HomeMy WebLinkAboutFire EMS 2021-12-14 Agenda PacketCity of Tukwila
Future of Fire/EMS Service Community Advisory Committee
Meeting 2
Tuesday, December 14, 2021 1 4:00 PM — 6:00 PM
The meeting will be conducted on Zoom.
The phone number for the public to listen to this meeting is: 1-253-215-8782, Meeting ID is 860
3504 6403, Passcode 461030.
Agenda
1. Welcome, Introductions, Review of Agenda (15 min.) Karen Reed, facilitator
2. Review and approval of meeting summary from the November 9 Committee meeting (3
min.) Karen
3. Logistics: confirming dates/times for Meetings 3-9 (2 min.) Karen
4. Response to questions asked at previous meeting (10 min.) Staff Team
• Station call data (Jake Berry)
• CPSM Study (Fire Dept)
5. Nominations for Panel Chair — to be forwarded to City Council (7 min.)
• Wait or act on Vice -Chair?
6. Recap of Meeting 1 Presentations (7 min.) Vick Carlsen, Finance Director; Norm Golden,
Deputy Fire Chief
• City services and finances
• Fire Dept. services and funding
7. Enhanced Services — deeper diver (15 min.)
8. Committee Roundtable: (20 min.)
• What is important to you about the Tukwila Fire Department?
• What is your perception of the services provided by Tukwila Fire Department?
• Do you have any questions about the services provided today?
• Initial thoughts on the proposed service enhancements?
--Break--(5 min.)
9. Fire Department Financial Forecast/ Financial Strategic Plan (35 min.) Bill Cushman
• Q&A
10. IAFF Union Comment (3 min.) IAFF President James Booth
11. Next Agenda/Adjourn (2 min.) Karen
1
City of Tukwila
Future of Fire/EMS Services Community Advisory Committee
November 10, 2021
Virtual Meeting due to COVID-19 Emergency
4:00 p.m.
DRAFT MINUTES
Present
Committee members: Ramona Grove, Jim Davis, Katrina Dohn, Jovita McConnell, Peggy McCarthy, Abdullahi
Shakul, Andy Reiswig, Dennis Robertson, Verna Seal, Sally Blake, Ben Oliver, Hien Kieu
City officials, staff, & consultants: Allan Ekberg, Kate Kruller, David Cline, Laurel Humphrey, Norm Golden, Jay
Wittwer, Vicky Carlsen, James Booth, Juan Padilla, Karen Reed, Bill Cushman
1. Welcome, Introductions, Review of Agenda
All attendees introduced themselves. Ms. Reed reviewed zoom meeting protocols and the meeting
agenda.
2. Comments from Mayor Ekberg and Council President Kruller
Mayor Ekberg and Council President Kruller each provided welcoming remarks.
3. Community Advisory Committee Mission & Timeline
Ms. Reed provided an overview of the Committee's mission and timeline.
4. Committee Process
Committee members agreed that Tuesdays from 4-6 p.m. could be targeted for future meetings. Ms.
Reed reviewed the contents of the committee binder.
5. Review of draft Charter
The Committee discussed the Charter.
6. Review and Adoption of Ground Rules
The proposed Ground Rules were adopted by unanimous consent.
7. Introduction to City of Tukwila Government
Ms. Carlsen provided an overview of the City's General Fund and budgetary considerations.
8. Introduction to Tukwila Fire Department
Chief Wittwer, Deputy Chief Golden, and Captain Booth provided an overview of the Fire Department.
Information Requests:
• Provide number of calls by type (EMS vs Fire) per day, per station
2
• Provide data/outcomes from other cities that joined a regional effort
9. Union Comment
Captain Booth gave remarks.
10. Next Agenda/Adjourn
Ms. Reed reviewed the December 14, 2021 preliminary meeting agenda.
The meeting was adjourned at 6:04 by unanimous consent.
Minutes by LH
3
City of Tacoma
Future of Fire/EMS Services
Community Advisory Committee
Meeting Schedule for Meeting 3-9
All dates are TUESDAYS, from 4:00 p.m. to 6:00 p.m. All meetings will be
conducted on Zoom unless we are able to meet in person.
If you are unable to attend any of the meetings, please let Karen know
(kreedconsult@comcast.net / 206 932 5063)
Meeting 3 January 4, 2022
Meeting 4 February 1, 2022
Meeting 5 February 15, 2022
Meeting 6 March 8, 2022
Meeting 7 March 22, 2022
Meeting 8 April 5, 2022
Meeting 9 April 19, 2022
Additional meeting may be scheduled if there is a request from Council and/or
additional time is needed for the committee to complete its work.
4
Tukwila Fire Dept Call Distribution
2500
2,000
1,500
1,000
500
0
823
58
Response Types by District
Jan - Nov 2021
2,009
1,565 65
94
840
Station 51 Station 52
54
Station 53 Station 54
■ EMS ■ Fire ■ Other
1,015
70
OSA
35%
30%
25%
20%
15%
10%
5%
0%
13%
1°%
Station 51
Response Types by District %
Jan - Nov 2021
25%
2%
13%
1%
Station 52 Station 53
■ EMS ■ Fire ■ Other
32%
1%
16%
1%
Station 54 OSA
Tukwila Fire Dept Call Distribution
Response Types by District
823
58
241
524
Station 51
1,565
9L
402
1,069
Jan - Nov 2021
840
54
173 1
613
Station 52 Station 53
EMS • Fire • Other
2,009
65
X98
1,546
1,015
70
637
Station 54 OSA
35%
30%
25%
20%
15%
10%
5%
0%
Tukwila Fire Dept Call Distribution
Response Types by District %
Jar - Nov 2021
13%
1%
Station 51
25%
6%
17%
13%
1%
10%
Station 52 Station 53
32%
196
16%
1c`
5%
10910
Station 54 OSA
CITY OF TUKWILA
FUTURE OF FIRE/EMS
COMMUNITY ADVISORY COMMITTEE
Re -cap of Meeting 1
Presented at Meeting 2, December 14, 2021
CITIZEN ADVISORY COMMITTEE MISSION
The Committee's Mission is to provide advice to Mayor/Council on Fire/EMS Services in City of
Tukwila regarding:
Aa Sustainability of Fire Service Levels within Existing City Revenues
B. Any additional Fire Department Programs and Staffing Services that should be Priorities to
Fund in the Near -Term (0-6 years)
C. Criteria for Evaluating the City's Options for Future Fire/EMS Service Delivery
D. Recommendation as to the Preferred Option(s) for ensuring Future Provision of High -Quality
Fire/EMS Services in the City at a Sustainable Cost.
E. Public Engagement Strategies fore the City to Consider as part of Deliberations following
Delivery of the Advisory Committee's Report
Schedule: Meet Nine (9) Times and deliver report to Mayor/Council by end of April 2022.
‹sgMY
i l til
RE -CAP ON CITY FINANCES
• Tukwila is a full-service city—revenues must support many services
Police Department
Fire Department
Parks & Recreation
Public Works
Community Development
Technology & Innovation Services
Mayor's Office
Human Resources
Finance Department
City Clerk's Office
• We must balance the cost of providing services with existing revenue sources
• Current revenues to not keep up with the cost of services nor the demand for services
On average, costs grow at 5%/year, revenues at 3%/year. Cuts and efficiencies made
each year to ensure budget balances (state law requirement)
• The City has not asked for voter support for operational costs for Fire
• The only voter approved funding measure for Fire was for capital in 2016 (Public Safety Plan – PSP)
• The City has not asked voters to approve an increase to existing revenue sources for other Departments 10
City 2021 General Fund Budget $62M
Fire Department: $13.7M or 22.1% *of General Fund Budget
(excluding debt service on bonds)
*Reflects 2021 budget amendment included $110k for contracts and
$920k for overtime.
$180
$160
$140
$120
$100
$80
$60
$40
$20
$-
GENERAL FUND BUDGET
CHALLENGE
Balancing Problem: Expenses exceed Revenues over time
To Balance - Decrease Expenses or Increase Revenues
Revenues (3% growth) — — Expenses (5% growth)
Year 1
Year 2 Year 3
Year 4 Year 5 Year 5
Year 7 Year 8
Year 9 Year 10
12
TUKWILA FIRE DEPT. QUICK FACTS
Fire Stations
Employees
Services Provided
Response Times
Operating budget, 2021
Services provided through
regional systems
4
65 (3 Admin, 3 Training, 5 Fire Marshal's Office, 54
Operations)
Fire suppression, emergency medical services, permit
review, fire investigations
Among fastest in Zone 3
$13.7M* (Excluding debt service on voter approved
bonds to rebuild two stations, issued 2016, 2019)
Medic 1, Public Information Officer, Technical Rescue,
911 Dispatch, Training Consortium, BLS Funding
*Reflects 2021 budget amendment
Tukwila Fire Department
City of Tukwila
Facilities
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14
2020 RESPONSE TIMES
2020 Fire Turnout Time: Goal -Met Percerm3ge
a
7D1
Fire Turnout Time Goal- Under 3:01
93.89i
2020 Fire Response Time: Goal -Met Percentage
7cr':
-ram
Fire Response Time Goal- Under 7:59
Dispatch time
2020 EMS Turnout Tirane: Goal -Met Percentage
EMS Turnout Time Goal- Under 2:38
89.2%
202C EMS Response Tiirrre: Goal -Met Percentage
70r
BSL.
86.2%
100
EMS Response Time Goal- Under 7:52
Turnout time
Travel time
86.3%
1,, it*
8
Total response time 15
Enhanced Services
Introduction
The Fire Department has identified three potential service enhancements that would be a priority for
the Department to add, were funding available. These programs are:
• Establish a Public Education Program
• Participation in the South County CAREs partnership (Community Assistance, Referrals
and Education Services) which responds to low -acuity mental health needs and other
vulnerable clients
• Expansion of fire inspection/investigation staffing
These programs are introduced below. The cost of these additions is summarized in the Department
Strategic Plan.
Public Educator / Public Information and Education (PIE) Programs
Public Education programs empower individuals and businesses to avoid activities that could lead to
harm and respond to emergent situations to minimize the risk of severe injury or even death. Education
topics span a wide range of fire and life safety disciplines, including: Kids, Businesses, Home, Injury
Prevention, and Community Programs.
PIE programs can respond to topical issues such as the COVID 19 Pandemic/Vaccination, as well as other
issues that come up. An example is the need to do community education due to recent extreme cold
weather. Grilling safety can include information to not use a propane grille inside the house for a heat
source.
• Business Community Education
• Residential Education
• CPR/AED/First Aid classes
• Juvenile Fire -setting Intervention Program
• Car Seat Education and Installation
• Personal Safety Videos
• Children Education Programs in schools: (9-1-1 education, What's an Emergency, Learn Not to
Burn)
• Boating Safety
• Drowning Prevention
• Grilling Safety
• Poison Safety & Facts
• Water Safety
• Fire Prevention Month
• COVID 19 Information
• Injury Prevention
• Tour (Station and Site Visits)
• National Night Out
• Scout Night
16
• Career Fairs
• Smoke Detector/CO Alarm program
Current status and options, anticipated staffing/funding requirements
Currently, we do not have a specified Public Education Program. If there is an imminent need for a
public education, the Support Services Chief would develop the program. An example would be a social
media campaign when it gets cold to not use propane grilles indoors.
Both Renton and Puget Sound have robust Public Education Programs. A potential partnership could be
explored with either entity.
Tukwila would need between a 0.8 and 1.0 FTE to support this role. This would be an educator position
that is assigned to the specialized work. The support needs would be a vehicle and education materials.
CARES Program
This program (Community Assistance, Referrals and Education Services program), referred to as CARES
or FDCARES, is a fire agency -based community injury and illness prevention program. CARES has been
developed so that fire departments may assist community members with issues before an issue
becomes an emergency. The program works to improve the quality of health throughout our community
and provide for a longer healthier independent lifestyle, by connecting individuals with resources to
address their needs.
The program funds mobile units that can respond to low -acuity cases that do not require basic life
support (BLS), advanced life support (ALS), or fire services. The mobile units are often staffed with a
social worker and firefighter. The Fire Department data shows it is responding to a handful of these
cases annually (1/3 to %z of a CARES unit. Less than 10 per year—shifting of new responsibilities to fire
departments expected to increase this), so the proposal here would be to contract with another agency
– either Renton RFA or Puget Sound RFA, each of which operates a full time CARES unit, and to refer
CARES -appropriate calls within the City to these contract service providers. Seattle also operates a
similar program.
Current status and options, anticipated staffing/funding requirements
The City does not have a CARES unit today. A shared unit (serving multiple fire/EMS providers) makes
the most sense, given caseload projections.
There is regional funding (offered on a reimbursement basis) from King County's Mobile Integrated
Healthcare (MIH) program to support this program. That regional funding is made possible from a
regional levy that will need to be renewed in 2025. Under current allocation formulas, could provide up
to $93,000 a year to Tukwila in reimbursements, inflating each year. The funding cannot be used for
existing BLS, ALS or fire suppression services.
There are similar needs in Skyway, Highline, Burien, and White Center. These departments could partner
with Tukwila, and use county funds to support a shared unit.
17
Fire Inspection/Investigation Staffing
The Tukwila FMO is responsible for providing four main areas of service to the Tukwila community:
• Fire Investigations: Determining cause and origin of fires.
• Fire Development Services: Fire Plan Review and Fire Inspections for Construction and
Land Use permits.
• Fire Code Enforcement Services: Business Life Safety Inspections, Operational Fire
Permit Inspections, New Business Life Safety Inspections and Fire Code Enforcement.
• Other Administrative FMO Services: 911 addressing, respond to public records
requests, records management of all FMO activities, FMO billing.
The Tukwila EMO has seen a steady volume of development permits even during the pandemic, and
most recently, has seen an increase in the need for fire investigations. Due to budget and staffing
constraints, the Tukwila FMO has not been able to provide an active and reoccurring fire code
enforcement services for several years.
Current status and options, anticipated staffing/funding requirements
The Tukwila Fire Marshal's Office is currently staffed with five (5.0) FTEs. With additional staff, from 1.0
to 3.0 FTE's, Tukwila could provide regular inspections, every one to three years, for the estimated 2,500
businesses within Tukwila. Annual inspections could be provided for the estimated 400-600 commercial
occupancies that have higher hazards. Additional staff, from 1.0 to the full 3.0 FTE would increase the
number of inspections that could be completed each year.
18
Projected Cost of Enhanced Services (2021-2028)
Enhanced Services
2022
2023
2024
2025
2026
2027
2028
Public Educator
115,313
119,003
122,811
126,741
130,796
134,982
139,301
Pub Ed Supplies (1)
5,000
2,500
2,550
2,601
2,653
2,706
2,760
Pub Ed Vehicles M&O
2,500
2,550
2,601
2,653
2,706
2,760
2,815
122,813
124,053
127,962
131,995
136,155
140,448
144,877
Fire Inspector 1
145,090
154,231
159,166
164,260
169,516
174,941
180,539
Inspector 1 Supplies
6,000
3,000
3,060
3,121
3,184
3,247
3,312
Inspector 1 Vehicle
2,500
2,550
2,601
2,653
2,706
2,760
2,815
153,590
159,781
164,827
170,034
175,406
180,948
186,666
Fire Inspector 2
145,090
154,231
159,166
164,260
169,516
174,941
180,539
Inspector 2 Supplies
6,000
3,000
3,060
3,121
3,184
3,247
3,312
Inspector 2 Vehicle
2,500
2,550
2,601
2,653
2,706
2,760
2,815
153,590
159,781
164,827
170,034
175,406
180,948
186,666
Fire Inspector 3
145,090
154,231
159,166
164,260
169,516
174,941
180,539
Inspector 3 Supplies
6,000
3,000
3,060
3,121
3,184
3,247
3,312
Inspector 3 Vehicle
2,500
2,550
2,601
2,653
2,706
2,760
2,815
153,590
159,781
164,827
170,034
175,406
180,948
186,666
CARES EMT (.33 FTE)
58,706
60,585
62,523
64,524
66,589
68,720
70,919
CARES M&O
250,000
255,000
260,100
265,302
270,608
276,020
281,541
308,706
315,585
322,623
329,826
337,197
344,740
352,459
Enhanced Services Budget
892,290
918,980
945,067
971,923
999,570
1,028,032
1,057,335
Offsetting Revenues
CARES Grant*
(100,800)
(100,800)
(100,800)
(100,800)
(100,800)
(100,800)
(100,800)
Enhanced Services Net
Cost
791,489
818,181
844,266
871,123
898,770
927,232
956,534
Levy Rate for Enhanced
Services (assuming 6.47%
annual AV growth)
0.096
0.094
0.093
0.091
0.089
0.088
0.086
*Revenue is from King County for CARES unit funding. Revenue in 2023 and beyond is not yet known but will be at least the 2022 funding level.
19
City of Tukwila Future of Fire/EMS Community Advisory Committee
Strategic Financial Plan for the Tukwila Fire Department
2021-2028
Document Prepared by Bill Cushman
December 9, 2021
Introduction: Budgeting vs Strategic Financial Planning
Budgeting and strategic financial planning are not synonymous, they are not the same thing. Financial
planning focuses on the long-term view and distant planning horizon. It presents goals and targets; it
offers strategic alternatives for accomplishing the annual targets and the long-term goals. It helps direct
scares resources directly in support of organizational achievements. Budgeting, on the other hand, is the
incremental, short-term allocation of available resources to move toward the accomplishment of defined
targets on an annual basis.
Every organization has the ability to envision, to articulate, and to define timeframes, as it sets out to
accomplish certain desired goals. Each separate goal will require the collection of resources, will require
the identification of its scope, and will require the specific application of monetary assets. In other
words, each goal needs a description (scope), a timeline (when), and money (how much)! This Model
provides for the incorporation of each of these three needs and the ability to always keep them current.
The Tukwila Fire Department Financial Plan for 2021-2028
The strategic planning model introduced below is designed to capture a series of goals, to attach a
timeframe to each goal, and to articulate both the source and the amount of funding that is required to
accomplish each goal.
The model presented in the following pages shows the cost of maintaining the "status quo" Tukwila
Fire Department operation – same number of staff, same number of fire stations—over the next 7
years.
The model can be adjusted to change any of the inputs or goals: more or fewer fire stations, higher or
lower reserve fund levels, additional staff, additional programs.
20
Components of the Strategic Planning Model.
Executive Summary. The Executive Summary highlights all the most important financial statistics found
elsewhere in the model. Highlights include assessed values, levy rates, property taxes, operating
revenues, transfers to the reserve accounts, and expenses for the Tukwila Fire Department (TFD)
operating programs. All the values displayed in the following table have been extracted from elsewhere
in the Model.
Fire -Related Bonds
Tukwila AV (000's) 7,883,058 8,277,210 8,691,071 9,125,625 9,581,906
Voted -Bonds Excess Levy 1,550,108 1,870,128 1,904,103 2,049,083 2,104,438
Excess Levy Rate for Debt Service 0.20 0.23 0.22 0.22 0.22
Voted -Bonds Payments 1,550,108 1,870,128 1,904,103 2,049,083 2,104,438
Tukwila Assessed Value 7,883,057,562 8,277,210,440 8,691,070,962 9,125,624,510 9,581,905,736
Regular Property Taxes 17,183,883 17,705,823 17,902,622 18,094,924 18,288,931
TFD Share of Property Taxes 79.6% 82.4% 84.1% 85.9% 87.8%
Property Taxes Allocated To TFD 13,684,222 14,583,225 15,057,060 15,546,776 16,052,923
EMS "Levy" 477,798 488,421 499,280 510,380 521,727
Operating Revenue 278,200 283,764 289,439 295,228 301,133
Executive Summary
2021
2022
2023
2024
2025
2026
2027
2028
Total Resources
Available
Transfers to Reserves
Apparatus Reserve
Equipment Reserve
Facilities Reserve
Debt Service Reserve
Retirement Reserve
Total Reserve Transfers
10,061,001
4,179,554
0.42
4,179,554
10,061,001,023
18,484,781
89.7%
16,576,072
533,327
307,155
10,564,051
4,237,059
0.40
4,237,059
10,564,051,074
18,682,501
91.6%
17,116,815
545,184
313,298
11,092,254
4,294,894
0.39
4,294,894
11,092,253,627
18,882,113
93.6%
17,675,764
557,305
319,564
14,440,220
15,355,409
15,845,779
16,352,384
16,875,783
17,416,554
17,975,297
18,552,633
1,000,000
0
0
0
87,500
1,050,000
90,000
0
0
90,125
1,102,500
92,700
0
0
92,829
1,157,625
95,481
0
0
95,614
1,215,506
98,345
0
0
98,482
1,276,282
101,296
0
0
101,436
1,340,096 1,407,100
104,335 107,465
0 0
0 0
104,480
107,614
1,087,500
1,230,125
1,288,029
1,348,720
1,412,334
1,479,014
1,548,910
1,622,179
Operating Expenses
Administration 100 1,291,779 1,357,955 1,397,082 1,437,374 1,478,866 1,521,597 1,565,603 1,610,924
Suppression 200 660,051 673,252 686,717 700,451 714,460 728,750 743,325 758,191
Suppression 201 3,238,074 3,440,890 3,550,661 3,663,939 3,780,835 3,901,464 4,025,946 4,154,405
Suppression 202 3,223,805 3,426,335 3,535,816 3,648,797 3,765,389 3,885,710 4,009,877 4,138,014
Suppression 203 3,210,555 3,412,820 3,522,031 3,634,736 3,751,047 3,871,081 3,994,955 4,122,794
Suppression 204 - - -
Amb/Rescue/Aid 208 37,714 38,468 39,238
Amb/Rescue/Aid 230 210,870 215,087 219,389
Prevention/Investigation 300 853,880 905,016 933,219
Training 410 515,130 542,383 558,259
Facilities 500 110,860 113,077 115,339
NEW PROGRAMS 600
Total Program Expenses
TFD: Base Case
Total Reserve Transfers and
Operating Expenses
40,022
223,777
962,310
574,613
117,646
40,823
228,252
992,317
591,461
119,998
41,639
232,818
1,023,267
608,816
122,398
42,472 43,322
237,474 242,223
1,055,193 1,088,123
626,696 645,116
124,846 127,343
13,352,720
14,125,284
14,557,750
15,003,664
15,463,449
15,937,540 r 16,426,387
16,930,454
2021
2022
2023
2024
2025
2026
2027
2028
14,440,220
15,355,409
15,845,779
16,352,384
16,875,783
17,416,554
17,975,297
18,552,633
21
Assessed Value. The Assessed Value (AV) model shows a 10 -year history of assessed values for both
the general fund levy, along with an outlook for the growth of assessments through 2028. From 2009
through 2013 assessed values actually decreased. Then a revival in 2014 began a continuous increase in
values through 2021, growing at 8.14% compounded annually. For planning purposes, the financial model
is using a future growth trend of 5% compounded annually after 2021—for years 2022 through 2028.
NOTE: AV growth does not correlate to revenue growth: State law caps property tax receipts to 101% of
the prior year's receipts plus taxes on new construction. See Table A.
Property Taxes and Reserve Transfers. The Property Tax and Reserve Transfers Model shows
the outlook for levy rates aligned with the outlook for assessed values to depict a likely outlook for taxes
and future levy rates for the general fund levy and the excess levy for repayment of the capital fire
bonds. Also shown are the transfers or contributions to the reserve funds to accomplish the goals of
each reserve over eight years. See Table B.
In addition to the regular general fund property tax levy, the city also collects taxes for the repayment of
certain "fire" capital improvement bonds through an excess levy. An additional fire bond is tentatively
identified for issuance in 2025 for improvements to stations 53 and 54. (See Table H). These bonds are
subject to voter approval. When the bonds are paid off, the excess levy will be removed.
The city receives a small rebate from King Co. originally collected as a property tax by the county in
support of the EMS programs.
The apparatus reserve account will acquire future apparatus with cash contributions from existing
general fund property taxes, not bonds.
The equipment reserve account will acquire future equipment with cash contributions from existing
general fund property taxes, not bonds.
The facilities reserve account will maintain the stations funded by a dedicated impact fee revenue
stream.
The debt service reserve account does not show any new liabilities that would not be already covered by
excess levies.
The retirement reserve account accumulates funds for the eventual payout of unused sick leave and
vacation hours due to department personnel upon retirement or separation from service.
Operating Program Summary. The Operating Program Summary shows the cost of labor and the
cost of M&O for each operating program 2021-2028. See Table C.
Enhanced Services. The cost of adding the priority enhanced services (public education, additional
fire marshal staffing, and contracting for a CAREs unit are shown in Tables E and F—Enhanced Service
costs are excluded from the Base Case Strategic Plan Summary in Table D.
22
4
12
Table A: Growth in Tukwila Assessed Value — historical actuals and model assumptions
Compounded Annual Growth Rate: AV
2009
Consensus
AV Growth
Rate
Outlook
4.783%
2021-2028
5.00%
2021
Average
6.46%
Compounded Annual Growth Rate: AV
13
2014
8.14%
14
2021
15
$12,000,000,000
$10,000,000,000
$8,000,000,000
$6,000,000,000
$4,000,000,000
$2,000,000,000
$-
Tukwila Assessed Value: 2009-2028
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
16
2021
2022
2023
2024
2025
2026
2027
2028
7,883,057,562
8,277,210,440
8,691,070,962
9,125,624,510
9,581,905,736
10,061,001,023
10,564,051,074
11,092,253,627
6.46%
7,883,057,562 8,260,091,911 8,655,159,225 9,069,121,992 9,502,883,953 9,957,392,072 10,433,638,605 10,932,663,268
4.78%
4.78% 4.78% 4.78% 4.78% 4.78% 4.78% 4.78%
2.17985
17,183,883
2.6%
2.139105137
2.059886734
1.982869691
1.908694501
1.837270588
1.768497781
17,705,823
3.0%
17,902,622
1.1%
18,094,924
1.1%
18,288,931
1.1%
18,484,781
1.1%
18,682,501
1.1%
1.7022792071
18,882,113
1.1%
20,000,000
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
General Fund Prop Taxes
O ti M V N 0 N 00 0l O ti M V u1 10 N W
N N N N
0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0
ry ry N NNNNNNNNNNNNNNNN
23
Table B: Fire Department Costs and City Property Taxes
ImportfromTUKAV Tukwila Assessed Value
AV GROWTH RATE
Excess Levy for Fire Bonds
Excess Levy Rate (2016-2019 Bonds)
Excess Levy for Fire Bonds
Levy Rate for 2025 Bonds
LEVY RATES
Regular Levy LID LIFT
Property Taxes
2021
2022
2023
2024
2025
2026
2027
2028
7,883,057,562
8,277,210,440
8,691,070,962
9,125,624,510
9,581,905,736
10,061,001,023
10,564,051,074
11,092,253,627
>
5.00%
5.00%
5.00%
5.00%
5.00%
5.0096
5.00%
2021
2022
2023
2024
2025
2026
2027
2028
1,550,108
1,870,128
1,904,103
2,049,083
2,104,438
$0.197
Excess Levy for Fire Bonds 1,550,108
Max City Levy Rate
Current Levy Rate
EMS "Levy Rebate" from King Co. (See TUK AV)
$0.226
$0.219
$0.225
$0.220
2,163,083
$0.215
2,016,471
$0.200
2,220,588
$0.210
2,016,471
$0.191
2,278,423
$0.205
2,016,471
$0.182
1,870,128 1,904,103 2,049,083 2,104,438 4,179,554 4,237,059 4,294,894
3.60
3.60
3.60
3.60
3.60
3.60
3.60
3.60
$2.180
$2.139
$2.060
$1.983
$1.909
$1.837
$1.768
$1.702
2.18
17,183,883
17,705,823
17,902,622
18,094,924
18,288,931
18,484,781
18,682,501
18,882,113
477,798
3.04%
488,421
2.22%
499,280
2.22%
1.07%
510,380
2.22%
1.07%
521,727
2.22%
1.07%
533,327
2.22%
1..07%
545,184
2.22%
1.07%
557,305
2.22%
2021
2022
2023
2024
2025
2026
2027
2028
Excess Levy 1,550,108
Fire Levy 17,183,883
Total Property Taxes 18,733,991
1,870,128
17,705,823
19,575,951
Property Taxes Transferred to Reserves
1,904,103
17,902,622
19,806,725
2,049,083
18,094,924
20,144, 007
2,104,438
18,288,931
20,393,369
4,179,554
18,484,781
22,664,335
4,237,059
18,682,501
22,919,560
4,294,894
18,882,113
23,177,007
Apparatus Reserve
1,000,000
1,050,000
1,102,500
1,157,625
1,215,506
1,276,282
1,340,096
1,407,100
Equipment Reserve
0
90,000
92,700
95,481
98,345
101,296
104,335
107,465
Facilities Reserve
o
0
0
0
0
0
0
0
Debt Service Reserve
o
0
0
0
0
0
0
0
Retirement Reserve
87,500
90,125
92,829
95,614
98,482
101,436
104,480
107,614
Transfers to Reserves
1,087,500
1,230,125
1,288,029
1,348,720
1,412,334
1,479,014
1,548,910
1,622,179
24
Table C: Operating Program Summary (see program descriptions below)
Labor
M&O
ADMINISTRATION TOTAL 1,291,779
FIRE PROGRAM EXPENSES
2021
2022
2023
2024
2025
2026
2027
2028
938,168
353,611
997,272
360,683
1,029,185
367,897
1,062,119
375,255
1,096,106
382,760
1,131,182
390,415
1,167, 380
398,223
1,204,736
406,188
Labor
M&O
SUPPRESSION TOTAL 10,332,486 10,953,298 11,295,225 11,647,923
1,357,955
1,397,082 ,437,374
1,478,866
1,521,597
,565,603 1,610,924
9,631,666
700,820
10,238,461
714,836
10,566,092
729,133
10,904,207
743,716
11,253,142
758,590
11,613,242
773,762
11,984,866
789,237
12,368,382
805,022
Labor
M&O
AMB/RESCUE/AID TOTAL 248,584
12,011,732 12,387,004 12,774,103 3,173,403
248,584
253,556
258,627
263,799
269,075
274,457 279,946
285,545
Labor
M&O
INVESTIGATION TOTAL
Labor
M&O
TRAINING TOTAL 515,130
253,556
258,627 263,799
269,075
274,457
279,946
285,545
792,038
61,842
841,937
63,079
868,879
64,340
896,683
65,627
925,377
66,940
954,989
68,279
985,548
69,644
1,017,086
71,037
853,880 905,016 933,219
962,310
992,317
1,023,267
1,055,193 1,088,123
394,185
120,945
419,019 432,428
123,364
125,831
446,265
128,348
460,546
130,915
475,283
133,533
490,492
136,204
506,188
138,928
Labor
M&O
FACILITIES TOTAL 110,860
542,383
558,259
574,613
591,461
608,816 626,696
645,116
110,860 113,077
115,339
117,646
119,998
122,398
124,846
127,343
TOTAL LABOR
TOTAL M&O
TOTAL PROGRAM EXPENSES
11,756,058
1,596,662
113,077 115,339
12,496,689
1,744,000
12,896,583
1,778,880
117,646
13,309,274
1,814,458
119,998
13,735,171
1,850,747
122,398 124,846
14,174,696
1,887,762
14,628,286
1,925,517
127,343
15,096,392
1,964,027
13,352,720 14,125,284 14,557,750 15,003,664 15,463,449 15,937,540 16,426,387 16,930,454
25
Table C cont'd.
Staffing
FIRE CHIEF
2021
2022
2023
2024
2025
2026
2027
2028
DEPUTY CHIEF
BAT CHIEF
CAPTAIN
FIREFIGHTER
PROJECT COORDINATOR
ASSISTANT TO THE CHIEF
ADMIN SUPPORT
TOTAL STAFFING
1
1
5
16
39
1
1
1
65.00
1
1
5
16
39
1
1
1
65.00
1
1
5
16
39
1
1
1
65.00
1
1
5
16
39
1
1
1
65.00
1
1
5
16
39
1
1
1
65.00
Program: Administration. provides oversight, direction, support and encouragement to the various
divisions, teams, and individual members of the fire department.
Program: Suppression. responds to the numerous daily field operations that occur within the city and
its extended mutual aid response area. Categorically, these operations are most frequently
considered to be emergency or non -emergency. Responses to emergencies include, but are not
limited to, fire, medical aid, transportation accidents, property damage, operations level hazardous
materials and rescues. The division also supports other fire operations such as specialized/technical
rescue response, technical hazardous materials response, training, fire prevention, public education,
public relations, and business inspections. The division engages in continuous and ongoing training in
area of responsibility.
Program: Ambulance & Rescue. The purpose of the Fire/Ambulance, Rescue and Emergency Aid
division of the Fire Department is to provide basic and advanced life support to the citizens and
general public of Tukwila as well as within our mutual aid response areas. Ambulance service is
provided on a limited basis as outlined in Fire Department Standard Operating Procedure. Current
service levels include 100% of fire fighters trained as E.M.T.'s and defibrillation technicians, and one
aid car, three engines, one ladder truck, and one battalion rig with emergency care capabilities.
1
1
5
16
39
1
1
1
65.00
1
1
5
16
39
1
1
1
65.00
1
1
5
16
39
1
1
1
65.00
Program: Prevention & Investigation. The Fire Prevention Bureau is responsible for enforcing the
provisions of the City ordinances and International Fire Code, which is accomplished through
commercial occupancy surveys, administration of Fire Department permits, investigation of fires,
code enforcement and accountability for these activities. Another important goal is education of the
public and business owners to prevent fires and safety emergencies from occurring.
Program: Training. The Training Division team serves to provide training for all phases of the fire
department as well as special training such as urban rescue and hazardous materials. Training is
received in many ways: regularly scheduled drill, independent study, fire prevention inspections, pre -
fire planning and during emergency operations. Training is now recognized as the number one
priority for the career firefighter. New and exotic chemicals are creating ever-changing hazards for
the firefighter and knowledge is the key to survival. EMS skills are constantly being upgraded and the
progressive department must keep abreast of the new developments.
Program: Facilities. Facilities is the operation, maintenance, and utilities of the four stations owned
by the City of Tukwila. The purpose of the Facilities budget is to provide a cost accounting for the
maintenance, upkeep, and utilities used by the four fire stations.
26
The Strategic Financial Plan for Tukwila Fire
Table D identifies the revenue sources and revenue amounts under Fire Resources required to support
the existing fire programs as identified under Fire Budgeted Expenses. The revenues and expenses are
exactly balanced, therefore no surpluses or deficits come into play.
What is new here is the cashflows associated with the reserve accounts. The strategic plan introduces
separately managed reserve accounts with dedicated funding and separately budgeted annual cash
outlays for expenses incurred only on behalf of accomplishing the goals of that reserve account. Funds
are not co -mingled between reserve accounts; each one stands on its own, with its own targets, goals,
and defined purpose.
Key Observations
• The key differences in the model, as compared to how the City currently budgets for fire are the
addition of the reserve accounts. The reserve amounts reflect the actual expected expenditure
over the planning period. By funding reserves, there is stability in the City's contribution to Fire
from year to year – no significant jumps in cost.
• Another difference between the City budget and the strategic plan is that the strategic plan
includes a level of overtime expense that reflects recent experience.
• The firefighter labor contract growth in salaries from year to year is tied to local inflation rates;
there was a significant 6.3% growth in that rate based on the CPI -W June to June from 2020 to
2021 which will apply in 2022.
• City general fund revenues grow 3% on average year to year.
• Property tax collections grow at a rate of between 1-3%, depending on how much new
construction is coming on the tax rolls.
• Average annual growth rate in status quo Fire Dept. operation costs over the next 7 years is
projected at 3.2%/yr. (without enhanced services)
• The model shows that the Fire Department currently expends the equivalent of $1.80/$1,000 AV
in 2022, or 82% of all City property taxes. The share of property taxes going to the Fire
Department will grow to 97% by 2028 – assuming the City does not ask voters for a general lid
lift.
o In comparison, most fire districts/regional fire authorities levy between $1.40-
$2.00/$1,000 AV equivalent in taxes and benefit charges.
o The maximum City property tax rate allowed under law is $3.60/$1,000 AV—but this
must be applied to support all city programs (police, parks, streets, etc.).
o Property tax comprises 27% of the City's General Fund Revenues in 2021.
• Most, if not all, fire districts and most fire departments, go out to voters to secure a voter -
approved funding source every few years for operations. Tukwila has never done that.
• Without seeking additional revenues from voters, the only way to sustain the Fire
Department's projected costs at current service levels with the current operational model is
through cutting costs of other City departments.
27
TABLE D: Strategic Outlook, Excluding Enhanced Services
Gen Fund Regular Property Taxes
Gen Fund Regular Levy
Taxes Allocated to TFD
TFD Strategic Outlook
2021
2022
FIRE RESOURCES
2023
2024
2025
2026
2027
2028
17,183,883 17,705,823 17,902,622
18, 094, 924 18, 288, 931 18, 484, 781 18, 682, 501 18, 882,113
80%
82%
84%
86%
88%
90%
92%
94%
Eqivalent Levy Rate 1.736 1.762 1.732
Regular Levy 13,684,222 14,583,225 15,057,060
EMS "Levy" 477,798 488,421 499,280
Fire Operating Revenue 278,200 283,764 289,439
FIRE RESOURCES 14,440,220 15,355,409 15,845,779
Reserve Transfers
Apparatus Reserve
Equipment Reserve
Facilities Reserve
Debt Service Reserve
Retirement Reserve
TOTAL RESERVE TRANSFERS
Labor
M&O
TOTAL FIRE OPERATING EXPENSES
1.704 1.675 1.648 1.620 1.594
15,546,776 16,052,923 16,576,072 17,116,815 17,675,764
510,380 521,727 533,327 545,184 557,305
295,228 301,133 307,155 313,298 319,564
16,352,384 16,875,783 17,416,554 17,975,297 18,552,633
2021
2022
FIRE BUDGETED EXPENSES
2023
2024
2025
2026
2027
2028
1,000,000
0
0
0
87,500
1,050,000
90,000
0
0
90,125
1,102,500
92,700
0
0
92,829
1,157,625
95,481
0
0
95,614
1,215,506
98,345
0
0
98,482
1,276,282
101,296
0
0
101,436
1,340,096
104,335
0
0
104,480
1,407,100
107,465
0
0
107,614
1,087,500 1,230,125
1,288,029 1,348,720
1,412,334 1,479,014
1,548,910 1,622,179
11,756,058
1,596,662
12,496,689
1,628,595
12,896,583
1,661,167
13,309,274
1,694,390
13,735,171
1,728,278
14,174,696
1,762,844
14,628,286
1,798,101
15,096,392
1,834,063
13,352,720 14,125,284 14,557,750 15,003,664 15,463,449 15,937,540 16,426,387 16,930,454
Total Op. Exp and Reserve Transfer 14,440,220 15,355,409 15,845,779 16,352,384 16,875,783 17,416,554 17,975,297 18,552,633
ENDING CASH
28
Table D-1 Additional Detail on Labor Expense: Salaries, Overtime and Benefits (FTE Count does not change
over period)
Labor expenses comprise wages and benefits generally all of which have been subject to bargaining unit negotiations and are covered under a
document referred to as the CBA: Collective Bargaining Agreement.
For planning purposes, we have included the following escalators that apply to the TCC (Total Cost of Labor):
1/1/2022
1/1/2023
1/1/2024
1/1/2025
1/1/2026
1/1/2027
1/1/2028
6.3%
3.20%
3.20%
3.20%
3.20%
3.20%
3.20%
Wages are based on a formula that differentiate salaries by rank. A base pay amount is set and then each higher rake is designated to receive a
higher rate of pay governed by a percentage differential. An example might look like:
Rank
Pay Point
Pay
BAT CHIEF
1.40
$ 8,400
CAPTAIN
1.20
$ 7,200
FIREFIGHTER
1.00
$ 6,000
Beyond base pay, other incentive pay may be available such as educational incentive, longevity and specialized training and skill attainment, as
negotiated in the CBA.
Benefits include federal payroll mandates for FICA, Medicare, and Medicaid at various rates. State payroll mandates include contributions to
LEOFF or PERS retirement fund programs and premiums for worker compensation systems.
The largest employee benefit is for medical, vision, and dental insurance premiums which exceed $1,500,000 per year for TFD.
The composition of the total cost of labor (TCC) can be broken out into several sub -categories each of which is included by federal mandates,
state mandates, or negotiated labor agreements. Direct salaries and wages account for 76% of TCC, while the cost of the added benefits adds an
additional 26%. Note that while the inclusion of most benefit categories is either mandated by federal or state fiat or by local negotiations,
the COST of those benefits is determined or set by agencies outside of Tukwila. The cost is NOT under the control of either the City or the
bargaining units and are NOT subject to negotiations or "budget adjustments."
29
Budgeted
Labor Percent of
Components TCC
in 2021
Salary/Wages 7,905,276 67%
Overtime 1,046,128 9%
Retirement 449,377 4%
FICA/Medicare 114,418 1%
Medical Plan Premiums 1,504,440 13%
Workers Comp Premiums 387,584 3%
Misc. Benefit Charges 348,835 3%
TOTAL COST OF LABOR (TCC) 11,756,058 100%
Direct Compensation 8,951,404 76%
Benefits 2,804,654 24%
TCC 11,756,058 100%
The two greatest unknowns and uncertain factors in attempting to plan for future labor expenses are wage inflation and the costs of medical
insurance. Right now we are experiencing a greater rate of inflation than has been seen in nearly thirty years. Predictions of short-term inflation
(3-5 years) vary widely. The cost of Covid 19 have largely been absorbed by insurance programs (i.e., "free vaccinations"), and millions of
hospital stays for Covid patients may be recovered through large medical insurance premiums.
30
Table E: Estimated Cost of Enhanced Services
Enhanced Services
2022
2023
2024
2025
2026
2027
2028
Public Educator
115,313
119,003
122,811
126,741
130,796
134,982
139,301
Pub Ed Supplies (1)
5,000
2,500
2,550
2,601
2,653
2,706
2,760
Pub Ed Vehicles M&O
2,500
2,550
2,601
2,653
2,706
2,760
2,815
122,813
124,053
127,962
131,995
136,155
140,448
144,877
Fire Inspector 1
145,090
154,231
159,166
164,260
169,516
174,941
180,539
Inspector 1 Supplies
6,000
3,000
3,060
3,121
3,184
3,247
3,312
Inspector 1 Vehicle
2,500
2,550
2,601
2,653
2,706
2,760
2,815
153,590
159,781
164,827
170,034
175,406
180,948
186,666
Fire Inspector 2
145,090
154,231
159,166
164,260
169,516
174,941
180,539
Inspector 2 Supplies
6,000
3,000
3,060
3,121
3,184
3,247
3,312
Inspector 2 Vehicle
2,500
2,550
2,601
2,653
2,706
2,760
2,815
153,590
159,781
164,827
170,034
175,406
180,948
186,666
Fire Inspector 3
145,090
154,231
159,166
164,260
169,516
174,941
180,539
Inspector 3 Supplies
6,000
3,000
3,060
3,121
3,184
3,247
3,312
Inspector 3 Vehicle
2,500
2,550
2,601
2,653
2,706
2,760
2,815
153,590
159,781
164,827
170,034
175,406
180,948
186,666
CARES EMT (.33 FTE)
58,706
60,585
62,523
64,524
66,589
68,720
70,919
CARES M&O
250,000
255,000
260,100
265,302
270,608
276,020
281,541
308,706
315,585
322,623
329,826
337,197
344,740
352,459
Enhanced Services Budget
892,290
918,980
945,067
971,923
999,570
1,028,032
1,057,335
Offsetting Revenues
CARES Grant*
(100,800)
(100,800)
(100,800)
(100,800)
(100,800)
(100,800)
(100,800)
Enhanced Services Net
Cost
791,489
818,181
844,266
871,123
898,770
927,232
956,534
Levy Rate for Enhanced
Services (assuming 5%
annual AV growth)
0.096
0.094
0.093
0.091
0.089
0.088
0.086
31
Table F1: Strategic Plan Summary without Enhanced Services
TFD: Base Case
Total Reserve Transfers and
Operating Expenses
2021
2022
2023
2024
2025
2026
2027
2028
14,440,220
15,355,409
15,845,779
16,352,384
16,875,783
17,416,554
17,975,297
18,552,633
Annual Change >
6.338%
3.193%
• Annual average increase over 7 -year period: 3.2%/yr.
Table F2: Strategic Plan Summary with Enhanced Services
TFD: ENHANCED SERVICES
Total Reserve Transfers and
Operating Expenses
3.197%
3.201%
3.204%
3.208%
3.212%
2021
2022
2023
2024
2025
2026
2027
2028
14,440,220
16,266,265
16,774,332
17,307,228
17,857,690
18,426,321
19,013,744
19,620,606
Annual Change >
12.646%
3.123%
• Annual average increase over 7 -year period: 4.53%/yr.
3.177%
3.181%
3.184%
3.188%
3.192%
32
2.38
2.37
2.28
2.21
2.13
2.25
2.17
2.09
14,440,220
(278,200)
14,162,020
15,355,409
(283,764)
15, 071, 645
15,845,779
(289,439)
15,556,340
16,352,384
(295,228)
16,057,156
16,875,783
(301,133)
16,574,650
17,416,554
(307,155)
17,109, 399
17,975,297
(313,298)
17,661,999
18,552,633
(319,564)
18,233,069
1.80
1.82
1.79
1.76
1.73
1.70
1.67
1.64
2.18
2.14
2.06
1.98
1.91
1.84
1.77
1.70
1,550,108
1,550,108
1,870,128
1,870,128
1,904,103 2,049,083
1,904,103
2,049,083
2,104,438
2,104,438
2,163,083
2,016,471
4,179,554
2,220,588
2,016,471
4,237,059
2,278,423
2,016,471
4,294,894
0.20
0.23
0.22
0.22
0.22
0.42
0.40
0.39
TABLE G: Fire Department Share of City Property Taxes (without enhanced services)
2021.
2022
2023
2024
2025
2026
2027
2028
AV 7,883,057,562 8,277,210,440 8,691,070,962 9,125,624,510 9,581,905,736 10,061,001,023 10,564,051,074 11,092,253,627
Excess Levy 1
Excess Levy 2
Total Excess Levies
Excess Levy Rate
City General Levy Rate
TOTAL Levy Rate
Fire Program Expenses
Less Fire Operating Revenues
Net Fire Expenses
Levy to Support the Fire Department
Fire Share of General Levy
L 82%
85%
87%
89%
91%
93%
95%
97%
33
Table H: Project cost of bonds to rehabilitate/rebuild stations 53 and 54.
Proceeds
Debt Service
Project Bond Issue 2 -VOTED
Project Name
Debt
Amount
Average
Term Start Year V=Voted
Coupon
Station53/54
30,000,000
20
3.00%
2025
V
2021
2022
2023
2024
2025
2026
2027
2028
Total Cashflow
30,000,000
6,049,414
0
0
0
0
0
30,000,000
1
2
3
2,016,471 2,016,471 2,016,471
Debt Service Payments
Principal 3,450,901
-
-
-
-
-
1,116,471
1,149,965
1,184,464
from Voter -Approved
Interest 2,598,513
-
-
-
-
-
900,000
866,506
832,007
Excess Levy
,L DEBT SERVICE 6,049,414
-
-
-
-
-
2,016,471
2,016,471
2,016,471
34