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HomeMy WebLinkAboutCSS 2020-05-11 COMPLETE AGENDA PACKETCity of Tukwila Community Services and Safety Committee O Kate Kruller, Chair O Thomas McLeod O Cynthia Delostrinos Johnson AGENDA MONDAY, MAY 11, 2020 — 5:30 PM (6399 Building, Suite 199) Distribution: K. Kruller Mayor Ekberg T. McLeod D. Cline C. Delostrinos Johnson R. Bianchi D. Quinn C. O'Flaherty A. Youn L. Humphrey THIS MEETING WILL NOT BE CONDUCTED AT CITY FACILITIES BASED ON THE GOVERNOR'S PROCLAMATION 20-28. THE PHONE NUMBER FOR THE PUBLIC TO LISTEN TO THIS MEETING IS: 1-253-292-9750, Access Code 418240840# Item Recommended Action Page 1. BUSINESS AGENDA a. A grant application for Community Development a. Forward to 5/18 Consent Pg.1 Block Grant (CDBG) funds for the 2021 Minor Home Agenda. Repair Program for $110,000. Stacy Hansen, Human Services Program Coordinator b. 2019 Police Department Annual Report. b. Discussion only. Pg.13 Bruce Linton, Police Chief c. 2019 Fire Department Annual Report. c. Discussion only. Pg.27 Jay Wittwer, Fire Chief d. An update on Fire Department budget proviso. d. Discussion only. Pg.55 Jay Wittwer, Fire Chief 2. MISCELLANEOUS Next Scheduled Meeting: June 8, 2020 SThe City of Tukwila strives to accommodate individuals with disabilities. Please contact the City Clerk's Office at 206-433-1800(TukwilaCityClerk(a�TukwilaWA.gov) for assistance. City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Community Services and Safety FROM: Stacy Hansen, Human Services Program Coordinator CC: Mayor Ekberg DATE: April 28, 2020 SUBJECT: CDBG Minor Home Repair 2021 authorize grant submission ISSUE The City Council's authorization is necessary for the City to apply to King County for the Community Development Block Grant funds. These funds are for the Tukwila Minor Home Repair program. In 2021, the City will continue its role as fiscal administrator for the Minor Home Repair program in the cities of Tukwila, Covington, Des Moines, and SeaTac. The program successfully assists low and moderate income homeowners maintain their homes. The 2021 application is for $110,000 to be equally shared between all four cities (minus a small administration fee for King County). BACKGROUND Human Services staff has been administering this program since 2005. In 2019, 13 unduplicated Tukwila households were served (45 program -wide) consisting of 21 individual projects (55 program wide) and 108.75 hours of Tukwila repairs (533.25 program -wide). The 2021 request is for $110,000 for the entire program, consisting of $26,750 in construction dollars for each city. DISCUSSION This application competes county -wide with capital applications from other cities and non-profit agencies. Tukwila Human Services staff participates in discussions to recommend capital projects although unable to vote on any applications affecting Tukwila. FINANCIAL IMPACT Partners cities provide roughly 20% of staff time as in -kind to manage and administer the Minor Home Repair program within their respective cities. Since Tukwila is the lead fiscal agent, in addition to administering the program, staff is also responsible for the annual application process, contract execution, quarterly bill reimbursement between Tukwila, partner cities and King County. Tukwila Human Services staff also attends all required King County meetings, monitors partner cities to ensure contract compliance and provides on -going technical assistance. Between serving as the fiscal agent and administering the program in Tukwila, the Human Services Program Coordinator spends up to 30% of her time on the Minor Home Repair program. RECOMMENDATION Staff is asking Council to forward this item to the May 18, 2020 Regular Council meeting for the consent agenda. ATTACHMENTS Pre -Application — full application is in process. 2 '1 King County Powered by ZoomGrantsTM King County, WA DCHS HCD CD CDBG 2021 Capital Deadline: 5/29/2020 Email This Preview Save as PDF Print Close Window A♦ City of Tukwila Tukwila, Covington, Des Moines, SeaTac Minor Home Repair Program Jump to: Pre -Application Application Questions Budget Tables Documents USD$ 110,000.00 Requested Project Contact Stacy Hansen sh.humanservices(a_)gmail.com Tel: 206-433-7180 Additional Contacts none entered Pre -Application top Project Description City of Tukwila Telephone Fax Web City Administrator EIN David Cline DUNS David.Cline(@TukwilaWa.gov (N)CAGE SAM Expires 206-433-7180 206-433-7191 www.TukwilaWa.gov 91-6001519 1. Provide a brief overview of the project and identify what specifically CDBG funds will be used for. The Tukwila, Covington, Des Moines and SeaTac Minor Home Repair Program consortium provides minor health and safety focused repairs in low to moderate income, owner occupied homes in the four city consortium mentioned above. Repairs may include small plumbing, electrical and other small handyman types of jobs. This program is a no -cost program to qualified residents. Each project is limited in cost ($3,400), each household has an annual limit ($5,000) and a lifetime maximum ($7,500). Individual projects are reviewed by King County staff prior to project start. Designated city staff at each of the partner cities manages its own portion of the budget, contracting, marketing and community outreach. Tukwila acts as the lead fiscal manager of the overall grant in application, quarterly bill submission and providing technical assistance to city partners as needed. 2. What is your organization's mission? How does this project align with your mission? As south King County cities, one of our missions is to ensure access to healthy and safe housing for all of its residents. With the need for affordable housing at an all time high throughout the county, keeping older housing stock well -maintained for low to moderate income, owner occupied households prevents the cycle of postponed maintenance, catastrophic structural damage, potential injury to residents, out of home placement, flipping and sale and making it no longer affordable housing. The Minor Home Repair Program allows residents of all ages and abilities to remain safely in their home and chosen community while preserving the integrity of the home. Project Location 3. Provide the exact address of project site, (not the agency address unless it is the same location). Preferred format: address, city, state, zip. If the location is an intersection please find the closest address. Please upload at least four photographs of the project site in Jpg format and label the images according to the direction they were taken: for example 'project -site -east, project -site -north, etc." Microenterprise and Minor Home Projects use "N/A". N/A Project Category 4. What category does your project fit into? Choose one. If "Other" please email program staff at community.development@kingcounty.gov to discuss before submitting. Community Facility Public Improvements Parks Microenterprise Housing ✓ Minor Home Repair Human Services Other 5. What type of activity is involved? Choose one. Acquisition ✓ Rehabilitation Construction Economic Development Popuation Served 6. CDBG activities must meet at least one national objective (listed below). Which category/s best match your project? Area Benefit - The area benefit category is the most commonly used national objective for activities that benefit a residential neighborhood. An area benefit activity is one that benefits all residents in a particular area, where at least 51 percent of the residents are Low to Moderate Income (LMI) persons. NOTE: This percent may be different in your area. Limited Clientele Benefit - a clientele that is either screened per HUD income limits or is generally presumed to be principally LMI. This presumption covers abused children, battered spouses, elderly persons, severely disabled adults, homeless persons, illiterate adults, persons living with AIDS, and migrant farm workers. Please contact Community.Development@kingcounty.gov for additional assistance in determining eligibility for your project area. Area Benefit ✓ Limited Clientele 7. Are you familiar with current CDBG income screening requirements? How do you determine eligibility? For example do you use income screening, location of residence, or eligibility in other government programs? (i.e. County -wide, city wide, school district, or by specific street names). Yes - All four MHR consortium partner cities screen each potential program participant with the current CDBG HUD program income guidelines to determine that household is program eligible. 8. Is any of the real property currently occupied by residential or business tenants? If yes, have they been formally notified of the possible relocation? If no, how long has the property been vacant? If your project does not include acquisition, type N/A for Not Applicable. For additional information on Uniform Relocation Act (URA) requirements, please visit the HUD Exchange Website: https://www.hudexchange.info/trainings/ura-the-hud-way/ N/A 9. Does the project include any demolition of building(s)? For URA information, please refer to HUD Exchange Website: https://www.hudexchange.info/trainings/ura-the-hud-way/. If your project/program does not include construction, select Not Applicable. Yes No ✓ Not Applicable Project Funding 10. Provide background and explanation of fund sources and status of other funding pursued and committed for this project, i.e. what other grant/fund sources will be applied toward this project? Have other funds been committed? If so, provide the expiration date for using those funds. Are any of your project funds from a federal source? All CDBG funds awarded to the Tukwila, Covington, Des Moines and SeaTac Minor Home Repair program goes directly towards the individual health and safety repair projects in each community. All four MHR consortium partner cities have Human Services/Coordinator staff to manage and administer the MHR program in their respective cities. All cities contribute a significant amount of in -kind staff time (15-25%) to ensure that residents are well served, contractors are hired and paid promptly and quarterly bills and data are reported to the lead city who reports in a timely manner to King County. 11. Will these funds be used to match/leverage other funding? Yes ✓ No Public Participation 12. What public participation has or will be held before or during the course of this Pre -Application? Provide evidence of community input about the need this project addresses, and about potential solutions. Please feel free to upload community meeting minutes, flyers, and especially survey results and/or meeting summaries. Capital Improvement Plan outreach efforts can also be included. As the recipient of previous CDBG funding, City staff conduct customer satisfaction surveys at each job completion and utilize that feedback in advertisements in local community publications, share brochures at various community events and the project is reviewed by City Council Committees and the full City Council. All council meetings are typically open to the public, however, due to COVID-19 no physical City Council meetings are conducted publicly so an email comment period is available as is a call -in option for those interested in listening or participating during the live meeting. Documents Requested * Required? Attached Documents Site Photos: Upload 4 Site Photos (Mln. 1200 pixels) ✓ Minor Repair site map Community Input Samples: Meeting Minutes, Summaries, Flyers, Descriptions, Outcomes. Application Questions top Some answers will not be presented because they are not part of the selected group of questions based on the answer to #25. Project Description and Community Need 1. Discuss the scope and magnitude of the need your project is designed to address. Quantify this need using local, sub -regional or regional data. Also describe how the project/program is accessible via transportation (what are the options for people to access this project), and immediacy of services (ex. do you have a waiting list?). -answer not presented because of the answer to #25- 2. Does this project address a public health and/or safety need? Attach all supporting documentation that relates to this need. (e.g. orders, letters, traffic accident counts, Department of Transportation (DOT) public safety statistics). -answer not presented because of the answer to #25- 3. Which King County FY 2020-2024 Consolidated Plan Goal does this program/project most closely address? -answer not presented because of the answer to #25- Equity and Social Justice 4. Describe your agency's policies, practices, services and systems that promote fairness and opportunity for low - to moderate -income people, particularly people of color and underserved communities that are disproportionately represented among the homeless population. -answer not presented because of the answer to #25- Outcomes 5. How does your agency engage with and include groups representing and/or led by people of color or other affected populations to do your work? Describe how this process fosters trust and dignity across geographic, race, class and gender lines, and supports individual and community efforts to develop solutions. -answer not presented because of the answer to #25- 6. Explain how your agency will make services available to populations disproportionately represented among the homeless population, including racial and ethnic minorities, immigrants and refugees, individuals with disabilities, LGBTQ youth and adults, and people with limited English proficiency. -answer not presented because of the answer to #25- 7. Please identify equity issues or limitations you may encounter during this process, and describe how you will modify services to meet the needs of these specific populations. How does your agency conduct self -assessment with regards to these principles? -answer not presented because of the answer to #25- 8. How will your project define success? How will performance be measured and reported in addition to the number of unduplicated persons assisted? -answer not presented because of the answer to #25- 9. How many people OR businesses will be served by this project? Enter the proposed # served in each category. -answer not presented because of the answer to #25- Financials and Accounting 10. Can your project or program be funded at different levels? If yes, indicate the minimum amount needed to move forward, and your maximum request. Describe the changes made to the scope of the project in each case. -answer not presented because of the answer to #25- 11. Please list the chief financial officer and subordinate fiscal staff who will be overseeing this project. -answer not presented because of the answer to #25- 12. Describe your agency's experience managing and accounting for federal/public funds. Does your organization have the capacity to track CDBG funds separately from other funding sources? -answer not presented because of the answer to #25- 13. Has the agency expended more than $250,000 in federal funds in the last fiscal year? Has your organization had significant audit findings within your last three budget years? If yes, please upload a document to explain why. -answer not presented because of the answer to #25- 14. Will your project generate Program Income (i.e. fees charged for use or services)? -answer not presented because of the answer to #25- 15. Describe the financial stability of your agency, including systems and processes for financial oversight, budget approval and reporting of financial performance. Include fiscal staff resources, skills, experience, etc. -answer not presented because of the answer to #25- Agency/Organization Background and Qualifications 16. Describe your organization's capacity and experience to manage and complete the proposed program/project within the timeline and budget. Describe the agency's existing staff positions/qualifications. Provide a list of those staff who will be participating in the implementation of the project and their resumes. -answer not presented because of the answer to #25- 17. Describe how long your agency has offered the services associated with the project. Discuss the relevant licenses your agency holds: for example, Public Engineer, Certified Public Accountant, etc. -answer not presented because of the answer to #25- National Environmental Policy Act (NEPA) Environmental Review 18. Is your project considered Exempt, CEST, CENST, or an Environmental Assessment (EA)? Examples: Exempt Projects — No review of regulations or public notice needed. Examples include: human/public services, administration, planning, architectural and engineering design, and microenterprise projects. Categorically Excluded under 58.35(a) (CEST) Projects — Examples include: certain types of acquisition*, building rehabilitation and improvements without change of land use, building size and occupational increase below 20%. Categorically Excluded Not subject to 58.5 (CENST) Projects — Examples include: supportive services (healthcare, housing placement), operating costs like utilities and supplies, Economic development costs (non -construction), pre - development costs, maintenance, and supplemental assistance. Environmental Assessments (EA)— New construction, change in land use, increasing building size or occupational capacity by more than 20%. (Please note that this type of project may require a more extensive EA process before breaking ground or doing other choice limiting activities and extend the project timeline.) -answer not presented because of the answer to #25- General Questions and Document Uploads 19. Choice -Limiting Activities: Due to Federal rules, grant projects cannot legally do any of the following actions until under contract with King County, which can take up to a year after application submission. Choice -Limiting activities include: Property acquisition, clearing, grading, site prep, or other actions that break ground/change land -use, or commit federal funds to a course of action. Would you still like to pursue a CDBG grant with King County? -answer not presented because of the answer to #25- 20. Please indicate the King County Council Districts that will be served by this project. -answer not presented because of the answer to #25- 21. Will your project be completed within 17 months of contract execution date? (Awards are anticipated in Fall of 2021). -answer not presented because of the answer to #25- 22. AUTHORIZATION TO APPLY: Upload your Agency's Board or Council authorization to apply along with Certification of Application. Note: If your council has authorized application in May, 2020, upload draft minutes. Fully authorized minutes will be required no later than the July Public Forum. Indicate below whether full authorization is uploaded. -answer not presented because of the answer to #25- 23. Is there anything else you would like to us to know about your project? -answer not presented because of the answer to #25- 24. Do you anticipate electing to charge the permissible Indirect cost rate allowed by 2 CFR §200.414 (f) Indirect (F&A) costs? -answer not presented because of the answer to #25- Branching/Project Specific Questions 25. Which category best describes your project? For more information on types of projects, please see the "Types of Eligible Activities" document in the library to learn more about the type of Activities this funding round addresses. -answer not presented because of the answer to #25- 26. MICROENTERPRISE: Describe how your program works with applicants. What is the process from initial qualification to exiting the program? -answer not presented because of the answer to #25- 27. MICROENTERPRISE: What technical assistance will be offered to assist small business or person(s) interested in establishing or growing their business? How will your program be more beneficial than traditional loans? -answer not presented because of the answer to #25- 28. CAPITAL: Specify any known code or safety violations. -answer not presented because of the answer to #25- 29. CAPITAL: Describe the scope in detail and specify the size of the project (ex. Square feet/Linear feet if applicable). -answer not presented because of the answer to #25- 30. CAPITAL: Describe in detail how you arrived at the total cost of the project. Identify permits required for the project as well as any land use approval (i.e. lot line adjustment, subdivision, rezone, conditional use, etc.) an acquisition costs. -answer not presented because of the answer to #25- 31. CAPITAL: What is the current use of the site? -answer not presented because of the answer to #25- 32. COMMUNITY FACILITY - Describe your agency's capacity to maintain and protect CDBG investment in the facility. -answer not presented because of the answer to #25- 33. COMMUNITY FACILITY - Has your Agency considered the King County CDBG Consortium Change of Use and Security requirements? Review, sign and upload certification acknowledging the requirements and agency commitment associated with a funding award. -answer not presented because of the answer to #25- 34. INFRASTRUCTURE/PARKS: Where is this project listed in priorities in your area's Capital Improvement Plan (CIP)? Is it high, medium or low on the list? Describe priority level and specify where in the document this project is located. -answer not presented because of the answer to #25- 35. PARKS: Describe what plans exist or actions are being considered to address any inadequacies identified regarding the park and/or structure conditions. -answer not presented because of the answer to #25- 36. MINOR HOME REPAIR: Describe how your program works with applicants. What is the process from initial contact through qualification to closing the rehab project? -answer not presented because of the answer to #25- 37. MINOR HOME REPAIR: How does your program work with local code enforcement and community organizations (senior/cultural centers, etc.) to identify potential home repair projects? -answer not presented because of the answer to #25- Budget top Funding Sources/Revenues King County Consortium CDBG Joint Agreement City CDBG or Other Funds HOME Consortium City CDBG or Other Funds Federal State Local and/or City, County Funds Private In -Kind Other (specify) Other (specify) Total Funding Uses/Expenses Environmental Review (KC Set -aside) Appraisal(s) Architect/Engineer Permit n and Procurement of Funds Requested Match Committed Match Not Total by Source Amount Committed Amount USD$ 0.00 USD$ 0.00 King Co CDBG Local Fund Match USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 State Fund Match Federal Fund Total Match USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ Construction Construction *Upload Architect or Engineers Estimate Project Management / Agency Project Management/ Consultant Acquisition- any type (If applicable) Administrative Costs (O&M, Travel, etc) Indirect Cost per 2 CFR 200.414(f) Other; Specifiy Use Total Tables top USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Number of people OR businesses served by this project Total Documents top Documents Requested * Public Safety Documentation Audit/Financial Statements Agency Capacity Risk Analysis download template Project Staff Resumes List of Agency Board Members download template Current Bylaws and Articles of Incorporation Agency IRS Letter of Designation Microenterprise and Minor Home Repair Program Policies and Procedures Agency Client Intake Form Capital Milestones, Microenterprise and Minor Home Repair Timelines and Performance Measures download template Required? Attached Documents * 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Project Cost Estimate download template Site Plan ✓ Community Facility Agency Ten Year Proforma ✓ download template Community Facility Change of Use -Ownership ✓ Authorization Form download template Capital Improvement Plan (CIP) ✓ Certification of Application ✓ download template Additional Documents. (letters of support/public safety notices/code decisions/etc.) * ZoomGrantsTM is not responsible for the content of uploaded documents. Application ID: 165175 Become a fan of ZoomGrantsTI on Facebook Problems? Contact us at Queslions5.ZoomGrants.com ©2002-2020 GrantAnalyst.com. All rights reserved. "ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC. 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BOSS M�E�¢ C�•o�� Wm��kwNO Issaquah, GIs Tukwila 12 PRESENTED TO COMMUNITY SERVICE AND SAFETY COMMITTEE May 11, 2020 W 2019 HIGHLIGHTS • Recruiting and retention • Officer safety/wellness • Mailbox program • Homeless outreach • Crime fighting technology • School engagement • International policing engagement NVESTIGATION DIVISION • Narcotics Detection K9 Team assisted with seizures of cash and drugs • Human trafficking emphasis • Regular information sharing meetings with patrol and external stakeholders • Major investigations • Suspects in carjacking cases • Suspect in multiple felony assaults • Valley Investigations Team membership v, O� PATROL DIVISION • Thirteen new hires — Entry • 8,035 cases completed by officers • 899 cases completed via online reporting • Continued focus: • Tukwila International Boulevard • Central Business District • Other hotspots • Body worn camera — second year of deployment • Implementation of take-home car program • Community issues addressed: • Homelessness • Mental health • Persons in crisis • Internal communication SUPPORT OPERATIONS DIVISION • Processed 3565 records requests • 1385 hours approximately spent on records request • 2673 evidence and property processed • 3452 high security items inventoried • 8901 police reports processed 9 PROFESSIONAL STANDARDS DIVISION • Over 11,000 hours of training completed • Reality -based training established • Additional peer support officers • 908 online reports Am, w Ad I SPECIAL OPERATIONS DIVISION • Community engagement • International Visitor Leadership Program panel discussions • Continued homeless taskforce effort • Continued work with International Rescue Committee • School Resource Officers • Bully Proof Student program • Safety cameras in Parks • Traffic Unit/Speed Reduction in Tukwila Neighborhoods Team (SPRINT) Consolidation 1k co N O REGIONAL PARTNERSHIPS • SWAT • CDU Puget Sound Auto ThE • VNET I UL �' S K17 RECOGNITION/PROMOTION • EMPLOYEE OF THE YEAR • Matt Valdez • EMPLOYEE OF THE QUARTER • Deni Delic • Jon Long • Joseph Zaehler • Phi Huynh • Dustin Johnson • Jamie Sturgill • Lisa Harrison • Lisa Armstrong N • DISTINGUISHED SERVICE MEDALS • Mark Dunlap • Bill Devlin • EMPLOYEE OF THE QUARTER • Erwin Mackie • Peter Tiemann • Dustin Johnson • PROMOTION • Sergeant Phil Glover • Sergeant Andi Delic N) N) STATISTICS Population Calls For Service Crimes Against Persons Murder Rape Robbery Aggravated Assault TOTAL CRIMES AGAINST PERSONS Crimes Against Property Arson Burglary Larceny Auto Thefts TOTAL CRIMES AGAINST PROPERTY 2019 2018 2017 20,198 20,144 19,107 30,189 31,266 30,691 2 3 0 24 19 19 70 69 65 61 58 72 157 149 156 1 4 5 184 272 192 2,744 2,614 2,058 488 579 409 3,417 3,469 2,664 STATISTICS Population Budget Police Staff: Commissioned Non -Commissioned Calls For Service Traffic Citations/Infractions Issued Reported Vehicle Accidents: Injury Fatal Non -Injury (not including hit-and-run) Injury hit-and-run TOTALS N W 2019 �Jt 2017 20,198 20,144 19,107 18,907,947 17,966,627 17,481,118 78 78 79 20 19 18 30,189 31,266 30,691 1,890 1,486 2,637 209 177 171 2 2 1 428 446 514 23 13 24 662 638 710 IV BUDGET Expenditures Police Operations Jail Dispatch King County Animal Control Services Total Expenditures Revenue Category Contracted Services Grants Response Generated Total Revenues Budget Category Police Operations Jail Dispatch King County Animal Control Services Total Budget (Post Amendment) ONLY INCLUDES GENERAL FUND 2019 Expenses 2018 Expenses 2017 Expenses $ 15,992,477 $ 15,155,622 $ 14,805,332 $ 1,626,355 $ 1,579,506 $ 1,466,963 $ 1,183,933 $ 1,131,133 $ 1,096,931 $ 105,182 $ 100,365 $ 111,892 $ 18,907,947 $ 17,966,627 $ 17,481,118 ONLY INCLUDES GENERAL FUND 2019 Revenue 2018 Revenue 2017 Revenue $ 108,939 $ 289,770 $ 343,257 $ 256,435 $ 272,979 $ 462,459 $ 195,616 $ 185,970 $ 236,808 $ 560,990 $ 748,719 $ 1,042,524 ANNUAL BUDGET FIGURES 2019 Budget 2018 Budget 2017 Budget $ 16,502,365 $ 15,804,875 $ 15,556,968 $ 1,626,355 $ 1,633,405 $ 1,484,914 $ 1,177,353 $ 1,168,917 $ 1,127,358 $ 125,000 $ 118,852 $ 118,852 $ 19,431,073 $ 18,726,049 $ 18,288,092 TH8N6 YAW � N cn 26 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: 04/15/2020 SUBJECT: 2019 Fire Department Annual Report ISSUE The City of Tukwila Fire Department is transmitting the 2019 Annual Report to the City Council. BACKGROUND Since 2017, the Fire Department has presented an Annual report to the City Council and community. During the end of 2018, the Fire Department Management Team set a goal within the City Work Plan process for 2019 to adopt the Standards for reporting data as outlined by the State of Washington RCW 35A.92.030. During the past year the Fire Department with assistance from the Finance Department presented data and information to assist the City Council to better understand the operations, revenues and expenditures for the Fire Department. On December 2, 2019, the City Council formally adopted performance policy, standards and objectives in accordance with RCW 35A.92.030. DISCUSSION The Fire Chief and the City Management Team met regularly in the first quarter of 2020 to ensure that data has been collected and prepared using RCW 35A.92.030 as a guide and is included in the attached annual report. The City Council issued a budget proviso during the 2019-2020 Mid -Biennium Budget Amendment process outlining five reporting requirements for 2020. This 2019 Annual Report meets the first requirement. Many important processes including this report were postponed because of the COVID-19 issues that the city faces. The Fire Chief is prepared to answer questions regarding this report. Other Proviso conditions will be met soon. FINANCIAL IMPACT The impact of COVID-19 National and State-wide "Stay Home, Stay Healthy" mandate has caused the City of Tukwila to make adjustments as noted above. There is no direct financial impact regarding this report. RECOMMENDATION The TFD is requesting that the City Council review this report and provide feedback. ATTACHMENT Fire Department 2019 Annual Report 27 w A IN = 11 a UA &a 7 SAFETY • COMMITMENT • EXCELLENCE TUKWI� � T11K�L Once again, I am pleased to present the Annual Report for the Tukwila Fire De- partment (TFD). Over the past 12 months, there has been continual change and progress within the Department that serves our community. TFD operates 4 fire stations and 4 fire companies with 54 total line personnel and 12 support posi- tions. In 2019, we responded to 5979 calls for service, a 3.8% increase over 2018 and an increase of 15.5% over 2014. Our average response time in 2019 was 5.59 minutes. We have maintained this performance standard because of the commitment of our team. As a point of reference, the New York City Fire Department averaged 120 calls per firefighter last year. TFD averaged 110. In June 2019, we placed 2 new fire recruits on-line following the completion of a rigorous and challenging 18-week fire academy. For the past several years our new recruits have been taking part in a three year Joint Apprentice Training Committee (JATC) program. This innovative training program was developed to increase the competency of our firefighters. After completing this program our new employees become Class One Firefighters. I encourage our community members to reach out to the firefighters of the TFD to learn more about this train- ing. You may have thought about a career in firefighting, ask these professionals for guidance about how to join this organization. We are open to all ethnicities, genders and lifestyles, and we encourage all to investigate this exciting occupation. Community outreach continues to be a priority. We support charitable organizations such as MDA, Cancer Foun- dations, Still Waters Snack Pack and other local non-profit organizations. Our actions throughout the year sup- port our commitment to the Community. As we look forward to 2020, my priority will be to continue to provide the highest level of service to our commu- nity. We will work toward strengthening our staffing and equipment resources in order to support this service, a goal that will only grow in importance as the City continues to support its strategic priorities including promoting vibrant neighborhoods and public places along with well -managed growth. TFD continues to enjoy tremendous support from our residents, Mayor Allan Ekberg and the entire Tukwila City Council. Examples are the two new replacement Fire Stations that should open in 2020 and three new fire apparatus purchased in 2019. The mem- bers of the TFD will repay that support by providing a long standing tradition of First Class service to our Tukwila Community. As your Fire Chief, I am grateful for the support of this department and community. I will repay that support by continuing to advocate for progress and growth within the TFD and the City of Tukwila. High Regards, QA� Jayhc ttwer, Fire Chief i want to thank the City of Tukwila Fire Department on another year of tremendous service to our community. This past year the department worked hard to meet and exceeded the City Council's recently adopted service standards, while also responding to the highest number of calls for service. This is a significant accomplishment and continues to show that Tukwila Fire Department is a leader in providing professional fire and emergency medical services. In 2019, the City continued to fulfill its promise to build safe and efficient fire stations that the vot- ers approved in the 2016 Public Safety Bond. The new Fire Station 51, which will open in the sum- mer of 2020, will serve our current and future needs in the Southcenter area, while the new head- quarters Fire Station 52, which will open in early 2021 on the City Hall campus, will provide better service to the whole community. These two new stations show our commitment to the safety of our community. The City also commissioned a new ladder truck and two new engines into service, also as part of our commitment in the 2016 Public Safety Bond. I was proud to participate in their push -in cere- monies and our community's continued support for our Fire Department. In 2019, the City embarked on a deep dive into the operational costs and service standards for our fire department and these efforts will translate into more transparency and accountability to the public into future years. I was fortunate to meet with each of the Fire Department crews on several occasions this past year and I am impressed by the caring, responsive and professional service of our employees. I would like to thank the dedicated members of Tukwila Fire Department for their hard work and professionalism in delivering a high level of service to our community in 2019. Thank you for your confidence and continued support. Respectfully, Allan Ekberg Mayor Zak Idan - Thomas McLeod - Verna Seal - Dennis Robertson - De"Sean Quinn - Kate Kruller - Kathy Hougardy Position 1 - Verna Seal Position 2 - Kathy Hougardy Position 3 - Thomas McLeod Position 4 - Dennis Robertson Position 5 - Zak Idan Position 6 - Kate Kruller Positions 7 - De'Sean Quinn Fkz Alarshd15 kaltdm rhcl I Bon Hayman oUln r 3an L aLu[rrr. captain Jlu ran laAlnson Ph"rhabDr I Ll Admin Tech WKant Ria y�wr iD $ig Hanser. u 7.uarirr. -o d•QtFici in Diann Marllncr kdrnin TKk Hlools Hain Tukwila ftemidents Mwfw & City Caund Rm {hlal Jaywtttwrr lu Asslstartt QllQf IM& Ftoncs �AP�feJtTflC� ARarag�,av�rri` Jason Kankxrka vj".hl %fd177J77� �� {iplirt AntlV Yerans WIIIILan � .=QC3d�APSI Fi Smith llnoo In 9nllfth, ®Wod - I u f R FIRE STATIONS z ya. � w - 1 Y►�ly},� A} j i •TEF aw F s. �• - } STATION 52 STATION 51 5900 S 147 S -• 444 ANDOVER PARK EAST �/ 1 � �+, I � •. � ..: - u y.., • Imo_ - STATION 53 4237 S 144 ST _ - -- y 4202 SY115 ST SAFETY • COMMITMENT • EXCELLENCE 9.65 SQ Miles 19,765 Residential Population 150,000 Daytime Population Malp Legend + City Faallty City Restroorn i Fira Station • Police Facility School .... ..... Trail Street Tukwila Park 0 wa�y City LimhB ' Pioasa nom: Ail taansporiatnn. suriaca avatar. sanitary suwur and water distribution tscllitloa a 1m numnrods 6a shawan this sumrnarr snap. Sc*daLaikd Camp Plan sacbm iortfils IrdorrMion. 6) City of Tukwila Facilities t� rr AW 4& L`L`II� • M14 SFIFGI61MI-VE RENNYdZiONiy.; Dw&: March 1* 8GF4 The department responded to 5,957 calls of service during 2019, including many different types of emergen- cy and non -emergency calls. It is possible to display the information in a variety of ways to tell the story of the work that is done 24 hours a day, 365 days a year. Information concerning responses is displayed within the following pages of this report; however, just recording the work of the responders does not tell the whole story. Behind the fire and medical response, 14 members of the department work in various capaci- ties to keep the department running. RESPONSE TIMES: Most people are comfortable talking about averages, but it's important to note that with an average, one half of the responses take longer than the "average". That can be very disconcerting when you are the one waiting for a firefighter. A better way to report response times uses 90% response times. This means that nine out of ten times, the caller can expect the units to arrive in the specified time or less. It is a much more accurate planning number. Response times in the tables show both response time average and 90% re- sponse time. dICT01111110131. Fire loss is just one measurement demonstrating the work of a fire department. A better number might be represented by how much life and property is protected, but accurately reporting this type of number is diffi- cult, if not impossible. With assessed value of over $6 billion of properties within Tukwila, the Department limited fire loss within structures to $768,711.00 CARDIAC ARREST SAVE RATE: Cardiac Arrest save rates are calculated using the Utstein Criteria, an internationally recognized cardiac ar- rest resuscitation measuring criteria. This criteria looks at a specific type of cardiac arrest and considers the outcome to be a save if the person leaves the hospital after the event and returns to their post -event level of activity. These data points are reported to each agency by King County Emergency Medical Services. The average save rate over the past three years for King County has been in the 50 percent range. For 2019 Tukwila Fire Department it is at 80%. This higher number in Tukwila is most likely reflected by early bystander interven- tion, a quick response by the South King County Medic One Paramedics and an adequate number of trained firefighters being immediately available to respond. All data used in this report was provided by the Valley Communications Center. The Department responded to 5979 call in 2019. Information about responses is displayed below; however, just recording the work of responders does not tell the whole story. Along with the Fire- fighter EMT's on the front line, there are 13 members of Tukwila Fire who work in vital adminis- trate capacities to keep the Department running efficiently. Department Data Overview 2019 Fire Turnout Time: Goal -Met Percentage 50 93.7% Fire Turnout Time Goal- Linder 3:01 2019 Fire Response Time: Goal -Met Percentage 50.'i' 30 87.1% Fire Response Time Goal- Under 7:59 2019 Fire 1st Alarm Reponse: Goal -Met Percentage 50 i -*JZA] W_ �100.., Fire 1st Alarm Time Goal- Under 9:29 Turnout time is the time from when the fire sta- tion is alerted to an alarm until the vehicle leaves the fire station. Our 2019 goal was to meet 3:01 for fire -related calls and 2:38 for medical -related calls at least 90% of the time. Response time is the time from when the fire station is alerted to an alarm until the crew ar- rives at the incident. Our 2019 goal was to achieve 7:59 for fire -related calls at least 90% of the time. "First Alarm Response Time" is how long it takes all of the apparatus to arrive at a fire -related inci- dent, including ones that may be travelling from further away. The 2019 goal was for the last - arriving vehicle to arrive within 9:29 at least 90% of the time. Turnout time is the time from when the fire station is alerted to an alarm until the vehicle leaves the fire station. Our 2019 goal was to achieve 2:38 for medical -related calls at least 90% of the time. Response time is the time from when the fire station is alerted to an alarm until the crew arrives at the incident. Our 2019 goal was to achieve 7:52 for medical -related calls at least 90% of the time. �i tr J W 2019 EMS Turnout Time: Goal -Met Percentage �C . 91.4y0 EMS Turnout Time Goal- Under 2:38 2019 EMS Response Time: Goal -Met Percentage ;,U;;. EMS Response Time Goal- Under 7:52 88.3% Although measuring the average response time for a fire department can be useful, the definition of "average" means that many of the people needing help could be waiting a lot longer for the fire department to arrive. Talking only about the average doesn't describe that. Instead, we set annual goals of responding 90% of the time within a certain time limit. These goals, and how we performed in meeting them, are shown in the graphs. Annual Call Volume & Type P1lPIl] svvv 5549 5754 5873 5734 411611] E910111] KiXII 20GO 0 N 5979 2015 2016 2017 2018 2019 ■ EMS ■ FIRE ■ OTHER 2015 - 2019 Calls By Type r EMS 3747 False Report 605 Good Intent 542 Fire 380 Public Assistance 138 Hazardous Material 97 Other 31 Explosion 6 Weather 3 Total 5549 IMW 1w 2018 0• 4058 4100 4049 4003 631 713 611 734 475 463 481 584 318 309 326 331 123 146 145 177 118 108 86 136 28 31 36 11 4 3 3 3 3 5754 5873 5734 5979 2019 Number of Responses 2.27% HaWat 5.53% 9.76% Firr 23% 12.28% Good Other False 6&95% 2 P Ass 2019 Call Distribution Chart Area Station 54 35% Station 53 18 r; Station Number of Responses* Station 51 1877 Station 52 904 Station 53 1061 Station 54 2130 Out of Area 7 Grand Total 5979 (*In and Out of Service Area) Station 51 31% tation 52 15% I f- - - - - - - - - - - - - - - - - - - - - - - - - - - - - -1 I 2015 = 0:06:12 Avg Resp Time I _ 1 lF,%C=4Min %<=Win %C=8MIn 1 1aa.00% ' I 86.23% 1 so.ao 1 96 1 I I 80-00% I 1 1 70.00% 1 GO.A" � ' 60,00% I I ' 50-0096 I 1 1 ' 40.00% I 1 I I 30-DO% 1 8.63% 1 , , z0-oD% I I 10.D0% I 1 1 I ❑.00% 1 ------------- 2017 = 0:06:03 Avg Resp Time 100.vD% ■%«Min %-Win %=BMin I I 90.00% 86.82% 1 I I 1 ' 80.00% , I I i 70-00% 62.99% I t 60.00% ' t ' E 50.00% I I I ' t 40-00% I I ' 30.00% I 19.94% ' I I 20-009r, I 1 1 10-00% I I I ' - - - - - - - - - - - - - - - - - - - - - 2016 = 0:06:22 Avg Resp - - - - - - - -I Time 1 @%<=Win %<=6Mirl %<=BMin I I 100-0D% I ' 90-0096 I 86.32% I s0-oo96 70-00% 63.07% i I 60-00% I , I 1 50-00% I I I I 40.00% I I ' 30.00% ' ' 20.59% ' � za.aa9c � I I 10-00% I I I � I I a.oa9s I r-- - - -- - -1 I 2018 = 0:06:12 Avg Resp Time 1 40-o0sx ■%cmMin %e=Wn %-Wn ' I 82.24% I 80-009G I ' 70-00% I 60-00% I 53.74% ' 50.00% I •� I 40-00% I i 30-00% I 'za-aa% I 16.OD% i I I 10.0096 I '-----------------------------J 1 I 2019 = 0:05:50 Avg Resp Time 1 N%a=Min %a=6Min %a=BMin 1 1oD.00% I 1 9000% I 85.15% 1 80-00% I 1 70-00% 1 61.83% 1 60-00% I 1 50.00% 1 40 00% I 1 30-00% 1 21.34% 20-00% I 1 10005d m mid I L 0-00% l.'y'I►K�L: 6100 i 6000 i \ i O 5900 5800 , ♦ 5840 5700 5600 5545 5500 5400 5300 ` 2015 5752 2016 2017 2018 Total Incidents Avg Resp Time 2014 5156 0:05:50 2015 5545 0:06:12 2016 5752 0:06:22 2017 5840 0:06:03 2018 5734 0:06:12 2019 5979 0:05:56 ♦ 0:06:24 0:06:20 5979 0:06:16 0.06:12 0:06:07 0:06.03 2019 0.05:59 0:05:54 0.05.5❑ 0:05:46 0,05:42 $3,000,000.00 -1 $2,500,000.00 j $2,000,000.00 4 $1,500,000.00 4 $ 400 0,000.00 j $500, 000.00 4 $0.00 j Total and Average Loss 52,781,540.00 $2,821,016.00 $1,136,020.O0 i 2014 2015 2016 0 Total Loss $1,142,486.00 $524,687.00 2017 2018 Average Loss Year ..-Loss 2014 $2,781,540.00 $58,708.09 2015 $1,136,020.00 $17,958.12 2016 $2,821,016.00 $52,299.64 2017 $1,142,486.00 $15,388.57 2018 $524,687.00 $6,510.32 2019 $768,711.00 $3,824.43 tAlu $70,000.00 $60,000.00 $50,000.00 $40,000.00 $30,000.00 $768,711.00 $20,000.00 $10,000.00 $0.00 2019 6200 6000 5800 5600 5400 5200 51S6 50DO 48M 4600 2014 Average Duration On -Scene 0:35 33 , F 0:33:41 5S45 2015 2016 2017 2018 Total Incidents — — -Avg Duration �i r J tw 0:43:12 I 5979 0:36:00 0:29:48 0:21:36 0:14:24 0:07:12 0:00:00 2019 Preliminary 2019 Cardiac Arrest Utstein Flowchart Nan -Cardiac Et101oyy 7 130.4%) Not Witnessed 6137.5%] Bystander CPR 5 (100.0%) End of EMS Care • NO ROSC 1 120.D%) • i•�w j...w. rens •rannna rrapa• �w �2oss ' wrnx wma m;f mh nv.wa is o+w °4r . f •.wr�v�r•w�.unx r awwrr wro�'e.r pa,eerra • cr.wo �w�t.-.a•...��nc.i we..: ns Tukwila Fire Department Resuscitations Attempted' 23 Cardiac Etiology 16 (69.6%) Witnessed by Bystander 8 (50.D%) Shockable Initial Rhythm` 5 (62.5%) Admitted to FIn .pital 4/5 (80.i: Discharged Alive 4/5 (80.0%) Favorable Neurological Outcome' 4/4 � 100.0%) 2Ci9 Orrrar S.r++wr r.rr• 1/7•l IU.'r%] 201Y Vnenw Swr:.arma: N•C1iF sry..: orrra�is,.N.vrr,r:12Y7sSi6.Ofy Yy ru Val Sv.arw+aa� ff1A 16t3%1 Witnessed by EMS 2 (12 5%1 Other Initial Rhythms 3137.5 %) Bystander CPR 2 (66.7%) End of EMS Care - ROSC 4180 0%1 Fet)ruUry 28. 2020 i tr J W Utstein Survival Rate is a standardized metric used to track the performance of the entire chain of emergency medical service for heart attack victims. Starting with the total number of resusci- tation attempts last year in Tukwila (23 total), it focuses on patients who had a witnessed col- lapse, had an actual heart problem, and initially had a recoverable or shockable cardiac rhythm when they were connected to a defibrillator. This leaves 5 Tukwila patients total. The Utstein Survival Rate measures how many of this type of patient survived and were discharged from the hospital. 4 out of 5 of our patients survived and returned home to their lives, giving Tukwila a 80% Utstien Survival Rate for 2019. This compares favorably with the overall King County 2018 rate of 56%, and very favorably with the 2017 national rate of 33.5%. TUKWI� � T11K�L Fire Prevention reviews plans to determine compliance with the adopted 2015 International Fire and Building Codes as well as all local codes, ordinances, standards and regulations. Fire Plan reviewers look for such things as adequate and compliant fire safety systems, fire resistant building materials, TFD access, and proper and ade- quate exiting. The number of construction plans reviewed in 2019 increased by 20% from the previous year. Staffing: 1-Battaion Chief -Fire Marshal 1-Project Coordinator -Development Plan Review 2-Captains-Development Inspections and Fire Investigations 1-Vacant Admin Tech position (effective 09/2019) Current Service Level provided: • Conduct Fire plan reviews for Construction and Develop- ment Permits • Conduct Fire Inspections for Construction and Development permits • Conduct Cause and Origin Fire Investigations for Tukwila 1-Vacant Captain position (effective 2011) • Limited ability to follow-up on Fire Safety issues that are routed to the Fire Marshal's Office. 2019 Accomplishments • Worked with the Permit Center to build all FMO development and maintenance services within TRAKIT. • Moved all Fire Permit services to the City Permit Center, to provide a unified permitting location for our custom- ers. • Updated the FMO Fee Schedule to better recover more of our service delivery costs and provide a means to in- crease FMO staffing ; fees will cover a large portion of the cost for the additional FTEs needed for the FMO. • Identified the appropriate staffing model within the Fire Marshal's Office, so the appropriate service levels can be provided to our customers; also identified options for sustainable Fire Investigation services within Tukwila. • Updated the Fire Marshal's Office web page, so we can better serve our external customers. • Increased paperless processes and worked on integration with the City's records management program. • Updated Fire Code regulation for the Tukwila Municipal Code/City Ordinances. • Developed succession plan for future Fire Prevention staff to provide certification training prior to their assign- ment. • Started to using the Bomb Arson Tracking System BATS, as a records management system for our Fire Investiga- tions. • Identified services/inspections within the Fire Marshal's Office, that are non -critical FMO functions that can be moved to another City Department: Addressing, Special Event Permit Coordination, FMO Records managements for development process starting in 2020, and Egress Lighting inspections. Emergency Management saw a year of big changes. Jason Konieczka was promoted to Battalion Chief and assigned as the new Emergency Manager. Just as Jason completed his first FEMA Basic Academy Class, the City encountered a large snow event which allowed us to operate the EOC at a level III and help keep the City running for near- ly two weeks. A Public Works plowing during 2019 Snow Event LPG Tank Mitigation Southcenter Mall evacuation from Smart Cart fire, 02/08/19 Downed power line near City Shops 02/11/19 In July, a large underground propane tank started leak- ing and had to be mitigated under less than ideal cir- cumstances. A large section of the central business dis- trict had to be evacuated as the propane was trans- ferred to a truck. Because of a second and third tank, the process ended up taking place over two different days. The job was performed safely with the assistance of mutual aid from our neighboring departments with as little impact as possible to the effected businesses. We were sad to see Raejean Kreel leave the City in 2019 to take on a new chapter in her life. We wish her the best and will miss her great attitude and helpful nature. N F Emergency Management Specialist, Raejean Kreel Grading— 6/2019 Slab On Grade - 8/19/2019 Framing— 10/2019 Roof Dry In - 12/10/2019 r Grading 11/2019 Water Retention Vault - Lid set 10/25/2019 Footings 12/10/2019 Steel Erection Started 12/2019 - Steel Erection Completed 1/17/2020 Tukwila Fire assigns two captains to the South King County Fire Training Consortium (SKCFTC). Captains William (Bill) Rodal and Andy Nevens represent Tukwila Fire, with Bill in his second year of his assignment and Andy in his first year of his assignment. Both Training Officers assist at the Re- cruit Academy, Block Training, JATC testing and their own area of responsibility. Bill's area of responsibility is Auto - Extrication and Andy's is Rope Rescue, Structural collapse and Trench. All Tukwila crews participated in multiple suppression drills including hose drills, forcible entry, ventilation, live fire, SCBA drills and ongoing JATC drilling. We also had members attend a Truck Academy, Pump Academy, as well as Special Operations Training, such as Rope Rescue, Water Structural Collapse and Trench. Tukwila had two recruits in Recruit Class 7 who graduated in June of 2019. We also had several firefighters in the JATC program. Tukwila Fire had 16,000 total training hours logged for the department. 7Members FF Browning at Fallen FF Memorial Events Washing E52 before Push -in Ceremony Pushing -In L54 Captain Beckman, FF Browning & Captain Morales at Chief Lemon's Memorial Service Events Serviced: • TPD Police Memorial Ceremony • 1 in house Retirement Ceremony • WA State Fallen Firefighter Memorial (Olympia) • Academy Graduation Class #7 • Colors presentation at the Tacoma Rainier's game • Assisted East Pierce Badge Pinning • Assisted South King F & R Badge Pinning • We had 3 Push in Ceremonies for our 3 new apparatus • One Bell Ringing Ceremony • Quarterly training Bell Ringing Ceremony: FF Charles Aguilar FF Patrick O'Brien: Employee of the Year Jason Konieczka, Battalion Chief & Ben Williams, Captain FF Jim Brooks, 30 years FF Matt Czuleger: Pride in Service FF Merle Brooks, 30 years PFF Troy Miller FF Jim Schell: 30 years PFF William Naemura Administrative Technician, Norita Deckard: 34 years CITY OF TUK1AnLA GENERAL FUND EXPENDITURES Year -to -Date as of December 31, 2012 FIRE BUDGET ACTUAL VARIANCES ACTUAL EXPENDITURE TYPE Original Budget Amended OVERI(t1NDER) % CHANGE Budget Amendments Budget 2017 2018 2012 AMENDED 9DGT % EXPENDED 201712018 201t31Z0119 11 Salarias 7,189,704 260,385 7,450,089 7,463,759 7,575,800 7,594,717 144,628 106% 2% 0% 12 Extra Labor - - - 5,124 6,536 8.130 8,130 - 8% 47% 13 Overtime 530.848 250,654 700,302 537,408 040,200 752.311 (37,091) 142% 19% 10% 15 Holiday Pay 27D,454 - 27D,454 243,52E 231,758 245,486 (24,986) 91% (5)% 8% 21 FICA 225,541 124 229,665 138,286 145,68E 149,384 (79,281) 65% 5% 3% 22 Pension-LEOFF 2 427422 471 422.983 480,121 498,758 501,305 78,342 119% 4% 1% 23 Pen8ion-PERSIPSERS 5D,017 5 50,022 44,583 51,326 45,307 (4,715) 91% 15% (12)% 24 InduatrlalInsurance 386,815 280 397,098 283,231 288,027 341.327 (45,766) 86% 2% 19% 25 Medical & Dental 1.447,642 1,000 1,448.650 1.503,239 1,427.818 1.497,950 49,308 103% (5)% 5% Total Salaries & 9onsfita 10,628,313 521,927 1t,048,240 10,629,271 10,984,918 11,135,903 87,883 108% 2% 2% 31 Supplies 205,877 e73 207,850 147,389 161,781 182.940 (24,910) 88% 10% 13% 35 Small Taols 87,288 - 87,288 4,228 13,071 27,433 (59,835) 31% 20996 110% 41 PrvfassionalServicec 296,586 - 296.506 235,181 303,392 294,156 (2,430) 99% 20% (3)% 42 Communication 32,170 32,170 41,241 42,498 30,654 (1,516) 95% 3% (28)% 43 Travel 7,000 7,000 12,512 15,473 16,1g5 9,195 231% 24% 5% 46 Rentals and Loam 672,616 - 672,616 494,771 496,242 450,907 (221.009) 67% 2% R% 46 Insunwoe 18DA02 180,402 173,288 191,453 164,688 (25,514) 87% 10% (14)% 47 Public utlIRlea 73,35D - 73,380 84,095 89,184 82,045 8,585 112% e% WIA 46 Repairs and Maintenanm 36,921 36,921 54,338 43,171 43,621 6,700 118% (21)% 1% 49 Miswlaneous 143,874 - 143,874 121,719 135,038 133.835 (10,239) 93% 11% (1)% 54 Machinery & Equipment 200,000 - 200,000 7,934 - - (200,000] - Total Operating Expenses 1,947,074 973 1,90,047 1,307,702 1,491,284 1,420,374 (521,073) 73'% 9% (4)A Total Expenses 12,473,38T 522,900 12,916.287 12,066,9Ba 112.3515,20111 12.552,278 (434,009) 101% 2% 2% Percent of year mmp sted 130% Notes: These numbers are draft until the fiscal year is closed. 85% of the Budget is based in Salaries and Benefits. The figures above include the mid -biennium budget amendment of $522,900 ($213,000 to true up overtime costs, $160,000 for academy, $100,000 for retirement/separation payouts, $38,400 for February snowstorm, $11,500 for Andover Park East propane leak) • There are savings in two major operating expenses accounts: * Rental & Leases: $172,000 in savings from truing up the actual costs for vehicle mainte- nance. Machinery & Equipment: $200,000 in savings from not purchasing the Knox Box upgrade. -The End - 54 TO: Community Services and Safety Committee FROM: Vicky Carlsen, Finance Director Jay Wittwer, Fire Chief David Cline, City Administrator CC: Mayor Ekberg DATE: May 6, 2020 SUBJECT: Update on 2020 Fire Department Budget Proviso ISSUE Update City Council on status of the 2020 Budget Proviso for the Fire Department that was included in the 2019-2020 mid -biennium budget amendment as well as an update on the Habile Consulting contract, the company that was hired in response to Budget Proviso 1 d of the Tukwila City Council regarding the general fund appropriation to the Fire Department DISCUSSION In 2019, the Finance Committee, as well as the full Council, spent several months reviewing a number of operational aspects of the Fire Department. The review was conducted because the fire department has exceeded their authorized budget every year for the last several years. One of the outcomes of the review was to authorize a budget amendment for 2019 to true up overtime costs, fund recruits in the academy, and provide resources for leave balance payouts incurred when firefighters retired. The City Council approved the budget amendment but included a Budget Proviso which listed conditions to be met in 2020. The Proviso is attached to this memo. Status UDdate on Proviso Conditions Condition 1 a requires the "Fire Chief to deliver a 2019 annual report to the City Council by the end of the first quarter." While delayed due to the city's COVID-19 response, the e report was transmitted to the City Council on April 27, 2020 and will be presented to the Community Services & Safety Committee on May 11, 2020. The second condition (1 b) requires the "Fire Chief to deliver quarterly reports to the City Council discussing new revenue implementation and budget status updates." Through the end of March, the Fire Department is meeting budget, with 25% of budget spend. A summary report is attached to this memo and a full 1st quarter report will be presented to the Finance Committee in May. 55 INFORMATIONAL MEMO Page 2 The third condition (1 c) requires "the Mayor and/or City Administrator to deliver a mid- year report to the City Council regarding budget status to date and projection for year end." This report is planned to be delivered in July or August after the 2nd Quarter closes. The fourth condition (1 d) states, "The City will hire a third -party consultant to review the Fire Department budgetary and management practices." In response to Item 1d, the City contracted with Habile Consulting to perform the review. The contract was signed on December 23, 2019. Habile Consulting began work by interviewing Councilmembers and various City staff. Interviews were completed in mid - January. A meeting was scheduled for March 11, 2020, when the City expected to receive an update on the progress of the review. However, the meeting was canceled by the contractor and the City was notified that, due to a serious medical issue with a family member, the meeting would need to be rescheduled. Since that date, the City has had no response from the consultant even though multiple attempts to contact the consultant have been made. Attempts included emails as well as phone calls. At this time, the City has not paid Habile Consulting. Options moving forward include the following: 1. Hire another consultant to perform the independent study as required by the Budget Proviso. 2. Defer this item until the next biennium. 3. Other options Council may wish to consider. The fifth condition (1e) requires the Fire Department to "implement revenue sources and operational efficiencies while considering cost savings wherever appropriate." The following chart shows revenue collected through the end of the March for Fire related activities. Of note, is that False Alarm charges are being charged, the monthly Ambulance Service fees are being received, and the department has collected funds from Haz Mat Response Recovery (accidents). GENERAL Fire Tech Fee EMS Participation Grant Haz Mat Response Recovery Emergency Services (EMS Levy) Fire Inspections Planning Review Fees - FMO False Alarm Charges Ambulance Services Totals JAN FEB MAR YTD TOTAL 698 $ 802 $ 773 $ 2,273 - - 1,260 1,260 4,485 3,064 2,800 10,349 2,000 2,000 2,000 6,000 15,595 7,207 7,095 29,897 14,747 12,780 12,157 39,684 400 150 200 750 2,000 2,000 2,000 6,000 $ 39,925 $ 28,002 $ 28,284 $ 96,212 In addition, the Fire Department has continually looked at operational savings throughout its department and has implemented these where possible. 56 INFORMATIONAL MEMO Page 3 RECOMMENDATION Staff is seeking direction on the preferred option to meet the Proviso condition of Item 1 d regarding hiring a third -party consultant to review the Fire Department budgetary and management practices. ATTACHMENTS Attachment 1: Budget Proviso of the Tukwila City Council 2019 — 2020 Mid -Biennium Budget Amendment Attachment 2: Fire Department Budget to Actual Report as of March 31, 2020 57 INFORMATIONAL MEMO Page 4 Attachment 1 Budget Proviso of the Tukwila City Council 2019-2020 Mid -Biennium Budget Amendment The following is hereby declared to be the legislative intent of the City Council regarding the General Fund appropriation to the Fire Department: 1. The City Council approves the $522,900 amendment to the Fire Department's 2019 budget with the expectation that the following conditions be met in 2020: a. The Fire Chief will deliver a 2019 Annual Report, per RCW 35A.92.030, to the City Council by the end of the 1 st Quarter. b. The Fire Chief will deliver quarterly reports to the City Council discussing new revenue implementation and budget status updates including overtime and training. c. The Mayor and/or City Administrator will deliver a mid -year report to the City Council regarding budget status to date and projection for year-end. d. The City will hire a third -party consultant to review the Fire Department budgetary and management practices. e. The Fire Department will implement additional revenue sources and operational efficiencies while considering cost savings wherever appropriate. 2. It is expected that the Fire Department will operate within the adopted budget for 2020. If the above proviso conditions are met, the City Council may reconsider a budget amendment following the mid -year report. 99 INFORMATIONAL MEMO Page 5 Attachment 2 FIRE CITY OF TUKW ILA GENERAL FUND EXPENDITURES YTD AS OF MARCH 31, 2020 BUDGET ACTUAL VARIANCES ACTUAL EXPENDITURE TYPE OVERt(UNDER) % CHANGE 2020 ALLOCATED 2020 ANNUAL ALLOCATED 2018 2019 2020 BDGT EXPENDED 2018/2019 2019/2020 11 Salaries 7,666,823 1,916,706 1,814,823 1,910,209 2,002,445 85,740 26% 5% 5% 12 Extra Labor - - 825 - - - - - - 13 Overtime 534,648 170,822 121,036 207,665 106,435 (64,387) 20% 72% (49)% 15 Holiday Pay 295,454 - 2,443 - - - - - - 21 FICA 208,956 52,239 33,511 38,196 35,719 (16,520) 17% 14% (6)% 22 Pension-LEOFF2 446,274 111,569 96,434 106,396 105,306 (6,262) 24% 10% (1)% 23 Pension-PERS/PSERS 51,129 12,782 12,517 13,551 8,650 (4,132) 17% 8% (36)% 24 Industrial Insurance 422,619 105,655 66,953 102,081 96,946 (8,709) 23% 52% (5)% 25 Medical & Dental 1,548,497 387,124 364,164 376,823 420,224 33,100 27% 3% 12% Total Salaries & Benefits 11,174,400 2,756,897 2,512,706 2,754,921 2,775,726 18,830 25% 10% 1% 31 Supplies 206,877 84,753 38,063 56,102 29,641 (55,112) 14% 47% (47)% 35 Small Tools 87,268 2,132 3,307 276 26,898 24,766 31% (92)% 9643% 41 Professional Services 302,945 18,442 74,446 54,160 70,932 52,490 23% (27)% 31% 42 Communication 32,170 6,321 8,318 7,169 8,620 2,298 27% (14)% 20% 43 Travel 7,000 757 1,788 2,355 468 (290) 7% 32% (80)% 45 Rentals and Leases 654,151 162,974 151,209 168,731 164,060 1,086 25% 12% (3)% 46 Insurance 199,922 172,182 191,453 164,888 173,213 1,031 87% (14)% 5% 47 Public Utilities 73,360 15,575 23,270 23,846 35,354 19,780 48% 2% 48% 48 Repairs and Maintenance 36,921 8,218 11,418 11,876 16,121 7,903 44% 4% 36% 49 Miscellaneous 143,874 18,750 82,056 22,512 22,517 3,767 16 % (73) % 0 % 64 Machinery& Equipment 200,000 - - - - - - - - Total Operating Expenses 1 1,944,488 490,1041 585,328 511,914 547,824 1 57,720 28% (13)% 7% Total pn.. 1 13,118,888 3,247,001 3,098,033 3,266,836 3,323,550 1 76,549 25% 5% 2% Percent of year completed 25% 59