates for this incident through July 9, 2019 are as follows:
Department
Oveitime and
Benefits
Repai'rs and
Ma inter'iartee
o bi`ried
Street
aintenance and Operations
30,281.39
214,890 16
245,171.55
A claim totaling $245.2K has been initiated with the Washington Cities Insurance Authority (WCIA)
for reimbursement of the current estimated expenditures. A check was received in June for
$178.9K (75%) with the balance to be received later,
Snowstorms
During the month of February, the City experienced two winter snowstorms. As of June 30th,
unbudgeted costs related to the snow events are as follows:
Department
Overtime
Supplies
Combined
PoliceS
143
143
Fire
30, il3285
30,598
Public VVorks
-
286
286
Park aintenance
452
452
Street Miintenance and Operations
19,463
30,555
50,018
Total
49,777
31,721
S 81,497
Departmental Variances
Eleven of fourteen General Fund departments were under their aDocated budget through June
2019. Major variances are:
Community Development is $140.6K over budget through June as Professional
Services expenditures have been greater than anticipated in the budget. The budget
had assumed development activity would slow in 2019; however, this has not been
the case. Therefore, services directly related to development activity, such as peer
review, that are typically outsourced, are now over budget. It should be noted that a
large portion of Professional Services are revenue -backed. Additionally, an
unexpected structural code compliance review was done for a local business ($51K)
in the first quarter.
Line item
DCD - P-ofessional Services
2019 Annual
Budget
130,000
2019 Allocated
Budget through
June
37,052
201.9 Actual;
through June
171,460
44
INFORMATIONAL MEMO
Page 3
Fire is $400.2K over budget. Salaries and benefits were $433.8K over budget resulting
from three retirement payouts in June ($53K), unbudgeted pipeline positions
($214.6K) as well as overtime costs that were over budget through June ($166.2K).
Services and supplies were under budget by about $33.6K partially offsetting the
amount the department was over budget on salaries and benefits. As of the May 28th
Finance Committee meeting, the Finance Committee began an ongoing analysis of
options to address the Fire operating budget issues.
Street Maintenance and Operations was $271.3K over budget through June primarily
due to overtime and supplies costs related to the snow events and the East Marginal
Way power pole event. Purchases of supplies to replenish street maintenance
inventory (sand ($28.9K), aluminum poles and luminaries ($25K), a smart monitor
($16K), and salt brine ($6.5K)) also contributed to the variance.
Overtime and
Benefits Supplies
Snow $ 19,463 $ 30,555
Power Poles* 13,297 129,233
Total
$ 50,018
142,530
$ 32,760 $ 159,788
*Costs to be reimbursed by WCIA
$ 192,548
Year to Date Department Expenditures Compared to Allocated Budget
(Through June 2019)
• S 83
City Council • 3209
Mayor
31.173
$1:193
Administrative Services MIMI 59117
31.059
131 36.3
$1,449
Finance
Attorney
Recreation
Community Development
Municipal Court 1111111 S623
S649
S264
$321
Police
Fire
$1,55.3
$1,617
$1,801
51 ,6610
$9,331
Technology & Innovation MIN= 31,022
Svcs S1,047
Public Works
Park Maintenance 111111.1 5861
$865
Street Maintenance &
Operations
Dept 20
$1,897
$0
$2,017
$2.374
52,103
$2,000
33,401
$3,200
$4,000
$5.527
$6,126
$6,000 $8,000
$93720
$10,000 $12,000
Thousands
• YTD Actual I, YTD Budget
45
INFORMATIONAL MEMO
Page 4
GENERAL FUND
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
SUMMARY OF EXPENDITURES BY
DEPARTMENT
BUI)GET
2019
2919 ANNEJAL ALLOCATED
ACTUAL
YTD AS OFJUNE 30,2019
COMPARISON OF RESULTS
ACTUAL
OVER/CURE/BR) % CHANGE
ALLOCATED %
EDGT EXPENDED 2017/2018 2018/2019
01 City Council
03 Mayor
04 Administrative Services
05 Finance
06 Attorney
07 Recreation
08 Community Development
09 Municipal Court
10 Police
11 Fire
12 Technology& Innovation Svcs
13 Public Works
15 Park Maintenance
16 Street Maintenance & Operations
Subtotal
20 Dept 20
Total Expenditures
432,111
2595,514
2,111,509
2,671,195
710,730
3,294,138
3,511,558
1,298,228
19,427,613
'2,473,387
2,843,934
3,948,613
1,630,586
3,354,733
208,965
1,193,004
1,059,361
1,449,349
320,875
1,617,262
1,660,112
648,705
9,720,234
6,126,344
1,047,187
2,017,013
866,097
2,103,183
59,503,849 30,037,690
8,662028,3,199,543
65,865,878 33,237,233
170,893
183,549
1,137,169 1,198,062
953,530 897,204
1,346,097 1,397,886
215,424 374,128 264,288
1,486,695 1,443,003 1,553,394
1,617,648 1,641,918 1,800,665
597,946 627,102 623,018
8,837,452 8,794,555 9,330,571
5,957,171 5,867,258 6,526,513
713,629 1,060,131 1,021,928
1,775,891 1,797,979 1,897,166
684,777 689,465 861,211
1,459,379 1,505,005 2,374,455
183,176
1,178,322
907,065
1,362,603
26 953 700 27 477 245 29 884 376 ,
1,493,002 3,907,726 3,400,593
28,446,702 31,384,971 33,284,969
(25,789) 42% 7% (0)%
(14,682) 45% 5% (2)%
(152,296) 43% (6)% 1%
(86.746) 51% 4% (3)%
(56,587) 37% 74% (29)%
(63,868) 47% (3)% 8%
140,553 51% 2 % 10 Vs
(25,688) 48% 5% (1)%
(389,663) 48% (0)% 6%
400,169 52% ( 2 ) % 1 1 %
(25,258) 50% 49% (4)%
(119,847) 48% 1% 6%
(4,885) 53% 1H0 25%
271,272 71% 3% 58%
(153,314) % 2% 9%
201,050 53% 162% (13)%
47,736 51% 10% 6%
Percent of year completed
50%
46
INFORMATIONAL MEMO
Page 5
GENERAL FUND
CITY OF TUKWILA
GENERAL FUND EXPENDITURES
YID AS OFJUNE 30, 2019
SUMMARY OF SALARIES AND
BENEFITS
BUDGET
ACTUAL,
COMPARISON OF RESULTS
2019 ANNUAL
2019
ALLOCATED
2017
2018
2019
ACTUAL
aVERI(HNDER) A CHANGE
ALLOCATED
EXIST
'3'.
BLPEX,DED
2017/2018
20113/2019
11
Salaries
28,891,480
14,445,740
13,442,632
13,466391
14177,655
(268,0E35)
49%
01/3
5%
12
Extra Labor
762,833
376 530
278,306
291,306
339.944
(36,586)
451/0
5%
17%
13
Overtime
1,350,099
682,349
834,294
689,733
923,383
241,034
6816
(17)3/0
341/0
15
Holiday Pay
504,517
94,113
74,220
94,903
75,442
(18,670)
151/0
281/0
(21)39
21
FICA
2,107 153
1,053 577
882,387
885,839
924,878
(128,699)
44%
0%
4%
22
Pension-LE0FF 2
922,206
461,103
404,422
415,357
442896
(18,207)
48%
3%
7%
23
Pension-PERS/PSERS
1,751,656
875,828
716,661
824.456
878,175
2,347
503/3
15%
7%
24
Industrial insurance
861,417
430,709
302,907
299,866
412,804
(17.905)
48%
(1)%
381/0
25
Medical & Dental
5,998,564
2.999,282
2 815157
2,754,779
2.869,798
(129,484)
48%
(2)1/3
4%
28
Uniform/Clothing
8,525
4 263
1,178
1,738
1,313
(2,949)
15%
481/3
(24)3/3
Total Salaries and Benefits
43,158,450
21,423,49
7
1,742,723
21,056,687
,805)
498
(0)%
7'.4,
SUMMARY oF suppu Es,
SERVICES, AND CAPITAL
BUDGET
ACTUAL
COMPARISON OF RESULTS
2019 ANNUAL
2019
ALLOCATED
2017
2018
0
ACTUAL
OVER/(UNDER) % CHANGE
ALLOCATOD
BOOT
%
EXPENDED
2017/2018
2018/2019
0
Transfers
6,362029
3,199,543
1,493,002
3,907,726
3,400,593
201,050
53%
1623/3
(13)%
31
Supplies
1,072,087
499,428
637,853
479,787
755,123
285,695
73%
(25)'!
64%
34
Items Purchased for resale
22,000
16,587
14,001
16,954
18,029
1,442
82%
21%
61/3
35
Small Tools
163,569
58,933
40,432
38,837
59,677
743
36%
(4)1/
54%
41
Professional Sereces
6,404,856
2,951,732
2.486,697
2,826,139
2,833,430
(118,302)
44%
1471
0%
42
Communication
434,600
195,004
170,497
179,975
184,333
(10,671)
42%
6%
2%
43
Travel
159.630
76,043
102,643
77,146
106,861
30,818
67%
(25)9
39%
44
Advertising
47,550
21,317
9,932
19,946
10,377
(10,940)
22%
101%
(48)8
45
Rentals and Leases
2,901,035
1,434,951
1,073,148
1199,713
1,548,697
113,746
53%
12%
29%
46
Insurance
1,005,775
1,005,775
887,617
974,066
889,957
(115,818)
88%
10%
(0)%
47
Public Utilities
1,999.424
1,492,665
903,702
957,053
1,444,442
(48,223)
721
6%
51%
48
Repairs and Maintenance
623,150
309,584
244,682
199 954
356,616
47,032
573/3
(18)0/
781/0
49
Miscellaneous
1,271,723
542,182
588.056
718,363
544,918
2,736
43%
22%
(24)%
64
Machinery & Equipment
240,000
9,997
41,807
46,590
45,228
35,232
19R3
11%
(3)%
To al Supplies, Services, and Capital
22,707,428
11,813,741
8,694,069
11,842,248
12,228,281
414,541
54%
34%
Total Expenditures
65,866,87
33,237,233
28,446,702
31,384,971
33,284,969
47,736
511
10%
6%
Percent of year c0npeted
50%
47
48