HomeMy WebLinkAboutCOW 2019-10-28 COMPLETE AGENDA PACKETTukwila City Council Agenda
A,
90
COMMITTEE OF THE WHOLE/0 ❖
Allan Ekberg, Mayor Counci/members: •:• Dennis Robertson ❖ Verna Seal
David Cline, City Administrator •:• De'Sean Quinn •:• Kate Kruller
Kathy Hougardy, Council President ❖ Thomas McLeod •:• Zak Idan
Monday, October
28, 2019; 7:00 PM Tukwila City Hall Council Chambers
1. CALL TO ORDER / PLEDGE OF ALLEGIANCE
2. PUBLIC
COMMENTS
At this time, you are invited to comment on items not included on this agenda
(please limit your comments to five minutes per person). To comment
on an item listed on this agenda, please save your comments until the issue is
presented for discussion. (Refer to back of agenda page for additional information.)
3. SPECIAL ISSUES
a. Discussion of Master Plan and funding for Public Works Shops
facility —Phase 1.
b. Contract Change Order #5 with Lydig Construction for demolition of
two buildings for the new Public Works Shops facility —Phase 1
(Public Safety Plan).
c. Fire Department budget considerations.
d. Discussion on Standing Council Committee structure and scope.
Pg.1
Pg.11
Pg.23
Pg.47
4. REPORTS
a. Mayor
b. City Council
c. Staff
d. Council Analyst
5. MISCELLANEOUS
6. ADJOURNMENT
Reasonable
City Clerk's Office
www.tukwilawa.Qov,
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SPECIAL MEETINGS/EXECUTIVE SESSIONS
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Executive Sessions may be called to inform the Council of pending legal action, financial, or personnel
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PUBLIC HEARINGS
Public Hearings are required by law before the Council can take action on matters affecting the public
interest such as land -use laws, annexations, rezone requests, public safety issues, etc. Section 2.04.150 of the
Tukwila Municipal Code states the following guidelines for Public Hearings:
1. The proponent shall speak first and is allowed 15 minutes for a presentation.
2. The opponent is then allowed 15 minutes to make a presentation.
3. Each side is then allowed 5 minutes for rebuttal.
4. Members of the public who wish to address the Council may speak for 5 minutes each. No one may
speak a second time until everyone wishing to speak has spoken.
5. After each speaker has spoken, the Council may question the speaker. Each speaker can respond to the
question, but may not engage in further debate at that time.
6. After the Public Hearing is closed and during the Council meeting, the Council may choose to discuss
the issue among themselves, or defer the discussion to a future Council meeting, without further public
testimony. Council action may only be taken during Regular or Special Meetings.
COUNCIL MEETING SCHEDULE
No Council meetings are scheduled on the 5th Monday of the month unless prior public notification is given.
Regular Meetings - The Mayor, elected by the people to a four-year term, presides at all Regular Council
Meetings held on the 1st and 3rd Mondays of each month at 7:00 p.m. and Special Meetings. Official
Council action in the fonn of formal motions, adopting of resolutions and passing of ordinances can
only be taken at Regular or Special Council meetings.
Committee of the Whole Meetings - Councilmembers are elected for a four-year term. The Council
President is elected by the Councilmembers to preside at all Committee of the Whole meetings for a
one-year term. Committee of the Whole meetings are held the 2nd and 4th Mondays at 7:00 p.m.
Issues discussed there are forwarded to Regular or Special Council meetings for official action.
COUNCIL AGENDA SYNOPSIS
Initials
MeetingDate
Prepared by
Mayo 's review
Council review
10/28/19
HK
11/04/19
HK
ITEM INFORMATION
ITEM No.
3.A.
STAFF SPONSOR: HARI PONNEKANTI
ORIGIN 1L AGENDA DA IT: 0 2 9
AGLNII\ II EM TITLE Public
Adopt
Safety Plan - Public Works Shops
Master Plan
CAILGORY Discussion
Altcg Date 10/28/19
.0
Motion
Date 11/04/19
El Resolution
ilit,g Dale
El Ordinance
-111,g Date
. Bid
,lward
EI Public Hearing
Mtg Date
EI Other
Aftg Date
Mt,g
Mfg Date
SPONSOR Ecouneil UMcyor IIHR EIDCD DFinance Firt flTS P R
Court
Police PIV
SPONSOR'S Council is being asked to adopt the Public Works Shops Master Plan. The Public Works
SummARy Master Plan's Phase 1 focuses on relocating the Public Works Fleet and Facilities divisions
from George Long to the Heiser property after seismic retrofitting and upgrades. The
Public Works Phase 1 also includes moving the Police vehicle evidence storage and Surface
Water spoils from the Longacres site.
RI ArlItWkl) BY
Ell C.O.W.
Mtg. El CDN Comm
fl Arts Comm.
& 10/22/19
El Finance Comm.
0 Parks Comm.
El Public Safety Comm.
Li Planning Comm.
ZAK IDAN
E Trans &Infrastructure
DATE: 10/08/19
COMMII lEE CHAIR:
RECOMMENDATIONS:
SPONSOR/ADMIN.
CommiTTEE
Public Works Department
No recommendation; Forward to Committee of the Whole
COST IMPACT / FUND SOURCE
EXPENDI I ERE REQUIRI I) AMOUNT BUDGETED APPROPRIATION REQUIRED
$8,200,000.00 $30,000,000.00 $4,400,000.00
Fund Source: 306 FUND & WATER, SEWER, AND SURFACE WATER FUNDS
Comments: pg 59, 2019 CIP
MTG. DATE
RECORD OF COUNCIL ACTION
wat 9
11/04/19
MTG. DATE
ATTACHMENTS
10/28/19
Informationale orandum revised date 10 19
Financial Framework Summary
Public Works Shops Master Plan PowerPoint Presentation (distributed separately)
Minutes from the Transportation & Infrastructure Committee 10/08/19 & 10/22/19
2
Allan Ekberg, Mayor
Public Works Department - Henry Hash, Director
INFORMATIONAL MEMORANDUM
TO: Transportation and Infrastructure Committee
FROM: Henry Hash, Public Works Director
BY: Hari Ponnekanti, City Engineer
CC: Mayor Allan Ekberg
DATE: October 4, 2019 frevised 10/25/19)
SUBJECT: Public Safety Plan — Public Works Shops First -Phase 1
Project No. 91630601
Master Plan Next Steps
ISSUE
Approve the Public Works Shops Master Plan and funding for Public Works Shops Phase 1. Update on the Public Works
BACKGROUND
The City hired SHKS Architects to conduct a Master Planning and Programming effort for the Citys Public Works Maintenance
Shops facilities in September 2018. Master Planning efforts are a good tool to logically implement overall facility
improvements. The Public Works Master Plan envisions the redevelopment of over 13 acres of land, which will serve the
Public Works Department into the future with planned growth through the year 2045.
SHKS conducted several meetings with PW staff, visited the existing facilities, toured similar PW facilities in the region and
developed a Master Planning and Programming Report. Several options were discussed and the selected Master Plan and
the proposed tenant improvements to the Heiser site are the most practical and least expensive option.
The current George Long building lacks sufficient spacing for routine maintenance and is also one of the most seismically
deficient City building. The new site will be much safer for our employees and provides more space, therefore increasing
operation efficiency. In addition, some of the equipment from Minkler Shops can also be moved to Heiser, allowing more
space at Minkler Shops for maneuverability and productivity.
ANALYSIS
The findings from the Public Works Shops Master Plan are summarized in the attached updated PowerPoint presentation.
The City took possession of the Heiser properties in July 2019 and will take possession of the UPS site in 2023,
Master Plan Summary
• The Public Works Shops First Phase 1 of the Master Plan focuses on relocating the PW Fleet Maintenance and
Facilities divisions from George Long Shops to the Heiser property after seismic retrofitting and upgrades. The Ficst
Phase 1 will also include moving the Police vehicle evidence storage and spoils from the Longacres site.
• The Longacres site will need to be vacated and moved to the Heiser site by 2021. To meet federal NPDES
regulations, spoils need to be stored in a covered site.
• Public Works staff agree that the best option is to move George Long and Longacres operations to the Heiser Building.
• George Long was chosen to move to the Heiser Building, after necessary renovations, as the George Long Building
is seismically and environmentally deficient and is hazardous to City employees.
• The Fleet mechanics work full-time in George Long as opposed to other Public Works employees that are mainly in
the field. The George Long facility does not have an adequate exhaust system and does not meet regulatory
requirements.
• As George Long is seismically deficient, if there is an earthquake and the building is destroyed, the entire City would
be without the facilities and fleet divisions to assist with Police, Fire and other emergency operations.
V9:1PW Eng1PROJECTS1A- BG Projects101 Public Safety Plan\PW Shops First Phase (91630601)1Info Memo Master Plan Round 3 102519.docx
3
Informational Memo
Page 2
• With the table below, George Long's square footage needs will be covered in Phase 1. If Minkler were to move to
Heiser at this time, their needs would not be met and would have to move twice (see page 53 of Master Plan).
Facilities
Current Square Footage
Phase 1 Square Footage
George Long Shops
57,770
55,670
Facilities, Fleet, Spoils and Police Impound Yard
Longacres site (need covered spoils)
13,215
15,460
Subtotal
70,985
71 130
Minkler Shops
Streets, Water, Sewer, Surface Water
New Decant facility, New Fleet Parking
100,618
Heiser Program Area
73 925
Next Steps
Approval of $4.4 million for funding the PW Shops gr-st-Phase 1 (to move forward with Heiser improvements)
• Demolition of two outbuildings at the Heiser site. Oct/Nov 2019
• Heiser design for seismic retrofitting and interior and exterior improvements. Upgrades to HVAC, mechanical,
electrical, and storm drainage. Nov 2019 — April 2020
• Advertise and award seismic retrofitting and improvements. April 2020
• Project completion. December 2020
Staff will return to Council for financing of Phase 2.
Phase 2 - Possession of UPS site in 2023. Build Administrative offices and relocate Minkler. Cost estimate of $33 million.
At the completion of Phase 2, all Public Works employees will be relocated to safe and efficient facilities.
Phase 3 — Build new Fleet Maintenance Building, demolish Heiser Building, and install covered storage for $37 million. At
the end of Phase 3, all future needs will be met with the entire buildout of the Heiser and UPS sites.
PHASE 1 FINANCIAL IMPACT
Expenditures 2019 Budget Budget Request
Land Purchases $ 25,334,123.00 $ 30,000,000.00
Contracts & Demolition 856,928.88
PW Shops Phase 1
General Fund $ 2,200,000.00
Utilities 2,200,000.00
Total $ 26,191,051.88 $ 30,000,000.00 $ 4,400,000.00
Budget Balance $ 3,808,948.12
SHKS estimates that the PW Shops gr-st-Phase 1's costs will be $5.8 million and soft costs at $2.4 million, for an estimated
total project cost of $8.2 million. Project soft costs include design fees, construction management fees, construction
contingency, and sales tax.
The 2019 CIP's PW Shops budget is $30 million and to date $26,191,051.88 is estimated to be spent, which leaves a
balance of $3.809 million. To complete the PW Shops PFst Phase 1 at an estimated cost of $8.2 million, additional funding
4
W \PW Eng \PROJECTS \A- BG Projects301 Public Safety Plan \PW Shops First Phase (91630601)3Info Memo Master Plan Round 3 102519 docx
Informational Memo
Page 3
of $4.4 million is needed. The current funding has the PW Shops split 50/50 between the General fund (Streets, Facilities, &
Fleet) and the Enterprise funds (Water, Sewer, & Surface Water). To continue with this 50/50 division, the General fund will
need to budget $2.2 million and the Utilities would fund the remaining $2.2 million.
Both Water and Sewer Utilities appear to have sufficient unreserved fund balance to absorb the additional costs, further
analysis is needed to determine if the Surface Water utility can absorb the additional costs with the current rate model.
There is funding available in all three of the Water/Sewer/Surface Water Utilities to fund the $2.2 million that will not impact
utility rates or capital improvement projects.
FINANCING PLAN
To fund the gap of $2.2 million in the General fund, funds can come from two sources. A transfer of $1 million from the
general fund to the arterial street fund is currently budgeted in 2020. Because there is currently a healthy fund balance due
to impact fees exceeding budget, the budgeted transfer can be redirected to the PW Shops project fund. Additionally, the
2020 general fund budget has a budgeted surplus of $1.4 million and could be utilized to fund the remaining request of $1.2
million. Staff will walk through the entire financing plan at the meeting on October 8, 2019.
Due to favorable interest rates in the bond market, coupled with the City's upgrade in rating from AA to AA+, total debt
service for the 2019 LTGO bond issue was $3.6 million less than budgeted (attached in updated financing schedule). The
resulting savings will be realized in the general fund and utility funds over the life of the bonds, which is 20 years. The
general fund will realize savings of approximately $2.8 million and the utility funds will realize a combined savings of
$800,000.
Minkler Shops Interim Improvements
Until we take possession of the UPS site in 2023, Minkler Shops will require some improvements in the interim. Currently
there are limited bathroom facilities, only one shower, and the locker room does not have adequate space. Proposed
improvements include an expansion of the men's restroom, relocating the locker room and building a new mud room. Also
proposed are safety and security upgrades that include additional yard lighting and main gate improvements. The existing
gate is currently not automated and left open during the day as staff come and go. The cost estimate for the Minkler Shops
Interim Improvements are $500,000 and would be included in a new CIP project with funding from the Utility Enterprise
funds.
Update after 10/22/19 Transportation and Infrastructure Meeting:
• An updated PowerPoint presentation includes a full timeline and details of the Master Planning effort along with the
two options developed (Spine and Filter).
• Staff has confirmed that the only Minkler upgrade in the last ten years was a renovation to the surface water office in
2016 for $27,000.
RECOMMENDATION
2019 Committee of the Whole.
Council is being asked to approve one or both of the following options and to consider these items at the October 28, 2019
Committee of the Whole and subsequent November 4, 2019 Regular Meeting:
Option A) Approve the Public Works Shops Master Plan and fund an additional $4.4 million for Public Works Shops
Phase 1 (Heiser) and,
Option B) Approve the Minkler Shops Interim Improvements that would be funded by utility enterprise funds for
$500,000.
attachments: Financial Framework Summary (updated 10/16/19)
PW Shops Master Plan PowerPoint (updated 10/25/19)
Link to PW Shops Master Plan https: //shksarchltects sharefile.com/d-s563380e59a6467c8
W 3PW Eng\PROJECTS\A- BC Projects30 I Public Safety Plan\PW Shops First Phase (91630601)31nfo Memo Master Plan Round 3 102519 docis
5
6
B
E
F
G
4
Public Safety Plan - Financial framework Summary
Public Works Shops
Current Plan
w/19-20 budget
Net Changes
Revised as of
10/16/19
5
8
9
10
1 L.
14
15
16
17
u
19
21
22
23
24
25
27
28
29
30
32
34
35
36
Revenues
LTGO Bond Proceeds
Transfer Fund 301
Interfund transfer in (out)
Investment Earnings
General Fund Contributions
Utility Fund Contributions
Total Revenues
Project Expenses
Public Works Shops
Addt'I Tenant Improvements
Total Expenses
Increase/(Decrease;
Debt Service
2018 LTGO
2019 LTGO
(A) Increase PSP 2019 LTGO Bond allocation from $17.5M to $19.5M.
27,674,036 (2,000,000) 25,674,036 (A)
3,000,000 3,000,000
(2,033,709) 2,033,709 (B)
243,426 243,426
141,854 2,200,000 2,341,854
3,141,854 3,141,854
167,461 2,233,709 34,401,170
30,000,000 30,000,000
4,400,000 4,400,000 (C)
30,000,000 4,400,000 34,400,000
2,167,461 (2,166,291) 1,170
28,720,676
10,734,241 (3,671,701)
28,720,676
7,062,540 (D)
General Fund Debt Service
Utility Fund Debt Service
9,727,459
9,727,459
5,850)
6,791,608
8,991,608
(B)
Reduce PW Shops 2019 LTGO Bond allocation from $7.5M to $5.5M.
Budget included $2.033M transfer from PW Shops to PSP. Remove budget transfer in/out of $2.033M
from PW Shops to PSP. Settlement Costs not eligible for bond proceeds.
(C) Increase PW Shops project budget by $4.4M to complete Phase 1 (estimate).
Debt Service updated to actual for 2019 LTGO; GF/Utility contributions adjusted to maintain 50/50
(D) split. Cost of debt is less due to lower interest rates, conservative budgetting, and the City's improved
debt rating of AA+.
Combined General Fund contributions to PSP plan decreases by $236k; $2.2M increase to operating
E
transfer plus a reduction of $2.436M for debt service.
Printed: 10/16/2019
Page: 1 of 2
7
B
F
G
37
Public Safety Plan - Justice Center and Fire Stations/Eq/APP
38
39
40
41
42
43
44
45
46
47
48
50
52
53
54
55
56
57
59
61
62
63
64
66
67
68
Project Revenues
UTGO Bond Proceeds
LTGO Bond Proceeds
Fire Impact - Segale
Fire Impact - Other
Property/Land Sales
REST 1
Sales Tax Mitigation pmts
Interfund transfer in (out)
Investment Earnings
General Fund Contributions
Total Revenues
Project Expenses
Justice Center
Fire Station 51
Fire Station 52
Fire Station 54
App/Eq
Total Expenses
Increase/(Decrease)
Debt Service
2019 LTGO
77,385,000 77,385,000
17,500,000 2,000,000 19,500,000 (A)
4,750,000 4,750,000
8,017,000 8,017,000
13,053,090 13,053,090
10,000,000 10,000,000
4,017,452 4,017,452
2,033,709 (2,033,709) - (B)
1,227,398 1,227,398
137,983,649 (33,709) 137,949,940
66,994,711
14,814,632
23,490,000
1,502,000
15,825,796
122,627,139
15,356,510
25,046,585
(6,671)
66,994,711
14,814,632
23,490,000
1,502,000
15,825,796
122, 627,139
15,322,801
25,039,914 (D)
General Fund Debt Service
i,046,585 (6,671
25
9,914
Combined Project Summary
69
70
71
72
73
74
75
76
77
78
General Fund Project Costs
General Fund Debt Service
141,854 2,200,000 2,341,854
44,774,044 (2,942,522) 41,831,522
44,915,898 (742,522) 44,173,376 (E)
Reduce PW Shops 2019 LTGO Bond allocation from $7.5M to $5.5M.
Increase PSP 2019 LTGO Bond allocation from $17.5M to $19.5M.
Budget included $2.033M transfer from PW Shops to PSP. Remove budget transfer in/out of $2.033M
from PW Shops to PSP. Settlement Costs not eligible for bond procceds.
(C) Increase PW Shops project budget by $4.4M to complete Phase 1 (estimate).
Debt Service updated to actual for 2019 LTGO; GF/Utility contributions adjusted to maintain 50/50
(D) split. Cost of debt is less due to lower interest rates, conservative budgetting, and the City's improved
debt rating of AA+.
Combined General Fund contributions to PSP plan decreases by $236k, $2.2M increase to operating
transfer plus a reduction of $2.436M for debt service.
(A
(B)
Printed: 10/16/2019
8
Page: 2 of 2
Transportation & Infrastructure Committee Minutes October 8, 2019
E. Demolition Agreement: Public Safety Plan - Public Works Shops Phase 1
Staff is seeking Council approval of Amendment No. 5 to Contract 18-001 with Lydig
Construction in the amount of $73,707 for demolition of the Lifestyles landscape building and
the former coffee shop building on the new Public Works shops site. Council Resolution 1964
declared these building, fixtures and equipment as surplus and authorized their disposal, and
demolition is deemed necessary to begin the other site improvements and to deter squatters
and trespassers. Chair Idan noted that the estimated project management hours seemed high
and asked if BNBuilders had been asked to participate? Staff stated that Lydig has the capacity
to perform this demolition work now and BNBuilders do not. RETURN TO COMMITTEE.
F. Public Safety Plan - Public Works Shops Phase 1
Staff is seeking Council approval to move forward with Phase 1 of the Public Works facility
Master Plan, which was created by SHKS Architects in partnership with Public Works staff at all
levels. Staff recommends beginning implementation of the Master Plan by moving the George
Long operations, Police vehicle evidence, and spoils from the Longacres site to the Heiser site
as the most practical and least expensive option. Subsequent phases will include the entire
buildout of the Heiser and UPS sites and relocation of the Minkler operations. The UPS building
is not available until 2023. Phase 1 is estimated to cost $8.2 million. The CIP budget for PW
Shops has a balance of $3.783 million, so an additional $4.4 million is needed. Of that, $2.2
million is available from utilities, and existing resources can be reallocated to fund the
remainder, offset by reduced debt service payments due to better than projected interest rates.
The City needs to identify funding for Phase 2 and beyond and will put together a
comprehensive facilities plan to identify all the needs. Councilmembers discussed the proposal
and did not arrive at a recommendation to move forward with Phase 1 at this time. Staff was
asked to return to Committee with additional information on the following:
• Better justification for George Long operations to move ahead of Minkler
operations
• Other options for housing Minkler staff, such as former landscaping building, 6300
Building, Station 51
• Opportunity to discuss Phase 2 and beyond
• Call out in the memo that no utility projects will be delayed by moving forward
• Cost estimate for improving current Minkler site
• Contingency update on other Public Safety Plan projects
RETURN TO COMMITTEE.
II. MISCELLANEOUS
The Transportation Committee Meeting adjourned at 6:59 p.m.
Committee Chair Approval
Minutes by LH
9
City of Tukwila
City Council Transportation & Infrastructure Committee
TRANSPORTATION & INFRASTRUCTURE COMMITTEE
Meeting Minutes
October 22, 2019 - 5:30 p.m. - Hazelnut Conference Room, City Hall
Councilmembers: Zak Idan, Chair; Kate Kruller, Thomas McLeod
Staff: David Cline, Henry Hash, Pat Brodin, Hari Ponnekanti, Vicky Carlsen, Han
Kirkland, Gail Labanara, Bryan Still, Laurel Humphrey
Guests: Jonathan Hartung & Adam Hutschreider, SHKS Architects; Steve Goldblatt,
PMQA
CALL TO ORDER: Committee Chair Idan called the meeting to order at 5:30 p.m.
I. BUSINESS AGENDA
Chair Idan announced that item B will be postponed to another meeting.
A. Public Safety Plan - Public Works Shops Master Plan
Committee members and staff continued discussion of the Public Works facility Master Plan
and the request to move forward with Phase 1. Phase 1 includes moving the George Long and
Longacres site operations to the Heiser site which was determined to be the most practical and
least expensive path forward. Future phases will include the entire buildout of the Heiser and
UPS sites and relocation of the Minkler operations. Staff returned with additional information
explaining the preference to move George Long staff and operations before Minkler staff and
operations, more detail about funding Phase 1, and a $500,000 cost estimate for near -term
improvements to the Minkler Shops. Councilmember Kruller does not support putting money
into Minkler and asked for a list of investments at the site since 2011. She would also like to
understand how much of the Master Plan is "must have" versus "nice to have," and asked if
Phase 1 could be broken down further. Staff replied that seismic work, wiring and exhaust
cannot be phased and bid results will be more favorable with a total package. Mr. Goldblatt
agreed that it would be more expensive to separate Phase 1 into further phases. He stated that
the Master Plan is a well -designed program and Phase 1 is not an expensive retrofit for the scale
of the operation. Councilmember McLeod asked about stopping after Phase 2, and if that
would have an impact on the design of Phase 1. Mr. Hartung advised that the full program
through Phase 3 reflects a consolidated operation and that stopping at Phase 2 will not get the
City the recommended site circulation or needed space for operations through 2045.
Councilmembers Kruller and McLeod asked several questions about what other design options
had been considered, which can be found in the Plan appendices. Staff will plan to present
additional information about the design options to the Committee of the Whole. Chair Idan
clarified that funding for Phase 1 is in place and as a result he supports moving forward as the
deficient Public Works buildings need to be addressed. Councilmembers McLeod and Kruller
were in favor of forwarding the discussion to the Committee of the Whole without a Committee
recommendation. NO MAJORITY RECOMMENDATION. FORWARD TO OCTOBER 28, 2019
COMMITTEE OF THE WHOLE.
B. Public Safety Plan - Amendment with SHKS Architects
Postponed.
10
COUNCIL AGENDA SYNOPSIS
Initials
MeetingDate
Prepared by
May r:r review
Council view
10/28/19
HK
11/04/19
HK
ITEM INFORMATION
ITEM No.
3.B.
ST.,11,P SPONSOR: HARI PONNEKANTI
ORIGINAL AGENDA DATE: 10/28/19
AGENDA ITEM TITLE Public Safety Plan - Public Works Shops
Lydig Change Order No. 5 for Demolition
C\TEGORY a 1)1J-cm-Ron
10/28/19
Motion
Date 11/04/19
DResolution
Altg Date
El Ordinance
AN Date
El Bid Award
Arts Date
El Public Hearing
Ally Date
0 Other
AN Date
Mtg Date
Mtg
SPONSOR Council Mgyor E1HR El DCD flFinance Fire EITS EIP&R LI
Court
Police 14 PW
SPONSOR'S Council is being asked to approve Change Order No. 5 to Contract No. 18-001 to allow
SUMMARY Lydig Construction to demolish the Lifestyles landscape building and the coffee shop
outbuilding as part of the Public Safety Plan - Public Works Shops. The two buildings are
not suitable for Public Works functionality and the removal of the buildings are necessary
to prevent the public nuisance from squatters and trespassers. Lydig will be able to
perform the demolition quickly and efficiently.
REVIEWED BY
•C.O.W.
Mtg. 0 CDN Comm
Arts Comm.
& 10/22/19
0 Finance
0 Parks
Comm.
Comm.
CHAIR:
a Public Safety Comm.
Trans &Infrastructure
I Planning Comm.
DATE: 10/08/19
ZAK IDAN
COMM11 lEE
RECOMMENDATIONS:
SPONSOR/ADMIN.
CommmEE
Public Works Department
No recommendation; Forward to Committee of the Whole
COST IMPACT / FUND SOURCE
EXPENDI FURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
$73,707.00 $30,000,000.00 $0.00
Fund Source: 306 FUND & WATER, SEWER, AND SURFACE WATER FUNDS
Comments: pg 59, 2019 CIP
MTG. DATE
RECORD OF COUNCIL ACTION
10/28/19
11/04/9
MTG. DATE
ATTACHMENTS
10/28/19
Informational Memorandum revised date 10/18/19
2019 CIP, page 59
Lydig Proposal for Change Order No. 5
Minutes from he Transportation & Infrastructure Committee 10/08/ 19 & 10/22/19
11
12
Allan Ekberg, Mayor
Public Works DepartmentHenry Hash, Director
INFORMATIONAL MEMORANDUM
TO: Transportation and Infrastructure Commit ee
FROM: Henry Hash Public Works Director 4(/,
BY: Hari Ponnekanti, Deputy PW Director
CC: Mayor Ekberg
DATE: October 4, 2019 (revised 10/18/19)
SUBJECT: Public Safety Plan — Public Works Shops First Phase 1
Project No. 91630601, Contract No. 18-001
Change Order No. 5 with Lydig Construction for Demolition
as • • e aa • •
ISSUE
Approve Amendment Change Order No. 5 to Contract No. 18-001 to allow Lydig Construction to demolish the Lifestyles
landscape building and the coffee shop outbuilding as part of the new Public Works Shops.
BACKGROUND
The City purchased the Heiser property at 11210 and 11234 Tukwila International Blvd in 2018 for the new Public Works
Shops. These properties came with buildings and facilities that are not needed by Public Works or any other City
department. Council adopted Resolution No. 1964 at the August 19, 2019 Regular Meeting that declared the large fixtures,
equipment, and outbuildings as surplus and authorized their sale or disposal.
ANALYSIS
The demolition of the two buildings is the first step for the needed improvements to accommodate the new Public Works
Shops Fi-rst-Phase 1. These two buildings are not suitable for Public Works functionality as both Fleet and Facilities need to
be in one area. As part of the SHKS Master Plan, the demolition of these buildings is necessary for the ingress/engress of
the future shops area for access by large vehicles, such as the Vactor trucks and dump trucks. Also, removal of the buildings
at the Heiser location is necessary to prevent the public nuisance from squatters and trespassers.
Adding Amendment Change Order No. 5 for the demolition into the existing contract with Lydig Construction would enable
us to perform the demolition quickly and efficiently. Lydig has received the bid proposals for a total of $73,707.00 and has
the capacity to complete the demolition at this time. is currently seeking bids from sub contractors for the demolition and bids
arc expected to be opened on October 2, 2019. The work is estimated to cost $100,000 and we will have firm costs at thc
October 8, 2019 TIC meeting.
FINANCIAL IMPACT
Expenditures
Land Purchases $ 25,334,123,00
SOJ Contract 166,757.52
SHKS Contract 267,226.09 $ 49,270.91
Misc Charges Survey, Attorney 128,826.35
Bond Debt Service Charges 171,141.01
Lydig Demolition -Estimate 73,707.00
Total $ 26 068,073.97 $ 122,977.91
Balance Owing
Total - Expenditures $26,191,051.88
2019 Budget
$ 30,000,000.00
$ 30,000 000.00
RECOMMENDATION
Council is being asked to approve the estimated Amendment Change Order No. 5 to Contract No. 18-001 for up-to-MOOG
$73,707.00 with Lydig Construction for the demolition of two buildings at the new Public Works Shops and to consider this
item at the October 28, 2019 Committee of the Whole and on the Consent Agenda at the subsequent November 4,
20190etabar 24, 201-9 Regular Council meeting.
Attachments: 2019 CIP, page 59, Lydiq Proposal for Change Order No. 5
W:\PW Eng PROJECTSIA- BG Projects101 Public Safety Plan\PW Shops First Phase (91630601)9nfo Memo demolition PW Shops Revised 101819 docx
13
14
CITY OF TUKWILA CAPITAL PROJECT SUMMARY
201e to 202*
PROJECT: Public Works Shops Project No. 91630601
Cnno�u�one�CayPu��m��um�u�nanceandope�Unnsoen�r combining all ope�Uono functionsD���R|PD�m� � '
a,one location. Facility may also include oCity Clerk & Police Records Center and Police evidence storage.
Existing Public Works operations and maintenance areas are inadequate structurally and seismically. Current
|andforvb�gingg|�endvoc*orm���a|aiaon�hampu��.P,�ectindudeosoUingdi�vacto/|and.Mink|e,3hnps.
�U�T|F|�/�'|�N` '
� and George Long Shops macquire the real estate tobuild anequipment operations center that meets current
codes.
STATUS: Separate from the Public Safety Plan. Was formerly known ooCity Maintenance Facility.
MA|NTVNPACT Improves safety and efficiency for First Responders and maintenance operations.
COMMENT:
Based onusage and benefits, it isestimated that the Water, Sewer, and Surface water enterprise funds will
fund50% of the Public Works Shops with the other50% funded by Streets, Facilities, &Equipment Rental.
p|mAmou\L Through Estimated
in $000's
BEYOND TOTAL
EXPENSES
Design/PM
284
557
1,373
1,501
3,521
Land(R&Af)
21.979
21,979
CnnetMgmt
O
Construction
1.500
3,000
4.500
TOTAL EXPENSES
284
22.336
2.878
4.501
o
0
n
n
o
30,000
FUND SOURCES
Enterprise Funds
12.250
3.750
16.000
Cuunoi|matic8nnd
10.000
750
10.750
REETFundo
3.000
3.000
Mitigation Expected
Q
9UOFund Balance
284
(2.914)
(1.821)
4.501
U
U
0
O
O
250
TOTAL SOURCES
284
22,33e
2.879
4,501
n
o
n
o
u
30,000
2019 2024oapxa Improvement Program
SS
15
16
I
u-Y
City of Tukwila
c/o Hari pnnnekanti
63QQSuuthcenterBlvd, Suite lOO
Tukwila, WAQ8IgO
0ffice:(ZV6)43I'2455
E-mail: Hari.Ponnekanti@TukwilaWA.gov
RE: Tukwila Public Works Office Demolition
Dear Hari,
On behalf of Lydig Construction, Inc., we are pleased to submit our proposal for the Tukwila Public Works Office
Demolition inTukwila, Washington for Seventy Three Thousand Seven Hundred and Seven ($73,7V7)Dollars
Alternates:
No Alternates
Documents Utilized:
SHK5Architects Plans Dated 07/Z3/2Ol9
LPDEngineering Specification Section 311UOOdated 07/29/2019
NOVOGond Faith Inspection Letter dated 07y12/2019
Bid Walk onO9/Z5/2O19
Clarifications:
• VVehave assumed the project starting three weeks after NTPwith atwo-week duration
• Please note that the required Puget Sound Clean Air Permit is required to be filed 10 days before
demolition can begin
° Work priced tobeperformed onnormal day shift, Monday through Friday
w If Lydig is to pay for permits or special inspections, the full cost will be reimbursed via Change Order
•Lydighas assumed that all junk, loose items and biological waste will beremoved 6ythe owner, from both
buildings, prior tomobilization tothe job site
• Proof of disconnect for all utilities is required prior to starting work (coordination of disconnects by
Owner)
m All underground utilities are tobeabandoned inplace
° Sanitary sewer will be plugged per district standards, roof drain pipes will be plugged at slab, storm drain
clean out will beplugged pnthe building side
• This proposal islump sum inthe amount listed above
General Exclusions
° Permits and fees
° Special Inspections
17
v Local and State Sales Taxes
° Code Upgrades required/|dentifiedbyOt Inspectors
• Removal of hazardous materials which includes but is not limited to asbestos, airborne silica, PCB's,
= Freon, hydraulic oil, underground stpra8etanko(USTs,bio|ogica|vvaste,|ead'airmnnitudng,danAenous
or hazardous waste evaluation, characterization, or disposal, regulatory notices and hazardous materials
surveys
° Removal of junk and miscellaneous items not a part of the buildings to be demolished
° Cut and cap, locate, make'safe^orde-energize'site utilities
p Removal ofbelow grade utilities
w Salvaging ofowner materials
• Removal of slabs and footings (this is not scheduled for demo per plans provided)
• Client toprovide aGood Faith Asbestos Survey prior tnbeginning demolition
* Mastic removal orfloor prep. Flooring removal includes one pass with aTerminator. This typically leaves
the substrate in a condition suitable for following trades (if required). Some residual adhesives may
remain.
° Engineering for Demolition; engineering of shoring or bracing of existing to remain
° Salvage items for reuse, relocation orreturn salvage toowner
w Any demolition not clearly shown or dimensioned on the Architectural or Structural drawings
• As -built documents/ O&M Manuals
Sincerely,
Lyclig Construction, Inc.
0e|Lunsford
Project Manager
l. Public Works Demolition Proposal Estimate dated 10/7/2019
2. SHKSArchitects Plans Dated O7/23/ZO19
3. LPDEngineering Specification Section 31l00Odated O7/Z9/ZOl9
4, NQVOGood Faith Inspection Letter dated O7/l2/2ol9
I
a
18
429UX&5�3g* 1 sm��J�cmu
ILYDIG
Project:
Duration:
Bldg area:
City of Tukwila Public Works Demo
2. weeks
24,200 sf
Section I Description I Qty I UM I Unit Cost 1 Total Cost I Notes
Div 1 General Requirements
01 in 00 Summary Requirements
Project Management Labor
40
hr
90,49
3,620
ICI
Supervision Labor
80
hr
99.92
7,994
LCI
Pre- Mobilization Video on DVD
1
Is
450.00
450
LCI
0110 00
Summary Requirements Total
12,063
01 50 GO Temporary Facilities and Controls
Locate and document existing utilities and controls
8
hr
105.00
840
LCI
Temporary Construction Perimeter Security Fencing
275
If
4,50
1,238
Secure A Site
TEST Measures Materials
1
LS
1,250.00
1,250
LCI
Catch Basin Insert Materials
1
ea
250.00
250
LCI
Silt Fence Install/Removal Labor
32
hrs
72.83
2,331
LCI
Save and Protect Exist Planter
2,060
at
0.75
1,545
LCI
Save and Protect Water Meter
1
ea
500.00
500
LCI
Dust Control
32
hr
59.60
1,907
LCI
Fire Sprinkler Drain Down
4
hr
125.00
500
LCI
Electrical make safe within building
4
hr
115.00
460
LCI
01 50 00
Temporary Facilities and Controls Total
10,820
.
01 70 20 Temporary Services
Dump Fees/Dumpster/Miscellanous Final Cleanup Labor
16
hr
59.60
954
LCI
Dump Fees/Dumpster/Miscellanous Final Cleanup Materials
12
ea
750.00
9,000
LCI
01 70 20
Temporary Services Total
9,954
Div 2 Existing Conditions
02 40 00 Demolition
Demolition Subcontractor
I
Is
25,986.00
25,986
Ascendent
Demolition Layout
8
hrs
105.00
840
LCI
02 40 00
Demolition Total
26,826
02 50 00 Site Remediation
Junk Removal from storage areas Excl
-
load
-
-
EXCLUDED
Hazardous materials removal from storage areas Excl
-
Is
-
-
EXCLUDED
02 SO 00
Site Remediation Total
-
Div 33 Utilities
33 00 00 Utilities
Utility Demolition
1
Is
-
-
Ascendent, inn above
Abandon Underground Electrical Lines
2
ea
-
Ascendent, in -I above
Abandon Electrical Lines
2
ea
-
Ascendent, incl above
Demo existing electrical line to pole
1
ea
-
Ascendent, incl above
Plug SS per District Standards
1
ea
-
Ascendent, incl above
Plug Roof Drain Pipe
1
ea
-
Ascendent, incl above
.
Plug SDCO on building side
1
ea
-
Ascendent, inel above
33 00 00
Utilities Total
-
Direct Cost Subtotal
Contractor Contingency 3.0%
Subtotal
BRI
B&O Tax 0.471%
GLI 0.75%
Bond
Subtotal
OH & Fee 10.0%
TOTAL COST EXCLUDING WSST
Yes 1
Yes
59,663
1,790
2,647
64,100
1,000
337
537
1,032
67,006
6,701
73,707
Print Date: 10/7/2019 tyclfg Construction Page 1 of 1
19
20
Transportation & Infrastructure Committee Minutes October22, 2019
C. Demolition Agreement: Public Safety Plan - Public Works Shops Phase 1
Staff is seeking Council approval of Change Order No. 5 to Contract 18-001 with Lydig
Construction in the amount of $73,707 for demolition of the Lifestyles landscape building and
the former coffee shop building on the new Public Works shops site. Committee members
decided to forward this to Committee of the Whole with no recommendation as it relates to the
overall Public Works Master Plan. NO RECOMMENDATION. FORWARD TO OCTOBER 28, 2019
COMMITTEE OF THE WHOLE.
D. Consultant Contract: Water & Sewer Comprehensive Plans
Staff is seeking Council approval of a contract with Carollo Engineers in the amount of
$460,392.00 to update the Water and Sewer Utilities Comprehensive Plans. The Washington
State Department of Health requires the update every six years and Carollo completed the last
update in 2015. $560,000 was budgeted. UNANIMOUS APPROVAL. FORWARD TO NOVEMBER
4, 2019 REGULAR CONSENT AGENDA.
II. MISCELLANEOUS
The Transportation & Infrastructure Committee Meeting adjourned at 6:40 p.m.
Committee Chair Approval
Minutes by LH, Reviewed by GL
21
22
COUNCIL AGENDA SYNOPSIS
----- ------------------ -Initials
-
AlcetinsDate
Prepared 4
Maye -'s .eview
Council r, ,lea,
09/09/19
Vicky
K I
10/28 19
Vicky
,
ITEM INFORMATION
ITEM No,
3.C.
STAPP SPONSOR: VICKY CARLSEN
ORIGINAL AGF,NDA DATE: 9/9/19
AckNDA ITI1 TIFIM,
Discuss Fire Department budget
9/9
El Motion
ilitLg Dale
11 Resolution
A 11gDate
0 Ordinance
AltgDale
E Bic/Apar,/
Aug Date
E Public Hearing
ANDate
El Other
Aug Dale
C \ 1 l',GORY a Discuss/on
AliDate
SPONSOR ECozincil EMayor FfR EDCD OFInance Fire FiTS •
Pe.--R Police PiV ECounl
SP oNsoie S Council is being asked to discuss the fire department budget and consider a proposed
SummARy budget amendment.
Rky Ir \\ID BY
[ COAX'. I\Itg. I— CDN Comm
E Trans &Infrastructure Arts Comm.
DATE: 7/8, 8/26, 10/28
IA Finance
Comm. E Public Safety Comm.
Comm, E Planning Comm.
CHAIR: MCLEOD
[ Parks
COMMITTEE
SPONSOR/ADNIIN.
CONIMITIEk
Finance and Fire Departments
RECOMMENDATIONS:
For Information Only
COST IMPACT / FUND SOURCE
EXMNDI CUR' RIQUIRF.1) AMOUNT BUDGETED APPROPRIATION REQUIRED
$ $ $
Fund Source:
Comments:
MTG. DATE
RECORD OF COUNCIL ACTION
9/9/19
Forwarded back to Finance Committee
10/28/19
MTG. DATE
ATTACHMENTS
9/9/19
Informational Memorandum (updated after 7/8/19 Finance Committee)
Minutes from the 8/26/19 Finance Committee meeting
10/28/19
Attachments as listed above
23
24
City of Tukwila
Allan Ekberg, Mayor
TO:
INFOR ATIONAL EMORANDU
Finance Council Committee
FROM: Vicky Carlsen, Finance Director
Jay Wittwer, Fire Chief
CC: Mayor Ekberg
DATE: May 22, 2019
Updated after July 8, 2019 Finance Committee meeting
I ew infor ation 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
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
25
INFORMATIONAL MEMO
Page 2
There has not been a change in the number of Budgeted FTE's since 2013.
Minimum Staffinq Levels -Suppression
As noted in the chart obova, there are several actk/itiea, such as Fine Marshall, Training. and
Emergency management which have staff and budgets allocated to these services. The majority
of staffing (54 FTE'o) and budget is dedicated to suppression with 24/7 coverage for calls for
service within the Tukwila community. This memo iafocused oM'the Suppression services within
the Fine Department.
Shift Coveraqe-4O/98
|n2OO9, per the newly adopted labor agreement, the Tukwila Fire Department began operating
ono4O-hour.3shift model, with 18personnel assigned toeach shift. This translates into ashift
being on for4R hOurs, then off for 90houna. also referred to as o ''48/98" model. This was a
change from what is known as the Modified Detroit schedule of a 24-hour schedule.
The chart below shows the shift schedule for both the 48/8Sand the Modified Detroit:
Examole of Modified Detroit and 48196 Schedule
! / | |
48/96(Cune«' Schedule) On :On :Off :Off 'O# :Off
/ | l | | | |
Then repeats
Modified Detroit On :O� |�� :O� :On |o� |D� :Off Then repeats
. . . . . . .
MinimumGtaffirq
Per current policy, the minimum staffing level h*for 13.OFTE. Each station has three firefighters
(one Captain and two firefighters) who respond to calls with engines or the ladder, with the
battalion chief stationed at 8teUmn 51. When staffing level for the shift is8tleast 15, the aid car
can be placed in 8en/ice, which increases the level of service and can reduce response time by
having an additional unit in service. The chart ba|oxv oUnnnlaricos daily staffing levels based on
the number ofFTE'savailable.
8fmUon
Apparatus
Minimum
Staffing
13]]FTE
Additional
Staffing
14.0FTE
Aid Car
Staffing
15.0FTE
FS 51
1
1
1
Battalion Chief
FS51
Engine
3
3
3
FS52
Engine
3
3
3
F853
Engine
3
3
3
FS 54
Ladder
3
4
3
FS54
Aid Car
O
O
2
Total Staffing
13
14
15
When the City added pipeline positions in 2014 (discussed be|mw), an additional 3 to 5
/unbudAeted> FTEvvema added. Currently,the policy is tOfill uphz 3 pipeline posUUonn, which
effectively increases the staffing to 19personnel per shift.
For each shift of 19 FTE, there are two slots set aside for vacation and two slots set aside for
26
INFORMATIONAL MEMO
Page 3
or sick, leave before staffing fmUe to noiniDlUrn staffing of 13. When additional sick keave. Kelly
daye, training days, orother activities occur that reduce Staffing below 13, the current policy is
that other Staff are called in OO overtime to maintain the minimum staffing |8Ve|.
Summary ofCurrent Shift Coverag �
"A"Ghdt "B"8hUt "C"ShUf
Total Staff per Shift 19 19 19
Less: Vacation Slots -2 -2 -2
Less: Kelly Day Slots -2 -2 -2
Staffing Level Prior tnUnexpected Leaves 15 15 15
Minimum Staffing 13 13 13
Slots Available for Unplanned bsava 2 2 2
Ne|Iv Day
/\ Kelly Day is an additional day provided to meet FL8Aand contractual requirements. Due to
FLSA ru|es, each personnel are provided a certain number of"Kelly Dgye", which is a day off
during anFLSAperiod, and are scheduled ahead oftime similar tooplanned vacation day. Each
FLSAcycle ia24days and only one Kelly Day may be scheduled each FLGAperiod. Kelly Days
do not carry over into a new year. Starting in 2009. the total number of Kelly [}oyS per each
position is 14 days. This was an increase from 13 per the prior labor agFeement, which was
provided iDlieu ofG1%pay increase.
Pipeline Positions
|nMarch 2D14.the Council approved the use of3pipeline positions. The pipeline positions were
intended to create potential cost savings and increase operational effectiveness. When 8
firefighter retires, the individual in the pipeline can Step into the vacated position. \8/h8O a recruit
enters the academy, it can |aha between six and nine months before a recruit is fully trained.
These pipeline positions were approved byCouncil atthe March 3,2O14meeting.
In July 2018. in expectation of additional retirements and in an effort to reduce overtime usage,
the Council increased this to authorize an additional 2 up to 5 pipeline positions. |ReJune 2O10
memo, it was stated that through the middle of the year, the department had filled 55 24'hour
overtime shifts due tominimum staffing requirements. |fthe three pipeline positions had not been
in axiateOce, the department would have filled 132 24-hourovedime shifts due to minimum
staffing issues. The memo also stated that because of the pipeline positions, the aid car was in
service more frequently, increasing service levels tnthe 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 pipelinepVoitiODs.
Authorized FTEs and Pipeline Positions
2010i 2011| 2012 i 2013| 20141 2015i 2016i 2017! 2010
FTEm 05GG! 87 67 67| 67! 87�/
67! 67!
'
Pipelines 3! 5� 5! 5!
The additional pipeline positions add to the number of firefighters available per shift.
27
INFORMATIONAL MEMO
Page 4
Staffing level considerations
There are several factors which come into play when balancing current staffing levels for
suppression.
Vocation|e@ve
Per contract, each personnel are guaranteed g certain kaVe| of vacation leave. The table below
ahoxvn 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
aQrGernGDt. pen;mnOG| may accumulate uptotwo years of accrued vacation. For example, if
firefighter accrues two weeks per year, they can accumulate Uptofour weeks ofaccrued vacation.
The exception to this rule isifonemployee had scheduled asmany aStwo work cycles nrless
vacation and then was unable totake such vacation due toserious illness/injury, the80p|nyea
may exceed the two-year maximum bythat amount with the understanding that (1)the employee
will bring their vacation balance within the two-year Dl8XirnUrD within an agreed UpDO period Of
time of return to work.
The City does have apolicy regarding vacation accrual, but itiaspecific tonon-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 inexcess 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".
»6,mm
14,000
12,000
10,000
8,000
6,000
4,000
2,000
u
2010
Vacation Hours Taken
Suppression Only
2012
2010 2011 2012 013 2014 2015 016 2017 018
KellvOay
Per the contract and FLSA guida|ineo, as described earlier, the number of Kelly Dnve per
personnel has remained constant mL14since 2OOS. 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 18thousand per year. P{e||y Day usage increased in 2016 and 2017 along
with the increase in pipeline positions. Further analysis is needed to determine why Kelly (]@y
usage decreased in2O1B.
28
INFORMATIONAL MEMO
Page 5
o
Kelly Hours Taken
Suppression Only
200 2011 2012 2013 204 2015 016 2017 018
lFraininq/OtherUsaqe
There is required training and other education which firefighters complete each year. Some ofthis
is done during normal scheduled work hours, while others impact daily staffing levels. The number
Ofhours for training and education outside ofthe normal work schedule iSshown below. As the
chart demonstrates, OV8diD1e training hours isnot consistent from year tVyear with itranging from
a low ofapproximately 28Otog high ofover 1.1OO in 2017.
o
2011
zno
Training OTHOU[s
Suppression Only
ZOlU 2011 2012 2013 2014 2015 2016 2017 2018
Training Hours n/a 295 323 973 510 912 676 1,119 586
Sick Leave and Disabi|itv
Sick leave can change bvday and bvshift. Below are two charts depicting sick leave hours from
2O1Othrough 2O1S. The first chart compares January through April inall 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
29
INFORMATIONAL MEMO
Page 6
does not segregate long-term disability from sick leave. Along with 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 in2O10to8peak Vf14.00Ohours in2O18. Sick leave usage can have @ significant staffing
and budget impact, especially ifcovered through overtime staffing.
zmo
Sick Hours Taken
Suppression Only
zms
2010 Z011 2012 2013 2014 2015 2016 2017 2018
Using sick leave usage through April 2018. the projection is for similar usage ofsick leave in
2O19aowas experienced in2O18.
7,000
6,000
5,000
4,000
3,000
2,000
zpoo
o
2011
Sick Hours Taken Jan -April
Suppression Only
2013
m!"00
2010 2011 2012 2013 014 2015 2016 2017 2018 2019
Lonq-Term0sabi|ity
Whereas sick leave isintended for ashort period of time, there iealso the case when a firefighter
is out for mlonger period oftime due tooDinjury, hea|thiaeue.V[otherieSue.
30
INFORMATIONAL MEMO
Page 7
One factor contributing to the budget situation this year iathe number of firefighters out onlong-
term disabi|ity, which wehave defined as at least one consecutive month of sick leave. Below is
a chart that shows how many firefighters are out on long-term disability each month. The chart in
an estimate through June and only reflects those currently out on extended leave. Names have
been removed for privacy, Data on long-term disability for prior years will be presented at later
date one the research has been completed.- As the table shows, in January there is one firefighter
at on long-term disability, whereas in March and April there were four to seven firefighters out on
long-term disability.
Dates on long-term
disability Employee . January . February . March April
4MM8-? FFY !
1/7n9'0MU8 FF2
3/2/19'711/19 FF3
3n0h9~7(intenmiUenV FF4
1/21/19'4/28V19 FF5
215/194U019
3/19M9~5/5/19
1/16/19 -2/18V19
HF0
FF7
FF8
FF9
.
!
Retirements/Leaves ofService and New Hires for Suppression
Each year, individuals leave the department due to retirement, another opportunity or
unfortunata|y, due to a death but the Department also makes new hires. On average, the
Department loses one to three firefighters per year and seeks to maintain consistent staffing levels
byhiring new employees. When the Department hires mnew firefighter, they first have to undergo
approximately four months of training before they are deemed qualified asavailable for service.
While the new firefighter is not able tofill aroster spot onashift during these initial four months,
they are paid salary and benefits.
The chart ba|0vv compares the Department's departures and hires for the time period 2010
thnouQh2O19.
m
o
�
^
x
u
Departures &Hires
All FD Since 2001
0 Departures 9 Hires
in
2010 2011 umz 2013 2814 oms 2016 2017 2018 2019
Departures o a s o x u n 3 e o
Hires 2 1 4 4 3 9 6 3 6 2
31
INFORMATIONAL MEMO
Page 8
Deployments
Another factor that affects staffing levels is deployments. When a natural disaster occurs
somewhere else, often we will send firefighters to assist with recovery. Some recent examples
include responding to the Oso disaster in our own state and the hurricanes that occurred on the
east coast last year.
When firefighters are deployed to assist with recovery, they are typically gone for several days
which affects staffing levels. Most often, the City is reimbursed for the costs associated with these
deployments but occasionally, the City is not reimbursed for all costs. Additional information on
deployments will be provided at a later date.
Summary of Staffing Considerations
Overtime Usage
Overtime is used to ensure that minimum staffing is met due to any reason, from vacation, Kelly
Days, sick leave, long-term disabilities, retirements, or other issues. For example, when a
firefighter goes out on long-term disability for an extended length of time (at least one month), the
usual two slots available for education and sick leave drops to one. When more than one
firefighter on the same shift is on long-term disability, any firefighter calling in sick automatically
results in minimum staffing overtime.
The overtime usage has fluctuated over time. The table below shows the number of minimum
staffing overtime hours used 2011 through 2018 (overtime hours were not tracked per project
code until 2011).
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
2011
2012
Minimum Staffing OT Hours
Suppression Only
2013
2014
2015
2016
2017
2018
2010 2011 2012 2013 2014 2015 2016 2017 2018
Min Staff OT hours ,n/a 4,735 5,102 8,337 7,040 6,680 3,709 2,876 6,458
The following chart shows total overtime by category. Minimum staffing overtime can range from
around 30% of total overtime to over 60% of total overtime.
32
INFORMATIONAL MEMO
Page 9
400-100
Overtime Categories
%ofWhole, byHours
=—=^
WINNOW'
0 Minimum Staffing
a
muc
0sqvipmcnt
*4
a
I n
zcu« zozs
Training '.1 Meetings
cm
Wwo
NNW
Disaster Response
moPACode Nothcr mneiwbuoaule
cuv Events 0 Fire Investigation 0Shift Extension
B&AVU
Overtime 2011 2012 2013 2014 2015 2016 2017 2018 Grand Total
Minimum Staffing 5,I67 5,648 9,325 7,359 6,968 3,972 3,024 6,678 48,140
Training 599 595 1,333 925 1,855 955 1/453 1,066 8,781
Meetings I'JlO 1,205 1,372 803 695 793 907 600 7,584
Disaster Response 239 30 4,031 89 36 1,439 416 6268
K4iso 503 235 777 1,469 1,024 1,I65 711 318 6,201
NoPACode 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 l%S 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
The cost ofovertime has increased due to the change iOusage and also the increase inaverage
compensation over the past few years. As the table ehovvo` the coat per hour has consistently
33
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
16a..1°,4,4
2010 2011 2012 2013 2014 2015 2016 2017 2018
Overtime $ r
$60.00
$58.00
$56.00
$54.00
$52.00
$50.00
$48.00
$46.00
$44.00
2010 2011 2012 2013 2014 2015 2016 2017 2018
Overtime $ $407,964 $446,557 $440,553 $754,079 $857,927 $658,738 $495,855 $514,312 $647,876
Overtime Hours 8,221 8,907 8,831 14,592 16,127 12,065 8,717 9,038 11,046
$/Hr $ 49.63 $ 50.13 $ 49.89 $ 51.68 $ 53.20 $ 54.60 $ 56.89 $ 56.90 $ 58.65
A key administrative and policy question is what can be done to reduce the overtime usage
and costs going forward.
Budget Process
The Finance staff budgets for personnel costs as well as liability insurance and fleet costs. Fire
staff budget supplies and services. All departments develop their budgets within the parameters
set by Administration and Council.
When Finance drafts the budget for personnel, all approved positions are fully funded at the
existing labor agreement rate schedules plus an estimate for COLA increases. Benefits are
adjusted based on known or estimated rate increases. Positions that are not at the top step
include an increase in both salary and benefits to account for any step increases due during the
biennium. Any vacant position is budgeted at the lowest step plus benefits and medical at the full
family rate.
Overtime is typically budgeted at previous year levels unless a department can prove the need
for additional budget. One change in how overtime was budgeted occurred with the 2017-2018
biennium. Prior to 2017, the overtime budget line item included both overtime and associated
benefits. Beginning with the 2017 budget, the overtime line item is strictly overtime pay. Benefits
associated with overtime are budgeted in the correct benefit line.
There are a few items that are not budgeted and which the City departments are expected to
absorb the difference within their original adopted budget.
• Pipeline positions are not budgeted. It is expected that these costs will be offset by a
reduction in overtime costs and usage.
• As a policy, the City also does not budget for pending or possible retirements, specifically
the vacation and sick leave payouts.
34
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.
Fire Budget Amendment Details
New Contract Revenue Deployments Deployments Final
Adopted (Signing Increase Other Backed- Pipeline (Not Revenue (Revenue Total of Amended
Budget Bonus) Overtime Adjustments Other Positions Backed) Backed) Amendments Budget
2010 10,212,773-----—----85,000---_--_-_-------------—-- 85,000 10,297,773
2011 9,948,846 - - - - - - - - 9,948,846
-------------------------------------------------------------------------------------------
2012 10,226,000 234,768 --- 21,693 60,500 316,961 10,542,961
2013 10,247,976--_---__--- 200,000 - - 200,000 10,447,976
2014— 10,472,254 — _ _ — — — —_— — — — — 390,000355,000 —— —— — — — — 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 _ _ _ 35,000240,000 —:— 125,000 400,000 12,262,568
2018— 12,192,595-------_------------ 69,045----_----240,00012,541,640
-------------- 40,000 ---- 349,045—
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
35
INFORMATIONAL MEMO
Page 12
201SProiectedYear-End
Staff is preparing a projected year-end model along with e discussion on the assumptions that
will beincluded inthe model. The model will be completed and presented atefuture meeting.
New information for JU|y8.2O18
Mutual Aid
In addition VJ the Citv`s firefighters responding to emergency incidents within the boundaries of
the City, the crews also respond to, and naceive, 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 be|Vvv graphically display mutual mid given and received on o basie, by
jurisdiction, and by station. Data provided is from 2014 through 2018. The first chart
demonstrates that, in total, the City provides more 0utWm| that what is received. For the period
shown, the City responded to a total of3.3S4 mutual aid calls and received m total of2.822
received, g net difference of572.
2014
20I4-2010Mutual Aid
2015
m Mutual Aid Given
2016
a
IVD
utoa|Aid Received
Another way b} look at mutual aid is to analyze DlUtUa{ aid given and FeQeived, 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 nlUtUa| aid than the City provides the FlFA.
36
INFORMATIONAL MEMO
Page 13
Entities included inthe ^[ther category include the following: Black Diamond FO#17. Booing
Fire, Enumclaw FD, King County Medic One, KCFD #43, Port of Seattle, Seattle Fire, South King
Fire, Valley RFA. \/nahon Island Fire & Rescue. and Woodinville. Vyhka the number of oaUo in
many Ufthese areas are minimal, itdoes demonstrate that the City ufTukwila fire department can
respond to ua||e in mnaae that do not border the City.
2,000
z'umo
1,600
1,400
1,200
z'ooO
aDO
600
400
200
610
156
Mutual Aid by Jurisdiction
xCFVw2D(Skymav) mmrthHigh|ine Puget Sound RFx
Given axcceived
Renton FD
Other
The final mutual aid chart looks at the same data as the chart above but displays the data by
station. While, in total, the City gives more mutual aid than is received, both Station 52 and Station
54 receive more rnUtUo|aid than provide mutual aid. however, Stations 51 and 53 respond to
more mutual aid calls that receive. |tisalso worth noting that Station 52gives and receives the
least oMnOUMt of mutual aid than any other station. This could be relevant information since one
of the policy choices presented includes reducing staffing levels at this station.
37
INFORMATIONAL MEMO
Page 14
MUTUAL AID BY STATION
GIVEN AND RECEIVED
450
400
350
300
250
200
150
103
50
0
51- Mutual Aid 51- Mutual Aid 52 - Mutual Aid 52 - Mutual Aid 53 Mutual Aid
Given Received Given Received Given
2014 340 122 28 SS 105
2015 410 122 12
2016 286 110 24
2017 259 115 22
2018 273 137 29
33
37
45
51
142
153
169
118
53- Mutual Aid 54- Mutual Aid 54 - Mutual Aid
Received Given Received
102
79
91
95
89
133
153
203
209
223
287
279
338
284
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
13, minimum staffing overtime is triggered.
a
s below
38
INFORMATIONAL MEMO
Page 1 5
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.
39
INFORMATIONAL MEMO
Page 16
am
zno
om
,'m
120
mn
80
w
^»
20
n
zz
9
Station 57 Fire Responses by Type
zz 12
zO zo.
�
8
mructvre Vehicle &mohUe cooWnu
pmpprtv
us
s
_
_
N
IN
o
56
25
worvra|
Vegetation
�
Fire Calls by Station By Year
with Average Response Times
38
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44
62 m
m n
sz n o u o y sz sz sz o o o o o
Fire Calls - Response Time
New Option: Fully Fund Current Service Levels
Rubbish &
oumpters
s,
m,
76
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zz n
Other types
xo
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54
Another option available would b8b}fully fund the current service levels iOthe following manner:
1) As previously 0endonod, the current staffing model includes 19 24-hourpersonne| per shift.
Between 2013 and 2018, the average number of overtime hours worked was 12,000 across all
divisions within the fire department. ASSU0iOg an hourly rate of $60 per hoV[, tofully fund
overtime at the average number of overtime hours worked annually, the total overtime budget
VvoV|d be $720 thousand. The current overtime budget for 2019 is $531 thousand. If the
budget were trued up to reflect the average number of overtime hours xvorked, the budget
should beincreased aOadditional $188thousand. Adjusting benefits would add aOadditional
$24thousand for a total increase iObudget [f $213thOVgand.
40
INFORMATIONAL MEMO
Page 17
Fire Overtime Costs Compared to Number of Overtime 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.
41
INFORMATIONAL MEMO
Page 18
Total recommended budget amendments are as follows:
Proposed Budget Amendments 2019 2020
Propane Incident 11,500 -
Code Compliance Issue 7,800� �
Snowstorm 30,600 -
Total Proposed 'Amendment $522,900 496.650
Revenue Budget
In addition toincreasing the for the fire department, staff recommends that
that the Fire Department begin billing for revenuespreviously authorized bY'Council,
*False Alarms
~ Recovery ofhazardous incident response costs
Another revenue source available to the City is be
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 |eVm|e. Staff will be bringing forward information on
existing service levels to the Public Safety committee in the near future. This information will be
beneficial indiscussing the Fire department budget. Toenhance the discussion onservice 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 ofdeveloping fire, electrical, and other life -safety standards. These
standards are often utilized to make policy decisions regarding staffing and service levels.
NFPA 1710 provides nnininnunn 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.
mSingle-family dwellings: minimum 14 members, 15 if aerial ioused
* Open strip malls and garden -style apartments: minimum 37members, 2Oifaerial iaused
w High-rise with highest floor greater than 75 ft above |nvvent level of fire apparatus 000aos:
nnininnVnl 42 nnenlbere. 43 if building is equipped with o 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 2O14through 2O17.thenurnberofhlcidents
each year increased. However, in 2018 the total number of incidents decreased. It is too early
toknow if2D1Owas ananomaly Orthe start Vfanew trend.
42
INFORMATIONAL MEMO
Page 1 9
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
5000 —
4800
2014
0.06.
2015
2016
Total Incidents
2017
—Avg Resp Time
ao"
2018
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.
43
INFORMATIONAL MEMO
Page 20
6000
5800
5600
5400
5200
5000
4800
5156
2014
RECOMMENDATION
For information only
2015
5752
2016
Total Incidents
5840
2017
s „ -Avg Duration
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
44
City of Tukwila
City Council Finance Committee
FINANCE COMMITTEE
Meeting Minutes
August 26, 2019 - 5:30 p.m. - Hazelnut Conference Room, City Hall
Councilmembers: Thomas McLeod, Chair; De'Sean Quinn, Kathy Hougardy
Staff: David Cline, Vicky Carlsen, Jay Wittwer, Chris Flores, Bruce Linton, Tony Cullerton,
Jeff Friend, Laurel Humphrey, Jeremy Brecher-Haimson
CALL TO ORDER: Chair McLeod called the meeting to order at 5:30 p.m.
I. PRESENTATIONS
II. BUSINESS AGENDA
A. Fire Department Budget
Committee members and staff continued discussion of the Fire Department budget. If the
Council chooses to fund the existing service levels, it will need to authorize a budget amendment
totaling $522,900 for 2019 and $496,650 for 2020. These amendments would increase overtime
($213K), funding the Fire Academy ($160K), funding service separations (100K), a COLA
adjustment for these items in 2020, and unbudgeted significant events: the propane tank
incident (reimbursable), snowstorms (non -reimbursable), and a structural code compliance
issue (reimbursable). In addition to increasing the expenditure budget, staff recommends that
the Fire Department begin billing for false alarms and recovery of hazardous incident response
costs as previously authorized by Council. Another source of revenue is an ambulance transport
fee similar to what other Zone 3 cities collect. These revenues will lessen the impact to the
general fund. Councilmembers asked clarifying questions about minimum staffing, which is
13.0 FTE per current policy. Currently 18 personnel are funded per shift, which includes vacation
and Kelly days.
Chair McLeod asked if those on leave due to injuries can do administrative/light duty work. Staff
replied that is occurring more frequently this year. Chair McLeod pointed out the policy question
of determining what can be done to reduce overtime usage going forward. The bookends
provided to Committee in May were to either fund the Department as it currently operates, or
consider dropping minimum staffing down to 12 on days when only 12 report to shift. Chair
McLeod referenced the potential impact to other departments if budget is added to Fire. He
asked where budget would come from to cover the cost of funding the academy, and staff replied
either reducing other departments or identifying a new revenue source. Councilmember Seal
asked what it means to fund the academy and staff replied that it is the salary and benefits of
those in the academy as well as overtime costs associated with being shorthanded.
Councilmember Quinn asked about how Police covers academy costs and staff replied that it is
45
Finance Committee Minutes August 26, 2019
absorbed in their budget. He also stated it would be helpful to have costs broken out in greater
detail so the Council can better anticipate the budget. Finance staff is working to update the
chart of accounts for greater transparency.
Councilmember Quinn asked if service separations are identified separately so they can be
appropriately offset. Staff replied that separations can be costly and departments are expected
to absorb them by cutting back in other areas. Councilmember Quinn stated that the Fire
Department has requested significant budget amendments each year since 2012 and these
proposed amendments reveal the true cost of service. Councilmember Seal pointed out that
when the Department begins charging for false alarms again, the business community will direct
any backlash to the Council. Councilmember Quinn said that the Council needs to give financial
direction and structure to Fire and in return will need some guarantees. Chair McLeod stated
support for the additional revenue sources proposed by staff as well as a more robust annual
report as outlined in the RCW. FORWARD TO SEPTEMBER 9, 2019 COMMITTEE OF THE WHOLE.
B. Resolution: Fire Department Fee Schedule
Staff is seeking Council approval of a resolution that would update the Fire Department fee
schedule by adjusting current fees and adding new fees to more closely align with other
jurisdictions in the region. Fees are intended to recover a portion of the City's costs for services
such as fire permits, plan review, and inspections. At its August 12, 2019 meeting, the Committee
requested staff return with a different proposal for short term permits following Councilmember
Quinn's comments expressing concern about deterring the types of activities the City would in
fact like to attract. The revised proposal retains short-term permit at the current fee of $25.00.
Staff noted that there is some statewide movement to address permitting of food trucks and the
City is monitoring that activity. UNANIMOUS APPROVAL. FORWARD TO SEPTEMBER 9, 2019
COMMITTEE OF THE WHOLE.
C. Fire Department Special Operations
Staff provided an overview of the special operations that the Fire Department has provided in
the past as well as in the transition toward Zone 3 regionalization. Tukwila has been a leader in
the state to specialize in hazardous materials and rescue efforts, responding to calls including
the Oklahoma City bombing, World Trade Center emergency, and the OSO mudslide. The Zone
3 Technical Rescue Response model was formalized in 2004-2005, which organizes and
coordinates responding agencies. Tukwila has a responsibility toward training and special
operations as its contribution to the region. Chair McLeod asked about budgetary impacts of
specialized training, and staff estimates courses cost $50,000 or less each year. Deployments are
reimbursed at or nearly 100%. Chair McLeod asked about water rescue training on the Columbia
River and staff responded that this was done once in 2010 during a flooding threat. Chair McLeod
recommended a presentation to the full Council on July activities. DISCUSSION ONLY.
46
COUNCIL AGI-1.,NDA SYNoPsIs
li;t05
- - ---- - -- --
Mech. as Date
Prepared by
Mayor's review
Council review
10/28/19
LH
ITEM INFORMATION
ITEM Na
3.D.
SlAii, SPONSOR: LAUREL HUMPHREY
ORK3 IN \ I, AGEND \ D \ 1'1 ,: 10/28/19
AGENDA ITEM T1 tu,
City Council Standing
Committee
Structure
10/28/19
I]
Mpg
Motion
Date
El Ordinance
Altg Date
ri Bid Aniard
Ally Date
['Public Hearing
A Itg Date
[1] Other
AlPs Date
CATEGORY 11 Disaiiiion
• Rejoin/ion
Mpg Date
A Itg Date
EivIayoi
Ft/lathe Fire E TS 1-11)&R EPoine EPIV Ecount
S PONSOR Ng Council
EFTR aDCD
SP oNsoR' S The City Council needs to peridically evaluate the standing committee framework in an
SUMMARY effort to appropriately balance policy work. Staff is seeking Council input that will be used
toward the development of a committee resolution to be presented at the first meeting in
January.
REV IEWEI BY El C.O.W. Mtg. II CDN Comm E] Finance Comm. El Public Safety Comm.
El Trans &Infrastructure E Arts Comm. ri Parks Comm. E Planning Comm.
DATE: COMMITTEE CHAIR:
RECOMMENDATIONS:
SPoNSOR/ADMIN.
CONIMITI
El!.
COST IMPACT / FUND SOURCE
EXPEND' FLIRT. REQUIRIM AMOUNT BUDGETED APPROPRIATION REQUIRED
$ $ $
Fund Source:
Comments: Cost impacts include staff time for outreach and enforcement, if passed.
MTG. DATE
RECORD OF COUNCIL ACTION
10/28/19
MTG. DATE
ATTACHMENTS
10/28/19
Informational Memo
Attachment
47
48
City of Tukwila
I F
A
TIO A
E
TO: Committee of the Whole
CC: Mayor Ekberg
FROM: Laurel Humphrey, Council Analyst
DATE: October 22, 2019
SUBJECT: City Council Standing Committee Structure
A
DU
Allan Ekberg, Mayor
ISSUE
Per Resolution 1956 adopted on January 2, 2019, there are four standing committees
comprising three Councilmembers each: Public Safety, Finance, Transportation &
Infrastructure, and Community Development & Neighborhoods. The resolution also states
that "the City Council desires to evaluate the standing committee framework each year in an
effort to appropriately balance the current policy work of the City."
BACKGROUND
The Tukwila City Council has used a system of subcommittees for 111 years, beginning with
the July 14, 1908 meeting of the Town Council when the Committee on Taxation and
Revenue, Committee on Licenses, and Committee on Buildings were formally established.
Committees had varying titles and scopes over the decades until 1987 when the Finance &
Safety, Transportation, Utilities, and Community Affairs and Parks Committees were adopted.
This committee framework was not reevaluated until late 2016, when the Council adopted a
pilot committee structure that would include a Public Safety Committee to take on
discussions and recommendations relating to the projects associated with the Public Safety
Plan. This was an effective strategy for three years, but with the construction projects
underway and fewer upcoming decision points for the City Council, the Public Safety
Committee no longer makes sense as a standalone committee.
Standing committees of the Tukwila City Council are tasked with reviewing information and
making policy recommendations to the full Council. While there are exceptions, typically
legislative matters are handled in three phases: Committee discussion resulting in
recommendation, Committee of the Whole discussion, and action at a Regular Meeting. If the
City Council finds this to be an effective process and wishes to retain its structure of four
standing committees meeting bimonthly and consisting of three Councilmembers each, a
proposal for 2020 is included in Attachment A.
The City Council could also consider an alternate framework by reconsidering the number of
committees, frequency of meetings, and/or role of standing committees versus Committee of
the Whole. There are different approaches in neighboring cities, and following are a few
examples:
49
INFORMATIONAL MEMO
Page 2
• The Auburn City Council eliminated its standing committee structure in 2014 and moved
to a study session format. Study Sessions occur on the 2F/4th/5th Mondays and the City
Council meetings are held on the 1st and 3rd Mondays.
• The Burien City Council does not have committees and meets in Study Sessions as
needed. Regular City Council meetings are held on the 1st & 3rd Mondays and Study
Sessions are frequently held on the 4th Mondays of every month.
• The Renton City Council has six standing committees of three Councilmembers each.
The Community Services, Public Safety, and Utilities Committees meet one time per
month, and the Finance, Planning & Development, and Transportation/Aviation
Committees meet up to twice per month as workflow requires. Renton City Council
meetings are held the first four Mondays of every month and are frequently preceded by
an hour-long Committee of the Whole for more in-depth discussion.
• The SeaTac City Council has five standing committees of three Councilmembers each.
The Parks & Recreation, Public Safety & Justice, and Planning & Economic Development
Committees meet once per month. The Transportation & Public Works and
Administration and Finance Committees meet twice per month. Regular City Council
meetings are held on the 2nd and 4th Tuesdays each month.
RECOMMENDATION
Staff is seeking Council input on a proposed committee structure for 2020. This input will be
used for the development of a resolution to be placed on the January 6, 2020 Regular Meeting
for consideration and potential action.
ATTACHMENT
Current vs. Proposed Committee Structure
50
Attachment I
2019 Committee Structure
Public Safety
Finance
* Police
° Financial management and fiscal
* Fine
operations
w Emergency Services
* Personnel issues
w Public Safety Facilities
* Information technology
* Municipal Court*
* Finance and administrative
* Animal Control*
services
0 Library*
Transportation and Infrastructure
Community Development and
* Transportation, traffic, streets
Neighborhoods
w Water, sewer, surface water
* Housing policies and programs
w Power, street lighting and signals
* Planning and [and use
* Solid waste and recycling
* Code enforcement
w River basins and levees,
* Community engagement and
* Telecommunications
outreach
* Fleet
w Parks
° Recreation facilities
* Economic planning and tourism
w Human services
*Listed in Resolution 1956, very little Council interface
October 28'2U19
Committee of the Whole Meeting
Proposed Committee Structure (Titles to be determined)
Community Services
Finance
* Police
* Budget process
• Fire/Ennergency3en/ices
* Financial management and fiscal
w Community Engagement
operations
* Human Services
w Person neK[onnpensatinn
* Parks & Recreation
* Technology Systems
w Library/Pub|icArt
* Finance and administrative
* Equity and justice
services
� Government performance
Transportation and Infrastructure
Plammimg&Ecommmnic Development
* Transportation, traffic, streets
* Housing
* VVater,sem/er,yurfBceVVater
* Planning and land use
* Power, street lighting and signals
v Bui|ding&Deve|opnnent
° Solid waste and recycling
regulations; permitting
* River basins and levees
* Code Enforcement
w Telecommunications
* Economic Development
w Fleet
* Tourism
* Public Works Facilities
p Environment &Sustainabi|ity
52
OCT28 MONDAY
OCT 29 TUESDAY
OC
Upcoming Meetings and Events
October - November 2019
T30 WEDNESDAY OCT-31 THURSDAY
NOV 1 FRIDAY
NOV2 SATURDAY
Finance
Committee
5:30 PM
Hazelnut
Conference Room
City Council
Committee of the
Whole Meeting
7t00-PM
Council Chambers
Community
Development &
Neighborhoods
Committee
5.30 PM
Hazelnut
Conference Room
TUK A
Community Center
Work Party
Join EarthCorps and
City of Tukwila as
we work to improve
the Duwamish River:
10:00AM-2PM
Community Center
12424 42"a Ave S
For information and
sign-up, visit
www.TukwilaWA.
goy/event/green-
Tukwila-work-
party.
NOV4 MONDAY
Public Safety
Committee
5:30 PM
Hazelnut
Conference Room
. City Council
Regular Meeting
7i00 PM
Council Chambers
You can vote and
return your ballot as
soon as you receive it.
You can return your
ballot by mail or to a
ballot drop box. No
stamp needed to return
your ballot! You can
vote and return your
ballot through the U.S.
Postal Service as soon
as your receive it.
Your ballot must be
postmarked by
Electron Day.
For information, visit
httpst,°iwww kingcounty
gov/dents/elections/
how-to-vote.aspx.
Transportation &
Infrastructure
Committee
5'30 PM
Hazelnut
Conference Room
Library Advisory
Board
5 30 PM
Community Center
NOV6 WEDNESDAY
TRANSPORTAT
DROP-iN
Talk to representatives
from King County
Metro's ORCA To -Go,
King County Public
Health's Access and
Outreach, South King
County Transportation
Options and Hopelink
to learn about riding
the light rail, bus or
bicycle; shuttles, or to
get an ORCA card.
1:30 PM — 3:30 PM
Tukwila Library
14380 Tukwila
International Blvd
Offered on 151 and 3"
Wednesdays of the
month.
NOV 7"THURSDAY
Equity & Social
Justice
Commission
5:15 PM
Hazelnut
Conference Room
NOV 8 FRIDAY
Fundraiser for the
local food bank:
Join to taste local
brews and support
Tukwila Pantry as it
makes sure
everyone in our
community has
enough to eat:
There will be a
silent auction, and
serving Odin Micro
Brews and finger
foods. $25 per
person.
7:00 PM — 9:30 PM
Sullivan Center
14350 Tukwila Intl
Blvd
To purchase
tickets, visit
https;l/tu kwilapantry
,orgl.
NOV9 SATURDAY
TUK LA
Crystal Springs
Work Party
Join community
members and
neighbors to help
restore this park to
healthy forest! All
ages are welcome
and no experience is
necessary. Tools
and training will be
provided, so bring
along your friends
and family, and get
your hands dirty!
9:00 AM — 12:00 PM
Crystal Springs
Park
15832 51 sr Ave S
To volunteer, email
volunteer@forterra.org..
Community Sock Drive Begins in October
Many people are surprised to hear that socks are the least -donated clothing items and yet the most in -demand for
needy locals. Help keep toes warm for Tukwila residents by bringing new socks, any size to the Tukwila
Community Center during the month of October. All donated socks will be given out during our Spirit of Giving
event in December,
Tukwila in Motion has launched! Live; work or go to school in Tukwila? Explore your travel options and get a
FREE ORCA CARD for 2 weeks of unlimited travel! Offer available until December 15.
TUKWILA )N MOTION Sign up atwww.kingcounty.govlinmotion.
Civil Service Commission: 2nd Mon., 5:00 PM, Human Resources Conference Room, Contact Michelle Godyn at 206-431-2187.
Community Development and Neighborhoods Committee: 2nd & 4th Tues., 5:30 PM, Hazelnut Conference Room. Contact Laurel Humphrey at
206-433-8993. (2A) Parks, Recreation and Open Space (PROS) Plan update and Q&A. (28) Interfocal Agreement with King County to receive
Conservation Futures tax grant funds for 116' Avenue South property acquisition (2C) Resolution to name a donated parcel as "Cottonwood Comer.
(2D) Safe parks discussion. (2E) Review of rental housing policies.
COPCAB (Community Oriented Policing Citizens Advisory Board): 2nd Thurs., 6:30 PM, Duwamish Conference Room. Contact Chris Partman at
206-431-2197.
Equity & Social Justice Commission: 1st Thurs., 5'15 PM, Hazelnut Conference Room, Contact Niesha Fort -Brooks at 206-454-7564,
Finance Committee: 2nd & 4th Mon:, 5:30 PM, Hazelnut Conference Room. Contact Laurel Humphrey at 206-433-8993. (2A) Tax levy legislation: 1)
Ordinance levying the general taxes commencing 1/1/2020 and 2) Ordinance increasing the regular tax levy commencing 1/1/2020. (28) Discussion of
non -represented employees' compensation. (2C) Resolution on Fire Department service levels and compliance with State law. (2D) Fire Department
budget considerations.
Library Advisory Board: 1st Tues., 5:30 PM, Community Center. Contact Stephanie Gardner at 206-767-2342.
Park Commission: 2nd Wed., 5:30 PM, Community Center. Contact Robert Eaton at 206-767-2332.
Public Safety Committee: 1st & 3rd Mon., 5:30 PM, Hazelnut Conference Room. Contact Laurel Humphrey at 206-433-8993.
Transportation and Infrastructure Committee: 1st & 3rd Tues. 5:30 PM, Hazelnut Conference Room. Contact Laurel Humphrey at 206-433-8993.
➢ Tukwila Historical Society: 3rd Thurs.,7:00 PM, Tukwila Heritage 8 Cultural Center, 14475 59th Avenue S Contact Louise Jones -Brown at
206-244-4478.
. Tukwila International Boulevard Action Committee: 2nd Tues., 7:00-PM, Valley View Sewer District. Contact Chief Bruce Linton at206-433-1815
53
54
Tentative Agenda Schedule
MONTH
MEETING i —REGULAR
MEETING 2 —
C.O.W.
MEETING 3 —
REGULAR
MEETING 4
C.Q.W.
October
7
14
21
28
See agenda packet
cover sheet for this
week's agenda:
October 28, 2019
Committee of the
Whole Meeting
November
4
Proclamation
12 (TUESDAY)
Public Hearings
18
Appointments
25
A proclamation recognizing
November as "National
Hunger and Homelessness
Awareness Month."
Consent Agenda
An ordinance
regulating the use of
bags at retail
establishments,
Special Issues
Arts Commission
appointments.
Unfinished Business
An ordinance regulating
the use of bags at retail
establishments.
- An ordinance
amending Ordinance No,
2612, as codified in
Chapter 9.53 of the
Tukwila Municipal Code, to
correct the monetary
penalty amount for
automated traffic safety
camera infractions for
speeding in school zones,
- Authorize the Mayor to
sign a contract with Carollo
Engineers for the Water
and Sewer Comprehensive
Plans, in the amount of
$460,392.
Public Hearing
An ordinance
regulating the use of
bags at retail
establishments.
A quasi-judicial hearing to
consider the final
subdivision application for
Osterly Park Townhomes
Phase II.
Unfinished Business
- Authorize the mayor to
sign Amendment #5 with
Lydig Construction for
demolition of 2 buildings at
the new Public Works
Shops Facility Phase I, in
the amount, of $73,707.
- Authorize the Mayor to
sign Amendment #2 with
SHKS Architects for design
services for Public Works
Shops Facility Phase I, in
the amount of $456,390.
- Authorize approval of 1 or
both of the following:
Option 1 — Approve the
Public Works Shops
Master Plan and fund an
additional $4,4 million for
the Public Works Shops
Phase I (Heiser building);
and
Option 2 — Approve the
Minkler Shops Interim
Improvements that would
be funded by Utility
Enterprise funds for
$500,000.