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FIN 2019-10-14 COMPLETE AGENDA PACKET
City of Tukwila Finance Committee 0 Thomas McLeod, Chair 0 Verna Seal o De'Sean Quinn AGENDA MONDAY, OCTOBER 14, 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 of non -represented employees' compensation. a. Forward to 10/28 C.O.W. Pg.1 [Continued from 9/23/19 Finance Committee meeting] and 11/4 Regular Mtg. Juan Padilla, Human Resources Director. b. Fire Department service levels and compliance with state law. b. Discussion only. Pg.15 Vicky Carlsen, Finance Director c. Declining utility tax. c. Discussion only. Laurel Humphrey, Council Analyst 3. MISCELLANEOUS 4. ANNOUNCEMENTS Next Scheduled Meeting: Monday, October 28, 2019 The City of Tukwila strives to accommodate individuals with disabilities. Please contact the City Clerk's Office at 206-433-1800 (TukwilaCityClerk@TukwilaWA.gov) for assistance. City of Tukwila Allan Ekberg, Mayor INFOR ATUONA� E ORANDUK TO: Finance Committee CC: Mayor Ekberg FROM: Juan Padilla, Human Resources Director DATE: Updated C)otobar9. 2019 — New content appears in underline SUBJECT: Non -Represented Employee Compensation ISSUE City Council adopted Resolution 1S51inNovember of2O18.which provides policy direction to the Administration regarding employee compensation. This isthe first year this revised policy )a being implemented and is also G "market" year for non -represented employees. The purpose of this item is to share the implementation steps to date with the Committee, seek additional guidance from the Committee onsome areas mfimplementation and meet the timelines detailed in the policy. DISCUSSION Before going ' into the specifics of implementing Resolution 1951, below is a quick discussion of the changes made from the previous resolution, 17S8. The biggest changes are found inthe following categories: 1. Specific timelines and information due to the council for non -represented employees with dataspecifically tocome from the /\VVCWashington City and County Employee Salary and Benefit Survey. 2' Expanded the number ofcomparable cities byincreasing the comparable cities' annual assessed valuation from +50/-50% to +75/-50% and that comparable cities must have their own police departments. 3. Strict guidelines onhow tpdeal with positions that are either more thGn596 below the market and 1O96above the market. 4. Rinlp||f|ad the language describing compression. 5. Review ofthe policy onen annual basis. Resolution 1951 is broken down in two main areas: "Information to be provided to the Council" and "Compensation PoUcv.'/\copy ofthe policy ^ is attached for reference. Below iSa discussion of the implementation of the different areas to date. UPDATE: Ootobmr9, 2019 Staff has completed the analysis cf the non -represented employee compensation, except for the Fire Chief and Assistant Fine Chief. Because the City is still ba[qmininq with the K\FF3O88. staff isunable tocomplete a compression analysis ofthese two positions until that bargainiOqia complete. |tierecommended that those two positions are reviewed once that contract issettled in order to address any Potential internal compression igsues, which may be m likely outcome. Below in underline is a discussion of any chanqes from the previous memo relative to the Counoi|'oodopted non -represented compensation Pm|ioy. Resolution 1851' Also included are otaff'oreconnnnendaUons onhow tomove forward, consistent with industry best practice. INFORMATIONAL MEMO Al 2. A2—"For Non -Represented EmplCurrent internal salary trends show that represented employees are receiving an increase in 2020 and 2021 ranging from 1.5396 to 1.796 (9096- 100% of CPI). EXte[na||y. while staff knows ofnocities that have yet made a final decision on 2020 compensation, conversations with their staff indicate most are contemplating an increase for non -represented staff between 1.5% and 3%. The adopted City ofTukwila budget included a2.5Y6increase from 2O1Sto2O2Ofor non - represented ennp(oyeeo. Staff ieseeking guidancefrom the Council tofinalize the information based on challenges that have arisen hnthe implementation oYthis new policy. There are JSnon- represented employees that hold 3Odifferent positions in 15different bands. Previously the City had benohnnorhedapproximately 12 positions. Staff has 'attempted to expand benohrDarkedpositions to over 2Opositions inorder bJprovide amore complete ana|yeie. The AWC Employee Salary and Benefit Survey is not comprehensive, leaving many positions unable to be benchmarked (benchmarked positions require finding at least five other comparable positions within our comparable citiae). Staff can and has reached out to the other comparable cities to achieve a higher number of benchmarked positions, but such activity isoutside ofthe policydirection given inthe resolution. Going outside the /\VVC survey allows the City tobetter track total compensation, asthe benefit information provided bx/A8/C|sincomplete. o Question for the Committee — Should staff gobeyond the /\WCsurvey in order to gather as nnUoh information as possible, which VVoU|d include polling our comparable cities for information oneach non -represented position? o Question for the Committee — Alternately, should the City contract with an outside firm for ofull market study? A2.There was aohanqe from the previous nnaetinqwhere staff thouqhtitcould benchmark more than 2Opositions. However, after further analysis and ua|nq the industry standard of five comparable cities to constitute a match, only 19 positions were able to be benohn1arhed. Recommended courses of action for future market system: 1. Contract for a new nnarket4basadno compensation system to replace the current DBMsystem. Toinitiate this action, the City would conduct onRFPprocess. Staff would seek additional hUdqetauthority tobegrantmdinthe 2O2Obudqottodevelop the new market -based non - represented compensation system. 3. Bl — This section changed the jurisdictions defined as comparable cities from +50/-50% QfTuhVvba'sannual assessed value to+75/-5K]%AVwith apolice department. This has resulted |nthe City now having 15comparable cities, seven under Tukwi|a'o/VVand eight above. The comparable cities with their /yJare attached. https:lltukwilawa-my.sharepoint.com/personal/Juan—padilla_tukwilawa_gov/Documents/Bargaining/Non-Repl20l9 Non Rep memo Final.dou INFORMATIONAL MEMO Page 3 o Question for the Committee - the policy does not address Fire aaonly three of our comparable cities have stand-alone fire departments/S | ieyNukiltSo and Bothell). This affects two employees, the Fire Chief, and Assistant Fire Chief. Staff believes there are two options: 1)the City can choose to not benchmark these positions, or 2\ the City can use comparable fire diGfricts/nuthor|UesVVith the same A/Vdirection given in section B1 of Resolution 1851. Neither ofthese are perfect options. B1. The table in B2 shows the reqreosioM results from the analysis not including the Fire Chief and Assistant Ch|ef, as there were not enouQh oonnpmnab}o |ur|sd|ot|ons within the City'ocomps (there are only three) for those positions. /\sthe table shows, there are some positions that are over market more than 1O96and some positions that are under market in salary only by 4.44%. This does not consider internal compression that will be addressed in B0. nor does it oona|dernon-sa|ary oonnpmnoaU8n. common in h/qherrank/Oq positions in the City'Scomparable cities. HoVvever, the reqnaosionanalysis shows onaveraqedifference across the benchmarked positions as 5.57% above market which puts the whole of the non - represented employees as considered competitive with the market. 4. B2-Staff h;currently analyzing the salaries with comparable jurisdictions and will present the information blthe Committee onOctober 14.2O1S. Market Median Market Median Hourly Current Max Max Based on Regression Results %Ddf DBN1ID B21 NA NA $34.74 $28.31 '18.500 B23 NA ' NA $36.89 $30J2 -16.96% 823 _ 6511 37.56 $39.24 $33.12 -lS.GO% C41 6866 39`51 $47.76 $42'74 10.5296 C42 7374 42.54 $50.47 $45.14 10.57% C43 8108 46.78 $52.72 $47.54 '9.83% C51 NA NA $55.54 $50.55. '8.9996 C52 NA NA $58.91 $54.15 -8.0896 D61 8734 5039 $59.92 $57.16 '4.61% D62 NA NA $60.98 $59.56 '2'3396 D63 9940 57.35 $63.14 $61.96 1.8796 D7I NA NA $65'84 $64.97 1.3396 D72 13686 73.19 $69.05 $68.57 '0.6996 EDl NA NA $71.73 $7I.58 '0.2196 E82 13049 75.38 $73.90 $73'98 0.12% E83 13108 75.62 $76.04 $76.38 0.4596 E91 13153 75.88 $78`70 $79.39 0.8896 E92 NA NA $81.97 $82.99 1`2596 F101 NA N4 $85.23 $86.60 1.61% Average 96 Difference -5.57% SmmRepmmo Final.dou INFORMATIONAL MEMO Page 4 5. B3—Staff is currently analyzing the data per the item above. At the October 14.208 Finance Committee staff will provide all documentation defined iMthis section of the B3. As staff analyzed the data, we found several issues in usinq our current IDBIVI system. One m1the most important |s that |t|odifficult when there |oonly one benchmark for several different positions: For eram|p|e, at the C:42 Band, there are four Analyst positions (Council Analyst, Human Resources Analyst, Parks & Recreation Ana|ymt, Public Works Analyst) but only one. Human Resources Ana|yst, is a market benchmark with the A\8C Survey. This causes the other three positions to be shown as overmarket more than 10%, as the City lacks true benchmarks with the other positions to determine whether this is an accurate reflection ofthe market. |nother words, four employees inthe band are beinqimpacted by only havinqonbenchmark out of4different inhointhe C42band; this issue would be resolved with the market -based system. Staff recoqnizes that the lower banded positions in the current DBIVI system are over market whereas the higher banded positions are under market. This can be related to the obscurity ofthe A\8/Csurvey, inthat the hiqherend bands are more common iobdescriptions across aqencies within the market. Another reason behind the disparity between the lower and upper bands, is a result ofover time the bands not nnovinq toqetherthrouQhoutthe yeara, not maintaining the chart over time to show a true regression. As noted inthe nneatinqon Geptennber23. 2O1S.without ooiqnifioartrefresh ofour system, the City is not able to provide a true market analysis for positions. When the City moves to the market -based system in 2020. and a new analysis is oonnp|e0a. positions that are found to be under market will be retroactively adjusted to January 1, 2020. Option 1:Duatothe hiqhvalue that the City places onthe employees, oewell os consideration of equity and parity with our represented staff, all non -represented employees receive 90% CPI-W (June to June 2019) 1.53% in 2020, in order to maintain the current market and allow time for the City toconvert to the new market -based non -represented compensation system. Option 2:Freeze the positions that are over 1O96and apply the 2O2O.0O96CP|-VV1.5396for the positions between -596to+1O%. Recommendation: Option 1 and conduct an FlFP in the st quarter of2O2O. to develop the new market -based non -represented compensation system. 6. B4—This section, non -represented COLAfor odd years, was implemented in November of 2018 for the 2019 Fiscal Year as a part of the biennial budget process. 7. B5—Staff is not suggesting any changes to employee benefits at this time. The Administration expects there will be a discussion on health care costs during the 2021/2022 budget process. B5. No Change 8. B8—Analysis todate shows that there h;salary compression within the organization. QpeoifioaUy, recent contract changes have neau|b8d in compression between the Police hftps://tukwilawa-my.sharepoint.com/personaNuan—padilla—tukwilawa—gov/Documents/Bargaining/Non-Rep/2019 Non Rep memo Final.dou INFORMATIONAL MEMO Page 5 Commanders and Deputy Chief. Compression at this level has a cascading effect impacting other leadership positions. The full compression analysis will bepresented to the Committee on October 14, 2019. BO. Recent successful nmQotiated contracts with the Police Conlnlandena, which brouqht them to n)m[hat, has created akqnificardcompression with the Deputy Police Chief and Police Chief. Currently, aCommander with 25years ofservice makes more than the Deputy Police Chief. Even thouqh our Deputy is close to market, the Policy allows for the compression to be nlitiqmted.vVhioh is standard best practice in the industry. Recommendation: Courses of action for Police Compression l. ThePo|ioeChiefondtheOepuh/Po|icaChiefohou|dnaceiwatheooma|onqevityoethe Commanders in order to mitiqate current compression in the department. Internal compression not only affects the Police Department italso impacts the Deputy City Administrator and the City Administrator; which we recommend to be navh*vvad durinq the Option 1 ofB3 new market based non -represented compensation system implementation. Ei B7 — Staff strongly agrees that the compensation policy should be reviewed on a regular basis. |nfact, implementing this policy has brought bzlight deficiencies in theCh«\a Decision Band Method (DBM)compensation system. Like any major oystenl. without significant refresh on o regular booio, o static D8W1 system can become obsolete. In addition, after a review of comparable and neighboring cities, it is has become clear that most have moved away from a[)BMsystem tomarket-based ones. While any employer needs to have a system — and the DBM one did work for the City for a number of years — it is clear that either the DBM needs to be updated orthe City should move toadifferent system. Staff believes the City should explore nnox|ngtoennarket-basedaysten7and will be bringing a proposal to the Finance Committee in the fourth quarter of this year for aprocess exploring this option. Movingtoanevvcornpeneationeyetenn—andeven simply updating the existing DBK8one nQthat can function asrequested byResolution 1951 —xviU require budget amendment. B7:8taff stmnqIVSuggeotsthat the City moves forward withmoegnchinq and innp|enlertinQanew classification and compensation system. 8toff's recommendation is to move to a market -based system in 2020, that better allows for this policy to be implemented with transparency with the non -represented employees as well as our labor partners. RECOMMENDATION Staff is seeking answers to the questions raised above and will return to the next Finance Committee meeting with the full analysis discussed above. Recommendation: |nnphannent the new market -based non -represented oarnpenaaUOn system that will identify more accurate iob classifications and compensation levels. ATTACHMENTS Reao|ution1g51 Resolution 1798(repee|ed by Resolution 1951) hftps:lltukwilawa-my.sharepoint.com/personal/)uan—padilla—tukwilawa—gov/Documents/Bargaining/Non-Rep/2Ol9 Non Rep memo Final.dou INFORMATIONAL MEMO Page 6 Comparable Cities per Resolution 1951 AV per Billion % of Tukwila's AV Snoqualmie 3469 51% Mill Creek 4128 62% Lake Stevens 4335 65% Des Moines 4356 65% Mukilteo 5129 77% Puyallup 6261 94% Tukwila 6685 100% Lakewood 6929 104% Lynnwood 7015 105% Marysville 7986 119% Edmonds 10223 153% Federal Way 11393 170% Bothell 11415 171% Auburn 11435 171% Issaquah 11567 173% Non -Represented Position Benchmarks Position Title DBM Band/Grade Assistant to the Chief B22 Assistant to the Director B23 Deputy City Clerk B23 Executive Coordinator C41 IT Systems Administrator C41 Human Resources Analyst C42 IT Systems Engineer C43 Records Governance Manager/City Clerk D61 Building Official D61 Municipal Court Administrator D63 Deputy Public Works Director/City Engineer D72 Deputy Police Chief E82 DCD Director E83 Finance Director E83 Parks & Recreation Director E83 Human Resources Director E83 Police Chief E91 Public Works Director E91 City Administrator F102 6 https://tukwilawa-mysharepoint:com/personal/juan_padilla_tukwilawa_gov/Documents/Bargaining/Non-Rep/2019 Non Rep memo Final docx Washington Resolution No. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ESTABLISHING A COMPENSATION POLICY FOR CITY OF TUKWILA EMPLOYEES AND REPEALING RESOLUTION NO. 1796. WHEREAS, the City believes that the purpose of a compensation program is to facilitate recruiting, retention, development and productivity of employees; and WHEREAS, the City desires to utilize standardized policies, procedures and processes, wherever possible, for compensating all employee groups, both represented and non -represented; and WHEREAS, the City recognizes that current economic conditions and forecasts, long-range City budget forecasts, and position rates for comparable jurisdictions, as well as internal equity considerations, should assist in guiding the compensation of employees; and WHEREAS, the City has made a determination to, when economic conditions allow, review and adjust non -represented employee salaries via a market analysis to that of the average of comparable jurisdictions in even -numbered years, and to provide a cost -of -living (COLA) allowance in odd -numbered years; and WHEREAS, the City has made a determination to, when economic conditions and negotiations allow, provide represented employees with salaries that reflect the average of comparable jurisdictions; and WHEREAS, the City has made a determination to, when economic conditions allow, provide benefits to represented and non -represented employees that are slightly above the average of comparable jurisdictions; and WHEREAS, the City Council will participate in setting negotiation expectations and reviewing and approving represented employee group contracts; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: W:\Word Processing \Resolutions\Compensation policy for City employees 11-14-18 Page 1 of 3 7 Section 1. The following statements and processes are adopted for the purpose of guiding compensation programs for employees of the City of Tukwila. A. Information to be provided to the City Council. 1. For Represented Employees. A written presentation of current internal and local external public agency salary and benefit trends, including a salary and benefits market survey of comparable jurisdictions, as defined herein, will be provided to the City Council. This presentation must be made to the Council prior to the commencement of negotiations with the bargaining units regarding salary and benefits. The City Council and Administration will discuss represented employee group negotiation expectations, negotiating points, salary and benefit change floors and/or ceilings prior to the beginning of, and at appropriate points during, negotiation sessions. 2. For Non -Represented Employees. A written presentation of current internal and local external public agency salary and benefit trends, including a salary and benefits market survey of comparable jurisdictions, as defined herein, will be provided to the City Council by Administration every year by the end of the third quarter that a non -represented salary increase is due. Relevant Association of Washington Cities (AWC) data from the previous year's Washington City and County Employee Salary and Benefit Survey, for the comparable jurisdictions, will be used in the salary market survey. B. Compensation Policy. 1. All Puget Sound jurisdictions with +75/-50% of Tukwila's annual assessed valuation, using the most current data from County Assessors, will be used to create the list of comparable jurisdictions for evaluation of salary information. A second criteria to be used to refine comparable jurisdictions is to only include cities with their own police department. It is desirable to use the same comparable jurisdictions for both represented and non -represented employee groups. 2. For non -represented employees, the City desires to pay the average salary for the particular pay scale, as derived from the comparable jurisdiction data described in Section B.1. If the City's pay scale for any classification does not represent the average of comparable salary ranges (+/-5°/0), written justification must be provided to the City Council. For represented employees, the City desires to pay salaries that are competitive to the City's comparable jurisdictions. 3. Positions that are 5% below the market and up to 10% above the market are considered competitive with the market and will receive a market adjustment the year the survey is to occur. Those positions more than 10% above the market will not receive an adjustment during the year the market adjustment is to occur and will warrant further evaluation. Documented justification of potential reclassification will be provided to the City Council for review and approval. If the documented justification results in reclassification, any adjustments will be made in alignment with City policy. W:\Word Processing \Resolutions \Compensation policy for City employees 11-14-18 Page 2 of 3 8 4. The cost -of -living adjustment (COLA) in odd -numbered years for non - represented employees shall be based upon 90% of the Seattle -Tacoma -Bellevue Consumer Price Index (CPI-W) Average (June to June). It is desirable to calculate represented cost -of -living adjustments the same way, unless a different method is authorized by the Council. Considerations for cost -of -living adjustment for odd - numbered years will be based upon internal equity with represented groups to determine if an adjustment is warranted. Administration will provide a written justification documenting that an adjustment is warranted for the City Council's review and approval prior to implementation. 5. The goal of the City is to establish parity between represented and non - represented employeesbenefits. The City desires to provide employee benefits that are competitive to the comparable cities described herein. The City will endeavor to keep increases to annual health care costs under market averages. If costs exceed market averages, adjustments will be made to reduce benefit costs. 6. The goal of the City is to mitigate or avoid salary compression issues where possible. An example of salary compression is when there is only a small difference in pay between employees regardless of their skills, level, seniority or experience. Administration will provide a written justification documenting that an adjustment is warranted for the City Council's review and approval prior to implementation. 7. The City Council shall review the compensation policy described herein on an annual basis to assess efficacy and make adjustments if warranted. If the Administration determines that a deviation from the above process (in its entirety or for individual positions) is necessary, it will provide justification to the City Council for review and approval prior to the adoption of any process change. Section 2. Resolution No. 1796 is hereby repealed. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this / 9-7-/-) day of ykiniP b-tc- , 2018. ATTEST/AUTHENTICATED: Christy O'Flahe y, MMC, City Clerk APPROVED AS TO FORM BY: Rachel B. Turpin, City Attorney Verna Seal, Council President Filed with the City Clerk: / 1-1 Passed by the City Council: 1-1q,-/j2 Resolution Number: ici6i W:\Word Processing \Resolutions\Compensation policy for City employees 11-14-18 Page 3 of 3 9 10 Washington Resolution No. 1 9h A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ESTABLISHING A COMPENSATION POLICY FOR CITY OF TUKWILA EMPLOYEES AND REPEALING RESOLUTION NO. 1387. WHEREAS, the City believes that the purpose of a compensation program is to facilitate recruiting, retention, development and productivity of employees; and WHEREAS, the City desires to utilize standardized policies, procedures and processes, wherever possible, for compensating all employee groups, both represented and non -represented; and WHEREAS, the City recognizes that current economic conditions and forecasts, long-range City budget forecasts, position rates for comparable jurisdictions, as well as internal equity considerations should assist in guiding in the compensation of employees; and WHEREAS, the City has made a determination to, when economic conditions allow, review and adjust non -represented employee salaries via a market analysis to that of the average of comparable jurisdictions in even -numbered years, and to provide a cost -of -living (COLA) allowance in odd -numbered years; and WHEREAS, the City has made a determination to, when economic conditions and negotiations allow, provide represented employees with salaries that reflect the average of comparable jurisdictions; and WHEREAS, the City has made a determination to, when economic conditions allow, provide benefits to represented and non -represented employees that are slightly above the average of comparable jurisdictions; and WHEREAS, the City Council will participate in setting negotiation expectations and reviewing and approving represented employee group contracts; W:\Word Processing \Resolutions \Compensation policy For City employees 5-29-13 final SB:bjs Page 1 of 3 11 NOW, THEREFORE,THE CITY COUNCIL OF THE CITY OF TUKW|LA WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section1' The following statements and processes are adopted for the purpose oy guiding compensation programs for employees ofthe City cfTukwila. A. Information tobeprovided tmthe City Council. 1/ For Represented Employees. Avvritten presentation of current internal and |000| em1a0lm| public agency salary and benefit trends, including o aaban/ and benefits market survey of comparable jurisdictions, as defined herein, will be provided to the City Council. This presentation must be made to the Council prior tothe commencement Of negotiations with the bargaining units regarding salary and benefits. The City Council and Administration will discuss represented employee group negotiation enpectationa, negotiating points, oo|8ry and benefit change floors and/or ceilings prior to the beginning and at appropriate points during negotiation sessions. 2. For ]Non -Represented Employees. A written presentation of current internal d local a( public includingand benefits market survey of comparable jurisdictions, as defined herein, will be provided to the City Council every year that a non -represented salary increase is due. Relevant Association of Washington Cities (AWC) data from the previous year's Washington City and County Employee Salary and Benefit Survey, for the Comparable jurisdictions, will be used in the salary market survey. B. Compensation Policy. 1. All Puget Sound jurisdictions with +/-6096 ofTukvv|a's annual assessed valuation, based Upon the Department of Revenue data, will be used to create the list of comparable jurisdictions for evaluation of salary information. It is desirable to use the same comparable jurisdictions for both represented and non -represented employee groups. 2. Fornon-represented employees,the City desires tUpay the average salary for the particular pay ecde, as derived from the comparable jurisdiction data described in Section 8.1. If the Cih/a pay scale for any classification does not represent the average of comparable salary ranges (t/-596), written justification must be provided to the City Council. For represented employees, the City desires to pay salaries that are competitive 'tothe City'Scomparable jurisdictions. 3. The cost -of -living adjustment (COLA) in odd -numbered years for non - represented employees shall be based upon AO% of the Seattle -Tacoma -Bremerton Consumer Price |ndek(CP|-VV) Average (June to June). It is desirable to calculate represented cost -of -living adjustments the same m/oy. unless a different method is authorized bvthe Council. w1mmrd policy for City employees s-2o-1nmrike-tnru Page 2 of 3 12 4. The goal of the City is to establish pmhb/ between represented and non - represented employees' benefits. The City desires to provide employee benefits that are competitive to the comparable cities described herein. The City will endeavor to keep increases to annual health oaoa costs under market averages. If costs exceed market averages, 'adjustments will bemade toreduce benefit costs. 5. The goal of the City is to mitigate or avoid salary compression issues where possible. An example of salary compression would be when o non -represented supervisor earns 1eon, or is projected to earn less than those that he/she supervises due tocontracted wage increases. Oi If the Administration determines that o deviation from the above process (in its entirety orfor individual positions) is necessary, it will provide justification to the City Council for review and approval prior to the adoption of any process change. Section 2. Resolution No. 1387 is hereby repealed. PASSED BY THE CITY COUNCIL at a Regular Meeting thereof this ATTEST/AUTHENT|CATED: Christy O'Flah APPROVED AS TO FORM BY: davof- \L^xJ0 .2013. f & Kathy H~J"A p--ioe"t)-') Filed with the City Clerk: Passed bvthe City Council: Lo Resolution Number: WAWvrd nsation policy for City employees 5-29-13mnal sB:bis Page 3 of 3 13 14 City � of Tukwila Allan Ekberg, Mayor TO: UNFOR ATUONAK E ORANDK U Finance Council Committee FROM: Vk:bwCadsmr, Finance Director Jay Wittwer, Fire Chief CC: Mayor Ekberg DATE: July 17, 2019 SUBJECT: Fire Budget Discussion — Service Levels Updated after Auqust 12, 2019 Finance Committee Meetinq 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 As mentioned above. the City is reviewing current and historical information on the fire department. This information is being presented to determine policy direction regarding appropriate budget and service levels. This nlenlo will focus on fire department nniniOnurn and current service levels, excluding the Fire Marshal's Office. Service levels for the Fire Marshal's Office will be discussed in separate memo. DISCUSSION A policy decision on the table for discussion is related to service /eVeka and will help guide the discussion on appropriate budget for the fire department. Minimum Service Levels While Article X1, Section 11 of the Washington State Constitution provides for general police powers for counties, cities, and tovvns, but there is not o specific statue that provides that cities must provide fire protection services. However, msapractical matter, acity should provide some measure of fire protection. Thera are several vvoyo in which a city could provide fire protection services: - Maintain afire department run bxthe oitv'sown personnel - Contract with another oity, fire protection d|othct, or regional fire authority for fire protection services - Annex directly to a fire protection district or regional fire authority with voter approval - Form a fire district coextensive with the city or town with voter approval - Establish a regional fire authority with voter approval While no specific state |avv requires a city to provide fire protection services, RCVVdoes specify that the legislature does intend for cities to set standards for addressing the reporting and accountability of'career fire departments and to specify performance nnaeeuneo applicable to response time objectives. 15 INFORMATIONAL MEMO Page 2 Setting Service Levels and Performance Objectives Washington State |aVv (Revised Code of Washington) explicitly states that cities are to set their own services levels and that state |aVx does not limit each oity's authority to do so. The Revised Code of Washington (RCW) acknowledges three entities for the "organization and deployment of resources for fire dep@rtments" 1' International City/County Management Association /|CK8AJ 2. International Association of Fire CNefa(|/\FC) 3. National Fire Protection Association /NFPA\ By formally recognizing these organizations within RCVV35A.S2. the State acknowledges their research and findings as o resource for cities to set policy regarding the organizatkon, number, and expected response times for acareer fire department. adopting the service levels recommended b«those organizations ievoluntary, since RCVV35A.Q2.O1Oexplicitly states that "this chapter [RC N/35A. 92/does not, and /s not intended to, /nanyway modify Or/imitthe authority ofcities and towns toset levels 0fsenrice.° There isnorelevant case law addressing RCVV 35A.92, but the City could rely on the language therein to defend itself should it be faced with claims targeting the Cify's chosen level of service. State law also ireo a city and/or fire department to publish an annual report which includes the department's standards, their performance against those standards, and several other metrics (outlined below). Cities are toSet Their Own Performance and Service Level Objectives FlCVV Section 35A.92 states that every ohv ahm|| maintain a written statement or policy that establishes the following: 1. The existence ofafire department 2. The services that the fire department iarequired [oprovide 3. The basic organization structure of the fire department 4. The expected number offire department employees 5. The functions that the fire department employees are expected toperform This written statement must also include service delivery and response time objectives for each ofthe following major service components, ifappropriate: 1. Fire suppression 2. Emergency medical services 3. Special operations 4. Aircraft rescue and firefighting 5. Marine rescue and firefighting 0. VVi|d|and firefighting In 2005^ legislation was enacted that requires each city establish their own response time objectives for the following measurements and states that the city shall establish a performance objective for the achievement ofeach ofthese measurements: 1. Turnout time 2. Response time for the first arriving engine company and for the deployment ofafull first alarm assignment atafire suppression incident 3. Response time for the arrival of a unit with first responder or higher -level capability at an emergency medical incident 16 INFORMATIONAL MEMO Page 3 The graphic below displays the different segments nfthe total response time; from the factors that lead to calling 911 to when initial assigned apparatus arrive at the scene. Cascade of Events F;°.h .^m* amcv=rwr mo* up*a """ snx/zz/ mAp "^/'«" ="eNclicy Initialxrfiviqg Company State law also states that each city shall issue an annual written report that evaluates the k*xe| of service and deployment delivery and response time objectives. The evaluations shall baondata relating to: 1. Level ofservice 2. Deployment 3. Achievement of each response time objective for each geographic area within the City. The annual report shall also define the geographic area and circumstances whenever the standards were not met and explain the predictable consequences of any deficiencies and address steps necessary for compliance. Full copies of the applicable RCWs have been included in an attachment to this memo. Current Service Levels Provided by Tukwila Fire Department When service |ave|o provide bvthe fire department are digcuaead, the discussion is nonna|k/ centered around fire and EMS calls. However, there are other types Dfcalls the fire department pnDVid8S services for. The chart below SU00@[ies the number of calls, by type over the last few years. City of Tukwila Service Area oo,ppa Rescuem Hazardous Weather/ sm,enne/ cvnuumn pum/: Natural Medical Svc nw Good Intent False Alarm (no fire) Assistance omw, moomr, Total 2014 3491 000 nou oon 101 137 uo 1 51*6 2015 3747 oro sso 605 or 148 37 u 5555 2016 4057 317 475 631 118 123 zo o 5752 2017 wnox eyo *on 713 106 1*5 ou 4 5851 2018 4045 313 487 606 86 145 35 0 5717 17 INFORMATIONAL MEMO Page 4 In hate 2017. the reporting system was changed for EMS calls from Fire RK8Gto E8[}for EMS calls. In Fin* RM8, response time stopped when the unit arrived on scene. On scene means arriving atthe site, not the patient. With E@Cl response time stops when the oFeYV arrives otthe . side Vfthe patient. Because ofthe change }nsystems and the change inwhen the response time is completed, EK88 call response times are only provided through 2017. /\ new datgsetfor comparison purposes will start with 2O18. Because EMS and fire calls account for 75%nfthe call volume, the discussion onresponse times will be focused on these two calls types. From 2014 through 2018. average response times for fire naUS has been 5 minutes and 57 seconds. Average responsetimes forEK88coUs.2O14-2017.hmebeeno|' ht|y|eeoat5ninutes and 40 seconds. The following tables show average response times by type of incident, by year. As noted in the table, average response time for fine calls declined hl2O17 and again in 2018. However, response times for EMS calls increased slightly in 2017. Fire EK88 2014 0:05:54 0iX5:30 2015 0:05:57 0:0556 2016 0:06:05 0:05:29 2017 0:05:55 0:05:40 2018 0:05:51 Avg. for all years 0:05:57 0:05 4D While the average response time for both fire and EMS calls }aless than Ominutes for the 5-vear period analyzed, not all calls have aresponse time of less than 8minutes. Another way tolook at the data is to look at what percentage of call response time is less than a specific standard. The following charts information mnpercentage ofresponse times that are less than orequal tOGminutes. Charts are provided for both fire responses andemergency medical responses from 2014 through 2018i As the chart for fire calls indicates, the number of fire responses within O minutes has been increasing. HovVeve'r, the number of EMS oo||s with response times within the Gminutes has declined obit. 18 INFORMATIONAL MEMO Page 5 64.00% 62.00% 60.00% 58.00% 56.00% 54.00% 52.00% 50,00% 70.00% 68.00% 66.00% 64.00% 62.00% 60.00% 58.00% 56.00% 54.00% 52.00% 50.00% 55.97% Fire 2014 65.49% EMS 2014 %<=6 min on Fires 55.41% Fire 2015 55.66% Fire 2016 =6 min on EMS 67.01% EMS 2015 59.87% 68.08% EMS 2016 Fire 2017 61.64% Fire 2018 66.14% EMS 2017 19 INFORMATIONAL MEMO Page 6 By measuring response times within an 8-minute window, significantly more fire and EMS calls are within an 8-minute time frame. The following charts demonstrate that more than 80% of all fire and EMS calls have response times of 8 or less minutes. 90.00% 88.00% 86.00% 84.00% 82.00% 80.00% 78.00% 76.00% 74.00% 72.00% 70.00% 90.00% 88.00% 86.00% 84.00% 82.00% 80.00% 78.00% 76.00% 74.00% 72.00% 70.00% 86.74% Fire 2014 88.20% EMS 2014 %<=8 min on Fires 85.22% Fire 2015 87.11% Fire 2016 88.63% %<=8 min on EMS 89.04% EMS 2015 88.76% EMS 2016 Fire 2017 88.36% Fire 2018 87.88% EMS 2017 At a future meeting, comparison data on response times to other fire jurisdictions will be presented. 20 INFORMATIONAL MEMO Page 7 Public Duty Doctrine Under the public duty doctrine, when a i*owed bzthe public adlarge (such aogeneral fire suppression and inspection duties).onindividual who iSinjured bVaDaUeQedbne8ohofthat duty has novalid claim against the City orits officer oremployees. There are certain exceptions tothe public duty doctrine, such oejncases where a special relationship ' /screated (such oewhen an officer or employee makes direct assurances to a member of the public under circumstances where the person justifiably relies on those assurances); or when an officer or employee, such as obuilding official, knows about aninherently -dangerous condition, has aduty tocorrect it(i.e.law says that the City '^Sha||" correct the condition), and fails to perform that duty. Tay|orv. Stevens County, 111\8/n.2d159,171-72.759P.2d447(1988). |ngeneral, however, governmental entity will not be liable to o private party for failure to perform duties that that are owed solely to the general public (a duty to all is o duty to no one). New and Updated Information for August 12�2O19 At the July 22, 2019 Finance Committee meeting, staff was asked to provide service level information going back agfar os2OO5. The following chart show number ofcalls, broken out hy type, from 2O05through 2O18. The chart isfollowed bxgraphical representation ofthe different types ofcalls over the same time period. City of Tukwila Service Area Severe Rescue & Hazardous Weather/ Emergency Condition Public Natural Medical Svc Fire Good Intent False Alarm (no fire) Assistance Other Disaster Tota 1 2006 3097 349 848 663 169 167 128 11 4932 2007 3018 282 336 614 140 142 139 2 4673 000a susa 278 oeo rno 1*5 167 7e n *981 200e 3111 289 xas 633 104 144 113 a 4821 2010 oms uou 284 seo iDu 129 81 o 4748 2011 3245 oon 223 sao as 113 so 1 4651 2012 axon 000 340 551 106 118 us 1 *V*s 2013 3267 270 3e3 610 76 132 51 o 4799 2014 3491 aon 000 Vos 101 1e7 29 1 5146 2015 aror 379 oue sos 97 748 Vr o 5555 201e *057 317 475 631 118 123 zn 3 5752 2017 4083 uoo 469 713 106 145 32 4 5851 2018 4045 313 487 soo ns 145 ao o 5717 The first graph demonstrates that calls for emergency medical services has been increasing over time. From 2005 through 2013. the increase was fairly gradual. However, 2014 through 2010 21 INFORMATIONAL MEMO Page 8 4,300 4,100 3,900 3,700 3,500 3,300 3,100 2,900 2,700 2,500 Rescue Emergency Medical Svc 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Rescue & Emergency Medical Svc Calls for fire do show a slight trend upwards while calls for hazardous conditions are trending slightly lower over time. 400 350 300 250 200 150 100 50 0 Fire and Hazardous Conditions ti 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fire Hazardous Condition Linear (Fire) - Linear (Hazardous Condition (no fire)) (no fire) The final chart graphically displays the change over time for non -emergencies. While the number of false alarms is trending down slightly, the total number of false alarm responses still averages around 13% of total call volume. Calls classified as good intent are trending upwards over time. Someone thinks there is an emergency and does the right thing by calling 911 but when crews arrive, there is no emergency. An example of this type of call would be a report of smoke but turns out to not be a fire. Public assistance calls differ from good intent in that a person does not have an emergency but calls 911 for assistance. Crews have been dispatched to shut off water and pump out excess water when a resident experiences a plumbing problem. 22 INFORMATIONAL MEMO Page 9 00 700 00 500 400 300 200 100 0 Good Intent, False Alarms, Public Assistance, Good Intent False Alarm Severe Weather/ Natural Disaster, Other 1161 '- Public Assistance ... - - - Linear (Good Intent) I I I I I I I Linear (False Alarm) In addition to historical data on types of calls, the following' table shows changes inaverage response time over the same time period. 2005 0106:17 0:05:33 2006 0:05:45 0105:44 2007 0105:50 0:05:32 2008 0:05:54 [[05:43 2009 0:06:03 0:05:46 2010 0:06:10 0j06:04 2011 0:0616 0:05:48 2012 0:08:15 0L05:44 2013 0:06:22 0:0545 2014 0:0554 0:05:36 2015 0�05:57 0:06:56 2016} OlXJ:OO 0:05:29 2017 0r05:55 0:05)40 2018 0105:51 Avg. for all years 0:06:03 0:05:43 While the average time for both fire and EMS calls ieless than 0minutes for the period analyzed, not all calls have o response time of less than 5 minutes. Another vvoy to look at the data is to look at what percentage of call response time is less than a specific standard. The following charts provide summary information on percentage of response times that are less than or equal to nix minutes and less than or equal to eight minutes for the same time period. Charts are provided for both fire responses and emergency medical responses. |nall four charts, 23 INFORMATIONAL MEMO Page 10 the number of calls within the time period specified is trending up, demonstrating that response times are improving over time. 90% 88% 86% 84% 82% 80% 78% 76% 74% 72% 70% 90% 88% 86% 84% 82% 80% 78% 76% 74% 72% 70% 88.25% 82.38% ..... •••• %<=8 min on Fires 87.29% 85.71% 85.12% . 81•Nn ....... 88.63%88.36% 86.74%85.22%87.11% 83.68% ..... «•••• ..... ••• .............. •••• 83.21% 80.14% •••• Fire Fire Fire Fire Fire Fire Fire Fire Fire Fire Fire Fire Fire Fire 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 87.81% 86.55% 89.00% %<=8 min on EMS 85.73% 86.49% 86.47% 87.27% 88% 85.71% 6.5 89.04% 88.76% 88.20% 87.88% EMS EMS EMS EMS EMS EMS EMS EMS EMS EMS EMS EMS EMS 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 24 INFORMATIONAL MEMO Page I I 70% 65% 60% 55% 59.89% 50.00% 50% 45% 40% 70% 69% 68% 67% 66% 65% 64% 63% 62% 61% 60% 62,86% 59.93% 57.09% 56.27% 5541EIN. %<=6 min on Fires 55-97% 55.41% 55.66% 43.90% . • 50.75% • 61.64% 59.87% Fire Fire Fire Fire Fire Fire Fire Fire Fire Fire Fire Fire Fire Fire 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 63.63% 63.92% 66.61% %<=6 min on EMS 64.00% ...... ..................... .............. 65.49% 61.27% 60.49% 6 61.76% 62.09% 61.23% 67.01% • • • 68.08% 66.14% ..... •••• •• • • EMS EMS EMS EMS EMS EMS EMS EMS EMS EMS EMS EMS EMS 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 New Information for October 14, 2019 The budget process provides funding for a specific level of staffing through both number of positions approved, funded and pipeline, as well as overtime. The adopted budget sets the level of services that will be provided throughout the biennium. A draft resolution is included as Attachment E that is written to formally adopt the current, existing level of service. 25 INFORMATIONAL MEMO Page 12 To |n the discussion of fornlaUy adopUnq service levels for the fine departDlent, comparative budqetinformation has been provided below. Data for 2Q17was utilized because that is the most current vear where a full set of data is available. Expenditures Per Assessed Value Uainq the State auditor's FIT (Financial |ntaUiqenoeToo|) and Fine Reporte, each negion'efire aqeno|os total expenditures was compared to the same reqion's assessed value. As depicted in the first chart, we are in the median ranqe oon1pen*d to other municipal fire depadnlento. RF/\s, and fire district. The second chart compares the City'efina budqet to other municipal fire departnlmnto, which demonstrates that, we are in the hiqher-median ranOe. Fire Agencies 70177ota| Expenditures/AV BeUevueFD 0.48 Mercer Island FD 0.53 KirkbndFD 101 Nurthdoor FD(No. 16) 1.23 Woodinville FPD 1.38 Enumclaw FD 1'44 Maple Valley Fire FPD 1.56 King County FPD No. 2(8uhen) 1.71! South King Fire & Rescue FPD 1.93 / | TukwUaFD 1^96 ' | Mountain View Fire & Rescue FPD 2.09 � VaUeyRFA2.14 Shoreline FPD 2L56 Puget Sound RFA 2.62 North High|ineFPD 3.06� Bothel|FD 3.49 King County FPD No. 45 (Duvall) 3.89 Bremerton � 4.04 0.00 0.50 110 1.50 zzm 2.50 3.00 3.50 4o0 4z0 26 INFORMATIONAL MEMO Page 13 Bellevue FD Mercer Island FD Kirkland FD Northshore FD (No. 16) Enumclaw FD Tukwila FD Bothell FD Bremerton Fire D e pa rt m e nts 2017 Total Expenditures/AV 0.48 0.53 3.49 4.04 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4,50 Introduction to Turnout and Response Times Based on Valley Corn data, the following section is an analysis of Tukwila Fire Department's responsiveness according to RCW 35.103. The American Heart Association table below graphically explains the timing of events from the collapse of a victim with cardiac arrest. These same steps are applicable to a fire response. From the left: it's a victim's collapse, through reporting Valley Com's dispatching process (Report of Alarm to Dispatch Units), the time it takes a response unit to leave the station (Turn Out), to the time it takes to reach the crisis (Respond to Scene). 27 INFORMATIONAL MEMO Page 14 | | | | | | | | | / | / | | 4 5 6 7 8 9 10 Time Varies Minutes ' Detection of Collapse Report Alarm of Timebnd'nect|y Manageable EMS Response Time Dispatch Units Turn out Ranpundto Scene Time Directly Manageable Response Time RCVV35.1D3and the City ofTukwila define the foU8Vvinqterms: Turnout Time: The time it takes aunit toleave the station. Response Time: Time from the station receiving a call to arrivinq on the scene of the incident. First on Scene Response Time: The time from the station receivinq a call to the first unit arrivinq' onthe scene ofanincident. Full First Alarm: The time form the station receiving a cm|| to the last unit 'arriving onthe scene of an incident. Tukmikm2Q18 Comparable Response Times The followinq are the City of Tukwila's comparative response times for 2018 and 2014-2018, This is a brief overview of how Tukwila compares to reqional response times both in the past year and over afour-year period. 28 INFORMATIONAL MEMO Page 15 0:07:12 0:06:29 0:05:46 0:05:02 0:04:19 0:03:36 0:02:53 0:02:10 0:01:26 0:00:43 0:00:00 2018 Average Response Times 05:28 05:28 05:31 +. + 4. ++ 44 dr. t▪ t Renton Burien Tukwila 05:59 06:12 06:15 VRFA Enumclaw PSRFA 06:22 06:39 SKRFA Skyway 0:11:31 0:10:05 0:08:38 0:07:12 0:05:46 0:04:19 0:02:53 0:01:26 0:00:00 07:58 2018 90th Percentile Response Times 07:59 08:07 09:04 Tukwila Burien Renton VRFA 09:14 09:20 09:33 10:42 SKRFA Skyway PSRFA Enumclaw The data above shows Tukwila had the lowest (best) 2018 90th percentile response time of all fire agencies supported by Valley Communications (Valley Corn), the fire dispatch provider for Fire & Police agencies in South King County. Data shows that Tukwila consistently has near the best response time metrics from 2015 through 2018. All fire agencies analyze and report their response times slightly differently. To avoid inconsistencies, we have analyzed Valley Com's data using a standardized process to create accurate comparables. The Response Time data presented highlights the following service delivery specifications: • Time included for the first vehicle to arrive at the scene (if there was a response time for more than one vehicle to show up, the higher response time was dropped from the data) • Time not included if the first vehicle on scene is a private medical provider such as AMR or Tri-Med 29 INFORMATIONAL MEMO Page 16 • Time included if the first vehicle to arrive on scene is another fire agency arriving on scene • Only calls originating from the jurisdiction are included. A response time for a mutual aid call that Tukwila responds to in Renton's jurisdiction is not included in Tukwila's response time; if Tukwila was the first vehicle on scene, that response time would be included in Renton's response time. 0:07:12 0:06:29 0:05:46 0:05:02 0:04:19 0:03:36 0:02:53 0:02:10 0:01:26 0:00:43 0:00:00 2015 Average Response Times 0:05:19 ; III III III III III I III III I I 1: III III III III III III t III III III III 2016 0:05:22 II 7;7 2017 U 0:05:31 Burien CITukwila • SKRFA D Skyway Oil VRFA 0 Renton ill PSRFA 2018 7:12 6:29 5:46 5:02 4 :19 3:36 2:53 2:10 1:26 0:4.3 0:00 0:05:39 2015 Average Fire Suppression Response Times 22. '',1111111, 323 0:05:45 2016 223 22 ..„ 0:05:47 2017 0:05:35 2018 931 I. Burien Tukwila • SKRFA Skyway VRFA 0 Renton N PSRFA 30 INFORMATIONAL MEMO Page 17 0:11:31 0:10:05 0:08:38 0:07:12 0:05:46 0:04:19 0:02:53 0:01:26 0:00:00 0:07:58 2015 90th Percentile Response Times 0:07:46 2016 0:07:52 i 2017 OBurien in Tukwila •SKRFA CISkyway OVRFA ORenton PSRFA 2018 RCW 35.103.030 Service Delivery Objectives The Washington State RCW 35.103 was created to "set standards for addressing the reporting and accountability of substantially career fire departments, and to specify performance measures applicable to response time objectives for certain major services" (RCW 35.103.030). The data below addresses the requirements for the third section of this document, which detail the performance measures for time objectives. The Tukwila response data summarized below in graph and table form has been defined by the Tukwila Fire Department, and listed under their respective requirements. Please note that the years 2014 and 2019 are not shown graphically, as there is only partial data for those years and not directly comparable. RCW 35.103.030 (3) Every fire protection district and regional fire protection service authority, in order to measure the ability to arrive and begin mitigation operations before the critical events of brain death or flash -over, shall establish time objectives for the following measurements: a. Turnout time; Turnout Time: The time it takes a unit to leave the station. 31 INFORMATIONAL MEMO Page 18 2:23 2:18 2:14 2:10 2:05 2:01 1:57 2015 Tukwila Fire Calls Average Turnout Time •2016 1,4+ 2017 2018 0 FIRE First on Scene FIRE All Units 1:52 1:48 1:44 139 1:35 1:31 1:47 2015 Tukwila EMS Calls Average Turnout Time ••• ** *41* 2017 2018 OEMS First on Scene 0 EMS All Units 32 INFORMATIONAL MEMO Page 19 3:06 3:01 2:57 2:48 Tukwila Fire Calls 90tl Percentile Turnout Time 2015 201 © FIRE First on Scene FIRE All Units y.::53 Tukwila EPv S Calls 90th Percentile Turnout Time 2016 17 2018 DEMS First on Scene zEMS All Units 33 INFORMATIONAL MEMO Page 20 Tukwila Years FIRE First on Scene 4 2:20 6 2 10 3 05 6 2 08 3 01 7 2 05 256 . .......... 2018 2 06 3 01 201 2 07 2 55 Sparidine \ \ 2014- \ 2019 FIRE All Units e 90th Nurrber EMS EMS First on Scene All Units Avere 91th Nurrber Aver e 90th Nunber 4248 0:0217 314 7500 1:43 241 18210 1:47 2.46 27172 609 0:02:32 3.31 1073 1:51 2:51 2354 1:54 2.54 3571 822 0:0217 3:16 1260 1:47 2:47 3232 1:51 2.50 4886 749 0:02:15 3:10 1351 1:39 2:37 3475 145 245 5210 837 0:02:13 3:06 1532 1.40 2.35 3556 1:43 2:39 5321 756 0:02.13 3:10 1462 1:42 238 3566 1:47 2:43 5221 475 0:0216 3:10 822 1:42 240 2027 1:45 2:44 296; Per the draft resolution in Attachment E, the City would adopt the current turnout time of 03:01 for fire calls and 02:38 for EMS calls as the standard for level of service. b. Response time for the arrival of the first arriving engine company at a fire suppression incident and response time for the deployment of a full first alarm assignment at a fire suppression incident; First on Scene Response Time: The time from the station receiving a call to the first unit arriving on the scene of an incident. Full First Alarm: The time from the station receiving a call to the last unit arriving on the scene of an incident. 5:29 5:45 5:02 4:19 3:35 2:53 2:10 1:25 0:43 0:00 Tukwila Average First Engine Fire Suppression Response Times 0:05:47 2015 0:05:35 2016 0:05:33 2017 005:35 2013 34 INFORMATIONAL MEMO Page 21 Tukwila Years 2014-2019 2014 2015 2016 Avera e 90th 0:€35:39 0: ;12 0:05:4 0:03:27 0.05:47 0.08:24 0:05:35 0:07`59 0:05:33 0:00:1 0:05:35 0:07:59 0:fly.33 0:0 :0 Tu90th Percentile First Engine Fire Suppression Response Times 5: 2 3:36 2:10 0:43 Per the draft resolution in Attachment E, the City would adopt the current response/travel time for the first arriving engine company to a fire suppression incident of 07:59 as the level of service. 35 INFORMATIONAL MEMO Page 22 0:sxx1 Tukwila Full First Alarm Fire Suppression Average Response Time 06 Tukwila Full First Fire Suppression Alar Percentile Response Time 1x : :1F 5:6 1 : 6: 90th 36 INFORMATIONAL MEMO Page 23 Tukwila Years 2014-2019 2014 2015 2016 2017 2018 2019 Sparkline 2014-2019 FIRE Full First A lane Response Times Average San 0:07:12 0:09:47 0:07:27 0:09:53 0:07:03 0:09:39 0:07:38 0:09:51 0:07:12 0:10:04 0:06:48 0:09:29 0:07:02 0:09:32 5:29 5:02 -t:19 3:35 2:53 2:10 1:26 0:L3 DLO 0:05:39 2015 Fire Suppression Average Response T i es 0:05:45 201E 0:05:47 2017 2013 Burien ®Tukwila • SKRFA Skyway :::VRFA El Renton PSRFA 37 INFORMATIONAL MEMO Page 24 Fire Suppression 90th Percentile Response Times 1131 0:08:24 0:07:59 0:08:13 7:12 2:53 1::)5 .4 2015 2016 2017 0:07:59 2015 Burien Tukwiia • SKRFA Skyway VRFA LII Renton PSRFA Per the draft resolution in Attachment E, the City would adopt the current response time for the arrival of the full complement of a 1st alarm response to a fire of 09:29 as the level of service. c. Response time for the arrival of a unit with first responder or higher level capability at an emergency medical incident. Response Time: Time from the station receiving a call to arriving on the scene of the incident. *note: All Tukwila firefighters are first responder level or higher 5;7' 4:19 2:53 1:25 0:C3 Tukwila Average EMS First on Scene Response Times • • • • • • • • • • • • • • • • • • • •••• • • • • • • • • 4.•++ • • • • • • • • • • • • 4.+++ •••• .11+. • • • • ••• • • • • • 40••• 5:17 "4"f; • • • • • • • • • • • • • • • ••• ••• ••• ••• ••• ••• ••• ••• ••• ••• 2016 5:16 2017 38 INFORMATIONAL MEMO Page 25 Tukwila 90th Percentile EMS First on Scene Response Times 7;48: 7:12 4:19 2:53 1:25 7:34 0.16 7:41 7:52 Per the draft resolution in Attachment E, the City would adopt the current response/travel time for the arrival of the first emergency medical unit of 07:52 as the level of service. Tukwila Years 2014-2019 2014 2015 2016 2017 2018 2019 2014-2019 S parkli ne EMS First on Scene Response Tim es Ave rage 90th 5.20 5:14.IIIIIIIIIIIIIIIIIIII1Er 747 5:22 IIMIIIIIIIIIIIIIregIMIIIIIIIIIIIIIIIIIIIEa 5:16 748 7 41 529 5:30 8: RECOMMENDATION For information only. ATTACHMENTS Revised Code of Washington (RCW) 35A.92 Fire Departments — Performance Measures: Attachment A: RCW 35A.92.010: Intent Attachment B: RCW 35A.92.020: Definitions Attachment C: RCW 35A.92.030: Policy Statement — Service Delivery Objectives Attachment D: RCW 35A.92.040: Annual Evaluations — Annual Report Attachment E: Draft Resolution adopting RCW 35A.92 Performance Measures Attachment F: Policy Statement 39 INFORMATIONAL MEMO Page 26 40 INFORMATIONAL MEMO Page 27 Attachment A: RCW35A.92.010: Intent RCVV35A.92.O1O Intent. The legislature intendsforcodecities1osetstandandsforaddressingthereportingand accountability ofsubstantially career fire departments, and tospecify performancenneasures applicable toresponse time objectives for certain major services. The legislature ackn8m/|edges the efforts of the international city/county management association, the international association of fire chiefs, and the national fire protection association for the organization and deployment of resources for fire departments. The arrival of first responders with automatic external clefibrillator capability before the onset of brain death, and the arrival ofadequate fire suppression resources before flash -over is a critical event during the mitigation of an emergency, and is in the public's best interest. For these reasons, this chapter contains performance measures, comparable to that research, relating to the organization and deployment of fire suppression operations, emergency medical operations, and special operations by substantially career fire departments. This chapter does not, and is not intended to, in any way modify or limit the authority of code cities to set levels of service. 41 INFORMATIONAL MEMO Page 28 R[VV35A.92I)2O DefiDidons. The definitions inthis section apply throughout this chapter unless the context clearly requires otherwise. (I) "Advanced life support" means functional provision of advanced a)mvoy management, including intubation, advanced cardiac monitoring, manual defibrillation, establishment and maintenance ofintravenous access, and drug therapy. (2)"Aircraft rescue and firefighting" means the firefighting actions taken torescue persons and to control or extinguish fire involving oradjacent toaircraft on the ground. � ) "Brain death" as defined by the American heart association means the irreversible death of brain cells that begins four to six minutes after cardiac arrest. (4) ''Code city" means code city that provides fire protection services, which may include firefighting actions, emergency rned|C3| services, and other special operations' in a specified geographic area. (5) "Fire department" means code city fire department responsible for firefighting actions, emergency medical services, and other special operations in aspecified geographic area. The department must beasubstantially career fire department, and not a substantially volunteer fire department. (6) ''Fire suppression" means the activities involved in controlling and extinguishing fires. (7) "First responder" means provision ofinitial assessment and basic first -aid intervention, including cardiac pulmonary resuscitation and automatic external defibrillator capability. (8) "Flash -over" as defined by national institute of standards and technology means when all combustibles in a room burst into flame and the fire spreads rapidly. (9) "Marine rescue and firefighting" means the firefighting actions taken to prevent, control, or extinguish fire involved in or adjacent toa marine vessel and the rescue actions for occupants using normal and emergency routes for egress. (lO) "Response time" means the time immediately following the turnout time that begins when units are en route to the emergency incident and ends when units arrive at the scene. (ll)"Special operations" means those emergency incidents towhich the fire department responds that require specific and advanced training and specialized tools and equipment. (12) "Turnout time" means the time beginning when units receive notification of the emergency tothe beginning point ofresponse time. 42 INFORMATIONAL MEMO Page 29 /ttachmentC: RCW35A.g2.O30: Policy Statement—Semice Delivery Objectives RCyV35A.9ZIB0 Policystaternent--SerVioede|iveryobjectimes. (1) Every code city shall maintain a written statement or policy that establishes the following: (a)The existence ofafire department; (b) Services that the fire department is required to provide; (c) The basic organizational structure ofthe fire department; /d\The expected number offire department employees; and (e) Functions that fire department employees are expected to perform. (2) Every code city shall include service delivery objectives in the written statement or policy required under subsection (1) of this section. These objectives shall include specific response time objectives for the following major service components, ifappropriate: (a) Fire suppression; (b) Emergency medical services; (c]Special operations; (d)Aircraft rescue and firefighting; (e)Marine rescue and firefighting; and /f1VVil6|andfirefighting. (3) Every code city, inorder tomeasure the ability toarrive and begin mitigation operations before the critical events of brain death orflash-over shall establish time objectives for the following measurements: (a)Turnout time; (b) Response time for the arrival of the first arriving engine company at a fire suppression incident and response time for the deployment ofafull first alarm assignment ata fire suppression incident; (c) Response time for the arrival of a unit with first responder or higher level capability atanemergency medical incident; and (d)Response time for the arrival nfanadvanced life support unit atanemergency medical incident, where this service is provided by the fire department. (4) Every code city shall also establish a performance objective of not less than ninety percent for the achievement of each response time objective established under subsection (3) of this section. 43 INFORMATIONAL MEMO Page 30 Attachment D: RCW 35A.92.040: Annual Evaluations — Annual Report R[VV35A.92lJ4O Annual evaluations —Annual report` (1) Every code city shall evaluate its level of service and deployment delivery and response time objectives onan annual basis. The evaluations shall bebased ondata relating to level of service, deployment, and the achievement of each response time objective |neach geographic area within the codeCity's jurisdiction. (2) Beginning in 2007, every code city shall issue an annual written report which shall be based on the annual evaluations required by subsection (1) of this section. (a) The annual report shall define the geographic areas and circumstances in which the requirements ofthis standard are not being met. (b) The annual report shall explain the predictable consequences ofany deficiencies and address the steps 'that are necessary toachieve compliance. 44 INFORMATIONAL MEMO Page 31 Attachment E: Draft Resolution adopting RCW 35A.92 Performance Measures A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ADOPTING THE PERFORMANCE POLICY, STANDARDS, AND OBJECTIVES OUTLINED IN RCW 35.103 AS THE TUKWILA FIRE DEPARTMENT'S EMERGENCY RESOURCE DEPLOYMENT AND RESPONSE TIMES OBJECTIVES WHEREAS, Tukwila Fire Department is legally established as a fire department through City Charter to provide certain emergency medical, fire and rescue services; and WHEREAS, Tukwila Fire Department has a mission statement and goals and objectives to guide the organization in providing fire and medical services to our community; and WHEREAS, Tukwila Fire Department has a basic organizational structure which may include the Chief, Officers, Firefighters, and E.M.T.'s; and WHEREAS, Tukwila Fire Department has a certain number of members now and in the future who perform the tasks required to accomplish our response objectives; and WHEREAS, Tukwila Fire Department is required by state law to establish turnout and response time goals for the first arriving Basic Life Support, and Fire Engine responses to fire suppression calls and response time goals for a full alarm assignment for Fire Engine responses to fire suppression calls; and WHEREAS, Tukwila Fire Department has evaluated the elements identified in RCW 35.103 and included those provisions deemed appropriate in the Department's emergency service delivery; and WHEREAS, Tukwila Fire Department has developed written response coverage objectives required to comply with applicable provisions of RCW 35.103; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: that Tukwila City Council hereby adopts the attached response coverage document as the Tukwila Fire Department official policy for determining emergency medical, fire and rescue resource deployment; and, BE IT FURTHER RESOLVED, that the attached response coverage document officially defines the Tukwila Fire Department written policies and procedures that establish the distribution and concentration of fixed and mobile resources of the department; and, PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of , 2019. 45 INFORMATIONAL MEMO Page 32 ATTEST/AUTHENTICATED: Christy O'Flaherty, MMC, City Clerk Kathy Houciardy, Council President APPROVED AS TO FORM BY: Filed with the City Clerk: Passed by the City Council: Resolution Number: Rachel Turpin, City Attorney 46 INFORMATIONAL MEMO Page 33 Attachment F: Policy Statement Policy Statement 1. The existence of the Tukwila Fire Department: X meets requirement does not meet Method of meeting the requirement: a. Services that the Tukwila Fire Department is required to provide. o fire suppression, basic life support/EMS, rope rescue, structural collapse rescue, confined space rescue, trench rescue, machinery rescue, swift water rescue, water -craft rescue, floodwater rescue, urban search and rescue. X meets requirement 2. Services provided: does not meet a. The basic organizational structure of the fire department: 47 INFORMATIONAL MEMO Page 34 Adr,99,9trzlivt .5999,srt. Ettt.9.9, C,,t" ."1",•!`.t Ci Fitt ..71.irt if, .7=9,4999 ;-',zetint meets requirement does not meet 7,119,1z (9.: St9.99‘,- Firtrs-Itt,r4 131 IZI Ctttzin Z99t.ide, Z3 1,9i T-991'snttrt 131 Firtf,s-Ytt,r: .1"11 Pi99,9t. 1,7,19„tt n Trzirjrs,91-99- St999111. f Z,497.9.9. 5,1t9oi 5 .79.15h9tr.; 1:9179rr ,S9999.11319:, CApt,,tqn It.99,99.94.{11, F -eirttr.1- .7:999499 t:1 Err vstnc.,, t9t,95,9—,trt 17.9,9999; X meets requirement Method of meeting the requirement: 3. The expected number of fire department employees. X meets requirement does not meet 48 INFORMATIONAL MEMO Page 35 FTE o Chief Officers 7 g Career Firefighters 55 _ o VountaerFirafqhtere o Resident/Part-Time FF's _ �o Administrative Support 2 o Mechanics o Public Education Staff o Fire Prevention Staff 2 2 EnnerqeDoy&4anaqernentStaff 1 o Oiopatchinq Staff o Other Staff ll TOTAL STAFF 67 4' The functions that fire department employees are expected toperform. o firefiqhtinq, emerqencv medical services/BLS, Technical Rescue, inspections, public education, and pre -fire planninq. X meets requirement does not meet 11. Adopted Standards Every fire iuhadiction shall adopt service delivery objectives in o written statement for all services that are provided in an emerqencv mode. These include the followinq, if appropriate: 1. Turnout time X meets requirement does not meet requirement Turnout Time Standard: The Tuhvvi|o Fire Department has adopted a turn out time standard ofO3:01 for fire and 02:38 x forEW18.xvhichthedepartnnentahou|dnneetvvithinanennum|AOtpercentile annually. 49 INFORMATIONAL MEMO Page 36 2. Response time for the arrival of the first arriving engine company as a fire suppression incident. X meets requirement does not meet requirement Response Time Standard: The Tukwila Fire Department has adopted a response/travel time standard of 07:59 for the arrival of the first engine company to a fire suppression incident, which the department should meet within a 90th percentile annually. 3. Response time for the deployment of a full first alarm assignment at a fire suppression incident. X meets requirement does not meet requirement Response Time Standard for Full 1st Alarm Response: The Tukwila Fire Department has adopted a response/travel time standard of 09:29 for the arrival of the full complement of a 1st alarm response to a fire suppression incident, which the department should meet within a 90th percentile annually. 4. Response time for the arrival of the first arriving unit with a first responder or higher level capability at an emergency medical incident. X meets requirement does not meet requirement Response Time Standard: The Tukwila Fire Department has adopted a response/travel time standard of 07:52 for the arrival of the first emergency medical unit with appropriately trained personnel on board to an emergency medical incident, which the department should meet within a 90th percentile annually. 50