HomeMy WebLinkAboutFIN 2023-03-13 COMPLETE AGENDA PACKETCity of Tukwila
Finance and Governance
Committee
O Kate Kruller, Chair
O Kathy Hougardy
O De'Sean Quinn
AGENDA
MONDAY, MARCH 13, 2023 — 5:30 PM
Distribution:
K. Kruller
K. Hougardy
D. Quinn
C. Delostrinos Johnson
T. McLeod
M. Abdi
T. Sharp
Mayor Ekberg
D. Cline
R. Bianchi
C. O'Flaherty
A. Youn
L. Humphrey
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 PUBLIC TO LISTEN TO THIS
MEETING IS: 1-253-292-9750, Access Code 965223169#
Click here to: Join Microsoft Teams Meeting
For Technical Support during the meeting call: 1-206-433-7155.
Item
Recommended Action
1. BUSINESS AGENDA
a. Approval to conduct a Private LTE Proof of Concept
a. Forward to 3/20 Regular
Pg.1
(POC) with the Washington State Broadband Office for
student internet access.
Meeting.
Joel Bush, Chief Technology Officer
b. Monthly General Fund update (January 2023).
b. Discussion only.
Pg.7
Tony Cuilerton, Deputy Finance Director
c. An update on the Boards and Commissions
appointment process.
c. Discussion only.
Pg.13
Laurel Humphrey, Legislative Analyst; and
Cheryl Thompson, Executive Assistant
d. An update on Capital facilities financing.
d. Discussion only.
Pg.21
David Cline, City Administrator; and
Brandon Miles, Business Relations Manager
2. MISCELLANEOUS
Next Scheduled Meeting: March 27, 2023
SThe City of Tukwila strives to accommodate individuals with disabilities.
Please contact the City Clerk's Office at 206-433-1800 (TukwilaCityClerk@TukwilaWA.gov) for assistance.
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Finance & Governance Committee
FROM: Joel Bush, Chief Technology Officer
BY: Eric Compton, TIS Franchise Analyst
CC: Mayor Ekberg
DATE: March 7, 2023
SUBJECT: Private LTE / CBRS Proof of Concept Funding
ISSUE
Approval to conduct a Private LTE Proof of Concept (POC) with the Washington State
Broadband Office. The State Broadband Office will provide up to $1 Million in funding for the
POC.
BACKGROUND
The City of Tukwila has unsuccessfully applied for grants in the recent past to develop a Private
LTE (Long Term Evolution) solution to bridge the digital divide experienced by Tukwila
Students. The State Broadband Office reached out to the City of Tukwila to provide up to
$1,000,000 to conduct a POC based on the strength of past grant applications.
Ensuring that every Tukwila student has equitable access to quality internet is the 1St Pillar of
Tukwila Smart City Initiative. If successful, this POC can be scaled to meet this end.
Additionally, the network can lay the foundational infrastructure for programs to support many
other projects including public safety initiatives, measuring air quality, parking availability in the
business district, and utility applications.
DISCUSSION
This Private LTE POC will provide quality internet to approximately 1,200 Tukwila students that
reside in Tukwila Hill, Allentown and Tukwila International Boulevard neighborhoods. Private
LTE is the same technology used by cell carriers on cell phones for over a decade marketed as
4G. The solution will provide cellular connectivity to local students using take home
Chromebooks provided by the school district. Tukwila will contract with a partner to manage
the provisioning of resources needed to connect the Private LTE network to the Chromebooks.
TIS has consulted with vendors on the feasibility of this project and are confident that the
selected vendor will deliver in time and within the agreed upon scope. The Washington State
Broadband Office will provide contracting services for the Private LTE Proof of Concept. The
final contract will come before the council when it has been developed.
The State Broadband office has implemented a time requirement for the project that the
$1,000,000 will need to be expended by June 30th, 2023.
FINANCIAL IMPACT
There will be limited financial impact in conducting the Private LTE network, but some staff time
will be required to determine connectivity of cellular sites to the City or network. In our current
discussions, the State Broadband Office will provide enough funds for all infrastructure and
three (3) years of spectrum license fees and managed services. Spectrum license and
1
2
INFORMATIONAL MEMO
Page 2
managed service fees of $94,000 per year will need to be part of the 2025/2026 budget
discussions if Tukwila wishes to continue beyond the initial POC.
RECOMMENDATION
The Council is being asked to approve partnering with the Broadband Office on the Proof of
Concept at the March 20, 2023 Regular Meeting.
ATTACHMENTS
Student Internet Need Analysis Map
Citizen Broadband Radio Service Spectrum Analysis
Draft of Proposed Cellular Site Locations.
https://tukwilawa.sharepoint.com/sites/mayorsoffice/cc/Council Agenda Items/Technology Services/Private LTE Informational Memorandum (Info Memo).docx
Tukwila School District - Student Internet Need Analysis
City of Tukwila - GIS
w
-122.225 47.482 Degrees
unty, WA State Par KS
GIS
Legend
.^. X
Hotspot Deployment (Heat map)
Tukwila Empty Conduit
Tukwila Empty Conduit and Fiber
Tukwila iNet
City Limits
Tukwila Hill
• 56 payor lunch students
• 210 free and reduced
lunch students
• 266 TOTAL
TIB
• 79 payor lunch students
• 687 free and reduced
lunch students
• 766 TOTAL
Allentown
• 35 payor lunch students
• 59 free and reduced lunch
students
• 94 TOTAL
TOTAL SUM OF ALL STUDENTS IN 3
AREAS
1126 TOTAL STUDENTS
Potential State Broadband Office Private LTE CBRS Proof of Concept
CBRS Spectrum Analysis
Customer
Location
Use Case Type
Bandwidth Required
Date
City of Tukwila, WA
Tukwila, WA
Indoor/Outdoor service for City (TBD)
TBD
1 B1Jan(2023
Location shows moderate CBRS spectrum utilization within approx. 9 miles.
Non -Federal incumbents are not present. Within DPA Zone - radios should be configured to allow frequency change in case of federal
activity. PAL channels are present (30 MHz; 3620-3650 MHz). Overall good conditions for CBRS deployments. GO.
DPA Zone
PAL
Channel Utilization
Within -9 miles
- Category R *Category ®
02022Fedealed Wireless. PJI lMs reserved.
Draft Cell Site
Locations
t]L RSRP coverage for a 20MHz
LTE Channel at 3500 MHz
LTE: Commie b, RSRP Leve! MU
RSRP Levet fDLI Idfn9 > =$S
RSRP Leve! I➢LI IdBee > _ _g0
PEEP Level fDUI RPe s-95
RSRP Levet IOU NMI > =•105
RSRP Left! IDLI( Rn0>-•10S
RSRP Levet IOU Id&n1 > =•110
111 PEEP Level CLI Id9mI > •-115
FIGURE 3: RADIO FREQUENCY COVERAGE
1:1212.1 Feeler lad PJI,. RYI ngM reserved
Neighborhood
Site
Facility
Address
Height(ft)
Monopole
Allen Town
AllenTown
Tukwila Community Center
12424 42nd Ave S, Tukwila, WA 98168
60
Tukwila Hill
Tukwila Hill
Municipal Water Reservior
15000-14944 57th Ave 5, Tukwila, WA 98168
50
YES
Tukwila Hill
Foster
PSE Utility Pole
13537 Interurban Ave S, Tukwila, WA 98168, USA
50
T1B
Cascade View
Cascade View Elementary school
13601 32nd Avenue S., Tukwila WA 98168
38
TIB
T1B
Impact Puget Sound Charter School
3438 5 148th 5t., Tukwila, WA 98168
64
TIB
Site 2
PSE Utility Pole
38 Rainbow Cir, Tukwila, WA 98188, USA
25
TIB
Site 3
PSE Utility Pole
15810 39th PI 5, Tukwila, WA 98188, USA
25
01
6
W
i City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Finance & Governance Committee
FROM: Tony Cullerton, Deputy Finance Director
CC: Mayor Ekberg
DATE: March 13, 2023
SUBJECT: January 2023 General Fund Departmental Budget -to -Actuals Report
Summary
The purpose of the January 2023 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 January 2023 report is based on financial data available as of March 3, 2023, for the period
ending January 31, 2023.
Expenditures
Allocated Budget
The 2023 Allocated Budget calculation has changed from the prior year reporting in that, General
Fund departments now allocate their annual budget by month based on anticipated spending
requirements instead of historical spending behaviors. For example, known insurance payments
that are due at the beginning of the year are allocated fully in the month the payment is due,
instead of allocating the expense evenly over twelve months. As of the end of January, every
department reported activity that is within their allocated budget.
General Fund departmental expenditures totaled $5.2 million through January, which is $706,826
less than the allocated budget of $5.9 million. Department 20, which is transfers to other funds,
reported no expenditure activity in the month of January. This is consistent with January 2022
spending patterns. In total, the General Fund reported expenditures of $5.2 million through
January, which is $706,826 less than the allocated budget of $5.9 million.
Budget to Actual
When comparing YTD spending to the percent of year completed (8.3%), a few departments
finished the month higher. Finance reported % Expended of 17% at 8.3% of the year. This is
attributed to the maintenance agreement with Tyler Technologies for Eden. Police ended the
month at 9.1%. Major contributing factors are Salaries and Professional Services. The increase
in Salaries is a result of contractual agreements. Professional Services reported an increase over
the same period last year of $360,984 or 129%. The main driver is an increase is Dispatch
Services. Public Works finished the month at 17.8%. The significant portion of the increase has
been traced to Professional Services. Specifically, Facilities Maint. / Ins -Property.
1
7
INFORMATIONAL MEMO
Page 2
Departmental Variances
Year to Date Department Expenditures Compared to Allocated Budget Through January 2023:
2023 Compared to 2022
Most departments reported increases over the same period of the prior year. An increase in
salaries is common across the board. A few departments reported increases greater than 5% and
$50,000 over the same period last year.
In addition to the standard salary increase, Administrative Services reported increased Online
Services costs in its TIS division, and the AWC annual membership invoice was paid by the HR
division. Recreation reported the standard increase in salaries over the prior January, as well as
an increase in Extra Labor due to the return of services. Police reported an increase in Salaries
and Professional Services. The increase in Salaries is a result of contractual agreements.
Professional Services reported an increase over the same period last year of $360,984 or 129%.
The main driver for this increase is Dispatch Services, which reported January expenditures of
$230,808. Zero expenses were reported for Dispatch Services during the same period last year.
While there were Dispatch Services expenditures incurred in January 2022, timely reporting has
been enhanced in 2023 compared to prior years. Public Works reported an increase on the
previous year of $117,059. The significant portion of the increase has been traced to Facilities
Maint. / Ins -Property. January 2022 expenditures for this insurance cost was $346,858. January
2023 costs was $438,917, representing a total increase of $92,059.
Overall, the General Fund departments reported actual spending of 3.5% ($190,391) less
than the same period last year.
8
BUDGET
ACTUAL
2023
2023
2021
2022
2023
Allocated Budget
vs Actual
%
Expended
$ Change % Change
EXPENDITURES BY DEPARTMENT
Annual
Allocated
OVER/(UNDER)
2022/2023
City Council
384,889
28,491
25,650
27,414
28,480
(11)
7.4%
1,066 3.9%
Mayor's Office
2,502,666
229,365
78,975
113,608
121,425
(107,940)
4.9%
7,817 6.9%
Administrative Services
5,676,491
444,218
309,492
333,586
405,218
(39,000)
7.1%
71,632 21.5%
Finance Department
3,868,642
734,334
521,763
644,461
662,025
(72,309)
17.1%
17,564 2.7%
Recreation Department/ Parks Maintenance
5,109,490
375,394
273,418
252,039
336,348
(39,047)
6.6%
84,309 33.5%
Community Development (DCD)
4,672,314
385,559
257,564
385,765
328,107
(57,452)
7.0%
(57,658) -14.9%
Municipal Court
1,741,340
145,112
94,867
119,131
135,263
(9,849)
7.8%
16,133 13.5%
Police Department
22,746,448
2,228,104
1,463,602
1,541,077
2,075,806
(152,298)
9.1%
534,729 34.7%
Fire Department
14,790,120
275,195
1,222,368
1,235,466
252,424
(22,771)
1.7%
(983,042) -79.6%
Public Works Dept/ Street Maintenance
7,574,988
1,036,598
557,927
713,391
830,450
(206,148)
11.0%
117,059 16.4%
Subtotal
69,067,388
5,882,371
4,805,627
5,365,936
5,175,545
(706,826)
7.5%
(190,391) -3.5%
Non Departmental
6,688,881
0
0
0
0
0
0.0%
0 #DIV/0!
Total Expenditures
75,756,269
5,882,371
4,805,627
5,365,936
5,175,545
(706,826)
6.8%
(190,391) -3.5%
%of Year 8.3%
2023 Compared to 2022
Most departments reported increases over the same period of the prior year. An increase in
salaries is common across the board. A few departments reported increases greater than 5% and
$50,000 over the same period last year.
In addition to the standard salary increase, Administrative Services reported increased Online
Services costs in its TIS division, and the AWC annual membership invoice was paid by the HR
division. Recreation reported the standard increase in salaries over the prior January, as well as
an increase in Extra Labor due to the return of services. Police reported an increase in Salaries
and Professional Services. The increase in Salaries is a result of contractual agreements.
Professional Services reported an increase over the same period last year of $360,984 or 129%.
The main driver for this increase is Dispatch Services, which reported January expenditures of
$230,808. Zero expenses were reported for Dispatch Services during the same period last year.
While there were Dispatch Services expenditures incurred in January 2022, timely reporting has
been enhanced in 2023 compared to prior years. Public Works reported an increase on the
previous year of $117,059. The significant portion of the increase has been traced to Facilities
Maint. / Ins -Property. January 2022 expenditures for this insurance cost was $346,858. January
2023 costs was $438,917, representing a total increase of $92,059.
Overall, the General Fund departments reported actual spending of 3.5% ($190,391) less
than the same period last year.
8
INFORMATIONAL MEMO
Page 3
The graph below shows the Annual Budget, Actual Expenditures, and Allocated Budget amounts
for the General Fund departments.
City Council
U
Mayor's Office
Administrative Services
Finance Department
Recreation Department/ Park Maintenance
Community Development (DCD)
Municipal Court
ii
Police Department
Fire Department mu
Public Works Dept / Street Maintenance
0
500 1,000 1,500 2,000 2,500
Thousands
■ Actual Expenditures ■ Allocated Budget
Per ordinance, the City adopts a biennial budget by fund. This is the required level of reporting
for external authoritative sources of oversight such as of the Washington State Auditor's office.
This level of reporting is also utilized for purposes of debt issuance and by other stake holders.
For managerial reporting and internal use, the city reports activity at the department level. This
provides more details and additional information used by decision makers within the city and those
charged with governess. In an effort to provide an enhanced level of reporting, additional
information is being provided for activity at the transaction level that reflect an increase of more
than 5% over the prior year AND $50,000.
9
INFORMATIONAL MEMO
Page 4
The table below to displays 2022/2023 change in spending by $ and % for informational purposes.
As of the end of January, there was one line item that reported an increase of more than 5% AND
$50,000.
General Fund
City of Tukwila
General Fund Expenditures
Year -to Date as of Jan 31, 2023
% of Year
8.3%
Professional Services is the only line item that reported an increase over the same period last
year of both greater than 5% and $50,000. The majority of the increase is shared between Police
($360,984) and Fire ($127,311). The increase with Police is attributable to Dispatch Services and
an increase in PD Admin / Ins Liability insurance premiums over the same period last year. Fire
10
BUDGET
ACTUAL
COMPARISON OF RESULTS
2023
Annual
2023
Allocated
2021
2022
2023
Allocated Budget
vs Allocated
OVER/(UNDER)
%
Expended
Change
$
2022/2023
2022/2023
511 Salaries
25,787,016
2,148,919
2,351,288
2,454,294
1,942,606
(206,313)
7.5%
(511,688)
(20.8%)
512 Extra Labor
769,106
39,670
335
21,795
29,116
(10,554)
3.8%
7,320
33.6%
513 Overtime
755,184
46,724
139,198
233,720
146,202
99,478
19.4%
(87,517)
(37.4%)
515 Holiday Pay
250,000
963
2,560
765
0
(963)
-
(765)
(100.0%)
521 FICA
2,110,086
175,841
144,469
155,507
158,801
(17,040)
7.5%
3,295
2.1%
522 Pension-LEOFF
635,410
46,784
68,920
73,834
43,799
(2,985)
6.9%
(30,036)
(40.7%)
523 Pension-PERS/PSERS
1,744,919
145,410
133,928
119,230
127,576
(17,834)
7.3%
8,346
7.0%
524 Industrial Insurance
586,183
48,849
45,845
39,511
32,502
(16,347)
5.5%
(7,009)
(17.7%)
525 Medical & Dental
5,748,432
479,036
515,036
608,100
449,808
(29,228)
7.8%
(158,292)
(26.0%)
526 Unemployment
0
0
0
0
0
0
#DIV/0!
0
#DIV/0!
528 Uniform/Clothing
33,290
9,191
0
0
0
(9,191)
-
0
#DIV/0!
Total Salaries & Benefits
38,419,627
3,141,387
3,401,579
3,706,755
2,930,411
(210,976)
7.6%
(776,344)
(20.9%)
531 Supplies
678,334
55,818
32,350
(12,058)
8,326
(47,492)
1.2%
$20,385
(169.1%)
532 Repairs & Maint Supplies
450,010
37,239
11,551
0
6,286
(30,953)
1.4%
$6,286
#DIV/0!
534 Resale Supplies
2,500
200
0
0
0
(200)
-
$0
Null
535 Small Tools
213,203
17,717
2,118
0
172
(17,545)
0.1%
$172
#DIV/0!
536 Technology Supplies
110,798
9,233
772
0
2,499
(6,734)
2.3%
$2,499
#DIV/0!
537 Fleet Supplies
7,000
583
36
0
150
(433)
2.1%
$150
#DIV/0!
Total Supplies
1,461,845
120,790
46,827
(12,058)
17,433
(103,357)
1.2%
$29,491
(244.6%)
541 Professional Services
21,798,537
1,708,114
1,131,526
1,204,343
1,858,959
150,845
8.5%
$654,616
54.4%
542 Communications
440,528
35,666
24,359
(200)
14,770
(20,896)
3.4%
$14,970
(7,484.9%)
543 Professional Developmer
570,359
65,203
16,383
70,637
108,736
43,533
19.1%
$38,100
53.9%
544 Advertising
66,300
10,867
334
0
0
(10,867)
-
$0
#DIV/0!
545 Rentals
1,298,059
24,896
10,225
5,930
5,912
(18,984)
0.5%
($18)
(0.3%)
546 Technology Services
1,031,264
180,144
10,000
159,407
151,756
(28,388)
14.7%
($7,651)
(4.8%)
547 Utilities
2,244,354
164,248
7,996
14,300
41,752
(122,496)
1.9%
$27,452
192.0%
548 Repairs & Maint Services
1,286,418
108,160
153,220
144,732
1,588
(106,572)
0.1%
($143,144)
(98.9%)
549 Miscellaneous
1,012,899
81,903
3,177
22,593
6,520
(75,383)
0.6%
($16,073)
(71.1%)
Total Services
29,748,719
2,379,201
1,357,220
1,621,740
2,189,992
(189,209)
7.4%
568,252
35.0%
561 Capital Outlay -Land
0
0
0
0
893
0
-
0
-
563 Other Improvements
0
0
0
0
0
0
-
0
-
564 Machinery & Equipment
420,000
7,500
0
49,499
0
(7,500)
-
(49,499)
(100.0%)
565 Construction Projects
0
0
0
0
37,709
Total Capital Outlay
420,000
7,500
0
49,499
38,602
(7,500)
9.0%
(11,790)
(23.8%)
750 Transfers Out
5,706,078
0
0
0
0
(5,706,078)
-
0
#DIV/01
Total Non Operating Expense
5,706,078
0
0
0
0
(5,706,078)
-
0
#DIV/0!
TOTAL EXPENDITURES
75,756,269
5,648,878
4,805,627
5,365,936
5,176,438
(6,217,120)
6.8%
(190,391)
(3.5%)
% of Year
8.3%
Professional Services is the only line item that reported an increase over the same period last
year of both greater than 5% and $50,000. The majority of the increase is shared between Police
($360,984) and Fire ($127,311). The increase with Police is attributable to Dispatch Services and
an increase in PD Admin / Ins Liability insurance premiums over the same period last year. Fire
10
INFORMATIONAL MEMO
Page 5
reported a large increase in Contracted Services. This is due to the contract for services. In 2022
these costs were reported a salary and benefits.
11
12
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Finance & Governance Committee
FROM: Laurel Humphrey, Legislative Analyst
Cheryl Thompson, Executive Assistant, Mayor's Office
DATE: March 7, 2023
SUBJECT: Board & Commission Appointments
ISSUE
On January 9, 2023, the City Council requested a committee review of the current process for
Board & Commission appointments.
BACKGROUND
The city is assisted in several operational areas by boards and commissions comprising
members of the community. Residents and business representatives serve an important
function by volunteering their time and expertise as members. In most cases, members are
appointed by the Mayor and confirmed by the City Council. Operational information about
boards and commissions is located in the Municipal Code, the By -Laws of each group, and in
the Boards & Commissions Handbook.
Recruitment
Vacancies are currently promoted on the City website, social media, community events,
word-of-mouth, in the City Administrator Report and in the Hazelnut and/or e -Hazelnut. The
Mayor, Councilmembers and currently seated members play an important role in recruitment
by spreading the word to constituents across the city and by making a personal ask to
qualified individuals. The Equity and Social Justice Commission provided input on equitable
outreach in 2019. The annual member review and recruitment process is described in further
detail in the attached Administrative Policy.
Appointment Process
In 2019, the Community Development and Neighborhoods Committee reviewed the
appointment and reappointment process, and made several suggested changes:
• Online application
• Statement of Interest section on application form
• Optional personal/demographic section on application form
• Requiring reapplication form for those interested in additional terms
These changes were incorporated, and a new Administrative Policy was created to "establish
and provide consistent procedures for the review and selection of community members to
serve on boards, commissions, and committees.
13
INFORMATIONAL MEMO
Page 2
Qualifications, Requirements & Representations
Boards and commissions have varying requirements regarding community residency or
business affiliation. Members are subject to Tukwila Municipal Code Chapter 2.05, Code of
Ethics for Employees and Appointed Officials. Members must sign a Conflict of Interest
Disclosure Form and Ethics, Open Public Meetings Act, Public Records Act and Equity Policy
Training Certification Form within 90 days of appointment or reappointment. This year, a new
central repository has been created so that the Mayor's Office can quickly verify that forms for
all board and commission members have been completed and are on file.
Term Limits
There are currently no term limits for any of the City's Boards and Commissions. A cursory
review of other Washington cities revealed this is more often the case, although an example
of a city that does include term limits is Burien, which is a Council/Manager form of
government. In Burien, board and commission members "may not serve more than two
consecutive full terms. After a two-year absence, members may be reappointed subject to the
membership requirements stated above." (BMC 2.50.020(6)). Staff does not currently
recommend imposing term limits due to the challenge in finding volunteers in a city of this
size.
Social Security Number Requirement
During the City Council's initial discussion, a question was raised regarding the requirement
for applicants to provide a social security number. This is a requirement of the third -party
vendor used to conduct the background checks for all of the city's volunteers. Social security
numbers are redacted from Council meeting packets and are not disclosable upon records
requests.
Mayor's Selection Process
When an application is received a copy of the application is provided to the Mayor. In the
past, depending on the application, the Mayor has contacted the applicant directly to discuss
their interests or sought a staff liasion to do so. In those instances where the Mayor makes
contact, he then reaches out to staff l to contact the applicant to discuss the Board or
Commission and determine if the appointment would be a good fit for the applicant. The
Mayor then asks staff fora recommendation. On occasion the Mayor has asked staff to
schedule an interview with the applicant. On those occasions the Mayor has included the staff
liaison and the Chair of the Commission in the interview process.
Specifically, when a term is ending, the incumbent is asked to complete a reappointment
application if they are interested in being reappointed. Reappointment Applications are sent
out in early -mid September each year, with a deadline to respond by October 15. At the same
time an ad is submitted for the October Hazelnut that advertises all positions where the term
is ending with a deadline to submit an application by November 15. The ad for the October
Hazelnut is due mid-September. Between October 15 and November 15 staff liaisons are
advised on the members that submitted Reappointment Applications and asked to provide
feedback about the reappointments to the appointing authority, considering factors like
attendance regularity, objectivity, and effectiveness. After November 15 the Executive
14
INFORMATIONAL MEMO
Page 3
Assistant provides the Mayor with the any Reappointment Applications received, and any new
applications received for those positions. The Mayor reviews that information as part of the
decision-making process, along with appropriate staff liaison, and provides his
recommendations to the Executive Assistant to prepare an Memo to Council. When
considering reappointment, the Mayor considers factors such as attendance, participation
and effectiveness. Historically, Mayor Ekberg has recommended reappointment, however
there have been times where he decided not to reappoint and found out the individual didn't
reapply, or has appointed a new member to a position rather than the incumbent who had
sought reappointment.
RECOMMENDATION
Staff is seeking committee feedback on the appointment process as outlined in the attached
administrative policy.
ATTACHMENTS
Administrative Policy 100-17
15
16
, qsy 0100-17
k
CITY OF TUKWILA
'1'P4) POLICY
2906
Definitions
• Board: A semi -autonomous body established pursuant to a city ordinance.
• Commission: A body established pursuant to state statute and a city ordinance to study and
recommend action to the City Council with the exception of the Civil Service Commission.
• Committee: A body appointed by the City Council with a specified task or function.
Page 1 of 4
Board, Commission and Committee Appointment Process
Purpose: To establish and provide consistent procedures for the review and selection of community
members to serve on City boards, commissions and committees.
Definitions
• Board: A semi -autonomous body established pursuant to a city ordinance.
• Commission: A body established pursuant to state statute and a city ordinance to study and
recommend action to the City Council with the exception of the Civil Service Commission.
• Committee: A body appointed by the City Council with a specified task or function.
Policy and Procedures: Advisory bodies provide guidance to decision -makers and bring public
participation into government activities. The City of Tukwila's boards, commissions and committees
provide invaluable service to the City.
Authority: The Mayor of Tukwila and the Tukwila City Council are specifically empowered by state law
and the Tukwila Municipal Code to fill by appointment all boards, commissions and committees in
compliance with the Revised Code of Washington and the Tukwila Municipal Code. The Mayor's Office is
responsible for the oversight and administration of the process by which the advisory boards,
commissions and committee program is managed.
Appointment Criteria: To be considered for appointment each applicant must meet at least one of the
following criteria:
• Be a resident of the City of Tukwila for a resident or community position;
• Be employed in the City of Tukwila for a business representative position;
• Be a Tukwila School District Representative for a school district position; or
• Be a High School Student in the City of Tukwila for a student representative position.
Applicants must also successfully complete a background check.
Qualifications vary for each board, commission and committee and are specifically outlined in the
Tukwila Municipal Code.
Appointment Process: Interested applicants must submit a completed Boards, Commissions and
Committees application to the Mayor's Office. Applications are available on the city's website at
www.tukwilawa.gov/departments/mayors-office/boards-and-commissions.
Applications for the Arts Commission, Community -Oriented Policing Citizens Advisory Board, Equity and
Social Justice Commission, Human Services Advisory Board, Library Advisory Board, Landmark Advisory
Board, Park Commission, Planning Commission, SeaTac Airport Stakeholder Round Table and Special
Committees appointed by the Mayor: When an application is received, an email is sent to the applicant
acknowledging receipt of the application and letting them know the application is under review. A
background check is conducted and once complete the application is sent to the staff liaison for the
17
Board, Commission and Committee Appointment Process
100-21
Page 2 of 4
18
Board or Commission the applicant is interested in. A copy of the application is also provided to the
Mayor. The Mayor may contact the applicant directly, ask the staff liaison to contact the applicant or
schedule an interview with the applicant. If an interview is scheduled with the applicant, the Council
President is invited to participate.
When the Mayor has determined the applicant to recommend for appointment the Executive Assistant
will schedule the appointment recommendation to go before Council for confirmation at an upcoming
Regular Council Meeting. An Informational Memorandum recommending the appointment is prepared
and distributed to the City Council by email and internal mail no fewer than three weeks before the
scheduled Council Meeting. A copy of the application with address, phone number and emails redacted
is attached to the Informational Memorandum. After the councilmembers have had a few days to review
the memo, a letter is sent to the applicant notifying them that the Mayor has recommended their
appointment, pending confirmation of the City Council and inviting them to attend the upcoming
Council meeting where their confirmation is on the agenda.
Applications for Civil Service Commission: When an application is received an email is sent to the
applicant acknowledging receipt of the application and letting them know the application is under
review. A background check is conducted and once complete the application is sent to the staff liaison
for the Civil Service Commission. A copy of the application is also provided to the Mayor. The Mayor may
contact the applicant directly, ask the staff liaison to contact the applicant or schedule an interview with
the applicant. Per RCW 41.08.030 and 41.12.030 appointments to the Civil Service Commission are made
by the Mayor and do not go before City Council for confirmation.
Applications for the Lodging Tax Advisory Committee (LTAC): When an application is received an email is
sent to the applicant acknowledging receipt of the application and letting them know the application is
under review. A background check is conducted and once complete the application is sent to the staff
liaison for LTAC. The staff liaison will coordinate with the Councilmember serving as LTAC Chair as LTAC
appointments are made by the City Council. An Informational Memorandum recommending the
appointment is prepared and distributed to the City Council by email and internal mail approximately
three weeks before the scheduled Council Meeting. A copy of the application with address, phone
number and emails redacted is attached to the Informational Memorandum. After the councilmembers
have had a few days to review the memo, a letter is sent to the applicant notifying them that the Council
President has recommended their appointment, pending confirmation of the full City Council and
inviting them to attend the upcoming Council meeting where their confirmation is on the agenda.
Applications for Special Committees appointed by Council: When an application is received an email is
sent to the applicant acknowledging receipt of the application and letting them know the application is
under review. A background check is conducted and once complete the application is sent to the staff
liaison for the Committee. The staff liaison will notify the Council President and/or relevant standing
Committee Chair and schedule the appointment to go through the Council's legislative process, which
may include a standing Council Committee.
Board, Commission and Committee Appointment Process
100-21
Page 3 of 4
Appointee Requirements: Every member of an advisory board, commission or committee must sign a
Conflict of Interest Disclosure Form and Ethics, OPMA, PRA and Equity Training Certification Form within
90 days of appointment or reappointment. Forms and links to the trainings are located in the Boards and
Commissions Handbook.
Applicants Not Appointed: If an applicant applies for a position and is not appointed, they are sent a
letter thanking them for applying, notifying them they were not appointed, providing information on any
vacant positions, if applicable, and letting them know that their application will be kept on file for one
year.
Resignations: When a member resigns from their position before the end of the term, the vacancy is
advertised, and a new member is appointed to serve the remainder of the term. A letter is sent to the
member thanking them for their service.
Vacant Positions: Vacant positions are advertised in the Hazelnut newsletter, on TukTV, on the City's
website, on social media and in the City Administrator's report in the City Council meeting packets.
Reappointment Process: Terms for positions range between two years and six years depending on the
Board or Commission. All positions expire December 31 at the end of the term. In September of each
year the Mayor's Office will contact all incumbent members with terms expiring at the end of the year to
determine if they are interested in reappointment. If the incumbent is interested in being reappointed,
they will complete the Reappointment Application and submit it to the Mayor's Office by October 15. The
Mayor's Office will notify the Board, Commission and Committee staff liaisons which incumbents have
applied for reappointment. The staff liaison will have until November 15 to provide any feedback about
the reappointments to the appointing authority, considering factors like attendance regularity,
objectivity, and effectiveness. All positions with terms ending will be advertised in the October edition of
the Hazelnut newsletter and through other City venues with applications due by November 15. All
applications, both reappointment and new, will be reviewed and an Informational Memorandum with
appointment and reappointment recommendations will be provided to City Council no later than
December 7. All appointments and reappointments for terms that expire December 31 are scheduled for
the first Council meeting in January.
Recognition: The Mayor will send a letter of appreciation and thanks to each member of a board,
commission or committee upon the completion of a term.
Records: The Mayor's Office shall maintain records of persons who have applied for a vacancy on a given
board, commission or committee for one (1) year after each filing period. If a position should become
vacant during that timeframe, the applicant will be considered for the position.
19
Board, Commission and Committee Appointment Process
100-21
Page 4 of 4
Current Boards, Commissions and Committees
Term
Length
Appointment Authority
Governing
Legislation
Arts Commission
4 years
Appointed by Mayor
Confirmed by Council
TMC 2.30
Civil Service Commission
6 years
Appointed by Mayor
RCW 41.08
RCW 41.12
TMC 2.42
Board of Ethics
1 year
Comprised of the Chair from
each of the Commissions
TMC 2.97.040
Community -Oriented Policing
Citizens Advisory Board (COPCAB)
4 years
Appointed by Mayor
Confirmed by Council
TMC 2.39
Equity & Social Justice Commission
2 years
Appointed by Mayor
Confirmed by Council
TMC 2.29
Human Services Advisory Board
3 years
Appointed by Mayor
Confirmed by Council
TMC 2.34
Landmark Commission
3 years
Appointed by Mayor
Confirmed by Council
TMC 16.60
Library Advisory Board
2 years
Appointed by Mayor
Confirmed by Council
TMC 2.33
Lodging Tax Advisory Committee
(LTAC)
1 year
Appointed by Council
TMC 2.35
Park Commission
3 years
Appointed by Mayor
Confirmed by Council
TMC 2.32
Planning Commission
4 years
Appointed by Mayor
Confirmed by Council
RCW 35A.63
TMC 2.36
SeaTac Airport Stakeholder Round
Table (StART)
2 years
Appointed by Mayor
Confirmed by Council
StART Operating
Procedures
Board, Commission and Committee Appointment
Process
Initiating Department: Mayor's Office
Effective Date:
1/24/2022
Supersedes:
9/12/2019
Mayor's Office Approval Signature:
20
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Finance and Governance
FROM: David Cline, City Administrator
Vicky Carlsen, Finance Director
BY: Brandon Miles, Business Relations Manager
CC: Mayor Ekberg
DATE: March 6, 2023
SUBJECT: Public Works Operations Campus Phase 2, Financing Report (DRAFT)
ISSUE
Follow up on the February 27, 2023 Finance and Governance Committee meeting regarding
financing for Public Works Operations Campus, Phase 2. At the meeting the Committee asked
staff to provide information on various items. This memo begins the process of creating a
consolidated document to address the Committee's questions. The memo below is organized to
address the topics staff heard in the Committee meeting. The memo will be updated throughout
the Spring to address the items raised by the Committee and new items that might be added as
the process continues,
BACKGROUND
I. Overview of the Public Safety Plan and Public Works Phase Operations Campus
The following provides a brief overview of the City's recent investment in public facilities over
the last 15 years.
Development of the Public Safety Plan
In 2008 the City completed a comprehensive seismic study of city buildings, which was recently
updated in 2022. This report found that several buildings, including fire stations and public
works shops, would be unusable after an earthquake. It was this study that was the impetus for
the City to begin examining how to invest in upgraded facilities, specifically public safety
buildings (fire stations, police, municipal court, emergency management and public works
functions).
In 2015, after a two-year process, the City Council was presented a report entitled, "Investing in
Tukwila: Essential Governmental Services Facilities Plan 2015-2040." The plan recommended
the construction and/or replacement of several public safety buildings, including a new justice
center to house police, emergency management and municipal court; the replacement of three
fire stations; and a combined public works operations facility. The plan also included
recommendations for City Hall and the 6300 building.
This final report was presented to the City Council by the Facilities Committee, made up of
community members, councilmembers and staff. This Committee recommended a public safety
facilities ballot measure, which results in the City Council adopted "Public Safety Plan" to
prioritize:
• the construction of three replacement fire stations,
21
INFORMATIONAL MEMO
Page 2
• a new justice center (police, emergency management and municipal court),
• a consolidated public works shop, and
• a funding plan for 20 years of fire apparatus and equipment.
In November 2016 Tukwila voters approved the public safety plan bond measure with 60.5%
approval. Funds from the bond measure were used for the new fire stations, fire equipment and
apparatus and the justice center. Separately, funding for the public works facilities would come
from a variety of sources, including general fund and utility funds.
In 2018, this financing and expenditure plan was updated with the D-20 Model, adopted by the
City Council and discussed further below.
In 2018 the City began to identify and acquire land for the public safety plan, based upon the
recommendations of the community Siting Advisory Committee. Existing City owned land was
used for two of the new fire stations (51 and 52); the City assembled land on Tukwila
International Blvd for the Justice Center; and the City acquired three parcels in the north end of
the City for a consolidated public works shop. Public Works Operations Campus Phase 1
(hereinafter "Public Works Phase 1") entailed the construction of the west side of the property
and moving the City's fleet and facilities functions from George Long to the new site. Public
Works Phase 2 will entail work on the east side of the property and will eventually allow the City
to move the street and utilities functions from the Minkler Shops to the site, as well as
consolidating other functions currently found on other sites, such as spoils storage, etc.
The Justice Center and Fire Station 51 went operational in 2020 and Fire Station 52 become
operational in 2021. The Fleet and Facilities building became operational in 2022 (Public Works
Phase 1). In 2022, the City Council authorized the test to fit work for the eastern portion of the
Public Works Phase 2 - Operations Campus, which will conclude in March of 2023.
The Public Works Operations Campus is the final project remaining from the Public Safety Plan.
Funding for design of the Public Works Operations Campus was adopted in the 2023-2024
Budget and construction costs were included the 2023-2028 Capital Improvement Plan starting
in 2025.
Financing the Public Safety Plan- the D-20 Model
In 2018, due to cost escalation from market conditions and initial estimates based on incomplete
data, the City created options for the Public Safety Plan. Throughout the first half of 2018, the
City Council's Finance Committee, together with staff, deliberated on a variety of financing
options (A, B, Cl, C2 and D) to support the Public Safety Plan. In June 2018, the City Council
adopted their recommendation of option D-20 which directed the:
• Construction of two new fire stations (51 & 52) and the Justice Center
• Dedication of $30 million for land acquisition, building upgrades and master planning for
public works shops
• Fire apparatus and equipment funding for ten years
• Issuance of 20 -year bonds
• Use of a variety of financial sources (e.g. Limited Term General Obligation Bonds
(LTGO), Fire impact fees, land sales and one-time funds, ongoing REET 1, General
Fund.)
This long-range model — D20 - (2018-2039) has been updated several times to reflect changing
revenues and expenditures.
22
INFORMATIONAL MEMO
Page 3
1. All major projects in the D-20 model are now complete as originally anticipated in
2018. The following is a basic overview of the revenue and expenditures to date in the
D-20 Model. The work outlined below includes all land acquisition costs (Justice Center,
Fire Station 54, and Public Works Operations Campus) construction to date for Fire
Stations 51 and 52, Justice Center and Public Works phase 1 (fleet and facilities);
interim improvements on Minkler; and planning and test to fit associated with Public
Works Phase2. In addition, the initial planning for the Teen and Senior Center was
funded from unused budget leftover from the Justice Center and therefore funded from
the D-20 model. The only remaining items are finishing the roof and siding updates for
the Public Works Phase 1 and the final payment for the 2022 fire engine, which is
expected in 2025.
2. The D-20 Model accounted for all financial aspects of these projects. Data
incorporated two capital project funds, 305 and 306 as well as all debt service funds and
other funds that contributed funding sources (general fund, 301, utility funds). Note,
revenues are forecasted to be higher than expenditures due to financing costs.
3. Other Changes. Sales Tax Mitigation funds were significantly reduced from 2019 to
2020 due to the loss of ongoing Sales Tax Mitigation payments. Council adopted
CARES funding for project costs associated with COVID supply chain delays and added
Teen/Senior Center planning from unspent Justice Center budgeted funds. Additional
general fund and utility fund payments were adopted in 2022 to continue the public
safety plan efforts for the consolidated public works shop.
4. Assuming a successful annexation vote to the Puget Sound Regional Fire
Authority (PSRFA), capital acquisition responsibilities for future fire equipment
and apparatus shift to PSRFA in 2025. A portion of the proceeds from completed land
sales (Travelers Choice and HealthPoint) and approved (still pending) George Long sale
are currently budgeted to support remaining public safety plan financing requirements as
well as Public Works Phases 1 and 2.
5. Land Sales, originally contemplated in the D-20, are no longer required in their
entirety.
a. The updated D-20 model (December, 2022) removes future land sales.
b. Future City Council direction will be needed on use of land revenue (e.g. lease or
sale) for capital facility planning.
23
INFORMATIONAL MEMO
Page 4
D-20 MODEL FINANCIAL SNAPSHOT 2018-2022
Original
Updated
Updated
Updated
June 2018
Dec 2019
Dec 2020
Dec 2022
EXPENDITURES
Fund 305: Public Safety Plan
$ 114,730,235
$ 122,627,139
$ 120,510,023
$ 109,804,786
Justice Center
$ 68,570,005
$ 66,864,711
$ 65,747,697
$ 65,995,940
Fire Stations
$ 30,334,435
$ 39,936,632
$ 38,936,530
$ 37,791,730
Fire Equipment/Apparatus/Financing
$ 15,825,796
$ 15,825,796
$ 15,825,796
6,017,117
Fund 306: City Facilities
$ 30,000,000
$ 35,700,000
$ 36,200,000
$ 43,150,491
PW Shops Phase I
$30,000,000
$35,700,000
$35,700,000
$36,405,462
Minkler Improvements
$500,000
$500,000
Teen/Senior Center
$395,030
PW Operations Campus Phase 2
$5,850,000
TOTAL
$144,730,235
$158,327,139
$156,710,023
r- $152,955,277
REVENUES
Voted Bonds (UTGO)
$ 77,385,000
$ 77,997,026
$ 77,997,026
$ 77,997,026
Councilmanic Bonds (LTGO)
$ 40,000,000
$ 45,500,600
$ 45,500,600
$ 45,500,600
Fire Impact Fees (Tukwila South- FS 51)
$ 4,750,000
$ 4,750,000
$ 4,750,000
$ 4,750,000
Fire Impact Fee- ongoing
$ 8,517,000
$ 9,817,000
$ 9,497,000
$ 8,244,202
Fund 301 Transfer- REET Funds
$ 3,000,000
$ 3,000,000
$ 3,000,000
$ 3,500,000
Land Sales
$ 15,038,000
$ 13,053,090
$ 13,518,000
3,014,845
REET 1- Ongoing Support
$ 12,813,091
$ 12,813,091
$ 12,852,409
$ 11,000,000
Sales Tax Mitigation
$ 4,017,425
$ 665,909
$ 665,909
Cares Act
$ 300,000
$ 497,247
Investment Earning
$ 707,845
$ 1,480,824
$ 1,725,661
$ 1,626,356
Project Contribution (TeenSenior)
$ 600,000
Project Contribution (General Fund)
$ 141,854
$ 2,991,854
$ 2,991,854
$ 5,950,954
Project Contribution (Utility Fund)
$ 141,854
$ 3,791,854
$ 4,291,854
$ 7,791,854
TOTAL
$ 162,494,644
$ 179,212,764
$ 177,090,313
$ 171,138,993
Completing the Public Safety Plan — Design and Construction of Public Works Phase 2
The last remaining item in the Public Safety Plan is Public Works Phase 2 Operations Campus
in order to move city operations from the Minkler Shops and the Longacres site. The City is still
providing critical public works activities at the Minkler Shops under older, inefficient conditions.
In addition, as part of the Public Safety Plan the City identified a goal to move all critical facilities
out of flood -prone areas and the Minkler Shops is located directly behind a levee that has
significant concerns. The Army Corps of Engineers has identified there is a risk of levee failure
in the event of a high-water event or earthquake.
Public Works has moved from George Long into Public Works Phase 1. On November 1, 2023
the City takes ownership of the eastside of the property and the Council adopted a lease
agreement until March 1, 2025 with the current tenant. The City Council authorized the "test -to -
fit" work which developed design options for the entire combined public works site. The "test -to -
fit" will provide the City better cost estimates for the final phase of the project.
In March 2023, the "test -to -fit" will be completed and the City Council will be briefed on cost
estimates for the full buildout and completion of Public Works Phase 2. The City Council will be
asked to move forward with the Public Works Phase 2 design. The 2023-2024 budget includes
$5.85 million for the City to complete the design work and permitting for Public Works Phase 2,
with construction anticipated to begin in May of 2025.
24
INFORMATIONAL MEMO
Page 5
II. Public Works Operations Campus, Phase 2 Financing
a. The Next D-20 Model, Public Works Campus Financial Model
The D-20 model was a successful tool the City Council approved to track all expenditures and
revenues associated with the construction of the Public Safety Plan. A similar model focused
on the Public Works Campus will need to be developed separately from the original D-20 model.
The table below is a preliminary overview of the current construction estimates in 2023 dollars,
cost escalation, and soft costs.
($ millions)
Construction Estimates
2023 Estimates
Project Related
(Soft) Cost
Construction Costs
(2023 dollars)
Total:
Estimated
Expenditures (2023
values):
$ 29,352
$ 46,835
$ 76,187
January 2026
Escalation':
$ 0
$7,678
$7,678
2026 Adjusted
Totals:
$29,352
$ 54,513
$ 83,865
Sources of Funds
2023/2024 Adopted
Budget
Utility Funds:
Project Related
(Soft) Cost
Construction Costs
(2023 dollars)
Total:
$ 3,000
N/A
$ 3,000
Lease Revenue
(eastern public works
property):
$ 980
N/A
$ 980
306 Fund Balance:
$ 1,964
N/A
$ 1,964
Total:
$ 5,944
N/A
$ 5,944
2025/2026 CIP
Construction Phase (construction and soft costs
merged)
Utility Funds (Bond
supported):
$ 21,750
$ 21,750
Councilmanic Bonds:
$ 21,750
$ 21,750
Lease Revenue
(eastern public works
parcel):
$0
$0
306 Fund Balance:
$ 10,500
$ 10,500
11 January 2026 is the midpoint of construction. The current schedule has construction commencing
on May 1, 2025.
25
26
INFORMATIONAL MEMO
Page 6
Total:
$ 54,000
$ 54,000
Total Additional
$ 23,921
Funds Needed in
2026:
Possible Additional
• Enterprise Funds2: Councilmanic Bonds (General Fund)
Sources of
• Land Sales Revenue (One Time)
Revenue
• Land Lease Revenue (Ongoing, support debt service)
• Sales Tax Credit Back to Project (One Time)
• Permit Fee Credit Back to Project (One Time)
• Grants (One -Time): Federal and/or State Appropriations
• Decant Facility Capital Contribution (Ongoing or onetime)
• REET Funds
b. Bond Capacity
Information to be added.
c. Construction Delay Costs
Construction is currently anticipated to begin on May 1, 2025, shortly after the existing tenant's
lease expires. Current estimates are that for every month in delay the project's construction
costs would increase approximately $300,000 per month.
d. Phasing of the Project
A question came up at the February 27 Finance and Governance Committee meeting regarding
a previously discussed phase 3 of the project. This comment seemed to be related to cost
management and reducing the scope of the current project.
In 2019 the City Council authorized SHKS Architects to do site design planning for the public
works shop site. A copy of the conceptual site design planning, including a three -phased total
project is shown in the attachment provided. That proposed phasing would have resulted in the
City demolishing and moving out of the Fleet and Facilities building. However, the City Council
directed staff not to pursue the three phase plan and to instead plan around the Fleet and
Facilities building remaining in its current location. The City Council also provided additional
funds to improve the seismic status of the building to be one that can be useable after an
earthquake.
Staff has taken this direction from Council and the project does not currently include a third
phase and assumes the Fleet and Facility building will remain for the useful life of the building.
Staff is working with the SOJ and Miller Hayashi to understand what, if any possible staging
might be possible to the current Phase 2 program. However, most of the significant cost items
will need to be completed early in the project. There might be some initial cost deferrals for the
delaying construction of the proposed decant facility, but these would be cost deferrals and
could result in added costs since construction costs would likely continue to rise.
2 Upon completion of the project, the city will true up all costs associated
with Public Works Operation's Campus.
INFORMATIONAL MEMO
Page 7
Ill. List of City Facilities
Name
Year
Built
Seismic
Risk
Risk
Assessment
Estimated
Value
Recent
Improvements
Can be
surplus?
Other?
HealthPoint (already sold)
Information to be added.
Information to be added.
Information
to be added.
George Long (proceeds
currently dedicated. 1/2 to
repay debt service and 1/2
for PW Shops soft costs)
Information to be added.
Information to be added.
Newporter
Information to be added.
Information to be added.
Old Fire Station 51
Information to be added.
Information to be added.
Old Fire Station 52 (one
parcel that includes old
city hall and Hazelnut
Park; deed restricted; can't
be sold. Would revert
back to the Tukwila School
District if not in community
use).
Information to be added.
Information to be added.
Old Fire Station 53
(Allentown)
Information to be added.
Information to be added.
Longacres
Information to be added.
Information to be added.
IV. Monetization of Surplus City Properties
The City has been exploring possible ways to monetize (sale or lease) several city
properties that could be surplus.
Property Name
Status
Estimated Value
Travelers Choice (already
sold)
Information to be added.
Information to be added.
HealthPoint (already sold)
Information to be added.
Information to be added.
George Long (proceeds
currently dedicated. 1/2 to
repay debt service and 1/2
for PW Shops soft costs)
Information to be added.
Information to be added.
Newporter
Information to be added.
Information to be added.
Old Fire Station 51
Information to be added.
Information to be added.
Old Fire Station 52 (one
parcel that includes old
city hall and Hazelnut
Park; deed restricted; can't
be sold. Would revert
back to the Tukwila School
District if not in community
use).
Information to be added.
Information to be added.
Old Fire Station 53
(Allentown)
Information to be added.
Information to be added.
Longacres
Information to be added.
Information to be added.
27
INFORMATIONAL MEMO
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6300 Building
Information to be added.
Information to be added.
Minkler Shops
Information to be added.
Information to be added.
V. Intergenerational (Teen/Senior) Center Update
Information to be added.
VI. Minkler Shops and Levee Issues
Information to be added.
VII. Public Works Phase 2 Specific Questions
a. Can Public Works Phase 2 Be Done in Stages?
b. Can spoils be located somewhere else doing design and construction phase?
c. Other
DISCUSSION
Information to be added.
FINANCIAL IMPACT
Information to be added.
RECOMMENDATION
This is intended to be a dynamic memo to be updated throughout spring to present a
comprehensive report to the full City Council.
ATTACHMENTS
• SHKS Architects Phasing Outline
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