HomeMy WebLinkAboutFIN 2022-08-22 COMPLETE AGENDA PACKET The City of Tukwila strives to accommodate individuals with disabilities.
Please contact the City Clerk ’s Office at 206-433-1800 (Tukwi laCityClerk@TukwilaWA.gov ) for assistance.
City of Tukwila
Finance and Governance
Committee
De’Sean Quinn, Chair
Kate Kruller
Cynthia Delostrinos Johnson
Distribution:
D. Quinn
K. Kruller
C. Delostrinos Johnson
T. McLeod
K. Hougardy
M. Abdi
T. Sharp
Mayor Ekberg
D. Cline
R. Bianchi
C. O’Flaherty
A. Youn
L. Humphrey
AGENDA
MONDAY, AUGUST 22, 2022 – 5:30 PM
THIS MEETING WILL BE CONDUCTED BOTH ON-SITE AT TUKWILA CITY HALL AND ALSO VIRTUALLY.
ON-SITE PRESENCE WILL BE IN THE DUWAMISH CONFERENCE ROOM
(2ND FLOOR, 6300 SOUTHCENTER BOULEVARD)
THE PHONE NUMBER FOR THE PU BL IC TO PARTICIPATE IN THIS
MEETING IS: 1-253-292-9750, Access Code 49933731#
Click here to: Join Microsoft Teams Meeting
For Technical Support during the meeting call: 1 -206-433 -7 155.
Item Recommended Action
1. BUSINESS AGENDA
a. A lease agreement for City printers and copiers.
Mike Marcum, Technical Operations Supervisor
b. Monthly General Fund update.
Tony Cullerton, Deputy Finance Director
c. Budget outreach overview and feedback to date.
Niesha Fort-Brooks, Community Engagement Manager; and
Tony Cullerton, Deputy Finance Director
2. MISCELLANEOUS
a. Forward to 9/12 Special
Meeting Consent Agenda.
b. Discussion only.
c. Discussion only.
Pg.1
Pg.11
Pg.15
Next Scheduled Meeting: September 12, 2022
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Finance and Governance Committee
FROM: Joel Bush, Chief Technology Officer
BY: Mike Marcum, Technology Operations Supervisor
CC: Mayor Ekberg
DATE: 08/12/2022
SUBJECT: Copier Refinance
ISSUE
Refinance of City copiers and buyout of currently leased printers.
BACKGROUND
Technology and Innovation Services is seeking Council approval to refinance City copiers
coming to term (or have come to term) in 2022 and 2023, for an additional three years. The
contract is with Electronic Business Machines, whom the City has partnered with for printer
services since 2017.
ANALYSIS
Over the last two years we have seen a sizeable reduction in printing needs as a result of new
financial software, digital processing, and hybrid work environment.
Technology and Innovation Services has identified a way to reduce the monetary impacts to the
City by reducing the amount of active device leases, while renewing leases for the existing
equipment that still has life remaining.
FINANCIAL IMPACT
The contract is to refinance sixteen copiers over a three-year term for a total cost $107,047.08.
Refinancing the fleet of copiers will save the City $25,692.48 over the three-year term.
•The current lease payments (excluding FD) are $3,687.21/mo.
•The new equipment lease payment (excluding FD) would be $2,973.53/mo.
RECOMMENDATION
TIS is seeking approval for a new 36-month equipment lease with Electronic Business
Machines. The Finance & Governance Committee is being asked to consider the equipment
lease at the August 22, 2022 meeting and forward to the City Council Special Meeting Consent
Agenda on September 12, 2022 for Council approval.
ATTACHMENTS
Electronic Business Machines Lease Supplement
Schedule A_Equipment List
Master Lease Reference
1
2
CUSTOMER INFORMATION
FULL LEGAL NAME STREET ADDRESS
City of Tukwila 6300 Southcenter Blvd
CITY STATE ZIP PHONE FAX Tukwila
WA
98188
206-433-1800
BILLING NAME (IF DIFFERENT FROM ABOVE) BILLING STREET ADDRESS
CITY STATE ZIP DBA
EQUIPMENT ADDED
MAKE/MODEL/ACCESSORIES SERIAL NO.
1.Please see attached schedule A
2.
3.
4.
5.
6.
7.
8.
See the attached Schedule A
EQUIPMENT DELETED
MAKE/MODEL/ACCESSORIES SERIAL NO.
1.
2.
3.
4.
5.
TERM
For either option below, the start date will be set to be on the same day of the month as for the previous Lease Agreement and/or Supplement(s), unl ess Customer makes a request for a different start date.
Mos. Termination date of this Supplement will coincide with the termination date set forth in the Lease Agreement and/or previous Supplement(s) (as applicable).
36 Mos. Termination date will not be set to coincide with any other Lease Agreement or Supplement.
PAYMENT SCHEDULE
Monthly Payment* $ 2,973.53 *plus applicable taxes
TERMS AND CONDITIONS
You have requested this Supplement to the Lease Agreement (or Supplement) as set forth above. You agree that the Payment on the Supplement is in addition to your original Agreement. Except for the
specific provisions set forth above, the original terms and conditions set forth in the Lease Agreement and any personal guar anty(s) shall remain in full force and effect and are incorporated herein by reference.
ACCEPTANCE OF DELIVERY
You certify that all the Equipment listed above has been furnished, that delivery and installation has been fully completed a nd is satisfactory. Upon you signing below, your promises herein will be irrevocable
and unconditional in all respects. You understand that we have purchased the Equipment from the Supplier, and you may contac t the Supplier for a full description of any warranty rights under the supply
contract, which we hereby assign to you for the term of this Supplement (or until you default). Your approval as indicated below of our purchase of the Equipment from the Supplier is a condition precedent to the
effectiveness of this Supplement.
Print Name: Signature:X
Customer (as referenced above): Date of Delivery:
CUSTOMER ACCEPTANCE
This is a Supplement to the Agreement identified above between Lessor and Customer, all the terms and conditions of which are incorporated herein. Upon the execution of this Supplement, Custom er hereby
agrees to lease from Lessor the Equipment described above. By signing below, you certify that you have reviewed and do agree to all terms and conditions of the Agreement and this Supplement. The
Equipment and terms of this Supplement are in addition to the Equipment and terms stated in the Agreement.
Print Name: Signature:X Title:
Customer (as referenced above): Dated:
LESSOR ACCEPTANCE
Print Name: Signature:
Lessor: Electronic Business Machines Company Dated:
29347 Rev. 07/03/2013
LEASE AGREEMENT NO.
107152
SUPPLEMENT NO. APPLICATION NO.
Lease Supplement
3
SCHEDULE A
Agreement Number:
Lessee/Customer:
This Schedule A is a part of the above-referenced Agreement between
Lessee/Customer and Lessor/Owner.
Equipment
Quantity Make Model Serial Number Location
Signatures
Lessee/Customer:Lessor/Owner:Electronic Business Machines
Authorized Signature Date Authorized Signature Date
Authorized Signatory Name Title Authorized Signatory Name Title
Authorized Signature Date
Authorized Signatory Name Title
City of Tukwila
1 Kyocera TASKALFA 3552CI VLQ6901666
1 Kyocera TASKALFA 8052CI VA77200194
PR Golf Maintenance PR015800-545001
AS Clerks AS004300-545001
1 Kyocera TASKALFA 4052CI W2M7402020 AS CS&E AS004201-545001
1 Kyocera VLQ7403438TASKALFA 3552CI PW F&FS PW501650-545001 /PW013300-545001
1 Kyocera W2D6Z01342TASKALFA 6052CI PW Admin PW013100-545001
1 Kyocera W2M7401824TASKALFA 4052CI PR TCC Admin PR007100-545001
1 Kyocera W2H7503838TASKALFA 5052CI Municipal Court MC009100-545001
1 Kyocera W2M7702552TASKALFA 4052CI AS HR AS004012-545001
1 Kyocera TASKALFA 4052CI W2M7702724 DCD Back CD008100-545001
1 Kyocera TASKALFA 6052CI W2D7601852 DCD Front CD008100-545001
1 Kyocera TASKALFA 3552CI VLQ7504061 PD MCU PD010210-545001
1 Canon IPF785 BAAS7190 AS CS&E AS004201-545001
1 Kyocera TASKALFA 4052CI W2M7802830 PW Minkler PW013130-545001
1 Kyocera TASKALFA 6052CI W2D8403520 PD Records PD010230-545001
1 Kyocera TASKALFA 8052CI VA78700801 Finance FN005100-545001
1 Kyocera TASKALFA 5052CI W2H8207319 PR TCC Back PR007200-545001
City of Tukwila
4
5
Technical Operations SupervisorMike Marcum
8/31/21 Mike Marcum
6
7
Technical Operations Supervisor
Mike Marcum
8
9
10
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
1
TO: Finance & Governance Committee
FROM: Tony Cullerton, Deputy Finance Director
BY: Aaron Williams, Fiscal Manager
CC: Mayor Ekberg
DATE: August 22, 2022
SUBJECT: June 2022 General Fund Departmental Budget-to-Actuals Report
Summary
The purpose of the June 2022 General Fund Financial Report is to summarize for the City Council the general
state of departmental expenditures and to highlight significant items. The following provides a high-level
summary of the departmental financial performance.
The June 2022 Report is based on financial data available as of August 1, 2022, for the period ending June 30,
2022. Additional details can be found within the included financial report.
Expenditures
General Fund departmental expenditures totaled $30.75 million through June, which is $19,775 more than the
allocated budget of $30.73 million. Department 20, which is transfers to other funds, totaled $2.62 million, which
is $2.20 million less than the allocated budget. The allocated budget is calculated to reflect year-to-date spending
patterns of the previous year. Transfers to capital project funds are not done on a monthly basis. Rather, funds
are transferred to capital project funds only as needed for cash flow purposes. Debt service transfers are done
quarterly.
In total, the General Fund reported expenditures of $33.36 million, which is equivalent to 44.73% of the annual
budget at the completion of 50% of the year. While the General Fund as a whole is currently tracking
expenditures below the YTD annual budget, four departments are trending slightly higher than 50% of the annual
budget at the completion of June.
Finance reported expenditures totaling 52.44% of the annual budget. The additional 2.44% above the annual
budget is primarily due to a Finance Enterprise ERP milestone payment. The milestone payments have been
factored into the annual budget and will normalize throughout the year. Fire reported expenditures totaling
51.63% of annual budget at the completion of 50% of the year. The slight overage of 1.63% is attributed to YTD
overtime. Parks Maintenance reported expenditures of 51.04% of Jan - June annual budget. The 1.04% is
primarily a result of an increase in the Professional Services category, specifically Security & Safety billings. As
of the end of June, Street Maintenance reported department expenditures of 60.93% of annual budget.
However, this percentage represents only a $197 increase over their allocated budget. Staff will continue to
monitor budgets closely and communicate if any department is in danger of exceeding annual budget.
Departmental Variances
Year to Date Department Expenditures Compared to Allocated Budget through June 2022 are displayed on
the following page.
11
12
General Fund
City of Tukwila
General Fund Expenditures
Year-to-Date as of Jun 30, 2022
BUDGET ACTUAL COMPARISON OF RESULTS
EXPENDITURES BY DEPARTMENT
2022
Annual
2022
Allocated
2020 2021 2022
Allocated Budget
vs Actuals
OVER/(UNDER)
%
Expended
% Change
2020/
2021
2021/
2022
001 City Council 385,826 175,485 171,186 165,384 171,690 (3,795) 44.50% (3.39%) 3.81%
003 Mayor's Office 2,565,927 1,125,383 1,078,512 955,299 945,654 (179,730) 36.85% (11.42%) (1.01%)
004 Administrative Services 5,869,141 2,575,584 2,106,663 2,263,791 2,332,018 (243,567) 39.73% 7.46% 3.01%
005 Finance Department 3,347,587 1,605,708 1,386,084 1,434,962 1,755,424 149,715 52.44% 3.53% 22.33%
007 Recreation Department 3,233,011 1,274,973 1,331,237 1,181,978 1,321,741 46,768 40.88% (11.21%) 11.82%
008 Community Development (DCD) 4,662,212 2,049,007 1,595,958 1,923,169 2,000,125 (48,881) 42.90% 20.50% 4.00%
009 Municipal Court 1,597,482 722,703 647,626 610,043 770,679 47,976 48.24% (5.80%) 26.33%
010 Police Department 19,844,123 9,314,472 8,900,343 8,689,475 9,175,970 (138,502) 46.24% (2.37%) 5.60%
011 Fire Department 14,297,033 7,059,580 6,276,341 6,782,979 7,381,006 321,425 51.63% 8.07% 8.82%
013 Public Works Dept 3,982,685 1,870,169 1,865,700 1,704,884 1,909,074 38,905 47.93% (8.62%) 11.98%
015 Park Maintenance Dept 1,726,097 851,779 812,516 777,811 881,043 29,265 51.04% (4.27%) 13.27%
016 Street Maintenance Dept 3,452,085 2,103,071 1,851,730 1,941,381 2,103,267 197 60.93% 4.84% 8.34%
020 Non Departmental 9,619,291 4,835,506 2,068,215 2,731,380 2,615,906 (2,219,600) 27.19% 32.06% (4.23%)
TOTAL EXPENDITURES 74,582,500 35,563,421 30,092,112 31,162,537 33,363,597 (2,199,825) 44.73% 3.56% 7.06%
Year to Date Department Expenditures Compared to Allocated Budget as of Jun 30, 2022
Aug 16, 2022 2
13
General Fund
City of Tukwila
General Fund Expenditures
Year-to-Date as of Jun 30, 2022
BUDGET ACTUAL COMPARISON OF RESULTS
2022
Annual
2022
Allocated
2020 2021 2022
Allocated Budget
vs Actuals
OVER/(UNDER)
%
Expended
% Change
2020/
2021
2021/
2022
511 Salaries 32,802,451 15,514,153 14,376,560 13,869,570 14,981,786 (532,367) 45.67% (3.53%) 8.02%
512 Extra Labor 584,220 31,210 118,475 27,684 163,404 132,194 27.97% (76.63%) 490.24%
513 Overtime 2,000,115 976,978 520,728 1,064,168 1,355,822 378,845 67.79% 104.36% 27.41%
515 Holiday Pay 515,500 72,268 63,624 72,268 79,193 6,925 15.36% 13.59% 9.58%
521 FICA 2,151,955 976,939 899,048 872,949 968,801 (8,138) 45.02% (2.90%) 10.98%
522 Pension-LEOFF 920,517 445,550 587,334 435,536 541,531 95,981 58.83% (25.85%) 24.34%
523 Pension-PERS/PSERS 1,494,905 755,684 863,764 824,671 731,941 (23,743) 48.96% (4.53%) (11.24%)
524 Industrial Insurance 876,892 468,354 469,408 467,781 363,132 (105,222) 41.41% (0.35%) (22.37%)
525 Medical & Dental 7,551,216 3,775,501 3,156,066 3,451,962 3,682,978 (92,523) 48.77% 9.38% 6.69%
526 Unemployment 0 0 27,319 20,710 15,108 15,108 (24.19%) (27.05%)
528 Uniform/Clothing 8,525 1,634 1,094 1,634 840 (795) 9.85% 49.44% (48.62%)
Total Salaries & Benefits 48,906,296 23,018,271 21,083,421 21,108,934 22,884,535 (133,736)46.79%0.12%8.41%
531 Supplies 890,636 239,272 216,186 235,269 147,546 (91,726) 16.57% 8.83% (37.29%)
532 Repairs & Maint Supplies 299,025 122,623 132,698 107,245 176,996 54,374 59.19% (19.18%) 65.04%
534 Resale Supplies 10,000 0 235 0 93 93 0.93% (100.00%)
535 Small Tools 41,250 14,183 45,702 14,871 19,392 5,209 47.01% (67.46%) 30.41%
536 Technology Supplies 13,000 13,000 14,579 16,236 16,484 3,484 126.80% 11.36% 1.53%
537 Fleet Supplies 3,000 1,288 10,772 1,288 3,217 1,929 107.23% (88.04%) 149.74%
Total Supplies 1,256,911 390,365 420,173 374,908 363,729 (26,636)28.94%(10.77%)(2.98%)
541 Professional Services 7,391,918 3,484,337 3,236,221 3,373,749 3,475,605 (8,732) 47.02% 4.25% 3.02%
542 Communications 458,739 214,258 215,927 214,258 203,393 (10,865) 44.34% (0.77%) (5.07%)
543 Professional Development 252,921 252,921 166,123 228,382 179,506 (73,415) 70.97% 37.48% (21.40%)
544 Advertising 40,250 3,765 9,126 3,998 3,946 182 9.80% (56.18%) (1.30%)
545 Rentals 478,484 182,699 209,940 198,825 94,546 (88,152) 19.76% (5.29%) (52.45%)
546 Technology Services 348,291 233,754 465,474 242,801 318,540 84,786 91.46% (47.84%) 31.19%
547 Utilities 2,034,285 1,626,584 1,400,506 1,592,330 1,627,047 463 79.98% 13.70% 2.18%
548 Repairs & Maint Services 2,185,367 1,024,844 623,657 979,598 1,112,154 87,310 50.89% 57.07% 13.53%
549 Miscellaneous 879,747 45,711 187,836 37,190 247,835 202,124 28.17% (80.20%) 566.40%
Total Services 14,070,002 7,068,872 6,514,809 6,871,132 7,262,574 193,701 51.62%5.47%5.70%
564 Machinery & Equipment 730,000 103,629 5,495 76,184 236,853 133,224 32.45% 1,286.54% 210.90%
Total Capital Outlay 730,000 103,629 5,495 76,184 236,853 133,224 32.45%1,286.54%210.90%
750 Transfers Out 9,619,291 4,835,506 2,068,215 2,731,380 2,615,906 (2,219,600) 27.19% 32.06% (4.23%)
Total Non Operating Expense 9,619,291 4,835,506 2,068,215 2,731,380 2,615,906 (2,219,600)27.19%32.06%(4.23%)
TOTAL EXPENDITURES 74,582,500 35,416,644 30,092,112 31,162,537 33,363,597 (2,053,048) 44.73% 3.56% 7.06%
Aug 16, 2022 3
14
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Finance and Governance Committee
FROM: Niesha Fort Brooks, Community Engagement Manager
Tony Cullerton, Deputy Finance Director
CC: Mayor Ekberg
DATE: August 11, 2022
SUBJECT: Budget Outreach Overview and Feedback to Date
ISSUE
City staff have been engaging the community on their priorities for the 2023/2024 biennial budget. This memo
and attachments provide an overview of the information shared with staff to date.
BACKGROUND
The Administration and Council share a common goal of gathering ideas and feedback from the community on
their priorities and ideas for the 2023/2024 biennial budget. Since early June, staff have engaged with
community members at a variety of different meetings, events, and community gatherings to talk – and most
importantly, listen – to the community about the budget. There have been three main ways that community
members can share their feedback:
Balancing Act – Online budget tool that allows individuals to propose ways to balance the City’s budget
by identifying potential service cuts, service increases, revenue reductions and revenue increases. 61
individual responses were received, though some of those were staff tests. Overview of results
attached as well as verbatim comments and suggestions.
Service Priorities & Revenue Ideas Boards – Staff attended a variety of community events (see attached
overview of budget outreach activities) and gathered feedback on service priorities and revenues by
asking community members to put dots on a board (see photos attached). Boards were translated in
Spanish, Vietnamese, and Somali.
Online Survey – The information on the boards discussed above were also used in an online survey
format. 65 responses were received, and the full report is attached to this memo.
Outreach remains ongoing and this memo covers feedback received before August 7, 2022.
DISCUSSION
In general, the feedback staff received is as diverse as the community we serve. As you will read in the
verbatim responses to the online survey and Balancing Act tool, folks have a wide variety of ideas and
concerns. Below is an overview of the general themes that came from each of the feedback mediums:
Balancing Act: The tool was deployed to allow users to balance the budget by reducing services and/or
increasing revenues. While we did have some community members use the tool, we also heard that it was
somewhat difficult to maneuver, took a long time and was perhaps too detailed. On the backend of the
program, it does not offer complete reports in an accessible format. After review of the CSV file output, it is
clear that the suggestions and comments are the most informative portion of the tool, and they are included
here as an attachment.
Service Priorities & Revenue Ideas Boards: Below are the results from the dot exercises to date listing
expenditure priorities and input on how to bridge the revenue/expense gap.
15
INFORMATIONAL MEMO
Page 2
Expenditure priorities listed in order with total number of dots:
1. Youth Activities – 43
2. Communications/Community Outreach – 35
3. Police Services & Public Safety – 31
4. Senior Activities – 28
5. Human Services & Rental Assistance – 27
6. Fire & Emergency Medical Services – 25
7. City Future Planning – 22
8. Sidewalk & Crosswalk Maintenance – 21
9. Economic Development Activity – 20
10. Park & Trail Maintenance – 14
11. Community Emergency Preparedness – 14
12. Code Enforcement Activity – 11
13. Street Surface Maintenance – 9
14. Public Records Accessibility – 8
15. Traffic Calming Measures – 8
16. Foster Golf Course Operations – 6
17. Municipal Court Services – 6
18. Utility Infrastructure Maintenance – 5
19. Building Permit Issuance – 2
20. Other:
a. Middle School Programs – 1
b. Climate Action Plan – 1
Revenue ideas listed in order with total number of dots:
1. Increase gambling tax – 26
2. No tax increase, reduce services – 12
3. Add a Business & Occupation tax – 9
4. Increase property tax – 7
5. Increase fees for services – 4
6. Increase sales tax – 3
7. Other:
a. Cannabis shops – 2
b. Increase sin taxes – 2
Online Survey: Below are snapshots of the rank of service priorities from the online survey. Full survey
report included as attachment.
16
INFORMATIONAL MEMO
Page 3
RECOMMENDATION
Information Only.
ATTACHMENTS
Biennial Budget Outreach Efforts
Balancing Act Overview & Verbatim Suggestions and Comments
Photos of the Service Priorities & Revenue Boards and Community Events
Online Survey Report
17
18
City of Tukwila Biennial Budget Outreach Efforts – 2022
Administrative Services: Community Engagement Summer 2022
Board or Commission Staff Liaison Confirmed
Equity and Social Justice
Commission
Niesha Fort‐Brooks June 2, 2022, at 5:30pm
COMPLETED
Parks Commission Kris Kelly June 8, 2022, at 5:30PM
COMPLETED
Human Services Advisory Board Stacy Hansen June 16, 2022, at 10am
COMPLETED
Arts Commission Michael May June 22, 2022, at 6:00pm
COMPLETED
Planning Commission Wynetta Bivens June 23, 2022, at 6:30pm
COMPLETED
Library Advisory Board John Dunn July 5, 2022, at 6:30pm
COMPLETED
COPCAP Phi July 14, 2022, at 6:30pm
COMPLETED
Civil Service Commission Allen Wedge July 21, 2022, at 5:00pm
COMPLETED
Lodging Tax Advisory Board Brandon Miles August 12, 2022, at 11:30pm
COMPLETED
Leadership Chat (staff outreach) City of Tukwila 2023 – 2024 Biennial Budget
Wednesday, June 1, 2022, at 1:00pm Finance Department
Council Townhall Meeting Virtual
Tuesday, July 12, 2022, at 5:30pm Microsoft Teams
Click here to join the meeting
Tukwila Parks and Rec: See You In
The Park Series
Date, Time and Location
11:30am – 1:30pm July 13: Bicentennial Park
Concert in the Park with Food Trucks
COMPLETED
9pm to 11pm July 27: Tukwila Community Center
Movie in the Park
COMPLETED
6pm to 8pm August 10: Riverton Park
First Annual Tukwila Summer Park‐A‐Lympics
COMPLETED
6pm to 8pm August 24: Crestview Park
Bark in the Park Summer Festival
19
City of Tukwila Biennial Budget Outreach Efforts – 2022
Administrative Services: Community Engagement Summer 2022
Tukwila Farmers Market Dates & Time | JUNE, JULY & AUGUST 2022
EVERY WEDNESDAY 4PM to 7PM
Sullivan Center July 6
COMPLETED
Sullivan Center July 13
COMPLETED
Sullivan Center July 27
COMPLETED
Sullivan Center August 3
COMPLETED
Sullivan Center August 17
Sullivan Center August 24
Sullivan Center August 31
Community Stakeholder Date & Time
Foster High School – Black Student Union June 7 | 2:30PM – 3PM
COMPLETED
Tukwila 2nd Annual Juneteenth Event Jun 18 | 2PM – 4PM
COMPLETED
Tukwila Community Center Senior Engagement June 23|11PM
COMPLETED
20
Suggestions and Comments from the Balancing Act Tool
All suggestions included; no edits made
Develop Segale privatize golf and parks Maintenance sell old fire stations and some
properties or leases on some properties to outside sources
Moritorium on DA agreements increasing tax revenue. Contract out the golf course. Sell
surplus/ unused properties, old fire stations in so center , star nursery, unused parks.
Institute a hiring / wage freeze. Layoffs
Enforce the fireworks ban and give out citations
Implement a B&O Tax
This isn't a suggestion as much as a recognition of the process. I initially, just to see what the
budget looked like, cut 10% from every non‐police, non‐fire department. And what you
basically find is that without new revenue, you are still negative by more than $2 million,
which would demand 10% and 5% cuts from those departments. This is clearly a drastic
reaction, so we needed to increase revenue. I generally tried to bring our revenue rates in
line with Seattle in order to maintain services.
New revenues on businesses in our city
Increase revenues.
Add revenue stream.
Add B&O Tax
Fully implement programs and grants to maximize the work done in all areas. PW has the
most opportunity with the Infrastructure Bill. Allow fines for surface water polluters to fund
your required water quality programs and use the freed capital to support the street
sweeping, drain cleaning, flood patrol and prevention.
Add B&O Tax.
New revenue source like a b and o tax
* Amend zoning laws to enable location of more Cannabis stores
* Identify locations appropriate for short term rentals and raise the lodging tax on them.
Currently, do we even know where these businesses are operating?
* Raise development permit fees to better cover costs. (They do not currently cover costs)
B&O tax
Marginally increase taxes across the board, switch regular maintenance services where
possible to contracted services, privatize the enterprise funded items as well as other
ongoing maintenance. Including regular cleaning and mowing of the parks.
21
Increase sales tax revenue by optioning allowable increases.
Re‐evaluate permit fees to insure ALL services are 100% covered by the fees. I spend time on
permit review that is not tracked that should be, pretty sure others do as well.
Petition state leg to allow for recoupment of costs associated with PRRs. With providing
everything digitally, we aren't even recouping the pathetic 5 cents per page and many of
these requests take hours and hours of staff time. Some balance between transparency and
costs to provide information should be found.
Make the golf course self sufficient or even profitable! It should not be a drain on the general
revenue! TCC and its programs should also be self sufficient, if not profitable.
Identify a new tax revenue stream.
Identify new tax revenues
Add B&O Tax
Add B&O Tax
After building the Stadium, we could see a steady source of income for many years to come
that would bring in millions of dollars.
Get rid of administrator. A Mayor is more than enough for a typical municipality.
Municipal Banking. Offer citizens from anywhere in the country access to savings, checking
and wealth building tools. It's basically what your doing with the GO bonds but you start your
own bank with the same setup as with the GO bond as your loan limits would be based on
your expected revenues. With this bank you can have access to federal reserve money at low
rates and could be leveraged by 9x and provide a significant amount of capital. Your already
doing this process but your paying middle men to take fees from you for nothing, for no
reason but paperwork. Start a Tukwila Municipal Bank today! Stop paying servicing fees just
to access money from another entity. Create your own Municipal Bank. Look it up on google
there are some cities doing it already. I heard LA was working on one too. Let's get ahead of
the coming economy and create our own nestegg as a community. This is most effective and
efficient way to access to potential revenues of our city. This would allow us to invest in
anything a bank does now including offering bonds ourselves.
Sales tax is primarily shouldered by the poorest folks in our community we need to charge
the businesses that want to work here. We are a prime location and if they don't like our fees
we wait for folks that will pay it. With zero sales tax we create demand for stores selling tax
free items here. We can use this fact to get business to come.
Bowling Alleys should pay Admission Tax.
Again Fines should not be part of any kind of budget, we create a situation where we depend
on people breaking the rules. Or possibly fines being issued more frequently or more strictly
than might be necessary to increase our budget. This seems like a horrible situation.
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Why can't we increase our cities investments? Could we issues more bonds? Could we offer a
municipal savings account for anyone in the country and use that money to do it? Could we
open a municipal bank and self finance our budget?
What are the cost over runs for the Hiser building? Why do we have a paid mayor and a city
administrator? Why is it that the city of Seattle paid their PW $1,000 bonus for working during covid
and several other city did the same but Tukwila is hurting for funds. Need to sell the golf course and
develop the segale properties!
Put a freeze on wages and hiring for now . Place a moratorium on DA agreements for the next 5
years...these developments use all the services but pay no taxes to support them . This would help
build a tax base so the city would be less impacted by so center fluctuations. Sell unused city
properties like the old fire station in so center , star nursery or unused parks like southgate saving
maintance and upkeep $$$.
Highlight more of our attributes...sea wolves, encourage more 5ks on our trail like the sounders 5k.
I started with an across the board 2% decreases in spending ‐ not sufficient. 5% across the board was
also insufficient. The next step was a 10$ decrease in Police, Fire (both Supression and
Prevention/Investigation),and Public Works (both Engineering and Streets). At this point in the
brutality I then saw a $55,839 surplus. This may mean that an across the board decrease of 7‐8% may
do the job rather than having some areas have a 10% cut while others have 5%
INCREASE LITTER CLEAN UP AND EDUCATION
Mental Health Responders for homeless outreach
Fully fund your infrastructure and the rest will take care of itself. Raise fees and rates in all areas to
fully fund PW and supporting efforts and your community will have safe streets, with every street
light on, bridges that stand up to time, water in every fire hydrant and no sewer backups or floods
that destroy buildings, roads and businesses.
Before building all the "shiny objects" that departments offer as good ideas, do a thorough evaluation
of the M&O costs and understand the staff impacts to support the new "shiny objects." Tukwila loves
to spend money on building and implementing new things and projects, but NEVER considers the
long‐term impacts of what it will take to own, operate, and maintain. The PSP is a perfect example of
spending **WAY** beyond the means of the City to get something new and shiny without fully
understanding the costs to build (I mean, just how far over budget is it, really, well over 50% over
budget and approaching 100% over budget) and the long term costs to operate and maintain. This
also applies to park plans, city‐wide free wifi, all the toys that PD and Fire want, and more. While they
are great plans and ideas, they are NOT FREE and impact the overall financial wellness of the City!
Build a City‐Owned Stadium that can be leased to professional sports teams and reward Tukwila
residents with drastically reduced rates.
Let's not cut police.
The police have been asked to do to many jobs in our society for to long. They need a break and
deserve help from our community. We need to remove as many tasks that don't have anything to do
with policing. We shouldn't have asked them to shoulder so much and we should start by cutting their
budget by as much as is safe to do so.
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I think recently the fire department had something like a million dollars in overtime, shore up that
and be a little more intelligent with staffing and that would be like a 5% cut but really it would just be
an elimination of a wasteful activity.
Reduce overtime/ call outs. Also reconfigure so if its an aid call ( which is the majority of calls ) they
don't have to take the ladder truck but can take an aid vehicle instead
Hand over to south king county fire…like you should have done years ago.
cut the engineering postions and farm out what you can't do in house
administration can always be cut, but instead it seems to continously grow showing itself as a needed
service when it's a cost that if we are thinking of "cutting" important services like police and fire, the
city staff can handle waiting a little longer.
Start at the top
These are the parts of the government that everyone has some interaction with. They provide most if
not all paperwork most people need to interact with the city. This process should be as simple and
quick as possible. I think it's possible to make the experience more effective and interesting to the
citizens. The clerk will know how to use the additional funds in my opinion better than the council.
Instead of haveing all the see you in the parks , just have 1 tukwila days / wildlife festival weekend at
the tcc reducing staff hours planning , setting
up and staffing multiple events. Stop trying to build a 2nd community center.
Contract out some of the mowing etc saving benefits and wages
If you look at the parks, over the years you see them cutting back on their areas they focus on. the
Green river trail used to be mowed a lot more they used to have a lot more cutting back and cutting
back, I remember a time when the grass was green in the summer at some of the lesser known parks.
It would be nice if they had staff that could support reliable maintenance.
No new park until the parks we have can be maintained and regulated properly.
Fully Fund Finance.
Start at the top. Why does the mayors office need this big of a budget ?
In these times I believe it is up to the entire government to lead our city by example by elimination of
everything unnecessary. I believe this has to include eliminating the salaries of the leadership. Public
service is a privilege and should be provided for free. The money can be used for an increase of other
folks pay rates
The court is where an individual can have the lives completely or partially destroyed in an instant.
Many people are terrified to set foot inside of one, especially any immigrants or black or brown folks.
It is our responsibility to do best we can to fund these services so we can support our community to
grow stronger. Our courts should be a place we can begin to heal and trust each other again. If we all
know that in our city we will treat everyone with respect and will not tolerate any type attacks our
community.
If these are GO bonds can we delay our payments for a few years somehow without messing up our
bond worthiness?
Contract out running of the golf course and maintenance to private company
Golf should be able to pay for itself.
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2
5
2
6
2
7
2
8
2023–2024 BUDGET COMMUNITY OUTREACH
2
9
3
0