Loading...
HomeMy WebLinkAboutREG 2020-05-04 COMPLETE AGENDA PACKETTukwila City Council Agenda • ❖ REGULAR MEETING ❖ Allan Ekberg, Mayor Counci/members: ❖ Verna Seal ❖ Kathy Hougardy David Cline, City Administrator ❖ Kate Kruller ❖ Thomas McLeod De'Sean Quinn, Council President ❖ Zak Idan ❖ Cynthia Delostrinos Johnson THE MEETING WILL NOT BE CONDUCTED AT TUKWILA CITY HALL, BASED ON THE GOVERNOR'S PROCLAMATION 20-28 ADOPTED MARCH 24, 2020 WHICH SAYS IN PART: ANY PUBLIC AGENCY, SUBJECT TO RCW 42.30, IS PROHIBITED FROM CONDUCTING ANY MEETING, SUBJECT TO RCW 42.30 UNLESS (A) THE MEETING IS NOT CONDUCTED IN -PERSON AND INSTEAD PROVIDES AN OPTION(S) FOR THE PUBLIC TO ATTEND THE PROCEEDINGS THROUGH, AT MINIMUM, TELEPHONIC ACCESS, ..." THE PHONE NUMBER FOR PUBLIC PARTICIPATION IN THIS MEETING IS: 1-253-292-9750, ACCESS CODE 670077847#. For Technical Support during the meeting call. 1-206-431-2179. Monday, May 4, 2020; 7:00 PM • Ord #2629 • Res #1986 1. CALL TO ORDER / PLEDGE OF ALLEGIANCE / ROLL CALL 2. PUBLIC Those wishing to provide public comments have the opportunity to deliver COMMENTS public comments via email. All written comments received by email to citycouncil@tukwilawa.gov prior to 5:00 PM on the date of the meeting will be read aloud during the meeting by City staff within the normal five-minute time limit. 3. CONSENT a. Approval of Minutes: 4/20/20 (Regular Mtg.); 4/27/20 (Special Mtg.) AGENDA b. Approval of Vouchers c. Authorize the Mayor to sign an Interlocal Agreement with the City of Pg.1 Kent for the South 196th — 200th Street Bridge Project. [Reviewed and forwarded to Consent by the Transportation and Infrastructure Committee on 4120120. ] d. Authorize the Mayor to sign an Interlocal Agreement with the Pg.17 South King County Fire Training Consortium. [Reviewed and forwarded to Consent by the Community Services and Safety Committee on 4127120. ] e. A resolution approving admission of the City of Des Moines as a Pg.57 member of the Valley Special Weapons and Tactics (SWAT) Team subject to the terms of the existing Interlocal Cooperative Agreement between Auburn, Federal Way, Kent, Renton, Tukwila, and the Port of Seattle for the creation of the Valley SWAT Team. [Reviewed and forwarded to Consent by the Community Services and Safety Committee on 4127120. ] f. Award a bid and authorize the Mayor to sign a contract with Razz Pg.79 Construction, Inc., for the South Boeing Access Road Over Airport Way Bridge Seismic Retrofit Project, in the amount of $1,442,505. [Reviewed and forwarded to Consent by the Transportation and Infrastructure Committee on 514120. ] (continued...) REGULAR MEETING Monday, May 4, 2020 Page 2 4. UNFINISHED a. Weekly COVID-19 report. Pg.87 BUSINESS b. Financial impacts from the COVID-19 emergency. Pg.93 5. NEW BUSINESS 6. REPORTS a. Mayor b. City Council c. Staff - City Administrator Report and Pg.135 Monthly Construction and Budget Report d. City Attorney e. Council Analyst 7. MISCELLANEOUS 8. EXECUTIVE SESSION 9. ADJOURNMENT This agenda is available at www.tukwilawa.gov, and in alternate formats with advance notice for those with disabilities. Remote Tukwila Council meetings are audio taped (available at www.tukwilawa.pov) COUNCIL AGENDA SYNOPSIS Initials Meeting Date Prepared by Mayor's review Council review 05/04/20 ]R ITEM INFORMATION ITEMNO. 3.C. STAFF SPONSOR: ADAM COX ORIGINAL AGENDA DATE: 05/04/20 AGENDA ITEM TITLE South 196th - 200th Street Bridge Interlocal Agreement between the City of Tukwila and the City of Kent CATEGORY ❑ Discussion Mtg Date ® Motion Mtg Date 05104120 ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑Other Mtg Date SPONSOR ❑Council ❑Mayor ❑HK ❑DCD ❑Finance ❑Fire ❑TS ❑P6K ❑Police ®P6V ❑Court SPONSOR'S The City of Tukwila and the City of Kent currently share ownership of the South 196th - SUMMARY 200th Street Bridge. This Interlocal Agreement strictly defines each city's responsibilities regarding maintenance, inspections, and repairs of the S 196t" St bridge. The City of Tukwila will be responsible for everything west of the west embankment of the Green River. There is no fiscal impact from this Interlocal Agreement. Council is being asked to approve the S 196t" - 200t" St Bridge Interlocal Agreement with the City of Kent. REVIEWED BY ® Trans&Infrastructure ❑ CommunitySvs/Safety ❑ Finance Comm. ❑ Planning/Economic Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: 04/20/2020 COMMITTEE CHAIR: C. DELOSTRINOS JOHNSON RECOMMENDATIONS: SPONSOR/ADMIN. Public Works Department COMMITTEE Unanimous Approval; Forward to Regular Consent Agenda COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $0.00 $0.00 $0.00 Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 05/04/20 MTG. DATE ATTACHMENTS 05/04/20 Informational Memorandum dated 04/17/20 Interlocal Agreement with City of Kent South 200th Street Bridge over the Green River Exhibits Minutes from the Transportation & Infrastructure Committee meeting of 04/20/20 2 City of Tukwila Allan Ekberg, Mayor Public Works Deportment - Henry Hash, Director INFORMATIONAL MEMORANDUM TO: Transportation and Infrastructure Committee FROM: Henry Hash, Public Works Director BY: Adam Cox, Transportation Project Manager CC: Mayor Ekberg DATE: April 17, 2020 SUBJECT: South 196th - 200t" Street Bridge Interlocal Agreement Between the City of Tukwila and the City of Kent Ownership and Maintenance Responsibilities ISSUE Accept the Interlocal Agreement with the City of Kent for the South 196th - 2001h Street Bridge. BACKGROUND The South 196th - 2001h Street Bridge ownership is currently shared between the City of Tukwila and the City of Kent. The South 196th Street Bridge was opened to traffic in 1998 and at that time was co - owned by the City of Kent and King County. The City of Tukwila took ownership of the King County portion of the bridge in 2009 due to the annexation of Tukwila South, per City Ordinance No. 2268. ANALYSIS The Interlocal Agreement outlines the areas of ownership and responsibility between the City of Kent and the City of Tukwila. By strictly defining the areas of ownership, Kent and Tukwila can accurately illustrate the areas of ownership, maintenance, and repair requirements. The City of Kent's legal team has vetted the Interlocal Agreement and believes this document benefits both cities. The boundary between the cities, (as shown in the S 200th Street over the Green River Exhibit) illustrates that the City of Tukwila is responsible for everything west of the west embankment of the Green River. FISCAL IMPACT No fiscal impact from the Interlocal Agreement with the City of Kent, but each city is responsible for maintenance, inspection, and repairs of the bridge if it falls within their respective limits. RECOMMENDATION Council is being asked to formally accept the Interlocal Agreement with the City of Kent for the South 1961h — 200th Street Bridge and consider this item on the Consent Agenda at the May 4, 2020 Regular Meeting. Attachments: Interlocal Agreement with Kent South 200th Street Bridge over the Green River Exhibit hitps://tukwilawa.sharepoini.com/sites/publicworks/engineering/PW Drop Box/01 TIC Agenda/Agenda Items/TIC 04-20-2020/S 196th-200th Bridge ILA with Kent/Info memo S 196th-200th Street ILA.docx 3 11 INTERLOCAL AGREEMENT BETWEEN THE CITY OF KENT AND THE CITY OF TUKWILA REGARDING MAINTENANCE AND REPAIR OF S. 200TH STREET BRIDGE THIS INTERLOCAL AGREEMENT ("Agreement") is entered into between the CITY OF KENT, a Washington municipal corporation ("Kent"), and the CITY OF TUKWILA, a Washington municipal corporation ("Tukwila") (individually, a "Party" and collectively, the "Parties"), to memorialize their joint undertaking in the maintenance of the South 2001h Street Bridge that connects their respective cities. I. RECITALS 1.1 The South 200th Street Bridge connects Kent and Tukwila, with the limits of each city meeting at the thread of the Green River at the Bridge's location. Both cities have responsibility for maintaining this bridge. 1.2 The Parties wish to enter into this Agreement, under the authority provided for in Chapter 39.34 of the Revised Code of Washington, to identify the Parties' individual responsibilities and to establish a process through which major maintenance and repairs and other costs will be shared between the Parties. NOW THEREFORE, in consideration of the mutual benefits and conditions hereinafter contained, the Parties agree as follows: II. AGREEMENT 2.1 Purpose and Intent. It is the purpose of this Agreement to establish the duties and responsibilities of each Party with respect to the maintenance, inspection, and repairs to the Bridge. It is intended that the Parties will work together to keep the Bridge open to traffic and share equally in the total costs and responsibilities associated with the Bridge's maintenance and repair. For the purpose of this Agreement, "Bridge" is defined as the area depicted in Exhibit A within which the following are included: girders, piers, pier caps, deck, sidewalk, bearing and expansion joints, traffic barriers, railings, and pavement markings. "Bridge" does not include luminaire poles and electrical conduits and conductors related to traffic signal and illumination systems. 2.2 Duration. This Agreement shall become effective on the last date it is authorized or ratified by the legislative body of Kent and the legislative body of Tukwila. This Agreement shall remain in full force and effect unless it is terminated by either Party in accordance with Section 2.6 below. 2.3 Administration of Agreement. To carry out the purpose of this Agreement, a two -person administrative board ("Board") is hereby created to administer this Agreement. The Board shall consist of the Public Works Directors or their designees for Kent and Tukwila, unless a different representative is identified by either Party in written notice to the other. The Board shall meet no less than one time per year to discuss the performance of the obligations of Kent and Tukwila INTERLOCAL AGREEMENT REGARDING MAINTENANCE OF SOUTH 2O0TH STREET BRIDGE - 1 of 7 (Between Cities of Kent and Tukwila) 5 pursuant to this Agreement. In the event the Board is unable to reach agreement on any dispute that arises under this Agreement, the matter shall be submitted to the Chief Administrative Officers for Kent and Tukwila to resolve. 2.4 Joint Manaciement and Responsibility. The Bridge is a joint responsibility of the Parties because its length spans into Kent's city limits on one side and into Tukwila's city limits on the other side. This joint responsibility requires cooperative action for all inspection, maintenance, engineering studies, or other work or alterations that the Bridge may require over the years. All work on the Bridge by the Parties' employees, contractors, consultants, or other means is deemed to be a joint effort of the Parties irrespective of the status of the individuals or firms actually performing the work. Each Party, at its sole cost and expense, will maintain the approach slab, retaining walls, illumination systems, guardrail, attenuators, and appurtenances on its respective side of the city limits. 2.4.1 Aquatic Lands Easement. Kent has obtained an aquatic lands easement from the State of Washington Department of Natural Resources for the construction, installation, operation, maintenance, repair, replacement and use of the Bridge. The easement ends on July 31, 2027 and is recorded under King County Recording Number 9801271893. The Parties shall work together to extend the term of said easement and share in the costs to do so. 2.4.2 Inspections. Tukwila will conduct, arrange, and coordinate all Bridge inspections and will maintain all records and files concerning the Bridge, its inspections, and all reports generated concerning the Bridge and its condition. If during an inspection, Tukwila or its agent discovers that the Bridge requires Regular Surface Maintenance, as provided in Section 2.4.7 below, Tukwila will so advise Kent. The costs associated with the Bridge's inspection and the maintenance and retention of all records concerning the Bridge will be at Tukwila's sole cost and expense, unless the Parties otherwise mutually agree in writing or as provided for in Section 2.5.1 below. 2.4.3 Engineering Studies. Tukwila will conduct, arrange, and coordinate all engineering studies to comply with Federal Highway Administration and Washington State Department of Transportation requirements and will retain all records of all engineering studies records generated concerning the Bridge. If during the performance of an engineering study, Tukwila, or its agent, concludes that weight restrictions over the Bridge should be required, Tukwila will develop a signing plan and present this to Kent for concurrence. Once a signing plan is agreed -upon by both Parties, the Parties will install signage within their respective city limits at its own cost in accordance with an approved signing plan. Tukwila shall be solely responsible for the cost and expenses associated with the Bridge's engineering studies in addition to the maintenance and retention of all records concerning the Bridge, unless the Parties otherwise mutually agree in writing as provided in Section 2.5.1 below. INTERLOCAL AGREEMENT REGARDING MAINTENANCE OF SOUTH 2O0TH STREET BRIDGE - 2 of 7 (Between Cities of Kent and Tukwila) 0 2.4.4 Regular Surface Maintenance. Kent will perform regular surface maintenance of the Bridge ("Regular Surface Maintenance"). Regular Surface Maintenance shall only include debris removal from the sidewalk, sweeping of the Bridge deck, paint line striping, anti -ice applications as necessary, and snow removal during snow and ice events. Kent shall be solely responsible for the cost and expenses associated with Regular Surface Maintenance, unless the Parties otherwise mutually agree in writing or as provided for in Section 2.5.1 below. "Graffiti Removal" and "Vegetation Maintenance" activities, as defined in Section 2.4.5 below, are not considered Regular Surface Maintenance, and must be conducted in accordance with Section 2.4.5 below. Any other work that does not constitute Regular Surface Maintenance, Graffiti Removal, or Vegetation Maintenance will be considered "Major Maintenance or Repair," as defined in Section 2.4.7 below, and must be conducted in accordance with Section 2.4.7. 2.4.5 Graffiti Removal & Vegetation Maintenance. Each Party shall: (i) perform vegetation maintenance on, around, and beneath its respective side of the Bridge, and (ii) remove or cover graffiti that appears on that Party's respective side of the Bridge, as identified in Exhibit B. Such work is not considered Regular Surface Maintenance under Section 2.4.4. 2.4.6 Use of Existing Conduits. Kent owns existing interconnect communication lines installed in conduit across the Bridge, which both Parties agree shall remain in place. Kent will be solely responsible for the maintenance of said lines. Any new uses of existing conduits within the Bridge shall require approval of both Parties. The installation of new conduits on the Bridge shall require a separate agreement. 2.4.7 Major Maintenance or Repair. Any work needed on the Bridge that is not considered as Regular Surface Maintenance under Section 2.4.4 is considered "Major Maintenance or Repair" work, the expense of which will be shared equally between the Parties. However, alterations to the Bridge are not considered Major Maintenance or Repair and any cost -sharing or coordination in the construction of such alterations will require a separate agreement. In the event either Party discovers that Major Maintenance or Repair work should be conducted, the Board provided shall meet, agree upon the Major Maintenance or Repair work to be performed on the Bridge, and appoint one of the Parties to serve as the lead agency to conduct, coordinate, or arrange for the Major Maintenance or Repair work, including completion of any bidding and contracting process. Prior to awarding any contract, the lead agency will provide other agency the opportunity to review bid information and make a recommendation regarding the award. The lead agency will bill the other agency in accordance with Section 2.5.2. below. 2.4.8 Emergency. If an emergency bridge closure has been declared by a Party, either Party may make repairs to the Bridge as it deems necessary to remedy the emergency, and agrees to notify the other Party as soon as practicable, but at least within twenty-four hours of the first Party having declared the INTERLOCAL AGREEMENT REGARDING MAINTENANCE OF SOUTH 200TH STREET BRIDGE - 3 of 7 (Between Cities of Kent and Tukwila) 7 emergency. The Parties agree the cost of any emergency repairs will be shared equally between them. 2.4.9 Permits. Permits from both Parties are required before the start of any maintenance or repair activities requiring temporary traffic control on the Bridge. Additionally, any special event utilizing the Bridge must also be permitted by both Parties. 2.5 Payment 2.5.1 Inspections & Regular Surface Maintenance. Each Party agrees to perform its stated obligations under this Agreement at its sole cost and expense. However, should the performance of obligations required under this Agreement result in one Party contributing more than 50% toward the overall joint undertaking in any one year, the Board will discuss the matter and determine an equitable resolution agreeable to both Parties that fulfills the stated purpose and intent of this Agreement. 2.5.2 Major Maintenance or Repair. Each Party agrees to pay 50% of the total costs, less grants received, of all agreed -upon Major Maintenance or Repair work on the Bridge in accordance with Section 2.4.7 above, including actual costs attributable to direct labor, employee benefits, equipment rental, materials and supplies, utilities and permits, insurance, contractual services and administrative overhead costs, including the actual cost of the time and resources contributed by the lead agency in conducting, coordinating, and arranging for the major maintenance or repair work. The lead agency will submit to the other Party a monthly invoice of all costs incurred by the Major Maintenance or Repair work and that Party's 50% share due, which sum shall be paid within thirty (30) days of the date of the invoice. If the Party receiving the invoice objects to all or any portion thereof, it shall notify the lead agency and reserves the option to only pay that portion of the invoice not in dispute. In that event, however, the Parties will immediately make every effort to settle the disputed portion. 2.5.3 Grants or Funding Alternatives. The Parties will work cooperatively to seek federal or state grants, or to pursue other funding alternatives, for expenses related to the Bridge's repair and maintenance and agree to share equally in any local match that may be required. 2.6 Termination. 2.6.1 Termination for Default. Either Party may terminate this Agreement, in whole or in part, in writing if the other Party substantially fails to fulfill any or all of its obligations under this Agreement through no fault of the terminating Party, provided that insofar as practicable, the Party terminating the Agreement shall provide the other Party with a notice of termination ("Notice of Termination") given at least thirty (30) calendar days prior to the date of termination and state the manner in which the Party has failed to perform the obligations under this Agreement; and an opportunity for the Party to cure the INTERLOCAL AGREEMENT REGARDING MAINTENANCE OF SOUTH 2O0TH STREET BRIDGE - 4 of 7 (Between Cities of Kent and Tukwila) i default within thirty (30) calendar days of the Notice of Termination or within a reasonable time period as otherwise stated. If a Party receives a Notice of Termination and fails to remedy the default or the breach to the satisfaction of the other Party within the time period established in the Notice of Termination or any extension thereof, granted by the Party not at fault, this Agreement will be deemed terminated. 2.6.2 Termination by Mutual Written Agreement. This Agreement may be terminated by mutual written agreement executed by both Parties, subject to the provisions of Section 2.6.3 below. 2.6.3 Duties of Parties upon Termination. Upon termination of this Agreement for default or by mutual written agreement, the Parties agree to work together cooperatively to develop a coordinated plan for transferring work completed up to the time of termination and determining reasonable contract close- out costs. Termination by any Party shall not extinguish or release either Party from liability, claims or obligations to third parties existing as of the time of termination. Any costs incurred prior to proper notification of termination will be borne by the Parties in accordance with the terms of this Agreement. The Indemnification and Insurance provisions set forth in Section 2.7 below and all remedial provisions shall survive termination of this Agreement. 2.7 Indemnification and Hold Harmless. Tukwila shall defend, indemnify, and hold Kent, its officers, officials, employees, agents and volunteers harmless from any and all claims, injuries, damages, losses or suits, including all legal costs and attorney fees, arising out of or in connection with Tukwila's performance of this Agreement, except for that portion of the injuries and damages caused by Kent's negligence. Similarly, Kent shall defend, indemnify and hold Tukwila, its officers, officials, employees, agents and volunteers harmless from any and all claims, injuries, damages, losses or suits, including all legal costs and attorney fees, arising out of or in connection with Kent's performance of this Agreement, except for that portion of the injuries and damages caused by Tukwila's negligence. IT IS FURTHER SPECIFICALLY AND EXPRESSLY UNDERSTOOD THAT THE INDEMNIFICATION PROVIDED HEREIN CONSTITUTES EACH PARTY'S WAIVER OF IMMUNITY UNDER INDUSTRIAL INSURANCE, TITLE 51 RCW, SOLELY FOR THE PURPOSES OF THIS INDEMNIFICATION. THE PARTIES FURTHER ACKNOWLEDGE THAT THEY HAVE MUTUALLY NEGOTIATED THIS WAIVER. The provisions of this section shall survive the expiration or termination of this Agreement. 2.8 Insurance. Each Party shall carry and maintain, for the duration of this Agreement, general liability, property damage, and errors and omissions insurance coverage with an admitted carrier for the state of Washington with the following minimums: INTERLOCAL AGREEMENT REGARDING MAINTENANCE OF SOUTH 2OOT" STREET BRIDGE - 5 of 7 (Between Cities of Kent and Tukwila) 9 General Liability: $5 million per occurrence; and Property Damage: $5 million per occurrence; and Errors and Omissions: $5 million per occurrence. The coverage shall be "occurrence based" rather than "claims made." In the alternative, each Party may satisfy the requirements of this section by becoming or remaining a participant in an authorized self-insurance pool in the State of Washington with protection equal to or greater than that specified herein. 2.9 Audits and Inspections. The records and documents with respect to all matters covered by this Agreement shall be subject to inspection, review, or audit by either Kent or Tukwila for up to three years after termination of this Agreement. 2.10 Resolution of Disputes and Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the State of Washington. If the Parties are unable to settle a dispute, difference or claim arising from the Parties' performance of this Agreement, the exclusive means of resolving that dispute, difference or claim, shall be by filing suit under the venue, rules and jurisdiction of the King County Superior Court, King County, Washington, unless the Parties agree in writing to an alternative dispute resolution process. In any claim or lawsuit for damages arising from the Parties' performance of this Agreement, each Party shall be responsible for its own legal costs and attorney's fees associated with defending or instituting such claim or lawsuit, including all appeals, in addition to any other recovery or award provided by law; provided, however, nothing in this paragraph shall be construed to limit either Party's right to indemnification under Section 2.7 of this Agreement. 2.11 Written Notice. All communications regarding this Agreement shall be sent to the Parties at the addresses listed on the signature page of the Agreement, unless notified to the contrary. Any written notice hereunder shall become effective three (3) business days after the date of mailing by registered or certified mail, and shall be deemed sufficiently given if sent to the addressee at the address stated in this Agreement or such other address as may be hereafter specified in writing. 2.12. Modification. No waiver, alteration, or modification of any of the provisions of this Agreement shall be binding unless in writing and signed by a duly authorized representative of Kent and Tukwila. 2.13 Entire Agreement. The written provisions and terms of this Agreement shall supersede all prior verbal statements of any officer or other representative of the Parties, and such statements shall not be effective or be construed as entering into or forming a part of or altering in any manner this Agreement. 2.14 Severability. If any section of this Agreement is adjudicated to be invalid, such action shall not affect the validity of any section not so adjudicated. INTERLOCAL AGREEMENT REGARDING MAINTENANCE OF SOUTH 2O0TH STREET BRIDGE - 6 of 7 (Between Cities of Kent and Tukwila) 10 2.15 Interpretation. The legal presumption that an ambiguous term of this Agreement should be interpreted against the Party who prepared the Agreement shall not apply as this Agreement was jointly prepared by the Parties. 2.16 Ownership of Propertx. Any property owned and used by Kent in connection with this Agreement shall remain the property of Kent, and any property owned and used by Tukwila shall remain the property of Tukwila, unless otherwise specifically provided for in this Agreement. 2.17 Counterparts. This Agreement may be executed in any number of counterparts, each of which shall constitute an original, and all of which will together constitute this one Agreement. IN WITNESS, the Parties below execute this Agreement, which shall become effective on the date provided for in Section 2.2 above. TUKWILA: CITY OF TUKWILA: M (signature) Print Name: Allen Ekberg Its Mayor (Title) DATE: NOTICES TO BE SENT TO: Hari Ponnekanti, P.E. Public Works Deputy Director / City Engineer City of Tukwila 6300 Southcenter Blvd, Suite 100 Tukwila, WA 98188 (206) 431-2455 (telephone) (206) 431-3665 (facsimile) Hari. Ponnekanti@TukwilaWa.gov APPROVED AS TO FORM: City Attorney INTERLOCAL AGREEMENT REGARDING MAINTENANCE OF SOUTH 2O0TH STREET BRIDGE - 7 of 7 (Between Cities of Kent and Tukwila) KENT: CITY OF KENT: By: Print Name: Dana Ralph Its Mayor DATE: NOTICES TO BE SENT TO: William Thomas Street Superintendent City of Kent Public Works Department 220 Fourth Avenue South Kent, WA 98032 (253) 856-5600 (telephone) (253) 856-6600 (facsimile) APPROVED AS TO FORM: Assistant City Attorney 11 EXHIBIT A SOUTH 2O0TH STREET BRIDGE x ll y *5s .ss 'rd r r •s z O Q w J W 12 Page 1 of 1 h g � Na EXHIBIT B SOUTH 2O0TH STREET BRIDGE GRAFFITI REMOVAL AND VEGETATION MAINTENANCE RESPONSIBILITY AREA z 0 Q w J W Page 1 of 2 13 EXHIBIT B SOUTH 2O0TH STREET BRIDGE GRAFFITI REMOVAL AND VEGETATION MAINTENANCE RESPONSIBILITY AREA i l� *5S .ss •e[ e � •S 14 Page 2 of 2 w LL LLO� Q Q m F Owe 0 J w — im N Z O (L U) w w z O Q w J W City of Tu kwi City Council Transportation & Infrastructure Committee Meeting Minutes April 20,2020 - 5:30 p.m. - Electronic Meeting due to COVID-19 Emergency Councilmembers Present: Cynthia Delostrinos Johnson, Chair; Verna Seal, Kate Kruller Staff Present: Laurel Humphrey, Adam Cox, Hari Ponnekanti, Henry Hash, Han Kirkland, Vicky Carlsen, Joel Bush, Joseph Todd Chair Delostrinos Johnson called the meeting to order at 5:30 p.m. I. BUSINESS AGENDA A. Interlocal Agreement: South 196t"-200t" Street Bridge Staff is seeking Council approval of an Interlocal Agreement with the City of Kent which outlines the areas of ownership and responsibility for the shared South 196t"- 2001" Street Bridge. There is no financial impact. The proposed Agreement was reviewed by the city attorneys from both Tukwila and Kent. Committee Recommendation Unanimous approval. Forward to May 4, 200 Regular Consent Agenda. II. MISCELLANEOUS Staff updated the Committee on the status of financial software. Staff recommends not moving forward with the OpenGov agreement, which was approved by Council in February, and is seeking approval to do further research on Enterprise Resource Planning software and return with a proposed agreement. Committee Recommendation The Committee recommends moving forward with an ERP solution. Staff expects to return with a contract in late summer or early fall when more information is known about the city's financial status. The meeting adjourned at 6:18 p.m. CDJ Committee Chair Approval Minutes by LH 15 16 COUNCIL AGENDA SYNOPSIS ---------------------------------- Initial r Meeting Date Prepared b Mayor's review Council review 05/04/20 7W ITEM INFORMATION ITEMNO. 3.D. STAFF SPONSOR: JAY WITTWER ORIGINAL AGENDA DATE: 05/04/20 AGENDA ITEM TITLE Renew Interlocal Agreement with the South King County Fire Training Consortium CATEGORY ❑ Discussion Mtg Date ® Motion Mtg Date 09104120 ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date SPONSOR ❑Council ❑Mayor ❑HR ❑DCD ❑Finance ®Fire ❑TS ❑P&R ❑Police ❑P1V ❑Court SPONSOR'S Authorize the Mayor to sign an updated Interlocal Agreement with the South King SUMMARY County Fire Training Consortium REVIEWED BY ❑ Trans&Infrastructure ® CommunitySvs/Safety ❑ Finance Comm. ❑ Planning/Economic Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: 4/27/20 COMMITTEE CHAIR: KRULLER RECOMMENDATIONS: SPONSOR/ADMIN. Approval COMMITTEE Unanimous Approval; Forward to Consent Agenda COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $14,000 $52,000 $0 Fund Source: 101 FUND. Comments: Per State law, tourism funds can only be used for tourism promotion. MTG. DATE RECORD OF COUNCIL ACTION 05/04/20 MTG. DATE ATTACHMENTS 05/04/20 Informational Memorandum, dated April 20, 2020 2020ILA 2017ILA SKCFTC Budget Documents Minutes from the 4/27 Community Services & Safety Committee IF/ in City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Tukwila City Council FROM: Jay C. Wittwer, Fire Chief BY: Jay C. Wittwer, Fire Chief CC: Allan Ekberg, Mayor and David Cline, City Administrator DATE: 04/20/2020 SUBJECT: Renew Interlocal Agreement with partners within the Fire Training Consortium ISSUE The Tukwila Fire Department (TFD) is part of the South King County Fire Training Consortium (SKCFTC). The Fire Department is presenting this interlocal agreement (ILA) to the City Council seeking approval. This ILA is renewing for the period of three (3) years, 2020 to 2022. BACKGROUND Approximately six (6) years ago, four (4) fire agencies located in South King County formed a training consortium. This consortium has grown since that time and to date there are thirteen (13) member agencies. It is now time to renew this ILA. The document is attached to this memo, along with the past ILA that covered the period from 2017-2019 DISCUSSION The Fire Department has brought this current ILA before the city council to first review and second to receive approval to move it forward to the consent agenda. The benefits of the consortium far out -weighs the cost associated with membership. Each time a new ILA is brought before the city council it is a highlighted that this training delivery is the "best practice", not only in this region, but is modeled by many across the nation. The firefighters who are members of the consortium receive the same instruction, a high level of training and a cost-effective training delivery that equals to a higher level of safety for the firefighters. This leads to a safer community. ARE The impact of membership to the fire department brings a cost savings by being a part of the training consortium. The over all dollar cost varies year to year, depending on a few factors. TFD does supply training officers to offset the out of pocket costs, that amount is $248K. The number of total firefighters being trained, cost effective measures and economy of scale have all lead to a reduction in operating costs over the past six (6) years. The additional cost for TFD, beyond the two officers, has gone from $52,000 per year to the current rate of $14,000 per year. RECOMMENDATION TFD is requesting this ILA is reviewed and moved forward to the May 4, 2020 consent agenda. ATTACHMENTS 2020— 2023 1 LA 2017 — 2020 1 LA 2 SKCFTC Budget Documents 19 20 South King County Fire Training Consortium (Interlocal Agreement) This agreement is made and entered into by and between the undersigned municipal corporations, collectively referred to as "Agency" or "Agencies." RECITALS 1. This agreement is entered into in conformity with chapter 39.34 RCW, the Interlocal Cooperation Act. 2. The Agencies currently each maintain and operate their own fire departments to provide emergency responder services, including fire protection, fire suppression, and emergency medical services and non -emergent medical care in their respective areas. 3. It is recognized that the Agencies have staff that are performing similar tasks, on a daily basis, and that have varied talents, skills, and expertise; and by allowing the staff to coordinate and collaborate, the skills and abilities of the individuals could be used in a manner that increases the level and efficiency of training. 4. The Agencies desire to provide training at the highest possible level while managing the costs by eliminating duplication of effort and/or expenses where feasible and making the most effective use of combined resources. S. The Agencies have concluded that collaboration based on equal participation would provide the highest level of training with the least duplication and cost and allow for the completion of functions not possible within current funding. C. The South King County Fire Training Consortium has adopted the following Mission and Vision Statements: a. Mission: Develop and deliver superior training to improve performance and safety. b. Vision: Unify and enhance regional training that improves operational consistency, implements industry best practices and promotes a shared culture of excellence. AGREEMENT NOW, THEREFORE, in consideration of the mutual promises and benefits contained herein, it is agreed between the Agencies as follows: 1. Purpose and Scope of Agreement. The purpose and scope of this Agreement is to maintain a Training Consortium to enable joint training activities and operations. Each Agency shall retain full authority for and jurisdiction over fire protection, prevention and suppression, emergency medical services, boundaries, elections, and budgets and all other matters not specifically addressed in this Agreement. 2. Governing Structure of Training Consortium Training Consortium Interlocal Agreement —Page 1 21 2.1. Administrative Board. (a) The Administrative Board shall be composed of the Fire Chief or Administrator of each Agency to this Agreement. The Administrative Board shall be responsible for: (1) Overseeing administration of the fiscal arrangements as set forth in this Agreement ("Fiscal Agent')-, (11) Directing, guiding and overseeing the actions of the Operations Board. (iii) Implementing the recommendations of the Training Chief, and (iv) Communicating with the governing bodies of the Agencies to this Agreement. (b) The Administrative Board shall meet every other month. Members of the Administrative Board shall elect by majority vote a Chief to serve as presiding officer of the Administrative Board. The Chair shall serve a two-year term, which may be renewed by a majority vote. The Chair shall have responsibility to schedule the meetings of the Administrative Board, to serve as presiding officer at board meetings, to gather information and to prepare the agenda for board meetings. In the event a Chair is unable or unwilling to complete his or her term, nominations shall be accepted by the Administrative Board for a replacement Chair, who shall be elected by majority vote of the board and who shall complete the term of the resigning Chair. Each Chief shall have an equal vote on matters that come before the Administrative Board. Any decisions of the Administrative Board that involve the expenditure or obligation of an Agency's funds shall constitute a recommendation to the governing bodies of the Agencies and shall not be effective until the governing bodies of each Agency have approved such recommendation. 2.2. Operations Advisory Team "OAT" (a) The OAT shall be composed of the Training Consortium's Training Chief and the operations chiefs from each Agency to this Agreement. The OAT shall be responsible for: (1) Consulting and communicating with the Training Chief on matters involving Agency operations. (11) Work with the Training Chief to establish consistency in Agency operations. (iii) Work with the Training Chief to insure the training curriculum is consistent with Agency operations. (iv) A designee from the Operations Chiefs in each of zone 1 and zone 3 shall report directly to the Administrative Board. 2.3. Training Consortium Chief. 22 Training Consortium Interlocal Agreement —Page 2 (a) The Training Consortium Chief "Training Chief" shall be appointed by the Administrative Board, selected from one of the agencies of the Training Consortium. The appointment will be for a period of three years. This term may be amended by a majority vote of the administrative board. The Training Chief shall be responsible for: (i) Recommending annual goals and objectives to the Administrative Board; (ii) Developing common operating guidelines for all Agencies; (iii) Developing common training programs, processes, and instructional materials for all Agencies (iv) Developing common training calendars for all Agencies; (v) Performing such other tasks as directed by the Administrative Board. (vi) Developing an annual Budget for the Training Consortium. (vii) Managing the Training Consortium on a day-to-day basis. 2.4. Firefighter Training Advisory Team "FTAT" (a) The FTAT shall be composed of uniformed staff participating in the Training Consortium as appointed by the Training Chief and each agency in a manner that insures each Agency is adequately represented. The FTAT shall be responsible for: (1) Providing feedback and input to the Training Chief regarding the content of the training provided. (11) Coordinating communications between the Training Chief and the employees receiving training from the Training Consortium 3. Joint Decision Making 3.1. This Agreement does not alter the current command structure or organizational responsibilities of any Agency. However, this Agreement will allow for joint decision -making by the Administrative Board to modify command structures or organizational responsibilities relating to training within the Training Consortium. 3.2. Joint decision -making shall be exercised through the Administrative Board and shall apply only to those areas specifically identified by this Agreement. The Administrative Board shall make joint decisions using the following procedure. Joint decisions shall only be made at a meeting of the Administrative Board attended by a quorum of Agency representatives. A majority of the currently appointed Agency representatives shall constitute a quorum. Joint decisions shall be made by a majority vote. A Chief unable to attend a meeting may vote by proxy by either sending a designated representative or by notifying the Administrative Board of the Chiefs vote via email or fax prior to the meeting or by providing a written proxy to another Chief attending the meeting. Training Consortium Interlocal Agreement —Page 3 23 4. Fiscal Arrangements 4.1. The Puget Sound RFA shall be the entity that manages the finances of the Training Consortium as part of the Puget Sound RFA's annual budget. 4.2. On or about August V of each year, the Administrative Board shall approve an annual budget for the Training Consortium's operations that identifies each Agency's personnel and financial responsibilities for the following year. The financial responsibilities will be based on a cost per member as identified by the following components: (a) Training Officer Cast. The cost of a Training Officer shall be based on the average costs of a Puget Sound RFA Battalion Chief, Captain and Firefighter respectively. (b) Administrative Casts. The amount shall cover the Puget Sound RFA's administrative costs in managing the Training Consortium, including funds to reimburse the agency providing the Training Chief, necessary administrative support staff and other civilian positions as approved by the board. (c) Supplies and Maintenance Casts. The amount shall cover the Puget Sound RFA's costs in purchasing consumable supplies, professional services and other expenses associated with the delivery of Training. (d) Facilities Casts. The amount shall cover the South King County Fire Training Consortium facility lease and related expenses, as well as costs associated with the use of Training facilities. (e) Cast Per Member. FTE Cost +Administrative Costs + Supplies and Maintenance Costs + Facility Costs/Total number of unformed members having the rank of Battalion Chief or below = Cost per Member. (f) Annual Agency Cast. The Annual Agency Cost shall be based upon the agency's number of unformed members having the rank of Battalion Chief or below for the budget cycle. (g) The Annual Agency Cost may be satisfied by contributions of personnel (at the FTE value established above), cash, use of training facilities or other services as approved by the Administrative Board. (h) Member agencies may choose to request additional services from the training consortium other than those provided for their uniformed staff. These services may include training events for volunteers or use of the Learning Management System (LMS) for civilians. These additional services shall be provided at the discretion of the Training Chief and with the approval of the Administrative Board. The Training Chief will establish a fee for service that ensures the training is cost neutral for the consortium' 4.3. In the event the Administrative Board determines, during the course of the year, that additional expenditures or contributions from one or more participating Agencies are necessary, the Administrative Board shall make a recommendation/request to the appropriate Agency. Training Consortium Interlocal Agreement —Page 4 24 4.4. In the event an Agency satisfies its Annual Agency Cost with a cash payment, the full value of such cash payment shall be made to the Puget Sound RFA on or before February 1 ' of each year. In the event an Agency that provides personnel or equipment is entitled to receive a cash payment in return, the Training Consortium shall make such cash payment to the Agency on or before February 1st of each year. 5. Resources: This Agreement allows for the collaborative acquisition, use, and management of property and equipment, ("Resources'). Prior to commingling any Resources under this Agreement, all equipment and property with a value of more than $1,000.00 used in the performance of this Agreement shall be appropriately marked and inventoried by the contributing Agency. Ownership of Resources shall remain with the Agency that purchases or provides the Resource. Jointly owned resources, if any, may be purchased pursuant to a separate agreement by the Agencies, and shall be listed in EXHIBIT A to this Agreement "Joint Resources." The ownership and distribution of jointly owned resources shall be governed by the following paragraphs: 5.1. The ownership of Joint Resources acquired after the execution of this agreement shall be documented on Exhibit A. Such Joint Resources shall be owned by the Agencies to this agreement in proportion to the financial and in -kind contribution of each Agency in the year of acquisition of such Resources "Ownership Share." 5.2. If this agreement is terminated as to all Agencies the depreciated value of the Joint Resources acquired under the terms of this agreement shall be divided in accordance with the Ownership Shares. 5.3. In the event an Agency withdraws from this Agreement, such Agency shall be entitled to receive the depreciated value of its Ownership Share in the Joint Resources as determined in the sole reasonable discretion of the Administrative Board. 5. Personnel. Each Agency shall cooperate with the Administrative Board and shall allow its employees and volunteers ("Training Personnel') to perform the functions as assigned by the Training Chief exercising authority under this Agreement. 5.1. The Training Chief shall have the authority to determine the working location and conditions for Training Personnel when assigned to the Training Division. Through the joint decisionmaking process as defined herein, the Agencies may be asked to fill positions or roles not currently staffed within any of the Agencies. Such assignments, if they do not create additional financial responsibilities or litigation impacts for an Agency, shall be controlled by the Administrative Board and shall not require further approval by any Agency. 5.2. Each Agency shall remain as the employer of its own Training Personnel and shall be responsible for establishing and paying Training Personnel compensation and benefits. 5.3. It is understood by the Agencies that the services provided by Training Personnel pursuant to this Agreement will mutually benefit each Agency in proportion to the benefits received by that Agency. Training Consortium Interlocal Agreement —Page 5 25 6.4. The Administrative Board shall establish the chain of command for Training Personnel under this Agreement. However, the responsibility for hiring, evaluating, firing and disciplining Training Personnel shall remain with the employing Agency. An employing Agency may seek input from the Administrative Board in hiring, evaluating, firing or disciplining Training Personnel, but such guidance shall be optional and nonbinding on the Agency seeking guidance. 6.5. Training Personnel filling a shared functional position will be provided an explanation of roles, responsibilities, duties and expectations of the shared position prepared by the Training Chief. 6.6. To the extent this Agreement would result in any personnel changes that affect the wages, benefits or working conditions of any represented employees, the Training Chief shall assist the governing body of the affected employing Agencies and the affected bargaining units to address such impacts prior to the implementation of the change. 7. Training Consortium Chief 7.1. The agency that employs the Training Chief that is appointed by the Administrative Board agrees to hire and staff the Training Consortium Chief position. The agencies intend that the best candidate will be selected by the Administrative Board to serve as the Training Consortium Chief as contemplated by this Agreement. In recognition of this understanding the parties agree to work cooperatively in accordance with the following provisions to assist the Agency that employees the Training Chief in maintaining and rotating this position within the Training Consortium Agencies. (a) The agency that employs the Training Chief will remain the employer of the Training Chief. Accordingly, that Agency shall be solely responsible for all matters related to the Training Chief s human resource management, performance appraisals, employee relations, work related practices, performance effectiveness and responsiveness, conformance with Consortium expectations, and discipline. The Administrative Board will also provide feedback concerning the performance of the said Training Chief to the Agency that is the employer of the Training Chief. 8. Insurance 8.1. The Agencies shall each provide and maintain -suitable commercial general liability and auto liability insurance policies to protect it from casualty losses by reason of the activities contemplated by this Agreement. The limits of liability for each coverage shall be at least $2,000,000 for each occurrence. Each Agency shall provide the Consortium with a Certificate of Liability Insurance or Evidence of Coverage, which the PSRFA shall maintain on file, provided that any Agency that is self -insured will provide a letter of self-insurance as evidence of coverage. 9. Indemnification 26 Training Consortium Interlocal Agreement —Page 6 9.1. Each Agency shall be responsible for the wrongful or negligent actions of its employees while participating in this Agreement, as their respective liability shall appear under the laws of the State of Washington and/or Federal Law, and this Agreement is not intended to diminish or expand such liability. Provided however each Agency, by executing this Agreement hereby expressly appoints the Consortium Training Chief as its limited attorney in fact with the limited express authority to enter into and bind the Agency to liability waivers, indemnification or hold harmless agreements or releases required by third parties for the use of any training facilities, training props or private property necessary for the conduct of Training Consortium operations. 9.2. To that end, each Agency promises to indemnify, defend and hold harmless all the other Agencies from any loss, claim or liability arising from or out of the negligent or otherwise tortious actions or omissions of its employees, officers and officials. Such liability shall be apportioned among the Agencies or other at fault persons or entities in accordance with the laws of the State of Washington. Each agency shall be solely responsible for its own attorney fees and any litigation related costs. 9.3. Nothing herein shall be interpreted to: (a) Waive any defense arising out of RCW Title 51, provided; however, each Agency agrees that its obligations under this provision extend to any claim, demand, and/or cause of action brought by or on behalf of any of its employees or agents. The foregoing indemnity is specifically and expressly intended to constitute a waiver of each Agency's immunity under Washington's Industrial Insurance Act, RCW Title 51, with respect to the other Agencies only, and only to the extent necessary to provide each Agency with a full and complete indemnity of claims made by the other Agency's employees. The Agencies acknowledge that these provisions were specifically negotiated and agreed upon by them. (b) Limit the ability of a participant to exercise any right, defense, or remedy which an Agency may have with respect to third party Agencies or the officer(s) whose action or omission give rise to loss, claim or liability, including but not limited to an assertion that the employee was acting beyond the scope of his or her employment. (c) Cover or require indemnification or payment of any judgment against any individual or Agency for intentionally wrongful conduct outside the scope of employment of any individual or for any judgment for punitive damages against any individual or Agency. Payment of punitive damage awards, fines or sanctions shall be the sole responsibility of the individual against whom said judgment, fine or sanction is rendered and/or his or her employer, should that employer elect to make said payment voluntarily. This agreement does not require indemnification of any punitive damage awards or for any order imposing fines or sanctions. 10. Dispute Resolution. 10.1. Prior to any other action, the Administrative Board shall meet and attempt to negotiate a resolution to any dispute arising under this agreement. Training Consortium Interlocal Agreement —Page 7 27 10.2. If the parties are unable to resolve the dispute through negotiation, any party may demand mediation through a process to be mutually agreed to in good faith between the parties within 30 days. The parties shall share equally the costs of mediation and shall be responsible for their own costs in preparation and participation in the mediation, including expert witness fees and reasonable attorney's fees. 10.3. If a mediation process cannot be agreed upon or if the mediation fails to resolve the dispute, then within 30 calendar days any party may submit the matter to binding arbitration according to the procedures of the Superior Court Rules for Mandatory Arbitration, including the Local Mandatory Arbitration Rules of the King County Superior Court, King County, Washington, as amended, unless the parties agree in writing to an alternative dispute resolution process. The arbitration shall be before a disinterested arbitrator with both parties sharing equally in the cost of the arbitrator. The location of the arbitration shall be mutually agreed or established by the assigned Arbitrator, and the laws of Washington will govern its proceedings. Each party shall be responsible for its own costs in preparing for and participating in the arbitration, including expert witness fees and reasonable attorney's fees. 10.4. Unless otherwise agreed in writing, this dispute resolution process shall be the sole, exclusive and final remedy to or for any party for any dispute regarding this Agreement, and its interpretation, application or breach, regardless of whether the dispute is based in contract, tort, any violation of federal law, state statute or local ordinance or for any breach of administrative rule or regulation and regardless of the amount or type of relief demanded. 11. Term of Agreement 11.1. In the event any Agency shall desire to renegotiate any of the provisions of this agreement, such Agency shall give one-year advance written notice to the other Agencies. The written notice shall specify the provision to be negotiated, the requested change and the reasons therefore. Such requests to renegotiate shall not be considered a notice of termination. 11.2. This agreement shall be effective on January 1, 2020 and shall continue for a term of three (3) years. 12. Termination/Withdrawal 12.1. Any Agency may withdraw from this Agreement at the end of any calendar year by filing with the Administrative Board a notice of termination by December 31st of the preceding calendar year. In the event an Agency terminates its participation under this paragraph but the remaining Agencies continue the Agreement, the Agency that terminated its participation shall be considered a withdrawing Agency that is not entitled to any refund of its prior contributions, but it shall be entitled to reimbursement of its depreciated share of any Jointly Owned Resource and return of any equipment or property owned by the Agency and used by the Consortium under this agreement. 12.2. This agreement may be terminated by consensus of a majority of the Agencies, effective the end of any calendar year, upon giving written notice thereof to the other Agencies by July 1 Training Consortium Interlocal Agreement —Page 8 of the preceding year. In the event of a termination under this paragraph any Joint Resources shall be allocated among the parties in the manner specified in Section 5. 12.3. If an Agency consolidates with another municipal or local government entity through merger, annexation, or through the creation of a Regional Fire Protection Authority, the consolidated entity shall become an Agency to this Agreement and a successor in interest to the Agency's interest on the effective date of the consolidation without any action by the remaining Agencies, unless otherwise required. 13. Additional Agencies. 13.1. Additional Agencies may join the South King County Fire Training Consortium when approved by a majority vote of the Administrative Board and upon approval and execution of this Interlocal Agreement. 13.2. The Administrative Board may authorize one year "Associate Agency" Interlocal Agreements with municipal corporations for one-year trial participation in the South King County Fire Training Consortium. Such Associate Agencies shall be required to agree to the indemnification, insurance and personnel provisions of this Agreement and to contribute financially in accordance with the financial terms in Paragraph 4 but shall have no interest in joint resources and no administrative or decision -making authority. 14. Miscellaneous 14.1. Notices. All communications regarding this Agreement shall be sent to the parties at the addresses listed on the signature page of the Agreement, unless notified to the contrary. Any written notice hereunder shall become effective upon personal service or three (3) business days after the date of mailing by registered or certified mail via the United States Postal Service and shall be deemed sufficiently given if sent to the addressee at the address stated in this Agreement or such other address as may be hereafter specified in writing. 14.2. Benefits. This Agreement is entered into for the benefit of the Agencies to this agreement only and shall confer no benefits, direct or implied, on any third persons. 14.3. Severability. If any provision of this agreement or its application is held invalid, the remainder of this Agreement shall not be affected. 14.4. Amendments. This Agreement represents the entire agreement of the Agencies regarding the subjects addressed herein. Amendments to this Agreement may be proposed by the Administrative Board or by any Agency to the Agreement. To become binding, Amendments must be made in writing and must be recommended for approval by the Administrative Board and approved by the unanimous consent of the Agencies to the Agreement. In the event that changes in federal or state law or changes in the boundaries of any or all Agencies significantly affect the performance of any Agency, the Agencies agree to enter into good faith negotiations so that continuation of the operations of the Training Consortium are not impaired. 15. Execution. Training Consortium Interlocal Agreement —Page 9 29 15.1. This Agreement may be executed in any number of counterparts, each of which shall constitute an original, and all of which will together constitute this one Agreement. IN WITNESS WHEREOF, the Agencies by the signatures of their authorized representatives have executed this Agreement effective upon the date of signatures. SIGNATURE PAGES FOLLOW 30 Training Consortium Interlocal Agreement —Page 10 Puget Sound Regional Fire Authority By: Matthew L Morris `9 e,9 a�9 d3e ,C9e,Ztl � Signature: Date: 01 /16/2020 Approved as to Form. Kev aeosa9o=9os3aez=e��o�sa�ss Brian Snure Attorney for I�FA Renton Regional Fire Authority >3y: Rick Marshall LAG Signature: Dale: 01 /16/2020 City of Tukwila By: Allan Ekberg Signature: Date: 03/26/2020 LO t© ✓ Attest: Christy O'Flaherty City of Tukxvila City Clerk Approved as to Lo�Form:a=a� aa=s«e a Michael Kenyon City of -I-ukwila Attorney Tukwila Fire Department By: Jay Wittwer �9�a8��; wee-jl o`— «� Signature: Dale: 03/26/2020 Training Consortium Interiocal Agreement —Page 11 31 King County Fire District #2 By: Mike Marrs Signature: „=<9o36aaa90edoeo�s,o aaao Date: 01 /28/2020 South King Fire & Rescue By: Vic Pennington Signature: r Date: 03/06/2020 Valley Regional Fire Authority Brent Swearingen Kar.12=<a7.5-79-72-858 59b Signature: Dale: 03/09/2020 Vashon Island Fire and Rescue By: Charles Krimmert G� z ��✓6-4 I Signature: Date: 03/24/2020 Eastside Fire & Rescue By: Jeff Clark L� Signature: eY ...-e-` .5. Date: 03/24/2020 Snoqualmie Fire Department 13y: Mark Correira Lo'%�ah�aa Signature: Date: 03/24/2020 32 Training Consortium Interlocal Agreement —Page 12 King County Fire District #28 By: Randy Fehr L Signature: Date: 03/09/2020 King County Fire District #44 By;: Greg Smith �C ....... ... eo "UZA Signature: Date: 03/23/2020 City of Snoqualmie 13y: Jodi Warren Signature: Lc � Dale: 03/26/2020 King County International Airport Fire Department By: Greg Thomas ....... ... ............ ", Signature: K.d"b51342.c881f 9.13�l'J Date: 03/26/2020 King County Fire District #20 Eric Hicks K., b08941 —83-64-9-24-89UJ Signature: Date: 03/23/2020 Training Consortium Interlocal Agreement —Page 13 33 EXHIBIT A JOINTLY OWNED RESOURCES Training Consortium Interlocal Agreement —Page 14 34 COPY 17-034 Council Approval 10/17/16 South King County Fire Training Consortium (Interlocal Agreement) This agreement is made and entered into by and between the undersigned municipal corporations, collectively referred to as "Agency" or "Agencies." RECITALS 1. This agreement is entered into in conformity with chapter 39.34 RCW, the Interlocal Cooperation Act. 2. The Agencies currently each maintain and operate their own fire departments to provide emergency responder services, including fire protection, fire suppression, and emergency medical services and non -emergent medical care in their respective areas. 3. It is recognized that the Agencies have staffs that are performing similar tasks on a daily basis and that have varied talents, skills, and expertise; and by allowing the staff to coordinate and collaborate, the skills and abilities of the individuals could be used in a manner that increases the level and efficiency of training. 4. The Agencies desire to provide training at the highest possible level while managing the costs by eliminating duplication of effort and/or expenses where feasible and making the most effective use of combined resources. 5. The Agencies have concluded that collaboration based on equal participation would provide the highest level of training with the least duplication and cost and allow for the completion of functions not possible within current funding. 6. The South King County Fire Training Consortium was initially created in 2013 and has adopted the following Mission and Vision Statements: a. Mission: Develop and deliver superior training to improve performance and safety. b. Vision: Unify and enhance regional training that improves operational consistency, implements industry best practices and promotes a shared culture of excellence. AGREEMENT NOW, THEREFORE, in consideration of the mutual promises and benefits contained herein, it is agreed between the Agencies as follows: 1. Purpose and Scope of Agreement. The purpose and scope of this Agreement is to formally establish a Training Consortium to further implementation of joint training activities and operations. Each Agency shall retain full authority for and jurisdiction over fire protection, prevention and suppression, emergency medical services, boundaries, elections, and budgets and all other matters not specifically addressed in this Agreement. Training Consortium Interlocal Agreement —Page 1 35 2. Governing Structure of Training Consortium 2.1. Administrative Board. (a) The Administrative Board shall be composed of the Fire Chief of each Agency to this Agreement. The Administrative Board shall be responsible for: (i) Overseeing administration of the fiscal arrangements as set forth in this Agreement ("Fiscal Agent"); (ii) Directing, guiding and overseeing the actions of the Operations Board. (iii) Implementing the recommendations of the Training Chief; and (iv) Communicating with the governing bodies of the Agencies to this Agreement. (b) The Administrative Board shall meet a minimum of twice per year. Members of the Administrative Board shall elect by majority vote, after nominations at the first board meeting, a Chief to serve as presiding officer of the Administrative Board. The Chair shall serve a two-year term. The Chair shall have responsibility to schedule the meetings of the Administrative Board, to serve as presiding officer at board meetings, to gather information and to prepare the agenda for board meetings. In the event a Chair is unable or unwilling to complete his or her term, nominations shall be accepted by the Administrative Board for a replacement Chair, who shall be elected by majority vote of the board and who shall complete the term of the resigning Chair. Each Chief shall have an equal vote on matters that come before the Administrative Board. Any decisions of the Administrative Board that involve the expenditure or obligation of an Agency's funds shall constitute a recommendation to the governing bodies of the Agencies and shall not be effective until the governing bodies of each Agency have approved such recommendation. 2.2. Operations Advisory Team "OAT" (a) The OAT shall be composed of the Training Consortium's Training Chief and the operations chiefs from each Agency to this Agreement. The OAT shall be responsible for: (i) Consulting and communicating with the Training Chief on matters involving Agency operations. (ii) Work with the Training Chief to establish consistency in Agency operations. (iii) Work with the Training Chief to insure the training curriculum is consistent with Agency operations. 2.3. Training Consortium Chief. (a) The Training Consortium Chief "Training Chief' shall be the Kent RFA Training Deputy Chief. The Training Chief shall be responsible for: 36 Training Consortium Interlocal Agreement —Page 2 (i) Recommending annual goals and objectives to the Administrative Board; (ii) Developing common operating guidelines for all Agencies; (iii) Developing common training programs, processes, and instructional materials for all Agencies (iv) Developing common training calendars for all Agencies; (v) Performing such other tasks as directed by the Administrative Board. (vi) Developing an annual Budget for the Training Consortium. (vii) Managing the Training Consortium on a day-to-day basis. 2.4. Firefighter Training Advisory Team "FIAT" (a) The FTAT shall be composed of firefighters and medics participating in the Training Consortium as appointed by the Training Chief in a manner that insures each Agency is represented on the committee with representatives proportional to the number of the Agency's employees receiving training from the Training Consortium. The FTAT shall be responsible for: (i) Providing feedback and input to the Training Chief regarding the content of the training provided. (ii) Coordinating communications between the Training Chief and the employees receiving training from the Training Consortium 3. Joint Decision Making 3.1. This Agreement does not alter the current command structure or organizational responsibilities of any Agency. However, this Agreement will allow for joint decision - making by the Administrative Board to modify command structures or organizational responsibilities relating to training within the Training Consortium. 3.2. Joint decision -making shall be exercised through the Administrative Board and shall apply only to those areas specifically identified by this Agreement. The Administrative Board shall make joint decisions using the following procedure. Joint decisions shall only be made at a meeting of the Administrative Board attended by a quorum of Agency representatives. A majority of the currently, appointed Agency representatives shall constitute a quorum. Joint decisions shall be made by a majority vote. A Chief unable to attend a meeting may vote by proxy by either sending a designated representative or by notifying the Administrative Board of the Chiefs vote via email or fax prior to the meeting or by providing a written proxy to another Chief attending the meeting. 4. Fiscal Arrangements 4.1. The Kent RFA shall be the entity that manages the finances of the Training Consortium as part of the Kent RFA's annual budget. Training Consortium Interlocal Agreement —Page 3 37 4.2. On 'or before August 1" of each year, the Administrative Board shall prepare an annual budget for the Training Consortium's operations that identifies each Agency's personnel and financial responsibilities for the following year. The financial responsibilities will be based on a cost per member (based on having one FTE per 45 members) recommended by the Training Chief and approved by the Administrative Board using the following components: (a) FTE Cost. The cost of an FTE (regardless of rank) shall be based on the average fully burdened cost of a Kent RFA Battalion Chief, Captain and Firefighter. (b) Administrative Fee. An administrative fee of 13% of the FTE Cost designed to cover the Kent RFA's administrative costs in managing the Training Consortium including a portion of the cost of the Training Chief and necessary administrative staff support. (c) Supplies and Maintenance Fee. A supplies and maintenance fee of 13% of the FTE Cost designed to cover the Kent RFA's costs in purchasing consumable supplies and for maintaining the Kent RFA's training facilities and equipment. (d) Cost Per Member. FTE Cost +Administrative Fee + Supplies and Maintenance Fee/45 = Cost per Member. (e) Cost per Non - Firefighter Member (Medic One) Eighty percent of Cost Per Member. (f) Cost per Volunteer Member. Seventy percent of Cost Per Member in the event the Administrative Board authorizes charging for Volunteer Members. (g) Annual Agency Cost. The Annual Cost shall be based upon the number of budgeted full time employees (FTE) of each Agency for the budget cycle. (For example, cost per Member x Total budgeted Agency Members enrolled = Annual Agency Cost). Adjusted as necessary for Volunteer Members and Non -Firefighter Members (Medic One). (h) The Annual Agency Cost of each agency may be satisfied by contributions of personnel (at the FTE value established above), cash, property or other services as approved by the Administrative Board. 4.3. In the event the Administrative Board determines during the course of the year that additional expenditures or contributions from one or more participating Agencies are necessary, the Administrative Board shall make a recommendation/request to the appropriate Agency. 4.4. In the event an Agency satisfies its Annual Agency Cost with a cash payment, the full value of such cash payment shall be made to the Kent RFA on or before February I` of each year. In the event an Agency that provides personnel or equipment is entitled to receive a cash payment in return, the Training Consortium shall make such cash payment to the Agency on or before February 1 st of each year. 5. Resources: This Agreement allows for the collaborative acquisition, use, and management of property and equipment, ("Resources"). Prior to commingling any Resources under this Agreement, all equipment and property with a value of more than $1,000.00 used in the 38 Training Consortium Interlocal Agreement —Page 4 performance of this Agreement shall be appropriately marked and inventoried by the contributing Agency. Ownership of Resources shall remain with the Agency that purchases or provides the Resource. Jointly owned resources, if any, may be purchased pursuant to a separate agreement by the Agencies, and shall be listed in EXHIBIT A to this Agreement "Joint Resources." The ownership and distribution of jointly owned resources shall be governed by. the following paragraphs: 5.1. The ownership of Joint Resources acquired after the execution of this agreement shall be documented on Exhibit A. Such Joint Resources shall be owned by the Agencies to this agreement in proportion to the financial and in -kind contribution of each Agency in the year of acquisition of such Resources "Ownership Share." 5.2. If this agreement is terminated as to all Agencies the depreciated value of the Joint Resources acquired under the terms of this agreement shall be divided in accordance with the Ownership Shares. 5.3. In the event an Agency withdraws from this Agreement, such Agency shall be entitled to receive the depreciated value of its Ownership Share in the Joint Resources as determined in the sole reasonable discretion of the Administrative Board. 6. Personnel. Each Agency shall cooperate with the Administrative Board and shall allow its employees and volunteers ("Training Personnel") to perform the functions as assigned by the Training Chief exercising authority under this Agreement. 6.1. The Training Chief shall have the authority to determine the working location and conditions for Training Personnel when assigned to the Training Division. Through the joint decision making process as defined herein, the Agencies may be asked to fill positions or roles not currently staffed within any of the Agencies. Such assignments, if they do not create additional financial responsibilities or litigation impacts for an Agency, shall be controlled by the Administrative Board and shall not require further approval by any Agency. 6.2. Each Agency shall remain as the employer of its own Training Personnel and shall be responsible for establishing and paying Training Personnel compensation and benefits. 6.3. It is understood by the Agencies that the services provided by Training Personnel pursuant to this Agreement will mutually benefit each Agency in proportion to the benefits received by that Agency. 6.4. The Administrative Board shall establish the chain of command for Training Personnel under this Agreement. However, the responsibility for hiring, evaluating, firing and disciplining Training Personnel shall remain with the employing Agency. An employing Agency may seek input from the Administrative Board in hiring, evaluating, firing or disciplining Training Personnel, but such guidance shall be optional and nonbinding on the Agency seeking guidance. 6.5. Training Personnel filling a shared functional position will be provided an explanation of roles, responsibilities, duties and expectations of the shared position prepared by the Training Chief. Training Consortium Interlocal Agreement —Page 5 39 6.6. To the extent this Agreement would result in any personnel changes that affect the wages, benefits or working conditions of any represented employees, the Training Chief shall assist the governing body of the affected employing Agencies and the affected bargaining units to address such impacts prior to the implementation of the change. 7. Training Consortium Chief 7.1. The Kent RFA agrees to hire and staff the Training Consortium Chief position. The Agencies intend that the Kent RFA Training Deputy Chief will serve as the Training Consortium Chief as contemplated by this Agreement. In recognition of this understanding the parties agree to work cooperatively in accordance with the following provisions to assist Kent RFA in maintaining its Training Deputy Chief position. (a) Kent RFA shall be the employer of the Training Deputy Chief. Accordingly, Kent RFA shall be solely responsible for all matters related to the Training Deputy Chief s human resource management, performance appraisals, employee relations, work related practices, performance effectiveness and responsiveness, conformance with Consortium expectations, and discipline (b) Kent. RFA shall be solely responsible for the salary and benefits of its Training Deputy Chief and the Training Deputy Chief shall be considered "Training Personnel" pursuant to Paragraph 6 of this Agreement. 8. Insurance 8.1. The Agencies shall each provide and maintain -suitable commercial general liability and auto liability insurance policies to protect it from casualty losses by reason of the activities contemplated by this Agreement. The limits of liability for each coverage shall be at least $2,000,000 each occurrence. Each Agency shall provide the Consortium with a Certificate of Liability Insurance or Evidence of Coverage, which the Kent RFA shall maintain on file, provided that any Agency that is self -insured will provide a letter of self-insurance as evidence of coverage. 9. Indemnification 9.1. Each Agency shall be responsible for the wrongful or negligent actions of its employees while participating in this Agreement as their respective liability shall appear under the laws of the State of Washington and/or Federal Law and this Agreement is not intended to diminish or expand such liability. Provided however each Agency, by executing this Agreement hereby expressly appoints the Training Consortium Chief as its limited attorney in fact with the limited express authority to enter into and bind the Agency to liability waivers, indemnification or hold harmless agreements or releases required by third parties for the use of any training facilities, training props or private property necessary for the conduct of Training Consortium operations. 9.2. To that end, each Agency promises to indemnify, defend and hold harmless all the other Agencies from any loss, claim or liability arising from or out of the negligent or otherwise tortious actions or omissions of its employees, officers and officials. Such liability shall be apportioned among the Agencies or other at fault persons or entities in accordance with the 40 1 Training Consortium Interlocal Agreement —Page 6 laws of the State of Washington. Each agency shall be solely responsible for its own attorney fees and any litigation related costs. 9.3. Nothing herein shall be interpreted to: (a) Waive any defense arising out of RCW Title 51, provided; however, each Agency agrees that its obligations under this provision extend to any claim, demand, and/or cause of action brought by or on behalf of any of its employees or agents. The foregoing indemnity is specifically and expressly intended to constitute a waiver of each Agency's immunity under Washington's Industrial Insurance Act, RCW Title 51, with respect to the other Agencies only, and only to the extent necessary to provide each Agency with a full and complete indemnity of claims made by the other Agency's employees. The Agencies acknowledge that these provisions were specifically negotiated and agreed upon by them. (b) Limit the ability of a participant to exercise any right, defense, or remedy which an Agency may have with respect to third party Agencies or the officer(s) whose action or omission give rise to loss, claim or liability, including but not limited to an assertion that the employee was acting beyond the scope of his or her employment. (c) Cover or require indemnification or payment of any judgment against any individual or Agency for intentionally wrongful conduct outside the scope of employment of any individual or for any judgment for punitive damages against any individual or Agency. Payment of punitive damage awards, fines or sanctions shall be the sole responsibility of the individual against whom said judgment, fine or sanction is rendered and/or his or her employer, should that employer elect to make said payment voluntarily. This agreement does not require indemnification of any punitive damage awards or for any order imposing fines or sanctions. 10. Dispute Resolution. 10.1. Prior to any other action, the Administrative Board shall meet and attempt to negotiate a resolution to any dispute arising under this agreement. 10.2. If the parties are unable to resolve the dispute through negotiation, any party may demand mediation through a process to be mutually agreed to in good faith between the parties within 30 days. The parties shall share equally the costs of mediation and shall be responsible for their own costs in preparation and participation in the mediation, including expert witness fees and reasonable attorney's fees. 10.3. If a mediation process cannot be agreed upon or if the mediation fails to resolve the dispute, then within 30 calendar days any party may submit the matter to binding arbitration according to the procedures of the Superior Court Rules for Mandatory Arbitration, including the Local Mandatory Arbitration Rules of the King County Superior Court, King County, Washington, as amended, unless the parties agree in writing to an alternative dispute resolution process. The arbitration shall be before a disinterested arbitrator with both parties sharing equally in the cost of the arbitrator. The location of the arbitration shall be mutually agreed or established by the assigned Arbitrator, and the laws of Washington will govern its proceedings. Each party shall be responsible for its own costs in preparing for Training Consortium Interlocal Agreement —Page 7 41 and participating in the arbitration, including expert witness fees and reasonable attorney's fees. 10.4. Unless otherwise agreed in writing, this dispute resolution process shall be the sole, exclusive and final remedy to or for any party for any dispute regarding this Agreement, and its interpretation, application or breach, regardless of whether the dispute is based in contract, tort, any violation of federal law, state statute or local ordinance or for any breach of administrative rule or regulation and regardless of the amount or type of relief demanded. 11. Term of Agreement 11.1. In the event any Agency shall desire to renegotiate any of the provisions of this agreement, such Agency shall give one-year advance written notice to the other Agencies. The written notice shall specify the provision to be negotiated, the requested change and the reasons therefore. Such requests to renegotiate shall not be considered a notice of termination. 11.2. This agreement shall be effective on January 1, 2017 and shall continue for a term of three (3) years. 12. Termination/Withdrawal 12.1. Any Agency may withdraw from this Agreement at the end of any calendar year by filing with the Administrative Board a notice of termination by December 31 st of the preceding calendar year. In the event an Agency terminates its participation under this paragraph but the remaining Agencies continue the Agreement, the Agency that terminated its participation shall be considered a withdrawing Agency that is not entitled to any refund of its prior contributions, but it shall be entitled to reimbursement of its depreciated share of any Jointly Owned Resource and return of any equipment or property owned by the Agency and used by the Consortium under this agreement. 12.2. This agreement may be terminated by consensus of a majority of the Agencies, effective the end of any calendar year, upon giving written notice thereof to the other Agencies by July 1 of the preceding year. In the event of a termination under this paragraph any Joint Resources shall be allocated among the parties in the manner specified in Section 5. 12.3. If an Agency consolidates with another municipal or local government entity through merger, annexation, or through the creation of a Regional Fire Protection Authority, the consolidated entity shall become an Agency to this Agreement and a successor in interest to the Agency's interest on the effective date of the consolidation without any action by the remaining Agencies, unless otherwise required. 13. Additional Agencies. 13.1. Additional Agencies may join the South King County Fire Training Consortium when approved by a majority vote of the Administrative Board and upon approval and execution of this Interlocal Agreement. 13.2. The Administrative Board may authorize one year "Associate Agency" Interlocal Agreements with municipal corporations for one year trial participation in the South King County Fire Training Consortium. Such Associate Agencies shall be required to agree to the 42 Training Consortium Interlocal Agreement —Page 8 indemnification, insurance and personnel provisions of this Agreement and to contribute financially in accordance with the financial terms in Paragraph 4 but shall have no interest in joint resources and no administrative or decision making authority. 14. Miscellaneous 14.1. Notices. All communications regarding this Agreement shall be sent to the parties at the addresses listed on the signature page of the Agreement, unless notified to the contrary. Any written notice hereunder shall become effective upon personal service or three (3) business days after the date of mailing by registered or certified mail via the United States Postal Service, and shall be deemed sufficiently given if sent to the addressee at the address stated in this Agreement or such other address as may be hereafter specified in writing. 14.2. Benefits. This Agreement is entered into for the benefit of the Agencies to this agreement only and shall confer no benefits, direct or implied, on any third persons. 14.3. Severability. If any provision of this agreement or its application is held invalid, the .remainder of this Agreement shall not be affected. 14.4. Amendments. This Agreement represents the entire agreement of the Agencies regarding the subjects addressed herein. Amendments to this Agreement may be proposed by the Administrative Board or by any Agency to the Agreement. To become binding, Amendments must be made in writing and must be recommended for approval by the Administrative Board and approved by the unanimous consent of the Agencies to the Agreement. In the event that changes in federal or state law or changes in the boundaries of any or all Agencies significantly affect the performance of any Agency, the Agencies agree to enter into good faith negotiations so that continuation of the operations of the Training Consortium are not impaired. 15. Execution. 15.1. This Agreement may be executed in any number of counterparts, each of which shall constitute an original, and all of which will together constitute this one Agreement. IN WITNESS WHEREOF, the Agencies by the signatures of their authorized representatives have executed this Agreement effective upon the date of signatures. SIGNATURE PAGES FOLLOW Training Consortium Interlocal Agreement —Page 9 43 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY LE DATE: APPROVED AS TO FORM: Brian Snure, Attorney for RFA NOTICES TO BE SENT TO: Fire Chief 24611 116th Ave. S.E. Kent, WA 98030 CITY OF TUKWILA By: 19llan �K rr►�yvr� DATE: IM R-P- Ok `1, Z 011 ATTEST: City Clerk APPROVED AS TO FORM: LQ.L City Attorney NOTICES TO BE SENT TO: 44 Training Consortium Interlocal Agreement —Page 10 KING COUNTY FIRE PROTECTION DISTRICT NO.2 DATE: APPROVED AS TO FORM: Attorney for District NORTH HIGHLINE FIRE DISTRICT DATE: APPROVED AS TO FORM: Attorney For District NOTICES TO BE SENT TO: NOTICES TO BE SENT TO: Training Consortium Interlocal Agreement —Page 11 45 KING COUNTY FIRE PROTECTION DISTRICT NO.20 Lo DATE: APPROVED AS TO FORM: Attorney for District NOTICES TO BE SENT TO: MAPLE VALLEY FIRE & RESCUE DATE: APPROVED AS TO FORM: Attorney For District NOTICES TO BE SENT TO: 46 Training Consortium Interlocal Agreement —Page 12 VALLEY REGIONAL FIRE RENTON REGIONAL FIRE AUTHORITY AUTHORITY By: By: DATE: DATE: APPROVED AS TO FORM: APPROVED AS TO FORM: Attorney for RFA Attorney for RFA NOTICES TO BE SENT TO: NOTICES TO BE SENT TO: Training Consortium Interlocal Agreement —Page 13 47 KING COUNTY FIRE PROTECTION DISTRICT NO.28 By: DATE: APPROVED AS TO FORM: Attorney for District NOTICES TO BE SENT TO: VASHON ISLAND FIRE AND RESCUE By: DATE: APPROVED AS TO FORM: Attorney For District NOTICES TO BE SENT TO: 48 Training Consortium Interlocal Agreement —Page 14 EXHIBIT A JOINTLY OWNED RESOURCES Training Consortium Interlocal Agreement —Page 15 49 50 0 SOUTH KING COUNTY FIRE TRAINING CONSORTIUM April 1, 2020 AGENCY CONSORTIUM CONTRIBUTION 2020 Tukwila Fire Department The 2020 invoice, as approved by the Admin Board, will be billed in two (2) installments. This first invoice, for the months of January Is' through June 3011, is based on a per member cost of $4,169. The number is derived from the formula outlined in the interlocal agreement. 2020 Training Consortium Contribution This number is derived as follows: 61 personnel at the rank of Battalion Chief or below • Cost per Member 61 @ $ 4,169 $ 258,478.00 • Credit o Training Officers $ - 248,000.00 (1.6-Captains) 2020 Total Cost $ 10,478.00 Invoice #1— January 15Y to June 30' fiscal contribution is $ 5,239.00 2020 Annual eLogic Learning Management System (LMS) $ 1,666.98 Cost per user $ 26.46 Current user count = 63 User count includes Uniform Personnel, Recruits, Chief Officers, Volunteers, & Civilian users Invoice Total for 01/01/2020 - 06/30/2020 Consortium Contribution $ 6,905.98 "UNIFIED TRAINING FOR REGIONAL EXCELLENCE" 20811 84 Ave South, Suite 106, Kent,WA 98032 • P: 253.856.4330 • F: 253.856.6331 51 52 2020 SKCFTC Budget Worksheet January 1 through July 31(Totals in this table are based on the full year, so semester 1 invoices will be %Z the listed amount) SKCFTC - 13 agencies Administrative Cost Admin FTEs (DC, 3 civilians) 5500,000 Admin Support (legal, finance, IT, etc) $25,000 Wellness/Fitness $140,000 Reception (proposed ILA with KC)-$20,000 Supplies Office supplies, plywood, cars for extrication, etc $26a,aa0 Facilities Tower maintenance at stations 14, 68 and 74 *** $180,000 Office Facility Lease, SKFTC Building $162,000 Maintenance contract, insurance at SKFTC Building $30,000 Admin and Supplies Total $1,277,aa0 Training Staff Cost FF/Eng Lt/Capt BC Cost by Agency Burien/North Highline 1 $155,000 Eastside 1 2 $450,000 Enumclaw 0.1 $15,500 King County ARFF Mountainview 0.5 $77,500 Puget Sound RFA 1.5 3 1 $845,000 Renton RFA 2 1 $480,000 Skyway Snoqualmie South King 2.6 $403,000 Tukwila 1.6 $248,000 Vashon VRFA 0.1 1 1 $339,000 Staff Total 2.6 13.8 3 $3,013,Uao Total SKCFTC Expenses 1 $4,290,000.00 Expenses Credits Cash total TOs: 19.4 per student cost: $4,169 Uniformed Staff Percentage of SKCFTC Total Cost of Career Staff Training Staff Percentage of Training Officers Facility Total Credit 2020 Balance 2019 Combined Change '19/'20 Burien/NH 66 6.4% $275,160 $155,000 5.2% $155,000 $120,160 $115,220 $4,940 Eastside 138 13.4% $575,335 $450,000 15.5% $450,000 $125,335 $115,006 $10,329 Enumclaw 16 1.6% $66,706 $15,500 0.5% $15,500 $51,206 $50,008 $1,198 King County ARFF 18 1.7% $75,044 $75,044 $73,696 $1,347 Mountainview 21 2.0% $87,551 $77,500 2.6% $77,500 $10,051 $8,479 $1,572 Puget Sound 271 26.3% $1,129,825 $845,000 28.4% $60,000 $905,000 $224,825 $169,541 $55,284 Renton 144 14.0% $600,350 $480,000 15.5% $60,000 $540,000 $60,350 $64,572 $4,222 Skyway 10 1.0% $41,691 $41,691 $40,942 $748 Snoqualmie 12 1.2% $50,029 $50,029 South King 142 13.8% $592,012 $403,000 13.4% 560,000 $463,000 $129,012 Tukwila 66 6.4% $275,160 $248,000 8.2% $248,000 $27,160 $22,220 $4,940 Vashon 16 1.6% $66,706 $66,706 $65,508 $1,198 VRFA 109 10.6% $454,431 $339,000 10.8% $339,000 $115,431 $9,273 $106,159 *Training Officer cost/credits are FF/Eng @ 140, Lt/Capt @ 155, BC @ 170 W 54 City of Tu kwi City Council Community Services & Safety Committee Meeting Minutes April 27, 2020 - 5:30 p.m. - Electronic Meeting due to COVID-19 Emergency Councilmembers Present: Kate Kruller, Chair; Thomas McLeod, Cynthia Delostrinos Johnson Staff Present: Laurel Humphrey, Bruce Linton, Jay Wittwer, Rachel Bianchi, Niesha Fort -Brooks, Eric Drever Chair Kruller called the meeting to order at 5:30 p.m. I. BUSINESS AGENDA A. Interlocal Agreement: South King County Fire Training Consortium Staff is seeking Council approval to renew the Interlocal Agreement for continued participation in the Consortium in the amount of $14,000 per year plus $248,000 for two training officers. Committee Recommendation: Unanimous approval. Forward to May4, 2020 Regular Consent Agenda. B. Resolution: Valley Special Weapons and Tactics Interlocal Agreement Addendum Staff is seeking Council approval of a resolution that would addend the Valley Swat Interlocal Agreement to admit the City of Des Moines. Committee Recommendation: Unanimous approval. Forward to May4, 2020 Regular Consent Agenda. C. Purchase of mResilience Application Staff is seeking Committee approval to purchase licensing for the mResilience mobile application that gives officers access to peer support, mental health professionals, stress management tools, and resiliency training. The cost is $5000 and is available from the federal seizure fund. Committee Recommendation: Unanimous approval. D. Seattle City Light Pole Yard Staff updated the Committee on the Seattle City Light pole yard located in the Allentown neighborhood that has generated odor complaints from residents. Committee question(s) requiring follow up • Provide the contact and reporting information for Puget Sound Clean Air Authority so Councilmembers can help get the information out. 55 56 COUNCIL AGENDA SYNOPSIS ---------------------------------- Initials Meeting Date Prepared b Mayor's review Council review 05/04/20 RZ ITEM INFORMATION ITEMNO. 3.E. STAFF SPONSOR: BRUCE LINTON ORIGINAL AGENDA DATE: 05/04/20 AGENDA ITEM TITLE Addendum to Vally SWAT Interlocal Agreement CATEGORY ❑ Discussion Mtg Date ❑ Motion Mtg Date ® Resolution Mtg Date 09104120 ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑Other Mtg Date SPONSOR ❑Council ❑Mayor ❑HR ❑DCD ❑Finance ❑Fire ❑TS ❑P&R ®Police ❑P1-V ❑Court SPONSORS The Committee is being asked to approve the City of Des Moines' induction to the Valley SUMMARY SWAT Interlocal Agreement. Staff is asking Council to forward this item to the next Regular Council meeting for the consent agenda REVIEWED BY ❑ Trans&Infrastructure ❑ CommunitySvs/Safety ❑ Finance Comm. ❑ Planning/Economic Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: 4/27/20 COMMITTEE CHAIR: RECOMMENDATIONS: SPONSOR/ADMIN. Police COMMITTEE Unanimous Approval; Forward to Committee of the Whole COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 5/04/20 MTG. DATE ATTACHMENTS 05/04/20 Valley SWAT ILA Addendum- Informational Memo dated 3/6/20 Draft resolution amending ILA 2010-2011 Interlocal Agreement Minutes from the 4/27 Community Services and Safety Committee 57 w City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Community Service and Safety Committee FROM: Bruce Linton, Police Chief BY: Bruce Linton CC: Mayor Allan Ekberg DATE: March 6, 2020 SUBJECT: Valley SWAT Interlocal Addendum ISSUE The City of Des Moines petitioned the Valley SWAT Executive Board to become a member of the Valley SWAT Interlocal Agreement ("ILA") and received unanimous approval from the Board. Pursuant to the ILA, additional members may only be added upon Council approval from each member city, including the City of Tukwila. BACKGROUND In 2010, the municipalities of Auburn, Federal Way, Kent, Renton, Tukwila, and the Port of Seattle executed the ILA for the purpose of establishing and maintaining a multi -jurisdictional SWAT Team to respond to high risk criminal occurrences. In accordance with Section IV of the ILA, the City of Des Moines' admission as a member of Valley SWAT may be accomplished by Council approval from each member city and an addendum to the current ILA. DISCUSSION The City of Des Moines Police Department has been valued partner in many mutual aid occurrences and other collaborative efforts. In an effort to equitably share in the responsibilities and resourcing of an overall regional effort, the agency is committing to the overall goal of shared contribution. FINANCIAL IMPACT There is no additional financial impact beyond the original agreement. RECOMMENDATION The Committee is being asked to approve the City of Des Moines' induction to the Valley SWAT Interlocal Agreement. Staff is asking Council to forward this item to the next Regular Council meeting for the consent agenda. Attachment: Draft Resolution amending ILA The 2010-2011 SWAT Interlocal Agreement. W:12020 Info Memos\Valley SWAT ILA Addendum - Informational Memo (Bruce Linton) -ADT Edits.docx 59 City of Tukwila Washington Resolution No. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, APPROVING ADMISSION OF THE CITY OF DES MOINES AS A MEMBER OF THE VALLEY SWAT TEAM SUBJECT TO THE TERMS OF THE EXISTING INTERLOCAL COOPERATIVE AGREEMENT BETWEEN AUBURN, FEDERAL WAY, KENT, RENTON, TUKWILA, AND THE PORT OF SEATTLE FOR THE CREATION OF THE VALLEY SPECIAL WEAPONS AND TACTICS (SWAT) TEAM. WHEREAS, in 2011, the municipalities of Auburn, Federal Way, Kent, Renton, Tukwila, and the Port of Seattle executed an Interlocal Cooperative Agreement (ILA) for the purpose of establishing and maintaining a multi -jurisdictional Valley Special Weapons and Tactics (SWAT) Team to respond to high risk criminal occurrences; and WHEREAS, pursuant to Section IV of the ILA ("Formation"), the future admission of a jurisdiction as a member of the Valley SWAT Team may be accomplished by an addendum to the agreement; and WHEREAS, the City of Des Moines has petitioned the Valley SWAT Executive Board for membership and has received unanimous approval subject to approval of the governing body of each existing participating jurisdiction; and WHEREAS, upon approval by all participating jurisdictions, the City of Des Moines will be admitted as a member of the Valley SWAT Team subject to the terms of the existing Valley SWAT Team ILA; and WHEREAS, the Tukwila City Council finds that approving and adopting this resolution to admit the City of Des Moines as a member of the Valley SWAT Team ILA is in the best public interest; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: WAWord Processing\Resolutions\SWAT Interlocal—Des Moines added 1 4-16-20 BL: Review and analysis by Barbara Saxton Page 1 of 2 61 The Tukwila City Council finds that it is in the best interest of the public to admit the City of Des Moines as a member of the Valley Special Weapons and Tactics (SWAT) Team subject to the terms of the existing Interlocal Cooperative Agreement between Auburn, Federal Way, Kent, Renton, Tukwila, and the Port of Seattle. Accordingly, the city of Des Moines' petition for admission as a member of the Valley SWAT Team is hereby approved and adopted. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of , 2020. ATTEST/AUTH ENTICATED: Christy O'Flaherty, MMC, City Clerk APPROVED AS TO FORM BY: Office of the City Attorney De'Sean Quinn, Council President Filed with the City Clerk: Passed by the City Council: Resolution Number: WAWord Process ing\Resolutions\SWAT Interlocal—Des Moines added 1 4-16-20 BL: Review and analysis by Barbara Saxton 62 Page 2 of 2 11-087 Council Approval 2122111 INTERLOCAL COOPERATIVE AGREEMENT BETWEEN AUBURN, FEDERAL WAY, KENT, RENTON, TUKWILA, AND THE PORT OF SEATTLE, FOR CREATION OF THE VALLEY SPECIAL WEAPONS AND TACTICS TEAM I. PARTIES The parties to this Agreement are the Port of Seattle and the municipalities of Auburn, Federal Way, Kent, Renton, and Tukwila, each of which is a municipal corporation operating under the laws of the State of Washington. II. AUTHORITY This Agreement is entered into pursuant to Chapters 10.93, 39.34, and 53.08 of the Revised Code of Washington. III. PURPOSE The parties hereto desire to establish and maintain a multi jurisdictional SWAT Team to effectively respond to high risk criminal occurrences as described below. IV. FORMATION There is hereby created a multi -jurisdictional Team to be hereafter known as the "Valley Special Weapons and Tactics Team" ("VSWAT"), the members of which shall be the Port of Seattle, and the cities of Auburn, Federal Way, Kent, Renton, and Tukwila. The SWAT Team has been in existence for some time, and this Agreement is being re- entered into in order to remove the City of Des Moines as a SWAT Team member. The future admission or elimination of a jurisdiction as a member of the SWAT Team may be accomplished by an addendum to this agreement. V. STATEMENT OF PROBLEM King County and the municipalities within the Puget Sound area have experienced increasingly violent criminal confrontations due to, among other reasons, increased gang activity; increased drug abuse, distribution, and manufacturing; increased urbanization; and increased population densities. The ability to safely control, contain, and resolve high risk criminal incidents such as civil disobedience, barricaded subjects, hostage situations, gang member arrests, high risk felony arrests, and narcotic or high risk search warrants has strained the resources of the members' individual police departments. Law enforcement efforts directed at dealing with these high risk criminal incidents have, for the most part, been conducted by law enforcement agencies working independently. VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 1 � 63 A multi -jurisdictional effort to handle specific high risk criminal incidents, as well as incidents involving weapons of mass destruction, results in more effective pooling of personnel, improved utilization of municipal funds, reduced duplication of equipment, improved training, development of specialized expertise, and increased utilization/application of a combined special response team. This results in improved services for the citizens of all participating jurisdictions, increased safety for officers and the community, and improved cost effectiveness. VI. TEAM OBJECTIVES The individual specialty units from each participating jurisdiction will be consolidated and combined to form the VSWAT Team. The SWAT Team shall service each participating jurisdiction. The VSWAT Team may also be available to outside law enforcement agencies as provided by chapter 10.93 RCW. The objective of the VSWAT Team is to respond to specific high risk criminal incidents in a manner that provides for the effective use of personnel, equipment, funds, and training. The VSWAT Team shall respond as requested by any of the participating jurisdictions and provide a coordinated response to high -risk incidents. As special needs arise, it may be necessary to request from other law enforcement agencies assistance and/or personnel, at the discretion of the VSWAT Team Incident Commander and/or the VSWAT Team Tactical Commander. VII. DURATION AND TERMINATION The minimum term of this Agreement shall be one (1) year, effective upon its adoption. This Agreement shall automatically extend for consecutive one (1) year terms without action of the legislative bodies of the participating jurisdictions, unless and until terminated pursuant to the terms of this Agreement. A jurisdiction may withdraw its participation in the VSWAT Team by providing written notice of its withdrawal, and serving such notice upon each Executive Board member of the remaining jurisdictions. A notice of withdrawal shall become effective ninety (90) days after service of the notice on all participating members. The VSWAT Team may be terminated by a majority vote of the Executive Board. Any vote for termination shall occur only when the police chief of each participating jurisdiction is present at the meeting in which such vote is taken. VI11. GOVERNANCE The affairs of the Team shall be governed by an Executive Board ("Board"), whose members are composed of the police chief, or his/her designee, from each participating jurisdiction. Each member of the Board shall have an equal vote and voice on all Board decisions. All Board decisions shall be made by a majority vote of the Board members, or their designees, appearing at the meeting in which the decision is made. A majority of Board members, or their designees, must be present at each meeting for any actions taken to be valid. A presiding officer shall be elected by the Board together with such other officers as a majority of the Board may decide. VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 2 •E The Board shall meet monthly, unless otherwise determined by the Board. The presiding officer, or any Board member, may call extra meetings as deemed appropriate. The presiding officer shall provide no less than forty-eight (48) hours notice of all meetings to all members of the Board; PROVIDED, however, that in emergency situations, the presiding officer may conduct a telephonic meeting or a poll of individual Board members to resolve any issues related to such emergency. The policies, regulations, and operational procedures in effect pursuant to the previous interlocal agreement shall be in effect without action of the Board and until such time as they are subsequently altered by the Board. The VSWAT Team written policies, regulations, and operational procedures shall apply to all VSWAT Team operations. Thus, to the extent that the written policies, regulations, and operational procedures of the VSWAT Team conflict with the policies, regulations, and operational procedures of the individual jurisdictions, the VSWAT Team written policies, regulations, and procedures shall prevail. IX. STAFF A Tactical Commander, which shall be a command level officer, shall be appointed annually by the Board to act as the principal liaison and facilitator between the Board and the members of the VSWAT Team. The Tactical Commander shall operate under the direction of the presiding officer of the Board. The Tactical Commander shall be responsible for informing the Board on all matters relating to the function, expenditures, accomplishments, training, number of calls that the VSWAT Team responds to, problems of the VSWAT Team, and any other matter as requested by the Board. The Tactical Commander may be removed by action of the Board at anytime and for any reason, with or without cause. The Tactical Commander shall prepare monthly written reports to the Board on the actions, progress, and finances of the VSWAT Team. In addition, the Tactical Commander shall be responsible for presenting rules, procedures, regulations, and revisions thereto for Board approval. Each jurisdiction shall contribute six (6) full-time commissioned officers, which shall include at least one (1) Sergeant or other first level supervisor, to be assigned to the VSWAT Team. Board approval must be obtained for the jurisdiction to assign less than this staffing requirement. The personnel assigned to the VSWAT Team shall be considered employees of the contributing jurisdiction. The contributing jurisdiction shall be solely and exclusively responsible for the compensation and benefits for the personnel it contributes to the VSWAT Team. All rights, duties, and obligations of the employer and the employee shall remain with the contributing jurisdiction. Each jurisdiction shall be responsible for ensuring compliance with all applicable laws with regard to employees and with provisions of any applicable collective bargaining agreements and civil service rules and regulations. The Board may appoint the finance department of a participating jurisdiction to manage the finances of the VSWAT Team. Before appointing the finance department of a particular jurisdiction to manage the finances of the VSWAT Team, the Board shall VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 3 65 consult with the finance department of the jurisdiction and obtain its approval. The duty of managing the finances of the VSWAT Team shall be rotated to other participating jurisdictions at the discretion of the Board. The Board may, at its discretion, appoint one (1) or more legal advisors to advise the Board on legal issues affecting the VSWAT Team. The legal advisor(s) shall, when appropriate or when requested by the Board, consult with the legal representatives of all participating jurisdictions before rendering legal advice. X. COMMAND AND CONTROL During field activation of the VSWAT Team, an Incident Commander, VSWAT Team Tactical Commander, and VSWAT Team Team Leader(s) will be designated. The duties and procedures to be utilized by the Incident Commander, the VSWAT Team Tactical Commander, and the VSWAT Team Team Leader(s) shall be set forth in the standard operating procedures approved by the Board. The standard operating procedures approved by the board may designate other personnel to be utilized during an incident. XI. EQUIPMENT, TRAINING, AND BUDGET Each participating jurisdiction shall acquire the equipment of its participating VSWAT Team members. Each participating jurisdiction shall provide sufficient funds to update, replace, repair, and maintain the equipment and supplies utilized by its participating VSWAT Team members. Each participating jurisdiction shall provide sufficient funds to provide for training of its participating VSWAT Team members. The equipment, supplies, and training provided by each jurisdiction to its personnel participating in the VSWAT Team shall, unless otherwise determined by the Board, be equal to those provided by the other participating jurisdictions. Each member jurisdiction shall maintain an independent budget system to account for funds allocated and expended by its participating VSWAT Team members. The Board must approve any joint capital expenditure for VSWAT Team equipment. XII. DISTRIBUTION OF ASSETS UPON TERMINATION Termination shall be in accordance with those procedures set forth in prior sections. Each participating jurisdiction shall retain sole ownership of equipment purchased and provided to its participating VSWAT Team members. Any assets acquired with joint funds of the VSWAT Team shall be equally divided among the participating jurisdictions at the asset's fair market value upon termination. The value of the assets of the VSWAT Team shall be determined by using commonly accepted methods of valuation. If two (2) or more participating jurisdictions desire an asset, the final decision shall be made by arbitration (described below). Any property not claimed shall be declared surplus by the Board and disposed of pursuant to state law for the disposition of surplus property. The proceeds from the sale or disposition of VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 4 •• any VSWAT Team property, after payment of any and all costs of sale or debts of the agency, shall be equally distributed to those jurisdictions participating in the VSWAT Team at the time of dissolution in proportion to the jurisdiction's percentage participation in the VSWAT Team as of the date of dissolution. In the event that one (1) or more jurisdictions terminate their participation in the VSWAT Team, but the VSWAT Team continues to exist, the jurisdiction terminating participation shall be deemed to have waived any right or title to any property owned by the VSWAT Team or to share in the proceeds at the time of dissolution. Arbitration pursuant to this section shall occur as follows: A. The jurisdictions interested in an asset shall select one (1) person (Arbitrator) to determine which agency will receive the property. If the jurisdictions cannot agree to an Arbitrator, the chiefs of the jurisdictions participating in the VSWAT Team upon dissolution shall meet to determine who the Arbitrator will be. The Arbitrator may be any person not employed by the jurisdictions that desire the property. B. During a meeting with the Arbitrator, each jurisdiction interested in the property shall be permitted to make an oral and/or written presentation to the Arbitrator in support of its position. C. At the conclusion of the presentation, the Arbitrator shall determine which jurisdiction is to receive the property. The decision of the Arbitrator shall be final and shall not be the subject of appeal or review. XIII. LIABILITY, HOLD HARMLESS, AND INDEMNIFICATION It is the intent of the participating jurisdictions to provide services of the VSWAT Team without the threat of being subject to liability to one another and to fully cooperate in the defense of any claims or lawsuits arising out of or connected with VSWAT Team actions that are brought against the jurisdictions. To this end, the participating jurisdictions agree to equally share responsibility and liability for the acts or omissions of their participating personnel when acting in furtherance of this Agreement. In the event that an action is brought against any of the participating jurisdictions, each jurisdiction shall be responsible for an equal share of any award for or settlement of claims of damages, fines, fees, or costs, regardless of which jurisdiction or employee the action is taken against or which jurisdiction or employee is ultimately responsible for the conduct. The jurisdictions shall share equally regardless of the number of jurisdictions named in the lawsuit or claim or the number of officers from each jurisdiction named in the lawsuit or claim. This section shall be subject to the conditions and limitations set forth in subsections A through G below. A. Jurisdiction Not Involved In VSWAT Team Response. In the event that a jurisdiction or its personnel were not involved in the VSWAT Team response to the incident that gives rise to a claim or lawsuit, and judgment on the claim or lawsuit does not, in any manner, implicate the acts of a particular jurisdiction or its personnel, such jurisdiction shall not be required to share responsibility for the payment of the judgment or award. VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 5 67 B. Intentionally Wrongful Conduct Beyond the Scope of Employment. Nothing herein shall require, or be interpreted to require indemnification or sharing in the payment of any judgment against any VSWAT Team personnel for intentionally wrongful conduct that is outside of the scope of employment of any individual or for any judgment of punitive damages against any individual or jurisdiction. Payment of any award for punitive damages shall be the sole responsibility of the person or jurisdiction that employs the person against whom such award is rendered. C. Collective Representation and Defense. The jurisdictions may retain joint legal counsel to collectively represent and defend the jurisdictions in any legal action. Those jurisdictions retaining joint counsel shall share equally the costs of such representation or defense. In the event a jurisdiction does not agree to joint representation, the jurisdiction shall be solely responsible for all attorneys fees accrued by its individual representation or defense. The jurisdictions and their respective defense counsel shall make a good faith attempt to cooperate with other participating jurisdictions by, including but not limited to, providing all documentation requested, and making VSWAT Team members available for depositions, discovery, settlement conferences, strategy meetings, and trial. D. Removal From Lawsuit. In the event a jurisdiction or employee is successful in withdrawing or removing the jurisdiction or employee from a lawsuit by summary judgment, qualified immunity, or otherwise, the jurisdiction shall nonetheless be required to pay its equal share of any award for or settlement of the lawsuit; PROVIDED, however, that in the event a jurisdiction or employee is removed from the lawsuit and subsection (A) of this section is satisfied, the jurisdiction shall not be required to pay any share of the award or settlement. E. Settlement Process. It is the intent of this Agreement that the jurisdictions act in good faith on behalf of each other in conducting settlement negotiations on liability claims or lawsuits so that, whenever possible, all parties agree with the settlement or, in the alternative, agree to proceed to trial. In the event a claim or lawsuit requires the sharing of liability, no individual jurisdiction shall be authorized to enter into a settlement agreement with a claimant or plaintiff unless all jurisdictions agree with the terms of the settlement. Any settlement made by an individual jurisdiction without the agreement of the remaining jurisdictions, when required, shall not relieve the settling jurisdiction from paying an equal share of any final settlement or award. F. Defense Waiver. This section shall not be interpreted to waive any defense arising out of RCW Title 51. VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 6 G. Insurance. The failure of any insurance carrier or self -insured pooling organization to agree to or follow the terms of this section shall not relieve any individual jurisdiction from its obligations under this Agreement. XIV. NOTICE OF CLAIMS, LAWSUITS, AND SETTLEMENTS In the event a claim is filed or lawsuit is brought against a participating jurisdiction or its employees for actions arising out of their conduct in support of VSWAT Team operations, the jurisdiction shall promptly notify the other jurisdictions that the claim or lawsuit has been initiated. Any documentation, including the claim or legal complaints, shall promptly be provided to each participating jurisdiction. Any jurisdiction or member who believes or knows that another jurisdiction would be liable for a claim, settlement, or judgment that arises from a VSWAT Team action or operation, shall have the burden of notifying each participating jurisdiction of all claims, lawsuits, settlements, or demands made to that jurisdiction. In the event a participating jurisdiction has a right, pursuant to section XIII of this Agreement, to be defended and held harmless by another participating jurisdiction, the jurisdiction having the right to be defended and held harmless shall promptly tender the defense of such claim or lawsuit to the jurisdiction that must defend and hold the other harmless. XV. PROCESSING OF CLAIMS. A. Designation of Lead Jurisdiction. There shall be a lead jurisdiction for processing a claim that is filed with and against cities for alleged damages and injuries that occur as a resull of VSWAT Team activities. The lead jurisdiction shall be the jurisdiction within which the VSWAT Team response occurred; PROVIDED, that in the event the jurisdiction within which the VSWAT Team response occurred did not participate in the VSWAT Team response, the lead jurisdiction shall be the jurisdiction within which the incident that required the VSWAT Team response originated. In the event that a jurisdiction that was not involved in the VSWAT Team response receives the claim, that jurisdiction shall notify the other jurisdictions in accordance with Section XIV of this Agreement, and shall use its best efforts to determine who is the appropriate lead jurisdiction. B. Assistance of Tactical Commander. The VSWAT Team Tactical Commander shall assist the lead jurisdiction in responding to a claim. The VSWAT Team Tactical Commander shall be responsible for gathering all records relating to the VSWAT Team response. These records shall include, but are not limited to, incident reports, notes, transcripts, photos, evidence logs, recorded statements, documents from emergency dispatch centers, and warrants from all jurisdictions that participated in the VSWAT Team response. The Tactical Commander shall also provide a list of personnel who participated in the response and their contact information. The Tactical Commander shall deliver all copies of the records to the lead jurisdiction promptly upon request. VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 7 We C. Claims of $5,000 or Less. i. Lead Jurisdiction Responsibilities. The lead jurisdiction shall be responsible for working with the Tactical Commander to gather records relating to the VSWAT Team response. The lead jurisdiction shall provide records to its insurance provider and shall assist its insurance provider in assessing liability for acts associated with the claim. The lead jurisdiction shall notify the other jurisdictions of any determinations as to liability. In determining whether a claim should be paid, the lead jurisdiction and its insurance provider shall, at a minimum, consider the potential legal defenses to the claim and the costs of defending the claim. ii. Liability Determination — Apportionment of Damages. The lead jurisdiction, with the assistance of its insurance provider and risk manager, shall determine whether the VSWAT Team is liable for damages set forth in a claim, and whether the payment of the claim would be in the best interest of the jurisdictions and/or the VSWAT Team. In the event the lead jurisdiction determines that payment of a claim is appropriate, such determination shall be final and binding upon other jurisdictions and payment shall be apportioned equally among all jurisdictions that participated in the VSWAT Team response. The insurance provider for the lead jurisdiction shall provide full payment to the claimant, and each jurisdiction that participated in the response shall reimburse the insurance provider for its equal share of such payment. Prior to the payment of any claim, and as a condition of such payment, the insurance provider providing payment shall obtain from the claimant a complete and total release of liability on behalf of all jurisdictions participating in the VSWAT Team and each and every officer, agent, or volunteer of those participating jurisdictions. In the event the lead jurisdiction determines that the VSWAT Team is not liable for damages set forth in a claim or that the payment of the claim would not be in the best interest of the jurisdictions and/or the VSWAT Team, the lead jurisdiction shall notify the other jurisdictions of the determination, and such determination shall be binding on the other jurisdictions; PROVIDED, that another jurisdiction that determines that payment is appropriate may pay such claim in full, and shall not seek reimbursement from the other participating jurisdictions. iii. Letter From Insurance Adjusters. In the event a lead jurisdiction, in conjunction with its insurance provider, determines that payment of a claim is appropriate, the insurance provider shall provide each of the participating VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 8 70 jurisdictions with a letter stating the determination and the bases for such determination. D. Claims over $5,000. i. Lead Jurisdiction Responsibilities. The lead jurisdiction shall schedule a meeting with all jurisdictions participating in the VSWAT Team to discuss the claim and to determine the appropriate manner in which to respond and/or defend the claim. The Board and persons listed in Section XVII of this Agreement shall be notified of the meeting. XVI. PROCESSING OF LAWSUITS. A. Notification to Other Jurisdictions. In the event a jurisdiction is served with a lawsuit, that jurisdiction shall provide notice and documentation of the lawsuit to each of the other jurisdictions in accordance with Section XIV of this Agreement. B. Coordination of Initial Meeting. The jurisdiction that initially receives a lawsuit shall schedule a meeting with all of the jurisdictions participating in the VSWAT Team to discuss the lawsuit and to determine the appropriate manner within which to respond and/or defend the lawsuit. The Board and persons listed in Section XVII of this Agreement shall be notified of the meeting. XVII. NOTIFICATION OF CLAIMS AND LAWSUITS. Section XIV of this Agreement requires that the jurisdiction receiving a claim or lawsuit notify the other jurisdictions of the claim or lawsuit and provide documentation of that claim or lawsuit to the other jurisdictions. Nothing in this Agreement shall be deemed a waiver by any participating jurisdiction of the requirements set forth in Chapter 4.96 RCW, and the fact that a participating jurisdiction provides notice or copies of a claim to another jurisdiction shall not be deemed compliance with the requirement that a party who files suit against a jurisdiction first file a claim with the jurisdiction in accordance with Chapter 4.96 RCW. Moreover, nothing in this Agreement shall be deemed acceptance of service of a lawsuit, and the fact that a participating jurisdiction provides notice or copies of a lawsuit to another jurisdiction shall not be deemed adequate service of such lawsuit in accordance with the State or Federal Rules of Civil Procedure or the Revised Code of Washington. For the purposes of implementing Section XIV of this Agreement, the following persons from each jurisdiction shall receive any required notification or documentation: VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 9 71 Auburn: Kent: Auburn City Attorney Kent City Attorney 25 West Main Street 220 4th Avenue South Auburn, WA 98001 Kent, WA 98032 (253) 931-3030 (253) 856-5781 Auburn Police Chief Kent Risk Manager 340 East Main Street„Suite 201 220 4th Avenue South Auburn, WA 98002 Kent, WA 98032 (253) 931-3080 (253) 856-5285 Auburn Human Resources Kent City Clerk Director/Risk Manager 220 4th Avenue South 25 West Main Street Kent, WA 98032 Auburn, WA 98001 (253) 856-5728 (253) 931-3040 Auburn City Clerk Kent Police Chief 25 West Main Street 220 4th Avenue South Auburn, WA 98001 Kent, WA 98032 (253) 931-3039 (253) 856-5888 Port of Seattle: Federal Way: Port of Seattle Claims Manager Federal Way City Clerk P.O. Box 68727 33325 — 8th Avenue South Seattle, WA 98168 Federal Way, WA 98003 Tukwila: Federal Way City Attorney 33325 — 8th Avenue South City Clerk Federal Way, WA 98003 City of Tukwila 6200 Southcenter Blvd. Tukwila, WA 98188 WCIA: Renton: Claims Manager Renton Risk Manager WCIA 1055 So. Grady Way P.O. Box °L5030 Renton, WA 98057 LXk1, i 46 i 3� CIAW: Director of Claims Canfield & Associates, Inc. 451 Diamond Drive Ephrata, WA 98823 VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 10 72 XVIII. COMPLIANCE WITH THE LAW The VSWAT Team and all its members shall comply with all federal, state, and local laws that apply to the VSWAT Team. XIX. ALTERATIONS This Agreement may be modified, amended, or altered by agreement of all participating jurisdictions and such alteration, amendment, or modification shall be effective when reduced to writing and executed in a manner consistent with paragraph XXIII of this Agreement. XX. RECORDS Each jurisdiction shall maintain training records related to the VSWAT Team for a minimum of seven (7) years. A copy of these records will be forwarded and maintained with the designated VSWAT Team Training Coordinator. All records shall be available for full inspection and copying by each participating jurisdiction. XXI. FILING Upon execution hereof, this Agreement shall be filed with the city clerks of the respective participating municipalities, and such other governmental agencies as may be required by law. XXII. SEVERABILITY If any part, paragraph, section, or provision of this Agreement is held to be invalid by any court of competent jurisdiction, such adjudication shall not affect the validity of any remaining section, part, or provision of this Agreement. XXIII. MUNICIPAL AUTHORIZATIONS This Agreement shall be executed on behalf of each participating jurisdiction by its duly authorized representative and pursuant to an appropriate resolution or ordinance of the governing body of each participating jurisdiction. This Agreement shall be deemed effective upon the last date of execution by the last so authorized representative. This Agreement may be executed by counterparts and be valid as if each authorized representative had signed the original document. VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 11 73 By signing below, the signor certifies that he or she has the authority to sign this Agreement on behalf of the jurisdiction, and the jurisdiction agrees to the terms of this Agreement. Mayor, City of Auburn Date City Attorney, City of Auburn Date City Clerk, City of Auburn Date Mayor, City of Renton Date City Attorney, City of Renton Date City Clerk, City of Renton Date Mayor, i of Tuk Date City Attorney, City of Tukwila Date 5lau it City Clerk, City of Tukwila Date Mayor, City of Kent Date City Attorney, City of Kent Date City Clerk, City of Kent Date City Manager, City of Federal Way Date City Attorney, City of Federal Way Date City Clerk, City of Federal Way Date Chief Executive Officer, Port of Seattle Date Port Counsel, Port of Seattle Date VALLEY SWAT TEAM 08-19-2010 INTERLOCAL AGREEMENT Page 12 74 .If any part, paragraph, section, or provision of this Agreement is held to be invalid by any court of competent jurisdiction, such adjudication shall not affect the validity of any -rerllaining section, part, or provision of this Agreement. )OW1. MUNICIPAL AUTHORIZATIONS This Agreement shall be executed .on•behalf of each participating jurisdiction by its duly authorized'representative and pursuaht to an appropriate, resolution or ordinance of the governing body *of each participating jurisdiction. This Agreement shall be deemed effective upon the -last date of execution by the last so authorized representative. This Agreement may be executed by counterparts and be valid as if each authorized representative had: signed the original document. By signing below; the signor certifies that he or she has the authority to sign this Agree a of the Jurisdictioni and t - urisdictian agrees to the terns of this . Ma or; City of Auburn Date .City Attomey; of Aubum _. to Ci Clerk, City, of utium Date eneJnr .Cltmo Re' 2 Date City Attorney, City of Renton Date City Attorney, City of Tukwila Date City Clerk, City of Tukwila Date Mayor, City of Kent Date City Attomey, City of Kent Date City Clerk, City of K nt Date ,art �.h , j• .G✓. is i .wd . City Mariag r, ' of Federal Way Date City Att ey, City. of Federai Way tate py VALLEY•SW AT:TEAM,O&194D14 INTERLOCAL AGREEMENT' Page I 75 CgMg.z M ii0-AA 161511b City Cleric, City of Fe erai a Date Chief Executive Officer -,..Port of -Seattle ''bate Port Counsel, Port of Seattle .Date VALLEY SWAT TEAM os-19-2oto. iNTERLOCAL AaREWENT Page 1.1 76 City of Tu kwi City Council Community Services & Safety Committee Meeting Minutes April 27, 2020 - 5:30 p.m. - Electronic Meeting due to COVID-19 Emergency Councilmembers Present: Kate Kruller, Chair; Thomas McLeod, Cynthia Delostrinos Johnson Staff Present: Laurel Humphrey, Bruce Linton, Jay Wittwer, Rachel Bianchi, Niesha Fort -Brooks, Eric Drever Chair Kruller called the meeting to order at 5:30 p.m. I. BUSINESS AGENDA A. Interlocal Agreement: South King County Fire Training Consortium Staff is seeking Council approval to renew the Interlocal Agreement for continued participation in the Consortium in the amount of $14,000 per year plus $248,000 for two training officers. Committee Recommendation: Unanimous approval. Forward to May4, 2020 Regular Consent Agenda. B. Resolution: Valley Special Weapons and Tactics Interlocal Agreement Addendum Staff is seeking Council approval of a resolution that would addend the Valley Swat Interlocal Agreement to admit the City of Des Moines. Committee Recommendation: Unanimous approval. Forward to May4, 2020 Regular Consent Agenda. C. Purchase of mResilience Application Staff is seeking Committee approval to purchase licensing for the mResilience mobile application that gives officers access to peer support, mental health professionals, stress management tools, and resiliency training. The cost is $5000 and is available from the federal seizure fund. Committee Recommendation: Unanimous approval. D. Seattle City Light Pole Yard Staff updated the Committee on the Seattle City Light pole yard located in the Allentown neighborhood that has generated odor complaints from residents. Committee question(s) requiring follow up • Provide the contact and reporting information for Puget Sound Clean Air Authority so Councilmembers can help get the information out. 77 m COUNCIL AGENDA SYNOPSIS Initials Meeting Date Prepared by Mayor's review Council review 05/04/20 ]R ITEM INFORMATION ITEMNO. 3.F. STAFF SPONSOR: ADAM COX ORIGINAL AGENDA DATE: 05/04/20 AGENDA ITEM TITLE Boeing Access Road over Airport Way Bridge Seismic Retrofit Project Bid Award to Razz Construction, Inc. CATEGORY ❑ Discussion Mtg Date ❑ Motion Mtg Date ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ® Bid Award Mtg Date 05104120 ❑ Public Hearing Mtg Date ❑ Other Mtg Date SPONSOR ❑Council ❑Mayor ❑HK ❑DCD ❑Finance ❑Fire ❑TS ❑P&K ❑Police ®P6V ❑Court SPONSOR'S The Boeing Access Road over Airport Way Bridge Seismic Retrofit Project was advertised SUMMARY for bids on March 3 and 10, 2020. Five bids were opened April 7, 2020 with the low bid of $1,442,505.00 from Razz Construction, Inc. Razz Construction has experience with projects of similar size and scope, does not have any exceptions, and has not been debarred from working on federally funded projects. Council is being asked to award the bid to Razz Construction in the amount of $1,442,505.00. REVIEWED BY ® Trans&Infrastructure ❑ CommunitySvs/Safety ❑ Finance Comm. ❑ Planning/Economic Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: 05/04/2020 COMMITTEE CHAIR: C. DELOSTRINOS JOHNSON RECOMMENDATIONS: SPONSOR/ADMIN. Public Works Department COMMITTEE Unanimous Approval; Forward to Regular Consent Agenda (same night) COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $1,442,505.00 $2,094,000.00 $0.00 Fund Source: 104 FUND ARTERIAL STREETS Comments: pg 13, 2019 CIP MTG. DATE RECORD OF COUNCIL ACTION 05/04/20 MTG. DATE ATTACHMENTS 05/04/20 Informational Memorandum dated 05/01/20 Page 13, 2019 CIP Bid Tabulation Presented to the Transportation & Infrastructure Committee meeting on 05/04/20 79 TO: FROM BY: CC: DATE: City of Tukwila Allan Ekberg, Mayor Public Works Department -Henry Hash, Director INFORMATIONAL MEMORANDUM Transportation and Infrastructure Committee Henry Hash, Public Works Director Adam Cox, Transportation Project Manager Mayor Ekberg May 1, 2020 SUBJECT: Boeing Access Road over Airport Way Bridge Seismic Retrofit Project Project No. 91310407 Bid Award ISSUE Award the construction bid to Razz Construction, Inc. (Razz) for the Boeing Access Road over Airport Way Bridge Rehabilitation Project. BACKGROUND A call for bids was advertised on March 3 and 10, 2020 and three addenda were issued addressing clarifications in the bid documents. Five bids were opened on April 7, 2020, and the apparent low bid was from Razz Construction. FDIRTIUN4 rs7'L� The submitted construction bids were reviewed and tabulated and no irregularities were observed. There were no errors in the bid submitted by Razz. WSDOT concurrence is required to award the bid for a federally funded project, including a review of Disadvantaged Business Enterprise (DBE) requirements. WSDOT has concurred that the DBE requirements has been fulfilled. Razz completed the seismic upgrades in Tukwila on the Frank Zepp Bridge (S 180t" Street Bridge) in 2017 and has experience with projects of similar size and scope. Razz does not have any exceptions and has not been debarred from working on federally funded projects. FISCAL IMPACT Bid Eng. Estimate Budget Razz Construction $ 1,442,505.00 $ 1,610,538.00 $ 2,094,000.00 Contingency (25%) 360,626.00 Total 1,803,131.00 $ 1,610,538.00 $2,094,000.00 RECOMMENDATION Council is being asked to award the construction bid to Razz Construction, Inc. in the amount of $1,442,505.00 forthe Boeing Access Road over Airport Way Bridge Seismic Retrofit Project and to consider this item that same night on the Consent Agenda at the May 4, 2020 Regular Meeting. Attachments: Page 13, 2019 CIP Bid Tabulation https://tukwilawa.share pointDom isiteslpubli vorkslengineenng/PW Drop Box/01 TICAgenda/Agenda Items/TIC 05-04-2020/BAR over Airport Way Bid Award/Info Memo Bid Award BAR over Airport Way-2020 05 04.d= 0 CITY OF TUKWILA CAPITAL PROJECT SUMMARY 2019 to 2024 PROJECT: Boeing Access Rd over Airport Way Seismic Retrofit Project No. 91310407 Provide seismic modifications to the Boeing Access Road over Airport Way Bridge to allow it to withstand DESCRIPTION: earthquake forces. The Boeing Access Road over Airport Way Bridge is the final bridge on the corridor from 1-5 to the King JUSTIFICATION: County Airport and Boeing facilities that has not been seismically upgraded. This improvement would allow the entire corridor to be seismically resistant during an earthquake. New Project for 2019 - 2024 CIP. Design is scheduled to begin in the second quarter of 2018 with STATUS: construction in 2020. MAINT. IMPACT: Maintenance should remain the same after the seismic items are installed. Design requires a 13.5% match. If construction is not authorized by December 2020, the City would be COMMENT: required to provide a 13.5% match. If construction is authorized prior to that date, there would be no City match. We believe that the project can obtain the construction authorization so no City funding is listed below. FINANCIAL Through Estimated (in $000'sl 2017 2018 2019 2020 2021 2022 2023 2024 BEYOND TOTAL EXPENSES Design 100 267 367 Land (R/W) 0 Const. Mgmt. 520 520 Construction 2,094 2,094 TOTAL EXPENSES 1 0 100 1 267 2,614 1 0 0 0 0 0 21981 FUND SOURCES Awarded BRAC Grant 87 231 2,614 2,932 Proposed Grant 0 Fund Balance -Bond 0 Mitigation 0 City Oper. Revenue 0 13 36 0 0 0 0 0 0 49 TOTAL SOURCES 0 100 267 2,614 0 0 0 0 0 2,981 YL :. Projaot Looadon -- -- I W+ i3vel cce s 1 261 s 7 c hs F ■ �o m '6 L 12 $Li 128 N S 3D St 2019 - 2024 Capital Improvement Program 13 S Boeing Access Road over Airport Way Bridge Seismic Retrofit Certified Bid Tab Engineer's Estimate I Razz Construction, Inc. I Kraemer North America, I.I.C. I Combined Construction, Inc. I Stellar Corporation I Massana Construction, Inc. ITEM NO. I ITEM UNITS QUANTITY UNIT PRICE AMOUNT UNIT PRICE AMOUNT UNIT PRICE AMOUNT UNIT PRICE AMOUNT UNIT PRICE AMOUNT UNIT PRICE AMOUNT 1 MOBILIZATION LS 1 $ 146,413 $ 146,413 $ 144,000 $ 144,000 $ 150,000 $ 150,000 $ 180,000 $ 180,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 2 STRUCTURE SURVEYING LS 1 $ 18,000 $ 18,000 $ 12,000 $ 12,000 $ 6,500 $ 6,500 $ 20,000 $ 20,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000 3 TYPE B PROGRESS SCHEDULE LS 1 $ 10,000 $ 10,000 $ 3,000 $ 3,000 $ 5,000 $ 5,000 $ 2,500 $ 2,500 $ 5,000 $ 5,000 $ 5,000 $ 5,000 4 UNEXPECTED SITE CHANGES FA 1 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 5 25,000 $ 25,000 $ 25,000 5 RESOLUTION OF UTILITY CONFLICTS FA 1 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 6 AS -BUILT RECORDING LS 1 $ 10,000 $ 10,000 $ 1,500 5 1,500 $ 2,500 $ 2,500 $ 4,700 $ 4,700 $ 1,000 $ 1,000 $ 2,500 $ 2,500 7 CONTRACTOR'S DAILY DIARY LS 1 $ 25,000 $ 25,000 $ 2,000 $ 2,000 $ 5,000 $ 5,000 $ 5,100 $ 5,100 $ 1,000 $ 1,000 $ 2,500 $ 2,500 8 REIMBURSEMENT FOR THIRD PARTY DAMAGE EST 1 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 9 SPCC PLAN LS 1 $ 20,000 $ 20,000 $ 2,000 $ 2,000 $ 2,500 $ 2,500 $ 5,000 $ 5,000 $ 2,000 $ 2,000 $ 4,000 $ 4,000 10 PORTABLE ILLUMINATION EA 4 $ 2,500 $ 10,000 $ 5,300 $ 21,200 $ 1,000 $ 4,000 $ 2,000 $ 8,000 $ 1,500 $ 6,000 $ 2,500 $ 10,000 11 CONTRACTOR PROVIDED UNIFORMED POLICE OFFICER HR 120 $ 125 $ 15,000 $ 105 $ 12,600 $ 158 $ 18,960 $ 140 $ 16,800 $ 125 $ 15,000 $ 120 $ 14,400 12 TRAFFIC CONTROL SUPERVISOR LS 1 $ 60,000 $ 60,000 $ 7,400 $ 7,400 $ 12,500 $ 12,500 $ 50,000 $ 50,000 $ 30,000 $ 30,000 $ 80,000 $ 80,000 13 TEMPORARY EROSION & SEDIMENT CONTROL AND WATER POLLUTION PREVENTION (INCLUDING SWPPP IMPLEMENTATION) LS 1 $ 20,000 $ 20,000 $ 21,000 $ 21,000 $ 65,000 $ 65,000 $ 23,400 $ 23,400 $ 25,000 $ 25,000 $ 35,000 $ 35,000 14 PROJECT TEMPORARY TRAFFIC CONTROL LS 1 $ 225,000 $ 225,000 $ 363,500 $ 363,500 $ 330,000 $ 330,000 $ 276,900 $ 276,900 $ 400,000 $ 400,000 $ 479,500 $ 479,500 15 REMOVAL OF STRUCTURES AND OBSTRUCTIONS LS 1 $ 75,000 $ 75,000 $ 25,000 $ 25,000 $ 35,000 $ 35,000 $ 56,000 $ 56,000 $ 50,000 $ 50,000 $ 60,000 $ 60,000 16 STRUCTURE EXCAVATION CLASS A INCL. HAUL CY 200 $ 105 $ 21,000 $ 120 $ 24,000 $ 110 $ 22,000 $100.0 $ 20,000 $ 250 $ 50,000 $60.0 $ 12,000 17 SHORING OR EXTRA EXCAVATION CL. A LS 1 $ 45,000 $ 45,000 $ 13,000 $ 13,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 1,500 $ 1,500 $ 90,000 $ 90,000 18 CRUSHED SURFACING BASE COURSE TON 30 $ 155 $ 4,650 $ 25 $ 750 $ 325 $ 9,750 $ 175 $ 5,250 $ 200 $ 6,000 $ 65 $ 1,950 19 WORK PLATFORM AND CONTAINMENT SYSTEM LS 1 $ 115,000 $ 115,000 $ 12,000 $ 12,000 $ 60,000 $ 60,000 $ 70,000 $ 70,000 $ 30,000 $ 30,000 $ 75,000 $ 75,000 20 CONC. CLASS 4000 FOR BRIDGE CY 28 $ 2,500 $ 70,000 $ 2,000 $ 56,000 $ 3,500 $ 98,000 $ 9,800 $ 274,400 $ 4,000 $ 112,000 $ 4,500 $ 126,000 21 ST. REINF. BAR FOR BRIDGE LB. 3,900 $ 2 $ 7,215 $ 2 $ 7,410 $ 2 $ 7,800 $ 3 $ 9,750 $ 3 $ 11,700 $ 3 $ 11,700 22 EXPANSION JOINT SYSTEM COMPRESSION SEAL - SUPERSTR. LF 115 $ 150 $ 17,250 $ 133 $ 15,295 $ 55 $ 6,325 $ 70 $ 8,050 $ 40 $ 4,600 $ 120 $ 13,800 23 BRIDGE APPROACH SLAB SY 342 $ 400 $ 136,800 $ 425 $ 145,350 $ 400 $ 136,800 $ 740 $ 253,080 $ 300 $ 102,600 $ 400 $ 136,800 24 TRANSVERSE STOP BEARING EA 16 $ 135 $ 2,160 $ 300 $ 4,800 $ 425 $ 6,800 $ 325 $ 5,200 $ 500 $ 8,000 $ 200 $ 3,200 25 EPDXY DOWELS EA 580 $ 40 $ 23,200 $ 40 $ 23,200 $ 40 $ 23,200 $ 50 $ 29,000 $ 100 $ 58,000 $ 50 $ 29,000 26 COLUMN JACKETING LS 1 $ 405,000 $ 405,000 $ 393,500 $ 393,500 $ 509,000 $ 509,000 $ 330,000 $ 330,000 $ 780,000 $ 780,000 $ 545,000 $ 545,000 27 DRAIN PIPE 4 IN, DIAM. LF 70 $ 55 $ 3,850 $ 100 $ 7,000 $ 90 $ 6,300 $ 200 $ 14,000 $ 100 $ 7,000 $ 70 $ 4,900 28 FA -SITE CLEANUP OF BIO. AND PHYSICAL HAZARDS FA 1 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 29 ROADSIDE CLEANUP FA 1 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 30 PROPERTY RESTORATION FA 1 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 Subtotal: $ 1,610,538 $ 1,442,505 $ 2,672,935 $ 1,817,130 $ 2,043,400 $ 2,079,250 Contingency and Miscelllaneous $ 515,372 Total Construction Cost: $ 2,125,910 Errors in Contractor Bid Proposals: 1 No errors observed i the tabulation Certified by Date April 9, 2020 Adam Cox, P.E., r msportation Project Manager COUNCIL AGENDA SYNOPSIS ----------------------------------Initials Meeting Date P rep ared b_y Mayor's review Council review 5/4/20 RB ITEM INFORMATION ITEMIVO. 4.A. STAFF SPONSOR: RACHEL BIANCHI ORIGINAL AGENDA DATE: 5/4/20 AGENDA ITEM TITLE A weekly update on the City's planning and response to COVID-19 (Coronavirus) CATEGORY ® Discussion Mtg Date 04/27/20 ❑ Motion Me Date ❑ Resolution Aft g Date ❑ Ordinance Me Date ❑ Bid Award Mt Date ❑ Public Hearing g Date Aft ❑ Other Mtg Date SPONSOR ❑ Council ® Mayor ❑ HR ❑ DCD ❑ Finance ❑ Fire ❑ TS ❑ P&R ❑ Police ❑ Ply SPONSORS The City is actively engaged in regional efforts to address the coronavirus (COVID-19). SUMMARY Staff are providing the Council with updated information regarding the City's response to COVID-19. REVIEWED BY ❑ Trans&Infrastructure ❑ CommunitySvs/Safety ❑ Finance Com ❑ Planning/Economic Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: N/A COMMITTEE CHAIR: RECOMMENDATIONS: SPONSOR/ADMIN. N/A COMMITTEE N/A COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 05/4/20 MTG. DATE ATTACHMENTS 05/4/20 Coronavirus Report Coronavirus Response Update May 4, 2020 Essential Services and City Operations There have been no changes to essential services. The City continues to follow the state guidance on other city operations. Due to the Governor's recent order opening up some recreation activities, including golf courses, the City is following the state guidelines and will be opening up the Foster Golf Course on May 5. The City is also following the state's guidance on construction activity within the city. We will continue to monitor and plan for upcoming guidance for other services. Financial Stabil On Monday, April 13, 2020 Finance Department staff began working with the Council's Finance Committee to determine next steps as the City identifies how it will fully close the financial gap associated with the coronavirus pandemic. The Finance Committee met again on Tuesday, April 21, Monday, April 27, 2020, and Tuesday, April 28, 2020. The full Council began discussions on this at the April 27 Committee of the Whole meeting with follow-up discussions and possible decisions to be made at upcoming regular meetings. Revenue impacts were discussed, and possible options will be presented to align revenues to expenses in the near future that will include additional budget, program and position reductions since the Coronavirus financial impacts are expected to extend into 2021 and beyond. Additional information is provided in the April 29, 2020 Financial Outlook Informational Memorandum included in the May 4, 2020 Council packet. Police Staffing and Calls for Service There have been no changes to Police staffing since the last report. Calls for service are analyzed on a monthly basis and staff will report April statistics at the end of the month. Fire Staffing and Calls for Service There have been no changes to Fire staffing since the last report. Calls for service are analyzed on a monthly basis and staff will report April statistics at the end of the month. Human Services Human Services data, similar to that for Police and Fire, are analyzed on a monthly basis and staff will report April statistics at the end of the month. Anecdotally, staff has shared that their call volume continues to be significantly higher than normal, and they have been helping residents on a variety of issues, including: • Requests for rental assistance • Requests for utility assistance for Tukwila customers • Filling out paperwork associated with PSE's up to $1,000 utility credit • Referring people to Seattle City Light and other utilities low-income/senior discount programs • Help tracking down stimulus checks, tax refunds and file for unemployment • Identifying and referring other resources that residents could qualify for in the community • Referral to Tukwila Food Pantry and the Senior door drop lunch program Human Services staff will begin distributing the HB 1406 funds the first week of May as rental assistance requests come in. Human Services staff collaborated with Finance Staff to ensure the City could make direct payments to landlords, after proper paperwork is received, thereby saving significant funds that would have had to be spent on administration fees through one of the City's non-profit partners. Staff expects to spend the Council -authorized amount of HB 1406 funds collected up through February of this year. Staff will return to Council on May 18 with a more thorough update on the disbursement of HB 1406 funds. Human Services staff will be working with residents to "patchwork" funding together to cover what is expected to be two to three months of unpaid rent. Thanks to a generous set -aside from the Tukwila Children's Foundation, staff is able to utilize $4500 in April and $4500 in May as 'patchwork' funds for residents with children. Staff will collect all appropriate documentation including an intake, send TCF finance team check requests that they will distribute to identified/verified landlords/property owners. Staff continues to work to identify and leverage other programs that residents may qualify for to add additional funds (such as partner organizations that received Seattle Foundation disbursements, King County Bar Association and others) so that residents can cover as much of the unpaid rent as possible. Staff recognizes that the reality is that most people who will be able to return to work and begin earning income again will be working to pay the following month's rent and not able to earn enough to pay previous months' back rent. Calls for rental and other assistance appear to be coming from a wide variety of residents from diverse language and racial backgrounds. Staff has spoken with a number of people who speak Somali, Spanish and many of Asian heritage. Most of these individuals were previously employed prior to the coronavirus pandemic, many in the hospitality and "gig" sectors, such as driving for Lyft or Uber, or cleaning Air B&Bs. Staff is also carefully following the furloughs and layoffs at the airport, as many Tukwila residents are employed there, and airport contractors are undertaking a large number of furloughs and layoffs right now with the decline in travel. Business Recovery The Governor's Stay Home Stay Healthy order is still in effect through May 4 and non -essential businesses are required to be closed. In Tukwila, in Tukwila, compliance appears to continue to be high with many businesses still closed. The Governor announced some lifting of restrictions: • Current construction projects are allowed to restart, following specific safety procedures. • Restrictions on outdoor recreation, including golf, will be lifted starting May 5. • The Governor issued guidance to clarify limits on non -urgent medical procedures. These clarifications will allow some additional medical procedures to be conducted. On April 29, the Governor announced a new COVID-19 Risk Assessment Dashboard which the State will use for determining when and how to best lift restrictions in the Stay Home Stay Healthy order. The five indicators are: Disease Activity, Testing Capacity and Availability, Case and Contact Investigations, Risk to Vulnerable Populations, and Health Care System Readiness. Future updates from the Governor on these indicators may help us predict lifting of restrictions on consumers and businesses. As of April 30, we anticipate the Governor will extend the Stay Home Stay Healthy order and are awaiting an announcement. Economic Development staff is working with multiple chambers of commerce to invite businesses in Tukwila and across the region to participate in the Saving Local campaign, which was initiated and managed by the City of Tukwila and funded by lodging tax. Next week we will start marketing the website to consumers. The program is intended to help small businesses by enabling them to sell gift cards or certificates online now that can be used when they reopen. More at www.savinglocalkc.com. Staff sent all Tukwila businesses an email with information on participating in the Saving Local campaign. During the week of May 5, the business survey will be posted online, and Parks and Recreation staff will start calling businesses to conduct the survey. We anticipate reporting on results by the end of May. A full business recovery update memo is included in the packet for the Planning and Economic Development Committee meeting scheduled for May 5, 2020. Meetine our Communitv's Basic Needs Food Security City staff are in communication with a variety of partners that serve our community. The Tukwila Pantry continues to serve several hundreds of families at each distribution event, and it appears the numbers are growing. The National Guard has deployed four members to assist in food prep and distribution. The City has loaned the Pantry a refrigerated truck to store perishable foods. Staff from Parks and Recreation and one from Community Services and Engagement continue to assist the Pantry in packaging food for families as well as food distribution. The Pantry is low on donations; the City used its social media platforms to ask the community for additional supplies. Staff are working to determine whether reimbursable FEMA funds can be used for this purpose. Seniors City staff again supported our senior community through direct food distribution to homebound residents. Staff calls residents on Monday and Tuesday, to set up a Wednesday meal delivery. This week staff delivered 550 meals to seniors (multiple meals to each individual), a decrease from last week where approximately 674 meals were delivered. The City has spent just over $14,000 on senior meals, with the funding coming from the King County Seniors and Veterans levy. Staff are working to determine whether reimbursable FEMA funds can be used for this purpose. Students Technology and Innovation Services (TIS) staff report that the entire hotspot inventory has been exhausted. We are currently work with AT&T on a resupply of another 300 devices. Public Safety Plan Construction Projects There have been no changes to the Public Safety Plan projects since the last report. Compliance with the Governor's Order There have been no changes to compliance issues since the last report. 91 92 COUNCIL AGENDA SYNOPSIS ---------------------------------- Initial r Meeting Date Prepared b Mayor's review Council review 05/04/20 Vicky ITEM INFORMATION ITEMNO. 4.B. STAFF SPONSOR: VICKY CARLSEN ORIGINAL AGENDA DATE: 05/04/20 AGENDA ITEM TITLE Financial Impacts of COVID-19 Pandemic CATEGORY ® Discussion Mtg Date 5104120 ❑ Motion Mtg Date ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date SPONSOR ❑Council ❑Mayor ❑HR ❑DCD ®Finance ❑Fire ❑TS ❑P&R ❑Police ❑PW ❑Court SPONSOR'S Council discussion on the financial impacts of the COVID-19 pandemic and possible tools SUMMARY that can be utilized to close the revenue gap REVIEWED BY ❑ Trans&Infrastructure ❑ CommunitySvs/Safety ® Finance Comm. ❑ Planning/Economic Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: 4/ 27, 4/ 28 COMMITTEE CHAIR: SEAL RECOMMENDATIONS: SPONSOR/ADMIN. Finance COMMITTEE COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 05/04/20 MTG. DATE ATTACHMENTS 05/04/20 Informational Memorandum dated 04/29/20 Informational Memorandum dated 03/31/20 (updated after 4/28 Finance Committee) Resolution No. 1919 - Reserve Fund Policy 2019 - 2020 Biennial Budget Document Programs by Department (pages 452 - 457) Minutes from Finance Committee meeting on 04/27/20 & 4/28/20 93 m City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: City Council FROM: David Cline, City Administrator CC: Mayor Ekberg DATE: April 29, 2020 SUBJECT: Financial Outlook BACKGROUND Like many other local governments, the City of Tukwila is facing an immediate budget shortfall due to the coronavirus pandemic. Specifically, the City is losing revenues from sales, gambling and utility taxes due to the Stay Home, Stay Healthy order. In addition, many revenues to the City will be delayed as property tax deadlines have been pushed out and State -sanctioned timelines for remitting sales tax have also been extended. DISCUSSION From what we know now, this economic crisis will last into 2021 at the earliest. The City of Tukwila projects the loss of $12 million in revenues this year and an additional $6 million in revenues in 2021. Such revenue losses result in expenditure reductions which will certainly result in an impact to City services. What services are the City mandated to provide? The Revised Code of Washington outlines a few specific City services that all code cities must provide, such as a chief law enforcement officer, and city planners to enforce the Growth Management Act. The reality is that most City services are set by City Council policy, and standards — such as law enforcement response times and human services funding — are legislative decisions based on community priorities. Once cities decide to provide specific services, there are often legal mandates regarding those services. As an example, once a jurisdiction decides to provide fire services there are training, and other activities legally associated with that service. In Tukwila, the City's adopted Strategic Plan provides much of the policy guidance for services, and over the year biennial budgets are developed to be in alignment with the five goals outlined in the Strategic Plan. What other sources of revenues are out there? The Federal Government has made some funding available for cities with 500,000 or more residents. The State is also distributing additional federal funds to cities by population. However, it is important to know that this funding is being made available to cities to cover costs associated with the coronavirus pandemic, not for lost revenues. The reality is that the City's current budget shortfall has very little to do with spending associated with the pandemic and everything to do with lost tax revenues. What about the City's other funds outside of the General Fund? Some of the City's enterprise funds are seeing lost revenue — such as the water fund, which has fewer customers during the shutdown. Funds covering the Public Safety Plan have already been committed to those projects and cannot be held back at this time. Any interfund loan made from one fund — such as the sewer fund — would need to be paid back in a reasonable period of time and with market -rate interest. 95 INFORMATIONAL MEMO Page 2 Doesn't the City have a contingency or reserve funds? Yes, the City does have both contingency and reserve funds. It is expected that a portion of the contingency fund will be used in 2020 to deal with the budget shortfall and in 2021 if the economy does not improve. It would not be prudent nor possible for the City to spend all of its contingency and reserve funds due to the need to keep sufficient funds on hand for cash flow purposes and other emergencies. What does this mean? More than 70% of the City's general fund is spent on personnel, which is consistent with other cities in the region. While all departments have scrubbed their budgets in line items like supplies and professional services, there will not be enough savings in these areas to stave off cuts to staff. The City has also enacted a hiring freeze, taken steps to control overtime costs, reduced all travel, furloughed part-time staff and reduced capital projects. These combined reduced expenses by $4 million. Staff has identified an additional $2 million in other savings, such as delaying purchases for the City's fleet. The City needs to find an additional $6 million in savings for 2020, and ongoing into 2021. What will happen to staff who are impacted? Staff that are furloughed or laid off will have access to unemployment through the state's Employment Security Division. Affected staff will also receive an additional $600 per week as a part of the CARES act, through the end of July. There is a potential for this federal subsidy to be extended as well. In addition, any staff laid off due to this economic crisis will have return rights for 12 months, allowing them first access to their former position should the City have the ability to refill the position within this time period. What is next? The City expects to use some of its contingency to cover the $6 million gap. It is also expected that layoffs, in accordance with the City's labor contracts, will be needed. The staff leadership has already agreed to a 10% pay reduction, which will save more than $165 thousand this year alone. The City Administration and City Council are working through a process to identify an appropriate ratio of contingency funds and service reductions, the latter which could include personnel reductions. It will be important to ensure that the City will maintain required and necessary services and prioritize other services in accordance with the City's adopted Strategic Plan and community priorities. 0 TO: Finance Committee FROM: Vicky Carlsen, Finance Director CC: Mayor Ekberg DATE: March 31, 2020 SUBJECT: Budget Impacts due to COVID-19 Pandemic Updated for Mav 4. 2020 Reaular Meetina ISSUE Financial impacts of the COVID-19 pandemic. DISCUSSION Staff has been working on a daily basis to evaluate and analyze the financial impacts to the City of Tukwila's budget as a result of the ongoing coronavirus pandemic. This memo is to share with the Council current thinking and potential next steps associated with this global issue. I want to start with a shared recognition that there are difficult choices ahead as we deal with lost and delayed revenues. The organization is here to serve the Tukwila residents, businesses and broader communities and we committed to moving forward through process with our City values of Caring, Professional and Responsive at the forefront of our work. We also understand that there may be additional impacts to employees. As we approach what we hope is a new, but relatively short-term, fiscal reality we remain committed to being transparent, creative, and empathetic as we identify solutions that preserve City services and, as much as possible, as many positions that are feasible. Further, we are committed to working with our employees and labor partners in this effort. Because there is so much uncertainty with regard to the duration of this pandemic, as well as how long businesses will be closed, a number of assumptions have been made regarding impacts to general fund revenue. As new information is received and when there is a better idea of when the pandemic will end, we will be able to better predict the full impact of this emergency. We can partially identify revenue impacts through June. However, estimating financial impacts for the second half of the year will depend greatly on when the pandemic is over and how quickly the economy can recover. At this time, there is not enough information to predict what the second half of 2020 could look like. 97 INFORMATIONAL MEMO Page 2 That said, our assumptions are as follows: • Non -essential Businesses will be shut down into May • When businesses reopen, it will take some time to return to normal • We expect very little sales tax to be remitted during March and April given the "Stay Home, Stay Healthy" order • Property tax deadlines have been extended to June 1 for residential and commercial properties who pay property taxes themselves (property taxes paid through mortgage companies will still be required to be remitted on time). It is unknown how many taxpayers pay property taxes themselves in the City, but payment delays will affect the City's cash flows • Uncertainty regarding utility customer payments which would impact interfund utility tax • Sales tax revenue is received two months after it is earned. We will not know the true impacts on sales tax until May and June • Impacts of lost and deferred revenue will create cash flow issues Financial impacts affecting the City are broken down into two categories: Lost Revenue and Delayed Revenue. Lost Revenue This category includes revenue that will forever be lost due to businesses and programming closed down. Each month that businesses are closed will result in well over $1 million in lost revenue. With the information we have today, the following chart estimates lost revenue each month through June. March has been calculated as a partial month because systematic closures did not occur until mid -month. Other miscellaneous revenue in the last row include a myriad of other small revenue sources including interest earnings, donations, court fines, permits, licenses, etc. Again, the full impacts to March revenue will not be known until the latter part of May. Potential Lost Revenue Admissions Tax Gambling Tax TCC Programming TCC Rentals Sales Tax Mall Retail (excluding Mall) Accomodation & Food Service (excluding Mall) Entertainment, Recreation (excluding Mall) Other sales tax categories and other misc. rev Total March April 66,000 85,000 - 500,000 23,000 57,000 44,000 26,000 May June 97,000 75,000 350,000 350,000 40,000 37,000 21,000 46,000 167,500 300,000 335,000 350,000 253,500 442,000 348,000 390,000 39,500 70,000 75,000 82,000 11,500 20,000 26,000 28,000 500,000 500,000 258,000 292,000 1,105, 000 2,000,000 1,550,000 1,650,000 INFORMATIONAL MEMO Page 3 Cumulative impact of Lost Revenue is as follows: March only $1,105,000 March - April $3,105,000 March - May $4,655,000 March - June $6,305,000 Delayed Revenue The second category includes revenue that the City will most likely receive, but at a later time, once economic activity has returned to normal. It is unknown when the delayed revenue would be received by the City. With a high rate of unemployment caused by businesses closing, many utilities are waiving late fees and not shutting off utilities to customers until the emergency is over. We have also made the determination to not undertake either commercial or residential shut off as this time, and have suspended late fees associated with utility nonpayment. This could result in utility customers, including businesses, paying their bills late, which would result in a delay in receiving utility tax revenue. As noted above, an extension for property tax payments has been extended to June 1 st for residential and commercial property owners that pay the tax themselves. Other reasons for revenue receipts delayed include: • City permit counter currently closed to new permits, though still processing existing projects' permits • Potential new businesses are not opening during this pandemic • Businesses that are granted permission to defer tax payments without penalty At this time, with so little information available, it is next to impossible to predict when delayed revenue could be received by the City. For now, an assumption that 30% of total monthly revenues in the delayed category will be received either later this year or next year. The assumption of 30% is only an estimate and the actual impact could be much higher, or lower. Potential Delayed Revenue Utility Taxes Interfund Utility Taxes Property Taxes Permit Activity Business Licenses, State Entitlements Other misc. revenue categories 10% delayed 20% delayed 30% delayed Totals March April May June 385,000 340,000 300,000 294,000 130,000 650,000 130,000 150,000 - 250,000 200,000 - 220,000 460,000 280,000 247,000 75,000 33,000 21,000 68,000 500,000 500,000 500,000 500,000 1,310,000 2,233,000 1,431,000 1,259,000 March April May June Totals 131,000 223,300 143,100 125,900 623,300 262,000 446,600 286,200 251,800 1,246,600 393,000 669,900 429,300 377,700 1,869,900 786,000 1,339,800 858,600 755,400 3,739,800 • • INFORMATIONAL MEMO Page 4 Cumulative impact of Delayed Revenue is as follows: March only $393,000 March — April $1,062,900 March — May $1,492,200 March — June $1,839,900 To summarize, the financial impacts due to COVID-19 is as follows. Please recognize, information changes on a daily basis. As new information becomes available, the assumptions and projections will be updated. Lost Delaved Totals Cumulative 1.Ia.. h �P-.-il Mav J une Totals 1.105_000 2. 000. DDO 1. 550. DDD 1. 650. DOD 6. 305_000 393. D0O 66 9. 900 429. 3 D0 3 77. 700 1. 669.900 1.498.000 2.669.900 1.979.300 2.027.7D0 8,174.900 March 1,498.DOD Harch - Agri 1 4,167.900 I'd arch - May 6,147.200 PJarch - J une 8,174.900 Based on businesses closed into the first part of May and the assumption that it will take time for the economy to return to normal, the funding gap to close would be $6.1 million using the March through May assumptions. It should be noted that this gap is roughly equal to 10% of the City's annual general fund. Adjust General Fund Expenditures Based on Revenue Assumptions An effective way to reduce general fund expenditures would be to implement changes in three phases: immediate changes, near -term changes, and changes that can be implemented as better information becomes available and/or the longer the pandemic lasts. Immediate: Immediate changes that have already been implemented include the following - Hiring freeze for all currently vacant positions annual savings) $1,600,000 All travel cancelled, no non -essential training (unspent balance $140,000 Furlough all part-time, temporary extra labor (excluding unemployment) $150,000 No overtime unless authorized by Mayor $910,000 No transfers to capital project funds $1,200,000 Total immediate savings $4,000,000 100 INFORMATIONAL MEMO Page 5 After implementing the measures above, it is anticipated that two-thirds of the gap will be closed, leaving a remaining gap of $2.1 million. All departments are being required to immediately scrub their budgets and identify all other cost savings from programs that could be delayed until 2021 or eliminated altogether. Department reductions must be in excess of the reductions already listed above and may not include expenditures that are revenue backed. We expect to have that information back next week. In addition, staff is investigating a number of other opportunities to identify $2.1 M in savings, knowing that there may be additional savings needed should the duration of this emergency go longer, therefore requiring making up for additional lost revenues above $6.1 M. While not all of these may come to fruition for a variety of reasons, we are also currently: • Identifying potential additional transfers from the general fund that could be delayed or eliminated • Reviewing the Fleet Fund to determine if there is additional capacity there that could be used as a partial one-time, short term stop -gap measure, and what the implications of such a decision would be • Fully scrubbing our contingency and reserve funds to determine if there are additional funds over the mandated policy amounts that could be used • Initiating the discussion with our labor partners to identify if any of the following can help close the budget gap: voluntary retirements, voluntary leave without pay for staff that choose this option, additional potential furloughs, reduction in hours, reduction in pay or potential layoffs, and seeking labor's own ideas to fill in the gap We have been soliciting ideas from staff on other areas for reductions and, as usual, are impressed by the many varied ideas that have come from our employees that serve our City. It is clear that they understand the serious nature of the financial issues we are facing and want to be a part of the solution. In addition, there is a clear ethic of teamwork permeating through the different ideas. As you know, no impacts to wages, benefits or working conditions can be implemented without bargaining such impacts in advance with our labor partners. Our commitment is to continue to keep you informed of any changes as we progress through these difficult times. Once we have a better idea of a final recommendation to close the current $2.1 M we will work with you, as well as the staff, to implement any additional changes. In the meantime, please do not hesitate to reach out to me directly. New Information for April 13, 2020 Finance Committee The intent of this memo is to prepare the City Council to make informed policy and budget decisions regarding the financial impacts of the COVID-19 pandemic.. Decisions will need to be made this year for the 2020 budget. As this is a budget year, decisions for the next biennium can be made through the normal budget process this summer. 101 INFORMATIONAL MEMO Page 6 The COVID-19 pandemic is causing unprecedented financial impacts world-wide and the full extent of these impacts will not be known for months. However, we do know several key factors: - Initial U.S. unemployment claims are significantly higher than during the Great Recession. The graph below is from the April 4, 2020 CV-19 Track No. 4, published by the King County Office of Economic and Financial Analysis. The line at the far right side of the graph is not the border, but the number of claims between March 22, 2020 and March 28, 2020; FREE COMM Sp "Q IM0.000 VWX0 Z.QKQN 1,0WAW 0 1970 1g75 %92: 1985 195E 1"s 2000 20M - King County unemployment claims totaled 47,333 for the week of March 29, 2020 through April 4, 2020; - Statewide, businesses have the option to file, and pay, excise tax returns later than the normal due date. This will impact the City's ability to forecast revenue as well as cash flow for the next several months; - The City has received requests from businesses for an extension to file tax returns later than the current due date. City Council will be asked to approve temporary emergency policies that will formally grant businesses an extension. In order to understand, and develop a plan to address the financial impacts due to the COVID-19 pandemic, three models have been developed. The models have been developed using information available the week of April 6, 2020 and are subject to change as new information becomes available. All models consider revenue losses and include immediate expenditure reductions listed in the chart at the bottom of page 4 above as well as additional reductions identified by department totaling $1.8 million for a grand total expenditure reduction of $6.2 million. The City has already taken several steps to address the financial impacts of the pandemic. The city immediately implemented several cost savings measures. - Hiring freeze on all existing vacant positions. Positions will be filled only by approval of the Mayor, as deemed necessary. If all positions listed below are frozen for the remainder of 2020, total savings would be roughly $1.6 million in salaries plus benefits. Total projected savings will change as other positions become vacant due to retirements and/or if some of the positions listed below are filled. Currently vacant positions by department are as follows on the next page: 102 INFORMATIONAL MEMO Page 7 o Community Development: senior planner, building inspector III, associate planner, plans examiner o Fire: emergency management specialist, admin support technician — Note: Firefighter personnel positions currently in the hiring process will continue. o Police: community policing coordinator, evidence technician, police officer (3), master police officer (3) — Note: Police are authorized to continually actively recruit and hire new police officers to fill these vacant positions. Due to the time involved in this process and further retirements, it is assumed that not all of these positions will be able to be filled in 2020. o Public Works: engineer, facilities maintenance technician o Street: maintenance & operations specialist o TIS: information technology specialist - All travel and non -essential training canceled for the remainder of the year. Total savings is estimated to be $140 thousand. - Furlough all extra labor and part-time staff. Net savings, after considering unemployment costs, could be as much as $150 thousand but only if all extra labor and part-time positions remain vacant for the remainder of 2020. - Remove transfers of $1.2 million from the general fund to capital project funds. This will impact capital projects in residential street, arterial street, and the general government improvement funds. Further discussion on what capital projects would be impacted will be held at a later Finance Committee meeting. - No overtime unless authorized by the Mayor could result in a savings of up to $910 thousand. This affects all departments including Police and Fire. All departments have been asked to identify additional expenditure reductions. To date, departments have identified an additional $1.8 million in savings. In addition to the steps highlighted above, the City also established a budget ideas email address for employees to submit budget reduction suggestions. A cross -departmental group is being put together to review all suggestions and provide Administration with recommendations on which suggestions should be implemented. These suggestion will be vetted with the unions, and unions are being asked to come with budget ideas, as well. Fire department overtime: During 2019, the Finance Committee spent considerable time reviewing several aspects of fire department operations in order to understand why the fire department is consistently over budget. Per the informational memo dated May 22, 2019 and most recently reviewed by the Finance Committee on October 28, 2019, one option to keep the fire department within budget was to significantly decrease use of overtime to fill staffing when additional firefighters call in sick leave. Station 52 had the least amount of fire calls the last 5 years and would be the station affected with this change. The temporary impact would be to staff an aid car instead of an engine at this station, as warranted based on available staffing. 103 INFORMATIONAL MEMO Page 8 At the April 13, 2020 Finance Committee meeting, the following question was asked: Are firefighters moved among stations when faced with minimum staffing so that it is always Fire Station 52 that affected by placing the aid car in service in place of an engine? Per Chief Wittwer, personnel shift between stations as needed. Fire Station 52 would be the station where the aid car will be placed in service. Effective April 1, 2020, this option was implemented and is estimated to save $250 thousand in overtime over the course of the year. It should be noted that Fire Station 54's response time to the neighborhood around Fire Station 52 is very quick and within our adopted goals for response times for the Tukwila community. Fire Station 54 responds to the Old Hill neighborhood often, particularly when Fire Station 52 personnel are at trainings or covering a different area of the City for a variety of reasons. Fire Calls 6y Station ay Year with Average Response Times 200 IRS OW:I2 160 15 0 06 29 150 0:05:45 140 126 0:05:02 110 11-0 102 0- 04:19 logt81 100 g5 BG 0:05:36 80 62 62 S3 72 76 0:02:53 59 53 S6 42 44 57 0:02:10 38 9:01:26 20 I I ' 9,40.u0 �1 51 51 51 51 52 57 52 52 52 53 53 53 53 53 54 54 54 54 54 2014 2015 2016 2017 2018 �t014 2015 2016 2017 2018 2014 2015 201E 2017 2018 2014 2015 2016 W17 2M �FireCalls -fiesporueTime The current prediction is that the economic recovery from the pandemic would not be complete until 3rd or 4t" quarter of 2021, a full 18 months to return to a pre -pandemic economy. Unemployment levels, sustainability of businesses, and how the State and County plan to ease social distancing restrictions are considered in the models. Timeline through April 15, 2020 The timeline at the top of the next page highlights select significant events that have occurred in the State as well as King County. The time period covered is 38 days and begins on February 29, 2020 with the first known COVID-19 related death in the State through April 6, 2020 when schools across the State were ordered closed for the remainder of the academic year. 104 INFORMATIONAL MEMO Page 9 Timeline of Select COVID-19 Related Events February 29 March 2 March 11 March 13 March 16 March 17 March 23 April 2 April 6 First known Companies begin Governor bans Governor extends Closure of all Governor bans Governor issues Stay at home Schools ordered COVID-19 death encouraging gatherings of 250 ban of gatherings restaurants, bars, gatherings of 'stay at home' order extended closed for in WA State employees to work or more in King, of 250 or more entertainment, and groups larger than order for 2 weeks through May 4 remainder of from home Pierce, and across State recreational 50 people academic year Governor issues Snohomish facilities state of Some schools counties Schools closed for emergency across state close 6 weeks Limits large group for a few days gatherings through March 31 Scenario 1 — Stay At Home Ends May 4: - Stay at home order does not extend beyond May 4, 2020 and allows for gatherings of up to 100 individuals through the summer months and all restrictions lifted by September. - Sales tax, along with admissions, and gambling taxes will be significantly impacted through May but will begin to grow in June. - Due to increases in unemployment benefits, consumer demand could fuel sales growth back to 80% of pre -pandemic sales by the end of the year. - We expect minimal defaults on property tax payments but there would be a cash flow issue. - Casinos could experience half the demand through summer and back to 80% by the end of the year. - Admission tax could remain low through summer and return to 80% of prior year by the end of the year. - During the closure order, utility tax revenue could be 20% below normal and returning to normal levels in the fall. - Programming revenue from the Tukwila Community Center will begin to provide some programming during the summer and fully open by September. Under Scenario 1, the City would need to identify ways to close an additional gap of $2.4 million. Scenario 1- The "Stay at Home" order not extended past May 4th and allows gatherings of up to 100 individuals through the summer months and all restrictions lifted by September. GENERAL FUND SUMMARYN PROJECTED BUDGET 2020 COVID REDUCTIONS COVID REDUCED BUDGET REVENUES SALARIES AND BENEFITS SUPPLIES AND PROF SERVICES 67,475,493 44,958,702 22,762,577 (8,602,709) (3,081,520) (3,136,432) 58,872,784 41,877,182 19,626,145 TOTAL EXPENSES 67,721,279 (6,217,952) 61,503,327 OVER/(UNDER) FUNDED (245,786) (2,384,758) (2,630,544) 105 INFORMATIONAL MEMO Page 10 SCENARIO 1 - GENERAL FUND REVENUES AND EXPENSES 6 4 2 h 6 4 2 Jan W Mar Apr May Jun Jul Aug Sep Oct Nov Dec -S1-Revenues -S1-Expenses •••••• Bud Revenues •••••• Bud Expenses On the next page is a graph for Scenario 1 that shows the 2020 budget for revenue along with the revised revenue projections based on lost as well as delayed revenue. The yellow line indicates the 2020 revenue budget, by month. The blue section in each bar indicates the adjusted revenue budget after taking into consideration both lost and delayed revenue. The orange section of each bar indicates lost revenue, while the gray and green sections indicate delayed revenue; gray is revenue delayed but projected to be received later in 2020 while green is projected to be received in 2021. 106 INFORMATIONAL MEMO Page 11 S1 REVENUES - BUDGET VS. COVID Revised Revenue COVID Reductions a Delayed Revenues in 2020 ® Delayed Revenues to 2021 —Budgeted Revenue - $12 $12 c c 0 0 $10 $10 $4 $4 $2 $2 JAN FEB MAR Im DEC $2 $2 $4 $4 $6 Scenario 2 - Stay at Home Extended into June: - Stay at home order extends by an additional month, through June 4, 2020 and allows for gatherings of up to 100 individuals through the summer months and all restrictions lifted by September. - Any extension on the stay at home order will most likely result in more businesses going out of business. - Sales tax, along with admissions, and gambling taxes will be significantly impacted through June but will begin to grow in June. - Due to increases in unemployment benefits, consumer demand could fuel sales growth back to 70% of pre -pandemic sales by the end of the year. - We would still expect minimal defaults on property tax payments but there would be a cash flow issue. - Casinos could experience half the demand through summer and into fall and back to 60% by the end of the year. - Admission tax will remain low through summer and return to 70% of prior year by the end of the year. - During the closure order, utility tax revenue could be 20% below normal and returning to normal levels in the fall. - Programming revenue from the Tukwila Community Center will begin to provide some programming during the summer and fully open by October. With Scenario 2, the City would need to close an additional gap of $4.3 million. 107 INFORMATIONAL MEMO Page 12 Scenario 2 - The "Stay at Home" order is extended until May 31st and allows for gatherings of up to 100 individuals through the summer months and all restrictions lifted by September 2020 COVID COVID REDUCED GENERAL FUND SUMMA T REDUCTIONS DGET REVENUES 67,475,493 (10,473,648) 57,001,845 SALARIES AND BENEFITS 44,958,702 (3,081,520) 41,877,182 SUPPLIES AND PROF SERVICES 22,762,577 (3,136,432) 19,626,145 TOTAL EXPENSES 67,721,279 (6,217,952) 61,503,327 OVER/(UNDER) FUNDED (245,786) (4,255,696) (4,501,482) SCENARIO 2 - GENERAL FUND REVENUES AND EXPENSES 12 2 12 o n �o �D 8 6 4 2 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec -52-Revenues -52-Expenses •••••• Bud Revenues •••••• Bud Expenses 8 6 4 2 INFORMATIONAL MEMO Page 13 S2 REVENUES - BUDGET VS. COVID � Revised Revenue � COVID Reductions ® Delayed Revenues in 2020 � Delayed Revenues to 2021 -Budgeted Revenue JAN FEB MAR $10 `o $S Se = SQ $2 � So AUG SEP OCT fqov DEC hassaiiii! $2 $4 56 Ss Scenario 3 — Stay at Home Order Extended into July: - Stay at home order extends by an additional month, through July 4, 2020 and allows for gatherings of up to 50 individuals through the summer months and additional restrictions lifted by Fall with full restrictions lifted by end of the year. - The assumption is restrictions would last longer in order to stave off a second wave of infection. - Any extension on the stay at home order will most likely result in even more businesses going out of business. - Sales tax, along with admissions, and gambling taxes will be significantly impacted through the end of August but will begin to grow in September. - Due to increases in unemployment benefits, consumer demand might fuel sales growth back to 60% of pre -pandemic sales by the end of the year. - We would still expect minimal defaults on property tax payments but there would be a cash flow issue. - Due to the length of restrictions with this scenario, casinos would not open in 2020. - Admission tax will remain low through summer and return to 60% of prior year by the end of the year. - During the closure order, utility tax revenue could be 20% below normal and returning to normal levels in the fall. - Programming revenue from the Tukwila Community Center will begin to provide some programming during the summer but not return to normal in 2020. 109 INFORMATIONAL MEMO Page 14 With Scenario 3, the City would need to close an additional gap of $7.1 million. Scenario 3 - The "Stay at Home" order is extended until July 4th and allows for gatherings of up to 50 individuals through the summer months and additional restrictions lifted by Fall will full restrictions 2020 COVID COVID REDUCED GENERAL FUND SUMMARY IL BUDGET REDUCTIONS BUDGET REVENUES 67,475,493 (13,305,252) 54,170,241 SALARIES AND BENEFITS 44,958,702 (3,081,520) 41,877,182 SUPPLIES AND PROF SERVICES 22,762,577 (3,136,432) 19,626,145 TOTAL EXPENSES 67,721,279 (6,217,952) 61,503,327 OVER/(UNDER) FUNDED (245,786) (7,087,300) (7,333,086) SCENARIO 3 - GENERAL FUND REVENUES AND EXPENSES 12 12 C C O O I 10 10 S S 6 F: 6 4 4 2 2 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec S3-Revenues - S3-Expenses ...... Bud Revenues ...... Bud Expenses 110 INFORMATIONAL MEMO Page 15 S3 REVENUES - BUDGET VS. COVID Revised Revenue � COVIB Reductians � Belayed Revenues in 2020 � Belayed Revenues to 2021 —Budgeted Revenue N $12 — c 0 i $10 $B $6 $4 $z $B - JAN FEB MAR $2 $4 $6 $8 A summary of the 3 scenarios are as follows: I010I7J $12 c 0 $10 $S $6 $4 $2 Initial assumption $6.1 million in lost revenues in 2020 Scenario 1 Additional $2.4 million for a total of $8.5 million Scenario 2 Additional $4.3 million for a total of $10.5 million Scenario 3 Additional $7.1 million for a total of $13.3 million INFORMATIONAL MEMO Page 16 Also included is a summary of the assumptions for each scenario (revised for 4/27/20): Assumption Scenario 1 Scenario 2 Scenario 3 Basis Stay at home order does not extend beyond Stay at home order extends by an additional Stay at home order extends by an additional May 4, 2020 and allows for gatherings of up month, through June 4, 2020 and allows for month, through July 4, 2020 and allows for to 100 individuals through the summer gatherings of up to 100 individuals through gatherings of up to 50 individuals through the months and all restrictions lifted by the summer months and all restrictions lifted summer months and additional restrictions September. by September. lifted by Fall with full restrictions lifted by end of the year. Any extension on the stay at home order will most likely result in more businesses going The assumption is restrictions would last out of business. longer in order to stave off a second wave of infection. Any extension on the stay at home order will most likely result in even more businesses going out of business. Sales and Other Sales tax, along with admissions, and Sales tax, along with admissions, and Sales tax, along with admissions, and Taxes gambling taxes will be significantly impacted gambling taxes will be significantly impacted gambling taxes will be significantly impacted through May but will begin to grow in June. through June but will begin to grow in June. through the end of August but will begin to grow in September. Adopted Budget., Revised Budget: $14,541,497 Revised Budget: $13,689,699 Revised Budget: $11,660,178 $20,600,686 Reduction of$6,059,179 Reduction of$6,910,977 Reduction of$8,940,498 Unemployment Due to increases in unemployment benefits, Due to increases in unemployment benefits, Due to increases in unemployment benefits, consumer demand could fuel sales growth consumer demand could fuel sales growth consumer demand might fuel sales growth back to 80% of pre -pandemic sales by the back to 70% of pre -pandemic sales by the back to 60% of pre -pandemic sales by the end of the year end of the year. end of the year Property Taxes We expect minimal defaults on property tax We would still expect minimal defaults on We would still expect minimal defaults on payments but there would be a cash flow property tax payments but there would be a property tax payments but there would be a issue. cash flow issue. cash flow issue Adopted Budget: No projected reduction in budget No projected reduction in budget No projected reduction in budget $16,416,911 Casinos Casinos could experience half the demand Casinos could experience half the demand Due to the length of restrictions with this through summer and back to 80% by the end through summer and into fall and back to scenario, casinos would not open in 2020. of the year. 60% by the end of the year. Adopted Budget., Revised Budget: $2,927,106 Revised Budget: $2,530,205 Revised Budge[: $1,755,057 $4,274,000 Reduction of $1,346,894 Reduction of $1,743,795 Reductionof$2,518,943 Admission Tax Admission tax could remain low through Admission tax will remain low through Admission tax will remain low through summer and return to 80% of prior year by summer and return to 70% of prior year by summer and return to 60% of prior year by the end of the year. the end of the year. the end of the year. Adopted Budget: Revised Budget: $589,548 Revised Budget: $518,274 Revised Budget: $495,910 $870,000 Reduction of$280,452 Reduction of$351,726 Reduction of$374,090 Utility Tax During the closure order, utility tax revenue During the closure order, utility tax revenue During the closure order, utility tax revenue could be 20% below normal and returning to could be 20% below normal and returning to could be 20% below normal and returning to normal levels in the fall. normal levels in the fall. normal levels in the fall. Adopted Budget., Revised Budget $5,990,250 Revised Budget $5,894,713 Revised Budget $5,788,825 $6,818,610 Reduction of$828,360 Reduction of$923,897 Reduction of$1,029,785 Culture and Programming revenue from the Tukwila Programming revenue from the Tukwila Programming revenue from the Tukwila Recreation Community Center will begin to provide some Community Center will begin to provide some Community Center will begin to provide some programming during the summer and fully programming during the summer and fully programming during the summer but not open by September. open by October. return to normal in 2020. Adopted Budget: Revised Budget$380,138 Revised Budget$357,569 Revised Budget$318,243 $601,000 Reduction of $220, 862 Reduction of $243,431 1 Reduction of $282, 757 Because it is currently expected that a COVID related recession will last through 2021, there will be impacts to the next biennial budget. The City should expect a reduced base of at least $4 million in revenue in 2021 which means that ongoing savings will be needed to maintain the budget for the next biennium. C'ach FInIAf Loss of revenue without an equal offset in expenditure reduction will result in an impact to cash flows. The chart below demonstrates the impacts to cash flow for each of the 3 112 INFORMATIONAL MEMO Page 17 scenarios modeled as well as cash flow for the current budget; revenue received by the City each month less payment of expenditures each month. As indicated in the chart below, if the general fund began the year at zero (no cash in the bank), the general fund would end the year at very close to zero. However, during the year, the general fund would have a cash deficit of $3.4 million in April and a cash deficit of $2.3 million in October. Approximately $3.4 million in reserves are currently used for cash flow purposes in April and October, shortly before the City receives property tax revenue. As each of the 3 scenarios indicate, without reducing expenditures above what has already been identified, the need for cash on hand throughout the year increases. Scenario 1 would require maintaining a minimum contingency fund reserve of $5.2 million in order to cover expenditures, while Scenario 3, the worst case, would require a minimum contingency fund reserve of at least $7.8 million at year-end to maintain a positive cash balance. Minimum contingency fund reserves are summarized as follows: Current budget $3.4 million required to maintain positive cash flow Scenario 1 $5.2 million required to maintain positive cash flow Scenario 2 $7.1 million required to maintain positive cash flow Scenario 3 $7.8 million required to maintain positive cash flow CASH FLOW $6 �S1 CaIhFl W S2Cash FI1%, S3 Cash Row Budget Cash Flow $a Financial Reserve Policy — General Fund and Contingency Fund The City adopted a reserve policy that was most recently amended by Resolution 1919, adopted by Council on November 20, 2017. The policy states that the general fund unassigned fund balance shall equal or exceed 18% and the contingency fund reserve 113 INFORMATIONAL MEMO Page 18 balance shall equal or exceed 10% of previous year general fund revenue, exclusive of significant non -operating, non -recurring revenues such as real estate sales or transfers from other funds. The policy also requires a one-time revenue reserve that will be maintained in the contingency fund. The one-time revenue reserve shall be credited annually with 10% of the prior year one-time revenues to the extent general fund surplus for the year is sufficient to cover the reserve funding. A copy of the resolution is included as an attachment to this memo. The policy also states that any draw down of minimum balances shall occur only upon recommendation of City Administration and approval by City Council through a resolution. Should a draw down occur, the City Administration shall establish a plan, no later than the end of the fiscal year following the decline, to restore the fund balance to the prescribed minimum level. The plan shall be presented to and approved by the City Council. Per Government Finance Officers Association (GFOA), a national organization representing public finance professionals throughout the United States and Canada and, among other functions, provides best practice guidance on all aspects of government finance functions. For minimum unassigned general fund balances, GFOA recommends, "at a minimum, that general-purpose governments, regardless of size, maintain unrestricted budgetary fund balance in their general fund of no less than two months of regular general fund operating revenues or regular general fund operating expenditures." Other considerations include: - Vulnerability to natural disasters; - Dependency on volatile revenue sources, in our case, sales tax; - The predictability of its revenues and the volatility of its expenditures (i.e., higher levels of unrestricted fund balance may be needed if significant revenue sources are subject to unpredictable fluctuations or if operating expenditures are highly volatile); - Perceived exposure to significant one-time outlays (e.g., disasters, immediate capital needs, state budget cuts); - The potential drain upon general fund resources from other funds, as well as the availability of resources in other funds; - The potential impact on the entity's bond ratings and the corresponding increased cost of borrowed funds Additional best practices include the following: - Define the time period within which and contingencies for which fund balances will be used; - Describe how the government's expenditure and/or revenue levels will be adjusted to match any new economic realities that are behind the use of fund balance as a financing bridge; - Describe the time period over which the components of fund balance will be replenished and the means by which they will be replenished; - Governments should seek to replenish reserves within one to three years of use. 114 INFORMATIONAL MEMO Page 19 Parameters for using unassigned general fund balance and contingency fund reserves should include the following: - Are one time in nature. Once they are used, they are gone unless replenished via a repayment plan. - Some reserves must be maintained for cash flow purposes. The amount maintained is determined by the lowest balance during the fiscal year. (As noted above in the cash flow section, with each worsening scenario, the amount of reserves required to maintain a positive cash flow increase. - Funds can be used for short-term downturns/losses but any use of the funds must be repaid within a reasonable timeframe. - Funds used for longer -term downturns should be a stop -gap only and a long-term, sustainable solution must be identified and implemented. - It should be noted that the draft general fund unassigned fund balance as of December 31, 2019 meets best practice guidelines of maintaining a minimum two months of general fund expenditures. Current reserves are as follows (draft until 2019 is officially closed): "General fund unassigned fund balance $12,476,158 Contingency fund $6,402,392 One-time revenue reserve $699,586 Total reserves $19,578,136 ** Exceeds required unassigned fund balance by $951,851 New Information for April 27, 2020 Finance Committee Financial Reserve Policy — Enterprise Funds The Reserve Policy also includes requirements for enterprise funds. Per the policy, the unrestricted balances of the enterprise funds shall equal or exceed 20% of the previous year revenue, exclusive of the effects of GASB Statement 68, as well as significant non - operating, non -recurring revenues such as real estate sales, transfers in from other funds, or debt proceeds. Parameters for unrestricted balances in excess of required reserves include the following: - Enterprise funds cannot subsidize the general fund. Any enterprise funds utilized for general fund purposes would need to be via an interfund loan that would be required to be repaid, with interest, within a reasonable timeframe. - Reserves above the required 20% should be retained for planned and/or required capital projects adopted in the Capital Improvement Plan. The chart below details the draft ending unrestricted fund balance as of December 31, 2019 and includes the required reserve as well as a high-level calculation of the impact to ending fund balance after taking into consideration capital projects that are included in the Capital Improvement Program through 2024, adopted by City Council via Resolution No. 1953 on December 3, 2018. 115 INFORMATIONAL MEMO Page 20 The net effect on unrestricted (ending) fund balance includes the total cost of capital projects through 2024 less any dedicated revenue (grants, King County Flood Control, etc.) and operating revenue utilized to complete the projects. The figures below are high- level only and do not take into consideration loss of revenue in 2020 because businesses are currently closed or possible rate increases in future years. As information becomes available regarding lost revenue during the shutdown, the chart can be updated. 12/31/2019 20% of Policy Net Effect of Estimated Net Unrestricted 2018 Revenue Compliance Capital Projects Unrestricted Fund Balance * on Fund Fund Balance Balance 12/31/2024 401 - Water 7,484,856 1,425,806 Y (5,900,000) 159,050 402 - Sewer 13,606,550 2,174,173 Y 2,020,000 13,452,377 412 - Surface Water 5,423,776 1,423,961 Y (126,000) 3,873,814 *Adjusted for removal of the effects of GASB Statement 68 Unemployment The City of Tukwila is a `reimbursable employer' as are many government agencies in Washington State. This means that the City does not pay a monthly unemployment premium like we do with Industrial Insurance. Rather, when a former employee is receives unemployment, Employment Security Department (ESD) will pay the unemployment claim to the former employee then bill the City for those costs. Given the current COVID-19 pandemic and changes in unemployment regulations at both the Federal and State levels, unemployment rules have changed quite a bit and could continue to evolve. The Federal stimulus in the recently enacted CARES Act created Pandemic Unemployment Assistance (PUA) for businesses and workers affected by COVID-19. Key changes in unemployment due to the pandemic include the following- - Eligibility for unemployment benefits is expanded to include many Washington employees who would normally not qualify for unemployment including many self- employed individuals and those that do not have the typically required 680 hours to claim unemployment. - An additional $600 per week is available to nearly everyone on unemployment from March 29, 2020 through the week ending July 25, 2020. - Benefits extended by 13 weeks, for a maximum of 39 (which is about 9 months). This includes individuals who were already on unemployment as well as those who are newly eligible. Benefits to employees that are laid off or furloughed: Employees eligible to file for unemployment due to COVID-19 staffing reductions would receive a weekly benefit amount of between $188 and $790 from Washington State Unemployment. All employees receiving unemployment could receive an additional $600 per week from the CARES Act. Given the additional $600 provided under the CARES Act, some employees, mostly part- 116 INFORMATIONAL MEMO Page 21 time staff, could receive more money through unemployment benefits than if they continued to receive a regular paycheck. Costs incurred by the City: As previously stated, reimbursable employers are required to pay 100% of unemployment costs. However, during this national emergency, the federal government is offering some relief to reimbursable employers: - If an employee's hours were reduced or eliminated to follow public health recommendations, the federal government should pay 50% of the unemployment charges. - Workers at these government agencies are eligible for the Federal Pandemic Unemployment Compensation supplement of $600 per week. It is probable that unemployment costs associated with any employee that was furloughed or laid off because reduced/eliminated work hours to follow public health recommendations would be reimbursed at 50%. This would most likely include part-time staff hired in the Parks and Recreation departments. Programs were shut down because social distancing could not be adequately maintained. However, reductions in full-time staff would be because of a loss of revenue, not because of the need to follow public health recommendations. While still unclear, it is highly unlikely that these unemployment costs would be reimbursed and the full unemployment cost would be borne by the City. Financial Impacts to Residential Street, Arterial Street, and General Government Improvement Capital Projects Funds The financial impact of the pandemic will not only reduce revenues in the general fund, but will also effect dedicated and restricted revenues in our capital projects funds. Revenues that are expected to be negatively impacted include parking tax, gas tax (MVFT), real estate excise tax (BEET), solid waste utility tax, and impact fees. At this time, we do not expect that grants already approved will be negatively affected by the pandemic. The chart that follows on the next page summarizes the financial situation for each of the 3 funds and is followed by a narrative explanation for each fund. 117 INFORMATIONAL MEMO Page 22 Residential Streets Bridges and Arterial General Government (103) Streets (104) Improvements (303) Beginning Balance - 2,090,386 656,306 Forecasted Revenues Taxes 243,000 1,027,250 Fees 470,056 Grants 359,609 2,889,000 Interest 20,000 414 Transfers -In 100,000 - Total Available Funds 702,609 6,496,692 656,720 Forecasted Spending Wages and Benefits 485,383 50,000 Forecasted Spending by Project Fund Project Name 103 42nd Ave S Phase III 378,000 103 53rd Ave S 399,000 103 Traffic Calming/Residential Safety Improve. 2,000 103 Interfund Loan Repayment 336,932 104 Strander Blvd Extension Grant Reimb. 622,000 * 104 West Valley Hwy (1-405 - Strander Blvd) 350,000 * 104 Boeing Access Rd/Airport Wy Seismic Retrofit 2,614,000 104 42nd Ave Bridge Replacement 320,000 104 Annual Overlay 1,400,000 104 Annual Bridge Inspection & Repairs 335,000 104 ADA Improvements 50,000 104 Annual Traffic Signal Program 125,000 104 Wetland & Environmental Mitigation 40,000 104 Transportation Element of Comp. Plan 400,000 104 Walk & Roll Program 75,000 303 6300 Dry Fire Sprinkler System 30,000 303 Facilities Study 190,000 104 Park Impact Fees 1,009,400 Total Spending 1,115,932 7,825,783 270,000 Ending Balance (413,323) (1,329,091) 386,720 * Indicates projects funded by grant revenue Residential Street Revenues currently forecasted for this fund include gas tax (MVFT) and grant revenue that was invoiced in 2019 and expected to be received in 2020. At this time, the City and Seattle City Light are still disputing revenue of approximately $500 thousand the City expected to receive from the utility as part of the 42nd Ave S and 53rd Ave S roadway projects. Because this revenue is still disputed, it is not included in the summary table that follows this discussion. This matter is currently being handled by our attorney. It should be noted that a budgeted transfer in of $100 thousand is still included in the revenue budget. Expenditures include final costs associated with the 42nd Ave S and 53rd Ave S projects as well as an interfund loan repayment that was necessary at the end of 2019 to keep the fund from reflecting a negative cash balance at the end of 2019. Total amount of the loan was $337 thousand and was necessary because Seattle City Light did not reimburse the City, as expected. 118 INFORMATIONAL MEMO Page 23 Based on the current forecast for revenue and cost estimates for the projects listed above, it is projected that this fund will have a negative fund balance of $514 thousand at the end of 2020. Unless Seattle City Light reimburses the City for costs incurred on the 2 roadway projects, a transfer in of over $400 thousand will be needed to keep this fund positive at year-end. Staff is recommending that the transfer come from the General Government Improvement fund. The transfer amount, based on current information, could be roughly $386 thousand, leaving a deficit of only $28 thousand to be covered by the general fund. If Seattle City Light reimburses the City, the funds could be transferred back to the general government fund and the general fund. Arterial Street Revenues currently forecasted in this fund include parking and gas taxes, real estate excise tax, impact fees, and grant revenue. It also includes the additional solid waste utility tax approved by Council in 2019. At the March 2, 2020 regular council meeting, Council authorized the use of this tax for 30% design for the 42nd Ave South Bridge Replacement project. It should be noted that a budgeted transfer of $1 million was eliminated during the first phase of budget reductions. Expenditures in this fund include wages and benefits for three FTE as well as a number of projects; many of which are funded solely by dedicated/restricted revenues and transfers in from the general fund. Also included are 2 projects that are almost entirely funded by grants. Without reducing and/or eliminating projects that are not funded by grant revenue, the fund will end the year with a deficit of over $1.3 million. In order to keep this fund solvent, staff is recommending the following changes- - Delay the Transportation Element of the Comprehensive Plan and the Walk & Roll program until 2021. - Reduce funding for the following projects: overlay, bridge inspections, ADA improvements, traffic signal program, and wetland mitigation by a total of $865 thousand. General Government Improvements As part of the first phase of budget reductions, a transfer in of $200 thousand was eliminated. No other revenues are dedicated to this fund. Planned expenditures in this fund include $190-thousand for phases I and II of a facilities study that includes updated seismic assessments of several facilities, $30 thousand for the dry fire sprinkler system, as well as $100 thousand for other minor repair projects that could be needed this year. Because of the healthy beginning fund balance of $657 thousand, eliminating the transfer in does not create deficit fund balance at year-end. This fund is currently projected to end the year with a fund balance of over $386 thousand. Due to the current deficit in the residential street fund of $413 thousand, staff recommends transferring any excess funds 119 INFORMATIONAL MEMO Page 24 from this fund into the residential street fund, lessening the impact to the general fund. As mentioned in the discussion on the residential street fund, if Seattle City Light reimburses the City, the funds can be transferred back into this fund. New Information for April 28, 2020 Finance Committee Recap of Current Projected Revenue Gap As discussed in the first five pages of this memo, the City identified an initial revenue gap (March through May) of $6.1 million that has been filled with phase I reductions of $4 million and are working with departments to identify an additional $2.1 million to close the remaining gap. Departments are scrubbing their budgets and have already identified $2 million, leaving a gap of must $100 thousand. There will be an additional revenue gap that needs to be closed. Three scenarios were developed resulting in additional revenue losses ranging from $2.4 million up to $7.1 million. Details of each of the scenarios can be found on pages 9 — 16 of this memo. Additional revenue gap for each scenario is as follows. The amounts below are in addition to the initial $6.1 million revenue aao discussed above. Scenario 1 - $2.4 million + initial revenue gap $6.1 = total revenue gap $8.5 Scenario 2 - $4.3 million + initial revenue gap $6.1 = total revenue gap $10.5 Scenario 3 - $7.1 million + initial revenue gap $6.1 = total revenue gap $13.3 Given what we know today, Scenario 1 is most likely too optimistic. Based on economic indicators today, it is now believed, and is in line with what other area cities are projecting, that the actual revenue gap would be somewhere between Scenario 2 and Scenario 3, which would result in an additional revenue gap of around $6 million, for a total revenue gap in 2020 of $12 million. Additionally, economic indicators point to a continuing loss of revenue in 2021 as well. At this time, we are projecting a revenue loss of $6 million in 2021. Thus, the City will need to fill an additional gap of $6 million in 2020, for a total gap of $12 million with an ongoing budget shortfall of $6 million in 2021; meaning ongoing budget reductions. Decision Tree On one extreme, the City could utilize only contingency funds to fill the gap in 2020. Given the current contingency fund balance of $7.1 million (see page 19 for specifics on the contingency fund), this would leave $1.1 million to fill a small portion of the revenue gap in 2021. This is not a recommended option as it leaves no contingency available for a second or third wave of infections that could hit later in 2020 or in 2021 nor would it leave funds for any other emergency that could arise. The other extreme would be to reduce labor costs by $6 million to fill the remaining revenue gap and not utilize contingency funds. While this would result in ongoing savings, this would result in significant loss of staff and significantly reduce the ability to provide services to our communities. 120 INFORMATIONAL MEMO Page 25 Rather, staff is recommending a balanced approach of matching contingency funds to labor reductions using a 3 to 1 ratio. This approach ensures that we stay true to our values of Caring, Professional, and Responsive. We are in this together and all departments need to share in the responsibility of reducing costs. Decision Tree Tools A more refined decision tree will be presented at the next Finance Committee meeting with the intent of identifying tools such as the following to close the gap: - Voluntary retirements and separations - Involuntary furloughs - Voluntary furloughs - Layoffs - Voluntary pay reductions Required Services and Current Service Levels The City of Tukwila is a code city and operates under RCW 35A Optional Municipal Code. The Optional Municipal Code provides flexibility in the administration of municipal government and permits code cities to adjust procedures and programs to meet individual needs. The Code (RCW 35A) establishes the powers and responsibilities of councilmembers, the mayor, and city administrator. Other city officials have only powers as the city council vest in them. This results in an increase in administrative choices available to code cities. There are legal requirements regarding planning in the Growth Management Act and minimum staffing is necessary for development activities. There are relatively few mandates for code cities in the RCWs regarding minimum staffing and service levels except for police. Code cities are required to appoint a chief law enforcement officer pursuant to RCW 35A.12.020 and a city police department must be under the control and direction of the chief of police. However, neither the state constitution nor state law mandates a specific number of law enforcement officers or level of law enforcement services. Thus, staffing and service levels are policy decisions in the discretion of the City Council. If the City does not maintain their own police department, the County would be required to provide coverage. There are no specific statutes that require cities to provide fire protection services or parks and recreation services. However, as a practical matter, cities provide some measure of these services. Through long-standing Council policy, the City Council has set current service levels through policy decisions during the budget and budget amendment process. The current budaet reflects priorities set by City Council and manv of the oroarams included in the budget closely align with the City's adopted Strategic Goals. Attached to this memo is the list of all programs in the general fund. Each program went through an extensive scoring process that benchmarked every program against the City's 121 INFORMATIONAL MEMO Page 26 Strategic Goals and basic program attributes. Tier 1 and Tier 2 programs most closely align with the Strategic Goals. All programs that are legally mandated either at the federal or state level are identified with an *. Many of the programs that have been identified as legally required are because of services the City provides. For example, because we Drovide fire services and emDlov firefiahters. there are reauired traininas that all firefighters must complete on a regular basis. Professional Services Details on professional services for each department are detailed in the 2019 — 2020 Biennial Budget Document. During Phase II when departments were required to scrub their budgets, many budget categories were reduced, including professional services. It should be noted that some contracts in the professional services category cannot be reduced as they are legally required. For example, audit costs are captured in professional services and an annual audit is required per RCW. Details on professional services for each department in the aeneral fund can be found on the following Daaes: Department Page Number(s) City Council 89 Mayor's Office 103 - 113 Municipal Court 124 — 125 Parks & Recreation 138 — 160 Community Development 171 — 182 Police 194 — 210 Fire 222 — 235 Public Works 248 — 260 Administrative Services 271 — 273 Finance 284 TIS 296 In addition to details on professional services, the chart on the following page summarizes all expenditures by major category in the general fund. 122 INFORMATIONAL MEMO Page 27 2019 - 2020 Biennial Budget General Fund Expenditure by Type General F-und Expendi€ures by Type City of Tukwila, Washington Actua l Budgel Pa rae nt oharga Prajec-bELd 2101G 2017 2019 2D1B 2D19 2020 2018-19 2a19-2D Salaries S 26,737,1578 S 27.618.116 # 27,373s BOB S 28,f102,303 S 29,395,986 S 3D,296,d21 2.9% 3.1% Extra Labor 627,M4 653,302 7A473 7a4.60 762,1333 764.697 1.1% ores Mime 1,511),1W 1.513.455 1,A54,443 1,B72,D35 1,35D,DN 1,354,OD0 -19.3% 0315 Total Wages 28,OB3,B54 29,785,074 30,1f34T 2 31,D29.CO1 31,508,923 3Z415,317 1.6% ts% FICA 1,698,26D 1,75D,040 1,791,576 1,843,684 Z107,152 2,Dfl9,OB2 14.3% -GIs% LEOFF 2 8131,656 93D,131 870,516 M,316 W-Z207 896,125 -2.s% PERS 1,3135,B67 1,512,991 1,66ZW4 1,O1Oo13 1.751,659 1,032,555 e.ez �.9% IndusirialInsurrance 9711,20o 634,0131 699z71 N1,170 861,416 934,A77 -e.s% HE% Med,Drel,Disabiity,Lr7e 5,563,572 5,597,627 5,7315 BN9 6.N7. 64 5065M 5,285,OO7 -s-z% t,8% Unemploymenl 4I},3AD 13,d39 21,354 13,D00 - on% on% Clothing Allowance 5,102 510rJ 1a,T80 10,774 13,525 0.5 5 -2G.9% on% Total B�nefi# 10,27D,937 iD-,w,738 10,79341)21 11,765.321 11,9&%519 14019,052 AAM *s% Office Supplies 47DAG 4115,174 494,459 481,442 427,525 427,525 a1.2% OD% Small Tools & Minor Equip 1 D9J$22 149,000 9Z-D2D 97,318 163,569 133,5ff0 69.1 % -1433:% Reereafion Prng Supplies 112235 19.782 20-42 31,13D0 37,090 37,000 IGA% anal Fire Supplies 1B1,56B 114,465 14"3 186,977 151,37E 161,3T7 - CD% StreE. Ma 1t Supplies 167,099 1B6,077 15k524 24D,3D0 152,760 165,725 -3&774 .2n% OM- 342,562 M7,2134 30B,B64 H1,2115 325,483 306,483 -s-,% lotal Supplies 1AS3.445 1.2111.702 1�22`},d02 1,308,122 U57.656 1.213,6111 ter% ph ProiessionA Senkes 2.776,406 3,3D4,744 3AM408 3,1102,177 3,M2,4H 1. 144,0M -11.1-4 -i s% Commtnicaticn 407,476 4DD.a2a 471,M9 43l!-.370 434,6M 434,13M -0 z ou% Tra-,el 143,012 1136,239 16D,103 1ali,8BD 169,630 159,630 1=_.9z ou% Ad*nising 24,222 26,052 3Dz51 51,500 47,550 A7,WA CD% Operating Rents & Leases 294,737 478,425 5138�4W 4A5 670 466, 130 466,230 -A,oz 13 D% Equipment Replacerneni 4I32,893 1W.014 567AB IM014 067,1312 166,014 301,e% -?5.1% Equip Operations & Maint 1.13D,405 1,411,723 1,641,916 1,055,686 1,763,643 1,784,020 SIM 1r% Insurance 810,799 131113,097 07D,416 W-13.962 1.0135.775 1,1347,762 2.9% i Utililies 1,828,751 1,015.730 1,99Z419 1,928,305 109,424 2,D69,1O1 3.7% 33% Repairs and Maintenance 850.278 6M.275 5B4,152 BOT,4118 623.150 587.912 -zzax -5.7% Miscellaneous 832,886 03D,3D5 1,031[1,083 1.114.473 886,637 89D,637 -2a.3% 02% Clams &Judgements 160,514 119,1D0 334,702 3A2,DOD 3213,090 32D,000 is-z% a13% Credit Card Fees 38,645 58.078 4D,456 71),13111 43,13111 43,OB1 -3e.9% QD% Other E.014 6,398 D D,SOD 4.250 4,250 -34.6% one Total ServicrLs 9,71D.B99 11),07,7% 11193d MO 11,873.136 11,M.377 11.165.751 ,Z1% 4n% SCORE Jain 1.310,736 1,4116,963 1,37D, 506 1,533,4(15 1,1526,355 1,675.146 -DA% 3D% Valley Communications 1,034,11213 1,111,663 1,137,420 1,184,617 1,184,253 1,219,01 o.oz 3J2% Animal Conaal 1139,136 111,A92 55064 119.852 125,DD0 131,250 s-2% SD% Other 244,1565 251,070 240.217 254,D50 2A6,758 293,117 129% .22% lotallntergovemmentaJ 2011,347 ZD41,388 3)92D,T07 3,191.124 3X2.36C 3.319,OD4 1.0% to% Machinery and Equipment 79P.Ml 117.679 7E..E.89 313,DD0 24D,000 27D,000 70o.0% 1;!--4s Total Capital 798,601 117,G79 76�50 30,00 244,OD6 270,OD0 rooaw% 1t6% Total NpL ExpendRun-i 53,773.922 54,977,431 57,217,642 59,198,734 59,50 &W 0,402,8D5 0 1. Trarrsfers- CDettSavFundS 2,874,831 2,773,452 3,37B&04 5.940.58D 4.D33,851 1,587,190 31.oz ii.i�fi Trarrsfers- Capital, Daher 1,451,OrJD 2,5134,044 1,5a190 3,1322,I}91) 2119= 1,621,9W •37.3% -.28E% Transfer - Contingency a32,?3^_ 180,715 92,1672 - 565189 21D,OD0 on% .2586�fi Total FxpendihuP!i S 58,533,435 S 611.495,692 $ 62,277,417 t 68,667.314 $ 65.065.875 $ 65.821,9d5 65 123 INFORMATIONAL MEMO Page 28 Possible Next Steps for Council - May 4, 2020: confirmation from Council that, based on what we know today, the revenue gap for 2020 is $12 million and a continuing revenue gap of $6 million in 2021: meaning ongoing budget reductions. - May 11, 2020: Decision on tools to be used in the decision tree to close the revenue gap. Suggested schedule for the next several Finance Committee meetings • April 13, 2020: review 2020 projections, review cash flow, review contingency fund reserve policy and best practices • April 27, 2020: review impacts to capital projects in residential and arterial street funds, impacts of unemployment costs to the City • May 11, 2020: Review decision tree and triggers for each scenario • June 8, 2020: review updated projections and sales tax data RECOMMENDATION Updated Recommendation: Council consensus on 2020 revenue gap scenario of $12 million with a continuing revenue gap of $6 million in 2021 and discussion of tools that may be used to close the aaD. ATTACHMENTS Resolution #1919 — Reserve Fund Policy 2019 — 2020 Biennial Budget Document Programs by Department (pages 452 — 457) 124 Cl*ty of T Washington Resolution No. / Q I q A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, REVISING THE PREVIOUSLY ADOPTED FINANCIAL RESERVE POLICY TO ELIMINATE THE EFFECTS OF GASB 68 FOR PURPOSES OF CALCULATING THE UNRESTRICTED BALANCES OF THE ENTERPRISE FUNDS; AND REPEALING RESOLUTION NO. 1861. WHEREAS, for the well-being and sustainability of the community, its residents, and businesses, it is important that the City of Tukwila be prepared to respond to any and all situations that could result in a risk and/or crisis to the City's finances including, but not limited to, revenue shortfalls and unanticipated expenditures; and WHEREAS, it is the responsibility of the City Council of the City of Tukwila to provide policy direction for the City's biennial budget through the passage of motions and ordinances, adoption of resolutions, and final approval of said budget; and WHEREAS, a financial reserve policy establishes, attains, and restores minimum fund balances, including self -insured health care reserve funds, and specifies review and reporting of such; and WHEREAS, beginning in 2015 the City was required to implement Governmental Accounting Standards Board Statement 68 (GASB 68) related to accounting and reporting for pension plans; and WHEREAS, it is the responsibility of the City to report the effects of GASB 68 in the Comprehensive Annual Financial Report (CAFR), even though the effects are not a current liability of the City; and WHEREAS, the City desires to eliminate the effects of GASB 68 for purposes of calculating the unrestricted balances of the Enterprise Funds; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. Minimum Fund Balances. A. At the close of each fiscal year, the General Fund unassigned balance shall equal or exceed 18% and the Contingency Fund reserve balance shall equal or exceed 10% of the previous year General Fund revenue, exclusive of significant non- WAWord Process ing\Reserve Policy revised 11-14-17 SW:bjs Page 1 of 2 125 operating, non -recurring revenues such as real estate sales or transfers in from other funds. B. At the close of each fiscal year, the unrestricted balances of the Enterprise Funds shall equal or exceed 20% of the previous year revenue, exclusive of the effects of GASB Statement 68, as well as significant non -operating, non -recurring revenues such as real estate sales, transfers in from other funds or debt proceeds. C. Use or draw down of minimum balances shall occur only upon recommendation of City Administration and approval by City Council through a resolution. Should use or draw down occur, the City Administration shall establish a plan, no later than the end of the fiscal year following the year of decline, to restore the fund balance to the prescribed minimum level. The plan shall be presented to and approved by the City Council. Section 2. One-time Revenue Reserve. A One-time Revenue Reserve shall be established and maintained in the Contingency Fund. The One-time Revenue Reserve shall be credited annually with 10% of the prior year one-time revenues to the extent General Fund surplus for the year is sufficient to cover the reserve funding. Use of the reserve shall occur only upon recommendation by City Administration and approval by City Council through a resolution. Section 3. Self -insured Health Care Fun each of its self -insured health care funds in an the actuarially determined IBNR (incurred b reserve shall occur only upon recommendation City Council through a resolution. ds. The City shall maintain a reserve in amount equal to 1.5 times, or 150%, of ut not reported) balance. Use of the by City Administration and approval by Section 4. A report showing compliance with the Financial Reserve Policy shall be provided to the City Council on an annual basis, no later than July 1 of each year. Section 5. Repealer. Resolution No. 1861 is hereby repealed. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this )'04 day of 2017. AT�T"E�ST/AUTHENTICATEDo Christy O' la erty, MMC, City Clefg APPROVED AS TO FORM BY: (2CKA& Rachel B. Turpin, City Attorney W:\Word Processing\Reserve Policy revised 11-14-17 SW:bjs raw-W a Dennis Roe o , Council President Filed with the City Clerk: - c� l t7 Passed by the City Council: - Resolution Number: c� 19 Page 2 of 2 126 2019 - 2020 Biennial Budget City of Tukwila, Washington PROGRAMS BY DEPARTMENT Department Program Tier 2019 Budget 2020 Budget Allocation Allocation Administrative Seances `Accounts Payable/Budget Preparation Ter 2 45,975 48,522 Administrative Services *Civil Service Compliance Tier 2 55,060 55,733 Administrative Services *Emergency Preparedness/Response Tier 2 5,884 6,248 Administrative Services *Policy Development/Compliance Tier 2 57,278 59,710 Administrative Services *Recruitment Tier 2 81,781 82,696 Administrative Seances Communications Tier 2 250,696 263,311 Administrative Seances Community Engagement Tier 2 68,646 70,772 Administrative Seances Equity Tier 2 20,049 20,854 Administrative Seances Government Relations Tier 2 25,911 27,432 Administrative Seances Housing Tier 2 230,486 236,278 Administrative Seances Public Safety Plan Tier 2 95,975 101,568 Administrative Seances Regional Collaboration Tier 2 34,814 36,310 Administrative Services School District Tier 2 41,600 43,904 Administrative Services Tukwila Works Tier 2 10,041 10,626 Administrative Services *Benefit Plan Management Tier 3 53,812 55,906 Administrative Services *Health & Safety Tier 3 63,645 65,183 Administrative Services *Labor Relations Tier 3 142,163 147,969 Administrative Services Classification/Compensation Tier 3 86,528 90,135 Administrative Services Food Insecurity Tier 3 63,394 64,301 Administrative Services HR General Administration Tier 3 89,622 90,334 Administrative Services Internal Communications Tier 3 75,687 82,954 Administrative Services Minor Home Repair Tier 3 116,085 117,767 Administrative Services Performance Management/Training Tier 3 72,040 73,244 Administrative Seances Physical/Mental/Dental Well -Being Tier 3 173,381 174,495 Administrative Services Support for Independence Tier 3 123,371 123,839 Administrative Services Training Tier 3 27,586 28,862 City Council *Budget Oversight Tier 1 78,778 80,256 City Council *Governmental Affairs and Appointments Tier 1 91,283 92,579 City Council *Legislative Oversight Tier 1 196,528 198,485 City Council Community Engagement and Events Tier 2 65,522 66,705 Community Development *Construction Permit Review and inspection Tier 1 733,781 753,409 Community Development *Comprehensive Plan Implementation Tier 2 342,398 350,840 Community Development *Current Planning Tier 2 305,335 315,506 Community Development *Regional Government Coordination Tier 2 150,703 154,200 Community Development *Transportation Demand Management Tier 2 181,598 183,851 Community Development Code Enforcement Tier 2 267,876 274,961 Planning Commission, Board of Architectural Community Development Review and Hearing Examiner Tier 2 187,843 193,686 Community Development Rental Housing Tier 2 140,761 144,739 Community Development *DCD Administration Tier 3 318,379 325,506 Community Development *Permit Intake and Coordination Tier 3 362,099 370,625 Community Development Abatement Tier 3 88,261 89,342 Community Development Customer Inquiries and Assistance Tier 3 375,449 387,221 Community Development Recycling Tier 3 57,075 56,531 Finance *Budget Preparation Tier 2 123,022 143,213 Finance *Emergency Preparedness Tier 2 1,678 1,773 Finance Administration Tier 2 75,381 77,097 Finance Long -Range Financial Planning Model Tier 2 33,096 33,826 Finance Public Safety Plan Tier 2 48,928 51,216 Finance *Accounts Payable/Juror Payments/CTR Tier 3 182,024 188,300 Finance *Capital Asset Accounting Tier 3 42,762 49,600 Finance *Cashiering/Treasury/Banking/Unclaimed Property Tier 3 209,676 213,696 Finance *Debt Management Tier 3 67,523 54,438 Finance *Financial Reporting & Analysis for Departments Tier 3 63,362 67,061 Finance *Financial Reporting/CAFR Tier 3 218,804 229,105 *Denotes a program mandated at the federal or state level 452 127 2019 - 2020 Biennial Budget City of Tukwila, Washington Department Program Tier 2019 Budget 2020 Budget Allocation Allocation Finance *GUEden Administration Tier 3 59,329 67,174 Finance *Grant Accounting Tier 3 50,967 72,809 Finance *Insurance & Risk Management Tier 3 759,706 775,811 Finance *Payroll Administration Tier 3 196,636 203,803 Finance Accounts Receivable/Misc. Billings/LID Tier 3 51,449 55,324 Finance Business License Administration Tier 3 124,948 61,459 Finance Sales & Other Taxes Tier 3 50,947 96,838 Finance Training & Development Tier 3 26,498 27,197 Finance Utility Billing Tier 3 210,949 216,301 Finance *Indirect Cost Allocation Tier 4 33,489 19,620 Finance Investment Management Tier 40,020 41,522 Fire *Apparatus and Equipment Check Tier 1 413,541 424,340 Fire *Emergency Response - Fire & EMS Tier 1 3,556,967 3,654,593 Fire *Fire Prevention Plan Review & Inspection Duties Tier 1 236,455 243,197 Fire *Fleet and 3rd Party Maintenance & Testing Tier 1 223,651 229,634 Fire *Valley Communications & Emergency Radios Tier 1 252,071 259,554 Fire *Administration Tier 2 1,180,917 1,205,711 Fire *Budgeting Tier 94,316 97,129 Fire *Emergency Management Administrative Tier 2 141,194 144,106 Fire *Emergency Management Planning Tier 2 92,499 94,464 Fire *Emergency Messaging Tier 6,172 6,305 Fire *Fire Prevention Investigation Duties Tier 2 66,192 69,095 Fire *Training received Tier 2 923,250 948,818 Community Outreach/Education Emergency Fire Management and Fire Tier 2 169,596 172,997 Fire Emergency Management Assistance Team Tier 2 36,703 37,461 Fire Fire Prevention Administrative Tier 2 74,725 76,356 Fire Pre -Fires Tier 2 29,945 30,763 Fire Professional Development Tier 2 198,052 203,982 Fire Recruiting & Hiring Tier 2 38,342 39,275 Fire *HazMat Team Tier 3 10,592 10,734 Fire *Health and Safety, Physical Fitness Tier 3 748,267 768,329 Fire *Logistics, Equipment & Supplies Tier 3 1,268,079 1,261,236 *Personal Protective Equipment (PPE) - Fire Fire Prevention & Inspections Tier 3 122,997 126,333 *Personal Protective Equipment (PPE) - Fire Suppression Tier 3 166,832 171,376 Fire *Public Records Requests Tier 3 56,572 58,194 Fire *Training Delivery Tier 3 524,579 538,490 Fire Deployments Tiier3 201,189 208,146 Fire Non -Emergency Response Tier 3 763,603 783,958 Fire Rescue Team, Water, Trench, Rope Tier 3 47,225 47,783 Fire Special Event Overtime Tier 3 11,365 11,643 Fire Custodial Services Tier 4 228,507 233,954 Fire Explorer Program Tier 4 4,951 5,095 Fire Facilities Tier 4 122,375 123,690 Fire Inter -Department Support Tier 137,966 142,198 Fire Public Services Tier 4 24,994 25,671 Fire Special Projects/Tasks Tier 4 298,703 307,780 Mayor *Council Agenda/Meeting Functions Tier 1 103,910 108,783 Mayor *Council Legislative Support Tier 1 68,225 69,727 Mayor Citywide Strategic Goals Tier 1 13,122 13,414 Mayor Legislative Affairs Oversight Tier 1 93,333 93,333 Mayor Strategic Planning and Policy Implementation Tier 1 111,619 113,229 Mayor *Attorney Services Tier 2 406,230 406,230 Mayor *Budgeting/Purchasing Tier 20,970 21,723 Mayor *Elections/Voter Registration Tier 2 33,328 33,407 Mayor *Intergovernmental Relations Tier 2 97,789 100,449 *Denotes a program mandated at the federal or state level 453 128 2019 - 2020 Biennial Budget City of Tukwila, Washington Department Program Tier 2019 Budget 2020 Budget Allocation Allocation Mayor *Legal/Public Notices Tier 2 37,406 38,462 Mayor *Ordinance, Resolution & TMC Development Tier 2 67,575 70,314 Mayor *Personnel Tiier2 40,850 41,815 Mayor *Prosecution Services Tier 2 166,000 166,000 Mayor *Public Defense Program Tier 2 479,685 481,193 Mayor Administration (Budget Preparation) Tier 2 8,257 8,342 Mayor Business & Development Attraction and Retention Tier 2 18,530 18,822 Mayor Business Relationships and Satisfaction Tier 2 13,122 13,414 Mayor Community Representation Tier 2 104,023 105,984 Mayor Destination Development Tier 2 18,047 18,216 Mayor Public Safety Plan Tier 2 37,239 38,078 Mayor Resident Inquiries and Assistance Tier 2 13,445 14,199 Mayor Special Matters (Attorney Services) Tier 2 128,500 128,500 Mayor Tukwila International Blvd Revitalization Tier 2 14,291 14,584 Mayor *City Clerk Division Administration Tier 3 64,160 65,938 Mayor *Commute Trip Reduction/Green Initiatives Tier 3 91,000 91,000 Mayor *Digital Records Center Tiier3 131,198 134,917 Mayor *Essential Public Services Tier 3 48,946 50,793 Mayor *Public Records Requests Tier 3 120,899 125,235 Mayor *Records Management Tier 3 100,489 104,410 Mayor Administration Accounts Payable Tier 3 18,913 19,329 Mayor Administration Essential Services Tier 3 29,677 8,441 Mayor Boards, Commissions and Committees Tier 3 54,188 54,942 Mayor City Policy Development Tier 3 32,035 32,744 Mayor Conferences/Training Tier 3 37,475 37,957 Mayor Economic Development Administration Tier 3 17,418 17,626 Mayor Internal Communications Tier 3 47,470 48,812 Mayor Marketing & Sales to Day Tourists Tier 3 3,665 3,750 Mayor Marketing & Sales to Overnight Tourists Tier 3 3,665 3,750 Mayor Meeting Coordination, Scheduling, Facilitation Tier 3 57,187 59,068 Mayor Organizational Development and Training Tier 3 36,982 37,733 Mayor Professional Services (Attorney Services) Tier 3 10,000 30,000 Mayor Regional Partnerships & Relationships Tier 3 32,302 32,679 Mayor Special Event Coordination Tier 3 10,440 10,817 *.Records Retention, Management, Archiving, & Mayor Destruction Tier 4 6,825 7,202 Mayor *Required Citywide Functions Tier 113,180 114,402 Mayor City Property Development and Management Tier 60,404 61,738 Mayor City Scholarship Tier 16,743 17,120 Mayor Emerging Issues & Opportunities Tier 22,383 22,591 Mayor Employee Recognition Program Tier 4 28,240 28,994 Mayor Lodging Tax Applications Oversight & Support Tier 4 3,665 3,750 Mayor Special Presentations Tier 11,198 11,411 Municipal Court *Community Education and Outreach Tier 2 14,925 15,124 Municipal Court *Court Administration Tier 2 116,307 118,768 Municipal Court *Judicial Administration Tier 2 20,830 20,864 Municipal Court *LFO Recovery Programs Tier 2 19,730 20,432 Municipal Court *Adjudication - General Offenses & Traffic Tier 3 23,946 24,236 Municipal Court *Administrative and Logistical Support for Judges Tier 3 79,615 81,807 *Commissions, Associations, Boards, and Municipal Court Committees Tier 3 33,285 34,028 Municipal Court *Compliance Monitoring Tier 3 54,692 56,041 Municipal Court *Court Financial Operations Tier 3 26,003 26,594 Municipal Court *Court Required Educational Programs Tier 3 24,729 25,331 Municipal Court *Law Related Education Tier 3 133,893 136,764 Municipal Court *Maintenance of Court Records Tier 3 27,201 27,906 Municipal Court *Non -Compliance Case Processing (Admin) Tier 3 820 820 *Denotes a program mandated at the federal or state level 454 129 2019 - 2020 Biennial Budget City of Tukwila, Washington Department Program Tier 2019 Budget 2020 Budget Allocation Allocation Municipal Court *Policy & Procedures, & Program Management Tier 3 17,322 17,689 'Technical Support - Court Case Management Municipal Court Systems Tiier3 21,369 21,902 Municipal Court * Retention/Appeals Management/Mental Health Tier 11,604 11,881 Municipal Court *Account Reconciliation and Auditing Tier 4 21,503 21,989 Municipal Court 'Assessment of Court Costs/Fines/Restitution Tier 4 9,258 9,273 Municipal Court 'Bail Bonds Tier 11,604 11,881 Municipal Court "Case Preparation Tier 4 49,213 50,516 Municipal Court 'Citations/Fines and Fees Tier 4 8,671 8,936 Municipal Court "Collections Tier 12,572 12,910 'Collections/Write-Offs/Maintenance of Inactive Municipal Court Cases Tier 25,742 26,367 Municipal Court 'Community Service Tier 4 3,288 3,405 Municipal Court `Community Service Tier 17,737 18,190 Municipal Court 'Community Work Alternative Tier 4 20,051 20,508 Municipal Court 'Conflict Counsel - Indigent Defendants Tier 4 8,186 8,374 Municipal Court 'Court Hearings Tier 98,594 98,754 Municipal Court 'Court Interpreter Management Tier 4 26,914 27,655 Municipal Court 'Customer Assistance & Payment Processing Tier 4 55,032 56,522 Municipal Court *Customer Service Tier 4 24,292 24,835 Municipal Court *Data Input Tier 4 8,671 8,936 Municipal Court 'Day Reporting Tier 8,766 8,993 Municipal Court 'Formal & Monitored Probation Supervision Tier 4 47,889 49,017 Municipal Court *Jury Manager/Management Tier 8,335 8,545 Municipal Court 'Non -Compliance Case Processing (Probation) Tier 4 24,934 25,536 Municipal Court 'Pre -Sentence Investigations Tier 15,963 16,339 Municipal Court 'Public Defender Screening Tier 4 8,766 8,993 Municipal Court 'Public Record Act/Subpoena Responses Tier 4 27,695 28,368 Municipal Court 'Video Conference Facilitation Tier 4 12,665 13,022 Municipal Court 'Warrants Tier 44,089 44,907 Municipal Court Mail Processing Tier 13,313 13,628 Municipal Court Scanning Tier 4 58,212 59,581 Park Maintenance Administration Tier 203,177 213,775 Park Maintenance Parks Tier 1,101,877 1,133,351 Park Maintenance Planning & Development Tier 2 129,242 132,507 Park Maintenance Boards & Commissions Tier 3 8,616 8,834 Park Maintenance Course Maintenance Tier 3 14,210 15,254 Park Maintenance Facility Tier 3 98,685 102,270 Park Maintenance Golf Tier 3 10,316 10,585 Park Maintenance Organizational Support & Development Tier 3 25,848 26,501 Park Maintenance Strategic Support Tier 3 8,616 8,834 Police 'Department Training Program Tier 1 444,088 454,918 Police 'Evidence & Property Management Tier 1 207,353 214,791 Police 'Felony and Sexual Crimes Unit (MCU) Tier 1 2,372,340 2,369,808 Police 'Front Office & Records Management Tier 1 1,237,862 1,280,999 Police 'Police Patrol Services Tier 1 6,163,468 6,204,936 Police 'Traffic Enforcement & Crash Investigation Team Tier 1 821,787 823,707 Police Dispatching Services Tier 1 1,177,353 1,212,591 Police *Detention and Incarceration Services Tier 2 1,718,823 1,772,842 'Mutual Aid & Large Scale Incident (Response & Police Planning) Tier 2 96,676 86,534 Police *PD Budget/Finance Tier 2 139,589 142,397 Police *Police Management and Administration Tier 2 1,062,421 1,065,335 Police 'Recruiting & Hiring Tier 2 114,577 118,172 Police Civil Disturbance Unit Tier 2 56,711 58,795 Police Community Policing Team Tier 2 1,154,087 1,186,965 Police Contracted Off -Duty Security Tier 2 174,956 174,956 Critical Incidents and SWAT (SWAT & Police Negotiations) Tier 2 216,454 225,027 'Denotes a program mandated at the federal or state level 455 130 2019 - 2020 Biennial Budget City of Tukwila, Washington 2019 Budget 2020 Budget Department , Program Tier Allocation Allocation Police Narcotics & Street Crimes Team JAC) Tier 2 829,229 846,637 Police Police Camera Program (Vehicle & Body Wom) Tier 2 51,000 51,000 Police Professional Standards and Department Policy Tier 2 209,565 212,755 Police Public and Community Relations Tier 2 192,528 197,157 Police School Resource Officer Tier 2 287,628 298,293 Police VNET (Valley Narcotics Enforcement Team) Tier 2 132,071 136,752 Police *PD Quartermaster Tier 3 90,000 90,000 Police Animal Control Tier 3 125,000 131,250 Police Auto Theft Task Force Tier 3 141,638 145,318 Police Police K9 Program (Sniffing & Tracking) Tier 3 161,240 163,863 Police Traffic Safety Cameras Tier 3 36,169 37,118 Police PD Fitness Initiative Tier 4 13,000 13,000 Public Works *Permits Tier 1 567,132 582,705 Public Works *Emergency Preparedness and Response Tier 2 27,120 28,471 Public Works CIP/Budget Administration Tier 2 565,248 582,106 Public Works Cleaning Park Restrooms Tier 2 50,469 52,119 Public Works Code Enforcement/Police Bldg Support Tier 2 15,426 16,450 Public Works General PW Administration Tier 2 213,497 222,369 Public Works PW Contracts/Claims/ln\oices Tier 319,406 329,143 Public Works Regional Partnerships Tier 102,136 106,522 Public Works TCC Rental Setup/Breakdown/Damage Tier 2 82,009 84,977 Public Works City Clerk Record Center Tier 3 100,000 100,000 Public Works Facility Improvements Tier 3 515,310 526,479 Public Works Tukwila Works Tier 3 110,717 115,140 Public Works Utilities/Alarm/Insurance/PMs Tier 660,190 641,266 Public Works Council Chamber Setup Tier 4 27,748 28,750 Public Works Facility Cleaning/Custodians Tiier4 592,203 611,361 Recreation Administration Tier 2 470,796 458,804 Recreation Facility Rentals Tier 232,170 236,662 Recreation Organizational Support & De\elopment Tier 2 184,855 189,244 Recreation Boards & Commissions Tier 3 17,213 17,651 Recreation Events Tier 3 273,816 280,015 Recreation Green Tukwila Tier 3 33,357 34,300 Recreation Planning & Development Tier 3 148,074 151,788 Recreation Preschool Tier 3 104,444 106,547 Recreation Senior Services & Programs Tier 3 229,766 234,719 Recreation Strategic Support Tier 3 247,619 253,379 Recreation Teen Tier 217,904 221,884 Recreation Volunteer Services Tier 3 55,835 57,143 Recreation Wellness & Enrichment Tier 3 270,156 274,908 Recreation Youth Tier 427,195 429,882 Recreation Youth Free Services Tier 3 86,433 87,662 Recreation Front Desk Tier 4 217,004 220,761 Street Maintenance *Traffic Control Deices Tier 2 293,981 302,539 Street Maintenance Minor Structural Repair Tier 2 47,163 47,553 Street Maintenance Sidewalks Tier 2 46,652 48,437 Street Maintenance Snow & Ice Control Tier 2 78,787 80,885 Street Maintenance Street Cleaning Tier 2 203,505 209,060 Street Maintenance Street Lighting Tier 2 104,944 107,388 Street Maintenance Transportation Tier 2 241,954 247,946 Street Maintenance Video & Fiber Tier 2 61,184 62,072 Street Maintenance Customer SeNce and Response Tier 3 149,422 153,939 Street Maintenance Road & Street Admin Tier 3 577,893 391,082 Street Maintenance Streets Administration Tier 3 46,601 47,797 Street Maintenance Streetscapes/Median landscaping Tier 3 132,437 136,752 Street Maintenance Tukwila Int'I Blvd Bus Stop/Streetscape Tier 3 195,212 197,263 Street Maintenance Utilities/Surface Water Tier 3 1,175,000 1,216,000 *Denotes a program mandated at the federal or state level 456 131 2019 - 2020 Biennial Budget City of Tukwila, Washington Department I Program Technology & Innovation Svcs 'Emergency Application Services Technology & Innovation Svcs Network Infrastructure Services Business Analysis: Integrations Support, Technology & Innovation Svcs Professional Services, Technical Consultation Technology & Innovation Svcs Business Application Services Technology & Innovation Svcs Business System Management and Support Technology & Innovation Svcs End -User Infrastructure Service Technology & Innovation Svcs GIS Services Technology & Innovation Svcs Justice Center - Public Safety Plan Technology & Innovation Svcs Mobility Services Technology & Innovation Svcs Research & Development: New Technologies Technology & Innovation Svcs Office 365 Training Technology & Innovation Svcs Service Desk Technology & Innovation Svcs Tier1/Tier 2 Helpdesk - Vitalyst Technology & Innovation Svcs Traffic Camera Server Infrastructure Technology & Innovation Svcs Training (T1S Professional Development) Technology & Innovation Svcs Transition to Cloud Technology & Innovation Svcs Vendor Management (Gartner contract) Technology & Innovation Svcs Office Equipment/Leases "Denotes a program mandated at the federal or state level Tier 2019 Budget 2020 Budget Allocation Allocation Tier 1 75,469 79,088 Tier 1 104,256 108,453 Tier 2 72,584 75,395 Tier 2 114,576 118,520 Tier 2 178,575 180,248 Tier 223,709 227,131 Tier 2 198,422 201,402 Tier 2 133,447 138,792 Tier 2 188,424 191,239 Tier 2 126,725 131,208 Tier 3 36,509 36,982 Tier 3 129,800 133,472 Tier 3 152,523 152,523 Tier 3 65,445 68,521 Tier 3 25,212 25,212 Tier 3 126,361 131,102 Tier 3 91,043 94,423 Tier 4 856 856 457 132 J,��I1lA W4 o� sy z J Q ~ zsoaCity Councii Finance Meeting Minutes April 27,2020 - 5:30 p.m. - Electronic Meeting due to COVID-19 Emergency Councilmembers Present: Verna Seal, Chair; Kathy Hougardy, Zak Idan Staff Present: Allan Ekberg, Vicky Carlsen, David Cline, Tony Cullerton Chair Seal called the meeting to order at 5:30 p.m. I. BUSINESS AGENDA A. Financial Impacts from COVID-19 Emergency Staff and Council members continued discussion of financial impacts of COVID-19. Staff recommends delaying the Transportation Element of the Comprehensive Plan and the Walk & Roll program until 2021 and reducing funding for overlay, bridge inspections, ADA improvements, traffic signal program and wetland mitigation by a total of $865K. Committee question(s) requiring follow up • What activities are included in the Transportation Element of the Comprehensive Plan and the Walk and Roll program? What locations would be included in the seismic structure delay? Update 42nd Ave Bridge Replacement numbers • What phase/stage are the outstanding constructions projects at? Estimate how much of additional costs? Committee Recommendation Return to committee. II. MISCELLANEOUS Committee members discussed the City Council travel budget and the possibility of reducing it to help with the budget gap. Chair Seal will propose this to the full Council. The meeting adjourned at 6:23 p.m. 4�-- Committee Chair Approval Minutes byTC, LH 133 City of Tu kwi City Council Finance Committee Meeting Minutes April 28,2020 - 4:00 p.m. - Electronic Meeting due to COVID-19 Emergency Councilmembers Present: Verna Seal, Chair; Kathy Hougardy, Zak Idan Staff Present: Allan Ekberg, Vicky Carlsen, Christy O'Flaherty, David Cline, Tony Cullerton, Laurel Humphrey (others by phone-in) Chair Seal called the meeting to order at 4:00 p.m. I. BUSINESS AGENDA A. Financial Impacts from COVID-19 Emergency Staff and Council members continued discussion of financial impacts of COVID-19, including new information on required services, potential for a decision tree, professional services, and next steps. Staff believes the City needs to plan for a revenue gap of $12M in 2020 and an additional $6M in 2021. Committee question(s) requiring follow up • Provide detail on additional Phase 2 departmental reductions • In program list, identify those that have been impacted by the initial departmental reductions. Committee Recommendation Return to Committee following Council affirmation of the revenue gap. II. MISCELLANEOUS Committee members continued discussion of reducing the Council travel budget in 2020. Staff will poll Council on travel plans to help with decision making. The meeting adjourned at 5:02 p.m. 44— Committee Chair Approval Minutes by LH 134 City of Tukwila Allan Ekberg, Mayor Mayor's Office - David Cline, City Administrator The City of opportunity, the community of choice TO: Mayor Ekberg Councilmembers FROM: David Cline, City Administrator DATE: April 29, 2020 SUBJECT: City Administrator's Report The City Administrator Report is meant to provide the Council, staff and community an update on the activities of the City and on issues that concern Tukwila. Please let me know if you have any questions or need additional information about any of the following items. 1. Intergovernmental Update • Weekly King County City Manager/City Administrator Meetings: City Administrator David Cline attended weekly King County City Managers/City Administrators virtual meetings on April 15 and 22. • Meeting with Superintendent Herndon: On April 16 Mayor Ekberg and City Administrator David Cline had a virtual meeting with Tukwila School District Superintendent Dr. Flip Herndon. • US Conference of Mayors Conference Call: On April 17 Mayor Ekberg participated in a US Conference of Mayors conference call regarding COVID-19. • Sound Cities Association Mayors Meeting: On April 21 Mayor Ekberg participated in a Sound Cities Association South End Mayors monthly meeting held virtually. • Regional Transit Committee Meeting: Community Development staff attended the monthly Regional Transit Committee (RTC) staff meeting on April 22, where staff discussed a revised RTC schedule for 2020 and 2021. Policy updates to the Strategic Plan and Service Guidelines that had been expected to be reviewed and updated by the RTC this year are being shifted to review for the rest of 2020 and potential adoption in 2021. • King County Metro Town Hall: Community Development staff attended the King County Metro Town Hall on April 24. King County Metro General Manager Rob Gannon provided an update on Metro operations in response to the Covid-19 pandemic. Metro has observed that ridership has plateaued at approximately 100,000 riders per day; and weekday service on Metro routes has been reduced generally to the "Saturday" service schedule. Metro continues to monitor ridership to try to maintain social distancing. Constituents looking to provide comments or get the latest information are encouraged to visit the Metro blog, including the Community PartnerToolkit: https://kingcountymetro.blog/2020/04/16/communitypartnertoo[kit/. Tukwila City Hail • 6200 Southcenter Boulevard • Tukwila, WA 98188 • 206-433-1800 • Website: Tukwila WA.gov 135 City Administrator's Report April 29, 2020 Page 2 II. Community Outreach • Community Survey: Parks & Recreation staff developed a community survey that was distributed via email on April 24. The survey will close on April 28 and results will identify greatest needs of past program participants and facility users and help staff with planning for the next 4-5 months. • Tukwila Food Pantry: Parks & Recreation staff have been helping out at The Tukwila Food Pantry. The last two Tuesdays, saw around 400 clients drive thru each day for food assistance. The biggest need is support for packing boxes and prepping food for a quick handoff. • Preschool Learning Packet: Cindy Works, Preschool Teacher, is preparing a May preschool learning packet to be distributed the week of April 27. She continues to offer a Zoom Classroom with her students on a weekly basis. • Senior Meals: Operation Senior Meal Drop continues to be an essential service for Tukwila's older adult population. Staff have been delivering up to 650 meals each week. Additionally, the Tukwila Meals on Wheels program now has 24 clients. III. Staff Updates Public Safety • King County Emergency Coordination Center (ECC) Meetings: Chief Linton continues to share the City EOC Manager responsibilities coordinating the National Guard support to the Tukwila Pantry and participating in the daily King County ECC meetings. • Outreach to Homeless: As part of COVID-19 EOC response, the Community Police Team continues to conduct outreach at homeless camps. Pro-ject Updates • 53rd Ave S: Estimated Completion: July 2020 Comcast's contractor, Sefnco, confirmed that they will be out on the project site to repair a damaged underground conduit on April 24. Upon repair they will complete underground fiber pulling, cutover, and wrecking out the overhead lines. After Comcast completes the work, CenturyLink will remove the existing utility poles. • Green the Green: Estimated Completion: December 2020 Contractor is in the planning stage for providing water to the installed plants at both sites. There will be a meeting with staff, contractor, and JSH property management to discuss utilizing their irrigation system. The contractor and staff are coordinating with the Water crew for watering at the NC Machinery site. Boeing Access Rd over Airport Warr Bridge: Estimated Completion: December 2020 A total of five bids were opened on April 7 with verification that Razz Construction is the apparent low and responsive bidder. The project is scheduled to be presented at the May 4 Transportation and Infrastructure Committee meeting with the request that it be forwarded to the consent agenda at the Council meeting later that evening to expedite the schedule. Phone: 206-433-1800 • Email: Mayor@TukwilaWA.gov • Website: TukwilaWA.gov 136 City Administrator's Report April 29, 2020 Page 3 • 42"1 Ave S Bridge In-depth Inspection: The City is working with Fickett Structural Solutions and BNSF to schedule a partial inspection of the 42nd Ave S Bridge. During the inspection, the bridge will be reduced to one lane for cars and all truck traffic will be restricted. The City and BNSF is working together to coordinate the truck traffic in the area. Boards, Commissions and Committees - All meetings have been canceled for May • Arts Commission: No vacancies. • Civil Service Commission: Vacant Position: #1 Resident position. • COPCAB: Vacant Position: Student Representative. • Equity & Social Justice Commission: Vacant Positions: #2 Education Representative and Student Representative. • Human Services Advisory Board: No vacancies. • Library Advisory Board: Vacant Position: Student Representative. • Lodging Tax Advisory Committee: Vacant Positions: #5 Business Collecting Tax and Position #9 Funded by Tax. • Park Commission: Vacant Positions: Position #2 Community Representative and Student Representative. • Planning Commission: No vacancies. Phone: 205-433-1800 • Email: Mayor@TukwilaWA.gov • Website: TukwilaWA.gov 137 138 TUKWILA PUBLIC SAFETY PROJECTS Fire Station 51 SOJ Construction Management Monthly Report April 2020 ReiDort Reviewed bv: Justine Kim Owner's Representative: Shiels Obletz Johnsen (SOJ) Architect: Weinstein A+ U GCCM: Lydig Construction Progress: • Interior painting 90% complete. • Permanent power complete. • South driveway paving ongoing. • Rear apron asphalt to complete this week. • Exterior caulking on masonry started. • Four -Fold Doors delivered onsite. Upcoming Activities: • Grinding and polishing of concrete floors to start 1st week of May. • Sectional Doors to arrive early May. • Casework to begin arriving May 181n Budget Status: • See overall TPSP budget summary updated monthly and included in monthly report package. Change Order Status: • Change Order #7 issued in April- $59,425 • Total Change Orders to date - $415,346 Schedule Status: • See TPSP master project schedule updated monthly and included in monthly report package. Critical Issues: • The COVID-19 pandemic and associated health/safety requirements has impacted jobsite labor productivity and materials procurement. The project team is working closely with the GC/CM to mitigate potential cost and schedule impacts. Tukwila Public Safety Plan - Fire Station 51- Monthly Report 1 139 Tukwila Public Safety Plan - Fire Station 51- Monthly Report Grading Rear Apron Paving Courtyard Concrete Work a - 140 Steel Canopy at Rear Apron Tukwila Public Safety Plan - Fire Station 51- Monthly Report 141 142 TUKWILA PUBLIC SAFETY PROJECTS Fire Station 52 SOJ Construction Management Monthly Report April 2020 ReiDort Reviewed bv: Justine Kim Owner's Representative: Shiels Obletz Johnsen (SOJ) Architect: Weinstein A+ U GCCM: Lydig Construction Progress: • Steel Stair#1 and #2 placed. • All Building concrete complete • Mechanical, Plumbing and Electrical inspections ongoing. • Masonry installation started. • Water resistant barrier (WRB) installation ongoing. • Framing work continues. Upcoming Activities: • Driveway grading to 65th to stat 1st week of May. • Drywall installation to start mid -May. • Fiberglass window system installation to start early May. Budget Status: • See overall TPSP budget summary updated monthly and included in monthly report package. Change Order Status: • Change Order #6 issued in April - $121,531 • Total Change Orders to date - $406,747 Schedule Status: • See TPSP master project schedule updated monthly and included in monthly report package. Critical Issues: • The COVID-19 pandemic and associated health/safety requirements has impacted jobsite labor productivity and materials procurement. The project team is working closely with the GC/CM to mitigate potential cost and schedule impacts. Tukwila Public Safety Plan - Fire Station 52 - Monthly Report 1 143 View of Main Entry 1 View of Brick Installation Tukwila Public Safety Plan - Fire Station 52 - Monthly Report 144 2 Stair #1 Installed Tukwila Public Safety Plan - Fire Station 52 - Monthly Report 145 146 TUKWILA PUBLIC SAFETY PROJECTS Justice Center SOJ Construction Management Monthly Report April 2020 Report Prepared by: Ethan Bernau ReDort Reviewed bv: Justine Kim Owner's Representative: Shiels Obletz Johnsen (SOJ) Architect: DLR Group GCCM: BNBuilders Construction Progress: • Continued pouring sidewalks and completed roadway paving at S.150t" St. • Continued detention doors and frames installation. • Continued ceramic tile in bathrooms and started carpet tile in office areas. • Continued elevator installation. • Started final grading and landscaping at western portion of site (adjacent to Military Rd. S.). Upcoming Activities: • Start site fencing and gates. • Start irrigation and landscaping. • Complete new fiber connection to buildingwith Zayo. • Complete new CATV connection to building with Comcast. • Complete existing underground vault adjustments with Seattle City Light. • Complete existing gas line relocation with Puget Sound Energy. Budget Status: • See overall TPSP budget summary updated monthly and included in monthly report package. Change Order Status: • Change Order #7 for $292,045 issued in March. • Total Change Orders issued to date = $1,340,990. Schedule Status: • See TPSP master project schedule updated monthly and included in monthly report package. Critical Issues: • The COVID-19 pandemic and associated health/safety requirements has impacted jobsite labor productivity and materials procurement. The project team is working closely with the GC/CM to mitigate potential cost and schedule impacts. Tukwila Public Safety Plan - Justice Center- Monthly Report 1 147 Building Exterior and Sidewalk, Looking South Im Prep for Paving and Landscaping, Back of House Tukwila Public Safety Plan - Justice Center- Monthly Report 2 PD Records Storage, Area A --oil- A Aio 1. Carpet at EOC, Area B Tukwila Public Safety Plan -Justice Center - Monthly Report 3 149 Court Lobby and Window, Area C Asphalt Paving and Striping at S. 1501h St. Tukwila Public Safety Plan -Justice Center - Monthly Report 150 City of Tukwila Lydig Construction, Inc Fire Station #51 GC Contract Value $ 9,943,234.95 Updated 3.2 7.20 Award Amount: $ 2,219,102.00 WMBE Participation Scopes of Work that you Intend to Award to WMBEs Sub/Supplier Name Certification Approximate Subcontract $ Amount City of Seattle Self- Certification OMWBE State Certification OMWBE Federal Certification SCS Roofing Axiom Division 7 SCS $ 217,945 Site Concrete Caliber Concrete Const WBE $ 394,500 Masonry Cascade Construction SCS $ 310,097 Fencing Secure -A -Site WBE $ 299,000 Steel Erection CHG Building Systems SCS $ 168,922 Overhead Doors Crawford Door Company SB, VOSB $ 102,261 Fire Protection Emerald Fire LLC WBE $ 49,750 Bituminous Waterproofing Inland Waterproofing WBE $ 10,850 Striping Stanley Patrick Striping I I SCS $ 4,834 Plumbing Adept Mechanical MBE MBE / DBE SCS $ 659,596 Concrete Sawing Salinas Sawing & Sealing MBE $ 1,347 Trucking SilverStreak Inc WBE T/M Site Services Construction Site Services MBE WBE T/M Office Supplies Keeney Office Supply WBE T/M Total Amount Intended to be Performed by DBE to Date: $ 2,219,102 Percentage of Contract Amount: 22 Scopes where the sub/supplier is not yet determined or committed When do you anticipate making a selection? p g Do you anticipate using a SCS Is this a Spread the Work SCS Can only a Sole Source do the work? Approximate Subcontract $ Amount $ $ $ $ Total Amount Not Yet Committed to a Sub/Supplier: $ Page 2/3151 Apprentice Utilization Plan - Updated 3.27.2020 List the prime and all subcontractors scheduled to work on this project, and indicate the estimated number of hours to be performed by journey level and apprentice workers for each. Apprentice utilization must equal or exceed 15 % of the total labor hours. Estimated information Prime Contractor and all Subcontractors Journey Labor Hours Apprentice Labor Hours Total LaborApprentice Hours for Project Percentage Number of Apprentices Adept Mechanical 1,245 0 1,245 0.00% 0 Axiom Division 7 1,428 0 1,428 0.00% 0 Cadman 73 0 73 0.00% 0 Caliber 275 129 404 31.97% 1 Cascade 1,414 175 1,589 11.01% 3 CHG 1,081 0 1,081 0.00% 0 Emerald Fire 313 154 467 32.98% 2 ESM Consulting Engineers 229 0 229 0.00% 0 Fagade Tech 1,284 109 1,393 7.81% 1 GK Knutson 2,457 1,1211 3,5781 31.33% 1 7 Inland Waterproofing 49 0 49 0.00% 0 K Fox Insulation 2 0 2 0.00% 0 KT Painting 288 0 288 0.00% 0 LaRusso Concrete 136 0 136 0.00% 0 Lydig Construction 3,916 159 4,075 3.90% 5 Mckinstry 2,954 1,752 4,706 37.22% 4 Miles Sand & Gravel 83 0 83 0.00% 0 Multiwire 19 01 191 0.00% 1 0 Northshore 873 394 1,267 31.10% 1 Ralph's Concrete Pumping 30 0 30 0.00% 0 SCllnfrastucture 3,553 7 3,560 0.20% 0 West Wind Reinforcing 70 40 110 36.36% 4 TOTALS: 21,769 4,039 25,809 15.85% 28 Apprenticeship Utilization Requirement., Page 3/3 City of Tukwila LydigConstruction, Inc Fire Station #52 GC Contract Value $ 16,314,475.75 Updated3.27.2020 Award Amount: $ 4,414,634.38 WMBE Participation Scopes of Work that you Intend to Award to WMBEs Sub/Supplier Name Certification Approximate Subcontract $Amount City of Seattle Self- Certification OMWBE State Certification OMWBE Federal Certification SCS Structural Steel Erection Corona Steel MBE $ 261,661 Damp & Waterproofing Inland Waterproofing WBE $ 32,100 Masonry R&D Masonry VOB $ 443,850 Fencing Secure -A -Site WBE $ 194,150 Roofing Axiom Division 7 SCS $ 267,309 Metal Siding Axiom SCS $ 337,919 Earthwork Pellco SCS $ 2,424,774 Structural Steel Supply B&B Fabricators WBE $ 452,872 ***Note: Not all contracts are bought out yet, and Mini-MACC does not include all scopes. Total Amount Intended to be Performed by DBE to Date: $ 4,414,634 Percentage of Contract Amount: 27% Scopes where the sub/supplier is not yet determined or committed When do you anticipate making a selection? Do you anticipate using a SCS Is this a Spread the Work SCS Can only a Sole Source do the work? Approximate Subcontract $ Amount $ $ $ $ Total Amount Not Yet Committed to a Sub/Supplier: $ Page 2/3153 Apprentice Utilization Plan - Updated 412712020 List the prime and all subcontractors scheduled to work on this project, and indicate the estimated number of hours to be performed by journey level and apprentice workers for each. Apprentice utilization must equal or exceed 15% of the total labor hours. Estimated information Prime Contractor and all Subcontractors Journey Labor Hours Apprentice Labor Hours Total LaborApprentice Hours for Project Percentage Number of Apprentices Brundage Bone 6 48 194 97 1,390 10 99 58 483 4,703 16 418 4,341 145 9 2 45 1,521 926 4 77 0 0 0 21 0 0 0 0 0 2,808 0 214 545 0 0 0 0 132 0 0 9 6 0.00% 0 0 0 2 0 0 0 0 0 5 0 8 3 0 0 0 0 2 Conco 48 0.00% ESM Consulting Engineers 194 0.00% Evergreen Concrete Cutting 118 17.45% Grady Excavating 1,390 0.00% Ground Up Road Construction 10 0.00% Inland Waterproofing Services 99 0.00% Innovative Vacuum Services 58 0.00% Kulchin Foundation Drilling Co 483 0.00% Lydig Construction 7,511 37.38% Miles Sand & Gravel 16 0.00% Morse Steel Reinforcing 632 33.86% Pellco 4,886 11.16% Ralph's Concrete Pumping 145 0.00% RL Clearing 9 0.00% Stoneway Concrete 21 0.00% Sky High Tree Removal 45 0.00% Vanderlip & Co. 1,653 7.99% Axiom Division 7 926 0.00% 0 General Storefronts 4 0.00% 0 LaRusso 86 9.94% 1 0 Percentage TOTALS: 14,590 3,728 18,317 20.35°/ 21 Apprenticeship Utilization Requirement: 15% Page 3/3 City of Tukwila BNB - Justice Center GC Contract Value $ 29,098,053.00 812012019 Award Amount:Fs 4,645,946 WMBE Participation Scopes of Work that you Intend to Award to WMBEs Sub/Supplier Name Certification Approximate Subcontract $ Amount City of y Seattle Self- Certification OMWBE State Certification OMWBE Federal Certification SCS Supplier of Hardware, Doors and Frames Contract Hardware Inc. SBE $ 310,362 Site Concrete Caliber Concrete WBE $ 520,550 Signage Sign Wizards SDBE/WSB E $ 36,236 Supplier SnapTex SBE/WBE/ MBE $ 33,875 Shelving Workpointe SBE $ 454,003 Plumbing Redline Mechanical X $ 809,002 Controls C&C Solutions VOSBE $ 235,700 Marble Supply Skyline Marble WBE $ 88,000 Rubber Base Install Zombie Base WSBE $ 4,758 Roofing Systems Axiom #1027 $ 583,020 Painting and Coatings Halili WBE $ 219,450 Fire Protection Columbia Fire #1599 $ 287,890 Iri ation and Landscaping RE Sides Landscaping #1054 $ 1,020,000 Temp Sanitation (NSS) Construction Site Services $ 22,000 Waterproofing Inland Waterproofing WBE I $ 21,100 Outreach Coordinator Darling Nava Consulting M41F0026198 In Progress Participation: $ 4,645,946 Percentage of Award Amount: 16% Scopes where the sub/supplier is not y et determined or committed When do you anticipate making a selection? Do you anticipate using a SCS Is this a Spread the Work SCS Can only a Sole Source do the work? Approximate Subcontract $ amount $ - Total Amount Not Yet Committed to a Sub/Supplier: $ - Page 2/3 1 55 O) Apprentice Utilization Plan - March 2020 List the prime and all subcontractors scheduled to work on this project, and indicate the estimated number of hours to be performed by journey level and apprentice workers for each. Apprentice utilization must equal or exceed 15% of the total labor hours. Estimated information Prime Contractor and all Subcontractors This month Journey Labor Hours This Month Apprentice Labor Hours Total Labor Hours for Project Total Apprentice Percentage Number of Apprentices BNBuilders 947 262 23,881 20.24% 2 Apex Steel 0 0 9,985 11.26% 1 0 Ascendent, LLC 8,262 2.51 % Axiom Division 7 12 0 843 0.00% 0 Caliber Concrete 72 32 2,3431 20.81% General Storefronts 134 31 1,881 36.21% 2 Gonsalves & Santucci DBA Conco 2,573 8.67% Harris Rebar (Central Steel) 6,343 6.02% Iliad, Inc 1,090 0 17,640 0.89% 0 Inland Waterproofing 247 0.00% Johansen Mechanical 590 358 9,085 28.33% 4 Lakeside Industries 1,234 6.12% Northshore Exteriors 6,820 36.52% Northwest Partitions 2,388 210 14,099 12.92% 10 Performance Contracting 155 5.16% Rhine Demolition 2,090 11.10% Valley Electric 1,032 634 6,662 33.05% 6 Columbia Fire 52 48 747 49.10% 1 Johansen Mechanicla (Redline Mech) 198 96 2,568 11.53% 1 NW Complete Contracting 1,318 0.00% Northshore Exteriors (Pape) 22 0.00% Northwest Partitions (InsulPro) 130 16 1,521 13.81% 1 Caliber Concrete (Evergreen Concrete) 11 45.45% Caliber Concrete (Stoneway) 70 0.00% CIVIL Security 474 0 538 0.00% Lacey Glass 2 2 4 50.00% 1 NW Partitions (Sign Wizards) 14 0 14 0.00% 0 Zesbaugh 18 8 26 30.48% 1 TOTALS: 7,152 1,697 120,979 15.20% 29 'newly added this month Apprenticeship Utilization Requirement: 10% Page 3/3 (1)City of Tukwila - Facilities Plan MONTHLY Budget Report TOTAL PROJECT (REVISED Budgets; D-20 Plan Adopted by Council) Life to Date Costs Original A/E Services (both Design & CA) $ 3,278,125 $ 171,875 $ 3,450,000 $ 3,210,300 $ 2,800,328 $ 409,972 $ 239,700 $ - Permits/Fees $ 700,000 $ 210,000 $ 910,000 $ 864,657 $ 864,657 $ - $ 45,343 $ - Construction (Pre -Con, Const & Tax) $ 38,738,678 $ 755,081 $ 39,493,759 $ 38,809,241 $ 28,417,973 $ 10,521,024 $ 0 $ - ConstructionRelatedCosts(met Bond) $ 2,112,639 $ 254,773 $ 2,367,412 $ 2,164,654 $ 977,842 $ 1,186,812 $ 202,758 $ - PM Services (met Other Professional Svcs) $ 1,815,875 $ 229,816 $ 2,045,691 $ 2,013,625 $ 1,496,993 $ 516,632 $ 32,066 $ - Contingency (incl Construction &Project) $ 6,507,731 $ (3,676,463) $ 2,831,268 $ - $ - $ - $ 3,381,268 $ - Contingency for Site Contamination (soils,hazmat) $ - $ 550,000 $ 550,000 $ 684,518 $ 554,762 $ - $ - $ Land Acquisition $ 14,133,295 $ (416,714) $ 13,716,581 $ 13,716,462 $ 13,692,508 $ 23,954 $ 119 $ - Contingency for Land Acquisition $ 1,250,000 $ 250,000 IS $ 1,500,000 $ 1,491,500 IS $ 1,491,500 $ $ 8,500 $ TOTAL I $ 68,536,343 (1,671,632) $ 66,864,711 62,954,957 IS 50,296,564 $ 12,658,393 $ 3,909,754 1 $ COUNCIL/ ,, A/E Services (both Design & CA) $ 1,070,000 $ 298,956 $ 1,368,956 $ 1,327,790 $ 1,181,678 S 146,112 $ 41,166 $ - Land Acquisition $ - $ - $ - $ - $ - $ - $ - $ - Permits/Fees $ 234,000 $ 100,000 $ 334,000 $ 172,289 $ 156,502 $ 15,788 $ 161,711 $ - Construction (Pre -Con, Const & Tax) $ 9,396,000 $ 1,853,003 $ 11,249,003 $ 11,249,003 $ 8,135,415 $ 3,113,589 $ (0) $ - Construction Related Costs (met Bond) $ 931,000 $ (190,837) $ 740,163 $ 447,977 $ 258,262 $ 189,715 $ 292,186 $ - PM Services (incl Other Professional Svcs) $ 526,000 $ (133,000) $ 393,000 $ 363,412 $ 242,646 $ 120,766 $ 29,588 $ Contingency (incl Construction & Project) $ 1, 116,000 $i (516,489) $ 599,511 $ $ $ $ 599,511 $i TOTAL $ 13,273,000 $ 1,411,633 $i 14,684,632 $ 13,560,471 $ 9,914,102 $ 3,585,969 $ 1,124,161 $ COUNCILI FIRE STA I A/E Services (both Design & CA) S 1,415,000 $ 458,172 $ 1,873,172 $ 1,871,265 $ 1,439,233 $ 432,032 $ 1,907 $ Land Acquisition $ 16,000 $ 1,160 $ 17,160 $ 17,157 $ 17,157 $ - $ 3 $ - Permits/Fees $ 353,000 $ 50,000 $ 403,000 $ 359,409 $ 299,232 $ 60,177 $ 43,591 $ - Construction (Pre-Con,Const &Tax) $ 13,298,000 $ 4,919,108 $ 18,217,108 $ 18,217,107 $ 8,179,576 $ 10,037,531 $ 0 $ - ConstructionRelatedCosts(incl Bond) $ 1,398,000 $ (177,660) $ 1,220,340 $ 648,747 $ 221,871 $ 426,876 $ 571,593 $ - PM Services (incl Other Professional Svcs) $ 787,000 $ (50,000) $ 737,000 $ 553,315 $ 367,972 $ 185,343 $ 183,685 $ - Contingency (incl Construction & Project) $ 1,343,000 $ (60,780) $i 1,282,220 $ $ $ $ 1,282,220 $ TOTAL $ 18,610,000 $ 5,140,000 $ 23,750,000 $ 21,667,000 $ 10,525,041 $ 11,141,959 $ 2,083,000 $ SUMMARY - I Original A/E Services (both Design & CA) $ 150,000 $ (15,505) $ 134,495 $ 134,495 $ 132,995 $ 1,500 $ (0) $ Land Acquisition $ 902,668 $ 31,206 $ 933,874 $ 933,875 $ 933,775 $ 100 $ (1) $ - Permits/Fees $ 20,000 $ (11,827) $ 8,173 $ 4,971 $ 4,971 $ - $ 3,202 $ - Construction (Pre -Con, Const & Tax) $ 230,000 $ (123,300) $ 106,700 $ 106,700 $ 67,856 $ 38,844 $ - $ - Construction Related Costs (met Bond) $ 50,000 $ (2,698) $ 47,302 $ 42,302 $ 29,145 $ 13,157 $ 5,000 $ - PM Services (incl Other Professional Svcs) $ 107,500 $ (835) $ 106,665 $ 106,665 $ 86,066 $ 20,599 $ - $ - Contingency (incl Construction & Project) $ 41,832 $ 122,959 $ 164:721 $ $ $ $ 164,791 $ TOTAL $ 1,502,00. $ $ 1,502,005 $ 1,329,008 $ 1,254,808 $ 74,201 $ 172,992 $ COUNCIL/' WORKSPUBLIC OriginalBudger Budget Transfers Current Budget Remaing Committed Remaining BudgetCost a, A/E Services (both Design & CA) $ 767,385 $ 15,000 $ 782,385 $ 335,382 $ 293,363 $ 42,019 $ 447,003 $ Land Acquisition $ 22,000,046 $ 3,374,913 $ 25,374,959 $ 25,373,239 $ 25,371,146 $ 2,093 $ 1,720 $ - Permits/Fees $ 110,000 $ (20,000) $ 90,000 $ 123 $ 123 $ - $ 89,877 $ - Construction (Pre -Con, Const & Tax) $ 4,950,000 $ (1,895,000) $ 3,055,000 $ - $ - $ - $ 3,055,000 $ - Construction Related Costs (met Bond) $ 529,036 $ (404,793) $ 124,243 $ 81,598 $ 66,431 $ 15,168 $ 42,645 $ - PM Services (met Other Professional Svcs) $ 668,426 $ (348,426) $ 320,000 $ 280,545 $ 177,282 $ 103,263 $ 39,455 $ - Contingency (incl Construction & Project) $ 975,107 $ (721,694) $ 253,413 $ $ $ $ 253,413 $ TOTAL $ 30,000,000 $ $ 30,000,000 $ 26,070,887 $ 25,908,345 $ 162,543 $ 3,929,113 $ 158 2016 A/E PROCUREMENT PROGRAMMING DESIGN/PERMITTING BIDDING/CONSTRUCTION MOVE-IN/OCCUPANCY FIRE STATION 5 2 A/E PROCUREMENT PROGRAMMING DESIGN/PERMITTING BIDDING/CONSTRUCTION MOVE-IN/OCCUPANCY A/E PROCUREMENT PROGRAMMING DESIGN/PERMITTING BIDDING/CONSTRU;CTION MOVE-IN/OCCU'PANCY A/E PROCUREMENT MASTER SITS PLAN DESIGN PHASE 1 BIDDING/CONSTRUCTION PHASE 1 2017 r � i 2019 2020 I 2021 PROJECT = A/E PROCUREMENT M PROGRAMMING M DESIGN/PERMITTING CA CO MOVE-IN/OCCUPANCY PHASE 1 _ BIDDING/CONSTRUCTION MOVE-IN/OCCUPANCY 160 UPCOMING MEETINGS AND EVENTS MAY 2020 Due to COVID-19, meetings are not being held onsite; telephone access is available to the public MAY4 MONDAY MAY TUESDAY MAYS WEDNESDAY MAY7 THURSDAY MAY FRIDAY MAY9 SATURDAY ➢ Transportation & Infrastructure ➢ LiWaFyAdvise @eard ➢ Equity &-Seaial- Justice 47` .GT� Committee Cancelled Cemmissren f rV c}1l 5:30 PM Cancelled Fes f,61 Remote meeting Cancelled (see agenda for Instructions) ➢ Planning & Economic Development Committee 5:30 PM Remote meeting (see agenda for Instructions) ➢ City Council Regular Meeting 7:00 PM Remote meeting (see agenda for Instructions) Mly Me Highline Community Symphonic Band Concert Cancelled MAY 11 MONDAY MAY 12 TUESDAY MAY 13 WEDNESDAY MAY 14 THURSDAY MAY 15 FRIDAY MAY 16 SATURDAY ➢ Community Services & Safety Committee ➢ RaFk-6emrgissien Cancelled ➢ Community OrientedPolicingOREJEN Tub � 5:30 PM Citizens -Advisory , - , To be determined Beard ill P Duwamish Hill Preserve Cancelled Work Party ➢ Finance Cancelled Committee 5:30 PM To be determined ➢ City Council Committee of the Whole Meeting 7:00 PM To be determined COVID-19 FINANCIAL RESOURCES FOR WORKERS AND BUSINESSES The City of Tukwila has compiled a range of information being developed by various agencies and governments that may be helpful to community members on the City website. Check back on this resource page frequently for updates as new information becomes available. For more information, visit tukwilawa.gov/departments/administrative-services/covid-19-financial-resources-for-workersand-businesses. FREE MEALS DELIVERED TO SENIORS If you are 60+ years of age and live in Tukwila, you can get up to 7 frozen meals a week. Halal meals are available. This service is provided during the COVID-19 shutdown by Tukwila Parks and Recreation and King County Veterans Seniors and Human Services Levy. Staff will contact you on Monday or Tuesday to take orders for Wednesday delivery. Email ParksRec@TukwilaWa.gov or call 206-767-2321 and leave your name and phone number. DRIVE THRU PICK-UP - 3118 S 140th St & Regular pantry hours are 12:30 PM — 2:30 PM (Tue, Thu and Sat). Tukwila Pantry is in need of shopping bags. 4 sZ VOLUNTEERS — In need of volunteers Wednesday, Friday and Saturday mornings at 9 AM to prepare 500+ bags of food and clean up. ®® DONORS — Please donate at TukwilaPantry.org. STILL WATERS SNACK PACK VIRTUAL AUCTION MAY 2 5PM — 9 PM TICKETS SALES DEADLINE EXTENDED TO THIS SATURDAY Tickets are only $10 so register now to participate in the virtual auction! Ticket sales deadline extended to the day of virtual auction. Your contribution will help provide weekend meals for Tukwila students who struggle with housing insecurity. To purchase tickets and preview the online catalog of bidding items, visit www.charityauction.bid/tuksnackpack FREE CHILI FREE CHILD CARE FOR ONLY ESSENTIAL WORKERS — MUST PROVIDE WORKER ID OR SIMILAR PROOF OF EMPLOYMENT In partnership with Tukwila School District, Boys & Girls Clubs will offer extended day programming at Tukwila Elementary School from 7 AM to 4 PM daily. For more information, contact Annie Faletogo at 206-436-1914 or AFaletogo@positiveplace.org. No Slots are limited. To register, visit positiveplace.org/clubs/ and enter TUKWILA in Find a Club field. To access other FREE emergency child care slots, call the Child Care Aware of WA Family Center at 1-800-446-1114 and complete an intake with Family Center staff. After intake, a resources specialist will work to match you with an eligible child care priovider that meets your family needs. King County and its partners are working quickly, and hope to have child care available by mid -April. For more information, visit publichealthinsider.com/2020/04/12/emergency-childcare-for-first-responders-essential-workers/ FILING TAX DEADLINE EXTENDED TO JULY 15 FREE TAX Visit MyFreeTaxes.com where you can quickly and easily file your taxes online for FREE with a simple return. All United States tax filers with PREPARATION simple returns are eligible. You can prepare and file your taxes using the FREE fellable forms with IRS. You must know haw to do your taxes yourself. For more information, visit irs.gov/filing/free-file-do-your-federal-taxes-for-free. Uii:ted States, COMPLETE YOUR ONLINE SUBMISSION! The count is mandated by the Constitution and conducted by the U.S. Census Bureau, a nonpartisan government agency. The 2020 Census counts Census the population in all 50 states, the District of Columbia, and five U.S. territories (Puerto Rico, American Samoa, the Commonwealth of the Northern ' ' Mariana Islands, Guam, and the U.S. Virgin Islands). Each home will receive an invitation to respond to a short questionnaire —online, by phone, or by mail. There are 59languages available for online submission. Espanol rP3C(1M1$) Tieng Viet -f-qC{ PyttKMA ayyJl Tagalog Polski Frangais Kreybl Ayisyen Portugues Elio Visit my202Ocensus.gov/ to take the 10 minute questionnaire. It's safe, secure, and confidential. Your information and privacy are protected. Your response helps to direct billions of dollars in federal funds to local communities for schools, roads and other public services. 161 Tentative Agenda Schedule MONTH MEETING 1 — MEETING 2 — MEETING 3 — MEETING 4 — REGULAR C.O.W. REGULAR C.O.W. May 4 11 18 25 See this week's agenda Special Issues Consent Agenda packet cover sheet for the - Statement denouncing - Authorize the Mayor to sign NO COUNCIL OR COMMITTEE agenda: COVID-19 related CDBG Minor Home Repair MEETING SCHEDULED discrimination. 2021 grant submission for May 4, 2020 COVID-19 weekly update. $110,000. Regular Meeting Financial impacts from COVID-19. Unfinished Business MEMORIAL+ 2019 Police Annual Report. COVID-19 weekly update. MONTH MEETING 1 — MEETING 2 — MEETING 3 — MEETING 4 - I REGULAR C.O.W. REGULAR C.O.W. June 1 8 15 22 Unfinished Business Public Hearing Unfinished Business COVID-19 weekly update. A resolution for the A resolution for the 2021-2026 Six -Year 2021-2026 Six -Year Transportation Improvement Transportation Improvement Program. Program. Special Issues A resolution for the 2021- 2026 Six -Year Transportation Improvement Program. An update on the City's Permit Process. 2019 Year -End Financial Report. HB 1406 revisiting revenue spending. 162