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REG 2022-03-07 COMPLETE AGENDA PACKET
gr, 2 AGENCY, UNLESS Tukwila City Council Agenda ❖ REGULAR MEETING ❖ ((4\\ I90a..-/ Allan Ekberg, Mayor Councllmembers; ❖ Kathy Hougardy ❖ De'Sean Quinn David Cline, City Administrator ❖ Kate Kruller ❖ Cynthia Delostrinos Johnson Thomas McLeod, Council President ❖Mohamed Abdi ❖ Tosh Sharp THE MEETING BASED ON THE ANY PUBLIC RCW 42.30 FOR THE PUBLIC Monday, March WILL BE CONDUCTED GOVERNOR'S SUBJECT (A) THE BOTH ON-SITE AT TUKWILA CITY HALL AND ALSO VIRTUALLY, PROCLAMATION 20-28 ADOPTED MARCH 24, 2020 WHICH SAYS IN PART: TO RCW 42.30, IS PROHIBITED FROM CONDUCTING ANY MEETING, SUBJECT TO MEETING IS NOT CONDUCTED IN-PERSON AND INSTEAD PROVIDES AN OPTION(S) TO ATTEND THE THE PHONE For Technical 7, 2022; 7:00 PROCEEDINGS THROUGH, AT MINIMUM, TELEPHONIC ACCESS, ..." NUMBER FOR THE PUBLIC TO LISTEN TO THE MEETING IS: 1-253-292-9750, ACCESS CODE: 670077847#. Click here to: Join Microsoft Teams Meeting Support during the meeting call: 1-206-433-7155. PM • Ord #2670 • Res #2045 1. CALL TO ORDER / PLEDGE OF ALLEGIANCE / ROLL CALL 2. LAND ACKNOWLEDGEMENT The City of Tukwila is located on the ancestral lands of the Coast Satish people. We acknowledge their continuing connections to land, waters and culture. We pay our respects to their elders past, present and emerging. 3. PUBLIC COMMENTS— including comment on items both on and not on the meeting agenda * 2021-2022 Update * Those wishing to provide public comments now have the opportunity to verbally address the City Council both on-site at Tukwila City Hall or via phone or Microsoft Teams for up to 5 minutes for items both on not on the meeting agenda. To take advantage of this option, please email citycouncil@tukwilawa.gov with your name and the topic you wish to speak and on by meeting. to 5:00 PM on the date of the meeting. Please clearly indicate that your message is for public comment during the You will receive further instructions and be called upon during the meeting address the City Council. 4. APPOINTMENTS Appointments and reappointments to the Lodging Tax Advisory Committee (LTAC): Reappoint Miesa Berry to Position #2, Jim Davis to Position #3, Ben Oliver to Position #6, and Jean Thompson to Position #7; and Appoint Mike West to Position #4 and Brian Jones to Position #8 on the Lodging Tax Advisory Committee, with terms expiring March 31, 2023. Pg.1 (continued..) REGULAR MEETING March 7, 2022 Page 2 5. CONSENT AGENDA a. Approval of Minutes: 2/28/22 (Special Mtg.) b. Approval of Vouchers c. Authorize the Mayor to sign a Collective Bargaining Agreement with the Tukwila Police Officers Guild for 2022-2024. Pg.13 6. UNFINISHED BUSINESS a. Weekly COVID-19 report. b. Authorize the Mayor to sign an Interlocal Agreement with the Puget Sound Regional Fire Authority for fire investigation services. Please refer to 2/28/22 C O, W, packet, ' c. A resolution adopting the 2022 Tukwila Pond Master Plan for the City of Tukwila. d. An update on the Wadajir project. Wadajir Rebecca Bouchey, Managing Director, Forterra. e. An update to the 2022 Work Plan. Pg.63 Pg.71 Pg.73 Pg.77 Pg.115 7. NEW BUSINESS Budget Workshop: Structure of City Funds, Financial Policies, Bond Rating Pg.141 8. REPORTS a. Mayor b. City Council c. Staff - City Administrator Report and Monthly Construction and Budget Report Pg.241 9. MISCELLANEOUS 10. EXECUTIVE SESSION 11. ADJOURNMENT This agenda is available at www.tukwilawa.gov, and in alternate formats with advance notice for those with disabilities. Remote Tukwila Council meetings are audio taped (and video taped as of 9/14/20). Available at www.tukwilawa.gov) WELCOME TO THE TUKWILA CITY COUNCIL MEETING The Tukwila City Council encourages community participation in the local government process and welcomes attendance and public comment at its meetings. MEETING SCHEDULE Regular Meetings are held at 7:00 p.m. on the 1st and 3rd Mondays of each month. The City Council takes formal action in the form of motions, resolutions and ordinances at Regular Meetings. Committee of the Whole Meetings are held at 7:00 p.m. on the 2nd and 4th Mondays of each month. The City Council considers current issues, discusses policy matters in detail, and coordinates the work of the Council at Committee of the Whole meetings. PUBLIC COMMENTS Members of the public are given the opportunity to address the Council for up to 5 minutes on items both on and not on the meeting agenda during Public Comments. The City Council will also accept comments on an agenda item when the item is presented in the agenda, but speakers are limited to commenting once per item each meeting. When recognized by the Presiding Officer, please go to the podium if on-site or turn on your microphone if attending virtually and state your name dearly for the record. The City Council appreciates hearing from you but may not respond or answer questions during the meeting. Members of the City Council or City staff may follow up with you following the meeting. PUBLIC HEARINGS Public Hearings are required by law before the Council can take action on matters affecting the public interest such as land -use laws, annexations, rezone requests, public safety issues, etc. The City Council Rules of Procedure provide the following guidelines for Public Hearings: 1. City staff will provide a report summarizing and providing context to the issue at hand. 2. The proponent shall speak first and is allowed 15 minutes to make a presentation. 3. The opponent is then allowed 15 minutes to make a presentation. 4. Each side is then allowed 5 minutes for rebuttal. 5. After the proponents and opponents have used their speaking time, the Council may ask further clarifying questions of the speakers. 6. Members of the public who wish to address the Council on the hearing topic may speak for 5 minutes each. 7. Speakers are asked to sign in on forms provided by the City Clerk. 8. The Council may ask clarifying questions of speakers and the speakers may respond. 9. Speakers should address their comments to the City Council. 10. If a large number of people wish to speak to the issue, the Council may limit the total amount of comment time dedicated to the Public Hearing. 11. Once the Presiding Officer closes the public hearing, no further comments will be accepted, and the issue is open for Councilmember discussion. 12. Any hearing being held or ordered to be held by the City Council may be continued in the manner as set forth by RCW 42.30.100. For more information about the City Council, including its complete Rules of Procedure, please visit: https://www.tukwilawa.gov/departments/city-council/ COUNCIL AGENDA SYNOPSIS iirio Initials ITEM NO. rill' Meeting Date Prepared by Mayor's review Council review O� ,, v 0 3/7/22 CT I9©S ITEM INFORMATION STAFF SPONSOR: BRANDON MILES ORIGINAL AGENDA DATE: 3/7/22 AGENDA ITEM TITLE Appointments and Reappointments to the Lodging Tax Advisory Committee CATEGORY ❑ Discussion Mtn Date 11 Motion Mtg Date 3/7/22 ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtn Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date SPONSOR ❑ Council A Mayor ❑ Admin Svcs ❑ DCD ❑ Finance ❑ Fire ❑ P&R ❑ Police ❑ PIF SPONSOR'S Appointment of Mike West to Position 4 and Brian Jones to Position 8. Reappointment of SUMMARY Miesa Berry to Position 2, Jim Davis to Position 3, Ben Oliver to Position 6 and Jean Thompson to Position 7. REVIEWED BY ❑ Trans&Infrastructure Svcs ❑ Community Svcs/Safety ❑ Finance & Governance ❑ Planning & Community Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: COMMITTEE CHAIR: RECOMMENDATIONS: SPONSOR/ADMIN. COMMITTEE COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $ $ Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 3/7/22 MTG. DATE ATTACHMENTS 3/7/22 Informational Memorandum dated 2/14/22 1 2 City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: City Council FROM: Thomas McLeod, Council President BY: Brandon Miles, Business Relations Manager DATE: February 14, 2022 SUBJECT: 2022 Lodging Tax Advisory Committee ISSUE I am recommending that the City Council reappoint four existing members and appoint two new members to the City's Lodging Tax Advisory Committee (LTAC). BACKGROUND The City imposes a 1% lodging tax on the certain overnight stays at area hotels and motels. Under Washington State law, lodging tax proceeds can only be used for tourism promotion (overnight and day visitors) and other tourism related activities (RCW 67.28.1816). In order to collect the lodging tax and spend the funds collected, the City is required by State Law to have a Lodging Tax Advisory Committee. The Committee makes recommendations to the City Council on any request to use lodging funds, including requests by the City. The City Council can accept or reject any of the LTAC recommendations. The City's LTAC has nine members, but due to the challenges in recruitment over the past few years has only been operating with seven members. Half of the members are representatives of businesses that are required to collect the tax (hoteliers), half are persons involved in activities authorized to be funded by the tax (non -hoteliers); and one member is a City elected official who serves as the LTAC chair. Historically, the Council President has served as the City's elected official on the LTAC. State Law requires that the City Council "review the membership of the advisory committee annually and make changes as appropriate (RCW 67.28. 1817)." This annual review requirement is also found in City Council Resolution # 1533. DISCUSSION In order to meet the requirements of State Law and the City Council's adopted resolution, I am recommending that the following individuals be reappointed to the LTAC to continue to serve through March 31, 2023. I am also recommending two new appointments to fill vacancies due to resignations and copies of these applications are attached for your ease of reference. 3 City Council RE: 2022 Lodging Tax Advisory Committee February 14, 2022 Page 2 Position Name Position #1 Elected Official City elected official Appointed by the City Council. Position #2 (Business Collecting Tax) Miesa Berry I am recommending reappointment of Ms. Berry to Position 2. She is the General Manager of the Homewood Suites by Hilton and has served on the LTAC since 2009. Position #3 (Business Collecting Tax) Jim Davis I am recommending reappointment of Mr. Davis to Position 3. He is the General Manager of the Doubletree Suites and has served on the LTAC since 2013. Position #4 (Business Collecting Tax) Mike West (New Member) I am recommending the appointment of Mr. West to vacant position #4. Mr. West is the General Manager of the Hotel Interurban. Mr. West previously served on the LTAC from 2017-2019. Position #5 (Business Collecting Tax) Vacant Position Position #6 (Funded byTax) Ben Oliver I am recommending the reappointment of Mr. Oliver to Position 6. He is the President/CEO of Starfire Sports and has served on the LTAC since 2015. Position #7 (Funded by Tax) Jean Thompson I am recommending the reappointment of Ms. Thompson to Position #7. Ms. Thompson is the owner of Seattle Chocolate and has served on the LTAC since 2019. Position #8 (Funded by Tax) Brian Jones (New Member) Position #8 is vacant due to the resignation of Dan Lee with Odin Brewery. I am recommending the appointment of Brian Jones, General Manager of the Seattle Seawolves for the position. Position #9 (Funded by Tax) Vacant Position RECOMMENDATION I am recommending the appointments and reappointments as listed above to be effective upon final council action, with terms expiring March 31, 2023. 4 City of Tukwila Tukwila City Hall 6200 Southcenter Blvd Tukwila, WA 98188 Phone: (206) 433-1800 RECEIVED Email: BoardsCommsPtukwilawa.gov Website: www.tukwilawa.gov Application for Appointment BOARDS, COMMISSIONS AND COMMITTEES Please complete the ENTIRE application form. Submitting a resume is optional. NAME:_West V est Last DATE: 01-04-22 Michael R First M.I. ADDRESS: 223 Andover Park E Tukwila 98188 Street MAILING ADDRESS (if different): City Zip HOME PHONE: MOBILE PHONE: EMPLOYER: Columbia Hospitality E-MAIL:_ Please check all that apply to you within Tukwila city limits: ❑ Resident [1 Business Owner/Representative ❑ School District Representative ❑ High School Student I wish to be considered for appointment to the following board or commission (check all that apply): COMMISSIONS: BOARDS & COMMITTEES: ❑ Arts ❑ Civil Service ❑ Equity & Social Justice ❑ Parks El Planning ❑ Other/Special Committee: Community Police Advisory ❑ Human Services ❑ Library L Lodging Tax HAVE YOU PREVIOUSLY SERVED ON ONE OF THESE BOARDS OR COMMISSIONS? ❑ Yes ❑ No If "yes", please list: Lodging Tax Advisory Committee AVAILABLE TO ATTEND MEETINGS: ❑ Daytime ❑ Evenings Please note that upon submission, all information on this document becomes public record. For further clarification regarding this application or more information regarding boards and commissions please call 206-433-1850. 5 Boards & Commissions Application Page 2 Please describe your interest in serving on a board, commission or committee and include your qualifications for the position. (Please limit your response to 500 words or less.) I have served on the LTAC board back in 2018/2019 and found it to be incredibly rewarding and beneficial to see the efforts being made to make Tukwila much more of a destination for visitors. Now that I am back at Hotel Interurban, I am looking forward to seeing what progress has been made over the last 2 years and providing my input on how we can continue those efforts. Please note that upon submission, all information on this document becomes public record. For further clarification regarding this application or more information regarding boards and commissions please call 206-433-1850. 6 Boards & Commissions Application Page 3 Professional/Community Activities (organizations, clubs, service groups, etc.): Served on the Tukwila LTAC in 2018/2019. Currently a board member for the Snohomish County Tourism Promotion Area. Hobbies/Interests: enjoy spending time with my family and enjoying the outdoors. The PNW is a fantastic location for families with so much to offer. When I can, I also enjoy golfing and watching all Seattle professional sports teams. Other comments/additional information for consideration: Please note that upon submission, all information on this document becomes public record. For further clarification regarding this application or more information regarding boards and commissions please call 206-433-1850. 7 8 City of Tukwila Tukwila City Hall 6200 Southcenter Blvd Tukwila, WA 98188 Phone: (206) 433-1800 RECEIVED Email: BoardsCommsPtukwilawa.gov Website: www.tukwilawa.gov Application for Appointment BOARDS, COMMISSIONS AND COMMITTEES Please complete the ENTIRE application form. Submitting a resume is optional. DATE: February 14, 2022 NAME:Jones Brian M Last First 14900 Interurban Ave. S, Ste. 268 ADDRESS: Street City Seattle MAILING ADDRESS (if different): HOME PHONE: EMPLOYER: Seattle Seawolves MOBILE PHONE: E -MAI M.I. 98168 Zip Please check all that apply to you within Tukwila city limits: ❑ Resident l] Business Owner/Representative ❑ School District Representative ❑ High School Student I wish to be considered for appointment to the following board or commission (check all that apply): COMMISSIONS: BOARDS & COMMITTEES: ❑ Arts E Community Police Advisory n Civil Service ❑ Human Services ❑ Equity & Social Justice ❑ Library ❑ Parks ❑ Lodging Tax TI Planning ❑ Other/Special Committee: HAVE YOU PREVIOUSLY SERVED ON ONE OF THESE BOARDS OR COMMISSIONS? ❑ Yes 0 No If "yes", please list: AVAILABLE TO ATTEND MEETINGS: Daytime Evenings Please note that upon submission, all information on this document becomes public record. For further clarification regarding this application or more information regarding boards and commissions please call206-433-1850. 9 Boards & Commissions Application Page 2 Please describe your interest in serving on a board, commission or committee and include your qualifications for the position. (Please limit your response to 500 words or less.) I have worked in professional sports for nearly 30 years. Denver Nuggets, Colorado Avalanche, Pikes Peak International Raceway, Seattle Seahawks, Seattle Sounders FC, and Seattle Seawolves. In all cases I ran internal teams focused on revenue, partnerships, big events, and great fan experiences. I am currently the President of the Seattle Seawolves Rugby Club and part of the professional sports fabric of Tukwila. I'd like to contribute to the ideation around bigger and more frequent events coming to Tukwila and the greater Puget Sound Region. Please note that upon submission, all information on this document becomes public record. For further clarification regarding this application or more information regarding boards and commissions please call 206-433-1850. 10 Boards & Commissions Application Page 3 Professional/Community Activities (organizations, clubs, service groups, etc.): I am a proud member of the Seattle Sports Commission and I assist Seattle Pride in thier partnership and events planning. Hobbies/Interests: Golf, travel, hiking, food and craft beer. Other comments/additional information for consideration: Please note that upon submission, all information on this document becomes public record. For further clarification regarding this application or more information regarding boards and commissions please ca11206-4334850. 11 12 COUNCIL AGENDA SYNOPSIS kv)* , 4 f Initials ITEM No. �; ZO Meeting Date Prepared by Mayor's review Council review r/3 3/7/22 AY ,����r 0 5.C. \\.......n 1908 ITEM INFORMATION STAFF SPONSOR: RACHEL BIANCHI ORIGINAL AGENDA DATE: 3/7/22 AGENDA ITEM TITLE Tukwila Police Officers Guild Labor Agreement 2022-2024 CATEGORY ❑ Discussion Mtg Date 11 Motion Mtg Date 3/7/22 ❑ Resolution Mtg ❑ Ordinance Al tg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mfg Date SPONSOR ❑ Council ❑ Mayor ►1 Admin Svcs ❑ DCD ❑ Finance ❑ Fire ❑ P&R ❑ Police ❑ PIS SPONSOR'S Tukwila Police Officers Guild Labor Agreement 2022-2024 SUMMARY REVIEWED BY ❑ Trans&Infrastructure Svcs ❑ Community Svcs/Safety ❑ Finance & Governance ❑ Planning & Community Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: COMMITTEE CHAIR: RECOMMENDATIONS: SPONSOR/ADMIN. COMMITTEE COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $ $ Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 3/7/22 MTG. DATE ATTACHMENTS 3/7/22 Tukwila Police Officers Guild Labor Agreement 2022-2024 13 14 TUKWILA POLICE -COMMISSIONED LABOR AGREEMENT between the CITY OF TUKWILA and the TUKWILA POLICE OFFICERS' GUILD Effective 2022-2024 1 15 Table of Contents ARTICLE 1 - RECOGNITION AND BARGAINING UNIT 3 ARTICLE 2 - GUILD MEMBERSHIP AND DUES DEDUCTION 4 ARTICLE 3 - WORKING OUT OF CLASSIFICATION 4 ARTICLE 4 - HOURS OF WORK 4 ARTICLE 5 - SALARIES 15 ARTICLE 6 - PREMIUM PAY 15 ARTICLE 7 - DEPARTMENT WORK RULES 16 ARTICLE 8 - CLOTHING/EQUIPMENT 18 ARTICLE 9 - SICK LEAVE 22 ARTICLE 11 - EDUCATION ALLOWANCE 25 ARTICLE 12 - MASTER POLICE OFFICER PLAN 27 ARTICLE 13 - SENIORITY 30 ARTICLE 14 - VACATIONS 30 ARTICLE 15 - PENSIONS 31 ARTICLE 16 - MEDICAL COVERAGE 32 ARTICLE 17- PROBATIONARY PERIOD 34 ARTICLE 18 - DISCIPLINARY PROCEDURES 34 ARTICLE 19 - MANAGEMENT RIGHTS 37 ARTICLE 20 - GRIEVANCE PROCEDURE 38 ARTICLE 21 - NO STRIKE 40 ARTICLE 22 - LEAVES 41 ARTICLE 23 - INDEMNIFICATION 42 ARTICLE 24 - SAVINGS CLAUSE 43 ARTICLE 25 - ENTIRE AGREEMENT 44 ARTICLE 26 - SAFETY 44 ARTICLE 27 - DURATION OF AGREEMENT 44 APPENDIX "A" -WAGE SCHEDULES 2022-2024 46 APPENDIX "B" - MPO SCHEDULE 47 16 PREAMBLE This mutual agreement has been entered into by the Tukwila Police Officers' Guild (hereinafter referred to as "Guild"), and the City of Tukwila (hereinafter referred to as "City" or "Employer"). The purpose of this Agreement is the promotion of harmonious relations between the Guild and the City; the establishment of equitable and peaceful procedures for the resolution of differences; and the establishment of rates of pay, hours of work, and other terms and conditions of employment. ARTICLE 1 - RECOGNITION AND BARGAINING UNIT SECTION 1.1 Guild. The City of Tukwila recognizes the Guild as the exclusive bargaining representative of the Police Department for all employees in positions certified by the PERC as being within the Guild's bargaining unit; provided that neither party waives its right to petition the Public Employment Relations commission to add to or delete from the above list in accordance with established time frames and procedures. SECTION 1.2 Negotiations Sessions. Employees who serve on the Guild negotiations committee shall be allowed time off from duty with pay to attend negotiation sessions with the Employer during working hours, provided prior notification is given to the Chief, or his designee, and the time is mutually agreed upon. For the purposes of negotiations with the Employer, the number of official representatives of the Guild shall be limited to four members. SECTION 1.3 Guild Business. The City shall afford Guild representatives a reasonable amount of time while on -duty status to consult with appropriate management and/or aggrieved employees, provided that the Guild representatives and/or aggrieved employees contact their immediate supervisors, indicate the general nature of the business to be conducted, and request necessary time without interference with assigned duties. Employees who are subpoenaed to appear as fact witnesses during a Civil Service Hearing, PERC hearing or Labor arbitration may be allowed to attend without loss of pay, only during their testimony. For purposes of Guild business with Employer, the Guild will notify the Employer as to its official representative(s). 3 17 ARTICLE 2 - GUILD MEMBERSHIP AND DUES DEDUCTION SECTION 2.1 Dues Deduction. Upon receipt of written authorization individually signed by a bargaining unit member, the City shall deduct from the pay of such member, the amount of dues as certified by an officer of the signatory organization and transmit the amount to the Guild in a timely manner. The Guild agrees to indemnify and hold the Employer harmless against any and all claims, suits, orders or judgments brought or issued against the Employer as a result of any action taken or not taken by the Employer under the provisions of this Article, unless caused by the negligence of the Employer. ARTICLE 3 - WORKING OUT OF CLASSIFICATION SECTION 3.1 Sergeant. The Employer agrees that it is in the best interest of the City that each unit/shift should normally have a sergeant or acting sergeant on duty. Therefore, should any employee be required to act as sergeant for more than two hours, he/she shall be paid a premium of seven percent (7%) of the employee's base rate of pay per hour back to the first hour. Additionally, an employee eligible for premium pay pursuant to Article 6 of this Agreement at the time he/she is required to act as a sergeant shall continue to be paid such premium pay during the assignment. It is understood that assignments of supervisory duty will be made by the Chief of Police or his/her designee. ARTICLE 4 - HOURS OF WORK SECTION 4.1 GENERALLY. This Article is intended to define the normal hours of work, to provide the basis for calculation of overtime, and to set forth the policy on compensatory time. Compensation shall not be paid more than once for the same hours under any provision of the Agreement. For the purposes of FLSA compliance, the Employer reserves the right to maintain and modify, as necessary, work period designations for different shifts in accordance with FLSA 207(k). For example, this includes different work periods for different shifts (e.g., a 28 -day work period for employees on a 5-2 or 4-10 or 12 hour work schedules, and a 27 -day work period for employees on a 6-3 hour work schedule). 18 SECTION 4.2 SCHEDULES. A. Hours of Work 1. Patrol Division - 12 -Hour Work Schedule Such schedule shall be three (3) consecutive twelve (12) hour days worked followed by four (4) consecutive days off followed by four (4) consecutive twelve (12) hour days worked followed by three (3) consecutive days off during each fourteen (14) day period. The FLSA work period shall be 28 days. 2. Non -Patrol Schedule The work schedule for Guild employees assigned to non -patrol work, except the School Resources Officer, will be the equivalent of forty (40) hours per week on an annualized basis and the normal work hours shall be four (4) consecutive ten (10) hour days worked followed by three (3) consecutive days off during each seven day work period. 3. The School Resource Officer's normal work hours will be the equivalent of forty (40) hours per week on an annualized basis and will be five (5) consecutive eight (8) hour days worked followed by two (2) consecutive days off during each seven-day work period. 4. The Crime Prevention Team's schedule shall be four (4) consecutive ten (10) hour days worked followed by three (3) consecutive days off during each seven (7) day period. The FLSA work period shall be 28 days. 5. Meal/Break Period Schedules shall be inclusive of the meal period. Officers assigned to Patrol on 12 -hour shifts will be allowed to take rest or meal breaks, duties permitting, as two 30 -minute meal breaks and two fifteen -minute rest breaks. The meal and rest breaks shall be spaced over the course of a shift and breaks cannot be combined without prior authorization from the shift supervisor. 5 19 All Officers, other than Patrol Officers, will be allowed a 30- minute meal break and two fifteen -minute breaks. Breaks may be combined with prior authorization from the shift supervisor. While on either meal break or rest break, such Officers may be subject to call for service. B. Staffing The following policy will be adhered to except when the unusual occurrences create increased staffing needs (e.g., civil disorder, national disaster, holiday, significant event, etc.) 1. Staffing levels The Chief agrees to discuss any staff configuration changes with the Guild prior to making any long-term adjustments in staffing levels. The Guild recognizes the ultimate right of the Chief to adjust staff levels within the department. 2. Staffing Administration Current on duty staffing levels for patrol on each shift is one (1) supervisor and six (6) officers up to two (2) hours prior to the shift, with the following exceptions: a. During the two (2) vacation bids that occur in conjunction with the shift bids twice a year, the City will allow vacation requests down to one (1) supervisor and five (5) officers on each on -duty patrol squad. b. One (1) officer assigned to the patrol division will be allowed to be on vacation during each shift even if it results in the payment of overtime. Consideration will be given to allowing additional officers off on vacation each shift based on staffing need. With regard to "unusual occurrences", where practical, the Chief shall provide these dates prior to the twice per year vacation bid. The holidays specified herein are the Day after Christmas, the Day after Thanksgiving, the 4th of July and New Year's Eve. The significant events referenced herein are those events on any given day that may reasonably be expected to threaten public safety if staffing levels are not increased as determined by the Chief or his designee. 20 C. Shift Changes Between Officers Shift changes between officers shall be subject to the approval of the Chief, or his designee. D. Forty Hour Scheduled Trainings on Schedule Prior to Vacation Bid. Trainings of forty hours or more where all the hours occur within seven consecutive calendar days (actual training time; travel time not included) that are scheduled prior to shift bidding may be placed in the schedule prior to the vacation bid opening for vacation bids. SECTION 4.3 Dog Handler(s). Dog Handlers will be assigned a twelve (12) hour shift and be compensated an average 40 minutes straight time per day (which the parties agree is a reasonable approximation of time spent) to compensate for bathing, training, procuring food, supplies (e.g., prescriptions), grooming, feeding, cleaning up after the dog (e.g., the dog's kennel), K-9 car, exercising the dog and similar activities performed by K-9 officers. When feasible, dog handler(s) will be released forty (40) minutes prior to the end of their scheduled shift, unless the Chief (or his designee) otherwise requires the employee to stay. If the Chief (or his designee) requires the employee to stay, overtime shall be paid commencing at the end of the employee's regularly scheduled shift, but the average forty (40) minutes shall be paid at the applicable overtime rate. Employees will either flex their start time or receive overtime for scheduled veterinary appointments by agreement between the employee and the Chief or his/her designee. The Employer retains the right to modify the dog handler's duty shift to offset compensation of time spent that is unique to the dog handler duties (to accommodate the 40 minutes per day). Except when the officer is on paid leave, time spent during the dog handler's off duty days will be compensated at the employee's regular rate of pay or overtime pay when required by FLSA. If an officer is on paid leave (e.g., comp time, vacation, sick leave), the amount of such leave charged to the employee that day shall be reduced by 40 minutes. At minimum, it is expected that dog handler(s) shall perform the following duties relative to their assigned dog during the course of their duty shift: - exercise - training 7 21 Dog Handlers will not be compensated for time transporting the dog to and from the workplace. Compensation for dog handling duties shall cease during period(s) the dog is under the care and custody of someone else. Also, officers caring for another officer's dog during a vacation period shall not receive additional compensation therefore. SECTION 4.4 Overtime. Except as otherwise provided in this Article: A. Overtime Pay. All Officers other than Patrol Officers shall be paid at the rate of time and one-half his/her regular rate of pay for the first three (3) hours in excess of their regularly assigned schedule and beginning the fourth (4th) hour at the rate of two (2) times his/her regular pay rate in one day. B. Patrol Officers shall be paid at the rate of time and one-half his/her regular rate of pay for all hours in excess of their regularly assigned schedule up to the 14th hour and beginning with the 14th hour at the rate of two (2) times his/her regular pay rate in one day. However, employees who are granted the Rest Period provision in Section 4.4D1 or 4.9B will be compensated at the rate of time and one-half, and not at the double time rate for hours worked for attending court or mandatory training. C. Callback Authorization. Requests for off-duty employees to activate to on -duty status must be approved by the on -duty supervisor of Command Staff. Employees are not authorized to activate themselves for administrative duties or law enforcement duties without specific pre- authorization from a Sergeant or Command Staff. Pre- authorization does not pertain to police emergency situations where an "off-duty" officer needs to activate himself or herself to an "on- duty" status in response to an emergency involving an immediate threat to human life, or serious threat to person or property, or in response to a Code 3 request for officer assistance in the City limits of Tukwila. D. Callback and Court. 22 An employee who is required to work outside his/her regular shift, or on his/her day off (including being called into court on matters arising directly from the officer's employment as a Tukwila police officer) shall be guaranteed four (4) hours pay at one -and -one-half times his/her regular hourly rate of pay; provided the callback is not an extension after the employee's normal shift. If the assignments require time over the four-hour guarantee, all time over the four (4) hours and outside the employee's normal workday shall be paid at the applicable overtime rate. An employee directed back to work for one (1) hour or less before the next scheduled shift shall be paid on the basis of the overtime actually worked and the overtime minimum shall not apply. Officers assigned to the graveyard/night shift who are scheduled for court during hours the employee would not be regularly scheduled to work between two scheduled graveyard/night shifts will be granted a ten (10) consecutive hour rest period beginning when the court requirements/obligations are over and will not be required to report back to work until the end of such rest period. In this instance Officers will be compensated at time -and -one-half for their court attendance, and double time will not apply. An Officer will not have his/her shift extended as a result of the operation of this paragraph and the Officer will be paid, at the regular straight time rate, for all hours he/she was scheduled on a graveyard/night shift but did not work because of the above rest period. Officers must notify department supervision in advance when they are going to take the ten (10) hour rest period. E. Minor Work Contact Outside of Scheduled Work Hours. If the Employer contacts an employee for work purposes outside of the employee's scheduled work hours (by telephone, Teams, Zoom or otherwise), then the Employer shall compensate the employee for the time spent during such contact at the rate of time -and -one-half the employee's regular rate of pay. Compensation shall be for a minimum of fifteen (15) minutes and shall continue for actual time spent during the contact in fifteen (15) minute increments. For example, a five (5) minute call shall require compensation for fifteen (15) minutes; a sixteen (16) minute call shall require compensation for thirty (30) minutes; a thirty-one (31) minute call shall require compensation for forty-five (45) minutes and so on. Any actual call back to duty shall be governed by subparagraph A and B. above. 9 23 F. Pyramiding. There shall be no pyramiding of overtime. G. Off-duty Call-in Authorization. Employees who are called in for an in -progress incident, called in to work while off duty, will be paid from the time they receive the call and have communicated to the supervisor or requestor (1) that they are in route and (2) when they can be expected. Employees will respond to the incident in a reasonable and appropriate amount of time based on their proximity or distance to the station or location. Pay will then continue until their duties are completed in response to the issue or incident giving rise to the call. Employees will not be paid for their travel or commute to their residence after their duties have been completed. SECTION 4.5 Shift Change. Employer reserves the right to schedule employees to shifts, provided this will not alter shift bidding procedures or be used to require employees to change their schedules to avoid the payment of overtime, unless mutually agreed upon by Employer and employee, with concurrence of a Guild Executive Board member. Employer will bargain over changes in shift configurations (e.g., 6-3, 5-2, 4- 10, 9/80, and 12 hour shifts). SECTION 4.6 Standby. The Employer and the Guild agree that the use of standby time shall be minimized consistent with sound law enforcement practices and the maintenance of public safety. Standby assignments shall be for a fixed, pre- determined period of time not to exceed ten (10) hours. Employees formally placed on standby status shall be compensated on the basis of five (5) hours straight time pay for ten (10) hours of standby or fraction thereof. If the employee is actually called back to work, normal overtime rules shall apply. Compensation for standby shall not be paid in addition to overtime -minimum pay. SECTION 4.7 Compensatory Time. Compensatory time is defined as time off granted an employee as compensation for hours worked in addition to the employee's scheduled workday or workweek. A. Requesting Compensatory Time. It is the responsibility of the employee to request compensatory time in lieu of overtime if so desired. The Employer shall have discretion to determine whether compensatory time is granted to the employee when compensatory time is requested by the employee in lieu of overtime. 24 10 B. Compensatory Time Rate. The granting of compensatory time in lieu of overtime will be at the rate of one -and -one-half hours for each overtime hour worked. C. Maximum Compensatory Time Accrual Individual accrual of compensatory time in lieu of overtime shall not exceed forty-eight (48) hours (i.e., 32 hours at time -and -one-half). SECTION 4.8 Kelly Days. Patrol Officers will be granted one hundred ten (110) hours annually to compensate for the difference between the scheduled hours in the Patrol Work Schedule and the scheduled hours in Non -Patrol Work Schedules. These hours will be referred to as "Kelly Days" (and be scheduled the same as vacation). Employees may choose to use these hours to schedule time off or to receive pay in lieu of time off or a combination of both. Fifty-five (55) of these hours shall be credited on January 1 and fifty-five (55) of these hours will be credited on July 1. A request for payment may only be made two (2) times per year, one time in June and one time in December. A request for payment made by June 5 shall be paid by July 5. Any hours remaining on December 15 shall be paid on December 31, unless the employee uses these hours prior to payment. Kelly Day pay will be calculated at the employee's straight time rate of pay. The hours used by the employee to schedule time off will be administered in the same manner as the holiday hours referred to in Article 10. A. An employee transferring into or out of Patrol during a year shall receive (be credited with) a pro rata number of paid Kelly hours that shall be paid out to the employee at the time of the transfer. Upon separation of employment, any unused Kelly day hours accrued up to that point will be paid out on the final paycheck. SECTION 4.9 Training. Training will be scheduled during the employee's regularly assigned shift whenever reasonably feasible. A. Outside Training. 1. A "shift" or "regularly assigned shift" is scheduled hours that remain the same for an employee week after week. "Regularly scheduled 11 25 days off" or "weekends" are the days off that remain the same for an employee week after week. 2. The City may adjust an employee's hours and regularly scheduled days off to accommodate training of 24 hours or more in a one- week period, subject to notice requirements. The City may adjust for training under 24 hours if mutually agreed upon between the City and the employee in order to reduce overtime and afford the ability for the employee to attend requested training. 3. The intent of this shift adjustment is to allow employees to participate in training and to better manage the cost of overtime. The City shall not require an employee to work more than forty (40) hours per week without the payment of overtime. Employees whose schedules are adjusted to attend training courses or conferences will be paid at time -and -one-half their regular rate of pay for any hours worked in excess of eight (8) hours per day, and double time of their regular rate of pay for any hours worked in excess of twelve (12) hours per day. 4. The City will give back to the employee any regularly scheduled day off that the employee is required to work because of a shift adjustment. All days given back to employees shall be taken consecutive to that employee's regularly scheduled days off. Nothing shall preclude the City from giving back two (2) or more missed days off on separate weekends as long as each missed day off is given back consecutive to that employee's regular scheduled days off. 5. All missed days off due to a shift adjustment will be rescheduled within seven (7) days of the completion of training. The rescheduled day will be taken within sixty (60) days of the completion of training. The sixty (60) daytime period will be extended by mutual agreement of the City, a member of the Guild Executive Board, and the employee. 12 26 6. The City is limited to making only three (3) such adjustments per calendar year and each adjustment may not last more than one (1) calendar week. 7 The employee and the Guild must be given written notice of the shift adjustment seven (7) calendar days before the adjustment for training is to occur. The City and the Guild may agree in writing to waive the seven (7) calendar days' notice requirement and/or the requirement that the days off be taken consecutive. B. Training for Patrol Officers Working Night Shift Schedule This section only applies to officers working the 12 -hour night shift schedule. It applies to scheduled training of four (4) hours or more during hours outside the employee's regularly assigned shift. The schedule does not apply to court time. As used herein, a 10 -hour rest period is defined as, 10 -hours prior to the start or 10 -hours from the end time of the training. It does not always equal 10 -hours of paid time off. 1 Training on First Work Day Training will be paid at time -and -one-half. There will be a 10- hour rest period (admin time) prior to the start of training and a 10 -hour rest period (admin time) following the end of the training. The patrol officer will be paid, at the regular straight time rate for all hours he/she was scheduled on the graveyard/night shift but did not work because of the rest period and the officer will report to work the remainder of the shift following the rest period. The patrol officer will not have his/her shift extended as a result of this paragraph. Officers must notify Department supervision when they are going to take a 10 -hour rest period. 2. Training Mid -week Training will be paid at straight time. There will be a 10 -hour rest period (admin time) prior to the start of training and a 10 -hour rest period (admin time) following the end of training. Following the 10- 13 27 hour rest period, after training, the officer will report for duty and work the remainder of the scheduled shift. If there are multiple days of training the officer will not report back to work between the training days. The patrol officer will not have his/her shift extended as a result of the operation of this paragraph. Officers must notify Department supervision in advance when they are going to take a 10 -hour rest period. 3. Training on Last Work Day Training will be paid at time -and -one-half. There will be a 10- hour rest period before the beginning of the training. Officers must notify the department supervision in advance when they are going to take the 10 -hour rest period. C. Training for SWAT The City retains the right to adjust the regular shifts of SWAT members to attend SWAT training. When working an adjusted shift, SWAT members will receive straight time for the first twelve (12) hours worked and time - and -one-half (1-1/2) for any hours in excess of twelve (12) and will receive double time pay for any hours in excess of thirteen (13) hours. SWAT members will be given a minimum of ten (10) hours rest before attending SWAT training at no cost to them. D. Employees Reporting back to Shift after Training If the officer is in training for less than a full twelve-hour shift, the employee may be required to report back to his/her regular assignment at the conclusion of training. In the event the employee is not required to report back to his/her regular assignment at the conclusion of training, the employee will be paid for the entire shift, as long as the employee was in training for eight (8) hours or more. SECTION 4.10 Daylight Savings Time. Employees who are working on the graveyard shift when the clocks are moved back one hour will be paid one hour at the overtime rate of time and one-half. Employees who are working on the graveyard shift 28 14 when the clocks are moved forward one hour (other than those who are regularly scheduled to be off at 2 a.m.) shall have the option of going off duty at their normal quitting time and utilizing one hour of vacation or compensatory leave or working an additional hour to complete normal shift hours without additional compensation. ARTICLE 5 - SALARIES SECTION 5.1 Agreement. The Employer agrees to maintain salaries during the term of this Agreement as set forth in Appendix A & B. SECTION 5.2 Additions. This Agreement shall be opened for the purpose of negotiating salaries for new classifications affecting employees in the bargaining unit. Nothing in this section shall preclude the Employer from establishing new positions or classifications. SECTION 5.3 Regular Rate. The term regular rate (including variations such as regular pay rate, regular hourly rate, etc.) is intended to be consistent with the term regular rate as it is defined in the FLSA. ARTICLE 6 - PREMIUM PAY SECTION 6.1 Premium Pay. Monthly premium pay equivalent to a percent of the employee's monthly wage in the amount of five percent (5.0%) shall be paid to employees assigned to the following specialties: Auto Theft Task Force Detective Canine Community Police Team (CPT Team) Community Liaison Officer Detective Recruiting Officer School Resource Officer Special Weapons and Tactics (SWAT) TAC Team Detective (including assigned Patrol Officer) Traffic/Motorcycle Officer Training Officer VNET Detective Civil Disturbance Unit (CDU) 15 29 This premium shall be paid in addition to the normal salary structure contained in Appendix A. In no event may an employee receive premium pay for more than one specialty except that employees assigned to SWAT who receive premium pay for another specialty will be paid as set forth below. SECTION 6.2 FTO Pay. The FTO premium pay shall be five percent (5.0%) of the employee's monthly wage. When FTO work assignments are made by the Chief, or designee, the FTO pay will apply. There may be times when it is necessary to shift adjust a FTO for a training phase. During the period of any such shift adjustment, the FTO pay shall be increased to ten (10%). If such a shift adjustment is necessary, it shall be done at the Chief's discretion. SECTION 6.3 SWAT Pay. The SWAT premium pay can be stacked with another premium for an additional 2% for a total of seven percent (7.0%) of the employee's monthly wage. There will be no pyramiding of premium pay. In return, the City will have the right to adjust the regular shifts of SWAT members to attend SWAT training, pursuant to Article 4.9.C. SECTION 6.4 Instructor Pay. The Instructor premium pay shall be five percent (5.0%) of the employee's monthly wage. When Instructor work assignments are made by the Chief, or designee, the Instructor pay will apply. SECTION 6.5 Graveyard Differential Pay. The Graveyard differential pay shall be two percent (2%) of the employee's monthly wage and shall be paid to employees assigned to and/or working Graveyard shifts. ARTICLE 7 - DEPARTMENT WORK RULES SECTION 7.1 Generally. The parties recognize that circumstances change from time to time during the term of labor agreements that give rise to a need to discuss changes in hours or working conditions (including the scope of bargaining unit work). In order to provide a convenient forum to discuss these issues, the parties agree to the procedure set forth in Section 7.2. 16 30 SECTION 7.2 Procedure. This Agreement may be amended within the scope of this Article provided both parties concur. Supplemental agreements may be completed through negotiations between the parties at any time during the life of this Agreement. A joint committee comprised of representatives of the two parties will meet upon the request of either party to discuss proposals related to work hours or changes in working conditions, including the scope of bargaining unit work. Should either party desire to negotiate a matter of this kind, it shall notify the other party in writing of its desire to negotiate. Supplemental agreements thus completed will be signed by an authorized representative of the Employer and Guild, with a copy to the Deputy City Administrator. Should either party (through the Guild President, Police Chief, or their designee), having been notified of the proposed supplemental language, not respond by requesting a meeting of the joint committee within thirty (30) calendar days, the proposed language shall be considered acceptable and shall be forwarded to the other party for signature. Supplemental agreements thus completed shall become a part of this Agreement. In those cases where the parties cannot agree, the parties agree, upon the request of either party, to expeditiously proceed directly to request a PERC mediator who will mediate no more than a 30 -day period and, if necessary, to proceed to interest arbitration on the issue as provided in RCW 41.56 et seq., using one of the arbitrators selected in the grievance procedure. The parties agree to waive the appointment of partisan arbitrators and that the matter will be heard by an arbitrator selected in the same manner as is provided in the grievance procedure. Neither party may be required to arbitrate a proposal, which, if granted, would require the Arbiter to change an express term of this Agreement. SECTION 7.3 Work Rotation. The rotation of personnel between shifts shall be minimized within the limitations of providing an adequate and efficient work force at all times, as determined by the Employer. SECTION 7.4 Personnel File: A. Ownership. The personnel files are the property of the Employer. The Employer agrees that the contents of the personnel files, including the personal photographs, shall be confidential and shall restrict the use of information in the files to internal use by the Police Department. This provision shall not restrict such information from becoming subject to due process by any court of administrative tribunal. It is further agreed that information may be released to outside groups subject to the approval of both the Employer and employee; provided, that nothing in this section shall prevent an employee from viewing his/her original personnel file in its entirety upon request. The Police Chief and City Administrator shall have 17 31 access to the individual personnel files in the normal course of their responsibilities. At the discretion of the Chief or his/her designees, file material shall be released to another law enforcement agency doing employment background upon proof of a signed release of the individual in question. B. Availability. The application and examination papers of a certified eligible shall be available for inspection by the appointing authority, the Chief of Police and the affected employee. Such papers shall also be made available to the elected or appointed officers of the Guild at the request of the affected employee. C. Employee rights. Employees shall have the right to review any and all items placed in his/her personnel file and shall have the right to request of the Chief that any complaint be withdrawn. In the event that such complaint is not withdrawn if such request is made, the employee may invoke the provisions of Article 20. Except that no material shall be removed from the file during that period of time that the employee is specifically named in any civil litigation in his/her capacity as an employee which pre -dates or is relevant to the litigation. D. Employer rights. The Employer shall have the right to purge employee files from time to time as deemed necessary, with all purged items being returned to the employee for his/her own disposition. The Employer shall follow all applicable City and Department policies and procedures governing these files. Employees are encouraged to review their personnel files. ARTICLE 8 - CLOTHING/EQUIPMENT SECTION 8.1 Uniforms and Equipment. The City shall (at its expense) issue and maintain uniforms and equipment for each commissioned officer under a quartermaster system. SECTION 8.2 Quartermaster System. Any garments, clothing and/or devices required by the Employer shall be furnished and maintained as needed and as approved by the Employer. The City and Guild have developed the following list of the 32 18 minimum required/issued items, which may be amended by mutual agreement. All items issued under the quartermaster system shall meet Police Department standards. A. All Bargaining Unit Employees: Five (5) Uniform Shirts (at least one shirt will be long sleeve) Three (3) Uniform Pants One (1) Uniform Jacket One (1) Uniform Dress Hat One (1) Baseball Hat One (1) Uniform Tie One (1) Uniform Tie Clasp One (1) Uniform Jumpsuit (upon successful completion of probation) One (1) Gore-Tex Uniform Raincoat One (1) Duty Firearm Two (2) Sets of Handcuffs One (1) Duty Baton One (1) Duty OC Canister One (1) Uniform Badge One (1) Uniform Hat Badge Five (5) Uniform Name Tags (sew on) One (1) Uniform Name Tag (Pin Type) One (1) Soft Body Armor (Threat Level 3A or Greater) One (1) Flashlight with Charge Two (2) Citation Book Holders Duty Belt Pants Belt Four (4) keepers Security holster Double magazine pouch Cuff case(s), either one (1) double or two (2) single cuff cases OC case Radio case Key case Glove case Stick ring Flashlight ring holder B. Traffic issue: Two (2) Uniform britches One (1) pair Motorcycle boots in accordance with Section 8.2G below One (1) Leather jacket One (1) set Raingear One (1) coveralls Two (2) pair Safety gloves (winter & summer) One (1) Eye protection One (1) Helmet 19 33 C. Detectives, plain clothes assignments, CPT Team, and TAC Team: One (1) Hidden agenda jacket One (1) Undercover holster, cuff case, ammo pouch One (1) Coveralls One (1) Load bearing vest Credential wallet & badge D. Bicycle Qualified Officers: (with bikes uniforms and equip as applicable to assignment) Two (2) Bike uniform shirts, long sleeve One (1) Load bearing vest Two (2) Bike uniform shirts, short sleeve Two (2) pair Bike uniform shorts One (1) pair Bike uniform winter pants One (1) Bike uniform coat One (1) Hidden agenda jacket One (1) pair Footwear in accordance with Section 8.2H below One (1) pair Eye protection Two (2) Bike helmets Two (2) pair Safety gloves (winter & summer) One (1) Undercover holster, cuff case, ammo pouch One (1) Stinger flashlight with charger E. K-9 Assignments: Two (2) jumpsuits One (1) pair of boots One (1) pair of gloves One (1) Stinger flashlight with charger One (1) flashlight F. Footwear. Basic duty footwear. All employees shall be entitled to elect either shoes or boots. The City's maximum expenditure is $125 for shoes (to be replaced on an as needed basis) or $200 for boots other than motorcycle boots or bicycle footwear (to be replaced on an as needed basis). The individual employee shall pay any overage. Detectives may choose either basic uniform duty shoes or boots or dress shoes or boots. 20 34 G. Motorcycle Boot. Motorcycle boots and britches (with turn -in of work equipment and in accordance with Department policy). Motorcycle boots shall be in addition to basic duty footwear. H. TAC Team Footwear. Bicycle footwear (with turn -in of worn equipment and in accordance with Department policy). Bicycle footwear shall be in addition to basic duty footwear. SECTION 8.3 Jumpsuits. The City will maintain a list of the dates of when an officer last had a jumpsuit purchased. Beginning on January 1, 2022, the City will contact the 20 officers assigned to patrol who have the oldest jumpsuits and ask if they want a new jumpsuit this year or wait. If any of the 20 choose to wait, the City will continue down the patrol list until there are 20 officers who request new jumpsuits in 2022. If there are not 20 patrol officers, then the City will offer the jumpsuits to non - patrol starting with the non -patrol officer with the oldest jumpsuit. The City will provide one jumpsuit to any new hire after they complete probation. Additionally, the City will replace any jumpsuit that is destroyed in the course of an officer's duties. Beginning January 1, 2023, the City will repeat the same process as set forth above each January until each officer has received a new jumpsuit; however, once each officer has received a new jumpsuit between Jan 2022 and Jan 2023, then moving forward the parties will work together to mutually agree to a system for jumpsuit replacement priorities. SECTION 8.4 Dry Cleaning. The City will pay $250 per year directly to employees and employees will pay for dry cleaning. SECTION 8.5 Plain Clothes (Non -Uniformed) Assignments. Employees assigned to a plainclothes Unit shall receive an annual clothing allowance in the amount of three hundred fifty dollars ($350). The clothing allowance shall be paid in the employee's first paycheck in December of each year. The clothing allowance shall be prorated to reflect assignment to a plain clothes Unit for any period of less than a year. SECTION 8.6 Assignment of Department Take -Home Vehicles. Bargaining unit employees assigned to the following positions shall be issued take home vehicles: detective, detective sergeant, K-9, Traffic Unit (including Sergeant), TAC Team Detective, TAC Team Sergeant. 21 35 A. Other bargaining unit employees currently assigned take home vehicles shall continue to be assigned take-home vehicles until the employees rotate to new assignments. The assignment of a vehicle to positions other than those specified in Section 8.5 above shall be at the discretion of the Police Chief. Take-home vehicles shall not go with employees when they transfer from one assignment to another. Each assignment shall be evaluated by the Chief as to need on a case-by-case basis. B. An employee with a take home vehicle shall be prohibited from driving the take home vehicle more than 35 miles outside the City limits when commuting to or from his/her home. In the event an employee with a take home vehicle lives more than 35 miles from the City limits of the City of Tukwila, such employee will be required to park his/her take home vehicle at a secured location (e.g., public entity like a Fire District, Police Department, State Patrol property) no more than 35 miles outside the City limits. ARTICLE 9 - SICK LEAVE SECTION 9.2 LEOFF ll. Uniformed employees hired under the provisions of LEOFF 11 are excluded from the provisions of RCW 41.26.150 and shall receive sick leave benefits as follows: LEOFF 11 employees shall be entitled to and awarded twelve (12) days of sick leave with pay upon date of employment with the Employer. Beginning with the thirteenth (13th) month of continuous service, each employee shall accrue one day of sick leave with pay per calendar month of the employee's active service. A "day" for purposes of sick leave accrual shall be the number of hours that the officer is regularly scheduled for a shift (i.e., 12 hours of sick leave accrual for officers who work the 12 hour shift and 10 hours for officers who work the 10 hour shift). Employees will be allowed to carryover 720 hours of sick leave at the end of each calendar year. SECTION 9.3 Family Sick Leave. A. Employees shall be allowed to use sick leave or other paid time off to attend to the illness or health condition of immediate family members (i.e., a child, spouse, registered domestic partner, parent, parent of the employee's spouse or registered domestic partner, sibling, grandchild, or grandparent of the employee). 22 36 SECTION 9.4 Separation of Employment. In the event an employee terminates his/her employment, or such employment is terminated for any reason whatsoever with the Employer prior to using his/her accumulated sick leave time, he/she shall be entitled to pay equal to twenty-five percent (25%) of the amount payable for any unused sick leave unless terminated during the probationary period. If a probationary employee has used more than a day of sick leave per month worked, any additional amount shall be subtracted from the employee's final paycheck. SECTION 9.5 Domestic Partner Benefits. Employees will be eligible for domestic partner benefits in accordance with changes in City Policy. SECTION 9.6 Light Duty. "Light Duty" is a temporary assignment that may be made by the Employer when an employee is restricted from performing the duties of his or her job as determined by their treating physician. If a light duty assignment is made available, the Chief or his designee will determine the assignment, length of assignment and work schedule based upon the restrictions provided by the treating physician. The light duty assignment will not exceed six (6) months without approval of the Chief. This section is not intended to be more restrictive than applicable state and federal law, including RCW 41.04.505 and RCW 41.04.520. SECTION 9.7 Zero Balance Sick Leave. If an employee calls in sick and does not have sick leave to cover the sick hours, in instances where the sick leave causes minimum staffing overtime, the employee will be placed on Leave Without Pay for the hours not covered by any sick leave accrual. ARTICLE 10 - HOLIDAYS SECTION 10.1. Employees shall receive holidays in accordance with existing City ordinances, at times, which are mutually agreeable to both the Employer and the employee. A. Holidays Listed. The following are established as holidays: January 1 New Year's Day Third Monday in January Martin Luther King's Birthday Third Monday in February Presidents' Day 23 37 Last Monday in May Memorial Day July 4 Independence Day First Monday in September Labor Day November 11 Veteran's Day Fourth Thursday in November Thanksgiving Day Fourth Friday in November Day after Thanksgiving December 25 Christmas B. Method of Payment 1. Patrol - Patrol bargaining unit employees (commissioned Officers not in specialty positions, except K-9, assigned to patrol work full- time) will be given a one -hundred- twenty-eight (128) holiday hour bank during each anniversary year of the current collective bargaining agreement in lieu of receiving holidays under Section 10.1A above. Sixty-four (64) of these hours shall credited on January 1 and sixty four (64) of these hours shall be credited on July 1. Patrol employees may choose to use these hours to take time off or to receive pay in lieu of time off or a combination of both. A request for payment may only be made two (2) times per year, one time in June and one time in December. A request for payment made by June 5 shall be paid by July 5. Any hours remaining on December 15 shall be paid on December 31, unless the employee uses these hours prior to payment. Holiday pay will be calculated at the employee's straight time rate of pay. Upon separation of employment, any unused holiday hours accrued up to that point will be paid out on the final paycheck. 2. Non -Patrol - Non -Patrol bargaining unit employees (commissioned Officers and Sergeants, not assigned to patrol work full-time) shall continue to work a four (4) ten (10) hour day schedule during a holiday week. (CBD Team included) a. Regularly Scheduled Work Day. If a holiday is observed on the employee's regularly scheduled work day, the employee shall be given the day off and shall be paid ten (10) hours of 24 38 holiday pay. The annual number of paid holiday hours is 100. b. Regularly Scheduled Day Off. If the holiday is observed on the employees regularly scheduled day off, the employee shall be paid eight (8) hours of holiday pay. If an employee is called into work on the holiday and the employee works a full shift on such holiday, the employee shall be paid double time and one- half for all hours worked on the holiday during the employee's regularly scheduled shift. All hours worked in addition to the employee's regularly scheduled shift on a holiday shall be considered overtime and paid in accordance with Section 4.4. of this collective bargaining agreement. If an employee is called into work on the holiday and the employee works less than a full shift on such holiday, the employee shall be paid double time and one-half for all hours worked on the holiday and shall be paid holiday pay at his/her regular rate of pay for the remainder of his/her ten (10) hour shift. Holiday pay will be calculated at the employee's straight time rate of pay. ARTICLE 11 - EDUCATION ALLOWANCE SECTION 11.1 Education Allowance. All non -probationary officers who are holding an AA degree or two (2) years of college (ninety credit hours for quarters and sixty credit hours for semesters) toward a Bachelor's Degree in an approved field of study will be awarded education incentive pay of 2% of the employee's monthly wage. Any such officer holding a B.S. or B.A. Degree in an approved field of study shall be awarded education incentive pay of 4% of the employee's monthly wage. 25 39 Approved fields of study: 1. Law Enforcement 2. Sociology 3. Psychology 4. Public Administration 5. Business Administration 6. Political Science 7. Other work-related fields of study to the approval of the Chief. In order to be eligible for Education Incentive pay, degrees and credits shall be from a Nationally accredited college or university. Degrees shall be in an approved field of study. However, Bachelor's degrees earned in other field(s) of study and extended by Nationally accredited colleges or universities may be compensated at the AA level at the discretion of the Chief. Credits that are granted for "life experience" as opposed to conventional coursework and independent study will not qualify for education incentive. SECTION 11.2 Tuition Reimbursement. The Employer shall reimburse employees for the cost of tuition as long as the subject matter of the course of study or of a specific course is in an approved field of study as set forth in Section 11.1 and as long as the tuition costs do not exceed those found at a Washington state university and as long as the officer is working towards a degree in that approved field of study. The total reimbursements for Guild represented employees, as a group, shall not exceed $15,000 in any calendar year. Tuition reimbursement shall be applicable to undergraduate study. A. In order to receive tuition reimbursement an employee must receive approval for a course of study or for a specific course prior to taking the course. If an employee receives a scholarship (or received federal or state reimbursement funds [excluding student loans]) the total amount of the Employer's reimbursement shall not exceed 100% of the total cost of tuition. B. An employee receiving tuition reimbursement must maintain a "C" grade (or equivalent satisfactory mark) and shall submit a transcript with the request for reimbursement. 40 26 C. A request for tuition reimbursement for an approved course of study or specific course shall be paid within sixty (60) days of submission. D. When an employee completes a course of study at a particular level (undergraduate or graduate) the employee shall notify the Employer of the degree attained. SECTION 11.3 In Service Training Agreements. Employees who are provided long-term training (in excess of four consecutive weeks) as a result of an assignment can be required, as a condition of assignment, to enter into a reimbursement agreement for costs of specialized training. Reimbursement would be computed based upon term of the agreement, which shall not exceed twenty-four (24) months (i.e., 1/24th per month on a 24 -month contract). Training costs will be estimated at the time the contract is presented. Actual repayment will be based on actual or estimated costs, whichever is lower. ARTICLE 12 - MASTER POLICE OFFICER PLAN SECTION 12.1 The Tukwila Police Department's Master Police Officer Plan recognizes the career police officer. The plans provide the department with a number of personnel who are highly trained in a variety of police duties. This program benefits both the individual and the Department as a whole, through special projects, continuing education and the overall and continued upgrading of personal knowledge. Eligibility for the respective steps of Master Police Officer are as follows. Master Police Officer 3 (MPO 3) 1. A performance rating of "meets standards" or above on the current annual city performance appraisal. 2. Successful completion of six (6) years of service with the Tukwila Police Department. Two (2) years of college (90 quarters or 60 semester hours) or one year of college and 160 hours of law enforcement training (exclusive of Basic Academy) through the Washington State Criminal Justice Training Commission. Other training will be evaluated for eligibility. 27 41 Master Police Officer 2 (MPO 2) 1. A performance rating of "meets standards" or above on the current annual city performance appraisal. 2. Must have spent at least two (2) years in any one or more specialty assignment, and/or have two (2) years experience at the Sergeant level, within the Tukwila Police Department. Specialty assignments are detectives, traffic, K-9, crime prevention, research and development, training, department instructor, School Resources Officer, TAC Team (or equivalent team under a different name), Field Training Officers, ESU (SWAT), and CDU to meet the specialty assignment requirement. An employee transferring to or from CDU to or from another specialty will be given pro rata credit for all CDU service. 3. Successful completion of nine (9) years of service with the Tukwila Police Department and three (3) years of college (120 quarters or 90 semester hours). Up to two (2) years of college may be substituted with law enforcement training at the rate of 160 hours of law enforcement training (exclusive of Basic Academy) through or approved by the Washington State Criminal Justice Training Commission or Tukwila Police Department for each year. Other training will be evaluated for eligibility. OR Successful completion of twelve (12) years of service with the Tukwila Police Department and 288 hours of law enforcement training (exclusive of basic Academy) through or approved by WSCJTC or the Tukwila Police Department. Master Police Officer 1 (MPO 1) 1. A performance rating of "meets standards" or above on the current annual city performance appraisal. 2. Must have spent at least three (3) years in any one or more specialty assignment, and/or have three (3) years' experience at the Sergeant level, within the Tukwila Police Department. Specialty assignments are detectives, traffic, K-9, crime prevention, research and development, training, department instructor, School Resources Officer, TAC Team (or equivalent team under a different name), Field Training Officers, ESU (SWAT), and CDU, provided 28 42 however, an employee in CDU must have spent at least four (4) year in CDU to meet the specialty assignment requirement. An employee transferring to or from CDU to or from another specialty will be given pro rata credit for all CDU service. 3. Successful completion of twelve (12) years of service with the Tukwila Police Department and four (4) years of college (180 quarter or 90 semester hours). Up to two (2) years of college may be substituted with law enforcement training at the rate of 160 hours of law enforcement training (exclusive of the Basic Academy) through or approved by the Washington State Criminal Justice Training Commission or the Tukwila Police Department for each year. Other training will be evaluated for eligibility. OR Successful completion of fifteen (15) years of service with the Tukwila Police Department and 288 hours of law enforcement training (exclusive of basic Academy) through or approved by WSCJTC or the Tukwila Police Department. SECTION 12.2 Eligibility A. Notification. Each officer will notify the department, in writing, when requesting Master Police Officer status. A review will be done of his/her qualifications, including the most recent performance appraisal. B. Re-application. Any officer who fails to meet the eligibility requirements will be able to reapply after the next performance appraisal. Performance appraisals will be done yearly on the employee's anniversary date. Should the yearly performance appraisal not be completed, it shall be considered waived for the affected period. If a Master Police Officer fails to meet the requirements two (2) consecutive evaluation periods, he/she will be returned to the next lowest position below the one he/she is currently in. He/she shall be eligible to reapply at the next evaluation period. C. Grievances. Any employee may grieve the results of an evaluation through Step Two (2) of the Formal Grievance Procedure as contained in 29 43 Article 20 of the Labor Agreement between the parties. The decision of the Mayor shall be final. ARTICLE 13 - SENIORITY SECTION 13.1 Seniority. Beginning upon ratification by both parties, for entry level officers, the date used for purposes of seniority shall be their sworn (fully commissioned) date, not their date of hire. For lateral hires, the date used for purposes of seniority shall be their date of hire with the Tukwila Police Department. (This shall not apply retroactively.) Seniority (as set forth above) is intended to be used for matters such as vacation scheduling and shift bidding; however, it is not intended to be used for matters such as top step wages, vacation accruals, or longevity pay, which continue to be the date of hire for all employees. ARTICLE 14 — VACATIONS SECTION 14.1 Vacation Hours. The following schedule shall govern with respect to vacations: Years Vacation Completed Hours 1 96 2 96 3 96 4 96 5 112 6 120 7 128 8 128 9 136 10 136 11 152 12 160 13 160 14 176 15 176 Years Vacation Completed Hours 16 176 17 176 18 184 19 184 20 184 21 184 22 192 23 192 24 192 25 192 26 200 27 200 28 200 29 200 30 200 30+ 200 30 44 Section 14.2 Vacation Rules. Annual vacations shall be subject to the following rules: A. Minimum. The minimum vacation allowance to be taken by an employee shall be 15 minutes. B. Agreement. Vacations shall be granted at such times that are mutually agreeable to both the Employer and employee. C. Terminology. Temporary or intermittent employees who leave the employment of the City and later are re-employed shall, for the purpose of this Article, commence their actual service with the date of re-employment. For the purpose of this Article, "actual service" shall be determined in the same manner as for salary purposes. D. Maximum. Maximum hours accumulations of vacation time shall not exceed that which is equal to two years total at the highest eligible rate. E. Pay upon death. On the death of an employee in active service, pay will be allowed for any vacation earned in the preceding year and in the current year and not taken prior to the death of such employee. F. Leave of Absence. An employee granted an extended leave of absence, which includes the next succeeding calendar year, shall be given pro- rated vacation earned in the current year before being separated from the payroll. ARTICLE 15 - PENSIONS SECTION 15.1 Pension benefits shall be received in accordance with RCW 41.26 as currently in effect. 31 45 ARTICLE 16 - MEDICAL COVERAGE SECTION 16.1 Medical Insurance A. Employer contributions. Except as otherwise provided in this Article, the Employer shall contribute the premiums necessary to purchase medical care insurance for each full-time employee and his/her dependents under the City of Tukwila's Self -Insured Medical Plan. Such coverage shall not be less than that which existed under the City of Tukwila Self -Insured Medical Plan in place February 1, 2004, except as subsequently agreed herein by the parties. A.1 Spousal surcharge. Effective January 1, 2023, an employee shall pay a $250 per month spousal surcharge if the spouse has other eligible employer provided health care coverage available and the employee obtains medical insurance coverage of the spouse on the City of Tukwila's Self -Insured Medical Plan. The employee will provide an attestation to confirm if the spouse has eligible employer-provided health care coverage available. (This would include a business owner that provides health care coverage to their employees and is also eligible for the health care coverage provided to those employees. However, it shall not apply where the spouse owns a business and medical coverage is not offered to the business' employees or if the spouse is self-employed.) B. Kaiser-Permanente. For employees who elect medical coverage through Kaiser-Permanente, the Employer shall pay up to the maximum dollar amount contribution of the Self -Insured Plan for full -family coverage. Any premium amounts in excess of the Employer's contribution shall be paid by the individual through payroll deduction. Coverage under the Kaiser- Permanente Plan shall be as determined by Group Health Cooperative. C. Cost of premiums. The Employer shall continue to pay the full premium for medical coverage under the Self -Insured Medical Plan up to a maximum increase of eight percent (8%) in a year. In the event the monthly premiums increase more than the stated amount in a year, the Employer or the Guild has the right to reopen the Agreement to negotiate changes in the Self -Insured Medical Plan benefits so that the increase in premium costs does not exceed the stated amount. Effective January 1, 2018, the Guild accepts the following changes in plan design: The changes are: Increase co- pays for Specialist to $40 (from $25), Complex imaging to $100 (from $0), and Urgent Care to $50 (from $25) and Change to the Envision Select Formulary. 32 46 SECTION 16.2 Dental. Dental coverage will be maintained for all employees and their dependents during the term of this Agreement under the City of Tukwila Self - Insured Dental Plan, or its replacement. All employees under this Agreement shall be required to participate. The cost for such plan will be borne on the following basis: the Employer will contribute one hundred percent (100%) of the total premium for this coverage. Such coverage shall not be less than that which exists under the AWC WDS Plan "A" in place October 1989, except as provided under this Article. SECTION 16.3 Optical Plan. Examination and eyeglasses/contact lenses for all employees and dependents covered under this Agreement will be paid for by the Employer. The City shall provide coverage for eye examinations, vision, and optical care to regular full-time police officers and their dependents at the rate of $250 per person, to a maximum of $500 per family unit, each year. SECTION 16.4 Life Insurance. The Employer shall pay one hundred percent (100%) of the total premiums of all life insurance of the benefits of the employee covered under this Agreement. The face value of said insurance policy shall be $25,000 and shall include $25,000 dismemberment clause. SECTION 16.5 LEOFF II Disability Insurance. With respect to LEOFF II officers, the Guild has elected to forego City coverage and has selected an alternative LTD plan. The City shall require LEOFF II Officers to participate in the Tong -term disability insurance program selected by the Guild as a condition of employment. The City shall provide for a mandatory payroll deduction to accomplish this purpose. SECTION 16.6 Insurance Carrier. The City retains the right to select all insurance carriers or to self -insure coverage as provided herein. SECTION 16.7 Re -opening Clause. During the term of this Agreement, the City and the Guild each reserve the right to open negotiations in the event healthcare reform legislation, including the Affordable Care Act (ACA), mandates changes unanticipated by the parties. The purpose of such negotiations shall be to reach agreement on a mutually acceptable alternative medical option(s). SECTION 16.8 Retirement Health Savings Plan. The City will establish and maintain a mutually agreed upon, IRS qualified retirement health savings plan as soon as possible after the implementation of the collective bargaining agreement. In the event no agreement is reached, there will be no retirement health savings plan for bargaining unit employees. 33 47 SECTION 16.9 Domestic Partner Benefits. Employees will be eligible for Domestic partner benefits in accordance with changes in City Policy. ARTICLE 17- PROBATIONARY PERIOD SECTION 17.1 Probationary Period. All newly hired and promoted employees must serve a probationary period. The probationary period for newly hired employees shall end one year from the date the employee completes the training academy and begins work in patrol. The probationary period upon promotion shall be one year from the date of appointment. The probationary period shall be extended for the number of work days equal to the number of work days an employee was absent in excess of 10 work days during the probationary period; provided that the taking of scheduled and approved vacation or compensatory time off shall not be counted toward the ten day period for promotional probationers. The probationary period is an extension of the hiring process; therefore, the provisions of this Article will not apply to employees if they are discharged during their initial probationary period or are demoted during the promotional probationary period for not meeting the requirements of the classification. Grievances brought by probationary employees involving issues other than discharge or demotion may be processed in accordance with Article 20. SECTION 17.2 Lateral Hires. Lateral hires who have previously completed the training academy shall have their probationary period begin on the date of hire. All other provisions of Section 1 above shall apply to lateral hires. SECTION 17.3 Wage Progression. Employees shall progress through the wage steps established in accordance with Appendix A of this Agreement. ARTICLE 18 - DISCIPLINARY PROCEDURES SECTION 18.1 It is agreed that the Employer has the right to discipline, suspend or discharge any employees for just cause. Employees are subject to the provisions published as Administrative Policy, City Ordinances, City and State Civil Service Rules and Regulations as they exist, and the terms of this Agreement, including the procedures set forth in Section 18.2. SECTION 18.2 The following procedures shall apply to: (a) provide prompt, just, open and fair dispositions of complaints against employees of the Employer and, (b) provide procedural protection to all employees during the complaint and disciplinary process. 34 48 A. A "disciplinary interview" shall mean questioning by a person in authority over an employee when the interviewer either knows or reasonably should know that the questioning concerns a matter that could lead to suspension, demotion, termination, as opposed to routine inquiries. B. Every employee who becomes the subject of a disciplinary interview shall be advised, in writing, a minimum of 48 hours prior to the time of the interview that he/she is suspected of: 1. Committing a criminal offense; 2. Misconduct that would be grounds for termination, suspension, or demotion; and, 3. That he/she has the right to Guild representation during the interview. 4. The general scope of the interview including the nature of the matter in sufficient detail to reasonably apprise the employee of the matter under investigation. C. Any employee who becomes the subject of a criminal investigation may have legal Counsel present during all interviews. Nothing in this agreement, however, shall be deemed a waiver of an employee's right to Union representation. A criminal investigation as used herein shall be interpreted as any action which could result in the filing of a criminal charge. D. In criminal matters, employees will either be ordered to answer questions or informed that they are not required to answer the employer's questions as a condition of employment. E. The employee shall be informed in writing as to whether he/she is a witness or suspect before any interview commences. F. The disciplinary interview of any employee shall be at a reasonable hour, preferably during the normal workday of the employee, unless the exigencies of the interview dictate otherwise. This requirement shall not apply to pre -disciplinary hearings with the Chief. G. The employee or Employer may request that a disciplinary interview be recorded, either mechanically or by a stenographer. There can be no "off the record" questions. Upon request, the employee in a disciplinary 35 49 interview shall be provided an exact copy of any written statement he/she has signed, and a copy of the officer's taped/transcribed (if made) interview. H. Interviewing shall be completed within a reasonable time and shall be done under circumstances devoid of intimidation or coercion. In all disciplinary interviews, the employee shall be afforded an opportunity and facilities to contact and consult privately with an attorney of his/her own choosing, before being interviewed. Such opportunity to contact and consult privately with a private attorney shall not unduly delay the disciplinary interview. The employee shall be entitled to such reasonable intermissions, as he/she shall request for personal necessities, meals, telephone calls and rest periods. The employee may be represented by either a private attorney or the Guild during the interview, but not both. I. All interviewing shall be limited in scope to activities, circumstances, or events which pertain to the employee's conduct or acts which may form the factual basis for disciplinary action under one (1) or more of the categories contained in Section 18.2.b.2 herein. J. The employee will not be threatened with dismissal or other disciplinary punishment as a guise to attempt to obtain his/her resignation, nor shall he/she be subject to abusive or offensive language or intimidation in any other manner. No promises or rewards shall be made as an inducement to answer questions. K. No employee shall be required to unwillingly submit to a polygraph test. L. Should any section, sub -section, paragraph, sentence, clause or phrase in this article be declared unconstitutional or invalid, for any reason, such decision shall not affect the validity of the remaining portions of this article. M. The investigation shall be completed in a reasonable amount of time in light of the circumstances and discipline shall be imposed within a reasonable amount of time after the conclusion of the investigation. 50 36 ARTICLE 19 - MANAGEMENT RIGHTS SECTION 19.1 The Guild recognizes the prerogatives of the Employer to operate and manage its affairs in all respects in accordance with its responsibilities and powers of authority. SECTION 19.2 The Employer has the right to schedule overtime work as required in a manner most advantageous to the Department and consistent with requirements of municipal employment and the public safety. SECTION 19.3 It is understood by the parties that every incidental duty connected with operations enumerated in job descriptions is not always specifically described. SECTION 19.4 The Employer reserves the right to lay off personnel for, lack of work or funds; or for the occurrence of conditions beyond the control of the Employer, or when such continuation of work would be wasteful and unproductive. The Employer shall have the right to determine reasonable schedules of work and to establish the methods and processes by which such work is performed in accordance with Article 4 of this Agreement. SECTION 19.5 No policies or procedures covered in this Agreement shall be construed as delegating to others or as reducing or abridging any of the authority conferred on City Officials as defined in the following: A. Mayor. The Ordinance responsibility of the Mayor as Chief Executive Officer of the City for enforcing the laws of the State and the City, passing upon Ordinances adopted by the City Council, recommending an annual budget, or directing the proper performance of all executive departments. B. Council. The responsibility of the City Council for the enactment of Ordinances, the appropriation of monies and final determination of employees' compensation. C. Commission. The responsibility of the Civil Service Commission, as provided by State statute or ordinance, for establishing rules, certifying registers and the reviewing of appointments in the police service, subject to the applicable bargaining duty of the City and the terms of this agreement. 37 51 D. Police Chief. The responsibility of the Chief of Police and his delegates governed by Ordinance, Civil Service rules and Departmental rules, and as provided for in this Agreement, as follows: 1. To recruit, assign, transfer, or promote members to positions within the Department. 2. To relieve members from duties because of lack of work, or lack of funds. 3. To determine methods, means, and personnel necessary for departmental operations. 4. To control the departmental budget. 5. To take whatever temporary actions are necessary in emergencies in order to assure the proper functioning of the Department. ARTICLE 20 — GRIEVANCE PROCEDURE SECTION 20.1 Definition. A "grievance" means a claim or dispute by an employee (or the Guild on behalf of an employee or employees or on its own behalf with regard to matters effecting the Guild as an entity) with respect to the interpretation or application of the provisions of this Agreement. SECTION 20.2 Procedure: A. Step 1: An employee or the Guild must present a grievance within fourteen (14) calendar days of its alleged occurrence to the employee's supervisor who shall attempt to resolve it within fourteen (14) calendar days after it is presented to the supervisor. B. Step 2: If either the employee or the Guild is not satisfied with the solution by the supervisor, the grievance, in writing, stating the section of the agreement violated, the facts of the case as seen by the grieving party, and the remedy sought, may be presented within fourteen (14) calendar days after 38 52 receipt of the supervisor's answer in step 1 to the Chief of Police (with a copy to the Deputy City Administrator) who shall attempt to resolve the grievance within fourteen (14) calendar days of its presentation. In the case of disciplinary actions, both appealable to the Civil Service Commission and grievable under the terms of this contract, a written election of remedies shall be made after receipt of the Step 2 response. An employee may elect to either pursue an appeal to the Civil Service Commission or continue with the contractual grievance procedure, but not both. If mutually agreed, time limits will be extended to complete a reasonable investigation before the election of remedies is made. Appeal for disciplinary actions shall bypass Step 3 below and proceed directly to the Civil Service Commission pursuant to the rules of the Commission or to arbitration as provided for in Step 4 of this agreement. C. Step 3: If the employee or the Guild is not satisfied with the solution by the Chief of Police, the grievance, in writing, together with all other pertinent materials may be presented to the Mayor or his/her designee by a Guild representative within (14) calendar days after receipt of the Chief's answer in Step 2. The Mayor or his/her designee shall attempt to resolve the grievance within fourteen (14) calendar days after it has been presented to the Mayor. D. Step 4: Except as otherwise provided in this Article, if the grievance is not resolved in Step 3 the grievance may, within thirty (30) calendar days, be referred to arbitration by the Guild. In cases where 41.58.070 is applicable, the parties will act consistent with the RCW for the arbitrator selection and process. In all other cases, the City and the Guild shall try to agree upon a mutually acceptable arbitrator. If the parties fail to agree, they shall request a list of seven (7) arbitrators from the Federal Mediation and Conciliation Service, with all arbitrators being members of the National Academy of Arbitrators. The parties shall alternatively strike from the list until only one name remains. The Arbitrator shall hold the hearing within 120 days of his/her appointment unless the parties mutually agree to extend the hearing date 39 53 in writing. The Arbitrator shall decide the case based on the interpretation and application of the provisions of the agreement within thirty (30) days after such hearing. The decision shall be final and binding upon the parties to the grievance provided the decision does not involve action by the City, which is beyond its jurisdiction. Each party hereto will pay the expenses of their own representatives (e.g. attorney's fees) and the expenses of the arbitrator will be borne equally by the parties hereto. Neither the arbitrator nor any other person or persons involved in the grievance procedure shall have the power to negotiate new agreements or to change any of the present provisions of this agreement. SECTION 20.3 Timeliness. It is the intent of this grievance procedure that the parties will process grievances within the timeframes set forth herein. In the event the grievance is not processed in the timeframes stated, then the matter shall be considered resolved. If the City fails to comply with the timeframes herein, then the grievance will automatically advance to the next step. The timeframes may be extended by mutual written agreement of the parties. ARTICLE 21 - NO STRIKE SECTION 21.1 No Strike. During the life of this Agreement, neither the Guild nor any officer, agent, or employee will instigate, promote, sponsor, engage in, or condone any strike (including sympathy strike), slowdown, concerted stoppage of work, or "sick- outs". SECTION 21.2 Guild Official Responsibility. Each employee who holds the position of officer or Executive Board Member of the Guild occupies a position of special trust and responsibility in maintaining and bringing about compliance with the provisions of this Article. In the event of a violation of Section 21.1 of this Article, the Guild agrees to inform its members of their obligations under this Agreement, and to direct them to return to work. 40 54 ARTICLE 22 - LEAVES SECTION 22.1 Discretionary Leaves. The City may, at its discretion, grant a leave of absence under this subsection except for illness, injury, or pregnancy, to any bargaining unit employee for good and sufficient reason. The City shall, at its discretion, set the terms and conditions of the leave, including whether or not the leave is to be with pay. SECTION 22.2 applicable law. Military Leave. Military leave shall be granted in accordance with SECTION 22.3 Jury Leave. All employees covered by this Agreement who are required to report for jury duty shall sign their jury duty checks over to the City and shall be compensated at their regular rate of pay for each hour actually spent on jury duty. If an employee is released by the Court from jury duty on any given day, the employee shall immediately notify his/her supervisor for assignment to work. If, however, jury duty lasts eight hours or more, but less than a full shift, the employee shall not be required to report back to his/her regular assignment at the conclusion of Court for that day and shall be compensated at their regular rate of pay for the full shift. SECTION 22.4 Funeral Leave. An employee who has a member of his/her immediate family taken by death or who has been notified by a physician in attendance of imminent death may request to use up to eighty (80) hours of leave of absence with pay. Immediate family shall be defined as: spouse, mother, father, mother-in-law, father- in-law, children, brother, sister, son-in-law, daughter-in-law, brother-in-law, sister-in-law, grandparents, and grandchildren. Employees will be eligible for Domestic Partner benefits in accordance with changes in City Policy. SECTION 22.5 Employment Elsewhere. A leave of absence will not be granted to enable an employee to try for or accept employment elsewhere or for self- employment without the expressed written consent of the Chief of Police. 41 55 ARTICLE 23 - INDEMNIFICATION SECTION 23.1 In accordance with RCW 4.96.041 and Section 2.16.020 of the City Municipal Code, the City shall indemnify, defend, and hold harmless any employee subject to claim or suit, including damages of a non -punitive nature, when the employee has in good faith purported to perform acts within the scope of the employee's performance of his/her official duties. Indemnity defense shall not be provided by the Employer for any suit, claim or action brought against the employee by, or on behalf of, the Employer. SECTION 23.2 In an Inquest arising out of the use of force, the employee shall have the right to legal representation by an attorney selected by the employee from the following list that has been agreed to by the Guild and the City. If the employee elects to select his/her own representation, the City will pay for reasonable legal services provided that the employee has acted in good faith in the performance or purported failure of performance of his/her official duties and provided further that the employee was not engaging in criminal misconduct. The attorney selected by the employee must have a high level of experience in representing law enforcement officers in the use of force. The City shall have a reasonable right to approve the choice of counsel in light of the requirements described herein; to review billings for such representation and approve all payments in writing. In the event outside counsel is retained by the employee and the employee is subsequently convicted of a crime or it is determined by a court of competent jurisdiction that the employee was not acting in good faith arising out of the facts giving rise to the Inquest, the City shall be entitled to recover attorney's fees and costs it has expended on the employee's behalf from the employee. The list of acceptable counsel for purposes of alternative defense of police officers in inquest proceedings: 1. Ted Buck Stafford, Frey, Cooper 1301 Fifth Avenue Suite 2500 Seattle, WA 98101 (206) 623-9900 2. Hillary McClure or Derrick Isackson Vick, Julius, McClure 5506 Sixth S Seattle, WA 98108 (206) 957-0926 56 42 3. David Allen Allen, Hansen & Maybrown 600 University St. #3020 Seattle, WA 98101 (206) 447-9681 4. Richard Jolly or Mark Bucklin Keating, Bucklin, & McCormack, Inc. 800 Fifth Avenue Suite 4141 Seattle, WA 98104 (206) 623-8861 5. Andrew Cooley or Stew Estes Keating, Bucklin, & McCormack, Inc. 800 Fifth Avenue Suite 4141 Seattle, WA 98104 (206) 623-8861 ARTICLE 24 - SAVINGS CLAUSE SECTION 24.1 Severability. If any article of this Agreement of any addenda hereto should be held invalid by operation of law or by any tribunal of competent jurisdiction, or if compliance with or enforcement of any article should be restrained by such tribunal, the remainder of this Agreement and addenda shall not be affected thereby and the parties shall enter immediate collective bargaining negotiations for the purpose of arriving at a mutual satisfactory replacement of such article. SECTION 24.2 Prevailing Authority. If any provisions of this Agreement are found by a court of competent jurisdiction to be in conflict with current Civil Service Rules and regulations, the letter shall prevail except in Guild security provisions, in which case, the provisions of Article 20 shall prevail. The Employer agrees that in the event that any provision of Civil Service Rules and Regulations are suspended, abolished or modified, collective bargaining shall proceed immediately with respect to any items which as a result of such change may come within the discretion of the Employer, and the results of such bargaining shall be made a part of this Agreement. 43 57 ARTICLE 25 - ENTIRE AGREEMENT SECTION 25.1 The Agreement expressed herein in writing constitutes the entire Agreement between the parties, and no oral statement shall add to or supersede any of its provisions. SECTION 25.2 The parties acknowledge that each has had the unlimited right and opportunity to make demands and proposals with respect to any matter deemed a proper subject for collective bargaining. The results of the exercise of that right are set forth in this Agreement. Therefore, except as otherwise provided in this Agreement, the Employer and the Guild, for the duration of this Agreement, each voluntarily and unqualifiedly agree to waive the right to oblige the other party to bargain with respect to any subject or matter not specifically referred to or covered in this Agreement. ARTICLE 26 - SAFETY SECTION 26.1 The Guild and City agree that the physical fitness of Guild members is important to their health and safety. The City and the Guild will both support and encourage employees to be physically active and to be involved in a personal program of regular exercise. ARTICLE 27 - DURATION OF AGREEMENT SECTION 27.1 Effective Date and Duration. Unless otherwise provided herein, this Agreement shall become effective upon execution and shall remain in force until December 31, 2024. SECTION 27.2 Conflicts. When there is a conflict between any collective bargaining agreement reached by an employer and a bargaining representative on a Guild security provision and any charter, ordinance, rule or regulation adopted by the public employer or its agents, including but not limited to a civil service commission, the terms of the collective bargaining Agreement shall prevail. 44 58 CITY OF TUKWILA TUKWILA POLICE OFFICERS' GUILD Allan Ekberg, Mayor Ken Hernandez, Police Guild President Date: Date: Attest: Christy O'Flaherty, City Clerk APPROVED AS TO FORM: City Attorney 45 59 POLICE COMMISSIONED AGREEMENT TUKWILA POLICE OFFICERS' GUILD AND THE CITY OF TUKWILA APPENDIX "A" -WAGE SCHEDULES 2022-2024 Effective retroactive to January 1, 2022, base salaries in effect on December 31, 2021, for Police Officers shall be increased by 6.5%. Effective January 1, 2023, base salaries in effect on December 31, 2022, for Police Officers shall be increased by 100% of the Seattle Tacoma Bellevue CPI -W June for the period of 2021 to 2022. Effective January 1, 2024, base salaries in effect on December 31, 2023, for Police Officers shall be increased by 100% of the Seattle Tacoma Bellevue CPI -W June for the period of 2022 to 2023. Members of the bargaining unit who have completed 15 or more years of service with the TPD shall receive compensation as set forth in Appendix B, which is a one percent (1%) increase at 15 years and a two percent (2%) increase at 20 years. Deferred Compensation. Effective the first pay period after ratification by both parties, the Employer shall contribute a $175.00 monthly matching deferred compensation contribution to a 401(a) account for each participating employee. Retroactive pay adjustments shall be paid to individuals who were employed during the time period covered by the retroactive wage regardless of whether they are still employed by the City of Tukwila Police Department at the time of payment. APPENDIX "A"- WAGE SCHEDULES Class Level 1/1/2022 1/1/2023 1/1/2024 6.5% 100% CPI- W June 100% CPI - W June PO5 Entry $ $ PO4 $ $ PO3 Lateral $ $ P02 $ $ PO1 $8400 $ $ MPO3 6+ Yrs. $8610 $ $ MPO2 9+ Yrs. $8820 $ $ MPO1 12+ Yrs. $9030 $ $ 60 46 APPENDIX "B" - MPO SCHEDULE Calculations for year 2022 X. P01 $8400 After 6 Yr. After 9 Yr. After 12 Yr. After 15 Yr. After 20 Yr. %xPO1 %xPO1 %xPO1 % xPO1 %xPO1 Career Officer No MPO 2.0% 3.0% 4.0% 5.0% 6.0% $8568 $8652 $8736 MPO3 2.5% 3.5% 4.5% 5.5% 6.5% $8610 $8694 $8778 $8862 $8946 MPO2 5.0% 6.0% 7.0% 8.0% $8820 $8904 $8988 $9072 MPO1 7.5% 8.5% 9.5% $9030 $9114 $9198 Calculations for year 2023 to be completed after release of CPI -W June 2021 to 2022 X. PO1 $8400 After 6 Yr. After 9 Yr. After 12 Yr. After 15 Yr. After 20 Yr. %xPO1 %xPO1 %xPO1 % xPO1 %xPO1 Career Officer No MPO 2.0% 3.0% 4.0% 5.0% 6.0% $ $ $ MPO3 2.5% 3.5% 4.5% 5.5% 6.5% $ $ $ $ $ MPO2 5.0% 6.0% 7.0% 8.0% $ $ $ $ MPO1 7.5% 8.5% 9.5% $ $ $ 47 61 Calculations for year 2024 to be completed after release of CPI -W June 2022 to 2023 X. PO1 $8400 After 6 Yr. After 9 Yr. After 12 Yr. After 15 Yr. After 20 Yr. %xPO1 %xPO1 %xPO1 % xPO1 %xPO1 Career Officer No MPO 2.0% 3.0% 4.0% 5.0% 6.0% $ $ $ MPO3 2.5% 3.5% 4.5% 5.5% 6.5% $ $ $ $ $ MPO2 5.0% 6.0% 7.0% 8.0% $ $ $ $ MPO1 7.5% 8.5% 9.5% $ $ $ 48 62 COUNCIL AGENDA SYNOPSIS kv 4- . 4 Initials ITEM NO. ' Meeting Date Prepared by Mayor's review Council review —I -IOW 1 3/7/22 RB 6.A. \\......., 1908 ITEM INFORMATION STAFF SPONSOR: RACHEL BIANCHI ORIGINAL AGENDA DATE: 3/7/22 AGENDA ITEM TITLE A weekly update on the City's planning and response to COVID-19 (Coronovirus) CATEGORY 11 Mtg Discussion Date 3/7/22 ❑ Motion Mtg Date ❑ Resolution Mtg Date ❑ Ordinance Al tg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date SPONSOR ❑ Council ►1 Mayor ❑ Admin Svcs ❑ DCD ❑ Finance ❑ Fire ❑ P&R ❑ Police ❑ PIF SPONSOR'S The City is actively engaged in regional efforts to address the coronovirus (COVID-19). SUMMARY Staff are providing the Council with updated information regarding the City's response to COVID-19. REVIEWED BY ❑ Trans&Infrastructure Svcs ❑ Community Svcs/Safety ❑ Finance & Governance ❑ Planning & Community Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: N/A COMMITTEE CHAIR: RECOMMENDATIONS: SPONSOR/ADMIN. N/A COMMITTEE N/A COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $ $ Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION MTG. DATE ATTACHMENTS 3/7/22 Coronavirus Report 63 64 CORONAVIRUS RESPONSE UPDATE March 7, 2022 * Denotes All New Content in the Section ESSENTIAL SERVICES AND CITY OPERATIONS * Essential Services & City Operations Due to the fast -spreading omnicron variant of COVID-19 throughout the region, most City facilities are closed to the public through February 28, 2022. All services remain available remotely. The City returned to pre -omicron in-person services on March 1, 2022. City Hall, the Permit Center and Human Services are open Mondays and Wednesdays from 8:30 a.m. to 12:00 p.m. The Police Department front desk is open 8:30 to 5:00 Mondays through Fridays for fingerprinting, concealed pistol licenses and other services. Muncipal Court resumed its limited in-person operations on Mondays and Wednesdays, from 1:00 to 4:00 p.m. The Tukwila Community Center remains open and proof of vaccination is required. All services remain available remotely. It is expected that City staff will use March as a bridge to bring more in-person services available beginning in April. Masks are required at all times in City facilities; N95s have been made available for staff and are highly encouraged. When the mask mandate ends on March 12, 2022 mask wearing will be a personal choice. * Human Services In the month of February, HS staff assisted 25 households (51 individuals) with $28,270.73 - $18,006.51 was in rental assistance, $10,264.22 ($5,509.98 City of Tukwila water/sewer) in utility assistance. In the past week, HS staff has assisted 4 household (7 individuals) with $4,398 ($3,198 in rent/$1650 utility) in assistance. The least amount of rent owing was $600 the highest amount owing was $5,000. Staff is working with five new households who are at various stages of the intake process. As of February 11, 2022, the KC EPRAP portal is closed to new applicants (both tenants and landlords). Residents and landlords who have already applied for the EPRAP program can check their status by going to: https://kingcounty.gov/depts/community-human-services/COVID/eviction-prevention-rent-assistance Source Households Assisted/Ind General Fund Contracted Rent: $ Partners 1/1 Utility: $1200 Covid Rental & Utility Assistance Rent: $1650 1/1 Utility: $ Sewer/Water HB 1406 Rental Assistance Funding Breakdown 2/5 $1548 Information from the community $500-$1,200 = 11 on total past due rent amount $1,250-$3,500 = 10 $3,600-$4,000 = 1 L.-- Over $4,000 = 1 65 *Business Recovery Business Health Washington's economy continues to be fully open and all businesses and public spaces can operate at full capacity. The State ended its outdoor masking requirement on February 18th and will end its indoor masking order on March 11 (some exceptions apply). King County ended its business vaccine verification order on March 1 and will end its indoor masking order on March 11 to coincide with the State order. COVID continues to spread but the rate of spread is significantly slowing. In King County, the seven-day average daily number of cases is about where it was in early December and more than 90% lower than its peak on January 10. Hospitalizations and deaths lag new cases and are rapidly declining but are still higher than in early December. Business Assistance The State's Small Business Flex Fund continues of offer low interest loans to small businesses. Staff is participating in the Port of Seattle's creation of a Trusted Community Partners Network that will help navigate small businesses to resources like technical assistance and funding. MEETING THE COMMUNITY'S BASIC NEEDS * Food Resources and Distribution Senior Meals, number of meals distributed. Week of 2/28 During the week of 2/28; 40 meals were picked up at the Duwamish Curb Cafe and 183 meals were delivered to 16 residents. Meals are distributed weekly, unless there is a holiday that may affect delivery. In those instances, meals are "doubled" up for Meals on Wheels and delivered the prior week. Tukwila Pantry The Pantry is in need of volunteers on Monday, Wednesday and Friday to build emergency food boxes for the community. For more information call: 206.431.8293 66 Duwamish Curb Cafe Meals on Wheels 40 183 2/22 - 380 2/24 - 291 2/26 - 236 COVID-19 UPDATES * Covid-19 Tukwila Overview Public Health Seattle & King County COVID-19 Summary Dashboard King County, Washington Wednesday, March 2, 2022 Go to other tabs: Demographics Geography Go to other dashboards: COVID-19 Vaccinations COVID-19 Outcomes by Vaccination Status Level of Community Transmission `=:t1usi fl 131 Select a location Cases Hospitalizations 4,750 149 Tukwila Change the type of locations • City Health Reporting Area Region View HRA Map View Region Map Deaths 27 People Completed Vaccine Series Not yet available Hover over graphs and text for more details Cases 3 daily average cases -22% decrease in the last 7 -days (18) from the prior 7 -days (23) 80 60 40 20 0 11/01/21 12/01/21 01/01/22 Specimen Date (last 120 days) 02/01/22 03/01/22 Hospitalizations Show data as a table 0 daily average hospitalizations -100% decrease in the last 7 -days (0) from the prior 7 -days (2) 4 2 0— — 11/01/21 12/01/21 01/01/22 02/01/22 03/01/22 Admission Date (last 120 days) Deaths Show data as a table 0 daily average deaths -100% decrease in the last 14 -days (0) from the prior 14 -days (3) Mobile Vaccination Team 2.0 1.5 1.0 0.5 0.0 12/01/21 01/01/22 02/01/22 03/01/22 Death Date (last 120 days) The Tukwila Fire Department' Mobile Vaccine Team (MVT) has been stood up to provide various vaccine opportunities, including most recently at the Tukwila Pantry. 67 0% JO 100 * Vaccine Update & Locations There are many ways for community members to access the vaccine at no cost. Multiple appointments are available at sites in the area, as well as private opportunities. Visit vaccinelocator.doh.wa.gov for location and appointment opportunities. Booster shot information and vaccines for children ages 5 through 11 are also available at vaccinelocator.doh.wa.gov. Upcoming Vaccine Opportunities in Tukwila: Vaccines available to ages 5+, first and second shots, boosters, walk-ins welcome. Vaccines free regardless of insurance, citizenship or immigration status. Dates are: • March 12: 10:00 a.m. - 1:00 p.m. - Sullivan Center • March 19: 10:00 a.m. - 1:00 p.m. - Sullivan Center • March 21: 8:30 a.m. - 12:00 p.m. - Tukwila Library • March 26: 10:00 a.m. - 1:00 p.m. - Sullivan Center Vaccinations for the population 12+ in King County as of March 3, 2022: • 1 dose: 1,971,012 or 95.6% • 2 doses: 1,805,995 or 87.8% • Booster doses: 1,046,834 Below is a zip code map of vaccinations as of March 3, 2022 (percentage of population 12+ who have completed the series) in King County, with Tukwila's two zip codes highlighted: • 98168: 87.2% • 98188: 92.8% Map of KC residents who have completed series among ages 12+ years old 441141111 9.1 © 2022 Mapbox © OpenStreetMap 68 Below is a chart of vaccinations by region in King County. Note that South King County has a lower vaccination rate than many other areas in the county. Overall 4 Regions 10 Regions Table of all KC residents who have completed series by age group and regions King County East North Seattle South Kirkland, Redmond, Bothell, and w....,u...,:n- N Seattle and Shoreline Central Seattle W Seattle, S Seattle, Delridge and Highline Burien, Renton, Tukwila and Seatac Auburn, Kent, and Federal Way South East King County Bellevue, Lssaquah and Mercer Island East King County Vashon Island Total 5+ years 12+ years 5-11 years 12-17 years 18-34 years 35-49 years 50-64 years population old old old old old old old 79.9% 845% 87.7% 50% 765% 77% 89.2% 94.5% >95% 853% 90.7% 94.1% 61.7% 92.6% 85.2% 92.6% >95% >95% 84% 885% 90.9% 61% 74% 83.2% >95% 87.2% >95% 80.1% 83.7% 84.7% 67% 91.7% 74% 90.7% 87.7% >95% 72.7% 77.7% 83.2% 28.7% 583% 72.2% 8L2% >95% >95% 83S% 89.0% 91% 69.6% 89.4% 77.1% >95% 93.1% >95% 80.9% 84.8% 85.5% 745% 93.7% 70.7% 93.2% 86.7% >95% 78% 805% 81.1% 645% 86.4% 76A% 862% 80% 87.9% 83.5% 88.9% 92.1% 54.9% 795% 81.6% >95% >95% >95% 76.0% 81.2% 86.0% 33.7% 665% 73% 889% >95% >95% 70.1% 752% 813% 24% 553% 70.2% 78.9% >95% >95% 70.5% 75% 805% 29.7% 53.7% 73S% 742% 891% >95% 86.7% 91S% 94.6% 60.6% 90.4% 92.2% 92% >95% >95% 84.5% 905% >95% 56A% 93.5% 87A% 86% >95% >95% 89.5% 92.6% >95% 59.0% 765% >95% 84.2% 75.0% >95% 65+ years old * COVID-19 Testing The following are the number of individuals tested over the past week at the Church by the Side of the Road. This is a regional testing facility drawing individuals from across south King County. King County has contracted with off-duty officers to provide traffic management along Tukwila International Boulevard and Military Road to mitigate traffic impacts in the neighborhood. 3/1 - 183 individuals tested 2/28 - 181 individuals tested 2/27 - closed (Sunday) 2/26 - 144 individuals tested 2/25 - 182 individuals tested 2/24 - 204 individuals tested 2/23 - 214 individuals tested * WA Notify WA Notify (also known as Washington Exposure Notifications) is a free tool that works on smartphones to alert users if they may have been exposed to COVID-19 without sharing any personal information. It is completely private and doesn't know who you are or track where you go. To download the app: 69 i giOn an iPhone, enable Exposure Notifications in Settings: • Go to Settings • Scroll down to Exposure Notifications • Click "Turn On Exposure Notifications" • Select United States • Select Washington Ark On an Android phone: • Go to the Google Play Store • Download the WA Notify app For Android or iPhone, scan the QR code: Note: As we move into the third year of the pandemic, staff is seeking ways to streamline the information in this report and may reduce some of the detail in future reports. 70 COUNCIL AGENDA SYNOPSIS Initials fleeting Date Prepared Ig Mayor'r review Council review 2/28/22 JCW 3/7/22 JCW ITEM INFORMATION ITEM No. 6.B. STAFF SPONSOR: JAY C WITTWER ORIGINAL AGENDA DATE: 2/28/22 AGENDA ITEM TITLE Interlocal Agreement for Fire Investigation Services CATEGORY ® Discussion Mtg Date 2/28/22 ® Motion Mtg Date 3/7/22 ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date SPONSOR ❑ Council ❑ Mayor ❑ Admin Svcs ❑ DCD ❑ Finance ® Fire ❑ P&R ❑ Police ❑ PW SPONSOR'S SUMMARY The Fire Department has developed an ILA with Puget Sound Regional Fire Authority (PSRFA) concerning fire investigation services. The process will assign one FTE from the Fire Marshal's Office to the new fire investigation team being formed to service the communities of Tukwila, Kent and other communities that are served by PSRFA. REVIEWED BY ❑ Trans&Infrastructure Svcs ® Community Svcs/Safety ❑ Finance & Governance ❑ Planning & Community Dev. ❑ LTAC DATE: 1/24, 2/14 ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. COMMITTEE CHAIR: HOUGARDY RECOMMENDATIONS: SPONSOR/ADMIN. Fire Department COMMITTEE Unanimous Approval; Forward to Committee of the Whole and Special COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED $o AMOUNT BUDGETED So APPROPRIATION REQUIRED $o Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 2/28/22 3/7/22 MTG. DATE ATTACHMENTS 2/28/22 Informational Memorandum updated February 4, 2022 Interlocal Agreement Minutes from the February 14, 2022 Community Services & Safety Committee meeting 3/7/22 No attachments <Please refer to 2/28 Committee of the Whole packet> 71 72 COUNCIL AGENDA SYNOPSIS Initials Meeting Date Prepared by Mayors review Council review 2/28/22 TG 3/7/22 TG ITEM INFORMATION ITEM No. 6.C. STAFF SPONSOR: TRACY GALLAWAY ORIGINAL AGENDA DATE: 2/28/ 22 AGENDA ITEM TITLE Tukwila Pond Master Plan Report Presentation CATEGORY ® Discussion Mtg Date 2.28.22 ❑ Motion Mtg Date Resolution Mtg Date 3.7.22 ❑ Ordinance Mtg Date ❑ Bid Award ❑ Public Hearing ❑ Other Mtg Date Mtg Date Mtg Date SPONSOR ❑ Council ❑ Mayor ❑ Admin Svcs ❑ DCD ❑ Finance ❑ Fire ® P&R ❑ Police ❑ PW SPONSOR'S SUMMARY Tukwila Parks & Recreation staff has been working with JA Brennan Associates since October 2020 to develop a Master Plan for Tukwila Pond Park. The final Master Plan report is being presented to Council and is ready for adoption by Resolution. REVIEWED BY ❑ Trans&Infrastructure Svcs ® Community Svcs/Safety ❑ Finance & Governance ❑ Planning & Community Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: 11/15/21 COMMITTEE CHAIR: DELOSTINOS JOHNSON RECOMMENDATIONS: SPONSOR/ADMIN. COMMITTEE Parks & Recreation Department Forward to Regular Meeting - Adoption by Resolution COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED So AMOUNT BUDGETED $o APPROPRIATION REQUIRED $o Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION MTG. DATE J 2/28/22 ATTACHMENTS Informational Memorandum dated 2/16/22 Draft Resolution Tukwila Pond Master Plan Report & Appendices PowerPoint Minutes from the Community Services & Safety Meeting 11/15/21 3/7/22 Resolution Tukwila Pond Master Plan Report <Please refer to 2/28/22 C.O.W. packet> 73 74 City of Tukwila Washington Resolution No. A RESOLUTION OF THE CITYCOUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ADOPTING THE TUKWILA POND MASTER PLAN FOR THE CITY OF TUKWILA. WHEREAS, the City of Tukwila, through the Parks, Recreation and Open Space Plan, has identified the importance and value of Tukwila Pond Park as a major asset that could be further accentuated as a focus of the Tukwila parks system; and WHEREAS, the City of Tukwila's Parks & Recreation Department recognizes the 25 - acre park serves as an important natural space that contributes to the recreational, environmental, and economic vibrancy of the City; and WHEREAS, the City of Tukwila's Parks & Recreation Department desires to partner with property owners and businesses, public agency leaders, advocates, and users to build private and public partnerships for capital investment and Tong -term support of Tukwila Pond Park, and to sustain momentum to complete site improvements and improve the quality of park edges; and WHEREAS, City staff and the City's Park Commission have completed review and modification of the Tukwila Pond Master Plan ("the Plan"), and have forwarded the Plan to the City Council for review and adoption; and WHEREAS, the Plan was created after solicitation and receipt of public input via multiple outreach methods; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: The 2022 Tukwila Pond Master Plan , attached hereto as ExhibitA, is herebyadopted. CC:\Leg islative Development\Tukwila Pond MasterPlan 10-6-21 SGB:bjs Review andanatyss by Barbara Saxton Page 1 of 2 75 PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of , 2022. ATTEST/AUTHENTICATED: Christy O'Flaherty, MMC, City Clerk Thomas McLeod, Council President APPROVED AS TO FORM BY: Filed with the City Clerk: Passed by the City Council: Resolution Number: Office of the City Attorney Attachment: ExhibitA — 2022 Tukwila Pond Master Plan CC:\Legislative Development Tukwila Pond MasterPlan 10-6-21 SGB:bjs Review andanalyss by Barbara Saxton Pag e 2 of 2 76 COUNCIL AGENDA SYNOPSIS A.41,----- Initials ITEM NO. , Meeting Date Prepared by Mayor's review Council review Qi O3/07/22 BJM 6 D . . 290$ ITEM INFORMATION STAFF SPONSOR: B. MILES ORIGINAL AGENDA DATE: 3/7/22 AGENDA ITEM TITLE Update on Forterra's Wadajir project on Tukwila International Blvd. CATEGORY 0 Mtg Discussion Date 3/7/22 ❑ Motion Mtg Date ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date SPONSOR ❑ Council ►1 Mayor ❑ Admin Svcs ❑ DCD ❑ Finance ❑ Fire ❑ P&R ❑ Police ❑ PIF SPONSOR'S Forterra is requesting the City execute a Development Agreement (DA) for the old Knight's SUMMARY Inn property at 14110 Tukwila International Blvd. Staff would like to provide a briefing on the various issues related to the DA and discuss next steps. No decision is needed at this time. REVIEWED BY ❑ Trans&Infrastructure Svcs ❑ Community Svcs/Safety ❑ Finance & Governance // Planning & Community Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: MUTIPLE MEETINGS IN 2021 COMMITTEE CHAIR: HOUGARDY (2021 CHAIR) RECOMMENDATIONS: SPONSOR/ADMIN. Mayor's Office, Economic Development COMMITTEE Forward to Committee of the Whole for Discussion, No reccomendation COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $N/A $N/A $N/A Fund Source: N/A Comments: N/A MTG. DATE RECORD OF COUNCIL ACTION 3/7/22 MTG. DATE ATTACHMENTS 03/7/22 Informational Memorandum, dated 2/28/22 Powerpoint Presentation Slides 77 78 City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Tukwila City Council FROM: Brandon J. Miles, Business Relations Manager CC: Mayor Ekberg DATE: February 28, 2022 SUBJECT: Forterra's Wadajir Development Briefing ISSUE Forterra is requesting the City execute a Development Agreement (DA) for the old Knight's Inn property at 14110 Tukwila International Blvd. Staff would like to provide a briefing on the various issues related to the DA and discuss next steps. No decision is needed at this time. BACKGROUND Forterra is proposing the construction of a 154,500 square foot mixed use project on the old Knight's Inn motel property, focused on supporting the environmental, social, and economic sustainability of Tukwila's East African immigrant community. A total of 100 owner occupied units will be constructed, with 25 one -bedroom units; 45 two-bedroom units; and 30 three- bedroom units and approximately 14,000 square feet of commercial space. The project is called Wadajir, which means "together" in Somali. Abu Bakr Islamic Center, which is located across Tukwila International Blvd, is a community partner on the project. Figure 1, Project Site and Surrounding Area. The project aims to provide affordable, cooperatively owned, housing for households having annual income levels 70 to 110% of King County's area median income (AMI)To achieve this affordability goal, the project proposes to use Cross Laminated Timber (CLT) technology and 79 80 INFORMATIONAL MEMO Page 2 prefabricated modules to create a standardized set of building units. In addition to building construction technology, the applicant is also requesting certain deviations from the City's design and zoning standards to improve the project's financial feasibility. DA's are permitted under Tukwila Municipal Code (TMC) 18.86 and are discretionary, legislative acts of the City Council. The City has used DAs in the past for the expansion of Southcenter Mall, Tukwila South, Bellwether Housing, and Tukwila Village. Major development and zoning issues requested to be modified by the applicant as part of a DA for the Wadajir project include: 1. Structured Parking. The applicant is asking that the requirement to provide the residential parking for the project within a parking structure in the urban renewal area be waived. 2. Minimum Required Parking. The applicant is requesting that the number of parking stalls required for the development be reduced from approximately 200 spaces to a total of 69 stalls on site. The applicant has proposed adding additional parking on S. 141St Street for the project to have access to. This could increase the total number of on-site parking stalls for the project to 80 stalls, depending on the find design of S.141st Street. 3. Building Setbacks. The applicant is requesting that the requirement for the building's upper floors to be set back be waived because the CLT construction method using prefabricated modules creates issues with modulation. Note, there are other minor issues that will also need to be addressed as part of the DA. Staff wanted to highlight the major issues for the council discussion since they impact project feasibility. The applicant has also requested that the City reenact its Multi -Family Property Tax Exemption (MFTE) project to accommodate the project. The MFTE cannot be reenacted via a DA and would require a separate City Council action. DISCUSSION Wadajir provides an opportunity to expand the number of owner -occupied affordable housing units in south King County and would be the first project of its kind in Tukwila. As outlined above, the applicant is requesting deviations from several development standards for the project. Additional context on the request is provided below. 1. Structured Parking Requirements TMC 18.43.070 requires that 75% of the required residential parking be in a structure such as a parking garage'. Forterra is proposing to provide a surface parking lot at the rear of the building along 42nd Ave South, as shown in the site plan below. The applicant has indicated that structured parking could make the project financially unfeasible for owner occupied affordable housing. 1 This provision only applies to projects within the urban renewal overlay. INFORMATIONAL MEMO Page 3 TUKWILA INTERNATIONAL BLVD TRASH STAGING AREA �.I 000 u 006 000 000 IMI BIKE PARKING (2) GUEST / CAR SHARE (1) UCX� ( UC_) a 0 0 (�01 BIKE PARKING 2) L LAI LOADING, J L I: LV I' - L_ C 7 `25 BIKE PARKING STALLS, LOCATION TO BE DEV ELOPED AS PLANS PROGRESS PARKING k LOADING PARKING SUMMARY NOTES: Figure 2. Forterra's Initial Site Plan and Parking Layout. Staff Response S 3AV CINLY Structured parking can add additional development costs to a project, with a rough estimate of the cost being $30,000 to $40,000 per stall. Thus, a 100 -stall garage adding between $3 and $4 million to a project's cost. The goal of the structured parking is to reduce the visual impacts of large surface parking lots on Tukwila International Blvd and to allow more dense development. By locating the building along Tukwila International Blvd. the applicant is screening the parking lot from the street. However, the parking area would be visible to141st and 42nd Ave South unless it has significant landscape screening. Through the DA the City could waive up to 100% of the requirement that the parking be structured. Both Tukwila Village and Bellwether Housing provided structured parking for the residential components of their projects. Because those are rental units and not ownership, they were able to receive significant funding through the federal tax credit program. 2. Minimum Required Parking Per TMC 18.43 and 18.53, the project is required to meet the following standards for parking: • 1 stall per dwelling unit per 1 bedroom, plus • 0.5 spaces for every bedroom in excess of 1 bedroom in a dwelling unit. With 100 units, including a mix of unit types, the Wadajir project is required to have 153 stalls for the residential portion of the project. In addition to the residential parking requirements, an additional 1 stall is required for each 100 square feet of usable floor area for the proposed restaurant and 2.5 stalls for every 1,000 usable square feet for the retail uses. Thus, the required parking stalls for the commercial uses on site is about 44 stalls. Based upon the proposed project and parking standards outlined above, the project is required to have a total of approximately 200 parking stalls. The applicant is requesting a reduction of the onsite parking to approximately 69 stalls on-site (or 80 stalls depending on the design of South 141st Street) and would pay to construct approximately 45 public parking stalls along South 141st Street and S 42nd Ave South. 81 82 INFORMATIONAL MEMO Page 4 The applicant provided a Parking Study prepared by Transpo Group, dated March 8, 2021. The Parking Study concluded that 92 vehicle stalls would be needed during peak demand. Staff Response: Based upon preliminary analysis, staff believes that the City's parking requirement for nearly 200 stalls for this project is high and would likely result in unneeded stalls being constructed. Staff's review, which is still ongoing, found that the following factors would likely result in the project needing lower parking than what is required in the TMC. 1. The units at Wadajir will have access to frequent, convenient transit, including buses along Tukwila International Blvd and the light rail station. 2. The unit mix for the project consists of a significant number of two- and three-bedroom units. It's unlikely that the additional bedrooms will all generate additional parking demand since these bedrooms may be used for individuals not driving (children and seniors). 3. In 2019 DCD hired a consultant to examine parking usage at apartment complexes in south Seattle, Tukwila, and other south King County cities. This parking study concluded that the City's parking count requirements for affordable housing projects was too high. The median parking demand rate for the apartment complexes surveyed in the study was 1.33. Wadajir will have better transit options than many of the apartment complexes included in the 2019 parking demand study. 4. King County's Right Size Parking tool, which utilizes a variety of factors, such as location, transit options, and unit affordability, provides a parking ratio of .97 stalls per unit. 5. The City's parking requirements do not take into account the ability to share parking between residential and commercial uses. Staff is still working to determine the appropriate parking demand for the proposed project. Staff and the applicant are also looking at possible mitigation measures to address parking overflow to limit impacts to adjacent residential and commercial areas. The table below presents some possible mitigation measures. These are provided for information only and neither the City nor the applicant are proposing any specific mitigation measures at this time. These mitigation measures are not mutually exclusive and multiple measures could be utilized to ensure there is adequate parking for the project and that any impacts to adjacent properties is minimized. Proposed Mitigation Measure Impact Staff Comments Add public parking along S. This option could add up to 45 Forterra has proposed paying 141st street and the west side stalls. The stalls would for the street improvements. of 42nd Avenue remain public and could be used by anyone in the area. Staff has not reviewed the design for feasibility and code compliance. Leased parking The applicant could examine Typically, when offsite parking securing an additional leased needs to be secured for a offsite parking spaces near project the City requires the the project for a certain parking to be via a recorded number of years. This would covenant. This allows the be a cost for the future parking to remain indefinitely. residents and businesses. A concern with a lease INFORMATIONAL MEMO Page 5 83 approach is that either party would have the ability to terminate the agreement. Enforcement of this provision after the project is completed may be difficult. Car share service Up to five parking spaces could be reserved for a car share service for residential use. Per code, one ride share stall is required to be on site. Additionally, the code states that the rideshare spaces are to be in addition to the required onsite parking. Parking Mitigation Fee Require the applicant to provide a onetime payment to allow the City to better enforce and manage existing on -street parking in the area. The applicant's Parking Study notes that during the day only 20% of the current on -street parking is utilized. With funding, the City could provide better signage along streets in the area that provides on - street parking, such as 42nd Ave South. This funding could also be used to help with staffing for a limited amount of time and to help set up the RPZ program discussed below. Residential Parking Zone (RPZ). RPZ's are common in parts of Seattle to manage on -street parking in dense neighborhoods, such as Capital Hill and First Hill. Parking permits are provided to residents in the area and parking is time restricted for non-residents. RPZs could be created using 42nd Ave South as a boundary to ensure Wadajir's residential parking does not impact the neighborhood along the east side of 42nd Ave. A RPZ would require administration by the City for the issuance of the permits and for enforcement. Signage along the streets subject to the RPZ would also have to be installed. Parking Improvement District Washington State law allows cities to create Parking Improvement Districts to manage and finance parking in neighborhoods. The District generates revenue with a parking tax and/or assessment on businesses. This revenue could be used for the acquisition and management of parking A Parking Improvement District would need to apply to a larger area and could not apply to just one property. This could be a longer term strategy to address parking in the Tukwila International Blvd Neighborhood. It would take a significant amount of time to create a parking improvement district and to use the funds to 83 INFORMATIONAL MEMO Page 6 Figure 3, Portion of S. 141st Street that could be used to provide more public, on -street parking. 84 facilities or improvement of existing streets to include better managed parking. mitigate any parking impacts associated with the Wadijar project. This would not provide immediate relief for any parking impacts associated with the project. Reduce the project scale Reducing the total number of residential units and/or square footage of the commercial space would reduce the total parking demand for the project. Forterra has expressed concerns that any reduction in total unit count or commercial space could impact the project's feasibility. Staff acknowledges that typically new multi -family housing developments are at least 100 units due to financial economies of scale. Structured Parking The applicant could add structured parking on site. However, they have indicated that structured parking is so expensive to construct that it would make the project infeasible. Staff acknowledges that structured parking is very expensive to construct and can make projects financially infeasible. Mitigation measures would likely include several of the options listed above. Figure 3, Portion of S. 141st Street that could be used to provide more public, on -street parking. 84 INFORMATIONAL MEMO Page 7 TUKWILA INT'L BLVD ELEC POLE GUY WIRES ELEC POLE PL 40' (2n` ON EACH SIDE OF FH) 14.14::a4444M4t446641•11enlYFIDZI $g 11!11111111111 ELEC POLE ELEC POLE GUY WIRES CITY OF TUKW ILA STD DWY R 26 2 JAN 2021 PROPOSED OPTION D S 141ST STREET 42ND AVENUE S STANDARD 26 43 COMPACT STANDD ONSITE TOTAL COMPACT STANDARD 0 40 47 COMPACT 29 101 COMPACT TO STANDARD RAT 0 11311110 Y@' YYiiYffi,:E.+6A?b, :..5.1E551.111,11111111/1 41:5 451 5i 5,45 127' 70% LEGEND Ex STANDARD STALL MS . 19' TO, 0'8 20' PARALLEL) FULL SIZED STALL j9' x 19 TYF) ❑x Figure 4, Conceptual Design of Parking Along S. 141St and 42nd Ave S2. 3. Building Setbacks. C'4 0 The City's design standards require tiered setbacks to provide modulation for residential projects in the Neighborhood Commercial Center (NCC) zoning. The applicant has noted that the use of modular mass timber construction hinders the ability to meet this requirement. Figure 5 the image above shows the proposed massing for the building. 2 This design has not been fully reviewed by City staff and is provided for discussion purposes only. 85 INFORMATIONAL MEMO Page 8 Multi -Family Tax Exemption (MFTE) The applicant has requested that the City reenact it's MFTE program in order to help with the financial feasibility of the project. The City had a limited MFTE in place for the Southcenter District in order to encourage housing in the Transit Oriented Development area of the District. The Southcenter MFTE program sunset at the end of 2019 and the City is no longer accepting applications. MFTE programs can provide either an 8 -year property tax exemption on the residential improvements for a property or up to 12 years if an affordability component is provided. The property tax exemption would apply only to the residential portion of the structure, not the commercial portion or the land value. The City has significant flexibility in designing a MFTE and using it to encourage certain development types. For example, in the Southcenter District the City required a minimum average size for units and limited the number of studios in a project requesting the MFTE. For example, the City could create a program just to apply to owner occupied housing within a specific area of the City. A MFTE program cannot be created via a DA and would require a separate legislative action by the City Council. The program would also need to be developed that applies to specific development types and/or geographical areas of the City. FINANCIAL IMPACT N/A. RECOMMENDATION Discussion only. For next steps, staff suggests that this request remain in the Planning and Community Development Committee for work in drafting a development agreement, which would be forwarded to the full council for its review and consideration. Design Review A project of this size would require a public hearing design review process. However, since the City Council may approve a DA for this project, staff is suggesting that the project be approved at the staff level through administrative design review. Many of the design elements such as parking, landscaped, modulation, and recreation space are being addressed through the DA, thus the scope of the design review would be limited. To assist moving this project forward, should the Council choose to approve a DA, staff recommends that design review be administrative. The public would still have the opportunity to comment on the project since the DA requires a public hearing before the City Council can take final action. ATTACHMENTS • Presentation slides for March 7, 2022 City Council meeting. 86 OTAkvvikt Wadajir Development Update March 7, 2022 Goals for Tonight ➢ Provide an overview of the project. ➢ Staff and Forterra will provide brief presentations. ➢ No decisions are required tonight. ➢ Discuss Next Steps About Wadajir . is w I w,' - • - .6,1,•�e � �ti 1 '4r RIVERTON — S grC '11{ 1L 76" , { ff �- `� i , - _. L 'wa CREST ' .# , 1 '^ , M 7 s A., � CEMETERY , •, y".-1 r Z0 S - I �4• . tw� 'Ll .1' Z S 139TH ST n„ p '�. �, ilA I •. o 5140TH STH ' !IP Si al .1,•� ;�.1, �F 7a! 4116. ! 1, = 1+ ISLAMIC t II MIin',\ 1 1111 MI o - NW p Y CENTER OF _ _ TUKWILA I ,:SITE y ‹nn A ,n N CASCADE VIEW COMMUNITY PARK R STER HIGH SCHOOL Located in the Urban Renewal Area of TIB 11 1 [1 .I. .... --- _- 1111 5 141 5 on=� - mu - rail a .t,a .IMF IU_ mLDRrt m- 4_Aumm u MINIM NNE 51405 rHDR LI S1 6 VIEW FROIM SOUTHEAST Major Development Issues 1. Structured Parking 2. Minimum Required Parking 3. Building Setbacks Major Policy Issue 1. Expansion of the Multi -Family Tax Exemption Program for Tukwila International Blvd. OTAkvvikt Structured Parking Minimum Required Parking J ITIJI JI s s5 TRASH STAGING AREA 20' BIKE PARKING (2) 1u e n CD 0000 GUEST / CAR SHARE (1) BIKE PARKING (2) b o C CCCCCC - C LOADING �' •25 BIKE PARKING STALLS, LOCATION TO BE DEVELOPED AS PLANS PROGRESS Possible Parking Mitigation Measures • Add additional on street, public parking along S. 141st Street and 42nd Ave S • Adjust leased parking • Car share service • Residential Parking Zone (RPZ) • Parking Mitigation Fee • Parking Improvement District • Phase the project. • Structured Parking • Reduce the project scale ELEC POLE GUY WIRES ELEC POLE PL 40• (20' ON EACH SIDE OF FH) 111Il11l�I111�1l1,;.,l Eii�.11i1�3 TUKWILA INT'L BLVD a SIDEWALK AREA, TYP S 141ST ST 8 EIEC POLE ELEC POLE GUY WIRES CITY OF TUKWILA STD DWY - - IIIIII]IIIII FIRE TURNING R 28' FIRE ACCESS ' LANDSCAPING AREA, TYP S 141ST STREET 42ND AVENUES ONSITE TOTAL MCI R28' R2d =1111111 111E01111 11111 1111 {.11 111-111111 COMPACT TO STANDARD RA11O STANDARD COMPACT STANDARD COMPACT STANDARD ACT JAN 2021 PROPOSED 26 0 0 40 29 101 29% OPTION D 43 47 33 12r 261 0 11111 A ':t R 28' INIw t ittt :Et:1�'-itlii.1.13. f111i LEGEND E STANDARD STALL (8.5' x 19' TYP, 8' x 20' PARALLEL) nFULL SIZED STALL (9' x 19 TYP) i + Al OTAkvvikt Building Setbacks CO CO OTAkvvikt Multi -Family Tax Exemption WADAJ 1 R 1 RESIDENCES & SOUQ DEVELOPMENT UPDATE MARCH 7, 2022 SUSTAINABLE ATTAINAr' r BEAUTIFUL FORT&RRA LAND FOR GOOD Attainable Home Ownership and Small Business Spaces for Tukwila New, equitable mixed-use deve"opment for Tukwila • 100 Attainable Homes — 1, 2 and 3 bedroom 25 one bedroom 45 two bedroom 30 three bedroom • Homeownership that is affordable to households 70% - 110% of AMI A new International Marketplace (Souq) in 15,000 sf for locally -owned micro and small businesses *Pricing and design not yet final. WADAJIR Forterra's Vision and Mission VISION: OUR NORTH STAR MISSION: WHAT WE DO Forterra envisions people and nature thriving together in a place where everyone belongs. Forterra innovates and scales land-based solutions to address the climate crisis and support equitable, green and prosperous communities. WIlir Community Partner Abu-Bakr Islamic Center Abu-Bakr Islamic Center of Washington, located directly across from the proposed site of the Wadajir development, is the center of religious, educational and social activities for the Muslim community in Washington State, located in Tukwila. Abu-Bakr Islamic Center is the cultural and spiritual center for Puget Sound's 30,000 -strong Somali community and is a leading advocate for inclusive development that provides opportunities for local businesses and attainable home ownership, while building equity. t t ti 'ter c js' • a. J'- may_ ` _t `I jr. 1-• 0. �" r �` a ��+Nt �,-J.Mr f y —..-' y, ! 'y� . liAllikilt. c. WADAJIR FORT&RRA 020 a::1' COMING 2025 ATTAINABLE HOME OWNERSHIP 100 homes — 1, 2 and 3 bedroom. Priced to be attainable to Tukwila residents. L FORT&RRA LAND FOR GOOD WADAJIR SOUQ INTERNATIONAL MARKETPLACE FORT&RRA LAND FOR GOOD 11111 11111 11111 11111- 11111 11111 11111 11111 11111 SOUQ INTERNATIONAL MARKETPLACE: 15,000 sf, —50 micro -businesses, restaurant, shipping store 11111 11111 11111 11111 11111 11111 11111 11111 11111 _ WADAJ I R O 00 SUSTAINABLE CONSTRUCTION CROSS LAMINATED TIMBER (or CLT), is an exciting technology that allows for wood to be used in taller and more structurally demanding buildings. CLT is a wood panel product that is formed by gluing together layers of solid - sawn lumber that are oriented cross - layered to each other. The material is lightweight but very strong and performs well acoustically, seismically, thermally, and has high fire resistance qualities. The panels are fast and easy to install and can be cut to the correct size at the mill. FORT&RRA LAND FOR GOOD WA DAJ 1 R WADAJ I R IS PART OF A SUSTAINABLE VISION - FOREST TO HOME 1. CONSERVE WORKING FORESTS Conservation easements and conservation harvest protect habitat, working forests, and access. 3. BUILD SUSTAINABLE HOMES Modular CLT reduces both total cost and the construction's environmental impact. 2. CREATE RURAL LIVING -WAGE JOBS Locally produced modular CLT means local jobs for everything from forest stewardship to high-tech manufacturing. 4. BUILD SOCIAL EQUITY THROUGH HOME OWNERSHIP By fostering both affordability and ownership, Forest to Home helps equitably distribute wealth and prevent community displacement. Community Outreach Community Meetings NOV 2019: Open House 1 otw. •Family -size homes (2-3 bedroom) were increased to meet community desire Direct Outreach NOV 2019: Community Survey •Preference for displaced businesses in housing sales & Marketplace Hand delivered project information to neighbors JULY 2020: Open House 2 •Over 100 community members signed up as interested buyers for both housing & Marketplace OCTOBER 2021 Open House postcards mailed to 370 addresses Distributed 100 postcards at Abu-Bakr Islamic Center •Spicebridge Anniversary Event —Tukwila Market •Sharing information about opportunity & discussed parking options Postcards distributed to Public Library electronically to City Staff NOV 2021: Open House 3 •Shared parking options with neighbors & community members •Collected signatures in support of development proposal COMMUNITY DRIVEN DESIGN Community Asked for: • Ownership is the priority — at an attainable price • More family size homes needed — larger preferred • Desire for a Restaurant and business support services in the building • The Community asked us to prioritize displaced businesses Over 100 community members have signed up as interested buyers for both housing and marketplace. Design Response: ✓Wadajir will be a limited equity cooperative that creates long-term affordable home ownership ✓We added more Family -size homes (2 & 3 Bedroom) and eliminated studio homes ✓We put in place a preference for displaced businesses in housing sales as well as in the Marketplace ✓A Restaurant was added to the Marketplace ✓A Mailing Center was added to the Marketplace N Parking Study • Forterra commissioned a parking study in 2021 that shows: • Wadajir's peak parking demand is 92 spaces, from 6-7pm only. • The current proposed solution provides 130 spaces — 83 onsite and 47 additional on -street. • In addition, there are another 117 parking spaces available on streets within a 3 to 4 -minute walk from Wadajir. The current code calls for 197 spaces, more than double what the parking study shows is needed. Structured parking would make this project unaffordable zif — adding more than $80,000 of extra cost to each home. W TO ACHIEVE MOST AFFORDABLE HOME & BUSINESS PRICING, WE NEED: FORT&RRA LAND FOR GOOD A WAIVER OF THE STRUCTURED PARKING REQUIREMENT A REDUCTION OF THE DEVELOPMENT AGREEMENT MINIMUM REQUIRED APPROVAL PARKING FOR THE PROJECT OTAkvvikt Next Steps and Discussion COUNCIL AGENDA SYNOPSIS k\)* , - ,. �4s Initials syr ITEM No. O 00 Z Meeting Date Prepared by Mayor's review Council review r���r 3/7/22 LH 6.E. 0 \\,....n 1908 ITEM INFORMATION STAFF SPONSOR: DAVID CLINE ORIGINAL AGENDA DATE: 3/7/22 AGENDA ITEM TITLE 2022 Citywide Work Plan CATEGORY ❑ Discussion Mtg Date ❑ Motion Mtg Date ❑ Resolution Mtg Date ❑ Ordinance Al tg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date 11 Mtg Other Date 3/7/22 SPONSOR 11 Council ►1 Mayor ❑ Admin Svcs ❑ DCD ❑ Finance ❑ Fire ❑ P&R ❑ Police ❑ PIF SPONSOR'S The citywide work plan is one of several tools to communicate the work of city staff to SUMMARY Council and the community. At the February 2022 Council Retreat the Council requested several formatting updates to increase usability of the document. REVIEWED BY ❑ Trans&Infrastructure Svcs ❑ Community Svcs/Safety ❑ Finance & Governance ❑ Planning & Community Dev. ❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. DATE: COMMITTEE CHAIR: RECOMMENDATIONS: SPONSOR/ADMIN. COMMITTEE COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $ $ Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 3/7/22 MTG. DATE ATTACHMENTS 3/7/22 2022 Citywide Work Plan 115 116 W i City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: City Council FROM: David Cline, City Administrator DATE: March 1, 2022 SUBJECT: Draft 2022 Workplan ISSUE The Citywide Work Plan is one of several communication tools intended to summarize the major work of city departments during the calendar year. It is informed by the Strategic Plan goals, and items reflected here have already been prioritized and directed by the City Council via the biennial budget process. The work plan reflects items both administrative in nature and those requiring Council attention and approval via the legislative process. It is intended to provide a simplified, snapshot overview of the many complex work items undertaken by city staff, and more comprehensive project details can be found on the City's website, in adopted policy documents such as the Budget, or in meeting records in the Digital Records Center. The City Council is always welcome and invited to contact the Mayor or City Administrator with questions about work plan items. The document is updated and provided to the City Council and community on a quarterly basis via inclusion in a Regular Meeting agenda packet. For 2022 the City Council previewed an early draft at the February Council Retreat. Councilmembers discussed the draft and provided several formatting suggestions to maximize its effectiveness as a communications tool. City Administration leadership and the Legislative Analyst worked to incorporate those suggestions into the attached draft. Formatting and content updates include: • Line numbering • Grouping items by department • Descriptions of each item including reference to its year of inception • Delineation between ongoing and one-time work projects, using italics to note those that are ongoing • Reference to Council Committee where appropriate (note that each standing committee has a separate work plan maintained by the Legislative Analyst) RECOMMENDATION Information Only ATTACHMENT Draft 2022 Workplan 117 118 DRAFT 2022 Workplan Goal 1 Task # Task Name Task Description Comm. Dept. Goal 1- A community of inviting neighborhoods and vibrant business districts Prepare for future growth with regional and local investments Infrastructure improvements, planning and development code updates, deployment of community technology resources 1 Tukwila International Boulevard Zoning Review/Update Review prior work and present options (2017) PCD DCD 2 TMC Updates - Housekeeping, Land Use Fees, Building Codes Review and update codes to clarify, streamline and address state mandates (2022) PCD DCD 3 Boeing Access Station Coordinate with Sound Transit and other stakeholders to ensure station continues to be included in phasing DCD/MO/AS 4 1-405 Bus Rapid Transit (BRT) Updates Plan for inline BRT station connecting TIBS to the north and possibly the south DCD 5 Comprehensive Plan Update Begin work to update Comp Plan, due mid 2024 (2022) PCD DCD/PW/ED/ PR 6 S 140th St Intersection Improvements Design & construct a new traffic signal at TIB/S. 140th St. (Grant dependent) (early 2000s) TIS PW 7 Allentown Truck Reroute EIS and Outreach Analyze options and Identify alternate ingress/egress for BNSF facility (1997) TIS PW 8 Water Reservoir and Pump Station Design and construct additional 2.5 million gallons of water storage at a single site or two different TBD sites. (2016) TIS PW 9 West Valley Highway (1405 to Strander) Project Construct non -motorized and street improvements within the right-of-way (2016) TIS PW 10 S 152nd Waterline Extension Design and construct 1,600 LF of 10" and 150 LF of 8" ductile iron waterline along S. 152nd Street. (2010) TIS PW 11 42nd Avenue South Bridge Replacement Construct replacement for existing bridge, which was built in 1949 and functionally obsolete. (2017) TIS PW 12 Transportation Element Comp Plan Update the Transportation Element of the Comp Plan (20: TIS PW 13 Surface Water Comprehensive Plan Update the Surface Water Element of the Comp Plan (202 TIS PW 14 Water Comprehensive Plan Update the Water Element of the Comp Plan (2021) TIS PW 15 Sewer Comprehensive Plan Update the Sewer Element of the Comp Plan (2021) TIS PW - AS - Administrative Services - DCD - Dept of Community Development CD ED - Economic Development FIN - Finance FD - Fire Department MC - Municipal Court MO - Mayor's Office PD - Police Department PR - Parks Recreation PW - Public Works DRAFT 2022 Workplan N 0 Goal 1 Task # Task Name Task Description Comm. Dept. 16 Geographic Information Systems Utilities Inventory Complete GIS inventory of surface water, water, and sewer infrastructure to establish as -built drawings of the public systems. (2002) TIS PW 17 Gilliam Creek Fish Barrier Removal Construct fish passage improvements at the existing flap gate to restore salmonid habitat. (1998) TIS PW 18 Levee Certification /Green River Corridor Reconstruct the Tukwila 205 Levee to provide 500 year level flood protection and obtain levee certification. (2013) TIS PW 19 Nelsen Side Channel Create a salmon rearing habitat side channel by connecting a segment of historic river channel with the Green River. (2016) TIS PW 20 Central Business District Water/Sewer Projects Construct infrastructure improvements in CBD TIS PW 21 Stormwater Quality Retrofit Provide, design, and install water quality testing and improvements at selected drainage locations. TIS PW Nurture safe and flourishing neighborhoods Public Safety/First responder services, park and recreation innovation and accessibility, traffic and pedestrian safety, public art implementation 22 Teen & Senior Center Siting & Design Present options for final siting decision; fund and initiate design process. (2020) CSS AS/PR 23 Online Portal of Historical Records Digitization, redundancy and online access to Tukwila's paper historical records. (2019) AS 24 Tukwila Technology Digital Equity Initiatives Plan WiFi build out and implement innovative solutions (2017) F&G AS 25 Cold Weather Shelter Plan temporary cold weather shelter strategy (2022) CSS AS/PD 26 Rental housing licensing and inspections Administer rental housing registration and inspection program (2010) PCD DCD 27 Code Enforcement Enforce community standards in all neighborhoods PCD DCD 28 Tukwila South Development Agreement Monitor thresholds and evaluate any development proposals for consistency (2009) DCD 29 Wadajir Development Agreement Negotiate agreement for cooperative housing development on TIB (2020) PCD ED 30 Fire Code Update Review and propose updates to Fire Code with a focus on regional consistency. (2022) CSS FD AS - Administrative Services DCD - Dept of Community Development ED - Economic Development FIN - Finance FD - Fire Department MC - Municipal Court MO - Mayor's Office PD - Police Department PR - Parks Recreation PW - Public Works DRAFT 2022 Workplan Goal 1 Task # Task Name Task Description Comm. Dept. 31 School Zone Cameras Pilot Project Implementation Monitor, analyze, and report on program efficacy and results CSS PD, MC 32 ABLE Project - Intervention program Complete Police Officer certification in ABLE (Active Bystandership for Law Enforcement) program PD 33 Co -Responder Pilot Program Assess pilot program to determine long term viability (2020) CSS PD 34 Police Department 5 -year Strategic Plan Create 5 -year Strategic Plan including community volunteer committee CSS PD 35 Emergency Management Establish Emergency Management Plan that identifies key staff for EOC operations and training for that staff. CSS PD 36 Municipal Arts Plan - Strategic Plan Update Update 2017 Municipal Arts Plan (2022) CSS PR 37 Park User Plan Address user/park rule enforcement concerns (2021) CSS PR/PD 38 Park Improvement Projects Plan & implement park improvements CSS PR 39 Tukwila Pond Master Plan Adoption Present Master Plan for final adoption (2020) COW PR/DCD 40 S 131st Drainage Improvements Design and replace a culvert, construct other improvements to prevent flooding of Southgate Creek (2016) TIS PW 41 Macadam Rd S water upgrade and sidewalk improvements Construct waterline and sidewalk improvements between S. 144th St and Southcenter Boulevard (2010) TIS PW 42 S 144th Street Bridge Sidewalks Design of pedestrian improvements to the S 144th St. bridge. (Grant dependent) (2012) TIS PW 43 S 152nd Safe Routes to School Install curbs, gutters, and sidewalks on both sides of S. 152nd St. (Grant dependent) (2012) TIS PW 44 ADA Improvements Construct ADA compliant upgrades to City infrastructure in conjunction with the City's developed plan. TIS PW 45 Overlay & Repair Preserve and maintain the street structure in a safe and usable state by resurfacing. TIS PW 46 Bridge Inspections Ongoing program of bi-annual inspections to identify safety or repair needs of 23 bridges in Tukwila . TIS PW - AS - Administrative Services N DCD - Dept of Community Development - ED - Economic Development FIN - Finance FD - Fire Department MC - Municipal Court MO - Mayor's Office PD - Police Department PR - Parks Recreation PW - Public Works DRAFT 2022 Workplan N IV Goal 2 Task # Task Name Task Description Comm. Dept. Goal 2 — A solid foundation for all Tukwila residents Engage community and identify unmet needs Engaging hard -to -reach communities, predicting and adapting social service needs as growth continues, city internships and job shadow program, apprenticeship promotion, homelessness prevention, school district engagement 1 Internship/Job Shadow & Apprenticeships Program Summer high school internship and job shadow program. (2018) AS 2 RASKC (Regional Animal Control Services of King County) Engagement and collaboration with the agency that provides animal control and pet licensing for the City. (2010) AS 3 Connect residents to social services Ongoing provision of human services funds and leveraging of partnerships on behalf of residents (non-COVID related). AS 4 Distribute COVID response funds per Council's amended 2022 budget Provide rent and utility assistance to residents impacted by COVID. (2021) AS 5 City of Tukwila Leadership Initiative Program (formerly Community Connectors) Program to elevate and support community leaders from groups historically underrepresented in civic process. (2021) CSS AS 6 Tukwila Technology Digital Equity Initiatives Plan WiFi build out and implement innovative solutions (2017) F&G AS 7 Policy Discussion around Tiny House Villages This recent approach to homelessness is not specifically addressed in our zoning code. (2022) PCD DCD/FD/ PW 8 Trusted Community Partner Network Monitor and assess partnership opportunity, which is sponsored by the Port of Seattle and the Seattle Metropolitan Chamber of Commerce and intended to provide navigators to help small businesses with recovery. PCD ED 9 COVID Testing Site Monitoring operation of Tukwila COVID testing site. (2020) FD 10 COVID Mobile Vaccination Teams Standing up vaccination teams when needs arise (2021) FD 11 Utility Discounts Provide discounts to qualifying low income/senior customers; additional support provided through Human Services after review. FIN/AS 12 Court Programs Develop and/or expand programs including DV MRT, DV MRT - Spanish, Teen Court, Evening Courses, MRT) MC 13 Unified Payment (UP) Program Expand program to include participation of the municipal courts in Pierce County MC AS - Administrative Services DCD - Dept of Community Development ED - Economic Development FIN - Finance FD - Fire Department MC - Municipal Court MO - Mayor's Office PD - Police Department PR - Parks Recreation PW - Public Works DRAFT 2022 Workplan Goal 2 Task # Task Name Task Description Comm. Dept. 14 Future of School Resource Officers Dialogue with District, Foster and Showalter Students around future of program. (2020) CSS PD 15 Summer Engagement & Enrichment for Kids (SEEK grant) Provide expanded recreation program opportunities and scholarship funding for youth and teens. (2021) CSS PR 16 Senior & Veteran levy funding implementation Provide expanded recreation and engagement opportunities to Tukwila seniors with 2022 funding allocation (2019) CSS PR Leverage housing partnerships and collaboration Housing Comprehensive Plan, Regional Affordable Housing Task Force, South King County Housing & Homelessness Partnership, affordable housing 17 Minor Home Repair Program Transition administration of the federal CDBG funded program to another lead city; continue to provide minor home repair assistance to qualified residents. CSS AS 18 Explore County's Health through Housing Program Ongoing monitoring of and engagement with King County on this program. (2021) PCD AS 19 Implement Housing Action Plan Zoning code changes, assistance programs, partnerships with developers, monitoring of housing stock (2021) PCD DCD 20 Potential implementation of State housing legislatior It looks like only ADU changes may be passed this year (2022) PCD DCD 21 Multi -family Tax Exemption Update MFTE program to consider other neighborhoods (2021) PCD ED 22 Tukwila Village Community Development Association (TVCDA) Position TVCDA for self sufficiency (2022) PCD ED 23 Police Department Mental Health Co -Responder Program Provide updates to Council and assess program efficacy (2021) CSS PD 24 Regional partnerships and meetings See regional partnerships list - attached ALL AS - Administrative Services N DCD - Dept of Community Development W ED - Economic Development FIN - Finance FD - Fire Department MC - Municipal Court MO - Mayor's Office PD - Police Department PR - Parks Recreation PW - Public Works DRAFT 2022 Workplan N Goal 3 Task # Task Name Task Description Comm. Dept. Goal 3 — A Diverse and Regionally Competitive Economy Advance Tukwila's economic vitality Economic Development Plan, regional infrastructure projects, business relationships 1 Transportation Demand Management Perform outreach to increase use of alternate travel modes, assist employers with commute trip reduction programs T&I DCD 2 Economic Development Plan Create an economic development plan for the City (2022) PCD ED 3 Tourism Marketing Lead and manage the City's tourism marketing program including staffing the Lodging Tax Advisory Committee, coordinating PCD ED 4 Business Recovery from COVID-19 Monitor opportunities to support business recovery from the pandemic, including use of ARPA funds. (2020) PCD ED 5 Wayfinding Plan Develop wayfinding plan for the city to attract visitors (2022) PCD ED 6 Port of Seattle Grant Coordinate Port of Seattle economic development grant (2022) PCD ED AS - Administrative Services DCD - Dept of Community Development ED - Economic Development FIN - Finance FD - Fire Department MC - Municipal Court MO - Mayor's Office PD - Police Department PR - Parks Recreation PW - Public Works DRAFT 2022 Workplan Goal 4 Task # Task Name Task Description Comm. Dept. Goal 4 — A High Performing and Effective Organization Ongoing innovation of organizational systems Phase 1 of Public Safety Plan implementation, technology-based efficiencies, internal workforce diversity, employee development and professional growth process improvements, long term financial health, priority -based budgeting and performance measures, Equity Policy implementations Public Safety Plan 1 Fire Station 51 & 52 Close out Project close out documents and final council approval. (2016) CSS AS 2 Justice Center Close out Project close out documents and final council approval. (2016) CSS AS 3 Public Works Shops Phase 1 and Phase 2 Develop new facilities for public works shops, finish improvement of Fleet & Facilities building, planning for phase 2. (2016) TIS PW Technology Based Efficiencies 4 JLARC* (*Washington State Joint Legislative Audit and Review Committee) Required electronic data reporting requirements for Public Records Requests. (2018) AS 5 GET -IT - Government Electronic Technology Initiative for Tukwila Digitization and online access to high -retrieval permit and land use records for transparency and fulfillment of public records requests. (2015) AS 6 Permit review, maintenance of TRAKiT software and permit status reporting Ongoing process improvements for online permit application and electronic plan review system (2020) PCD DCD 7 GIS Continue to build out Online GIS environment to support self service. (2019) F&G AS 8 Microsoft / Office 365 Renewal Complete renewal of Microsoft / Office 365 service. Ensure provision is aligned to City requirements. Includes potentially replacing micollab w/ teams integration. (2022) F&G AS AS - Administrative Services N DCD - Dept of Community Development ED - Economic Development FIN - Finance FD - Fire Department MC - Municipal Court MO - Mayor's Office PD - Police Department PR - Parks Recreation PW - Public Works DRAFT 2022 Workplan N Q) Goal 4 Task # Task Name Task Description Comm. Dept. 9 Information Security Enhance the risk posture to align to current environment, City Wide Multi -factor Authentication, Automated insider threat assessments and training, Security Event and Incident Management (SEIM) analysis. (2022) AS 10 Tukwila Works Reestablish Tukwila Works, an app and web based way for community members to report non -emergency issues. Implement a internal portal for staff to report problems w/ city facilities or assets. (2017) CSS AS 11 NeoGov Implementation Implement new modules as a part of the overall ERP implementation. (2021) AS 12 Personnel records digitization Develop and implement a process to digitize personnel records currently in paper format. (2022) F&G AS 13 ERP implementation Phase 2 of project implementation includes payroll, ACH payments to vendors, purchasing improvements, grants and contracts modules, and continued building of reports (2021) FIN 14 Court Appearance Text Reminders Improve access to justice by sending reminders about upcoming court appearances via text MC 15 Improve Interpreter, Witness & Juror Payment Process Create a more efficient payment process for paying jurors, witnesses and interpreters for their services using the Zelle platform. MC/FIN 16 Police Department Records Digitization Digitization of case reports, homicide files, and ID files in hard copy format CSS PD Long Term Financial Health 17 Benefits Update Update benefits as needed; ongoing administration. AS 18 Self-insured healthcare plan Monitor and update self insured health care plan as needed; ongoing administration. AS 19 Healthcare Broker RFP Process to determine health care broker for 2022-2024. F&G AS 20 Labor contract negotiations Four Teamster bargaining units' Collective Bargaining Agreements expire December of 2022. (2022) AS AS - Administrative Services DCD - Dept of Community Development ED - Economic Development FIN - Finance FD - Fire Department MC - Municipal Court MO - Mayor's Office PD - Police Department PR - Parks Recreation PW - Public Works DRAFT 2022 Workplan Goal 4 Task # Task Name Task Description Comm. Dept. 21 Teamsters Salary Survey Salary survey for two bargaining units from previously- agreed contracts. (2018) F&G AS 22 Non -Rep Comp Survey Update non -rep compensation; previously frozen due to COVID. (2019) F&G AS 23 Property Disposition - Old 52 Determine disposition of former Fire Station 52. (2021) F&G AS 24 Property Sale - HealthPoint Monitor sale process through closing in June 2023 ED 25 Property Sale - George Long Coordinate sale. Closing in summer 2022. ED 26 Property Sale - Longacres Coordinate sale after 2022 F&G ED 27 Property Sale - Old Allentown FS Coordinate sale after 2022 F&G ED 28 Property Sale - Old FS 51 Coordinate sale after 2022 F&G ED 29 Property Sale - Newporter Coordinate sale after 2022 F&G ED 30 Property Sale - Minkler Coordinate sale after 2022 F&G ED 31 Budget Development 2023 - 2024 Draft 2023-2024 Biennial budget. (2022) All FIN 32 PCard Provider contract Review PCard process and issue RFP for new PCard provider (2022) F&G FIN 33 ARPA Reporting and Analysis Data review, analysis, and reporting for ARPA related transactions. FIN 34 Update impact fee rates Annual update to fire and park impact fee rates F&G FIN 35 False Alarm Billing Contract for false alarm billing administration (2022) CSS FD 36 Foster Golf Links - Operation Plan Update on FGL operations CSS PR 37 Solid Waste Contract Procurement Implement a request for proposals (RFP) process to select a new solid waste vendor. (2022) TIS PW Equity and Diversity 38 Equity Policy Implementation Ongoing implementation of City Equity Policy. (2017) CSS AS Other 39 Update HR policies Update HR policies, many of which are quite out of date. (2022) AS 40 Juneteenth Holiday Analyze adoption of City Holiday (2022) F&G AS AS - Administrative Services N DCD - Dept of Community Development ED - Economic Development FIN - Finance FD - Fire Department MC - Municipal Court MO - Mayor's Office PD - Police Department PR - Parks Recreation PW - Public Works DRAFT 2022 Workplan N Co Goal 4 Task # Task Name Task Description Comm. Dept. 41 Government Relations Monitor Federal, State and Local legislation and policies to include annual legislative agenda adopted by Council. Execute strategies to achieve the City's government relations goals. F&G AS 42 Future of Fire/EMS Services Community Advisory Committee Facilitate community volunteer committee's work concerning fire service and financial sustainability CSS FD 43 Fire Department Strategic Plan 2023-2028 Current Strategic Plan was developed in 2015 with Council participation and completed in 2016. The 2023- 2028 Strategic Plan will be developed in Q3 & Q4 2022. CSS FD 44 Fire Station 53 improvements Determine next steps for Fire Station 53 once final determination of the Fire Advisory Task Force is complete. (2016) CSS FD 45 Fire Station 54 Maintenance & Revisit plans Determine next steps for Fire Station 54 once final determination of the Fire Advisory Task Force is complete. (2016) CSS FD/AS 46 Strategic Plan Update Begin planning for update to City Strategic Plan in 2023. MO 47 State of the Court Address Presiding Judge's annual update to City Council on the operations and programs of the Tukwila Municipal Court. MC 48 Police Use of Force/Police Reform/LETCSA 1-940 Provide continued Council and community updates on Use of Force policy and state level reform measures. CSS PD 49 Update Right of Way Permitting TMC 11.08 Update the TMC 11.08 language to reflect changes in permitting types and approvals to reflect the changes being made for the new Permit Center. (2022) PCD PW 50 Seismic report update on 6200, 6300 and TCC Update to the 2008 seismic report to determine safety of the buildings. (2022) PW 51 Return to work/post-pandemic planning; ongoing COVID impacts Ongoing planning and actions to address new normal of the post -pandemic workplace. (2020) ALL AS - Administrative Services DCD - Dept of Community Development ED - Economic Development FIN - Finance FD - Fire Department MC - Municipal Court MO - Mayor's Office PD - Police Department PR - Parks Recreation PW - Public Works DRAFT 2022 Workplan Goal 5 Task # Task Name Task Description Comm. Dept. Goal 5 — A Positive Community Identity and Image Promote and celebrate City identity Effective multi -channel communication, Community Connectors, Police Department Community Policing Team, Night Out Against Crime, community image investments 1 Juneteenth event Plan and implement event to celebrate Juneteenth. (2021) AS 2 Communicating with our community Review and consider changes to communications vehicles, including Channel 21 and potential options. (2022) F&G AS 3 Website content refresh Update and refresh website content. (2021) AS 4 Experience Tukwila Lead and manage the tourism marketing program to boost the City's image PCD ED 5 Night Out Against Crime August - designed to heighten crime prevention awareness, increase neighborhood support in anti-crime efforts, and unite our communities. PD 6 Police Dept. Community Liaison Team Homeless outreach and community engagement efforts. PD 7 Ongoing support of block watches Providing mentoring and resources for neighborhood blockwatch communities. PD 8 See You in the Park Events used to gather and engage with the community in Tukwila Parks PR 9 Green Tukwila Report on restoration activities involving residents and community organizations CSS PR 10 1% Art Implementation Update on public art installations and events for 2022 CSS PR 11 Location Naming Evaluate honorary naming requests (2021) CSS MO AS - Administrative Services N DCD - Dept of Community Development CD ED - Economic Development FIN - Finance FD - Fire Department MC - Municipal Court MO - Mayor's Office PD - Police Department PR - Parks Recreation PW - Public Works DRAFT 2022 Workplan W 0 City Communications Communication Recipients Frequency Hazelnut newsletter All physical addresses in Tukwila; access for all at TukwilaWA.com Every other month Annual Report All physical addresses in Tukwila February edition of Hazelnut eHazelnut Email subscriber list Last Monday of the month Twitter Tukwila Twitter followers; access for all on Tukwila's Twitter page online; PD, Fire, City, Parks Same day for breaking info; Earlier if notification of upcoming event Facebook Tukwila Facebook "likes"; access for all on Tukwila's Facebook page online Same day for breaking info; Earlier if notification of upcoming event City Website Access for all at TukwilaWA.com Generally items from Twitter/Facebook posted on website the same day Channel 21 Comcast customers Updated after council meetings Video On Demand On City website - all committee and council meetings Updated after council meetings Parks & Recreation enewsletter Newsletter geared towards Park & Recreation programming; Email subscriber list Last Monday of the month Tukwila Tracker Social media content shared on PD website and by email Updated with social media content DRAFT 2022 Workplan Regional Partnerships List Organization Purpose Frequency of Mtgs Dept 4Culture Cultural Services agency for King County committed to preserving shared heritage and creating arts and cultural opportunities for residents and visitors. Monthly Parks & Recreation Allentown Block Watch Neighborhood block watch group DCD American Payroll Association Stay apprised of new legislation, practices and policies Annual Finance American Public Works Association (APWA) APWA is an international educational and professional association serving Public Works professionals where they can exchange ideas, improve professional competency, increase the performance of their agencies and companies, and bring important public works -related topics to public attention in local, state and federal arenas. Each year there is a Spring Conference & a Fall Conference. Develop and update General Special Provisions (GSPs) to meet Local Agency needs and input that complement materials specifications of the WSDOT/APWA Standard Specific - tions. Obtain pre -approval of Materials GSPs for FHWA-funded projects, aided by WSDOT Highways & Local Programs staff. Twice a year Public Works American Water Works Association (AWWA) Established in 1881, AWWA is the largest nonprofit, scientific and educational association dedicated to managing and treating water, the world's most important resource. AWWA provides solutions to improve public health, protect the environment, strengthen the economy and enhance our quality of life. Monthly Public Works Association of City & County Informations Best Practice and Information sharing among municipalities Monthly Administrative Services Association of City/County Information Systems (ACCIS) Networking and training opportunity with peers from other government agencies Ongoing as needed Administrative Services Association of Records Managers and Administrators (ARMA) To broaden the profession of records management and information governance Ongoing as needed Administrative Services Association of Washington Cities (AWC) Represent cities at the state level; Councilmember Hougardy currently serves on the AWC Board. Annual conferences; Various meetings Mayor's Office Council Association of Washington Cities (AWC) Drugs & Alcohol Consortium City's CDL Random Drug Screen Program - AWC Drug & Alcohol Consortium helps members stay in compliance with federal drug and alcohol testing requirements. Our pool of more than 1,500 drivers and safety sensitive employees makes the D&A Consortium the right choice for employers large and small. Monthly to Quarterly Administrative Services Association of Washington Cities (AWC) Retro Program AWC Workers' Comp Retro Program provides training and tools that empower employers to lower risks for on-the-job injuries. Our focus on injury prevention and safety reduces your overall workers' compensation costs. Members participate in our Retro Pool or the Safety Alliance. Bi -weekly Administrative Services Bicycle Pedestrian Advisory Committee Group focused on regional non -motorized transportation DCD W flRAFT 2022 Workplan Regional Partnerships List Organization Purpose Frequency of Mtgs Dept Block Watch 164 The McMicken residents, Tukwila Police & Code Enforcement, SeaTac Police & Code Enforcement meet to discuss clean up of problem properties and resolve on-going issues DCD Cascade Water Alliance (CWA) CWA's mission is to provide water supply to meet current and future needs of our members in a cost-effective and environmentally responsible manner through partnerships, water efficiency programs, acquiring, constructing and managing water supply infrastructure and fostering regional water planning. Cascade is a municipal corporation comprised of seven municipalities (five cites and two water and sewer districts) in the Puget Sound region that joined together to provide safe, clean, reliable water supply to its 350,000 residences and more than 20,000 businesses. The Mayor sits on the Administrative Board and the Resource Management Committee. Monthly Board & Committee Meetings Mayor's Office Council Public Works Central Puget Sound GIS Usergroup Share best practices related to GIS Quaterly Administrative Services Community Connectivity Consortium (Fiber) Share detail related fiber assets w/ Puget Sound Municipalities Quaterly Administrative Services Duwamish Alive! Coalition Supports various restoration and educational activities throughout the watershed DCD Duwamish Alive! Coalition Duwamish Alive collaborates with the community, municipalities, non -profits, and businesses within the Duwamish River Watershed to preserve and enhance habitat for people and wildlife, towards improving health of the Puget Sound. Monthly Parks & Recreation Duwamish Shoreline Restoration Challenge The City has partnered with Forterra, BECU, City, CBRE to improve the shoreline environment DCD Emergency Management Advisory Council (EMAC) for King County EMAC advises, assists, reviews, and comments on emergency management and homeland security issues, regional planning, and policies. They measure and prioritize core capabilities, and recommend homeland security allocations and work products to sustain and enhance preparedness and operational levels. Members, as set forth in code, provide regional and multi- discipline perspective, and represent cities, fire service, law enforcement, hospitals, the Port of Seattle, government, special purpose districts, tribes, utilities, non-profit agencies, and the private sector. Monthly Police FEMA Urban Search and Rescue Task Force & Policy Board To provide national and regional disaster response, related to search and rescue under ESF-9 of the National Response System. Annual Fire DRAFT 2022 Workplan Regional Partnerships List Organization Purpose Frequency of Mtgs Dept Firemen's Pension Board Review claims and provide support to retired firefighters who qualified for a pension prior to 1971 Quarterly Mayor's Office Council Administrative Services GARE — Government Alliance on Race and Equity National network of government working to achieve racial equity and advance opportunities for all Annual conference; ongoing opportunities to engage Administrative Services All Departments Government Finance Officers Association (GFOA) Washington Finance Officer Association (WFOA) Puget Sound Finance Officer Association (PSFOA) National Organization to enhance finance knowledge and networking State affiliate of GFOA Regional affiliate of WSFOA GFOA & WFOA annual, PSFOA monthly. In addition, both GFOA and WFOA offer classes throughout the year Finance Greater Seattle Partners Public-private economic development partnership encompassing King and Snohomish counties. Quarterly Mayor's Office Council Green Cities Partnership Forterra works in partnership with local municipalities to develop achievable goals, shared visions, long-term plans, and community- based stewardship programs to care for the valuable forests and natural areas in our urban environments. Monthly Parks & Recreation Green the Green Partnership Project Partnership with Forterra, King County Noxious Weeds, and other local jurisdictions to identify and fund weed control and revegetation efforts along the Green River DCD Green Tukwila Partnership Partnership with Forterra to develop 20 -year plan for stewardship and conservation of Tukwila urban forests DCD GREI - Governing for Racial Equity and Inclusion Regional group of public agencies working on diversity, equity and inclusion Every Other Month Administrative Services Highline Forum Focused on airport -related issues; Port of Seattle coordinates meetings Every Other Month Council HRCI (Human Resource Certification Institute) Provides credentialing for HR Professional who have mastered the HR body of knowledge and competencies. Quarterly Administrative Services Human Services Funding Consortium S, N, E King County cities cohesive 17 city funding application, quarterly bills Quarterly Administrative Services I-405/SR 167 Executive Advisory Group A WSDOT committee focusing on 1405/SR 167 transportation issues Quarterly Mayor's Office ICMA (International City/County Management Association) WCMA (Washington City/County Management Association) King County City Managers/City Administrators International City Manager/Administrator professional organization State affiliate of ICMA County Affiliate of WCMA Annual conferences; Local affiliate meets monthly Mayor's Office International Association of Property and Evidence (TAPE) Provides education in property and evidence handling and storage. Serves as a forum for evidence technicians to gain and share information Twice a year Police International Council of Shopping Centers Focused on issues regarding large retail properties Annual conferences; local affiliate meets quarterly Mayor's Office W W flRAFT 2022 Workplan Regional Partnerships List Organization Purpose Frequency of Mtgs Dept International Institute of Municipal Clerks (IIMC) To promote continuing education and certification through university and college based institutes to its members worldwide. Ongoing as needed Administrative Services International Public Management Association for Human Resources (IPMA — HR) This program is a non profit, educational organization to establish for fostering and developing sound policies and practices in public human resource management. Currently, Juan is the VP and developing the Washington State Chapter. Monthly to Quarterly Administrative Services Jewish Family Services of Seattle - Job Referral and CLEVER Program Partner with Economic Intergration Manager to helps refugees, immigrants and asylees to become economically, socially and civically integrated in South King County community. Collaborate employment workshops and job referral resources. Monthly Administrative Services Joint Tukwila/Burien/SeaTac Human Services Providers Coordination, networking of contracted providers Quarterly Administrative Services King County Cities Climate Collaboration (K4C) Collaborate to support projects and programs in areas such as green building, using and producing renewable energy, sustainability outreach and education, and alternative transportation DCD King County Directors Group A networking group of P&R Directors/Managers in K.C. that meet quarterly to discuss issues. Parks & Recreation King County Economic and Revenue Forecasting Group Organized by Dave Reich, King County Economist, to share economic information among Puget Sound area cities Monthly Finance King County Emergency Managers Members coordinate planning efforts related to EM. Monthly Police King County Growth Management Planning Council Collaboration on framework policies to guide development of comprehensive plans Every Other Month Council King County Fire Chiefs To provide policy and coordination related to operational safety, and training in King County fire agencies, comprised of three zones. Monthly Fire King County Flood Control District Advisory Committee Advises and provides policy and budget recommendations to the District Flood Control Board Quarterly Mayor's Office King County Housing and Community Development Consortium Make funding recommendations on state, county federal funds Bi -Annually Administrative Services King County International Airport Working Group Review of the Airport Master Plan Update Work on the project has resumed after being on hold DCD King County Joint Recommendations Committee Interjurisdictional body provides recommendations on funding/policy for KC partner cities Quarterly/as requested Council Administrative Services King County Operations Establish Common Operations. Every Other Month Fire King County Planning Directors Advise on Countywide issues Monthly DCD King County Play Coalition A partnership dedicated to ensuring that all children in King County enjoy the proven health benefits of physical activity. Monthly Parks & Recreation King County Police Chiefs and Sheriffs Association Collaboration between all law enforcement agencies within King County. Exchange information and discuss policies as well as provide training. Monthly Police DRAFT 2022 Workplan Regional Partnerships List Organization Purpose Frequency of Mtgs Dept King County Public Fire Educators Provide quality affordable educational opportunities for the fire inspectors and supervisors on current fire code requirements, inspection procedures and case law. Annually Fire King County Regional Transit Committee Makes recommendations to King County Council on County - operated public transportation policies and plans King County Veterans, Seniors and Human Services Staff participates in a group that works to provide equitable services for seniors. Monthly Parks & Recreation King County Work Source - Veteran's Job Referral Program Partner with Work Source employment specialist to increase awareness and employment resources for military veterans, disable veterans, and military transitions. Attend Career Fair events and assist with job referrals as needed for South King County community. Quarterly Administrative Services King/Pierce County Hoarding Task Force Find ways to address community concerns related to hoarding behavior and its consequences Meetings have been on hold for the past year DCD Laserfiche and Cities Digital Ongoing training, upgrades, and solutions associated with the City's Electronic Content Management System (Laserfiche/Digital Records Center). Monthly to Quarterly Administrative Services Legislative Youth Advisory Council (LYAC) The Legislative Youth Advisory Council (LYAC) is a nonpartisan youth -led committee empowered by state law to represent the official voice of Washington youth to the Legislature. Each year, a select group of 14-18 year old students from a diverse range of political, geographic, and socioeconomic backgrounds are appointed to the council by the Lt. Governor's Office. Parks & Recreation Metropolitan Water Pollution Abatement Advisory Committee (MWPAAC) MWPAAC is a consortium of local jurisdictions delivering wastewater to KCDNR Waste Treatment Division (WTD) for the treatment of raw sewage. Representatives meet month- ly to cover issues relevant to the waste disposal contracts and other regional issues such as reclaimed water, Infiltration/Inflow, and regional conveyance. Regularly Public Works National League of Cities Represent cities at the national level Annual conferences; Various committees Mayor's Office Council National Public Employers Labor Relations Association (NPELRA) National organization with goals and objectives similar to the local association. Quarterly Administrative Services National Recreation and Parks Association (NRPA) National association of parks and recreation professionals and advocates dedicated to advancement of public parks, recreation and conservation. Parks & Recreation Northwest Fire Investigators Association Provide quality affordable educational opportunities for the fire investigators and supervisors on current fire investigation methods and case law. Every Other Month Fire flRAFT 2022 Workplan Q) Regional Partnerships List Organization Purpose Frequency of Mtgs Dept NTIA National Telecommunications and Information Administration NTIA is the Executive Branch agency that is principally responsible for advising the President on telecommunications and information policy issues Ongoing as needed Administrative Services Professional Golf Association (PGA) of America PGA of America is the world's largest sports organization, comprised of 27,000 men and women golf Professionals who are the recognized experts in teaching and growing the game. Parks & Recreation Puget Sound Regional Council (PSRC) Partnership of cities, counties, ports, federal, state and regional transportation agencies, railroads and trucking interests, intent on solving freight mobility problems with coordinated solutions. Grant program that supports transportation projects in smaller towns and cities in rural areas of the region. The KCPEC reviews local agency prioritized projects and recommends the top competing projects to the King County members of the PSRC's Transportation Policy Board (TPB) for review and approval. Mayor Ekberg serves on the Executive Board. Monthly Board Meetings; various subcommittee schedules Mayor's Office Council Puget Sound Partnership Accelerating science -based effort to protect and restore Puget Sound Quarterly Council DCD Rave Foundation The RAVE Foundation is the community based Foundation that represents the Seattle Sounders. (From website) RAVE Foundation envisions a region abundant with opportunities for free play, where we all work together to use soccer as a vehicle to foster wellness, inspire learning, and strengthen connections to community. Regularly Parks & Recreation Refugee Forum Education, networking on refugee issues Monthly Administrative Services Region IV Fire Investigation Council Meet monthly providing educational and current issues in the field of fire investigation, discuss fire in all jurisdictions for patterns or similarities. Every Other Month Fire Regional Affordable Housing Task Force Advise on housing affordability issues DCD Regional Animal Services of King County (RASKC) To improve pet licensing and other marketing efforts. Monthly to Quarterly Administrative Services Regional Housing Repair Group Education, networking Annually Administrative Services SCL Rate Review Panel Provide input to SCL's six year strategic plan. Annually Public Works DRAFT 2022 Workplan Regional Partnerships List Organization Purpose Frequency of Mtgs Dept SCORE Jail Executive Board Finance Committee CIO Forum A regionally owned jail in of which Tukwila is an owner City. The Mayor serves on the Administrative Board. Finance Director serves on Finance Committee. TIS Deputy Director serves on the CIO Forum. Monthly Mayor's Office Finance SeaTac Airport Stakeholder Advisory Roundtable (StART) Focused on airport -related issues Monthly Mayor's Office Council Seattle City Light Habitat Enhancement Creston-Duwamish Stakeholders Committee Study by SCL to test different vegetation management methods on sites in Tukwila and Seattle under the power corridor; data will be collected over the next several years with plan to implement findings throughout SCL corridors DCD Seattle Southside Chamber of Commerce Local chamber of commerce As needed Mayor's Office Council Seattle Southside Regional Tourism Agency Focused on increased overnight stays at SeaTac, Tukwila, and Des Moines Monthly Mayor's Office Society for Human Resource Management (SHRM) A national organization that provides resources for HR Professionals nationwide. Quarterly Administrative Services Sound Cities Association (SCA) SCA Public Issues Committee (PIC) Represent King County cities in regional issues Recommend policy positions and regional appointments to the SCA Board. Councilmember Quinn currently serves on the the Board. Monthly PIC meetings; Monthly Board meetings; Mayor's Office Council Sound Transit Build and manage high capacity transit in the Puget Sound region As needed Mayor's Office Administrative Services Soundside Alliance for Economic Development Broad economic development focus in the south King County region Monthly Mayor's Office Council South King Council of Human Services Education, advocacy, networking Annually Administrative Services South King County Area Transportation Board Area elected receive information on South KC transportation meetings DCD Council South King County Cultural Association SoCo provides advocacy, collaborative marketing, networking opportunities and professional development for our members. Bi -Monthly Meetings Parks & Recreation South King County Fire Training Consortium Academy Committee Rescue Operations Committee Training Coordination Academy Procedures development. Rescue Procedures development. Quarterly Fire South King County Human Services Planners (regional) Coordination of services, joint planning and delivery Monthly Administrative Services South King County Senior Center Directors A networking group that discusses issues affecting seniors living in South K.C. Monthly Parks & Recreation South King Housing and Homelessness Partners Work collaboratively with other South King County jurisdictions to address affordable housing and homelessness. Monthly Council Technical Advisory Committee Provide direction on Metro's Long Range Transportation Plan DCD flRAFT 2022 Workplan W Regional Partnerships List Organization Purpose Frequency of Mtgs Dept Tukwila King County Work Source - CLEVER Program Opportunity to establish a list of employment and training programs to increase awareness, resources, and workforce services in the South King County community. Partner with Work Source employment specialist to help higher skilled refugees find jobs that fit their skills and training through Washington's CLEVER (Career Ladders for Educated and Vocationally Experienced Refugees) program. This program is to develop a career path plan for their short and long term goals in order to get back into their chosen career. Monthly Administrative Services Tukwila School District Continuing Technical Education Board Ensure CTE programs allign to student and industry needs. Monthly Administrative Services Tukwila School District Providers Meeting Collaboration and coordination on services to kids and families Every Other Month Administrative Services United States Conference of Mayors The United States Conference of Mayors is the official non- partisan organization of cities represented by the elected Mayor. Mayors contribute to the development of national urban policy by serving on one or more of the conference's standing committees. Conference policies and programs are developed and guided by an Executive Committee and Advisory Board, as well as the standing committees and task forces which are formed to meet changing needs. Annual Meeting & Annual Conference Mayor's Office Urban Land Institute Nonprofit research and education organization that facilitates information and experience on land use practices and policy Annual conferences Mayor's Office US Bank Procurement Group Stay apprised of new policies, practices; share information Annual Finance Utility Finance Officers (UFO) Enhance knowledge, exchange information with utility districts and other utility providers Quarterly Finance Valley Cities Technology Group Department Directors meet to discuss common issues, network and share data. Line staff are invited for specific topics Administrative Services Valley Civil Disturbance Unit Valley Agencies (Kent, Renton, Tukwila, Auburn, Federal Way, and Port of Seattle) each have a team of 15-20 personnel of all ranks. The teams deploy and train together to handle large scale disturbances, crowd, and riot control. Twice a year Police Valley Communications Valley Communications Operations Board Valley Communications Finance Committee Valley Communications Advisory Committee for Technology (ACT) Regional 911 center for South King County. Mayor serves on the Administrative Board. Fire and Police serve on the Operations Board that creates policy and provides operations oversight. Finance Director serves on the Finance Committee that oversees financial policies and operations. Administrative Services serves on the Committee for Technology that provides oversight and coordination on technology issues. Monthly Mayor's Office Fire Police Finance Valley Investigations Team Valley Agencies each have a team of 3-4 investigations personnel of all ranks. The teams deploy and train together to handle large scale investigations and officer involved shootings in those jurisdictions Monthly Police DRAFT 2022 Workplan Regional Partnerships List Organization Purpose Frequency of Mtgs Dept Valley SWAT Valley Agencies each assign seven team members. The team is responsible for conducting operations that are outside the normal capabilities of patrol such as hostage rescue or high-risk arrest warrants Quarterly Police Vulnerable Populations Task Force (Public Health) Address needs of vulnerable pops related to emergency management Administrative Services WA Association of Public Records Officers (WAPRO) Provides education in support of the Public Records Act and a forum for public records officers and those involved in responding to public records requests Monthly Police WA Association of Telecommunications Officers and Advisors Share the latest developments in wired and wireless telecommunications, FCC activities, federal and state telecommunication policy issues, managing cable/telecommunication franchises, enhancing PEG production techniques, effective PEG channel management, new technology demonstrations and more. Suggested attendees include your cable and telecommunication franchise managers, right-of-way managers, television producers, content creators, communications managers, municipal attorneys, city managers and PEG access coordinators. Anually / As Needed Administrative Services WACE — Washington Association of Code Enforcement Statewide group providing annual education/training and networking opportunities Spring and Fall conferences DCD Washington Association of Sheriffs and Police Chiefs (WASPC) Membership for all police chiefs and sheriffs. Provides training and support for all law enforcement agencies throughout Washington. Yearly Police Washington Bond Issuers Enhance knowledge of changes in municipal bond rules and trends As needed Finance Washington Economic Development Association (WEDA) Information sharing and advocacy on economic development Bi -weekly (during covid) Mayor's Office Washington Festivals & Events Association (WFEA) Organization for people working in the festivals and events industry aimed at providing professional education, and leadership development opportunities. Parks & Recreation Washington Fire Chiefs Provides networking platform for state fire chief officers. Engages in direct lobbying efforts related to priorities set by the body. Provides training forums and platforms for all State fire agencies. Monthly Fire Washington Municipal Clerks Association (WMCA) Promoting professional and educational standards for Municipal Clerks in the State of Washington and providing improved local governmental services. Ongoing as needed Administrative Services Washington Public Employers Labor Relations Association (WAPELRA) To promote the profession of HR Management and labor relations in local government through education, mutual support, professional recognition and legislative advocacy. Quarterly Administrative Services (RAFT 2022 Workplan O Regional Partnerships List Organization Purpose Frequency of Mtgs Dept Washington Recreation and Parks Association (WRPA) State association of parks and recreation professionals that promotes excellence through advocacy, education, networking, and training. Several staff involved in sub- committees that meet monthly Parks & Recreation Washington State Association of Permit Technicians Statewide group providing education/training and networking opportunities DCD Washington State Association of Senior Centers Organization aided at enhancing, educating and supporting professionals working with the aging population. Parks & Recreation Washington State Fire Marshals Association Review and propose Fire Code amendments. Quarterly Fire Washington State Planning Directors Advise on statewide policy issues DCD Washington State Recycling Coordinators Recycling coordinators from western Washington cities and counties share information and set priories for funding and programs DCD Washington Treasurer's Association (WTA) Enhance knowledge of treasury functions; statewide networking Annual Finance Water Resource Inventory Area 9 Forum and WRIA 9 ITC Implementation Technical Committee Working groups that provide guidance, technical information, and planning for the WRIA 9 Habitat Plan DCD WSDOT Transportation Professionals Forum Washington Transportation Professionals Forum is a group of local agency traffic, transportation, and PW engineers, technicians, directors, managers, supervisors, planners, mayors, clerks, council members, etc. Members share information and discuss ideas about traffic -and transportation -related issues. Public Works Zone 3 Emergency Managers Members coordinate planning efforts related to EM. Quarterly Police Zone 3 Fire Chiefs To provide policy and coordination related to operational safety, and training in King County Fire Zone 3. Monthly Fire Zone 3 Fire Marshals Establish Common procedures. Fire Zone 3 Operations Establish Common Operations. Monthly Fire COUNCIL AGENDA SYNOPSIS A.41,----- Initials ITEM No. 44, Meeting Date Prepared by Mayor's review Council review l -, 3/7/22 Vicky 7 290$ ITEM INFORMATION STAFF SPONSOR: VICKY ORIGINAL AGENDA DATE: 03/07/22 AGENDA ITEM TITLE Budget Workshop: Structure of City Funds, Financial Policies, Bond Rating CATEGORY 11 Mfg Discussion Date 3/7/22 ❑ Motion Mtg Date ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mfg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date SPONSOR ❑ Council ❑ Mayor ❑ Admin Svcs ❑ DCD Finance ❑ Fire ❑ P&R ❑ Police ❑ PW SPONSOR'S Finance is leading budget workshops for Council in preparation for the upcoming budget SUMMARY season. REVIEWED BY ❑ Trans&Infrastructure Svcs ❑ Community Svcs/Safety ❑ LTAC ❑ Arts Comm. DATE: 1/24/22 COMMITTEE // ❑ Finance & Governance ❑ Planning & Community Dev. Parks Comm. ❑ Planning Comm. CHAIR: QUINN RECOMMENDATIONS: SPONsoR/ADMIN. Finance Department COMMITTEE Unanimous Approval; Forward to Regular Meeting COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $ Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION MTG. DATE ATTACHMENTS 3/7/22 Financial Overview 141 142 CITY OF TUKWILA FINANCIAL OVERVIEW TABLE OF CONTENTS I. CITY FUNDS Page 5 A. FUND DEFINITIONS (Page 26 of 2021-2022 Budget) B. FUND TYPES (Page 411 of 2021-2022 Budget) 1. General Fund 2. Special Revenue Funds 3. Debt Service Funds 4. Capital Project Funds 5. Enterprise Funds 6. Internal Service Funds 7. Fiduciary Funds 8. Agency Funds C. FIGURE 1: FUND TYPES II. POLICIES Page 11 A. FINANCIAL POLICIES (Resolution 2014, Page 385 of 2021-2022 Budget) 1. Purpose 2. Budgeting 3. Revenues 4. Expenditures 5. Grants 6. Capital Improvement Program 7. Enterprise Funds 8. Debt 9. Reserves 10. Investments 11. Minimum Reporting Requirements B. DEBT POLICY (Resolution 1840, Page 392 of 2021-2022 Budget) 1 Purpose, Type and Use of Debt 2. Responsibilities 3. Method of Sale of Bonds 4. Refunding Bonds or Notes 5. Structural Elements 6. Credit Objective 7. Use of Professionals & Other Service Providers 8. Post -Issuance Compliance Procedures 144 ( 2 ) C. RESERVE POLICY (Resolution 1861, Page 402 of 2021-2022 Budget) D. PURCHASING POLICY (Resolution 2015) 1 Procurement Policy Table 2. Administration 3. Determining Total Cost 4. Vendor Relations 5. Grants & Federal Funding 6. Controlled Commodities 7. Types of Projects & Contract Approval Levels 8. Threshold Cost Negotiation Requirements 9. Public Works Projects 10. Competitive Bidding Process 11. Service Categories 12. Materials, Supplies & Equipment 13. Exceptions to the Competitive Process 14. Disposal of Surplus Property 15. Additional Considerations 16. References 17. Glossary III. BOND RATING Page 54 A. RATING OVERVIEW B. RATING SCALE C. CRITERIA USED BY RATING AGENCIES D. DEBT SERVICE SUMMARY IV. CENTRAL SQUARE ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM Page 59 A. FINANCE ENTERPRISE CODING GUIDE 1 Account String (Key -Object) 2. General Ledger Keys 3. General Ledger Object Codes 4. Job Ledger B. NEW GENERAL LEDGER STRUCTURE 1. 2021-2022 Council Budget (`old' vs 'new' GL structure) 3 145 V. PRIORITY BASED BUDGETING Page 83 A. WHAT IS PRIORITY BASED BUDGETING? 1. Priority Based Budgeting Process 2. Chart — General Fund Program Allocation by Tier 3. Chart — Program Allocations by Department B. PERFORMANCE MEASURES 1. Why Measure Performance? C. ALIGNING PERFORMANCE MEASURES TO STRATEGIC GOALS 1. City of Tukwila Strategic Goals & Objectives 2. Goal 1 — Community of Inviting Neighborhoods & Vibrant Business Districts 3. Goal 2 — Solid Foundation for all Tukwila Residents 4. Goal 3 — Diverse & Regionally Competitive Economy 5. Goal 4 — High -Performing & Effective Organization 6. Goal 5 — Positive Community Identity & Image 4 146 CITY FUNDS (5) 147 FUND DEFINITIONS The City of Tukwila's accounting and budget structure is based upon governmental fund accounting to ensure legal compliance and financial management for various restricted revenues and program expenditures. Fund accounting segregates certain functions and activities into separate self -balancing funds created and maintained for specific purposes (as described below). Resources from one fund used to offset expenditures in a different fund are budgeted as either a `transfer to' or `transfer from'. The City of Tukwila budget is organized in a hierarchy of levels, each of which is defined below: Fund Department Program Object 148 A fund is an accounting entity used to record the revenues and expenditures of a governmental unit which is designated for the purpose of carrying out specific activities or attaining certain objectives. For example Fund 104, the Arterial Street Fund, is designated for the purpose of maintaining the arterial streets within the City. A department designates a major function of City operations, e.g., Public Works or Parks and Recreation. A specific distinguishable line of work performed by the department, or departments, for the purpose of accomplishing a function for which government is responsible. For example, "Traffic Control" is included within the Street Funds. The appropriation unit (object of expenditure or expense) is the level of detail used in the budget to sort and summarize objects of expenditure, or expense, according to the type of goods or services being purchased, e.g., salaries, supplies. (6) FUND TYPES General Fund: used to account for and report all financial resources not accounted for and reported in another fund. The General Fund supports the general operations of the City government. These include administration, the legislative function, legal services, public safety, planning and community development, enforcement of local codes, parks, recreation, and cultural activities. Taxes are the principal source of revenue for the General Fund: property, sales, utility, and gambling taxes. Other important resources are shared revenue from other governments, licenses and permits, charges for services, and fines and forfeitures. The Contingency, or Reserve Fund, is an accumulation of fund balance that is greater than 10% of previous year General Fund revenue, exclusive of significant non-operating revenue. Amounts held in this fund can be used for more restrictive, emergency type purposes. This fund is a sub -fund of the general fund. Special Revenue Funds: used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for a specific purpose other than debt service or capital projects. These funds receive revenue from a variety of sources, including Federal and State grants, taxes, and service fees. These revenues are dedicated to carrying out the purposes of the individual special revenue fund. Special Revenue Fund # Name 101 109 Lodging Tax Drug Seizure Debt Service Funds: used to account for and report financial resources that are restricted, committed, or assigned to expenditure for principal and interest for governmental debt issues. Debt limits are based on percentages of assessed valuation, with voted debt requiring a 60% majority of the city electorate. Debt Service Fund # Name 2XX Various Debt Service 7 149 Capital Project Funds: used to account for and report financial resources that are restricted, committed, or assigned to expenditure for capital outlays including the acquisition or construction of capital facilities or other capital assets. Revenues for capital funds consist of federal and state grants, contributions from operating funds and bond proceeds. These revenues are usually dedicated to capital purposes and are not available to support operating costs. Capital projects are adopted on a multi-year basis. Capital Project Fund # Name 103 Residential Street 104 Bridges and Arterial Streets 301 Land Acquisition, Rec. and Prk Dev. 302 Urban Renewal 303 General Government Improvement 304 Fire Improvement 305 Public Safety Plan 306 City Facilities Enterprise Funds: used to report any activity for which a fee is charged to external users for goods or services. Enterprise funds are required for any activity whose principal revenue sources meet any of the following criteria: • Debt backed solely by the pledge of the net revenues from fees and charges • Legal requirement to recover cost • Policy decision to recover cost Enterprise Fund # Name 401 Water 402 Sewer 411 Golf Course 412 Surface Water Internal Service Funds: used to report any activity that provides goods or services to other funds or departments of the government on a cost -reimbursement basis. Internal Service Fund # Name 501 Equipment Rental and Replacement 502 Self Insured Healthcare Plan 503 LEOFF I Retiree Self -Insured Healthcare Plan 150 8 1 Fiduciary Funds: used to account for assets held by a government in a trustee capacity or as an agent for individuals. Fiduciary Fund # Name 611 Firemen's Pension Agency Funds: used to report resources held by the government in a purely custodial capacity (assets and liabilities). Fiduciary Fund # Name 640 Agency Fund 9 151 Figure 1: Fund Types [Reporting Entity 1 Governmental Proprietary Category Category General Fund Special Revenue Funds Capital Projects Fund Debt Service Funds Permanent Funds 152 1 Enterprise Internal Service Funds Funds -� 10 I Fiduciary Category Private Purpose Trust Funds investment Trust Funds Pension Trust Funds Agency Funds POLICIES 11 153 FINANCIAL POLICIES The City's Financial Policies are intended to serve as a Council -approved set of values and expectations for Council Members, City staff, citizens and other interested parties who may do business with the City. The use of the term "City" refers to all City officials and staff who are responsible for the activities to carry out these policies. The policies describe expectations for financial planning, budgeting, accounting, reporting and other management practices. They have been prepared to assure prudent financial management and responsible stewardship of the City's financial and physical resources. The policies are reviewed on a biennial basis and updated as needed. The latest revision of the financial policies was adopted December 2020 via Resolution 2014. City of Tukwila Washington Resolution No. 2-019 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ADOPTING FINANCIAL POLICIES, AND REPEALING RESOLUTION NOS. 1919 AND 1950. WHEREAS, the City Council is committed to the highest standard of financial management; a nd WHEREAS, financial policies adopted by the legislative body area best practice to provide written guidance for how local govern ment officials and staff should approach fiscal issues and core financial areas; and WHEREAS, financial polices outline a clear vision of how the City of Tukwila will manage Its financial resources to provide the best valueto ttie community; and WHEREAS. periodically updating and revising financial policies are important steps toward ensuring consistent and rational financial management; and WHEREAS, financial policies have traditionally existed in many different document and the City Council desires to minimize confusion and eliminate redundancies cr conflicts by consolidating financial policy directicn to the extent feasible; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHrNOTON, HEREBY RESOLVES AS FOLLOWS: Section 1. Th e Financial Policies attached hereto as ExhibitA are adopted. Section 2. The Financial Policies shall be reviewed on at least a biennial basis and updated as necessary, Section 3. Repealer_ Resolution Nos/1919 and 1950 are hereby repealed, 154 ( 12 ) PASSED BY THE CITY COUNCIL OF THE CIT OF TUKWILA, WASHINGTON, at a Reg ularl.leeling thereof this 1- day of pe .,,+ee-t 2020. ATTEST/AUTHENTICATED: Christy' YFraherty, MMC, city Clerk APPROVED AS TO FORM BY. • Orrice of the City Attorney Attachment: ExhilaltA - Financial Policies De°Sean Quinn, Council President Filed with the City Clerk: !2---2 Passed by the City Council: 112- - W Resolution Numbar' 2tl71+ ( 13 ) 155 Financial Policies Section 1. Purpose a. The City of Tukwila is accountable to the public and shall maintain the fiscal integrity of its operating, debt service, and capital budgets while providing an appropriate level of publIcservices within the City's fiscal responsibility, b. The City's Financial Policies are intended to provide guidelines for the financial planning and internal financial ma n agernent of the City. Section 2. (Budgeting Cross rrfarar as: TMC € hapter 3.30 a. The City of Tukwila shell prepare and adopt a biennial budget in accordance with RCW Chapter 35A.34, and Tukwila Municipal Code (TMC) Chapter 3.30. Fiscal years loin January 1 and end December 31. b. The budget shelf be prepared with a priority -based approach that enables resources to be allocated to the programs and services that provide the greatest value to the community_ c. The budget must be developed In accordance with the policies and priorities set forth In Tong -term policy docu menu including the Equity Policy, Strategic Plan, Comprehensive Plan , CityCounoil andcomrnunity+priorities,andfederaland state laws. d. Within each budget cycle, the budget should be structurally balanced, which means that ongoing expenditures shall be provided for by anticipated ongoing revenue and one-time revenue should only be used for one-time expenditures unless explicitly auth orfzed by the City Council.. e.. The City shall maintain a six-year Capital Improvement Program and update it with each budget cycle to en sure that all costs are addressed. f. As part of each biennial budget process, the City shall prepare six-year expenditure and revenue forecasts for the principal operating and capital funds. Revenues will be estimated on a conservative basis. Tire City Cou ncif may in formally approve mid -year budgetamen dments by motion prior to the submission of a comprehensive formal budget amendment at the end of the fiscal year. g Section 3, Revenues Gass referi5rx5is_ ThfC Tina 3 a. The City will maintain a diversified and stable revenue system to shelter it from short-term fluctuations, b. The City shall develop and maintain a comprehensive schedule of fees arid charges. which should be reviewed biennially. 156 ( 14 ) Secton 3. Revenues (corlfrnrued) c. The City shall develop and maintain a Revenue Guide that describes major revenue sou rtes available to the City of Tukwila. d. Revenue sources should bereviewed in off -budget years to accauntfor inflation, to stay in line with market, or to ensure cost recovery at a prescribed level depending on the seven ue source Section 4. Expenditures CMS'S referwige6 tgurichasen9 Ply peso!utd in TSD) - Card' Potrcy 5-atutnon No. 77500 - Expense Reimbumement PC6Gy fl soM No }874) a. The City shall maintain expenditure categories according ID state statute and administrative regulation known as the State Auditor's Budgeting, Accounting, and Reporting System (BARS). b_ Operating expenditures within funds must be supported by the operating revenues generated by that fund. c. P u rcha sing will be con du cted with appropriate internal controls, observe fair and ethical business practices. and use wise and prudent judgement in the expenditu re of pu blic fu rids. Section 5. Grants Cr,Ss rer8FORGas: Grant Poky/Procedure rn progress a. The City shall, whenever practical and advantageous, pu rsue grant funding. All potential grants shall be examined carefully for matching requirements, and to determine whether programs must be continued with local resources after grant funds are exhausted, b. Staff shall obtain approval from the appropriate City Council Committee before applying for grants requiring a local match, and staff shall obtain City Council approval prior to accepting grant agreements in amounts above the Mayor's signing authority, Section 6. Capital Improvement Program (CIP) a. Transportation improvements will be coordinated with related Improvements such as utility, landscaping. sidewalks, etc, b. Whenever feasible, capital improvernents shall be coordinated with related improvernents of adjacent Jurisdictions, e. Capital Improvement Program projects shall, wheneverpossible,take advantage of grants, licensor other financing external to the City. If the proposed grants or mitigation are either notfundedor are reduced, the City Council IAA] reevaluate the respective project on the basis of Its value and priority level placement in the Capital Improvement Program. ( 15 ) 157 Section 6. Capital Improvement Program! (CIF') (continued) d. Residential streets with safety issues, h iglu traffic vol umes, high pedestrian activity :end poor roadway con diionswilt be considered the highest priority projects, e. Residential street designs will follow basic designs for arterials, collecbrs, and local access streets. Designs to accommodate indivlr uat properties shall be avoided, f. design of corm &cling streets is strongly encouraged, g, For City -scheduled projects located on residential streets, the City will require the undergroundingof new electrical and communication facilities pursuanttc TMC Chapter 11.26. h, Street and mad improvement projects on slopes will include roadside plantings wherever- feasible to help mitigate the land used for roadway and side ve?k improvements_ Donation of the property needed for rights-of-way and easements shell be pursued. Latecomer agreements, where appropriate, shall be considered an acceptable means of funding capital projects, improvements and replacements, in whale or in part. k. Right-of-way agreements for nabre and electrical services should be utilized to discou rage excessive wi ri ng rough cut the City. I. Current arterial street improvements determined lin the six-yearCIF' may be funded through a Local Improvement District (LID) or financing external to the City. The City may participate using operating revenues, grants or bonds based on Health and safety needs or public benefit. The City may participate in the funding by financing the preliminary engineering design and professional servis +cost associated with planning and creating the LID. m. A majority of property owners on a street may petition the City to sat up an LID to pay for residential street improvement projects, sidewalks and undergrounding of utilities. The City will evaluate the possibility of paying for the design. preliminary engineering, construction engineering, and LID formulation. The residents will pay for undergroundir g utilities in doe street, undergrounding from the street to their residence, the actual construction costs, and any improvements on private property such as rockeries, paved driveways, or roadside plantings, ri. Non -transportation capital projects and improvements should be funded by operating revenues, grants or bonds as determined in the six-year Financial Flan ning rVlodel. o. Pursu ant to TMC Chapters 3.56 and 3.60, the first 1'4 want Real Estate Transfer Tax (REST) shall be dedicated to park and open space land acquisition, and the second '114 cent shall be used for arterial streets, along with the parking tax, u n lessthe City Council enacts otherpnorities con sistentwith state law distribulion of REST funds. J. 158 ( 16 ) Section 6. Capital Improvement Program (IP) (continued) P. Street and road improvement projects shell be evaluated for the inclusio( of features that support the City's 'Walk and Rill Plan" in order to encourage walking. bicycling, and use of public transit. Policies will be reviewed annually and in concert with the adoption of growth management policies to ensure continuity. r. Transporlatiorr impact fees shall be collected so that "growth may pay for growth" and growth -caused improvements may be Constructed. Section 7. Enterprise Funds a U lity fund experLdtitures shall he fully supported by their own rates, fees, and cF� arg:es and not subsidlized by the General Fund. b. Utility rates should be stru=red to ensure adequate infrastructure development and replacement. c. Each Enterprise Fund shall be reviewed bi-annually to ensure a rale structure adequate to met its operations, maintenance, and lung-terrrl capital requirements. d. Enterprises Furid rate increases shall be small, applied frequently, and staggered to avoid an overly burdensome increase and undue impact In anygiven year. e. Enterprise Fund rete increases of external agencies will be passed th rough to the customer. f. Infrastructure improvements such as water reuseshouldconsiderconsenrataori of resources such as water and electricity. Section 8. Debt Doss references: Oafri Fahey s° kirion ML 1640) a Appropriate management of debt is an important factor In rrreasuringthe City's financial performance and condition. Section 9. Reserves a. Prudentfinancial rnanagernentdletates that some portion of fun cisav'ailableto the City be reserved for future use, b. At the close of each fiscatyear, the General Fund unassigned balance shall equal or exceed 1 5cY0, and the Contingency Fund reserve balance shall equ at Or exceed 1O of the previous year General Fund revenue, exclusive of significant non- operating, neon -recurring revenues such as real estate sales or transfers in from other funds- ( 17 ) 159 Section 9. Reserves (corofrrr+ied) c. Attheclose of each fiscal year, the unrestricted balances of the Enterprise Funds shall equal or exceed 20% ofthe previous year revenue, exclusive of the effects of GASB Statement 68, as well as significant non-operating, non -recur ing revenuessuch as real estate sales,transfersin from otherfundsordebt proceeds, d. LJse or draw down of minimum balances shall occur only upon recommendation of City Administmlion and approval by City Council ItIf urgh a resolution. Should use or draw down occur, the City Administration shall establish a plan, no later than Ole end of the hscal year following the year of decline, to restore the fund balance to the prescribed minimum level. The plan shall bye presented to and approved by the City Council. e. A One-time Revenue Reserve shall be established and maintained in the Contingency Fund. The One-time Revenue Reserve shall be credited annually with 10 of the prior year one-time revenues to the extent General Fund surplus for the year is sufficientto cover the reserve funding. Use of the reserve shall Occ4,r only upon recommendation by City Administration and approval by City Council rscl utl on. E The City shall maintain a reserve in each of its self-insured health care funds in an amount equal to 15 limes, or 150%, of the actuarially determined IBNR (incurred but not reported) balance. Use of the rewrite shall occur only upon recommendation by City Administration and approval by City Council resolution. Section 10. Investments (mss oreram; TMC kasdig ion 1&28 a. The City will drive to maximize the return on its investments with the primary obj&ctive of preserving capital in accordance willh city policy and prudent investment practices. Stadion 11, Minimum Reporting Requirements a_ The Finance Di rectorshall providea financial status update at least quarterly, b_ City Administration shall provide the City Cou neiI With financial reports that reflect actual performance in various expenditures and reven u es. c. City Administration shall provide the City Council with a quarterly report of all newly -executed contracts, including the amount, responsible department, scope of work, and expiration date. d. Once the a annual audit is complete, City Administration shall provide a report to the City Council showing compliance with the Financial Reserve Policy. 160 ( 18 ) DEBT POLICY City of Tukwila Washington Resolution No. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA. WASHINGTON, ADOPTING A DEBT POLICY AND PROVIDING FOR APPROPRIATE MANAGEMENT OF DEBT ISSUED BY THE CITY OF TUKWCLA. WHEREAS, a debt policy and appropriate management of debt issued by the City is an important factor in measuring the City's financial performance and condition; and WHEREAS, proper use and management of borrowing can yield significant advantages; and WHEREAS, thy* use of debt is a mechanism improvements to both present and future citizens: and to equalize costs of needed WHEREAS, it isthe responsibility of the City Council of the City of Tukwila to provide policy direction through the passage of motions and ordinances, adoption cif resolutions, and final approval of the budget: and WHEREAS, a debt policy establishes the purer, type, and use of debt: responsibilities of various City officials; method of sale of bonds„ refundings ((bonds or notesi structural elements; credit objective; and the use of professional and other service providers; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWLL.A, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. The debt policy dated August 2014, attached hereto as "Exhibit A,' is hereby adopted by this reference as if set forth in full. Section 2. The debt policy shall be reviewed on a regular basis and updated as necessary. —( 19 ) 161 162 PASSED W( TI -1E crnr GC N1 OF TI 1E CI OF TU DILA. WASHINGTON, at a Regular kneeling thereof this �,k day of , 2(114 ATTEsTri 4 THEmi TEI Christy O'FI.ahir .. 1111114G. City Clerk Da' =Sean'Quinn, Council Fresideni. APPROVED AS TO FO1M 8Y: Filed wit the Utile Clerk: g..: I Peby to City Council ?' sci k ululii r i Num r': � } I4 chhaI Turpin, City Adore 20 r CITY OF TUKWILA DEBT POLICY A debt policy and appropriate management of debt issued by the City of Tukwila (the "City") is an important factor in measuring its financial performance and condition. Proper use and management of borrowing can yield significant advantages. From a policy perspective, the City uses debt as a mechanism to equalize the costs of needed improvements to both present and future citizens. SECTION 1. PURPOSE, TYPE AND USE OF DEBT In the issuance and management of debt, the City shall comply with the Washington State constitution and with all other applicable legal requirements imposed by federal, state and local laws, rules and regulations. Approval from the City Council (the "Council") is required prior to the issuance of all debt. Long-term debt will only be used for improvements that cannot be financed from current revenues or to fulfill the purposes set forth in the first paragraph of this Debt Policy (the "Policy"). Long-term debt will only be issued after reviewing the impact on the Six Year Financial Planning Model and its policy guidelines. When both tax exempt and taxable debt is under consideration, priority will be given to issuing the tax exempt debt, unless otherwise justified. Limited Tax General Obligation (LTGO) Bonds. The City is authorized to sell LTGO bonds under RCW 39.36.020, subject to the approval of the Council. LTGO bonds will be issued only if: (1) a project requires funding not available from alternative sources; (2) the project has a useful life longer than five years, and the Council determines it is appropriate to spread the cost over that useful life, to achieve intergenerational equity, so those benefiting will also be the ones paying; (3) matching money is available which may be lost if not applied for in a timely manner; or (4) emergency conditions exist as determined by the Council. LTGO (non -voted) debt of the City shall not exceed an aggregate total of 1.5 percent of the City's assessed value of taxable property within the City. Unlimited Tax General Obligation (UTGO) Bonds. The City is authorized to sell UTGO bonds under RCW 39.36.020, subject to the approval of the Council, and subject to voter approval. UTGO debt will be used for capital purposes when the use of an excess tax levy is necessary for debt service payments. No combination of UTGO (voter approved) debt and LTGO debt of the City shall exceed an aggregate total of: (a) 2.5 percent of the City's assessed value of the taxable property within the City for general purposes; (b) 2.5 percent of the City's assessed value of the taxable property within the City for parks, open spaces and capital facilities associated with economic development; and (c) 2.5 percent of the City's assessed value of the taxable property within the City for utility purposes. Revenue Bonds. The City is authorized to sell revenue bonds under RCW 35.41.030, subject to the approval of the Council. Revenue bonds will be issued to finance the acquisition, construction or improvements to facilities of enterprise systems operated by the City, in accordance with a system and plan of improvements. The enterprise system must be legally authorized for operation by the City. There are no legal limits to the amount of revenue bonds the City can issue, but the City will not incur revenue obligations without first ensuring the ( 21 ) 163 ability of an enterprise system to meet all pledges and covenants customarily required by investors in such obligations during the term of the obligation. Local Improvement District Bonds. The City is authorized to sell local improvement district (special assessment) bonds ("LID bonds") under RCW 35.45.010, subject to the approval of the Council. LID bonds are issued to finance projects that will provide special benefit to certain property owners. The specially benefiting property owners are levied an assessment, based upon a formula developed to fairly reflect the benefit received by each property owner in the local improvement district. After consideration and review, the City may form local improvement districts upon petition of benefiting property owner(s), unless the Council determines to establish such districts by resolution, pursuant to statutory authority. LIDs for utility improvements may be authorized as ULIDs, which may be financed through issuance of Revenue Bonds. Lease Purchase Financing. Lease purchase financing may be used when the cost of borrowing or other factors make it in the City's best interest. Short -Term Debt. The City is authorized to incur short-term debt under chapter 39.50 RCW, subject to the approval of the Council. Short-term debt may be issued to meet: (1) the immediate financing needs of a project for which long-term financing has been identified and is likely or secured but not yet received; or (2) cash flow needs within authorized budgets and anticipated receipts for the budget year. The Finance Director is authorized to make loans from one City fund to another City fund for periods not exceeding twelve months. The Finance Director or designee is required to assure that the loaning fund will have adequate cash balances to continue to meet current expenses after the loan is made and until repayment from the receiving fund. All interfund short-term borrowing will bear interest based upon prevailing Local Government Investment Pool rates. SECTION 2. RESPONSIBILITIES The primary responsibility for debt management rests with the City's Finance Director. The Finance Director shall (or shall cause the following to occur): • Provide for the issuance of debt at the lowest cost and risk; • Determine the available debt capacity; • Provide for the issuance of debt at appropriate intervals and in reasonable amounts as required to fund approved projects; • Recommend to the Council the manner of sale of debt; • Monitor opportunities to refund debt and recommend such refunding as appropriate; • Comply with all Internal Revenue Service (IRS), Securities and Exchange Commission (SEC) and Municipal Securities Rulemaking Board (MSRB) rules and regulations governing the issuance of debt pursuant to the City's Post Issuance Compliance Policy; • Provide information for and participate in the preparation and review of bond offering or disclosure documents; • Comply with all terms, conditions and disclosures required by Ordinances governing the debt issued; • Submit to the Council all recommendations to issue debt; 164 ( 22 ) • Distribute to appropriate repositories, such as the EMMA repository managed by the Municipal Securities Rulemaking Board, information regarding financial condition and affairs at such times and in the form required by contract, regulation and general practice, including Rule 15c2-12 regarding continuing disclosure; • Provide for the distribution of pertinent information to rating agencies; • Coordinate and lead presentations to rating agencies, when appropriate; • Maintain a database with all outstanding debt; • Apply and promote prudent fiscal practices; • Select a qualified financial advisor with experience in municipal finance in Washington, and registered with the SEC and MSRB as a "municipal advisor," and • Account for and pay all bonded indebtedness for the City , by specifically providing for the timely payment of principal of and interest on all debt; and ensuring that the fiscal agent receives funds for payment of debt service on or before the payment date. The Council shall: • Approve the Debt Policy; • Approve indebtedness; • Approve budgets sufficient to provide for the timely payment of principal and interest on debt; • Determine the most appropriate financing plan for proposed debt, based on recommendation from the Finance Director, upon advice of the City's financial advisor; and • By Ordinance, delegate broad or limited authority to the Finance Director relative to execution of a financing plan approved by the Council. SECTION 3: METHOD OF SALE OF BONDS Competitive Sale. The Finance Director may, upon the advice of the City's financial advisor, submit to the Council a recommendation to sell debt on a competitive bid basis. City debt issued on a competitive bid basis will be sold to the bidder proposing the lowest true interest cost to the City. Such bid may take the form of electronically transmitted offers to purchase the bonds. Negotiated Sale. The Finance Director may, upon the advice of the City's financial advisor, submit to the Council a recommendation to sell debt on a negotiated basis. If debt is sold on a negotiated basis, the negotiations of terms and conditions shall include, but not be limited to, prices, interest rates, redemption provisions and underwriting compensation. The Finance Director, with the assistance of its financial advisor, shall evaluate the terms offered by the underwriter including comparison of terms with prevailing terms and conditions in the marketplace for comparable issues. If more than one underwriter is included in the negotiated sale of debt, the Finance Director shall establish appropriate levels of liability, participation and priority of orders and, with the assistance of its financial advisor, oversee the bond allocation process. Private or Direct Placement. When deemed appropriate to minimize the direct or indirect costs and risks of a debt issue, the Finance Director will, upon the advice of the City's financial advisor, submit to the Council a request to incur debt issue through a private placement or direct bank placement. ( 23 3 165 SECTION 4. REFUNDING BONDS OR NOTES Refundings will be conducted in accordance with chapter 39.53 RCW. Unless otherwise justified, the City will refinance debt to either achieve debt service savings as market opportunities arise, or to eliminate restrictive covenants. Unless otherwise justified, an "advance refunding" transaction will require a present value savings of five percent of the principal amount of the debt being refunded. In addition to the savings, any determination to refund debt should take into consideration all costs and negative arbitrage in the refunding escrow. A "current refunding" transaction will require present value savings in an amount or percentage to be determined by the Finance Director based upon the advice of the City's financial advisor. SECTION 5. STRUCTURAL ELEMENTS Maturity Term. The City shall issue debt with an average life less than or equal to the average life of the assets being financed. Unless otherwise stated in law, the final maturity of the debt shall be no longer than 40 years (RCW 39.46.110). Debt Service Structure. Unless otherwise justified and deemed necessary, debt service should be structured on a level annual basis. Refunding bonds should be structured to produce debt service savings as determined by the Finance Director, based upon the advice of the City's financial advisor, to be in the best interest of the City. Unless specifically justified and deemed necessary, debt shall not have capitalized interest. If appropriate, debt service reserve funds may be used for revenue bonds. Maturity Structure. The City's long-term debt may include serial and term bonds. Unless otherwise justified, term bonds should be sold with mandatory sinking fund requirements. Price Structure. The City's long-term debt may include par, discount and premium bonds. Discount and premium bonds must be demonstrated to be advantageous relative to par bond structures, given applicable market conditions and the City's financing goals. Interest Payments. Unless otherwise justified and deemed necessary, long-term debt will bear interest payable semiannually. Redemption Features. For each transaction, the City shall evaluate the costs and benefits of call provisions. Capitalization. Debt service reserves may be capitalized for enterprise activities only. Costs of issuance may be capitalized for all debt. Interest costs may be capitalized upon the advice of the City's financial advisor for any type of debt. Bond Insurance. The City may evaluate the costs and benefits of bond insurance or other credit enhancements. Any credit enhancement purchased by the City shall be competitively procured unless otherwise justified. 166 ( 24 ) Tax -exemption. Unless otherwise justified and deemed necessary, the City shall issue its debt on a tax-exempt basis. Taxable debt may be justified based on a need for flexibility in use of proceeds, or when expected to reduce burdens relative to IRS rules. SECTION 6. CREDIT OBJECTIVE The City shall seek to maintain and improve its bond rating or ratings, as applicable. SECTION 7. USE OF PROFESSIONALS AND OTHER SERVICE PROVIDERS Bond Counsel. All debt issued by the City will include a written opinion by bond counsel affirming that the City is authorized to issue the debt, and that all statutory requirements have been met. The bond counsel opinion and other documents relating to the issuance of debt will be prepared by nationally recognized bond counsel with extensive experience in public finance and tax issues. Bond counsel will be appointed by the Finance Director consistent with the City's general authority to contract. . Financial Advisor. The Finance Director will appoint a financial advisor for each debt issue, or for a specified term, consistent with the City's general authority to contract. The financial advisor shall be nationally recognized, have comprehensive municipal debt experience, including debt structuring and pricing of municipal securities, be registered as a "municipal advisor" with the MSRB and SEC, and have knowledge of State laws relating to City finances. The City financial advisor is to be available for general purposes, and will assist the City with all financing issues. In no case shall the financial advisor serve as underwriter for the City's debt issues. Underwriter. The Finance Director in consultation with the City's financial advisor will select an underwriter for any negotiated sale of bonds. The selection of an underwriter may be for an individual bond issue, series of financings or a specified time period, as determined by the Finance Director. Depending upon the nature and amount of each financing, the Finance Director is authorized, in consultation with the City's financial advisor, to appoint more than one underwriter for each financing and to designate one underwriting firm as the managing underwriter. Other Service Providers. Professional services such as verification agent, escrow agent or rebate analyst shall be appointed by the Finance Director in consultation with the City's financial advisor and/or bond counsel. Other City Policies and Procedures. The City shall comply with its Post -Issuance Tax Compliance Policy, and shall provide the appropriate department heads and staff with educational opportunities to ensure they are aware of requirements that may pertain to bond financed facilities and assets relating to their duties. SECTION 8. POST -ISSUANCE COMPLIANCE PROCEDURES Continuing Disclosure Obligations for All Bonds ( 25 ) 167 Purpose. At the time of issuance of any Bonds, regardless of tax status, the City is required to enter into a Continuing Disclosure Undertaking ("Undertaking") in order to allow the underwriter of the Bonds to comply with Securities and Exchange ("SEC") Rule 15(c)2-12. The Undertaking is a contract between the City and the underwriter in which the City agrees to provide certain information to an "information repository" operated by the Municipal Securities Rulemaking Board ("MSRB") to ensure investors have access to annual updates and related events that occur during the year. Responsibility for Undertaking. The Finance Director is responsible for negotiating the terms of and complying with each of the City's Undertakings. The Finance Director will negotiate the terms of the Undertaking at the time of each bond issuance, with a goal of meeting the requirements of Rule 15(c)2-12, without undue burden on the City. The Finance Director will strive to ensure that each Undertaking is similar to prior Undertakings to the extent possible, to simplify future compliance. Compliance with Undertaking. The Finance Director will have responsibility for ensuring compliance with each Undertaking, which activities may be delegated to staff within the finance department. This will require certain annual filings, by a set due date, as well as periodic filings as certain specified events arise. Filings are to be made through the Electronic Municipal Market Access ("EMMA") portal, managed by the MSRB. The Finance Director is responsible for knowing the terms of the City's Undertakings, and ensuring appropriate staff within the finance department and other departments of the City are aware of the events that may require a filing. Certification of Compliance. At the time of each subsequent bond issue, the Finance Director is responsible for reviewing all prior compliance, and providing a statement as to that prior compliance, as required by Rule 15(c)2-12. Each official statement will include a statement that describes compliance (or non-compliance) with each prior undertaking, which statement will be certified by the Finance Director. Compliance Relating to Tax Exempt Bonds Purpose. The purpose of these post -issuance compliance procedures ("Compliance Procedures") for tax-exempt bonds and other obligations issued by the City for which federal tax exemption is provided by the Internal Revenue Code of 1986, as amended (the "Code"), is to facilitate compliance by the City with the applicable requirements of the Code that must be satisfied after the issue date of the bonds to maintain the tax exemption for the bonds after the issue date. Responsibility for Monitoring Post -Issuance Tax Compliance. The City Council of the City has the overall, final responsibility for monitoring whether the City is in compliance with post - issuance federal tax requirements for the City's tax-exempt bonds. However, the City Council has delegated the primary operating responsibility to monitor the City's compliance with post - issuance federal tax requirements for the City's bonds to the Finance Director and has authorized and directed the Finance Director of the City to adopt and implement on behalf of the City these Compliance Procedures. Arbitrage Yield Restriction and Rebate Requirements. The Finance Director will maintain or cause to be maintained records of: 26 168 (a) purchases and sales of investments made with bond proceeds (including amounts treated as "gross proceeds" of bonds under section 148 of the Code) and receipts of earnings on those investments; (b) expenditures made with bond proceeds (including investment earnings on bond proceeds) in a timely and diligent manner for the governmental purposes of the bonds, such as for the costs of purchasing, constructing and/or renovating property and facilities; (c) information showing, where applicable for a particular calendar year, that the City was eligible to be treated as a "small City" in respect of bonds issued in that calendar year because the City did not reasonably expect to issue more than $5,000,000 of tax-exempt bonds in that calendar year; (d) calculations that will be sufficient to demonstrate to the Internal Revenue Service ("IRS") upon an audit of a bond issue that, where applicable, the City has complied with an available spending exception to the arbitrage rebate requirement in respect of that bond issue; (e) calculations that will be sufficient to demonstrate to the IRS upon an audit of a bond issue for which no exception to the arbitrage rebate requirement was applicable, that the rebate amount, if any, that was payable to the United States of America in respect of investments made with gross proceeds of that bond issue was calculated and timely paid with Form 8038-T timely filed with the IRS; and (f) information and records showing that investments held in yield -restricted advance refunding or defeasance escrows for bonds, and investments made with unspent bond proceeds after the expiration of the applicable temporary period, were not invested in higher -yielding investments. Restrictions on Private Business Use and Private Loans. The Finance Director will adopt procedures calculated to educate and inform the principal operating officials of those departments, including utility departments, if any, of the City (the "users") for which land, buildings, facilities and equipment ("property") are financed with proceeds of tax-exempt bonds about the restrictions on private business use that apply to that property after the bonds have been issued, and of the restriction on the use of proceeds of tax-exempt bonds to make or finance any loan to any person other than a state or local government unit. In particular, following the issuance of bonds for the financing of property, the Finance Director shall provide to the users of the property a copy of these Compliance Procedures and other appropriate written guidance advising that: (a) "private business use" means use by any person other than a state or local government unit, including business corporations, partnerships, limited liability companies, associations, nonprofit corporations, natural persons engaged in trade or business activity, and the United States of America and any federal agency, as a result of ownership of the property or use of the property under a lease, management or service contract (except for certain "qualified" management or service contracts), output contract for the purchase of electricity or water, privately sponsored research contract (except for certain "qualified" research contracts), "naming rights" contract, "public-private partnership" arrangement, or any similar use arrangement that provides special legal entitlements for the use of the bond - financed property; (b) under section 141 of the Code, no more than 10% of the proceeds of any tax-exempt bond issue (including the property financed with the bonds) may be used for private business 27 169 170 use, of which no more than 5% of the proceeds of the tax-exempt bond issue (including the property financed with the bonds) may be used for any "unrelated" private business use— that is, generally, a private business use that is not functionally related to the governmental purposes of the bonds; and no more than the lesser of $5,000,000 or 5% of the proceeds of a tax-exempt bond issue may be used to make or finance a loan to any person other than a state or local government unit; (c) before entering into any special use arrangement with a nongovernmental person that involves the use of bond -financed property, the user must consult with the Finance Director, provide the Finance Director with a description of the proposed nongovernmental use arrangement, and determine whether that use arrangement, if put into effect, will be consistent with the restrictions on private business use of the bond -financed property; (d) the Finance Director is to communicate with the City's bond counsel and/or financial advisor relative to any proposed change in use or special use arrangement that may impact the status of the bonds, before entering into such agreement. RESERVE POLICY City of Tukwila Washington Pew! on No_ I+ 417bI A RESOLUTION OF THE CITE" COUNCIL or THE CITY OF TLJK'IMLA, WASHINGTON, REVISING THE PREVIOUSLY ADOPTED FINANCIAL RESERVE POLICY TO IliCREAM THE GENERAL,FIND RESERVE LEVEL, ADD A ONIE.TIIIf REVENUE RESERVE, AND CONFORM THE 1-1IEALTI-1 CARE FUND RESERVE POLICY TO CURRENT PRACTICES; AND REPEALING RESOLUTION NO. 1774. WHEN, 'Cot the well-being acrd aus1ainabilib' of the eiarrinunity, its residents, and t'usrr essea_ i is indent Lhat tI City of Tukwila be fired ci respond to any and all ifua Tat =Ad result in a risk andier pis tr}The City's finances inclrXl. tut not IirniteJ to, rfeve ua stiotielis and unanbcipailed experilifures; and WHEREAS, ii r# the resiradnailliiity of the City Council cof the City cif Tufrnile to providc policy direction for 'tie City's biennial budget t iov h me passage pit motions and Qrdin r s, adophan rrf res&utiona, and f naI approval of d budget and WHEREAS, ar financial resrrvin pf yr diEsrAblisibers. aIra°l±.and resiorea irrinirYlrr.,rri rum b. rices rr)Iudrr+ aBIf-illaiWed health oars risscrm tund$. and Speelfred revile -iv and rcp'rking of 2uih. and WHEREAS. the B's1 Fradiru; pworrarloled by the Gavecrimem Finance'Officers Matron recommends Thai this L.nrestrk-A d hind haIonft in The General Fund equal rr IeT:s Than baro months of regular General Fund operating row -rims og 10.67%; and WI-EREAS, credit rating argon;nsidt.r oomix ed General Fund and COnbingency Reserve Fund balances of at least 30% of operating revenue& to ttE a gozd indir,ation of ,s onhinels and Viii EI F , vt priory, earn} the financial heath Of the Oily negellvery Imparted by filWASSiOn grid Changan in slate law; and ( 29 ) 171 1 „ It Is lirrienclalty prudent to rare a piurtion a' revenue windfalls derIMed from one -tinter periodic events, such es the sate of rrrol Iprripr.rty ar *AIM. kax ,Il clr on construction entity, ars a means of offseidng the effeols of reoeesioris or other t:Venta that Force the Cally bc reduce ryl Ie r_I:i, NOiti, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS; SeoUoe 1. Minimum Fuad 1Talanc A. At the close of each final year. the General Fund unassigned balance shalt equal or exceed 1a% and the Contingency Fund ressenna balance EMI equal Cr oxccod 10% Of trit pntrid10 'Oar leerier*I Ford revenue, exclusive of significant ncn operating, non-recurring revenues such as real estate sales or transfers in from cher Iur:1:s B. At this chase of each fisc..al y :ar, th* marii�irdt,ItiCt l b s dr the Enterprl Funds exceed Fushall equal or exed 20% of the prErvious yeas reroenue. exelliGiVe of Siginiairarri r r-4pCralti . rrr m -rte urrirmy r nue SUM > real estate sales, transfers in from other funds or debt proceeds. C USe cr draw clown or i iliiVitri7 balances shall occur only upon recornrnanderaon of City Adnrinislrabon and appreval by City COunCil thrc ugth ti rearluhon. Should use or draw dawn xc,. r, the Cly Administration shell establish a plan. no faker ilf ani the end cit 1he lista! year tullumag the year of riectrre, to restore the fund balance to the prescribed rni Inmmm Icredi Thd Onn shall be pres sed be and approved by the City Council. Section 2. me Revenue Rover/v. A Orr -tires I enUe ReServie shall be established and maintained in the Contingency Fund. The One-lirne Revenue Rimer shall he credited arir iu:3lly with 10of the prior year line reasnuea to the exterl General Fund surplus fru the yew i suMelerrt to cover the resew funding. Use of the reserve shall occur only upon recvrrrmendalian by City Administration id uppric• al by City CuurlCml through a resolution. Sachin 3, sopineurud HaIih Cm* Funds. The City shall maintain a reserve in each cif its swell-inerre2 hea^1h care furls in .an amount equal to 1.5 limes, car 150%, of the attuarlaplly deterrr rte_ IBFIR (inorrred burl not reported) balance Use of the resew Oa r :ram nrnl:.ipc,i recommendation by City Administration and approval by City Council through a res aulio+n Seclign 4. A MP.70 shaMri campllarce with the Finearrr a Ciel Reserve Policy shall be provried ID the City Council on an annual bails. r Isir than July 1 of each year. Corti 5. Repealer. Reenlutiare Naa. 1774 is hereby repeele+d_ PASSED BY THE CITY COUNCIL OF TSE CITY OF TLIKIIVILA, WASHINGTON eta Regular Meeting thereof this r day of 1,,..344 2015 ATE TAUTHE'NTICTU: c CIIriety r MMC, C4 C APPROVED AS TO FORM BY: A. Rachel 8 Tur pin, ' } L. . Filed with the City Clerk: Paced by lane City t aur°t Resoftrlion Number. 172 ( 30 ) PURCHASING POLICY City of Tukwila Washington Resolution No. 2016 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ADOPTING A PURCHASING POLICY. WHEREAS, the City Council is committed to the highest standard of financial management; and WHEREAS, the expenditures ofpubiicfundsfor the purchase ofand contracting for goods, services, supplies, and materials must comply with all applicable state and local requirements', and WHEREAS, a comprehensive purchasing policy helps ensure that public funds are spent in th a most economical and transparentway possible; and WHEREAS, theCity Council desires to minimize confusion and eliminate redundancies or conflicts by consolidating and updating the City's procurement policies; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. The Purchasing Policy attached hereto as Ex hi bit, is adopted_ Section 2. City of Tukwila Admit istrative Policies 100-09, 300-002, 300-03, 300-07, 300-11, 900-03, are superoeded_ Section 3. The Purchasing Policy shall be reviewed an at least a biennial basis and updated as necessary, ( 31 ) 173 PASSED BY THE CITY COUNCIL CF THE CITY OF TUKWILA. WASHINGTON, at s Reguiartateeting thereof this I*" day of 1,U 2020, ATTEST/AUTHENTICATED: Christy°Flaherly. MMC, City Clerk De'Sean Guinn Council President APPROVED AS TO FORM BY, J Office of the City Attorney Attachment ExhibitA — Purchasing hasing Policy 174 Filed with the City Clerk' 12-7 41 Passed by the City Council: IZ Resolution Number. 2015 ( 32 ) CITY OF TUKWILA PURCHASING POLICY TABLE OF CONTENTS 1. P rocurernent Policy Table 1 Administration 2 A Furpb8 B. Controlling Laws C_ Compliance with Policy D. Signing Authority and Approval 3. DeterroiningTotal Cost 2 A. Anticipated Cost B. Prohibition on "Bid Sp fitting" C. Total Costs to Include 4, Vendor Iations 3 A_ Ethics of Peace re me Tr t B. Buy Local C. EnvironmentalSostainability D. Social Equity 5. Grants and Federal ... r ,, rrer— ,, r rr 4 A. General Rule E. Purchases of Goods or Service Reimbursable from a Federal rant 6. Controlled Commodities 6 7. Types of Projects and Contract Approval Levels A_ Public Works B. Ali OrtherTypes of Purchases B Threshold Cost Negotiation Requl reme nts 6 A 51.0r000 or Less: Direct negotiation B. $10,000-$.5(1,0311 3 quotes needed C. $50,000 or More: Competitive bids ( 33 ) 175 9. PublicWorks Projects..................................,.............,.............,,.............,...,,,.....,.....,.7 A. Defining Project Costs B. City Labor C. Bid Requirements D. Small Warks Raster E. Limited Public Works Process F. Prevailing Wages G_ Bid Deposit, Performance Bond, and Payment Bond l- Retainage I. PublicWorksover$1 Million J. Alternative Public Works Contracting Procedures 10. Competitive Bidding Process,....,.......,.....,...........,......,.....,..,.....,..... 9 A. Public Notice B. Bid Specifications C. Award 11 Cancellation E. Bid Submittal F. Bid Security G. Non -Collusion Affidavit 11. Service Categories 11 A. Professional Architectural and Engineering Services B. PersonalServices C. Purchased Services 12. Materials,Supplies, EquipmenttunreletedtoPublkWQrks,Servires A&E -113 11 Exceptions to the Competitive Process 13 14. Disposal of Surplus Property ....14 A. Policy Statement B. Definitions C. Procedures 15, Additional Consideretions,.,...,...............................,....,,,................_.._.....,.....__....,._.16 A. Ce rtificates. of Insurance B. State Contractor's License C. City BusinessLicense 16. References ................................... ,............... .....,...... ................... ,......16 17. Glossary 17 176 {34 ) 1. PROCUREMENT POLICY TABLE PRDJECTTYPE Public Works Project CIT /TOWN COMPETIT! VF I 1 DIN REAL HJ EMENTS Same Requirement for ALL dties If your project is: <$75,500 $75,500- S3150,01X1 ,$#5.,1300 Type of Bidding Required: Minimal Comp titiian Process Small Works formal competitive Bidding Bidding Agencies may seek quotes directly from Individual of vendors. Noeligible tilimpetithieilRCW bidding required_ List of qualified cpptractOrs who can bid for are project behow$35O,0O0_ 3 5.0+7,1SS). Requires local agencies to award PW contracts to responsible bidderwith lowest responsive bid. Purchase of goods, equipment, %motieS, or mat eriaLs (not. connected with PW project] cities under 2t}Jb O papulation If your purchase 1st 37,500 $+ Soi1-$15,000 x $15,004 Type of Bidding Required: Minicrial Competition Process VeAddr List Formai Competitive Bidding Agenciesmtay seek quotes directly from indi�voduat uerdofs_ NO competitive bidding required_ List of vendors whq are interested in selling equipment, materials and supplies to the city. (fiC' 1 39.04.1K Required* advertise the solicitation, but there is no required method re wire d met Sealed bids and Public bid opening required_ Cities neer 20,000 population Type of Bidding Required: State law does mint establish anytspe€Ifl bld limits or competitive Riot essesthat first-class cities or code cities over2DiaDp must folimw for purchases. You should establish bid !inerts and competitive processes in policy. Services SameProfessional Requirement far ALL atlas Type of Bidding Required: Ail local governments mut follow the same qualifications- based selectioi QBS} pracessautlhnedin RON 39,60.You must solicit competetlrre blds and evaluate them based on qualifications, without, regardto Yost. Personal Services Same Requirement for ALL sties Type Of Bidding Required: Mate Law does not require any thresholds or processes for personal services contracting. if yoarr protect receives arty federal funding, must comply with federal competitive require men ts. _ Purchased Services Same Requirement for ALL cities Type of&ddin,g Required! State law does notprescribe drry thresholds or processes for purchased ser vices contracti ng. However, some purchased sero cesmay require payment of prevailing J 35 ) 177 2» ADMINISTRATION A. Purpose This policy is intended to d irect the purchase of goods and services ata reasonable cost» An open, fair, and competitive process is to be used whenever reasor able and possible. It is the City's policy to follow state re qu irernents regarding the expenditure of publicfunds,to provide a fair forum farthose interested in bidding on public contracts and to help ensure that public contracts are performed satisfactorily and efficiently at the least cost to the public while avoiding fraud and favoritisrn. B. Controlling Laws The expendltu res of pu bl is fu n ds for the purchase of and contracting for goods, services, supplies, and materials shall comply with all applicable state law requirements asset forth in the Revised Code of Washington {RCM and the Washington Administrative Code (WAC), in addition to other applicable local and federal laws and regulations. The City Attorney shall beconsulted whenquestions regardingpotential con' Ras arise. C, Compliance with Policy The City's department heads shall implement, monitor, and enforce these poruaes» In the event of an y conflict In procurement requirements or questions about prope rprocedur-e orother requirements, the matte r shall be re (erred to the Finance Director. Willful or intentional violations of public procurement requirements may resuIt in personal pens Ides, financial Ilablllties, and/or discipline per RCW 39.30.020. t . Signing Authority and Approval 1) Per RCW 35A_11.010, the City's authority to contract„ and be contracted with, is vested in the City °cunni, City COLmcil has delegated authority to the Mayor to execute contracts an d contract modifications that meet the criteria of this Policy. 2) Any City staff member purchasing goods on behalf of the Catq+ without proper authorisation may be personally liable to th e vendor and the City, and subject to disciplinary action. 3) Electronic sign atu res of authorized City staff may be accepted pursuant to the City's Electronic Signature policy. 4) All work or any purchase authorized with a particular vendor, consultant, or contractor that cumulative lysis expected on a particular protect to a teed an an nual amount of $20,i]00 roust be In writIrtg, and approved according to the authority provided fo r within Section 7. 3. DET€RMININGTOTAL COST A Anticipated oast The anticipated annual need for agood or service{when It cart reasonably be projected) shall be used to determine the cost of that good or cervi e, and thus whichcorrtract approve I level, cost threshold, and other related pu rchasin g requi rernents apply. 178 ( 36 ) B. Prohibition on *BidSplltting" The breaking of any project Into units, cr acco mop]Ishing any prof tact by phases, is prohibited if it is done far the purposes of avoiding compliancewith bidding statutes. RCN 35.23.352(11. To avoid bld splitting: 1) Combine all phases of a public work project when estimating cost_ 2) Combine the total of foreseen identical items purchased at the same time or within a calendar year's time, in which the cost exceeds competition knits (i.e.office supolies, laundry services, Janitorial paper products, etc.) 3} Iterns that are designed, or intended to be used together( i.e., water meters and covers), and the cost exceeds competition limits, should be bid together, C. Total Costs toIndude Include costs such as taxes, freight a nd installatiancharges when determining .ivhich oastthreshdd applies. Co not include the value of a trade-in. Trade-in value should he considered, hetwever, to determine the lowest bid when competitive bidding is used. Further requirements for the total quantity of an item Iwhen they can be reasonably projected) should be considered when determiningwhich costthre$iuldand relatedpurdiasingrequirements apply. Finally, if a projectisto be completed In phases, the iota I emu mulated cost for all phases should be considered when determining whithcost threshold app lies. 4. VENIVIIRELATIONS A. Ethics of Procurement The City is corn rnitte dto provid inga very fair, transparent and egultab le process to ou r purchases. We ask all staff participating in asolicitation and/or award process to be thoughtful of a ny pe rceivedoractual conflicts of interest. See Tukwila MunicipalCode (TMCJ.Section 2.95.03O rCode of EthiCS fo r Empioyees anciAppointed Officials") for mare information. The city seeks toavoidsituationsthatinvolveconflictsofintermitsortheappearanccofsuchconflictsbasedon inappropriateoppartu nities to influencethe solicitation and/or award process. The City usesthe measures of how a reasonable person would perceive th e situation. A reasonable persrar standard might consider how the situation would appear if covered by a news story or viewed fro mtheperspective ofapublicinterestgroup. Common questions toask are: Could you comfortablyexplainyouraction5? Would tax payers believ+eyou wereacting in their best interest? City staff should refuse gifts, meals and invitatior6 to events such as concerts or sporting ents, that couIdbe reasonablypercenyedas: Improperly influeneingperformanrseof your official duties; a reward for awarding a contract; proffered orgiventoinfluence, firid favor, or With a reascinalsleexpectation ofereatingan obligation to the giver. Vendarsare pro1uil ted from offs ring giftsdurtng the solicitation and en suing contract award process. Coritaetthe City Attorney forassistance if you encounter unusuaisitclatiori5. Finally, contact the City Attorney before initiating a contract with a former City emplayeetodetermine if doing so would create an actual confiid of interest or the appearance of a conflict of interest ( 37 ) 179 a Buy Lneat It Is the City's policy to take affirmative Steps to encouragelocal businesses to apply to participate In the procurement process_ Fu ether, to the extent legally possible, the City will consider the use of those local businesse sin order to support andenhancethe localeconomy, C Environmi:ntalSustainability The City iS committed to the protection ofthe environment arid has taken steps towards be corning more sustainaipie. Aocard nglyr departrrmernsare stronglyencouraged to purchase recycled and other environmentally preferable pr uctswhenever practicable and to encouragethisofthe ircontractars- However, nothing in thispolicy shall be construed as req uiring th a purchase ofprgd ucts that do not perform ad•quteIy or are not available at a reasonable price, D. Soclaf Equity The City shall endeavor to contract with minority-owned businesses and contract rsand materialssu ppliers pursuant tothegoafs outline dif! the sty's Equity Polity,whichprovides guidance toCrtyeledtedof�iicials,staff, boards and c=ommissions, partners,. residents, businesyesand gut on how to active lyprorndte. a auItalsle access to opportunities and seruices. 5. G RAIJT5 AN DFEGERAL FUND/NG A. General Rule N ot all grant fundedprojects are covered by this policy because many of thegrants have their awn procure rnentreq+utrerr.ents_ 6rantManagers are responsible fgtgraritpurchnes, but shall tomtit with Finance Director ordesignee priortoinitiating any grant purchases. G rant m anagers are responsible for e nsuring a II grant purchases aomplywith grant procurement req urements. B. Purchases of Goads arService Rei n ursable from a FederaIGran t When spending. federal fundirg,the City compiles with the Llniforre Administrative Requirement, Cost Pnnelpals, andAi d it Requiremenxtsfor Federal Awards IUniforrnGuidance published in Tee 2 the Code of Fe derail Regulations {2 CFR 200), specifically 2 CFR 20@_11athrough 20(1.326, which earl be accessed HERE_ Please note that all grants are different, so one size does not fit all, Some grants s implyrequire youto use your awn procurement rules, while others require youto inert t1* canfracir clauses into your contract_ However, some general guidelinesfrom the Uniform Standards are outline dh lova 11 Section 200,62 of the UniformGuidance re ENires and defines inte rna I control overcomplianoe requirements for federalawards tomeana process imp iementedbythe City designed to provide reasanableassurartceregarding the achievement of the following objectivesfor Fe decal awards: a. Transactions are proe+rlyrecordedandaccountedfor,inordeirtor i. Pe rrnit the ;preparation of reliable financial state rnents and Federal reports; 11, Maintain accountabilitynverassets; and 111 Lternonstrate corn plrance with Federal statutes, regulatio ns, and the tie rrns and conditions of the Federal award; 180 ( 38 b_ Transactions are executed In compliance with i. Fe derail statutes, regulations,. and the terns aridcon ditionsofthe Fed era Iatiwardthat c+auId have a direct and materiraleffect on a Federal program,and li. Any asthe r redae ral statutesand regulationsthat are identified in the Comp fiance Supplement; and iii, Funds, property, and other assets are safeguarded against loss from un,authorized use or disposition. 2) 5aittion .320 of the U niform G uidance requires the City to ensti re that pu rchases are procured in accordance with the following guidelines: a. Procurement of$ 000orrdunder: To the extent practirable,the City must distribute these purchases equitably amongquelih dsuppliers. Purchases maybeawarded withoutsolielting cornpe atria quotations if the City considers the price to be reasonable b. Prvturerneretbetween $3,000ord$154G Price or rate quotatiar mustbe obtained f rom an adk gvatun.irribar sif qualified sources. c. Proeurerncrrtabove $150,000. Sealed Bids orCompe#itivePro posalsorSole Source; i SealaedBisls— Bidsarepubliclysolicitedandafixed pricecontract(IurnpsumUnit price is awarded to the responsible bidder whose bld, conforrriing with ant h ie material to rrr and conditions of th e invitation forbids, is the fowestin prh E. ii. CornpellthureProposals — Used when rnore than one sou rcehas subrnittedanoffer, and eitherafixed price orcost-reimbursement type contract Isawarded. It is generally used whe n co nditions are notapprvpriatefo,rthe use of sealed bids_ 3) Appendix II to Part NO—Contract provisionsfor dty co ntract undrsrfederal awards requires the City to verify that all contractors are not suspended or de bane d from Federal funding. Priorto executing a federal•aid agreement the City must verifystatus with the SysternforAward Managernent(SAM) at https ;/Jvuww. sam.gov/SAM/pages/pub Iic, aearchRecardsisea rch. isi to determine if the contractor/consultant has been excluded from biddingonafederalaid contraa, SAM is the electronic versica n of the Lists of Parties Excluded from Federal Procurement and Mon—Procurement Programs {Lists), which !de ntlfles those parties that have been suspended, debarred, otherwise exdudedfrom bidding onfederaIcontracts orconsuftantsthat will not be eligible forf edera1aid reimbursement. 4) Pursuant totheWashirr$ton5eororetaryofSteteLocalGovernmentRec rdsttetentlonSehedule, financial records pertain inghthe purchase must be retain ed in accord nce with the applicable Washington State Records Retention schedule_ Further, each City De partrnent awarded grant services shall maintain recardsof all purchases and be responsible for following grant requirements, ( 39 ) 181 S. COIN-MOILEDCoMMODI11E5 I f the cost of the following ite m{s} Is over $75.00, purch ase of the ite rn re quires approval from the Tukwila Technology and innovation Services f]e partment Director or designee: A. Computers and related equipment, fax rnachln es, printers, scanners and copiers, cell phones, telephoneequipmeri, pagers, softwa re or systems. B. Anything the Tukwila Technology arid I nnoaM on Services pepartrntent is requested or required to Irystail, ronne rt, a nd/ar se rviae. 7. TYPES OF PROJECTS AN Ca CO NTI2ACTAPPRO#AL LEVELS 1 he following types of projeclsand cantraCtapproval Revels are intendedtokrefor projects with previously allocated fund s a pp roved by City Council. A. PublirWork : 1j $20.00O or less Approved by 'Department Dire ctcr 2) $20,001 to $39,939, Approved by Mayor, providedthe project i5 in the Capital improvement Program (CI P). 31 $40,000 ormor e.__..:,_Approved by City Council All public works projects rnuStbe within the CIF budget, If additianalfunds are required, the re q ue st must be approved by thy Council. B. All other types of purchases ( prrtfesslonalsarwioes, personal se mikes, purchase d servftes, materials/supplies/equipment): Professio-nalservices provided by consultant thatfallunder archi-tecture, eri ineering, land surveying. or landscape architecture. Contract approval levers: 1) $20,000 or less Approved by Departmc nt Director 2} $2,001w$39. ,,,,ApprovedbyMayor 3) $44.0uo orrtsare Approved by City Council Cost mod ifications that, a ithersingly{ orcombinedwith al previous mad irru tions, increase the total' cont ractamountfrom underty over the $44,IMO signature threshold shall be approved by City Council. 3. THRESHOLD COST NEGOTIATION REQUIREMENTS The foflowing cost thresholds ap ply for purchases of supplies, eq uiprnent, and non-professional services. Non-prpfesionalserwice5 include rou tine and rontinuingfunctions predomnate iyrelate dtophysical activities. The cost thresholds below do not apply to purchase constituting public works or professional services {Including architectural or engine eriingservIcesj. Refer to Section 13 for situations involving sole source or emergency purchases - 182 (an] A- $10,000 or Less: Direct negotiation Purchases in this price range may be ente red into thro ugh direct negotiation- Competition is hot required, though departments should still make eve ry effort to receive the best price possible. Documentation on all Quotesshould be retained. B, $10,000 to $50,000: 3 quotes needed For purchase 5in ibis price range, at least three quote shall be obtained- Quote smay be obtained by telephone or in writing. a¢cumentatlon On all quotes Will be retained- Th e d ocume ntation will include the date, time, vendor contactname, phone num be r, email (if ppIicaI Ie price quoted and an' reasons for acceptance or refusal of the quote, C. $54,000 or More: Competitive Bids For purchases in this price range, competitive bids shall be obtained from at least vendors. Bidsdc+ not need to be seale d but shall be In writing. Set Section 10 on competitive bidding fora detailed description of the procedure5tobe followed. 9. PUBLIC WORKS PROJECTS Public works protects are defined by RCW39-04-010 to include but are not limited to work, construction, a Iteration, re pa ir,orimprovemert lotficrthan vrdinarymainte nance, engineering analyse, end design and other professional services) x2cuted at the City's oast, or w hlch Is by law a lie n or charge on any property therein. If the Citycontractsoutformaintenan,cearrepairs, the worl is public work for biddingand prevailing wage purposes.. A. Defining Project Costs The cost of public woks project includestherestsof materials, sup plies, equipment, and labor on the torlstructiort of that project_ It is im portant to deterrn irre the estiriated total c onstructicn of each project in ord-ertocorrectlyapplybldlimitdollaramauntsto determine if the public wor ks project must be competitively bid. If the total project amount is overthe bidthreshcld5,then all trait no pnatter the indiriduddollar 8 mono ltr must be procured through the bid process. The estimate tray be prepared byan outside third party; however,thefinal cost estimate must be validatedbythe City, B. City Labor The Cityrn ay use Public Worts staff to perform and execute all projects not exceeding $1115,155(rrE.Ibplecrafts), or not exeeeding$75,000lsinglecraft). RCW35,23352 These projects include equipment, materiel, supplies.and labor cost. Howewer the City must provide a repo rt tothe state auditorofthe cost of all pubic wario excessof $5,0O0thatare riot let by contract. For any project usirsg City workersthat costs in excess of525,0OO,theCity must publish cl riptiiurtoftheprr project and Itsestimated costln its offida I newspaper at least 15 days before beginning the work. RCW39.04.020. C. Bid Requirements Washington State law req uiresthe Cityto call for bids whenever the cost ofa public work will exceed $116155, if more than one craftortrade is involved. If onlya single craft or traders rte projecti for street signalitatlonorstreetllghtingrbidsmustbecalledforifthecostisgreaterthan$75,000. The City has establishedthefollowing additional iguidelinesfortime bidding process: ( 41 ) 183 1) Pu.ttfic WorksPrraliecl $0 w $5170. No competitive bidding is needed. 21 PubfkWorks Projects $501to$Z $E500: Solicit 3informal quotes b,ytele phone orinwriting, 3j POYeWtrrksProfrcrs$ ,501 to $14000: Solicit 3informal quotes bytelephorieorinwriting, prefershiyfrorrr the5mall Works Roster_ 41 Public Walks Pra cls$14tiO1ta, ,000o Solicit3quotesfrom the Small Works Roster. 5) Public Works Projects$35,O01to$190,00th Solititguotesfrom atleast five contrattorsonthe Small Works Rosterin a m: annerthat will equitablydistributeopportunitiies. 6) Public UVarf.5P ects$15O,0P1 ha$30Q, 0001 Solicit 5quotes frorrrSmall Works Roster andnotifythe re ma iningcoal ractorson the Rasterthat quotes on the work.arebeingsought. 7) Exceptions. If the public works projectI $250, COD orgneaterarid is fu n ded in whole or in part with federal funds, aforrnal bid process is required. This threshold is set by the federal government at 2 CFR g2130.22 and 48 CFR g 2,101 ("5irnpiified acquisition threshold") and Is subject to periodic adjustnrrerrtfor infladon pursuant to 41 U.5_C.1 190. 3 PubiicWorks projects Mare awn $300,[ : Adaertlseand call for bids using the form albid process. All oontractsare tobeawarded tothe lowest responsible bidder. RCW39.04,. 50outtinesoireria rhat a bidder must meet in orde r to be considered responsible. D. small Works Rostcr' if the publkworkscontract isless thari$350'.CFstate la:authorizescitiestouseasmallworksrosterprcxess rathe r th an thegeneralcornpetitive bidlingrequirernerrtstoaward publiccontracts. The Cityhascontracted with MRSC (Municipal Rewarch and Services Center) for the useofa statewide e lectronic database forsmail public wurkscontractors, consultings€rvices, andvendors, E. Limited PtibbicWorks Process The limited publicworksprocess isatype ofsmell works roster pre sthatappliesor ytocontractsestimattdto cog lessthan$50,000- Whibrid arl tisernErrtisrequired,theCitymuststills.frcitelectaonicorwritten quotations from a minimum of three contractorsfrom the appropriate SrnaillMorks Roster. This process described in RCN 39.04.155(3) and alb otheCitytawaiveth€paymentand performance bondrequirernentsof Chapter39.Cte RCW and the retainage requirements of Chapter 60.72 RCW. However, prevailing wage affidaavits and insuranee are still required. Consult with tti e CityAtbrney for prior a pprovi when waiving both of these rem.' irerrients. F. PrevaihngWages. The City is required by RCW34.12.04C to req airs contractors to pay prevailing wrages an all pu bit wrorla contra A"Statement of Intent to Pay Prevailing Wages" must be received forma contractor before any payment is made, and an "Affidavit of Wages Paid' must bereimiuedfollowing final acceptance of the work. 184 ( 42 ) G. Bid Deposit, Performance Bond, and Payment Bond The City may require a bid deposity Fen solicitingcompetitive quoti or bids_ The bid deposit can beinthefarmof a certified check or bid bond in an arnouritequal to and not lesstha n 5% of the total bid and shall be specified in the call for bids_ All public works contradtrrsshall fumisha performance bond and payment bond in anamount equaito the total amount ofthecontraction a form approved by the City Attorney_ In Ileu ofape rforeranceband on contracts of $15o,000or le Is, a contnct€w may requestto have 10% ofthe contract retained fora period of 31:1 days after the date of final acceptance. The request witIbeevaluated and accepted orrejected bythe City Attorney. H. Retainage Ctiapter60.213RCW outlinesthereq uirernentsrelatedtoretain age. The intent of the relainage is to guaranteethat labarersandmaterra1supplierswill be protected for payrnentcrfanyclaims arisingcinderthecontract arid with respecttotaxes, increases,penalties orliens related to apubtit improvement project ( RCA' €{t_28j. Reteinagemay also be used tosatisfytaxclaims bythe Department ofRevenue nclic) rthe City, prevailingwaeerelated claims by the Department ofLabarand I r•duchiesr unemployment compensation re lated cla ims by the EmploymentSecunty De partrrrent,andcontract performance claims bythe City itself. State law requires the City to withhold up to 5% of the contract priceforaeta ina.ge purposes. I. Public Works over$1rytilion RCuv3J_3D.t Sospaclfiesthat Inorderfortheirbidto be considered resporrsive everybidderforapubItcwc»1s con tract ofover Simillionrnustsubmit{eitherwiththeirbid orwithin one hour of the hid submittal time) the namespial] aubcontractorsthatwIll beusedierheating, ertiIatiori and air cQrdiolin ,. pturnbingandeledtrlrai work. J. Alternative PubiicWorks Contracting Procedures Chapter39.aa RCW permits alternative public works contracting procedures. The State legislature finds that the traditional process of awarding public works contracts in lumpsurn to the lowest ares:ponslble bidder is a fair and objective method of selecting a contractor. However, under certain circumstances, alternative public works contractIng procedures may best serve the public imerestrf suchprocedures are Implemented in an openand fair process based onobjecth+e+an¢eau table criteria. If the City desires to utilize the alternative procedures, its hall fallow the requirements set out in RCW 33.10- 10. CONVERTIVE BIDDING PROCESS A. Public Notice RCW35.23.352(1E sets out the advertising requirernentsfcarthe public works bidding precess. Forallcontracts. that requirebids..naliceshall bepublished Inthe official newspaper tleast13dayspriartotheduedatefor bids_ B. Bid Specifications RIdspecif-rtatiionsshauld incorpvrateadearand atcurate description of the technicaI re irerrier for the materia(, product, orserviceto be purchased_ Such descriptions should not containfeatwres that unduly restrict competition. ( 43 ) 185 When it is impractical or unetororrricatto make clear and accurate description req uirements,a "brand name or equal" description may be used. The responsibility of demonstrating to the City's satisfaction that aprod uctis "equaI"tothat specified shall be on the vendor proposing the substitution. Re guests for approval of substitutions must be made with sufficient time to allow the City to adequately review the proposal, including time for verdorsto respond to question sand req uestsForadd itional Inferrrnatlon or clarification. The City has no obligation to accept prapasedsubstituti. Acceptance of asubstitute productproposedasan"equal" to that specifredywillbemade inwriting. If this acceptance occurs pniortothe bid, oth€rbidderswillbe notified to the extentpractirat. C. Award The contract will beawardedta the lowest responsive and responsible biddeewhosebid meets the requirer errtsandcriteria included in the lnultationfearbldsrorall bids will berejected. RCW39.04.350outlines criteria that a bidder must meet in order to be C011151cleredresponsible. The City also requires that the contractor roust: ▪ Have or agree to obtain acurre ntcity 'businesslicerise • Be current with .all applieable licenses, taxes, and fees owed to the City ofTukwlla hi addition, the Ciwadoptsthe following supplementalaiteria which maybe used inconnectatu with specified projects~ • The ability, capacity, and skill of the bidder to perfarrnthecontract or provide the servicerequired • The character, integrity,, rep utatirsn,judgment,experience, and efficiency of the bidder • Whether the b idde r can perform the €ontractwithinthe time specified • The quality of perf+orrnanceof pretriausaxwntractsarsa rwices • The previous and existing compliance by the bidder with Taws relatirg to the Contract orsenrwces • Such otherinformation as maybe secured having bearing on the declsiontaaward the contract When using the supplemental t tertt described above, the Citywili Iridude the supplemental criteria in the bidding documents, together with a basis for evaluation, deadline for bidde rto submit required documentation, and deadline for bidder to appeal a "not responsible" determination. Whena trade-in option exists and is in the City's best interest, the price offered on thetr,ade-inwwill be considered whe n determining the Iowvest responsive and responsible bide. F CW X9.30.0m allows any la cal sales tax revenue generated by the pu rch as e to be considered in determining the lowe st re sponse and responsible bid. Other preferencesfavoring kwal businesses. are riot permitted_ D. Cancellation An invitation for bids may be cancelled. Adr tionally,theCity{at is sole discretion)may choose to reject any or all bids. inWhelk or In part. Aresolrution Is the preferred methodfa.rrejecting all bids; examples may be found In the City's Digital Records Center or by contacting the City Clerk's Office. 186 ( 44 ) E. Bid Submittal Bids will be submitted asspecifiedintheInvitationforBid bythe appointedciateand time listed Inthe invitation, Eathbid will bedated, andtime stamped asitIsreceived. Late 'bldswill not beaccepted. If the bid is fora sealed bid prote ss„ all qua lifted hids will be openett and read aloud publietyatthe appo inted time. No Caty rep resentttiveshall inform aoontraeta rof the termsoramount of any other contractor's bid for the same proj oat prior to the hid ape ruing date and time. Once bids harve been s.ubrnitted (and opened, if th a bids are se a le di, the City may not negotiate with bidders. The contract rnustbeawarded tothek westresponsive and resporr blebidder, oreIse aII bids must he rejected. A written recdshallbemadeofeachcontrac eshidonaprojectandofanyconditlonsimposedonthebid. Immediately after an award Is made, the bid euotationssh all be recorded, open to public inspection, and available byteiephoneinquiry. F. Rid Security RCW 35.23.352{ 11 provides that each bid must be accompanied by a bid proposal deposit In the formaf a cashier''s check, postal money order, or surety bond to the City Coundl for least 5% of the h id a rriou nt, Includingsalestass. The statute adds that "no bid shall becons lderedUnless acc rmpaniedbysuehbid prcposa I deit.' G. Non -Collusion AffidavIt Each biddershall be required to warra ittlhatthelrbid is genuine,and that they have not entered) into =fusion with other bidders, by submitting with th eir bid an executed and notarized afhdavlton a form appnovedd by the CityAttorney. 11, SERVICE CATEGORIES There are several different rategorie5 of services, so It Is important to date rrnine what service you need because that may guid e the mannerof solicitation. A. Professional Architectural and Engineering Services Professional architectural and engineering (A&E) services are s.eraces provided by a ny person, oth•erthan an employee of the agency, that fall underthe generalstatutorydefinitionsof= • Chapter 18.08 R N i rchite cls) • Chapter 18.43 RCW Engineers and Land Surveyors] • Chapter 18.96 RCW ILandscape Architeds} 1} PurchaseA&E services. By law, A&E cansultants are first selected based upon theirqualificationsa5 opposed to price. See Chapter 39.80 RCW. This statute says that city may not consider p rice in the selection process for professional A&E services. Rather, the City' mustselettthe most qualifiedfirm a n d the n negotiate a price for the work contemplated. The re are two ways to selea an A&E.consultant • Use a Request for Proposal (RFP). This requires the City to draft a written scope of the projectand list the criteria vsedto select the consultantfromthe City's MR5Carchiteaural, landscape architectural, and engineering service roster pursuant to the process in Chapter 39.80 RCW. ( 45 ) 187 • Use Request for Ctualifications(RFQ).. This require sfollowingthe formal RFQ pro -cess in Chapter 3920 RCW. Once consultants have submitted their proposals orqualifi tons, as applicable, the City will negotiate a contract with the most quakfied firm at a price the City dee ins faW artd rea sonable. In making its determination, the City will take into account the estimated value of the services to be rendered as we 11 as the scope, complexity, and professional nature of the service to he provided. If the City is unable to negotiate a satisfactory contract with the firm selected ata price that is determined fairand reasonable, negotiations with thatfirm will be formallyterminated. Another firm wrl then be selected, and the process continued u ntil an agreement isreached or the process terminated. 2) Publication. RCW 39.8A O30 requirmesthat the City Shall publish in advance the City's requirement for professional services_ The City may comply with this section by_ (1) publishing an announcement on each occasion when profession a I se rvices provided by a consultant are required by the City; or (2) announcinggenerally to the public its projected requirementsfor any category or bile of professio nal service to create a Consultant Roster_ Advertising for the Consultant Roster must be done at least once a yearlay PARK= the City's behalf_ The MRSC Consultant Rosterwill distinguish between professional architectural and engineering services as defined in RCN 39.8DO20 and other consulting services. Firms or pe rsons providing consulting services shall be added to the appropriate Roster at any time they submit a written request and necessary records, The city reserves the rightttt publish an announcement on each occasion when professional services or otherconsuking services are required. S. Personal Services Person: al services are those provided byindependent consultants that require specialized knowledge, advanced education, and/or professional licensi ng to provide intellectual service. This includes but is not lirnited to accountants, attorneys, strategic planners,stutliesf a nalysls,and tralnings_ Piirchases of P+ersn ri al services. Persona I services can he purchased n a variety o f ways. The city can send a written solicitation to qualified firms or indNisivais de scribing the needed services. This solicitation shouldrequest prices, sdiedule5, and qualifications_ If helpfuI, utilize the MILSC Consuhant Roster. Atte motive ly,developaformal RFP and advertise for the services desired_ C. Purchased Services Purchased services include those provided byvendorsfor routine, necessary and continuing functions of the City_ These servIcesare usually repetitive, routine, ormechanical in nature, support the agency's day- to-day operations, involve the completion ofspeCific tasks or projects, and Involve minimal decision- making, There area number of purchased services, however, that hove r owerth at thin gray line between purchasedservicesand public works contracting. For exam pie, the Department ofLabor and Industries considerssome servicecontracts„ such as IfifAC maintenance or road striping, to be public works proj ects and s ib act to public bidding requirements. if a particular contract is very near the gray 1102, the conseNative app roach is to consider it a public works contract. 188 ( 46 ) ra rehgsesofPurchasedSen,Iccs, Similar to personal services, purchased services can be procured in a variety of ways. The Ciitycain obtain quotes, or use a formal hid, or an RFP. if obtaining quotes, include requeStfor price, sthedvles, and qualifications- Evaluate proposals received and determine the lowest responsive bidder. 12.. MATERIALS, SUPPLIES, EQUIPMENT(UNRELATED TOPI,1BLICWORKS, SERVICES, ARE) Distinguishing between puiodic works and materials, supplies, and equipment not used in public works is important because different biddingrequirements apply toeach, Some "r iaterials, supplies, and equipment"notused in connection with a public works pmjector Improve-mentare fairly easy to identify (rubber bands, fire trucks, copy machines), as well as many "services." Sorne mate ria is, supplies, and equipment are more am biguous. Oth ermaterials, including telecornrnunicatlons, data processing, and software have specific purchasing guidelines established in state law. A. Telecommunications, Data Prouessilig and Software. The State Legislature, recognizing the unique aspects of corn puterand teleoemm unication systems, established an alternative process for making such purchases. RCW 39.04:274, which is available to all municipalities, allows purchases through use of an alternative competitive negotiation process requiring, at a minimum, the following steps: 1) A request for proposals ( RF P} must be published in a newspaper of ge neral circulation at least 13 days before the last date on which the proposals will be received, 2] The REP rnuetidentify signifi+ nt evaluation factors, including price, and their relative importance. 3} The City must provide reasonable procedures for technicalevaluator' of the proposals, identification of qualified spumes, and selection farawarding the contract. 4) The award must be made to the qualified bidder whose proposal is "most advantage ous'to the City. 5) The City may reject all proposals for good causeand request new proposals. B. Additional guidance regarding purchasesof materials,suppliesand equipment can be found in Section R. Refer to the Procurement PelicyTable In Section 1 of this policy, and ask questions if you are Uncertain. 13. EXCEPTIONS TO Tel E COMPETmWE PROCESS State law provides for exceptions tothe biddingrequire mentsoiitlieedinabovesections. These exceptions only waive the competitive bidding requirements, nvtthe contractual requirements, approvals, or insurance requirements. City staff may not use personal pre fare n ce as the basis for claiming a single source ofs ippfy- Exceptionstothe competitive bidding re qu ireme nts include: Pu rchas es thatare clearlyand legitimately limited to aSingle source af supplysuch as: o Lice nsedorpatentedgoodorservire c Items that are uniquelycompatible with eaustingequIpmenr.. Inarertittry,systems, programs or services ( 47 ) 189 o Meets City standards (ie. watermeters) o Factory -authorized wairantyse rvuces A resolution is the preferred method far sole source purchases; examples may be found in the City's Digital Records center or by contacting the City Cie rk'sOffice. • Purchasesinvolving s pecialfacilitreS or marketcand'itia;s • Itemisofspecialdesign, shape ormanufacture that matches orf its with existing egLiprn nt ivento ry, systems • ite m will be sold before the Cltycan con duct the bid process when over bid thresholds • Purchasesinanemergency (seeTMC Chapter 2 57,"EmergencyManagement") A resolution is the preferred method for declaring an emergency as prerequisite to purchases during an emergency, examples maybe found in the City's Digital Records Centeror by contacting the City Clerk's Office. • Inter-fiovern mental Cooperative Purchases • Purchases oflnsuranceorbonds • poi lutioncontrol facilities andsome neihbanccod "self -he Ip" projects may tmexempt from bidding requirements • Cities maryb.Irethest.ateorcountytodoroadprojectiwitho tgoingoutforbids • Real property_ Aco uisitionofrealpropertyis exemptfrom the competitive biddingrequirements of this policy. U pon ap prova I of the CityCou ncil, the City Administrator may proceed to acq u ire real property through negotiation. Such negotiations shall bebased upon anindependentfeeappraisal ofthe property. 14. DISPOSAL OF Ai RPLV S PROP ERTy A. Policy Statement City assets in excess of $5iO that a re no longer useable, are no longer of value to the City, or are surplus to the City's needs may not be removed from City ownership, sold, or in any °therway disposedwithout a declaration byresolution of the City Council_ Similarly, Items in excess of thatare no longe ruse able, are r10 longer of value to the City, or are surplus to the City's needs may not he removed from City ownership, sold, or in any otherway disposed with° u t approval by the Mayor or City Adm inistrator. Ail ite ms of $100 or less may be disposed In accordance with the direction of department directors. B_ Definitions City Asset means any tangible ite m purchased with City funds valued in excess of $100. TIS Asset means compute rs and related equipment,fax machines, printers, scanners and copiers, cell phones, tele phone equipment, pagers, software or systems, and anything the Tu kw Oa Tech nolgyand innovation Services Department Is requested or required to in stall, connect, or service. 190 ( 48 ) C. Procedures 2) Div asalof atyi pertyvalureadlesstlresrr shall fallow this profs. O Whe n a City department determines an item of this value is surplus to its needs, th e department shall notify the Mayor's Office and all otherCity departments of the item savailabgity, seeking flrstto reassign Its use to ancatherCity department. TISAssets shallbe exemptfrorn this note lratlan requirementto City departmentsotherthan the Mayor's office_ o if no otherdepartments are interested in the Item, it may be disposed in the method seen most prudent by the de pertinent director_ The director should first notify the Mayors Office and Finance Department of the intended method of disposal prior to finalizing the process for disposal_ 211 Disposal of City property valued at 5500 at more shall fano wtitrsprocess: ¢ Reassignment of Assets, t he n a City department makes a dete rrnin atipri that a City or TIS Asset with a value of S930 or more is surplus to its needs, the departmentshall notify the Mayors Office. The rwlayor's Office shall assess whether the City Asset can be reassigned within another City department where it can be of use or value. TIS Assets shall be exempt(rarnthe requirement to be reassigned tootherCity departments. O Minimum Requirements.. if it is riot possible to reassign the City Asset or the item is a 115 Asset, the Mayor' sOffice shall prepare the asset For declaration of surplusbythe City Council, Each asset requiring a declaration of surplus must have a value assigned and a recommended method of disposal. o Methods of Dispersal. The primary method of disposal to the gene ralpublic is by sale. Recognized meth+dS+ fsale include cilrectsale, sealed bid, trade-in or auction, Other methQcls+afdisposal to the general public must be clearly detailed in writing and must have the consent of the City Council. o Transfer to Another PublicAgeney, The City Council may transferasirrplu5assettoanother public age nry upon written request and a determination that it is in the public interest to do so. Such request shall specify the asset andtheinability oftheother publicagenzytoothavulse afford tobuy it. The City Council may e led to trade assets, authorizethe Mayor tonegotiate payrrientortra nsferthe asset without compensation, A resolution the preferred method for surpiussingof City property; examples may be found in the City's Digital Re cords Center or by contacting the City Clerk's Office. 31 A nidi Bonar Requirernerrts: aASSeits over $.5O,O00. If the value of the asset is estimated to be more than Mow, and if the sale or conveyance is to ariothergovemnrental entity, the provisions of RCVl Section 39,33.0M shall apply. This includes several requirements, including public hearing and certa in notice provisions, O UltilityAssets. If the asset was originally purdhasedfor'utility purposes, the provisions a RCW Se won 35.94.040 shall apply, This includes several requirements, including a resolute and public hearing. o Trade -Ins: Trade-in of old eq iprnent lo upgrade sim ilar o r reasonably related equipment is permitted when it is in rhe best interest of the City. The requesting Cepa rtnri nt Directors hall be region blefor the sale, trade, or other d ispositionof surplus pro pertyand scrap be longing tothe City of Tukwila when used for a trade-in. Trade-ins mustbe negotieteck, docurrkntedat "FairMarketValue"' by the Department Director, and ( 49 ) 191 declared surplus aheadoftitre bythe City. Fair Market Value can be determined byfindingcompara4le units that have beensold at online auctions. Other: If the asset propose des surplus is evidence released by the Court, seized assets or unclaimed prope rty, the mayor's Offices hall reit iewthe appropriate statutes prior to asking the City Council to declare It.surplus_ 4) Final Daum! ma con of VCriue When disposal Is made to the general publicthrough direct sale, sealed bad or auction, final daterminabonofvalue shall bethe highestrespor> iblebid oroffer. 51 1Prcilifblitedisenef!t Itis recognitedthat City Council mernbersand Mayor are prdilbitdd by state law from benefiting from the disposal ofpublic assetsoftheCity. , Great care 5houIdbetakentoassurethetaperCeptionofbenefit toemployeesandothers 'Joint usinesswiththe City does not occur. 5} Defegotion ofAutirarity The City Council may elect todelegatethetask ofdeclaring itemsst+rplustothe Mayor by arm riding pr adding to this policy and Identifying the conditions thereof within this policy. If such adelegation ismade,the prohibition ofbeneftingframthe dispasalofpublitassetsis extended to die Poi ay or aridhis/herirnmediat€ staff. 15. ADDITIONAL CONSIDERATIONS A. Certificates of Insurance The contractor or corconsultant may be req uired to prouidethe C.kywith aCe rtifkateof Insurance, naming th e City as primary and noncantaibutoryadditional insured with an additional attached endorsement. Insurance require rnents are determined by WCIA ( Washington Cities I nsurartce Authority) andthe I tyAUtorney, B. State Contractor's License it Is unlawful for the City to hire anyoneto perform public work o our propertythatdoes not haw avaiid State of Washington Contractor's License. If someone is not properly licensed, IX) NOT HIRE THEM. you may lookup a contractor to determine If they haveavalid Contractors License at via the WashingtonStat;e Depart_rnentof Labor and I nd ustr+j su+tebslte: https: J/In i,wa. gov/licensir4g-hernnits/contractor s/hiring-a-cardtrartor/verify- contractor-tradesperson-bus iness C. tatyBusiness Licecse ACatyofTukwilabusinesslicensemayberequiiredforanypersonorbusinessworkinginsidethecitylimits. See TMC title S, Business Licenses and Regulations -for specifies. 1E_ REFERENCES Revised Code of Washington (ROW) 39.80 {Contracts forArthitectunaI and EngineerongSe Nikes) RCW3 i.O4(Pu blit Works) RCW 39,34 ;Irate rlal Cooperation Act} RCW 35A.40(FiscalPrarrisions a pplicable to Code Cities), 35. 3 (Second Class Cities) 192 ( 50 ) Munlelpaf Re sea reit Services Center (MRSC)pubiication: 'City Ridding Book—Washington State" Federal Off Ice of Menagernent and Budget (OMB} tirrforn7Guidance CFRs: Title 2CFR 20D. et al City of Tukwila Gra nts Policy (TBD) Procurement Card (Pcd) User Man ual City of Tukwila AdrninistrativePolicy–Equity Policy City of Tukwila Administrative Polley 403-05– Processing of ContractsfAgneements City of Tukwila Capital Improvement Program Policies and Procedures 17. GLO55ARY Amendment – written modification oraddition to apurchase o rclerorcontract authorized by the appropriate auth orit. Jird– The executed document subrnitted byabidder in response to notice inviting bids, a proposal ora request far qualifications. Bid Bond–A bond Qrdeposit submitted with a bid,. for a sum not less than Sit of the bid a mount {Including sales tax}. Designed to helperisvrethat abid has been made in goodf aithandthatthebidderwillerrterintoacontr if a bid is accepte d. Bidder–A person or legal' entity who submits a bid in response to a sol`iWatlan_ Competitive &riding – The submission of prior's by individuals orflrins competing for a contract, privilege, or right tosupoly merchandiseorservlces. +Contract–A ve rbalor written, legally binding mutual promise between at least two parties. Designee–A dulyauthorized and appointsdrepresentative ofanemployee that holds a superior position to the personappointed to re presnth Irn or her, Emergency– Unforeseen circumstances beyond the City's control that p resent a reak immediate threatto the proper perfonnanceof essential functions, or that will likely result in material Joss to property, bodily injury, or loss of fife if immediate action is not taken. Equftrrb+distribute"–MeansthaCitymaynotfavorcertain contractors on the appropriate Small Works Roster overother contractors or the appropriate Small works Roster who perforin similar services. Lowest (Responsive and) Responsible &rider–The bidder submitting the lowest price that is. also capable of perfon-ningthe proposed contract_ See also "responsive bid cler and' responsiblebidde ." Non -Prof mita!servicesorPirrrhasedServices–servicesprovidedbyvendorsforroutine,necessaryand continuing function sof alocal agency, relative toaphysicalactivity, Examples include, butare not limitedto: • Courlerservices • Janitorial services • Disposal services • vehicle inspection, repairorup-flttirg • Office furnlshire installation • HVAC system maintenance ( 51 ) 193 OrdinaryMaintenaance-Work not perfarrnedbycontract andthat is performed on a regularbasis (daily, weekly, monthly -but not less. than once per ye r to erice dieck or repFace iIerri5tbt re not bikeii- Also def in ed as work not performed bycontract that isnot regularlyscheduled,but isrequired tomaintain anasset so that repaIrdoes not become necessary_ Prevaitrng Wages - The hourlywages, usual benefits, ando,rertkiic paid in the largest city in each CM ntyto the majctrltyaf workers, laborers, and mechanics. Prevailing wages are established by theWashington ashirgton State DepartmentofLabarandIndustriesforeaditradeandoccupatianernployedIntheperformanceofpublic work_ Theyare established separatelyforeaeh county, and are reflective of local wage conditions ProfesstarrrriServii -Services which provide profcssionalortechnicalexpertise toaccomplishaspecificstudy, project task, or other workstaterrient, Examples include, but are not limited to: • Architectural, engineering ordesign services • Accounting and auditing • Bond orlrrsuranee brokerage • Consulting services • Legal services Real estate appraisals or title abstracts • Relocation assistance • Surveying ■ Soils analysis or core testing • Wate r quality rrranitaoring Pubkrc Wank - A II work, construction. alteration, repair, or improvement other thanordinary maintenance, exeecutad atthe cost of the City, or which Is by law a lienor charge on any prope rtytherein, Quotation -A state merit of price,terms of sale, and description ofgoods arservices offered by a prospective sellerto a prospective purchaser, usuallyfor purchases below the amount requiring formal bidding. For professional servicecontracts,questeswouldtyplcallyincludethequaliricationsoftheprcnederandmayormay not include pricing info rrna-tiondepending on the situation. Request/orPropose REP) - All documents, whether attached orincorporatedbyreference, utilized 'for soliciting competitive propasals. The RFP praxedure permits negatiation of proposals and prives,asdistinguished from corn petitive bidding and a notice inviting bids, The procedure allowschanptesta be made. afterproposaIs are opened and contemplatesthat the nature of the proposals and/or prices offered will be negotiated prior to award. RequestforQrrailf;ration (Ftn - A document gen erally used for obtaininga summairy of qualikatianfrom prospective providers of professional services- Resvonsifiie thacier- A person or legal entitywho has the capabllityin all respects to perform infuIIthe contract requirements,and the integrity and re liability which will assure good faith performance. Responsive Bidder - A person or legal entity who has s:ubmitteda bid conforrrnngin all materia l respectstothe teams and conditions, specifFicationsandother requiremenb in arequest for bids. Seated 8id-A bid which has been submitted Li asealed envelope to prevent its eontentsfram being revealed before the deadline for the subrnissiorrof all bids. 194 ( 52 ) 5oieSorurce— An award for a purchase to theonlyreasonably known capable vendor clue to the unique nai,ure Of the requirement, the vendor, dr market conditions. Sprrerificatiarm -A description of what the pugchaaerseekstobuy oraccomplish — and consequently what a bidder mast be responsive to Inordertobecons lderedforaward ofacontrast. Maybe a description of the physical orfunctional& arractte istics, or the nature of a supply orservice, May also include a description of any re qu irernentsfor inspecting, testing, or preparing a supply arse Nice item for delivery. Surplus propvtly— Any tangible, personal property owned by the Citythat is no longer needed or usable, pre sentlyor inthe f oreseeable futu re. -� 53 j- 195 BOND RATING 54 196 RATING OVERVIEW Tukwila's General Obligation (GO) bond rating acts as the City's credit rating and is a measure of the overall financial stability of the City. In order to fund large capital projects, the City issues bonds, or debt, and the purchase of those bonds provides the financing for these capital projects. The GO bond rating indicates how safe of an investment the City's bonds are to potential purchasers. There are three main municipal bond rating agencies: Moody's, Standard & Poor's, and Fitch. Each rating agency has a proprietary methodology for assigning ratings to a municipality. RATING SCALE Investment Grade Moody's 5&P Fitch Meaning Aaa AAA AAAA Prime Aal AA+ AA+ High Grade Aa2 1 1 Aa AA- Al A+ A+ Upper Medium Grade A2 A3 A - Baal BBB+ BBB+ Lower Medium Grade Baa2 BBB BBB Baa3 BBB- BBB - Tukwila has a Limited General Obligation Bond rating of AA+ with Standard & Poor's. 55 197 Country Risk Industry Risk CRITERIA USED BY RATING AGENCIES Bating an issue In rating an individual deet ,s.sue, such as a corporate or municipal bond, S&P Global. Ratings typically uses, among other things, information from the issuer and othe r sources to evaluate the credit quality of the issue and the likelihood of default. In the case of bonds issued by+corporations or municipalities, rating, agencies typically begin with an evaluation of the creditworthiness of the issuer before assessing the credit oualityr of a specific debt issue. In analyzing debt issues, far example, S&P Global Ratings analysts evaluate, among other thongs_ The terms and conditions of the debt security and, if relevant, its Legal structure_ The relative seniority of the issue with regard to the issuer's other debt issues and priority of repayment in the event of default. The existence of external support or credit enhancements, such as Letters of credit, guarantees, insurance,, and collateral. These protections can provide a cushion that Limits the potential credit risks associated with a particular issue. Factors used for assessing S&P' Global Ratings corporate credit ratings Competitive Position Cash Flow/ Leverage - Diversification/Portfolio effect - Capital Structure - Financial Policy - Liquidity - Management/Governance - Comparable Ratings Analysis Group or Government Influence 198 ( 56 ) DEBT SERVICE SUMMARY Existing LTGO Debt SCORE Limited Tax, GO Bonds, Refunded 2019 (Moody's rating "Aa2" and S&P rating "AA+"): Pay for portion of the construction costs of SCORE jail, a correctional facility, in partnership with five other cities. Original issue amount $51,055,000 with $4,921,702 allocated to the City of Tukwila. SCORE plans to pay the debt service on behalf of the owner cities, which includes Tukwila. The debt has a 20 -year repayment schedule with interest rates ranging from 1.24% to 3.08% and is callable on December 1, 2029. Limited Tax GO Bonds, 2011 (Moody's rating "Aa3"): Proceeds used for arterial street capital projects. Original issue amount of $4,620,000. The debt has a 10 -year repayment schedule with interest rates ranging from 3.95% to 4.65% and is callable on December 1, 2021. Limited Tax GO Bonds, 2013 (private placement): Proceeds loaned to Tukwila Metropolitan Park District (TMPD) to pay for improvements to Tukwila Pool. Debt is being paid back by the TMPD. Original issue amount of $1,000,000 and has a 20 -year repayment schedule with interest rates ranging from 1.75% to 4.00%. Limited Tax GO Bonds, 2014 (private placement): Property purchased in the City's Tukwila Redevelopment (Urban Renewal) area. Original issue amount of $3,850,000 and has a 20 -year repayment schedule with interest rates ranging from 0.85% to 4.86%. Limited Tax GO Bonds, 2015 (S&P rating "AA"): Funding for Interurban Avenue South and Boeing Access Road Bridge projects. Interurban Avenue South consisted of designing and constructing sidewalks, pavement restoration, as well as drainage and lighting work. Boeing Access Road Bridge project rehabilitated the existing bridge with a 340' long concrete or steel bridge structure. Original issue amount of $5,825,000. The debt has a 20 -year repayment schedule with interest rates ranging from 2.25% to 3.00% and is callable on June 1, 2025. Limited Tax GO Bonds, 2017 (S&P rating "AA"): Funding for 42nd Street and 53rd Street Sidewalk projects. Original issue amount of $8,180,000. The debt has a 20 -year repayment schedule with interest rates ranging from 3.00% to 3.50% and is callable on June 1, 2027. Limited Tax GO Refunding Bonds, 2017 (private placement) : Funds used to purchase property in the City's Urban Renewal area. Original issue amount of $2,276,000 with a balloon payment due December 1, 2022. Interest rate ranges from 2.60% to 3.00%. Anticipated land sale revenue will be utilized to repay this debt. Limited Tax GO Bonds, 2018 (S&P rating "AA"): Funding to purchase land for the Public Works Shops facility. This debt is part of the Public Safety Plan. Original issue amount of $18,365,000. The debt has a 20 -year repayment schedule with interest rates ranging from 1.95% to 3.50% and is callable on June 1, 2027. Anticipated land sale revenue will be utilized to repay a portion of this debt. 57 199 Limited Tax GO Bonds, 2019 (S&P rating "AA"): Funding for Public Safety Plan projects including the construction of a Justice Center, two fire stations, and PW Shops. Original issue amount of $22,830,000. The debt has a 20 -year repayment schedule with interest rates ranging from 3.00% to 5.00% and is callable on June 1, 2029. Anticipated land sale revenue will be utilized to repay a portion of this debt. Limited Tax GO Refunding Bonds, 2020 (private placement) : Funding for Southcenter Parkway and Howard Hansen Dam projects. Original issue amount of $1,995,000. Interest rate for the life of the issue is 1.29%. Existing UTGO Debt Unlimited Tax GO Bonds, 2016 (S&P rating "AA"): Funding for Public Safety Plan projects including the purchase of land and construction of a Justice Center and two fire stations. Original issue amount of $32,990,000. The debt has a 20 -year repayment schedule with interest rates ranging from 4.50% to 5.00% and has an optional redemption date of December 1, 2026. Unlimited Tax GO Bonds, 2019 (S&P rating "AA"): Funding for Public Safety Plan projects including the construction of a Justice Center and two fire stations. Original issue amount of $37,770,000. The debt has a 20 -year repayment schedule with interest rates ranging from 3.00% to 5.00% and is callable on June 1, 2029. This issue is being repaid by an excess property tax levy. Existing Local Improvement District Debt Local Improvement District #33, 2013 (S&P rating "BBB"): Funding to improve access to the Southcenter area. Original issue amount of $6,687,500. The debt has a 20 -year repayment schedule with interest rates ranging from 3.15% to 5375%. Debt is being repaid from assessments on property within the LID #33 boundaries. Planned Debt Public Works Shop facility: Issue $2.85 million LTGO to finance general fund portion of Phase I of the PW Shops master plan. 58 200 CENTRAL SQUARE ERP SYSTEM 59 201 Prim date: February 4, 2022 Finance Enterprise Coding Guide City of Tukwila Finance Enterprise Account String [Key -Object] - Accounting Codes in Finance Enterprise are made up of two parts: the KEY and the OBJECT_ When writing out the account string, this is represented as KEY-OEiECT (separated with a hyphen). - Keys and Objects are configured with multiple `background parts° that are used for reporting and grouping of transactions_ - In the General Ledger these are called the GL Key and the GL Oblect code_ In theJob Ledger (replacement of project accounting) these are called the Job Key and Job Obiect code. General Ledger Keys (GL Key) Structure of the Standard EL Key All revenue and expense activity, as well as transfer in{out, are required to use the Standard 61 Key When recording transactions., The Standard Key is also referred to as the 'Long key'. These keys follow the structure outlined in the image below: A A 1. Budget Group Code 2 3 Fund/Department 4 5 6 Division/Function [c] Capital Flag Budget Group Code: The first two digit of the Standard GL Key is the budget group. This is the top level rollup of all funds related to a certain operational group in the City. AS—Administrative Services CD — Department of Community Developrr ent (DC DJ CN — City Council FD— Fire Department FN — Finance Department MC— Municipal Court MR— Mayor's Office PD — Police Department PR — Parks & Recreation PW — Public Works DS — Debt Service GW — Government Wide Fund/Department: Digits 3 through 5 of the Standard key identifies the Fund and Department of the Key. Page 1 of 2i 202 ( 60 ) Prat date: February 4, 2022 General Fund department will have a zero {0) in that first digit, followed by the two digit department code {ex_ 005 = General Fund, Finance Department]_ For all other funds the fund number will be used in these three digits {ex_ 412 = Surface Water fund). Division/Function: The last three digits cif the Standard Key identifies the unique division and/or function for that particular fund/department_ This segment, in conjunction with the prior three digits, identifies the Fund/Department/Division/Function of the activity. Capital Flag: When coding a capital expenditure purchase for a particular key, simply add a "C' to the end of your ordinary key_ - Example: ordinary key H4005100 => capital expenditure key FN005100C Fund Keys Another Key available in the system is the 'short' Fund Key. This is the same as the fund codes from Eden but is only available to be used with balance sheet accounts. When activity such as AP invoices or accounts receivable is entered in the system using the Standard 'long GL Key, it will settle using the associated Fund Key. ■ The one exception is fund 109, Drug Seizure Fund, which settles at the ' gr' key level (for cash, payables, receiaobles, etc.) due to the hacking/reporting regruiremera c of this sped revenue fund. Department Keys General Fund, Non -Departmental GF000100 — General Fund Non -Departmental - This Key is used primarily for general revenues (property tax, sales tax, etc_) and can also be used fortransfers intout that are not related to capital or debt service transfers_ GF000200 — General Fund Debt Service Transfers - This Key is used for General fund transfers out to debt service funds. GF00030O— General Fund Capital Transfers - This key is used for capital transfer infaut of the General Fund_ City Council CNO01100 — Gty Council Administration - Corresponds to Eden GL's 000.01.511.600. vc_xx Mayor's Office MR003100— Mayor's Office Administration - Corresponds to Eden GL's 000.03.513.104_xx_xx MR003500— Public Defense (Mayor's Office) - Corresponds to Eden GL's 000.03.512.500exx_xx Page 2 of 21 ( 61 ) 203 Pit date: February 4 2022 - Part of the Mayor's Office Administration division MR003700 — Economic Development - Corresponds to Eden GL's 000.03.55&.700_xx_xx MR003900 — Mayor's Office Community Promotion - Corresponds to Eden GL's 000.03.573.900_xx_ c - Part of the Mayor's Office Administration division MR003006 — City Atto rn eyr Services - Corresponds to Eden GL's 000.06.515.300_xx_xx Other Mayor's Office Keys (other funds) M 8101300 — Tourism Basic Operations - Corresponds to Eden GL's 101.00.557.300_xo - Hotel/Motel tax and other fund 101 revenue should be recorded under this key as well_ MR101301 —Tourism Joint Operations - Corresponds to Eden GL's 101.00.557.301_xx_xx MR101302 — Tourism Tukwila - Corresponds to Eden GL's 101.00.557.302xx_xx MR302300 — Facility Repair projects - Corresponds to Eden GL's 302.98_559.300_xx_xx - Transfers i nlout of fund 302 should use this key - Revenues for fund 302 should use this key - Adding a t to the key (MR302300C) corresponds to 302.9&_594.180.xx_xx and 302.98.594.190.xx.xx Administrative Services A5004100 — Department Ad m i n istration - Corresponds to Eden GL's 000.04.518.9000 AS004110 — Human Resources Administration - Corresponds to Eden GL's 000.04.518.100.xx_xx AS004120 — Human Resources Civil Service (part of HR division) - Corresponds to Eden GL's 000.04.518.110_xx_xx AS004201 — Community Services & Engagement - Corresponds to Eden GL's 000.04.557.201xx. c - Affordable housing tax revenue (Eden GL 000,313.270.00.00) is recorded to this key (GL Obj 313270) AS004210 — Minor Home Repair (part of Community Services & Engagement division) - Corresponds to Eden GL 000.04.557.202xx_ o - HUD Minor Horne Repair Grant revenue (Eden GL 000.333.142.18.00) is recoded to this key (GL Obj 333142) Page 3 of 21 204 ( 62 ) Print date: February 4, 2022 ASO04300 — City Clerk Administration - Corresponds to Eden GL's 000.04.514.300. xx_xx AS004900 —Voter Registration (part of City Clerk division) - Corresponds to Eden GL's 00O.04.514.900_xx_rc AS004012 —Technology & Innovation Services (TIS) - Eden GL's 000.04.518.880_xnc_xoc Other Administrative Services Keys (other funds) AS305180— Public Safety Plan General Government - Used for general revenues and transfers not specific to one project AS305210C — Public Safety Plan -Justice Center Eden GL 305.98.594.210_xocaoc Revenue & Non -capital expenses should use same key minus the capital flag (AS305210) AS305220C— Public Safety Plan -Fre Stations & Equipment - Eden GL 305e98.594.220.xoc.xo4 - Revenue & Non -capital expenses should use regular key; remove the capital flag (AS305220) AS306750 —Teen/Senior Intergenerational Center Project — Non -Capital - Used for costs associated with the Intergenerational Center project that are not Capital expenses. - Revenues specific to the Intergenerational Center Project AS31J6750C—Teen/Senior Intergenerational Center Project—Capital - Corresponds to Eden GL's 306.98.594.750_xoc_xx Boards & Corr n'issions AS004203 — Equity & Social Justice Commission - corres ponds to Eden GL's 00O.04.513.203.xx.xx - Prior to 2021 this was Eden GL O00.03.513.203xoc_ux Finance Department FNO05100 — Finance Department Administration Corresponds to Eden GL's 00O.05.514.230_xoc_x:x Adding a 'C' to the key (FN005100C) corresponds to 000.05.594.180_xac_xoc Other Finance Keys (other funds) FN105100 — Contingency Fund - Used kr revenues/expenses &Transfers inloutoffund 105 FN502370 — Claim Processing Corresponds to Eden GL's 502.0O.517.370_xoc_xcc Contributions to fund 502 as well as general revenues are recorded to this Key_ FN502900 —Wellness Program - Corresponds to Eden GL's 502.00.517.90O.xxc.m FN503200 — LEOFF 1 Retirees - Corresponds to Eden GL's 503.00.517.200_xflc_xoc Page 4 of 21 ( 63 ) 205 Print date.: February 4, 2022 - Contributions to fund 503 as well as general revenues are recorded to this Key. FN61120O — Firemen's Pension Fund - Used for revenues/expenses in Fund 611 FN64010O — City Custodial Funds - Used for revenues/expenses in Fund 640 - Most fund 640 activity will be balance sheet only and use the Fund Key 640 instead_ FN64110O — Non -City Funds Used for revenues/expenses in Fund 641 Fund 641 is a non -city asset fund; Spirit of Giving is the primary program recorded to this fund_ Most fund 641 activity will be balance sheet only and use the Fund Key 641 instead_ Parks & Recreation Department PRO07100— Recreation Department Administration - Corresponds to Eden GL's 000.07.571.100_xx_ c PR007200— Recreation Program Administration (Eden O00.07.571.200.xx_xx) PRO07201—Preschool Program (Eden 00O_07571.201xxx0 PROO72O2 — Youth Progm rns { Eden 000.07.571.202.xx.)x) PRO07203—Teen Programs (Eden 000.07.571.203.)cx.xx) PRO07204—Youth Free Services (Eden 000.07.571.2064_xx_ c ) PRO07205 — Wellness & Enrichment (Eden 0O0.07.571.2O6_m xx) P RO07207 — Senior Adult Programs ( Eden 000.07.571.207_)x.xx) PR0072O8 — Senior Free Services {Eden 000.07.571208_)c .xx) PRO07210 — Community Event & Volunteers (Eden 00O.07.571.210.xxxx) PRO07211— Planning & Business Operations (discontinued 2020) (Eden 0O0.07.571211_xxm) PRO07212 — Rental Operations (Eden 0O0.07.571.212_xx.xx) PR0158O0—Park Maintenance (Eden 000.15.576.800.u.0 PR0158O2 — Park Maintenance Garbage Cleanup - New key for Park Maintenance to account for costs related to garbage cleanup at parks PR0158O5—Park Facilities - New key for Park Maintenance to account for costs related to Park Facilities P R015810 — Parks Maintenance -Green Tukwila - New key for Park Maintenance to account for costs related to Green Tukwila Boards & Cornniissi ors PROO7001— Library Advisory Board - Corres ponds to Eden GL's 0O0.07.572..210_xx_xx - Prior to 2021 this was GL 000.O3_572.210_xx_xx P R0070O2 — Art Commission - Corresponds to Eden GL's 00O.07.573.200_xx_ c Prior to 2021 this was GL O00.03.573.20O_xx_xx PR015801— Park Commission - Corresponds to Eden GL's 00O.15.576.801_xx_xx Page 5 of 21 206 ( 64 ) Print dote: February 4, 2022 - Contributions to fund 503 as well as general revenues are recorded to this Key. FN611200 — Firemen's Pension Fund - Used for revenues/expenses in Fund 611 FN640100— City Custodial Funds Used for revenues/expenses in Fund 640 Most fund 640 activity will be balance sheet only and use the Fund Key 640 instead. FN641100 — Non -City Funds Used for revenues/expenses in Fund 641 Fund 641 is a non -city asset fund; .Spirit of Giving is the prin-ary program recorded to this fund_ Most fund 641 activity MI be balance sheet only and use the Fund Key 641 instead_ Parks & Recreation Department PR007100 — Recreation Department Administration - Corresponds to Eden GL's 000.07.571.100_xx_ c PR007200 — Recreation Program Administration (Eden 000.07.571.200.xx.)x) PR007201 — Preschool Program (Eden 000_07.571.2O1xx_xx) PR007202 —Youth Programs ( Eden 0{10.07.571.202_xx.)o) PR007203—Teen Programs (Eden 000,07,571.203xx.xx) PR007204—Youth Free Services (Eden 000.07.571,204_xx.xx) PR007206 — Wel l mess & Enrichment {Eden 000.07.571.206_xx_xx} PR007207— Senior Adult Programs (Eden 000.07.571.207.xxxx) PR007208 — Senior Free Services (Eden 000.07.571.200_xx.xx) PR007210—Community Events & Volunteers (Eden 000.07571.210.xxxx) PR007211 — Planning & Business Operations (discontinued 2020) {Eden O00.07.571.211_xx.xx} PR007212 — Rental Operations (Eden 000.07.571.212_xx.xx) PR015800—Park Maintenance (Eden 000.15.576.800_xxxx) PR015802—Park Maintenance Garbage Cleanup - New key for Park Maintenance to account for costs related to garbage cleanup at parks PR015805 — Park Facilities - New key for Park Maintenance to account for costs related to Park Facilities P RO15810 — Parks Maintenance -Green Tukwila - New key for Park Maintenance to account for costs related to Green Tukwila Boards & Commissions P R007001 — Library Advisory Board Corresponds to Eden GL's 000.07.572.210.>o .xx - Priorto2021this was GL000.03.572a210_o c PR007002 — Art Commission - Corresponds to Eden GL's 000.07.573.200_xx_xx - Prior to 2021 this was GL 100.03.573.200_xx_xx PRO15801 — Park Commission - Corresponds to Eden GL's 000.15.576.801_xx_ c Page 5 of 21 ( 65 ) 207 Print date: February 4, 2022 - Prior to 2021 this was GL 000.03.576.800_rot_ c Other Parks & Recreation Keys •[other funds) PR301800 — Land Acquisition, Parks Maintenance - Eden GL 301.918.576.800. xx.xx - With the exception of the 1% arts transfer, Fund 301 revenues and transfers should use this key. PR301S01— Land Acq Fund Arts - Eden GL 301.98.576.9OO_r®c_xx Transfers In for 1% Arts is recorded to this key_ PR541100 — Non -City Funds Used for revenues/expenses in Fund 641 Fund 641 is a non -city asset fund; Spirit of Giving is the primary program recorded to this fund. Most fund 641 activity will be balance sheet only and use the 'short' Fund Key 641 instead. Foster Golf Course PR411680 — Golf Operations Eden GL 411.00.576.680_xmoc for costs related to Golf Course Operations_ Greens fees, equipment rental and other course related revenues are recorded to this Key. PR411680C — Golf Course Capital Improvements - Eden GL 411.00.594.760_rax_xx For Golf Course Capital improvements_ PR411681 — Golf Course Pro -Shop - Eden GL 411_OO.576.681_roc_xx - Pro Shop rnerchandise PR411682 — Golf Carts - New key for GoIf Course to track PR411683 — Goff Equipment - New key for Golf Course to track PR411684 — Golf Course Irrigation - New key for Golf Course to track costs related to Darts costs related to Golf Equipment oasts related to Irrigation systems Department of Community Development CDOO8100— Dept of Community Development Administration (Eden 000.05_558.710xx_Kc CD00B200 — Planning (Eden 000.08.558.6O0.ao¢xx) CD008300 — Code Enforcement (Eden 000.O48.524.600_xx.xx) CD008500 — Permit Coordination (Eden 000.O8_55S.50O_rac_xx} CD008501 — Building Division (Eden 000.08.555.501_)o_xx) CD008900 — Recycling Program (Eden 000.08.554.9003oc.xx) CD008910 — TOM Program {Eden 00 i08_554.g10_xx_ c Boards & Commissions CD008201 — Planning Commission Corresponds to Eden GL's. 00O.08.558.606_rflc_xx - Prior to 2021 this was Eden GL O00.03.558.600xx_n Page 6of21 208 ( 66 ) Print date.: February 4, 2022 Municipal Court MC009100—Municipal Court, dITinistratian (Eden 000.09.512.500.xx.xx) MC009300— Municipal Court Probation (Eden 000.09.523.300.)x.xx) Police Department PD010100 — Police Department Administration (Eden 000.10.521.100_xx_xx) PD010600 —Police Emergency Management ( part of Administration Division) P0010210—Police Investigations (Eden 000_10_521.210.nm) ) P0010220—Police Patrol Division (Eden 000.1032.1.2220_)xooc) P0010230 —Police Support Operations (Eden 000.10.521.230_xx_xx) P0010240—Police Dispatch Services (Eden 000.10.521.240 )3‹.)a) (part of Traffic Division) P0010250 —Tukwila Anti -Crime (Eden 000.10.521.250.xx_xx) PD010260 —Police Special Operations (Eden 000.10.521.260xx.0 P0010300—Police Professional Standards (Eden 000.10.521.300m.m) ) P0010301—Animal Control {Eden 000_10.554.300_xx.xx) (part of Patrol Division) P0010400 —Police Training ( Eden 000.10.521.400_xx.xx) P0010500 —Police Facilities (Eden 000.10.5213003xx_acx) (part of Administration Division) P0010601— Monitoring of Prisoners. (Eden 000.10.523.220_)x_ c) (part of Patrol Division) P0010602 — SCORE Jail (Eden 000.10.523.600.xx_r () (part of Patrol Division) PD010700 —Traffic Division (Eden 000.10.521.700_ oc)c ) Other Police Dept Keys (other funds). The Drug Seizure fund (Fund 109) consists of two parts, State funds and Federal Funds. Fund 109 has been configured to settle balance sheet as well as Revenue & Expenses .atthe Key level. This will allow state & federal funds to be separately identified in the GL for all object codes. P0109001—Drug Seizure —State (Eden GL's 109.00.521.250_xx_xx) P0109002—Drug Seizure — Federal (Eden GL's 109_00.521.251_xx_xx) Page 7 of 21 ( 67 r 209 Print dare: February 4, 2022 Fire Department FD011100 — Fire Department Administration (Eden GL's 000.11.522.100.xx.xx) FD011200— Fire Suppression General (Eden GL's 000.11.522.20O_rxic FD011201 — Fire Suppression A Shift (Eden GL's 000.11.522.201_xx_xx) Part of the Fire Sup -pression division FD011202 — Fire Suppression 6 Shift (Eden GL's 000.11.522.202xx_xx) Part of the Fire Suppression division FD011203 — Fire Suppression C Shift (Eden GL's 0O0.11.522.203.)xxxj Part of the Fire Suppression division FD011204 — Fire Suppression D Shift (Eden GL's 0O0.11.522.2004,xxi x) Part of the Fire Suppression division FD011230 — Fire Rescue & Emergency Aid (Eden GL's 000.11.522.208.xxxx and 0O0.11.522.230.xx.xx) FD011260 — Fire Special Operations (Eden GL's 000.11.522.202_xx_xx-for supplies/services only) FD011300— Fire Prevention &investigation (Eden GL's 000.11.522.300_ c .xx) FD011410 — Fire Training (Eden GL's 000.11.522.410.)xxx) FDO11500— Fire Facilities General This key is used to account for gen eraI fire facilities costs that are not directly related to one of the four fire stations; or for shared fire facilities costs that relate to all stations_ Corresponds to Eden GL's 000.11.522.500_xx_xx FD011551— Fire Station 51 - This key is used for Facility costs related to FS 51 - Corresponds to Eden GL's 00a11.522 501_xx_xx with FS 51 in the account description FD011552 — Fire Station 52 - This key is used for Facility costs related to FS 52 - Corresponds to Eden GL's 000.11.522.500_ror_xx with FS 52 in the account description FD011553 — Fire Station 53 This key is used for Facility costs related to FS 53 Corresponds to Eden GL's 000.11.522.500.*Ln with FS 53 in the account description FD011554 — Fire Station 54 - This key is used for Facility costs related to FS 54 - Corresponds to Eden GL's 000.11.522.501ro_xx with FS 54 in the account description FDO11600 — Fire Emergency Management (Eden codes 000.11.525.6OO.xx.xx) - Emergency Management was moved to the Police Department starting in 2021 Other Fire Department Funds FD304100 — Fire Improvement - Used for any revenues, expenses, ortransfers in/out of fund 304 FD305220— Public Safety Plan, Fire Equipment (Eden GL 305.98.522.220.)o.xx} - Used for Public Safety Plan Fire Equipment purchases Page 8 of 21 210 ( 68 ) Print date: February 4, 2022 Public Works Department General Fund Public Works Keys PW013100 — Public Works Department Administration (Eden GL000.13.543.100_aa_xx) PW013101 — Maintenance Administration (Eden GL 000E 13.543.101_xx xx) PW013102 — Development Services (Eden GL 000.13.543.102_xx_xx) PW013130 — Engineering Division (Eden GL O00_13.543.130_)cu PW013300 — Facilities Maintenance (Eden GL 000_13.518.300_xx_xx) General Fund Street Maintenance Key's Street Maintenance keys follow a similar structure to the Residential & Arterial Street codes (on the following page). These keys are all within the Street Maintenance Division, but each one designates the specific Street activity that is being done_ Activities related to Street Maintenance are not typically Capital iterns since these activities are only maintaining the existing asset for continued use_ Expenditures that are capital should use the Capital Flag{adding the "C' to the end of the key) lithe capital key isn't available, please request Finance set it up. PW016100 — Street Maintenance Department Administration (Eden 000.16.542.900xx_304) PW016200 Street MaintGeneral Services (Eden 000.16.543.300.)oxx) PW016300 — Roadway ( Eden 0+00.16.542.300.xxxx) PW 016500 — Street M ai nt Structures (Eden 000.16.542.500.Ecxx) PW016610 Sidewalks (Eden 000.16.542.610_rot_sce) PW016630 —Street Lighting (Eden 000.16.542.630_xx_xx) PW016640 —Traffic Control Devices (Eden 000.16.542.640.)oxx) PW016660 — Snow & Ice Control (Eden 001116.542.660xx_xx) PW016670 — Street Cleaning (Eden 000.16.542.670xx_xx) PW016700 — Roadside Maintenance (Eden 000.16.542.700.xxxx) PW016800 — Street Maint Video & Fiber (Eden 000.16.542.800.xxxx) Street Maint, Residential &Arterial Streets PW 016 PW 103 PW 104 100 Administration 200 Engineering/General Services 300 Roadway 400 Construction Projects 500 Structures 610 Sidewalks 630 Street Lighting 640 Traffic Control Devices 660 Snow 8t Ice Control 670 Street Cleaning 700 Roadside S00 Video Fiber&Otheroperations Page 9 of 21 ( 69 211 Print date: February 4, 2022 Street Fund Keys Keys in funds 103 and 104 follow the same pattern as the General Fund Streets Maintenance keys. Fund 103 keys begin with PW103xxx and fund 104 begins PW104x3ox In the chart below, the final 3 digits for both funds use these codes. Activities that are Capital in nature would add a "C" to the end of the key which corresponds to Eden codes xxx..98.595_xxx.xx.xx_ Capital expenses are defined as activities that are either creating/building a new asset or significantly improving an existing asset which modifies or upgrades its use. Activities that only maintain assets at their current use would omit the "C" from the end of the Key_ Street Maint, Residential &Arterial Streets PW 016 PW 103 PW 104 100 200 300 400 500 610 630 640 660 670 700 8[.10 Administration Engineering/General Services Roadway Construction Projects Structures Sidewalks Street Lighting Traffic Control Devices Snow& Ice Control Street Cleaning Roadside Video, Fiber &.OtherOperations PW103100— Residential Streets Administration (Eden 103.98.542.100.m.m) ) PW103200— Residential Streets Engineering (Eden 103.98.544.200_1ox.xx) PW103300— Residential Streets Roadway (Eden 103.9g.542.300.xx.xx) PW103610— Residential Streets Sidewalks (Eden 103.98.542.610xx_xx) PW103630— Residential Streets Street Lighting (Eden 103.98542:6317_xx.xx) PW103640 — Res Streets Traffic Control Devices (Eden 103.98542.640.xx.lac) PW103700— Residential Streets Roadside (Eden 103.98.542.700.xx.xx) PW 1041+70 — Arterial PW 1042170 — Arterial PW104300 — Arterial PW104400— Arterial PW104500 — Arterial PW 104610 — Arterial RW104630 — Arterial PW 104540 — Arterial PW 104660 — Arterial PW104700— Arterial PW104300 — Arterial Page 10of21 Streets Administration (Eden 104.58.542.100_xx_xx) Streets Engineering (Eden 104.98.544.200_xx_ c ) Streets Roadway (Eden 104.98_542.300_x .xx) Streets Construction Projects (Eden 1042518.542.400xx_xx) Streets Structures {Eden 104.9,8.542.500_)o_xx) Streets Sidewalks (Eden 104.98.542.610.xx) Street Street Lighting (Eden 104.98.542.630.xx.aos) Street Traffic Control Devices (Eden 104.98.542.640.xx.xx) Street Snow & Ice Control (Eden 104.98.542.660xx_xx) Street Roadside (Eden 104.98.542.700_ c .xx) Street Ancillary Operations (Eden 104.98.542.800.xxxx) 212 ( 70 ) Print date: February 4, 2022 Constriction Fund Keys Construction fund keys can be set up for specific project, such as the New Consolidated PW Shops, or a general key for costs not specific to a certain project Activities that are Capital in nature (defined in previous page would include a "C"" at the end of the key. Revenue and non -capital expenses would use the standard Key without the "C" at the end_ Retainage would use the Fund GL Key with Object 223400 (ex. 306-223400) PW303300 General Government Facilities Maintenance - Corresponds to Eden GL's 303.98.518.300.aa_xx and any revenues GL's in fund 303_ PW303180C— General Government Capital Projects (Eden GL's 303.98.594.180_ c .xx) FD305220— Public Safety Plan, Fire Equipment (Eden GL 305.98.522.220_1cx_xx) - Used for Public Safety Plan Fire Equipment purchases AS305180 — Public Safety Plan General Government - Used for general revenues and transfers not specific to one project AS305210C—Public Safety Plan -Justice Center (Eden GL_3O5.98.594.210_xx_n) - Revenue & Non -capital expenses should use same key minus the capital flag (AS305210) AS305220C— Public Safety Plan -Fre Stations & Equipment (Eden GL 305.98.594.220.xx.xx) - Revenue & Non -capital expenses should use regular key; remove the capital flag (AS305220) AS306750 —Teen/Senior Intergenerational Center Project — Non -Capital Used for costs associated with the Intergenerational Center project that are not Capital expenses_ Revenues specific to the Intergenerational Center Project. AS306750C—Teen/Senior Intergenerational Center Project—Capital (Eden GL's 306.98.594.750_)cxxxj PW306100 — New City Facilities Fund - This is the general key for fund 306, for activities not specificto a project or general revenues_ PW306180—PW Minkler Building In provernent Project— Non -Capital - Used for costs associated with the Minkler Building Improvements project that are not Capital expenses_ - Revenues specific to the Minkler Building Project_ PW306180C— PW Minkler Building Improvement Project—Capital - Corresponds to Eden GL's 306.98.594.480.xx_xx associated with the Minkler Project PW306480 — Public Works Consolidated Shops Project— Non -Capital Used for costs associated with the Consolidated PW Shops project that are not Capital expenses. Revenues specific to the Consolidated PW Shops Project_ PW306480C— Public Works Consolidated Shops Project — Capital - Corresponds to Eden GL's 306.98.594.480_xx_xx and associated with the PW Shops Project_ AS306750 —Teen/Senior Intergenerational Center Project — Non -Capital Used for costs associated with the Intergenerational Center project that are not Capital expenses_ Revenues specific to the I ntergenerationa I Center Project. AS306750C —Teen/Senior Intergenerational Center Project — Capital - Corresponds to Eden GL's 306.98.594.750_xx_ c Page 11. of 21 ( 71 213 Print dare: February4, 2022 Utility Fund Keys Water Fund PW401800—Water Operations (Eden 4O1.O1.534.80O_xx_xx) PW401801 — Water Engineering (Eden 401.O1.534.8O1.)xxx) PW4O18O1C— Water Capital Improvements (Eden 401.98.594.340_xx.xx) Sewer Fund PW4O28O0 Sewer Operations (Eden 402_01.535.8O0.xxxx( PW402801 —Sewer Engineering (Eden 402.01.535.8O1_xx_xx) PW4O2801C— Sewer Capital Improvements (Eden 402.98.594.353_xx_xx) Surface Water Management Fund PW412330 --Surface Water Operations (Eden 412.O1.538.38O.xx.xx( PW412301—Surface Water Engineering (Eden 412.O1.538.3O1.xx_xx) PW41230 1C — Surface Water Cap ita l Improvements (Eden 412.98594.382 xxxx} Fleet Management P'iV501650 — Fleet Operations (Eden 5O1.O1.548.65O_xx_x4 - Contributions from other Funds,'Depts for O&M are recorded under this key (Eden 501.348.300.00.00) PW5O1650C— Fleet Operation Capital (Eden 5O1.O1.594.48O_xxxx( PW5O16510— Fleet Replacement Capital (Eden 5O1.02_594.48O_xcxx) - Fleet replacement funding contributions are also recorded under this Key. (Eden 501.348.301.00.00) Page 12 of 21 214 � 72 ) Print &rte:: February 4, 2022 Debt Service Keys Government Funds Debt Service Debt service keys use the debt issue name as the key (LTGOxxxx, UTGDoac, 11033, LOC2017). These keys are used to account for the debt service payments as well as the debt service transfers in from the General Fund General keys are also available for fund 200 (DS200100), fund 213 (03213100) and the UD guarantee fund 206 (DS206100)_ These keys are used to account for other activities within a fund that are not transfers or payments_ Fund 213 for example, the excess property tax revenue uses key DS213100 because the funds are used for both the 2016 & 2019 UTGO bond issues. DS2001000 — Debt Service Fund 200 LTGO2O14 — LTGO 2014 Bond (Fund 200) (Refunded 2021) LTG02015 — LTGO 2015 Bond (Fund 200) 1002017— LOC 2017 debt (Fund 200) D5206100— LID Guarantee (Fund 206) LTGO2018 — LTGO 2018 Bond (Fund 208) LTG02017 — LTGO 2017 Bond (Fund 209) LTG02008 — LTGO 2008 Bond (Fund 211) LTG02009 — LTGO 2019 SCORE ref of 2009 (Fund 212) D5213100 — UTGO Bond Debt Service Fund 213 UTG02016 — UTGO Bond 2016 (Fund 213) UTG02019 — UTGO Bond 2019 (Fund 213) LTG02010 — LTGO 2010 (Fund 214) (refunded 2020) LTGO2011— LTGO 2011 (Fund 217) (refunded 2021) LTG02013 — LTGO 2013 (Fund 218) LTG02019 — LTGO 2019 (Fund 219) LTGO2020 — LTGO 2020 ref of 2010 (Fund 220) LTG02021— LTGO 2021.A -B -C (Fund 221) LID33 — Local Improvement District 433 Bond Debt (Fund 233) Utility Funds Debt Service utility fund debt service keys are similar to the Government funds debt service. Keys are used to account for the payments made for each debt PWTFL's use specific GL object codes to delineate between the multiple trust fund loans. PWTFL401— PW Trust Fund Loan Water Fund (401) PWTFL402— PW Trust Fund Loan Sewer Fund (402) PWTFL412— PW Trust Fund Loan Surface Water Fund (412) REV15SWM — 2015 Revenue Bond Surface Water Fund (412) REV15SWR — 2015 Revenue Bond Sewer Fund (402) REV15WTR-2015 Revenue Bond Water Fund (401) Page 13 of 21 ( 73 ) 215 Print date: February 4, 2022 Government Wide Keys These Keys are used specifically by Finance for year end reporting purposes_ Keys are used for revenues/expenses in funds 800, 850 and 900_ GW800100 — General Government Assets GW850100 — Govern rrant Wide Entries GW900100 — General Government Debt Accounts Page 14 of 21 216 74 1 Print date: February 4, 2022 General Ledger Object Codes General Ledger Dbject codes are six digits in length and identify all activities of the City_ These .are also referred to as the GI account codes. The first digit of the code identifies the type of accourrt. Account types are listed below, with additional details in the following sections_ 1xxxxx = Assets (balance sheet account) 2x000 = Liabilities & Fund balance (balance sheet account) - 3xxxxx=Revenues 5xxxxx = Expenditures/Expenses 7xp000c = Transfers In/Out Balance Sheet Accounts Balance Sheet GL account migrated over from Eden using the sarne codes from Eden_ As mentioned earlier, balance sheet account use the 'short' Fund Key which is the same three digit fund code from Eden. Eden balance sheet GL's consisted of a total of 9 digits with the first three as the fund and the next six are the account code. This holds true in the new system, where those last six digits become the GL Object code for balance sheet accounts_ Ex_ Eden Code xxx_223.400 (Retainage) becomes xxx-22340t] xxx_122_100 {Accounts Receivable] becomes xxx-122100 Revenues For the most part, revenue GL's will have similarities to their Eden GL code counterpart. The outline below provides the structure and organization of the Revenue GL accounts. When identifying the appropriate revenue GL object code in Finance Enterprise, utilize this structure to ensure you're looking in the appropriate group_ Additional Revenue GL object codes can be created if necessary_ Tax Revenues— Dbject codes 31)coc 311xxx — Property Tax - 313xxx — Sales & Use Taxes 316xxx— Business &Utility Taxes - 317xxx — Excise Taxes - 318xxx — Other Taxes Business Licenses. Permits and other Fees — Object codes 32xxxx - 321 o x — Business Licenses & Permits 322xxx— Non -Business Licenses, permits and fees Grants and other shared revenues — Object codes 33xxxx - 331xxx— Federal Direct Grants - 332xxx— Federal Revenues - 333xxx— Federal Indirect Grants - 334xxx—State Grants - 335xxx—State Shared Revenues - 336xxx — Other State Revenues - 337xxx— Local Grants and other Revenues. Charges for Services — Object code= 34xxax Page 15 of 21 75 ) 217 341xxx—General Government Charges for Services 342.00x— Public Safety Charges for Services 343x00 — Utilities charges for services 3440x0 — Transportation charges for services 345x30— Natural & Economic Environment charges for services 347>ocx — Culture & Recreation charges for services 348)x0— Internal Service Fund charges for services Fines and Pen aIties —Object codes 35 oxo 352xxx — Civil Penalties 3530x0 —Civil Infraction Penalties 354xxx—Civil Parking Penalties 3550x0—Grin final Traffic Misdemeanor fees 356xxx—Criminal Non -Traffic Fines 357000—CriminaI Costs 359xxx Non -Court fines and penalties. Other Revenues — Object codes 36xxxx 35100x— Interest and Other Investment earnings 362socx — Rents and Leases 36700x—Contributions & Donations, Non-government sources 3680x0 — Special Assessme nts 369(0x—Other Miscellaneous Revenues Other Sources — Object codes 3700x0 thru 39xxx0 3740x0—Capital Contributions-State/Local 37500x—Capital Contributions -Indirect 379xxx—Capital Contributions -Other 3S1xxx—Other Increases in fund resources 3890x0 — Custodial fund received 39Qxxx—Other Financing Sources 39100x— Proceeds from Bonds Issued 392(x0— Premiums on Bonds Issued 395(0x— Disposal of Capital assets 3980x(— Insurance Recoveries Page 16 of 21 218 ( 76 ) Pirint date: February 4, 2022 Print date: February 4, 2022 Expenditures /Expenses Salaries & Benefits Salary & Benefit costs will follow the same structure of the Eden GL's, using the Eden object/sub-object section (last 4 digits)_ Below are the main categories for salaries & benefit GL`s_ 511000 —Salaries (Eden codes xr1(_xx_xr1(.opc_11_00) 512000 — Extra Labor (Eden codes 1(_xx_xxx_ o x.12.00) 513000 — Overtime (Eden codes xr1(_ra_xxx_r1(x.13.0O) 513001— Overtime Holiday Pay (Eden rode xx(_xx_xxx_so(x.13.01) 513002 — Dye rtim e -Contracted {Eden code xxx.xx_)xx_xxx_13.02) 515000—Holiday Pay (Eden code CO€xx_rl0C.x30{_15.00) 521000 — FICA ( Eden codes raxxxsloc.xxx.21.00) 522000 — LEOFF (Eden codes x:a_xx.xrl(_rooc_22.00) 522002 — LEOFF Contracted (Eden codes r1(x.xxxxx_xxx.22.02} 523000 — PERS (Eden codes xxx_ra_xxx_xxx_23.00) 523001— PSE RS (Eden codes xxx_)1(_r xxxxx.23_01} 524000 — Industrial Insurance (Eden codes )1(x.xxxxx_xroc_24.00} 524050 — Paid Family & Medical Leave Premiums (Eden codes _xx_x,o xx_24.50) 525000 — Medical, Dental, Life & Optical (Eden codes xxx_xx.xra(_xxx_25_00) 525097—Self-Insured Medical & Dental (Eden codes xxx.xx_xc ioo(_25.97) 525099 — Retirees Self-insured Medical & Dental (Eden codes rlcx.xxxxx.xra_25.99) Supplies & Services Object Codes for Supplies & Services have been reworked to provide cleared locations for certain expenses_ While in the past the su b -object code (last two digits) was utilized for additional sub -accounts;; these were not consistent across funds or between departments_ These expense codes will be the same regardless of which GL Key is used with them. The list below is the 'base level' groups contained in the General Ledger (first 3 digits of Obj code). Additional detailed level GL's exist for all of these groups, which provide specific locations for certain types of expenses_ Judgement should be used to select the appropriate GL object code (or contact Aaron in Finance for assistance). Supplies — Object codes correlate to Eden codes r1(x.xxxxx.xx(_3x_xx Sup -plies are items purchased for consumption or resale as well as small tools and equipment that does not meet the capitalization threshold. 531xxx — Office & Operating Supplies 532xxx — Repairs & Maintenance Supplies 534xxx — Resale Supplies 535m — Small Tools & Minor Equipment 536x)1( —Technology Supplies 537x)1( — Fleet Supplies 539xxx — Water/Sewer Supplies (Utility Funds) Services — Object codes correlate to Eden codes )xx_xx.xxx_xo:.4x.ra Use these codes for governmental type and other professional and technical services provided by other governments, other funds or by private entities_ 541x)1( — Professional Services Page 17of21 ( 77 ) 219 Print akite: February -I, 2022 542o —Communications 543xxx —Travel, Training and Professional Development 544xxK — Advertising, Marketing & Sponsorships 545xxx — Operating Rentals and Leases 5463m —Technology Systems & Services 547x> — Utility Services 548 -loo — Repairs & Maintenance Services 549xxx — Other Expenses Capital Expenditures — Object codes correlate to Eden codes xxx_xx_59x_xxx_5x.xx and should be attached to GL Key's that also have the capital flag "C' on the GL Key. These object codes are used for costs related to the purchase or construction of items that meet the Datyfs capitalization policy. 561xxx — Capital Outlays for Land/Right of Way (ROW) 562xxK—Capital Outlays for Buildings & Structu res 563xxK — Other Improveme nts 564xxK — Machinery & Equipment 565xxK — Construction Projects Current Capital Outlay GL Object codes are: x6xxxx Capital Outlays 561000 Land Acq{ROW 562000 Buildings& Structures 563000 Other Improvements 563005 Tees &Greens 564000 Mac hi nery & Equipment 564002 Network Equipment 565000 Construction Project 565001 Right of Way 565002 Roadway 565003 Sidewalks 565004. Street Lighting 565005 Traffic Control Devices 565006 Roadside Development 565007 Structures Debt Service Principal and interest/issuance costs 57xx o — Debt Service Principal 58xo — Debt Service Interest and Issuance Costs Page 18 of 21 220 ( 78 ] Print date: February 4, 2022 GL OBJECT CODE UST FOR SUPPLIES/SERVICES/CAPITAL GL O Bl GL Object Cade Description 531140 Supplies -General 531071 Office Supplies 531002 Printing Supplies 531073 Operating Supplies 531104 Event Food 531075 Meeting Food 531076 Program Food 531077 Marketing Supplies 531048 Employee Appreciation Supplies 53107} Employee Wellness Supplies 531010 Police New Officer Equip 531011 Fire Dept Bunker Gear 531011 Billing Supplies 531013 Training5upplies 532000 Repairs & Maint Supplies 532031 Repair Supplies 532072 Maintenance Supplies 532003 Safety Supplies 532074 I rogation Supplies 532005 Chemicals/Fertilizers 532076 Trees/Landscape Supplies 532007 Cleaning&Janitorial Supplies 5340 X3 Resale Supplies 539001 Pm Shop Supplies {Resale) 534042 Pro Shop Concessions 534W3 Pro Shop Custom Orders 535400 Small Tool & F nor Equipment 535401 Equipment 535032 Power Tools 535403 Office Equipment 535004 Traffic Control Devices/Tools 536000 TechnolagySupplies S3ECO1 Computer peripherals 53E033 Network Equipment 537070 Fleet Supplies 537041 Fuel 537032 Supplies added to vehicles 537033 Supplies added to Inventory 537004 Fleet Bulk Fluids 5331X7 LftilitySupplies 539001 Purchased Water 539032 Reclaimed Water 539043 Metro Sewage Treatment 541.000 Professional Services 541071 Animal Control 541042 Attorney Services 541003 Audit 541.:46 Tukwila Scholarships 541005 Public Defense 541005 Consulting Services 5-01037 Contracted Services 541:.78 Revenue Backed 5evvices GLOW GL Object Cade description 541009 Dispatch 541010 Inspection Services &Permits 541011 Instructors 541012 Translati an & I me rpretation 541013 Jail Services 541014 Prosecution Services 541015 Performers/Entertainment Svcs 541016 Recruitment 541017 Security/Safety Seim 541018 Temp Services 541019 Human Services Contracts 541020 Insurance -Property 541021 El ection Costs 541022 ProTemJudges 541023 Hearing Examiners 541024 Summit Strategies Gov Affairs 541025 Employee Assistance Prg EAP 541026 Employee screening/testing 541027 Special Matters (legal) 541025 Contracted Towing Se rvices 541030 I nsu rance-Liability 541051 V SWAT 542000 CCI mmuni=ions 542001 Telephene/Alarm/CellService 542002 Postage/Shipping Costs 542003 City Wide Internet 542004 Printing &Binding Services 542005 Microfilming/Imaging 542006 Recorded Documents 543000 Professional Development 543001 Memberships 543002 Registrations/Tuitions 543003 Meals -Prof Dev related 5430015 Airfare 543005 Mileage 543006 Cereifimtians 543007 HateI/Lodging 543005 Ground Transportation 543009 Prof Dev Tuition 544000 Advertising 5441301 Legal Notices 544002 Marketing 544003 Sponsorships marketing 545000 Operating Rentals & Leases 545001 Copier Rental 545002 Vehicle Rental/Lease 545003 Building Rent/Lease 545004 Equipment Rental 54507.1 FI eet rental/rept funding 546000 Tech nolagyrServices 546001 Software Maintenance Contract 546003 Web Hosting GL OBJ GL Object Code Description 546004 Online Services -Subscriptions 547000 General Utilities 547008 Spill Response & Disposal 547009 Utility -Foster Golf Mai nt Bldg 547021 Electric Utility 547022 Natural Gas Utility 547025 Water/SewerUtility 547026 Surface Water utility 547028 Solid Waste Disposal 543000 Repair & Maint Services 543001 Repai r se rvi ces 543002 Maintenance Services 543003 Irrigation Maint Service 543004 Radios/Telemerry &taint 543005 Tree/Landscape Maintenance 543006 Uniform Cleaning/Repair 543007 Cleaning/Janitorial Services 548095 Fleet Oper & Mai nt costs 549000 Misoellaneaus Expenses 545001 Armor Car Service 549002 Credit Card fees 549003 Commute Trip Reduction CTR. 549004 Employee Appreciati on Svcs 549005 Employee Wellness Salm 549006 Entrance Fees/.Adrnssions 559007 Excise Taxes 5+59008 Settlements/Claims/Judgements 549009 Media Subscriptions 549010 Business Meals (non Prof Gear 549011 Witness &J um r Fees 549012 Bank Fees 549013 Utility One -Call Se r vi oe 549014 Business Assistance & Support 549015 COVID Relief Funds/ARRA 549016 1406 Rental Assistance Funds 549054 InterfundTaxes &OperAssmnts 561000 Land 562000 Buildings .& Structures 563000 Other Improvements 563005 Tees & Greens 564000 Machinery & Equipment 564002 Network Equipment 564003 Software Implementation 565000 Construction Projects 565001 Right off Way 5065002 Roadway 5165003 Sidewalks 5650714 Street Lighting 555005 Traffic Control Devices 565006 Roadside Development 565007 Structures 569999 Capital Contra Acct Page 19 of 21 ( 79 ) 221 td: : rebrudry4, 2022 Job Ledger (replacement of Project Accounting) In Finance Enterprise, kb Ledger codes are similar to the General Ledger, using the KEY -OBJECT structure. The Account Balance Inquiry screen in Finance Enterprise can be used to query the JL ledger activity (reports will also be developed in the future to report on projects). Since the Payroll module is a later phase of the Central Square/Finance Enterprise implementation,. times heets will still be completed using the Eden PA codes/strings. After each payroll, the Eden GLIPA codes will be mapped over to the FE Key -Objects and imported to Finance Enterprise. lob Ledger Key Job Ledger Keys will use the existing PA codes from Eden and will be 8 digits long. In a handful of cases, the first digit has been updated to align with the proper project type. Structure of a Job Ledger Key: 1 Z 3 4 5 6 7 8 Project Project Base Year Type Primary Fund Project Type: The first digit of the JL Key identifies the type of project. ixxxxxxx — Operations Cost Tracking 2xxxxaoo —Work Orders 3xxxxxaex— Operating Grants 5xxxxxarx — Event Cost tracking 7xxxaoaa— Planning, Monitoring & Inventory of assets 8xxxxux— Preservation & Maintenance of existing assets gxxxxxa[x— Capital Project Project ID Project Base Year^ The next two digits identifies the year the project was created. For annual projects, events. etc. use 'O0' for the base year. Primary, fund: these three digits identify where the project is funded (use fund ft). Project ID. These last two digits provide the unique identifier (which project of the year Page 20 of 21. 222 ( 80 ) Print date: February 4, 2022 Job Ledger Object Code Job Ledger Object codes are seven (7) digits long. These codes utilize the Eden PA structure for Phase (4 digit) and Task 3 digit) to form the seven digit object code_ While most expenditures mapped over to the new codes using this approach, PA code expenditures that utilized the third Eden PA segment (sub task) were realigned to fit the 7 digit code_ Expenditures/Expenses object codes in the Job Ledger will startwith a 1 thru 5; following the phase/task Eden codes. Funding sources in Eden PA often utilized all three segments (Agency, Sub -Agency, Agreement Number) and required realignment to fit the structure. Funding source codes utilize JL Object codes starting with a 7, 8 or 9. When an agreement number is utilized, the 5 digit code for the agreement number is used in the last 5 digits of the JL Object_ JL Objects — Funding code structure 73xroox Federal Funding - 82xraxx Icing County 84xs000c State Funding - 91xxaoot Traffic Impact Fees 92xxxaa Park Impact Fees - 93xaoaat Fire Impact Fees 94xrotxot Other Funding Page 21 of 21 81 r 223 General Ledger Code Details Expenditures GL Account Code Account Description Actual 2018 2019 Projected 2020 2020 Budget 2021 2022 2022 CN001100 511000 SALARIES 205,968 210,885 206,280 000.01.511.600.11.00 SALARIES 205,968 210,885 206,280 212,760 213,562 215,715 000.01.511.600.21.00 FICA 16,186 16,599 16,299 17,024 16,337 16,502 000.01.511.600.23.00 PERS 12,867 13,601 13,100 13,686 12,604 11,348 000.01.511.600.24.00 INDUSTRIAL INSURANCE 2,337 2,411 2,660 2,966 2,706 2,706 000.01.511.600.24.50 PAID FAMILY & MEDICAL LEAVE PREMIUMS 13 313 306 - 316 319 000.01.511.600.25.00 MEDICAL,DENTAL,LIFE,OPTICAL 812 847 12,619 894 878 949 000.01.511.600.25.97 SELF-INSURED MEDICAL & DENTAL 58,290 61,457 58,608 65,942 72,215 77,992 000.01.511.600.31.00 OFFICE & OPERATING SUPPLIES 1,280 1,660 1,200 2,000 2,000 2,000 000.01.511.600.31.43 OFFICE & OPERATING SUPPLIES -MEETING l` 584 968 153 1,000 - - 000.01.511.600.31.44 OFFICE & OPER SUPPLIES -TRAINING SPLY - - - 500 - - 000.01.511.600.41.00 PROFESSIONAL SERVICES 38,707 29,893 12,000 76,500 16,500 16,500 000.01.511.600.42.00 COMMUNICATION 4,482 4,113 4,500 6,000 6,000 6,000 000.01.511.600.43.00 TRAVEL 26,950 29,758 8,000 30,000 15,000 15,000 000.01.511.600.49.00 MISCELLANEOUS - -- 542001 500 500 500 000.01.511.600.49.44 MISC-TRAINING REGISTRATION 5,645 9,397 900 10,000 5,000 5,000 Totals 374,120 381,903 336,625 439,772 363,618 370,531 GL Keys/Object Details Expenditures GL Key GL Object Account Description ACTUAL 2018 2019 PROJECTED 2020 2020 BUDGET 2021 2022 CN001100 511000 SALARIES 205,968 210,885 206,280 212,760 213,562 215,715 CN001100 521000 FICA 16,186 16,599 16,299 17,024 16,337 16,502 CN001100 523000 PERS 12,867 13,601 13,100 13,686 12,604 11,348 CN001100 524000 INDUSTRIAL INSURANCE 2,337 2,411 2,660 2,966 2,706 2,706 CN001100 524050 PAID FAMILY & MEDICAL LEAVE PREMIUMS 13 313 306 0 316 319 CN001100 525000 MEDICAL,DENTAL,LIFE,OPTICAL 812 847 12,619 894 878 949 CN001100 525097 SELF-INSURED MEDICAL & DENTAL 58,290 61,457 58,608 65,942 72,215 77,992 CN001100 531000 OFFICE & OPERATING SUPPLIES 1,280 1,660 1,200 2,000 2,000 2,000 CN001100 531005 OFFICE & OPERATING SUPPLIES -MEETING ME 584 968 153 1,000 - - CN001100 531013 OFFICE & OPER SUPPLIES -TRAINING SPLY 0 0 0 500 - - CN001100 541006 PROFESSIONAL SERVICES 38,707 29,893 12,000 76,500 16,500 16,500 CN001100 542001 COMMUNICATION 4,482 4,113 4,500 6,000 6,000 6,000 CN001100 543000 TRAVEL 26,950 29,758 8,000 30,000 15,000 15,000 CN001100 549000 MISCELLANEOUS 0 0 0 500 500 500 CN001100 543002 MISC-TRAINING REGISTRATION 5,645 9,397 900 10,000 5,000 5,000 TOTALS 374,120 381,903 336,625 439,772 363,618 370,531 224 82 } PRIORITY BASED BUDGETING (PBB) 83 225 226 WHAT IS PRIORITY BASED BUDGETING? Priority Based Budgeting (PBB) is the City's priority -driven budgeting process that will better show how resources are allocated to the programs and services that provide the greatest value to our residents. The first phase of the City's implementation of PBB was to apply the process to the General Fund for the 2019-2020 biennium. The second phase of the implementation was to apply PBB to the Enterprise Funds for the 2021-2022 biennium. Please note that due to lack of resources during the COVID-19 pandemic in 2020 that programs for the Enterprise funds were not scored into tiers. The City expects to complete this part of Phase 2 during the next budget cycle. PBB helps the City and the community evaluate how well the City's resources are aligned with the adopted Strategic Plan and community priorities, and engage in strategic decision-making regarding funding, adding, and/or eliminating programs and services. The foundation of the process is to: • Prioritize services: Evaluate the relative importance of individual programs and services rather than entire departments. • Do the important things well: In a time of revenue decline, a traditional budget process often attempts to continue funding all the same programs it funded last year, although at a reduced level. The priority -driven budgeting process focuses on identifying the services that offer the highest value. • Question past patterns of spending: An incremental budget process does not seriously question the spending decisions made in years past. The priority -driven budget process puts all the money on the table to encourage more creative conversations about services. • Know the true cost of doing business: Focusing on the full costs of programs ensures that funding decisions are based on the true cost of providing a service. • Provide transparency of community priorities: When budget decisions are based on a well- defined set of community priorities, the government's aims are not left open to interpretation. • Provide transparency of service impact: In traditional budgets, it is often not entirely clear how funded services make a real difference in the lives of citizens. Under priority -driven budgeting, the focus is on the results the service produces for achieving community priorities. • Demand accountability for results: Traditional budgets focus on accountability for staying within spending limits. Beyond this, priority -based budgeting demands accountability for results that were the basis for a service's budget allocation. • Evaluating programs based on their influence in achieving the Strategic Goals: Tukwila's programs were scored against the City's adopted Strategic Plan, as well as criteria that incorporates mandates, reliance on the city to provide the program, cost recovery, portion of the community served, and change in demand. Programs were also scored based on ability to achieve community and/or good governance results. All department scores were reviewed by peer review teams as part of a quality control process. PRIORITY BASED BUDGETING (PBB) PROCESS Program Inventory: The first step of the PBB process was to establish a program inventory that encompassed all the activities the City performs. Each department developed a comprehensive list of programs and services offered. Each program was then classified as either a community-based or governance -based program. Governance -based programs contribute to the City's structure as a municipal organization. Personnel Costs and FTE: Once the program inventory was developed, the next step was to input department personnel costs. Each department allocated the percentage of each employee's time that is spent on specific programs. These percentages were then used to allocate personnel costs to programs as well as calculate the allocation of full-time equivalence (FTE). Employee time is classified by FTE, on a scale of 0-1 (with 1 being the equivalent of a full-time employee). Non -Personnel Costs: Non -personnel cost types were also allocated in the model. Non -personnel costs include supplies, services, intergovernmental, and capital. Program Scoring: The next step to PBB was to score each program on several dimensions. Staff scored each program on five basic program attributes (BPAs), using a scale of 0-4: The BPA's include: • Level of program mandate • Reliance on the City to provide the program • Cost recovery of the program • Portion of the community served by the program • Change in the demand for the program Next, each program was scored against either the City's four adopted Strategic Plan goals (in the case of community programs), or five governance goals (in the case of governance programs). Each program's performance for each result was graded on a 0-4 scale. The community program Strategic Plan goals are as follows: • A community of inviting neighborhoods and vibrant business districts. • A solid foundation for all Tukwila residents. • A diverse and regionally competitive economy. • A positive community identity and image. The governance program goals are: • Ensure City facilities are safe, efficient, and inviting to the public. • Continue to innovate and develop as an organization and support individual growth. • Advance Tukwila's interests through participation in regional partnerships. • Use Tukwila's Vision, Mission, and Strategic Plan to focus and prioritize City efforts. • Ensure the long-term fiscal sustainability of the City. Program Rankings — Tiers 1, 2, 3 & 4 The analysis described above resulted in a final score for each program. The score was developed using a formula that provides additional weight/emphasis for a program's alignment with the strategic goals, and for the level of mandate identified within the BPA analysis. 85 227 228 The final product splits programs into four tiers and provides a visual representation of how much money is being spent on the programs that fall into each tier. In this representation, the first tier (T1) identifies programs with the most direct connection and support of the City's strategic goals and other contributing attributes. The fourth tier (T4) identifies the programs with the lowest relative connection to the results and other attributes. It should be noted that while a program may fall into the fourth tier, it may be mandated at either the state or federal level to provide the program. The following graph represents the City's general fund budgeted spending from 2019 through 2022 on programs that fall into each tier. The length of the bar indicates total dollars budgeted, with the longer bars representing a higher budgeted amount. Tier 1 Tier 2 General Fund Program Allocations by Tier $17.04 Tier 3 $17.17 $16.15 $16.62 $2.66 Tier 4 $2.71 $2.49 $2.55 so $19.34 $19.67 $19.09 $19.84 $20.36 $20.88 $19.30 1 $19.70 $5 $10 $15 $20 Millions ■ 2019 Budget ■ 2020 Budget 2021 Budget 2022 Budget Tier 1 programs are determined by the PBB model to be those most closely aligned with the City's strategic goals, followed by the other tiers. Tier 4 programs are also important, and may reflect strongly - held community values, but receive a lower relative rank using the PBB scoring framework. An example of a tier 1 program is Police patrol services. This program scored a four against all strategic goals and also scored a 4 against most of the BPAs. An example of a tier 4 program is court hearings, a program identified by the Municipal Court. While this particular program may indirectly impact the strategic goals, there is no direct linkage between court hearings and the strategic goals. However, this program is a necessary function of City government. Anyone cited within the City limits has a right to a court hearing and is mandated at both the federal and state level. This analysis helps to illustrate the City's ongoing effort to ensure that resources are aligned with the programs and services that have been identified as most critical. Across all program types, the City is currently providing the greatest level of resources to tier 1 and tier 2 programs, with $38.4 million and $39.5 million allocated to tier 1 and tier 2 programs in 2021 and 2022 respectively. Analyzing the data from a different perspective, the charts below show how programs are allocated by tier at a department level for the current budget biennium (2019-2020) and the proposed budget (2021- 2022). Public safety will continue to be not only have the largest allocation of resources but also have the biggest allocation to tier 1 programs. Program Allocation By Department 2019-2020 Police r Fire Community Dev Public Works Mayor 1 City Council ice` Recreation Street Maint Finance Park Maint Admin Svcs Municipal Court $0 $2 $4 $6 $8 $10 $12 $14 $16 $18 $20 $22 $24 $26 $28 $30 $32 $34 $36 $38 $40 $42 Millions Police Fire Community Dev Public Works Mayor City Council Recreation Street Maint Finance Park Maint '- Admin Svcs Municipal Court r Tier 1 Tier 2 Tier 3 Tier 4 Program Allocation By Department 2021-2022 $0 $2 $4 $6 $8 $10 $12 $14 $16 $18 $20 $22 $24 $26 $28 $30 $32 $34 $36 $38 $40 Millions Tier 1 Tier 2 Tier 3 Tier 4 87 3 229 PERFORMANCE MEASURES Performance measures are tools put in place by program staff and managers and reviewed by City leadership to assure alignment between programs and City goals. These measures are select points of data that represent the work performed within departments in a way that can track the effectiveness of programs over time. S.M.A.R.T. goals track Specific, Measurable, Achievable, Realistic, and Timely objectives set forth by department heads. The objective of a SMART goal is to tell exactly what is expected, why it is important, who is involved, when it is going to happen, and which attributes are important. Such goals have a much greater chance of being accomplished as compared to general goals. Development of the performance measures is the next step in the City's transition to Priority Based Budgeting (PBB). Because the City is still in this transition phase, the performance measures below represent some but not all of the City's programs. The goal is to round out all of the performance measures over time in subsequent budgets. Additionally, since 2021 is the first year these performance measures are reported, many of them will be blank. However, departments have determined target results and the City will begin tracking actual activity for most measures beginning January 2021. WHY MEASURE PERFORMANCE? Measuring performance provides a quantifiable way in which to recognize successes and areas needing improvement. The City's progress is measured against data from previous years, targets set in master plans and benchmarks with other communities. The performance measures are tied to the City's adopted strategic plan goals and allow City stakeholders visibility into how the goals are being accomplished. By measuring our programs using a variety of data, we can see how Tukwila's present state relates to its past indicators and future plans. Performance measures offer transparency and allows the public to hold the City accountable. The report provides insight into costs, accomplishments, and areas of improvement over time. 230 ( 88 ) ALIGNING PERFORMING MEASURES TO STRATEGIC GOALS Performance measures provide a logical connection between City resources and desirable community outcomes. If the City devotes resources to a service area, then it should be able to achieve desired outcomes in line with the Council goal of that service area. Each service area includes a performance measures chart of City inputs, outputs, and outcomes. Each section provides a description of why the specific measures were chosen, how the City is performing and how the City is working toward achieving desired outcomes. ✓ O O 0 O STRATEGIC GOALS AND OBJECTIVES A community of inviting neighborhoods and vibrant business districts + Cultivate community ownership of shared spaces. + Build a broad and collaborative approach to preventing crime and increasing the sense of safety, + Focus City planning and investments an creating a connected, dynamic urban environment. + Use City efforts and investments to realize established visions for specific sub -areas. + Build and maintain public infrastructure that supports a healthy and attractive built and natural environment. A solid foundation for all Tukwila residents + Partner with organizations that help meet the basic needs of all residents. + Strive for excellent education, vocational supports, and personal growth opportunities through effective partnerships and City services, + Encourage maintenance, improvements and diversity in the City's housing stock. + Work to eliminate systemic barriers and provide equitable access to opportunities and services as outlined in the City's Equity Policy. A diverse and regionally competitive economy + Embrace the City's economic potential and strengthen the City's role as a regional business and employment center. + Strengthen the City's engagement and partnership with the business community, + Encourage development, maintenance, improvements, and diversity in the City's stock of business space. A high -performing and effective organization + Use Tukwila's Vision, Mission, and Strategic Plan to focus andpriaritize City efforts. + Advance Tukwila's interests through participation in regional partnerships. + Continue to develop as an organization and support individual growth. + Ensure City facilities are safe, efficient and inviting to the public, + Ensure the long-term fiscal sustainability of the City, A positive community identity and image + improve the City's ability to build trust and work with all members of the Tukwila community. + Facilitate connections among Tukwila's communities, + Promote a positive identity and image of Tukwila. 89 231 GOAL: A COMMUNITY OF INVITING NEIGHBORHOODS AND VIBRANT BUSINESS DISTRICTS A high performing and effective organization can be measured by monitoring the following objectives: • Cultivate community ownership of shared spaces. • Build a broad and collaborative approach to preventing crime and increasing the sense of safety. • Focus City efforts and investments on creating a connected, dynamic urban environment. • Use City efforts and investments to realize established visions for specific sub -areas. • Build and maintain public infrastructure that supports a healthy and attractive built and natural environment. The City prioritizes safety of employees, residents, and structures So that... City personnel are prepared to respond to all types of emergencies So that... Percent of eligible fire department personnel who maintain EMT certification annually. 2019 2020 Target MEASURE Percent of reported potholes repaired each year. * * 100% Percent of safety camera tickets that reach disposition within 120 days. * * 80% Achieve training and certification requirements to maintain Rescue Squad with Zone 3 partners. * 75% 100% Percent of Tukwila high-risk buildings (schools and apartments) reviewed annually to ensure they have current pre -fire fire plans. * * 10% Decrease Patrol's average Dispatch -to -On scene time by 5% as compared to 2019/2020 average. * * Decrease by 5% Percent of code enforcement requests for action responded to within 3 business days. * * 90% Percent of code enforcement violations served to property owner via written communication within 10 business days. * * 90% Percent of eligible fire department personnel who maintain EMT certification annually. 100% 100% 100% Percent of Fire Investigators who maintain investigator training requirements annually. 100% 100% 100% Percent of fire apparatus and equipment including SCBAs that are tested annually per L&I standards. 100% 100% 100% Percent of commissioned officers who fulfill the training requirements set forth by LETSCA (Initiative -940) while maintaining all other mandated training requirements * 100% Percent of city vehicles maintained on schedule. * * 100% Maintain compliance with Washington Administrative Code (WAC) for inspection, cleaning, and replacement of all personal protective equipment (PPE). 80% 80% 100% 232 90 The residents are assured that they live in a safe and well- maintained community Percent of current stormwater structures inspected on schedule every two years. * 100% Percent of scheduled valve and hydrant inspections performed annually. * * 100% Percent of restrooms cleaned daily at high-quality services levels. * 75% Percent of building maintenance work orders responded to within 3 days. * 100% Road and Street Administration maintains the traffic control and safety devices of the transportation network. This program is committed to the repair of 100% of reported potholes each year. Managing the Safety Cameras Case Flow takes determination and dedication. Through reporting, the court will track the percentage of safety camera tickets that reach disposition within 120 days. The goal is an 80% completion rate. As an additional point of interest, the program will note the number of violations committed by Tukwila residents The Fire Department is an all hazard service, providing first tier emergency response to incidents involving fire, emergency medical services, motor vehicle accidents, hazardous materials, rescue, and fulfills non -emergency service requests as well. The Rescue Squad program aims to maintain certification requirements to enable continuation membership with Zone 3 partners. Police Patrol Services is responsible for responding to the immediate needs of the Tukwila community. By providing a constant presence, both during and between calls for service, this program houses the City's law enforcement first responders. The employees assigned to this program are also tasked with nearly all facets of police work, requiring a high-level of expertise and training. Code Enforcement ensures that properties remain in compliance with the City's laws and regulations for land use, zoning, building, housing, landscaping and environmentally sensitive areas. The following measures will help determine success (1) Respond to complaints or request for action within 3 business days, and (2) provide written notification of violation to the property owner within 10 business days. The Fire Department Pre -Fire program strives to review 10% of all Tukwila high-risk buildings (schools and apartments) annually to ensure they have current pre -fire fire plans One of the requirements of firefighter staff is to receive ongoing Training, including emergency medical technician (EMT) certification. The department will ensure that 100% of eligible fire department personnel will maintain EMT certification annually. The Fire Prevention Investigation program strives to determine the origin and cause of fires, and includes report writing and court preparation. Fire prevention staff aim to maintain all applicable investigator training requirements annually. Safety within the Fire Department is a top priority, including maintenance of Personal Protective Equipment (PPE). Fire continues to ensure 100% of fire apparatus and equipment including SCBAs are tested annually per Washington State Department of Labor & Industries standards. ( 91 ) 233 234 The Police Department Training Program coordinates and tracks all training conducted for the Department. For new officers, this means coordinating their academy experience. For existing staff, the state requires all officers to attend 24 hours of in-service training every year. An important program of the Fleet Fund is Vehicle Maintenance. Fleet has set an expectation that they will complete 100% of the scheduled vehicle maintenance on time in both 2021 & 2022. Fire is responsible for Equipment Maintenance & Replacement, which entails cleaning and minor repair of apparatus, small tools, SCBA, and other specialty equipment. The target is to maintain 100% compliance with Washington Administrative Code (WAC) for inspection, cleaning, and replacement of all personal protective equipment (PPE). The Surface Water program provides for engineering studies, preliminary engineering, construction, and maintenance of public surface water and drainage facilities to include control and monitoring of storm and surface water quantity and quality. The annual goal is to inspect 100% of all surface water structures every two years. The mission of the Water Utility is to operate and maintain a water distribution system that will provide residential, commercial, and industrial customers with high water quality, adequate capacity and pressure, at economical costs. A key program of the Water department is the valve & hydrant maintenance inspections. Flushing fire hydrants and ensuring valves turn and water is disbursed at expected pound -force per square inch (PSI) is paramount to ensuring the safety of City residents and that city infrastructure is operating at the level of expectation. The Fire Department is relying on city staff to ensure proper functionality of all fire hydrants. The Water Utility has an expectation of completing 100% of valve & hydrant maintenance inspections annually. The function of the Facility Maintenance division is to preserve all City buildings through a preventive maintenance, repair, and operating program in order to provide a safe, pleasant, and productive work environment for City staff and clients. The Facility Cleaning/Custodians program aims to clean 75% of all restrooms daily at full-service cleaning level. The Facility Improvements program strives to respond to 100% of building maintenance work orders within three days. GOAL: A SOLID FOUNDATION FOR ALL TUKWILA RESIDENTS A solid foundation for all Tukwila residents can be measured by monitoring the following objectives: • Partner with organizations that help meet the basic needs of all residents • Strive for excellent education, vocational supports, and personal growth opportunities through effective partnerships and City services. • Encourage maintenance, improvements, and diversity in the City's housing stock. • Work to eliminate systemic barriers and provide equitable access to opportunities and services as outlined in the City's equity policy. The City prioritizes equity for all So that... Tukwila provides programs that meet the needs of all residents So that... Tukwila residents, visitors and employees can reach their full potential MEASURE 2019 2020 Target Number of equity policy priorities that are achieved annually. 3 4 3 Number of residents who receive housing assistance per year. * * ?? Number of residents who receive minor home repair assistance per year. * * ?? Successfully launch pilot Mental Health Practitioner Program and involve contracted MHP in 5 "persons -in -crisis" incidents per month. * * 5 per month Percent of employees that are satisfied with their work in Tukwila Parks, Recreation, and Golf Department based on results from a quarterly survey. * * 8000 Community Engagement division focuses on Equity among all Tukwila residents. They will strive to identify and achieve 3-4 Equity Policy priorities for implementation on an annual basis. The City is committed to funding for approvals and referrals to agencies that provide rent and utility financial assistance, shelter, and other Housing Assistance. The Human Services department will track the number of residents who received housing assistance per month. Tukwila serves as the fiscal agent for the Minor Home Repair Program for the Cities of Tukwila, SeaTac, Covington and Des Moines. On an annual basis, Tukwila applies for the Federal CDBG funds on behalf of the four cities, that are distributed through King County. Minor home repair assists very low to moderate income homeowners with repairs addressing conditions such as minor plumbing and electrical issues, and health and safety repairs. The Human Services Department will track the number of residents who received minor home repair in a month. 93 235 The Community Policing Team (CPT) is a proactive team with a main goal of establishing a relationship between the Tukwila Police, residents, and business owners, allowing for a more proactive police role in the community. Patrolling on foot, bicycles, and via traditional vehicles, the team partners with community groups to identify opportunities for cooperation and increased safety Parks & Recreation staff strive to provide leadership and management to program areas including program budget, partnership and sponsorship opportunities, communication and outreach initiatives, and Customer Service. Success will be measured with annual surveys, with the measure of success as 80% satisfaction for Parks & Recreation employees. GOAL: A DIVERSE AND REGIONALLY COMPETITIVE ECONOMY A diverse and regionally competitive economy can be measured by monitoring the following objectives: • Embrace the City's economic potential and strengthen the City's role as a regional business and employment center. • Strengthen the City's engagement and partnership with the business community. • Encourage development, maintenance, improvements, and diversity in the City's stock of business space. The City aims to provide a welcoming and supportive environment for businesses So that... Tukwila has a healthy business and tourism economy Number of business licenses issued annually to Tukwila businesses 2019 2020 Target MEASURE Number of businesses assisted annually by the Office of Economic Development * 10 50 Percent of people likely to recommend Tukwila to others based on survey of Puget Sound resides (Net Promoter Score) * * TBD Percent of commercial tenant improvement applications that are issued a permit or correction letter within 30 days. * * 90% Percent of commercial new construction applications that are issued a permit or correction letter within 60 days. * * 90% Percent of temporary sign applications that are issued a permit or correction letter within 3 business days. * * 90% Percent of permanent sign applications that are issued a permit or correction letter within 7 business days. * * 90% Percent of short plat or boundary line adjustment applications that are approved or issued correction letter within 30 business days. * * 90% Number of business licenses issued annually to Tukwila businesses * * TBD Number of third -party lodging tax applications approved for funding * 10 236 94 So that... Tukwila's economy supports the community's needs Percent of electrical inspections done within 48 hours * 9000 Percent of building inspections (mechanical, plumbing, gas) done within 48 hours * * 90% Percent of capital projects completed on-time and within budget. * 80% Total annual retail sales tax collected in Tukwila $19.9 M $16.2 M Increas e Total annual property tax collected in Tukwila $15.5 M $16.3 M Increas e The Economic Development division of the Mayor's office focuses on Business & Development Retention, Expansion, and Attraction. The annual goal includes communicating with at least 50 new business prospects annually. A net promoter score (NPS) is the likelihood someone will recommend Tukwila to someone else. NPS is calculated by doing a survey of customers, in this case, Puget Sound residents. We then take the favorable surveys and subtract the unfavorable results to get the NPS. The Permit Intake and Coordination program take in approximately 1,800 construction permits, manage review, and issue approval or denials. The Department of Community Development strives to issue a permit or correction letter for commercial applications (1) within 30 days for tenant improvements, and (2) within 60 days for new construction. The Current Planning program provides reviews of Building and Construction permits, sign permits, special permissions, wireless facilities, and review development proposals such as Plats, SEPA, and Shoreline Permits. The Department of Community Development aims to issue a permit or correction letter for new sign applications (1) within 3 business days for temporary signs, and (2) within 7 business days for permanent signs. In addition, the goal is for short plats or bounds line adjustments to be approved within 30 business days. The Finance Department has partnered with the State of Washington to handle Business License Administration. One of the measures of economic prosperity can be determined with the number of business licenses issued annually. The goal is to issue an equal or greater number of licenses when compared to the prior year. Economic Development oversees the Lodging Tax Application process annually and aims to approve 10 applications for funding from third -party vendors. The Construction Permit Review and Inspection program provides reviews of Building, Plumbing, Electrical, Energy, and Mechanical Permits for compliance with State Building Code requirements. The Department of Community Development aims to provide inspections within 48 hours for electrical, mechanical, plumbing, and gas. The Engineering Division oversees the Capital Improvement Program which is in line with the biennial budget — The department manages capital projects with an expectation to complete projects on time and within budget, with an 80% success rate. (95) 237 The Finance Department is responsible for accounting for Sales & other taxes. Sales tax is collected by the state and remitted to the City monthly, and the target is for this tax to increase year over year. Property taxes are remitted to the City from King County, and again, the target is to see an increase each year. 238 ( 96 ) GOAL: A HIGH -PERFORMING AND EFFECTIVE ORGANIZATION A high performing and effective organization can be measured by monitoring the following objectives: • Use Tukwila's vision, mission, and strategic plan to focus and prioritize City efforts • Advance Tukwila's interests through participation in regional partnerships. • Continue to develop as an organization and support individual growth. • Ensure City facilities are safe, efficient, and inviting to the public. • Ensure the long-term fiscal sustainability of the City. City employees are high achieving and work is produced at the highest caliber and within deadlines So that... Tukwila decision makers have timely and accurate information at hand So that... Tukwila continues to make positive strides as a City MEASURE 2019 2020 Target Percent of individual training goals achieved by Court employees annually. * * 80% Prepare and present a fiscally responsible balanced, sustainable budget to the mayor by Sept. 30th of every even year. Beginning fund balance + revenues = expenditures + ending fund balance. * YES YES Percent of business licenses approved by the city within 10 business days of application. * 100% Percent of accurate and timely reports presented to the Council Finance Committee per year. * * 100% Percent of monthly department finance reports distributed within 30 days of month end. * 100% Achieved Annual Unqualified Opinion of the State Audit. YES * YES Achieve certification as Accredited Law Enforcement Agency by the Washington * * YES Association of Sheriffs and Police Chiefs. The Tukwila Municipal Court is committed to serving the Tukwila community with the highest level of professionally trained and educated staff. Continuing Law Related Education for court staff is paramount and a high priority of the Tukwila court. The department will document the percentage of individual training goals that have been accomplished by staff in a twelve-month period and will strive for an 80% success rate. A primary responsibility of the Finance Department is the biennial Budget Preparation. This program, which is required by law, aims to be submitted to the Mayor no later than September 30th of even numbered years. The Finance Department is responsible for routing Business License Applications to various City departments to ensure compliance with applicable city codes. In order to provide high quality 239 service to Tukwila businesses, the goal is for applications to be approved within 10 business days. As an internal service provider, Finance focuses efforts on providing Financial Reporting and Analysis for internal customers. This program can be measured in the following ways: (1) providing accurate and timely reports to the Council 100% of the time; and (2) distributing financial reports to other departments within 30 days of month end. An essential function of the Finance Department is the Annual Audit conducted by the State Auditor's Office. Success can be measured in the form of an unqualified audit opinion. The Professional Standards program manages and maintains the Police Department's localized governing policies. One of the primary measures of success is certifying as an Accredited Law Enforcement Agency by the Washington Associated of Sheriffs and Police Chiefs. 240 98 T0: City of Tukwila Allan Ekberg, Mayor Mayor's Office - David Cline, City Administrator The City of opportunity, the community of choice Mayor Ekberg Councilmembers FROM: David Cline, City Administrator DATE: March 2, 2022 SUBJECT: City Administrator's Report The City Administrator Report is meant to provide the Council, staff and community an update on the activities of the City and on issues that concern Tukwila. Please let me know if you have any questions or need additional information about any of the following items. Intergovernmental Update • Sound Cities Association Mayor Meeting: Mayor Ekberg participated in a Sound Cities Association Mayors meeting on February 15. • Briefing with King County Public Health: City Administrator Cline participated in a Sound Cities Association briefing with King County Public Health on February 15. • Meetings with Congressman Adam Smith: On February 23 Congressman Adam Smith had a joint meeting with Mayor Ekberg and Deputy City Administrator Bianchi and one-on-one meetings with Councilmembers Delostrinos-Johnson and Abdi. II. Community Events • Park Stewardship: In the past two weeks, Volunteer & Events Specialist Olena Perry hosted multiple site visits with organizations to aid in planning for 3 -5 -year partnerships and projects. o Earth Corps & Forterra toured Codiga Parks, Riverton Park, Tukwila Park, and Macadam Winter Garden and discussed possible community projects and much- needed restoration in natural areas. o Tilth Alliance toured Riverton Park and Gully Gardens. Topics that were discussed included food forest, u -pick blueberries, pollinator gardens, and irrigation. This work would be funded and supported by Cascade Water Alliance. o Forterra toured Southgate and upper Crystal Springs Park to look for space to clear invasive plants and plant trees for Forterra's carbon capture program, this would be professional crew work only. • Cottonwood Corner Work Party: Cottonwood Corner hosted their first work party for 2022, where the Homeschool Stewardship Squad came out and planted ferns removed invasives. Tukwila City Hall • 6200 Southrenter Boulevard • Tukwila, WA 98188 • 206-433-1800 • Website: TukwilaWA.gov 241 City Administrator's Report March 2, 2022 Page 2 • New Adopt -A -Spot Stewards: Fort Dent Park and Bicentennial Park both have new Adopt -A - Spot Stewards. A Tukwila family will be the new steward for Fort Dent and Bicentennial will be adopted by a local business. • Teens for Tukwila Meet with Municipal Court: Teens for Tukwila members met with Judge Walden and Judicial Branch Administrator Trish Kinlow. The teens were given a tour of the Court side of the Justice Center, participated in a Q & A session, and got to learn more about what the Court does for the community. • Meeting with Allentown Community: Staff facilitated the February monthly meeting with the Allentown neighborhood. Topics included an introduction of Mark Hafs, the Allentown Truck Reroute EIS Project Manager and 42nd Avenue Bridge Type Size and Location Report. Staff heard clearly from the Allentown residents a strong preference for the 42nd Avenue alignment of the replacement bridge. Outreach is scheduled for March to garner additional feedback from the community on the replacement bridge's alignment. 111. Staff Updates Project Updates • 42nd Ave S Bridge Replacement: Design for the 42nd Ave S Bridge Replacement continues and is on schedule to have 30% plans and engineering estimate in early to mid -2022. The draft type, size, and location (TS&L) has been submitted to the City and was presented to the Council at the February 14 Committee of the Whole meeting. Project staff conducted an Allentown meeting at the Tukwila Community Center to present the latest findings to the community and receive the initial feedback. Staff is compiling all the questions/comments to address the concerns of the attendees. Council will have continued opportunities to review the draft TS&L and ask any additional questions. • 2021 Annual Awards 2021 Department Employee of the Year Award Recipients Jessica Schauberger, Administrative Services Dalene Qualls, City Hall Departments Scott Moore, Community Development James Booth, Fire Department Lynne Sutherland, Municipal Court Olena Perry, Parks & Recreation Zachary Anderson, Police Department David DeGroot and Mike Sodon, Public Works 2021 Citywide Award Recipients The Mayor's Award: Stacy Hansen, Administrative Services The Big Idea Award - Arts in the Parks Olena Perry, Kris Kelly, Matt Austin, Tesh Edesa, Brett Owner, Brian Jaeger, Brian Svedberg, Daniel Lopez, Eric Taylor, Jamie King, Nicholas Ammon, Roth Leahy Phone: 206-433-1800 • Email: Mayor@TukwilaWA,gov • Website: TukwilaWA.gov 242 City Administrator's Report March 2, 2022 Page 3 The Leadership Award: Jason Bates, Public Works; Tony Cullerton, Finance Spirit Award: Jessica Schauberger, Administrative Services Pride in Service Award: Sheri McConnaughey, Parks & Recreation The Teamwork in Action Award - Tukwila Police Department Major Crimes Unit Sgt. Adam Balcom, Detectives Steve Donnelly, Larry Hann, Patrick Hisa, Mike Schlotterbeck, Jim Thompson, Chris Danninger, Ryota Akimoto, Crime Analyst Trina Cook, Specialist Trish Lawrence Boards, Commissions and Committees • Arts Commission: The next meeting is scheduled for March 3, 2021. 2 Resident position terms expire December 31, 2022. VACANT: 2 resident positions. • Civil Service Commission: The next meeting is scheduled for March 17, 2022. No terms set to expire in 2022. No vacancies. • COPCAB: The next meeting is scheduled for March 10, 2022. 1 Business Representative position term expires December 31, 2022. 1 Resident position term expires December 31, 2022. 1 School District Representative position term expires December 31, 2022. VACANT: 2 Resident positions, 1 School District Representative and Student Representative. • Equity & Social Justice Commission: The next meeting is scheduled for March 3, 2022. 1 City Employee position term expires December 31, 2022. 1 Education/Community position terms expires December 31, 2022. 2 Community Representative position terms expire December 31, 2022. VACANT: Student Representative. • Human Services Advisory Board: The next meeting is scheduled for April 14, 2022. 1 Medical/Health position term expires December 31, 2022. 1 School District Representative position term expires December 31, 2022. 1 Resident position term expires December 31, 2022. VACANT: 1 Business Community Representative. • Library Advisory Board: The next meeting is scheduled for April 5, 2022. 4 Resident position terms expire December 31, 2022. VACANT: Student Representative. • Lodging Tax Advisory Committee: The next meeting is scheduled for March 11, 2022. All positions are 1 -year terms. VACANT: 1 Business Collecting Tax Representative and 1 Funded by Tax Representative. • Park Commission: The next meeting is scheduled for March 9, 2022. 2 Community position terms expire December 31, 2022. VACANT: 1 Community Representative and Student Representative. • Planning Commission: The next meeting is scheduled for March 24, 2022. 2 Resident position terms expire December 31, 2022. Phone: 206-433-1800 • Email: Mayor@TukwilaWA,gov • Website: TukwilaWA.gov 243 City Administrator's Report March 2, 2022 Page 4 No vacancies. IV. Responses to Council/Community Inquiries Date of Inquiry Inquiry Response February 7, 2022 Councilmembers Kruller and Sharp commented that residents are having trouble accessing free parking at Starfire. Starfire understands Tukwila residents, with a valid State issued ID showing a Tukwila address, can park for free at the Park. Starfire has committed to better training of staff to ensure all are up to speed on the parking provision for Tukwila residents. Additionally, Starfire is going to place a portable sign out on days when a fee is being charged for parking, clearly stating that Tukwila residents are eligible for free parking. City staff is coordinating with Starfire to draft the language for the sign. February 14, 2022 Council President McLeod asked if the city website be updated to show "current events" on the main page under "Upcoming Events". This became an issue when the calendar was recently updated to a new version by the hosting company and has now been resolved. February 14, 2022 Councilmember Sharp asked if there is a schedule and/or prioritization for pothole repair? There is a two-man crew doing pothole repair since the snow event. The crew started in the Central Business District and moved out to other zones concentrating on the worst potholes first to try and mitigate claims. If there is an area that needs to be addressed, please let Public Works staff know. Phone: 206-433-1800 • Email: Mayor@TukwilaWA,gov • Website: TukwilaWA.gov 244 TUKWILA PUBLIC SAFETY PROJECTS Public Works SOJ Construction Management Monthly Report February 2022 Report Reviewed by: Justine Kim Owner's Representative: Shiels Obletz Johnsen (SOJ) Architect: SHKS Architects Development Progress: • Overhead doors installed • Generator platform constructed • Tire carrousel assembled • Overall site cleanup • Additional lighting in eastern shop completed Upcoming Construction Activities: • Intrusion Detection system install • Certificate of Occupancy Inspection Budget Status: • Revised contract amount now $5,144,923 Change Order Status: • Total Change Orders (1-10) approved to date: $717,702 • There will be one or more change orders. Schedule Status: • See attached 5 -week schedule. Substantial completion date remains March 15, 2022, per Change Order No. 10. Critical Issues: • None Tukwila Public Safety Plan - Public Works - Monthly Report 1 245 Tukwila Public Safety Plan - Public Works - Monthly Report 246 2 Tukwila Public Safety Plan - Public Works - Monthly Report 3 247 Tukwila Public Safety Plan - Public Works - Monthly Report 248 4 FIVE WEEK CONSTRUCTION SCHEDULE Project: Tukwila Fleet #1239 Date: 2/23/2022 Period: 2/21 - 3/25 CONTRACTOR LINCOLN CONSTRUCTION INC SUPERINTENC CaSey Neuman PREPARED B\ CaSey Neuman ACTIVITY MTWT F SSM TWT F SSM TWT F SSM T 21 22 23 24 25 26 27 28 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Seahurst - Intrusion detection / access control X X X X X X X X X X X X X X Seahurst - Training X X X X X Stanely - Intrusion/Fire/Access control X X X X X X X X X X X X X X Smith Fire - Change order work X X X X X Smith Fire - Training X X X X X Rubenstein's - Final Flooring/Base work X X X X X Pipe - Hooking up air compressor X X Pipe - Trainging X X X X X Omega Crane - Training X X X X X Overhead Innovations - Missing part X X X X X Todd Robinson Paint - Misc/Punch list X X X X X Well Hung Door - Door Hardware Well Hung Door - Training X X X X X Acoustics NW - Tile Install in Office/Fleet X X Lci - Punch List X X X X X Capitol H&C - Welding hood, Misc. Parts X X X X X X X Capitol H&C - Balancing X X X X X Capitol H&C - Training X X X X X Mascott - Training X X X X X Mascott - Vehicle service equipment X X X N 01 0 City of Tukwila - Public Works Fleet & Facilities TOTAL PROJECT MONTHLY Budget Report (REVISED Budget; D-20 Plan Adopted by Council) Life to Date Costs as of February 21, 2022 (reconciled w/acctg thru January 14, 2022 GL) COUNCIL REPORTING SUMMARY- PUBLIC WORKS Original Budget Budget Transfers Current Budget Committed Budget Life to Date Costs Remain'g Committed Remaining Budget A/E Services (Design & CA) Permits/Fees Construction Construction (Tax) Construction Related Costs PM Services (incl Other Professional Svcs) Contingency (incl Construction & Project) $ 670,768 $ 130,000 $ 6,715,000 $ 662,618 $ 378,186 $ 350,000 $ 843,437 $ - $ 24,315 $ 76,133 $ - $ 39,635 $ 93,900 $ (209,168) $ 670,768 $ 154,315 $ 6,791,133 $ 662,618 $ 417,821 $ 443,900 $ 634,269 $ 611,393 $ 128,164 $ 5,468,860 $ 543,149 $ 287,771 $ 414,301 $ - $ 573,765 $ 108,164 $ 5,177,700 $ 490,230 $ 256,354 $ 398,790 $ - $ 37,628 $ 20,000 $ 291,160 $ 52,919 $ 31,417 $ 15,511 $ - $ 59,375 $ 26,151 $ 1,322,273 $ 119,469 $ 130,050 $ 29,599 $ 609,454 SUBTOTAL -CURRENT MANAGED PROJECT $ 9,750,009 $ 24,815 $ 9,774,824 $ 7,453,638 $ 7,005,003 $ 448,635 $ 2,296,371 Previously Managed Svcs (Land,A/E,Bond,Demo) $ 25,949,992 $ - $ 25,949,992 $ 25,936,198 $ 25,936,198 $ - $ 13,794 TOTAL -COMBINED PROJECT $ 35,700,000 $ 24,815 $ 35,724,815 $ 33,389,836 $ 32,941,201 $ 448,635 $ 2,310,164 252 UPCOMING MEETINGS AND EVENTS MARCH 2022 City Council meetings and Council Committee meetings will be conducted in a hybrid model, with in-person and virtual attendance available. MAR 7 MON MAR 8 TUE MAR 9 WED MAR 10 THU MAR 11 FRI MAR 12 SAT ➢Planning and Community Development Committee 5:30 PM Hybrid Meeting ➢Transportation and Infrastructure Committee 5:30 PM Hybrid Meeting ➢ City Council Regular Meeting 7:00 PM Hybrid Meeting ➢ Future of Fire / EMS Community Advisory Committee 4:00 PM Virtual Meeting ➢ Park Commission 5:30 PM Virtual Meeting ➢ Community Oriented Policing Citizens Advisory Board 6:30 PM Virtual Meeting COVID-19 Vaccine Event (for ages 5 and older) FREE Sullivan Center at Tukwila Village 14350 Tukwila Intl. Blvd. 10:00 AM to 1:00 PM MAR 14 MON MAR 15 TUE MAR 16 WED MAR 17 THU MAR 18 FRI MAR 19 SAT ➢ Community Services and Safety Committee 5:30 PM Hybrid Meeting ➢Financand Governance e om CommitteePM Hybrid Meeting ➢ City Council Committee of the Whole Meeting 7:00 PM Hybrid Meeting s Ems- GTV BLOOD - DONATE BLOOD Your donation is critical! To schedule an appointment, call 1-800-398-7888. Click here for more information and to schedule an appointment online. ➢ Civil Service Commission 5:00 PM Virtual Meeting GREEN.} TUKWILA DUWAMISH HILL PRESERVE WORK PARTY Join forest stewards and neighbors, help remove invasive blackberry and protect young native plants. 10:00 AM —1:00 PM Click here to sign-up For more information, email Olena.Perry@TukwilaWA.gov COVID-19 Vaccine Event (for ages 5 and older) FREE Sullivan Center at Tukwila Village 14350 Tukwila Intl. Blvd. 10:00 AM to 1:00 PM 4s 2022 TUKWILA CITY OF OPPORTUNITY SCHOLARSHIP APPLICATION DUE ON MARCH 31, 2022 The City of Tukwila Scholarship Program was established in 2014. The mission of the scholarship is to provide financial assistance to individuals enrolled for undergraduate study in community colleges, colleges, trade schools and universities. Click here for more information and download the application. For more information, contact Cheryl Thompson at 206-433-1850 or email Cheryl.thompson@tukwilawa.gov, DRIVE THRU PICK-UP 3118 S 140TH ST TUESDAYS, THURSDAYS AND SATURDAYS 10:00 AM — 2:00 PM ,t; VOLUNTEERS — In need of volunteers between 8 AM — 1 PM for food packaging Mondays, Wednesdays and Fridays and food distributions Tuesdays, Thursdays and Saturdays. Click here to sign-up to volunteer. DONORS — Please donate at TukwilaPantry.org. STILL WATER SNACKPACK NEEDS YOUR DONATIONS AND VOLUNTEER HELP! SnackPack serves food bags on Fridays to Tukwila students in need. For more information, call 206-717-4709 or email TukSnackPack@gmail.com. (; Volunteers needed on Wednesdays, 1 PM-3 PM, Thursdays 9 AM-10 AM and Fridays 9:30 AM -11:00 AM. Please donate to feed our Tukwila kids. Checks can be mailed to Still Waters, PO Box 88576, Tukwila WA 98138. COVID-19 TESTING Public Health Rapid, over the counter COVID tests are now widely available around King County. These tests are also known as home-based self-collected COVID tests or antigen tests provide results in 15 minutes. Click here for more information. ii Click here to find COVID testing sites by location in King County. St iiIt ti nog (tII IyCOVID-19 VACCINATION All Washingtonians ages 5 and up are eligible to receive a COVID-19 vaccination. For more information, visit Getting vaccinated in King County or call 206-477-3977. You can also search at vaccinelocator.doh.wa.gov Interpreters available for assistance. Telephone-to-text relay service: Dial 711 or 1-800-833-6384. Tactile interpretation: seattledbsc.org. ASSISTANCE FOR COVID-19 RELATED FUNERAL, BURIAL OR CREMATION EXPENSES KING COUNTY Funds may be available through Federal Emergency Management Agency Funeral Assistance program. It will take 20 minutes to apply, and you can ask questions and receive the help you need with the application process. Gather all the information and documents, and then call LIBRARY SYSTEM FEMA at 1-844-684-6333. You can use library scanners, computers, fax machines, and internet access to upload your files. Library staff can assist you with the process. You can get help from library staff in person, online, or by phone at 206-242-1640. Click here for more information. Find Funeral Assistance information in your language: 431 1 Espanol 1 KreyolAyisyen 1 j 0l I Tie"ngViet I Francais I qq-fr I it.r 1 Portugues 1 PycucH9 I Tagalog 1 Bengali rntr r GET CERTIFIED AT YOUR LIBRARY FOR FREE! FREE Take free online classes, practice tests and Certiport certification exams. Get certified in MS Office, Adobe, QuickBooks, coding and more! You ONLINE COURSES AND will need your KCLS library card number and PIN to access some resources. Click here for more information and registration. FREE TECH COURSES & EARN BELLEVUE COLLEGE CREDIT! CERTIFICATIONS11 Take free tech courses from Cisco, and apply for college credit from Bellevue College. The courses are online, self-paced and free. Click here for more information and register to enroll in the tech courses. • Do you have a disability that makes it difficult to visit the library? Find out about assistive technology, program accommodations, home delivery and more! Learn what's available at your library and how to make an accommodation request. Click here for more information, or call Tukwila Library at 206-242-1640. FREE TAX FREE TAX SUPPORT THRU APRIL 211 TUESDAYS, WEDNESDAYS, THURSDAYS & SATURDAYS 11:30 AM — 8:30 PM PREPARATION SOUTHCENTER MALL (1st Floor at West Entrance) File with trained and IRS-certified tax experts virtually and in-person! United Way will be available to provide safe, secure, and 100% online United Y d �- y assistance in filing your taxes to maximize your return and keep more of your money. Assistance is also available for international students and those who have an Individual Taxpayer Identification Number (ITIN). For more information, visit: https://www.uwkc.org/need-help/tax-help/ Click here to file online free without assistance. SUBSIDIZED BROADBAND FOR ELIGIBLE RESIDENTS I�•ie Communications FieFederal Commission Enrollment for the Affordable Connectivity Program is now open. You may be eligible for a discount of up to $50 per month on your broadband service, or up to $75 per month if you live on qualifying Tribal lands. For assistance, call 1-877-384-2575. Click here for more information on eligibility and to enroll. Espanol 1 flq'°j 1 Mill,P3Z 1 Tagalog 1 Tieng Viet 253 Tentative Agenda Schedule MEETING 1 — REGULAR MEETING 2 — C.O.W. MEETING 3 — REGULAR MEETING 4 — C.O.W. MARCH 7 See below link for the agenda packet to view the agenda items: March 7, 2022 Regular Meeting MARCH 14 SPECIAL ISSUES - COVID-19 Weekly Report. - A resolution updating Land Use Fees. - Development Review Permitting status. MARCH 21 PRESENTATIONS King County Regional Homelessness Authority. CONSENT AGENDA - Authorize the Mayor to sign Contract Amendment for the Macadam Road South Water Upgrade and Sidewalk Improvements Project in the amount of $150,000. - Authorize the Mayor to sign a contract with True Blue Strategies for Experience Tukwila in the amount of $160,000. - A resolution updating Land Use Fees. UNFINISHED BUSINESS - COVID-19 Weekly Report. - Future of Fire / EMS Services Community Advisory Committee update. MARCH 28 SPECIAL ISSUES - COVID-19 Weekly Report. - 42" Avenue South / South 124th Bridge Replacement Options. - Policy direction on Tiny House Villages proposal. MEETING 1 — REGULAR MEETING 2 — C.O.W. MEETING 3 — REGULAR MEETING 4 — C.O.W. APRIL 4 UNFINISHED BUSINESS - COVID-19 Weekly Report. - A motion to approve the 42nd Avenue South / South 124th Street Bridge Replacement Options. APRIL 11 PRESENTATION Starfire Sports update. SPECIAL ISSUES COVID-19 Weekly Report. APRIL 18 UNFINISHED BUSINESS COVID-19 Weekly Report. APRIL 25 SPECIAL ISSUES COVID-19 Weekly Report. 254